1. BRAND SOUTH AFRICA STRATEGIC PLAN 2014-2019

2. TABLE OF CONTENTS 1.Strategic Overview 2.Governance and Organisational Structure 3.Summary: Key issues and opportunities in the broader environment 4.Strategic Outcomes Oriented Goals and Sub-programmes 5.Strategies and Implementation Plans – Strategic Marketing & Communications and Stakeholder Relations Marketing & Communications approach and objectives Target audiences & Stakeholder groupings Target Markets Resources Focus and Support – Corporate Services – Finance MTEF Overview 2

3. THE FUNDAMENTAL ‘WHY’ OF BRAND SA Vision To be the authority on national identity and reputation building for the benefit of South Africa and the continent. Mission To build confidence in the future of the nation by telling our inspiring South African story Purpose Ensure a sustainable future for our children Strategic Positioning Inspire and unify civil society, business, government and the media to build the reputation of South Africa, and contribute to its global competitiveness. 3

4. To contribute to the NDP OBJECTIVES on… OUR MANDATE by undertaking coordinated INITIATIVES to… Build South Africa’s Nation Brand reputation to contribute to South Africa’s global competitiveness and achieving the following OUTCOMES… 1.Brand and Message Alignment by key stakeholders. 2. Pride and Patriotism and Active Citizenship amongst South Africans. 3. Positive positioning of SA as a business destination amongst target international and domestic audiences. 1. Brand strategy development and management … through the following STRATEGIES 4. Insight and research management 4. A Sustainable Organisation 2. Reputation management 4. Strengthening & deepening Stakeholder & partner relationships 5. Organisational Development 6. Prudent financial management and control 1. Economic Growth & Employment2. Position South Africa in the Region and the World 3. Nation Building and Social Cohesion Inspire and instil active citizenship amongst South Africans Increased Social Cohesion Improved International & Domestic Reputation Increased International Competitiveness and contribute to the following broader IMPACT… 4

5. BOARD GOVERNANCE STRUCTURE 5

6. CURRENT STRUCTURE 6

7. RESOURCING PLAN 2014/2019 RESOURCE PLAN: PHASED-IN IMPLEMENTATION PLAN 2014/17 Function Focus (2014/15) Recruitment or “Fit and Match Exercises” will be undertaken with immediate effect for the following positions: The following positions will be filled in 2015/16 The following positions will be filled 2016/17 Core GM: Stakeholder RelationsCountry Manager: BrazilCountry Manager: India Core Country Manager: UK Core Country Manager: USA Core GM: Marketing & Brand Core GM: Communications Core Strategic Relationship Manager: Civil Society (formerly Programme Manager: Civil Society) GM: Research & Analysis Core Activations ManagerGraphic Designer Core Communication Manager: Domestic (formerly PRO Domestic) Relationship Consultants x2 Core Communication Manager: International (formerly PRO International) Admin & Traffic Coordinator Core Coordinator: MarketsResearch Assistant

8. RESOURCE PLAN: PHASED-IN IMPLEMENTATION PLAN 2014/17 Function Focus (2014/15) Recruitment or “Fit and Match Exercises” will be undertaken with immediate effect for the following positions: The following positions will be filled in 2015/16 The following positions will be filled 2016/17 Core Executive Assistant (CEO)Communication Assistant Core Executive PA (CMO) Core Accounts Executive: Activations x 2 Governance Chief Internal Auditor Support Manager: ITCorporate Legal Manager Support Procurement Officer X1 Support Network AdministratorAccountant / Payroll Support PA: Director CS Support Cleaner No of Positions 18 Positions11 Positions1 Position Total Headcount 44 Positions filled (includes fit n match exercise) Headcount 55 Headcount 56 Total Staff Budget R33,633millionR46.675millionR50.641million Payroll as % of total Transfer 20.06%26.56%27.45%

