CAV APP 2020–2021

QUARTERLY TARGETS

Q2 (JULY–SEP 2020) Q3 (OCT–DEC 2020) Q4 (JAN–MAR 2021)

Construction and completion of the first Construction and completion of Building A. Construction and completion of Building A.
gatehouse. The access gate construction Construction will be achieved through the Construction will be achieved through the
will be achieved through the following: following: following:

• Practical Completion • Provision of building A BEWI services • Commencement of top structure

Construction and completion of Building A. construction
Construction will be achieved through the
following: Installation of a perimeter fence to secure
the industrial park:
• Approval of the geotechnical
• Commencement of construction
engineering dolomite stability report by • Practical Completion
CGS

– 1* Milestone to be achieved in support of 1* Milestone to be achieved in support of

the CAV Airside development. the CAV Airside development.

This milestone is: This milestone is:
1.To seek approval for the development 1.To establish a Steering Committee and

of a business case from the Department Working Committee represented by
of Defence, the South African Air Force, the Department of Defence, the South
the Air Force Base Waterkloof and the African Air Force, the Air Force Base
Department of Public Works Waterkloof and the Department of Public
Work for the development of a joint
business case

QUARTERLY PERFORMANCE TARGET 2020/21 49

13 RISK MANAGEMENT AND MITIGATION

The CAV’s board of directors is responsible for the total process of risk management, as well
as for forming its own opinion on the effectiveness of the process. Executive Management
is accountable to the board for designing, implementing and monitoring the process of risk
management and integrating it into the day-to-day activities of the CAV.
The Board is tasked with overseeing the management team in executing policies and
procedures which seek to ensure the integrity of the CAV’s risk management and internal
controls, as well as maintaining and monitoring the organisation’s systems of internal control
and risk management.
The ultimate outputs of any business risk identification exercise are to:

• Identify and prioritise business risks that have the highest potential to impact (positively

or negatively) on the achievement of the company’s strategic objectives.

• Provide a valuable tool and reference source for management, assisting them

with identifying and/or managing strategic risks including financial, operational,
compliance and reputational risks; and

• Provide an assessment of the risk profile, which will usually form the basis for on-going

review that will assist with:
|| The determination of the proposed focus of a detailed risk management approach

(i.e. risk management plan) for the organisation; and
|| The development and rollout of controls and an action planning process to address

an appropriate risk response / amelioration strategy for significant risks.
CAV acknowledges the definition of “risk” as the chance of an event or outcome happening
in the future that may have an adverse impact or effect on the Company.

50 CENTURION AEROSPACE VILLAGE NPC  |  ANNUAL PERFORMANCE PLAN | 2020 – 2021

The following has been identified as the Top 7 Risks for CAV.

RISK CATEGORY MITIGATING ACTIONS

1. Strategy Planning, Monitoring • Implement appropriate performance evaluation system
and Evaluation:
for all levels of leadership including the Board.
1.1 Inadequate leadership recruitment;
selection and retention across all • Secure interim capital funding from the dti until
levels in the organisation.
completion of potential GGDA incorporation.
1.2 Lack of certainty regarding the
sustainability of the organization.

2. Information and Communication • Implementation of ICT strategy and systems architecture.
Technology Management • Appointment of ICT service provider for document

2.1 Inadequate ICT Infrastructure management system.
and capacity.
• Procurement of ICT cabling infrastructure and server

for the ATCC facility.

• Investigate Cloud based solutions as a backup solution.

Cyber security plan including including firewall, anti-
virus package, email security and encryption.

3. Financial Management • Benchmarking of the finance function to similar type
3.1 Inadequate financial management
organization.
within the organization.
• Filling of vacant positions in the finance division.
4. Human capital management
4.1 Inadequate talent management • Ensure the implementation of the Talent Management

5. Landside Management Strategy and Plan.
5.1 Delays in the implementation of the
• Study support to be provided in line with HR policies.
industrial park development. • Outline a Succession Planning Roadmap for the

organization.

• Job Grading assessment of all positions.

• Follow up with CoT on, approval of Plans, Section 82

Certificate and ATCC Building Occupancy Certificate.

• Set-up focused meetings with all stakeholders namely

the CAV technical team, CoT officials, DWA, GDARD,
RW and CAV management to manage the project as
a “drop dead” project.

• Investigate the implementation of measures for poor

performance by service provider.

