Questions and Replies

Reply:

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Reply:

Due to two to three (2-3) months lag in the release of key tourism statistics, most of the key tourism statistics are not yet available. The only data available to date is for international tourist arrivals, accommodation industry as well as food and beverages industry for January 2022.

Tourist Arrivals

A total of 377 651 tourist arrivals was recorded in January 2022, which was an increase of 171,4% (238 517) compared to the same month in 2021. All regions (overseas and Africa) experienced a growth in tourist arrivals during January 2022 compared to January 2021. Australasia had the highest increase of 626,9% (1 398) followed by Europe (447,4%; 38 846) and North America (315,4%; 6 787). Africa also recorded an increase of 149,5% (187 215) and this region remained the main source of tourist arrivals to the country, accounting for 82,7% (312 440) of total tourist arrivals during January 2022.

Accommodation Industry

For January 2022 period, the total income (current prices) from the accommodation industry recorded an increase of 120,6% compared to January 2021, which was an increase from R1 217,1 million in January 2021 to R 2685,5 million during the same month in 2022. Income from accommodation only (excluding restaurants, bar sales and other income) went up by 65,4% during January 2022. All categories of accommodation recorded an increase in income levels with hotels showing the highest increase of 112,2%; followed by guest houses and guest farms (78,4%), other accommodation (26,4%) and caravan parks and camping sites (18,3%).

Food and Beverages Industry

In January 2022, the total income for food and beverages industry was about R5 288,8 million, which was an increase of 58,4% compared to R3 338,2 million recorded in January 2021.

Reply:

SANRAL and the City of Cape Town (CoCT) signed an Implementation Protocol (IP) in terms of section 35(1) of the Intergovernmental Relations Framework Act, 2005 (Act No. 13 of 2005) ("IRFA"), in Dec 2020. This IP is a codification of the Constitutional obligation placed upon all organs of the state to cooperate with one another when embarking on major projects that will draw on the resources of two or more such organs of the state. It also allows for the exercising of statutory powers by both parties in a coordinated manner.

The IP sets out in detail the role and responsibilities of each party thereto.

In this instance, the statutory function or the provision of a service, depends on the participation of organs of state in different governments who must co-ordinate their actions. This has been done as it would be in the best interest of both the CoCT and SANRAL to construct the N2 through Somerset West, thus positively impacting the economy of Western Cape Province and that of the country. This initiative by SANRAL is accordingly in the national and local public interest.

In brief, the IP requires that SANRAL would design and construct the proposed extension of the 13 km of Greenfields N2, amongst others, whereas the CoCT would be responsible for the procurement of alternative land suitable for housing, take transfer of such alternate land, procure all necessary development rights and to develop such land to enable the main relocations and other relocations of the informal settlements within the N2 Road Reserve to be effected in keeping with the N2 Project Timeline.

The IP established an Intergovernmental Forum (the IgF) which consists of delegated management officials from both SANRAL and the CoCT. Both parties provide the alternating chairperson for the “IgF”. Various work plans have been prepared and adopted by the IgF which set out all the tasks relating to the full spectrum of the IP in support of the N2 Project. There are but two outstanding work plans which are currently being finalised. These work plans, inter alia, are geared and detailed to the extent that the projected timelines for the both the construction of the N2 Project and the relocation of all occupants from the road reserve is achieved. The CoCT has identified various land parcels for the main relocation and is currently finalising the acquisition thereof. Once this process is finalised a more detailed timeline for the main relocation will be submitted to the IgF for approval and adoption.

Once all work plans are approved and adopted by the IgF, each party is bound to these and the timeframes that flow therefrom. In terms of the IP, the IgF is empowered to intervene and seek higher authority and assistance to ensure any risk of “slippages” are addressed before they are realised. In this regard the IgF will also shortly be required to consider and adopt a full “Risk Register” that will guide the whole process under the IP. Further the IP will also be requested to consider, adopt and manage a joint communication strategy that will ensure there is a unified approach to all aspects of communication both with the communities settled in the N2 Road Reserve, the wider community of Somerset West and the greater CoCT Community. .

The work plan for project timelines will be submitted to the next IgF meeting on the 17 May 2022. At this point the provisional timeline is for the main relocation to commence from September 2024 and be concluded by December 2026. This will be in a phased manner allowing the affected section of the N2 Project to commence from July 2025.

Based on the current SANRAL planning and timelines as submitted and already considered by the CoCT, SANRAL must be able to commence with road construction when in possession of “a vacant road reserve “by the fourth quarter of 2024/2025”, as per the two planned construction sections.

It must be emphasized that the conclusion of the land acquisition by the CoCT and the procurement of all development rights to enable the alternative land procured to be developed into integrated townships, is on the “critical path” that will determine the timeline for the N2 Project construction activities. This aspect is complex, and the consents required in terms of the Planning and Environmental Laws are not within the control of SANRAL and the CoCT.

Reply:

Yes, the Agriculture and Agro-processing Master Plan provides practical interventions to address the issues of safety of the farming community aligned to the Rural Safety Strategy developed by the Department of Police. This notwithstanding, safety and security remain the primary responsibility of the South African Police Services.

The two specific measures addressed by the AAMP are as follows:

a) Farm safety – establish and promote farming community forums aligned to local policies and expand visibility of police in farming communities, including mobile police stations; all these to form part of Rural Safety Strategy.

b) Stock theft – Full implementation of Livestock Identification and Traceability System to all farmers. Expand the installation of livestock anti-theft cameras in the entry points of key routes in rural and farming areas.

In both areas, the AAMP promotes the Public Private Partnership (PPP) approach to leverage resources from government and business sectors. The Master Plan also addresses the measures required to curb livestock theft in rural and commercial farming areas. The Master Plan will be made available after sign-off by social partners in the first quarter of 2022.

Reply:

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Reply:

To date, there are no sexual harassment cases that are pending. For the past three financial years, only one case was reported, which has since been withdrawn.

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Reply:

ITEMS	2019/20	2020/21	2021/22
	OFFICE OF THE MINISTER	OFFICE OF THE DEPUTY MINISTER	DEPARTMENT	OFFICE OF THE MINISTER	OFFICE OF THE DEPUTY MINISTER	DEPARTMENT	OFFICE OF THE MINISTER	DEPUTY MINISTER	DEPARTMENT
a) CATERING	1,272.90	24,164.50	1,041,642.70	15,468.00	-	272,099.64	7,832.00	1,572.40	432,669.69
b) ENTERTAINMENT	-	-	-	-	-	-	888.90	-	-
c) S&T - LOCAL ACCOMMODATION	822,741.16	258,903.06	22,248,865.44	352,939.89	117,943.62	10,506,194.13	510,031.34	694,075.03	15,643,483.33
c) S&T - FOREIGN ACCOMMODATION	387,307.17	143,021.00	1,236,889.29	183,157.94	12,379.75	140,784.86	3,735.89	23,908.67	176,859.52
TOTALS	1,211,321.23	426,088.56	24,527,397.43	551,565.83	130,323.37	10,919,078.63	522,488.13	719,556.10	16,253,012.54

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Reply:

According to the records of the Department, there is no company by the name of Liquid Mist.

 

Reply:

a) The consulting engineering service providers are finalising the required detail plans and construction tender documents, subject to finalisation of various outstanding matters such as land acquisition.

b) Based on the current SANRAL planning and timelines as submitted and already considered by the City of Cape Town (CoCT), SANRAL can only commence with road construction when in possession of a ‘vacant road reserve’, which for now is planned for the period January 2025 to July 2025, as per the two planned construction sections. It must be emphasized that the conclusion of the land acquisition by the CoCT and the securing of all development rights to enable the alternative land procured to be developed into integrated townships, is on the “critical path” that will determine the timeline for the N2 Construction Projects. This aspect is complex, and the consents required in terms of the Planning and Environmental Laws are not within the control of SANRAL and the CoCT.

