Reply:

(1) The forensic audit has not yet commenced.

(2)(a) None.

(2)(b)(i)

(aa) & (bb) Sizwe Ntsaluba Gobodo & Grant Thornton Advisory Services (Pty) Ltd have been mandated to conduct the audit

and/or investigation.

(bb) Grant Thornton Advisory Services Pty Ltd.

(2)(ii) It was discovered that a potential conflict of interest exists as Grant

Thornton was contracted by the Estate Agency Affairs Board to conduct an audit of the Fidelity Fund in 2017. The Department will appoint a substitute forensic auditor by 31 December 2021.

Reply:

All new houses constructed with the use of the National Housing Subsidy must be enrolled with National Home Builders Registration Council (NHBRC). All Provinces and Municipalities must also in terms of required NHBRC regulations enrol the projects within which houses are constructed. The enrolment with the NHBRC ensures that the houses have a five-year warranty from the day of occupation. The warranty covers the following:

(1) Minor defects within 3-months from date of occupation.

(2) Roof leaks within 1-year from date of occupation and

(3) Major structural defects within 5-years from date of occupation.

Where a defect is detected, the housing consumer should as an initial step notify the home builder of any complaint(s) within a reasonable period. It is expected that the home builder will attend to the complaint again within a reasonable timeframe.

Where the Province or Municipality are the developer and enrolled the project and house, then the complaint maybe lodged with the Province or Municipality. If the compliant is not attended to or resolved between the parties, then the complaint maybe escalated to the NHBRC.

In terms of legislation and regulations, the NHBRC has the responsibility to protect the interests of homeowners, and this includes resolution of complaints received from homeowners against a home builder.

Reply:

1. The criteria regarding

a) Memberships is informed by the 2011 Military Veterans Act, the Military Veterans Regulations Number 11 of 2014 and the Memorandum of Understanding signed between the two Ministries to provide decent housing for Military Veterans.

According to Section 1(a) of the Military Veterans Act 18 of 2011,

"military veteran" means any South African citizen who (a) rendered military service to any of the military organizations, statutory and 15 non-statutory, which were involved on all sides of South Africa's Liberation War from 1960 to 1994; (b) served in the Union Defense Force before 1961; or (c) became a member of the new South African National Defense Force after 1994, 20 and has completed his or her military training and no longer performs military service, and has not been dishonourably discharged from that military organization or force: Provided that this definition does not exclude any person referred to in paragraph (a), (b) or (c) who could not complete his or her military training due to an injury sustained during military training or a disease contracted or associated with military training;

b) The list of potential beneficiaries eligible for the housing benefit is provided by the Department of Military Veterans on an annual basis. The list is signed off by the Accounting Officer/ Director General of the Department of Military Veterans after all verification processes from DMV are concluded and it includes both the statutory and non-statutory forces. The list is then captured on the Housing Subsidy System (HSS) and immediately thereafter dispatched to Provinces.

Reply:

1. (a) The court order has not yet been implemented. This court order will be

implemented by the PRASA Sub Fund of the Transport Pension Fund upon the approval of the Fund Rule amendments this implies.

“In terms of the Transnet Pension Fund Act (Act 62 of 1990 as amended), the responsibility to approve amendments to the Special Rules of the PRASA Sub Fund of the Transport Pension Fund rests with the Minister of Public Enterprises with concurrence by the Minister of Finance. The relevant proposed amendments to the Special Rules of the PRASA Sub Fund is currently receiving attention by the Minister of Public enterprise.”

(b) In terms of PRASA protocol, all rule amendments for the pension funds are channelled through Transnet. The proposed amendments to the PRASA Special Rules were circulated to the Office of the Transnet Chief Financial Officer on 12 April 2021.

2. Regular follow ups have been made with Transnet and the matter will now be escalated to the Department of Public Enterprises (DPE) for intervention as the submissions were made in April 2021 already.

3. I will not be making any statement on the matter.

Reply:

1 (a) The Western Cape is the only province that has established six (6) shelters for victims of gender-based violence and femicide following provision of necessary facilities by the national Department of Public Works and Infrastructure. The other provinces have conducted site verification and prepared costing for operationalisation of the shelters in the coming financial year (2022/23) due to the budget constraints experienced by the provinces.