6. Airside Development • Engage key stakeholders i.e. DoD, DPW the dti,
6.1 Lack of CAV airside development
GGDA and various airport authorities including CoT
access. with Wonderboom Airport.

• Engage with the relevant structures within the DoD

such as the Military Command Council to solicit
support for the CV Airside Development Phase.

7. Stakeholder Management • Commit stakeholder to binding stakeholder compacts
7. Lack of benefit from stakeholder
(agreements).
engagements
• Continuous improvement of the value proposition to

attract tenants.

TABLE 4: RISK MANAGEMENT AND MITIGATION

RISK MANAGEMENT AND MITIGATION 51

14 FINANCIAL PLAN

15.1. Introduction

The table contained in this chapter indicate the CAPEX and OPEX requirements of the CAV to
set it on a path to achieve a state of self-sustainability. The financial plan has been developed
to ensure that the CAV is financially sustainable for the period covered by the Medium-Term
Expenditure Framework (MTEF). It incorporates practical, realistic plans to:
Ensure that the operational function is strategically positioned to achieve the mandate of the
CAV, provided capital expenditure funding is made available; and
Maintain effective controls.

52 CENTURION AEROSPACE VILLAGE NPC  |  ANNUAL PERFORMANCE PLAN | 2020 – 2021

15.2. CAV Budget Allocation for 2020/21 to 2022/23

The CAV Operational Budget includes the following for the MTEF period:

CENTURION AEROSPACE VILLAGE

OPERATIONAL EXPENDITURE PROJECTIONS:APRIL 2020 – MARCH 2023

Rev: 2020,02,11

OPERATIONAL EXPENDITURE PROJECTION PROJECTION PROJECTION
2020/21 2021/22 2022/23

REVENUE 22 744 968 23 494 220 24 559 761

Grant Income 17 257 000 18 206 000 19 116 300
Other Income 4 160 276 3 867 589 2 193 461
Rental Income 1 327 692 1 420 630 3 250 000

EXPENDITURE 22 744 968 23 494 220 24 559 761

CURRENT PAYMENTS 9 606 990 10 777 210 12 393 792

Compensation of which: 718 500 750 000 785 000
Employees 349 999 370 999 393 258
Goods and services of which: 365 000 386 900 410 114
Advertising, Marketing & Communication 15 000 16 250 16 250
Auditing fees– External 178 380 105 000 105 000
Auditing fees– Internal 25 000 50 000 75 000
Bank & Finance Charges
Cleaning & Office Consumables 296 000 250 000 150 000
Computer Expenses 3 500 000 2 800 000 1 500 000
Consultant and Professional Services:
HR Services & Business Advisory 825 000 500 000 400 000
Contractors 1 950 000 2 200 000 2 420 000
Legal Fees
Depreciation Cost 600 000 600 000 600 000
Electricity, Tax, Water and Waste Management 105 000 250 000 250 000
Entertainment and Refreshments 30 000 50 000 25 000
CSR Activity, Gifts,Donations and Sponsorships 420 000 462 000 508 200
Insurance Cost 19 600 21 560 23 716
Postage and Delivery 240 000 225 000 238 500
Printing and Stationery
Repairs and Maintenance of which: 150 000 220 000 125 000
Building Expenses 58 000 63 801 70 181
Of ce Expenses 144 500 95 000 95 000
Subscriptions and Books 495 000 495 000 544 500
Telephone,Fax and Internet 220 000 240 500 360 750
Training and Development 210 000 231 000 254 100
Travel & Accommodation
Infrastructure and Utility Expenses of which: 95 000 360 000 360 000
Repairs and Maintenance 1 140 000 1 254 000 1 379 400
Security Services
ICT services 898 000 450 000 450 000
Facilities Services 90 000 270 000 627 000

TABLE 5: CAV CURRENT EXPENSES

FINANCIAL PLAN 53

15.3. CAV Funding Shortfall for 2020/21 financial year

The CAV operational costs are funded by the dti even though the long-term plan is that the total
operational budget would be funded through rental income generated. For the 2020/21 financial
year the budget includes a transfer of R 2.2 m from deferred income (Q1: R 1.02m, Q2: R 461k,
Q3: R534k and Q4: R 137k), which was accumulated over the previous years. It is mainly
because of the budget revision by the dti during the previous financial year and related increase
for this financial year. The current funding that is available would be only sufficient for minimum
infrastructure development in Landside Phase 1a in order to secure an occupation certificate for the
existing building. The target to build buildings would depend on securing more funds from the dti.
Negotiations are on-going with the dti in order to find a funding mechanism to access more funding
for the capital project for the current year and going forward.

