Questions and Replies

Reply:

(1) The other permit which can be issued other than an exemption issued by the Minister is a permit issued by the MEC’s in terms of section 81(2) of the National Road Traffic Act, 1996 (Act No. 93 of 1996) authorising the conveyance in a safe manner on a public road of passengers or any load which does not comply with the provisions of the NRTA.

(2) Section 81(2) of the NRTA supra, empowers the MEC’s of respective provinces to authorise the conveyance or transportation as the case maybe, in a safe manner of passengers or any load which does not comply with the provisions of the NRTA.

(3) Section of 81(3) of the National Road Traffic Act, 1996 (Act No. 93 of 1996), provides further that, an MEC shall determine the fees or charges payable for a vehicle or load that does not comply with the NRTA.

Reply:

Airports Company South Africa SOC Limited (ACSA)

1. ACSA affords all its airline clients fair and equal treatment based on the terms and conditions of the client’s contract – with no preferential treatment provided to any airline.

2. Airports Company South Africa SOC Limited (ACSA) provides all aviation/ airport related services as defined in the Airports Company Act (44/1993) as amended and charges regulated tariffs per the Government Gazette 29 December 2016 Notice 961 of 2016, In addition ACSA provides non – aeronautical services. (Refer below full list of our revenue lines).

All aeronautical services to all Airlines are standardized with no differentiation. Airlines choose pay to utilize our Non – aeronautical services.

ACSA imposes a late charge (interest) on delayed payments of invoices. In line with the National Credit Act, 2005 (No.34 of 2005, chapter 5, interest and fees), Airports Company Act, 1993 (Act No. 44 of 1993) and PFMA (section 80, Act 1 of 1999).

Aeronautical revenue

Aeronautical revenue is recognized when the services are provided to the customer.

Type of Revenue	Determination
Landing fees	Using regulated tariffs for aircraft landings based on the maximum take-off weight of landing aircrafts for each landing.
Passenger service charges	Using regulated tariffs for each departing passenger at an airport of departure.
Aircraft parking	On regulated tariffs for each aircraft parked for over four hours, based on the maximum take-off weight of aircraft parking per 24-hour period.

Non-aeronautical revenue

Non-aeronautical revenue is recognised when services are provided to the customer.

Type of Revenue	Determination	Examples
Advertising	Based on the higher of a minimum guaranteed rental or a percentage of turnover.	Rental of advertising space to concessionaires.
Retail	Based on the higher of a minimum guaranteed rental or a percentage of turnover.	Rental of retail space to concessionaires.
Parking	Based on time-based tariffs.	Providing short- and long-term parking facilities.
Car hire	Rental is based on the higher of a minimum guaranteed rental or a percentage of turnover.	Concession fees and the rental of space and kiosks to car hire companies.
Property rental	Based on medium- and long-term rental agreements with tenants.	Rentals of office, air lounges, aviation fuel depots, warehousing, logistics facilities, hotels and filling stations.
Hotel operations	Accommodation income is recognised at the date the guests are invoiced.	Invoice value of accommodation and sale of food and beverages.
Recoveries	Recoveries include water, electricity and other utility charges recovered from tenants.	Water and electricity invoices.
Interest	Interest levied on overdue debtors	Interest is charged at the Prime Lending Rate

The relationship between Airports Company South Africa SOC Limited (ACSA) and South African Airways SOC Limited (SAA) is governed by an agreement which has obligations that are continuously monitored.

South African Airways SOC Limited (SAA) utilizes the following services from ACSA:

• Aeronautical Services (Regulated Tariffs)

• Landing fees
• Passenger service charges
• Aircraft Parking

• Non-Aeronautical Services

• Property (Office Property, Terminal Offices which includes ticketing, check in and information counters, VIP passenger Lounges and normal passenger lounges)
• Staff Parking
• Recoveries of Utilities
• Staff Access Permits

SAA is charged interest at the prime lending rate as with all other airlines and customers.

SAA Age analysis.

		Corporate Office
		Group Finance
		Central Finance Operations
		Debtor: South African Airways SOC Ltd
		Debtor Number: 1336			22-Aug-17
ACSA Age Analysis Report
As of Date : 31-Jul-17
Airport	Outstanding Amount (ZAR)	Advance Billing (ZAR)	Current (ZAR)	1-30 Days Past Due (ZAR)	31-60 Days Past Due (ZAR)	90+ Days (ZAR)
BFN	43 319.82	-	43 319.82	-	-	-
CORP	246 292.57	-	-	-	-	246 292.57
CTIA	33 420 756.99	822 899.45	10 401 705.46	9 269 601.82	6 161 084.08	6 765 466.18
ELS	4 603 499.15	90 832.90	1 343 233.16	1 267 290.13	901 129.35	1 001 013.61
GRG	5 441.51	23 360.00	4 774.51	-23 480.00	120.00	667.00
KSIA	18 044 827.89	504 996.57	5 719 097.48	5 094 980.14	3 423 290.90	3 302 462.80
ORTIA	233 162 780.34	3 197 406.64	71 132 090.22	64 368 406.82	41 836 573.71	52 628 302.95
PLZ	5 464 833.92	97 819.01	1 640 101.07	1 535 714.76	1 029 669.08	1 161 530.00
Total	294 991 752.19	4 737 314.57	90 284 321.72	81 512 513.67	53 351 867.12	65 105 735.11

3. ACSA has a standardized payment term,. of 30 days to all customers/airlines.

• ACSA has a financial risk management committee which monitors, inter alia, any delinquent clients and appropriate action is initiated in line with its Credit Management Policy, contracts and agreements in place including the regulations of the Government Gazette 29 December 2016 Notice 961 of 2016.
• ACSA has not changed its official payment terms with SAA.
• ACSA and SAA from time to time have gone into restructuring agreements.
• Historically SAA has not defaulted on any payment agreements and is constant communication with ACSA regarding any amounts due.

NW2660E

Reply:

1.(a) Presently the NPTR has not taken up all the functions as prescribed in legislation. However, when the volume of applications for accreditations increases the matter will be discussed with the PRE’s. In the interim MOUs have been signed between the NPTR and PRE’s for the latter to serve as a post office for applications to the NPTR.

(b) M + 3 years qualification. Diploma in Examiner of Vehicles or Traffic Policing is an added advantage.

(c) Pre-employment checks and security vetting

(d) Submission of incomplete applications by operators and lack of capacity of NPTR support staff.

(e) (i) appointment of additional support staff is currently in progress. The number of days for meetings of the NPTR for adjudication has been increased. In addition remuneration for overtime payment for support staff has been approved

(ii) see (i) above

(iii) Additional staff are envisaged to be appointed in the next two monts

2. (a) The Operating Licences for all forms of tourism transport services as well as the general conditions for operators is standard.

(b) Specific conditions differ from operator to operator based on their requirements

Reply:

(a)(i) & (ii) The Mpumalanga and Limpopo sections of Moloto road (R573) were transferred to SANRAL in July 2015. At the time SANRAL indicated to National Treasury that the timelines are severely dependent on the regulated procurement, design and land acquisition processes to be followed by SANRAL, running according to plan.

On the Mpumalanga section a Consulting engineering firm was appointed in February 2016 and in March 2016 for the Limpopo section, for design and supervision of the construction contracts.

Due to the urgency in addressing the safety concerns on the route, a process to accelerate the works was initiated. To this end, one construction project in Mpumalanga and Limpopo, each, commenced in January 2017, where the delays of regulatory requirements were limited.

MOLOTO ROAD PROJECT	2016/17	2017/18	2018/19	2019/20	Totals
	R’ 000	R’ 000	R’ 000	R’ 000	R’ 000
Budget	R 660 834	R 1 279 029	1 806 813	1 691 990	5 438 660
Transfer to date	R 660 834	R 639 515	n/a	n/a	R 1 300 380

Table 1: Summary of SANRAL Budget Allocations and Expenditure

(b) The Gauteng section of the R573 Moloto road is not transferred to SANRAL. SANRAL and Gauteng Province signed an implementing agent agreement, in which the funding for the design, land acquisition and construction is provided by the Gauteng Province. To date, the Province has not been able to secure the funding and therefore construction has not started.

The under-expenditure is therefore only on the Gauteng Provincial section of the Moloto Road.

(c)(i) The section of the project under SANRAL’s jurisdiction is not behind schedule, however the following challenges exist:

 

• Encroachment of the road reserve – The fact that no proper statuary control was exercised in the past, a high number of formal and informal structures were erected within the road reserve. These need to be relocated from the road reserve prior to any construction works commencing.
• Tribal Land Issues – No formal sub-divisions and title deeds exist in tribal areas. To determine compensation for a land owner, SANRAL needs to first establish the land affected, which is normally done from sub-division diagrams available at the deeds office. Since that is not existing for this area, SANRAL first need to survey the area and establish such basic sub-division diagrams based on conflicting stakeholders input. This leads to an extended stakeholder engagement and land acquisition process.
• Demands and threats placed on contractors and subcontractors by local community and organised groups – demanding employment and business opportunities. To date, delays of 2.5 months and 4 months have been experienced for current construction projects in Mpumalanga and Limpopo, respectively. This will be an ongoing challenge throughout the project.
• Environmental and mining authorisations – longer procurement, design and stakeholder engagement processes affect these regulatory processes, thus delaying the implementation phase of the projects.

(c)(ii) None.

(d) (i) Extensive engagement with stakeholders i.e. Local and Tribal Authorities, Land Occupiers and Service Providers.

(ii) Community Participation – Setting up of Public Liaison Committees (PLCs), appointment of the Project Liaison Officers (PLOs) and recruitment processes, which involves setting up databases for labourers and sub-contractors; and selecting labourers through the raffle methods in their Wards (32 in Mpumalanga). All these processes need to be completed prior to any construction works commencing.

(iii) Workshops for SMME’s and prospective contractors and sub-contractors.

Reply:

Department

(a) The Department of Transport conducted a comprehensive skills audit commissioned by the then Minister: Ms Dipuo Peters during 2016/17 financial year. The project included employees across all levels including top leadership.

(i) The skills audit was conducted through employees responding to electronic questionnaires. The report was generated as per the approved Terms of Reference.

(ii) The Department appointed the service provider through a tendering process to conduct the skills audit in collaboration with the Human Resource Team and other relevant departmental stakeholders.

(iii) The skills audit was conducted to identify the skills matrices for the organization which resulted in departmental competency dictionary. Employees were requested to respond to questions that assist in the identification of the available qualifications, skills, knowledge and competencies against the identified skills profile for the organization. The Department achieved the response rate of 95%, which are the leading institutions where the service provider conducted such a project.

(iv) The Department is continuously verifying all the qualifications for employees. All the qualifications in which employees alleged to have are verified with the South African Qualification Authority. In terms of skills, the department was assured that the skills audit system had a build-in function to pick any discrepancies and normalize it accordingly.

Air Traffic and Navigation Services SOC Limited (ATNS)

(a) Yes, the audit and verification of qualifications was once again conducted in February 2016 for all Executives at ATNS. This is an ongoing process, whereby verification of skills and qualifications gets done by the MiE Background Screening, as and when the recruitment and/or promotion takes place.

(b) Yes

1. The Audit gets conducted using the External Verification Agency known as MIE Background Screening from time to time and this was further handled with the State Security Agency. This was further followed by the verification of both the skills and qualifications for both Top Management and Senior Management in November 2016 as part of the Talent Management Process. This will be ongoing as it now forms part of our Talent management process and succession management
2. The Verification Agency called MiE Background Screening
3. All the Individual’s qualifications get forwarded to the Agency for verification. The Agency contacts the stated tertiary institutions for confirmation and verification of the qualifications and thereafter, reports confirming the authenticity/legitimacy of qualifications gets forwarded to ATNS.
4. The intended consequences will be a disciplinary action, that may result in termination of employment of the individual.

Cross-Border Road Transport Agency

The (b) C-BRTA conducted a qualifications audit on the top leadership in 2016 through MIE. For new appointments, qualifications are audited through MIE prior to extension of offer of employment and also verification is done with referees provided by the employee before appointment to confirm the skills mentioned on their curriculum vitae and during the interviews.

(i),(ii),(iii) – Not applicable

(iv) The intended consequences to those who would have been found to have lied or provided misleading information was to subject them to disciplinary action if already appointed and disqualify them if they are considered for appointment.

Road Accident Fund

(b) The Road Accident Fund (RAF) conducted a skills and qualifications audit on its top leadership: on 31 October 2015; and it has implemented an updated Resourcing Policy and associated Standard Operating Procedure (collectively hereinafter referred to as “the Framework”), which Framework provides for extensive controls prior to the appointment of a job applicant, including: reference checks to establish whether the job applicant was found guilty of any misconduct or breach of trust; criminal record checks; financial stability checks; psychometric and competency assessments, which focus on critical generic leadership, managerial competencies, technical and professional competencies; and, verification by an external service provider of the authenticity of all qualifications.

Road Traffic Infringement Agency

(b) The Road Traffic Infringement Agency (RTIA) does intend to conduct a skills and qualification audit on its leadership personnel;

(i) The audit will be conducted by assessing gaps of current job holders with job profile competency and qualification requirements;

(ii) An independent service provider will be appointed to conduct the audit;

(iii) The audit will be conducted through a competency-based battery of tests, simulation scenarios and written tasks;

(iv) The applicable policies and current practice approaches will be followed to deal with cases of those that have lied or provided misleading information with regard to their skills and qualifications.

Road Traffic Management Corporation

The RTMC has the skills and qualifications audit of the top leadership which can be provided.

(i); All top leadership’s qualifications were verified; they wrote competency assessment tests which was conducted by a qualified Psychologist during their recruitment to assessed their skills and competencies, the results of which informed their appointment.

(ii); (iii); (iv) fall away. No one was found to have lied about their qualifications at top leadership level.

South African National Roads Agency Limited

(a) SANRAL already conducts skills and qualifications audits of its Top Management and Board members. This was initiated back on 2014.

1. A once off verification was done for all incumbents in 2014 and all new employees are subjected to the same verification upon recruitment
2. This is conducted through MIE
3. As per the supplier – verifications of all alleged qualifications are done with the identified institutions of higher learning. Staff are also required to reproduce copies of qualifications for filing purposes.
4. Employees that are found to have misrepresented qualifications are subjected to a disciplinary process, in line with the company disciplinary code.

Airports Company South Africa SOC Limited (ACSA)

Airports Company South Africa process followed

Given the ongoing misrepresentation of academic qualifications taking place in the country, and its adverse impact on the Country’s reputation, the creditability of its Institutions and the National Qualification Framework, the Government has taken a firm stance to crack down on qualification fraud in the public sector. The Government has therefore called upon all its Departments to act decisively in addressing this challenge.

The Minister of Transport thus requested the ACSA Board to conduct a full scale audit of the qualifications of all its senior employees to identify any discrepancies which may exist.

The Top Management Qualifications audit was subsequently concluded by the Internal Audit Department and a report submitted to the Board of Airports Company South Africa.

Airports Company South Africa response to subsection of the Parliamentary question

Whether he intends to conduct a skills and qualifications audit on the top leadership of (a) his department and (b) each entity reporting to him

It was done and fully concluded by the 2015/2016 financial year.