9. SUMMARY: KEY ISSUES AND OPPORTUNITIES IN THE BROADER ENVIRONMENT Will assist in positioning SA to access new opportunities for trade, investment and related socio-economic relations across a diverse set of developing nations. These issues present in the forecast period (2014-19) key opportunities to build both the country’s international reputation in the global governance arena. The nation has a unique opportunity to revive the dream of democracy and to unify the nation behind common economic, and social development objectives. SA’s National Development Plan. SA’s position and role in the region and the world South Africa’s relations with the BRICS nations South Africa’s role in the AU Commission The continued rise of Africa as growth frontier and significance of African peer markets The regional economic integration agenda The continued rise and importance of the global south and other developing nations [China, India, Russia, Mexico, Kenya, Nigeria] The national infrastructure build programme 20th year anniversary celebrations and review of progress made in the past two decades Domestic socio-economic challenges and the need to address service delivery and social cohesion and unity 9

10. STRATEGIC OUTCOMES ORIENTED GOALS AND SUB-PROGRAMMES 10

11. Strategic Outcomes Goal statement Sub-Programmes Measures and Target 1. Brand and Message Alignment by key stakeholders. 1.Guide and monitor key partners across Government, the private sector and civil society to ensure alignment behind the nation brand in terms of corporate identity, messaging and imaging. 1.Seeding New Brand positioning. 2.Analysis and reporting on adherence to CI and key messaging. 1.Brand alignment compliance monitoring through a Brand alignment tracker tool. 2.Key stakeholders compliant at a level of 60% for CI and 40% core message alignment for identified platforms. 3.All SA Embassy websites harmonised. 4.Brand Academy established and launched. 5.Evaluate and review Brand position in 2019. 2. Increased Pride and Patriotism amongst South Africans 1.Inspire and instill pride and patriotism amongst the rainbow nation to drive active citizenship and nation Brand Ambassadorship. 1.Active Citizenship Campaign (Play your Part) focused on NDP and infrastructure programme. 2.Development of online ‘community of PYP fans. 3.Leverage of stakeholder infrastructure for the purpose of escalating domestic mobilisation efforts. 1.Promote and market the NDP to understanding and ownership by identified stakeholders. 2.Monitor and Report on Pride, Commitment and Social Cohesion levels. 3.Awareness of PYP as a reflection of Active Citizenship (target 50%). 4.Grow PYP ‘community’ to 1500,000 registered ‘fans’ by 2019. 5.Increase GSA campaign penetration. 11

12. Strategic Outcomes Goal statement Sub-Programmes Measures and Target 3. Positive disposition about SA amongst target internationa l and domestic audiences. 1.Influencing conversations and perceptions about South Africa, and driving advocacy, through global and local audiences. 2.Proactively managing the SA narrative by showcasing cross- sectoral and cross- society success stories and achievements. 1.Structured strategic engagements to contribute to national competitiveness & reputation. 2.Structured knowledge and insights sharing platforms for target audiences & stakeholders. 3.Global South Africans programme. 4.Brand Ambassadors programme. 5. Domestic reputation management. 6. International reputation management. 1.Implemented strategic research programme that positions Brand SA as a Reputation Management & Competitiveness thought leader. 2.Increased familiarity/awareness by Business Elite (Thrive Survey). 3.Improved international reputation (Reputation Surveys). 4.Improved perceptions ratings by Global South Africans (GSA Surveys). 5.Increased media exposure and coverage on NDP, SA successes, unique selling points and achievements. 6.Developed & implemented the Africa strategy. 7.Implemented the Brand Ambassadors programme. 8.Leveraged strategic domestic and international platforms to shift perceptions positively of SA as an ideal business & investment destination. 12

