Nemesa & Sentech & .zadna on their Annual Performance Plan; AGSA input; with Deputy Minister

Telecommunications and Postal Services

02 May 2017
Chairperson: Ms D Tsotetsi (ANC)
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Meeting Summary

The Auditor- General of South Africa (AGSA) reported to the Committee on the key considerations when reviewing the 2017/18 Annual Performance Plan (APP) of the Department of Telecommunications and Postal Services (DTPS). An overview of entities within the DTPS portfolio showed a review was performed on the 2017/18 APPs, strategic alignments of the DTPS, review of key objectives per Estimated National Expenditure (ENE) vs. targets for the DTPS and its entities, an overview of key findings on the review of the 2017/18 APP’s and a budget analysis.  DTPS followed up with a report to the Committee on the alignment of DTPS priorities with government priorities, priorities for 2017/18 and financial information for 2017/18.

The Committee sought clarity on AGSA’s role in developing the APP. Members were also interested in what was being done to address the lack of transformation in distribution and whether there were timelines on this priority.

Members wanted to know why  a state IT company was being established when the State Information and Technology Agency (SITA) already existed and what the rationale behind using a Chinese cloud server for government was. Members expressed concern over the increased use of consultants and wanted clarity on entertainment costs and the decreased ICT enterprise development budget.

ZADNA reported to the Committee the strategic goals for 2017/18-2019/20 and stated that the goals are to stimulate domain registration growth, enhance domain value proposition, drive service innovation, maintain inclusive policy and regulatory framework, improve the organisation’s delivery capacity, maintain active research, and enhance business sustainability.

NEMISA said that their five programmes are institutional development, multi-stakeholder collaboration, e-astuteness development, knowledge for innovation, and aggregation frameworks. The financial allocation for 2017/18 was R92.9 million that included R53.7million for operational costs, R42million for e-skills roll-out and an additional R7.2 million allocated by the Department.

Sentech reported to the Committee on its plans for a satellite, the business strategy ( including the organisational strategy and business model); the strategic priorities, sustainability, human capital, a South African-based Pan-African satellite and key performance areas consisting of alignment with shareholder priorities, key performance indicators and the APP.

The Committee questioned how difficult it was to register domain names given that ZADNA only aimed to register 10 entities. They also questioned why ZADNA had nine directors, their sponsorship expenditure; whether the entity was operating within its mandate and whether significant partnerships had been built with other government departments to create awareness.  

Members wanted to know why almost 60% of NEMISA’s budget the budget was allocated to goods and services while a core function of the entity which was stakeholder relations, only received around 5% of the budget.

Members addressed Sentech and wanted to know why when one of the risks identified was the lack of adequate business development skills, only 62% of the training budget was spent in the previous financial year. They also asked whether they have identified the over-reliance on one customer as a risk. Members were unanimous in their support for diversification and also extensively questioned the costs of acquiring a satellite. 

Meeting report

The Chairperson welcomed all those present gave opportunity for introductions.

DTPS Deputy Minister, Ms Thembisa Ndabeni-Abrahams, pointed out that in the previous financial year the Department had 21 financial targets and this had been reduced to 17 for the current financial year, because DTPS was underwhelmed by how it had performed as well as because of limited financial resources. There were seven strategic objectives that DTPS will be driving. These included the rolling out of broadband, the integration of the Information and Communications Technology (ICT) White Paper,  the development of the national e-strategy, ICT small, medium and macro-sized enterprises (SMMEs) growth and sustainability, rationalising state owned companies (SOCs) to avoid a duplication of infrastructure, the corporatisation of Postbank and the e-government strategy in order to digitalise government services. In order to achieve these objectives, DTPS needed the Committee’s progressive support, constructive criticism, but most importantly the Department will need the necessary resources.

AGSA review of DTPS 2017/18 APP

A senior AGSA official for the Auditor-General of South Africa (AGSA) presented AGSA’s review of the DTPS. The presentation looked at the audit outcomes of the DTPS and its entities over the past three years, and the quality of performance information over the past two years. The review looked at the Annual Performance Plan (APP) 2017/18 and consisted of, a scope of the APP review, key considerations when reviewing the APP, criteria used to assess the draft APP, an overview of entities within the DTPS portfolio where a review was performed on the 2017/18 APP’s, strategic alignments of the DTPS, review of key objectives per Estimated National Expenditure (ENE) vs. targets for the DTPS and its entities, an overview of key findings on the review of the 2017/18 APP’s, budget analysis, matters worth noting, AGSA’s improved audit methodology, and key recommendations for improvement.

