The Clothing and Textiles Competitiveness Programme (CTCP) flows from The Department of Trade and Industry (the dti), which consist of a number of programmes aimed at creating sustainable capabilities and employment in these industries. These two programmes are the Production Incentive Programme (PIP) and the Competitiveness Improvement Programme (CIP). The main objective of the CTCP is to assist the industry in upgrading processes, products and people to reposition it so it competes effectively against other producing countries.


The CTCP is aimed at structurally changing the clothing, textiles, footwear, leather and leather goods manufacturing industries by providing funding assistance for these sectors to invest in competitiveness improvement interventions.


The Competitiveness Improvement Programme (CIP) is administered by the CTCP Desk at the IDC. Through the cluster approach, the CIP aims to create a group of globally competitive companies that would ensure a sustainable business environment able to retain and grow employment levels.


A Sub-National Cluster is a sector development initiative coordinated by a non-profit structure that is responsible for facilitating and managing sector-shared resources, as well as overseeing competitiveness improvement projects of sector participants.


For further information, please visit www.ctcp.co.za.


Martin D Viljoen             

Highly qualified with BScChemEng and MBA degrees from UCT, Martin started working in the Textile Sector in 1978 at SANS Fibres. He managed the first exports of cutting-edge products to overseas target markets and by 2000, 60% of the company’s main turnover was derived from exports. He started the South Africa Textile Industry Export Council in 1999 where he served as Executive Director until 2010, when the South African exchange rate and challenges from cheaper Chinese products became prevalent. Along with Ian Taverner, he launched the first two CTCP CIP Value Chain Clusters which are currently involved with 25 companies, boast turnover figures of R4.8 billion and employ over 6500 people.

Ian Taverner

With more than 25 years of commercial and financial experience in the clothing and textile environment, Ian Taverner is a highly knowledgeable and respected industry player. He was the Financial Director of Triumph International (a subsidiary of the Seardel Group), a position which he held for 18 years from 1989 to 2007. At the same time, he became an Executive Member of the Cape Clothing Association and a Provident Fund Trustee for the Seardel Retirement Benefit Fund, where he served simultaneously from 2003 to 2008. He was instrumental in establishing the CTCP CIP Value Chain Clusters where he continues to serve today.

Camila Gillman

Camila holds a BA in Fashion Design and Design Business Management from FEDISA and a Postgraduate Diploma in Sustainable Development from the Sustainability Institute at Stellenbosch University. She has experience working in the luxury fashion sector in the UK as a production coordinator and fabrics buyer. She has established product development and sourcing skills, and focuses on export markets by working closely with SMME manufacturers, design houses and textile industry players.

Lisa Haworth

Lisa has a Level 3 Bookkeeping (Advanced) Certification from Pitman’s Secretarial College as well as over 20 years’ experience in bookkeeping using Pastel and other accounting packages. She is also the Financial Director for the Volunteer Wildfire Services, which operates chiefly in the Western Cape.

Abraham Willemse

Abraham holds his Masters in Polymer Science, winning the Bernina Prize for Best Achievement in Textile Science Post-Graduate Studies. After a short stint at the Stellenbosch Nanofibre Company, he joined Gelvenor Textiles, spending almost 7 years in technical and innovation roles and ultimately heading the Innovation Department. Abraham is well-placed to lead Intervention #7 – Innovation as our Innovation Manager, focusing on identifying new applications and product innovations.

  • Develop an understanding of the challenges and opportunities in growing South African greasy mohair production from 2500 t/a to 3500 t/a to 4500 t/a
  • Establish South Africa as a dominant and significant contributor and preferred global supplier to the global mohair value chain
  • Value-added local manufacturing of quality mohair into processed hair (tops), yarn and market-focused value-added finished products for local and international markets
  • Ongoing technological innovation and development in raw material hair yield, hair quality and hair availability based on sustainable practices and procedures
  • Finalise a collaborative Sector Plan founded on interactions with key sector stakeholders based on identified interventions