(b)(i) Countrywide, there are 140 Shelters established and functional by Government in partnership with Civil Society Organisations

In terms of the National Public Works and Infrastructure partnership the Western Cape Government operationalised six (6) shelters.

(ii) The Shelters that are functioning and established by government in partnership with Civil Society Organisations are 134. However only Six (6) shelters in Western Cape from the facilities donated by the National Public Work and Infrastructure are operational

(2) (a) Below is the reflection of the breakdown for the (i) Government shelters in partnership with Civil Society Organisations with regard to the (ii) uptake:

PROVINCE	NUMBER OF SHELTERS PER PROVINCE	BED CAPACITY
GAUTENG	25	605
FREE STATE	07	47
KWAZULU-NATAL	20	274
MPUMALANGA	22	144
NORTHERN CAPE	08	20
EASTERN CAPE	13	88
WESTERN CAPE	15	361
NORTH WEST	SHELTERS 02 SAFE HOUSES 20	108
LIMPOPO	02	40
TOTAL:	134	1687

Below are what is the breakdown for each shelter established through the National Public Works and Infrastructure in the Western Cape with regard to the (i) uptake of the shelters:

Shelter	District/ Municipality	Quarter 1 (1April – 30 June 2021) new Admissions	Quarter 2 (1 July – 30 September 2021) new Admissions
Shelter 1 (Launched on 7th May 2021)	West Coast/ Swartland	2	5
Shelter 2 (Launched on 26th March 2021)	Eden Karoo/ Central Karoo	1	7
Shelter 3 & 4 (Launched on 7th May 2021)	West Coast/ Bergriver	11	23
Shelter 5 (Launched on 27th August 2021)	Eden Karoo/ Hessequa	6	6
Shelter 6 Launched on 27th August 2021)	Eden Karoo/ Hessequa	2	14
Total:	22	55

(ii) capacity for each shelters

Shelter	District/ Municipality	Bed Capacity
Shelter 1	West Coast/ Swartland	8
Shelter 2	Eden Karoo/ Central Karoo	6
Shelter 3&4	West Coast/ Bergriver	16
Shelter 5	Eden Karoo/Hessequa	8
Shelter 6	Eden Karoo/Hessequa	8

2 (b) All shelters are established in partnership with NPO service providers.

Reply:

1. (a) (i & ii) A schedule for grass cutting and cleaning at Station and Workplace

facilities is on a periodic basis as reflected in table 1 below. The grass cutting service is included as one of those performed by the contractors as PRASA does not appoint a contractor for one specific service but covers a range of services included in the table below.

AREA	TASK SPECIFICATION	FREQUENCY
	Waste Collection and Disposal	Empty and clean all waste baskets, receptacles	Continuously
		Remove all waste to a specified and designated area	Continuously
Platforms & Railway tracks	Platform areas	Sweep platforms	daily
		Remove papers and other foreign objects	Continuously
		Sweep the railway tracks.	Every three months
	Railway tracks. Note: Commuters work under protection on tracks and only during the off-peak)	Remove papers and other foreign objects – Clean the railway tracks up to 200m beyond the edges of both sides of the platforms	daily
	Grass and weeds	Remove Grass and Weed	Weekly

Table 1: Schedule for grass cutting and cleaning at Station and Workplace facilities

(iii) After the unprecedented levels of vandalism and theft of assets, PRASA’s strategy to maintain fences at station level includes putting in place 3 years fencing maintenance contracts which will attend to all maintenance issues related to fencing.

These will support the stations which are due to receive improvements under the National Station Improvement Programme (NSIP) and the Alternative Building Technology (ABT) Projects. Stations earmarked to receive improvements are in the 12 priority corridors.

The tenders for these programmes have been advertised on various platforms such as eTender. These will then be evaluated and awarded to successful bidders for execution and are due to be completed before end of March 2022.

The purpose of these projects is to restore functionality at stations which includes the repairs or replacement of fences, painting of platform lines, lighting, provision of water and working toilets, ticket offices among other functional requirements.