(i) how will the audit be conducted, (ii) who will conduct the audit, (iii) what form will it take,

The audit was conducted by Internal Audit of the business and reported to the Board of the Company;

The information was verified as valid against declared qualification/s reflected on the CV via an independent third party service provider, MIE.

(iv) what are the intended consequences to those who have lied or provided misleading information with regard to their skills and qualifications?

In the Qualifications Audit completed, no Employees in top leadership (Executives) at ACSA were found to have misrepresented. This therefore did not necessitate any action be taken.

South African Civil Aviation Authority (SACAA)

(a) Not applicable, (b) the South African Civil Aviation Authority (SACAA) conducted a skills and qualifications audit for its leadership team, i.e. the Board, Executives, and Senior Management, during the 2015/16 financial year. (i) A service provider was appointed to conduct each audit. (ii) The SACAA conducted the skills audit through an audit; and the qualifications audit was conducted through a vetting process. (iv) The entity takes any misinterpretation very seriously and would invoke the disciplinary policy or procedure on affected employees. There were no misinterpretations found.

(b) South African Maritime Safety Authority(SAMSA)

(c) 

(d) (b) Yes.

(e) (i) Electronically

(f) (ii) External party sourced through a procurement process.

(g) (iii) Skills audit will be done by comparing skills required for the job with skills of the employee in that job. Qualifications audit will be done through verification agencies and/or submission of original copies.

(h) (iv) Disciplinary process shall be followed.

Ports Regulator (RSA)

(b) A qualification audit of the PRSA was requested by the previous Minister of Transport to be done by SAQA. This was done and submitted to the Minister. All qualifications were verified to be accurately represented.

Passenger Rail Agency of South Africa (PRASA)

(a) The PRASA Board through the instruction of the Department of Transport Minister has conducted a Skills and Qualifications Audit on All PRASA Executives, General Managers and Senior Managers.

(i) Formal qualification supplied on appointment of employee and subsequent qualifications will be submitted to the South African Qualifications Authority (SAQA)

(ii) The Skills and qualifications Audit was done through the South African Qualifications Authority (SAQA).

(iii) All formal qualifications supplied by the employees have been verified,

(iv) There are 22 employees that were withdrawn by SAQA either because the employees have since resigned, are dead, the qualification had been misplaced or they are not in the management level.

Railway Safety Regulator (RSR)

Railway Safety Regulator has not conduct a skills and qualifications audit on the top leadership

Reply:

Department

(a)(b) The Department of Transport does not fund any research and development institutions, but funding is provided to students who are currently studying towards their Post Graduate programmes such as Honours, Masters and PHD programmes through academic institutions.

Not applicable

(i)(ii) Not applicable.

(aa)(aaa) Not Applicable.

(bbb) Not applicable.

(bb) Not applicable.

(cc) Not applicable.

Airports Company South Africa SOC Limited (ACSA)

Airports Company South Africa (ACSA) is working with Wits University (Tshimologong Digital Innovation Precinct) to address Authentication and Access Management

(a) N/A

(b) ACSA is working with Wits University’s Tshimologong Digital Innovation Precinct to run the “ACSA Access and Authentication Management Challenge” calling on innovative developers to think out of the box and come up with novel solutions for the current challenge of using multiple username and password.

i. Domestically

ii. N/A

(aa) (aaa) Wits University (Tshimologong Digital Innovation Precinct)

(bbb) Institute of Higher Learning tasked with research and education.

Airport Company South Africa currently uses multiple systems and devices in their daily operations. Some of the systems require users to identify themselves, either so that security protocols can be managed or to match the features of the system to the profile of the user by username, password and/or other mechanisms e.g. Biometrics, Identification cards, etc. The burden of managing access to these systems is currently a major challenge together with managing multiple username and/or password pairs, both for the organisation and the users. There’s no single view of who has access to what systems and the level of access they have on the system which creates problem related to segregation of duties.

The purpose of this initiative is to identify a solution that utilises authentication methodologies to access all systems in the organisation in a secure, seamless, unified and integrated manner. The ability to grant users access to the right and relevant information while having a comprehensive view of all access granted to all users.

The target is BSC graduate from software engineering specifically black South Africans. 100 youth will benefit in this project.

(bb) Since 2016 to 2019

(cc) R7,2 million

Air Traffic and Navigation Services (ATNS)

(b)(i) No, ATNS is not currently funding any domestic institution of research and development;

(b)(ii) No, ATNS is not currently funding any international institution of research and development;

Note:

ATNS had a Memorandum of Understanding (MOU) with the Department of Electrical, Electronic and Computer Engineering of the University of Pretoria. This MOU ran for a 5 year period (from 2012/13 - 2016/17 Financial Years). The purpose of this MoU was to participate in the forefront research activities to deliver the world class research and educational output for the benefit of ATNS, UP and telecommunications industries.

The following were the objectives of the agreement between the two parties:

• Promoting study and research,
• Promoting human capital development, in particular development of skills in ICT field and addressing historical imbalances of high skilled engineers.

ATNS have benefited in terms of interaction with experts in the field of telecommunications and research and development. This include benefiting in terms of the following:

• Research,
• Teaching,
• Short courses in related field.

The funding over the 2012/13 - 2016/17 Financial Years to the University of Pretoria was R500 000, R700 000, R800 000, R900 000 and R1 000 000 respectively.

(a)(aaa) N/a

(bbb) N/a

(bb) N/a

(cc) N/a

South African Civil Aviation Authority (SACAA)

(a) Not applicable, (b) The South African Civil Aviation Authority (SACAA) is NOT funding, including by way of discretionary funding, any institution of research and development (i) domestically and/or (ii) internationally. (aa)(aaa), (bbb), (bb) (cc) These questions are not applicable as the SACAA does not fund any institution for research and development purposes.

Road Accident Fund (RAF)

(b) The Road Accident Fund (RAF) is not funding, including by way of discretionary funding, any institution of research and development (i) domestically and/or (ii) internationally; consequently the remainder of the questions in respect of paragraphs (aa)(aaa), (bbb), (bb) and (cc), are not applicable.

Road Traffic Management Corporation (RTMC)

(b) The RTMC does not fund any institution of research and development (i) domestically and/or (ii) internationally; consequently the remainder of the questions in respect of paragraphs (aa)(aaa), (bbb), (bb) and (cc), are not applicable.

Cross Border Transport Road Agency (CBTRA)

(b) The Cross Border Road Transport Agency does not fund, including by way of discretionary funding any institution of research and development (i) domestically and or (ii) internationally; consequently the remainder of the questions in respect of paragraphs (aa)(aaa), (bbb), (bb) and (cc), are not applicable.

Road Infringement Agency (RTIA)

(b) The Road Traffic Infringement Agency is not and has not funded any institution of research and development, either (i) Domestically or (ii) Internationally; consequently the remainder of the questions in respect of paragraphs (aa)(aaa), (bbb), (bb) and (cc), are not applicable.

South African National Roads Agency (SANRAL)

(b) The SA National Roads Agency (SOC) Limited (SANRAL) has spent the following amounts on educational initiative’s and R & D:

(aa)(aaa) Name of Institution	(bbb) Function of Institution	Purpose of Funding	(bb) Date	(cc) Amount (R)
UCT (University of Cape Town)	University	Chair: Transportation Planning	2011	20 Million
2. UFS (University of the Free State)	University	Chair: Mathematics and Physics	2015	30 Million
3. UFS STEM	University ICT Lab	Family maths and Science & STEM	2015/16	7 774 635-00
4. US (University of Stellenbosch)	University	Chair: Pavement Engineering	2016	30 Million
5. NMMU (Nelson Mandela Metropolitan University)	University	STEM laboratory	2016/17	3 151 495-00
6. CSIR	Research Council	Road Research	2008-2017	48 million
7. UP & CSIR (University of Pretoria)	University & Research Council	National Reference Laboratory Facilities	2016-2019	150 million

South African Maritime Authority Safety (SAMSA)

South African Maritime Authority (SAMSA) does not provide direct funding to research and development institutions.

In line with its strategy of attracting and retaining adequately skilled staff, the Authority has in place a scholarship programme for full-time students and financial assistance to employees studying towards careers related to the promotion of the maritime discipline. Some of the institutions with students funded by the Authority include The World Maritime University in Sweden and the Nelson Mandela University in Port Elizabeth. The students and employees sign a contract that requires them to work back the number of years covering the funding period.

Ports Regulator (RSA)

(b) The Ports Regulator does not fund any institution of research and development both (i) domestically and (ii) internationally.

Passenger Rail Agency of South Africa (PRASA)

(a) The Passenger Rail Agency of South Africa (PRASA)

(b) For the 2017/18 financial year PRASA is not funding any Research and Development domestically or internationally. However,

(aaa) i) From 2011 – 2016 (5 years) PRASA funded the PRASA Rail Chair at Stellenbosch University.

(bbb) i)

• Maintenance Management

• Operations Management

• Systems Engineering

• Change Management Programmes

• Risk Assessment and Safety Engineering

• Reliability Improvement Engineering

• Lean Supply Chain Management

• Logistics

• Project Management

• Knowledge Management

• Process Improvement

• Modelling and Simulation

• 3D and Finite Element Modelling

• Reverse Engineering

• Material Conformance Testing

• Regenerative Power Engineering

(bb) The Research programme was from 2011 – 2016 (5 years)

cc) The cost of the Programme was R15 million over the five year period.

PRASA has membership subscription in the following International institution:

(aaa) International Suburban Rail Benchmarking Group (ISBERG) managed by Imperial College of London

(bbb) A group of 14 International railways that agreed to a set of Key Performance Indicators that is updated annually and 5 studies the members mutually agree on to fund for research by the facilitators of the group – Imperial College of London.                                                                 

 (bb) PRASA is participating in this Group from February 2014.

(cc) An amount of R1.5 million was spent between 2013 and 2017. We have not as yet paid 2017 membership fees that is expected to be in the order of R550 000 for the year.

Railway Safety Regulator (RSR)

(b) No, the RSR does not fund any institution of research and development

(i) N/A

(ii) N/A

Reply:

Department

(A) If the need arises in future, I will conduct lifestyle audits on the top leadership of the Department.

(I) The Department set up a panel of service providers, appointed to perform lifestyle audits. The service providers would be required to provide a quotation on a case by case basis.

(ii) Any one of the service providers on the panel, appointed to perform lifestyle audits.

(iii) Unknown, since the service provider appointed would propose the form as part of their Quotation

(iv) Unknown at this stage, since the consequence will be informed by the findings and recommendations from the audit conducted.

Airports Company South Africa SOC Limited (ACSA)

Airports Company South Africa has not developed a framework to conduct lifestyle audit on its employees. ACSA employees submit financial disclosure form annually.

Currently security screening and vetting is conducted by the State Security Agency in terms of Section 2A of the National Strategic Intelligence Act 39, of 1994 as amended.

South African Civil Aviation Authority (SACAA)

1. N/A (b) The South African Civil Aviation Authority (SACAA) endeavors to conduct lifestyle audits as and when necessary, within the bounds of the law. This is catered for in the entity’s employment contracts. By signing the contract of employment every employee agrees to be subjected to a lifestyle audit, whenever the employer deems it fit. This includes but is not limited to investigations. (ii) a service provider would be appointed when the need is identified (iii) the method will be investigated at the relevant time, and (iv) the organisations’ disciplinary policy will be followed for those employees that demonstrate a lifestyle beyond their means.

Air Traffic and Navigation Services SOC Limited (ATNS)

b, ATNS intend performing the lifestyle audit

(i) Following the prescribed audit standards

(ii) An external independent consultant(s) or firm would be appointed to perform such audit

(iii) The scope will be provided by management and the consultants will follow the set audit methodologies/standards (also refer to item (ii))

(iv) Disciplinary process against anyone who has violated the rules or policies of the company based on evidence (findings) and recommendations by the consultant(s) or firm appointed to conduct the audit.

Road Accident Fund (RAF)

(b) The Road Accident Fund (RAF) has not, conducted lifestyle audits on the top leadership; but will do so where suspicions of living beyond the means surfaces, in respect of declared income and suspicious accumulation of wealth. Should the lifestyle be proven to be beyond an employee’s means, there would be a review of other possible sources of income (other family members, inheritances etc.). Should there be proof of irregular income due to their role within RAF, then there would be a forensic investigation and disciplinary process – with punitive action if and as applicable.

South African National Road Agency (SANRAL)

(b) SANRAL will conduct a lifestyle audit on the top management team of SANRAL.

1. An independent service provider with the necessary knowledge and skills to conduct lifestyle audits will be appointed following a tender process to conduct the audit.
2. It would be conducted by an independent service provider.
3. As advised by the service provider – the investigation would be expected to include a review of fixed and movable assets owned, travel and holiday patterns etc.;
4. Should the lifestyle be proven to be beyond an employee’s means, there would be a review of other possible sources of income (other family members, inheritances etc.). Should there be proof of irregular income due to their role within SANRAL, then there would be a forensic investigation and disciplinary process – with punitive action if and as applicable.

Road Traffic Management Corporation (RTMC)

The RTMC conducts a comprehensive disclosure of information system to obtain information on its top leadership and has not made any plans to conduct lifestyle audits. (b) The Corporation has not found evidence to justify undertaking such an audit.

Cross Border Roads Transport Agency (CBRTA)

b) The C-BRTA has no immediate plans to conduct a lifestyle audit on its top leadership as there is no information that has come to our attention that necessitate such an audit.

(i) – (iv) Not applicable

Road Infringement Agency (RTIA)

b) The RTIA has not yet conducted a lifestyle audit but intends to do so based on the results of its assessment;

(i) The Agency has appointed a service provider to conduct a fraud prevention and detection assessment;

(ii) This is conducted by an independent service provider;

(iii) The assessment will take form of an analysis of the remuneration and lifestyle of all staff;

(iv) The results of the assessment will identify and highlight the attendant risks related to employees living beyond their means and such results will inform the process of conducting lifestyle audits where necessary and due process followed as per Agency’s policies.

South African Maritime Safety Authority (SAMSA)

(b) Targeted lifestyle audits are conducted as and when is necessary.

(i) It would be conducted by forensic investigation.

(ii) The lifestyle audit would be conducted by an external company who would be selected after a procurement process is followed.

(iii) Investigation.

(iv)The outcomes of the investigations will be shared with them. If they have contravened the code of conduct, they will be subjected to a disciplinary hearing.

Ports Regulator (Ports Regulator SA)

(b) The Ports Regulator is not aware of any requirement as regards the PFMA or any instruction notes issued by the Treasury in this regard. Also the Auditor General has not issued any finding in this regard and has not expressed the need for such an audit. Furthermore, the Regulator is not aware of any guideline issued which may form the basis for procedures to be followed in the event that such a requirement becomes statutory. The Ports Regulator has also not identified life style issues within its risk register and strategy which has necessitated the need for the skills audit to be conducted.

Passenger Rail Agency of South Africa (PRASA)

PRASA has not conducted lifestyle audits on the top leadership of the Agency.

Railway Safety Regulator (RSR)

Railway Safety Regulator has not conducted lifestyle audits on the top leadership of the Agency.

