Quarterly progress report & 2006/7 Cash flow projections

Presentation to the Portfolio Committee on Environmental Affairs

August 2006

In this 20-minute presentation …

1. Tourist arrivals (3 slides)

4. Our deliverables – year-to-date (11 slides)

5. The tourism potential for South Africa (4 slides)

6. Financial report & cash flow 2006/7 (1 slide)

2. ROI on tourism investment: 1994 – 2005 (1 slide)

3. Our strategy: FOCUS! (5 slides)

7. Assistance needed to unleash the full potential of TOURISM for South Africa (5 slides)

1. Actual arrivals 2005 grew by 10,3%

Source Total arrivals 2005 Movement over 2004 Movement

Europe (incl UK) 1 308 634 21 577 +1,7%

Americas 322 099 31 474 +10,8%

Asia & Australia 274 930 -71 -

Africa & Middle East 5 463 079 637 918 +13,2%

Total 7 368 742 690 898 + 10,3%

Tourism grew annually by 6,5% for 12 years

7,368,742

5,787,370

6,677,8396,504,890

6,429,5835,890,514

5,731,424

4,944,430

4,488,272

3,668,956

5,872,254

5,140,124

1,500,000

2,500,000

3,500,000

4,500,000

5,500,000

6,500,000

7,500,000

8,500,000

1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

Foreign Tourist Arrivals to South Africa (1998 - 2005)

Source: SAT tourist arrivals 2005

Tourism grew rapidly between 1994 and 1998 at a rate of 11.8%. We consolidated our performance between 1998 and 2001 and then grew by 6.2% from 2001 to 2005.

CAGR:

1994 – 2005: 6.5%

1994 – 1998: 11.8%

1998 – 2001: 0.3%

1998 – 2005: 3.7%

2001 – 2005: 6.2%

101% growth

And we continue to grow in 2006: The highest number of arrivals for the first 3 months of the year was recorded

in 2006 (Jan to March)

First quarter foreign tourist arrivals - 1998 to 2006

1.321.42 1.44 1.43

1.561.64 1.63

1.80

2.02

0.0

0.5

1.0

1.5

2.0

2.5

1998 1999 2000 2001 2002 2003 2004 2005 2006

Mill

ions

Num

ber o

f tou

rist a

rriva

ls

CAGR:

1998 – 2006: 5.5%

1998 – 2001: 2.7%

2001 – 2003: 7.2%

2001 – 2006: 7.2%

2003 – 2006: 7.1%

2004 – 2006: 11.3%

2005 – 2006: 12.3%

Source: StatsSA, SAT Analysis

2. ROI on tourism investment: 1994 – 2005

Performance area Number/value

Total foreign tourist arrivals to South Africa: 1994 – 2005*

Total investment into tourism marketing: 1994 – 2005**(“A”)

Calculated total number of new direct jobs created in the Tourism industry: 1994 – 2005***

Calculated total amount spend by foreign tourists inside SA: 1994 – 2005****(“B”)

Historic ROI on tourism marketing investment (for every R 1 we invest in tourism, we got…) (B/A)*****

* SA Tourism Research August 2006

** SA Tourism Finance August 2006

***Using WTTC averages per annum as reported by SA Tourism Research: 1998 – 2002 where it is calculated that approximately 12 arrivals creates 1 job

****Using SA Tourism Research average spend per annum in USD: 2003 – 2005

*****This represents the average ROI for the period for all markets

68,5 million

R 2,5 billion

308 000

R 609,0 billion

R 243: R 1

3. Our operating Strategy to deliver the Tourism Growth Strategy Objectives is clear

Reducing Seasonal Variations

Growth in

volume

Growth in

Revenue

Seeking out the countries and markets that will address these various components is key to establishing the portfolio – and seeking out our target consumer segments within each of these markets is even more critical.