(b) Security is not deployed at leased houses. The few that are not leased we do checks on these properties on the routes by security. Limited security is however deployed at commercial buildings that are not leased. The deployment will increase over the next month as it forms part of our total security deployment plan and intervention which will have a total of 4500 extra security guards excluding our internal guards, totalling 7000 people on the ground covering PRASA assets and infrastructure.

2. The 3 years fencing maintenance contracts will then be used to maintain these newly restored fences. The tenders for the three (3) years fencing maintenance contracts will be advertised before end of the financial year.

Reply:

1. The rights of the arrested, detained and accused persons are clearly indicated in Section 35 of the constitution of the Republic of South Africa, 1996. This include the right of the accused:

a) to be brought before a court as soon as reasonably possible but not later than 48 hours after the arrest, or the end of the first court day after the expiry of the 48 hours;

b) to be charged or informed of the reasons for the detention to continue or to be released; and

c) to choose and consult with the legal representation.

During the civil unrest in Kwa-Zulu Natal and Gauteng, the Bill of Rights was observed. The magistrates in which the civil unrest cases occurred managed to process all matters brought before the court in line with the Constitution. Cases were reported and enrolled to the following courts as the consequences of civil unrest:

No.	Name of the Court	No. of Cases Enrolled
1	Pietermaritzburg	30
2	Impendle	4
3	Mooi River	4
4	Ladysmith	34
5	Newcastle	15
6	Dundee	6
7	Paulpietersburg	1
8	Nqutu	30
9	Durban And Branch Courts	256
10	Empangeni	40
11	Ngwelezane	12
12	Kwambonambi Periodical Court	2
13	Richards Bay Branch Court	8
14	Kwamsane	6
15	Mtubatuba	3
16	Ongoye	12
17	Hlabisa	3
18	Hluhluwe	4
19	Mtunzini	1
20	Nyoni Periodical Court	10
21	Stanger	19
22	Verulam Including Branch Courts	100
23	Emlazi	19
24	Emzumbe	21
25	Scottburgh	17
26	Umbumbulu	16
27	Vulamehlo	6
28	Sawoti	1
29	Port Shepstone	20
30	Harding	9
31	Ramsgate	15
32	Ixopo	68
33	Phungashe	15
34	Matatiele	7
35	Izingolweni	29
36	Umzimkhulu	30
	Total Number No. of Cases Enrolled	873

The JCPS Steering Committee was established in which the Department of Justice and Constitutional Development participates. The above mentioned Steering Committee includes key stakeholders such as the South African Police Service, Legal Aid South Africa and National Prosecuting Authority. The mandate of this Steering Committee was to ensure that all cases are processed promptly and in observance of the Bill of Rights enshrined in the Constitution.

2. There was no record of any confiscation of property which was discussed by the Integrated Task Team which was established to monitor the civil unrest. This does not exclude the possibility that if such information could have been reported to various Police stations, the matter will be placed on the agenda of the Integrated Task Team, and should it emerge of any confiscated property during unrest, an appropriate solution will be discussed by the relevant law enforcement agencies

Reply:

a) The following efficiency measures were implemented by the Department of Justice and Constitutional Development to absorb the cut:

i) Reduction of the personnel headcount by only filling critical vacant posts in order to manage the compensation of employees’ budget within the set budget ceiling.

ii) Paced down the construction of new courts and prioritised the refurbishment as well as upgrading of existing infrastructure.

iii) Constrained expenditure on cost containment items such as catering, travel and subsistence, venue hire, etc. by maintaining a negative growth on its allocation, each year.

iv) Strengthened controls on the management of service providers’ performance to seal the expenditure leaks.

v) For high value procurement, allowed the participation of departmental entities and sister departments under the Ministry of Justice and Correctional Services in order to take advantage of economies of scale.

vi) Reviewed Annual Performance Plan targets to focus on high impact outcomes.

b) The measures implemented with regards to compensation of employees are short term until the economy in the country stabilizes. These measures will have a negative impact on service delivery where a reduction in frontline services is implemented. Managers are required to put mitigation measures in place to reduce the impact on the public.

a) The Office of the Chief Justice (OCJ) has implemented the following measures to reconcile the recent budget cuts with the key cost drivers of the Department:

• Reprioritization and filling of only critical vacancies; and
• Reprioritization of operational expenditure to provide for virtual operations.

