Questions and Replies
05 December 2018 - NW3595
Van Der Walt, Ms D to ask the Minister of Transport
(1)(a) What are the names of the contractors employed by the SA National Roads Agency Ltd to construct the N1 - 27: Polokwane Eastern Ring-Road Phase 2, (b) why did this important contract (details furnished) come to a halt, (c) on what date did the project start, (d) on what date was it halted, (e) what is the total cost of the project and (f) what total amount had already been paid to the contractors of the project as at the latest specified date for which information is available; (2) whether the contract includes any penalties for late completion; if not, what is the position in this regard; if so, what are the relevant details; (3) will this project be completed; if not, why not; if so, what are the full relevant details?
Reply:
1. (a) Basil Read Limited
(b) Contract NRA N.001-270-2013/1: NATIONAL ROUTE 1 SECTION 27: THE POLOKWANE EASTERN RING-ROAD PHASE 2 : NEW CONSTRUCTION AND IMPROVEMENTS BETWEEN KM 10.5 AND KM 25.4
The project came to a halt because Basil Read Limited fell into severe cash flow difficulties early in 2018 and went into voluntary Business Rescue on 15 June 2018 in terms of applicable legislation.
(c) Commencement date was 1 December 2015.
(d) Halted on 15 June 2018.
(e) Total cost of the construction at award was R 561 919 579.46 excluding Contingencies, Contract Price Adjustment, Rise and Fall, and VAT.
(f) R 403 000 000.00 excluding VAT. Up to end October 2018.
2. Yes, the original contract includes penalties of R80 000 per day excluding VAT for late completion. Penalities become applicable only after the contractural end date has been reached.
3. Yes, the Project will be completed. Under Business Rescue Legislation SANRAL has to provide Basil Read Limited with the opportunity to complete the construction. However if the Business Rescue process fails, SANRAL will follow the contractural procedures and engage with with the guarantor to step-in and make sure that the Project is completed successfully.
05 December 2018 - NW3414
Hunsinger, Dr CH to ask the Minister of Transport
(a) What (i) maintenance and infrastructure upgrade plans are in place for the rail tracks that run through Pinetown and surroundings areas, (ii) are the timeframes in this regard and (iii) budget has been allocated and (b) what (i) plans are there to implement additional lightening and security, (ii) are the timeframes in this regard and (iii) budget has been allocated for this?
Reply:
a) (i) Specifications for the replacement of corroded rails have been approved and a tender is expected to be issued in January 2019. Appointment of the supplier is planned for the first quarter of the 2019/20 financial year.
As part of the KZN Re-Signalling Project, all stations from Pinetown to Bellair were recently signalled and commissioned.
(ii) Timeframes for replacement of the rails will be seven months from date of delivery of the rails.
(iii) The total amount of is R103 million has been prioritised from the MTEF capital allocation in the region.
b) (i) The Pinetown line has additional lighting and security in the main stations with no permanent security but has high volumes of commuters and high crime hot spot. PRASA did a full renovation of stations including halts on the line, during 2016/17 and repaired them again in the 2017/18 financial year.
(ii) This is a going maintenance activity with no timelines.
(iii) The cost estimated to repair the vandalized electrical work amounts to R280,000 for Seaview Station and R650,000 for Sarnia Station. The budget for security on this line is R136,000 per month.
05 December 2018 - NW3489
Alberts, Mr ADW to ask the Minister of Transport
(1)(a) What number of road users in each month since 1 December 2013 until the present have paid e-toll accounts in relation to the total number of road users on the roads where the Gauteng e-tolling system is operative, as regards (i) the total numbers and (ii) percentages of (aa) paying road users and (bb) the total number of road users and (b) what are the particulars regarding the total amount of the monthly income generated in each month by the e-tolling system in the specified period that is paid to a certain company (name specified) and/or any other foreign firm/service provider and what amount remains in South Africa; (2) whether any plans exist to extend the e-tolling system to other roads in Gauteng or in any other provinces; if not, whether he regards the non-extension of the e-tolling system as an indication that the system has failed; if so, what are the full relevant particulars regarding the roads and timelines of the planned extension of the system; (3) whether any standards regarding legal metrological technical regulations have been created for the e-tolling instrumentation and technical system in terms of the of the Legal Metrology Act, Act 9 of 2014; if not, why not; if so, (a) what are the relevant particulars in this regard and (b) whether the e-tolling measuring instruments were verified accordingly and comply with the requirements; if so what are the full particulars in respect of the date on which it took effect; (4) whether regular inspection is required; if not what is the position in this regard; if so, what are the relevant particulars of the verification; (5) whether the e-tolling measuring instruments were imported legally in terms of the previous Act, the Trade Metrology Act, Act 77 of 1973, or any other relevant legislation; if not, how did it happen that unverified instruments were imported and taken into use; if so, what are the full relevant particulars?
Reply:
1. (a) (i) Road use on Gauteng e-tolling system is measured in terms of total individual transactions at all Toll Gantry locations. Please see table below for the Transactions Paid (aa) versus the Total Transactions (bb) in a month.
(a) (ii) Road use on Gauteng e-tolling system is measured in terms of total individual transactions at all Toll Gantry locations. Please see table below for the Paid % in a month.
Transactions |
Paid Transactions |
Total Transactions |
Paid % |
Dec-13 |
20,785,542 |
53,003,201 |
39% |
Jan-14 |
25,079,987 |
60,093,598 |
42% |
Feb-14 |
26,308,532 |
61,275,089 |
43% |
Mar-14 |
27,772,020 |
66,566,742 |
42% |
Apr-14 |
27,670,060 |
66,005,652 |
42% |
May-14 |
28,840,313 |
69,524,695 |
41% |
Jun-14 |
27,620,694 |
68,070,263 |
41% |
Jul-14 |
28,864,702 |
73,105,125 |
39% |
Aug-14 |
28,346,546 |
73,710,373 |
38% |
Sep-14 |
27,176,734 |
72,779,790 |
37% |
Oct-14 |
28,448,201 |
78,214,190 |
36% |
Nov-14 |
25,969,036 |
74,337,111 |
35% |
Dec-14 |
21,328,075 |
67,223,456 |
32% |
Jan-15 |
22,400,799 |
69,249,776 |
32% |
Feb-15 |
22,931,526 |
71,629,658 |
32% |
Mar-15 |
24,244,365 |
80,003,523 |
30% |
Apr-15 |
21,394,927 |
72,664,902 |
29% |
May-15 |
23,036,505 |
76,951,582 |
30% |
Jun-15 |
22,909,536 |
74,975,032 |
31% |
Jul-15 |
25,301,965 |
80,642,609 |
31% |
Aug-15 |
24,467,085 |
77,919,932 |
31% |
Sep-15 |
26,697,723 |
77,605,567 |
34% |
Oct-15 |
27,938,500 |
82,326,471 |
34% |
Nov-15 |
27,054,182 |
80,290,924 |
34% |
Dec-15 |
23,624,266 |
72,805,287 |
32% |
Jan-16 |
24,573,362 |
73,257,559 |
34% |
Feb-16 |
26,733,544 |
79,066,173 |
34% |
Mar-16 |
26,402,052 |
80,007,973 |
33% |
Apr-16 |
26,275,066 |
79,992,761 |
33% |
May-16 |
27,621,133 |
82,293,707 |
34% |
Jun-16 |
27,063,279 |
80,464,054 |
34% |
Jul-16 |
27,157,391 |
83,677,522 |
32% |
Aug-16 |
26,707,601 |
82,447,442 |
32% |
Sep-16 |
27,443,254 |
85,039,339 |
32% |
Oct-16 |
27,197,586 |
85,772,379 |
32% |
Nov-16 |
27,259,360 |
85,106,234 |
32% |
Dec-16 |
22,657,693 |
75,664,235 |
30% |
Jan-17 |
23,358,303 |
75,596,764 |
31% |
Feb-17 |
24,063,244 |
77,147,835 |
31% |
Mar-17 |
26,886,316 |
86,732,583 |
31% |
Apr-17 |
23,129,194 |
77,126,837 |
30% |
May-17 |
26,482,251 |
86,221,226 |
31% |
Jun-17 |
25,152,145 |
82,555,665 |
30% |
Jul-17 |
26,020,789 |
87,141,156 |
30% |
Aug-17 |
26,222,692 |
87,224,633 |
30% |
Sep-17 |
25,075,823 |
85,216,222 |
29% |
Oct-17 |
26,054,251 |
88,279,240 |
30% |
Nov-17 |
25,815,329 |
87,712,942 |
29% |
Dec-17 |
21,374,274 |
77,973,117 |
27% |
Jan-18 |
22,191,182 |
78,445,802 |
28% |
Feb-18 |
22,743,772 |
79,692,925 |
29% |
Mar-18 |
23,751,346 |
85,614,183 |
28% |
Apr-18 |
22,216,963 |
81,085,686 |
27% |
May-18 |
24,143,853 |
87,426,578 |
28% |
Jun-18 |
23,063,671 |
84,761,844 |
27% |
Jul-18 |
23,567,230 |
87,581,258 |
27% |
Aug-18 |
23,303,900 |
87,920,771 |
27% |
(b) Please see table below that reflects the projected cashflow and actual cash receipts from account holders. All payments are deposited into SANRAL’s bank accounts which are audited by the Auditor General. The toll operator was appointed through an open tender process. It is a locally registered company with local and international shareholding. SANRAL is not privy to the agreements with their shareholders and the handling of losses and/or profits. The toll operator is compensated in terms of their tendered rates for services provided under the contract and does not receive a share of the toll revenue. To render the required services under the contract, they currently employ 1029 people of which 1024 or 99.5 % are South Africans.
Month |
Actual Income |
Forecast Income |
Dec-13 |
R63 455 430 |
R37 290 000 |
Jan-14 |
R98 610 974 |
R66 670 000 |
Feb-14 |
R94 017 402 |
R74 430 000 |
Mar-14 |
R107 586 423 |
R93 930 000 |
Apr-14 |
R113 428 985 |
R85 050 000 |
May-14 |
R116 865 284 |
R114 310 000 |
Jun-14 |
R119 516 621 |
R117 530 000 |
Jul-14 |
R108 740 225 |
R131 280 000 |
Aug-14 |
R100 003 412 |
R137 480 000 |
Sep-14 |
R87 741 205 |
R124 390 000 |
Oct-14 |
R75 199 510 |
R68 400 000 |
Nov-14 |
R64 871 679 |
R57 000 000 |
Dec-14 |
R72 350 461 |
R34 200 000 |
Jan-15 |
R44 962 429 |
R45 600 000 |
Feb-15 |
R61 398 683 |
R45 600 000 |
Mar-15 |
R67 672 141 |
R45 600 000 |
Apr-15 |
R60 816 286 |
R45 600 000 |
May-15 |
R75 717 000 |
R45 600 000 |
Jun-15 |
R77 980 230 |
R54 735 730 |
Jul-15 |
R81 557 505 |
R54 735 730 |
Aug-15 |
R73 530 822 |
R119 586 705 |
Sep-15 |
R59 411 220 |
R60 000 000 |
Oct-15 |
R63 583 365 |
R60 000 000 |
Nov-15 |
R71 546 170 |
R60 000 000 |
Dec-15 |
R61 356 654 |
R115 000 000 |
Jan-16 |
R86 241 110 |
R135 000 000 |
Feb-16 |
R66 470 717 |
R145 000 000 |
Mar-16 |
R80 287 535 |
R105 000 000 |
Apr-16 |
R125 000 000 |
R130 000 000 |
May-16 |
R110 658 054 |
R101 000 000 |
Jun-16 |
R65 330 000 |
R101 000 000 |
Jul-16 |
R62 223 000 |
R101 000 000 |
Aug-16 |
R61 276 860 |
R101 000 000 |
Sep-16 |
R68 100 000 |
R101 000 000 |
Oct-16 |
R71 400 000 |
R101 000 000 |
Nov-16 |
R72 461 000 |
R65 000 000 |
Dec-16 |
R30 802 706 |
R65 000 000 |
Jan-17 |
R84 825 000 |
R65 000 000 |
Feb-17 |
R55 325 172 |
R65 000 000 |
Mar-17 |
R66 466 277 |
R65 000 000 |
Apr-17 |
R64 327 952 |
R69 000 000 |
May-17 |
R56 013 668 |
R86 000 000 |
Jun-17 |
R59 142 222 |
R65 000 000 |
Jul-17 |
R68 459 234 |
R65 000 000 |
Aug-17 |
R57 787 465 |
R65 000 000 |
Sep-17 |
R59 443 095 |
R65 000 000 |
Oct-17 |
R72 781 413 |
R65 000 000 |
Nov-17 |
R68 702 155 |
R65 000 000 |
Dec-17 |
R16 548 442 |
R65 000 000 |
Jan-18 |
R84 302 761 |
R65 000 000 |
Feb-18 |
R61 735 537 |
R65 000 000 |
Mar-18 |
R56 577 112 |
R65 000 000 |
Apr-18 |
R63 421 845 |
R65 000 000 |
May-18 |
R62 028 447 |
R65 000 000 |
Jun-18 |
R46 545 853 |
R65 000 000 |
Jul-18 |
R73 700 653 |
R65 000 000 |
Aug-18 |
R39 851 834 |
R65 000 000 |
Sep-18 |
R50 364 399 |
R65 000 000 |
2. The current phase of the Gauteng Open Road Tolling (GORT) project was the first phase of approximately 200km. An additional 150 km of new freeways were envisaged as part of the next phases of the GFIP.
The roll-out of new freeways in Gauteng is dependent on the Government’s final decision on the infrastructure funding mechanism, including that of e-tolling for any further extension in Gauteng and in the other provinces.
The of the roads and timelines will become clear once Government has decided on infrastructure funding mechanism as indicated in above.
(3) Interim requirements have been developed and accepted by the acting CEO of the National Regulator for Compulsory Specifications in accordance with Section 22 (2) (c) of the Legal Metrology Act.
(a) Contained in the interim requirements of the National Regulator for Compulsory Specifications for more detail (Copy can be provided if required).
(b) The equipment has been type approved in accordance with the interim requirements and a type approval certificate was issued on 16 May 2018 after conclusion of the type approval process.
(4) The measuring instruments are subject to regular verification at periods not exceeding 12 months (refer to the Interim technical requirements for further detail). It is noted that initial verification was successfully completed as part of the type approval process.
(5) The instruments were imported legally. There were no requirements published as technical regulations for the type of equipment that are used on the GFIP gantries in terms of the Trade Metrology Act and initially the equipment was not considered to fall within the ambit of the Trade Metrology Act. After the new act was published, SANRAL discussed the way the equipment operates with the NRCS and the agreed process as described above in paragraph (3) and (4) was developed.
05 December 2018 - NW3517
Van Der Walt, Ms D to ask the Minister of Transport
With reference to the reply to question 625 on 29 March 2017, what (a) was the total number of accidents that occurred on the N1 between Bela-Bela and Polokwane (i) in the 2017-18 financial year and (ii) since 1 April 2018, (b) is the total number of persons who were killed in each case, (c) were the causes of each fatal accident and (d) actions did his department take to ensure that (i) road users abide by all road rules and (ii) number of fatal accidents is drastically reduced?
Reply:
a) Total number of accidents that occurred on the N1 between Bela-Bela and Polokwane
(i) As from 1 April 2017 to 31 March 2018 there were = 102 Fatal crashes
(ii) Since 1 April 2018 there were = 69 Fatal crashes
b) The total number of persons who were killed in each case
(i) As from 1 April 2017 to 31 March 2018 there were = 178 Fatalities
(ii) Since 1 April 2018 = 134 Fatalities
c) Causes of fatal crashes
Most of the fatal crashes occurred due to the following crash types: |
i. Single vehicles overturned |
ii. Head-on |
iii. Accident with pedestrian |
iv. Head-rear |
d) Actions taken by the department
(i) road users abide by all road rules - The Department through the RTMC has deployed traffic officers on the route in support of efforts that have been put in place by the Limpopo Province. This is to ensure visibility as deterrent but also to enforce traffic laws and regulations. The focus is on the following offences: speed, seat belt, overload, cell phones and reckless and negligent driving amongst others.
In addition to this, the RTMC has also intensified its road safety education and awareness programmes on the said route. These includes, amongst others, having activations at the taxi ranks targeting drivers and passengers before they embark on their journey, educational road blocks, handing out information pamphlets at the tollgates, and information exhibitions that encourage road user behaviour change.
(ii) Reduce number of fatal accidents -Based on the absolute figures, there is a slight reduction in the number of fatal crashes and fatalities when comparing the two (2) financial years (2016/17 and 2017/18).
05 December 2018 - NW3532
Mileham, Mr K to ask the Minister of Transport
Whether, with reference to his reply to question 2257 on 28 August 2018, the process of installing security cameras at the East London Airport open parking lot B – Long Term has been completed; if not, (a) why not and (b) by what date will the (i) installation be completed and (ii) parking lot be reopened; if so, (aa) on what date was the installation completed and (bb) why has the parking lot not yet been reopened?
Reply:
Airports Company South Africa SOC Limited (ACSA)
(a) Installations have been requested and are being processed. It requires new cable ways to be provided which was not in the original scope hence the delays.
(b)(i) Camera installations will be completed before the end of the financial year.
(ii) Parking is technically reopened for peak days only when capacity runs out. The official re-opening will be done, as the airport has had 3-meter-high fences installed. Foot patrols have been improved by adding in 6 security officers which can suffice until the cameras have been installed.
(aa) and (bb) Plans are underway to officially reopen the parking before the December 2018 school holiday 2018.
05 December 2018 - NW3538
De Freitas, Mr MS to ask the Minister of Transport
(a) What relationship do Airports Company South Africa and the SA Civil Aviation Authority have at the airport in Nelspruit, (b) what memorandums of understanding (MOUs) are in place and (c) which parties signed these MOUs?
Reply:
South African Civil Aviation Authority (SACAA)
a) The SACAA has issued aerodrome licences to two airports in Nelspruit, namely (i) Nelspruit Municipal Airport and (ii) Kruger Mpumalanga International Airport. SACAA has an oversight obligation over these airports in terms of the mandate conferred by the Civil Aviation Act, No 13 of 2009. The SACAA must ensure that airports comply with the requirements of the Civil Aviation Regulations as promulgated.
b) There are no MoU’s in place between the SACAA and Airports Company South Africa in relation to the two airports referred to under (a).
c) Not Applicable
05 December 2018 - NW3540
De Freitas, Mr MS to ask the Minister of Transport
(a) What research, analysis or any other type of data-gathering exercise has been undertaken on the current state, needs analysis and upgrade requirements of the Passenger Rail Agency of South Africa train stations, (b) on what dates were the specified exercises done, (c) what were the outcomes of the exercises at each station, (d) who undertook the exercises, (e) what plans have been put in place as a result of the findings of the exercises, (f) who will undertake the specified plans and (g) what are the timelines, timeframes and deadlines in this regard?
Reply:
a) The Passenger Rail Agency of South Africa (PRASA), manages its property portfolio through its property management division; Corporative Real Estate Solutions (CRES). PRASA CRES has five (5) regional offices located in Eastern Cape, Western Cape, KwaZulu Natal, Gauteng South and Gauteng North.
Regional offices conduct, on a periodic basis, station condition assessment to achieve and maintain acceptable levels of compliance and functionality of the Railway stations facilities. The assessments include ongoing visual assessments for cleanliness, safety compliance and functionality particularly for Super and Core railway stations as these stations carry the highest commuter numbers.
b) Consolidated data relating to dates and outcomes on condition assessments is attached as Annexure A for Super and core stations.
c) Consolidated data relating to dates and outcomes on condition assessments is attached as Annexure A for Super and core stations.
d) Refer to the response in (a).
e) Station improvements, Preventative and Corrective maintenance plans have been put in place by the respective CRES regional offices in line with established programmes.
f) The Station improvements, Preventative and Corrective maintenance plans are executed by the respective CRES regional offices.
g) Planned timelines vary for each of the programmes (Station Improvements, Preventative and Corrective Maintenance) depending on the size and scale of work required for each of the station projects).
05 December 2018 - NW3542
Hunsinger, Dr CH to ask the Minister of Transport
(a) How are trains, coaches and locomotives transported via any rail that is not electrified, (b) for how long has this been the situation in each case, (c) what are the costs in each case, (d) what are the future plans for the rail lines and (e) what are the timelines, timeframes and deadlines in this regard in each case?
Reply:
a) All lines where Metrorail trains are running, are electrified and this is done through electric motor coaches with plain trailers (coaches without motor unit). The only exception is the Eastern Cape services in East London and Port Elizabeth. Here the plain trailers (coaches) are pulled with diesel locomotives.
Mainline Passenger Services coaches (sleepers and sitter coaches) are pulled with diesel locomotives.
b) The status of these lines is as it were since the start of the South African Rail Commuter Corporation. Transnet can provide exact details.
c) The cost for diesel in MLPS was R33,964m for 2017/18 and for Eastern Cape Metrorail R39,158m for the same period.
d) PRASA does not own the lines which are not electrified and therefore cannot respond on this.
e) Not applicable for PRASA.
22 November 2018 - NW3333
Alberts, Mr ADW to ask the Minister of Transport
1. Whether, with reference to the reply to question 2618 on 7 September 2017, he was informed of the proposed plan in due course to close the roads adjacent to the entrances of O R Tambo International Airport to the public because of security considerations; if not, what are the relevant details of the plan, including (a) the full explanation of the plan and concomitant periods of time, (b) the legal grounds on which the execution of the plan is based, (c) any traffic, social and economic impact studies undertaken in this regard, (d) any public participation opportunities in which role players were offered the chance to make inputs and (e) any workable alternatives for (i) travellers who will be affected by the intended plan and (ii) businesses conducting parking services from the specified airport; 2. Whether he has been informed that the Airports Company South Africa (Acsa) has been in contact with the SA National Airport Parking Association (Sanapa) and that Acsa has given Sanapa an undertaking to participate in the process regarding the proposed road closures; (3) Whether he has been informed of the current form of intimidation being conducted against parking operators by Acsa and the Ekurhuleni metro police, who allegedly are having cars picking up and dropping passengers at the entrances towed and stored, and that this has the result of random removal and storage of the cars of bona fide users of the pickup and drop-off points; if not, will he conduct an investigation in this regard; if so, (a) why is this happening and (b) what steps will he take in order to ensure that individuals are given a reasonable time to pick up or drop off passengers?
Reply:
Airports Company South Africa SOC Limited (ACSA)
(1)(a) The terrorist attacks in the landside area of Brussels Airport on 22 March 2016 and Istanbul Airport on 28 June 2016, has brought aviation security sharply into focus from all aviation stakeholders, governments and the media. Ensuring the security of the traveling public is a top priority for ACSA. The appropriate authority has defined “landside.” To include areas of mass gathering inside or close to the terminal, where there is a regular concentration of people. There is collaboration with the appropriate authority responsible for civil aviation security matters and other security agencies to conduct risk and vulnerability assessment of Airports to determine if any adjustments to current security measures are warranted. This requirement is contained in our National Civil Aviation Security programme that allocate responsibilities to state agencies. Engagement with the National and Airport Security Committees on appropriate measures to implement on specific threat scenarios.
i)Metal barriers and bollards are being used to prevent drive-in attacks
ii) The separation of vehicle drop-off and pickup areas from the terminal building
iii) Relocation of vehicle parking close to the terminal building to open areas further from the buildings
iv) Management of crowds around the landside areas to reduce gatherings of meters and greeters has been implemented.
v) Security considerations have been considered for Access areas such as balconies, terraces or windows that open, close to the terminal building where an active shooter or bomber might have access to crowded public areas by enhancement of patrols and CCTV surveillance.
vi) Airport Workers & passenger awareness & communication, there is a continuous reminder through the public-address system to passengers and visitors to be vigilant and report unattended baggage or suspicious behavior.
vii) Security awareness training is provided for all Airport workers (both airport and non-airport employees, including those not involved directly in security) to recognize suspicious behavior, and provide a simple and quick means to report it.
(b) Airports Company South Africa is not obligated under any legal grounds to implement the restricted road access. This road is under the jurisdiction of the Ekurhuleni Metropolitan municipality. The municipality is charged with this legal responsibility. The management of O.R Tambo International Airport has raised its concerns and suggested that the airport controls the access and egress onto the airport frontage roads.
(i) Aviation-specific security regulations focus on the airside spaces (non-public spaces of airports accessible only to air passengers who hold a valid boarding pass and to security cleared staff). These regulations are designed to prevent unlawful interference with air transport. Landside spaces (airport spaces accessible to the general public) are subject to general security regulations enacted by national civil aviation authority. It is therefore up to the national civil authority to review and coordinate with airports to identify the appropriate measures that match their specific threat scenario.
(ii) A new set of standards regarding landside security are included in Amendment 15 to Annex 17 (April 2017) which require States to ensure that landside areas are identified, that measures are established to mitigate and prevent attacks based on a risk assessment, that measures are appropriately coordinated, and that responsibilities are allocated within a State’s national civil aviation security programme.
(iii) Accompanying this standard is guidance material within Doc8973, ICAO Security Manual, which provides additional information on how measures might be implemented. DOC 8973 states that no vehicle shall park within 50 meters from the terminal building.
(iv) The following list provides some best practices in detection, deterrence or mitigation of landside threats that reflect current ICAO guidance material and other industry best practices.
(v) Consider infrastructure and airport design features to mitigate the threat from attack. These might include:
(vi) bollards, flowerpots and other structures to prevent drive-in attacks
(vii) the separation of vehicle drop-off and pickup points from the terminal
(viii) Reduce access areas (such as terraces) where an active shooter or bomber might have access to crowded public areas.
(c) Studies was conducted by a traffic consultant in accordance to municipal by laws
(d) Public participation will be done prior to implementation
(e) Workable alternatives are,
(i) the separation of vehicle drop-off and pickup points from the terminal
(2) whether he has been informed that the Airports Company South Africa (Acsa) has been in contact with the SA National Airport Parking Association (Sanapa) and that Acsa has given Sanapa an undertaking to participate in the process regarding the proposed road closures;
(a) none
(3) whether he has been informed of the current form of intimidation being conducted against parking operators by Acsa and the Ekurhuleni metro police, who allegedly are having cars picking up and dropping passengers at the entrances towed and stored, and that this has the result of random removal and storage of the cars of bona fide users of the pickup and drop-off points; if not, will he conduct an investigation in this regard; if so, (a) why is this happening and (b) what steps will he take in order to ensure that individuals are given a reasonable time to pick up or drop off passengers?
i) Acsa and the Ekurhuleni metro police, doesn’t intimidate parking operators at the airports. In terms of ICAO Doc 9873 and national civil aviation program vehicles cannot be left unattended on the roadway and within 50 meters from terminal building.
Acsa must ensure adequate road marking and appropriate signages in accordance to road ordinance act.
22 November 2018 - NW3190
De Freitas, Mr MS to ask the Minister of Transport
(a) From what date to what date are the SA National Roads Agency television advertisements to air, (b) what are the total costs in this regard, (c) what are the objectives for the specified adverts and (d) how are these objectives measured?
Reply:
BUSINESS COFFEE TELEVISION ADVERT
a) The Business Coffee advert flighted from 27 May 2018 to 30 June 2018 on mainstream television stations.
b) The cost to produce the business advert was R10 376 558.00 and the cost for flighting the advert was R9 628 113.00. The advert was also placed on Youtube for additional views. The advert has longevity and will be used again in 2019.
c) An approved strategy guides SANRAL’s marketing and communications and it was informed by and consistent with the National Communication Strategy Framework. SANRAL strives continually to improve our communication engagement with members of the public, to inform them of our work and increase understanding of what the SANRAL brand represents. The good reputation of SANRAL is invaluable to our ability to play a role in promoting national investment, growing the economy and creating jobs.