Defend the Current Position

Our Marketing Ambitions were clearly defined

The question was asked, ‘What were you trying to achieve?’ The answer is:

By December 31, 2006, South African Tourism achieved the following:

1. Tourism Growth Strategy:7,4 million arrivals by end-2005, fulfilling the revenue, seasonality, distribution, length of stay and transformation requirements of the South African tourism industry

2. Brand:To continue to entrench the Tourism Brand, by expanding on the Leisure Platform, launching and entrenching the Business Tourism Platform and deriving incremental value from the Event Platform. The overall objective is to elevate the positioning of Brand SA and elevating it’s preference in its proximate competitive set in the statistical view of the majority of our chosen target segments in each of our chosen target countries

3. Capability:To continue to attract, challenge, reward and retain the ‘best-in-class’ in talent

Different strategies for different markets…

LESS ATTRACTIVE BUT EASIER

TACTICAL MARKETSMarkets where there are particular opportunities, i.e. “low hanging fruit”10% of organisation’s effort deployed against these markets

ATTRACTIVE & EASIER

CORE MARKETSMarkets that deliver the “bread & butter” 80% of organisation’s effort deployed against these marketsBest capabilities allocated to these markets

LESS ATTRACTIVE & DIFFICULT

WATCH-LIST MARKETSMarkets that are on the radarActivity in these markets will only occur if there is spare capacity in the organisation

ATTRACTIVE BUT DIFFICULT

INVEST MARKETSInvest in these markets ahead of return, i.e. invest for the future10% of organisation’s effort deployed against these markets

Core markets are those which present the greatest opportunity, and take most of our resources. Tactical markets are those which should be considered for specific, tactical opportunities. Watch-list markets need to be watched for value segments and future investment. Invest markets are

attractive markets with high barriers that need long-term investment to grow them into core markets

SA Tourism Portfolio 2005 – 2008:

DOMESTIC, AFRICA &

MIDDLE EAST

UK and AMERICAS

ASIA & AUSTRALASIA

EUROPE

CORE MARKETS DomesticKenyaNigeria

USAUK

Australia FranceGermany

Netherlands

BelgiumIreland

ItalySweden

Switzerland

TACTICAL MARKETS

BotswanaLesotho

SwazilandTanzania

India

INVESTMENT MARKETS

AngolaMauritius

MozambiqueZambia

Zimbabwe

Canada China (including Hong Kong)

Japan

WATCH-LIST MARKETS

GhanaSenegal

Brazil New Zealand

STRATEGIC HUBS EgyptSenegal

UAE

MalaysiaSingapore

SA Tourism has a clear global focusWe market in four regional portfolios separating them by separate strategies depending on the

returns and the current barriers to growth (eg airlift, visas, language, distance etc)

We have redefined our Marketing Portfolio:It is a cube, not a square!

Brand South AfricaBreaking new ground

Leisure

The Break

The break that breaks new ground

Sho’t Left

It’s Possible

Solution:Leisure Tourism

Marketing

Business

The Break-away

The break-away thatbreaks new ground

BusinessUnusual

BusinessUnusual

Solution:Business Tourism

Marketing

Event

The Break-through

The break-through thatBreaks new ground

Gap

Gap

Solution:Event Leverage

Marketing

Domestic

International

4. DELIVERABLES AT HQ

Deliver the Tourism Growth Strategy Objectives

1. Arrivals: We continue to grow at a higher volume base – 7.36 million 20052. Spend: We are tracking revenue growth despite volatility of the rand3. Seasonality: We continue to lift the trough albeit at a rate slower that planned4. Distribution: Encouraging signs of shifting provincial distribution5. Length of Stay: Has dropped by one night in 20056. Transformation: We are tracking our procurement and personnel targets

Create and activate the Tourism Brand

• Create: We created and developed a world class brand mix• Roll-out: We have rolled it out in all markets where we do business• Expansion : We have solidly planted the Business Tourism Concept in Europe in

2005 and US and ASIA to follow in 2006• Mile Wide: Our ‘Mile-Wide” Brand Development Phase is complete

Develop and establish Marketing Capability for sustainable business growth

1. Processes: We have established the Global Project Management System2. Systems: We are on track with business synchronization and systems

integration3. Knowledge: We are inculcating the culture of learning throughout the business4. Environment: We have created an enabling environment for professional delivery5. People – Internally: We have filled all mission-critical positions with competent people6. People – Externally: We have streamlined our agency operations for maximum efficacy

DELIVERABLES AT HQ (cont.)

Financials

– For the 5th consecutive year, the business received an unqualified audit report –

a reflection of fiscal discipline and compliance diligence within the business (5 years before 2001/2 were all qualified)

Best in Class Talent

– The successful engagement of Kingsley Potter as Chief Marketing Officer commenced July 2006

TOMSA/TBCSA

– Upcoming TOMSA road-shows will be attended by CMO,CRO and PMs

– SAT has submitted MOU to TBCSA for the TOMSA levy continued commitment

Board appointment

– Confirmation of the appointment of new board

Stakeholder relations

– Continued/continuing strengthened relations with key stakeholders. Recent interventions were Malaysia (COO), Korea (CFO), Singapore (COO)

DELIVERABLES AT HQ (cont.)