Presentation by DTPS on 2017/18 APP

Mr Robert Nkuna, Director-General, DTPS, presented the Department’s 2017/18 APP which looked at the alignment of DTPS priorities with government priorities, a summary of DTPS priorities for 2017/18 and financial information for 2017/18. Strategic alignment looked at how governments’ priorities aligned to the DTPS’s 2017/18 APP priorities. A policy review was completed last September when the integrated White Paper was adopted by Cabinet. Legislation was now being worked on with seven laws that needed to be prepared for the purpose of ICT legislation. The three laws being prioritised are an amendment to the Electronic Communications Act (ECA) in order to address transformation; a law to address the new regulator being established; and focusing on the changing role of the Universal Service and Access Fund (USAF). State entities will be used to roll out the SA Connect project. The national e-strategy has been released for public consultation. Two SOCs will be created to help roll out broad band largely because outsourcing to foreign companies. Distribution and infrastructure are lagging behind when it comes to transformation. For this the ICT SMME strategy was being finalised.

DTPS’s APP priorities for 2017/18 are the drafting of ICT legislation, broadband connectivity, finalisation and approval of the national e-strategy, finalisation and approval of the e-government strategy, facilitating the corporatisation and licensing of Postbank, implementation of the SOC Rationalisation Report, facilitating operations of the Virtual Cyber Security Hub and the finalisation and approval of the ICT SMME strategy. There have been unexpected challenges when it comes to applying for a licence for Postbank and the Banks Act may present challenges. It had been suggested that the Committee and Finance Committee looked at amending the Banks Act so that particular companies that have not gone public can apply. This needed to be clarified as a matter of urgency as the deadline for the application was 3 July 2017.

Mr Rebolang Soldaat, Acting Chief Financial Officer (CFO), DTPS, presented the financial information that looked at allocation per programme, economic classification, and transfers and membership fees.


Mr K Siwela (ANC) asked what happened to the CFO of DTPS. He sought clarity on the reduction in administration and ICT as well as the increase in computer services. What is being done to address the lack of transformation in distribution and are there timelines on that?

Ms N Ndongeni (ANC) asked that AGSA’s role in the finalising process of the APPs be outlined. Based on AGSA’s assessment, has there been any improvement from the Department and its entities in ensuring that the APP is implemented?

Ms M Shinn (DA) sought clarity on the two new companies being established and she asked why a State IT company was being established when the State Information and Technology Agency (SITA) already existed.  In the priority of legislation for this year the rapid deployment guidelines were not mentioned despite it holding back the rolling out of infrastructure throughout the country. DTPS’ rolling out SA Connect was bad as it has neither the capacity nor budget. What was wrong with the tender that nobody wanted it? Broadband Infraco (BBI) and Sentech cannot roll out SA Connect. What was the rationale behind using a Chinese cloud server for government?

Mr C Mackenzie (DA) asked what AGSA’s role in developing APPs was. On slide 9 of the AGSA presentation ZADNA is not reflected in the audit outcomes and he asked if it came through in later slides. He noted that the use of consultants have gone up dramatically and was projected to continue rising. Who are these consultants, what are they being used for and why is this expected to increase, especially when there is also an expected increase in employee costs? Why have the entertainment costs for DTPS increased?

The Chairperson asked why the budget for ICT enterprise development and oversight had decreased from R 886 000 to R251 000. On the AGSA report there are additional indicators for programme three and four and he wanted to know whether DTPS had the necessary capacity to make sure those indicators are implemented. The computer services budget has increased five times and he asked why it was such a large increase.

An AGSA senior official responded and said it was around 2011 that AGSA started getting involved in assisting the Department and its entities with APPs. In terms of ZADNA not being included in the presentation, he acknowledged that it was an error by the AGSA and it will be rectified.