Reply:

There were no delays in the publication of the tourism sector recovery report. The Tourism Sector Recovery Plan (TSRP) was developed as a three-year sector-wide framework to guide the path to recovery from the COVID-19 pandemic. The plan was published for public comments in August 2020, approved by Cabinet for implementation on 21 April 2021 and launched by the Minister of Tourism on 22 April 2021. A critical approach to the plan was the involvement of public and private sector players in the drafting process and the allocation of actions to various partners as appropriate for the implementation.

For purposes of delivering on the Plan, the Department of Tourism and its entity South African Tourism translated the relevant actions to the respective Annual Performance Plans of the 2021/22 and 2022/23 financial years and this will continue in 2023/24. Progress on the relevant plans thus gets reflected through quarterly reports tabled to Parliament on a regular basis. As the plan is aligned to the Economic Recovery Plan, quarterly reporting is also done by the Department into the Government Cluster system.

In order to monitor implementation, the Department initiated the process of reporting by provinces and the private sector on the three Pillars, seven Strategic Interventions and four Enablers of the TSRP as applicable. The information generated is synthesised to help support overall reporting and is not envisaged to generate separate reports.

Reply:

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Reply:

(1)(a) The Department of Water and Sanitation (DWS) issued a Directive instructing the responsible company to appoint a suitably qualified environmental consultant to compile a rehabilitation plan for all the areas affected by the pollution incident. The issued Directive also indicated that the rehabilitation plan ought to have clear timeframes and descriptions of how and when each remedial action will be implemented. The company subsequently submitted the draft rehabilitation plan. The Department has assessed and accepted the rehabilitation plan for implementation however, there are still further investigations that need to be conducted to ensure sustainability.

One of the important aspects that were committed in the draft rehabilitation plan is the ecological restoration of the system. This aspect will be implemented over time as containment or curbing of pollution is prioritised to prevent potential immigration. The DWS is currently monitoring implementation of compliance to the Directive to ensure all reasonable measures are taken to contain and minimise the effects of the incident.

Further, the Department together with the representative from the responsible company held a meeting wherein the following matters were confirmed:

• The company will appoint an independent qualified environmental consultant as prescribed in the Directive to develop sustainable rehabilitation plan
• The company will implement remedial measures to minimise and curb pollution, these measures include, amongst others, clean-up of the pollutants from the river system, the removal of fish carcass from the stream
• The company requested approval from the DWS to release water from Bronkhorspruit and Witbank Dams to assist with the flushing of affected areas and the request was granted
• Final Rehabilitation Plan will be submitted on or before 30 April 2022

(1)(b) The Department conducted an investigation after receiving reports of fish kill at Wilge River system. Findings of the investigation revealed that there was a pollution incident that had occurred at Kwezela Colliery on approximately 14 February 2022. The incident was caused by an old Mine shaft that collapsed which led to an overflow of polluted water from the facility into the watercourse. The Department served the facility with a Directive to immediately rectify the contravention. The Department directed the facility to, amongst others:

• take reasonable measures to contain, minimise the effects of pollution incident,
• undertake clean-up procedures,
• remedy the effects of the incident.

The facility submitted an action plan, and the Department is currently monitoring implementation thereof. The DWS has recently engaged the Department of Forestry, Fisheries and the Environment (DFFE) to request the inclusion of criminal investigators from DFFE on the investigative team. The DFFE will therefore be supporting the other government officials, in relation to the criminal investigation, which will determine the criminal liability based on the evidence collected. A decision would then be made by the National Prosecuting Authority on whether or not to prosecute and which parties should be prosecuted.

(1)(c) Kromdraai Mine which is a section of Khwezela Colliery.

(2)(a) The DWS has a compliance monitoring programme to monitor compliance with the conditions of the water use authorisation in terms of water uses including the discharges of water into the water resources. Furthermore, the department has a regular sampling programme which serves as an early warning system to non-compliance or water quality risks.

2(b) The Department has identified and assessed catchments at high risk for acid mine drainage and is developing mitigation plans to proactively manage these aspects.

3(a) The lead authority for mining is the Department of Mineral Resources and Energy (DMRE). The total number of the un-rehabilitated mines can be obtained from the DMRE.

3(b) Although my Department is not the lead authority on un-rehabilitated mines, the DWS is currently in the process of drafting mitigation strategies to address the impacts of Acid Mine Drainage and amongst other things, these include mitigation measures for un-rehabilitated mines which may pose a danger to water resources.

3(c) Until mine closure certificates are obtained, mines are monitored in accordance with their water use authorisation. The department provides comment and input in this process to DMRE. Water use authorisations also include provisions for progressive rehabilitation and mines are monitored in accordance with these provisions.

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Reply:

Training of Tourist Guides	(a) 2018-2019
(i) What total number of tour guides have completed their training in each province in each month.	Kruger National Park Orientation January 2019 Mpumalanga (MP) – 20 guides Limpopo (LP) – 3 guides February 2019 MP – 14 guides LP – 8 guides A total of 45 guides were trained.
(ii) (aa) What total number of students started the course and did not complete the course.	All participants that started the course completed it.
(ii) (bb) What were their reasons for not completing the course.	N/A
(iii) (aa) How are potential students identified.	Adverts were developed and circulated to guides from MP and LP (via the respective Provincial Registrars) to apply for the up-skilling opportunity. The advert was also distributed to guides that work in the Kruger National Park and this was done via SANParks.
(iii) (bb) What criteria are used in this regard	Applicants needed to be registered tourist guides with a minimum qualification or competency as a Nature Site Guide with Kruger National Park being listed as one of the areas of operation. Those with qualifications over and above the minimum requirements were also acceptable.

No training of tourist guides was done with SANParks in the Financial Years of (a) 2019- 2020, 2020- 2021 and (b) since 1 January 2022 to date.

(i)- (iii) Not applicable

Reply:

1. (a) No

(b) No

The Minister of Transport will not ask for the capability assessment to be conducted;

(i) N/A

(ii) N/A

(iii) N/A

Reply:

1. The Foreshore Freeway is a City road and the original plan was to implement it in phases. When the time came for building the missing portion of the Foreshore Freeway, the predicted traffic for the commencement date of construction had not materialised. A decision was taken to postpone the completion of the Foreshore Freeway until a later date when the traffic had increased to the levels that could justify the completion. Since that date, the emphasis then changed from road building to promoting public Transport and the completion of the freeway was not prioritized above improving public transport. Since then the City being able to afford the completion of the freeway has been a challenge. The current predicted cost of completing the Foreshore Freeway is in the order of R1.808billion.

2. It is certainly the City’s desire to complete the Foreshore Freeway but for this to happen will require a partnership between all three spheres of government. The anticipated duration of the completion of the |Foreshore Freeway project is 9 years including the review of the conceptual design, detailed design, construction tender documents preparation as well as construction. The earliest the Foreshore Freeway could be completed and open to the public would be in the 2030/2031 City financial year provided budget is secured timeously.

Reply:

a) What is the total number of incidents reported in the department:

	(aa) 2018-2019	(aa) 2019-2020	(aa) 2020-2021	(bb) Since 1 April 2021
(i) Sexual harassment	Nil	Nil	Nil	Nil
(ii) Sexual assault	Nil	Nil	Nil	Nil

b) (i) - (iii) Not applicable

c) Not applicable

Reply:

“Whether, with reference to the Chief Dawid Stuurman International Airport in Port Elizabeth, the Airports Company South Africa has:

a) completed the review of the precinct plan announced in the 2018-19 financial year;

Yes

b) developed a plan to upgrade the airport infrastructure to increase capacity; if not, why not; if so, what are they?