We have endeavored to present a comprehensive picture of how we deliver on our mandate to assist road users. The business coffee concept was developed to reinforce the universal truth of how interconnected our lives are, even the everyday things that we may overlook are the products of an interconnected network of people, business, and products that are all woven together by a vast system of national roads. SANRAL manages 22 214km of roads throughout South Africa. These roads are the driving force of South Africa that contribute to the GDP of the south African economy.
Business relies on the infrastructure of the roads to drive the economy. SANRAL has a responsibility to ensure that it delivers roads that are well designed, constructed and maintained. This safely engineered infrastructure aids in the driving experience; assists in prolonging the wear and tear of cars and trucks using these roads and enabling users to get themselves and goods to their intended destinations. This advert is pertinent in the current environment of needing to stimulate economic growth by investing in infrastructure.
The coffee ad was powerful and in line with SANRAL’s Horizon 2030 strategy. The commercial demonstrates the role and impact of road infrastructure in supporting businesses both large and small.
The commercial took the agricultural sector as an example and demonstrated through the harvesting and logistical transportation of coffee beans, bringing them to market and eventually at the consumer's hand to enjoy. It also reaffirms SANRAL’s slogan of beyond roads, as roads are not an end in themselves but a means to improving people's lives.
d) The performance is tracked using the industry performance planning tool that provides the performance of the campaign which is reach, frequency and impact, as indicated below. The campaign was tracked against viewership statistics supplied from the performance.
Audience : AGE 15+ ALL ADULTS (ADS15) U: 34 801 000, S:8134 |
|||||
Total Viewers |
TVR |
CPP 30" |
Total CPP |
Reach % |
AveFreq |
177 058 800 |
507,13 |
R10 109 |
R12 656 |
70,9% |
7,2 |
Audience AGE 25+, HH INC R 14 000+, U:4 438 000, S:1010 |
|||||
Total Viewers |
TVR |
CPP 30" |
Total CPP |
Reach % |
AveFreq |
12 855 360 |
289,82 |
R17 689 |
R22 145 |
50,2% |
5,8 |
TVR (television rating) – % of the people / target audience watching the programme/TV
Total TVR – total number of television ratings bought
30” CPP – cost per point for a 30” advert
Total CPP – cost per point for the against target audience.
Reach % - % number of the target audience reached
Ave.Freq – number of times the planned target audience has been exposed/seen the message.
ROAD SAFETY TELEVISION ADVERT
a) The Road Safety 365 TV advert flighted from 23 September 2018 to 8 October 2018 on both Mainstream and Community television stations.
b) The cost for producing the advert was R8 227 302.90 and the cost for flighting on both Mainstream and Community television was R3 037 807.60. The advert was also placed on Youtube for additional views and will is scheduled to fight again in early 2019.
c) Road safety is still one of South Africa’s biggest challenges. Every year 1,24 million people die in the world due to road crashes. South Africa contributes to the highest number of injuries and fatalities due to crashes on the roads. 60% of these victims are young people between ages 15 – 35 years of age. In addition to the effect on the economy it robs the country of skills and future leaders and affects economic growth. Bad and irresponsible behavior cannot be changed without all stakeholders working together (i.e. DOT, roads entities, the public, civil society groups, schools and more). So, when we look at a SANRAL Road Safety Campaign, we look at it from a ‘partners’ view. We see it as SANRAL contributing to the fight against road crashes and fatalities in SA. We look at other campaigns that have the same objectives in mind – and then see how we can add a different voice, a different point of view – that may resonate with South Africans.
While other campaigns are focused on the Easter and Festive Season periods, SANRAL’s approach is that of a year-long campaign. When other campaigns use gory visuals and scare tactics to make their point, we look at a more emotional, more ‘adult’ approach but also relatable to different target audiences – hence the theme of the legacy left by parents for their kids. That as ‘adults’ we should be mindful of our actions as they may encourage the next generation of drivers to do as we do.
The objective of the campaign is to:
- promote safe road practices and behaviour amongst South Africans when travelling on the roads throughout the year.
- increase road user engagement and personalise the message to the road users.
- encourage all road users to respect the rules of the road – they are there for your safety.
As we reframe ‘road safety’ in the hearts and minds of South Africans, we are also reminding them of the results of irresponsible behaviour on our roads. The legacy element – even if you are not a parent but an aunt or uncle, your nieces and nephews also look up to you.
d) The performance is tracked using the industry performance planning tool that provides the performance of the campaign which is reach, frequency and impact, as indicated above. The campaign was tracked against viewership statistics supplied from the performance.
Please note that community TV reach will always be low due to broadcast footprint, especially if it’s compared to the national tv channels that have a bigger foot print and cover almost 99% of the population.
MainstreamTV |
|||||||
Audience : AGE 15+ ALL ADULTS (ADS15) U: 34 978 000, S:8153 |
|||||||
Total Viewers |
TVR |
CPP 30" |
Total CPP |
Reach % |
AveFreq |
||
44 749 244 |
127,94 |
R10 530 |
R12 779 |
47,7% |
2,7 |
||
Audience AGE 25+, HH INC R 14 000+, U:4 297 000, S:960 |
|||||||
Total Viewers |
TVR |
CPP 30" |
Total CPP |
Reach % |
AveFreq |
||
4 757 462 |
110,73 |
R12 166 |
R14 298 |
45,8% |
2,4 |
||
Community TV |
|||||||
Adults 15+ years |
|||||||
Total Viewers |
Total TVR |
Total CPP R |
30Sec CPP |
Reach % |
Avg Freq |
||
2 574 785 |
7,36 |
62, 784 |
41, 856 |
3 |
2,5 |
||
AGE 25+, HHINC R14 000+ |
|||||||
Total Viewers |
Total TVR |
Total CPP R |
30Sec CPP R |
Reach % |
Avg Freq |
||
428 694 |
9,74 |
47, 463 |
31,642 |
1,8 |
5,4 |
22 November 2018 - NW2810
Brauteseth, Mr TJ to ask the Minister of Transport
(1) With reference to the forensic findings against a senior official at Airports Company of South Africa (ACSA), what (a) action has been taken to date and (b) are the reasons for the delays in taking action; (2) What (i) are the reasons for the resignation of ACSA board members and (ii) is being done to replace the members and (b) how are decisions of the board approved without a full complement of board members?
Reply:
Airports Company South Africa SOC Limited (ACSA)
(1)(a) After consideration of the first forensic report, the Board agreed that a second report be obtained. The Open Water report was concluded in January 2018 and the previous Board constituted a Board Sub-committee to review the report. The sub-committee met in February 2018, discussed the report and a recommendation was made to the Board in this regard. However, before this could be discussed at a Board meeting, the term of office of the then acting chairman expired and two Board members resigned. That left the Board with two Non-Executive Directors and one Executive Director, namely the Chief Executive Officer. The matter was then held over for the new Board to be appointed.
(b) After the appointment of the new board, the forensic reports have been considered by the Audit and Risk Committee (“ARC”). A Board ad hoc committee constituted by two members each from the Remuneration and Nominations Committee and ARC has been tasked with working on these reports and external advice has been sought in this regard. It is envisaged that the matter would be concluded soon.
(2)(a)(i) The Board members cited various reasons, information of which can be forwarded on request.
(ii) The Minister has appointed six Board members who have assumed their directorships with effect from 1 September 2018. The Board Chairman has subsequently been appointed with effect from 9 November 2018.
(b) In terms of clause 13.1.1 of ACSA’s Memorandum of Incorporation (“MOI”), the Board shall, at all times, consist of a minimum of three directors and a maximum of twelve directors, of which a majority shall be non-executive directors. The decisions taken by the Board have been taken by a fully constituted board in terms of the MOI.
22 November 2018 - NW3415
Hunsinger, Dr CH to ask the Minister of Transport
(a) On what date were the online services for (i) learner drivers and (ii) license applicants introduced, (b) where was the service introduced, (c) how does his department measure the success of the system and (d) what are the findings regarding the performance of the system thus far?
Reply:
(a) The Pilot project for (i) learner drivers and (ii) license applicants was launched on 30 August 2018
(b) At Centurion Driving Licence Testing Centre (DLTC), Tshwane. The service was the rolled out to other DLTCs from 01 September 2018.
(c) The Road Traffic Management Corporation (RTMC), one of the entities in my Department, monitors the success through daily reports of the number of slots booked online versus the number of slots of walk-in applicants. Further thereto the RTMC in close co-operation with the Gauteng Department of Transport, monitors the calls logged via its 24-hour call centre and addresses issues raised as soon as practically possible - although the majority of these calls were resolved by guiding the applicant through the process.
Since the end of September (30 days after the introduction of the service), the number of slots booked online has exceeded the walk-in applicants daily.
(d) The system has a 99.99% uptime and availability and there are always slots available throughout the Gauteng province, albeit it might not be at the applicant’s most preferred DLTC.
22 November 2018 - NW3412
De Freitas, Mr MS to ask the Minister of Transport
(a) Which department or entity is responsible for the naming of the airports, (b) what process is followed in this regard, (c) which airports are due to be renamed, (d) what criteria are used to decide that renaming is required, (e) what airports are in the process of being renamed and (f) what are the timelines in each instance?
Reply:
Airports Company South Africa SOC Limited (ACSA)
(a) According to the South African Geographical Names Council Act (Act No. 118 of 1998) the Minister of Arts and Culture is responsible for the approval of geographical names after receiving recommendations from the South African Geographical Names Council (SAGNC). The SAGNC is only responsible for geographical features of national concern including, but not limited to, towns/cities, suburbs and any form of human settlement, post offices, stations, highways, airports and government dams. The SAGNC is also responsible for natural landforms like mountains, hills, rivers, streams, bays, headlands and islands. Since airports are administered by National Department of Transport through the Airports Company South Africa (ACSA) it is within their mandate to process their renaming through the South African Geographical Names Council
(b)(1) The Minister/Department of Transport through ACSA should initiate consultation in relation to the proposed changes or coordinate any of such process from the public or any stakeholder.
2. A notice in terms of Promotion of Administrative Justice Act of 2000 (where an intention to change the names will be stated clearly and the public will be asked to comment). At the same time there should be consultation with all affected families whose names will be used to give written permission for use of those names and they can also advise on the format in which names should appear on signage (if some of the airports will be named after people). ACSA should also consider staging public hearing around the affected airports, any municipality around each of the affected airports can be an ideal venue and a partner for this exercise.
3. Once all the inputs have been collected the South African Geographical Names Council’s application forms should be completed taking into consideration the inputs from the public and then taken to the relevant Geographical Names Provincial Committees (e.g. if the Airports in Gauteng then Gauteng Provincial Committee, KwaZulu-Natal then KZN Geographical Names Committee, Eastern Cape the Eastern Cape Geographical Names Committee etc.) for processing.
4. The relevant Provincial Committees will then forward the application forms to the South African Geographical Names Council (SAGNC) after they have checked that the applications comply with the guidelines as stated in the Handbook on Geographical Names. For example, checking if the name is not offensive or a duplication of an existing one etc.
5. The South African Geographical Names Council will then take a decision on the form or forms of names and recommend them for the Minister of Arts and Culture’s approval.
6. Once the names have been approved by the Minister, they will then be published in the Government Gazette which will mean that they are official. The Department of Transport and ACSA will then have to implement the official names as soon as possible. This can take form of events to unveil the names and installing proper signage.at the airports and on relevant roads.
(c) Public notices proposing the renaming of Cape Town International Airport, Port Elizabeth International Airport, Kimberly Airport, and East London Airport were published in May 2018.
(d) All government departments, provincial governments, local authorities, the SA Post Office, property developers and any other body or person may apply for a name change through the South African Geographical Names Council.
(e) Public notices proposing the renaming of Cape Town International Airport, Port Elizabeth International Airport, Kimberly Airport, and East London Airport were published in May 2018.
(f) The process can take up to 4 months from submission of application for name change to the National Geographical Names Council if there are no legal challenges and objections.The renaming process may be further lengthened or delayed depending on the individual circumstace of each application. The Council meets three times per year.
22 November 2018 - NW3332
Alberts, Mr ADW to ask the Minister of Transport
Whether, with reference to the answer to question 2271 on 28 August 2017, a provincial member of the executive committee can delegate the competencies to issue permits to permit offices and officials; if not, on what legal grounds does such member of the committee rely in order to execute the specified delegation of competencies?
Reply:
Before responding to the question, I deemed it prudent to refer the honourable Alberts to the provisions of section 91(2) of the National Road Traffic Act, 1993 which provides as follows
“91. Delegation by Minister and MEC
(2) The MEC concerned may –
(a) delegate to any other person any power conferred upon him or her by or under this Act; and
(b) authorise any other person to perform any duty assigned to the MEC by or under this Act,
and may effect such delegation or grant such authorisation subject to such conditions as he or she may deem fit.
From my reading and interpretation of section 91(2) as outlined above, it would appear authority of the MEC goes beyond delegation by him or her of the competencies to issue permits but also include “…. any power conferred upon him or her under this Act”
Furthermore, may authorise any other person to perform any duty assigned to the MEC by or under this Act.
22 November 2018 - NW3397
Macpherson, Mr DW to ask the Minister of Transport
(1)(a) What is the reason for the non-completion of the road widening project on the N2 North bound between Ballito and Stanger and (b) by what date (i) was the project supposed to be completed and (ii) will the project be completed; (2) (a) What amount (i) has been spent to date on the construction of the specified road, (ii) has been spent to date on safety measures for motorists including onsite personnel and (iii) is required to complete the project and (b) have any charges been laid against the contractor(s) who did not complete the road construction; (3) Has each company that was involved in the project been blacklisted; if not, why not; if so, what are the details of the previous contractor(s), including the (a) name and (b) identity number of each director?
Reply:
- (a) Nyoni Projects was appointed through open tender process on 23 February 2016 to complete the roadworks at both the Mhlali and Mvoti River crossings, with an estimated completion date of 22 February 2017. The Contractor had experienced significant cashflow problems and went into business rescue on 3rd October 2017. After various meetings between Nyoni Projects, the Business Rescue Practitioner and SANRAL, SANRAL terminated the Nyoni Projects contract on 14th February 2018 after their liquidation. SANRAL had requested National Treasury to approve a deviation to appoint the second lowest tenderer. National Treasury did not approve this, but instead approved that all previous tenderers be invited to submit a price to complete the outstanding works. This process has since started to source the service providers to complete the project.
(b) (i) 22 February 2017
(ii) A date has not been set since the new contractor has not yet been appointed due to unresolved matters with National Treasury. A total of ten months is required to complete the works.
(2) (a) (i) R15 678 620.13 (Excl. VAT)
(ii) For nine months from February 2018 until October 2018, a total of R 562,962.00 (Excl. VAT)
(iii) Latest estimate R65 764 304.37 (Excl. VAT)
(b) As the construction company has been liquidated, the Performance Guarantee to value of R5.7 million was paid by the guarantor to SANRAL for the non-performance by the contractor in fulfilling his obligations to complete the contract.
3. As indicated the company Nyoni Projects (Pty) Ltd has been liquidated and are no longer in existence.
(a) The directors of Nyoni Projects (Pty) Ltd were Macloud Nyoni (Managing), Sibongile Nyoni (Financial), Gugulethu Samantha Nyoni
(b) Identity Numbers:
Macloud Nyoni (Managing) - 660313 5567 084
Sibongile Nyoni (Financial) - 670928 0895 082
Gugulethu Samantha Nyoni - 920601 0812 083
22 November 2018 - NW3474
Nolutshungu, Ms N to ask the Minister of Transport
What is the number of busses that are operated by the Government in each province?
Reply:
Provincial bus services are operated by private operators but subsidized by government through contracts entered between provinces and these operators. The peak number of subsidized buses per province is as follows:
Province |
Number of buses |
Eastern Cape |
553 |
Free State |
257 |
Gauteng |
2423 |
Kwazulu Natal |
1393 |
Limpopo |
830 |
Mpumalanga |
601 |
North West |
581 |
Northern Cape |
54 |
Western Cape |
1087 |
TOTAL |
7779 |
22 November 2018 - NW3465
King, Ms C to ask the Minister of Transport
(a) On what date did his department last conduct an audit of artwork owned by Government which is under his department’s curatorship and (b) what are the details of each artwork under the curatorship of his department according to the Generally Recognized Accounting Practice 103; (2) Whether any artworks under his department’s curatorship have gone missing (a) in each of the past five financial years and (b) since 1 April 2018; if so, what are the relevant details?
Reply:
- (a)(b) The Department of Transport does not own artwork by Government.
- (a)(b) Falls away
22 November 2018 - NW3416
Hunsinger, Dr CH to ask the Minister of Transport
(a) What are the reasons that the rental for accommodation at train stations has been increased at train stations, (b) on what date did the rental increase and (c) what is the impact of the increased rental on the tenants and potential tenants?
Reply:
a) Reasons that the rental for accommodation at train stations has been increased are:
- Tenants at all stations entered into Lease Agreements as prescribed by the Passenger Rail Agency of South Africa’s (PRASA) Leasing Policy for the use of such premises.
- The rentals paid at the station are market related and are negotiated and agreed upon with the tenant on a lease document signed by both parties.
- PRASA’s lease agreements provides for a rental escalation which occurs at the anniversary of each agreement.
- Such annual rentals escalation are market related researched and determined by the approved registered property valuers serving in the property sector.
b) Date of rental increase:
- Law of contract prescribes the lease agreement to have a start and end date to be a valid contract.
- Each contract will clearly indicate when the lease shall be due for escalation on the annual anniversary of each lease.
- Lease commencement dates will differ from lease to lease depending on when the agreed use of the property is envisaged to take place.
c) The impact of the increased rental on tenants and potential tenants are:
- Payment of increased rental based on escalation rates which is aligned to inflation and increased rates and taxes as well as electricity, the tenants will consider and adopt cost effective ways of doing business.
16 November 2018 - NW3254
Mbabama, Ms TM to ask the Minister of Transport
What (a) amount did (i) her department and (ii) each entity reporting to her borrow from any entity in the People’s Republic of China (aa) in each of the past three financial years and (bb) since 1 April 2018, (b) is the name of the lender of each loan, (c) conditions are attached to each loan and (d) are the repayment periods for each loan in each case?
Reply:
Department
(a)(i) The Department of Transport has not borrowed any money from the People’s Republic of China since 1 April 2018.
(ii) None of the Entities borrowed money from the People’s Republic of China since 1 April 2018.
(aa) The Department and its entities have not borrowed any money from the People’s Republic of China over the past three years.
(bb) As per response above.
(b) As per response above.
(c) As per response above.
(d) As per response above.
Airports Company South Africa SOC Limited (ACSA)
Airports Company South Africa did not borrow money from any entity in the People’s Republic of China in each of the past three financial years and since 1 April 2018.
Air Traffic and Navigation Services SOC Limited (ATNS)
Not applicable to ATNS.
South African Civil Aviation Authority (SACAA)
NIL (i) N/A (ii) South African Civil Aviation Authority did not borrow any amount from the People’s Republic of China (aa) N/A (bb) N/A (b) N/A (c) N/A (d) N/A.
Cross-Border Road Transport Agency (CBRTA)
The (a) (ii) Cross-Border Road Transport Agency did not borrow any amount from any entity in the People’s Republic of China (aa) in each of the past three financial years and (bb) since 1 April 2018 and (b), (c) and (d) are therefore not applicable.
Road Accident Fund (RAF)
The (a) (ii) Road Accident Fund did not borrow any amount from any entity in the People’s Republic of China (aa) in each of the past three financial years and (bb) since 1 April 2018 and (b), (c) and (d) are therefore not applicable.
Road Traffic Management Corporation
The (a) (ii) Road Traffic Management Corporation did not borrow any amount from any entity in the People’s Republic of China (aa) in each of the past three financial years and (bb) since 1 April 2018 and (b), (c) and (d) are therefore not applicable.
Road Traffic Infringement Agency (RTIA)
The (a) (ii) Road Traffic Infringement Agency did not borrow any amount from any entity in the People’s Republic of China (aa) in each of the past three financial years and (bb) since 1 April 2018 and (b), (c) and (d) are therefore not applicable.
South African National Road Agency Limited (SANRAL)
The (a) (ii) South African National Road Agency Limited did not borrow any amount from any entity in the People’s Republic of China (aa) in each of the past three financial years and (bb) since 1 April 2018 and (b), (c) and (d) are therefore not applicable.
Railway Safety Regulator (RSR)
(a) No amount was borrowed by the RSR from any entity in the People’s Republic of China,
(aa) in any of the past three financial years, and
(bb) since 1 April 2018;
(b) Not applicable, refer to (a)
(c) Not applicable, refer to (a)
(d) Not applicable, refer to (a)
Passenger Rail Agency of South Africa (PRASA)
(a) No amount was borrowed by PRASA from any entity in the People’s Republic of China,
(aa) in any of the past three financial years, and
(bb) since 1 April 2018;
(b) Not applicable, refer to (a)
(c) Not applicable, refer to (a)
(d) Not applicable, refer to (a)
Ports Regulator of South Africa (PRSA)
(ii) The Ports Regulator does not have borrowing powers in terms of legislation and has not borrowed from any institution in the past and has no plans to borrow in the medium term.
(aa) N/A
(bb) N/A
(a) N/A
(b) N/A
(c) N/A
South African Maritime Safety Authority (SAMSA)
Not Applicable as no amounts were borrowed from any entity in the People’s Republic of China
15 November 2018 - NW3194
Hunsinger, Dr CH to ask the Minister of Transport
(1) (a) What are the names of the railway train stations that are not being used, (b) what is the overall number of stations that are no longer in use, (c) on what date was each station decommissioned, (d) why were the stations decommissioned in each case and (e) what are the stations being used for currently; (2) What (a) plans are in place to link the Durban-North railway track to the King Shaka International Airport considering the short distance between the two, (b) are the time frames, milestones and deadlines in this regard, (c) feasibility studies have been undertaken in this regard and (d) were the results of the studies?
Reply:
(a) |
(b) |
(c) |
(d) |
(e) |
PRASA Railway Train Station |
Number |
Date not being used |
Reason for not being used |
Current use |
Ireagh |
1 |
2010 |
Train service rationalised |
None |
Rolle |
1 |
2010 |
Train service rationalised |
None |
Cottondale |
1 |
2010 |
Train service rationalised |
None |
Acornhoek |
1 |
2010 |
Train service rationalised |
None |
Hoedspruit |
1 |
2010 |
Train service rationalised |
Restaurant Lease |
Zeerust |
1 |
2015 |
Train service rationalised |
None |
Vryburg |
1 |
2015 |
Train service rationalised |
None |
Total |
7 |
Note: The above information only reflects PRASA properties. All these stations were identified for transfer with Main Line Passenger Service in 2009 from Transnet. These stations are on the Kaapmuiden-Hoedspruit line or Johannesburg-Mafikeng-Kimberley line. Stations not in use is not the same as being decommissioned.
2. (a) The option to link King Shaka International Airport (KISA) via the existing North Coast Rail
Corridor was considered along with other rail alignment options during earlier planning activities because of its proximity to KSIA. It was however not preferred, because such a service would result in lengthy journey times and inability to compete effectively with other modes of transport.
(b) As mentioned in (a), the option of linking to the North Coast Rail Corridor was not preferred. In addition, the passenger demand for such a service in the short term, is considered relatively low from a passenger rail perspective. A road-based feeder service from Verulam and/or Tongaat stations is considered more viable in the short term to provide access to KISA from the North Coast Line.
In the medium term, a more direct rail connection to KISA, with potential of linking to current and new growth areas in the northern section of eThekwini, is considered more viable.
(c) The Passenger Rail Agency of South Africa concluded a conceptual planning study in 2015 around potential rail linkages to KISA and surrounds.
(d) The outcome of the study in 2015 is in support of (2)(b).
15 November 2018 - NW3195
Matsepe, Mr CD to ask the Minister of Transport
(1)What are the details of the (a) role of the Passenger Rail Agency of South Africa (Prasa) in the construction of the Vereeniging taxi rank, (b) budget (i) set aside and (ii) spent to date by Prasa for the specified construction, (c)(i) name and (ii) company registration number of each service provider contracted for the construction project, (d) current status of the construction of the taxi rank and (e) completion date of the project; (2) Whether Prasa lodged any disputes with any of the service providers; if so, what (a) are the details of the disputes and (b) action did Prasa take to resolve the disputes in each case; (3) Whether any disputes lodged by Prasa with any of the service providers are still unresolved; if so, (a) why and (b) by what date will the unresolved disputes be resolved?
Reply:
- (a) VEREENIGING INTERMODAL PUBLIC TRANSPORT FACILITY
CONTRACT NUMBER DRT: 24/07/2013
PRASA appointed the consulting engineers (AECOM/Khuthele Projects (AECOM)) to execute designs for the following:
- Vereeniging Station
- Commercial development around Vereeniging Station
- Vereeniging Intermodal Facility
(b) (i) PRASA has set aside R15 million for the fees of the project. The fees include for the following:
- Professional Services for Stages 1 to 6;
- Environmental studies
- Occupational Health and Safety; and
- Specialised professional services (e.g. Geotech, etc.)
(ii) The amount spent to date is R13,508,685-00, being for designs and construction supervision, as well as Occupational Health and Safety monitoring for the Intermodal Facility.
(c) (i) The main contractor appointed by the Gauteng Department of Roads and Transport ( GDRT) for the construction works, is Moreteng Investments CC.
(ii) GDRT Contractor: Moreteng Investments CC
Registration number: 2005/004671/07
Sub-Contractor: FlyBrotherSA CC
Registration number: 2010/133800/23
PRASA Consultant: AECOM/Khuthele Projects Pty (Ltd)
Registration number: 2010/013644/07
(d) The works are currently ongoing and are measured at 83% progress. However, due to contractual disputes between GDRT and the contractor, the works have been suspended since 7 September 2018.
(e) The completion date will only be known once the contractor is back on site.
2 (a) PRASA has not lodged any dispute with a service provider.
(b) Not applicable.
3. (a) Not applicable as no disputes were lodged by PRASA.
(b) Not applicable as no disputes were lodged by PRASA.
08 November 2018 - NW3027
De Freitas, Mr MS to ask the Minister of Transport
(1) With regard to the repatriation of the remains of South Africans killed in the collapse of the church in Lagos, Nigeria, run by Pastor T B Joshua, in September 2014, (a) which company was awarded the tender in this regard, (b) what were the objectives and targets of the tender, (c) what was the value of the tender, (d) who awarded the tender, (e) what process was followed in the procurement of services and (f) what were the outcomes of the tender; (2) has he found that there were any irregularities with regard to the tender process and/or outcomes of the tender; if so, what are the relevant details?
Reply:
(1)(a) Imvubu Aviation Services Pty (Ltd)
(b) The initial specifications by the Department of Transport (DOT) was for two Antonov 124 cargo planes and one passenger aircraft plane. However, only one Antonov 124 was commissioned and paid. The Antonov’s were identified to transport mortuary trucks, other light support vehicles, equipment including tents, luggage etc. and 10xPAX to Lagos, and to additionally to this original cargo, include the remains identified for repatriation on the return to South Africa.
The passenger aircraft was identified to transport a maximum of 100 passengers.
(c) The total amount paid was R16 448 200.00 for one Antonov 124 cargo plane
(d) Mr Mawethu Vilana, acting Director-General, Department of Transport, in his capacity as Accounting Officer approved the award.
(e) Approval to deviate from inviting tenders was granted by the Accounting Officer in terms of Section 16A6.4 of the Treasury Regulations.
Following an Inter-Ministerial Committee and a Health Cluster Technical Team meeting, specifications were drafted as determined by the SA Military Health Services (SAMHS) and the Department of Health (SG/D MH OPS/R/311/2/15 dated 2 October 2014).
Numerous aviation service providers were approached and six quotations for each of the initial requirements were received (2 x Antonov and 1 x Passenger Aircraft). Three companies were disqualified due to non-tax compliance, incorrect specifications etc.