Reply:

(a) MINMEC at its meeting held on the 5th September 2014 resolved on standardisation and regulation of number plates in the Republic, and a Task Team was established to look into the current value chain of number plates through consultative process with provinces, a process which was concluded during November 2015.

(b) (i) & (iii) As the process of consultation with other relevant stakeholders like the National Treasury is still underway, and having consulted with the Government Communication Information System on the matter, a final roll-out plan will be drafted and communicated accordingly with specific timelines set.

(ii) The National Road Traffic Regulations have been published for public comments during January 2015 and all provinces have been engaged on the proposed amendments, which will only be finalised once all consultation is concluded.

Reply:

Department

(a) Forum Building was leased by (i) the Department and in the (aa) 2014 – 2015, (bb) 2015 – 2016 and (cc) 2016 – 2017 financial years, (b) The Department is leasing Forum Building through DPW as the only office accommodation to house the Head Office, (c) These property is used as office accommodation for Head Office and (d) Yes there are costs involved in each case. Amounts for each financial year are as follows:

2014-15: R38 180 673.50

2015-16: R56 283 847.68

2016-17: R52 018 294.20

REPLY

Cross-Border Road Transport Agency:

1. The properties are leased by the Agency to house its operations; in Pretoria is its Head office and regional offices for law enforcement operations. These regional offices are located at strategic point of entries.

(a)(ii) and (aa), (bb) and (cc)	(b) and (c)	(d) Rental and utilities
		2014-15	2015-16	2016-17
Office accommodation - Head Office – ERF 49 Menlyn FY: 2014/15, 2015/16 and 2016/17	The lease was for provision of office accommodation for Head Office and was used for the purpose of office accommodation.	R8,724,383	R8,132,674	R9,477,201
Office accommodation - Zeerust Regional Office – Bhayat Motors FY: 2014-15, 2015-16 and 2016-17	The lease was for provision of office accommodation at the region and was used for the purpose of office accommodation.	R101,574	R123,785	R118,476
Office Accommodation – Ladybrand Regional Office – Proud Afrique Trading 90 PTY (LTD) FY: 2015/16 and 2016/17		-	R95, 760	R101, 027
Office Accommodation – Ladybrand Regional Office – Ross Real Estates FY: 2014-15		R58, 306	-	-
Office Accommodation – Nelspruit Regional Office – Presidor Twenty Four FY: 2014/15, 2015/16 and 2016/17		R277, 905	R424, 877	R426, 494
Office Accommodation – Durban Regional Office – Brackdale Investment FY: 2014/15, 2015/16 and 2016/17	The lease was for provision of office accommodation at the region and was used for the purpose of office accommodation.	R96, 785	R101, 130	R141, 305
Office Accommodation – Mokopane Regional Office – Rayveen CC FY: 2014/15, 2015/16 and 2016/17		R233, 969	R288, 974	R277, 479
Office Accommodation – Upington Regional Office – Upington Agri-Estate FY: 2014/15, 2015/16 and 2016/17		R118, 680	R128, 166	R141, 102

Road Accident Fund:

(a) (ii) The properties were leased by the Road Accident Fund (RAF) in the:	(b) the reasons for leasing these properties are:	(c) these properties are used for:	(d) the costs (rental, operating cost, and parking) involved in each case is:
(aa) 2014-15,
Cape Town - 1 Thibault Square - Long Street	Office Accommodation	Regional office	R 11,886,159
Cape Town - 1 Thibault Square - Long Street (Parking)	Parking	Regional office	R 323,407
Durban - Embassy Building - 199 Anton Lembede Street	Office Accommodation	Regional office	R 9,834,816
New Castle - TM Centre - 79 Harding Street	Office Accommodation	Satellite Office	R 169,523
Port Elizabeth - Regency House - 35a Third Avenue, Newton Park	Office Accommodation	Forensic office	R 246,117
East London - Metropolitan Life Building - c/o Drury Lane and Caxton Street	Office Accommodation	Regional office	R 7,657,040
Port Elizabeth - Main Post Office Building, Govan Mbeki Street	Office Accommodation	Satellite Office	R 497,416
Centurion - Eco Glades II Office Park - 420 Witch Hazel Road	Office Accommodation	Head Office	R 19,291,003
Centurion - Eco Glades Square - Witch Hazel Road	Storage	Head Office	R 668,900
Bloemfontein - Southern Life Plaza Building - 41 Charlotte Maxeke Street	Office Accommodation	Customer Service Centre	R 819,404
Kimberley - 10 Black Street, New Park	Office Accommodation	Customer Service Centre	R 176,900
Johannesburg - Marble Towers - 212 Jeppe Street	Office Accommodation	Regional office	R 13,077,751
Polokwane - Koos Smit Centre - Grobler Street	Office Accommodation	Customer Service Centre	R 402,585
Mafikeng - Mega City Shopping Centre - c/o Sekame Street and James Maroka Drive	Office Accommodation	Customer Service Centre	R 511,524
Tzaneen - 21A Peace Street (Parking)	Parking	Satellite Office	R 3,840
Tzaneen - 21A Peace Street	Office Accommodation	Satellite Office	R 119,994
Nelspruit - Mbombela Shoprite Centre - 25 Samora Machel Drive	Office Accommodation	Customer Service Centre	R 356,615
Pretoria - Middestad Centre - 252 Andries Street	Office Accommodation	Customer Service Centre	R 976,170
(bb) 2015-16, and
Beaufort West - 1 BP Office Park - c/o Nuwe and Voortrekker Street	Office Accommodation	Hospital Based Office	R 27,360
Cape Town - 1 Thibault Square - Long Street	Office Accommodation	Regional office	R 11,772,226
Cape Town - 1 Thibault Square (Parking)	Parking	Regional office	R 379,195
Cape Town - Metrofile Offices - 1 Munich Street, Airport Industria 2	Office Accommodation	Data recovery site	R 38,780
Durban - Embassy Building - 199 Anton Lembede Street	Office Accommodation	Regional office	R 10,900,944
Durban - Devonshire Parkade - Anton Lembede Street	Parking	Regional office	R 349,800
New Castle - TM Centre - 79 Harding Street	Office Accommodation	Satellite Office	R 197,648
Port Elizabeth - Regency House - 35a Third Avenue, Newton Park	Office Accommodation	Forensic office	R 278,017
East London - Metropolitan Life Building - c/o Drury Lane and Caxton Street	Office Accommodation	Regional office	R 8,659,955
Port Elizabeth - Main Post Office Building, Govan Mbeki Street	Office Accommodation	Satellite Office	R 377,372
Centurion - Eco Glades II Office Park - 420 Witch Hazel Road	Office Accommodation	Head Office	R 18,908,882
Centurion - Eco Glades Square - Witch Hazel Road	Storage	Head Office	R 680,706
Bloemfontein - Southern Life Plaza Building - 41 Charlotte Maxeke Street	Office Accommodation	Customer Service Centre	R 1,177,992
Kimberley - 10 Black Street, New Park	Office Accommodation	Customer Service Centre	R 222,440
Johannesburg - Marble Towers - 212 Jeppe Street	Office Accommodation	Regional office	R 14,533,451
Polokwane - Koos Smit Centre - Grobler Street	Office Accommodation	Customer Service Centre	R 581,347
Mafikeng - Mega City Shopping Centre - c/o Sekame Street and James Maroka Drive	Office Accommodation	Customer Service Centre	R 679,188
Pretoria - Menlyn Mall - c/o Atterbury and Lois Avenue	Parking	Regional office	R 1,118,360
Tzaneen - 21A Peace Street (Parking)	Parking	Satellite Office	R 1,920
Tzaneen - 21A Peace Street	Office Accommodation	Satellite Office	R 129,033
Nelspruit - Mbombela Shoprite Centre - 25 Samora Machel Drive	Office Accommodation	Customer Service Centre	R 302,513
Nelspruit - Canary Walk Mall - Bester Street	Office Accommodation	Customer Service Centre	R 392,000
Pretoria - Middestad Centre - 252 Andries Street	Office Accommodation	Customer Service Centre	R 670,920
(cc) 2016-17 financial years
Beaufort West - 1 BP Office Park - c/o Nuwe and Voortrekker Street	Office Accommodation	Hospital Based Office	R 137,884
Cape Town - 1 Thibault Square - Long Street	Office Accommodation	Regional office	R 13,122,557
Cape Town - 1 Thibault Square (Parking)	Parking	Regional office	R 580,872
Cape Town - Metrofile Offices - 1 Munich Street, Airport Industria 2	Office Accommodation	Data recovery site	R 77,560
Durban - Embassy Building - 199 Anton Lembede Street	Office Accommodation	Regional office	R 11,882,480
Durban - Devonshire Parkade - Anton Lembede Street	Parking	Regional office	R 1,276,770
New Castle - TM Centre - 79 Harding Street	Office Accommodation	Satellite Office	R 208,124
Port Elizabeth - Regency House - 35a Third Avenue, Newton Park	Office Accommodation	Forensic office	R 309,230
East London - Metropolitan Life Building - c/o Drury Lane and Caxton Street	Office Accommodation	Regional office	R 9,149,587
Port Elizabeth - Main Post Office Building, Govan Mbeki Street	Office Accommodation	Satellite Office	R 306,662
Centurion - Eco Glades II Office Park - 420 Witch Hazel Road	Office Accommodation	Head Office	R 19,925,809
Centurion - Eco Glades Square - Witch Hazel Road	Storage	Head Office	R 720,418
Bloemfontein - Southern Life Plaza Building - 41 Charlotte Maxeke Street	Office Accommodation	Customer Service Centre	R 759,424
Kimberley - 10 Black Street, New Park	Office Accommodation	Customer Service Centre	R 233,684
Johannesburg - Marble Towers - 212 Jeppe Street	Office Accommodation	Regional office	R 15,448,571
Polokwane - Koos Smit Centre - Grobler Street	Office Accommodation	Customer Service Centre	R 678,257
Mafikeng - Mega City Shopping Centre - c/o Sekame Street and James Maroka Drive	Office Accommodation	Customer Service Centre	R 910,478
Pretoria - Menlyn Mall - c/o Atterbury and Lois Avenue	Parking	Regional office	R 1,271,607
Tzaneen - 21A Peace Street	Office Accommodation	Satellite Office	R 2,153
Nelspruit - Mbombela Shoprite Centre - 25 Samora Machel Drive	Office Accommodation	Customer Service Centre	R 8,468
Nelspruit - Canary Walk Mall - Bester Street	Office Accommodation	Customer Service Centre	R 615,651

The following properties were leased by the Road Traffic Infringement Agency:

The Road Traffic Infringement Agency has leased premises for accommodating its Head Office from where it runs its business and dispense of its mandate.

Properties	Reasons for leasing	Property use	(aa) 2014/15	(bb) 2015/16	(cc) 2016/17
leased from the Public Investment Corporation (PIC)	To provide accommodation for the Agency’s business operations	Office accommodation- used for housing the Agency’s business operations.	R2 233 943	R2 847 072	-
Mowana Properties (Previously Public Investment Corporation Properties)	To provide accommodation for the Agency’s business operations	Office accommodation- used for housing the Agency’s business operations.	-	-	R2 945 456

The following properties were leased by the Road Traffic Management Corporation:

Name of Supplier	Name of Building	Reason for Lease	2014/15	2015/16	2016/17
M&T developers	Faerie Glen Office Park (Boardwalk Office Park - Pretoria)	Office accommodation	R11 360 939,55	R12 525 196,39	R14 545 861,02
JHI Properties	Waterfall Office Park (Midrand)	Office Accommodation	N/A	R 6 787 825,50	R 8 695 204,89

The following properties were leased by the South African National Road Agency Limited:

Properties	Reasons for leasing	Property use	(aa) 2014/15	(bb) 2015/16	(cc) 2016/17
SANRALS’s Southern Region in Port Elizabeth	To accommodate SANRAL’s staff	Office accommodation	R2 571 000	R3 496 000	R4 025 000
Mall Kiosks	To render services to customers	Serves as a customer service centres for activation of E-toll tags and queries	R564 846	R1 443 187	R4 573 509

Air Traffic and Navigation Services SOC Limited (ATNS)

Air Traffic and Navigation Services SOC Limited (ATNS)

(ii)

Description	Reason for leasing	Property used for	2014/15	2015/16	2016/17
Head Office - Bruma	Office Space	Rental of office space	5,433,142	8,232,101	5,996,261
	Documents storage Facility	Storage of confidential documents	8,614	9,167	10,250
Bloemfontein	Remote communication Navigational Aids & Surveillance Systems	Installation of navigational and surveillance systems	444,730	591,056	438,751
La Mercy	Remote communication Navigational Aids & Surveillance Systems	Installation of navigational and surveillance systems	753,319	934,785	994,393
Cape Town	Remote communication Navigational Aids & Surveillance Systems	Installation of navigational and surveillance systems	546,498	489,743	919,216
East London	Office Space	Rental of office space	158,835	192,703	216,333
	Remote communication Navigational Aids & Surveillance Systems	Installation of navigational and surveillance systems	21,545	398,595	56,177
George	Office Space	Rental of office space	83,737	74,350	80,403
	Remote communication Navigational Aids & Surveillance Systems	Installation of navigational and surveillance systems	70,187	0	157,833
Other Sites	Remote communication Navigational Aids & Surveillance Systems	Installation of navigational and surveillance systems	294,997	330,262	562,653
Total			7,815,603	11,252,761	9,432,271

Description	Reason for leasing	Property used for	2014/15	2015/16	2016/17
Head Office - Bruma	Office Space	Rental of office space	5,433,142	8,232,101	5,996,261
	Documents storage Facility	Storage of confidential documents	8,614	9,167	10,250
Bloemfontein	Remote communication Navigational Aids & Surveillance Systems	Installation of navigational and surveillance systems	444,730	591,056	438,751
La Mercy	Remote communication Navigational Aids & Surveillance Systems	Installation of navigational and surveillance systems	753,319	934,785	994,393
Cape Town	Remote communication Navigational Aids & Surveillance Systems	Installation of navigational and surveillance systems	546,498	489,743	919,216
East London	Office Space	Rental of office space	158,835	192,703	216,333
	Remote communication Navigational Aids & Surveillance Systems	Installation of navigational and surveillance systems	21,545	398,595	56,177
George	Office Space	Rental of office space	83,737	74,350	80,403
	Remote communication Navigational Aids & Surveillance Systems	Installation of navigational and surveillance systems	70,187	0	157,833
Other Sites	Remote communication Navigational Aids & Surveillance Systems	Installation of navigational and surveillance systems	294,997	330,262	562,653
Total			7,815,603	11,252,761	9,432,271

(ii)

Airports Company South Africa SOC Limited (ACSA)

1. (ii) Please see the tables below in response.

