Questions and Replies

Reply:

(i) MINISTER

Inherited from Minister Ben Martins

	YZB713GP	BZ93DBGP
(a) Make	BMW	LEXUS
(b) Model	X5	LX570
(c ) Price	R 789 924.00	R1 084 312.37
(d) Date of purchase	Apr-10	Aug-12

(ii) DEPUTY MINISTER

	CA954053	BZ84KGGP
(a) Make	BMW	BMW
(b) Model	X6	535i Gran Turismo
(c ) Price	R 790 000.00	R789 634.50
(d) Date of purchase	Sep-12	Aug-12

(aa) (aaa) 2014-15

The vehicles mentioned in (i) and (ii) above, were used by the Principals during this period.

(aa) (bbb) 2015-16

The vehicles mentioned in (i) and (ii) above, were used by the Principals during this period.

(bb) since 1 April 2016

The vehicles mentioned in (i) and (ii) above, were used by the Principals during this period.

Reply:

A. The statement was made on the understanding that no one is above the law and traffic law enforcement officers should apply existing laws equally to all the people in the country. No additional plans are required to apply already existing law without fear, favour or prejudice.

B. (i) This will be measured by the number of people caught breaking road traffic regulations.

    (ii) The law prescribes sufficient detailson punitive measures to be imposed on the road traffic offenders. These measures must be imposed to all offenders without any exception.

Reply:

Reference must be made rather to Roving road blocks and not roving traffic Hotspots. The roving road blocks are also known as Mini Road side check points as opposed to fully fleshed road blocks with all the Road Traffic Signs displayed as prescribed in the Road Block Manual.

(a) The coordination of these roving road blocks is done within the provincial coordinating structures and Law Enforcement Technical Committee (LETCOM) to optimize the use and sharing of limited resources.

(b) The objectives of operations are to reduce road crashes and make road safe; target un-roadworthy vehicles and unfit drivers such as drunk drivers; and increase visibility of officers on the road.

(c) Number of Road blocks is (i) 74 382

(ii) The Road Blocks were conducted in all provinces.

(d) These operations are informed by the Road Traffic Intelligence report and situational analysis per area.

(e)Successes and failures are determined by number of crashes in the province, and number of arrests of drunk drivers.

(f) (i) Lesson learned is that there is a need for stronger coordination of joint operationsto be guided from national level and provincewith identified critical locations to be assisted through the deployment of the National Traffic Police resources from time to time.

(ii) Each province is currently establishing coordinating structures to plan and optimize coordination.

Reply:

1.  The RTIA Annual Report is very high resolution document that cannot be reduced to be a small size by even splitting it. A small portion of it is actual conversion to PDF while majority is in high resolution graphics. Website couldn’t accept it. We are making means to upload the aforementioned document to our website.

2.  Latest date is Friday, 03 March 2017 to be posted onto our website.

3.  The RTIA Policy on Performance Information management provides that the audited annual report should be approved by the Board (Audit and Risk Committee) be submitted to the Department of Transport, National Treasury and the Auditor-General. After such approvals it is presented to the Minister of Transport at the Annual General Meeting where after it is tabled at Parliament. Once, the Annual Report has been tabled at Parliament, the Agency then can publish it onto the website.

Reply:

(a) (i) What are the details of the festive season road-safety campaign, including dates and activities

The focus was mainly on drivers, passengers and pedestrians, although cyclists contribute a minimal percentage to the road fatalities, they were also targeted.

Road User Group	Venue	Province
Drivers, Passengers, Pedestrians Drivers, Passengers Drivers, Passengers Drivers, Passengers Drivers, Passengers Drivers, Passengers Drivers, Passengers Drivers, Passengers Drivers, Passengers Drivers, Passengers Drivers, Passengers Stray animals Stray animals Stray animals Stray animals Stray animals Interfaith	Launch - Eldoradopark Alzu   Petroport NI Shell Ultra City Graaf Reinet Launch EC Festive Ngodwana, N4 Newcastle Taxi Rank N12 and Potchefstroom Taxi Rank Kuruman Taxi Rank Motswako Galeshewe Engen Kranskop and tollgate Bela Bela Taxi rank Engen Bloemfontein and Tollgate Kwaggafontein Complex Port Edward Margate Taxi Rank Ikageng Gate, Potchefstroom Potchefstroom Taxi Rank Lichtenburg Taxi Rank Nkomazi Elokwatini Seoding Village, Kuruman Nkangala Kagung, Kuruman Maruping Village, Mothibistad, Kuruman	Gauteng Mpumalanga    Gauteng Eastern Cape Mpumalanga KZN North West Northern Cape Limpopo Free State Mpumalanga KZN North West Mpumalanga Mpumalanga Northern Cape Mpumalanga Northern Cape Northern Cape

(ii) on what basis was the campaign designed

This is informed by our crash data that the majority of people who die on our roads are vulnerable road users. Thus the campaign sort to reach out passengers and pedestrians. It is common cause that during the festive season people travel long distances on the road, hence the campaign was also developed and targeted drivers as well.

(b) (i) how was the success of this campaign measured

This was through determining the number of people that were reached through our campaigns using various mediums. As well as through the feedback we received while engaging road users.

(ii) what factors emerged that showed statistics to be worse this festive season than the previous one

Factors that emerged to make this year’s statistics worse than the previous one include the rainy conditions that conditions that prevailed over this period. The festive season was also characterised by three successive long weekends. This encourage the consumption of alcohol and lond distance traveling.

(c) what plans are in place to rectify this?

Road Safety Education planned a more intense 365 Day Road Safety Plan. The Department, provinces and all the Roads Entities are gearing up to implementing the National Road Safety Strategy once approved by Cabinet. In the meantime efforts are being put in place to enhance the work that is being done through law enforcement, education and awareness campaigns as well as media campaigns. These programmes focus on the following:

• Driver programme which includes dangerous driving, impaired driving, distracted driving and roadworthiness of vehicles
• Passenger programme which includes seatbelt usage, child restraints, distracted behaviour
• Pedestrian programme which includes impaired walking, distracted walking, dangerous walking and visibility
• Cyclist programme which include impaired cycling, distracted cycling and dangerous cycling and visibility
• Youth driver programme which was directed specifically to the youth driver Youth at Institutions of Higher Learning which was directed to youth at Universities and colleges
• Stray animal programme which was directed to cattle owners and how to look after the cattle, visibility
• Interfaith programme which was directed to churches

Reply:

1.    The largest contributors to the reduction in the ACSA tariff in 2016/17 are the following:

(i)   Durban International Airport (DIA) proceeds; and

(ii)  The Claw back

This causes a temporary reduction in the tariff while the amounts are being returned to the users. Once these amounts have been returned to the users, there will be an increase in the tariff in 2020/21. The Regulating Committee has noted that this should be considered during the next Permission application.

2.     The Regulating Committee to ACSA and ATNS applies a regulatory approach for the determination of revenues for ACSA which results in airport charges. The regulatory approach allows for a return on capital invested. This can be effected by claw backs i.e. historical capital expenditure claw back.The Regulating Committee has concluded that only 50% of the proceeds relating to the DIA should be returned to the users. The tariff reduction was calculated using ACSA’s model, where ACSA had inserted a tariff reduction in 2015/16 and 2016/17 as a result of the capex under spend.

3.    It will result in a reduction in tariffs in years 2017/18 and a subsequent increase in the tariff in 2020/21 will in excess of CPI once the claw-back and DIA proceeds have been returned to the users. The reduction is a temporary measure over 2017/18, 2018/19 and 2019/20. Thereafter there will be an increase returning the tariffs more in line with ACSA’s long-term historical capital expenditure claw back.

4.     The reduction in charges is temporary in nature. ACSA’s model shows certain key financial ratios that were considered by the Regulating Committee to determine affordability. Furthermore, the Department of Transport has developed a roadmap for the review of the economic regulatory framework for ACSA and ATNS to address issues of predictability, transparency and long term sustainability of ACSA and the aviation industry at large. This involves amendments to the Airports Company Act and agreement amongst industry stakeholders of an appropriate funding model.

Reply:

Please see table below: which answers questions a,b,c,d (i) (ii) e (i)

(e) (ii) The future cost of running the specified stations have not been calculated as yet.

ANNEXURE A

1. Gauteng Metrorail

A total of eleven (11) stations / halts are closed. The following is the detailed information:

	(a)STATION	TYPE	(b)REASON	(c)ALTERNATIVE STATION	(d)(i)(ii)COST OF RUNNING	(e)(i)FUTURE PLAN
1	Union (1989)	Station	Never opened	-	R0	None
2	Avenue (1990)	Station	Very low revenue, isolated station, robberies, commuter safety	Dunswart (1 km) and Northmead (2km)	R0	None. Current alternative stations within acceptable radius.
3	Golf (2008)	Halt	Closed due to safety	Schutte (1 km) and Technikon (1 km)	R7 000 p.m	None. Current alternative stations within acceptable radius.
4	Fountain (2008)	Halt	Only two trains stopping for workers	Kloofsig (1 km)	R7 000 p.m	None. Current alternative stations within acceptable radius.
5	Newclaire (2014)	Station	Burned by residents due to community unrest	Bosmont (1km) and Westbury (1 km)	R 80 000 p.m	To be rebuilt in 2017/18 financial year
6	Village Main (2016)	Station	No revenue generated	Booysens (1km) and Farraday (1 km)	R 15 000 p.m	None. Current alternative stations within acceptable radius.
7	Grosvenor (2016)	Halt	Closed due to safety	Langlaagte (1 km) and Mayfair (1 km)	R 7000 p.m	None. Current alternative stations within acceptable radius.
8	Mears (2016)	Halt	Closed due to stray current project	Train re-routed via Capital Park	R 7 000 p.m	Station will be reopened after stray current project in June 2017
9	Devinish (2016)	Halt	Closed due to stray current project	Train re-routed via Capital Park	R 7 000 p.m	Station will be reopened after stray current project in June 2017
10	Walker (2016)	Halt	Closed due to stray current project	Train re-routed via Capital Park	R 7 000 p. m	Station will be reopened after stray current project in June 2017
11	Loftus (2016)	Station	Closed due to stray current project	Train re-routed via Capital Park	R70 000 p m	Station will be reopened after stray current project in June 2017

2.   Western Cape Metrorail

One (1) station in the Western Cape is closed.

	STATION	TYPE	REASON	ALTERNATIVE STATION	COST OF RUNNING	FUTURE PLAN
1	Gouda (2016) Transnet station	Station	Station closed as a result of the Prohibition Notice issued by the Railway Safety Regulator. The Prohibition Notice relates to the platform height, shelter, lighting and ablution facilities.	Wellington Station Gouda commuters transported by busses to Wellington Station.	R0 Cost of hiring busses R417 414.84 p.m	PRASA will upgrade the current infrastructure according to specific capital projects and implement corrective actions submitted to Railway Safety Regulator.

3.   Kwa-Zulu Natal Metrorail

All stations are operational.

4.    Eastern Cape Metrorail

All stations are operational.

Reply:

1.      Yes.

Non-payment of toll is a violation in terms of the SANRAL Act No 7 of 1998 and not in terms of the AARTO Act or NRTA. The actual unpaid toll amount is also recoverable in terms of the SANRAL Act.

Disobeying the regulatory toll sign is however an infringement in terms of the National Road Traffic Act, 1996 and prosecution will be in terms of the provisions of the NRTA.

There are two processes in place for the prosecution of traffic offences, the Criminal Procedure system in SA, excluding Tshwane and Johannesburg where the AARTO system is in place.

If a prosecution is instituted in terms of the SANRAL Act, the Criminal Procedure System will also be used as AARTO does not currently accommodate offences other than traffic related offences.

If the prosecution is instituted in terms of the offence of disobeying a toll sign, the AARTO system must be used, as it is the system regulating traffic offences in Johannesburg and Tshwane. Due to all toll payments being processed in the district of Tshwane, the AARTO system will apply.

2.     Please provide more details about the “specified plans”. I am not aware of any specification. A legal opinion is not required as the provisions of the AARTO Act are clear. If a person fails to comply with the infringement notice and courtesy letters issued to him or her and an enforcement order is issued for the infringement, the NaTIS system will block the issuing of NaTIS documents until such enforcement order is paid or otherwise resolved.

3.     See (2) above.

Reply:

a)  The Pedestrian road safety programmes focus mainly on those factors that lead to pedestrians being involved in road crashes and those are in the main:

• Impaired walking, this focuses on drinking and walking. People who drink and walk are at a greater risk of being involved in a crash as their ability to act swiftly to avoid a crash is impaired. As such a need is there to educate people about the dangers inherent in drinking and walking.

• Dangerous walking – specifically jay walking. There is a disturbing trend of people who walk freely on national and provincial roads that have high volumes of traffic and multi lanes. This is notwithstanding those who jay walk in built up areas. Our statistics show that quite a substantial number of pedestrians are victims of jaywalking.