To that end:

• The underlying strategy is to initially build the balance sheet of CAV to ensure its long term

sustainability; and

• This strategy would require a further funding for CAV operational expenses.

15.4. CAV Budget Allocation per programme for 2020/21 to 2022/23

The CAV Budget includes the following for the MTEF period:

CENTURION AEROSPACE VILLAGE

EXPENDITURE PROJECTIONS PER PROGAMME: APRIL 2020–MARCH 2023

PROGRAMME PROJECTION PROJECTION PROJECTION
2020/21 2021/22 2022/23
Administration 5 157 479 5 568 209 6 065 288
Corporate Services 11 625 990 11 977 210 13 393 792
Business Development 928 500 981 000 1 039 100
Non-Project Capital Expenses 3 654 999 3 500 000 2 700 000
Property Development and Operations Management 55 718 336 81 532 012 146 921 575

TOTAL 77 085 303 103 558 430 170 119 755

TABLE 6: EXPENDITURE PER PROGRAMME

The Non-project capital expenses is mainly to fund the ICT infrastructure, including purchasing of
servers and its configuration.

54 CENTURION AEROSPACE VILLAGE NPC  |  ANNUAL PERFORMANCE PLAN | 2020 – 2021

15.5. CAV Budget Allocation per Quarter for 2020/21 FinancialYear

The CAV Operational Budget includes the following for the period:

CENTURION AEROSPACE VILLAGE

ANNUAL OPERATIONAL EXPENDITURE PROJECTION FOR THE PERIOD APRIL 2020–MARCH 2021

Rev: 2020,02,11

ANNUAL OPERATIONAL COST PROJECTION TOTAL TOTAL TOTAL TOTAL
2020/21 Q1 Q2 Q3 Q4

REVENUE 22 744 968

Grant Income 17 257 000 4 314 250 4 314 250 4 314 250 4 314 250
Other Income 4 160 276 1 728 066 1 010 573 985 079 436 559
Rental Income 1 327 692 331 923 331 923
331 923 331 923

EXPENDITURE 22 744 968 6 374 239 5 656 746 5 631 252 5 082 732

CURRENT PAYMENTS 0 (0) (0) (0)

Compensation of which: 9 606 990 2 132 490 2 375 496 2 549 502 2 549 502
Employees – –
Goods and services of which: 718 500 75 000 63 500
Advertising, Marketing & Communication 349 999 255 000 325 000 87 500 87 500
Auditing fees– External 365 000 87 500 87 500 115 000 100 000
Auditing fees– Internal 15 000 50 000 100 000 3 750 3 750
Bank & Finance Charges 178 380 3 750 3 750 45 000 26 380
Cleaning & Office Consumables 25 000 42 000 65 000 10 000
Computer Expenses 10 000 5 000 –
Consultant and Professional Services:
HR Services & Business Advisory 296 000 88 000 158 000 12 000 38 000
Contractors 3 500 000 1 500 000 600 000 800 000 600 000
Legal Fees 275 000 250 000 175 000
Depreciation Cost 825 000 125 000 510 000 510 000 510 000
Electricity, Tax, Water and Waste Management 1 950 000 420 000 150 000 150 000 150 000
Entertainment and Refreshments 150 000 45 000 25 000 15 000
CSR Activity, Gifts,Donations and Sponsorships 600 000 20 000 10 000 15 000
Insurance Cost 105 000 5 000 105 000 105 000
Postage and Delivery 30 000 – 105 000
Printing and Stationery 420 000 105 000 3 500 4 100
Repairs and Maintenance of which: 19 600 4 500 30 000 30 000
Building Expenses 240 000 7 500 115 000
Of ce Expenses 65 000
Subscriptions and Books
Telephone,Fax and Internet 150 000 50 000 25 000 25 000 50 000
Training and Development 58 000 15 000 15 000 28 000 –
Travel & Accommodation 144 500 12 000 17 500 85 000
Infrastructure and Utility Expenses of which: 495 000 180 000 120 000 120 000 30 000
Repairs and Maintenance 220 000 50 000 75 000 65 000 75 000
Security Services 210 000 35 000 100 000 30 000 30 000
ICT services 45 000
Facilities Services
95 000 – – 80 000 15 000
1 140 000 285 000 285 000 285 000 285 000
686 000 132 000 80 000
898 000 –
90 000 – 90 000 – –