No. Due to the Covid-19 pandemic impact, passenger traffic demand declined with more than 80% over the entire ACSA airport system. Passenger traffic at Chief Dawid Stuurman International Airport decreased from approximately 1.7 million passengers in the 2019/2020 FY to approximately 400 000 passengers in the 2020/21 FY. As a result of low traffic volumes and ACSA’s financial position (-R2.6 billion loss in 2020/21) it was decided to suspend all capacity projects, including the Development Plans for Chief Dawid Stuurman International Airport. The business strategy was refocused on critical refurbishments and replacements and, all capacity projects had to be deferred. ACSA continues to monitor traffic and intends to re-initiate capacity projects of this nature in line with passenger demand.(i) relevant details of the plan, including dates of commencement and completion, See Sections 2-4, for the approach, capacity projects, and detailed process followed.

1. Background and Context

The development of Airports in the ACSA group is guided by a hierarchy of plans at a macro and micro level. At a macro level, development is guided by the Airport Master Plans followed by Precinct Plans, where precinct plans focus on specific areas or precincts as identified in the Airport Master Plan, e.g., terminal precinct, cargo precinct. etc. On a micro level, development plans focus on a specific infrastructure, e.g., passenger terminal, parking area, etc., within a specific precinct.

For the purpose of this response, the focus will be placed on the Landside Terminal Precinct Plan and the Development Plans for Chief Dawid Stuurman International Airport. The Precinct Plans do not identify specific infrastructure projects to increase capacity, but the Development Plans respond directly to interventions to increase capacity in line with traffic demand.

The Airports Company South Africa commenced with the development of a Landside Terminal Precinct Plan/Urban Design Framework for Chief Dawid Stuurman International Airport in the 2019/20 financial year and successfully completed the Precinct Plan in the 2020/21 financial year. The study area for the Precinct Plan consists of the landside terminal precinct area as identified in the Chief Dawid Stuurman International Airport Master Plan.

The primary focus of the Precinct Plan was to ensure clear linkages of the precinct with the land uses in the airport’s adjoining and surrounding areas to create a fully integrated precinct in the urban context.

The main purpose of the Precinct Plan is to determine sustainable land use and to define a development strategy, based on the commercial development potential of the airport property that is not required for core aviation uses. This is in accordance with ACSA’s strategic objective of generating non-regulated revenue/non-aeronautical revenue.

The process to arrive at the Precinct Plan consisted of the following phases, each with associated deliverables:

• Phase 1: Inception / Scoping Report
• Phase 2: Data Collection and Consolidation
• Phase 3: Future Conceptualisation and Objectives
• Phase 4: Conceptual Design Framework
• Phase 5: Final Precinct Plan / Framework

2. Development Plans - Chief Dawid Stuurman International Airport

Two major projects for Chief Dawid Stuurman International Airport were planned to commence during the 2019 to 2023 Permission Period i.e., Terminal Re-development and Landside Parking. The details of these projects or developments at the time (pre-Covid-19) are indicated below:

Project Name:	terminal Development
PrOJECT CATEGORY	New Capacity
Project Motivation	The terminal was last renovated in 2009. The renovations took the overall capacity of the terminal to 2 Million Annual Passengers (MAP) with limitations on the departure lounge, concourses, and queuing areas. The 2 MAP overall capacity was expected to be reached by 2019.
Project Scope/Description	The cost estimate of R 10 million at this stage only consisted of initial fees to initiate design development. Construction or implementation of the development was not included in the estimated cost. The fees were also to be utilised to finalise scoping. It was envisaged that the eventual terminal development will entail the demolition of a part of the existing terminal and reconstruction of a new building on the existing site. The new building was to have double the footprint of the existing terminal. Passenger loading bridges were to be introduced.
PROJECT BENEFITS	This terminal development project was targeted at addressing the current constraints at the time and to provide additional capacity to meet future demand. Benefits included improvement of the ASQ score for the airport along with the IATA Levels of Service (LOS). An additional 2 MAP capacity was also anticipated.
ASSOCIATED Opex/NON-AERO REVENUE	This was going to be determined once the scope was finalised and it was going to be realised once the development of the terminal was complete.
Project Cost	The full project cost was estimated at R 1,2 billion, however only R 10 million was required for this Permssion period to commence with the intial design development.
PrOJECT TIMELINES	The design was to commence in 2023. The terminal development was estimated to be completed by 2026.

Project Name:	PARKING
PrOJECT CATEGORY	New Capacity
Project Motivation	The demand for car rental bays was expected to exceed the current allocation. The airport has sufficient bays to meet the overall demand, however, the allocation between car rental and public parking needed to be re-assigned.
Project Scope/Description	This project entails re-organising and optimising the existing parking. The boundary between car rental and public parking was to be relocated, with parking re-assigned between car rental and public parking. The ingress and egress layout were intended to be re-organised in-line with the parking reassignment.
PROJECT BENEFITS	This project was aimed at improving utilisation of the existing parking facilities and to optimise utilisation of the landside.
ASSOCIATED Opex/NON-AERO REVENUE	Parking revenues were to be generated for the reallocation of public and car rental bays.
Project Cost	The project was estimated to cost R 17 million.
PrOJECT TIMELINES	The project was planned for completion in 2022.

Due to the Covid-19 pandemic impact, passenger traffic demand declined with more than 80% over the entire ACSA airport system. Passenger traffic at Chief Dawid Stuurman International Airport decreased from approximately 1.7 million passengers in the 2019/2020 FY to approximately 400 000 passengers in the 2020/21 FY. As a result of low traffic volumes and ACSA’s financial position (-R2.6 billion loss in 2020/21) it was decided to suspend all capacity projects including the Development Plans for Chief Dawid Stuurman International Airport mentioned above. The business strategy was focussed on critical refurbishments and replacements, therefore, all capacity projects had to be deferred. ACSA continues to monitor traffic and intends to re-initiate capacity projects of this nature in line with passenger demand.

(ii) relevant details of the successes achieved as a result of the Airport Airlift Project;

(iii) any further, relevant details?”

3. Airport Airlift Project

The Nelson Mandela Bay Airlift project is a collaboration between Nelson Mandela Bay Municipality, Airports Company of South Africa, Nelson Mandela Bay Tourism, and the Nelson Mandela Bay Business Chamber.

The main objective of the project is to increase the number of tourists to Gqeberha, to stimulate economic growth for the city and region.

The key strategic pillars for the project are:

• Improving airlift – by partnering with airlines to develop new air routes whilst maintaining and expanding existing routes at Chief Dawid Stuurman Airport.
• Collaborative destination marketing – to create/stimulate demand and drive inbound tourist arrivals into the city and region.

Other objectives are to:

• increase our market share of tourists.
• inspire travellers and change perceptions regarding Nelson Mandela Bay.
• increase awareness and positivity for the destination.
• increase searches and engagement on our destination marketing channels.

Progress to date:

• The development of an Airline Incentive Framework/Policy, which has been included in the City’s Investment Incentive Policy. An incentive programme is vital to mitigate the risk in the early stages of a new airline operation and thereby ensuring the sustainability of route development opportunities.
• Partnership with Mango Airlines to increase airlift between Chief Dawid Stuurman International Airport and Lanseria in 2019.
• Partnership with Cemair to develop direct routes between Chief Dawid Stuurman International Airport to Braam Fischer International Airport and King Phalo Airport.
• Development of a route pipeline, with targeted routes earmarked for development.