• Distracted walking, this relates walking while using a cell phone or listening to music on one’s headphones. It mostly applies to the youth. This results in the person not having a full appreciation of the happening around him or her. Thus rendering them vulnerable to a potential crash. The pedestrians are then educated and made aware of this danger.

b)  where have these campaigns taken place in each month in the past three financial years,

Year	2014	2015	2016
Month		Location		Province
	Hoffman Square, Bloemfontein	Tumahole, Parys		Free State
January	Vosloorus; Pretoria			Gauteng
Year	2014	2015	2016
Month	Location	Province
	Colesburg; Noupoort	Colesburg&Noupoort		Northern Cape
	Tlhabane			North West
February	Paledi Spar, Polokwane			Limpopo
		Klerksdorp		North West
		De Aar; Haartswater		Northern Cape
		Bree Street, Johannesburg		Gauteng
March		Paarl		Western Cape
		Parys; Kroonstad		Free State
		Midrand		Gauteng
		Pietermaritzburg		KwaZulu-Natal
	Cradock			Eastern Cape
		Bloemfontein; March		Free State
		Ratanda		Gauteng
			Galeshewe	Northern Cape
			Phagameng, Modimolle	Limpopo
		Rustenburg		North West
April	Athlone			Western Cape
			Pietrmaritzburg	KwaZulu-Natal
			Alzu	Mpumalanga
	Cradock			Eastern Cape
	Modimolle		Phalaborwa; Giyani	Limpopo
	Valhalla, Pretoria			Gauteng
	Ficksburg	Sasolburg		Free State
			Galeshewe	Northern Cape
May	Chatsworth; Edendale			KwaZulu-Natal
	Randfontein		Chiawelo, Soweto	Gauteng
	Du Noon			Western Cape
			Galeshewe	Northern Cape
Year	2014	2015	2016
Month	Location	Province
			Thohoyandou	Limpopo
June	Gugulethu		Khayelitsha; Goodwood	Western Cape
	Mthatha; Cofimvaba		East London	Eastern Cape
	Dobsonville, Soweto	Thokoza Park, Soweto	Hammanskraal; Dlamini and Chiawelo	Gauteng
			Mperebere; Mogwase	North West
			Modimolle	Limpopo
			Bloemfontein	Free State
			John Daka, Kimberley	Northern Cape
			Market Square, Pietermaritzburg	KwaZulu-Natal
			eMalahleni	Mpumalanga
July	Delft		Rondebosch	Western Cape
			Alice	Eastern Cape
	Montrose	Bloemfontein	Bloemfontein	Free State
			Belabela	Limpopo
			Caledon	Western Cape
		Middleburg	Alzu	Mpumalanga
	Kenilworth			KwaZulu-Natal
August	Middleburg		eMalahleni	Mpumalanga
		Klerksdorp; Rustenburg	Ikageng, Potchefstroom	North West
	Richardsbay		Portshepstone	KwaZulu-Natal
	Kranskop		Mashaba	Limpopo
	Midrand			Gauteng
		Kiwane		Eastern Cape
		Kimberley	De Aar	Northern Cape
September		University of Free State	Kroonstad	Free State
	Modimolle; Polokwane	Sibasa	Polokwane	Limpopo
	Volksrust		Nghodwana	Mpumalanga
		Gugulethu	Overberg	Western Cape
October	Benoni			Gauteng
	Sasolburg	Kroonstad		Free State
			Polokwane	Limpopo
Year	2014	2015	2016
Month	Location	Province
November		Hazyview; Bushbuckridge	Kuruman	Nortern Cape
			Caledon	Western Cape
			Lichtenburg; Potchefstroom	North West
	Hazyview; Bushbuckridge	Middleburg		Mpumalanga
	Heidelburg	Heidleburg		Gauteng
	Ethekwini	Ethekwini		KwaZulu-Natal
December			GraafReinet	Eastern Cape
			Alzu	Mpumalanga
		Modimolle	Belabela; Kranskop	Limpopo
			Equestria; Pretoria	Gauteng
			Portshepstone	KwaZulu-Natal
		Bloemfontein; Kroonstad

c)  The department through the RTMC monitors the implementation and evaluates the impact of the programmes. The findings are then used to enhance the implementation so as to ensure effective and efficient utilisation of resource. The RTMC also reports on the crash data and this also depicts the situation as it pertains to the performance of road safety programmes. Thus assessing the effectiveness of the campaigns.

d)  The spending on these campaigns in the past three financial years

2014: R9 million

2015: R5 million

2016: R21 million

(e)  The department, provinces, municipalities and the road entities in line with their legislative mandate. There are instances where the department and its entities have entered into partnerships with the private sector for this purpose. This is premised on the notion that road safety is everybody’s responsibility.

Reply:

1.    (a) Security to the then Acting Chief Executive Officer was provided by a private company at a cost R158 118 per month

       (b) Security to the current CEO of the RTMC is provided by members of the National Traffic Police, who are already employees of the Corporation. The Corporation incurs only their salary and related costs.

 

2.     (a) The details of risk assessment are available and can be accessed from the relevant law enforcement agency that conducted the assessment.

        (b) The assessment was conducted by the South African Police Crime Intelligence.

Reply:

A.  (i)(ii) The current contract for e-toll operations is still valid. As a result, no renewal has taken place. The applicable time periods for the operational contract, as was awarded historically are as follow:

• ORT Operations : 96 Calendar Months
• TCH Operations : 60 Calendar Months
• VPC Operations : 60 Calendar Months

These time periods apply from 3 December 2013, when toll collection for the Gauteng freeways commenced.

B.  Not applicable

C.  Not applicable

D.  SANRAL uses the FIDIC Gold Contract as a basis for monitoring the performance of the contractor.

E.  Not Applicable

Reply:

Airports Company South Africa SOC Limited (ACSA)

The decision was made based on a Board Evaluation Report and Skills Matrix as commissioned by the Board with a view to identify skills gaps within the Board, and consequently to capacitate the Board to enable it to properly discharge its duties to the best interest of the organization. The said analysis wasmapped against the requirements of Board Composition from the Institute of Directors South Africa (IODSA) together with the requirements of the Company within its sphere of operation.

The retired directors either did not respond to the request to furnish their skills set or areas of development for the purposes of the skills analysis; or did not have the required skills and/or did not furnish all the requested information.

Reply:

Airports Company South Africa SOC Limited (ACSA)

 (a) (i)(ii)(iii) The issues of missing luggage are handled by individual airlines and the Department of Transport will therefore not have the information requested.

 (b) (c) (i)(ii)(iii) Falls away

(d) (i)(ii)(iii) Falls away

Reply:

1.  (a) (b) (i) (ii) The Department made inquiries with the relevant province where the alleged incident took place. The provincial department advised that they had no knowledge of the incident.

2.  (a) (b) As a result of the above no investigation is taking place.

3.  In relation to other crimes, an investigation is conducted whilst the perpetrator is put ona precautionary suspension whilst the investigation is being conducted.

Additional information for the Minister

The Department made inquiries with the Limpopo Department of Roads and Transport. We were informed that the Limpopo Department had made inquiries with the provincial traffic station in the Matoks area and it was confirmed that no one had been shot. As a result of this they are not aware of any investigation that is taking place.

Reply:

1. (a) The main objectives of the First National Traffic Indaba were to bring together traffic law enforcement officers from all entities in the country to discuss:

• Improved and integrated law enforcement
• Best practices in the law enforcement fraternity
• Economic impact of road carnages
• Norms and standards of law enforcement
• New technologies to improve efficiency in law enforcement
• Improved working conditions for traffic law enforcement officers
• Quality of licensed drivers

(b)  (i) All the objectives were met

(ii) The objectives were measured through the quality of papers presented, the quality of engagements in at the breakaway sessions and the commitment to declaration adopted at the end of the Indaba.

(c) R7,4 m

(d) (i) 1200 people were invited

(ii) 1300 attended

2.   (a) The difference between the indaba and road safety summit is that the indaba aimed at getting traffic law enforcers to discuss and share experiences among themselves on matters that impede them in the execution of their duties and how these can be improved.

On the other hand the Road Safety Summit brings together government agencies and civil society representatives to discuss on the cross-cutting issues of road safety and community-based initiatives that can be implemented to reduce road crashes.

(b) The two could not be combined because the indaba was focussed exclusively on professional issues facing traffic law enforcers in the country whereas the summit focusses on the issues confronted by the general public.

Reply:

1. (a) The Objectives of the 3rd Annual Road Safety Summit held in November 2016:

The overall objective is to follow-up on the implementation progress of the previous Summit Resolutions. The Road Safety Summit is an annual Summit which the Department uses as a monitoring tool to assess progress and what interventions are required in the implementation of the previous Resolutions.

The following are the objectives that speak to the different components of the Summit:

• Review results of the 365 day road safety programme detailing successes and failures including devising strategies how best these programmes can be achieved collectively
• Refocus on how best set targets in the road safety strategy can be met through a collaborative effort among all stakeholders
• Strengthening of law enforcement authorities among these being the increase of law enforcement officers
• Focus on the review of existing legislation particularly the National Road Traffic Act and AARTO Amendment Bill
• road structural challenges and educational campaigns aimed at raising awareness about road safety hazards among motorists, passengers and pedestrians
• AARTO national rollout and points demerit system
• Tackling corruption and bribery mainly in the licensing testing stations and driving schools
• Improve road user behavior and attitude by involving communities
• Improve driving skills and abilities of drivers
• map out and devise funding strategies for road safety programmes between government, business, Ngos and communities
• work out implementation mechanism of Summit resolutions at national, provincial, district, metro and municipal levels of government to ensure effective implementation of the National Road Safety Strategy 2014/19 to derive tangible and measurable results
• Improve coordination of road safety managment

(b) (i) which objectives were met

The following objectives were met while others remain work-in-progress

• Tackling corruption and bribery mainly in the licensing testing stations and driving schools
• Review results of the 365 day road safety programme detailing successes and failures including devising strategies how best these programmes can be achieved collectively
• Strengthening of law enforcement authorities among these being the increase of law enforcement officers
• Improve road user behavior and attitude by involving communities
• Improve driving skills and abilities of drivers
• Improve coordination of road safety management

(ii) The objectives are measured based on the following Key Performance Indicators:

• Development of national anti-fraud policy for implementation by all entities in all regions by 2018
• Number of anti-corruption training interventions rolled out to government officials and members of the public
• Number of officials trained on anti-corruption
• Number of members of the public trained on anti-corruption
• Number of incidents of fraud and corruption reported, charges investigated, prosecuted successfully

Number of new systems and processes introduced to address fraud and corruption.

• Number of educational/road safety awareness campaigns initiated
• Incorporation of specific road safety content in basic education curriculum by 2017

Improved road safety knowledge of South Africans year-on-year (measured through surveys)

• Number of traffic violations occurred
• Development of intelligence-led enforcement campaigns for national implementation
• Increased visibility of traffic police, 24/7 (measured by surveys)
• Successful implementation of AARTO - Implement systems to identify repeat offenders by 2018
• Number of Vulnerable Road User (VRU) crash statistics: cyclists; motor passengers, , pedestrians etc.
• Number of educational programmes, activities to promote community discussion and involvement in road safety at school and community levels
• Number of learners and community members engaged in road safety programmes
• Number of incentives developed for good driving/road user behaviour
• Development of bi-annual conference for youth on road safety

Number of youth role models included in Road Safety Ambassador programme

• Regulate driving schools by 2019
• Introduction of driver re-testing by 2022

Number of drivers re-tested periodically

• Establishment of inter-departmental National Roads Safety Council (NRSC) with fixed scheduled meetings by 2017
• Adherence to defined meeting schedule

(iii) what objectives have not yet been met from the previous summits

• AARTO national rollout and points demerit system
• map out and devise funding strategies for road safety programmes between government, business, Ngos and communities
• Refocus on how best set targets in the road safety strategy can be met through a collaborative effort among all stakeholders
• map out and devise funding strategies for road safety programmes between government, business, Ngos and communities
• work out implementation mechanism of Summit resolutions at national, provincial, district, metro and municipal levels of government to ensure effective implementation of the National Road Safety Strategy 2014/19 to derive tangible and measurable results

(iv) what is being done to meet each objective that has not been met

The respective Roads entities of the Department have incorporated the above in their annual performance plans to ensure that measures are in place to implement these objectives as well as concrete synchronisation of plans with Metro and Municipal to ensure effective implementation of the Road Safety strategy to derive tangible and measurable results.

A special Funding and Implementation committee has been established whose sole role is to establish a funding model strategy which will speak to the implementation of the overall National Road Safety Strategy.

(v) what was the total cost of the summit

R431 297.00

2.  (a) (i) Invitations were sent to more than 350 people and also used the Word of Mouth at the targeted audience

(ii) About 550 people attended the Summit

(b)(i) The Minister of Transport, senior officials from the Department of Transport, MEC of Transport in KZN province, MEC of Social Development in the KZN Province, CEOs of state owned entities of Transport, officials from the entities of state owned entities

(ii) The Provincial Governments of Transport, Basic Education, Social Development, Health and Community Safety, the National Government Department of Transport, private sector companies, NGO representatives, Youth sector representatives, Faith based representatives, Driving Schools representatives, Taxi and Bus industry representatives, Provincial Legislature members, South African Roads federation representatives, Zoleka Mandela Foundation, Global Road Safety Projects representative, Women in Transport representative, Community based organisations and Media houses

Reply:

1. The migration from a manual based system to the state of the art interoperable electronic payment system has been in the making for the past 15 years. The objectives for this system includes benefits such as reduced instances of fraud/misuse of card based concessions, ease of use (top ups) and registration, efficient monitoring of transactions with the objective to increase levels of service and in terms of throughput the system enables the processing of three times the current traffic volumes at plazas. Due to the interoperability achieved in South Africa, a user only needs to register an account once, fit a single electronic tag in a vehicle, and maintain this single account. This will allow the user usage at all plazas in South Africa except the Chapmans Peak toll road. Making payment electronically is in accordance with best international practices, and significantly reduced delays to road users at toll plazas. It also reduces the need for expansions of existing toll plazas, due to increased efficiency and throughput of an electronic toll collection lane, vs a manual toll collection lane. The electronic payment system will ensure existing concession holders not only continue to enjoy the discounts but their transaction will be more efficient and secure.