13. Strategic Outcomes Goal statement Sub-Programmes Measures and Target 4. A sustainable organisation 1.Collaborating with partners to leverage each other’s resources to extend brand and messaging reach and impact in a cost effective manner. 2.Implementation of governance, compliance, project management and risk management systems to enable the organisation to respond to its political, economic, social and environmental demands. 3.Establishing and embedding a trusting and enabling team-based culture within Brand SA. 4.Accelerating IT capability – front and back end. 1.Joint Funding & Value Addition. 2.High performance organisation. 3.Sound Corporate Governance and Good Corporate Citizenship. 4.Governance, compliance and risk management systems. 1.Source additional funding & sponsorships (12% of marketing budget) through strategic partnerships. 2.Brand SA ranked in the top 50 in 2019 as an “Employer of Choice”. 3.Compliance with relevant legislation. 4.Clean audit report. 5.Centralised and integrated systems (Insite). 13

14. PROGRAMMES & OUTCOMES 2014/152015/162016/172017/182018/19 Programme 1: Administration 1.1 Sustainable Organisation - Finance 1.1.1 Commission work on alternative funding sources and possible commercialisation initiatives for approval by the Board. 1.1.2 Source 3% additional funding (of marketing budget) through strategic partnerships. 1.1.3 Unqualified audit. 1.1.1 Implement recommendations to give effect to new business model. 1.1.2 Source 5% additional additional funding (of marketing budget) through strategic partnerships. 1.1.3 Unqualified audit. 1.1.1 Implement the new business model. 1.1.2 Source 8% additional funding (of marketing budget) through strategic partnerships. 1.1.3 Clean audit. 1.1.1 Implement the new business model. 1.1.2 Source 10% additional funding (of marketing budget) through strategic partnerships. 1.1.3 Clean audit. 1.1.1 Initiate a review of the new business model. 1.1.2 Source 12% additional funding (of marketing budget) through strategic partnerships. 1.1.3 Clean audit. 1.2 Sustainable Organisation - Corporate Services 1.2.1 Improve Brand SA’s score to 3.00 on the ‘Best Company to Work for’ survey. 1.2.2 Implement the HR plan. 1.2.3 Implement findings from the organisational optimisation study though a change management programme. 1.2.4 Ensure compliance to all Corporate Governance and legal protocols by achieving a clean Board Effectiveness Review. 1.2.5. Implement an integrated IT system. 1.2.1 Improve Brand SA’s score to 3.3 on the ‘Best Company to Work for’ survey. 1.2.2 Implement the HR plan and track the successes of the TM programme. 1.2.3 Ensure compliance to all Corporate Governance and legal protocols by achieving a clean Board Effectiveness Review. 1.2.4 Conduct a Business Reengineering programme to align business with competencies & productivity. 1.2.5 Maintain the integrated IT system. 1.2.1 Improve Brand SA’s score to 3.6 on the ‘Best Company to Work for’ survey. 1.2.2 Implement the HR plan. 1.2.3 Review the change management and OD process. 1.2.4 Ensure compliance to all Corporate Governance and legal protocols by achieving a clean Board Effectiveness Review. 1.2.5 Maintain the integrated IT system. 1.2.1 Improve Brand SA’s score to 3.9 on the ‘Best Company to Work for’ survey. 1.2.2 Implement the HR plan. 1.2.4 Ensure compliance to all Corporate Governance and legal protocols by achieving a clean Board Effectiveness Review. 1.2.5 Maintain the integrated IT system. 1.2.1 Improve Brand SA’s score to 4.00 on the Best Company to Work for’ survey. 1.2.2 Implement the HR plan. 1.2.4 Ensure compliance to all Corporate Governance and legal protocols by achieving a clean Board Effectiveness Review. 1.2.5 Review the integrated IT system. 14