Marketing Communication– Tender issued to appoint new communication partners to provide communication, advertising,

media and PR services for the next 3 years. The outcome will be announced after the Board lekgotla in October 2006.

2010– Chief Executive delegation with Minster and Board member participation at this event. Of

particular importance was presence at the hand-over ceremony at which President Mbeki spoke

– Upon final revert from Ministry with regards a suggested 2010 Unit, the business will allocate adequate time to this venture- which serves as the third pillar of SAT business (the opportunistic platform)

– Most recently SAT de-briefed DFA on the formulated 2010 destination strategy – in preparation for the Cabinet Lekgotla in July 2006

DELIVERABLES AT HQ (cont.)

ALLIANCES

• On going collaboration with IMC particularly with regards marketing programmes

ASGISA

• Airlift Strategy – SAT is a key partner in the formulation of the strategy and on-going discussion with DPE,DEAT and DoT. This is a crucial intervention as it addresses a key barrier for tourist flow into the destination, especially from markets identified as key markets.

• Skills – Participation at THETA sessions to address this key subject- noted as a key gap in the sector and the Nation – as this impedes growth and contribution to the GDP

DELIVERABLES AT HQ (cont.)

Living the Brand Project (LTB)

– A crucial step in our work- to inculcate a tangible service culture within our SAT team, which is truly reflective of the destination’s values and brand attributes

– This approach and attitudinal approach to SAT work to be launched at staff energiser (May 2006)

– In market roll-out planned for Aug thru September 2006

ASIA PORTFOLIOQuality Marketing & Communication

AUSTRALIA• Trade relations ongoing. New channel players are responding well to VFM packages and realization of SA a profitable destination is taking root.• Media continually engaged on brand SA proposition around several key events notably National Day and media hosted as SA Indaba.• Ongoing stakeholder interface

JAPAN• Picture Perfect Campaign book launch to increase and drive brand awareness• SA Deputy President visit leveraged through media during National Day Celebrations • MEGA Familiarization trips for trade and trade media to deepen their knowledge of brand SA

CHINA• Brand SA reputation enhancement through various coordinated events such as; Indaba trade workshops, ITE Hong Kong Expo, liaison with SA-based

Chinese media and CNTA meetings• SA Spring Flower show hosted over one month period• Consumer and trade activation on-going• Forthcoming Ministerial Visit to China by Minister of Environmental Affairs and Tourism (August 2006)• Upcoming Nan Fei II – to build upon the foundation of Nan Fie I

INDIA• SA Fashion Week launch in-market for pre event publicity. Event billed as SAFW Bombay chic in City of Gold - utility of the pre-emptive strike is to

generate high media awareness for Brand SA.• Stakeholder relations ongoing - key meeting with Kuoni, travel group, to agree MOU for future projects• GOA II upcoming end-July 2006 (to further strengthen trade relations

EUROPE PORTFOLIOQuality Marketing & Communication

The portfolio is in recovery – with positive growth indicators from Germany – and with sustained growth from the other countries in the portfolio.

National Geographic TV presence signed off for regional presence through out 2006/7.

GERMANY• Pre planning with LOC, DAC and IMC to leveraging World Cup 2006 media exposure for SA• Trade education road show rolled-out in 6 six core cities.• Afirika Afrika Variete show activation with SAA exposed Brand SA to over 2,300 daily visitors• Collaborative project with DAC and IMC around 2006 World Cup , as a launch pad for 2010• Talent re-shuffling - Appointment of E-business manager as CM

FRANCE• SA is holding its own in arrivals terms-with increasing consumer-facing promotions that are relevant, well-timed and measurable.