(i) The SANRAL Act allows for electronic toll collection/payment.

(ii)  The operational decision to implement electronic (Tag) payment was taken by N3 Toll Concession (N3TC) to improve the throughput of traffic at its toll plazas, alleviate congestion and improve transaction security. The ultimate purpose of the measure is to promote increased mobility and convenience, as well as enhance the travel experience of all road users, including Concession holders.

Introducing the choice of migrating a concession account to the Tag payment method is one of the ways in which N3TC is introducing additional security to the transaction environment. Possible card usage fraud, including theft and cloning, are amongst the issues this solution is intended to address.

As a result of stakeholder engagement, the decision was taken to retain existing payment methods and introduce the Tag as just another payment method.

In accordance with the terms and conditions, information, including Frequently Asked Questions, has been circulated to affected parties informing them of the pending changes. Social media, direct emailers, SMSs and posters have been used for the dissemination of information during the course of the past 12 months.

iii) All administration to implement the change is facilitated by N3 Toll Concession at no additional cost to the customer. This automated payment system is linked nationwide to SANRAL’s Transaction Clearing House (TCH) which manages all Tag transactions on South Africa’s national toll routes, including the N3 Route.

(2) Should a concession account holder choose to migrate their account to the Tag payment method, all administration required to implement the change to a Tag payment method is facilitated by N3 Toll Concession at no additional cost to the customer.

N3TC will continue to administer concessions on the N3 Toll Route.

Yes, all administration to implement the change is facilitated by N3 Toll Concession at no additional cost to the customer.

This automated payment system is linked nationwide to SANRAL’s Transaction Clearing House (TCH) which manages all Tag transactions on South Africa’s national toll routes, including the N3 Route.

(3) Toll fees are payable in terms of the applicable tariff charged (including all discounts) at a specific toll plaza and cannot expunge another toll at a different toll plaza. In terms of the TCH, which is a central transaction clearing house, users have an account which they top-up via various channels. The monies in that account is used for payment of specific electronic toll transactions.

Concession holders’ toll fees collected via the Tag payment method are also automatically deducted from the vehicle owner’s registered TCH Account. The user has the benefit that the tag will work at all toll plazas in South Africa which accept the Tag payment method, provided the Tags are active, is in the vehicle and that the registered TCH Account shows a positive balance.

It is important to note that historic balances relating to transactions incurred on the Gauteng Freeway Improvement Project (“GFIP”), which have been transferred to the Violations Processing Centre (“VPC”), are handled independently of this registered TCH Account. Thus, none of the funds deposited into the registered TCH Account are used to clear any outstanding VPC debt. However, road users remain liable for transactions incurred on GFIP during the Grace Period (currently 30 days per the Government Gazette), and these will be deducted from the TCH Account.

The manner in which toll fees are collected via the existing traditional payment methods, remains unchanged. None of these toll fees are allocated to a Concession customer’s TCH Account unless the migration to a Tag payment option has been chosen.

(4) Traditional payment methods shall remain unchanged and concession holders will have the option to migrate to the new system.

It must be noted that the process to implement the electronic payment system commenced 18 months ago, for the past 12 months there has been ongoing engagement with concession holders and this has resulted in a substantial transition period.

Reply:

 

1. (a) Airports Company South Africa levies airport charges in the form of Passenger Service Charges (PSC) that are collected by airlines through air tickets.  The PSC is levied for the provision of passenger facilitation and infrastructure services at Airports Company South Africa’s airports.

(b) The PSC differ based on the route destination and can be split between the International PSC (R346 currently, to be reduced to R223 from 1 April 2017), the Regional PSC (R263 currently, to be reduced to R169 from 1 April 2017) and the Domestic PSC (R127 currently, to be reduced to R82 from 1 April 2017).

(i) Total annual income:

(aa)  Department of Transport – None;

(bb) Airports Company South Africa – R3.1 billion (2016 financial year).

(i) PSC Split (annual for 2016 financial year):

(aa)  Domestic:  R1.5 billion;

(bb) International:  R1.6 billion.

2. (a)  The amount of the proposed carbon tax will be determined by the National Treasury. Domestic airlines will determine how to filter the amount to the passengers. It is not possible to determine at this point how much a domestic air ticket price will be increased as a result of the proposed carbon tax.

(b) The proposed carbon tax will not apply to international aviationand therefore will not have a bearing on international air ticket prices.

Reply:

(a) Capital investment programmes across Airports Company South Africa (ACSA) airports are defined primarily to firstly address refurbishment and replacement requirements of existing infrastructureand secondly, to provide new or additional capacity. The first intervention is to ensure the realisation of the full benefit of the existing infrastructure/assets over their entire useful livesas well as ensuring compliance to applicable legislation, standards and/or best practices. The second intervention is to introduce new or additional capacityto ensure that the ACSA network of airports can support the growth in air transport demand in a sustainable manner.To this end, a number of projects have been defined for both O. R. Tambo International Airportand Cape Town International Airport. Some of the projects are listed below:

(b) & (c)

(i) CAPE TOWN INTERNATIONAL AIRPORT:

1. New Realigned Runway and Associated Taxiways (R3.18 Billion)

• Planned project commencement
  • The preliminary design for the project was started in 2008. A preliminary design has been accepted and the detailing thereof is planned to commence upon the Environmental Impact Assessment(EIA) approval and issue of its record of Decision

• Planned Construction start
  • July 2019

• Planned completion date
  • December 2021

• Current status
  • The EIA report has been submitted to the Department of Environmental Affairs and ACSA is awaiting its approval.

2. Aircraft Parking Stands (R303 Million)

• Planned project commencement
  • February 2017

• Planned Construction start
  • March 2018. This will be done in a phased process dependant on operational requirements in order to minimise the impact on the peak operational period.

• Planned completion date
  • March 2023.There are 4 apron related projects which will be phased over a 4-5 year period.

• Current status
  • Process to procure consultants in progress.

3. Boarding Gates and International Departure Lounge (R100 Million)

• Planned project commencement
  • February 2017

• Planned Construction start
  • March 2018. This will be done in a phased process dependant on operational requirements in order to minimise the impact on the peak operational period.

• Planned completion date
  • June 2019

• Current status
  • Process to procure consultants in progress.

4. New Domestic Arrivals Terminal (R331 Million)

• Planned project commencement
  • April 2012. The project has been on hold since April 2014 due to Regulator related issues. With the recent approval of the Permission, it has been restarted and will be prepped for tender stage

• Planned Construction start
  • March 2018

• Planned completion date
  • April 2020

• Current status
  • Process to procure a contractor in progress.

5. Terminal 2 Redevelopment (R996 Million)

• Planned project commencement
  • February 2017

• Planned Construction start
  • March 2019

• Planned completion date
  • September 2022

• Current status
  • Consultant tender to be awarded.

6. Domestic Departure Lounge Extension (R108.6 Million)

• Planned project commencement
  • February 2017

• Planned Construction start
  • March 2018

• Planned completion date
  • May 2019

• Current status
  • Process to procure consultants in progress.

(ii) O. R. TAMBO INTERNATIONAL AIRPORT:

1. Terminal A Refurbishment and Redevelopment (R448 Million)

• Planned project commencement
  • January 2016

• Planned Construction start
  • February 2018

• Planned completion date
  • October 2020

• Current status
  • Consultants appointed;
  • Concept designs complete, design development underway.

2. Additional Baggage Carousel in Terminal A (R72 Million)

• Planned project commencement
  • April 2016

• Planned Construction start
  • January 2018

• Planned completion date
  • June 2019

• Current status
  • Consultants appointed;
  • Concept designs complete, design development underway.

3. Bussing Gates (R150 Million)

• Planned project commencement
  • April 2016

• Planned Construction start
  • April 2018

• Planned completion date
  • May 2019

• Current status
  • Consultants appointed;
  • Concept designs complete, design development underway.

4. Airside Buildings (R186 Million)

• Planned project commencement
  • 28 February 2017

• Planned Construction start
  • 19 February 2018

• Planned completion date
  • 15 December 2019

• Current status
  • Process to procure consultants in progress.

4.5. Remote Apron Stands (RAS) (R 1.584 Billion) and Enablement Work for RAS(R159Million)

• Planned project commencement
  • December 2016

• Planned Construction start
  • June2020 and June 2021

• Planned completion date
  • June 2023

• Current status
  • Process to procure consultants in progress.

Reply:

The proposed Road Accident Benefit Scheme (RABS) Bill is scheduled to be presented to the Economic sectors. Employment and infrastructure development Cluster of the Forum of South African Directors General (FOSAD) in February 2017. The RABS will also be tabled at the Technical Working Group substructure of the Social Protection, community and Human Development FOSAD Cluster. It will be presented before end of the financial year 2016/2017.

Reply:

1. (a) At its meeting of 5 October 2016, the Political Heads of the PICC’s SIP 2 Committee endorsed the recommendation tabled for the selection of a preferred alternative for the improvement of the N3 Van Reenen Pass. It was also at this meeting where the Minister of Transport confirmed her decision to return to the drawing board the De Beers Pass project, in view of the serious concerns raised by various stakeholders in the Free State province. As such going forward the new project will be called the N3 Van Reenen Development.

(b) (a) (b) The Department is finalising an official instruction to SANRAL in this regard. SANRAL will be required to conduct a detailed investigation and costing of this preferred option along with its variations. The output of this process will be submitted to the Minister of Transport and the PICC for consideration.

(c) The existing concession contract was structured to make provision for the development of the De Beers Pass. This financial provision will now be made available to fund the new preferred option. In the event that the costing in (b)above exceeds this financial provision within the Concession contract, the Minister of Transport working in conjunction with the PICC, National Treasury and the Free State Province will determine the best funding model to cover the funding shortfall. This is imperative as neither the concession contract nor SANRAL will be able to carry the additional costs.

(d) (i)(ii) This process will be informed by the process stipulated in (b) above, and will be communicated in due course. It must be noted that the De Beers Pass was modelled not to result in additional toll tariffs.

(e) This is dependent on (b) above, which is envisaged to take a minimum of 12 months. It also depends on the environmental requirements of the preferred option, the resolution of any funding shortfall that may arise, securing the necessary licenses for water use and quarrying and the bidding process. Nonetheless, actual construction is not expected to start before 2020.

2. This will be covered in above. The timelines are as stipulated in (e) above.

Reply:

(1) Yes. The detail of question (1) is dealt with in Tables 1, 2 and 3 attached as Annexure A, B and C. For the sake of clarity, a TS 4 Recommendation refers to a warning issued to the vehicle testing station as a result of unresolved findings against the vehicle testing station. A TS5 recommendation refers to recommendation for suspension as a result of continuous unresolved findings.

(2) The detail of question (2) is dealt with in Tables 1, 2 and 3 attached as Annexure A, B and C:

(3) (a) In terms of the National Road Traffic Act, Act 93 of 1996, Motor vehicle registration, testing and licensing remains the responsibility of the applicable MEC in a province. With it comes the responsibility to provide services in this regard. In terms of the legislation the Inspectorate for Testing Stations must make recommendations to the MEC in terms of the compliance of vehicle testing stations in the province. It remains the prerogative of the MECs to make their own decisions with regard to the recommendations.

(b)In order to harmonize the implementation of legislation and standards, the Department has encouraged provincial participation in the Vehicle Technical Committee and Legislation Forums. Furthermore, legislation is going to be amended to ensure that the requirements are standardized.

Reply:

(a) It is cumbersome to report on the statistics relating to convictions of Examiners due to the prolonged period it takes to finalise a case due to the fact that once a case has been opened with the SAPS, they must conduct investigations and ultimately prepare the docket for the Department of Justice to prosecute. Therefore a case may take up to two years to be finalised. Below is the numbers that have been convicted:

Province	(i) 2013-14	(ii) 2014-15	(iii) 2015-16
Eastern Cape	0	0	0
Free State	0	0	0
Gauteng	0	7	2
Kwazulu-Natal	The KZN Department of Transport is not aware of any examiners of vehicles in this province whom have been criminally convicted for the periods stated above.
Limpopo	0	2	0
Mpumalanga	0	0	0
North West	0	0	0
Northern Cape	0	1	0
Western Cape	2 (Internal disciplinary hearing)	3 (Internal disciplinary hearing suspensions)	2

(b) (i) Examiners continuing to practice after conviction.

Province	(i) 2013-14	(ii) 2014-15	(iii) 2015-16
Eastern Cape	None
Free State	None	None	None
Gauteng	None	None	None
Kwazulu-Natal	None
Limpopo	None	None	None
Mpumalanga	None	None	None
North West	None	None	None
Northern Cape	None	None	None
Western Cape	None	None	1

(ii) Reasons for continuation:

Eastern Cape: Not applicable.

Free State: Not applicable.

Gauteng:Not applicable.

Kwazulu-Natal: Not applicable.

Limpopo:Not applicable.

Mpumalanga:Not applicable.

North West:Not applicable.

Northern Cape:Not applicable.

Western Cape: One of the examiners convicted in 2015/16 financial year is still practicing. The province is awaiting formal feedback from the Director of Public Prosecutions. The case is on the court roll for March 2017.

Reply:

(a)(b)(c)(i) Members of the Traffic Legislation Technical Committee are officials or representatives of Provinces, NRCS, SAPS and all the Agencies, who have been nominated by their respective Authorities and Institutions to attend the Committee.