Mr Nkuna responded that the CFO was on maternity leave. DTPS was engaging industry on transformation in the distribution and infrastructure. On the State IT Company and SITA, companies were needed for both procurement and one that drives e-governance. The state infrastructure company will involve Sentech and BBI. One of the main aims was to legislate rapid deployment and it was being explored if the guidelines can be sorted in the intervening period. Entities will assist in the rolling out of SA Connect and if tendering was needed, they will do it. It was now incumbent on the three entities to outsource capacity where needed while still pushing transformation. DTPS will buy services but will not fund infrastructure. Development Finance Institutions (DFIs) such as the Industrial Development Corporation (IDC) and the National Empowerment Fund (NEF) have been consulted to finance the supply side of the initiative. Entities have been assisted in their discussions with DFI’s. In terms of consults, because of the DTPS’s workload external support is needed and DTPS needed the necessary skills hence the amount of money spent on the training.

Mr Soldaat responded that 2016 was the year China and South Africa signed a number of agreements when it came to ICT. One of the agreements related to e-governance and the South African government wanted to learn how INSFR provided support to the Chinese government. There has been a sharing of information at this level and SITA has also been engaging other countries such as South Korea.

Ms Mameetse Masemola, Chief Director: Economic Analysis, DTPS, reported to the Committee that the Minister has recently signed a response by the Department in terms of which areas are going to be addressed by DTPS to reduce costs to communicate. DTPS has captured answers in terms of the thematic areas that emanated from the report by the Committee. These included markets and competition, implementation and SMME promotion. The Digital Development Fund was also being looked at in terms of legislation.

Mr Soldaat responded that the consultation figures are being driven by allocations for SA Connect. In this financial year, of the R435 million allocated, R411 million was allocated for SA Connect. The entertainment budget was in thousands not millions so there was a decrease not an increase. Previously DTPS mainly focused on hardware, but the figures also included business mapping processes. DTPS will also be acquiring software which will come with annual support, hence the increase in the figures and in addition, DTPS was also improving its WIFI connectivity.

Ms Thulisile Manzini, Deputy Director-General (DDG), DTPS, responded that the reason for a decrease in program four was because a transfer to the Post Office was included in last year’s numbers.

Mr Siwela noted that it was good that salaries and wages went down.

Ms Shinn noted that the staff bill had gone up by R5 million over the Medium Term Expenditure Framework (MTEF), as well as an increase in consults. Why was the Digital Terrestrial Television (DTT) not a strategic goal of DTPS?

Mr Nkuna replied that three state entities were involved in DTT. One was Sentech, with its role including working on infrastructure. The other two are SAPO and the Universal Service and Access Agency of South Africa (USAASA).

Mr Soldaat responded that if a programme has an increasing wage bill this speaks to vacancies filled.

Mr Nkuna responded that the use of consults was a result of the amount of work the DTPS is doing.

Ms Shinn stated that she hoped the impact assessments done for the draft bills DTPS was drawing up are better than the “thumb sucked job done for the entire policy”. Impact assessments should look at society as a whole because these policies do not just affect government.

ZADNA on its 2017/18-2019/20 Strategic Plan

Mr Vika Mpisane, Chief Executive Officer (CEO), ZADNA, informed the Committee that the key principles driving the entity’s plans are being part of the digital information agenda driven by DTPS and government; using South African languages besides English on the internet; and building a digital economy as a country. ZADNA was looking at using previously unused funds that are now surplus. The 2017/18-2019/20 strategic goals are to stimulate domain registration growth, enhance domain value proposition, drive service innovation, maintain inclusive policy and regulatory framework, improve the organisation’s delivery capacity, maintain active research, and enhancing business sustainability. Performance objectives for each strategic goal were presented with indicators for every quarter. The 2017/18 income and expenditure, the forecasted balance sheet as 31 March 2018, and 2017/18 cash flow projections were presented to the Committee. A challenge to domain name registration has been social media.  

National Electronic Media Institute of South Africa (NEMISA) on its 2017/18 APP

Ms Mymoena Ismail, CEO, NEMISA, presented the entity’s 2017/18 APP. The presentation looked at NEMISA’s mission and strategic position, key drivers, the e-skills framework, core programmes, collaboration with eight broadband priority sites and the National Health insurance (NHI) pilot sites, organisational structure, and the envisaged impact. The five programmes of NEMISA are institutional development, multi-stakeholder collaboration, e-astuteness development, knowledge for innovation, and aggregation frameworks.

Ms Rofunwa Ligege, Finance Manager, NEMISA, reported that the financial allocation for 2017/18 was R92.9 million, made up of the NEMISA operational budget of 53.7 million (close to half was used for salaries); R42 million was used for the e-skills roll out and an additional R7.2 million was allocated to NEMISA by DTPS.

