28 May 2020

PRESENTATION TO

THE JOINT STANDING

COMMITTEE ON DEFENCE

INDEX

2

1. DENEL’S DOD FUNDED MULTI-YEAR PROGRAMMES

2. PROJECT HOEFYSTER

i. PROGRAMME BACKGROUND

ii. PROGRAMME STATUS

iii. CAPABILITY TO DELIVER

iv. PROGRAMME CHALLENGES

v. PROGRAMME SPEND

vi. PROGRAMME SCHEDULE

vii. LESSONS LEARNT

3. CONCLUSION

OVERVIEW OF DENEL’S DOD FUNDED

MULTI-YEAR PROGRAMMES

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4

Item Denel Division Programme Product / System

Remaining Contract Values

Planned DateContract Balance

Funding

1 DENEL Land Systems MUHALI (KT545838) MUHALI Phase 1B: Obsolescence Upgrade of the GV6 System Ongoing to Jun-21 R145m Yes

2 DENEL Land Systems TOPSTAR PRODUCTION AND TRANSITION PHASE OG THE GLNS- Ongoing to Jul-21 R223m Yes

3 DENEL Land Systems BIRO Supply GI2 Cannons (x3) MS in Aug-20 R5m Yes

4 DENEL Land Systems HOEFYSTER Phase 1 Infantry Combat Vehicles Development (R1.2bn in 2007 ZAR) Ongoing to Dec-22 R150m Yes

5 DENEL Land Systems HOEFYSTER Phase 2 Infantry Combat Vehicles Production (R8.392bn in 2013 ZAR) Ongoing to Mar-29 R6.692bn Partial

6 DENEL Aeronautics Oryx Product Supply Support Oryx Medium Transport Helicopter (R1.2bn for 3 years) Ongoing to Apr-21 R433m Annually

7 DENEL Aeronautics Rooivalk Product Supply Support Rooivalk Combat Support Helicopter (R1bn for 3 years) Ongoing to Apr-21 R361m Annually

8 DENEL Aeronautics C130 Product Supply Support C130BZ Transport Aircraft (R350m for 3 years) Ongoing to Nov-21 R194m Annually

9 DENEL Aeronautics Hawk Ground Support & Test Equipment Hawk Lead In Fighter Trainer (R18.6m for 3 years) Ongoing to Mar-21 R7m Annually

10 DENEL Dynamics SA Navy Support Contract Umkhonto Surface-to-Air missile system Quartely to Mar-21 R4.8m Yes

11 DENEL Dynamics LOKI Development of Low Cost Target Drone Demonstrator MS in Aug-21 R32.7m Yes

12 DENEL Dynamics Seeker 400 IPSS Seeker 400 support Ongoing to Mar-21 R75.7 Yes

13 DENEL Dynamics KAMAS A-Darter Industrialization & production Ongoing to Nov-21 R428m Yes

14 DENEL Dynamics Glow II All Weather Air Defence Missile Demonstrator MS in Sep-20 R154.8m Yes

15DENEL Overberg Test

RangeDUCE-STORM

Provision and Maintenance of the RSA Multi-Purpose Test and Evaluation Technological Capabilities

Ongoing to Mar-21 R61m Yes

Total R8 974.8m

REMAINING ACTIVITY PER PROGRAMME

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Item Denel Division Programme

Estimated MZAR per fin year

20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29

1 DENEL Land Systems MUHALI (KT545838) 73 73 1452 DENEL Land Systems TOPSTAR 156 74 2303 DENEL Land Systems BIRO 5 5

4 DENEL Land Systems HOEFYSTER Phase 1 75 75 150

5 DENEL Land Systems HOEFYSTER Phase 2 260 804 804 804 804 804 804 804 804 66926 DENEL Aeronautics Oryx Product Supply Support 400 33 4337 DENEL Aeronautics Rooivalk Product Supply Support 333 28 3618 DENEL Aeronautics C130 Product Supply Support 117 78 1949 DENEL Aeronautics Hawk Ground Support & Test Equipment 7 7

10 DENEL Dynamics SA Navy Support Contract 5 511 DENEL Dynamics LOKI 33 3312 DENEL Dynamics Seeker 400 IPSS 76 7613 DENEL Dynamics KAMAS 214 214 42814 DENEL Dynamics Glow II 155 155

