8
9
voorlê, sal besin moet word oor hoe die struktuur kan aanpas
om ons produsentelede nog beter te bedien en met die fokus
op relevante aangeleenthede wat ‘n ideale klimaat help skep
waarbinne alle groottes produsente kan gedy. Indien nodig,
moet Graan SA se hulpbronne en gebiede waar ‘n invloed
uitgeoefen word, herbelyn word.
Vir Graan SA bly die bevordering van nuwe enmeer volhoubare
uitvoermarkte vir grane
‘n sleutelfokusarea. Innoverende inter-
vensies word deurlopend ondersoek ten einde op hierdie
markgeleenthede te kapitaliseer. Klem word veral geplaas op
die vestiging van alternatiewe markte vir mielies (wat selfs Asië,
die Midde-Ooste en verder kan insluit), buite die tradisionele
markte in Afrika. Die ondertekening, vroeg in Desember 2014,
van ‘n fitosanitêre protokol vir die uitvoer van mielies na China
deur die regerings van Suid-Afrika en China, baan die weg vir
die plaaslike bedryf om surplusse te produseer wat daarheen
uitgevoer kan word.
Hierdie uitvoermark vir mielies is reeds in 2011 geïnisieer deur
‘n voormalige voorsitter van Graan SA, Neels Ferreira, en Tina
Joemat-Pettersson, die vorige minister van Landbou, Bosbou en
Visserye. Graan SA bedank minister Zokwana en die personeel
van die Departement van Landbou, Bosbou en Visserye vir hulle
harde werk om hierdie ooreenkoms te finaliseer.
Afsluiting en dank
Dankie aan elke lid van Graan SA vir sy/haar bydrae tot die
heffingsfonds. ‘n Spesiale woord van dank aan die instansies
wat as vorderingsagente optree asook die landbou-inset-
verskaffers wat die saak van die graanprodusent in Suid-Afrika
finansieel ondersteun.
Die uitstekende leiding verskaf deur ons voorsitter, Louw Steytler,
en die insette en samewerking van die res van die leierskap,
plaas die organisasie in ‘n klas van sy eie. Dit is dus te verstane dat
Graan SA se uitvoerende bestuurspan en personeelkorps weer
eens daarin kon slaag om die landbouvlag vanjaar doelgerig
te laat wapper – ongeag ‘n strawwe tempo én die bykomende
druk wat sake van die dag op die graanagenda plaas.
Ek sluit af met die volgende gedagte: In ‘n tyd van verandering
moet ons aanhou om die regte dinge te doen, ongeag van
wat rondom ons gebeur. Ons kan nie toelaat dat onsekerhede
ons karakter verander en die stabiliteit in landbou aantas
nie. Behou integriteit en leierskap en waak daarteen om in
politiekery te verval – ons moet graanprodusente bly.
Graangroete
JF de Villiers
Uitvoerende Hoofbestuurder
Chief executive officer
Uitvoerende hoofbestuurder
Corporate governance report
Korporatiewe beheerverslag
Agtergrond en verslagdoening
A
s ‘n nie-wins organisasie, beskou Graan SA die voldoening
aan King III as uiters belangrik om aan belanghebbendes
die nodige gerusstelling te gee dat Graan SA se
korporatiewe beheer aan die hoogste standaarde voldoen.
Verslagdoening is ‘n belangrike aspek van King III en daarom
word die jaarverslag gebruik om ‘n geïntegreerde geheelbeeld
te skep van die organisasie se prestasie teenoor sy hoofdoelwitte.
Hiermee saam word die volledig geouditeerde finansiële state
ook ingesluit vir deursigtigheid.
Volhoubaarheid
Graan SA het verskeie bronne van inkomste wat almal bydra
tot die volhoubaarheid van die organisasie. Van die verskillende
bronne, bly ledeheffings sekerlik die belangrikste en grootste
bydrae tot Graan SA se inkomste. Weens verskeie redes het
Graan SA kostedruk ervaar oor die laaste drie jaar. Die heffing per
ton het sedert sy instelling in 2002, onveranderd gebly. Ten einde
die volhoubaarheid van Graan SA te verseker was ‘n aanpassing
in die heffing egter onvermydelik. Tydens die 2014 Kongres is die
besluit eenvormig geneem en die nuwe heffing is ingestel, wat
gevolglik die kontantvloei van Graan SA in ‘n positief gedraai het.
Die afhanklikheid van befondsing deur eksterne trusts is steeds
‘n risiko. Graan SA werk ook volgehoue aan moontlikhede om
addisionele bronne van inkomste te bekom om sodoende die
risiko te verlaag.