1. (b) These mitigation measures negatively impact on the capacity of the OCJ to resource the Superior Courts in relation to human resources, ICT equipment and replacement of ageing ICT infrastructure which has a detrimental effect on judicial functions (case processing / adjudications); court modernisation and access to justice due to a reduction in the number of circuit courts.

Reply:

(1) The youngest recipient of the Military Veterans Housing Programme was 35 years old when she was allocated a house on the 10th December 2019.

Reply:

1. The NCACC is scheduled to meet every last Thursday of the month. These meetings are planned to take place from February to November. In the event that the Parliamentary Program and some important matters present challenges as regards meetings being held as scheduled, the NCACC makes up for such events. To date the NCACC does not have any outstanding meetings and meeting schedule is under control.

2. The NCACC applies the criteria as envisaged in the Act, Regulations and Policy considerations. The protests or reports as alluded to have no bearing on the decision of the NCACC. When an applications is kept in abeyance (under consideration) pending authorization, it for the NCACC to satisfy itself that outstanding issues about such an application are resolved prior to authorization.

 

3. It is never or it should not be a consideration to seek to harm the Defence Industry and certainly the NCACC would not subscribe to such a notion. The Permits that are Under Consideration have a value of R15,8 Million for Saudi Arabia and R3,8 Billion for the United Arab Emirates, respectively.

4. When a matter is placed under consideration (UC) the risk as identified by the review process must have a corresponding risk mitigation response in place with satisfies the minimization of such risk to a residual risk in order to proceed with a recommendation to consider authorization.

5. It is anticipated that the matters outstanding as regards Saudi Arabia and the UAE will be resolved in September 2021. However, the NCACC authorizes the Categories of Controlled items that fall outside the circle of risk identified. It never or ought not to be a consideration to seek to harm the Defence Industry and certainly the NCACC would not subscribe to such a notion, as it is not sustainable on any grounds.

6. The assertion or otherwise of End User Certificates violations remain unproven to date. However, should there be violations by entities registered under the Act, the NCACC will not hesitate to act against such transgressors of prescripts.

1. I as Chairperson and on behalf of my Committee remain seized of matters of the NCACC in order to resolve and effectively manage Conventional Arms Control as mandated under the Act.

END

Reply:

According to the report from the Northern Cape Provincial department of health, the clinic that is referred to as Bloemanda is Masakane Clinic.  Masakhane Clinic has been without immunisations for children. This clinic does immunisations daily and this has been verified through stock visibility system which has not shown any stock outs for vaccines.

END.

Reply:

a) The Council for Medical Schemes (CMS) issued circulars 80 and 82 in December 2019 based on two sets of research results at its disposal. The main message contained in these circulars was directed at the industry indicating that the exemption that had been granted to the primary insurance products that had applied to the CMS previously may not be granted again at the end of March 2021 if there were no significant improvement and changes made to primary insurance products and low-cost benefit options (LCBO). This was based on research conducted by a group of economists on behalf of Council, indicating the undesirability of these primary insurance products and the Low-Cost Benefit Option in the medical schemes industry. These research results indicated that:

1. These products are targeting individuals that are already tax-exempt based on their low income. Expecting these individuals to spend more of their remaining disposable income contributing to health products with thin benefits did not make sense
2. The introduction of the Low-Cost Benefit Option and related products will be adding yet another set of benefit options in an industry with too many options that are already making rational purchasing choices difficult for the consumer. This goes against the Health Market Inquiry recommendations
3. The Low-cost Benefit option will also require some tax subsidies and credits and further burden the fiscus during a period of economic constraints
4. There is no evidence that these options will ensure that relief is provided to the over-burdened public health system, given the fact that their beneficiaries still primarily rely on the state for the provision of the greater part of their health benefits.
5. The burden of disease in the lower income groups is often higher than your high income earners, and providing a low benefit option is counter-intuitive

 

The second set of research results indicated that the primary health insurance products that were subjected to analysis had serious structural shortfalls in the following areas:

1. The greater part of the contribution made by policyholders was spent on broker fees and administration instead of the relevant health benefits
2. The marketing of these primary insurance products was misleading, promising unlimited GP consultations when in fact, the entitlements are no more than 3 per annum
3. These products were experienced a significantly low claims ratio due to members were not aware of the extent of cover or benefit entitlements
4. These primary insurance products are also unlikely to reduce the over-burdened public health system on the basis of lack of comprehensive cover

b) The impact of circulars 80 and 82 on the primary insurance products in the market has been minimal as no product has been discontinued as a result of these circulars:

1. The CMS undertook an extensive stakeholder roadshow following the issuing of circulars 80 and 82. The purpose of these engagements that took place in the more significant part of January and February 2020 was to ensure that these primary insurance products demonstrate a significant shift towards complying with the Medical Schemes Act
2. The agreement reached with the key stakeholders was that further engagements were necessary and that a Low-Cost Benefit Framework will need to be developed that will assist these primary insurance products to migrate into the medical schemes environment
3. There was also an appreciation that the regulator cannot perpetually exempt these primary insurance products from complying with the Medical Schemes Act and its Regulations as this is the only legislation that is at its disposal for regulatory purposes
4. The engagements in these Advisory Committees are proceeding well and have included three workstreams:

• Schemes and administrators
• Insurance providers and brokers
• Service providers, policyholders and consumers

Circulars 80 and 82 of December 2019 and Circular 56 of 2015 have no bearing on the ability of low-earning households to have access to quality medical care other than providing a guide for medical schemes to report better-managed services. However, a more relevant circular to low-earning households' affordability of care is circular 56 of 2020. The objective of circular 56 of 2020 was to provide an overall update regarding establishing the LCBO Advisory Committees and developing the Low-Cost Benefit Guidelines and notice of extension of exemption period to 31 March 2022.

The Advisory Committees were tasked with addressing the challenges faced by primary health insurance providers in complying with the Medical Schemes Act:

• The need for medical schemes to develop options for low-income earners.
• They would also develop a roadmap leading to the end of March 2022.
• Provide inputs on the LCBO framework before the CMS submits it for approval by the Minister of Health
• The Charter and Code of Conduct were issued to nominees during June/July 2020.
• A regulatory workshop with the National Department of Health, National Treasury, Prudential Authority, Financial Sector Conduct and the Council for Medical Schemes was held on 29 September 2020;
• Introductory workshops were held with interested parties and nominees during October 2020, whereafter the Charter and Code of Conduct was adopted.

END.

Reply:

The information provided is for the 2020/21 and 2021/22 Financial Years. The 2020/21 Financial Year is an update of the information that was submitted in March 2021. The information submitted in March 2021 was for Five Financial Years from 2015/16 Financial Year to 2020/21 Financial Year. The Information on 2020/21 Financial Year is now updated as when the information that was submitted in March was before the end of the Financial Year hence the submission of the updated information of the 2020/21

2020/21 FINANCIAL YEAR

PROVINCE	NUMBER OF NEW CASES RECEIVED	AMOUNT CLAIMED BY THE PLAINTIFFS[1]
Eastern Cape	Outstanding	Outstanding
Free State[2]	47 Cases	R 512 674 171.29
Gauteng[3]	77 Cases	R 873 785 433-55
KwaZulu Natal	329 Cases	R 727 706 522.00
Limpopo	215 Cases	R 1 764 652 099.00
Mpumalanga	132 Cases	R 1 058 442 000.00
North West	66 Cases	R 469 960 350.00
Northern Cape	15 Cases	R 531 716 811.04
Western Cape	65 Cases	R 529 995 591.10
TOTAL

 

2021/22 FINANCIAL YEAR

PROVINCE	NUMBER OF NEW CASES	AMOUNT CLAIMED BY THE PLAINTIFFS
Eastern Cape	Outstanding	Outstanding
Free State	21 Cases	R 246 850 920.00
Gauteng	53 Cases	R 560 370 586-90
KwaZulu Natal	205 Cases	R 1 578 054 150.00
Limpopo	167 Cases	R1 498 238 059.00
Mpumalanga	69 Cases	R 472 379 000
North West	31 Cases	R 215 496 610. 00
Northern Cape	11 Cases	R 169 616 789.42
Western Cape	39 Cases	R 319 202 451.00
TOTAL