Table 1 of 2

	Rentals for year ended 31 March 2017 exc. utilities and VAT	Rentals for year ended 31 March 2016 exc. utilities and VAT	Rentals for year ended 31 March 2015 exc. utilities and VAT	Comments
ACSA Corporate: Head Office Offices leased from: Address: 24 Johnson Road Riverwoods Office Park Bedfordview Accommodation Type: Offices including storerooms, basement parking and open parking. Required to accommodate corporate office persons serving all 9 airports. Lease expires on the 31 May 2019.	R 2 101 116,67 Growthpoint Properties 5960 sqm to 1 March 2017, thereafter 10 075 sqm	R 908 642,31 ACUCAP Management Services (Pty) Ltd 5960 sqm	R 833,616.80      ACUCAP Management    Services (Pty) Ltd    5960 sqm	Leased from ACUCAP from 1 April 2006 until 31 March 2016 onwards at R 833,616.80 per month escalating at 9% per annum. Leased from GROWTHPOINT PROPERTIES from 1 April 2016 until 31 May 2019 onwards at R 2,101,116.67 per month escalating at 9% per annum.

Table 2 of 2

	Rentals for year ended 31 March 2017 exc. utilities and VAT	Rentals for year ended 31 March 2016 exc. utilities and VAT	Rentals for year ended 31 March 2015 exc. utilities and VAT
ACSA Regional Airport Central Office Offices leased from: Chai Properties CC Address: Block C,39 Wordsworth St Andrews Office Park. Accommodation Type: Offices - 578 square meter Balcony -54 square meter Basement Parking Bays - 12Bays Shade cloth Parking -5Bays Open Parking Bays -6Bays Storeroom- 61square meter Required to accommodate centralised persons serving all 6 airports, accommodation not currently available at regional airports and leased at market related rentals from 1 March 2015 for 4 year term.	R 1,547,477	R 1,495,703	Leased from 1 March 2015 onwards at R89,000 per month escalating at 10%

South African Civil Aviation Authority (SACAA)

1. (i) Not applicable, (ii) (aa), (bb), (cc), The South African Civil Aviation Authority (SACAA) leased four properties during the 2014-15, 2015-16, 2016-17 financial years. The properties leased are as follows:

• Office Building “Ikhaya Lokundiza 1” situated at 16 Treur Close, Waterfall Office Park, Bekker street, Midrand;
• Office Building “Ikhaya Lokundiza 2” situated at 178 Howick Close, Waterfall Office Park, Bekker street, Midrand;
• Office Suite at the Southern Office Block of the Cape Town International Airport, Cape Town; and
• Offices and Aircraft Hangar at Execujet Terminal situated at Lanseria International Airport, Lanseria.

(b), (c), The SACAA is leasing these premises to provide office accommodation for its employees based in Johannesburg, and Cape Town. The Lanseria premises are used to provide office accommodation for SACAA employees, and also to securely park the flight inspections aircraft. (d) The cost of leasing the various properties are as follows:

Name of Building	2014/15 FY	2015/16 FY	2016/17 FY
Ikhaya Lokundiza 1	R10 693 257	R12 140 020	R13 271 445
Ikhaya Lokundiza 2	R6 067 615	R6 583 362	R7 142 947
Cape Town International Airport	R798 108	R909 015	R747 513
Lanseria International Airport	R473 874	R506 500	R502 510

South African Maritime Safety Authority (SAMSA)

1	Tuzi Gazi Waterfront	Richards Bay
2	Old Mutual Life Assurance Company (SA) Pty Ltd/ InterparkSA Pty Ltd	Durban
3	Rikkert Sales SA	Port Elizabeth
4	Rikkert Sales SA (Regional Office)	Port Elizabeth
5	Transnet National Ports Authority	Port Elizabeth
6	Plaza Aquad CC	Mossel Bay
7	JHI (19 th Floor)	Cape Town
8	JHI (18 th Floor)	Cape Town
9	Growthpoint Properties (MRCC/CSWR)	Cape Town
10	Transnet National Ports Authority	Saldanha
11	SA Post Office	Port Nolloth
12	All Tops/Enha Properties	Pretoria

1. For office and parking use

1. The offices are accommodating SAMSA employees and only use for office space and parking

1. Cost associated with leasing the offices

LANDLORD	PLACE	COSTING 2014/2015	COSTING 2015/2016	COSTING 2016/2017
Tuzi Gazi Waterfront	Richards Bay	R 348 959.12	R 374 503.74	R 397 236.01
Old Mutual Life Assurance Company (SA) Pty Ltd/ InterparkSA Pty Ltd	Durban	R 1 293 376.63	R 1 820 217.68	R 1 870 808.57
Rikkert Sales SA	Port Elizabeth	R 643 974.54	R 854 224.80	R 938 689.02
Rikkert Sales SA (Regional Office)	Port Elizabeth	R 776 567.40	R 708 373.35	R 779 210.67
Transnet National Ports Authority	Port Elizabeth	R 25 107.36	R 25 428.84	R 30 837.73
Plaza Aquad CC	Mossel Bay	R 232 061.42	R 254 210.78	R 270 231.21
JHI (19 th Floor)	Cape Town	R 4 411 645.48	R 3 879 945.25	R 4 976 872.41
JHI (18 th Floor)	Cape Town		R 2 062 532.79	R 2 638 147.74
Growthpoint Properties (MRCC/CSWR)	Cape Town	R 1 506 893.16	R 1 642 944.96	R 1 830 247.80
Transnet National Ports Authority	Saldanha	R 594 322.08	R 621 311.26	R 680 128.16
SA Post Office	Port Nolloth	R 38 102.25	R 37 981.32	R 39 479.66
All Tops/Enha Properties	Pretoria	R 11 878 307.17	R 17 148 185.95	R 16 581 025.03

Ports Regulator (PRSA)

(a)(ii) The Ports Regulator entered into a lease agreement for the rental of office accommodation with (aa) 2014/15 Old Mutual properties, (bb) 2015/16 and (cc) 2016/17 with Delta property fund. (b) the property was leased by the Ports Regulator from the landlord for the sole purpose of office accommodation. (c) the properties are used by the Ports Regulator for business purposes only. (d) the rental costs were as follows for each of the financial years: 2014/15 R 1 218 186, 2015/16 R 1 339 015, 2016/17 R 1 610 812.

Railway Safety Regulator (RSR)

(ii) Railway Safety Regulator

(aa) Office Building in Gauteng-Head Office (one), KwaZulu Natal (one) and Western Cape (one)

(bb) Office building In Gauteng-Head Office (one), KwaZulu Natal (one) and Western Cape (one)

(cc) Office building in Gauteng-Head Office (one), KwaZulu Natal (one), Western Cape (one) and Gauteng-Regional Office (one)

(b) To use as office accommodations, the Regulator does not own a building/properties

(c) To be used as the Regulator’s offices for staff for head and regional offices

(d) Cost disclosed below relate to building base rentals only:

2014-15 Pretoria-Head Office: R 5 670 868.86

Kwa Zulu Natal: R 503 817.27

Western Cape: R 299 716 .14

2015-16 Pretoria-Head Office: R 7 308 890

KwaZulu Natal: R 583 314.24

Western Cape: R 532 210.14

2016-17 Pretoria-Head Office: R 8 325 812.88

KwaZulu Natal: R 2 007 658.19

Western Cape: R 910 315 .48

Gauteng-Regional Office: R 407 155.60

Passenger Rail Agency of South Africa (PRASA)

PRASA has leased 12 properties over the period.

• 3 leases as stations from Transnet for Metrorail operations
• 2 leases as ticket offices for Metrorail operations
• 1 temporary office space whilst refurbishing Metrorail offices
• 1 lease for Depot purposes from Transnet
• 5 leases for office space due to insufficient office space available in property portfolio

For further detail see attached spreadsheet

Reply:

Department

In December 2008, Cabinet passed a resolution that Accounting Officers and Accounting Authorities should implement recommendations included in the AGSA Final Management Letters. The National Treasury then issued a circular requesting institutions to provide corrective steps to be taken to address concerns raised in their audit reports on an annual basis. The Department develops action plans which are implemented by Management to address audit outcomes. These are monitored and tracked by Internal Control and reported to Executive Committee and Audit Committee on a quarterly basis. National Treasury also tracks and reviews progress on an annual basis. The public entities also send their quarterly progress reports to the Department on implementation of action plans. The Department also implements a compliance checklist to detect any early warning signs of noncompliance. This is reviewed on a quarterly basis.

REPLY (b)

The Minister has meetings with the AGSA to assess progress on action plans for the whole transport portfolio. Interventions and commitments are made by the Minister to the AGSA and those commitments monitored to ensure that progress is made.

The audit committees at the public entities perform assessments and the audit reviews are done quarterly. The entities audit outcomes have improved. Public entities have implemented audit strategies to monitor audit outcomes, entities report on quarterly basis about progress of audit findings

Airports Company South Africa SOC Limited (ACSA)

(b) Airports Company South Africa received an unqualified audit opinion with findings in the 2015/16 financial year. Airports Company South Africa is also in the process of driving a number of initiatives to address the findings within the Auditor General Management report which are monitored through its various governance structures.

Air Traffic and Navigation Services SOC Limited (ATNS)

(b) ATNS has mechanisms put in place to ensure that audit outcomes are improved.

(i) A tracking register of all audit findings is kept and monitored on a monthly basis by Internal Audit as well as Executive Committee to ensure that mitigation plans are implemented. Furthermore, consequence management linked to unresolved audit findings is being driven at Board level to ensure that Management responds adequately to repeat findings by both internal and external auditors.

(aa) Progress is monitored on a monthly basis by Internal Audit as well as Executive Committee. Quarterly by the Audit and Risk Committee of the Board.

(bb) Monthly reviews of the tracking register as well as the resolution rate of the outstanding audit findings (expressed in percentages) is used as an indication of early warning signs.

(i) A follow-up on outstanding findings is performed on a monthly basis by Internal Audit. The tracking register is tabled and discussed at the Executive Committee meetings monthly as well as quarterly by the Audit and Risk Committee of the Board.

South African Civil Aviation Authority (SACAA)

(a) Not applicable, (b) (i), (aa), (bb), (i) the South African Civil Aviation Authority (SACAA) has well-developed mechanisms and processes to ensure that audit outcomes are tracked and closed accordingly. All findings are listed on the SACAA’s tracking register, and a timeframe is allocated for the closure of each finding. The tracking register is monitored by the SACAA’s Internal Audit division to ensure that the findings are adequately closed.

 

Road Accident Fund (RAF)

(b) The Road Accident Fund (RAF) put in place a mechanism to ensure that audit outcomes are improved through follow-up audits by the RAF’s Internal Audit Department;

the (i) (aa) nature, timing and extent of follow-ups take into account the following factors: significance of the reported observations or recommendation; degree of effort and cost needed to correct the reported condition; complexity of the corrective action; and, the timeframe within which management’s action plans are required - all action plans are implemented by management as follows, unless another implementation date has been agreed with the Chief Audit Executive: critical- within 1 month of finalization of the draft report; high- within 3 months of finalization of the draft report; medium- within 4 months of finalization of the draft report; and low- within 6 months of finalization of the draft report; and (bb) early warning mechanisms exist in the form of a monthly Audit Tracking Report and dashboards, and

(ii) periodic monitoring takes place through the following process: on or about the 20th of every month an email is sent to line management for them to provide a status update on Team Central (an audit and issues tracking database) to comment whether an issue has been resolved or not. If not, reasons for not completing must be provided. Line management has 2 days to respond to this. Fieldwork starts on resolved issues once comments are received from line management and takes approximately 7 days. Once fieldwork is finalised, the Audit Tracking Report is sent to line management and executives for comment within 3 days. After receipt of comments from line management and executives, the Audit Tracking Report and respective dashboards are reviewed by Internal Audit management and then submitted to the Chief Executive Officer for comment and further discussion at EXCO. The Board committees i.e. REMCO and Audit Committee also monitor the resolution of the audit findings.

Road Traffic Management Corporation (RTMC)

(b) The RTMC has established an Enterprise Risk & Audit Committee comprising of senior managers to consider existing and/or emerging operational & strategic risks affecting the Corporation, implementation of Internal Audit findings and Auditor General’s findings.

1. (aa) The Enterprise Risk & Audit committee sits on a weekly basis to review progress with the implementation of audit findings, identify emerging risks and required remedial actions.
2. The Committee is accountable to the Executive Committee.
3. This is monitored through reports submitted to the Board through the Audit & Risk Committee.

Cross Border Transport Agency (CBRTA)

(b) Yes, the C-BRTA has put in place mechanism to ensure that audit outcomes are improved.

(i) (aa)

The C-BRTA has put in place an audit findings tracking register with action plans to ensure that controls are put in place to mitigate against the risk of audit findings recurring.

The action plans are tracked monthly by the Internal Control Unit and reported quarterly to the Executive Committee, and Audit and Risk Committee.

(ii) (bb)

The internal audit function performs regular follow up audits on the implemented action plans, including assessing whether the plans mitigate the identified risks. The audit reports serve at the Executive Committee meetings and Audit and Risk Committee meetings and provide assurance on whether the internal controls are implemented to mitigate the identified risk.

(iii) The Internal Control Unit monitors the implementation of action plans on a monthly basis through engagement with various line functions and progress on implementation of improvement controls is report to the Executive Committee and Audit and Risk Committee of the Board on a quarterly basis.

 

South African National Roads Agency (SANRAL)

(b)(i) SANRAL uses an electronic database (CURA) to capture all findings raised by internal and external auditors. Each finding is allocated to the applicable responsible person (owner) and a realistic timeframe in which to address the finding. The status of the finding is updated by the owner on a regular basis. Once the finding is addressed, the status is updated to “Ready for Audit”, after which internal audit reviews the action to ensure that it addresses the deficiency adequately and effectively. If an action is not concluded within the timeframe, the finding is flagged and reported.

(ii) The Internal Auditors provide a report from CURA to the Audit and Risk Committee, indicating the status and progress of all findings. Management reports to the Board and the Auditor-General on a quarterly basis regarding progress on addressing key audit matters.

Roads Infringement Agency (RTIA)

The Road Traffic Infringement Agency has put mechanisms in place to ensure improved audit outcomes.

(b) (i) (aa) The timeframes are for annual implementation;

(b) (i) (bb) The early warning mechanism implemented from the 2016/17 period involves the allocation of “champions” for every risk area, weaknesses and underperformance identified in the previous audit, as well as determining and implementing the related and applicable intervention measures;

(b) (ii) All the interventions are monitored through the Agency’s governance structures, being discussed at the Management Committee, Executive Committee, Audit & Risk Committee and ultimately to the Board of Directors on a regular basis and included in the quarterly reports on a regular basis.

South African Maritime Safety Authority (SAMSA)

1. In 2016 SAMSA implemented the following measures to address audit outcomes and improvements thereon:

1.1 An audit tracking sheet used to track progress on resolution of audit outcomes. The tracking sheet is reviewed by the Audit and Risk Committee of the Board at least four times a year;

1.2 An Audit Steering Committee comprising of senior staff from the Audit-General and SAMSA was set up with a view to review audit risks and ensure that these are identified and addressed prior to financial year end.

1.3 A Risk Register that reviews major risks in the organisation and measure implemented to mitigate these risks. The Risk Register is reviewed quarterly by the Audit and Risk Committee of the Board.

2. Any items considered to have an impact in the organisation and the audit are discussed on an ongoing basis by EXCO, The Audit and Risk Committee and The Board. These include changes in legislation that may have a bearing on the Authority, eg recent changes in the Preferential Procurement Policy Framework (PPPFA) etc. This is monitored on a quarterly basis by various governance structures.