TABLE 7: CAV QUARTERLY OPERATIONAL EXPENSES’ PROJECTION

FINANCIAL PLAN 55

15.6. Capital Funding Projection for DESCRIPTION FACILITY TO
2020/21–2022/23 BE READY BY

The CAPEX requirements for the period 2020/21-2022/23 LANDSIDE DEVELOPMENT (13,5HA) Dec-19
are set out in Table 9. The CAPEX requirements for the
development of the Landside and ultimately the Airside Infrastrcuture Phase 1a (include all external BEWI works) Dec-21
include undertaking the following: Infrastrcuture Phase 1b Dec-20
Infrastrcuture Phase 2 Dec-21
• Further development of the CAV Landside Phase 1a, 1b Bulk Services Contribution & Guarantee Dec-21
Park design fees Dec-22
and 2 Bulk Earthworks and Infrastructure (BEWI) which Dec-22
include inter alia bulk utility services’ infrastructure, TOTAL LANDSIDE INFRASTRUCTURE DEVELOPMENT (BEWI) Aug-21
surveys, township establishment, design work, etc.; LANDSIDE – AVALIABLE BUILDINGS (CURRENT STOCK) Aug-21
Dec-21
• Park design fees for facilities for interested parties as Building (ATC) CAV Dec-21
Dec-21
potential new tenants; LANDSIDE – GREENFIELD BUILDINGS (NEW STOCK) Dec-21
Dec-21
• Specific Tenant Building design and development, Ofiice Block building T.B.C.
Building A – SMME (4 x 300 sqm units)
including SMME, common area and sub-tier supplier Building B – Skills Development & Training Centre
and service provider tenant facilities and buildings; and Building C
Building D – Incubation Centre
• Construction of SMME and other CAV common area Building E
Building F (Outer Years)
(e.g. the intended business centre) buildings. Building G (Outer Years)
Building H (Outer Years)
The financial planning philosophy underpinning the capital Building I (Outer Years)
expenditure requirements and any other future buildings that Building J (Outer Years)
will be constructed in the CAV is that: Building K – Multi Tenant Offices (Outer Years)
Building L – Logistics Centre (Outer Years)
• Rental levels for buildings financed by the CAV should Other Buildings (Concention Centre, etc. – Outer Years)

be able to service at least 50% of a 10- year bond on TOTAL LANDSIDE BUILDINGS
the building, covering the building costs not included TOTAL LANDSIDE DEVELOPMENT
in the infrastructure definition. The balance of the
building cost should be funded with equity funding, AIRSIDE DEVELOPMENT (37,06HA) Dec-21
which initially will be state funding and in subsequent Dec-21
years when the balance sheet has been strengthened, Infrastructure Phase 1
from the balance sheet;
TOTAL AIRSIDE INFRASTRUCTURE DEVELOPMENT
• This principle dictates that the balance sheet of the AIRSIDE – GREENFIELD BUILDINGS

Centurion Aerospace Village should be built in Building A – Aircraft Assembly
the first number of years to enable CAV to operate Building B – MRO Services
independently from year 6 onwards;
TOTAL AIRSIDE DEVELOPMENT
• The preferred Return on Investment (ROI) is 7.5%,
TOTAL LAND AND AIRSIDE DEVELOPMENT
which translates to a rental level for a typical industrial
use building consisting of up to 30% office space. The
rental is based on a Triple A net lease. The tenants
are therefore responsible for all operational cost
including insurance, rates and short-term maintenance
of buildings; and

• Should the building cost per m² increase due to tenant

requirements, such as a higher office component,
special foundations required for equipment, special
installations, etc., then the rental will have to be
increased to maintain the 7.5% ROI level