(ii) They represent the Provincial Departments responsible for transport, Agencies of the Department of Transport and those Institutions.

(iii) They have the required expertise in road traffic related matters, extensive experience in road traffic related legislation, road traffic management and process and procedures.

Reply:

(a) The Department of Transport was not a party to the dispute between the Bombela Concession Company and the Gautrain Agency

(b) There is no implications for the Department of Transport

Reply:

1. I am informed that the furthermore, as the investigations are still underway and in putting the interest of the company first, the Board decided not to put Mr Maseko on suspension, but imposed stringent conditions during this period at work

2. (a)The Board has adopted the findings and recommendations of the Report to conduct further investigations on some of the allegations with a view to institute disciplinary proceedings. Where recommended, the Board is in the process of reporting any criminal acitivity to the South African Police Service. In addition, certain implicated individuals have been placed on suspension pending the said further investigation.

(b) (i) and (ii): The timelines and deadlines for the period of suspension and finalisation of the further investigations is 3 February 2017.

3. (a) and (b): Yes, there are processes and mechanisms in place to ensure recommendations are executed. Furthermore investigations into the recommendations are underway; the process of reporting criminal activity to the South African Police Services is underway and suspension of certain individuals, where warranted, has been executed. The Board has further delegated to some of its members some of the actions to be taken to ensure the execution of the findings and recommendations, subject to due process, and as per applicable legal prescripts.

4. (a) and (b): All recommendations have been adopted by the board save for one part regarding the City Lodge contract of 2007 to discipline the then Tender Board and Executives. The reason being that due to the passage of time, most of the individuals mentioned are no longer in the employ of the company and further, that the reversal of that contract would not be in the interest of the Company, nor will it make commercial sense to do so.

Reply:

Airports Company South Africa SOC Limited

Airports Company South Africa’s budget for external Forensic investigations is estimated at R1 200 000 for the 2016/17 financial year. The average spend for Forensic investigations has been around a million rand each year over the past five years. This year, to date, the entity has spent almost R900, 000.00. There are no investigations that have not been concluded from previous years.

South African Civil Aviation Authority

For the period 01 January 2009 until 31 October 2016, the South African Civil Aviation Authority spent an amount of R967 780.62 on external forensic investigations. The internal investigations were conducted in-house, therefore no consultants were utilised.

Air Traffic and Navigation Services (ATNS)

The amount spent on both investigations is R445 098.60.

Ports Regulator of South Africa Response:

No costs have been incurred by the Ports Regulator with reference to Question 2317, as there have not been any internal nor external forensic investigations within the period specified.

Railway Safety Regulator:

The Cost to the RSR amounts to: R129 791.37

South African Maritime Safety Authority

The SAMSA Board commissioned a Forensic Investigation in May 2016, the initial phase is almost complete, from what was reported, there was a need to do a second round of investigations, the whole investigation amounts to R1.2m.

Road Accident Fund

With reference to the reply to question 2317 on 15 November 2016, the costs for the RAF to compile the forensic investigation reports, i.e. the annual budget related to the operations of the RAF’s Forensic Investigation Department, and the associated savings resulting from the identification of fraudulent claims which were then not paid, was:

Cost		Saving
FY2009/10	R 49 619 469		FY2009/10	Info not available
FY2010/11	R 37 909 502		FY2010/11	Info not available
FY2011/12	R 42 301 356		FY2011/12	R 461 758 646
FY2012/13	R 45 490 550		FY2012/13	R 243 281 011
FY2013/14	R 57 802 378		FY2013/14	R 113 178 482
FY2014/15	R 64 958 696		FY2014/15	R 178 702 835
FY2015/16	R 70 081 524		FY2015/16	R 423 727 844
FY2016/17	R 60 385 310		FY2016/17	R 407 665 631

Cross-Border Road Transport Agency

With reference to the Cross-Border Road Transport Agency’s reply to question 2317, the costs that were incurred on the internal forensic investigations are illustrated on the table below:

	Case	Costs incurred
(i)	Fraud that resulted in financial loss	R51, 068.24
(ii)	Misuse of the Agency’s credit card	R196, 832.87

Road Traffic Infringement Agency

The RTIA spent R110 431.14 on forensic investigation.

South African National Roads Agency Limited

Forensic Investigation Costs
2008/09	621 300.63
2009/10	403 916.78
2010/11	206 645.77
2011/12	901 171.52
2012/13	263 812.47
2013/14	-
2014/15	-
2015/16	349 530.84
2016/17	375 932.90
Total	3 122 310.91

Road Traffic Management Corporation

The costs were incurred as follows:

1. Ministerial Task Team 2010 – R492 560.02
2. Khuthele/PWC 2009 – R1 918 487.14
3. Nkonki 2012 – R497 000.10
4. Open Waters 2012 – R891 854.26

Passenger Rail Agency of South Africa (PRASA)

1. Fuel Fraud Investigation by Valuecorp CC, trading as, Sudesh Dayanand Forensic Investigators – the contract term for this investigation lapsed in 2015 – R37,9 million
2. Werksmans Attorneys – Investigations into various irregularities found by the Auditor-General SA in its 2014/15 audit and the irregularities found by the Public Protector in her report entitled “Derailed” issued in August 2015 – This investigation is ongoing - R119 million
3. National Treasury – Investigations into contracts that are above R10 million and concluded by PRASA between 2012 and 2015 – This investigation is ongoing – no cost to PRASA
4. Deloitte- Investigations into fraudulent transfer of funds in the Durban and Tshwane Regions which was terminated in 2010 and handover of the results to the South African Police Services- R 1 million
5. Deloitte - allegations of irregularities in appointment of officials in the Eastern Cape region, mismanagement of company assets and tender processes concluded in 2010/11 - R423 000.00
6. PricewaterhouseCoopers – Forensic Audit into Eastern Cape supply chain management processes and related outstanding invoices for payment conclude in 2013. - R 178 000.00 
7. Deloitte- Investigations into appointment of contractors, supply chain management processes and tenant revenue leakages concluded in 2013. R7,5 million
8. SizweNtsalubaGobodo - allegations of abuse of third party charter bus services concluded in 2013/14 - R180 000.00

Reply:

(a) The K53 revisions is currently being tabled at the Inter Provincial Policies and Procedures (IPPP) working group where after it will be tabled at the Traffic Legislation Technical Committee. Once approved by the Committee it will then be submitted to the Minister for endorsement to start with the consultations process. I am not at this stage able to provide definitive timelines as this would depend on how long the consultation processes take. It will probably take 18 months to conclude the entire consultative process.

(b) There were no special budget allocations for the K53 revision process.

(i) (ii) and (iii) Falls away.

(c) Falls away.

Reply:

(1) The Minister empowered in terms of section 81(1) of the National Road Traffic Act, 1996 (Act No. 93 of 1996) to grant exemptions to motor vehicle due to their designs that do not comply with the provisions of the Act. The “TRH11 Dimensional and Mass Limitations and Other Requirements for Abnormal Load Vehicles” and “TRH11 Administrative Guidelines for Granting of Exemption Permits for the Conveyance of Abnormal Loads” TRH 11 are guidelines document which are used in assisting me in making the decision.

(2) Paragraph 2.2.2 of the TRH11 “Dimensional and Mass Limitations and Other Requirements for Abnormal Load Vehicles” clearly outlines the maximum allowable dimensions under permit of the load which may be carried by the vehicle for which principle approval have been issued.

(3) In terms Section 81 (2) of the Act the MEC may, after the applicant has paid the fees or charges referred to in section 7 (3) and subject to such conditions as he or she may determine, authorise in writing, either generally or specifically, the conveyance in a safe manner on a public road of passengers or any load otherwise than in accordance with this Act. Therefore, the MEC’s are empowered to prescribe any processes for the better management of these vehicles.

(4) As highlighted in paragraph 1 above and in accordance with Section 81(2) of the Act the MECs may use TRH11 and any other conditions in considering any applications.

(5) They may take into consideration the provisions of the TRH11 Administrative Guidelines for Granting of Exemption Permits for the Conveyance of Abnormal Loads in determining permit conditions..

Reply:

1.  (a) (b)

     E van HeerdenTransport           55 000.00

     Du Toit PC                             28 879.21

     Voicelogger                           734 503.04

     Binopath                               158 809.02

     Chuma Security                   10 508 897.69

     Sechaba Security                 14 758 654.40

     Supreme Security                 10 245 532.19

    Swart Hess Attorneys                 402 385.90

     Oricol Environment Service           13 328.92

     Oricol Environment Service             4 901.24

     Boshard Construction (PTY) Ltd    282 963.80.80

                                                       ----------------------

                                                      37 193 855.41

2. (a) Details not available yet

   b) Amount unknown

   (c) Please refer to (b).

   (d) Please refer to (b).

Reply:

Road Accident Fund (RAF)

1.(a)(i) The RAF uses market research and benchmarking by reputable remuneration consultancy firms as well as guidelines issued by National Treasury to determine inflationary annual salary adjustments as criteria for the approval of salaries and salary increases respectively.

(ii) The RAF uses performance against specified performance indicators agreed in the respective annual performance contracts, which indicators are linked to the performance targets set in the Annual Performance Plan, as criteria to approve bonuses.

(b)(i)(ii)The Remuneration and Reward Policy and its associated procedure, which inter alia provides for benchmarking of salaries and auditing of the annual salary adjustments by the Internal Audit Department, and the Performance Management and Development Policy and its associated procedure, which inter alia provides for quarterly performance assessment of the CEO’s performance by the Chairperson of the Board. The annual performance assessment scores to be tabled at the REMCO and the Board; and the auditing of results by the Internal Audit Department, or Auditor-General where the Board so elects, exist to verify that the specified criteria were (i) used and (ii) followed in the (aa) 2013-14, (bb) 2014-15 and (cc) 2015-16 financial years.

Road Traffic Infringement Agency (RTIA)

1.(a)(i) The Registrar of the RTIA’s salary is determined in terms of DPSA framework and it is on salary level 16 (DG level).

(ii) The Registrar’s bonus is determined in terms of the approved performance management framework, where a performance bonus is based on a certain percentage obtained and it is approved by the Board.

(b)(i) The criteria and procedure used is outlined in the Agency’s Performance Management Framework.

(ii) The criteria and procedure used is outlined in the Agency’s Performance Management Framework

(aa) 2013/2014: As approved by the Board in its assessment in terms of the Performance Assessment criteria.

(bb) 2014/2015: As approved by the Board in its assessment in terms of the Performance Assessment criteria.

(cc) 2015/2016: As approved by the Board in its assessment in terms of the Performance Assessment criteria.

Passenger Rail Agency South Africa (PRASA)

1.(a)(i) Salaries are offered to employees at the time of their appointment to the organization according to their job level and the approved scales as per PRASA policies.

(ii) PRASA does not pay bonuses at the moment, but should the time come where bonuses have to be paid this will be guided by the relevant Human Capital Management Policies on Performance Management as well as Remuneration and Benefits.

(b)(i)(ii) This is guided by job evaluation and profiling as well as approved scales as per PRASA policies all the time.

PRASA does not pay any bonuses at the moment.

Road Traffic Management Corporation (RTMC)

1.(a)(i) The salary increase and the bonuses of the CEO of the Road Traffic Management Corporation are based on the contract of employment and organizational performance.

(ii) Performance bonus is only payable if the organization achieves the minimum of 75% of overall performance. Performance assessment is conducted by the Board and the amount payable is based on the performance achieved. Performance information is audited by the Auditor General.

(b)(i)(ii) (aa) 2013/14

There was no performance bonus paid to the CEO relating to 2013/14 financial year. This was due to the fact that the CEO’s contract of employment commenced in January 2014 which was three months before end of financial year. The organization had also under performed.

(bb) 2014/15

The Board report that The performance bonus paid was based on organizational performance achieved of 83%. A performance assessment was conducted by the Board and the amount paid was based on the performance achieved.

(cc) 2015/16

I am informed The CEO’s salary was adjusted during 2015/16 based on the following:

• Organizational growth occasioned by the decision of the Shareholders Committee to transfer the management of the e-NaTIS system from TASIMA to RTMC.
• Organizational performance achieved during 2014/15

The performance bonus relating to 2015/16 financial year was based on organizational performance achieved at 92%. The performance assessment was conducted by the Board and the performance information was audited by the Auditor General.

South African Civil Aviation Authority (SACCA)

1.(a)(i)(ii) The SACAA has Board approved remuneration and perfomance management policies which provide overall guidance of annual salary increases and bonuses. The Director Civil Aviation (DCA)’s salary and bonus was approved by the board in line with the remuneration and perfomance management policies.

The salary increase approved by the board was in line with the guidelines published by the National Treasury. The SACAA salaries including the DCA’s are benchmarked on a regular basis and the pay scales are approved by the board.

(b)(i)(ii) The percentage in respect of salary increases and the total amount payable in respect of Bonuses including the DCA’s are approved by the board and audited by the Internal Audit before implementation annually.

(aa) The DCA was appointed on 1 December 2013 and the salary was determined and approved by the Minister.

(bb) 2014/2015 salary increase was approved by the board and paid in accordance with the policy and national treasury guidelines. The bonus was also paid in accordance with the entity’s remuneration and perfomance management policies and was subjected to Internal Audit processes.

(cc) 2015/2016 salary increase was paid in accordance with the policy and national treasury guidelines. The bonus was paid in accordance with the entity’s remuneration and perfomance management policies and was subjected to Internal Audit processes.