Reply:

1.a) All water resources are managed through the National Water Act, 1998 (Act 36 of 1998), under the competency of the Minister of Water and Sanitation, all mines are mandated to acquire water use License prior commencing with mining activities

2(a)(b) The Department has record of the Authorised mining operations conducting concurrent rehabilitations on portion/s of the disturbed environment, however there’s no recorded of a complete rehabilitated and closed mining operations in Mpumalanga. All mining operations conduct concurrent rehabilitation in accordance with the approved Environmental management Program/Environmental Authorisation

3(a)(b) Mining companies submit an annual Environmental Audit report which describe the current environmental disturbances and conducted rehabilitation process with a quantum calculation on the extent of the activities within the mining operations. This report further provides the operational cost on the management of the potential impacts with the adjustment of the financial provision. All mining operations conduct concurrent rehabilitation in accordance with the approved Environmental management Program/Environmental Authorisation

4) All holders of rights and permits whose operations are underway or placed under Business Rescue Practice have some level of outstanding rehabilitation, and the Department continuously monitor these operations to ensure that the State is not exposed to the risk of inheriting liability.

 

 

Reply:

a) SAA commenced operations in September 2021, after exiting the business rescue process. It has therefore incurred costs from the beginning of the financial year and only generated revenue from September 2021.

The operating costs are being funded from the working capital that was allocated as part of the R10.5 billion funding for SAA to implement the business rescue process.

b) The contribution by the Strategic Equity Partner (SEP), is to provide approximately R3 billion as operating capital as soon as the transaction is concluded. Further financing will be determined by the new board.

 

Reply:

Whether with reference to the fourth Industrial revolution, the increase of automation, more use for robotic components and an urgent need to upskill those whose  jobs are in danger of becoming redundant and the many opportunities for the Republic to benefit from changes 4IR will bring, her department has a plan to focus on skills development to ensure that (a) young persons are ready for the new development in the world and (b)the Republic does not  fall further behind on a global scale, if not why not; if so what are the further, relevant details?

Response

Basic Education Sector is at the centre of realigning the output of young people that the economy requires. The Fourth Industrial Revolution (4IR) is at the centre of this realignment of the required skills of the future. The Department of Basic Education has a roadmap which it has followed by the development of a Coding and Robotics Curriculum for Grades R-9 which will eventually be offered in the FET Band (Grades10-12) responding to the changing work environment. This roadmap is aligned with the National Development Plan (NDP) and the Sustainable Development Goals (SDG’s) to ensure that learners going through the educations system, are being exposed to Coding and Robotics will develop the Foundational Skills required from a workplace that has been changed by the 4IR e.g. Big Data, Artificial Intelligence, Automation of production systems, etc.  

Through the Coding and Robotics Curriculum, the DBE aim is to upskill the educators, education officials and youth in these areas. The Application Skills envisaged in the draft Coding and Robotics targets these specific skills required. In a short to medium term, the public-private partnerships including industry and Higher Education Institutions should activate plans that will mediate the required 4IR skills to the current workforce, to cushion the impact of change management and negative impact of automating the economic tools of production on labour.

The DBE has awakened to the realisation that the “Skills of a Changing World” is a reality that the country requires. Thus, the development and piloting of the Three Steams Model (Academic, Vocational and Occupational Steams) and the Multi-Certification Strategy in the curriculum offering by the DBE

The DBE has Orientated the Grade R-8 piloting schools’ teachers in the Draft Coding and Robotics Curriculum. The University of South Africa is currently training 950 Foundation Phase teachers in Coding and Robotics. This training will realise its objectives in the third quarter of 2022 with the support from the ETDP-SETA.

(b)the DBE does not believe that we are falling behind from the 4IR space since we are the country is amongst the first in the world to develop a formal Coding and Robotics curriculum which provide learners with necessary skills and competencies. There is no need to panic, as automation of the economic tools is not equal to job losses automated Machinery and Robots will need skilled personnel to design, manufacture, programme and code them. The   capacitation of our Human Resources both active in the economy through in-service programmes that the youth can be   part of and those in our education system will contribute to job creation and economic development noting the required “Skills of the changing world. The DBE is partnering with the private sector to resource and fund the programmes for teacher development and the youth at large

Reply:

1. The task of normalising the functioning of Richtersveld community structures is that of the of the Department of Agriculture, Land Reform and Rural Development (DALRRD). This question is therefore best directed to the Minister of DALRRD.

2. The Richtersveld region has seen continued decline in the diamond industry in the area. De Beers West Coast and Transhex operations have depleted their resources and closed. Alexkor on its own cannot be the saviour of the region.

Alexkor was established as an alluvial diamond company and that will be its mandate until the diamond resource is deemed unviable or the State exits the business, as was envisaged by the Deed of Settlement with the Richtersveld Communities agreed in 2007.

An interim board appointed in January 2022 has been tasked to ensure in the short term:

• Financial Sustainability
• Operational Effectiveness; and
• Restoration of Governance

The economic viability of the Richtersveld will require all stakeholders including the communities, the municipalities, provincial and national government to work together in developing an economic development plan for the Region. Projects like the development of Boegoebaai Port and the Green Hydrogen Special Economic Zone are an example of what is needed to diversify economic activity in the region.

The District Development Model driven by the Department of Cooperative Governance and Traditional Affairs (COGTA) could be a platform for achieving the objective of mitigating the eventual run out diamond mine operations.

Reply:

1.  (a) The projected date of completion for the project is 22 November 2022.

(b) The total budgeted cost for the project is R21 065 353.73.

(c) 33 million mᶾ of additional water will be stored after completion of the project

(2) The dam safety rehabilitation programme for Kwaggaskloof Dam which forms part of Greater Brandvlei Scheme will commence in the 2022/23 financial year.

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Reply:

1. (a) and (b)

(i) No research has been undertaken by the Department of Tourism or SA Tourism.

(ii) Not applicable

2. (a) & (b) The concept is already existing in South Africa with different packages and prices for South African Citizens, SADC citizens and foreign visitors. The setting of prices falls within the ambit of the private sector. SA Tourism does engage the sector to consider special offers as part of the domestic tourism promotion activities they conduct i.e. Sho’t Left programme.

Reply:

(a) and (b) The Department does not collect data on job opportunities linked to qualifications. However, the Statistics South Africa (Stats SA) Quarterly Labour Force Survey (QLFS) — Quarter 3 of 2021 indicates that only 2.7% of unemployed persons were graduates, while 7.2% had other tertiary qualifications as their highest level of education.

(c) As at 31 December 2021, the National Student Financial Aid Scheme (NSFAS) reported that R33.652 billion was paid to new and continuing students registered at public universities.

Reply:

(a) DPE has a zero / No cases

(aa) there was zero reported in the past three financial years.

(bb) there was zero reported since 1 April 2021.

(b) Number of cases opened and concluded:

1. There was zero opened and concluded.
2. There was zero withdrawn.
3. Zero remained opened or pending based on incidences.

(c) There was zero sanctions meted out on guilty findings.

Remarks: Reply: Approved / Not Approved

Kgathatso Tlhakudi P J Gordhan, MP

Director-General Minister

Date: Date:

Reply:

Attached find here: Reply

Reply:

The role of the Department of Agriculture, Land Reform and Rural Development (DALRRD) in marketing, as envisioned by the Agricultural Marketing Policy, is to provide a range of agricultural marketing support services in order to enhance participation by all role players across the various agricultural value chains. DALRRD implements various marketing support programmes that are aimed at enabling producers, particularly smallholder producers to gain access to markets.

(a),(b) The above-mentioned support programmes include provision of marketing information, marketing skills development programme, Good Agricultural Practices Certification Programme (SA-GAP), marketing infrastructure and market linkages program.