Passenger Rail Agency of South Africa (PRASA)

Yes PRASA has put mechanisms in place to improve audit outcomes.

(aa) The majority of the findings are in the Supply Chain Management (SCM)area. The SCM policy is being updated and will be finalised by end of September. SCM policy and procedures are being supplemented and the process will be finalised by end of September. SCM Practitioners will be trained post the implementation of the updated policy.

(bb) The internal audit performs a probity role throughout the procurement process and provides an early warning mechanism.

(cc) The probity function provides a live monitoring of the procurement process, and flags problems as they arise. The Audit and Risk Committee of the Board monitors the improvement of the audit outcomes. .

Ports Regulator (RSA)

(a) The Ports Regulator prepares the audit outcomes action plan which is monitored by the Ports Regulator audit committee and the internal audit on a quarterly basis to ensure that all the identified audit findings are addressed. The Ports Regulator has received “clean audits” for 2014/15, 2015/16, and again for 2016/17

Railway Safety Regulator (RSR)

(b) In the RSR measures have been put in place to ensure improvement in the outcomes of the audit. The following are some of the measures in place:

(i) (aa) Risk-based internal audit plans developed by Chief Audit Executive in consultation with Management for approval by the Audit and Risk Committee (ARC) of the Board. The audit reviews conducted by Internal Audit focus on those areas considered medium-high risk as per RSR’s risk profile, which in essence addresses the control environment as well as governance processes.

Annual audit plans include the review of AGSA’s Management letter and conducting follow-up on the implementation of corrective actions by Management. These follow-ups are conducted on an on-going basis immediately upon issuance of the AGSA Report.

Internal Audit reports quarterly to the ARC on the progress of the corrective actions as guided by the implementation dates as committed by Management.

ARC on a quarterly basis reviews the progress made by the Internal Audit against its plan.

bb) Early warning mechanisms exist viz:

1. Monthly EXCO reporting by various departments
2. Monthly risk sessions with Management
3. Monthly Risk Reports including emerging risks discussed at EXCO (standing agenda Item)

(ii) Management reports on organisational performance, Risk Management as well as financial position of the entity are also presented to the ARC on a quarterly basis for evaluation and approval.

Reply:

(a), (b), and (c) The Road Traffic Management Corporation does not receive Rural Roads Asset Management Systems (RRAMS) grant.

Reply:

a) As per Division of Revenue Act (DoRA), there are different responsibilities given to the Receiving Officer (RO), District Municipalities, as well as the Transferring Officer (TO), Department of Transport. Non-compliance to DoRA condition(s) gives the TO the right to withhold allocation of the grant.

b) Affected municipalities were Umkhanyakude and OR Tambo District Municipalities during the 2016/17 financial year.

c) The Department has engaged the affected municipalities, through intervention meetings to discuss the identified challenges and assist them to comply.

d) Withholding took place during the 2016/17 financial year and amounts were R 2.773 million and R 2.516 million for OR Tambo and Umkhanyakude District Municipalities respectively.

Reply:

(a) (i) The Integrated National Transport Plan and the National Transport Master Plan are one and the same Plan. It is defined as the National Transport Master Plan 2050 (NATMAP).

(ii) Yes, It is one Integrated Plan across modes and spheres of Government.

(b) The Plan which was approved by Cabinet in 2016 incorporates inputs from the Department of Transport, Transport Public Entities, Provinces, Municipalities, other sector departments and the general South African public. The Plan seeks to reinforce the vision that transport is the heartbeat of the economy and the fabric of our country’s socio-economic development. It is aligned with key policy, legislation and planning frameworks recently developed. The NATMAP 2050, therefore, aims to achieve:

An integrated, smart and efficient transport system supporting a thriving economy that promotes sustainable economic growth, supports a healthier life style, provides safe and accessible mobility options, socially includes all communities and preserves the environment.

Reply:

(a)(i) Private sector representatives

SADSOA

RSACA

SADI

Cochrane steel

Digital technologies

Jampu business

Afro fleet

SMEC

Driver info bureau

Tracker

NIRSA

Tshelihle FC

AG Consultants

TT Projects

Impolompolo

Essilor

Driving Schools Association

Imbuba yenbokodo

Alcohol breathalyser

YOURS

Siyoyo

O B Broadcast

(a) (ii) non-governmental organisations

Stars of life

Autism SA

Santaco

Childrens forum

SRSC

Siyathuthuka FM

SANWIT

East Coast Radio

Sakhiswe

Town shop news

Gagasi fm

SAPTWU

SADD

Kwa-Zulu Natal Bus Council

Mgobozi

TMDM

YOURS

SAYCC

b) The number of those representatives referred to in (a) (i) All Private sector companies and (ii) Non-governmental orgarnisation that were invited sent representative.

Reply:

South African Civil Aviation Authority (SACAA)

(1), (2) An investigation to determine the probable cause of an accident involving a Namibian aircraft, with the registration marks V5-NRS, is still on-going. In the meantime, the South African Civil Aviation Authority (SACAA) has released an interim statement detailing progress achieved thus far. The interim statement, which is also available on the SACAA website (www.caa.co.za), was also shared with the State of Registry and Operator, which is Namibia.

Thus far, the following facts have been established, and form part of the interim statement:

• the pilot was properly qualified to conduct the flight;
• the approach procedure was not flown as indicated by the approach plate;
• no flight plan was completed before the flight;
• the control tower at Eros Airport was not properly manned during the take-off;
• during the time of the accident, the radar at the Cape Town International Airport was unserviceable; and
• weather conditions at the time of the accident was bad.

Aircraft investigations vary in complexity, and this particular one is still on-going and investigators are interrogating other aspects of this accident which may have safety implications. No interim safety recommendations have been issued. The completion of an investigation is marked by the release of a final accident report, which may also contain safety recommendations aimed at improving levels of safety and avoiding a recurrence of causal factors.

 

Reply:

Air Traffic and Navigation Services SOC Limited (ATNS)

(1)

Centre		ATCO 1	ATCO 2	ATCO 3
Sector		Required	Actual	Required	Actual	Required	Actual
FABE	Bisho	6	8	0	0	0	0
FABL	Bram Fisher (Bloemfontein)	6	7	0	0	8	10
FACT	Cape Town	0	0	0	0	65	60
FAEL	East London	4	3	0	0	8	12
FAGC	Grand Central	6	10	0	0	0	0
FAGG	George	4	4	0	0	8	11
FAGM	Rand	6	10	0	0	0	0
FAKM	Kimberley	6	8	0	0	0	0
FAKN	Kruger	0	0	6	5	0	0
FALA	Lanseria	0	1	16	12	0	0
FALE	King Shaka (Durban)	12	9	0	0	17	16
FAMM	Mafikeng	4	5	0	0	0	0
FAOR	OR Tambo (Johannesburg)	30	24	0	0	103	80
FAPE	Port Elizabeth	8	4	0	0	17	18
FAPM	Pietermaritzburg	6	7	0	0	0	0
FAPN	Pilanesberg	5	7	0	0	0	0
FAPP	Polokwane	0	0	6	7	0	0
FAUP	Upington	6	6	0	1	0	0
FAUT	Umtata	6	11	0	0	0	0
FAVG	Virginia	6	7	0	0	0	0
FAWB	Wonderboom	0	1	9	8	0	0
		121	132	37	33	226	207

(2) (a) Average Arrivals – 850 daily

(b) Average Departures – 841 daily

(c) Average traffic utilising airspace – 3086 daily

Reply:

PRASA does undertake regular maintenance of its information technology.

(a) Financial constraints at PRASA have resulted in key technical vacancies that have affected the maintenance in certain areas of Information Communication Technology (ICT).

(b) PRASA is exploring a partnership with other SOE’s in particular Transnet and Broadband Infraco for support in fibre maintenance. This is an interim measure while PRASA is building internal capacity to carry out the maintenance.

(c) There has not been any reason to charge employees; the challenges are structural and not related to ill-discipline.

(d) Skills and funding (operational funding) over and above the infrastructure Capital outlay remains a challenge. As PRASA modernizes, many of its ICT projects are in various stages of implementation and the full maintenance implications from an Operational funding point of view are still unclear.

Reply:

Airports South Africa SOC Limited (ACSA)

ACSA does not have any contract with the respective supplier.

 

Reply:

1. E-tag procurement from third parties:

(a) Names of third parties:

The parties that were contracted for the provision and maintenance of e-tags were:

• Kapsch Trafficom AB - Sweden;

• Q-Free ASA – Norway.

(b) Payments received:

The above parties have received the following payments for e-tag’s provided:

• Kapsch Trafficom AB: R167 220 930.96 (Excl VAT)

• Q-Free ASA: R58 317 748.41 (Excl VAT)

(c) Relevant service and/or obligation:

The above parties were contracted for the supply and maintenance of e-tags in accordance with SANRAL specifications and in accordance with the required specifications of an international CEN-278 standard. The e-tags were procured in batches in accordance with demand in terms of the e-toll registration for the GFIP project and for the conventional toll plazas country wide.

2. Payments towards invoice printing and posting:

The annual breakdown of payments towards invoice printing and posting for e-toll collection as per SARS and AARTO requirements is as follows (excl VAT):

• 3 December 2013 to 31 December 2014: R124 635 007.73

• 1 January 2015 to 31 December 2015: R58 422 869.55

• 1 January 2016 to 31 December 2016: R112 289 632.03

• 1 January 2017 to May 2017: R32 043 385.45

3. Kiosk rental:

(a) Amount per unit:

The amount per unit differs between “temporary” kiosks and “permanent” kiosks, and from shopping mall to shopping mall, depending also on kiosk floor area.

• The monthly rental for a temporary kiosk currently ranges between R7 000 and R22 680 per month (excl VAT).

• The monthly rental for a permanent kiosk ranges between R15 226.09 and R78 797.24 per month (excl VAT).

(b) Number of units:

• There are currently five temporary kiosks in operation.

• There are currently 17 permanent kiosks in operation.

(c) Beneficiary or beneficiaries within the current e-toll structure:

There are no beneficiaries from kiosk rental within the e-toll structure (i.e. the e-toll Operator - ETC). The kiosks are rented from the various owners of the shopping malls. ETC receive 2.5% of the rental for arranging and managing the rental agreements in terms of their contract. This percentage was tendered by ETC as part of the competitive tender for this contract.

 

Reply:

Parliament has consistently over recent years, starting in 2014/15, approved, on the recommendation of the Portfolio Committee on Transport an objective in the Road Accident Fund’s (RAF) Strategic Plan and Annual Performance Plans, which objective provides for alignment of the RAF’s administrative dispensation with the RABS Bill, in order to prepare for the transition to RABS.

In addition to approving the objective, Parliament also approved, on the recommendation of the Portfolio Committee on Transport, the RAF’s annual budgets in relation to work to be performed in relation to the objective.

The objective is sensitive to Parliament’s consideration of the Bill and the Department of Transport’s responsibility in respect of formulating legislation for consideration by Parliament.

In 2014/15 the objective was for the RAF to support the Department of Transport to draft the Bill, Rules and Regulations as per the approved RABS policy. 

In 2015/16 the focus moved from the legislative process to readying the RAF to administer claims under the proposed Bill.  The focus was on internal readiness in terms of the business architecture and design.

In 2016/17 the focus was on developing a Transition Plan that is intended to assist the RAF in the transition. The plan is a conceptual document designed to enable the RAF to prepare for the administration of claims under the proposed Bill.  

The RAF spent the following amounts in relation to RABS, although not necessarily in respect of brand development:

With regard to -	in the 2014-15,	2015-16	and 2016-17 financial years:
(a) marketing and brand-promotion projects,	R Nil	R Nil	R 80 109.10
(b) advertisements in the media,	R2 896 662	R5 404 190	R6 365 666
(c) billboards,	R Nil	R Nil	R Nil
(d) mounted stickers and advertisements in lifts and malls,	R Nil	R Nil	R 4 300
e) promotional articles such as key rings (although no costs was incurred in respect of key rings, but in relation to mouse pads, CD’s and T-Shirts),	R 363 126	R 27 103	R 73 319
(f) printed booklets and pamphlets, and	R Nil	R Nil	R47 982
(g) the RABS website	R Nil	R Nil	R Nil

 

Advertisements in the media were published on mass-reach media platforms, for example radio, print and television. All expenditure took place following procurement in accordance with the provisions the RAF’s policies and the PFMA.

 

Reply:

(1) The RAF does not currently make use of external organisations to process claims; therefore questions (a), (b), (c), (d) and (e) are not applicable, however,

(2) The Road Accident Fund Act, No. 56 of 1996 (the Act) provides in section 8 for the appointment by the Board of agents to investigate and settle claims contemplated in section 17(1) of the Act (identified claims), similar to comparable sections contained in the Act’s predecessors. However, an appointment made under section 8 of the Act would constitute a public private partnership (PPP) under Treasury Regulation 16, where the full RAF function is outsourced. Considering the technicalities, timing and cost associated with PPPs the RAF Board elected instead to insource administrative capacity to assist the RAF to process the backlog of claims. Service providers were appointed following a compliant supply chain management process in respect of an open tender (RAF/2013/00027) advertised in the Government Tender Bulletin on 8 August 2013. The contracts commenced on 9 January 2014 and expired on 8 January 2017. Importantly, throughout the appointments the RAF remained responsible to approve the final settlement mandate in respect of the claims administered by the service providers, (a) the RAF appointed the following service providers (i) Ernst & Young Consortium [comprising of Ernst & Young Advisory Services (Pty) Ltd and A2A Kopano Incorporated and Alexander Forbes Compensation Technologies (Pty) Ltd (who subsequently left the consortium)] and (ii) Medscheme Holdings (Pty) Ltd, (b) to assist the RAF with the validation and verification of claim information; investigation and assessment of merits; investigation and assessment of medical records and reports relating to injuries sustained by claimants; investigation and assessment of quantum; negotiation of settlements based on approved mandates by the RAF; dealing with all litigation arising on a specific matter after instruction; keeping accurate records and reporting timeously; and communicating with claimants, attorneys and the RAF, (c) for the amounts as set out in the table below:

COSTS INCURRED – SERVICE PROVIDER INVOICES
Number	Description	Ernst & Young Consortium	Medscheme	Total
1	Paid invoices	R116,288,436	R184,175,692	R300,464,128
2	Outstanding invoices	R5,293,672	R2,856,544	R8,150,216
Total invoices received	R121,582,108	R187,032,236	R308,614,344
3	# Quotation for withheld reports	R22,365,349	R12,815,390	R35,180,739
Total	R143,947,457	R199,847,626	R343,795,083
# Note: The service providers incurred expenditure in obtaining expert reports and other information and, or documentation prior to termination of the contracts. The service providers requested re-imbursement for such expenditure and withheld the reports, subject to reimbursement. The contracts did not make provision for reimbursement for such expenditure. Approval by National Treasury, subject to certain conditions, has been obtained for the RAF to pay for additional reports. Re-imbursement is also subject to Board approval. The process to obtain Board approval has commenced.