Cross-Border Road Transport Agency (C-BRTA)

(1)(a)(i) In terms of the Cross-Border Road Transport Act, Act no. 4 of 1998, the CEO salary is determined by the Minister of Transport in consultation with Minister of Finance.

(ii) As per the terms and conditions of the employment contract, the salary package is structured as 80% fixed salary and 20% variable portion. The 20% is paid as a performance bonus on achievement of agreed target as stipulated in the performance agreement contract.

(b)(i) The Minister’s written approval is used as an input document to load the salary into the payroll system and this is reviewed at the executive level. The calculation of the performance bonus is based on the final performance assessment and the calculation is reviewed by Executive: Human Resources and the Chief Financial Officer before the payment is processed.

(ii) (aa) (bb) Yes criteria was followed for 2013/14 and 2014/15.

(cc) For 2015/16 not applicable as the performance bonus is not yet finalized for payment.

South African Maritime Safety Authority (SAMSA)

1(a)(i)

Criteria for approval of salary increases	2013/14	2014/15	2015/16
	*CPI+	CPI	CPI

*CPI+ was used as CEO had not received annual salary increases for 2 successive years (since 2011).

(ii)

Criteria for approval of bonuses	2013/14	2014/15	2015/16
	Organizational performance Employment contract which stipulated that up to 20% bonus will be payable based on organizational performance

(b)(i)

Procedures	2013/14	2014/15	2015/16
Used	Recommendation made by Exco, REMCO and approval by Board of Directors	Recommendation made by Exco, REMCO and approval by Board of Directors	Recommendation made by Exco, REMCO and approval by Board of Directors

(ii)

Procedures	2013/14	2014/15	2015/16
Followed	*There was no Board of Directors appointed at the time. As a result the decision was taken by Executive Committee (EXCO)	*There was no Board of Directors appointed at the time. As a result the decision was taken by Executive Committee (EXCO)	*There was no Board of Directors appointed at the time. As a result the decision was taken by Executive Committee (EXCO)

* The Board of Directors was subsequently appointed but members resigned/did not form a

quorum before it could ratify the decision.

(1)b(i) What procedures (for bonus) exist to verify that the specified criteria were used?

Procedures	2013/14	2014/15	2015/16
Used	Recommendation made by Exco, REMCO and approval by Board of Directors	No bonus was paid out	No bonus was paid out

(ii) What procedures (for bonus) exist to verify that the specified criteria were followed?

Procedures	2013/14	2014/15	2015/16
Followed	*There was no Board of Directors appointed at the time. As a result the decision was taken by Executive Committee (EXCO)	No bonus was paid out.	No bonus was paid out.

*The Board of Directors was subsequently appointed but members resigned/did not form a

quorum before it could ratify the decision.

Railway Safety Regulator (RSR)

(1)(a)(i) The organization submits for approval an inflationary increase percentage, based on the benchmarked rate each year and these increases are payable at the start of each financial year in April each year.

(ii) Performance Appraisal for the CEO will be assessed by all the Chairpersons of the Board Committees chaired by the Board Chairperson and organizational performance and key performance areas to arrive at a score which will determine the eligibility for a performance.

(b)(i) Performance contracts are entered into, which include Strategic performance objectives/Key Results Areas, weightings, Key Performance Indicators, Targets, Rating Descriptors, Source of Evidence, Observations and Score Ratings.

(ii)(aa) (bb) (cc) A five point rating scale is used for the Strategic Performance Objectives which determines that an individual who has reached a Level 4 rating (80%- 85%) becomes eligible for a performance bonus incentive. The appraisal indicates that the employee has achieved all the performance aspects of the job and the performance is significantly higher than the expected performance standard.

Ports Regulator South Africa (PRSA)

1(a)(i) The starting salary was approved by Minister of Transport in consultation with cabinet, as the

CEO is appointed by the Minister of Transport in terms of the National Ports Act (12 of 2005) section 34, and thereafter increases were approved by the Regulator (board) as the same percentage annual salary increase as pertains to the staff as a whole.

(ii) The CEO performance is appraised by the Human Resources/ Remuneration Committee of the

Regulator (Board) in terms of an approved performance agreement, and the performance assessment and score is signed off by the Chairperson. If the overall score is above a minimum threshold of 3.1 out of a maximum of 5, a bonus is payable in terms of the Ports Regulator Short Term Incentive Policy which sets out the bonus calculation.

(b)(i) The CFO checks the performance bonus calculation and it is captured on the payroll and the

CFO and CEO approves every pay-run before payment as the CEO is the accounting officer as per the Ports Act. This is verifiable from signed pay-run records. The pay-runs and performance system, calculations and records are subsequently audited by internal audit and external audit by the Auditor General.

(ii) No internal or external auditor findings on CEO salary or bonus were incurred in each of the

listed years indicating that the specified criteria were followed in these financial years; (note

that the overall audit outcome in each year is specified in brackets.)

(aa) 2013-14, (unqualified audit)

(bb) 2014-15 (clean audit) and,

(cc) 2015-16 (clean audit)

Airports Company South Africa (ACSA)

(1)(a) criteria were used to approve

(i) salaries and

• Projected inflation i.e. based on CPI as determined by stats SA (CPI refers to the Annual Percentage Change in the Consumer Price Index excluding interest rates on mortgage bonds);

• External remuneration market analysis (Executive Remuneration Survey and Comparison Ratio Report);

• Supporting variables such as capability and performance; and

• Company financial affordability.

(ii) bonuses,

• The incentive remuneration policy and scheme rules of the company, a matter falling inside the discretion of the Board of Directors.’ - The CEO performance contract and assessment rating as concluded by relevant members of the Board of Directors;

• The Company’s key performance framework score card approved by the Board of Directors;

• The On-target bonus percentage which is 50% of the CEO’s annual salary.

(b) procedures exist to verify that the specified criteria were

(i) used and (ii) followed in the (aa) 2013-14, (bb) 2014-15 and (cc) 2015-16 financial years;

• An internal audit is conducted on an annual basis prior to the payment of incentive remuneration to ensure compliance with company policy and scheme rules;

• The remuneration increase and bonus payment schedule is signed-off by relevant authorized company officials

Air Transport Navigation Systems (ATNS)

1(a) The criteria within the Company’s Performance Management and Short Term Incentive Policies were used to determine the eligible rate.

The application of the criteria is audited by an External Auditing Company, every financial year.

South African National Roads Agency Limited (SANRAL)

1(a) criteria were used to approve

(i) salaries

• The Board uses comprehensive Market Surveys to determine the appropriate level for each pay grade, with a minimum and maximum per grade. The grade and adjustments includes consideration for inflation (including medical aid inflation), scarce skills, qualification and experience. Individual pay adjustments are based on performance or merit ratings.

(ii) bonuses

The current SANRAL Short Term Incentive (STI) policy, was introduced and approved by the SANRAL Board in 2012, after the pilot in 2011. This policy specifically abandoned the subjective discretionary bonus regime used since 1998. The policy takes the following principles into account:

a. The organisation as a whole has to perform above a specified minimum in terms of the Annual Performance Plan, in order to be eligible.

b. An individual has to score at least a 3 (5 point scale) merit rating to be eligible for a bonus

c. Four tiers of measurable performance was identified: Organisation, Region, Cluster and individual.

d. Each region and cluster has to perform above a specified level, per their identified measurable criteria, in order for that region or cluster to qualify for a score in that tier. The criteria is directly linked to the SANRAL strategic objectives.

e. Each grade participates in various weighting on the tiers depending on their opportunity to influence the tier.

This formula and all the supporting documentation or proof to determine the scores for each performance rating is reviewed in detail by Internal Audit before the payment is made. Once payment is made, this is checked against the calculated values for errors. The Auditor General then reviews during their normal annual audit the same process. On every tier, each performance criteria has to comply with the principles of “SMART” criteria, which leaves little room for subjectivity.

Individual performance contracts, which also includes performance criteria, signed annually between each individual and his/her line manager and submitted to HR for recordkeeping. This process is also audited by the AG in great detail. An individual will receive a merit rating, annually, which is then used as follows:

a. Adjust annual salary (also formula based), effective from 1 March each year.

b. Included in the formula to determine STI bonus, which is paid after the Annual Financial Statements and Performance information is signed off by the AG, normally in September.

(b) procedures exist to verify that the specified criteria were (i) used and (ii) followed in the (aa) 2013-14, (bb) 2014-15 and (cc) 2015-16 financial years;

The processes are audited internally and externally by the AG.

Reply:

The Department of Transport, following a detailed feasibility study recommendations, facilitated a fleet management Public Private Partnership(PPP) agreement, under Regulation 16 of the PFMA, the Public Private Partnership (PPP) practice note Number 02 of 2004 “South African Regulations for PPP’s” which applies to government departments, constitutional institutions, public entities listed or required to be listed in schedules 3A, 3B, 3C and 3D to the PFMA and subsidiaries of such public entities of the PFMA.

This Transversal Fleet PPP contract (DOT/34/2005/GMT) was awarded toPhakisaworld Fleet Solutions.

The contract is for the provision of full maintenance lease (long term vehicle rentals) and short term vehicle rental services. The Department of Transport with other 14 national departments is a participant to this PPP contract for both full maintenance lease and short term rentals of vehicles. Each participating department will place their own vehicle orders with the service provider based on their requirements. The participating departments are listed below:

1. Companies and Intellectual Property Commission
2. Statistics South Africa
3. Department of Economic Development
4. Office of the Public Protector
5. Department of Health
6. Department of Higher Education and Training
7. Department of Transport
8. Department of Trade and Industry
9. Department of Agriculture Forestry and Fisheries
10. Department of Water Affairs
11. Department of Correctional Services
12. Department of Public Service and Administration
13. Department of Women, Children and People with Disabilities
14. Department of Public Works

Ministerial vehicles, including incidental vehicles are procured as per the prescripts of the Ministerial Handbook by each department. Departments participating in the Public Private Partnership for national vehicle fleets, makes use of the contract for the rental of incidental vehicles as and when required.

The provision of vehicles for Judges is prescribed by the Judges Handbook. All decisions related to these vehicles, the procurement thereof, including short term vehicle rentals falls under the Department of Justice and Constitutional Development and the Office of the Chief Justice and not the Department of Transport.

Reply:

1. The matter relating to transferring of the income generated by the Road Traffic Management Corporation (RTMC) to the revenue fund was laid to rest by the FFC resolution. We attached the FFC resolution for ease of reference.

2. The RTMC is a creature of statute and any monies generated and or income made by the corporation is regulated by the act that established the Corporation. It is therefore prudent to consider the resolution of the FFC as attached above.

3. The FFC resolution attached offer an explanation in relation to these matters.

4. The payment to Tasima post 2012 was per the various court orders against the department and no court order was ever made against the RTMC for the payment of theeNaTIS to the Tasima. Therefore there could be no legal ground or basis on which RTMC can be made to reimburse the monies paid.

Reply:

1. No, in accordance with the Constitutional Court, the Department has started engaging with Tasima on the transfer management plans, which shall be considered within 20 days.

2. No, since the eNATIS systems has not yet been transferred to the Department.

(b) (i) (ii) and (iii) falls away.

The process of transferring of the eNaTIS system would also include the reconciliation of the eNATIS assets register.

3. (a) The assets are under the custodian of TASIMA and would be dealt with once transfer has taken place.

(b) Currently, operated by TASIMA.

Reply:

1. (a)-(e) Amendments to the National Road Traffic regulation 250 were published in November prohibiting the transportation of children and other persons in goods compartment of motor vehicle for reward.

 (i) The amendments stipulates that: No person shall on a public road convey school children in the goods compartment of a motor vehicle for reward

 (ii) No person shall convey any other person in the goods compartment of a motor vehicle for reward provided that the provision of this sub-regulation shall not apply in respect of a vehicle which complies with the provisions of the National Land Transportation Act.

(aa) provincial and

(bb) local authorities will have to implement the new amendments with effect from 11 May 2017

2. No arrests have yet been made as the regulations have not come into effect.

Reply:

a) Project Centric, a subsidiary of Project-Link Holdings and a project management specialist company, was appointed on 13 June 2014 to conduct a Project Management Assessment and Design assignment for ATNS.

b) The normal ATNS Procurement Policies as per the PFMA and PPFA Guidelines were used in the appointment of the service provider. A request for quotation was issued on 8 April 2014 and closed on 16 April 2014 to eleven (11) service providers. The bids were evaluated against the criteria of administrative compliance, functional evaluation, price and BEE.

c) Project Centric was recommended as the successful company for appointment to the relevant line Executive at ATNS, at a total cost of R355, 737.00 including VAT. A budget of R450, 000.00 had been allocated for this exercise.

d) The service provider was broadly mandated to conduct a feasibility study for the deployment of a strong matrix Project Management Office (PMO). The specific brief to the successful service provider was to conduct an independent assessment of the current PMO (at the time) and design of a strong matrix PMO assisting with the following:

(i) and (ii)

• • Conducting project management processes readiness assessment;
  • Conducting a feasibility study and a business case for a strong matrix PMO;
  • Developing a detailed design of a strong matrix PMO and a business case;
  • Developing a change management plan and strategy;
  • Developing a communications strategy and plan; and
  • Developing a training plan.

(ii) The project commenced in August, 2014 and was completed at the end of November, 2014. Throughout the project life cycle regular feedback sessions were held with all project stakeholders to ensure a consultative process for the design of the PMO. Project status reports were distributed to all stakeholders including the EXCO. On 6 February 2015 the final Report, PMO Assessment and Design Project, as well as a request to obtain approval to implement recommendations as per the Report were tabled at the EXCO.