Marketing Information: DALRRD disseminates a wide range of market information to producers and other value chain players through the Marketing Information System, which is a web-based system that can be accessed on the internet and through cellular phones. The information distributed through the system includes daily prices for agricultural products (fresh produce and grains) and weekly prices for meat, as well as standards and grading information and contact information for various markets and market agents. This information is distributed to get producers to understand the prevailing market conditions; to inform them about the existing alternative marketing channels; and to bring to the fingertips of farmers the contact information for various markets. DALRRD runs a user-awareness campaign for smallholder producers on the use of the system, which has reached 473 producers in the current financial year. Furthermore, 11 804 people have accessed the MIS system to date this current financial year.

The marketing skills development programme is being implemented on a continuous basis to empower producers on how the market operates (mechanics) and to provide them with an exposure to different marketing channels. e.g. fresh produce producers are capacitated on fresh produce marketing and are also given an opportunity to participate in market exposure visits in order for them to meet with market management and agents. The goal is to empower producers with knowledge about markets and to give them an opportunity to meet with market managers and organize deals (on their own) with those markets. This program has reached 473 producers during the current financial year.

Marketing infrastructure: the Department is currently facilitating a funding programme for Small and Medium Enterprises (SMEs) falling within the agriculture sector through the Agri-BEE Fund and Comprehensive Agricultural Support Programme (CASP). The programme is aimed at establishing basic agricultural marketing infrastructure to collate fresh produce from several smallholder farmers in a given production area/hub with a view to performing first stage marketing functions such as grading, washing and packaging before forwarding to either wholesale or retail markets. This project will in part further facilitate the development of economic activities in the rural nodes via facilitating commercialization of fresh agricultural products within and outside the identified nodes. This current financial year, 20 projects were funded under CASP for the provision of marketing infrastructure.

DALRRD also implements the SA-GAP certification program that is aimed at providing assurance to potential buyers that the food produced by smallholder producers is safe for human consumption. Smallholder producers identified to participate in the program are taken through pre-audit exercises to identify any non-conformances on their farms and this is then followed by training/workshops on good agricultural practices, food safety, responsible use of pesticides and product safety and quality as outlined in Regulation 707 of 2005 under the Agricultural Products Standards (APS) Act of 1990. These producers will then be given an opportunity to rectify any identified non-conformances before the final audit and certification can be concluded. This financial year, 82 farms were identified to participate in the program and pre-audits were conducted on all identified farms. One-on-one consultations were conducted on 46 farms. Final audits were conducted on 46 farms and renewal audits were conducted on 21 farms.

Finally, DALRRD administers the preferential market access programme through which it issues import and export quotas and permits to traders to enable them to import and export certain agricultural products at reduced rates of duty. This system gives preference to previously disadvantaged companies and/or traders. A total 1 036 traders (660 established companies and 330 SMEs) benefitted from this programme during 2021/22 financial year.

While the abovementioned initiatives will continue to be implemented to create a conducive environment for producers to gain access to markets, it is acknowledged that there are legislative gaps in the market that still expose our producers to market risks, particularly in areas where the produce is sold on behalf of producers by agents. To close these gaps, DALRRD has initiated a process of amending the Agricultural Produce Agents Act, 1992 (Act No. 12 of 1992) to improve legislative provisions that provide protection to producers and to provide for more accountability on the part of agents.

Reply:

The construction of toilet top structures in Kutlwanong, Kagisho and Phomolong within the Sol Plaatje Local Municipality was funded by the Department of Water and Sanitation and implemented by the Sol Plaatje Local municipality.

The municipality appointed Makone Consulting Engineers as the consulting engineers and Renaissance Skills Centre as the contractor for the construction of 320 toilet top structures. Construction commenced on 24 March 2021 and was anticipated to be completed by 22 November 2021. However, delays were encountered due to non-payment of labourers by the contractors which resulted in labour unrest and works stoppages.

The contractor submitted a request for extension of time, which was not approved by the Municipality. The Municipality has committed to completing the remaining works utilising internal resources. It is anticipated that the project will be completed by end June 2022.

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Reply:

1. The Department of Agriculture, Land Reform and Rural Development is the custodian of a total of 10 454 652 hectares (ha) of land.

Province	Area (ha)
Eastern Cape	1,759,362
Free State	394,955
Gauteng	98,003
Kwazulu-Natal	822,401
Limpopo	2,636,848
Mpumalanga	928,663
North West	1,979,980
Northern Cape	1,728,766
Western Cape	105,675
Grand Total	10,454,652

2. A total of 1 289 583 hectares under the custodianship of the Department of Agriculture, Land Reform and Rural Development are subject to active long-term agricultural leases in the past five years.

Province	Area (ha)
EASTERN CAPE
Alfred Nzo District Municipality	9,621
Amathole District Municipality	34,232
Buffalo City Metropolitan Municipality	4,262
Chris Hani District Municipality	33,707
Joe Gqabi District Municipality	30,779
Nelson Mandela Bay Metropolitan Municipality	161
Sarah Baartman District Municipality	74,285
FREE STATE
Fezile Dabi District Municipality	16,156
Lejweleputswa District Municipality	32,253
Mangaung Metropolitan Municipality	15,736
Thabo Mofutsanyane District Municipality	36,839
Xhariep District Municipality	34,993
GAUTENG
City of Tshwane Metropolitan Municipality	6,623
Ekurhuleni Metropolitan Municipality	789
Sedibeng District Municipality	17,249
West Rand District Municipality	10,751
KWAZULU-NATAL
Amajuba District Municipality	3,836
Harry Gwala District Municipality	12,125
Ilembe District Municipality	1,510
King Cetshwayo District Municipality	12,811
Ugu District Municipality	1,237
Umgungundlovu District Municipality	9,198
Umkhanyakude District Municipality	2,233
Umzinyathi District Municipality	4,781
Uthukela District Municipality	5,473
Zululand District Municipality	17,540
LIMPOPO
Capricorn District Municipality	27,968
Mopani District Municipality	1,357
Sekhukhune District Municipality	3,236
Vhembe District Municipality	5,434
Waterberg District Municipality	60,237
MPUMALANGA
Ehlanzeni District Municipality	19,699
Gert Sibande District Municipality	103,201
Nkangala District Municipality	54,162
NORTH WEST
Bojanala District Municipality	66,197
Dr Kenneth Kaunda District Municipality	20,979
Dr Ruth Segomotsi Mompati District Municipality	192,838
Ngaka Modiri Molema District Municipality	53,783
NORTHERN CAPE
Frances Baard District Municipality	18,216
John Taolo Gaetsewe District Municipality	16,533
Namakwa District Municipality	34,222
Pixley Ka Seme District Municipality	29,019
ZF Mgcawu District Municipality	84,938
WESTERN CAPE
Cape Winelands District Municipality	1,871
Central Karoo District Municipality	42,642
City of Cape Town Metropolitan Municipality	1,285
Eden District Municipality	5,403
Overberg District Municipality	975
West Coast District Municipality	16,210
Grand Total	1,289,583

3. The past five years 8 173 ha was transferred to individuals and businesses, while 104 850 ha was transferred to communities by the Department of Agriculture, Land Reform and Rural Development