Sustained growth on track.• South African Week 1-8 April got good press coverage and was top & tailed with VFM packages• FAM trips are ongoing. Barter deal with SAA signed which increase pax to SA• Indaba facilitated re-strengthening of relations with key TO, notably KUONI where our standing has increased from 10th to 3rd in their

rankings. Jet Tours re-positioning themselves as SA expert

EUROPE PORTFOLIOQuality Marketing & Communication

ITALY• Italy continues to show growth despite the absence of direct flights. Increasing interest from the honeymoon market will augur well for

arrivals figures in future

• Strong brand campaign launched through the Metro billboard media channel in Milan across 185 sites. This bodes well for building a strong brand image as well as increasing awareness for Brand SA

NETHERLANDS• Jan to March showed a 4.4% increase due to recovery plan implemented in late 2005

• Six-week radio brand campaign aimed at the Wanderluster to bolster key brand attributes

• Key partner travel agents hosted in SA on FAM trip. Trip was filmed and screened to agents back in the Netherlands to educated and entrench Brand SA

• 7 key players signed a JMA that will increase the pax to South Africa

• Much like Italy with regards airlift, however building upon momentum from 2004/5 campaigns, particularly TV travel shows, branding of trams, and interaction with trade to deliver tangible results. On track for sustained growth.

• Talent re-shuffle to increase impact in that market - deployment of ex German CM to Netherlands as new CM

US/UK PORTFOLIOQuality Marketing & Communication

UNITED STATES• Ongoing media and influencer FAM trips to SA• Increasing interaction with trade and social networks • Business Tourism event under the banner proposition of Business Unusual held in New York to an audience of 138 key business

members representing various sectors of business tourism. 57 customers have been identified as business tourism partners.• Strong ongoing media and trade relations ensures growing media coverage of Brand SA• Airlift capacity to increase with Delta’s announcement of direct flights to SA via Dakar

UNITED KINGDOM• SA has a hold on this market, sustained growth and potential for future growth.• Trade relations are clearly defined and therefore best placed for potential future growth• UK is a primary source market for SA and future potential growth will come from new consumer clusters• Indaba hosting of 4 journalist proved well in that post trip coverage in 3 travel magazines showcased Brand SA in a 4-page spread in

each magazine• Educational FAM Trips ongoing, evidenced by joint hosting by SAA, Travel Weekly and SAT of 70 key travel agents. FAM Trips are great

partner energizer boosters to bring increased awareness on Brand SA• Business Tourism contact pool is growing as 255 Associations, 1152 Incentive Houses and 162 Corporates have been identified. This

contact pool will yield a significant pax volume to SA given the historical familiarity to Brand SA

AFIRCA & DOMESTIC PORTFOLIOQuality Marketing & Communication

The consolidation of this portfolio augurs well for containing growth in key markets, defending SA market and brand-share and launching into new spaces with credible propositions.

AFRICA

• SADC is in phase 2 of the “Hot Spots Campaign’’ • Kenya- Trade workshop , with strong support from local trade partners (hotels more specifically)

DOMESTIC• Fundi programme also on track to ensure that trade partners have the requisite information to accurately

promote and sell the destination• Sho’t Left is the mainstay in the domestic market and is set to grow into a multi-media campaign - across TV,

Print, Radio and Outdoor media. All planning and production was in progress for quarter under review. July sees full launch

• Launch of Shot left III in Durban in June 2007 –

• Every Saturday on S2 18H30 – 19H30 (7 EPISODES)

Quality of Marketing/CommunicationBUSINESS TOURISM

• This “bringing businessunusual to life” road show ended with a launch event in Singapore , July 2006 to address and engage the Asian market, with support from SA’s High Commissioner to Singapore

• Continued interface with local key players particularly meeting organisers, and crucial industry bodies such as SACCI and SAMIF

• Talent appointment across the core business tourism source markets are in place; New York, France, Australia and Netherlands

Size of Target Market in the 11 markets

76,540,000 Consumers

Size of Target Segments in the 11 markets

28,071,300 Consumers

5. The potential tourism market in our portfolioFor markets where SAT has conducted detailed research, there is still massive potential

Arrivals from 11 key Markets (2004)

1,369,101 Arrivals

Source: SAT Market Segmentations Studies for US, UK, Germany, France, Netherlands, Kenya, Nigeria, India, China, Japan and Australia

Based on 2005 conversion curves and 2005 TFDS in SA

Country Total Awareness Likeability/ Positivity Consideration

Plan to Gather Information in Next

18 Months Plan to Visit in Next

18 Months

Average TFDS in SA excluding

capital expenditure (2005)