The qualifying bids were:
a) 2 x Antonov 124
Service Provider |
BEE Score |
Cost per Item |
Total Cost |
Rank |
HCR Ilanga Aviation Solutions |
8 |
1 755 600 USD (R 19 438 900) |
3 511 200 USD (R 38 877 800) |
3 |
SRS Aviation |
8 |
1 601 607 USD (R17 938 000) |
3 203 214 USD (R 35 876 000) |
2 |
Imvubu Aviation Services |
8 |
1 485 500 USD (R16 448 200) |
2 971 000 USD (R 32 896 400) |
1 |
b) 1 x Passenger Aircraft
Service Provider |
BEE Score |
Total Cost |
Rank |
HCR Ilanga Aviation Solutions |
8 |
268 923 USD (R2 977 650) |
3 |
SRS Aviation |
8 |
131 650 USD (R1 457 700) |
1 |
Imvubu Aviation Services |
8 |
215 883 USD (R2 390 360) |
2 |
*USD/ZAR exchange rate used on 18 October 2014 during evaluation calculated at R 11.0725.
The approved requirement was reduced to one Antonov 124 and an official order to that effect was issued on 5 November 2014 for R 16 448 200.00.
(f) The initial specifications by DOT was for two Antonov 124 cargo planes and one passenger aircraft plane. However, due to numerous factors, including cost, only one Antonov 124 was approved and paid by the DOT.
The Antonov 124 was tasked to transport eight vehicles and specialized equipment to Lagos to assist in the repatriation of the remains of South Africans and to return with said remains, vehicles and equipment.
Amongst the eight vehicles transported were four Forensic Pathology Trucks from the Department of Health that are specifically designed to handle bodies in disaster situations.
Nigerian authorities officially handed over positively identified mortal remains of seventy-four South Africans to Minister Radebe at the Sam Ethnan Air Force Base, Ikeja, Lagos State, Nigeria on Saturday 15 November 2014.
The Antonov 124 departed from Nigeria on the evening of Saturday 15 November 2014 and arrived home in South Africa on the morning of Sunday 16 November 2014. A formal reception ceremony was hosted on Sunday 16 November 2014 at the Air Force Base Waterkloof to receive the remains of the South Africans who had perished.
(2) No irregularities were found.
08 November 2018 - NW2928
Mokoena, Mr L to ask the Minister of Transport
(a) What (i) is the total number of employees that have been outsourced from private companies and/or contractors by (aa) his department and (bb) each entity reporting to him (aaa) in the past three financial years and (bbb) since 1 April 2018 and (ii) is the name of each company or contractor and (b) what amount is each employee paid?
Reply:
Department
Financial period |
Number of employees outsourced from private companies and/or contractors |
Name of Company |
Amount employee was paid |
2015/2016 |
2 |
(i) Affirmative Portfolios (ii) Akasia Personnel Consultants |
(i) R112 532.80 (ii) R1 095 863.44 |
2016/2017 |
1 |
Akasia Personnel Consultants |
R977 300.01 |
2017/2018 |
1 |
Akasia Personnel Consultants |
R833 395.47 |
1 April 2018 to date |
0 |
none |
none |
Airports Company South Africa SOC Limited (ACSA)
The question requesting information about those employees that are paid by ACSA but were insourced from private companies by ACSA, has reference.
Airports Company South Africa confirms that there are no employees on the payroll of the company
that we have insourced from external private companies. This means there are no employees on our
payroll who were outsourced to Airports Company South Africa by private companies.
Air Traffic and Navigation Services (ATNS)
(aa) N/A
(bb) ATNS doesn’t have any employees that have been outsourced from private companies.
ATNS has 29 employees currently employed on a Fixed Term Contract
(aaa) 2017/2018 financial year: 15
2016/2017 financial year: 21
2015/2016 financial year: 10
(bbb) 2018/2019 YTD: 35
(ii) N/A
(b)
Employee Number |
Position Description |
Cost to Company (A) |
|||
1 |
Instructor: Air Traffic Services |
R 918 493,00 |
|||
2 |
Regional Director: Africa |
R 2 044 720,00 |
|||
3 |
Instructor: Air Traffic Services |
R 918 493,00 |
|||
4 |
ATCO2: KN |
R 772 357,00 |
|||
5 |
ATCO3: EL |
R 918 493,00 |
|||
6 |
Instructor: Air Traffic Services |
R 918 493,00 |
|||
7 |
Administrator: L & D |
R 245 067,00 |
|||
8 |
Specialist: Operational System |
R 1 176 329,90 |
|||
9 |
Project Manager: Business Mark |
R 760 000,00 |
|||
10 |
ATCO3: CT |
R 918 493,00 |
|||
11 |
Billing Contracts Administrator |
R 398 329,91 |
|||
12 |
Billing Contracts Administrator |
R 377 122,78 |
|||
13 |
Administrator: Foreign Billing |
R 377 122,78 |
|||
14 |
Accounts Payable Administrator |
R 350 042,47 |
|||
15 |
Chief Executive Officer |
R 4 261 269,00 |
|||
16 |
Manager: Finance |
R 969 680,00 |
|||
17 |
Assistant: Company Secretary |
R 780 000,00 |
|||
18 |
Consultant: HR (Bruma & ATA) |
R 1 195 955,00 |
|||
19 |
Executive: Human Capital |
R 2 073 000,00 |
|||
20 |
Security Guard |
R 143 253,03 |
|||
21 |
Secretary: Departmental IT |
R 293 582,00 |
|||
22 |
Accountant: Fixed Assets & Pro |
R 620 595,00 |
|||
23 |
ATCO3: CT |
R 918 493,00 |
|||
24 |
ATCO1: PM |
R 515 662,00 |
|||
25 |
ATCO1: LE |
R 497 476,00 |
|||
26 |
ATCO3: PE |
R 918 493,00 |
|||
27 |
Instructor: Air Traffic Services |
R 918 493,00 |
|||
28 |
ATCO3: JS |
R 831 994,00 |
South African Civil Aviation Authority (SACAA)
(a) (i) A total of 18 employees using 9 different companies have been outsourced from private companies (bb) by the South African Civil Aviation Authority (aaa) over the past three years and (bbb) since 1 April 2018. (ii) The names of each of the companies used and (b) the related amounts are listed below:
List of Outsourced Employees
Cross Border Transport Agency (CBRTA)
(a) The (i) (bb) Cross-Border Road Transport Agency did not have employees that were outsourced from private companies and/or contractors in the past three financial years.
(bbb) In September 2018, two (2) employees were supplied by (ii) Nyalu Communication to provide cleaning services. The company quoted an amount of R13,000 for the service to be rendered by the two cleaners per month for a period of three (3) months. (ii) Not applicable.
Road Accident Fund (RAF)
The (a)(i)(bb) Road Accident Fund (RAF) outsourced[1] a total of (aaa) 68 employees in the past three financial years, and (bbb) 8 employees since 1 April 2018, and (ii) the name of each private company or contractor is:
- AC Consulting
- Affirmative Portfolios
- Astute Advisory
- Core Focus
- Dalitso
- Deloitte
- DNS
- EOH
- Human Communications
- Impela Alliance
- Investong Group
- KPMG
- Morvest Human Capital Management
- Moshitoa
- Nexus Forensics
- Ntirho Human Capital
- Phaki Personnel
- Price Waterhouse Coopers
- Resolve
- Teleresources
- Toro Human Capital
(b) the amount that each employee is, or was, paid is not known to the RAF in those instances where the salary payment to the employee is, or was, made by the private company or contractor, and, in those instances where the RAF made, or makes, the salary payment to the employee the RAF is prevented from divulging this information which constitutes personal information of the employee in terms of the Promotion of Access to Information Act, No. 2 of 2000.
Road Traffic Infringement Agency (RTIA)
- One (1)
(aa) One (1)
(bb) One (1)
(aaa) None
(bbb) One (1)
(ii) Thapelo Kharametsane Attorneys R42 000
Road Traffic Management Corporation Agency (RTMC)
See table below for response
Cleaning Services |
|||||
Answer to aaa) Financial Period |
Answer a) Total Nr. of employees |
Answer to a)(ii) Name of Contractor |
Answer to b) Average Annual Cost per Employee |
Location |
Comment |
2015/16 |
9 |
Samagaba Cleaning Services |
R46 902,80 |
Head Office |
Contract Ended 31 August 2017 |
2016/17 |
9 |
Samagaba Cleaning Services |
R54 355,57 |
Head Office |
Contract Ended 31 August 2017 |
2017/18 |
8 |
JR 209 (Blue Star Trading) |
R35 591,24 |
Head Office |
Contract start date is 01 September 2017 and was ended 31 May 2018. All cleaning personnel were absorbed. |
2017/18 |
10 |
Global Cleaning services |
R83 234,84 |
Natis Offices |
Contract Commenced 06 April 2017 and was ended 31 March 2018. All cleaning employees were absorbed. |
2018/19 |
8 |
JR 209 |
R35 591,24 |
Head Office |
Contract start date is 01 September 2017 and was ended 31 May 2018. All cleaning personnel were absorbed. |
Security Services
Answer to aaa) Financial Period |
Answer a) Total Nr. of employees |
Answer to a)(ii) Name of Contractor |
Answer to b) Average Annual Cost per Employee |
Location |
Comment |
2015/16 |
8 |
Vimba Security |
R135 554,02 |
Head Office |
Contract ended 31 March 2017 |
2016/17 |
8 |
Vimba Security |
R135 554,02 |
Head Office |
Contract ended 31 March 2017 |
2017/18 |
8 |
Royal Security |
R155 967, 83 |
Head Office |
Contract ended 31 July 2017 |
2017/18 |
8 |
JR 209 |
R150 945,32 |
Head Office |
Contract still in place |
2017/18 |
16 |
Mafoko Security |
R185 674,62 |
Natis Office |
Contract still in place |
2017/18 |
20 |
Eldna Security |
R99 749,10 |
Boekenhout Traffic College |
Contract still in place |
2018/19 |
8 |
JR 209 |
R150 945,32 |
Head Office |
Contract still in place |
2018/19 |
16 |
Mafoko Security |
R185 674,62 |
Natis Office |
Contract still in place |
2018/19 |
20 |
Eldna Security |
R99 749,10 |
Boekenhout Traffic College |
Contract still in place |
South African Maritime Safety Authority (SAMSA)
RESPONSE TO PARLIAMENTARY QUESTION NUMBER: 2928 |
|
Question |
Response |
What is the total number of employees that have been outsourced from private companies and/or contractors |
31 |
By his department |
Not applicable |
Each entity reporting to him? |
SAMSA |
In the past three financial years? |
2016 - 27, 2017 - 1 and 2018 - 3 |
Since 1 April 2018 |
2 |
What is the name of each company or contractor? |
|
What amount is each employee paid? |
|
Railway Safety Regulator
(bb) The Railway Safety Regulator does not make use of any outsourced employees.
(aaa) (bbb)(ii)(b) Falls away
Passenger Rail Agency of South Africa
- (i) The Passenger Rail Agency of South Africa (PRASA) does not make use of outsourced employees. PRASA would, through Supply Chain Management processes, sources service to be provided such as security services, where labour is part of the overall cost. These service providers have the employees assigned to PRASA in their books and on their payroll.
(aaa) 2015/16 2,963
2016/17 2,977
2017/18 2,361
(bbb) 2018/19 2,980
PRASA furthermore supports SMME’s and Co-operatives where communities are empowered through station cleaning and horticulture services. For the current year 593 job opportunities have been created. A list of these co-operatives is also provided.
(ii) Security Companies
Company |
Sinqobile Equestrian |
Futuris Guarding Systems |
Hlanganani Protection Services |
Changing Tides Security |
Vusa Isizwe Security Services |
Vimtsire Protection Services |
Royal Security |
Enlightened Security |
Afri-Guard |
R1 |
Supreme Operations |
Comwezi |
Chippa |
Sechaba |
Chuma |
Illiso |
Ilanga Security |
Ibhubesi Security |
Enlightened |
Royal Security |
Ilanga |
Enlightened |
Comwezi |
Vusa-Isiswe |
Scheme Security |
WorldWatch |
Advanced Detachment |
Co-Operatives for Station Cleaning and Horticulture
Mantswe Akgakala Le Motewana |
Nithandane Makhosikazi |
Bokamoso Cleaning Primary Cooperative |
The Tabernace Porimary Cooperative |
Uzwano Cooperative Limited |
Pro Knit Primary Cooperative |
Masego Trading Cooperative |
Phakamani Mzontsundu Primary Cooperative |
Mphempe Ya lapisa Cooperative |
Eich Women in Public Transport Cooperative |
Mantswe Akgakala Le Motewana |
Masego Trading Cooperative |
Ikakgeng Cooperative |
Phambili bomama |
Masiyasiya |
Parents Power |
Orange Farm Cultural Cooperative |
Uthando Cooperative |
Bakubung Cooperative |
Kgalaletstang Cooperative |
Hamisi Cooperative |
Lethokuhle Cooperative |
Likhothwayo |
Hamisi Cooperative |
Nan Primary Cooperative |
Eich Women in Public Transport Cooperative |
Neo Entle Cooperative |
Mocheko Cooperative |
Mashudu Cooperative |
Sediba-Sa Lefa Multi-Purpose Co-operative |
Pfaranani Primary Co-operative |
Susavusiwana Co-operative |
Bright Mind Co-operative |
Predianet Construction and Projects Co-operative |
Tirisano Multi-Purpose Co-operative |
Dedicated Collegues Co-op |
Hardworkers co-op |
Cabangusebenze co-op |
Anny main primary co-op |
Izinkwezeli co -operative ltd |
Rainbow primary co-op |
Blossen co-operative ltd |
Umshanelo wakwazulu co-op |
Snade co-op ltd |
Majiya multipurpose co-op |
Abamtoti womens co-op |
C-nesipho primary co-op |
Cikizisa construction @farming co-op |
Wayforward primary co-op |
Ezasenanda trading co-op |
Isizanathi primary co-op |
Silindokuhle co-op |
KwaMashu progress |
Inkotha yedube co-op |
Sibambene co-op |
Asibonge farming co-op |
Abasadi primary co-op |
Sanelisiwe co-op |
Czwesonke farming co-op |
Mlonyeni primary co-op |
Elohim primary co-op |
Ntandokuhle trading |
Abaphikeleli co-op |
Mzansi wethu co-op |
Kathuthuyasi primary co-op |
Khaya thingo co-op |
Beauty Petros primary co-op |
Grace co-op |
Nozibele nonkulomo livestock |
Barack co-op |
BNNZ primary co-op |
Sihamba phambili primary co-op |
Amangwazi co-op |
Iintokozoeh cleaning co-op |
Thondolubanzi primary co-op |
Khehlengane primary co-op |
Sandile co-op |
Abundance co-op |
Magaye trading Enterprise |
Nkeshezane Trading Enterprise |
Manthuli Transport PTY Ltd |
Lion Primary Co-op |
Yolitha Productions Co-op |
Unako Primary Co-operative Limited |
Lithemba Projects Co-operative |
Lukhanyo Primary Co-operative |
Khanyisa Services Primary |
- The contracts with suppliers require that they pay legislated rates for the industry and in case of security the PSIRA rates.
Ports Regulator of South Africa (PRSA)
- (i) (bb) The Ports Regulator of South Africa did not outsource from any private companies
or contractors in the past three financial years.
(aaa) (bbb)(ii)(b) Falls away
South African National Roads Agency Limited (SANRAL) |
||||||
Financial Year (aaa)(bbb) |
Total Amount paid by SANRAL (a)(i) |
Total Number of Employees (i) |
Name of outsourcing company(ii) |
Name of each Employee (b) |
Amount paid to each employee (b) |
|
2015/16 |
R624 808.74 |
36 |
1.G Lison Personnel |
Employee 1 |
R893.76 |
|
|
|
|
|
Employee 2 |
R351.12 |
|
|
|
|
3.Kelly |
Employee 3 |
R8 474.76 |
|
|
|
|
4.MPC |
Employee 4 |
R5 894.36 |
|
|
|
|
5.Ikamva |
Employee 5 |
R2 616.62 |
|
|
|
|
6.Affirmative portfolios |
Employee 6 |
R134 488.71 |
|
|
|
|
7.Adcorp Workforce |
Employee 7 |
R408.18 |
|
|
|
|
8.Azola Human Capital |
Employee 8 |
R478.86 |
|
|
|
|
|
Employee 9 |
R913.55 |
|
|
|
|
|
Employee 10 |
R284.49 |
|
|
|
|
|
Employee 11 |
R194.37 |
|
|
|
|
|
Employee 12 |
R155.50 |
|
|
|
|
|
Employee 13 |
R291.56 |
|
|
|
|
|
Employee 14 |
R194.37 |
|
|
|
|
|
Employee 15 |
R395.81 |
|
|
|
|
|
Employee 16 |
R240.31 |
|
|
|
|
|
Employee 17 |
R816.36 |
|
|
|
|
|
Employee 18 |
R602.55 |
|
|
|
|
|
Employee 19 |
R252.68 |
|
|
|
|
|
Employee 20 |
R2 163.70 |
|
|
|
|
|
Employee 21 |
R8 790.37 |
|
|
|
|
|
Employee 22 |
R12 004.20 |
|
|
|
|
|
Employee 23 |
R14 593.50 |
|
|
|
|
|
Employee 24 |
R2 433.97 |
|
|
|
|
|
Employee 25 |
R539.55 |
|
|
|
|
|
Employee 26 |
R191.83 |
|
|
|
|
|
Employee 27 |
R946.10 |
|
|
|
|
|
Employee 28 |
R540.63 |
|
|
|
|
|
Employee 29 |
R71 224.98 |
|
|
|
|
|
Employee 30 |
R660.40 |
|
|
|
|
|
Employee 31 |
R6 489.45 |
|
|
|
|
|
Employee 32 |
R9 234.00 |
|
|
|
|
|
Employee 33 |
R5 171.04 |
|
|
|
|
|
Employee 34 |
R2 052.00 |
|
|
|
|
|
Employee 35 |
R640.47 |
|
|
|
|
|
Employee 36 |
R329 184.63 |
|
|
|
|
|
|
|
|
2016/17 |
R1 206 712.67 |
70 |
1.Afrizan Tes |
Employee 1 |
R906.30 |
|
|
|
|
2.G Lison Personnel |
Employee 2 |
R2 797.01 |
|
|
|
|
3.Masibambane Recruitment |
Employee 3 |
R14 180.44 |
|
|
|
|
4.Pakanyo Trading |
Employee 4 |
R1 436.40 |
|
|
|
|
5.Tasiso Consulting |
Employee 5 |
R2 049.75 |
|
|
|
|
6.Kelly |
Employee 6 |
R2 335.60 |
|
|
|
|
7.MPC |
Employee 7 |
R346.13 |
|
|
|
|
8.Ikamva |
Employee 8 |
R3 155.42 |
|
|
|
|
9.Affirmative portfolios |
Employee 9 |
R159 318.46 |
|
|
|
|
9.Adcorp Workforce |
Employee 10 |
R1 457.78 |
|
|
|
|
10.Azola Human Capital |
Employee 11 |
R4 351.85 |
|
|
|
|
11.Dante personnel |
Employee 12 |
R8 600.93 |
|
|
|
|
12.Morvest Human Capital Management |
Employee 13 |
R4 646.51 |
|
|
|
|
|
Employee 14 |
R330.43 |
|
|
|
|
|
Employee 15 |
R137 822.58 |
|
|
|
|
|
Employee 16 |
R4 817.93 |
|
|
|
|
|
Employee 17 |
R325.13 |
|
|
|
|
|
Employee 18 |
R193.05 |
|
|
|
|
|
Employee 19 |
R602.55 |
|
|
|
|
|
Employee 20 |
R5 646.40 |
|
|
|
|
|
Employee 21 |
R816.35 |
|
|
|
|
|
Employee 22 |
R41 511.48 |
|
|
|
|
|
Employee 23 |
R2 896.12 |
|
|
|
|
|
Employee 24 |
R26 527.59 |
|
|
|
|
|
Employee 25 |
R158 624.99 |
|
|
|
|
|
Employee 26 |
R325.13 |
|
|
|
|
|
Employee 27 |
R1 091.07 |
|
|
|
|
|
Employee 28 |
R116.62 |
|
|
|
|
|
Employee 29 |
R349.87 |
|
|
|
|
|
Employee 30 |
R4 753.75 |
|
|
|
|
|
Employee 31 |
R9 781.20 |
|
|
|
|
|
Employee 32 |
R28 343.25 |
|
|
|
|
|
Employee 33 |
R444.60 |
|
|
|
|
|
Employee 34 |
R437.76 |
|
|
|
|
|
Employee 35 |
R611.33 |
|
|
|
|
|
Employee 36 |
R296.51 |
|
|
|
|
|
Employee 37 |
R296.51 |
|
|
|
|
|
Employee 38 |
R1 423.29 |
|
|
|
|
|
Employee 39 |
R524.16 |
|
|
|
|
|
Employee 40 |
R6 862.05 |
|
|
|
|
|
Employee 41 |
R1 918.40 |
|
|
|
|
|
Employee 42 |
R179.85 |
|
|
|
|
|
Employee 43 |
R755.37 |
|
|
|
|
|
Employee 44 |
R2 170.05 |
|
|
|
|
|
Employee 45 |
R878.53 |
|
|
|
|
|
Employee 46 |
R1 025.84 |
|
|
|
|
|
Employee 47 |
R120 983.16 |
|
|
|
|
|
Employee 48 |
R15 985.85 |
|
|
|
|
|
Employee 49 |
R5 423.21 |
|
|
|
|
|
Employee 50 |
R14 741.27 |
|
|
|
|
|
Employee 51 |
R93 476.40 |
|
|
|
|
|
Employee 52 |
R45 262.00 |
|
|
|
|
|
Employee 53 |
R5 833.63 |
|
|
|
|
|
Employee 54 |
R8 947.39 |
|
|
|
|
|
Employee 55 |
R1 094.00 |
|
|
|
|
|
Employee 56 |
R2 187.00 |
|
|
|
|
|
Employee 57 |
R2 736.00 |
|
|
|
|
|
Employee 58 |
R12 852.43 |
|
|
|
|
|
Employee 59 |
R8 421.41 |
|
|
|
|
|
Employee 60 |
R7 978.18 |
|
|
|
|
|
Employee 61 |
R8 421.41 |
|
|
|
|
|
Employee 62 |
R9 307.87 |
|
|
|
|
|
Employee 63 |
R8 421.41 |
|
|
|
|
|
Employee 64 |
R4 432.32 |
|
|
|
|
|
Employee 65 |
R3 989.09 |
|
|
|
|
|
Employee 66 |
R3 989.09 |
|
|
|
|
|
Employee 67 |
R4 432.32 |
|
|
|
|
|
Employee 68 |
R4 432.32 |
|
|
|
|
|
Employee 69 |
R510.06 |
|
|
|
|
|
Employee 70 |
R164 572.55 |
|
|
|
|
|
|
|
|
2017/18 |
R1 403 483.71 |
53 |
1.Masibambane Recruitment |
Employee 1 |
R1 178.76 |
|
|
|
|
2.Phanda Personnel |
Employee 2 |
R1 157.10 |
|
|
|
|
3.Ricoware |
Employee 3 |
R410.40 |
|
|
|
|
4.Tasiso Consulting |
Employee 4 |
R23 942.40 |
|
|
|
|
5.Kelly |
Employee 5 |
R312.25 |
|
|
|
|
6.MPC |
Employee 6 |
R1 405.11 |
|
|
|
|
7.Ikamva |
Employee 7 |
R6 574.56 |
|
|
|
|
8.Adcorp Workforce |
Employee 8 |
R1 484.28 |
|
|
|
|
9.Dante personnel |
Employee 9 |
R1 987.88 |
|
|
|
|
10.ETS Professionals |
Employee 10 |
R38 255.20 |
|
|
|
|
11.Morvest Human Capital Management |
Employee 11 |
R38 875.86 |
|
|
|
|
|
Employee 12 |
R568.98 |
|
|
|
|
|
Employee 13 |
R410 569.08 |
|
|
|
|
|
Employee 14 |
R98 952.00 |
|
|
|
|
|
Employee 15 |
R6 574.56 |
|
|
|
|
|
Employee 16 |
R6 574.56 |
|
|
|
|
|
Employee 17 |
R44 104.32 |
|
|
|
|
|
Employee 18 |
R1 313.28 |
|
|
|
|
|
Employee 19 |
R17 896.32 |
|
|
|
|
|
Employee 20 |
R12 044.75 |
|
|
|
|
|
Employee 21 |
R276.19 |
|
|
|
|
|
Employee 22 |
R103 745.53 |
|
|
|
|
|
Employee 23 |
R1 893.86 |
|
|
|
|
|
Employee 24 |
R1 657.13 |
|
|
|
|
|
Employee 25 |
R463.16 |
|
|
|
|
|
Employee 26 |
R631.29 |
|
|
|
|
|
Employee 27 |
R1 893.86 |
|
|
|
|
|
Employee 28 |
R37 344.37 |
|
|
|
|
|
Employee 29 |
R21 378.69 |
|
|
|
|
|
Employee 30 |
R26 926.17 |
|
|
|
|
|
Employee 31 |
R496.24 |
|
|
|
|
|
Employee 32 |
R82 753.12 |
|
|
|
|
|
Employee 33 |
R959.40 |
|
|
|
|
|
Employee 34 |
R5 602.66 |
|
|
|
|
|
Employee 35 |
R477.22 |
|
|
|
|
|
Employee 36 |
R7 888.16 |
|
|
|
|
|
Employee 37 |
R12 483.30 |
|
|
|
|
|
Employee 38 |
R6 710.86 |
|
|
|
|
|
Employee 39 |
R4 651.20 |
|
|
|
|
|
Employee 40 |
R1 574.42 |
|
|
|
|
|
Employee 41 |
R2 907.00 |
|
|
|
|
|
Employee 42 |
R43 436.05 |
|
|
|
|
|
Employee 43 |
R45 209.66 |
|
|
|
|
|
Employee 44 |
R6 205.25 |
|
|
|
|
|
Employee 45 |
R6 205.25 |
|
|
|
|
|
Employee 46 |
R443.23 |
|
|
|
|
|
Employee 47 |
R443.23 |
|
|
|
|
|
Employee 48 |
R443.23 |
|
|
|
|
|
Employee 49 |
R443.23 |
|
|
|
|
|
Employee 50 |
R6 669.00 |
|
|
|
|
|
Employee 51 |
R51 300.00 |
|
|
|
|
|
Employee 52 |
R195 856.77 |
|
|
|
|
|
Employee 53 |
R9 933.32 |
|
|
|
|
|
|
|
|
2018/19 |
R105 923.90 |
16 |
1.Masibambane Recruitment |
Employee 1 |
R5 423.00 |
|
|
|
|
2.Phanda Personnel |
Employee 2 |
R833.75 |
|
|
|
|
3.Kelly |
Employee 3 |
R37 918.40 |
|
|
|
|
4.Khulisa connection |
Employee 4 |
R5 301.00 |
|
|
|
|
5.MPC |
Employee 5 |
R5 888.00 |
|
|
|
|
6.Izilamani group |
Employee 6 |
R3 312.00 |
|
|
|
|
7.Warrior Talent Holdings |
Employee 7 |
R4 554.00 |
|
|
|
|
8.Adcorp workforce |
Employee 8 |
R21 576.30 |
|
|
|
|
|
Employee 9 |
R310.50 |
|
|
|
|
|
Employee 10 |
R1 231.20 |
|
|
|
|
|
Employee 11 |
R3 817.54 |
|
|
|
|
|
Employee 12 |
R1 527.02 |
|
|
|
|
|
Employee 13 |
R10 337.94 |
|
|
|
|
|
Employee 14 |
R2 646.83 |
|
|
|
|
|
Employee 15 |
R554.24 |
|
|
|
|
|
Employee 16 |
R692.18 |
|
Total |
R3 340 929.02 |
175 |
R3 340 929.02 |
|||
08 November 2018 - NW3041
Alberts, Mr ADW to ask the Minister of Transport
(1)Whether he can give an indication of the expected and actually realized income regarding the Gauteng e-toll system for each month from 31 December 2013 to date; (2) what type of road user made payments through corporate and individual road users for each month during the same period respectively; (3) what number of e-tags that are recorded have been activated and deactivated for each month during the same period; 4) what is the total (a) amount of legal costs spent on issuing summonses to road users thus far and (b) outstanding debt to the e-toll system for each month of the specified period; (5) whether any consideration is given to reissue summonses; if not, what is the position in this regard; if so, (a) what amount has been budgeted for this, (b) what number of persons or institutions will be sued in this regard and (c) on what date will this take place?