 

Reply:

a) The N12 West route from Naturena in Johannesburg to the Northwest Province border at Fochville has been identified as the most fatal major route in Gauteng. The intersections in the Zuurberkom area have been identified as the most hazardous locations (HAZLOCs) on the N12. The factors that contribute to the dangers at these intersections include the following:

• Excessive speed on the N12, especially since the recent rehabilitation of the road. Traffic speed monitoring has indicated that almost 40% of vehicles are travelling above the speed limit of 80km/h in this area;
• High volumes of long trucks and other slow moving traffic crossing the N12, especially in the areas adjacent to the silos;
• The area adjacent to the N12 in the Zuurberkom area that is developing, resulting in high volumes of pedestrians and cyclists crossing the N12’
• Reckless and inconsiderate drivers behaviours;
• High accident rates and fatalities in the Zuurberkom area, especially after the completion of the road rehabilitation (the number of fatalities had more than doubled from 2015 to 2016)

The installation of 4way stops at these intersections has been identified as the most appropriate measure to address these problem at these stage. In the longer term the installation of traffic signals at these intersections will be considered.

b) (i) Yes, traffic studies, investigations and inspections were undertaken by the Gauteng Department of Roads and Transport and the Gauteng Department of Community Safety in consultation with the local law enforcement agencies as part of the West Rand Rims (road accident management system)

(ii) Yes, the situation is being monitored closely and regular inspections are being carried out.

c) The study confirmed the need for the 4-way stop and indicated the need for further measures such as overhead lighting, rumble strips and continuous traffic law enforcement in this area

d) No separate record of the costs for the instillation were kept as they were installed as part of the routine maintenance activities.

Reply:

(1) The Implementation Plan for National Transport Master Plan 2050 is not complete. It is the target

for the 2016/17 financial year and anticipated to be completed by March 2017.

(2) The National Transport Master Plan 2050 has been submitted to Cabinet and got approval on the 19 October 2016.

(3) The legislation will not be completed in 2016/17 financial year as approval by Cabinet was only in October 2016.

Reply:

Yes, the Single Transport Economic Regulator project will be part of the 2017/18 and onwards of the Department’s Strategic and Annual Performance Plans. The Department plans to present a Bill (draft legislation framework) to Cabinet to solicit gazetting approval for 60 days public consultation by end of financial year of 2016/17. Thereafter, inputs from the public will be consolidated and a revised Bill will be taken back to Cabinet for approval during 2017/18 financial year. The next step will be to table the Bill in Parliament by end of 2017/18 financial year. Upon promulgation of the Bill to a legislation, the Transport Economic Regulator establishment will commence.

Reply:

(a) The National Department of Transport has not conducted feasibility studies on Vuwani Airport in Limpopo.

(b) The Limpopo Department of Transport has conducted a pre-feasibility study for the Vuwani/P.R. Mphephu Airport during 2010. The study was part of the Limpopo Airlift Strategy, with the purpose of providing direction and guidance for the development of aviation in the province. Five generic strategies were identified in determining the status of each of the airports considered at the time, as follows:

1. Grounded: Nothing should be done as there is no, or very little potential, now or in the future, for aviation development.

2. Delayed: The development of aviation will only take place in the long term and is awaiting other matters to be put in place.

3. Boarding: There is some market potential, which should be left to the market to action and develop.

4. Take-off: There is good market potential which would be picked up by the market with minimum intervention.

5. Catapulted Take-off: There is market potential, but the development of aviation will only take place with significant intervention from government.

The Vuwani/P.R Mphephu Airport fell within the third category. The Limpopo Department of Transport decided to wait a few years so that further analysis could be done on the Vuwani/P.R Mphephu Airport as well as the other public airports within the province. Such analysis will consider developments that are taking place at, amongst others, Lephalale, Musina and its SEZ status, and the Tubatse area.

The Limpopo Department of Transport is currently collaborating with the Department of Public Enterprises in determining if some of these airports can be re-commissioned and the extent of improvements that are required to enable re-commissioning.  The Limpopo Aviation Technical Stream has been established and various meetings have already been held. The Province is currently developing the Terms of References for the viability assessment, which should be conducted no later than the 2017/2018 financial year. This will provide an indication if P.R. Mphephu Airport will be viable and the costs associated with its re-commissioning, should the indication be positive. Other options will be explored depending on the outcome of the viability study.

(b) (i) N/A

     (ii) The airport is an asset of the Limpopo Department of Public Works, Roads and Infrastructure, although the buildings are utilised by the Limpopo Department of Transport. The Limpopo Department of Transport has not allocated any maintenance budget pending the outcome of the viability study.

Reply:

Yes, the Single Transport Economic Regulator project will be part of the 2017/18 and onwards of the Department’s Strategic and Annual Performance Plans. The Department plans to present a Bill (draft legislation framework) to Cabinet to solicit gazetting approval for 60 days public consultation by end of financial year of 2016/17. Thereafter, inputs from the public will be consolidated and a revised Bill will be taken back to Cabinet for approval during 2017/18 financial year. The next step will be to table the Bill in Parliament by end of 2017/18 financial year. Upon promulgation of the Bill to a legislation, the Transport Economic Regulator establishment will commence.

Reply:

(1) The Implementation Plan for National Transport Master Plan 2050 is not complete. It is the target for the 2016/17 financial year and anticipated to be completed by March 2017.

(2) The National Transport Master Plan 2050 has been submitted to Cabinet and got approval on the 19 October 2016.

(3) The legislation will not be completed in 2016/17 financial year as approval by Cabinet was only in October 2016.

Reply:

(a) The National Department of Transport has not conducted feasibility studies on Vuwani Airport in Limpopo.

(b) The Limpopo Department of Transport has conducted a pre-feasibility study for the Vuwani/P.R. Mphephu Airport during 2010. The study was part of the Limpopo Airlift Strategy, with the purpose of providing direction and guidance for the development of aviation in the province. Five generic strategies were identified in determining the status of each of the airports considered at the time, as follows:

1. Grounded: Nothing should be done as there is no, or very little potential, now or in the future, for aviation development.

2. Delayed: The development of aviation will only take place in the long term and is awaiting other matters to be put in place.

3. Boarding: There is some market potential, which should be left to the market to action and develop.

4. Take-off: There is good market potential which would be picked up by the market with minimum intervention.

5. Catapulted Take-off: There is market potential, but the development of aviation will only take place with significant intervention from government.

The Vuwani/P.R Mphephu Airport fell within the third category. The Limpopo Department of Transport decided to wait a few years so that further analysis could be done on the Vuwani/P.R Mphephu Airport as well as the other public airports within the province. Such analysis will consider developments that are taking place at, amongst others, Lephalale, Musina and its SEZ status, and the Tubatse area.

The Limpopo Department of Transport is currently collaborating with the Department of Public Enterprises in determining if some of these airports can be re-commissioned and the extent of improvements that are required to enable re-commissioning.  The Limpopo Aviation Technical Stream has been established and various meetings have already been held. The Province is currently developing the Terms of References for the viability assessment, which should be conducted no later than the 2017/2018 financial year. This will provide an indication if P.R. Mphephu Airport will be viable and the costs associated with its re-commissioning, should the indication be positive. Other options will be explored depending on the outcome of the viability study.

(b) (i) N/A

(ii) The airport is an asset of the Limpopo Department of Public Works, Roads and Infrastructure, although the buildings are utilised by the Limpopo Department of Transport. The Limpopo Department of Transport has not allocated any maintenance budget pending the outcome of the viability study.

Reply:

1. (a) Mercedes

(b) 2015

(c) R1 197. 665 .81

As per the approval for the package of the CEO. However in 2014 the vehicle previously used was replaced due to its useful lifespan having expired.

2. (a) The decision to provide protection is informed by the risk assessment conducted by the responsible law enforcement agency and there is no blue light brigade.

In 2013-14 personal security services were provided to the Acting CEO of Road Traffic Management Corporation on a 24 hour period.

In 2014-15, the protection services for the Chief Executive Officer were provided by the National Traffic Police officials employed in the National Traffic Law Enforcement Unit. As such vehicles are fitted with the necessary law enforcement equipment

The protection services for the Chief Executive Officer are provided by the National Traffic Police officers employed in the National Traffic Law Enforcement Unit and as such there is no additional cost to the Corporation as these officers are fully employed by the Corporation.

The services rendered are informed by the risk assessment conducted by the responsible law enforcement agency and there is no blue light brigade.

Reply:

(a) The Passenger Rail Agency of South Africa (PRASA) through its Property Management Division, PRASA Corporative Real Estate Solutions (CRES), oversees the cleaning of stations in five (5) regional offices located in Eastern Cape, Western Cape, KwaZulu Natal, Gauteng South and Gauteng North. The names of the cleaning service providers appointed and the station / facility name are outlined per region in Annexure A.

(b) -(c) The appointment date and contracting date of all cleaning service providers is outlined per region in Annexure A.

(d) The service providers were all appointed to ensure and maintain acceptable cleanliness levelsfor the contracted facilities (See Annexures B and C).

(e) The amount spent to date against each cleaning service provider is outlined per region in Annexure A.

(f) The performance monitoring of the cleaning service providers is done by employees of PRASA CRES.PRASA CRES Regional Managers take the ultimate responsibility of ensuring that the Property Management services are delivered at acceptable levels.

(g,h&I)Each region has a list of non- performing cleaning service providers which have led to their contracts being terminated.

South Gauteng Region

• Marble Arch,extended contract terminated on the 02nd March 2016 due non- performance
• Hughdeck Creations , contract terminatedon the 29thApril 2015 due non-performance

North Gauteng Region

• None

KZN Region:

• None

Western Cape Region

• None

ANNEXURE A

Eastern Cape Region

For the past three (3) financial years, the Station Cleaning service in the Eastern Cape region has not been outsourced. The service is currently rendered by PRASA employees.

Western Cape Region(Cleaning Companies)