Australia 1,875,000 700,000 625,000 225,000 125,000 R 7,781Canada 3,478,150 1,444,770 1,123,710 428,080 214,040 R 9,235China 775,000 325,000 350,000 325,000 125,000 R 7,092France 4,557,000 2,604,000 2,232,000 1,209,000 558,000 R 6,773Germany 9,636,000 5,256,000 4,526,000 3,066,000 1,314,000 R 8,895India 520,000 264,000 264,000 232,000 104,000 R 11,392Italy 1,316,000 752,000 681,500 399,500 188,000 R 7,078Japan 4,728,000 2,167,000 2,758,000 788,000 197,000 R 4,644Kenya 316,000 192,000 240,000 176,000 144,000 R 8,741Netherlands 5,307,000 2,623,000 2,318,000 976,000 549,000 R 8,262Nigeria 650,000 330,000 460,000 290,000 210,000 R 8,320UK 8,188,000 3,312,000 3,128,000 1,380,000 828,000 R 8,601USA 7,301,774 2,712,087 1,981,910 1,147,422 625,866 R 8,997Total 48,647,924 22,681,857 20,688,120 10,642,002 5,181,906 R 8,225Note: The average TFDS is the spend per day multiplied by length of stay by respondent. The average TFDS is then the average for all respondents of a specific country.

20m people are currently considering travel to SA

Of the 48 million people in 13 markets who are aware of SA as a tourism destination, more than 20m would consider us and 5m said they intend to visit in the next 18 months. The problem is we

currently only get 1,5m from these markets in 2005 because of our low share of voice and they get ‘sold’ to other destinations or the barriers to travel to SA

Based on 2005 conversion curves and 2005 TFDS in SAExcluding capital expenditure

Country Total Awareness Likeability/ Positivity Consideration

Plan to Gather Information in Next

18 Months Plan to Visit in Next

18 Months Australia R 14,589,375,000 R 5,446,700,000 R 4,863,125,000 R 1,750,725,000 R 972,625,000Canada R 32,120,715,250 R 13,342,450,950 R 10,377,461,850 R 3,953,318,800 R 1,976,659,400China R 5,496,300,000 R 2,304,900,000 R 2,482,200,000 R 2,304,900,000 R 886,500,000France R 30,864,561,000 R 17,636,892,000 R 15,117,336,000 R 8,188,557,000 R 3,779,334,000Germany R 85,712,220,000 R 46,752,120,000 R 40,258,770,000 R 27,272,070,000 R 11,688,030,000India R 5,923,840,000 R 3,007,488,000 R 3,007,488,000 R 2,642,944,000 R 1,184,768,000Italy R 9,314,648,000 R 5,322,656,000 R 4,823,657,000 R 2,827,661,000 R 1,330,664,000Japan R 21,956,832,000 R 10,063,548,000 R 12,808,152,000 R 3,659,472,000 R 914,868,000Kenya R 2,762,156,000 R 1,678,272,000 R 2,097,840,000 R 1,538,416,000 R 1,258,704,000Netherlands R 43,846,434,000 R 21,671,226,000 R 19,151,316,000 R 8,063,712,000 R 4,535,838,000Nigeria R 5,408,000,000 R 2,745,600,000 R 3,827,200,000 R 2,412,800,000 R 1,747,200,000UK R 70,424,988,000 R 28,486,512,000 R 26,903,928,000 R 11,869,380,000 R 7,121,628,000USA R 65,694,056,180 R 24,400,649,438 R 17,831,243,820 R 10,323,351,685 R 5,630,919,101Total R 394,114,125,430 R 182,859,014,388 R 163,549,717,670 R 86,807,307,485 R 43,027,737,501

They would bring between R43-R164 billion to SAAt current levels of average length of stay and expenditure (as reported in 2005 Annual Report on foreign arrivals www.southafrica.net\research) 5m people would spend R43 billion in our country in

foreign direct spend. The number increases to R164b if we converted all the ‘considerers’

Core Markets

Kenya

Nigeria

USA

UK

Australia

France

Germany

Netherlands

Tactical Markets

Tanzania

India

Botswana

Lesotho

Swaziland

Investment Markets

Angola

Mauritius

Canada

China

Japan

Mozambique

Zambia

Zimbabwe

Watch-List Markets

Ghana

Senegal

Brazil

Malaysia

New Zealand

Singapore

Belgium

Ireland

Italy

Sweden

Switzerland

Strategic Hubs

Egypt

UAE

Likely to participate in the 2010 WC

Source: SAT Tourism Portfolio 2005-2009, Monitor Analysis

The 2010 tourism potential for South Africa2010 is a significant opportunity to exploit. Many of the countries expected to quality are in our

portfolio but additional marketing it required in some (eg Brazil). The challenge for us is not just the the build up to 2010, but the capitalising on it for decades afterwards