15. PROGRAMMES & OUTCOMES 2014/152015/162016/172017/182018/19 Programme 2: Brand Strategy Development & Management 2.1. Brand and Message Alignment by key stakeholders. 2.1.1 Targeted training through the Brand Academy with key stakeholders to achieve 40% compliance on CI manual. 2.1.2 Develop and communicate messaging with key stakeholders to achieve 20% core message alignment. 2.1.3 Tracking tool established. 2.1.4 Develop and implement the international & domestic marketing (positioning) campaign. 2.1.5 Activate Embassy website harmonisation programme. 2.1.1 Targeted training through the Brand Academy with key stakeholders to achieve 50% compliance on CI manual. 2.1.2 Develop and communicate messaging with key stakeholders to achieve 25% core message alignment. 2.1.4 Develop and implement the international & domestic marketing (positioning) campaign. 2.1.5 Review the Embassy website harmonisation programme. 2.1.6 Maintain Brand Academy. 2.1.1 Targeted training through the Brand Academy with key stakeholders to achieve 60% compliance on CI manual. 2.1.2 Develop and communicate messaging with key stakeholders to achieve 35% core message alignment. 2.1.3 Assess tracking tool. 2.1.4 Develop and implement the international & domestic marketing (positioning) campaign. 2.1.5 Maintain the Embassy website harmonisation programme. 2.1.1 Targeted training through the Brand Academy with key stakeholders to achieve 70% compliance on CI manual. 2.1.2 Develop and communicate messaging with key stakeholders to achieve 40% core message alignment. 2.1.4 Develop and implement the international & domestic marketing (positioning) campaign. 2.1.5 Maintain the Embassy website harmonisation programme. 2.1.1 Targeted training through the Brand Academy with key stakeholders to achieve 80% compliance on CI manual. 2.1.2 Develop and communicate messaging with key stakeholders to achieve 45% core message alignment. 2.1.4 Develop and implement the international & domestic marketing (positioning) campaign. 2.1.5 Maintain the Embassy website harmonisation programme. 2.1.6 E valuate and review brand positioning. 15

16. PROGRAMMES & OUTCOMES 2014/152015/162016/172017/182018/19 Programme 2: Brand Strategy Development & Management 2.2 Improved Pride and Patriotism and Active Citizenship amongst South Africans. 2.2.1 Implement and increase awareness to 11% of domestic mobilisation and active citizenship (PYP) campaign. 2.2.2 Promote and market the NDP to all key stakeholders. 2.2.3 Identify and profile cutting edge global innovation & research produced by SA’s. 2.2.4 Implement research programme on Brand performance and insights. 2.2.1 Implement and increase awareness to 15% of domestic mobilisation and active citizenship (PYP) campaign. 2.2.2 Promote and market the NDP to all key stakeholders. 2.2.3 Initiate project to establish index based on NDP objectives. 2.2.4 Identify and profile cutting edge global innovation & research produced by SA’s. 2.2.5 Implement research programme on Brand performance and insights. 2.2.1 Implement and increase awareness to 20% of domestic mobilisation and active citizenship (PYP) campaign. 2.2.2 Promote and market the NDP to all key stakeholders. 2.2.3 Identify and profile cutting edge global innovation & research produced by SA’s. 2.2.4 Implement research programme on Brand performance and insights. 2.2.5 Develop and execute a 360 o strategy on SA’s participation in the Brazil Olympics. 2.2.6 Review domestic PYP mobilisation campaign. 2.2.1 Implement and increase awareness to 30% of domestic mobilisation and active citizenship (PYP) campaign. 2.2.2 Promote and market the NDP to all key stakeholders. 2.2.3 Identify and profile cutting edge global innovation & research produced by SA’s. 2.2.4 Implement research programme on Brand performance and insights. 2.2.1 Implement and increase awareness to 35% of domestic mobilisation and active citizenship (PYP) campaign. 2.2.2 Promote and market the NDP to all key stakeholders. 2.2.3 Identify and profile cutting edge global innovation & research produced by SA’s. 2.2.4 Implement research programme on Brand performance and insights. 16