15 DENEL Overberg Test Range DUCE-STORM 61 61

1936 1411 804 804 804 804 804 804 804 8975

Funded : 1936 468 2404

Unfunded : 943 804 804 804 804 804 804 804 6571

REMAINING FUNDING REQUIRED PER PROGRAMME

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REMAINING FUNDING REQUIRED PER DIVISION

Item Denel Division

Estimated MZAR per fin year

20/21 21/22 22/23 23/24 24/25 25/26 26/27 27/28 28/29

1 DENEL Land Systems 569 1025 804 804 804 804 804 804 804 7222

2 DENEL Aeronautics 857 139 996

3 DENEL Dynamics 449 247 696

4 DENEL Overberg Test Range 61 61

1936 1411 804 804 804 804 804 804 804 8975

Funded : 1936 468 2404

Unfunded : 943 804 804 804 804 804 804 804 6571

Note: PMP has no multi-year DOD Orders

PROGRAMME HOEFYSTER

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HOEFYSTER BACKGROUND

• Programme was contracted to fulfil a number of requirements in various stakeholderenvironments including:

– Develop and Deliver new generation equipment to satisfy SANDF requirements

– Business injection for Denel to support Denel’s sustainability

– Job creation circa 2000 jobs across the Defence industry

– Establish and grow young engineering capability and capacity within thegovernment’s transformation directives

HOEFYSTER COMPLEXITY

• The scope and complexity of the programme:

– New Weapon Systems and ammunition

– New Sighting Systems

– New Fire Control Software to Avionics level certification

– New Electrical Systems and Safety Interlocks

– New Communications Systems

• Technical integration with above sub elements was extremely time consuming within the resource constraints of the organisation

HOEFYSTER CONTRACT SUMMARY

Orders Contract

Value (P0)

Major Deliverables

DEVELOPMENT

(Phase 1) IN

JUNE 2007R1.196bn

5x Engineering Development Models (EDMs) (Product Baselines (PBLs))

i.e. (Section Variant, Command Variant, Mortar Variant, Missile Variant,

Fire Support Variant, including logistics development).

PRODUCTION

(Phase 2) IN

AUGUST 2013R 8.038bn

244 Badger systems of which:

16x Pre Production Model (PPM) systems,

223x Production Systems, Upgrade of 5 x Engineering

Development Models,

Incl. Ammunition, Training Simulator Systems and all logistical

documentation and support elements.

PRODUCTION

(Phase 2 New

Variants) IN

AUGUST 2013

R0.354bn

Development of 4x Joint Task force group Variants i.e.

Ambulance Variant, Signal Variant, Tactical Command Post Variant

and Basic Artillery Observation System Variant.

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CONTRACT DELIVERABLES

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1. COMBAT VARIANTS.

SECTION VARIANT

COMMAND VARIANT

MORTAR VARIANT

FIRE SUPPORT VARIANT

MISSILE VARIANT

2. AMMUNITION.

3. TACTICAL COMMAND & CONTROL SYSTEM.

4. RECOVERY VEHICLES.

5. MAINTENANCE & REPAIR.

6. TRAINING SYSTEM.

7. LOGISTIC SUPPORT SYSTEM.

8. INTERFACES FOR:

Recovery Vehicles

Maintenance and Repair Vehicles

Special B-Type Vehicles

PROGRAMME STATUS

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PROGRAMME SUCCESSES- Ammunition:

• 30mm Ammunition Industrialised and 126 000 rounds delivered.

• 60mm Long Range Mortar Ammunition Industrialised and delivered.

- Main Weapon:

• 30mm CamGun Industrialised, 6 Pre-Production and 27 Production Models for Battalion 1 Section Variant delivered.

- Platform:

• 3 Section Variant and 1 Ambulance Variant Pre-Production Models, and 12 Production Common Platforms built and delivered by Patria.

• Finnish Common Platform Pre-Production and Manufacturing Baseline achieved.

- Turret:

• 4 Section Variant Pre-Production Model turrets built and integrated onto above Patria Platforms for (P)OT&E.

• Assembly of 1 FSV Pre-Production Model Turret complete (barring 2 Hatches and Secondary Weapon Bracket) with Production documentation verified during build.

• Section Variant, Fire Support Variant and Command Variant Pre-Production Model Turret Add-on Armour industrialised and delivered.

- Training Simulators:

• Mechanical assembly of 27 Driver, 15 Section Variant Turret, and 5 Command Variant Turret Simulators, and 5 Master Instructorand 5 Instructor Stations, loaded with Pre-Production software.