Sentech on its 2017-2020 Corporate Plan

Mr Magatho Mello, Chairperson, Sentech, said the presentation will focus on the satellite initiative. The proper sequence was being followed with a business viability and business plan being done. Satellite costs will account for just over R300 million of Sentech’s R1.1 billion revenue. This is why the board has requested management to work with DTPS, especially since satellite costs are dollar based. 

Mr Mlamli Booi, CEO, Sentech, presented Sentech’s 2017-2020 Corporate Plan that looked at the organisational identity, the business strategy (including the organisational strategy and business model), the strategic priorities, sustainability, human capital, a South African-based Pan-African Satellite, DTT commercialisation; and key performance areas consisting of alignment with shareholder priorities, key performance indicators and the APP.

Mr Siphamandla Mthethwa, CFO, Sentech, said the financial plan consisted of financial performance metrics, a financial summary, and a financial analysis of revenue, profitability, financial position, cash flow, and capital expenditure.


Mr Siwela asked ZADNA how difficult it was to register domain names given that ZADNA only aimed to register 10 entities. The total salary bill was 6.2 million and he wanted to know if it covered ZADNA’s new positions. For NEMISA almost 60% of the budget was allocated to goods and services and he asked what constituted this huge allocation. Part of NEMISA’s job was to ensure strong stakeholder relations yet stakeholder relations only received around 5% of the budget. Is this allocation enough? Regarding Sentech, one of the risks identified was the lack of adequate business development skills yet only 62% of the training budget was spent in the previous financial year. Have you identified the over-reliance on one customer as a risk? There was a need to diversify and he asked how acquiring a satellite will reduce costs.

Mr Mackenzie addressed NEMISA and voiced his concern that the cost of operations exceeded the amount devoted to the actual mandate. Could that money rather be allocated to university and technikons to roll out these programs? The last time ZADNA appeared before the Committee, the Committee expressed its concerns with ZADNA’s expansion plans. Now the APP shows ZADNA running into a deficit. Merely because you have reserves does not mean you can use them to fund ‘extravagant spending’. Not doing the R300 000 sponsorship of the I-can dinner would have cut the deficit substantially and he asked ZADNA to explain the importance of it to the entity’s mandate. He mentioned the other sponsorship of R30 000 for cocktails. With nine directors previously raised as an area of concern, could ZADNA be run with four directors? There are further expenses as the result of moving to the new offices. What criteria are used for the 10% bonus provision for staff? He referred to the R5 increase in domain registration which was factored into revenue and was under dispute at the moment and he wanted to know when this will be resolved. What happens to ZADNA if the arbitration does not result in a R5 increase in registration fees? What will that then do to the deficit? It was worrying that 42% of the budget was spent on salaries; there is a personal assistant, a general assistant and a vehicle driver. When ZADNA appeared before the Committee and proposed the purchase of a new vehicle the Committee asked if it would not be more cost effective to hire a vehicle when required. It is now costing ZADNA R115 000 a year to run the vehicle.

He referred to Sentech and asked if it was possible to keep sourcing funding from internal revenue sources. Does Sentech see the exposure to the South African Broadcasting Authority (SABC) as the main customer especially given its financial troubles as a risk going forward? Did the SABC pay their bills on time or has there been deterioration? The Pan-African satellite was a great idea. Have other government departments been asked to step in and help with the funding of the satellite?

Ms Shinn said in the last presentation ZADNA’s plans were seen as an exercise in empire building with the plans far exceeding the mandated job. This is the first time a government official has said that social media was a threat and may continue to restrict the registration of domain names. Social media was not a threat to domain name registration. The only threat could be that other people do it for free. How many employees does ZADNA actually have? Custodianship of internet governance is not part of ZADNA’s mandate. Who are the stakeholders in South Africa’s internet governance domain besides the Minister? Can they be named as they are not mentioned in the presentation? Internet governance is not necessarily a government policy, it should be multi-stakeholder driven. Who is going to form the curriculum for ZADNA’s internet governance school? Who is doing the education? Who are the lecturers, what are the subjects and what is the cost? You are not a website designer and should not be designing for schools. .What is the value of a ZADNA website and why is it of more value then .com e.g.?