CLEANING COMPANY NAME	STATION NAME	CONTRACT APPOINTMENT	SPENT TO DATE
ALL PURPOSE CLEANING SERVICES CC	Heideveld and Netreg	2014, Jun 30	R1,719,845.41
	Stock Road and Philip	2014, Jun 30
	Phillip,Stockrd	2015, Sep 28
	Lavistown,Bonthehewel	2015, Sep 28
	Netreg station	2016, Mar 31
	Lentegeur,Mitchelsplain	2016, Apr 07
	Waste removal Lentegeur, Mitchelsplain	2016, Oct 27
	Lavistown, Net	2016, Oct 27
	Belhar,Unibel	2016, Oct 27
	Rosebank,Mowbrey	2016, Oct 27
	Phillip,Mandalay	2016, Oct 31
PHILLIP CLEANING SERVICE	Waste removal at Culemborg Depot	2014, Jun 11
	Cleaning & Hygiene Khayelitsha and Nonkqubela	2014, Jun 30
	Cleaning & Hygiene Bontheheuwel and Laviston	2014, Jun 30
	Cleaning bellvileShosholoza offices	2015, May 12
	Horticulture,waste removal Soetendal	2015, Sep 29	R1,660,389.18
	Horticulture,waste removal Abbotsdale,ka	2015, Sep 29
	Cleaning new ShosholozaMeyl Bellville	2015, Dec 08
	Cleaning and horticulture at Bellville S	2016, Apr 04
	Cleaning and horticulture Abbotsdale,Kal	2016, Apr 04
	Cleaning at Mutual and Woltemande	2016, Oct 27
GREYSTONE TRADING 816 CC	Cleaning contract Salt River and PDD	2013, Jun 04	R 8,242,999.85
	Depots: Cleaning of Muldersvlei	2014, Jul 14
	Depots: Cleaning of Belville	2014, Jul 14
SOUTHERN AMBITION 1110 CC	Cleaning Contract Unibell and Belhar	2013, May 28	R564,780.00
	Cleaning and horticulture Avondale	2016, Oct 27
	Cleaning and horticulture Century City,	2016, Oct 27
PEARCES CLEANING SERVICES	Waste removal Salt river, Firgrove Depot	2014, Jun 27	R51,200.00
QOSHELISA CATERING AND CLEANING SER	Cleaning of Belleville Station	2013, Apr 02	R3,280,835.00
	waste removal: Figrove,Bellville,Thornto	2015, Jan 15
	Wasteremoval at Bellville,Koelenhof Stat	2016, Jun 09
	Cleaning & horticulture Firgrove Depot	2016, Sep 15
	Cleaning & horticulture Khayelitsha,Nolu	2016, Oct 07
	Cleaning & horticulture at Kuilsriver,Bl	2016, Oct 07
SINAKO FACILITIES MANAGEMENT CC	Cleaning Contract Huguenot and Paarl	2013, May 28	186,575.40
SIMANYENE CLEANING SERVICES CC	Cleaning Contract Pentech and Sarepta	2013, May 28	R1,669,003.67
	Cleaning and Hygiene Sarepta,Pentech	2014, Jun 12
	Cleaning Beaufort-West Station	2014, Jul 23
	Cleanin,waste removal at Du TOIT N KOELE	2015, Feb 17
	Cleanin,waste removal at Huguenot n Paarl	2015, Feb 17
	Cleaning ,waste removal at Willington,Mbekweni	2015, Feb 17
YUSUF'S DISTRIBUTORS CC	Cleaning Contract Lavistown and Bonteheuwel	2013, May 28	R779,648.42
	Cleaning Contract Salt river	2013, May 28
	Cleaning contract Michell'sPlain,Lenteguer	2013, Jul 12
	Salt River	2013, Oct 29
	Kuyasa and Chris Hani	2013, Oct 29
	Mandalay, Stock Road, Phillipi and Nyanga	2013, Oct 29
	Kayelitsa, Nolungile and Nonqkubela	2013, Oct 31
ELIHLE CLEANING SERVICES CC	Waste Removal at Mutual,Pentech,Unibell	2014, Jun 12	R404,211.95
	Cleanin,waste removal at Vlottenburg,lyn	2015, Feb 17
	Waste removal at firgrove,bellville	2016, Feb 02
AMANGELE-NGELE TRADING	Waste Removal at Kuyasa,Nyanga,Chris Hani	2014, Jun 12	R174,810.00
	Waste removal at Langa,Nyanga,Chris Hani	2016, Jul 19
	Horticulture Service michells plain SRM	2016, Nov 07
MAKUZANYWE TRADING CC	clening,waste removal at Mbekweni, Wellington	2015, Oct 27	R574,482.40
	clening,waste removal at Huguenot ,Paarl	2015, Oct 27
	cleaning and horticulture Huguenot,Paarl	2016, Apr 07
WORLD FOCUS 485 CC	Cleaning and hygiene at Stellenbosch,Du	2014, Jun 12
	Cleaning and Hygiene Lyndoch,Vlotternber	2014, Jun 12
S'BHALALA CONSTRUCTION AND SERVICE-	WasteRemoval at Depots WCR	2015, Feb 10	R2,999,749.59
	Waste removal at Depots WCR	2015, Nov 16
	cleaning,orticulture at Lyndoch,Stellenb	2016, Mar 30
	cleaning,orticulture at Du toit,Koelenof	2016, Mar 30
	cleaning,horticulture at Langa station	2016, Mar 30
	cleaning,horticulture at wittebome,plums	2016, Mar 30
	Cleaning and horticulture Rondebostch,	2016, Oct 27
	Cleaning and horticulture Plumsteed,Steu	2016, Oct 27
	Cleaning and horticulture Harfield,kenil	2016, Oct 27
	Cleaning and horticulture Somerset west,	2016, Oct 27
	Cleaning and horticulture Goodwood,VAsco	2016, Oct 27
	Cleaning and horticulture Lyndoch,Vloote	2016, Oct 27
	Cleaning and horticulture Rosebank,Mowbr	2016, Nov 01
AKHOYENA TRADING CC	Waste Removal at Salt River Station	2015, Aug 12	R784,830.06
	Cleaning and horticulture Phillipi,Stock	2016, Apr 07
	Cleaning and horticulture Belhar,Unibell	2016, Apr 07
	Cleaning and horticulture Banteheuwel,La	2016, Apr 07
TWO DREAMS CONSTRUCTION cc	Waste removal Koelenhof,Firgrove,Dal	2014, Jun 27	R81,000.00
LEISURE CRUZ TRAVEL CC	Cleaning Contract Culemborg Depot	2013, May 28	R149,450.00
MATSIPANE TRADING ENTERPRISE CC	Eersteriver, Fauri, Somerset, Van Derste	2013, Apr 02	R 3,906,704.39
	Cleaning Rosebank, Rondebosch, Newlands	2013, Apr 02
SENZAKAHLE BUSINESS SERVICES	Cleaning Wittebome, PlumsteadSteurhoff	2013, Apr 02	R4,161,780.34
	Clean De Grandale, Avondale &Oorsterzee	2013, Apr 02
	/ketemand, Akasia, Monte Vista, Century	2013, Apr 02
	Cleaning Goodwood, Vasco, Elsies river,	2013, Apr 02
	Cleaning of trains at Salt river SRM	2016, Oct 03
	Cleaning of trains Salt River SRM	2016, Nov 07
TORMALINE CLEANERS	Saltriver,Wellington,Belvile,Strand,Kraa	2013, Sep 26	R587,209.45
	Paardeneiland yard	2013, Sep 26	R678,032.20
MDAX AFRIKA TRADING ENTERPRISE	Stikland, Branckenfell, Eikofontein,	2013, Apr 02
NTENTENI CONSTRUCTION &	Waste removal at BellbvilleStatiion	2014, Jun 11	R 2,602,545.54
	Cleaning & Hygiene Nolungile n Mandalay	2014, Jun 30
	Cleaning of trains at Culemborg Yard	2016, Jul 18
	Cleaning of trains at Culemborg SRM	2016, Sep 15
	Cleaning of trains Culemborg SRM	2016, Oct 31
QAMA MAINTANANCE PROJECTS CC	Cleaning Contract Beaufort West	2013, May 28	R430,277.50
	Cleanin,waste removal at Unibell,Serepta	2015, Mar 06
MAMPIES TREE FELLING&GARDENING	Cleaning contract Deip River, Heathfield	2013, Jun 13	R 561,552.67
	Cleaning and horticulture St James,Simon	2016, Apr 06
	Cleaning and horicultureMuizenberg,ST J	2016, Oct 27
LLK CONSULTANTS CC	Cleaning Contract	2013, May 28	R454,000.00
	Waste removal at Salt River and Woodstoc	2014, Jun 11
	Cleaning & Hygiene Mitchels Plain and Le	2014, Jun 30
THE BUSINESS ZONE 2631 CC	Cleaning & Hygiene Huegenot,Paarl and Da	2014, Jul 01	R1,216,132.26
	Cleaning & Hygiene Wellington,Mbekweni	2014, Jul 01
	Cleanin,waste removal at Netreg,Heidevel	2015, Feb 10
	Cleanin,waste removal at Lentegeur	2015, Feb 10
	horticulture & cleaning Parow Station B	2015, Dec 18
BAGGOTTS CLEANING SERVICE	Cleaning services for cabins	2013, Oct 31	R108,336.04
LAWLINK PROJECTS CC	Cleaning and horticulture Willington,Mbe	2016, Apr 07	R439,500.00
	Cleaning and horticulyureHuogenot,Bekwe	2016, Oct 27
WORLD FOCUS 913 CC	Cleaning Contract Stellenbosch, vlootenb	2013, May 28	R 1,211,531.00
	Cleaning Contract Muildesvlei,Koelenhof	2013, May 28
	Cleaning and Hygiene Lyndoch&Vlottenbe	2014, Jun 25
	Cleaning and Hygiene Stellenbosch,DuToi	2014, Jun 25
	Cleaning,waste removal at Abbotsdale,Kalb	2015, Feb 17
	Cleaning,waste removal at Malan,Soetendal	2015, Feb 17
	Refuse removal Ysterplaat and Esplanade	2016, Aug 10
INTERWASTE (PTY) LTD	Waste removal	2013, Dec 10	R62,945.69
QAMANI CLEANING & HORTICULTURAL	Cleaning of Tygerberg&Parrow Station	2013, Apr 02	R711,541.86
ZIBELE CLEANING SERVICES	Cleaning,waste removal woodstock,Ystepla	2015, Oct 21	R1,460,493.95
	Cleaning,waste removal Chris hani,Kuyasa	2015, Oct 21
	Cleaning,Horticulture at Goodwood,Elsies	2016, Mar 30
	Cleaning and horticulture Ndabeni,Pinelands	2016, May 04	R194,110.00
	Cleaning and horticulture Athlone, Crawford	2016, Oct 27	R209,999.95
	Cleaning and horticulture Pinelands	2016, Oct 27	R216,000.00
	Horticulture service Khayelitsha SRM	2016, Nov 07	R41,000.00
MYRIAD PROJECT MANAGEMENT	Stations: Cleaning of Langa	2014, Jul 14	R407,000.00
	Cleaning and horticultre Bellville	2016, May 03
NONKUZO TRADING CC	Cleaning and Hygiene Various Cabins WC	2014, Jun 27	R122,500.00
BANTU BUSINESS ACTION	Cleaning,waste removal VlottenburgLyndo	2015, Sep 28	R 539,650.94
	Cleaning,horticulture at Avondale,Ooster	2016, Mar 31
	Cleaning,horticulture at Kapteinsklip	2016, Mar 31
HIRE THINA GENERAL TRADING	Cleaning and horticulture Diep River,Hea	2016, Apr 07	R 476,226.00
	Cleaning and horticulture Retreat,Steenb	2016, Oct 27
INYAMEKO TRADING	Depots: Cleaning of PaardenEiland	2014, Jul 14	R2,399,104.55
	Cleaning,horticulture at Kentamade,Akasi	2016, Mar 30
	Cleaning,horticulture at 0ttery,Southfire	2016, Mar 30
	Cleaning,horticulture at Athlone, Crawford	2016, Mar 31
	Cleaning and Horticulture Langa Station	2016, Jul 26
MBASA CLEANING SERVICES	Cleaning contract Kuislriver,Blackhealth	2013, Jun 13	R 272,000.00
BHUNGANE CLEANNING & CONSTRUCTION	Waste removal Kraaifontein&Brackenfell	2014, Jun 27	R973,940.00
	Cleaning,waste removal Belhar, Unibell	2015, Sep 28
	Cleaning and horticulture Claremont,Harf	2016, Apr 07
	Cleaning and horticulture Belhar,Unibell	2016, Apr 07
	Cleaning and horticulture Mutual,Woltema	2016, Apr 07
	Cleaning and horticultreSteenberg,lakes	2016, May 03
MBAWULETHU MANUFACTURING & PROJECTS	Woodstock,obsevatory, Mowbray	2013, Sep 25	R 1,738,551.74
	Cleaning,horticultureMowbray,Woodstock,	2016, May 10
SUPERCARE SERVICES GROUP (Pty) Ltd	Cleaning and hygiene for Cape Town Stati	2014, Feb 01	R 29,248,102.36
	Cleaning of Cape Town Station	2014, Nov 19
	Waste removal at Cape Town Station	2015, Feb 25
NONDELA GEDEZA INVESTMENTS	Cleaning WC	2014, Jun 27	R2,065,062.18
LASAKA CONSTRUCTION cc	Cleaning of various stations WC	2014, Jun 13	R2,776,510.37
TOP n NOS cc	Cleaning Services Worcester station WC	2014, Oct 03	R1,745,353.50
	Cleaning Services DE AAR Station WC	2014, Oct 03
	Cleaning Services Malmesbury Station WC	2014, Oct 03
	Cleaning,HorticultureRosebank,newlands	2016, Mar 17
	Cleaning at Turn around Station	2016, Aug 01
	Cleaning of trains salt river SRM	2016, Oct 03
TAMMS CLEANING & HORTICULTURAL	Cleaning and Horticulture Maitland Prote	2015, Jan 15	R3,496,416.02
	Cleanin,waste removal at Lavistown,Bonte	2015, Feb 06
	Cleanin,waste removal at Philip,Mandalay	2015, Feb 06
	Cleanin,waste removal at Nolungile,Nokqu	2015, Feb 06
	Horticulture,waste removal khayelitsha	2015, Sep 15
	Horticulture,waste removal Mitchelsplai	2015, Sep 15
	Cleaning at Maitland protection service	2015, Oct 27
	Cleaning,horticulture at Tygerberg, Paro	2016, Mar 30
	Cleaning,horticulture at Nokqubela,Nolun	2016, Mar 30
	Cleaning horticulturetekraaifontein,Eik	2016, May 05
	Cleaning of Kraaifontein,Brackenfell	2016, Oct 07
	Cleaning and horticulture Bellville	2016, Oct 31
	Cleaning,horticulture at Strand,Somerset	2016, Mar 30
	Cleaning horticultureteEerste River,	2016, May 05
NONKUZO HOLDINGS (Pty) Ltd	cleaning horticultureteBlackeath,Melton	2016, May 05	R117,343.95
WASTEBUSTERS CC	Waste removal at Cape town station	2015, Jul 14	R201,561.61
WASTE MART Pty Ltd	Waste removal at various depots	2016, Aug 02	R15,600.00
	Waste removal emptying wheely bins CTN	2016, Sep 08	R74,885.96
GOLELA MULTI- PURPOSE Pty Ltd	Horticulture @ Belhar, Pentech SRM	2016, Nov 09	-

Western Cape Region (Cleaning Cooperatives)

CLEANING COMPANY NAME	STATION NAME	CONTRACT APPOINTMENT	SPENT TO DATE
UNAKO PRIMARY Co-operative Limited	Cooperative Nyanga Station	2015, Oct 29	R544,902.00
KHANYISA SERVICES PRIMARY	Cooperative Heideveld Station	2015, Oct 29	R548,991.90
LITHEMBA PROJECTS Co-operative	Cooperative chrishani station	2015, Oct 30	R520,600.68
LUKHANYO PRIMARYCo-operative	Cooperative Kuyasa Station	2015, Nov 26	R 758,399.68

KwaZuluNatal Region (Cleaning Companies)

CLEANING COMPANY NAME	STATION NAME	CONTRACT APPOINTMENT	SPENT TO DATE
SUPER CLEAN	DURBAN STATION	09 April 2014	R 14 323 260.24
NTABELO	BEREA STATION	20 October 2016	R 10 200 001.03
SIZIMISELE NGOMSEBENZI TRADING CC	BRIDGE CITY	21 September 2016	R 424 561.56
BAMBOO ROCK 1156 CC t/a KUSILE	BRIDGE CITY	01 June 2016	R 253 276.89
SHANELA t/a SUPER CLEAN	CLEANING OF BRIDGE CITY	01 September 2015	R297 413.456
SHANELA t/a SUPER CLEAN	CLEANING OF BRIDGE CITY	01 December 2015	R273 942.00
BIDVEST	CLEANING OF BRIDGE CITY	01 March 2016	R170 963.52