• Simulator facility used for training for (P)OT&E.

- System level

• SECTION VARIANT User Evaluation including Integrated Communications System successfully completed.

PROGRAMME SUCCESSES – HOEFYSTER DISPLAY

PROGRAMME SUCCESSES – AV8 TURRET PROGRAM

PHASE 1 & 2 COMMERCIAL STATUS/PROGRESS

Order Description Phase Contract Value Invoiced to date % Complete by Value

Development and production of 5 "Current

Variants"Phase 1 R0.978bn (P0) R0.875bn (P0) 89%

Industrialization and production of 5

"Current Variants" and common sub-

systems for "New Variants"

Phase 2 R8.038bn (P0) R1.554bn (P0) 19%

Design, develop, industrialize and produce

the unique portions of the New Variants

Phase 2 New

VariantsR0.354bn (P0) R0.049bn (P0) 14%

Industrialization and production of 60mm

Long Range Mortar Ammunition Phase 2 R0.135bn (P0) R0.135bn (P0) 100%

Total (P0) R8.527bn R1.738bn 20%

P0: Value at contract date, excludes pre-payment and inflation based escalation

P1: Value at time of payment, excludes Pre-payment, but includes escalation

CAPABILITY TO DELIVER

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18

CAPABILITY TO DELIVER

INTERNAL TO DENEL

• Denel is fortunate that the technical skills for this programme is largely in place given the security the contract has provided, there are resources available within the company to deliver on the programme

• Given the delay in Production Phase, there will be a level of re-industrialisation required in the production environment.

EXTERNAL TO DENEL

• Majority of technical skills are vested internally with limited skills in the supplier base.

• These external skills are largely in place but have been negatively impacted by the programme delay and financial position of Denel

• Some suppliers no longer exist and components will need to be sourced and industrialised again to ensure integrity in supply.

YOUNG TALENT ON HOEFYSTER

• Renata Westmacott who hails from Eldorado Park and joined Denel five years ago after obtaining a B Eng degree from the University of Johannesburg. Her responsibility is to provide system engineering and development support to all Badger variants as well as technical support during the industrialisation and production phases.

• Nkabe Motjale, a mechanical engineer, has been with Denel Landward for five years. The 31-year old from Ficksburg in the Free State is responsible for the design and integration of platform-related components.

• Lyzander Prinsloo, a structures and mechanism designer from Port Elizabeth, looks after the integration of all subsystem mechanical hardware on the Badger. The former student at the Nelson Mandela Metropolitan University has been with Denel for six years.

• Shale Modiba, a software engineer who graduated from the University of Pretoria, is responsible for the software development and qualification on the vehicle. One of the distinguishing features of the vehicle is its turret design and the integration of its 60mm breech-loaded long range mortar gun and Ingwe missiles into the system.

PROGRAMME CHALLENGES

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PROGRAMME CHALLENGES • Program Complexity

– The complexity of developing multiple variants simultaneously, combined with strenuous contractual requirements e.g. development of new guns, software safety certification on the variants place extreme schedule pressures on the program

• Current Company Financial Position

– Suppliers not supporting the programme until all outstanding invoices are settled – legacy debts.

– Supplier financial terms cannot be met with without letters of credit.

• VR Laser Closure

– Transfer of Technology to be repeated at Denel Vehicle System with approximately 18-24 months schedule impact.

• Eroded Supplier Base

– Suppliers are in distress either downscaling or closing down.

– At least 18-24 month impact to re-industrialise within local supplier base.

• Integrated Project Team Dynamics

– Programme delays have created an environment of misalignment on Program level where decision making is taking longer than necessary

PROGRAMME SPEND

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23

Item No. VARIANT Amount P1

1 Section Variant R 486,045,599

2 Fire Support Variant R 27,309,676

3 Command Variant R 102,919,147

4 Missile Variant R 230,671,122

5 Mortar Variant R 219,758,150

6Badger Integrated Logistical Support, Training Simulators, Indirect Fire

Control, etc.R 199,859,815

7 60mm Ammunition R 75,717,403

TOTAL R 1,266,563,509

PHASE 1 (DEVELOPMENT) AMOUNTS INVOICED TO DATE

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Item No. VARIANT Amount P1

1 Level 5 R 50,572,092

2 30mm and 60mm Standard Ammunition R 311,920,907

3 Training Simulators R 102,405,229

4 Turret R 99,683,215

5 Platform R 1,160,773,684

6 New Variants (Ambulance, Signal Variant, Artillery Variants R 199,859,815

7 60mm Long Range Mortar Ammunition R 148,773,039

TOTAL R 1,780,048,447

PRODUCTION (PHASE 2) AMOUNTS INVOICED TO DATE

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Item No. Cardinal Milestone DescriptionAdvance payment