	Area (ha)
	(a)	(b)
	Individual/Business	Community	Total
EASTERN CAPE
Alfred Nzo District Municipality		5,641.13	5,641.13
Amathole District Municipality	834.15		834.15
O.R.Tambo District Municipality		201.36	201.36
Sarah Baartman District Municipality	0.86	822.91	823.77
FREE STATE
Mangaung Metropolitan Municipality	0.11	215.72	215.83
Thabo Mofutsanyane District Municipality		417.90	417.90
Xhariep District Municipality		1,520.40	1,520.40
GAUTENG
City of Tshwane Metropolitan Municipality	170.04		170.04
West Rand District Municipality		189.43	189.43
KWAZULU-NATAL
Ethekwini Metropolitan Municipality	0.04		0.04
Ilembe District Municipality		2,009.56	2,009.56
King Cetshwayo District Municipality	259.52	3,497.81	3,757.33
Umkhanyakude District Municipality		847.87	847.87
Zululand District Municipality		16,446.04	16,446.04
LIMPOPO
Capricorn District Municipality	11.18	6,072.82	6,084.00
Mopani District Municipality	97.52	4,447.19	4,544.71
Sekhukhune District Municipality	345.05	1,600.58	1,945.63
Vhembe District Municipality	3,274.74	4,694.87	7,969.61
Waterberg District Municipality	3,079.79	1,848.26	4,928.05
MPUMALANGA
Ehlanzeni District Municipality	19.78	10,391.62	10,411.40
Gert Sibande District Municipality		2,820.96	2,820.96
Nkangala District Municipality		2,992.75	2,992.75
NORTH WEST
Bojanala District Municipality		22,326.02	22,326.02
Dr Ruth Segomotsi Mompati District Municipality		190.66	190.66
Ngaka Modiri Molema District Municipality		8,649.90	8,649.90
NORTHERN CAPE
John Taolo Gaetsewe District Municipality	42.83		42.83
ZF Mgcawu District Municipality		4,507.26	4,507.26
Western Cape
City of Cape Town Metropolitan Municipality	1.79	2,466.09	2,467.89
Eden District Municipality		30.80	30.80
West Coast District Municipality		0.22	0.22
Grand Total	8,137	104,850	112,988

Reply:

(a) and (b) The Department does not collect data on job opportunities linked to qualifications. However, the Statistics South Africa (Stats SA) Quarterly Labour Force Survey (QLFS) — Quarter 3 of 2021 indicates that only 2.7% of unemployed persons were graduates, while 7.2% had other tertiary qualifications as their highest level of education.

(c) As at 31 December 2021, the National Student Financial Aid Scheme (NSFAS) reported that R33.652 billion was paid to new and continuing students registered at public universities.

Reply:

According to the information received from Transnet

a) The delay in the relocation of the fuel tank farm was due to the inability of an operator that was appointed in terms of Section 56 of the National Ports Act, to achieve a commercially viable business case for the proposed terminal, and thus a decision was taken to discontinue the project. Subsequently, Transnet supported the Coega Development Corporation (CDC) in developing the liquid bulk facilities in Zone 5 of the Special Economic Zone (SEZ) in view of the advanced progress the CDC had made with the development of their liquid bulk storage facility.

b) The Transnet National Ports Authority (TNPA) has given termination notice to Astron Energy (Pty) Ltd, Engen Petroleum Ltd, and Total Energies Marketing South Africa (Pty) Ltd (Oil Majors) who operate the Liquid Bulk Terminal in the Port of Port Elizabeth, effective 30 April 2022. As a result of this termination notice, the Oil Majors have lodged an appeal to the Ports Regulator of South Africa (PRSA) contesting this termination.

A firm timeline for the relocation cannot be determined until such time that:

1. TNPA and Astron settling the PRSA matter; and

2. There is a firm commitment from the Oil Majors to commit to commercial offtakes with the CDC or a liquid bulk storage facility operator appointed by the implementing agent CDC.

c) In October 2020, the Department of Forestry, Fisheries and the Environment (DFFE) issued a Remediation Order in terms of Part 8 of the National Environmental Management: Waste Act of 2008. This Remediation Order will regulate how the Oil Majors will undertake the decommissioning and remediation of the Port of Port Elizabeth’s liquid bulk terminal. TNPA has initiated negotiations to conclude a Decommissioning and Remediation Exit Agreement.

The Oil Majors have cited that this Agreement cannot be finalised without the PRSA appeal being determined and for realistic timelines for the relocation to the Port of Ngqura/CDC SEZ being agreed to.

Reply:

a) South African Airways Response

South African Airways has been paying all its retained employees their full salaries since December 2020 on or about the 28th of the month, every month.

There was a six-month period in 2020 when salaries could not be paid as the airline was not operating as there were travel restrictions put in place by Government in response to the Covid 19 pandemic. An agreement was reached with the majority of the unions and non-unionised employees, that three months salary be paid as a full and final settlement, i.e. the employees were to forego salaries for the months of June, July, August, September, October and November for the proposed settlement. This offer was extended to both the retained employees and those who accepted Voluntary Severance Packages (VSP) and ultimately exited the company in September 2020.

Due to delays in getting funding from the fiscus, the full and final settlement was made in the first quarter of 2021. There is a small number of employees who have still not signed the agreement for the settlement, and these will be paid as soon as they sign.

b) DENEL Response

An assessment of the livelihood on the lives of employees was not done as those:

• Who received VSPs were paid the agreed package amounts in full; and
• Those who were retained have been getting paid in full since December 2020.
• Continuous assessment of the SOC financial and operational is done. This is also done through engagements with SOC leadership (Board and Management), organized labour and relevant Government departments. Through these engagements, valuable information, and appreciation of the depth of social impact and challenges encountered by the employees and their families as result of the partial payment of salaries.
• The situation at Denel has necessitated the need to reset and re-purpose Denel’s value proposition and to support its balance sheet. The Minister of Finance has approved approximately R3 billion to settle Denel’s guaranteed debt. This will enable the SOC to significantly reduce its interest payment burden which was over R200 million per annum.
• The focus is on core business growth and partnerships, disposal of non-core businesses and assets. The cash raised from the disposals will be used to re-capitalize operations, settle outstanding salaries and other creditors. This will also enable Denel to restore its credibility with employees, suppliers, and clients (existing and potential).

c) Mango Response

• At the start of business rescue, Mango’s employees were owed on average about 8 months’ salaries, which in total amounted to approximately R125m.

• Immediately after the appointment, the BRP prioritised the issue of unpaid salaries and as of today the only arrears remaining, which need to be paid in March 2022, is approximately R1.8m.

Reply:

According to the information received from Transnet

1. Transnet and the Special Investigating Unit (“the SIU”) have applied to the High Court to set aside the contract but no judgement has yet been delivered. China North Rail was contracted to deliver 232 diesel locomotives but only delivered 22 locomotives - Transnet suspended the contract in December 2019. The suspension is not due to any technical failures but followed evidence of kickback agreements with Gupta entities overseas.

2. In the review application by Transnet and the SIU, Transnet is tendering the return of the 22 locomotives delivered by China North Rail. These locomotives were defective and were never taken into service by Transnet. Currently, Transnet is exploring all options to acquire as many locomotives as it can to meet the demand in the country.

Reply:

The Ministry has never travelled to Ukraine and is therefore not in a position to respond this question.

Reply:

Details of the supplier invoices that are unpaid for the Department of Water and Sanitation and the Entities are indicated in Annexure A.