Reply:
- Please see Table 1 below for the expected (forecast) versus realized (actual) income.
- Payments are made by an account holder who assumes responsibility to pay the account for the registered vehicles, which can be an individual, a corporate, or a combination. The person/entity that sets up the account does not complete a “field” to indicate if it is a corporate or individual user. As a result, the SANRAL toll system does not record whether a vehicle is registered (or owned) by an individual or a corporate user and the information requested cannot be directly extracted from the toll system. Should more details be required the Member of Parliament is welcome to visit SANRAL Head Office in Pretoria.
- Table 2 below provides, for each month, the number of tags that have been activated and deactivated from December 2013 to date. The table does not reflect the tags registered prior to the December 2013 date, such as the tags that were already in use on the Bakwena route. Tags are deactivated for various reasons, which include the following:
- Movement of tag to a new vehicle
- Movement of vehicles and tags between accounts, e.g. Public Entity and Key accounts
- Deregistrations, etc
Table 1: GFIP expected (forecast) versus realized (actual) income
Table 2: e-Tag Activations versus Deactivations
Year |
Month |
Tags Activated |
Tags Deactivated |
2013 |
December |
348382 |
22667 |
|
|
|
|
2014 |
January |
165030 |
23480 |
|
February |
112086 |
18424 |
|
March |
87814 |
18731 |
|
April |
70082 |
17578 |
|
May |
62602 |
18419 |
|
June |
65643 |
19330 |
|
July |
51642 |
19357 |
|
August |
40810 |
18739 |
|
September |
34834 |
22980 |
|
October |
31604 |
17940 |
|
November |
25614 |
17144 |
|
December |
18833 |
12155 |
|
|
|
|
2015 |
January |
24856 |
17406 |
|
February |
22443 |
15280 |
|
March |
21656 |
16827 |
|
April |
18924 |
15425 |
|
May |
22663 |
17850 |
|
June |
29217 |
17329 |
|
July |
36139 |
19312 |
|
August |
30274 |
21768 |
|
September |
30685 |
19336 |
|
October |
32080 |
18070 |
|
November |
24631 |
15287 |
|
December |
18624 |
12945 |
|
|
|
|
2016 |
January |
29676 |
16615 |
|
February |
30536 |
16897 |
|
March |
31193 |
20179 |
|
April |
29310 |
19458 |
|
May |
34520 |
21343 |
|
June |
28130 |
19711 |
|
July |
32300 |
16475 |
|
August |
27270 |
16852 |
|
September |
28881 |
20350 |
|
October |
30733 |
16361 |
|
November |
26566 |
59163 |
|
December |
21566 |
84980 |
|
|
|
|
2017 |
January |
30497 |
17699 |
|
February |
29186 |
16936 |
|
March |
28355 |
28654 |
|
April |
19699 |
17387 |
|
May |
24736 |
18799 |
|
June |
24399 |
16537 |
|
July |
29388 |
17478 |
|
August |
29138 |
17409 |
|
September |
26645 |
16760 |
|
October |
31358 |
17295 |
|
November |
29733 |
15409 |
|
December |
21410 |
12567 |
|
|
|
|
2018 |
January |
29016 |
19675 |
|
February |
28005 |
16357 |
|
March |
21786 |
18216 |
|
April |
21571 |
16997 |
|
May |
22334 |
20042 |
|
June |
24091 |
14923 |
|
July |
29719 |
16678 |
|
August |
26140 |
16107 |
|
September |
27454 |
15749 |
|
October |
31005 |
16733 |
4. (a)The Contractor (ETC) incurred R4,6m on legal fees up to August 2018.
(b) The Accounting Policy of SANRAL, which is in line with IFRS, determines that the impairment assessment is done on an annual basis. As such the trade receivables balance is calculated, audited and published annually. Table 3 below reflects the audited trade receivables for the requested financial years:
Financial Year |
Toll debtors (R’million) |
2018 |
10 840.4 |
2017 |
8 798.4 |
2016 |
6 620.1 |
2015 |
4 935.3 |
2014 |
951.3 |
Table 3
5. SANRAL’s toll operator is not re-issuing summonses. The summonses that have already been issued will be amended to include new debt (if required) but will not require re-issuing. Therefore, we respond as follows:
a) Not applicable as the re-issuing summonses is not required.
b) Not applicable refer to a).
c) Not applicable refer to a).
08 November 2018 - NW3043
Alberts, Mr ADW to ask the Minister of Transport
(1)Whether he can give an indication regarding the number of claims that have become prescribed in the hands of the Road Accident Fund since 1 January 2000 for each month of each year according to (a) percentage and (b) absolute numbers from the year 2000 up to and including the latest statistics for 2018; (2) what are the overall reasons for the prescription of the claims in each month; (3) given the prescriptions that take place, what does he intend to do in order to stop this malpractice, especially against the background of the establishment of the Road Accident Benefit Scheme (RABS) Bill according to which the fund/scheme will act as an adjudicator of benefits and a benefit manager?
Reply:
- Statistics on direct claims lodged prior to December 2012 are not available, as stand-alone direct claims units were only established throughout the Road Accident Fund (RAF) during the 2012 -2013 financial year. From December 2012, statistics on direct claims were were reported on separately from other claims. The following information regarding the number of claims that have become prescribed in the hands of the RAF (claims lodged and, or, prosecuted personally by a claimant who elected not to use the services of an attorney or elected to terminate the services of their attorney) since 1 December 2012 for each month of each year according to (a) percentage and (b) absolute numbers (total) from the year 2012 up to and including the latest statistics for 2018;
Financial Year |
April |
May |
June |
July |
August |
September |
October |
November |
December |
January |
February |
March |
Total |
2012/13 |
|
|
|
|
|
|
|
|
1 |
1 |
2 |
3 |
7 |
% of the total of claims prescribed during the year |
|
|
|
|
|
|
|
|
14% |
14% |
29% |
43% |
100% |
2013/14 |
6 |
3 |
1 |
3 |
9 |
10 |
2,066 |
8 |
2 |
1 |
664 |
121 |
2,894 |
% of the total of claims prescribed during the year |
0.2% |
0.1% |
0.0% |
0.1% |
0.3% |
0.3% |
71% |
0.3% |
0.1% |
0% |
23% |
4% |
100% |
2014/15 |
1 |
14 |
4 |
2 |
1,716 |
3,974 |
178 |
- |
- |
36 |
201 |
112 |
6,238 |
% of the total of claims prescribed during the year |
0.0% |
0.2% |
0.1% |
0.0% |
28% |
64% |
3% |
0.0% |
0.0% |
1% |
3% |
2% |
100% |
2015/16 |
4 |
2 |
3 |
13 |
7 |
6 |
38 |
39 |
7 |
32 |
14 |
3 |
168 |
% of total% of the total of claims prescribed during the year |
2% |
1% |
2% |
8% |
4% |
4% |
23% |
23% |
4% |
19% |
8% |
2% |
100% |
2016/17 |
7 |
60 |
21 |
16 |
77 |
5 |
18 |
5 |
6 |
3 |
1 |
6 |
225 |
% of the total of claims prescribed during the year |
3% |
27% |
9% |
7% |
34% |
2% |
8% |
2% |
3% |
1% |
0.4% |
3% |
100% |
2017/18 |
3 |
3 |
22 |
272 |
8 |
12 |
4 |
7 |
4 |
3 |
5 |
1 |
344 |
% of the total of claims prescribed during the year |
1% |
1% |
6% |
79% |
2% |
3% |
1% |
2% |
1% |
1% |
1% |
0% |
100% |
2018/19* |
3 |
3 |
44 |
53 |
10 |
49 |
|
|
|
|
|
|
162 |
% of the total of claims prescribed during the period |
2% |
2% |
27% |
33% |
6% |
30% |
|
|
|
|
|
|
100% |
2) the overall reasons, amongst others, for the prescription of the claims in each month, are claims that prescribed in the following circumstances: while awaiting the judgment in the case of Mvumvu and Others v The Minister of Transport and the RAF (Case CCT 67/10); awaiting the completion of medico-legal reports by medical experts; delays in obtaining confirmation of appointments for assessments for medico-legal reports; delays in obtaining completed medical reports from hospitals; awaiting necessary information from claimants or service providers; files not sent to Regions by consultants prior to prescription of the claim; administrative issues such as incorrect registration, miscommunication between the regions; where direct claimants have subsequently elected to instruct an attorney and summons is not issued before prescription and where claimants failed to provide correct contact information, or contact information subsequently changed and the claimant failed to inform the RAF;
3) The RAF has implemented a Direct Claims Policy with effect from 15 February 2016. The purpose of the Direct Claims Management Policy, amongst others, is to regulate the internal management of Direct Claims to ensure that the rights of Unrepresented Claimants are protected; to ensure that the risks to the RAF are managed; and finally, to manage conflicts of interest that may arise. The Direct Claims Policy provides for consequence management in the event of non-compliance.
08 November 2018 - NW3045
Lekota, Mr M to ask the Minister of Transport
What plans did he put in place to remedy the (a) financial, (b) administrative and (c) governance difficulties currently being experienced by the Road Accident Fund?
Reply:
The Road Accident Fund (RAF) has put the following plans in place to remedy the (a) financial, |
In the longer term the design of the system of road accident compensation must change to address the fact that the existing system is unaffordable, with income not matching expenditure. To this end the RABS Bill, which is currently before the Portfolio Committee on Transport, will address the future financial viability of road accident compensation by ensuring a balance between funding and benefits. In the interim, the RAF has implemented a Cash Management Strategy to ensure that available funding is distributed in an equitable and fair manner. This has since evolved to cash management in the ordinary course of business, which is reviewed in response to the business environment. The RAF ensures that it communicates with service providers to ensure they are kept abreast of developments where necessary. The RAF seeks to ensure that any funds that are not committed due to general savings or delays in procurement, are allocated to the settlement of claims, where possible. The RAF has engaged with stakeholders such as National Treasury and the Department of Transport to ensure awareness, to present status updates and to seek solutions. In addition, the RAF has sought to implement measures to minimize the interruption caused by attachments of the RAF’s bank accounts. |
(b) administrative and |
The existing system of road accident compensation is administratively complex. Fault has to be proven and benefits are not defined, which results in delays in establishing liability and the quantification of claims, often resulting in disputes and protracted litigation, in which the intermediaries have a direct and substantial financial interest. The RABS Bill addresses the shortcomings by, inter alia, providing for defined benefits, on a no-fault basis, paid directly to beneficiaries, in a structured manner, ensuring wider cover, especially to the poor. The RABS Bill further seeks to reduce the administrative complexity inherent in the current system which will see less involvement by intermediaries and more money reaching the intended beneficiaries of the system. In the interim, the RAF addresses improved administration through, inter alia, the RAF’s Annual Performance Plan for the 2018 - 2019 financial year, which addresses the RAF’s administrative challenges by, amongst others, providing for: initiatives aligned to efficient processing of claims; initiatives aligned to providing accessible services: initiatives aligned to effective financial management; initiatives aligned to optimising ICT functionality; initiatives aligned to improving people management; initiatives aligned to RAF transformation; and initiatives aligned to an assured control environment. |
(c) governance difficulties currently being experienced by the Road Accident Fund |
The previous Board was dissolved by the Minister of Transport and an Interim Board was appointed to address governance challenges. The process to appoint a permanent Board has commenced. The process to appoint a CEO re-commenced two months ago. |
08 November 2018 - NW3095
Brauteseth, Mr TJ to ask the Minister of Transport
With reference to the awarding of a contract by his department to a certain company VNA consulting engineers in KwaZulu-Natal in 2017, what (a) are the terms of reference of the contract, (b) goods and services (i) will be delivered and (ii) have been delivered to date, (c) is the duration of the contract, (d) is the value of the contract in Rand and (e) are the details of the supply chain and/or tender processes followed in awarding the contract?
Reply:
The Department of Transport has no access to the contractual issues and Supply Chain Management Process of the Kwa-Zulu Natal Department of Transport. The Honourable Member may re- direct the Question the Member of the Executive Council (MEC) of Transport in Kwa-Zulu Natal, Honourable Mxolisi Kaunda.
Therefore Question (a), (b), (c), (d) and (e) fall away.
08 November 2018 - NW3132
Horn, Mr W to ask the Minister of Transport
Whether, since he served in Cabinet, he (a)(i) was ever influenced by any person and/or (ii) influenced any of his department’s employees to take any official administrative action on behalf of any (aa) member, (bb) employee and/or (cc) close associate of the Gupta family and/or (b) attended any meeting where any of the specified persons were present; if so, what are the relevant details in each case?
Reply:
(a)(i)I was never influenced by any person and/or (ii) nor influenced any of the department’s employees to take any official administrative action on behalf of any (aa) member, (bb) employee and (cc) acknowledges to have met the close associates of the Gupta family during the SABC/TNA morning breakfast shows where I was a guest on the shows.
05 November 2018 - NW2676
Bagraim, Mr M to ask the Minister of Transport
(a) What number of status reports were (i) requested by the Railway Safety Regulator from the Passenger Rail Agency of South Africa (Prasa) and (ii) issued by Prasa in each month (aa) in the past three financial years and (bb) from 1 January 2018 to date, (b) what number of maintenance reports were (i) requested and (ii) issued, (c) what number of other reports were (i) requested and (ii) issued and (d) what were the reasons in each instance where reports were (i) not issued or (ii) issued late?
Reply:
- Reports are requested in line with the Safety Management System (SMS) and this entails one (1) report per year. Reports are submitted per discipline, i.e. Perway, Level Crossings, Stations, Electrical, Signalling and Telecoms. The status of the submission is outlined as per the attached annexure.
- See attached annexure
- See attached annexure
(aa) See attached annexure
(bb) For 2018/19, information was not available or PRASA Rail was awaiting Regional inputs. The Railway Safety Regulator has advised that reports would be submitted by 30 September 2018.
- (i) & (ii) See attached annexure
- (i) & (ii) See attached annexure
- (i) & (ii) Reports were requested. However, due to PRASA’s internal challenges with a lack of continuity in various areas, reports were not submitted. Furthermore, it should be noted, for the same reason that PRASA is lagging in providing the RSR with the requested information, the RSR has now made the reports requirement of the safety permit which was recently issued to PRASA.
PERWAY
No. |
(aa) Year |
(a)(i) No. status reports requested by RSR (per Discipline) |
(a)(ii) Report Issued by PRASA |
(d)(i) & (ii) Comments report not issued or late submission |
(b)(i) No. Maintenance reports requested by RSR |
(b)(ii) Report Issues by PRASA |
Comments report not issued or late submission |
(c)(i) Other Report |
General Comment |
1. |
2013/14 |
16 |
12 |
No historical records |
4 |
4 |
n/a |
n/a |
n/a |
2. |
2014/15 |
16 |
12 |
No historical records |
4 |
4 |
n/a |
n/a |
n/a |
3. |
2015/16 |
16 |
12 |
No historical records |
4 |
4 |
n/a |
n/a |
n/a |
4 |
2016/17 |
16 |
15 |
No historical records |
4 |
4 |
n/a |
n/a |
n/a |
5. |
2017/18 |
16 |
15 |
Awaiting info ration from regions |
4 |
4 |
n/a |
n/a |
n/a |
LEVEL CROSSINGS
No. |
(aa) Year |
(a)(i) No. status reports requested by RSR (per Discipline) |
(a)(ii) Report Issued by PRASA |
(d)(i) & (ii) Comments report not issued or late submission |
(b)(i) No. Maintenance reports requested by RSR |
(b)(ii) Report Issues by PRASA |
Comments report not issued or late submission |
(c)(i) Other Report |
General Comment |
1. |
2013/14 |
12 |
4 |
No records |
4 |
4 |
n/a |
n/a |
|
2. |
2014/15 |
12 |
4 |
No records |
4 |
4 |
n/a |
n/a |
|
3. |
2015/16 |
12 |
4 |
No records |
4 |
4 |
n/a |
n/a |
|
4 |
2016/17 |
12 |
4 |
No records |
4 |
4 |
n/a |
n/a |
|
5. |
2017/18 |
12 |
7 |
Awaiting information from Regional offices |
4 |
4 |
n/a |
n/a |
STATIONS
No. |
(aa) Year |
(a)(i) No. status reports requested by RSR (per Discipline) |
(a)(ii) Report Issued by PRASA |
(d)(i) & (ii) Comments report not issued or late submission |
(b)(i) No. Maintenance reports requested by RSR |
(b)(ii) Report Issues by PRASA |
Comments report not issued or late submission |
(c)(i) Other Report |
General Comment |
1. |
2013/14 |
4 |
0 |
Not yet available |
4 |
4 |
n/a |
n/a |
|
2. |
2014/15 |
4 |
0 |
Not yet available |
4 |
4 |
n/a |
n/a |
|
3. |
2015/16 |
4 |
0 |
Not yet available |
4 |
4 |
n/a |
n/a |
|
4. |
2016/17 |
4 |
0 |
Not yet available |
4 |
4 |
n/a |
n/a |
|
5. |
2017/18 |
4 |
0 |
Not yet available |
4 |
4 |
n/a |
n/a |
ELECTRICAL
No. |
(aa) Year |
(a)(i) No. status reports requested by RSR (per Discipline) |
(a)(ii) Report Issued by PRASA |
(d)(i) & (ii) Comments report not issued or late submission |
(b)(i) No. Maintenance reports requested by RSR |
(b)(ii) Report Issues by PRASA |
Comments report not issued or late submission |
(c)(i) Other Report |
General Comment |
1. |
2013/14 |
8 |
0 |
Asset information not available yet/Historical info not available |
8 |
2 |
Substations Information not yet available from Regions |
n/a |
|
2. |
2014/15 |
8 |
0 |
Asset information not available yet/Historical info not available |
8 |
3 |
Substations Information not yet available from Regions |
n/a |
|
3. |
2015/16 |
8 |
0 |
Asset information not available ye/Historical info not available |
8 |
2 |
Substations Information not yet available from Regions |
n/a |
|
4. |
2016/17 |
8 |
1 |
Asset information not available yet//Historical info not available |
8 |
2 |
Substations Information not yet available from Regions |
n/a |
|
5. |
2017/18 |
8 |
2 |
Asset information not available yet |
8 |
4 |
Substations Information not yet available from Regions |
n/a |
SIGNALLING
No. |
(aa) Year |
(a)(i) No. status reports requested by RSR (per Discipline) |
(a)(ii) Report Issued by PRASA |
(d)(i) & (ii) Comments report not issued or late submission |
(b)(i) No. Maintenance reports requested by RSR |
(b)(ii) Report Issues by PRASA |
Comments report not issued or late submission |
(c)(i) Other Report |
General Comment |
1. |
2013/14 |
4 |
4 |
n/a |
4 |
3 |
Information not available from the Regions |
n/a |
|
2. |
2014/15 |
4 |
4 |
n/a |
4 |
3 |
Information not available from the Regions |
n/a |
|
3. |
2015/16 |
4 |
4 |
n/a |
4 |
3 |
Information not available from the Regions |
n/a |
|
4 |
2016/17 |
4 |
4 |
n/a |
4 |
3 |
Information not available from the Regions |
n/a |
|
5. |
2017/18 |
4 |
4 |
n/a |
4 |
3 |
Information not available from the Regions |
n/a |
TELECOMS
No. |
(aa) Year |
(a)(i) No. status reports requested by RSR (per Discipline) |
(a)(ii) Report Issued by PRASA |
(d)(i) & (ii) Comments report not issued or late submission |
(b)(i) No. Maintenance reports requested by RSR |
(b)(ii) Report Issues by PRASA |
Comments report not issued or late submission |
(c)(i) Other Report |
General Comment |
1. |
2013/14 |
4 |
0 |
Historical records not available |
4 |
1 |
Historical records not available |
n/a |
|
2. |
2014/15 |
4 |
0 |
Historical records not available |
4 |
1 |
Historical records not available |
n/a |
|
3. |
2015/16 |
4 |
0 |
Historical records not available |
4 |
3 |
Information not available |
n/a |
|
4 |
2016/17 |
4 |
0 |
Historical records not available |
4 |
3 |
Information not available |
n/a |
|
5. |
2017/18 |
4 |
4 |
n/a |
4 |
3 |
Information not available |
n/a |
05 November 2018 - NW3032
Shackleton, Mr MS to ask the Minister of Transport
With reference to the debate on Vote 35 - Transport, Appropriation Bill in Parliament on 18 May 2018, (a) what training and skills transfer programmes to small enterprises does the SA National Roads Agency Ltd offer, (b) what (i) programmes and (ii) number of the specified programmes have been offered in the past three financial years, (c)(i) how are the small enterprises identified to whom such programmes are offered and (ii) how is the success of such programmes ascertained and (d) what amounts have been (i) budgeted and (ii) actually spent on the specified programmes in the past three financial years?
Reply:
- What training and skills transfer programmes to small enterprises does the SA National Roads Agency Ltd offer?
SANRAL offers the following skills transfer programmes:
1. Conventional Projects
- All conventional projects make provision for the utilization of SMMEs (As per the PPPFA regulations of 2011 and 2017).
- All conventional projects make provision for the general, entrepreneurial and technical training of these SMMEs.
- Following a training needs assessment, SMMEs are provided with SAQA and CETA accredited, NQF level 2 to 4 training.
2. Routine Road Maintenance Projects
- RRM projects are management contracts and the main contractor, depending on its B-BBEE status, sub-lets 40% to 80% of the work to SMMEs. These contracts may also be considered contractor incubator projects.
- RRM projects makes provision for the general, entrepreneurial and technical training of these SMMEs.
- Following a training needs assessment, SMMEs are provided with SAQA and CETA accredited, NQF level 2 to 4 training.
- Full time mentors are provided on the projects to assist and guide the SMME’s.
- Depending on various project factors, many of these training programmes consists of Full Learnerships, where SMMEs obtain a formal SAQA accredited qualification on successful completion of the training.
3. Community Development (CD) Projects
- CD projects are training programmes where SANRAL contracts with a Construction Manager who subcontracts SMMEs to construct 90% of the work. These may also be considered contractor incubation projects.
- SMMES are provided with SAQA and CETA accredited, NQF level 2 to 4 training, and usually consists of Full Learnership where SMMEs obtain a formal SAQA accredited Qualification.
- SMMEs receives theoretical training, which is followed by practical training and the subsequent construction of the work under the mentorship of the Construction Manager.
b) What:
i) Programmes and
All the programmes mentioned in response to question (a) above have been offered continuously over the past three (2016/2017, 2017/2018) financial years.
ii) Number of programmes offered in the past three financial years.
In addition to SANRAL’s conventional and RRM projects (80 in number), 83 Community Development projects were initiated over the past three (2016/2017, 2017/2018) financial years and are in various project stages (2015/2016, 2016/2017, 2017/2018).
c) How:
are the small enterprises identified to whom such programmes are offered and?
a) Where many SMMEs are available, use is made of tests called the Learning Ability Battery (LAB) of tests to select the best candidates. These tests assess the candidates’ literacy, numeracy and entrepreneurial ability. This technique is mainly used on projects in large urban areas such as Tshwane.
b) Following a resource audit and liaison with the Project Liaison Committee, Targeted Enterprises are identified from the Designated Groups from the vicinity of the project as per the PPPFA regulations in the rural areas.
c) Provision for the utilisation and development of SMMEs is allowed for in all SANRAL contract documents and project types.
ii) is the success of such programmes ascertained and
a) SANRAL keeps record of every SMME that is contracted or sub-contracted on SANRAL projects.
b) SANRAL can thus track on how many contracts a specific SMME worked on, over what period, and monitor growth of the SMME by its ascension up the CIDB grades where the lowest grade is 1 (entry level) and the highest grade is 9.
This is the measure of success used by SANRAL. The programmes are however not without challenges and SANRAL’s new transformation policy seeks to address some of the shortcomings that have been identified in previous interventions.
d) (i) Budgeted and
a) Training is a component of conventional, RRM and CD projects and varies between 0,1% and 2% of the contract value, depending on the project category.
b) Skills transfer (coaching, mentoring and guidance) are budgeted in several items which forms part of a contract and is not reported separately.
c) Note that the value of the work done by SMMEs and is not included in a. and b. mentioned above.
i) Actually, spent on the specified programmes in the past three financial years?
a) Actual spent on training only in the past three (2016/2017, 2017/2018, 2018/2019 – to date) financial years is as follows:
IT IS Table 4 |
IT IS Table 1 |
IT IS Table 3 |
|||||
Year |
No. of SMMEs Employed (CIDB 1 – 6) |
Value of SMME Work (CIDB 1 – 6) |
No. of SMMEs Employed (Total) |
Value of SMME Work (Total) |
No. of Trainees |
No. of Courses |
Rand Value |
2015/2016 |
518 |
R 1 422 552 987 |
2 070 |
R 2 244 367 775 |
4 668* |
7 075 |
R 13 658 275 |
2016/2017 |
561 |
R 1 654 903 707 |
1 658 |
R 2 371 048 028 |
4 737* |
9 461 |
R 23 750 185 |
2017/2018 |
793 |
R 2 238 679 556 |
2 064 |
R 3 287 650 418 |
3 532* |
7 000 |
R 21 522 928 |
* Includes SMME owners, employees and labourers. |
The figures in this table are generated on 24/10/2018.
01 November 2018 - NW3034
Alberts, Mr ADW to ask the Minister of Transport
(1) Whether, with reference to his reply to question 2055 on 29 June 2018, it has been made public in the meantime that the municipal councils of Ventersdorp, Ethekwini, Tlokwe, Midvaal and all jurisdictions where Total Client Services Ltd (TLC) operates as service provider on behalf of the municipal authority, have ignored the appointment of an agent (a proxy) and issue fines and summons directly to the owners of motor vehicles, causing perplexing consequences; (2) whether he is taking steps against the authorities and the service provider on the strength of evidence that, in this regard, the National Road Traffic Act, Act 93 of 1996, is violated by them in the manner specified; if not, why not; if so, what are the relevant details; (3) whether the regulation that stipulates that a motor vehicle license has to be renewed within 21 days after it expires is still applicable and whether it has been amended in any way; if not, (a) whether any amendment is envisaged in future and (b) what are the full reasons for this; if so, what (i) is the new regulation and (ii) are the full reasons for the amendment?
Reply:
(1) The issuance of road traffic related fines directly to the owner of the motor vehicle is not in line with the provisions of section 341 of CPA read with the regulation 336 of the National Road Traffic Regulations, 2000. In most instances the relevant prosecutors withdraw the charges as the notice was not properly issued. The Department will engage with the Road Traffic Management Corporation to advise the authorities to issue fines in accordance with the prescripts of legislation.
(2) The matter has not been brought to the attention of the Department, however we will be engaging with the Road Traffic Management Corporation to ensure that such practice is discontinued.
(3) Yes, it is still applicable.
(a) The Department is not considering any proposed amendment of the regulation at this moment.
(b) Based on the reply provided in (a) above (i) and (ii) falls away.