received

1 Development (Phase 1) R 286,720,841

2 Industrialisation and Production of Current Variants (Phase 2) R 2,309,712,051

3 New Variants (Phase 2) R 70,909,228

4 TOTAL R 2,667,342,120

ADVANCE PAYMENTS RECEIVED

• Advance Payments may only be paid to Contractors on presentation of acceptable guarantees (Bank- or Corporate guarantees)

• DENEL was not able to supply Bank- or Corporate Guarantees at the stage of receipt of HY Phase 2 contract

• ARMSCOR and DENEL then came to the agreement that the Advance Payments would be paid into an ESCROW account:

• The account will be in the name of DENEL. Denel will receive the monthly interest benefit. The interest on the additional prepayments will be used to make a provision for the manufacture of the free systems offered. ARMSCOR will keep control over the payments from the account.

• There are three ways that DENEL can get the money from this account:1 Presentation of a BANK Guarantee2 Presentation of a CORPORATE Guarantee3 Delivery of the product / delivery line according to the contract

• All proceeds from Production order (Hoefyster Phase 2 Current Variants) to be paid into the ABSA collection account, except direct payments to pre-arranged suppliers, as well as the payments to the ESCROW account. Proceeds from ESCROW to be paid into collection account.

• DCO withdrew money against the ESCROW by issuing CORPORATE Guarantees. These monies were not paid into the collection account, but into DCO FNB account

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ADVANCE PAYMENT METHODOLOGY

PROGRAMME SCHEDULE

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Item

No.Cardinal Milestone Description

Current Contracted

date

Forecasted

Finish Date

Covid-19 Finish

Date

1 Section Variant Product BaseLine (1) November 2017 March 2020 Done

2Badger Section Variant Integrated Logistical

Support Product BaseLineNovember 2018 November 2020 November 2020

3 Fire Support Variant Product BaseLine (1) November 2017 July 2020 August 2020

4 Command Variant Product BaseLine (1) November 2017 December 2020 January 2021

5 Missile Variant Product BaseLine (1) November 2017 December 2020 March 2021

6 Mortar Variant Product Baseline (1) November 2017 March 20212021/22 Financial

year

7Badger Integrated Logistical Support Product

BaseLine – All VariantsNovember 2018 December 2022

2021/22 Financial

year

DEVELOPMENT SCHEDULE (PHASE 1)

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Item

No.

Cardinal Milestone

Description

Forecasted Finish

Date

Covid-19 Finish

Date

1 Battalion 1 September 2023 February 2024

2 Battalion 2 November 2027 May 2028

3 Joint Task Force Group October 2028 March 2029

PRODUCTION SCHEDULE (PHASE 2)

LESSONS LEARNT

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• Retention and creation of Jobs and stimulation of the economy

• Enhancement of skills in Science, Defence Technology, Engineering and Maths

• Sustainability of local defence sector and establishment of BBBEE suppliers

• Sustainability of Denel Capability base to support SANDF maintenance of its fleet, and major contracts

• Support SA Army to fulfil its constitutional mandate through deployable capability

• Reposition South Africa in the world as a force to be reckoned with in the defence sector

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WHY CONTINUE WITH THE PROGRAMME?

LESSONS LEARNT

Captured Lessons learned and impact Lesson Implementation Status

1. Weaknesses in the chosen system engineering contracting

model which allowed for.

a. Parallel development of five Variants, two ballistic

systems (guns + ammunition)

b. Contract included the Production (Phase 2) prices in a

Detailed Work Breakdown Structure and Hardware

Breakdown Structure. Most major sub-systems, for

example the main weapons, ammunition, sights were not

developed and/or qualified, this was planned for Phase 1

but already priced for Phase 2.

Impact - One team trying to execute this interlinked effort in parallel

was not successful and development naturally started to become

serial development with huge impact on timescales.

Currently, Project Life-Cycle Management (PLCM), is used

as a peer review mechanism to evaluate any bid or

campaign of significant value. Weak or inadequate options

are normally given alternatives including alternatives not

(even when pressured by business needs) to contract for

work that is declared not executable by independent

process review.