Die bestuur van risiko’s
Uitgebreide bestuursbeheermaatreëls word deurentyd toe-
gepas om potensiële risiko’s te identifiseer. Elke risiko word
geprioritiseer op grond van die impak wat die betrokke
risiko op die besigheid sal hê indien dit voorkom, en ook die
waarskynlikheid dat dit sal voorkom. Die hoëprioriteitsrisiko’s
word eerste aangespreek. Hierdie inligting word tydens
ouditkomiteevergaderings bespreek en so ook aksieplanne wat
deur bestuur voorgestel is. Bestuur implementeer daarna sekere
beheermaatreëls om hierdie risiko’s te beperk.
Opsomming
Die suksesvolle samewerking tussen die ouditkomitee, bestuur,
personeel en eksterne ouditeure sorg vir ‘n gesonde omgewing
waar goeie korporatiewe beheer suksesvol toegepas word.
Background and reporting
A
s a non-profit organisation Grain SA regards compliance
with King III to be extremely important to provide
stakeholders with the necessary assurance that
Grain SA’s corporate governance meets the highest standards.
Reporting is an important aspect of King III and the annual
report is therefore used to create an integrated presentation
of the achievements of the organisation compared to its
objectives. The fully audited financial statements are also
included for transparency.
Sustainability
Grain SA has various sources of income that all contribute
to the sustainability of the organisation. Of these sources,
members’ levies probably provide the most important and
biggest contribution to Grain SA’s income. For various reasons
Grain SA has experienced cost pressure over the past three
years. The levy per ton has remained unchanged since its
introduction in 2002. In order to ensure the sustainability of
Grain SA an increase in the levy was unavoidable. At the
2014 Congress a resolution was passed unanimously and the
new levy was introduced, which gave Grain SA’s cash flow a
positive lift.
The dependence on funding from external trusts remains a risk.
Grain SA is working continuously on possibilities for obtaining
additional sources of income in order to reduce this risk.
The management of risks
Extensive management control measures are applied
continuously to identify potential risks. Each risk is prioritised
on the basis of the impact that the risk involved would have
on the business if it occurred, and also on the probability
that it will occur. The high-priority risks are addressed first. This
information is discussed during audit committee meetings, as
are action plans proposed by management. Management
then implements certain control measures to limit these risks.
Summary
The successful cooperation between the audit committee,
management, staff and external auditors ensures a healthy
environment in which good corporate governance can be
applied successfully.
The relocation of the head office to Pretoria was the start of
a cultural shift for the organisation, although the structure was
left largely unchanged at the time. In the season ahead we will
have to reflect on how we can adapt the structure to provide
an even better service to our producer members, and we should
focus on relevant matters that help to create an ideal climate
within which all sizes of producers can flourish. If necessary, Grain
SA’s resources and areas of influence should be re-aligned.
The promotion of new and more sustainable
export markets
for grains
remains a key focus area for Grain SA. Innovative
interventions are investigated all the time to capitalise on these
market opportunities. Particular emphasis is placed on the
establishment of alternative markets for maize (which could
even include Asia, the Middle East and further afield) outside
the traditional markets in Africa. The signing of a phytosanitary
protocol for exporting maize to China by the governments of
South Africa and China in December 2014 paved the way for the
local industry to produce surpluses that can be exported to China.
This export market for maize was initiated in 2011 by a previous
chairperson of Grain SA, Neels Ferreira, and Tina Joemat-
Pettersson, the previous Minister of Agriculture, Forestry and
Fisheries. Grain SA would like to thank Minister Zokwana and
the staff of the Department of Agriculture, Forestry and Fisheries
for their hard work in finalising this agreement.
Conclusion and thanks
Thank you to every member of Grain SA for their contributions
towards the levy fund. A special word of thanks to the
institutions that act as collection agents and the agricultural
input providers who provide financial support to the cause of
the grain producer in South Africa.
The excellent guidance provided by our chairperson, Louw
Steytler, and the inputs and cooperation of the rest of the
leadershipplace the organisation in a class of its own. It is therefore
understandable that Grain SA’s executive team and staff once
again succeeded in keeping the flag of agriculture flying with
purpose – regardless of the punishing pace and the additional
pressure added to the grain agenda by current affairs.
I conclude with the following thought: In a time of change
we should continue to do the right things, regardless of what
happens around us. We cannot allow uncertainties to change
our character and affect stability in agriculture. Retain integrity
and leadership and guard against slipping into politicking – we
must remain grain producers.
Grain greetings
JF de Villiers
Chief Executive Officer
Terugblik (vervolg)
Review (vervolg)
Jannie de Villiers, Chief Executive Officer of Grain SA,
shares his opinion on the 2014 agricultural year.
(Internet access is required to view this clip.)
Jannie de Villiers, Uitvoerende Hoofbestuurder van
Graan SA, gee sy mening oor die 2014-landboujaar.
(Internet-toegang word benodig om die insetsel te besigtig.)