01 November 2018 - NW2596
Nolutshungu, Ms N to ask the Minister of Transport
(1)Is the SA National Roads Agency Ltd (Sanral) receiving funding from the National Treasury for the N2 Wild Coast toll road; if so, what amount; (2) is Sanral borrowing funds for the N2 Wild Coast toll road; if so, (a) from whom, (b) what amount will be borrowed and (c) what will be the toll charged on the specified toll road?
Reply:
1. Yes, since 2011 the upgrading of the existing sections of the N2 Wild Coast project between East London and Port St Johns via Mthatha has been funded through SANRAL MTEF budget allocation. In the current SANRAL MTEF allocation an amount of R2.055 billion has been specifically earmarked for N2 Wild Coast project.
2. No, all the funding for the upgrading of existing portions of the route as well as the initial construction costs of the greenfield section are being funded from SANRAL MTEF budget allocation. As per the Hybrid funding model toll funding will only be utilised for future maintenance, operations and upgrading.
(a) No funds have been borrowed at present,
(b) The amount to be borrowed will be finalised as part of the public Intent to Toll process to be initiated within next 6 months,
(c) Toll charged will be determined as part of public Intent to Toll process to be initiated within next 6 months.
01 November 2018 - NW2957
Nolutshungu, Ms N to ask the Minister of Transport
(a) On what basis was the route for the N2 Wild Coast toll road selected, (b) what factors were taken into consideration when the selection was made, (c) were there any other alternative routes that were considered for the toll road and (d) what are the reasons that the alternative routes were not chosen?
Reply:
(a)The route was selected on the basis of a best-case scenario taking into consideration various combinations of factors that generally get analysed during the route determination process. This generally includes trade-offs, minimising impact, maximising benefits and avoiding certain risks.
(b) The factors included construction and operational costs, which are heavily influence by the terrain of the chosen alignment (i.e. shortest river crossings, avoiding steep gradients, etc), economic impacts (i.e. shortest most direct route to reduce user costs, etc), environmental impacts (avoiding environmental sensitive area or reducing impact to minimum, etc) and social impacts (i.e. number of people to be resettled, employment opportunities, etc).
(c)Numerous alternatives were investigated and considered during the initial scoping study. These were taken through a public participation process and were narrowed down to a total of 6 alternatives for the detailed Environmental Impact Assessment specialist studies, public participation process and associated reports. For more details on these alternatives please see the detailed reports on the SANRAL website (www.sanral.co.za) under Major Projects>>N2 Wild Coast Toll Road.
(d)The route finally given a positive Record of Decision by the Department of Environmental Affairs through the EIA process offered the best trade-off of all the competing factors and impacts between all the alternatives considered. The details are captured in the reports referenced above.
01 November 2018 - NW2958
Nolutshungu, Ms N to ask the Minister of Transport
(1)(a) Who are the (i) previous and (ii) current consultants for the N2 Wild Coast toll road, (b) what is the total value of each consulting contract and (c) on what date was each consulting contract signed; (2) (a) who are the (i) previous and (ii) current contractors for the N2 Wild Coast toll road, (b) what is the total value of each contract and (c) on what date was each contract signed? NW3270E
Reply:
1.(a) (i) The previous consultants forming part of the N2 Wild Coast Consortium comprised of Hawkins Hawkins Osborn, Stewart Scott International and Sauders and Wium. They were involved with the original N2 Wild Coast Toll Road PPP concept design and proposal. This was in the late nineties.
(ii) The 112km greenfield section of the N2 Wild Coast toll road has subsequently been divided into 9 packages for detailed design and construction. As with the Mtentu and Msikaba bridges, the consultant’s appointments for these packages were procured through an open tender process. The outcome of this process resulted in appointment of the consulting firms as per the table below. As can be seen, the two big bridges were awarded in 2003 while the rest were awarded from 2 years ago.
(b) Please see the award values in Table 1 below.
(c) Please see appointment date in Table 1 below.
Table 1
Contract Number |
Abbreviated Contract Name |
Consulting Firm |
Appointment Date |
Appointment Value (Incl VAT) |
N.002-190-2016/1F |
Ndwalane to Ntafufu |
V3 |
28 June 2018 |
R117 697 384.80 |
R.061-080-2013/3F |
Ntafufu to Bambisana Turn-off |
ERO |
04 May 2018 |
R105 158 756.22 |
N.002-200-2017/1F |
Bambisana Turn-off to Lingeni |
Naidu |
04 May 2018 |
R113 789 855.82 I |
N.002-200-2016/1F |
Lingeni to Msikaba Bridge |
Aurecon ROHM consortium |
24 April 2017 |
R107 199 500.00 |
N.002-200-2016/2F |
Msikaba Bridge |
HVA JV |
31 January 2003 |
R263 519 076.00 |
N.002-200-2016/3F |
Msikaba Bridge to Mtentu Bridge |
Knight Piesold |
24 April 2017 |
R 127 450 218.41 |
N.002-201-2016/1F |
Mtentu bridge |
HVA JV |
31 January 2003 |
R219 044 676.00 |
N.002-210-2016/1F |
Mtentu Bridge to Kulumbe |
KBK |
11 September 2018 |
R129 516 847.80 |
N.002-210-2016/2F |
Kulumbe to Mtamvuna River |
V3 |
04 May 2018 |
R137 790 696.48 |
Note: The above appointment values include provisional sums (i.e. site laboratory, site supervision costs, etc) in addition to consultant fees.
2 (a) (i) There were no previous contractors appointed for the N2 Wild Coast Toll Road greenfield portion.
(ii) On the 112km greenfield portion 6 conventional construction contracts and 5 community development contracts have been awarded for construction to date through an open tender process. The outcome of this process resulted in appointment of the main contractors as per the table below.
(b) Please see award values in Tables 2 and 3 below.
(c) Please see start date in Tables 2 and 3 below.
Table 2: Conventional Construction Projects
Contract Number |
Abbreviated Contract Name |
Main Contractor |
SMME |
Start Date |
Award Value (Incl VAT) |
N.002-200-2016/2S |
Msikaba Bridge construction haul road South |
Aveng Grinaker LTA |
41% TE target, 34 SMMEs contracted |
13 Oct 2016 |
R 30 223 552 |
N.002-200-2016/2N |
Msikaba Bridge construction haul road North |
Aveng Grinaker LTA |
41% TE target, 37 SMMEs contracted |
13 Oct 2016 |
R 32 318 648 |
N.002-201-2016/1S |
Mtentu bridge construction haul road South |
Aveng Grinaker LTA |
41% TE target, 50 SMMEs contracted |
13 Oct 2016 |
R 34 958 663 |
N.002-201-2016/1N |
Mtentu bridge construction haul road North |
Wasserman Teerwerke |
30% TE target, 11 SMMEs contracted |
14 Oct 2016 |
R 28 303 240 |
N.002-200-2016/2A |
Msikaba Bridge |
Concor Mota Engil Joint Venture |
30% TE target |
Still to be set |
R 1 902 243 750 |
N.002-201-2016/1 |
Mtentu bridge |
Aveng Strabag Joint Venture |
R100 mill TE target, 8 SMMEs contracted to date |
08 Jan 2018 |
R 1 634 138 996 |
Note: TE Target = % of project value that must go to Targeted Enterprises
Table 3: Community Development Projects
Contract Number |
Abbreviated Contract Name |
Training and mentorship provider |
SMMEs |
Start Date |
Award Value |
C.00-040-2016/1 |
Port St Johns: Ndwalane Community Access roads |
NKR Consulting Engineers |
10 local SMMEs |
18 Jul 2016 |
R 40 559 091 |
C.003-041-2016/1 |
Ingquza Hill: Lusikisiki Community Access Roads |
Mamlambo Construction |
11 local SMMEs |
18 Jul 2016 |
R 41 313 600 |
C.003-039-2016/1 |
Mbizana: Mzamba Community Access Roads |
ACS |
10 Local SMMEs |
18 Jul 2016 |
R 40 754 202 |
C.003-049-2017/1 |
Mbizana: Makwanteni Access Road |
ACS |
10 Local SMMEs |
15 Jan 2018 |
R 45 081 231 |
C.003-050-2017/1 |
Mbizana: Mahaha – Sigidi Access Road |
NKR |
10 Local SMMEs |
15 Jan 2018 |
R 45 214 143 |
Note: The above Community Development Projects specifically target the development of local SMMEs through a structure programme that includes the practical construction of access roads. This programme enables these local SMMEs to now be able to compete for SMME opportunities on the conventional SANRAL construction projects and elsewhere.
24 October 2018 - NW2670
Hunsinger, Dr CH to ask the Minister of Transport
(a) What are the relevant details of the staff vacancies in (i) his department and (ii) the entities reporting to him, (b) why have the vacancies not been filled in each case, (c) when will the vacancies be filled in each case, (d) what deadlines have been set to fill the vacancies and (e) how are the functions that are supposed to be undertaken by the posts being fulfilled in the meantime?
Reply:
Department
a) What are the relevant details of the staff vacancies in (i) his department |
(b) why have the vacancies not been filled in each case |
(c) when will the vacancies be filled in each case |
(d) what deadlines have been set to fill the vacancies |
(e) how are the functions that are supposed to be undertaken by the posts being fulfilled in the meantime? |
OFFICE OF THE MINISTER |
||||
Administrative Secretary (Office Administration) |
Ministry to recommend suitable candidate |
Depends on instruction from Ministry |
N/A |
Work is shared among the existing employees in the Office |
OFFICE OF THE DEPUTY MINISTER |
||||
Private Secretary to the Deputy Minister |
Ministry to recommend suitable candidate |
Depends on instruction from Ministry |
N/A |
An official from the department was seconded to the DM’s Office to perform the functions of this post |
Deputy Director: Parliamentary & Media Liaison Services |
Ministry to recommend suitable candidate |
Depends on instruction from Ministry |
N/A |
Work is shared among the existing employees in the Office |
OFFICE OF THE DIRECTOR-GENERAL |
||||
Director-General: Transport |
Pending litigation |
Post will be filled once the matter regarding the former DG is finalized |
N/A |
Acting appointment |
Director: Support and Stakeholder Management (Cape Town) |
The post was advertised on 28 January 2018 |
Within 6 months |
Within 6 months |
The former incumbent is currently performing the functions of this post on a temporary basis |
Chief Director: Strategic Planning and Cluster Coordination |
The post was advertised on 28 January 2018 |
Within 6 months |
Within 6 months |
Director: Strategic Planning has been appointed to Act in the post |
Deputy Director: Performance Monitoring and Evaluation |
The post is not funded |
N/A |
N/A |
Work is shared among the existing employees in the section |
Chief Audit Executive Deputy Director: Internal Audit |
The post was advertised on 28 January 2018 |
Within 6 months |
Within 6 months |
Director: Internal Audit has been appointed to Act in the post |
Assistant Director: Internal Audit |
The post is not funded |
N/A |
N/A |
Work is shared among the existing employees in the section |
Performance Auditor |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Work is shared among the existing employees in the section |
Assistant Director: General Control |
The post is not funded |
|||
Office Administrator Grade I to the Director: Forensic Investigations |
The post is not funded |
N/A |
N/A |
Work is shared among the existing employees in the section |
Deputy Director: Forensics Investigations |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
The Assistant Director has been appointed to act in the post |
Assistant Director: Forensic Investigations |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Work is shared among the existing employees in the section |
Deputy Director-General: Governance Council |
There’s a review of the structure and the filling of the post is on hold |
Pending the finalization of the review process |
Pending the finalization of the review process |
Contract employment |
Deputy Director: Project Management |
The post is not funded |
N/A |
N/A |
There’s a review of the structure that this post falls under |
Director: Performance Management Coordination |
The post is not funded |
N/A |
N/A |
There’s a review of the structure that this post falls under |
Office Administrator Grade I to the D: Performance Management Coordination |
The post is not funded |
N/A |
N/A |
There’s a review of the structure that this post falls under |
Deputy Director: PEO Performance Management Coordination |
The post is not funded |
N/A |
N/A |
There’s a review of the structure that this post falls under |
Chief Director: Public Entity Oversight |
The post was advertised on 28 January 2018 |
Within 6 months |
Within 6 months |
The functions of this post are currently performed by Directors that are responsible for Public Entity Oversight in the Branches |
Office Administrator Grade II to the CD: Public Entity Oversight |
The will be filled once the CD post is filled |
Depends on the filling of CD: Public Entity Oversight |
Depends on the filling of CD: Public Entity Oversight |
N/A, since the CD: Public Entity Oversight is vacant |
Director: Project Portfolio Management |
The post is not funded |
N/A |
N/A |
There’s a review of the structure that this post falls under |
Office Administrator Grade I to the D: Project Portfolio Management |
The will be filled once the D post is filled |
N/A |
N/A |
There’s a review of the structure that this post falls under |
Deputy Director: Programme Monitoring |
The post is not funded |
N/A |
N/A |
There’s a review of the structure that this post falls under |
OFFICE OF THE CHIEF OPERATIONS OFFICER |
||||
Deputy Director-General: Corporate Services (Chief Operations Officer) (Awaiting formal approval from DPSA) |
The post was re-advertised on 2 September 2018 |
Within 6 months |
Within 6 months |
There’s an official appointed to Act in the post |
Office Administrator Grade III to the Chief Operations Officer |
The will be filled once the CD post is filled |
Depends on the filling of the post of Chief Operations Officer |
Depends on the filling of the post of Chief Operations Officer |
An Admin Officer was appointed to act in the post |
Chief Director: Human Resource Management & Development |
The post was advertised on 7 September 2018 |
Within 6 months |
Within 6 months |
The work is shared amongst other employees in the Chief Directorate |
Director: Human Resource Management & Administration |
The post was re-advertised 28 January 2018 |
Within 6 months |
Within 6 months |
Deputy Director appointed to act in the post |
Office Administrator Grade I to the D: Human Resource Management & Administration |
The will be filled once the D post is filled |
Depends on the filling of Director: HRM & A post |
Work is shared amongst employees in the section |
|
Deputy Director: Human Resource Planning & Strategy |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Functions are currently performed by the ASD: Recruitment & Selection |
Assistant Director: Human Resource Planning, & Strategy |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Functions are currently performed by the ASD: Recruitment & Selection |
Deputy Director: Human Resource Administration |
The post was advertised on 25 May 2018 |
Within 6 months |
Within 6 months |
Functions are currently performed by the ASD: HRA |
Deputy Director: Employee Relations |
The post was advertised on 11 May 2018 |
Within 6 months |
Within 6 months |
Functions are currently performed by the ASD: Employee Relations |
Director: Human Resource Development & Performance Management |
The post was re-advertised on the 11 August 2018 |
Within 6 months |
Within 6 months |
Deputy Director appointed to act in the post |
Administrative Assistant |
The post was advertised on 11 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Director: Organizational Development & Change Management |
The post was advertised 28 January 2018 |
Within 6 months |
Within 6 months |
Deputy Director appointed to act in the post |
Security Officer (x4) |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section and Private Security Company also provides the services |
Registry Clerk |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Messenger |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Administrative Assistant |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Payment Clerk |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Reproduction Assistant |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Office Administrator Grade I to the D: Bilateral Coordination |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Assistant Director: Multilateral Coordination |
The post was advertised on 09 February 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Senior Legal Administrative Officer (MR-6 OSD) |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Legal Administration Officer (MR 1 - 5 OSD) |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Senior Legal Administrative Officer (MR -6 OSD) |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Legal Administration Officer (MR 1 - 5 OSD) |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
ASD: Corporate Governance |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Director: Internal Communication |
The post was advertised on 26 January 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Director: Stakeholder Management |
The post was advertised on 25 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Deputy Director: Entity and Sector Relations |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: Campaigns & Events Management |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: Research and Content Development |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Assistant Director: Research and Content Development |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
OFFICE OF THE CHIEF FINANCIAL OFFICER |
||||
Deputy Director: Income and Expenditure |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Procurement Administrative Assistant (Assets) |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Systems Controller |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Sub System Controller |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Stores Assistant |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Senior Procurement Administrative Officer |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Procurement Administrative Assistant |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Senior Procurement Administrative Officer (Senior Bidding Officer) |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Senior Procurement Administrative Officer (Senior Bidding Officer) |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: Contract Management |
The post was advertised on 01 June 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Senior State Accountant |
The post was advertised on 01 June 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Senior State Accountant: Loss Control |
The post was advertised on 01 June 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Office Administrator Grade I to the D: Management Accounting and Budgeting |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: Budgeting |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Office Administrator Grade I to the D: Public Finance & Conditional Grants |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
BRANCH: INTEGRATED TRANSPORT PLANNING |
||||
Deputy Director-General: Integrated Transport Planning |
The post was re-advertised on 2 September 2018 |
Within 6 months |
Within 6 months |
Chief Director was appointed to act |
Office Administrator Grade III to the DDG: Integrated Transport Planning |
The post will be filled once the DDG post is filled |
Depends on the filling of DDG |
Depends on the filling of DDG |
An Office Admin was appointed to Act appointment |
Deputy Director: Project Management & Financial Administration |
The post is not funded |
N/A |
N/A |
The work is performed by the ASD: Project Management & Financial Admin |
Office Administrator Grade I to the D: Black Economic Empowerment |
The post is not funded |
N/A |
N/A |
|
Assistant Director: Black Economic Empowerment |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Assistant Director: Transport Statistics |
The post was advertised on 06 July 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Assistant Director: Logistics Infrastructure |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Office Administrator Grade I to the Director: Integrated Corridors |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Director: Corridor Performance & Information Platforms |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
BRANCH: RAIL TRANSPORT |
||||
Deputy Director-General: Rail Transport |
The post was re-advertised on 2 September 2018 |
Within 6 months |
Within 6 months |
Chief Director was appointed to act in the post |
Office Administrator Grade III to the DDG: Rail Transport |
The post will be filled once the DDG post is filled |
Filling of post depends on the filling of the post of DDG: Rail Transport |
Filling of post depends on the filling of the post of DDG: Rail Transport |
Office Administrator appointed to act in the post |
Assistant Director: Rail Economic Regulation |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Director: Rail Safety Regulation |
The post was advertised on 26 January 2018 |
Within 6 months |
Within 6 months |
Deputy Director was appointed to act in the post |
BRANCH: ROAD TRANSPORT |
||||
Administrative Officer |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Administrative Assistant |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Director: Public Entity Oversight |
The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized |
Depends on finalization of the PEO structure |
N/A |
Work is being shared amongst employees in the section |
Office Administrator Grade I to the D: Public Entity Oversight |
The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized |
N/A |
Work is being shared amongst employees in the section |
|
Deputy Director: Road Agency Oversight Performance |
The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized |
N/A |
Work is being shared amongst employees in the section |
|
Deputy Director: Road Agency Oversight Finance |
The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized |
N/A |
Work is being shared amongst employees in the section |
|
Assistant Director: Road Agency Oversight Performance |
The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized |
N/A |
Work is being shared amongst employees in the section |
|
Director: Public Entity Oversight (2) |
The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized |
N/A |
Work is being shared amongst employees in the section |
|
Office Administrator Grade I to the D: Public Entity Oversight (2) |
The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized |
N/A |
Work is being shared amongst employees in the section |
|
Deputy Director: Road Agency Oversight Performance |
The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized |
N/A |
Work is being shared amongst employees in the section |
|
Deputy Director: Road Agency Oversight Finance |
The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized |
N/A |
Work is being shared amongst employees in the section |
|
Assistant Director: Road Agency Oversight Performance |
The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized |
N/A |
Work is being shared amongst employees in the section |
|
Deputy Director: Legislation (X2) |
The posts were advertised on 11 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Assistant Director: Driving License Standards |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: Vehicle Testing |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Deputy Director: Manufactures, Importers & Builders (MIB) |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Assistant Director: Road Safety Special Projects |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Office Administrator Grade I to the D: Road Infrastructure Planning |
Waiting for nomination of Panel Members |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Deputy Director: Road Infrastructure Management |
The post was advertised on 25 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Assistant Director: Road Infrastructure Management (X2) |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Assistant Director: Overload Control and Intermodal Facilities |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Assistant Director: Non-Motorized Transport Industry Development |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Director: Road Funding & Economic Regulation |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Director: Road Transport Research, Policy, Standards & Guidelines |
The post is recently funded |
Within 12 months |
Within 12 months |
– to be advertised 23 September 2018 and closing date 03 October 2018 |
Deputy Director: Road Transport Research & Policy |
The post was advertised on 14 September 2018 |
Within 12 months |
Within 12 months |
Capturing applications |
Deputy Director: Road Delivery Programmes |
The post was advertised on 14 September 2018 |
Within 12 months |
Within 12 months |
Capturing applications |
Assistant Director: Road Infrastructure Standards |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: Road Infrastructure Safety Audits & Quality Assurance |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Assistant Director: Road Disaster Management & Environment |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Chief Director: Driving Licence Credit Card Trading Entity (DLCCTE) |
The post is not funded |
|||
Office Administrator Grade II to the CD: Driving Licence Credit Card |
The post will be filled once the CD is filled |
|||
Director: Entity Management (DLCCTE) |
The post is not funded |
|||
Deputy Director: IT Technology |
The post is not funded |
|||
Assistant Director: IT Technology |
The post is not funded |
|||
CFO: Driving Licence Credit Card Trading Entity |
The post is not funded |
|||
Office Administrator Grade I to the CFO: Driving Licence Credit Card Trading Entity |
The post will be filled once the D post is filled |
|||
Deputy Director: Expenditure (DLCC) |
The post is not funded |
|||
Deputy Director: Debt Management |
The post is not funded |
|||
Senior State Accountant: Debt Management |
The post is not funded |
|||
Director: Risk Management & Governance |
The post is not funded |
|||
BRANCH: CIVIL AVIATION |
||||
Deputy Director- General: Civil Aviation |
The post was re-advertised on 2 September 2018 |
Within 6 months |
Within 6 months |
Chief Director appointed to act in the post |
Office Administrator Grade III to the DDG: Civil Aviation |
The post will be filled once the DDG is filled |
Within 6 months |
Within 6 months |
Acting appointment |
Deputy Director: Aviation Agency Oversight Finance |
The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized |
N/A |
Work is being shared amongst employees in the section |
|
Deputy Director: Aviation Agency Oversight Performance |
The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized |
N/A |
Work is being shared amongst employees in the section |
|
Assistant Director: Aviation Agency Oversight |
The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized |
N/A |
Work is being shared amongst employees in the section |
|
Chief Director: Aviation Policy and Regulation |
The post was advertised 26 January 2018 |
Within 6 months |
Within 6 months |
Director is appointed to act in the post |
Office Administrator Grade II to the CD: Aviation Policy and Regulation |
The post will be filled once the CD is filled |
Within 6 months |
Within 6 months |
Acting appointment |
Deputy Director: International |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Acting appointment |
Director: Airports & Airspace |
The post was advertised on 25 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Director: Aviation Economic Analysis & Regulation |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: Economic Analysis and Forecasting |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Director: Aviation Industry Development & Freight Logistics |
The post was advertised on 11 May 2018 |
N/A |
N/A |
Work is being shared amongst employees in the section |
Chief Director: Aviation Safety, Security Environment & Search and Rescue |
The post was advertised 02 September 2018 |
Within 6months |
Within 6 months |
Director was appointed to act in the post |
Office Administrator Grade II to the CD: Aviation Safety, Security Environment & Search and Rescue |
The post will be filled once the CD is filled |
Within 6months |
Within 6 months |
An Office Administrator was appointed to act in the post |
Deputy Director: Aviation Security |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Capturing applications |
Deputy Director: Aviation Safety |
The post was advertised on 25 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Director: Aviation Environment & Climate Change |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: Aviation Environment & Climate Change |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
BRANCH: MARITIME TRANSPORT |
||||
Deputy Director-General: Maritime Transport |
The post was re-advertised on 2 September 2018 |
Within 6 months |
Within 6 months |
Chief Director appointed to act in the post |
Director: Maritime Policy Development and Legislation |
The post was advertised on 11 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Office Administrator Grade I to the D: Maritime Policy Development and Legislation |
The post will be filled once the D post if filled |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Deputy Director: Policy & Legislation Development |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Assistant Director: Policy & Legislation Development |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Deputy Director: Maritime Industry Development Strategies |
The post was advertised on 11 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Assistant Director: Maritime Industry Development Strategies |
The post was advertised 11 May 2018 |
Within 6 months |
Within 6 months |
- awaiting approval of nomination of Panel Members |
Director: Maritime Infrastructure Planning and Freight Logistics |
The post was advertised on 11 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Deputy Director: Maritime Infrastructure Planning |
The post was advertised on 11 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Assistant Director: Maritime Freight Logistics |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Director: Oceans Economic Development |
The post was advertised on 11 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Deputy Director: Oceans Economic Development |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Chief Director: Implementation, Monitoring & Evaluation |
The post was advertised on 11 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Assistant Director: Maritime Safety, Accident and Incident Investigation |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: Ship and Port Security |
The post was advertised on 14 September 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Director: Maritime Public Entity Oversight |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
BRANCH: PUBLIC TRANSPORT |
||||
Administrative Officer |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Messenger/Driver |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Director: National Public Transport Regulator Support |
The post was advertised 25 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Assistant Director: Institutional Support |
The post was advertised on 21 September 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
NPTR Helpdesk Officer (X3) |
The posts were were advertised on 25 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Processing and issuing Officer (X3) |
The posts were advertised on 25 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Administrative Assistant (NPTR Finance) |
The post was advertised on 25 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Registry Clerk |
The post was advertised on 25 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Assistant Director: Provincial Regulatory and Municipal Regulatory Entities |
The post was advertised on 21 September 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Office Administrator Grade I to the D: Transport Appeal Tribunal |
The post is recently funded |
Within 6 months |
Within 6 months |
An employee was seconded to perform the functions of this post |
Director: Contract and Subsidy Management |
The post was advertised on 11 May 2018 |
Within 6 months |
Within 6 months |
An employee was seconded to perform the functions of this post |
Office Administrator Grade I to the D: Contract and Subsidy Management |
The post will be filled once the D post is filled |
N/A |
N/A |
Work is being shared amongst employees in the section |
Director: Public Transport Stakeholder Management |
The post was advertised on 11 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Director: Rural Transport Implementation |
The post was advertised on 11 May 2018 |
Within 6 months |
Within 6 months |
Work is being shared amongst employees in the section |
Deputy Director: Rural Transport Strategies |
The post was advertised 26 January 2018 |
Within 6 months |
Within 6months |
Work is being shared amongst employees in the section |
Assistant Director: Rural Transport Strategies |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: Scholar Transport Monitoring & Review |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: PTO Grants |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: DORA Grants |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Assistant Director: Network Development 4 Cities |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
BRANCH: TRANSPORT INFORMATIONS SYSTYMS |
||||
Deputy Director-General: Transport Information Systems |
There’s a re-alignment of the structure in this Branch |
N/A |
N/A |
The functions of this post are performed by the Acting DDG: Integrated Transport Planning |
Office Administrator Grade III to the DDG: Transport Information Systems |
There’s a re-alignment of the structure in this Branch |
N/A |
N/A |
An Office Administrator was appointed to act in the post |
Project Administrator |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Chief Director: Business Information Systems |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Office Administrator Grade II to the CD: Business Information Systems |
The will be filled once the CD is filled |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: Systems Analysis/Programming |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: Applications Development |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Programmer |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
Office Administrator Grade II to the CD: IT Architecture |
The will be filled once the CD is filled |
N/A |
N/A |
Work is being shared amongst employees in the section |
Director: ICT Infrastructure |
The post was advertised on 15 June 2017 |
Within 6 months |
Within 6 months |
A Deputy Director was appointed to act in the post |
Office Administrator Grade I to the D: ICT Infrastructure |
The will be filled once the D is filled |
N/A |
N/A |
Work is being shared amongst employees in the section |
Deputy Director: Server Management |
The post is not funded |
N/A |
N/A |
Work is being shared amongst employees in the section |
(II) Entities
Airports Company South Africa SOC Limited (ACSA)
a) The vacancies currently in recruitment process, are mainly in operational areas, whilst the minority is Specialist and Management positions.