56 CENTURION AEROSPACE VILLAGE NPC  |  ANNUAL PERFORMANCE PLAN | 2020 – 2021

CENTURION AEROSPACE VILLAGE

CAPTIAL DEVELOPMENT FUNDING REQUIREMENTS 2020/21–2022/23

AMOUNT AMOUNT AMOUNT TO TOTAL TOTAL
BUDGETED DISBURSED BE DISBURSED

2020/21 2021/22 2022/23 2021/23 OUTER YEARS
R 24 095 934 R 39 513 802
R 192 185 901 R 20 724 332 R 171 461 569 R 63 609 736 R 107 851 833 R 171 461 569
R 32 857 239 R– R–
R 116 179 025 R – R 32 857 239 R– R– R 32 857 239 R 32 857 239 R – R 32 857 239
R 16 364 318 R– R 2 800 000
R 34 560 000 R – R 116 179 025 R– R 10 000 000 R – R 116 179 025 R 116 179 025
R 392 146 482 R 24 095 934 R 52 313 802
R 10 257 558 R 6 106 760 R 192 925 R– R 3 306 760 R 6 106 760 R 6 106 760
R 2 023 980 R 192 925 R–
R 2 023 980 R – R 34 560 000 R 26 396 476 R 24 318 210 R 24 560 000 R 34 560 000 R – R 34 560 000
R 555 375 748 R–
R 4 500 000 R 30 981 890 R 361 164 593 R 26 396 476 R– R 60 723 999 R 137 133 735 R 224 030 857 R 361 164 593
R 26 396 476 R– R 17 370 150
R 17 370 150 R 1 831 055 R 192 925 R– R 6 948 060 R 192 925 R – R 192 925
R 6 948 060 R– R–
R 40 695 780 R 1 831 055 R 192 925 R– R– R 192 925 R – R 192 925
R 9 429 510 R– R–
R 6 948 060 R 2 141 121 R 553 234 627 R– R– R 25 062 645 R 75 777 331 R 477 457 296 R 553 234 627
R 23 325 630 R– R–
R 11 662 815 R 4 500 000 R– R– R– R– R 4 500 000 R 4 500 000
R 171 220 050 R– R–
R 23 325 630 R – R 26 396 476 R– R– R – R 26 396 476 R – R 26 396 476
R 29 578 884 R– R–
R 34 740 300 R – R 17 370 150 R– R– R – R 17 370 150 R – R 17 370 150
R 149 234 403 R 24 318 210
R 557 399 728 R – R 6 948 060 R 26 589 401 R 76 632 012 R – R 6 948 060 R – R 6 948 060
R 949 546 211 R 50 685 336
R – R 40 695 780 R 20 347 890 R 20 347 890 R 20 347 890 R 40 695 780

R – R 9 429 510 R 4 714 755 R 4 714 755 R 4 714 755 R 9 429 510

R – R 6 948 060 R– R– R 6 948 060 R 6 948 060

R – R 23 325 630 R – R – R 23 325 630 R 23 325 630

R – R 11 662 815 R – R – R 11 662 815 R 11 662 815

R – R 171 220 050 R – R – R 171 220 050 R 171 220 050

R – R 23 325 630 R – R – R 23 325 630 R 23 325 630

R 2 141 121 R 27 437 763 R – R – R 27 437 763 R 27 437 763

R – R 34 740 300 R – R – R 34 740 300 R 34 740 300

R – R 149 234 403 R – R – R 149 234 403 R 149 234 403

R 3 972 176 R 553 427 552 R 25 062 645 R 75 970 256 R 477 457 296 R 553 427 552

R 34 954 066 R 914 592 145 R 85 786 644 R 213 103 992 R 701 488 153 R 914 592 145

R 279 777 723 R 597 600 R 279 180 123 R– R 4 900 000 R– R 4 900 000 R 274 280 123 R 279 180 123
R 279 777 723 R 597 600 R 279 180 123 R– R 4 900 000 R– R 4 900 000 R 274 280 123 R 279 180 123
R 159 805 380 R 159 805 380 R– R 57 073 350 R 57 073 350 R 102 732 030 R 159 805 380
R 45 658 680 R– R 45 658 680 R– R– R– R 45 658 680 R 45 658 680
R 114 146 700 R– R 114 146 700 R– R 57 073 350 R– R 57 073 350 R 114 146 700
R 439 583 103 R– R 438 985 503 R– R 4 900 000 R 57 073 350 R 57 073 350 R 377 012 153 R 438 985 503
R 597 600 R 81 532 012 R 61 973 350
R 142 859 994
R 1 389 129 314 R 35 551 666 R 1 353 577 648 R 50 685 336 R 275 077 342 R 1 078 500 306 R 1 353 577 648