Sentech talked about Intelsat and she asked whether Sentech discussed the use of ViaSat which will be launching in South Africa at the end of this year or at the beginning of next year and run micro-satellites for broadband internet in Australia and the USA. It will apparently be far cheaper then anything available at the moment. Launching a satellite carried huge risks. There are many satellites “up there” which could be piggy backed on. SA Connect funding should not be putting Sentech into financial stress. Of the R750 million spent on capital, how much is used for refreshing DTT transmission equipment already installed? How much is wasted investment because it must now be upgraded? She wanted to know how far along Sentech was in the installation of 550 DTT national field trial sites, and what the difference was between a field trial site and any other site. The move into Africa was commendable

Ms Ndongeni asked ZADNA if they had any partnerships with other departments to promote and create awareness. Sentech’s over-reliance on one customer required it to implement market diversity as a matter of urgency. For the 2017/18 financial year a large portion of NEMISA’s budget will be spent on goods and services and he wanted to know what constituted the bulk of the amount.

The Chairperson mentioned the size of boards and noted that DTPS was asked to look into cutting down the size of board members based on the size of the entity. To what extent does failure to pay registrations to the Independent communications authority of South Africa (ICASA) affect Sentech?

Mr Mpisane responded that the 10 being targeted to be trained in a year are entities that register domain names - not the actual registration of names. The domain names grow much faster than that at around 6 000 a month. It speaks to the minimum number of entities to be trained per year. The salary bill covered the new positions. It covered six new support vacancies. It was important to point out that ZADNA never undertook that it would not move to new offices. The entity had outgrown its new building. ZADNA had to grow the entity to meet its mandate. Spending was a result of activities that needed to be done in terms of the mandate. The entity would love to engage with the Committee on how the domain name industry worked. The Act said ZADNA must manage .za and what is involved in that. ZADNA was always catching up with .com in terms of infrastructure and this cannot be done with three people as was the case until last year. On the issue of sponsorship, there are entities ZADNA worked with and must appear with in annual events, especially the internet service providers where the investment derived value.  There are however areas where ZADNA can cut costs. The issue of nine directors is beyond the control of ZADNA, because the ECA Act required nine directors and the Act appointed them. There was a bonus provision framework in place and bonuses were not automatically earned. He explained that as the CEO he had also not gotten the bonus or the full 10% in previous years. It was fair comment and concern on the On the ZA Central Register (ZACR) fee dispute. A thorough risk analysis was done with the board and a consultant and it was noted that that the outstanding matter was a risk in the short term. Confidence must be given to the agreement with the ZACR which was well documented and clear. The increase will have to come either way regardless of the outcome. Surplus funds will be used in the short term if the outcome was delayed. The personal assistant is a receptionist and the general assistant is a loose name for the person who cleans the offices, washes dishes and so forth. A driver was needed and the responsibility for the car was clear in a policy framework. Social media as a threat must be placed in the proper context, of what can cause a person not to register a domain name. Social media and free domain names were identified. The idea is how you respond from a strategy point of view to those alternatives. It was not a threat in that it killed .za or any name space. There were 1.2 million domain names versus 13 million Facebook users and that simply meant that people are online and they are on social media and did not see the need for .za. People should prioritise - not only for patriotic purposes but for economic purposes. It was debatable whether internet governance was any one single entities’ mandate because the internet had a wide reach. ZADNA wants to play a coordinating role but not at the exclusion of others. The details on the school for internet governance will be provided in due course. The schools online presence is a social responsibility project. This was also a way to encourage .za domain names in schools. Partnerships with different entities are being looked at.

Ms Motlatjo Ralefatane, Chairperson, ZADNA, said that when they joined this organisation they thought it should be grown and that it could be a national regulator. It only began with three employees that had to regulate the entire country. The aim was to change it and grow it.

Mr Mello responded that the issues the board grappled with was the growth in the cost base of Sentech, the growth in the people’s cost with a large unionised staff and the growth in satellite costs. For the company to be sustainable it would have to increase its revenues at either the same growth level or higher. Other countries have approached Sentech when they saw how the DTT was executed. Access to this skill is what other countries areinterested in. The case for the African growth strategy was understanding the market and looking at opportunities, but it cannot be the same model.  An investigation will be done into other markets. Satellite costs are growing and has an impact on operational expenditure. A model must be looked at for the satellite and if you did launch a satellite there needed to be commercial entities to use the s. It was not a done deal by any stretch of the imagination, because it was a process of building a business case that will be shared with the board and DTPS. It will not be solely funded by Sentech. A detailed and focused investigation will happen.