2. Parallel contracting and execution of mega complex programmes

requiring the same skills set.

Impact: AV8 - Malaysia and HOEFYSTER competed for the same

limited technical resources, since they were at the same technical

maturity level and based on the same solutions.

Development labour requirements and current critical

resources loading is thoroughly evaluated and closely

monitored for optimisation and avoidance of overloading in

line with semi-sequential execution. PLCM incorporates

resource planning. Possible new resourcing or utilisation of

current resources pool as it will become available.

Captured lessons learned and Impact Lesson Implementation status

3. The processes at Supply Chain are highly inefficient,

inflexible and do not support the fast tracking of acquiring

suppliers and placements of orders for prototype

Development.

Impact: Delays in procurement of hardware and components to

build and test engineering development models and the nett

effect is the delayed Development programme. Most

inexperienced suppliers do not deliver “first time right” solutions

and products. This also affect industrialisation inputs and

schedule.

In the short term, as far is supported by policy, project teams

will identify prototyping suppliers. supply chain must(and will)

handle contractual issues only, designers and project team

must identify suppliers based on criteria other than cost,

example will be the experience of the supplier and in the

medium to long term establish industrialisation

team/department that will support across Denel group and/or

use some strategic prototyping suppliers.

4. Contracting for cash-flow via a multitude of tiers of

deliverables, resulting in client and end-user involvement at

all levels.

Impact: This is the source of all technical mistrust between DLS

and ARMSCOR. This is the intended consequence of

designing a contract for cash flow.

All future contracts will be contracted at critical milestone level

not on multiple tiers

LESSONS LEARNT

CONCLUSION

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CONTRACT ALIGNMENT ACTIONS

• Armscor requested Denel to propose a way forward for the continued execution of the programme in a joint EXCO meeting between Denel and Armscor in December 2019.

• A proposal was submitted in the form of a letter from Denel GCEO on 15 April 2020 as per request in joint EXCO of December 2019.

• The Armscor CEO response dated 24 April 2020 did not accept the proposal to the Denel letter. Armscor’s position is based on Denel poor performance on Phase 1 and that Denel accepted the contract with its associated terms and conditions.

• The entire premise for the Denel proposal was to engage to align the contract with current realities as the contract currently has delivery dates in the past that cannot be achieved.

WAY FORWARD

The following key decisions need to be aligned and taken across all stakeholder levels until the final position has been agreed and approved contractually:

• An agreed meeting between Denel CEO, Armscor CEO and Secretary of Defense to advise on moving the programme forward.

• Chairpersons of the respective Boards of Directors, respective CEOs, Ministries of Defence and Public Enterprises, National Treasury and cabinet support for this programme to proceed as proposed.

• Acceptance of Section Variant Development Baseline by all stakeholders to unlock Phase 2.

• Unlocking sales of Pre-Production Models (PPMs) and Line Replaceable Units (LRUs – major components) to generate much needed cashflow.

• Continued sitting of the joint Armscor / Denel EXCO and STEERCOM respectively to ensure execution alignment on the programme.

THANK YOU

37

SUPPLEMENTARY SLIDES – TOPSTAR &

MUHALI

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The Gun Laying and Navigation Systems (GLNS) refers to a level 3 product sub-system that is integrated into level 4 products / launcher (GV5, GV6 & MRL) systems of the SA Artillery.

The system will provide laying, navigation, orientation and fixation functionalities and qualified as a level 5 products System.

Objectives.

• The integration of the GLNS in 155mm GV5 and 127mm MRL.

• Advance in technology.

• Simple and accurate navigation and survey.

• Built-in orientation and fixation.

• Standardisation on equipment (GLNS) between different launcher systems, (GV5, GV6 & MRL)

• Main components are the shown in the GV5 with the Inertial Navigation Unit the heart of the system.

PROJECT TOPSTAR OVERVIEW

PROJECT MUHALI OVERVIEW

• SCOPE: This requirement addresses the Accelerated Down Sized Upgrade of the GV6 MK1 of the identified obsolescent system / products of the GV6 and replacement of the obsolete items. This is not a new capability requirement, but the upgrade of an existing capability to specifically address the agreed obsolescence risk of the GV6 PS including its related support system.

• Project MUHALI is currently in the production phase which entails the upgrade of 15 x G6 Systems and Log Support System with the replacement items as sourced/developed during the development phase. Project is scheduled over 2 years. Total Value R144.583m (Amendment 1)

THE END

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