Vacant Positions |
Number of positions |
Operational |
216 |
Specialist & Management |
75 |
TOTAL |
291 |
b) The vacancies are attributable to staff turnover as well as prioritization decisions in the business and therefore filled as and when required. The Airports Company South Africa applies stringent measures to ensure efficiency when appointing staff with the capability to execute on the strategy. The business approaches resourcing by prioritizing critical business needs, therefore the recruitment in regulatory, compliance and other key operational positions is continuously considered as to ensure business needs are met.
c) Filling of vacancies is tracked on a continuous basis to avoid undue delays and challenges in the execution of business deliverables. The current vacancies are being filled and should be closed in November and December 2018 with latest start dates in January 2019.
d) Refer to (c) above.
e) During the recruitment process, the functions of a position are concluded in mainly two ways:
- They are either completed by a shift in the work responsibilities, amongst other positions in the same area/department, for an interim period; or
- In supervisory, management and leadership positions. A person is appointed to act in the capacity, noting an acting policy that regulates such situations.
Air Traffic Navigation Service SOC Limited (ATNS)
Occupational Levels |
Pheromones Grade |
Number of vacancies |
Top Management |
1 |
2 |
Senior Management |
2 -3 |
2 |
Professionally Qualified and Experienced Special |
5 - 6 |
15 |
Skilled Technical Workers Junior Managers |
7 - 8 |
31 |
Semi-Skilled and Discretionary Decision |
9- 12 |
28 |
Unskilled and Defined Decision Making |
13 - 17 |
6 |
Total |
94 |
a) (ii) ATNS staff vacancies
b) Vacancies are in various stages of the recruitment process, however delays in the finalization of vacancies can be attributed to various challenges, namely:
- current resourcing challenges in within the Human Capital Department,
- the procurement challenges in the outsourcing of the recruitment to external service providers/ agencies
- the candidates reject the offer of employment extended by ATNS
- candidates do not show up for scheduled interviews
c) the availability of hiring managers to participate in the recruitment process i.e. shortlisting, interviewing.Positions are in the various stages of recruitment, ranging from advertising, shortlisting, interview stage, offers extended to successful candidates and candidates serving their notice periods with current employer.
d) Each position is dealt with on its own merits in line with ATNS Recruitment Policy.
e) For critical positions and Acting is appointed in the interim. The acting employee must perform all the duties of the higher position. The acting appointment must be in writing and communicated. Payment of Acting Allowances will be motivated by the Line Executive, and approved by the Executive Human Capital, for all acting appointments below executive level. Acting for executive positions must be approved by the Chief Executive Officer.
South African Civil Aviation Authority (SACAA)
a) (i) N/A (ii) The South African Civil Aviation Authority currently has 46 vacant positions. During the Organizational Structure Review process which took place in 2015, the SACAA Board approved a staff complement of up to 553 positions from a staff complement of 506. The Board decided that these positions be increased gradually over a three-year period, which ends in the current financial year. (c) The deadline set for all vacancies to be filled is 31 March 2019. (d) The remaining vacancies are currently being filled and planned to be finalized by the end of the current financial year, i.e. 31 March 2019. (e) The functions of the vacant positions in each case are either performed by fixed-term contractors or the workload is spread amongst existing employees.
Cross-Border Road Transport Agency (C-BRTA)
(a) (ii) The Cross-Border Road Transport Agency (C-BRTA) has a total 72 vacancies envisaged to be filled over a period of three years from 2017/18FY to 2019/20FY. The prioritized and budgeted positions for 2018/19 FY are as follows:
OCCUPATIONAL LEVELS |
VACANCIES |
Professionally qualified/Specialist/Mid-Management |
15 |
Semi-skilled |
4 |
Senior Management |
3 |
Skilled Tech and Academically Qualified |
24 |
Top Management |
1 |
Grand Total |
47 |
b) The vacancies have not been filled because of budget prioritization and implementation of cost containment measures.
c) The vacancies identified and budgeted for in the 2018/19 financial year are in the process of recruitment.
d) It is aimed that the positions will be filled by the end of this financial year (31 March 2019).
e)_ The functions that are supposed to be undertaken by the vacant positions are currently being performed by the staff as additional responsibilities or in acting positions.
Road Accident Fund (RAF)
The (a) relevant details including TASK Level of the staff vacancies in the (ii) Road Accident Fund (RAF) are,
The (a) relevant details including TASK Level of the staff vacancies in the (ii) Road Accident Fund (RAF) are, |
(b) the reasons why the vacancies have not been filled in each case is, |
(c) the vacancies will be filled in each case on, |
(d) the deadlines that have been set to fill the vacancies are |
and (e) the functions that are supposed to be undertaken by the posts are being fulfilled in the meantime by: |
Administrative Assistant (T06) (12 positions) |
Delay is due to high number of CVs received, more than 5000 CVs received. Screening commenced. |
01 December 2018 |
31 March 2019 |
Suitably qualified employees that are appointed to act in vacant positions, to perform the necessary functions. The RAF’s Resourcing Policy provides that the relevant Executive is responsible for appointing employees to act in vacant positions up to TASK grade 20 and the CEO, for vacant positions above TASK grade 20. |
Archive Assistant (T06) |
Delay is due to high number of CVs received, more than 5000 CVs received. Screening commenced. |
01 December 2018 |
31 March 2019 |
|
Driver/Messenger (T06) |
Delay is due to high number of CVs received, more than 5000 CVs received. Screening commenced. |
01 December 2018 |
31 March 2019 |
|
Personal Assistant: Manager (T07) (4 positions) |
Delay is due to high number of CVs received, more than 3000 CVs received. Screening commenced. |
01 December 2018 |
31 March 2019 |
|
Junior Officer (T08) |
Recruitment process commenced |
01 November 2018 |
31 March 2019 |
|
Administrator: HC (T09) |
Job profile review, to be advertised |
01 November 2018 |
31 March 2019 |
|
Personal Assistant: Senior Manager (T09) |
It is a recent vacancy and it will be advertised upon the appointment of the Senior Manager Compliance |
01 February 2019 |
31 March 2019 |
|
Officer (T10) (34 positions) |
Recruitment process commenced |
01 January 2019 |
31 March 2019 |
|
Administrator: Claims Assurance (T10) (3 positions) |
Structural review |
01 December 2018 |
31 March 2019 |
|
Hospital Services Consultant (T10) (3 positions) |
Recruitment process commenced |
01 January 2019 |
31 March 2019 |
|
Financial Assistant (T10) (2 positions) |
Job profile review, to be advertised |
01 January 2019 |
31 March 2019 |
|
Customer Service Consultant (T10) |
Recruitment process commenced |
01 October 2018 |
31 March 2019 |
|
Executive Assistant (T10) |
Employee Transfer, position to be advertised |
31 March 2019 |
31 March 2019 |
|
Personal Assistant: General Manager (T10) |
Recruitment process commenced |
01 November 2018 |
31 March 2019 |
|
Service Desk Agent (T10) |
Recruitment process commenced |
01 November 2018 |
31 March 2019 |
|
ICT Security Administrator (T11) |
Recruitment process commenced |
01 January 2019 |
31 March 2019 |
|
Officer: OHS (T11) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
Senior Officer (T12) (5 positions) |
Recruitment process commenced |
01 November 2018 |
31 March 2019 |
|
Senior Officer: Hospital Case Management (T12) (5 positions) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
Senior Officer: Field Case Management (T12) (4 positions) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
Forensics Investigator (T12) (3 positions) |
Departmental structure review |
01 December 2018 |
31 March 2019 |
|
Business Information Analyst (T12) |
Recruitment process commenced |
01 October 2018 |
31 March 2019 |
|
Internal Auditor (T12) |
Request for lateral transfer being considered |
01 November 2018 |
31 March 2019 |
|
Senior Customer Service Consultant (T12) |
Recruitment process commenced |
01 November 2018 |
31 March 2019 |
|
Senior Officer: PAIA (T12) |
Recruitment process commenced |
01 November 2018 |
31 March 2019 |
|
Senior Officer: Stakeholder Relations (T12) |
Departmental structure review |
01 December 2018 |
31 March 2019 |
|
Team Lead (T13) (3 positions) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
Senior Policy Officer (T13) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
Specialist: ICT Security (T13) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
SAP Basis Administrator (T14) |
Recruitment underway, lack of adequate pool of applicants |
01 December 2018 |
31 March 2019 |
|
Senior Forensics Investigator (T14) |
Departmental structure review |
01 December 2018 |
31 March 2019 |
|
Senior Practitioner: HC (T14) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
Senior Risk Officer (T14) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
Specialist: Governance and Reporting (T14) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
Webmaster (T14) |
Recommended candidate accepted an offer |
01 October 2018 |
31 March 2019 |
|
Senior Legal Advisor (T15) (10 positions) |
Departmental structure review |
|
||
Business Analyst (T15) |
Recruitment process commenced |
01 October 2018 |
31 March 2019 |
|
Citrix Technical Specialist (T15) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
ICT Lead Database Administrator (T15) |
Lack of candidates with specialized skills, recruitment underway |
01 November 2018 |
31 March 2019 |
|
Manager: Marketing (T15) |
Recruitment process commenced |
01 November 2018 |
31 March 2019 |
|
Specialist: Identity & Access Management (T15) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
Data Architect (T16) |
Lack of candidates with specialized skills |
01 January 2019 |
31 March 2019 |
|
Enterprise Architect (T16) |
Lack of candidates with specialized skills |
01 January 2019 |
31 March 2019 |
|
Manager: Claims Assurance (T16) |
Departmental structure review |
|
||
Manager: Legal Advice (T16) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
Manager: Mobile Enterprise Applications (T16) |
Lack of candidates with specialized skills |
01 January 2019 |
31 March 2019 |
|
Manager: Regional Finance (T16) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
Senior Project Manager (T16) |
Recruitment process commenced |
01 January 2019 |
31 March 2019 |
|
Solutions Architect (T16) |
Lack of candidates with specialized skills |
01 January 2019 |
31 March 2019 |
|
Senior Manager: Delivery Excellence (T17) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
Senior Manager: Compliance (T18) |
Recruitment process underway, job profile review |
01 January 2019 |
31 March 2019 |
|
Senior Manager: Employee Relations (T18) |
Lack of candidates with specialized skills |
01 December 2018 |
31 March 2019 |
|
General Manager: Corporate Legal Services (T20) |
Recruitment process commenced |
01 December 2018 |
31 March 2019 |
|
General Manager: Marketing Services (T20) |
Lack of candidates with specialized skills |
01 January 2019 |
31 March 2019 |
|
GM: ICT Operations (T20) |
Recruitment process underway |
01 November 2018 |
31 March 2019 |
|
Chief Executive Officer (T25) |
Recruitment underway, position re-advertised |
01 April 2019 |
31 March 2019 |
Road Traffic Management Corporation (RTMC)
- the relevant details of the staff vacancies in Road Traffic Management Corporation (RTMC)
Position |
Qty |
Traffic Officer |
40 |
Head: Contract Management |
1 |
Chief Risk and Internal Audit Officer |
1 |
Executive Assistant: Group Executive Traffic Law Enforcement & Road Safety |
1 |
Assistant: Company Secretary |
1 |
Group Executive: Corporate Services |
1 |
Personal Assistant: Chief Financial Officer |
1 |
Senior Specialist: User Interface development |
1 |
Senior Specialist: Software Development |
1 |
Specialist: Software Development |
6 |
Specialist: Business Analysis |
4 |
Specialist: Systems Analysis |
4 |
Database Administrators |
2 |
Senior Specialist: Software Training |
2 |
Specialist: Software Training |
1 |
Senior Technical: Support Technician |
2 |
Specialist: First Line Support Technician |
1 |
Senior User Support analyst |
1 |
71 |
(b) The filling of vacancies is determined based on strategic objectives of the Corporation available funds and order of priority. It is further worth noting that some of the vacancies are because of a pending labour appeal court case emanating from the taking over of eNatis system.
(c) The vacant and funded positions will be filled as follows:
ACTIVATED POSITION |
||
Position |
Qty |
Status |
Traffic Officer |
40 |
Interview stage |
Head: Contract Management |
1 |
Position on Hold |
Chief Risk and Internal Audit Officer |
1 |
Position advertised, Shortlisting process underway. |
Executive Assistant: Group Executive Traffic Law Enforcement & Road Safety |
1 |
Position advertised, Shortlisting process underway. |
Assistant: Company Secretary |
1 |
Position advertised, Shortlisting process underway. |
Group Executive: Corporate Services |
1 |
Position advertised, Shortlisting process underway. |
Personal Assistant: Chief Financial Officer |
1 |
Position advertised, Shortlisting process underway. |
Senior Specialist: User Interface development |
1 |
Submission approved 30 August 2018, HC preparing for advertisement |
Senior Specialist: Software Development |
1 |
Submission approved 30 August 2018, HC preparing for advertisement |
Specialist: Software Development |
6 |
Submission approved 30 August 2018, HC preparing for advertisement |
Specialist: Business Analysis |
4 |
Submission approved 30 August 2018, HC preparing for advertisement |
Specialst: Systems Analysis |
4 |
Submission approved 30 August 2018, HC preparing for advertisement |
Database Administrators |
2 |
Submission approved 30 August 2018, HC preparing for advertisement |
Senior Specialist: Software Training |
2 |
Submission approved 30 August 2018, HC preparing for advertisement |
Specialist: Software Training |
1 |
Submission approved 30 August 2018, HC preparing for advertisement |
Senior Technical: Support Technician |
2 |
Submission approved 30 August 2018, HC preparing for advertisement |
Specialist: First Line support Technician |
1 |
Submission approved 30 August 2018, HC preparing for advertisement |
Senior User Support analyst |
1 |
Submission approved 30 August 2018, HC preparing for advertisement |
71 |
(d) The deadline to fill the vacant and funded positions is January 2019.
(e) Employees are appointed to act in positions which have been identified as critical to ensure that the work that would have been performed by those employees continues. Where the positions are vacant but not critical, employees within the units are alternatively utilised through job enrichment and or enlargement to perform such functions as part of employee career development
Road Traffic Infringement Agency (RTIA).
- Currently, there are no vacancies within the Road Traffic Infringement Agency (RTIA). The Agency has a newly approved organizational structure that is yet to be implemented.
- N/A.
- N/A
- N/A
- N/A, however the existing staff compliments performance functions as dictated by the operations of the Agency.
South African National Roads Agency Limited (SANRAL)
(a) South African National Roads Agency Limited (SANRAL) approved 36 new vacancies for the 2018/19 Financial year. Of this number, 16 vacancies have already been filled and 20 are still outstanding. There are additional 12 vacancies because of resignations and retirements. This brings the total vacancies to 32.
(b) The vacancies are currently being filled as part of the recruitment plan for the 2018/19 financial year.
(c) The outstanding vacancies are planned to be filled during the period of October 2018 to March 2019.
(d) All vacancies must be filled by the end of the financial year, 31 March 2019.
(e) For the vacancies that resulted from resignations, selected staff have been assigned responsibilities for the work that is required to be done while recruitment is underway. The rest of the vacancies are new and intended to increase capacity within SANRAL in line with the new Horizon 2030 strategy.
Ports Regulator of South Africa (PRSA)
Position Vacant (ii) |
|
(c) Timing for appointment |
|
(e) |
Executive Manager: Legal |
Recruitment process in progress |
Before end of October 2018 |
October 2018 |
Manager Legal is acting on this position |
Company Secretary |
Interviews held on 06/09/2018 |
Appointment made |
September 2018 |
Manager Legal is acting on this position |
Specialist: Tribunal and Compliance |
First appointment process did not find suitable candidate, second round in progress |
Interviews to be held in October 2018 |
October 2018 |
Intern is fulfilling the responsibilities of the position |
South African Maritime Safety Authority (SAMSA)
SAMSA is currently without a Chief Executive Officer (CEO), in terms of the SAMSA Act (as amended), The Board will make a recommendation on the appointment to the Shareholder Minister, the latter will direct the process forward and appoint. A recommendation was made in December 2016, we are still waiting for a way forward on the matter. Currently the Chief Operations Officer (COO) is the caretaker till the appointment is made.
Passenger Rail Agency of South Africa (PRASA):
- The vacancies that are addressed in this response are those of key executive positions:
- Group Chief Executive Officer (there is currently a GCEO appointed for a year)
- Group Chief Financial Officer
- Group Executive: Human Capital Management
- Group Chief Procurement Officer
- Chief Executive Officer: PRASA Rail
a) Executive appointments are the responsibility of the Board, the Board has undertaken a process with the Supply Chain Management function to source recruitment agencies that will assist with these appointments.
b) A date of appointment will be communicated once the Supply Chain Management process has been finalized.
c) The Board is treating the vacancies with urgency.
d) All the vacant executive positions are currently fulfilled by employees who are appointed in an acting capacity.
Railway Safety Regulator (RSR):
(a) |
(b) |
(c) |
(d) |
(e) |
Details of staff vacancies |
Reason for vacancy not filled |
When will vacancy be filled? |
Deadlines set to fill vacancy |
How are functions being fulfilled? |
Manager Risk Management x1 |
The Railway Safety Regulator has embarked on an organisational structure review exercise in line with its Financial Recovery Plan. In lieu of such review, a moratorium has been placed on all recruitment. All vacancies will be advertised internally upon completion of a skills audit, and only if no requisite skills are available within the RSR, will external appointments be considered. |
31/03/2019 |
01/04/2019 |
Distribution of functions between other staff members |
Administrator Permit Fee x2 |
31/03/2019 |
01/04/2019 |
Distribution of functions between other staff members |
|
Specialist Level Crossing |
31/03/2019 |
01/04/2019 |
Distribution of functions between other staff members |
|
Administrative Officer x 4 |
31/03/2019 |
01/04/2019 |
Distribution of functions between other staff members |
|
Chief Operations Officer |
31/03/2019 |
01/04/2019 |
Acting COO appointed |
|
Safety Analyst |
31/03/2019 |
01/04/2019 |
Distribution of functions between other staff members |
|
Manager: Travel Management |
31/03/2019 |
01/04/2019 |
Distribution of functions between other staff members |
|
Regional Manager KZN |
31/03/2019 |
01/04/2019 |
Acting Regional Manager appointed |
|
Senior Manager: Supply Chain |
31/03/2019 |
01/04/2019 |
Distribution of functions between other staff members |
|
Specialist Dangerous Goods |
31/03/2019 |
01/04/2019 |
Distribution of functions between other staff members |
23 October 2018 - NW2804
De Freitas, Mr MS to ask the Minister of Transport
With reference to injuries that were sustained (a) at railway stations and/or (b) on trains (i) in the past three financial years and (ii) since 1 April 2018, (aa) what number of injuries were sustained in each month, (bb) what were the reasons for the injuries in each case, (cc) how was each victim injured, (dd) where were the injuries sustained in each month, (ee) what steps has his department taken to reduce injuries at railway stations and on trains, (ff) how has each victim been compensated and (gg) what are the costs involved in each case?
Reply:
(a), (b) (i) & (ii) (aa) & (bb) See detail attached.
Reasons for Injuries are provided in terms of the categories of the Rail Safety Regulator.
Description of SANS 3000 -1 Categories |
|
A |
Collisions |
B |
Derailment |
C |
Train pass signal at danger without the necessary authority (SPAD) |
D |
Level crossing |
E |
Struck by train |
F |
Fell from the train in the section |
G |
Travelling outside the designated area of the train (staff rididng, surfing, travelling between train coaches, hanging outside the train, |
H |
Fell from stationary or moving train onto the platform |
I |
Infrastructure related incidents (fell in the manhole, slippery floor, ) |
J |
Electrocutions |
L |
Operational train fires (HT explosions) |
Hard coupling by MLPS trains. |
(cc) The information on how each victim sustained injuries are volumes and extends over 7000 records. These records are available at PRASA for observation.
(dd) See detail attached.
(ee) Steps taken
Actions PRASA is taking to reduce the injuries at railway stations:
- Ongoing Safety Awareness Campaigns conducted at Stations and at high incident Level Crossings.
- Elimination of illegal crossings in the Rail environment mainly through fencing, including walling of the operational tunnel in the long term.
- Acceleration of the Fencing Programme is an area where PRASA is focusing on in terms of reduction of fatalities as well as improved security that will enable better train performance.
- Elimination of high risk level crossings in the medium to long term. Speed restrictions -enforcement of speed restriction on platforms.
- Provision of staff at high risk locations, specifically to watch for people loitering in the Operational areas.
- Speed restrictions - enforcement of speed restriction on platforms and in the operational tunnel.
Actions PRASA is taking to reduce the injuries on trains:
- Train Service Performance improvement to reduce overcrowding and the need to rush for a train.
- Introduction of new trains with open walkthrough between coaches - no doors between coaches.
- Redesign/rebuild Platform (Platform Alignment). For example, three Platforms on the Pienaarspoort Corridor in Gauteng aligned with the new train set height.
- Improve surfaces on platforms and footbridges through the station modernisation, station upgrades, station improvement and footbridge projects.
- Staff Training in Crowd Control Procedures.
- Return coaches to service to improve availability of train sets and reduce overcrowding.
- CCTV Cameras/Monitoring on Stations.
- Platform Marshalls and Safety Patrollers deployed in high capacity corridors and stations.
- Introduce replacement of door mechanism (design options) during routine maintenance of train sets.
- Improve Inspection, Testing and Maintenance regimes for doors prior to train release - Daily Train Inspections conducted by Train Crew and Technicians.
(ff) Compensation of injured in the PRASA environment is based on a claim submitted against the insurers. Claims can be submitted years after an incident and compensation are not directly linked to injuries in a specific year. See detail attached
Note for those incidents that are not as result of a major incident where there is a R0 value reflected, PRASA is still litigating on the merits and quantum that’s to be paid to the plaintiff. The files for the various major incidents over the past three years are also attached.
(gg) See detail attached.
22 October 2018 - NW2809
Hunsinger, Dr CH to ask the Minister of Transport
With reference to his reply to question 1040 on 4 May 2018 pertaining to the Rail Safety Regulator Level Crossing Technical Committees, (a) when was the specified committee established, (b) what were the reasons for the delays in establishing this Committee, (c) what provincial restructuring was taking place that delayed the establishment of the Committee, (d) who sits on the committee and (e) how were they elected in each case?
Reply:
a) The Committee has not been established.
b) The RSR has been invited to become a member of the Free State Provincial Transport Planning Forum, which is currently being established. This Forum focuses on transport related issues. Issues pertaining to level crossing can be addressed at this Forum.
c) Delays were because of the provincial department restructuring where officials were moved between sections.
d) The members of the Forum comprise of representatives from the Free State Department of Police, Roads and Transport, transport related SOE’s and municipalities
e) Members are elected by their respective organisations.
22 October 2018 - NW2811
Brauteseth, Mr TJ to ask the Minister of Transport
(a) Who are the persons in his department and entities reporting to him who had remuneration monies incorrectly paid to them (i) in the past three financial years and (ii) since 1 April 2018, (b)(i) what amount has been over-paid to each person and (ii) over what period was each amount paid, (c) what amount (i) was paid back and (ii) is still owed, (d) what payment arrangements have been made in each case, (e) under what conditions in each case, (f) what interest has been charged in each case and (g) how was the interest calculated in each case?
Reply:
Department
i. 2015/2016, 2016/2017 and 2017/2018:
Name (a) |
Amount Overpaid (b)(i) |
Period (b)(ii) |
Amount Repaid (c)(i) |
Amount Outstanding (c)(ii) |
Payment Arrangement (d) |
Conditions (e) |
Interest Charged (f) |
Interest Calculation (g) |
DOT EMPLOYEE 1 |
16,867.74 |
2015/04/01 |
16,867.74 |
0.00 |
SALARY DEDUCTION |
R 1,405.65 p/m |
0.00 |
N/A |
DOT EMPLOYEE 2 |
24,863.16 |
2015/04/01 |
24,863.16 |
0.00 |
SALARY DEDUCTION |
R 6,215.79 p/m |
0.00 |
N/A |
DOT EMPLOYEE 3 |
24,863.16 |
2015/04/01 |
20,719.30 |
4,143.86 |
SALARY DEDUCTION |
R 2,071.93 p/m |
0.00 |
N/A |
DOT EMPLOYEE 4 |
1,885.46 |
2016/02/29 |
1,885.46 |
0.00 |
SALARY DEDUCTION |
Once off |
0.00 |
N/A |
DOT EMPLOYEE 5 |
9,000.00 |
2016/03/16 |
9,000.00 |
0.00 |
SALARY DEDUCTION |
R 337.50 p/m |
0.00 |
N/A |
DOT EMPLOYEE 6 |
6,300.00 |
2016/03/16 |
6,300.00 |
0.00 |
SALARY DEDUCTION |
R 262.50 p/m |
0.00 |
N/A |
DOT EMPLOYEE 7 |
7,200.00 |
2016/03/16 |
7,200.00 |
0.00 |
SALARY DEDUCTION |
R 337.50 p/m |
0.00 |
N/A |
DOT EMPLOYEE 8 |
6,300.00 |
2016/03/16 |
6,300.00 |
0.00 |
SALARY DEDUCTION |
Once off |
0.00 |
N/A |
DOT EMPLOYEE 9 |
8,100.00 |
2016/03/16 |
8,100.00 |
0.00 |
SALARY DEDUCTION |
R 337.50 p/m |
0.00 |
N/A |
DOT EMPLOYEE 10 |
6,878.75 |
2016/04/01 |
6,878.75 |
0.00 |
SALARY DEDUCTION |
R 1,000 p/m |
0.00 |
N/A |
DOT EMPLOYEE 11 |
17,491.95 |
2017/09/28 |
17,491.95 |
0.00 |
SALARY DEDUCTION |
R 1,000 p/m |
0.00 |
N/A |
ii. 1 April 2018 to 31 August 2018:
No salary overpayments occurred in this period.
Airports Company South Africa SOC Limited (ACSA)
(a) None of the employees have been paid incorrectly.
i) None of the employees have been paid incorrectly for the past three financial years
ii) No incorrect payment has been made since 1 April 2018.
(b)(i) No over payment has been made since 1 April 2018
ii) No over payment has been made since 1 April 2018,
(c)(i) No back payment (retrospective payment) has been made since 1 April 2018 and
ii) No amount is due to the Company.
(d) No arrangement is made, because no amount is due to the Company
(e) No conditions, because nothing is due to the Company
(f) No interest charged, because nothing is due to the Company
(g) No interest calculated, because no amount is due to the Company
Air Traffic and Navigation Services SOC Limited (ATNS)
2015_2016
Employee |
Reason |
Total Recovered |
TOTAL OWED |
BALANCE |
REPAYMENT PERIOD |
1 |
Global Allowance incorrectly paid |
-13976.04 |
13976.04 |
0 |
5 Months |
2 |
Dismissal after payroll closed |
-8843.8 |
8843.8 |
0 |
Once off |
3 |
Dismissal after payroll closed |
-10094.8 |
10094.8 |
0 |
Once off |
4 |
Incorrect Ex-gratia payment paid |
-23460.35 |
23460.35 |
0 |
8 Months |
5 |
Dismissal after payroll closed |
-4989.17 |
4989.17 |
0 |
Once off |
6 |
Late notification of unpaid maternity leave |
-13365.72 |
13365.72 |
0 |
7 Months |
7 |
Paid after contract had expired |
-79387.66 |
73344.5 |
0 |
Once off |
2016_2017
Employee |
Reason |
TOTAL RECOVERED |
TOTAL OWED |
BALANCE |
REPAYMENT PERIOD |
1 |
Global Allowance incorrectly paid |
-9317.36 |
9317.36 |
0 |
2 Months |
2 |
Global Allowance incorrectly paid |
-7562.49 |
7562.49 |
0 |
Once off |
2017_2018
Employee |
Reason |
TOTAL RECOVERED |
TOTAL OWED |
BALANCE |
REPAYMENT PERIOD |
1 |
Dismissal after payroll closed |
-2970.91 |
2970.91 |
0 |
Once off |
2 |
Dismissal after payroll closed |
-4173.69 |
4173.69 |
0 |
Once off |
2018_2019
Employee |
Reason |
TOTAL RECOVERED |
TOTAL OWED |
BALANCE |
REPAYMENT PERIOD |
1 |
Resigned after payroll closed |
-963.31 |
963.31 |
0 |
Once off |
2 |
Paid after contract expired |
-58333.33 |
58333.33 |
0 |
Once off |
3 |
Paid unpaid maternity |
-3000.00 |
12500 |
9500 |
4 Months |
No interest was charged in all the cases.