6. Financial report & cash flow 2006/7

Detail/Period Jun’06 qtr

Sep’06 qtr

Dec’06 qtr

Mar’07 qtr

Total year

Total approved budget (R’mil) 178 137 114 82 511

Total actual spend quarter/revised forecast (R’mil)

118 155 136 102 511

Media expenses (R’mil) 16 29 25 5 75

CRM expenses (R’mil) 4 5 4 2 15

Research (R’mil) 18 7 9 8 42

Production expenses (R’mil) 16 27 10 13 66

Hosting expenses (R’mil) 4 7 7 1 19

Capex (R’mil) 1 1 1 2 5

Activation expenses (R’mil) 18 24 26 2 70

PR & Comms expenses (R’mil) 2 7 7 3 19

Capabilities expenses (R’mil) 15 14 13 33 75

Overheads (R’mil) 24 34 34 33 125

Total actual spend quarter/revised forecast (R/mil)

118 155 136 102 511

Applied for:

7. But to unleash the full potential of TOURISM for South Africa, we need…

7.1 More funding to stay longer in markets…the ROI will be there (part of our upcoming request to MTEC)

Projects 2007/8 2008/9 2009/10

Total additional funding requested from Treasury

R 284,6 mil

Applied for:

Calculated ROI on spend 38:1 39:1 40:1

1 023 016

R 10,73 bil

85 251

R 297,4 mil

Additional expected arrivals as a result of investment (average marketing cost to attract tourist over past 2 years x 5 difficulty factor)

R 285,3 mil

1 006 349

R 11,19 bil

1 018 493

Calculated additional spend by tourists in South Africa (R 8 808 spend in 2005 used multiplied by 6% CPIX)

R 12,01 bil

Calculated additional jobs created (using

the current 12:1 SRU factor)*84 87483 862

*SA unemployment figure in Sep 2005 was 4 487 000

7.2 We all need to do our bit in addressing violent crime & robbery in SA…

Background

1. This represents the biggest threat to substantial tourism growthin South Africa and has the potential to substantially erode ROI on current and historic marketing campaigns outside South Africa.

2. In a recent survey, 13,8 million potential tourists indicated this issue as the main reason why they wouldn’t visit South Africa although they are positive about South Africa.

3.While it is SA Tourism’s core business to deal with the perceptual component of crime, SAPS has the task to deal with actual component.

What we can do about crime…

Assistance requested from members of the Portfolio Committee:

• Lobby Cabinet members and the Minister of Finance to make more CAPEX available to SAPS effective 2007/8 so that they can acquire more necessary resources such as vehicles, motor cycles,CCTV, radio equipment and other world-class crime combating gadgets available to effectively combat crime and increase visible policing at tourism icons and venues

• Lobby Cabinet members and the Minister of Finance to implement an attractive tax deduction of say 150% for all companies and individual in respect of resources and cash (to fund rewards that will promote community policing) donated to SAPS and Business AgainstCrime

7.3 We need assistance on visas…

Background

1. Current immigration legislation of South Africa leaves significant discretion to overseas embassies in terms of the time for processing visas and the payment of deposits as security. This has resulted in a significant loss of potential tourists for South Africa.

2.Realizing the significance of this for potential tourists (making it as easy as possible to “sell” a destination and obtain a quick visa), destinations such as Australia, our main competitor, recently started to introduce on-line visa application systems (such as ETA, Electronic Travel Authority, visas in Australia).

3.ETA allows a tourist to apply for a visa on-line and get it issued, to qualifying applicants, with a bar code on the printers of approved issuing authorities (e.g. approved travel agents). At the back of ETA sits software developed to evaluate the security risk of an applicant based oninformation provided electronically and previous visits to a destination.

What can be done about visas…

Assistance requested from:

• Portfolio Committee: Lobby Cabinet members and the Minister of Finance to make more CAPEX available to DHA effective 2007/8 to do a case study and either acquire such software or develop their own as soon as National Intelligence has agreed to it.

THANK YOU!!!

SIYABONGA!!!

QUESTIONS?