TABLE 8: CAPITAL FUNDING REQUIREMENTS

FINANCIAL PLAN 57

15 IMPLEMENTATION PLAN

The past financial year saw a renewed increase in interest from role players from both the Aerospace
and Defence industry in the CAV project. The CAV will continue to create awareness of the project in
the market by exhibiting at and attending industry focused conferences such as the Manufacturing
Indaba, the African Aerospace and Defence Expo, the Aerospace, Maritime and Defence expo. An
increase in awareness will undoubtedly lead to an increase in potential tenants interested to locate
within the CAV. The biggest constraint for the CAV is the ability to access Capital Funding. It is the
intention that the CAV’s request for Capital Funding to service the current tenant requirements for
which Letters-of-Intent (LOI) were received from potential tenants. These projects can only materialise
if capital funding is made available so that these LOI’s can be migrated to signed pre-lease and
lease agreements.

Operational Actions for 2020/21
• Management Objectives as extracted from the key actions:

|| Confirm Airside access in collaboration with DOD. Run in parallel:
 Ministry of Defence (Military Command Council)
 Air Force Base Waterkloof internal engagement
 South African Air Force (SAAF)

|| Confirm incorporation with GGDA. Run in parallel:
 Outcome of the Due Diligence to GGDA Exco
 Outcome of the Due Diligence to GGDA BoD
 Way forward between the respective BoDs
 Initiation of the incorporation process by the executive authority the dti

|| Head-Lease Agreement and Power of Attorney (POA) - DPW
 Review the Head-Lease Agreement with DPW
 Fast Track PoA to continue with the CAV Township Proclamation process

• Operations Functional Area (Implementation):

|| Completion of the Township Proclamation processes of the Landside Development Phase
|| Complete all the external works to service the Landside Development site

 Environmental Authorisations for external works
 Water Use License Application for external works
 Water, Stormwater, Sanitation and Road Intersection upgrades
|| Construct of the first Gatehouse:
 Drawing approvals.
 Request For Proposal to appoint a service provider for construction
 Gatehouse construction.
 Landscaping.

58 CENTURION AEROSPACE VILLAGE NPC  |  ANNUAL PERFORMANCE PLAN | 2020 – 2021

 Temporary occupation of ATCC building under a conditional section 7(6) application.
Conditions that must be met includes.

 Lease Agreements to be finalised.
 SLA for the use of utilities between CAV and Aerosud to be concluded.
 Separate metering to be installed for electricity and water usage.
 CAV to ensure the approval of the Site Development Plan (SDP).
 CAV to comply to all the conditions of the service level agreements.
 CAV to ensure that all statutory building inspections are carried out, all rational design

work to be certified by a Professional Engineer and a Survey report on the positioning
of the building must be submitted to CoT; and
 Any deviations from the Building Plans upon which authorisation has been granted
must immediately be reported to the Building Control Section of CoT.
| Building A (SMME facility):
 Pre-lease agreements signed.
 Concept design completed.
 Site will be serviced before commencement of construction.
 Record of Decision completed.
 Geotechnical investigations to be conducted and a dolomite stability report will be
submitted to the Council for Geo-Sciences.
 Land Surveying of the platform to be conducted on the SMME building platform.
 As per statutory requirement an environmental control officer (ECO) will be appointed
for the construction duration.
 As per statutory requirement a Safety Agent registered with the South African Council
for Project and Construction Management Professions (SACPCMP) will be appointed
for the construction duration

• Financial modelling of business case

| Start of programme cash flow projection for services
 Proof of concept of the shared services including determination of levy fees.

| Financial projections
 Update infrastructure investment projections
 Update pipeline of tenants with a 5-year outlook

| Financial model scenarios:
 Rent through Build to Lease Model (BTL Model)
 Build Operate Transfer Model (BOT Model)
 Funding/finance

IMPLEMENTATION PLAN 59

60 CENTURION AEROSPACE VILLAGE NPC  |  ANNUAL PERFORMANCE PLAN | 2020 – 2021



CENTURION

CAV

AEROSPACE VILLAGE
an initiative of the dti

(+27) 012 662 5379
[email protected]
www.cav.org.za
Lakeview Building,3rd Floor,
1277 Mike Crawford Road,
Centurion, 0157