KwaZulu Natal Region (Cleaning Cooperatives)

COOPERATIVE NAME	STATION NAME	SIGNED CONTRACT	PAYMENT TOTAL
SENAMILE UZWANO	Moses Mabhida	17 December 2015	R527 059.20
FORTUNE PRIMARY Co-operation Ltd	KwaMashu	17 December 2015	R605 370.35
EYEMBOKODO MULTIPURPOSE PRIMARY Cooperative Ltd	Tembalihle	17 December 2015	R495 495.20
IYONA YETHU / IMPUMELELO	Duffs Road	17 December 2015	R652 266.07
	Effingham
	Avoca
	Red Hill
	Green Wood Park
	Clairwood
IMPILO IYAZANYWA	Duffs Road	18 December 2015	R405 686.38
	KwaMnyandu
MASAKHANE CLEANING Co-operative	Duffs Road	18 December 2015	R629 659.54
	Congella
	KwaMnyandu
COLLEAGUES Co-operative Ltd Dedicated	Avoca	18 December 2015	R619 661.57
	Red Hill
	Reunion
	Duffs Road
SIBEKITHEMBA Coop	Dalbridge	17 December 2015	R369 894.66
ZIYADUMA PRIMARY Cooperative Ltd	Umbilo	17 December 2015	R399 749.96
WAY FORWARD	Congella	17 December 2015	R635 765.12
	Clairwood
AMANDLOMZAMO	Rossburg	18 December 2015	R370 488.66
INTOKOZO	Merebank	17 December 2015	R429 687.86
THUTHUKA	Amanzimtoti	17 December 2015	R375 734.78
CEBOLETHU PRIMARY Co-operative	Isiphingo	17 December 2015	R496 073.58
OKUSHA PROMARY Cooperative	Winkelspruit	17December 2015	R396 108.16
ILANGELIHLE PRIMARY Co-op	Umlazi	18 December 2015	R472 792.46
HARD WORKESR Cleaning Co-operative Ltd	Lindokuhle	18 December 2015	R684 956.41
	Zwelethu
ZIYENZEKE- OAKLANDS Community Cooperative	Isithundu Hills	17 December 2015	R491 742.06
CIKIZISA	Thornwood	17 December 2016	R389 031.02
SIMAMA Co-operative and Multiservice	Pietermaritzburg	17 December 2015	R571 164.81
SENZAKAHLE	Ladysmith	17 December 2015	R451 578.41
Bambanani	NEWCASTLE	21 December 2015	R391 785.21

Gauteng North Region (Cleaning Companies)

CLEANING COMPANY NAME	STATION NAME	CONTRACT APPOINTMENT	SPENT TO DATE
Risk Release	Pretoria Station	01-Apr-14	R13,640,582.38
Katanga	Watloo station	01-Nov-12	R 5,260,759.89
	Silverton station
	Koedoespoort station
	Haartebeespruit station
	Irene station
	Eersterus station
	Centurion Station
	Denneboom station
Elephante	Walker Street Station	01-Nov-12	R 2,445,501.85
	Devenish station
	Mears station
	Fonteine station
	Pinedene station
	Sportspark station
	Kloofsig station
MarenaNaledi	Capital Park	01-Nov-12	R 3,559,487.10
	Gezina
	Deernes
	Villiera
	Queenswood
	Pretoria West
	Barracks
	TechnikonRaant
	Golf
	Schutte Street
	Rebecca
	Elecktro
	Peirneefsrus
African June	Belle Ombre Station	01-Jun-15	R248,800.00
Marble arch	Mabopane Station	01-Nov-12	R 4,161,348.73
Sikizani	Hercules	01-Nov-12	R 4,292,782.15
	Daspoort
	Mountain View
	Wonderboom
	Pretoria North
	Winternest
	Lynroos
Katanga	Rissik	01-Nov-12	R 537,841.68
	Loftus Versfleldpark
Landelani	Bosman Straat	Dec-13	R381,173.16
	CorDelfos
	Kalafong
Landelani Clean sweap	Belle Ombre	02-Dec-15	R 197,470.94
African June	Polokwane Station	01-Nov-15
Risk Release	Loftus	01-Mar-15	R108,326.30
	Rissik station

Gauteng North Region (Cleaning Cooperatives)

NAME OF CLEANING SERVICE PROVIDER	STATIONS APPOINTED TO CLEAN	DATE OF APPOINTMENT	TOTAL AMOUNT SPEND TO DATE
Predianet	Soshanguve	01-Dec-15	R 417,298.09
Tswelopele (Pfaranani Co-ops)	Akasiboom	01-Dec-15	R 371,187.08
Bokamoso (Brightminds Co-ops)	Kopanong	01-Dec-15	R 509,520.22
Tirisano	Saulsville	01-Dec-15	R 463,409.21
Susivusiwana	EersteFabriek	01-Dec-15	R 509,520.22
SedibasaLefa	Pienaarspoort	01-Dec-15	R 509,520.22

Gauteng South (Cleaning Companies)

NAME OF CLEANING SERVICE PROVIDER	STATIONS APPOINTED TO CLEAN	DATE OF APPOINTMENT	TOTAL AMOUNT SPEND TO DATE	Additional Work
Hugdeck Creations	Denver	01st November 2012	R 2,391,563.10
	Tooronga
	George Cogh
	Cleveland
	President
	Geldenhuis
	Driehoek
Mbita Consulting Services	Vereeniging	01st November 2012	R 44,849,771.23	R 4,316,187.68
	Alloy
	Rendam
	Kookrus
	Meyerton
	Union
	Dallas
	Wattles
	Rand Water
	Henly on Klip
	Daleside
	Kliprivirier
	Angus
	Mpilisweni
	Natalspruit
	Wadeville
	Katlehong
	Doorfontein
	Germiston West
	Germiston South
	India
	Germiston Lake
	Webber
	Parkhill
	Jeppe
	Germiston
Marble Arch Cleaning & Security Services	Braamfontein station	01st November 2012	R31,717,658.58	R3,117,461.06
	Oberholzer
	Mayfair station
	Grosvenor station
	kleingrond
	Braamfonteinmetrorail
	BraamfonteinShosholozameyl
	Anglers
	Laanglagte Station
	Industria station
	Westbury
	Newclare
	Bosmont
	Maraisburg
	Unified
	Floridah station
	Hamberg station
	Georginia
	Roodepoort
	Horizon
	Princess
	Witpoortjie
	Luipaardsvlei
	Lanwen
	Krugersdorp
	Wesrand
	Millsite
	Robinson
	Homelake
	Randfontein
	Westernaria
	Suurbekom
	New Canada station
	Crown
	Orlando
	Village Main
	Kliptown
	Tshiawelo
	central	01st November 2012
	middelvlei
	vleikop			R3,117,461.06
Marble Arch Cleaning & Security Services	welverdin
	Midway
	Nasrec		R31,717,658.58
	Westgate
	Booysens
	Faraday
	Karsene West
	Goudeon
	longdale
	Waterworks
	Benrose

Gauteng South (Cleaning Companies)

NAME OF CLEANING SERVICE PROVIDER	STATIONS APPOINTED TO CLEAN	DATE OF APPOINTMENT	TOTAL AMOUNT SPEND TO DATE
MalehoSpecialised Services	Kaalfontein	November 2015	R 281,284.80
	Oakmoor
	Olifantsfontein
Kgakilwe Trading	Limindlela	November 2015	R 306,600.00
	Birchleigh
	Kempton Park
	Leralla
	Van Riebeeck Park
	Tembisa
Sesiyaya	Isando	November 2015	R 130,371.84
	Rhodesfield
Clearpath	Oos Rand	November 2015	R 291,042.00
	Boksburg
	Boksburg Oos
	Dunswart
Mwelase	Elsburg	November 2015	R 60,175.92
3TK Brothers	Northmead	November 2015	R 315,216.00
	Van Rhyn
	New Kleinfontein
	Alliance
	Apex
	Avenue
	Benoni
	Daveyton
Onkutlwile Enterprise	Brakpan	November 2015	R 195,300.00
	Daggafontein
	New Era
	Nigel
	Pollark Park
	Roadbend
	Schapensrust
	Selpark
	Servaas
Tau li Misana	Delmore	November 2015	R 277,020.00
	Elandsfontein
	Knights
	Ravensklip
	Angelo
Swingsweftly	Kwaggastroom	November 2015	R 327,601.80
	Residensia
	Grasmere
	Midondale
	Anglers
	Lawley
	Houtheuwel
Landelanicleansweap	Lenz	November 2015	R 154,005.87
Kgakilwe	Nancefield	November 2015	R 49,500.00
Tau li Misana	Mlamlankunzi	November 2015	R 30,841.56
M-Cubed	Kroonstad	November 2015	R 240,000.00
	Kimberley

Gauteng South (Cleaning Companies)

NAME OF CLEANING SERVICE PROVIDER	STATIONS APPOINTED TO CLEAN	DATE OF APPOINTMENT	TOTAL AMOUNT SPEND TO DATE
MalehoSpecialised Services		November 2015	R 281,284.80
	Kaalfontein
	Oakmoor
	Olifantsfontein
Kgakilwe Trading	Limindlela	November 2015	R 306,600.00
	Birchleigh
	Kempton Park
	Leralla
	Van Riebeeck Park
	Tembisa
Sesiyaya	Isando	November 2015	R 130,371.84
	Rhodesfield
Clearpath	Oos Rand	November 2015	R 291,042.00
	Boksburg
	Boksburg Oos
	Dunswart
Mwelase	Elsburg	November 2015	R 60,175.92
3TK Brothers	Northmead	November 2015	R 315,216.00
	Van Rhyn
	New Kleinfontein
	Alliance
	Apex
	Avenue
	Benoni
	Daveyton
Onkutlwile Enterprise	Brakpan	November 2015	R 195,300.00
	Daggafontein
	New Era
	Nigel
	Pollark Park
	Roadbend
	Schapensrust
	Selpark
	Servaas
Tau li Misana	Delmore	November 2015	R 277,020.00
	Elandsfontein
	Knights
	Ravensklip
	Angelo
Swingsweftly	Kwaggastroom	November 2015	R 327,601.80
	Residensia
	Grasmere
	Midondale
	Anglers
	Lawley
	Houtheuwel
Landelanicleansweap	Lenz	November 2015	R 154,005.87
Kgakilwe	Nancefield	November 2015	R 49,500.00
Tau li Misana	Mlamlankunzi	November 2015	R 30,841.56
M-Cubed	Kroonstad	November 2015	R 240,000.00
	Kimberley

Gauteng South (Cleaning Companies)

STATIONS APPOINTED TO CLEAN	NAME OF CLEANING SERVICE PROVIDER	DATE OF APPOINTMENT	TOTAL AMOUNT SPEND TO DATE
Kaalfontein	Albenico Holdings	17 August 2016	R 177,691.02
Oakmoor
Olifantsfontein
Limindlela	Ndaba Group	17 August 2016	R 232,950.00
Birchleigh
Kempton Park
Leralla
Van Riebeeck Park
Tembisa
Isando	Broad Edge	17 August 2016	R 134,640.00
Rhodesfield
Oos Rand	Nhlangano JV	17 August 2016	R 230,000.00
Boksburg
Boksburg Oos
Dunswart
Elsburg
Northmead	Fumocrete	17 August 2016	R 175,000.00
Van Rhyn
New Kleinfontein
Alliance
Apex
Avenue
Benoni
Daveyton
Brakpan	ManegarMashamba	17 August 2016	R 210,000.00
Daggafontein
New Era
Nigel
Pollark Park
Roadbend
Schapensrust
Selpark
Servaas
Delmore	Ndaba Group	17 August 2016	R 162,037.04
Elandsfontein
Knights
Ravensklip
Angelo
Springs	KhumoGobatho Trading	17 August 2016	R 79,752.00

Gauteng South Region (Cleaning Cooperatives)

Name of Cooperative	Station Name	Contracted Date	Amount Paid to date
Hamisi Ga batukanaBasika	Ikwezi	November 2015	R 565,928.00
Orange Farm Cultural Initiative	Stretford	November 2015	R 396,583.00
PhambiliBomama Trading Enterprise	Merafe	November 2015	R 565,928.00
Uthando Trading	Naledi	November 2015	R 565,928.00
Galaletsang Primary Cooperative	Naledi Train Yard	November 2015	R 510,928.00
Phakane Transport &Communtiy Projects	Dube	November 2015	R 565,928.00
Masego Trading & Projects	Nhlanzane	November 2015	R 510,939.00
Ikakgeng Multipurpose Cooperative	Lindela	November 2015	R 378,805.05
Parents Power Cooperative	Stretford	November 2015	R 479,204.00
Sivuyile Cooperative	Bloemfontein	November 2015	R 357,538.50
Mantswe A kgakalaMotewana	Phomolong	November 2015	R 565,928.00
Mocheko Projects	Pilot	November 2015	R 393,552.60
Ikhamba Cleaning Services	Eatonside	November 2015	R 348,393.43
PhakamaniMzonsundu Cooperative	Kwesine	November 2015	R 388,828.00
Likhothwayo Cooperative	Phefeni	November 2015	R 510,928.00
NithandaneMakhosikazi	Mzimhlophe	November 2015	R 510,928.00