 

 

Reply:

Department

(a) No employees were awarded any contracts or agreements to conduct business with any state entity in the:

(i) 2014-15 – none

(ii) 2015-16 – none

(iii) 2016-17 – none

(aa)(aaa) – not applicable

(bbb) – Not applicable

(bb) (aaa) & (bbb) – not applicable

Air Traffic Navigating and Services (ATNS)

a.N/a

b.N/a. ATNS has not awarded any contracts or agreements to its employees to conduct business with any state entity

(i) 2014-15 : Nil

(ii) 2015-16 : Nil

(iii) 2016-17 : Nil

aa (aaa) : N/a

(bbb): N/a

bb (aaa) : N/a

(bbb) : N/a

Airports Company of South Africa (ACSA)

Not applicable.

ACSA policies do not allow for contracts to be awarded to staff members.

South Africa Civil Aviation Authority (SACCA)

(a)Not applicable, and (b), (i), (ii), and (iii): The South African Civil Aviation Authority is not aware of any staff member being awarded any contracts or agreements to conduct business with any state entity, nor has it granted an approval to any of its staff members to conduct business with any state entity during the 2014-15, 2015-16 and 2016-17 financial years.

As such questions: (aa), (aaa), and (bbb); and (bb), (aaa), and (bbb) are not applicable.

Roads Traffic Management Corporation (RTMC)

(b) No staff member at RTMC was awarded any contracts or agreements to conduct business with any state entity in the (i) 2014-15, (ii) 2015-16, (ii) 2016-17 financial years.

(aa)(aaa) N/A

(bbb) N/A

(bb)(aaa)N/A

(bbb) N/A

Road Accident Fund (RAF)

(b) Staff of the Road Accident Fund (RAF) who perform external remunerative work are required to obtain prior written permission to do so in terms of the RAF’s applicable policies and procedures, however the RAF would not know, beyond the prescribed declarations of interest forms completed by bidders in respect of the RAF’s own tenders and supply chain management policies and procedures, whether any staff member was awarded any contracts or agreements to conduct business with other state entities in the (i) 2014-15, (ii) 2015-16 and (iii) 2016-17 financial years; consequently, the RAF is unable to respond to questions (aa)(aaa), (aa)(bbb), (bb)(aaa) and (bb)(bbb).

South Africa National Roads Agency Limited (SANRAL)

(b) (i)(ii) SANRAL’s employee contracts prevent any employee from receiving any secondary income for goods or services, unless authorised by the CEO. Additionally, staff are required to declare their interest in any entities. To the best of SANRAL’s knowledge and in terms of the declaration of interests received from staff annually, SANRAL is not aware of the award of any contracts or agreements to SANRAL staff, to conduct business with SANRAL or any other state entity, in any of the financial years listed herein.

Roads Infringement Agency (RTIA)

N(b) umber of staff awarded contracts

(i) 2014/2015=0

(ii) 2015/2016=1

(iii) 2016/2017=0

(aa) (aaa) Names and professional designations:

2014/2015=0

2015/2016 (1) =Mr K Maeyane (Risk Management Specialist)

2016/2017=0;

(bb) (aaa) Details of the contracts:

2014/2015=0

2015/2016=Audit Committee Member/Consultant to Fetakgomo Municipality.

2016/2017=0;

(bbb) Amounts in each case:

2014/2015=R0,00

2015/2016=R5721,00

2016/2017=R0,00

Cross Border Roads Transport Agency (CBRTA)

(b) In terms of declaration of interest records, no employee disclosed any financial interest with state entities during (i) 2014-15, (ii) 2015-16 and (iii) 2016-17 financial years.

The external audit for 2015-16 financial year revealed that the companies with which some of the employees affiliate, had conducted business with state entities. The relevant information as per the audit management letter is in the table below.

(aa)(aaa) Names	(bbb) Professional designations	(bbb) Amounts
Siphiwinhlanhla Nkala	Road Transport Inspector	R 27 657.41
Patrick Mathebula	Manager Training Ext. Act Coordinator	R 173 462.40
Sharon Mkhize	Manager: Business Planning and Performance	R 333 000.00

(bb) (aaa) The Agency does not have the details of the contract (s) and/or agreement (s) awarded as the information was not disclosed in the declaration of interest forms by the employees.

South Africa Maritime Safety Authority (SAMSA)

From a review of the Contract Register as well as the Declaration of Members Interest, there were no employees (including executive members) or Board members awarded contracts or agreements to conduct business with the South African Maritime Authority (SAMSA) during the 2014/15, 2015/16 or 2016/17 financial years.

Ports Regulator (PRSA)

Ports Regulator secretariat staff has not conducted business with state entities in the 2014/15-2015/16 financial years (this has been audited by the Auditor General) and to the best of our knowledge, no staff has conducted business with state entities in the 2016/17 financial year (based on verbal verification with staff members).

Railway Regulator Safety (RSR)

(b) (i) (ii) (iii) No. None of the RSR staff have conducted business with any state entities in the financial years mentioned.

Passenger Rail Agency of South Africa (PRASA)

PRASA has discovered that certain employees were conflicted with regards to certain contracts. Please see annexure for details.

 

Reply:

Department of Transport

Name of Transaction Advisor	Tender	Contract Value	Amount Paid	Notes
(i)	(ii)	(iii)	(iv)	(v)
Utho Capital	Transaction Advisor for PPP - Government Fleet	R4 900 000.00	R3 876 000*.00	*Total amount paid. Contract finalised
J Maynard SA	Feasibility Study for the Tug Boat Building Project in Preparation of a PPP	R9 033 360.00	R4 382 721.86*	*Amount paid to date. Contract terminating in 2019

Airports Company South Africa (ACSA)

Airports Company South Africa does not have any transaction advisors for tenders as far as could be established for the period 1 January 2012 to 31 December 2016.

Air Traffic and Navigation Services SOC Limited (ATNS)

(b) ATNS did not appoint a transaction advisors for tenders in the period 1 January 2012 to 31 December 2016, therefore (i), (ii) and (iii) not applicable.

South African Civil Aviation Authority (SACAA)

(a) Not applicable, (b), (i), (ii), (iii), and (iv): During the period 1 January 2012 to 31 December 2016, the South African Civil Aviation Authority (SACAA) used the services of a transaction advisor only once. KPMG, a global professional service company, was appointed in October 2014 to guide the SACAA in its quest, through a tender process, to acquire and implement an Enterprise Business System (EBS) from a suitable and competent service provider. The EBS had to be a best-practice and industry-appropriate information system which would improve organisational efficiency and augment compliance with the International Civil Aviation Organization standards. KPMG was tasked with among others, drafting questions and answers as well as the vetting of suppliers. The total amount of the EBS tender was R94, 091, 131.20, which covers the four-year implementation period.  KPMG, as the transaction advisor was paid R144, 068.64

Cross-Border Road Transport Agency (CBRTA)

The (b) Cross Border Road Transport Agency appointed a transaction advisor in the financial year ending March 2016. (i) The appointed transaction advisor was Gartner, (ii) Gartner was appointed to provide transaction advisor services for the procurement of the New Permit System, (iii) The budget of the New Permit System of which Gartner was appointed to provide transactional advisory services for was R9 million and (iv) Gartner was awarded a contract of R651, 715.20 of which R195, 514.56 was invoiced and paid.

Road Accident Fund (RAF)

 

The (b) On the premise that the term “transaction advisor” refers to a service provider with appropriate skills and experience appointed to assist and advise in connection with a specific tender or tenders, the Road Accident Fund (RAF) appointed one transaction advisor to assist and advise with one tender in the period 1 January 2012 to 31 December 2016; (i) Deloitte & Touche was appointed to receive and store bids; manage response handling; arrange, co-ordinate and manage the briefing session; collate questions and answers from the briefing session; publish questions and answers; close the tender; open bids; register bidders; oversee evaluation of bids; audit the Bid Evaluation Committee scores; prepare shortlists; and, prepare letters of regret / award, (ii) in connection with the RAF Panel Attorney Tender; (iii) for which tender the pricing is forecast at approximately R 8, 2 billion over the 5 year term of the tender; and, for which services the transaction advisor was paid R 1 640 109.68, or 0.019% of the tender value. The RAF Panel of Attorneys Tender secured 88 contracted firms to manage the RAF’s litigation defense in litigated claims throughout the country.

Road Traffic Management Corporation (RTMC)

Transaction advisors to the RTMC for the periods 01 January 2012 – 31 December 2016

Transaction advisor no.1

Heading	Comments
Year	2014
Name of transaction advisor	Grant Thornton
Purpose of transaction advisor	To develop the scope of work for the appointment of a technical advisor that would assist RTMC in the sourcing of rental accommodation
Transaction Advisor total payments	R 152 360.54 (transaction advisor payments specific to Tender 01/2014/15)
Tender on which transaction advisor worked on
Tender	RENTAL OFFICE SPACE: RTMC BID 01/2014/15
Tender Price	R105 432 274.76

Transaction advisor no.2

Heading	Comments
Year	2014
Name of transaction advisor	Alchemy Architects
Purpose of transaction advisor	To develop the scope of work as well as act as an advisor on the evaluation of the bid for the sourcing of rental space for RTMC
Transaction Advisor total payments	R368 619.00
Tender on which transaction advisor worked on
Tender	RENTAL OFFICE SPACE: RTMC BID 1/2014/15
Tender Price	R105 432 274.76

Transaction advisor no.3

Heading	Comments
Year	2015 & 2016
Name of transaction advisor	Gibb Engineering and Architecture
Purpose of transaction advisor	To provide to the RTMC a multi-disciplinary engineering service for the following key projects: Project A - Temporary office accommodation for a period of twenty four (24) months Project B - Planning, design, contractor procurement management and construction supervision including advisory services in relation to the procurement of land on which the building is to be constructed and other professional services that will be required from time to time Project C - Engineering services for the procurement and construction of temporary accommodation for RTMC training provisioning
Transaction Advisor total payments	Project A – R 1 500 000,00 Project B – Nil Project C – R 3 927 881,30 Total payments = R 5 427 881,30
Tender on which transaction advisor worked on
Tender (1)	RTMC BID 16/2015/16 - REQUEST FOR THE PROVISION OF OFFICE ACCOMMODATION / OFFICE SPACE FOR THE RTMC
Tender Price	R 43 999 999.10
Status	Award terminated
Tender (2)	RTMC BID 17/2015/16 - PROVISION OF PARKHOMES FOR USE BY RTMC
Tender Price	R 27 428 618.39
Status	Ongoing
Tender (3)	RTMC BID 10/2016/17 - LEASED ACCOMMODATION FOR RTMC
Tender Price	R40 756 902.66
Status	Ongiong
Tender (4)	RTMC EOI 01/2016/17 – REQUEST FOR PROPOSAL FOR THE PROVISION OF PERMANENT OFFICE SPACE AND ACCOMMODATION FOR THE RTMC
Tender Price	+ R395 000 000
Status	Non Award

Road Traffic Infringement Agency (RTIA)

 

The RTIA has not appoint any Transaction advisors for tenders in the period 1 January 2012 to 31 December 2016.

South African National Roads Agency (SANRAL)

 

The (b) SANRAL has not appointed any Transaction advisors for tenders in the period 1 January 2012 to 31 December 2016.

South African Maritime Safety Authority (SAMSA)

SAMSA has not appointed any transaction advisors for the period indicated above.

Ports Regulator South Africa (PRSA)

(b) The Ports Regulator has not appointed transaction advisors for tenders ever since its establishment in 2007/08. The scale of its supply chain management process and projects have not necessitated the need for transaction advisors.

Railway Safety Regulator (RSR)

(b) Yes, for one tender. Appointment of transactional advisor made during the 2014/15 Financial Year.

(i) Lefefa Consulting, for the provision of a property management consultant

(ii) Provision of Fully Serviced Office Accommodation for the RSR

(iii) R195 912 467.66 for a period of five years (2016-2021)

(iv) R572 280.00

Passenger Rail Agency of South Africa (PRASA)

Yes – PRASA appointed transaction advisors for various tenders during the said period, see attachment with the details.

Reply:

The PRSA has a contract with an IT service provider who are responsible for maintaining the information technology infrastructure of the Regulator in line with the approved IT policies and Asset Management policies of the Regulator.

Maintenance of the infrastructure falls within the scope of an IT service contract which is overseen by the Corporate Services Department which in turn is overseen by the Audit committee of the Regulator that regularly (at least on a quarterly basis requires IT maintenance and update reporting).

The Regulator has, in recent years upgraded the computers of Regulator employees and Members, the backup was system has been revised, and regular automated and manual backups are conducted by staff through the service provider. A weekly off-site backup facility is in place to ensure additional safety of information. Furthermore, maintenance contracts for recent assets are in place (printing equipment etc.) and turn-around time in the event of failure is less than 24 hours. Website maintenance is conducted by a specialized service provider and updated on a regular basis and whenever new documents are published by the Regulator.

Reply:

1. There are twelve (12) entities reporting to the Minister of Transport, and all entities are governed by each entity’s founding legislation

    (a) All the entities have Boards in place.

    (b) Not applicable.

(i) Annexure A (attached), provides the Board Composition of all twelve (12) entities depicting the following:

aa) Appointment date of each member.

bb) Expiry date of each member’s term.

(ii) (aa) (bb) Annexure A (attached), provides the number of the current Board members per entity and their gender.

2. All Entities have Boards in place

 (a) The Minister of Transport is in terms of the Entity’s legislation responsible for the appointment of the Board.

 (b) Where there are vacancies, the Department has embarked on the recruitment process and once it is finalized, the Minister will appoint the Board members.