17. PROGRAMMES & OUTCOMES 2014/152015/162016/172017/182018/19 Programme 3: Reputation Management 3a. Positive disposition about South Africa amongst target audiences (domestic). 3.1 Implement the domestic reputation management programme. 3.2 Leverage on strategic platforms with key stakeholders. 3.3 Implement KOL & Brand Ambassadors programme. 3.4 Host annual competitiveness forum 3.5 Implement strategic research programme. 3.1 Implement the domestic reputation management programme. 3.2 Leverage on strategic platforms a with key stakeholders. 3.3 Implement KOL & Brand Ambassadors programme. 3.4 Host annual competitiveness forum. 3.5 Implement strategic research programme. 3.1 Review the domestic reputation management programme. 3.2 Leverage on strategic platforms with key stakeholders and conduct review of the programme. 3.3 Implement and Review KOL & Brand Ambassadors programme. 3.4 Host annual competitiveness forum and evaluate. 3.5 Implement strategic research programme. 3.1 Implement the domestic reputation management programme. 3.2 Leverage on strategic platforms with key stakeholders. 3.3 Implement KOL & Brand Ambassadors programme 3.4 Host annual competitiveness forum. 3.5 Implement strategic research programme. 3.1 Implement the domestic reputation management programme. 3.2 Leverage on strategic platforms with key stakeholders. 3.3 Implement KOL & Brand Ambassadors programme 3.4 Host annual competitiveness forum 3.5 Evaluate strategic research programme. 3a. Positive disposition about South Africa amongst target audiences (international) 3.1 Develop and activate the Africa strategy. 3.2 Expand the GSA network into target markets (Canada). 3.3. Grow the GSA membership baseline by 10%. 3.4 Leverage on strategic platforms with key stakeholders. 3.5 Develop partnerships with targeted Diplomatic Corps. 3.6 Develop & communicate case-studies on foreign multinationals. 3.1 Implement Africa strategy. 3.2 Expand the GSA network into target markets (New Zealand ). 3.3. Grow the GSA membership baseline by 10%. 3.4 Leverage on strategic platforms with key stakeholders. 3.5 Develop partnerships with targeted Diplomatic Corps. 3.6 Develop & communicate case-studies on foreign multinationals. 3.1 Implement Africa strategy. 3.2 Expand the GSA network into target markets (Germany). 3.3. Grow the GSA membership baseline by 10%. 3.4 Leverage on strategic platforms with key stakeholders. 3.5 Develop partnerships with targeted Diplomatic Corps. 3.6 Develop & communicate case-studies on foreign multinationals. 3.1 Implement the Africa strategy. 3.2. Grow the GSA membership baseline by 10%. 3.3 Leverage on strategic platforms with key stakeholders. 3.4 Develop partnerships with targeted Diplomatic Corps. 3.5 Develop & communicate case-studies on foreign multinationals. 3.1 Implement the Africa strategy. 3.2. Grow the GSA membership baseline by 10%. 3.3 Leverage on strategic platforms with key stakeholders. 3.4 Develop partnerships with targeted Diplomatic Corps. 3.5 Develop & communicate case-studies on foreign multinationals.

18. STRATEGIC MARKETING & COMMUNICATIONS Brand Strategy Development Reputation Management Brand Insights and Performance Monitoring Stakeholder Integration & Partnership STRATEGIES AND IMPLEMENTATION PLANS 18

19. Brand SA Marketing Domestic Media International Civil Society Business Government Potential Investors Global Media Global South Africans General SA Public Brand Alignment Reputation Management Positive Predisposition Pride & Patriotism Reputation Management Positive Predisposition Pride & Patriotism Active Citizenship Target & Stakeholders Segment Market & Communications Objectives Segment MARKETING & COMMUNICATIONS APPROACH AND OBJECTIVES

20. TARGET AUDIENCES & STAKEHOLDER GROUPINGS Government: Presidency, Department of Communications, National Planning Commission, Treasury, GCIS (including Clusters), the dti, DIRCO, DMR, DAC, DSR, South African Tourism Decision Making Bodies – FOSAD, ICTS Cluster, Post-Cabinet Lekgotla Board Media Business: Individual Corporates Business Groupings: JSE, BUSA, BBC, BBEC, WEF, SACCI, AHI Youth Formations Labour groupings Political Parties Diplomatic Corps: SA Embassies worldwide and Foreign representation within SA Global South Africans (GSA) Key Opinion Leaders (KOLs) International offices – USA, UK, China, Brazil and Africa PRIMARYSECONDARY Faith Based Organisations Academia International Trade Agencies Friends of South Africa Rating agencies 20