END.

iThese are the amounts that the Plaintiffs think they are entitled to and they are not the amounts awarded by the Courts. Most of these cases are defended by the Provinces and the final payment or award if any will differ from the claimed amount. ↑

iiThe information from Free State has been revised from 2015/16 Financial Years after data cleansing as follows: 26 cases for 2015/16, 34 Cases for 2016/17, 42 Cases for 2017/18, 42 Cases for 2018/19, 44 Cases for 2019/20 and 47 Cases for 2020/21. ↑

iii.The information for Gauteng has been revised to 77 cases. ↑

Reply:

1. The Secretary General (SG) was expelled through a conference resolution but the CCIFSA National Office Bearers (NOB) opted for a different approach, that of suspension. The SG subsequently decided that his matter would be dealt with through his legal representatives. To this end, the matter is still pending.

2. The Secretary general is currently still on suspension from the federation and his membership will be subject to the finalisation of all processes that will require to be instituted between his legal representatives and the organisation.

Reply:

1. The department only funded the policy conference and no other amount was given for programmes stemming out of the conference. Engagements with the Department continue to lobby for funds for proposals presented subsequent to the conference.

2.  The release of the policy conference was hampered by the

delay in the payment of service providers. As a result, the conference report was withheld. Having already settled the payment, the submitted reports have been shared with provincial task team coordinators. Once all information has been verified, the report will be circulated with the sector at large.

Reply:

a) The Digital Vaccination Certificate is a digital version of the paper vaccination card that can be verified by a third party through the scanning of the QR code to establish the validity of the Vaccination Certificate. Government does not intend to use proof of vaccination to regulate access to public sector services and facilities.

b) Within the borders of South Africa, the primary use of the vaccine certificate could be used for third parties to allow vaccinated people to access certain rewards or incentives. This may include access to events such as sports, entertainment, and religious events, or to benefit from discounts or other rewards (such as entry into a lucky draw) offered by retailers or other private businesses.

The Department of Labour and Employment is responsible for regulating workplaces. Government's current position is that employees should be encouraged to vaccinate. However, employers may require employees performing certain functions, where not being vaccinated poses a risk to the employee, other employees, or members of the public, to be vaccinated. All existing legislation and regulations must be followed in dealing with situations where employees chose not to be vaccinated. 

END.

Reply:

Conclusive evidence regarding the duration of immunity following immunisation against Covid-19 is not currently available.

Vaccine effectiveness has been shown to be maintained over time for severe/critical disease, but does diminish for mild-moderate disease. The durability of a particular vaccine is dependent on the variants of concern circulating at the time, and the durability of the immune response of the primary vaccine series.

It is also currently not known whether immunity induced by one vaccine will last longer than that induced by others. The vaccine effectiveness of the Moderna, Pfizer and Johnson & Johnson vaccines has remained relatively stable over time for protection against hospitalisation and death. There have been mild declines in effectiveness over time for hospitalisation and death for older people and those who are immunosuppressed. This has led to recommendations to provide booster doses to older people and those who are immunosuppressed and health care workers.

Such recommendations are country specific. Although vaccine effectiveness has remained durable over time for severe/critical disease, vaccine effectiveness against infection declined in the USA in the period when the Delta variant became dominant as compared to the pre-Delta period. This has led to the recommendation to provide booster doses as mentioned above.

It is difficult to extrapolate evidence of vaccine effectiveness from other regions to South Africa for the following reasons:

• their vaccine programmes started 4-6 months before the South African programme
• different variants have dominated in South Africa
• the high HIV prevalence in South Africa.

In South Africa, durability of effectiveness of the Johnson and Johnson vaccine against severe/critical disease during the Beta and Delta period was demonstrated in health care workers through the Sisonke study. The durability of the Pfizer vaccine during the Delta period has also been demonstrated. Ongoing monitoring is required to measure the duration of protection following immunisation with these vaccines.

END.