DWS AND ENTITIES	INVOICES PAID WITHIN 30 DAYS	MORE THAN 30 DAYS (aa)	MORE THAN 60 DAYS (bb)	MORE THAN 90 DAYS (cc)	MORE THAN 120 DAYS (dd)	TOTAL	REASONS FOR NON-PAYMENT
DWS MAIN ACCOUNT AND WATER TRADING	0	0	0	0	29	29	The bulk of the unpaid invoices relate to unfunded interventions in previous financial years of operation and maintenance. The other invoices relate to War on Leaks projects which are still under dispute.
		0	0	0	29	R 159 257 504
AMATOLA WATER	62	32	24	24	330	472	It is envisaged that the payment for the outstanding supplier invoices will be made when funds are available and in line with contractual conditions of payment.
		R 23 776 089	R 13 390 551	R 20 230 151	R 208 490 605	R 280 953 237
BLOEM WATER	13	2	3	1	7	26	To be settled within 30 days
		R 3 002 7453.68	R 59 499.71	R 80 548.71	R 203 602.45	R 3 346 394.55
LEPELLE NORTHERN WATER	41	7	6	13	15	82	Projects implemented on behalf of DWS amounting to R8.9m are still in dispute and will be settled upon submission of requested information. It is envisaged that most of the outstanding invoices will be settled by end of March.
		R 18 092 000	R 13 643 000	R 21 845 000	R 348 509.00	R 402 090.00
MAGALIES WATER	52	0	0	0	24	76	There are 22 invoices relating to the Department of Water and Sanitation on raw water purchases, amounting to R73,6 million. There is a payment arrangement of R10 million payment every quarter. There is one invoice of R378 652,49 relating to capital works, which has a retention period provision. The invoice will be paid once the quality of work has been verified and there are no defects. This will be an indicator for the completion of the retention period.
		R0	R0	R0	R77 257 696,90	R103 027 850,91
MHLATHUZE WATER	124	8	1	1	11	145	All outstanding invoices have queries, they will be settled once all queries are addressed. It is envisaged that all outstanding invoices will be settled by end March 2022.
		R692 406	R14 561	R102 479	R27 529 271	R33 504 326
RAND WATER	168	35	10	3	12	228	All outstanding invoices due to unresolved queries (Incorrect invoices not matching the services that has been rendered and/or delivered. Supplier delays sending actual Tax invoices) will only be settled once the disputes are resolved.
		R18 846 242	R29 517 604	R4 614 058	R373 893 847	R 722 106 186
SEDIBENG WATER	28	88	30	23	126	295	Invoices to be cleared upon receipt of payments from customers. These invoices will be settled by end March 2022.
		R45,826,610	R79,503,312	R16,582,170	R4,911,924,689	R5,065,396,849
WRC	1	0	0	0	1	2	All outstanding invoices have queries, they will be settled once all queries are addressed. It is envisaged that all outstanding invoices will be settled by end March 2022.
		None	None	None	R135 500	R141 411

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Reply:

According to the information received from Transnet

1. Waterfront Development

(a) The timelines for completion of the Waterfront development would be based on the business case, market demand and appetite, which will only be ascertained once a Request for Proposal (RFP) has been issued to the market. The development is scheduled in terms of phases commencing with the development of bulk infrastructure, which is common user infrastructure, the benefit of which should be accessible to all Port Users and phase II, which is constituted by the development of commercial top structures. Based on the bulk services required for the development, Phase 1 is envisaged to be completed within 5 -10 years and Phase 2 within 10 -15 years of commencement.

(b) The provision of bulk services required in Phase 1 will be financed by TNPA. It is envisaged that the development, operation, and maintenance of the Waterfront facilities will be financed by the developer/s that will be appointed by way of a competitive tender.

2. Southernport Lease

(a) TNPA is not able to publish the values of the land parcels because these values are issued in negotiations with third parties. Publishing such information would be commercially prejudicial to Transnet’s commercial obligations.

(b) Southernport has not paid any rental to Transnet, due to the fact they have not taken occupation of the leased land.

3. Southernport submission of proposal for the development

a) In 2014, Southernport submitted a draft site development plan to TNPA for consideration. TNPA was not satisfied with the information contained therein and accordingly responded calling for further information from Southernport in this regard which was not responded to positively.

(b) In April 2021, Transnet, through its operating division, Transnet Properties, sought to find an amicable solution to the impasse with Southernport, by tabling to Southernport, a proposal for co–development of the Waterfront and provided them with a copy of the Master Plans for the proposed Waterfront development. TNPA and Transnet Properties requested Southernport to provide their proposed development plans, which to date have not been provided, reasons of which have not been shared with Transnet.

Reply:

The question asked has direct implication to the work of the Member of the Executive Council (MEC) of the Western Cape Provincial Government who has direct jurisdiction to the work referred to, not the Minister of Basic Education. The question has therefore been referred to the MEC of the Western Cape Department of Education for response. 

Reply:

a)  The raising of Clanwilliam Dam project will be completed by April 2026 as per the current approved programme.

b) The revised cost is R 3 920 000 000 as per current project cost estimate.

NW833E

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Reply:

(a) No amendment or changes were ordered by the Supreme Court of Appeal whose ruling came after the once off Tourism Relief Fund’s implementation was already completed. Thus, no changes or amendements were applicable.

(b) - (d) Not applicable.

Reply:

According to the information received from Eskom

(a)(i)

The incident occurred prior to 2018, and the Eskom management team during the period in question, is no longer at the helm. In the meantime, the investigation was finalised, and processes are underway to recover the monies.

(a)(ii)

The name of the service provider is Econ Oil & Energy (Pty) Ltd.

(b)

On 14 December 2020, Eskom received an interim forensics report. On 17 December 2020, Eskom instituted arbitration proceedings against the supplier to recover the sum. The parties held a first pre-arbitration meeting on 30 April 2021 and agreed on the timelines for exchanging documents. Econ Oil applied for the issue on prescription, to be separated from the merits. The arbitrator ruled in Eskom’s favour. On 17 September 2021, Econ Oil filed a notice of appeal against the arbitrator’s ruling, which was dismissed on 16 February 2022. The Eskom legal team will now liaise with Econ Oil’s attorneys regarding dates for delivery of further and better particulars and to provide all the witness statements.

Reply:

(1)

(a) Where does SA Tourism have offices internationally	(b) On what date did each office open	(c) What number of officials are at each office
Nigeria	2014	5
US	1984	3
Germany	1960	4
UK	1989	6
France	1993	4
Netherlands	1983	3
India	2004	5
China	2014	6
Japan	1978	2
Australia	2000	5

(d) Each office operates as a regional hub servicing key source markets, to ensure effective marketing initiatives, support to the value chain partners and effective delegation of authority and responsibility. Mandate of each office is to create demand through traveller acquisition by working with the distribution channels to sell South Africa as a tourism destination.

(e) Annual and/or quarterly targets are set for all deliverables of the various country offices before the start of each financial year and success is measured against the delivery of those targets as per portfolio of evidence.

(2) Continue next page

(2) Annual budgets for each office below include both overhead costs and marketing costs. In the 2020/21 fiscal, country offices were only allocated funding for overhead costs and contractual obligations due to Covid 19 pandemic. Budget allocation to South African Tourism was limited as funds were channelled to support efforts to fight the spread of the pandemic in the country.

Country Office	(i) 2018-2019	(i) 2019-2020	(i) 2020-2021	(ii) Since April 2021 to Jan 2022
	(a) What amount has been budgeted for each office.	(b) What expenditure was incurred in each office.	(a) What amount has been budgeted for each office.	(b) What expenditure was incurred in each office.	(a) What amount has been budgeted for each office.	(b) What expenditure was incurred in each office.	(a) What amount has been budgeted for each office.	(b) What expenditure was incurred in each office.
Nigeria	R30 036 783	R22 698 046	R26 210 153	R18 976 722	R12 020 803	R12 285 452	R40 466 333	R21 857 770
US	R72 265 152	R77 432 730	R87 000 000	R79 844 087	R23 106 798	R15 244 438	R76 199 296	R22 745 990
Germany	R77 994 899	R69 949 316	R75 543 793	R55 517 274	R18 304 367	R11 827 980	R43 695 320	R38 274 172
UK	R71 851 647	R75 062 613	R69 127 524	R92 697 559	R18 441 741	R16 593 867	R43 616 747	R29 628 639
France	R31 392 564	R33 749 174	R45 425 302	R22 634 046	R16 989 398	R10 046 920	R23 379 480	R11 766 050
Netherlands	R49 998 733	R54 533 645	R46 827 089	R37 836 009	R13 881 719	R12 407 193	R36 220 803	R 23 149 700
India	R49 595 332	R47 920 764	R44 694 662	R 4 474 387	R17 190 343	R15 807 495	R50 198 776	R28 609 854
China	R36 631 210	R39 627 027	R57 401 566	R28 225 979	R11 301 529	R11 298 210	R31 369 746	R20 705 142
Japan	R20 463 251	R19 760 242	R15 513 332	R15 684 849	R7 248 486	R 4 653 471	R18 671 315	R16 916 187
Australia	R40 428 712	R37 375 197	R43 993 558	R37 660 105	R14 227 593	R11 045 308	R41 296 569	R27 959 719

Reply:

DEPARTMENT OF SCIENCE AND INNOVATION

The department did not have sexual harassment incidents and sexual assault incidents reported for the past three financial years and the period 1 April 2021 to March 2022. The table below provides a response to the questions asked.