21. TARGET MARKETS 21 Saudi Arabia South Korea Japan UAE Nigeria Kenya USA India France Germany Russia Brazil UK DRC China Ghana Indonesia Vietnam Turkey Qatar 21

22. Brand South AfricaGCISProudly South AfricanSouth African TourismTISA National value proposition and positioning development & articulation Define, articulate align and refine for Brand SA Inc. Coordinate government communicatio n to ensure that the public is informed about government’s policies, plans & programmes. Define National Pride, Patriotism, Social Cohesion and Buy Local Activism Trade and investment Brand awareness and positive image domestically Communicate nation brand attributes (Country branding) Communicate Government services Communicate products and services attributes Communicate tourism brand attributes (Destination marketing) Communicate investment offering domestically Brand awareness and positive image internationally Communicate nation brand attributes (Country branding) Communicate local companies products and services to South Africans Communicate tourism brand attributes (Destination marketing) Communicate investment offering internationally Domestic mobilisation and active citizenship to build social cohesion Communicate pride and patriotism attributes (Play Your Part) Communicate the NDP Activate Monitor, and contribute towards global competitiveness Nation brandProducts & servicesTourism Investment offering directed at targeted markets Marketing coordination and reputation management strategy Stakeholder alignment & coordinated messaging & look and feel Internal Stakeholder alignment and coordinated messages and promotion of South African Products and Services Stakeholder alignment and coordinated messages and promotion of SA products and services as well as investment projects internationally CRITICAL STAKEHOLDER COLLABORATION AND RESPONSIBILITY MATRIX 22

23. RESOURCES FOCUS AND SUPPORT 60% Country Focus 20% Presidential Suppor t 20% Governm ental Support Focus on the key Strategic Programmes with positive stories and daily updates. The support ranges from activities focused on country initiatives, state visits, PR for the country and support for government agencies and departments. Support for Communications Department, DIRCO, DTI, Department of Arts and Culture (DAC), GCIS, Treasury, Country/Programme Managers and Companies which are currently investing outside of the country 23

24. BRAND ADVOCATES Examples of SA Brand Ambassadors which still require approval by the Presidency: Brand SA Board Members South African advocates Global South Africans Campaign participants (PYP & TVC) Global Key Opinion Leaders National Orders Recipients These Ambassadors will also be in countries like: USA, India, Kenya, China, Nigeria, Egypt and Germany National Brand Ambassadors International Brand Ambassadors Brand AMBASSADORS Ignitors Influencers Mobilisors Volunteer Marketing Drivers 24

25. CORPORATE SERVICES PROGRAMMES Human Capital Talent Management (attracting high quality staff) Performance Management Rewards and Recognition Employee Wellness Benefits Management Employee Relations Automation of HR processes (BI Reports) Workforce planning (HR analytics) Training & succession planning to improve job related competencies Internship and Bursary programme implemented IT Develop an IT Master Systems Plan Expedite Disaster Recovery Plan and Business Continuity Investigate an integrated IT system (ERP) Assess aging IT infrastructure Improve and maintain uptime through imposing penalties COBIT and ITIL compliance (IT governance) Produce Bi reports Legal Litigation (for and against Brand SA) Trademark management Legal opinions/advice to Trustees and CEO Contract management (SLA/MoU’s etc) Legislative drafting (amendments and advocacy) Legislative monitoring 25

26. BUDGETS 2014/15 – 2018/19 PROGRAMMES2014/20152015/20162016/20172017/182018/2019 Administration63, 81767,64671,70576,00780,567 Brand Strategy Development and Management 44, 82747,51650,37853,39056,593 Reputation Management 59, 04262,58466,34070,32074,539 167, 686177,746188,423191,717211,699 Market2014/20152015/20162016/20172017/20182018/2019 International60% Domestic40% 26

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