Mr Booi replied that Sentech has focused in on its business development capacity and last year it was agreed that skills and management training would be provided to staff along with bursaries. The reason that not all last year’s budget for training was spent was because the academic and financial year had to be synchronised. The entity was on track regarding business development. A new executive of marketing and sales was being hired. Different areas have been identified to expand revenue including the Pan-African approach. There is experience and understanding of the risks outside of South Africa. Launching a satellite was not just a Sentech project but a national project. The focus was on communication satellites which are more expensive. Ownership of the satellite was a strategic project and the numbers will be done to determine the viability. Investors will also be approached and the aim was to diversify the ownership. The 550 sites are for the staff to experience DTT and as a way for staff to do research on consumer perspectives and critiques.

Mr Kganki Matabane, Chief Operations Officer (COO), Sentech, responded and said the issue of the DTT was complicated at the moment. The network was on the ground and the Service Level Agreements (SLAs) needed to be met. No revenue was being derived from the network. Instead of replacing the equipment that will soon expire, it will be prolonged through maintenance and the equipment is replaced only once it starts being profitable. There was a business case for Africa.

Mr Mthethwa said the immediate benefit of the satellite was that currently satellite costs are paid in dollars with exposure to exchange rate volatility. A South African owned and operated satellite would change that. It would improve the balance of payments. For normal operations Sentech did not borrow, because the context of borrowing is the need to diversity and expand. All borrowing will be attached to a project and a quote that was viable. There was a capable finance team at Sentech. The SABC was the biggest customer and there was currently no arrear debt. Sentech was constantly engaging SABC, almost once a week. There was a very robust process in identifying opportunities in Africa.

Mr Booi replied that revenue diversification was a priority but also a process that will take time. The issue of non-payment of radio licences to ICASA, affected Sentech indirectly. Community broadcasters are the biggest challenge because some owe significant money. Work was being done to fund community broadcasters as they did not have the money but their services needed to be kept on air. Community broadcasters are not simply switched off if they did not pay while commercial radio stations did not present payment problems as they are simply switched off if they did not pay.

Ms Ismail responded and said that 2014 was the year the concept of the Ikamva National eSkills Institute (iNeSI) was launched in terms of integrating NEMISA, ESI and ESA and 2016 saw the Department of Higher Education and Training (DHET) supporting the iNeSI business case of the decentralised model that NEMISA was currently implementing. The business case NEMISA was moving towards was a “lean mean” organisation that was a catalytic organisation in comparison to the training institution it used to be. A lot of training will be done through existing Colabs and colleges. Staff are being migrated and trained for the new organisational structure. With regards to the multi-stakeholder collaboration and the amount allocated, a multi-stakeholder base has been established, The capacity within NEMISA needed to be built on to drive multi-stakeholder collaborations. The change to a more catalytic organisation will have an effect on the types of partnerships, even with Technical and Vocational Education and Training (TVET) colleges.

Ms Ligege replied that the bulk of spending on goods and services goes to the Colabs. Existing Colabs accounted for R32 million and R3 million was provided for the establishment of three new Colabs. There was rental expenditure of about R7 million which was included under goods and services, insurance on assets accounted for about R1.7 million, internal and external audits accounted for R2 million, cleaning and security accounted for R2 million, IT costs are R2.5, national advocacy and awareness accounted for R2.6 million and travel and accommodation expenditure was R1.5 million.

Mr Mackenzie asked ZADNA when the dispute on the registration fee would be solved. What type of car did ZADNA buy? It would be nice if the surplus was returned to National Treasury. The previous board member of ZADNA did not take a salary and R17 000 is spent on director data bundles.  There was a time NEMISA owned a property in Stellenbosch and it should be on the asset register.

Ms Ralefatane responded that ZADNA did not get money from the state, but rather from the public fees. Data bundles allowed money to be saved for board meetings in terms of paper printed, where documents are sent and downloaded online instead.

Mr Mpisane responded and said that arbitration date for the dispute was set for 5 July. The vehicle was a VW Caddy bought for slightly more than R400 000. The director data bundles are so that they do not have to be remunerated constantly. It now costs R200+ a month per board member. 

Ms Ismail responded that there are four staff members located at the property in Stellenbosch.

The meeting was adjourned.

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