ANNEXURE A

COMPOSITION OF THE BOARD OF THE PASSENGER RAIL AGENCY OF SOUTH AFRICA (PRASA)

NO.	NAME	GENDER	RACE	EXPERTISE	DESIGNATION	DATE APPOINTED	EXPIRY DATE
1.	Dr Popo Molefe	Male	Black	Public transport transformation and strategy development	Chairperson	1 August 2014	31 July 2017
2.	Ms Zodwa Manase	Female	Black	Chartered Accountant (CA), Internal and External Audit Specialist.	Non-Executive (Resigned)	1 August 2014	31 July 2017
3.	Ms Carol (Roskruge) Cele	Female	Black	Project development, public and private sector management	Non-Executive (Resigned)	1 August 2014	31 July 2017
4.	Ms Jeremia Matlala	Female	Black	Public transport transformation and strategy development	Non-Executive	1 August 2014	31 July 2017
6.	Ms Nonduduzo Samukelisiwe Kheswa	Female	Black	Legal, Compliance, Risk	Non-Executive (Resigned)	1 August 2014	31 July 2017
7.	Mr William Solomon Steenkamp	Male	Coloured	Strategy, transport planning and public transport	Non-Executive	1 August 2014	31 July 2017
8.	Mr Manyungwana Clement	Male	Black	Department of Transport	Non-Executive (Resigned)	1 August 2014	31 July 2017
9.	Mr Landon McMillan	Male	White	National Treasury	Non-Executive (Resigned)	1 August 2014	31 July 2017
10.	Mr Xolile George	Male	Black	Nominee of SALGA	Non-Executive	1 August 2014	31 July 2017
11.	Mr Tefetso Bernard Phitsane	Male	Black	Business Development Strategy	Non-Executive (Resigned)	1 August 2014	31 July 2017
12.	Mr Lindikaya Zide	Male	Black	Acting CEO	Executive Director		31 July 2017

NB: PRASA Board has six (6) vacancies

NB: COMPOSITION OF THE BOARD OF THE SOUTH AFRICAN MARITIME SAFETY AUTHORITY (SAMSA)

NO		GENDER	RACE	EXPERTISE	DESIGNATION	APPOINTMENT DATE	EXPIRY DATE
1.	Mr Mavuso Msimang	Male	African	Business Management	Chairperson	1 March 2015	31 April 2018
2.	Ms Nomsa Cele	Female	African	Organised labour in maritime	Deputy Chair	1 August 2014	31 July 2017
3.	Dr Michael Harry Hendricks	Male	Coloured	Governance and Business Management	Non-Executive	1 August 2014	31 July 2017
4.	Mr Fredericks Andrew Jacobs	Male	Coloured	Maritime and HR Training	Non-Executive	1 August 2014	31 July 2017
5.	Ms Anna Sekabiso Molemane	Female	Black	Maritime Law	Non-Executive	1 March 2015	31 April 2018
6.	Mr Lindelani God’slove Shezi	Male	African	Logistics & Shipping	Non-Executive	1 March 2015	31 April 2018
7.	Mr Mervyn Burton	Male	Coloured	Chartered Accountant	Non-Executive	1 March 2015	31 April 2018
8.	Mr Mthunzi Madiya	Male	African	Department of Transport	Non-Executive	1 March 2015	31 April 2018
9.	Mr Sobantu Tilayi	Male	African	Acting CEO	Executive Director	1 July 2016	Until further notice

NB: SAMSA Board will have three (3) vacancies from 1 August 2017

COMPOSITION OF THE BOARD OF THE SOUTH AFRICAN CIVIL AVIATION AUTHORITY (SACAA)

NO	NAME	GENDER	RACE	EXPERTISE/EXPERIENCE	DESIGNATION	DATE APPOINTED	EXPIRY DATE
1.	Mr Smunda Mokeona	Male	African	Engineer – Technical and Strategy	Chairperson	1 November 2014	31 Sept 2017.
2.	Adv Roshan Dehal	Male	Indian	Law	Non-Executive (Resigned)	1 November 2014	31 Sept 2017.
3.	Ms Doris Dondur	Female	White	Chartered Accountant	Non-Executive	1 November 2014	31 Sept 2017.
4.	Prof Ntombizozuko Dyani-Mhango	Female	African	Law	Non-Executive	1 November 2014	31 Sept 2017.
5.	Major-General Nhlanhla Lucky Ngema	Male	African	Aviation Specialist/operations	Non-Executive	1 November 2014	31 Sept 2017.
6.	Ms Lizeka Dlephu	Female	African	HRM/Transformation	Non-Executive	1 November 2014	31 Sept 2017.
7.	Mr Mongezi India	Male	African	Department of Transport	Non-Executive	1 November 2014	31 Sept 2017.
8.	Ms Poppy Khoza	Female	African	Director Civil Aviation	Executive Director	1 December 2013	31 Nov 2018

NB: There is only 1 vacancy on the SACAA Board

COMPOSITION OF THE BOARD OF THE AIRPORTS COMPANY OF SOUTH AFRICA (ACSA) SOC LIMITED

NO	NAME	GENDER	RACE	EXPERTISE	DESIGNATION	DATE APPOINTED	EXPIRY DATE
1	Mr Skhumbuzo Macozoma	Male	Black	Transport infrastructure	Chairperson (Resigned)	Resigned	31 April 2020
2	Mr Deon Botha	Male	White	PIC representative	Non-Executive	1 March 2015	31 April 2020
3	Ms Maureen Manyama	Female	Black	Financial Director	Executive Director	Resigned	31 April 2020
4	Mr Roshar Morar	Male	Indian	PIC representative	Acting Chairperson	1 March 2015	31 April 2020
5	Mr Siyakhula Simelane	Male	Black	Chartered Accountant	Non-Executive	1 March 2015	31 April 2020
6	Dr Matlhodi Steven Mabela	Male	Black	Economics	Non-Executive	1 March 2015	31 April 2020
7	Ms Kate Matlou	Female	Black	Civil Aviation Industry	Non-Executive	1 May 2016	31 April 2020
8	Ms Bajabulile Luthuli	Female	Black	Chartered Accountant	Non-Executive	1 May 2016	30 April 2019
9	Dr John Lamola	Male	Black	Aviation	Non-Executive	1 May 2016	30 April 2019
10	Ms Chwayita Mabude	Female	Black	Finance	Non-Executive	1 May 2016	30 April 2019
11	Adv. Kenosi Moroka	Male	Black	Legal	Non-Executive	1 May 2016	30 April 2019
12	Mr Bongani Maseko	Male	Black	Managing Director	Executive Director	15 May 2013	30 April 2019

NB: There is only 1 vacancy on the ACSA Board

COMPOSITION OF THE BOARD OF THE CROSS-BORDER ROAD TRANSPORT AGENCY (C-BRTA)

NO	NAME	GENDER	RACE	EXPERTISE	DESIGNATION	DATE APPOINTED	EXPIRY DATE
1.	Ms Pam Pokane	Female	African	Cross-border road transport (freight)	Chairperson (Resigned)	Resigned	28 March 2017
2.	Ms Malebo Nkomo	Female	African	Governance/knowledge of cross-border road transport by virtue of having served on the Board	Deputy Chairperson (Resigned)	Resigned	28 March 2017
4.	Mr Moses Cyril Scott	Male	Coloured	Cross-border road transport of passengers	Non-Executive (Term extended with 3 months)	1 April 2014	30 June 2017
5.	Mr Trevor Bailey	Male	White	Cross-border road transport of freight/ Legal and governance	Non-Executive (Term lapsed)	1 July 2013	30 June 2016
6.	Mr Msondezi Futsane	Male	African	DoT Representative	Non-Executive	1 May 2016	30 April 2019
7.	Mr Raymond Dennis Baloyi	Male	African	Cross-border road transport of passengers	Non-Executive	1 May 2016	30 April 2019
8.	Ms Keitumetse Mahlangu	Female	African	Governance/Legal	Non-Executive	1 May 2016	30 April 2019
9.	Ms Ignatia Dikeledi Sekonyela	Female	African	Human resource	Non-Executive	1 May 2016	30 April 2019
10.	Mr Mosoeunyane Ramathe	Male	African	Finance	Non-Executive	1 May 2016	30 April 2019
11.	Mr Lucky Lempiditse Thekisho	Male	African	Legal	Non-Executive	1 May 2016	30 April 2019
12.	Prof. Jan Havenga	Male	White	Cross-border road transport of freight	Non-Executive	1 May 2016	30 April 2019
13.	Sipho Khumalo	Male	African	CEO	Executive Director	1 July 216	30 June 2021

NB: C-BRTA Board have (4) vacancies

COMPOSITION OF THE BOARD OF THE ROAD ACCIDENT FUND (RAF)

NO.	NAME	GENDER	RACE	EXPERTISE	DESIGNATION	DATE APPOINTED	EXPIRY DATE
1.	Dr Ntuthuko Bhengu	Male	Black	Finance, health service provision	Chairperson	1 October 2016	30 Sept 2019
2.	Mr Dawood Coovadia	Male	Indian	CA/auditing	Vice Chairperson	1 October 2016	30 Sept 2019
3.	Mr Patrick Masobe	Male	Black	Insurance, Strategy and economics	Non-Executive	1 October 2016	30 Sept 2019
4.	Ms Refiloe Mokoena	Female	Black	Legal	Non-Executive	1 October 2016	30 Sept 2019
5.	Dr Lungelwa Linda	Female	Black	Medical service provision	Non-Executive	1 October 2016	30 Sept 2019
6.	Mr Ahmed Pandor	Male	Indian	CA/IT governance	Non-Executive	1 October 2016	30 Sept 2019
7.	Dr Terrence Omdutt Kommal	Male	Indian	Medical Service Provision	Non-Executive	1 October 2016	30 Sept 2019
8.	Dr Maria Claudina Du Toit	Female	White	Legal	Non-Executive	1 October 2016	30 Sept 2019
9.	Mr Monko Khotso Mothobi	Male	Black	Actuarial	Non-Executive	1 October 2016	30 Sept 2019
10.	Ms Lusanda Unathi Zisiwe Rataemane	Female	Black	Clinical Psychologist	Non-Executive	1 October 2016	30 Sept 2019
11.	Ms Mala Somaru	Female	Indian	Officer in the DoT designated by the Director-General	Non-Executive	1 October 2016	30 Sept 2019
12.	Dr. Eugene Watson	Male	Coloured	CEO	Executive Director	2 July 2012	30 June 2017

NB: THE CHAIRPERSON REQUESTED ADDITIONAL TWO (2) MEMBERS ON THE BOARD.

COMPOSITION OF THE BOARD OF THE AIR TRAFFIC NAVIGATION SERVICES (ATNS)

NO	NAME	GENDER	RACE	EXPERTISE	DESIGNATION	DATE APPOINTED	EXPIRY DATE
1.	Ms Phindile Riba	Female	Black	Strategy & HR	Chairperson	1 September 2015	31 August 2018
2.	Ms Daniel Gray Mwanza	Male	Black	Aviation Specialist	Non-Executive Director	1 September 2015	31 August 2018
3.	Dr. Bridgett Ssamula	Female	Black	Aviation Management	Non-Executive Director	1 September 2015	31 August 2018
4.	President Qiniso Dhlamini	Male	Black	Aviation Safety Management	Non-Executive Director	1 September 2015	31 August 2018
5.	Ms Shaila Hari	Female	Indian	Economist	Non-Executive Director	1 September 2015	31 August 2018
6.	Adv. Adwin Matane Mphahlele	Male	Black	Legal	Non-Executive Director	1 September 2015	31 August 2018
7.	Ms Nwabisa Mtshali	Female	Black	Civil Aviation & HR	Non-Executive Director	1 September 2015	31 August 2018
8.	Mr Isaac Nkama	Male	Black	Business	Non-Executive Director	1 September 2015	31 August 2018
9.	Mr William Ndlovu	Male	Black	CFO	Executive Director	1 September 2015
10.	Mr Thabani Mthiyane	Male	Black	CEO	Executive Director	26 June 213	31 May 2018

NB: THE BOARD IS FULLY CAPACITATED. NO VACANCIES

COMPOSITION OF THE BOARD OF THE RAILWAY SAFETY REGULATOR (RSR)

NO	NAME	GENDER	RACE	EXPERTISE	DESIGNATION	DATE APPOINTED	EXPIRY DATE
1.	Dr Nomusa Zethu Qunta	Female	Black	Economics & Risk	Chairperson	1 November 2016	31 October 2019
2.	Mr Boy Johannes Nobunga	Male	Black	Economics	Deputy Chariperson	1 November 2016	31 October 2019
3.	Mr Christiaan Johan de Vos	Male		Organised labour	Non-Executive	1 November 2016	1 October 2019
4.	Ms Hilda Thamaga Thopola	Female	Black	Safety	Non-Executive	1 November 2016	31 October 2019
5.	Mr Zacharia Mosothoane	Male	Black	Organised labour	Non-Executive	1 November 2016	31 October 2019
6.	Mr Ngwako Makaepea	Male	Black	Ex-officio member representing the Department of Transport	Non-Executive	1 November 2016	31 October 2019
7.	Mr Michael Monashi Motlhala	Male	Black	Ex-officio member representing the Department of Police	Non-Executive	1 November 2016	31 October 2019
8.	Mr Willem Venter	Male	White	Safe Railway Operations	Independent Non-Executive	1 November 2016	31 October 2019
9.	Mr Andre Harrison	Male	White	Management of Railways	Non-Executive	1 November 2016	31 October 2019
10.	Ms Ntombizine Mbiza	Female	Black	Legal	Non-Executive	1 November 2016	31 October 2019
11.	Ms Khulekelwe Mbonambi	Female	Black	Finance	Non-Executive	1 November 2016	31 October 2019
12.	Mr Tibor Szane	Male	White	Ex officio member representing the Department of Labour	Non-Executive	1 November 2016	31 October 2019
13.	Ms Nkululeko Poya	Male	Black	CEO	Executive Director	1 October 216	30 Sept 2021

NB: THE BOARD IS FULLY CAPACITATED. NO VACANCIES

COMPOSITION OF THE BOARD OF THE ROAD TRAFFIC MANAGEMENT CORPORATION (RTMC)

No	Name	Gender	Race	Expertise/ Experience	Designation	DATE APPOINTED	EXPIRY DATE
1.	Mr Zola Majavu	Male	African	Law	Chairman	1 January 2017	31 December 2020
2.	Ms Pinkie Mathabathe	Female	African	Road Traffic	Non-Executive	1 January 2017	31 December 2020
3.	Ms Thembeka Mdlulwa	Female	African	Law	Non-Executive	1 January 2017	31 December 2020
4.	Prof Maredi Ivan Mphahlele	Male	African	IT	Non-Executive	1 January 2017	31 December 2020
5.	Ms Thandi Clarah Thankge	Female	African	HR	Non-Executive	1 January 2017	31 December 2020
6.	Dr. Eddie Mogalefi Thebe	Male	African	Road Safety	Non-Executive	1 December 2015	31 December 2020
7.	Ms Daphline Harridene Charlotte-Ann Ewertse	Female	Coloured	Finance	Non-Executive	1 December 2015	30 November 2018
8.	Mr Thulani Matiki Norman Kgomo	Male	African	Law	Non-Executive	1 December 2015	30 November 2018
9.	Mr John Motsatsing	Male	African	DoT Rep	Ex Officio	1 December 2015	31 December 2020
10.	Adv. Makhosini Msibi	Male	African	CEO	Executive Director	1 January 2014	31 December 2019

NB: THE BOARD IS FULLY CAPACITATED. NO VACANCIES

COMPOSITION OF THE BOARD OF THE PORTS REGULATOR (PR)

NO	NAME	GENDER	RACE	EXPERTISE	DESIGNATION	EXPIRY DATE	EXPIRY DATE
1.	Mr Thaba Mufamadi	Male	Black	Economist	Chairperson	1 September 2015	31 August 2018
2.	Ms Thato Tsautse	Female	Black	Legal, expert knowledge of maritime law, ports and shipping industry.	Non-Executive	1 September 2015	31 August 2018
3.	Adv. Gugulethu Abigail Thimane	Female	Black	Legal	Non-Executive	1 September 2015	31 August 2018
4.	Ms Lindelwe Mabandla	Female	Black	Strategist	Non-Executive	1 September 2015	31 August 2018
5.	Mr Riad Khan	Male	Indian	Maritime Transport & Shipping Industry	Non-Executive	1 September 2015	31 August 2018
6.	Ms Gerdileen Taylor	Female	White	Chartered Accountant	Non-Executive	1 September 2015	31 August 2018
7.	Ms Anjue Hirachunda	Female	Indian	National Regulator Specialist	Non-Executive	1 September 2015	31 August 2018
8.	Mr Andile Mahlalutye	Male	Black	Financial Management and knowledge of ports operations	Non-Executive	1 September 2015	31 August 2018
9.	Ms Patricia Mazibuko	Female	Black	Experience of working for a Regulator	Non-Executive	1 September 2015	31 August 2018
10.	Mr Aubrey Ngcobo	Male	Black	Legal	Non-Executive	1 September 2015	31 August 2018
11.	Mr Mahesh Fakir	Male	Indian	CEO	Executive Director	30 April 2019	30 April 2019

NB: THE BOARD IS FULLY CAPACITATED WITH NO VACANCIES

COMPOSITION OF THE BOARD OF THE ROAD TRAFFIC INFRINGMENT AGENCY (RTIA)

NO	NAME	GENDER	RACE	EXPERTISE	DESIGNATION	DATE APPOINTED	EXPIRY DATE
1.	Ms Nomini Rapoo	Female	Black	Legal and Governance	Chairperson	1 December 2014	30 Nov 2017
2.	Mr Bryan Chaplog	Male	Coloured	Chartered Accountant	Non-Executive	1 December 2014	30 Nov 2017
3.	Ms. Nomusa Quntha	Female	Black	Public Finance, Economics and Governance	Non-Executive	1 December 2014	30 Nov 2017
4.	Mr. Benedict Matinise	Male	Black	Strategy	Non-Executive	1 December 2014	30 Nov 2017
5.	Prof. Tebogo Job Mokgoro	Male	Black	Strategy and Governance	Non-Executive	1 December 2014	30 Nov 2017
6.	Adv. Xolisile Khanyile	Female	Black	Director of Public Prosecutions	Non-Executive	1 December 2014	30 Nov 2017
7.	Mr Jeph Chuwe	Male	Black	CEO	Executive Director	1 October 2016	30 Sept 2021

NB: THE BOARD IS FULLY CAPACITATED WITH NO VACANCIES.