QUESTION	3 Financial years
What (a) is the total number of incidents of (i) sexual harassment and (ii) sexual assault that were reported in his department (aa) in each of the past three financial years and (bb) since 1 April 2021	2019 - 2020	2020 - 2021	2021 - 2022
(b) Number of cases	0	0	0
(i) Opened and concluded	0	0	0
(ii) Withdrawn	0	0	0
iii) Remain open or pending based on the incidents	0	0	0
(c) Sanctions were meted out against each person who was found guilty?	0	0	0

DEPARTMENT OF HIGHER EDUCATION AND TRAINING:

a i) There were 13 sexual harassment cases reported during the period 2018/19 to 2020/21 

  ii) There were no cases of sexual assault that were reported during the period 2018/19 to 2020/21 

(aa) The following breakdown applies in each three past financial years: 

(i) 2018/19: there was one (1) reported case

(ii) 2019/20: there were three (3) reported cases 

(iii) 2020/21: there were nine (9) reported cases 

(bb) Two (2) cases of sexual harassment were reported and there was no case of sexual assault reported since April 2021 

b) Out of a total of 15 misconduct cases opened:

i) A total of 11 cases were concluded

 ii) A total of 2 misconduct cases were withdrawn 

iii) A total of 2 misconduct cases remain open or pending 

c) The following sanctions were meted out against the alleged persons: - 8 sanctions of dismissals were meted, - 1 sanction of a final written warning was meted; - 1 sanction of a 3 months suspension without pay; was meted; and - 1 case was not found guilty.

Reply:

(a) The Department of Basic Education (DBE) values mother tongue education and thus encourages learners to learn through their Home Languages wherever it is feasible and practicable. This position is in alignment with the provisions of the Constitution of the Republic of South Africa. Section 6 of the Constitution of the Republic of South Africa lists the official languages as IsiZulu, IsiXhosa, IsiNdebele, Siswati, Sesotho, Setswana, Sepedi, Tshivenda, Xitsonga, English and Afrikaans. All these languages can be used as languages of learning and teaching or as subjects. Section 29(2) of the Bill of Rights provides that “everyone has the right to receive education in the official language or languages of their choice in public educational institutions where that education is REASONABLY PRACTICABLE.” 

The above are reiterated in the National Education Policy Act, the South African Schools Act and the Language in Education Policy. The South African Schools Act goes further and provides that “A recognised Sign Language has the status of an official language for purposes of learning at a public school.” Whilst waiting for the enactment of the South African Sign Language as the twelfth official language, in the education sector, it has been long that the system has been operating with 12 official languages. 

In its attempts to elevate the status of the previously marginalised languages, the Department of Basic Education developed the National Curriculum Statement (NCS) Grades 1-12, which makes provision for equal use of all 11 official languages and the South African Sign Language in the schooling system. The National Curriculum Statement Grades 1-12 encourages learners to learn through their home language(s), particularly, though not limited, in the Foundation Phase. The policy does not restrict the use of home language instruction up to Grade 3, but emphasises the use of the home language in Grades 1-3 to reinforce the critical foundational skills of reading, writing and counting. The NCS recognises the importance for learners to learn in their home language. The Language of Learning and Teaching (LoLT) can be selected from any official language. The NCS and the LiEP advocate for an additive bi/multilingualism approach that encourages learners to learn through their home language as long as it is feasible, as well as to learn other languages. Additive bi/multilingualism allows maintenance of learners’ home language as they acquire additional languages as subjects or as languages of instruction.

The National Development Plan (NDP) recommends that learners’ home language be used as LoLT for longer periods and English be introduced much earlier in the foundation phase. Chapter 15 of the NDP emphasises the need to develop African languages or mother tongue as integral to education, science and technology, in order to develop and preserve these languages.

Despite all these noble efforts, the reality on the ground reflects otherwise. The hegemony of English as a preferred medium of instruction and communication seems to prevail, which together with Afrikaans are still the dominant languages of learning and teaching in majority of South African schools.

The Eastern Cape initiated the Mother Tongue Based Bilingual Education pilot, wherein 2 015 schools are using IsiXhosa and Sesotho as LoLT beyond Foundation Phase (up to Grade 9). Learners in these schools are taught Mathematics, Natural Science and Technology in their home languages IsiXhosa and Sesotho. This initiative was started in 72 Confimvaba schools in Grade 4 in 2012 and incrementally in subsequent grades and it is now being implemented up to Grade 9 in 2022. The province is planning to roll it out to all the schools where it is feasible.

The DBE is currently putting prudent plan in place to roll out African Languages Mother Tongue Based Bilingual Education to the other eight provinces.  

(b) As detailed under (a) English and Afrikaans are used as LoLT throughout the schooling system. African languages are used as LoLT mainly in the Foundation Phase. Only IsiXhosa and Sesotho, through the Eastern Cape Mother Tongue Based Bilingual Education are used as LoLT post the Foundation Phase.

Reply:

(a) The following are the Minister of Tourism’s Key Responsibility Areas:

1. Political leadership contributing to the country’s triple challenges, NDP priorities and Medium term Strategic Framework (NTSF) 2019 – 2024. This contributes to the following outcomes:

• Re-industrialisation of the economy and emergence of globally competitive sectors.
• Transformed, representative and inclusive economy which prioritises women, youth and persons with disabilities.
• A better South Africa.

2. Building a capable, ethical and developmental state. The outcome to which this KRA contributes is functional, efficient and integrated government

3. Institutional oversight of the HOD and Department. This KRA contributes to the following outcomes:

• Executive Authority oversight over the Deputy Minister
• Executive Authority oversight over the Accounting Officer
• The oversight and achievement of departmental strategic goals and annual performance plans and budget
• The oversight and achievement of gender responsive departmental strategic goals and annual performance plans and budget as per the gender responsive planning, budgeting, monitoring, evaluation and auditing framework.
• National Department facilitation of public involvement, participation and service delivery improvement initiatives.
• National Departments’ and entities’ involvement and contribution to the District Development Model.

4. Political leadership and oversight, in respect of Government Structures, Parliamentary Accountability, and Oversight on State Owned Companies and Public Entities / Agencies

(b) The DPME prepares the scorecard, which includes key issues affecting delivery, early warning risks and emerging policy issues for the President, a copy of which is sent to the Minister. In preparation of the scorecard, DPME obtains initial progress reports with supporting evidence from the Department.

(c) The Minister is expected to table bi-annual progress reports to Cabinet on progress with regard to the Minister’s commitments in the MTSF. These bi-annual progress reports also forms the basis of the Executive discussions to identify and tackle obstacles to implementation.

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