South African Civil Aviation Authority (SACAA)
(a)(i) in the past three financial years: One namely: Esther Strydom : She retired in August 2017 a month before full payments of 13th cheque savings in September 2017 instead of one month less.
(ii) And since 1 April 2018: None
(b)(i) Amount has been over-paid to each person is R 4,229.
(ii) In August 2017 as part of the 13th cheque savings payment. The 13th cheque was paid in full i.e. 12 months instead of 11 months.
(c)(i) Paid back in full – R4,229.32
(ii) None
(d) None in this case
(e) None in this case
(f) None in this case
(g) None in this case
Cross-Border Road Transport Agency (CBRT)
a) The Cross-Border Road Transport Agency incorrectly paid Mr. Ronnie Mokhari in (i) May 2016 and (ii) No employees were incorrectly paid since 1 April 2018.
b) (i) An amount of R20, 255.76 was over-paid to the above-mentioned employee.
(ii) The amount was paid once, in May 2016.
c) (i) The total amount of R20, 255.76 was paid back to the Agency by the employee.
(ii) No amount is still owed by the employee to the Agency.
d) The Agency entered into an acknowledgement of debt agreement with the employee.
e) A once-off amount of R11, 900.00 was paid back in May 2016 and the balance of R8, 355.76 was spread over six (6) months as shown below:
May 2016 |
June 2016 |
July 2016 |
Aug 2016 |
Sep 2016 |
Oct 2016 |
Nov 2016 |
Total |
R11,900.00 |
R1,338.94 |
R1,338.94 |
R1,338.94 |
R1,338.94 |
R1,338.94 |
R1,661.06 |
R20,255.76 |
f) No interest was charged for the aforesaid amount.
g) Not Applicable
Road Accident Fund (RAF)
a) The following persons (names and surnames redacted in compliance with the Promotion of Access to Information Act, No. 2 of 2000) in the Road Accident Fund (RAF) had remuneration monies incorrectly paid to them:
(i) in the past three financial years |
(b)(i) the amount overpaid to each person was: |
and (ii) the amounts were paid over the following periods: |
the following amounts (c)(i) were paid back: |
and (ii) are still owed: |
(d) the following payment arrangements have been made in each case: |
(e) under the following conditions in each case: |
(f) the following interest was charged in each case: |
and (g) interest was calculated as follows in each case: |
Employee 1 |
R1 646.51 |
1July 2016 |
R1 646.51 |
R0.00 |
the employee agreed to a deduction from his or her salary in respect of the overpayment in terms of the RAF’s Debtors Management Policy |
the employee agreed to re-pay the overpayment over a period of 9 months |
the RAF did not levy interest in respect of overpayments to employees in terms of the RAF’s Debtors Management Policy. Clause 8.8 (iii) of the RAF’s Debtors Management Policy. provides that no interest will be levied on staff debt |
not applicable |
Employee 2 |
R806.60 |
1July 2016 |
R806.60 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 4 months |
|||
Employee 3 |
R1 950.14 |
1July 2016 |
R1 950.14 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 4 months |
|||
Employee 4 |
R5 736.64 |
1July 2016 |
R5 736.64 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 5 |
R3 117.25 |
1July 2016 |
R3 117.25 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 4 months |
|||
Employee 6 |
R3 866.67 |
1July 2016 |
R3 866.67 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 2 months |
|||
Employee 7 |
R6 451.83 |
1July 2016 |
R6 451.83 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 12 months |
|||
Employee 8 |
R2 089.63 |
1July 2016 |
R2 089.63 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 6 months |
|||
Employee 9 |
R2 422.13 |
1July 2016 |
R2 422.13 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 5 months |
|||
Employee 10 |
R1 368.89 |
1July 2016 |
R1 368.89 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 4 months |
|||
Employee 11 |
R8 955.28 |
1July 2016 |
R8 955.28 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 13 months |
|||
Employee 12 |
R3 594.08 |
1July 2016 |
R3 594.08 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 13 |
R199.10 |
1July 2016 |
R199.10 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 14 |
R1 413.00 |
1July 2016 |
R1 413.00 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 3 months |
|||
Employee 15 |
R459.61 |
1July 2016 |
R459.61 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 2 months |
|||
Employee 16 |
R2 354.72 |
1July 2016 |
R2 354.72 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 17 |
R3 475.65 |
1July 2016 |
R3 475.65 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 7 months |
|||
Employee 18 |
R2 555.78 |
1July 2016 |
R2 555.78 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 6 months |
|||
Employee 19 |
R5 416.74 |
1July 2016 |
R5 416.74 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 6 months |
|||
Employee 20 |
R1 163.53 |
1July 2016 |
R1 163.53 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 2 months |
|||
Employee 21 |
R1 075.74 |
1July 2016 |
R1 075.74 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 3 months |
|||
Employee 22 |
R1 365.22 |
1July 2016 |
R1 365.22 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 23 |
R927.43 |
1July 2016 |
R927.43 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 24 |
R9 075.88 |
1July 2016 |
R9 075.88 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 25 |
R1 689.76 |
1July 2016 |
R1 689.76 |
R0.00 |
the employee agreed to re-pay the overpayment over a period of 2 months |
|||
Employee 26 |
R8 455.59 |
1July 2016 |
R8 455.59 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 27 |
R3 934.92 |
1July 2016 |
R3 250.00 |
R684.92 |
the employee agreed to re-pay the overpayment over a period of 16 months |
|||
Employee 28 |
R2 998.01 |
1July 2016 |
R1 750.00 |
R1 248.01 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 29 |
R2 610.03 |
1July 2016 |
R1 305.00 |
R1 305.03 |
the employee agreed to re-pay the overpayment over a period of 23 months |
|||
Employee 30 |
R4 842.01 |
1July 2016 |
R3 500.00 |
R1 342.01 |
the employee agreed to re-pay the overpayment over a period of 18 months |
|||
Employee 31 |
R3 213.89 |
1July 2016 |
R1 740.96 |
R1 472.93 |
the employee agreed to re-pay the overpayment over a period of 25 months |
|||
Employee 32 |
R3 886.91 |
1July 2016 |
R2 270.22 |
R1 616.69 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 33 |
R3 954.58 |
1July 2016 |
R2 142.01 |
R1 812.57 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 34 |
R4 256.45 |
1July 2016 |
R2 339.34 |
R1 917.11 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 35 |
R4 521.44 |
1July 2016 |
R2 449.20 |
R2 072.24 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 36 |
R5 134.68 |
1July 2016 |
R2 995.16 |
R2 139.52 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 37 |
R5 646.83 |
on 1July 2016 |
R3 500.00 |
R2 146.83 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 38 |
R5 013.29 |
on 1July 2016 |
R2 800.00 |
R2 213.29 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 39 |
R6 436.19 |
1July 2016 |
R4 200.00 |
R2 236.19 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 40 |
R11 035.74 |
1July 2016 |
R8 252.94 |
R2 782.80 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 41 |
R6 724.45 |
1July 2016 |
R3 922.66 |
R2 801.79 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 42 |
R7 395.31 |
1July 2016 |
R4 005.82 |
R3 389.49 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 43 |
R7 428.98 |
1July 2016 |
R4 024.15 |
R3 404.83 |
the employee agreed to re-pay the overpayment over a period of 25 months |
|||
Employee 44 |
R7 951.16 |
1July 2016 |
R4 306.90 |
R3 644.26 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 45 |
R10 959.68 |
on 1July 2016 |
R7 000.00 |
R3 959.68 |
the employee agreed to re-pay the overpayment over a period of 21 months |
|||
Employee 46 |
R6 035.72 |
on 1July 2016 |
R1 447.18 |
R4 588.54 |
the employee agreed to re-pay the overpayment over a period of 11 months |
|||
Employee 47 |
R11 019.98 |
on 1July 2016 |
R5 969.21 |
R5 050.77 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
Employee 48 |
R11 087.24 |
on 1July 2016 |
R4 328.73 |
R6 758.51 |
the employee agreed to re-pay the overpayment over a period of 26 months |
|||
Employee 49 |
R2 237.50 |
1July 2016 |
R0.00 |
R2 237.50 |
no payment arrangement was entered into with the employee as the employee resigned while owing the debt and the debt recovery process was initiated in accordance with the RAF’s Debtors Management Policy |
the employee resigned without agreeing to payment terms |
||
Employee 50 |
R15 266.65 |
1July 2016 |
R0.00 |
R15 266.65 |
no payment arrangement was entered into with the employee as the employee resigned while owing the debt and the debt recovery process was initiated in accordance with the RAF’s Debtors Management Policy |
the employee resigned without agreeing to payment terms |
||
Employee 51 |
R6 000.00 |
25 Sep 2016 |
R0.00 |
R6 000.0 |
the employee agreed to a deduction from his or her salary in respect of the overpayment, the agreement was made in terms of the RAF’s Debtors Management Policy |
the employee agreed to re-pay the overpayment in one instalment |
||
Employee 52 |
R1 914.76 |
24 Sep 2017 |
R1 914.76 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 53 |
R1 195.30 |
24 Sep 2017 |
R1 195.30 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 54 |
R1 205.63 |
24 Sep 2017 |
R1 205.63 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 55 |
R1 542.98 |
24 Sep 2017 |
R1 542.98 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 56 |
R2 441.28 |
24 Sep 2017 |
R2 441.28 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 57 |
R2 585.38 |
24 Sep 2017 |
R2 585.38 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 58 |
R2 684.59 |
24 Sep 2017 |
R2 684.59 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 59 |
R1 306.63 |
24 Sep 2017 |
R1 306.63 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 60 |
R2 625.35 |
24 Sep 2017 |
R2 625.35 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
the employee agreed to re-pay the overpayment in one instalment |
||
Employee 61 |
R2 985.52 |
24 Sep 2017 |
R2 985.52 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 62 |
R1 576.48 |
24 Sep 2017 |
R1 576.48 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 63 |
R1 115.56 |
24 Sep 2017 |
R1 115.56 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 64 |
R1 237.28 |
24 Sep 2017 |
R1 237.28 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 65 |
R3 857.18 |
24 Sep 2017 |
R3 857.18 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 66 |
R713.63 |
24 Sep 2017 |
R713.63 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 67 |
R1 636.99 |
24 Sep 2017 |
R1 636.99 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 68 |
R734.57 |
24 Sep 2017 |
R734.57 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 69 |
R819.90 |
24 Sep 2017 |
R819.90 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 70 |
R1 893.59 |
24 Sep 2017 |
R1 893.59 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 71 |
R1 075.96 |
24 Sep 2017 |
R1 075.96 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 72 |
R1 330.24 |
24 Sep 2017 |
R1 330.24 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 73 |
R1 614.67 |
24 Sep 2017 |
R1 614.67 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 74 |
R2 015.13 |
24 Sep 2017 |
R2 015.13 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 75 |
R805.17 |
24 Sep 2017 |
R805.17 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 76 |
R1 503.29 |
24 Sep 2017 |
R1 503.29 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 77 |
R2 010.83 |
24 Sep 2017 |
R2 010.83 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 78 |
R849.38 |
24 Sep 2017 |
R849.38 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
the employee agreed to re-pay the overpayment in one instalment |
||
Employee 79 |
R803.60 |
24 Sep 2017 |
R803.60 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 80 |
R1 448.70 |
24 Sep 2017 |
R1 448.70 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 81 |
R1 664.72 |
24 Sep 2017 |
R1 664.72 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 82 |
R1 211.75 |
24 Sep 2017 |
R1 211.75 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 83 |
R2 316.16 |
24 Sep 2017 |
R2 316.16 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 84 |
R765.76 |
24 Sep 2017 |
R765.76 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 85 |
R1 797.51 |
24 Sep 2017 |
R1 797.51 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 86 |
R2 462.94 |
24 Sep 2017 |
R2 462.94 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 87 |
R878.13 |
24 Sep 2017 |
R878.13 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 88 |
R1 121.07 |
24 Sep 2017 |
R1 121.07 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 89 |
R1 699.12 |
24 Sep 2017 |
R1 699.12 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 90 |
R1 265.55 |
24 Sep 2017 |
R1 265.55 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 91 |
R2 008.73 |
24 Sep 2017 |
R2 008.73 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 92 |
R1 324.42 |
24 Sep 2017 |
R1 324.42 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 93 |
R1 626.82 |
24 Sep 2017 |
R1 626.82 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 94 |
R1 059.15 |
24 Sep 2017 |
R1 059.15 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 95 |
R1 351.41 |
24 Sep 2017 |
R1 351.41 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 96 |
R1 548.25 |
24 Sep 2017 |
R1 548.25 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 97 |
R860.08 |
24 Sep 2017 |
R860.08 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 98 |
R830.91 |
24 Sep 2017 |
R830.91 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 99 |
R433.94 |
24 Sep 2017 |
R433.94 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 100 |
R1 059.15 |
24 Sep 2017 |
R1 059.15 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 101 |
R667.03 |
24 Sep 2017 |
R667.03 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 102 |
R1 612.63 |
24 Sep 2017 |
R1 612.63 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 103 |
R1 026.20 |
24 Sep 2017 |
R1 026.20 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 104 |
R1 798.53 |
24 Sep 2017 |
R1 798.53 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 105 |
R555.75 |
24 Sep 2017 |
R555.75 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 106 |
R1 120.22 |
24 Sep 2017 |
R1 120.22 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 107 |
R1 563.60 |
24 Sep 2017 |
R1 563.60 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 108 |
R364.86 |
24 Sep 2017 |
R364.86 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 109 |
R573.83 |
24 Sep 2017 |
R573.83 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
the employee agreed to re-pay the overpayment in one instalment |
||
Employee 110 |
R895.03 |
24 Sep 2017 |
R895.03 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 111 |
R336.77 |
24 Sep 2017 |
R336.77 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 112 |
R761.10 |
24 Sep 2017 |
R761.10 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 113 |
R1 100.00 |
24 Sep 2017 |
R1 100.00 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 114 |
R1 000.36 |
24 Sep 2017 |
R1 000.36 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 115 |
R1 081.16 |
24 Sep 2017 |
R1 081.16 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 116 |
R1 158.48 |
24 Sep 2017 |
R1 158.48 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 117 |
R538.91 |
24 Sep 2017 |
R538.91 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 118 |
R892.13 |
24 Sep 2017 |
R892.13 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 119 |
R1 005.47 |
24 Sep 2017 |
R1 005.47 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 120 |
R989.29 |
24 Sep 2017 |
R989.29 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 121 |
R1 954.50 |
24 Sep 2017 |
R1 954.50 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 122 |
R1 220.70 |
24 Sep 2017 |
R1 220.70 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 123 |
R1 075.16 |
24 Sep 2017 |
R1 075.16 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 124 |
R1 639.11 |
24 Sep 2017 |
R1 639.11 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 125 |
R1 098.55 |
24 Sep 2017 |
R1 098.55 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 126 |
R1 562.64 |
24 Sep 2017 |
R1 562.64 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 127 |
R1 659.18 |
24 Sep 2017 |
R1 659.18 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 128 |
R1 739.24 |
24 Sep 2017 |
R1 739.24 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 129 |
R1 709.55 |
24 Sep 2017 |
R1 709.55 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 130 |
R1 713.19 |
24 Sep 2017 |
R1 713.19 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 131 |
R1 700.27 |
24 Sep 2017 |
R1 700.27 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 132 |
R1 062.94 |
24 Sep 2017 |
R1 062.94 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 133 |
R1 666.82 |
24 Sep 2017 |
R1 666.82 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 134 |
R1 667.26 |
24 Sep 2017 |
R1 667.26 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 135 |
R1 055.36 |
24 Sep 2017 |
R1 055.36 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
R1 000.86 |
24 Sep 2017 |
R1 000.86 |
R0.00 |
the employee agreed to a deduction from his or her salary in respect of the overpayment, the agreement was made in terms of the RAF’s Debtors Management Policy |
the employee agreed to re-pay the overpayment in one instalment |
the employee agreed to re-pay the overpayment in one instalment |
||
Employee 137 |
R1 115.87 |
24 Sep 2017 |
R1 115.87 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 138 |
R1 694.64 |
24 Sep 2017 |
R1 694.64 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 139 |
R1 694.64 |
24 Sep 2017 |
R1 694.64 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 140 |
R1 785.39 |
24 Sep 2017 |
R1 785.39 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 141 |
R1 033.34 |
24 Sep 2017 |
R1 033.34 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 142 |
R984.39 |
24 Sep 2017 |
R984.39 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 143 |
R1 228.34 |
24 Sep 2017 |
R1 228.34 |
R0.00 |
the employee agreed to re-pay the overpayment in one instalment |
|||
Employee 144 |
R58 088.56 |
25 Aug 2017 |
R33 884.96 |
R24 203.60 |
the employee agreed to re-pay the overpayment over a period of 24 months |
|||
and (ii) since 1 April 2018: |
||||||||
Employee 145 |
R3 491.32 |
28-June 2018 |
R0.00 |
R 3 491.32 |
the employee agreed to a deduction from his or her salary in respect of the overpayment, the agreement was made in terms of the RAF’s Debtors Management Policy |
the employee agreed to re-pay the overpayment in one instalment |
(a) Road Traffic Infringement Agency (RTIA);
Specialist: Information Management -Information Management Unit –Road Traffic Infringement Agency (RTIA);
(i) 2015/2016= None, 2016/2017=None and 2017/2018-One (1);
(ii) None;
(b) Not applicable;
(i) Birthday Bonus;
(ii) One Month,
(c) R23 398.10;
(i) The amount was paid back once-off;
(ii) Not owed,
(d) Once off re-Payment-September 2017.
(e) Payroll deduction,
(f) None; and
(g) Not applicable
Road Traffic Management Corporation (RTMC)
(a) (i)(ii) Please see attached spreadsheet for the names of people remunerated incorrectly in the past 4years. (Including the current financial year) by the Road Traffic Management Corporation.
(b) (i) Please see attached spreadsheet for the amounts over-paid to each person in the past 4 years. (Including the current financial year)
(ii) These amounts were paid only once in each of the three years.
(c) (i)(ii) Please see attached working paper for amounts paid back and still owing.
(d) The employees agreed to pay back the money over a period ranging from 4 to 24 months
(e) The 2015/16 overpayment relates to the upskilling of traffic officers as per collective agreement 1 of 2015 between RTMC and organised labour. The collective agreement excluded senior inspectors from payment of an upskilling benefit however 24 names of senior inspectors were incorrectly included in the list of officials entitled to the benefit.
This mistake was identified after payment and senior inspectors were informed of the erroneous payment and repayment arrangements made.
In 2016/17, 17 employees were overpaid as a result of resignations subsequent to the salary payment date which is the 15th of each month. These overpayments were recovered from the leave pay-outs.
In this period an allowance due to the one official was incorrectly calculated resulting in overpayment. This was identified and the official made arrangements to repay the money.
In 2017/18, 16 employees were overpaid as a result of incorrect calculation of their 13th cheque.
(f) No interest was charged.
(g) Refer to (f) above
Initial and Surname |
Balance as Per April 2016 |
Addi O/payments Apr 16 - March 17 |
Repayments ( Apr 16 - March 17 ) |
Balance as Per March 2017 |
Additional Overpayments ( Apr 17 - March 18 ) |
Repayments ( Apr 17 - March 18 ) |
Balance as Per March 2018 |
Additional Overpayments ( Apr 18 - August 19) |
Repayments ( Apr 19 - August 19 ) |
Balance as Per August 2018 |
Employee 1 |
22 400,00 |
- |
(7 466,68) |
14 933,32 |
- |
(14 933,32) |
- |
|
|
- |
Employee 2 |
22 400,00 |
- |
(7 466,68) |
14 933,32 |
- |
(14 933,32) |
- |
|
|
- |
Employee 3 |
22 400,00 |
- |
(12 075,00) |
10 325,00 |
- |
(12 075,00) |
(1 750,00) |
|
|
(1 750,00) |
Employee 4 |
23 449,47 |
- |
(11 724,74) |
11 724,73 |
- |
(11 724,73) |
- |
|
|
- |
Employee 5 |
23 985,85 |
- |
(12 075,00) |
11 910,85 |
- |
(12 075,00) |
(164,15) |
|
|
(164,15) |
Employee 6 |
24 149,99 |
- |
(11 068,75) |
13 081,24 |
- |
(12 075,00) |
1 006,24 |
|
(1 006,25) |
(0,01) |
Employee 7 |
24 150,00 |
- |
(12 075,00) |
12 075,00 |
- |
(12 075,00) |
- |
|
|
- |
Employee 8 |
24 150,00 |
- |
(11 068,75) |
13 081,25 |
- |
(12 075,00) |
1 006,25 |
|
(1 006,25) |
- |
Employee 9 |
24 150,00 |
- |
(8 050,00) |
16 100,00 |
- |
(16 100,00) |
- |
|
|
- |
Employee 10 |
24 150,00 |
- |
(11 048,61) |
13 101,39 |
- |
(12 000,00) |
1 101,39 |
|
(1 101,39) |
- |
Employee 11 |
24 150,00 |
- |
(11 068,75) |
13 081,25 |
- |
(12 075,00) |
1 006,25 |
|
(1 006,25) |
- |
Employee 12 |
24 150,00 |
- |
(12 075,00) |
12 075,00 |
- |
(12 075,00) |
- |
|
|
- |
Employee 13 |
24 150,00 |
- |
(11 230,00) |
12 920,00 |
- |
(12 720,00) |
200,00 |
|
(200,00) |
- |
Employee 14 |
24 150,00 |
- |
(24 150,00) |
- |
|
|
- |
|
|
- |
Employee 15 |
24 150,00 |
- |
(4 025,00) |
20 125,00 |
- |
(17 075,00) |
3 050,00 |
|
(3 050,00) |
- |
Employee 16 |
24 150,00 |
- |
(12 383,30) |
11 766,70 |
- |
(11 689,50) |
77,20 |
|
|
77,20 |
Employee 17 |
24 150,00 |
- |
(9 056,25) |
15 093,75 |
- |
(15 093,75) |
- |
|
|
- |
Employee 18 |
24 150,00 |
- |
(12 075,01) |
12 074,99 |
- |
(12 074,99) |
- |
|
|
- |
Employee 19 |
24 150,00 |
- |
(11 068,75) |
13 081,25 |
- |
(12 075,00) |
1 006,25 |
|
(1 006,00) |
0,25 |
Employee 20 |
24 150,00 |
- |
(12 062,50) |
12 087,50 |
- |
(12 075,00) |
12,50 |
|
(2 012,15) |
(1 999,65) |
Employee 21 |
24 150,00 |
- |
(6 025,00) |
18 125,00 |
- |
(12 000,00) |
6 125,00 |
|
(2 000,00) |
4 125,00 |
Employee 22 |
24 150,00 |
- |
(12 075,00) |
12 075,00 |
- |
(5 031,25) |
7 043,75 |
|
|
7 043,75 |
Employee 23 |
24 150,01 |
3 462,82 |
(8 050,00) |
19 562,83 |
- |
(16 100,01) |
3 462,82 |
|
|
3 462,82 |
Employee 24 |
24 150,01 |
- |
(12 075,00) |
12 075,01 |
- |
(12 075,00) |
0,01 |
|
|
0,01 |
Employee 25 |
19 511,73 |
- |
- |
19 511,73 |
- |
(5 000,00) |
14 511,73 |
|
|
14 511,73 |
Employee 26 |
- |
6 433,88 |
- |
6 433,88 |
- |
- |
6 433,88 |
|
|
6 433,88 |
Employee 27 |
- |
2 560,82 |
- |
2 560,82 |
- |
(2 560,82) |
- |
|
|
- |
Employee 28 |
- |
12 467,91 |
- |
12 467,91 |
- |
(12 467,91) |
- |
|
|
- |
Employee 29 |
- |
12 505,83 |
(6 443,99) |
6 061,84 |
- |
- |
6 061,84 |
|
|
6 061,84 |
Employee 30 |
- |
128,01 |
- |
128,01 |
- |
(128,01) |
- |
|
|
- |
Employee 31 |
- |
101,56 |
- |
101,56 |
- |
(101,56) |
- |
|
|
- |
Employee 32 |
- |
308,09 |
- |
308,09 |
- |
(308,09) |
- |
|
|
- |
Employee 33 |
- |
69,10 |
- |
69,10 |
- |
(69,10) |
- |
|
|
- |
Employee 34 |
- |
69,11 |
- |
69,11 |
- |
(69,11) |
- |
|
|
- |
Employee 35 |
- |
360,53 |
- |
360,53 |
- |
(360,53) |
- |
|
|
- |
Employee 36 |
- |
1 802,11 |
- |
1 802,11 |
- |
(1 802,11) |
- |
|
|
- |
Employee 37 |
- |
402,97 |
- |
402,97 |
- |
(402,97) |
- |
|
|
- |
Employee 38 |
- |
150,36 |
- |
150,36 |
- |
(150,36) |
- |
|
|
- |
Employee 39 |
- |
106,78 |
- |
106,78 |
- |
(106,78) |
- |
|
|
- |
Employee 40 |
- |
7 197,48 |
- |
7 197,48 |
1 514,95 |
(8 712,43) |
- |
|
|
- |
Employee 41 |
- |
2 868,50 |
- |
2 868,50 |
- |
- |
2 868,50 |
|
|
2 868,50 |
Employee 42 |
- |
8 885,42 |
(6 790,37) |
2 095,05 |
- |
- |
2 095,05 |
|
|
2 095,05 |
Employee 43 |
- |
- |
- |
- |
3 415,23 |
- |
3 415,23 |
|
|
3 415,23 |
Employee 44 |
- |
- |
- |
- |
1 671,72 |
- |
1 671,72 |
|
|
1 671,72 |
Employee 45 |
- |
- |
- |
- |
2 673,83 |
- |
2 673,83 |
|
|
2 673,83 |
Employee 46 |
- |
- |
- |
- |
3 349,19 |
- |
3 349,19 |
|
|
3 349,19 |
Employee 47 |
- |
- |
- |
- |
2 953,06 |
- |
2 953,06 |
|
|
2 953,06 |
Employee 48 |
- |
- |
- |
- |
1 305,69 |
- |
1 305,69 |
|
|
1 305,69 |
Employee 49 |
- |
- |
- |
- |
3 358,20 |
- |
3 358,20 |
|
|
3 358,20 |
Employee 50 |
- |
- |
- |
- |
1 709,50 |
- |
1 709,50 |
|
|
1 709,50 |
Employee 51 |
- |
- |
- |
- |
3 337,15 |
- |
3 337,15 |
|
|
3 337,15 |
Employee 52 |
- |
- |
- |
- |
1 596,03 |
- |
1 596,03 |
|
|
1 596,03 |
Employee 53 |
- |
- |
- |
- |
3 716,78 |
- |
3 716,78 |
|
|
3 716,78 |
Employee 54 |
- |
- |
- |
- |
2 842,08 |
(2 842,08) |
- |
|
|
- |
Employee 55 |
- |
- |
- |
- |
2 260,63 |
(2 260,62) |
0,01 |
|
|
0,01 |
Employee 56 |
- |
- |
- |
- |
3 972,51 |
(3 972,60) |
(0,09) |
|
|
(0,09) |
Employee 57 |
|
|
|
|
1 850,40 |
|
1 850,40 |
|
|
1 850,40 |
592 997,06 |
59 881,28 |
(274 773,13) |
378 105,21 |
41 526,95 |
(333 540,95) |
86 091,21 |
- |
(12 388,29) |
73 702,92 |
South African National Roads Agency Limited (SANRAL)
(i) 2014/2015 none
2015/2016 none
2017/2018 (1 month)
(ii) 2018/2019 (5 months) – the persons incorrectly paid from March 2018 to Aug 2018
Total overpayment from March to August 2018 was R88 864 for 74 employees
Total under payment from March to August 2018 was R59 406 for 59 employees
In line with employer-employee confidentiality arrangements, the details of the affected employees can be made available for perusal at the SANRAL offices, subject to securing consent from the affected employees.