COMPOSITION OF THE BOARD OF THE SOUTH AFRICAN NATIONAL ROAD AGENCY (SANRAL)

NO.	NAME	GENDER	RACE	EXPERTISE	DESIGNATION	DATE APPOINTED	EXPIRY DATE
1.	Mr Roshan Morar	Male	Indian	Chartered Accountant	Chairperson	1 March 2015	28 February 2018
2.	Ms Zibusiso Kganyago	Female	Black	Finance	Non-executive member	1 March 2015	28 February 2018
3.	Ms Allyson Lawless	Female	White	Civil Enginering	Non-executive member	1 March 2015	28 February 2018
4.	Ms Daphne Mashile-Nkosi	Female	Black	Business Management	Non-executive member	1 March 2015	28 February 2018
5.	Mr Matete Matete	Male	Black	Transportation Planning	Non-executive member	1 March 2015	28 February 2018
6.	Ms Avril Halstead	Female	While	Dept. of Finance Rep	National Treasury ex officio	1 March 2015	28 February 2018
7.	Mr Chris Hlabisa	Male	Black	DoT Rep	DoT representative	1 March 2015	28 February 2018
8.	Mr Skhumbuzo Macozoma	Male	Black	CEO	Executive Director	1 December 2016	30 November 2021

NB: THE BOARD IS FULLY CAPACITATED WITH NO VACANCIES.

Reply:

a) (i) New points machines were installed in March 2017 and commissioned in May 2017.

    (ii) The point maintenance were replaced in March 2017 in a form of a new installation of signal machines as commissioned in May 2017.

b) Inspion of signal points is done every six months by Engineering Technicians and every twelve months by a Senior Engineering Technician. In between the fore mentioned inspections, there are ad hoc signal train inspections by Branch Managers.

Reply:

a) The stolen or damaged Metrorail signal equipment consists of two elements namely, signal cables and the signal infrastructure. The total number of incidents and arrests are shown below for the Gauteng, Western Cape and Kwa-Zulu Natal Metrorail Regions. This is followed by the tables reflecting the same for the signaling infrastructure. The signaling infrastructure in the Eastern Cape is owned and protected by Transnet.

Signal Cable

Signal Infrastructure

Gauteng
Incidents 2014	Incidents 2015	Incidents 2016	Incidents 2017	Arrests 2014	Arrests 2015	Arrests 2016	Arrests 2017
477	317	220	121	145	53	34	32
Western Cape
Incidents 2014	Incidents 2015	Incidents 2016	Incidents 2017	Arrests 2014	Arrests 2015	Arrests 2016	Arrests 2017
507	197	93	96	33	7	7	4

KZN
Incidents 2014	Incidents 2015	Incidents 2016	Incidents 2017	Arrests 2014	Arrests 2015	Arrests 2016	Arrests 2017
154	142	66	59	18	2	0	1

b) (i) These incidents occurred in various locations between stations, not always in the same place.

(ii) The time of the incidents varies but most of the incidents occur between the last trains at night and the first trains in the morning.

(c) The total value of operating infrastructure theft and vandalism countrywide amounts to between R25 to R30 million per annum, of which cable theft accounts for R 4-5 million of this total.

(d) It is estimated that between 5 and 10% of trains delays and cancellations is directly related asset related crimes (theft and vandalism). In Gauteng on average 1%, Western Cape 7% and KZN 3% trains are delayed and cancelled due to cable and signaling theft and vandalism.

(e) The following action plans are in place to prevent and reduce the number of occurrences:

From a security perspective the following:

• Crime prevention plans are executed to ensure effectiveness and efficacy in the identified hot spot areas.
• Management of security contracts e.g. (Visits, attending parades, briefings/debriefings, contractor’s meetings, and record keeping).

Enhance all Provincial/Regional security and crime prevention plans to:

• Ensure correct analysis of hot spots areas, trends, times and days
• Correct deployments according to security risk assessments. (May differ from day to day).
• Ensure efficacy of Provincial Rail Crime Combating Forums (PRCCF), Non Ferrous Metal Crime Combating Committees (PNFMCCC) and Provincial Operational Committee (HAWKS POC).
• Implement intelligence driven operations.
• Increase visibility/patrols (Uniforms/Reflectors).
• Arrests must be followed through until conviction. Criminal matters amendment Act no 18 of 2015.
• All cases must be reported to the SAPS to determine crime trends and hot spots.
• Daily monitoring of “hot spots” and “flash points” as defined by the Crime Pattern Analysis.
• Dedicated deployment on hotspots.
• Joint planning between Protection Services and the Rapid Rail Police at the weekly Corridor Railway Crime Combating Forum.
• ADHOC interventions by Rapid Response Units on crime affected areas.
• Stake holders meeting – Rapid Rail Police weekly meeting, Monthly Community Policing Forums and Monthly Commuter meetings.
• Engaging technical department for vandal proofing and burying of signal cable.
• Disruptive scrap metal dealer visits with Fire Arms Liquor and Second-hand Goods Act Component of the Police.

From the engineering side various initiatives are also being implemented to assist with the physical protection of the assets. This includes the following:

• Vandal proofing of cables and infrastructure (burying cables and hardening equipment to make it more vandal resistant)
• Rollout of a GSMR Network (Fibre Optic) to reduce the dependency on copper cables
• Colour light signal lamps changed to light emitting diodes (LED)
• Fencing project – started with the building of walls and fences between stations to keep criminals out/prevent theft.

Reply:

(a) (i) No power backup generators have been stolen.

(ii) No power backup generators have been damaged.

(b) Refer to (a) above.

(c) Refer to (a) above.

(d) Refer to (a) above.

(e) Refer to (a) above.

(f) Refer to (a) above.

 

Reply:

1. The Railway Safety Regulator performs regular system and infrastructure maintenance including regular risk assessments on its ICT systems and facilities. The ICT systems are available, operational and functional at more than 98% uptime.

a) See response in (1) above.

b) See response in (1) above.

c) See response in (1) above.

   (i) See response in (1) above.

  (ii) See response in (1) above.

Reply:

a) Minister of Transport

Yes, South African Police Services VIP Prorection Unit 

1. Yes 
2. No 
3. No;

(aa) It is provided for in the Ministerial Handbook 

(bb) It is paid from Department of Transport s’ budget 

(cc) Details pertaining to protection of Minister resides with South African Police Services.

b) Deputy Minister

Yes, South African Police Services VIP Prorection Unit 

1. Yes 
2. No 
3. No;

(aa) It is provided for in the Ministerial Handbook 

(bb) It is paid for from Department of Transport s’ budget 

(cc) Details pertaining to protection of Deputy Minister resides with South African Police

Services.

Air Traffic Navigating and Services (ATNS)

ATNS has never made use of security services paid for by the State.

Airports Company of South Africa (ACSA)

The question in its entirety is not applicable to ACSA, as none of the listed persons make use of security services paid for by the State.

South Africa Civil Aviation Authority (SACCA)

1. Not applicable, (b) Not applicable, (c) (i), (ii), (iii); (aa), (bb), (cc): At the moment the South African Civil Aviation Authority does not make use of any security services to protect its head or any of its staff members, and/or their immediate family members.

Road Traffic Management Corporation (RTMC)

(c) The RTMC does not use security services paid for by the State for (i) its CEO (ii) his immediate family members (iii) any staff member.

(aa) N/A

(bb) N/A

(cc) N/A

Road Accident Fund (RAF)

(c) Neither the Board nor the CEO of the Road Accident Fund (RAF) make use of security services paid for by the State for (i) themselves, (ii) their immediate family members or (iii) any of the RAF staff members; the remainder of the questions in (aa), (bb), and (cc) are therefore not relevant to the RAF.

South African Roads Agency Limited (SANRAL)

(c)SANRAL does not make use of any security services for any individual or their family members; the remainder of the questions in (aa), (bb), and (cc) are therefore not relevant to SANRAL.

Roads Infringement Agency (RTIA)

(c) The Road Traffic Infringement Agency:

(i) The Registrar does not make use of security services paid for by the State,

(ii) Immediate family members of the Registrar do not make use of security services paid for by the State

(iii) No employee of the RTIA makes use of security services paid for by the State

(aa) Not Applicable

(bb) Not Applicable

(cc) Not Applicable

Cross Border Transport Agency (CBTR)

(c) The head of Cross-Border Road Transport Agency has not made use of security services paid for by the State for (i) himself, (ii) neither his immediate family members nor (iii) any of his staff members.

(aa) – (cc) Not applicable.

Railway Safety Regulator (RSR)

(c) (i) (ii) (iii) No, the RSR heads and / or bodies do not make use of security services for individuals,

staff members or families of employees.

Passenger Rail Agency of South Africa (PRASA)

Ports Regulator South Africa (PRSA)

No staff member of the PRSA including the CEO make use of security services paid for by the State for him/herself, his/her immediate family members or any of their staff members. Nor has any security services paid for by the State been requested.

South Africa Maritime Safety Authority (SAMSA)

The South African Maritime Authority (SAMSA) does not make use of nor pay for security services provided to any employee (including executive members), the Board members as well as their immediate family members.

Reply:

Yes, regular maintenance is being undertaken on information technology facilities and systems within the Road Traffic Infringement Agency,

a) N/A

b) N/A

c) N/A (i) N/A (ii) N/A;

Maintenance of Data Center/ Server Room Facility is done at least once per annum, the following equipment are maintained:

Air Conditioning System, Fire Detector and Suppression System, Water Detection System, Uninterruptible Power Supply (UPS), Humidity Monitoring System, Power conditioning and Distribution System (PDU).

Maintenance of Network Infrastructure such as Internet, Intranet, Internal Systems, E-Mail and Web infrastructure is done on a daily basis. Proactive security measures are taken by updating RTIA system into latest updates and patches to protect against cyber-attacks.

 

Reply:

Maintenance is being undertaken on information technology facilities and systems within the Road Traffic Management Corporation;

(a) N/A

(b) N/A

(c) (i) N/A

(ii) N/A;

In the period 2016/17 the Corporation upgraded the Network Security and is in full control of the perimeter firewall for all internal systems. Various core infrastructure components have been refreshed to facilitate the Virtualisation of the corporation’s servers. The Corporation has also implemented an Oracle EBS solution to integrate core financial, human capital, fleet management, asset management and payroll functions.

 

Reply:

 

South African Maritime Safety Authority (SAMSA) Information Technology (IT) Department has formulated and put measures in place to ensure regular maintenance of Information Technology infrastructure and systems. The following are as follows

1. Infrastructure

• Systems are in place to monitor performance of the infrastructure to ensure its ability to operate the critical systems that are used by the organization to carry out its duties.
• The performance of the system is monitored frequently to ensure maximum availability at expected levels.

2. Applications Systems

• Business and operations are regularly monitored to also ensure availability to the clients at all times.
• There is a dedicated effort to ensure that these performed as expected and also at expected levels.

Systems generated reports are used to monitor performance and point to the nature or type of maintenance that will be required. As part of maintenance, there are also regular reviews with service providers to address issues prior to them escalating to problems.

The maintenance of the systems and the infrastructure has contributed significantly to avoiding down times and reducing systems and infrastructure performance inconveniences to very low levels which is critical to availability through high uptime.

 

Reply:

(a), (b), (c), (i), (ii):The South African Civil Aviation Authority ensures regular monitoring and maintenance of its hardware and software information technology facilities and systems.

NW1910E

Reply:

Regular monthly scheduled maintenance, within the prescripts of the Cost Containment Instructions issued by the National Treasury, is undertaken on information technology facilities and systems within the Road Accident Fund, and performed in accordance with an approved Maintenance Calendar developed in terms of a Board approved ICT Service Management Policy; consequently, questions (a), (b), (c)(i) and(ii) are not applicable.

Reply:

The Cross-Border Road Transport Agency undertakes regular maintenance on a quarterly basis on its information technology facilities.

(a) – (c) (ii) Not applicable.

Reply:

Yes, regular maintenance is being undertaken on information technology facilities and systems within the Airports Company SA.

The necessary critical maintenance is taking place for the IT Facilities. Contracts are in place to enable the maintenance of critical systems and in some areas where contracts have expired, tenders to continue the services are currently being prepared for publishing on open market processes. We also have a three-year hardware maintenance and replacement plan as part of IT Digital Strategy approved by Exco, IT Steercom and the ACSA Board to refresh/ replace obsolete equipment that are expensive to maintain. That plan is being implemented as and when there is a need in different business units across the company.

Reply:

1. Information Technology (IT) facilities and systems are maintained on a regular basis. Annually, an IT budget is compiled for the maintenance of all IT facilities and systems.2. 

2. Maintenance plans are documented and aligned to documented procedures. The plans include Daily, Weekly and Monthly schedules. Maintenance activities are outlined below:

2.1 Patching the IT system for software upgrades, for example, Anti-Virus patches;

2.2 Proactive monitoring and maintenance of our Database environment as well as conducting daily backups;

2.3 Manage disaster recovery on critical data;

2.4 Continuous monitoring of overall (IT) facilities and systems health checks for resolution of urgent issues;

2.5 Proactive monitoring and maintenance of the Wide Area Network and Equipment by External Service Provider;

2.6 Manage software updates and migration data to the Production environment.

3. Service Level Agreements are signed with External Service Providers for maintenance of specialist services and equipment.

Reply:

a) Regular maintenance is undertaken by the Department and its agencies.

b) No steps can be taken against officials if regular maintenance is done accordingly.

c) Officials cannot be suspended or charged when they are doing their duty and the systems are available