(b) As above info can be made available for perusal at SANRAL subject to securing consent from affected employees.
(b)(i)(ii) March 2018 Period: 1 Month |
(b)(i)(ii) Apr to Aug 2018 Period: 5 Months |
(c)(ii) Amount still owed |
(f) |
(g) |
|
Total Amount Overpaid to EE Number of EE affected |
R14 811 74 |
R74 055 74 |
R88 864 74 |
0 |
n/a |
Total Amount underpaid to EE Number of EE Affected |
R9 901 59 |
R49 505 59 |
R59 406 59 |
- The executive decided that all moneys must be recovered from those overpaid, and those underpaid must be compensated. In addition, the error on the system has been rectified as of 15 September 2018.
Negotiations are underway with staff for repayment arrangements.
The employer is still in the consultation process with the employees regarding options of payment which include:
- Repayment / Recovery using the bonus payment
- Repayment / Recovery over a period of months, not exceeding the overpayment period.
- Leave encashment
(e) Exact figures that were overpaid will be recovered.
(f) no interest will be charged as payment errors were discovered within a 12-month period.
(g) Not Applicable
Ports Regulator of South Africa (PRSA)
- There were no persons who were incorrectly paid any monies by the Ports Regulator in the past three financial years.
- N/A
- N/A
- N/A
- N/A
- N/A
- N/A
South African Maritime Safety Authority (SAMSA)
a) No persons in South African Maritime Safety Authority (SAMSA) have had monies incorrectly paid to them:
- in the past three years; or
- since 1 April 2018;
SOUTH AFRICAN MARITIME SAFETY AUTHORITY (SAMSA) |
||
No. |
Question |
Response |
(a) (i) (ii) |
Who are the persons in his department and entities reporting to him who had remuneration monies incorrectly paid to them in the past three financial years and since 1 April 2016/2017/2018 |
No persons in South African Maritime Safety Authority (SAMSA) have had monies incorrectly paid to them |
(b)(i) |
What amount has been over-paid to each person |
N/A |
(ii) |
Over what period was each amount paid |
N/A |
(c)(i) (ii) |
What amount was paid back and is still owed |
N/A |
(d) |
What payment arrangements have been made in each case |
N/A |
(e) |
Under what conditions in each case |
N/A |
(f) |
What interest has been charged in each case |
N/A |
(g) |
How was the interest calculated in each case? |
N/A |
|
|
|
Railway Safety Regulator
(a)(i) During March 2017, the Railway Safety regulator became aware of overpayment of bonusses during the 2015/16 Financial Year period had been detected, and that recovery of such overpayments had to be initiated. The over-payment resulted in the incorrect salary scales being utilized for calculation of bonuses. A total of thirty nine (39) employees were affected:
The current RSR Debt Recovery Policy makes provision for recovery of overpayments for salaries, allowance and other related payments. The recovery of 2015/16 bonus overpayments was in line with the Debt Collectors Policy, and full consultations of employees has been concluded, as required. Recovery of the overpayment amounts for bonusses paid to executives during the 2015/16 financial year period, had commenced in March 2017. Recovery from other employees commenced in September 2017, in accordance with Section 9.6.2 of the RSR Debtor Management policy, which stipulates that “all internal debts shall be recovered within twelve months. The CEO may, under exceptional circumstances and upon submission of a motivation, approve any repayment period exceeding twelve months”. Consultations with the affected employees were conducted and employees were provided with the opportunity indicate their repayment preferences. Although it was the intention of the RSR to recover such overpayment during the 2017/18 financial year, with effect from September 2017 salary payments, certain RSR employees opted to repay their respective debt amount over a 12-month period, whilst permission was granted to 2 employees to exceed the twelve-month provision.
(a)(ii) No overpayments since April 2018 have occurred.
The Table below indicates the amounts which were recovered, as well as the period for such recovery. All monies have been recovered, and no interest was charged or paid.
(a) Employee No. |
(b)(i) Overpayment amount due |
(b)(ii) Overpayment Period |
(c)(i) Overpayment amount recovered |
(c)(ii) Balance |
(d) Repayment Period |
(e) Conditions |
(f) & (g) Interest paid |
1 |
49 372,44 |
Dec 2016 |
49 372,44 |
0 |
1 month |
Salary deduction |
0 |
2 |
45 953,63 |
Dec 2016 |
45 953,63 |
0 |
1 month |
Salary deduction |
0 |
3 |
22 246,04 |
Dec 2016 |
22 246,04 |
0 |
1 month |
Salary deduction |
0 |
4 |
30 379,22 |
Dec 2016 |
30 379,22 |
0 |
18 months |
Salary deduction |
0 |
5 |
11 170,00 |
Dec 2016 |
11 170,00 |
0 |
1 month |
Salary deduction |
0 |
6 |
2 012,47 |
Dec 2016 |
2 012,47 |
0 |
1 month |
Salary deduction |
0 |
7 |
2 012,47 |
Dec 2016 |
2 012,47 |
0 |
1 month |
Salary deduction |
0 |
8 |
7 396,40 |
Dec 2016 |
7 396,40 |
0 |
1 month |
Salary deduction |
0 |
9 |
7 548,55 |
Dec 2016 |
7 548,55 |
0 |
1 month |
Salary deduction |
0 |
10 |
4 529,00 |
Dec 2016 |
4 529,00 |
0 |
1 month |
Salary deduction |
0 |
11 |
16 043,00 |
Dec 2016 |
16 043,00 |
0 |
1 month |
Salary deduction |
0 |
12 |
14 570,70 |
Dec 2016 |
14 570,70 |
0 |
1 month |
Salary deduction |
0 |
13 |
8 311,58 |
Dec 2016 |
8 311,58 |
0 |
12 months |
Salary deduction |
0 |
14 |
2 740,49 |
Dec 2016 |
2 740,49 |
0 |
1 month |
Salary deduction |
0 |
15 |
3 498,30 |
Dec 2016 |
3 498,30 |
0 |
1 month |
Salary deduction |
0 |
16 |
3 498,40 |
Dec 2016 |
3 498,40 |
0 |
1 month |
Salary deduction |
0 |
17 |
2 146,00 |
Dec 2016 |
2 146,00 |
0 |
1 month |
Salary deduction |
0 |
18 |
2 012,46 |
Dec 2016 |
2 012,46 |
0 |
1 month |
Salary deduction |
0 |
19 |
704,47 |
Dec 2016 |
704,47 |
0 |
1 month |
Salary deduction |
0 |
20 |
707,84 |
Dec 2016 |
707,84 |
0 |
1 month |
Salary deduction |
0 |
21 |
3 849,43 |
Dec 2016 |
3 849,43 |
0 |
1 month |
Salary deduction |
0 |
22 |
1 980,21 |
Dec 2016 |
1 980,21 |
0 |
1 month |
Salary deduction |
0 |
24 |
2 012,46 |
Dec 2016 |
2 012,46 |
0 |
1 month |
Salary deduction |
0 |
25 |
2 259,98 |
Dec 2016 |
2 259,98 |
0 |
1 months |
Salary deduction |
0 |
26 |
2 012,46 |
Dec 2016 |
2 012,46 |
0 |
1 month |
Salary deduction |
0 |
27 |
6 845,12 |
Dec 2016 |
6 845,12 |
0 |
1 month |
Salary deduction |
0 |
28 |
6 467,35 |
Dec 2016 |
6 467,35 |
0 |
1 month |
Salary deduction |
0 |
29 |
8 526,09 |
Dec 2016 |
8 526,09 |
0 |
1 month |
Salary deduction |
0 |
30 |
15 040,92 |
Dec 2016 |
15 040,92 |
0 |
7 months |
Salary deduction |
0 |
31 |
3 074,50 |
Dec 2016 |
3 074,50 |
0 |
1 month |
Salary deduction |
0 |
32 |
16 625,49 |
Dec 2016 |
16 625,49 |
0 |
1 month |
Salary deduction |
0 |
33 |
2 802,80 |
Dec 2016 |
2 802,80 |
0 |
1 month |
Salary deduction |
0 |
34 |
8 190,19 |
Dec 2016 |
8 190,19 |
0 |
12 months |
Salary deduction |
0 |
35 |
4 057,97 |
Dec 2016 |
4 057,97 |
0 |
1 month |
Salary deduction |
0 |
36 |
15 196,00 |
Dec 2016 |
15 196,00 |
0 |
1 month |
Salary deduction |
0 |
37 |
34 779,53 |
Dec 2016 |
34 779,53 |
0 |
18 months |
Salary deduction |
0 |
39 |
26 649,73 |
Dec 2016 |
26 649,73 |
0 |
12 months |
Salary deduction |
0 |
397 223,69 |
397 223,69 |
0 |
0 |
Passenger Rail Agency of South Africa (PRASA):
(a)(i) During 2015/16 no remuneration monies were incorrectly paid.
During 2016/17 the following Board members had remuneration monies incorrectly paid to them:
(a) Employee No. |
(b)(i) & (ii) 2016/17 |
(c)(i) Amount paid back |
(c)(ii) Amount still owed |
(d) Payment Arrangement |
(e) & (f) Interest paid |
1. |
R211 420.92 |
Not paid back |
R211 420.92 |
None |
None |
2. |
R358 532.19 |
Not paid back |
R358 532.19 |
None |
None |
3. |
R245 797.44 |
Not paid back |
R245 797.44 |
None |
None |
4. |
R315 028.27 |
Not paid back |
R236 271.20 |
None |
None |
5. |
R324 036.04 |
Not paid back |
R324 036.04 |
None |
None |
6. |
R350 909.18 |
Not paid back |
R350 909.18 |
None |
None |
7. |
R291 941.62 |
Not paid back |
R291 941.62 |
None |
None |
8. |
R1 077 322.12 |
R1 077 322.12 |
None |
None |
During 2017/18 no remuneration monies were incorrectly paid.
(a)(ii) Since 1 April 2018 no remuneration monies were incorrectly paid.
25 September 2018 - NW2671
Hunsinger, Dr CH to ask the Minister of Transport
With reference to his reply to question 1040 on 4 May 2018, (a) on what date was the committee established, (b) who are the members of the committee, (c) who elected the members, (d) what number of meetings have been held to date and (e) on which date were these meetings held?
Reply:
a) The Committee is not yet established.
b) Refer to (a)
c) Refer to (a)
d) Refer to (a)
e) Refer to (a)
25 September 2018 - NW2615
De Freitas, Mr MS to ask the Minister of Transport
(a) What are the details of incidents of taxi violence that have been recorded (i) in each province, (ii) in each month in the past three financial years and (iii) since 1 January 2018, (b) for how long did each incident continue in each instance, (c) what were the reasons for each incident, (d) how were the incidents resolved in each case and (e) what is being done to reduce such incidents in future?
Reply:
a) Taxi conflicts and violence are handled by provinces because they are largely inter or intra provincial. Therefore, the information required is not readily available with the Department and has been requested from provinces since they are responsible for the coordination of land transport functions. The Department will, as soon as it receives these reports from provinces, submit a consolidated national response.
(i) to (iii) See a) above
b) See a) above
c) See a) above
d) See a) above
e) See a) above
25 September 2018 - NW2614
De Freitas, Mr MS to ask the Minister of Transport
With reference to his reply to question 457 on 8 March 2018, what (a) summary reports can be supplied by each province and (b) are the details of each report?
Reply:
a) Summary reports for each region indicating the number of maintenance events per region per sub-area of the asset for electrical, Perway (track) and Signal infrastructure.
b) Detail of the report: (planned = preventative maintenance jobs scheduled)
Perway / Track:
Electrical:
SIGNALS:
In Gauteng addressing faults occurring in the signal system has priority over planned maintenance.
25 September 2018 - NW2543
Hunsinger, Dr CH to ask the Minister of Transport
(a) How is his department or any of the entities reporting to him involved in the elections of the leadership of the SA National Taxi Council (SANTACO), (b) what reports have been provided to him and his department in this regard in the past three financial years, (c) what are the main achievements of SANTACO in the past three financial years and (d) how did his department or any of the entities reporting to him benefit from this?
Reply:
(a) How is his department or any of the entities reporting to him involved in the elections of the leadership of the SA National Taxi Council (SANTACO)?
Although government was involved in the establishment of SANTACO, the Department does not get involved in the election of its leadership. As a Section 21 company SANTACO is entitled to elect its own leadership independent from government.
(b) What reports have been provided to him and his department in this regard in the past three financial years?
Regarding the general administration of SANTACO, government committed to funding the organization to support the formalization of the taxi industry. In this regard, SANTACO submits a Business Plan at the beginning of each financial year and based on that, a Service Level Agreement is then entered between SANTACO and the Department to:
(i) Set milestones whereby funds are transferred upon achievement thereof; and
(ii) Require that reporting for expenditure monthly be in place and also that SANTACO provides audited financial statements in order to release funds for any new financial year.
(c) What are the main achievements of SANTACO in the past three financial years?
The rollout of the Hlokomela Programme/Campaign in all nine provinces has been a positive step in the right direction. The programme is aimed at reducing road accidents through checking and monitoring taxi vehicles, monitoring driver behavior and conditions as well as ensuring commuter wellness and safety. This is an ongoing programme by SANTACO to try and change the face of the taxi industry for the better.
(d) How did his Department or any of the entities reporting to him benefit from this?
Although progress has generally been slow, the biggest benefit for the Department, is the ability to engage with a formalized structure regarding any taxi related issues and allow the Department to utilize this platform for engagement with the industry at large.
25 September 2018 - NW2541
Hunsinger, Dr CH to ask the Minister of Transport
(a) What tenders have been (i) issued and (ii) awarded by SA National Roads Agency SOC Ltd in the past three financial years, (b) what were the reasons for the delay in awarding tenders in each instance, (c) to whom were they awarded, (d) what criteria was used to determine the winner of the tender in each case, (e) what was the value of the awarded tender in each case and (f) on what date did each tender (i) commence and (ii) conclude in each instance?
Reply:
The spreadsheet of information is attached with 3 tabs denoting the tender awards for different financial period.
25 September 2018 - NW2716
Nolutshungu, Ms N to ask the Minister of Transport
What number of mini-bus taxis are (a) currently operating on the country’s roads and (b) in each province?
Reply:
a) Currently operating on the country’s roads
In terms of approved operating licenses on our systems there are approximately 130, 996 mini-bus taxis:
b) In each Province:
The breakdown of mini-bus taxis operating in each province is as follows:
Province Name |
Number of mini-bus taxis in each Province |
1. Gauteng |
31519 |
2. Western Cape |
14012 |
3. KwaZulu-Natal |
27778 |
4. Limpopo |
10970 |
5. Mpumalanga |
15175 |
6. Eastern Cape |
12011 |
7. Free State |
7992 |
8. North West |
9709 |
9. Northern Cape |
1830 |
TOTAL |
130,996 |
25 September 2018 - NW2674
Bergman, Mr D to ask the Minister of Transport
With reference to summonses issued by the SA National Road Agency Limited (SANRAL) for outstanding e-toll fees in the past three financial years to date,(a)(i) who are the issuing attorneys for High Court matters and (ii) what is their location, (b)(i) who are the issuing attorneys for magistrates courts matters and (ii) what is their location, (c) how were the attorneys selected in each case, (d) what tender process was followed in each case and (e) what payment arrangements were reached between SANRAL and the issuing attorneys?
Reply:
a) (i) The issuing attorneys for High Court matters are Morris Fuller Williams Attorneys;
(ii) Morris Fuller Williams Attorneys are in Westville, Durban;
b) (i) The issuing attorneys for High Court matters are Morris Fuller Williams Attorneys;
(ii) Morris Fuller Williams Attorneys are in Westville, Durban;
c) The attorneys are selected by Electronic Toll Collection (Proprietary) Limited (ETC), the toll operator, for debt collection and the issuing of summonses, in relation to outstanding e-toll fees. According to ETC, MFW were selected in terms of their capacity, experience, rates and network of corresponding attorneys located all over the country.
d) The SANRAL tender that was advertised in relation to the design, build and operation of the toll system for the GFIP toll roads, included these functions/duties as part of the scope of the works to be performed by the successful service provider. ETC is the appointed service provider.
(e) SANRAL does not appoint the issuing attorneys, by that set forth above. Payment arrangements in respect of the issuing attorneys are part of the contractual terms between ETC and MFW.
25 September 2018 - NW2673
Bergman, Mr D to ask the Minister of Transport
(1)With regard to summons issued by the SA National Roads Agency Limited for outstanding e-toll fees (a) in the past three financial years and (b) since 1 January 2018, what number of summonses were (i) issued, (ii) served at the courts and (iii) served on defendants in each month; (2) (a) what number of the issued summonses were not served on a defendant in each month, but were attempts of service by the sheriff, (b) what were the main reasons for non-service of summonses, (c) what number of the served summonses were defended in each month and paid for or for which payment arrangements were made after receiving a summons and (d) what was the total amount (i) collected per month through this legal process and (ii) for legal fees and expenses paid to get the summonses issued and served?
Reply:
Status |
(a) |
||
2015/16 |
2016/17 |
2017/18 |
|
Summons Issued |
331 |
4 323 |
6 626 |
Summons Served at Court |
331 |
3 597 |
5 869 |
Summons Served on Defendants |
112 |
384 |
1 881 |
Defended Matters |
108 |
115 |
582 |
Return of Non-Service |
65 |
650 |
|
(b) Issued since 1 January 2018 month on month |
||||||||
Status |
Jan-18 |
Feb-18 |
Mar-18 |
Apr-18 |
May-18 |
Jun-18 |
Jul-18 |
Aug-18 |
(i) Summons Issued |
814 |
214 |
840 |
99 |
52 |
19 |
1 200 |
2 855 |
(ii) Summons Served at Court |
1 035 |
879 |
660 |
472 |
237 |
83 |
116 |
1 104 |
(iii) Summons Served on Defendants |
412 |
345 |
324 |
362 |
306 |
334 |
202 |
143 |
Defended Matters |
131 |
116 |
106 |
140 |
130 |
106 |
97 |
42 |
Return of Non-Service |
303 |
250 |
150 |
216 |
173 |
153 |
89 |
91 |
(2) (b) What were the main reasons for non-service of summonses
- Address insufficient
- Debtor unknown at given address
- Debtor left given address
- Premises Locked
(c) (i) above.
(b) (i) collected per month through this legal process
|
2016 |
2017 |
2018 |
Jan |
R236 905 |
R76 996 |
R69 060 |
Feb |
R82 871 |
R77 665 |
R127 963 |
Mar |
R1 212 475 |
R17 177 |
R593 658 |
Apr |
R2 702 325 |
R2 842 |
R89 738 |
May |
R1 968 279 |
R15 266 |
R456 480 |
Jun |
R287 597 |
R14 467 |
R236 623 |
Jul |
R234 872 |
R2 756 |
R77 384 |
Aug |
R189 849 |
R800 |
R798 425 |
Sep |
R297 390 |
R1 000 |
|
Oct |
R115 319 |
R881 |
|
Nov |
R171 901 |
R72 288 |
|
(b) The Contractor (ETC) incurred R4,6m on legal fees to date.
20 September 2018 - NW2542
Hunsinger, Dr CH to ask the Minister of Transport
(a) What tenders have been (i) issued and (ii) awarded by the Airports Company of South Africa in the past three financial years, (b) what are the reasons for the delay in awarding tenders in each instance, (c) to whom were the tenders awarded in each case, (d) why was the tender awarded to the successful bidder in each case, (e) what was the value of the tender that was awarded in each case and (f) when did each tender (i) commence and (ii) conclude?
Reply:
(a) (c) and (e) Answer – please refer to the attached listing
(b) and (d) Answer - The ACSA organisation, as a schedule 2 has adopted the PFMA and PPPFA regulation as a means of executing its procurement administration. These regulatory prescripts are in place to ensure that the procurement process is fair, equitable, transparent, competitive and cost effective.
Further the PPPPFA sets out the standards, including the evaluation process to be employed in the evaluation and the selection of the most suitable service provider whilst ensuring that the 5 pillars as set out in section 217A of the act are upheld. The evaluation criteria are defined by a team of subject matter experts.
ACSA has employed a three-bid committee system. These independent committees are assembled to ensure that the procurement process in the evaluation, recommendation and the final award is fair, transparent, competitive, equitable and cost effective. The evaluation criteria by its nature are set to determine a match against the set requirements, thus ensuring that the award to make to a supplier has the capacity and capability to undertake the contract of a defined magnitude. This holistic capacity and capability assessment is not only focused on the technical aspects, it also has a strong focus on the financial strength, legal standing, and many other aspects that are deemed necessary on a tender by tender basis.
Further to the above, ACSA has a performance management system in place. This system ensures a continuous evaluation of the performance of the service provider through the life span of the contract.
The process is administered by the SCM department with participation of nominated end users, with timelines defined per tender.
20 September 2018 - NW2540
De Freitas, Mr MS to ask the Minister of Transport
With reference to his reply to question 458 on 8 March 2018, (a) who are the members of the respective Railway Safety Regulator Level Crossing Technical Committees in each province, (b) how were the members selected, (c) what criteria was used to select the members, (d) who selected the committee members in each case and (e) what is being done to ensure that all committees are functional going forward?
Reply:
a) Kindly refer to the attached Annexure A for a list of members of the Level Crossing Technical Committees in each province.
b) Invitation letters were sent to provincial Heads of Departments, requesting their departments’ participation in the level crossing committees. The letters further requested the HOD’s to nominate suitable personnel to attend the meetings. Refer to Annexure B
c) Refer to (b)
d) Depending on the agenda items for each committee, the committee would often identify more stakeholders to be invited to future committee meetings based on their role. An example of this would be identifying and inviting representatives from the Traffic Police, which would then assist with law enforcement pertaining to motorists and pedestrians when crossing a level crossing.
e) The organisation is currently in the process of resuscitating the committees across the country, with regions spear-heading the process. Gauteng had its first meeting for 2018 on 31 August. The meetings will be held quarterly.
20 September 2018 - NW2675
Bagraim, Mr M to ask the Minister of Transport
With regard to the Transgression Notices issued by the Railway Safety Regulator on the Passenger Rail Agency of South Africa, what (a) is the total number of Transgression Notices that have been issued in each month in the past three financial years, (b) is the total number of Transgression Notices that have been appealed in each month, (c) was the reason for appeal in each case, (d) was the outcome of each appeal and (e) were the costs of each appeal case?
Reply:
CONTRAVENTION NOTICES and PENALTIES ISSUED TO PRASA IN THE PAST THREE FINANCIAL YEARS (2015 – 2017)
NO. |
Year |
No. of contravention notices issued |
Appealed by PRASA |
Reason for appeal |
Outcome of appeal |
Costs |
General Comment |
1. |
2015 |
1 X Failure to comply with the Improvement Directive – Signalling Contravention |
Yes |
Dispute the alleged contravention – noncompliance to a directive |
Penalty was suspended subject to conditions i.e corrective action plan |
N/A |
|
2. |
2017 |
1 x Failure to comply with the Prohibition Directive- Abnormal working conditions contravention |
Yes |
Dispute the alleged contravention – noncompliance to a directive |
Penalty imposed |
R5 Million |
|
NO. |
Year |
No. of contravention notices issued |
Appealed by PRASA |
Reason for appeal |
Outcome of appeal |
Costs |
General Comment |
3. |
2018 |
1 X Operating without a safety permit |
Yes |
Dispute the alleged contravention notice – on the basis that PRASA requested an extension |
Pending – matter still to be set down for a dispute hearing. |
None at this stage |
20 September 2018 - NW2487
De Freitas, Mr MS to ask the Minister of Transport
With reference to the reply to question 673 on 23 April 2018 regarding already built infrastructure to date, (a) what infrastructure has already been built, (b) by what date was each completed in each instance, (c) what were the set completion dates against planned dates, (d) what monitoring mechanisms took place in each instance and (e) what (i) did each monitoring report indicate in respect of each location and (ii) were the deficiencies identified?
Reply:
(a) what infrastructure has already been built, (b) by what date was each completed in each instance, (c) what were the set completion dates against planned dates, (d) what monitoring mechanisms took place in each instance and (e) what (i) did each monitoring report indicate in respect of each location and (ii) were the deficiencies identified?
Plans/ Programme |
Region |
a) Key Milestones |
c) Projected Completion Date |
b) Completion date |
d) Monitoring Mechanism Applied |
e) i) Results of monitoring report |
e) ii) Deficiencies identified |
Re-Signalling Programme |
KwaZulu/Natal (KZN) |
07 Dec 2021 |
|||||
Phase 1: Pinetown line |
Phase 1B - 15 Sept 2018 |
Phase 1A – 17 Dec 2017 |
Project Progress meetings; |
December 2017 - commissioned |
|||
Western Cape (WC) |
30 Jan 2020 |
||||||
Phase 1.2: Wynberg – Simonstown, Crawford – Diep River |
30 Apr 2018 |
30 Apr 2018 |
Project Progress Meeting; Monthly report; |
April 2018 commissioned except Simonstown that is delayed to Sep 2018 |
Theft and Vandalism is largely destabilizing the implementation |
||
Phase 1.3: Salt River - Kenilworth |
18 Mar 2018 |
2 Jul 2018 |
Project Progress Meeting; Monthly report; |
July 2018 commissioned |
Illegal encroachment into the Rail reserve. Security challenges prohibited to work on the central lines. |
||
Gauteng |
28 Feb 2021 |
||||||
Gauteng Nerve Centre (GNC) |
22 May 2015 |
30 Nov 2015 |
Project Progress meetings; |
Commissioned |
|||
Phase 1: Midway – Residentia |
15 May 2015 |
31 Mar 2016 |
Project Progress Meeting; Monthly report |
Commissioned |
|||
Phase 2: Kaalfontein – Leralla, Olifantsfontein – Irene |
03 Dec 2015 |
28 Nov 2016 |
Project Progress meetings; |
Commissioned |
|||
Phase 3: Randfontein – Roodepoort |
05 Mar 2016 |
15 May 2017 |
Project Progress Meeting; Monthly report |
Commissioned |
|||
Phase 4: Boksburg East – Springs, Daveyton – Alliance |
11 May 2016 |
15 Dec 2017 |
Project Progress Meeting; Monthly report |
Commissioned |
|||
Phase 5: George Goch – Geldenhuys, Benrose – Kaserne West, Booysens – Crown |
3 Apr 2018 |
26 Jan 2018 |
Project Progress Meeting; Monthly report |
BOY – CRN: 09 Dec 2018 Remainder January 2018 commissioned |
|||
Depot Modernisation Wolmerton |
Gauteng North |
Phase 1 complete Phase 2 in testing & commissioning scheduled for completion by end March 2018 |
31 Mar 2018 |
30 Jun 2018 |
Project Progress Meeting |
Practical Completion certificate issued |
Holistic planning for depot cannot be achieved if done in parts. Holistic plan for entire depot’s services will be done in Phase 3 Turnkey project. |