Reply:

 

1. (i) Leopards are generally considered uncommon in South Africa, however, estimates of the size of the national population vary widely from 2 185 to 23 400 leopards (Friedmann & Traylor-Holzer, 2005; Martin & De Meulenaer, 1988; Swanepoel et al., 2014b). None of these estimates are based on rigorous population counts at regional scales and their confidence intervals are so wide,

indicating the need for more information (for example, 2 813 to 11 632 leopards estimated by Swanepoel et at., 2014b).

ii) Leopards are very difficult to survey accurately, especially in the dense bush found in the Kruger National Park (KNP). A mark-recapture survey using camera traps gave an estimate of between 1 630 and 2 860 leopards in the KNP in 2011. SANParks is confident that there has not been much fluctuation in respect of leopard numbers in the KNP year on year since the survey was conducted.

1. Given the concerns around the current state of conservation of leopards, the Department of Forestry, Fisheries and the Environment (DFFE) is of the view that all options for the conservation and sustainable use of leopards should be explored. The use of artificial skin is an option that was introduced by NGOs in an effort to reduce the poaching of leopards for their skin. To date, it has not yet been promoted by the DFFE and may be considered by the Leopard Forum (a forum to coordinate the work of leopard management from various role players towards the development of the Leopard Biodiversity Management Plan) if it is deemed a viable option for the promotion of the conservation and sustainable use of leopards. The DFFE, however, continues to educate and raise awareness throughout the country on the threats to the survival of the species and the impact of the illegal and unsustainable use of leopards, including the unsustainable harvesting of skin and other derivatives from leopards. More importantly, the DFFE is engaging with rural and urban communities on legal ways to source skins to ensure compliance with the legislation.

SANParks has engaged with the Panthera Foundation on sourcing artificial leopard skins to be used by traditional leaders for ceremonial purposes. The Panthera Foundation has committed to providing SANParks with 20 artificial leopard skins. Upon receipt of these skins, SANParks will engage with the traditional leaders to map a way forward.

Regards

MS B D CREECY, MP

MINISTER OF FORESTRY, FISHERIES AND THE ENVIRONMENT

DATE: 19/11/2021

Reply:

 

1. (a) The Depa#ment developed a National Coastal Climate Change Vulnerability Assessment in 2019, a decision support tool to assist coastal planning and response to physical hazards attributable to climate change, such as sea level rise, flooding, erosion, or storm events. The National Coastal Climate Change Assessment Report and the Geo-Spatial Index for coastal climate change vulnerability of South Africa's coastline and estuaries are available. http://mapservice.environment.oov.za/CoastaI%20Viewer/

(b) The Department has been rolling out training and capacity building for municipalities and has completed seven (7) sessions with coastal municipalities (Metropolitans and Districts) on the use of the data generated to support the decision making process of authorities. Both an on- line and offline tool have been developed and shared with all coastal municipalities and provinces. Coastal provinces have also been working with their respective municipalities to develop Coastal Management Lines (CMLs) for their coastline to deal precisely with coastal risk within their programmes, plans or strategies to address the sea level rise impact.

2. (a)(b)

Less risk - west coast

• • A general decrease in rainfall in the western and southern part will reduce the risk of flooding in river catchments (apart from the Orange River with its far inland reaching catchment).
  • The expected decrease of storm frequency and intensity will reduce the likelihood and intensity of sea storms. This means that the risk of coastal flooding and erosion on the west coast might be decreasing.

More risk - east coast

• • In contrast, the east coast is likely to become more affected by climate related weather events. The expected increase in the occurrence of storms and cyclones in northern KwaZuIu- Natal can increase the damage through direct wind impacts.
  • The department is currently partnering with the Council for Scientific and Industrial Research (CSIR) on the green book, and part of the implementation will include identifying possible areas that require long-term adaptation measures to facilitate and achieve sustainable coastal development in South Africa.

1. In 2021 the department published three reports which deal with climate change and fisheries in South Africa. These three reports are the results of national workshops that were held as part of a larger project under the umbrella of the Benguela Current Commission. The first of these evaluated the sensitivity of different fishing sectors to climate change, the likely impact that climate change would have on these sectors, how adaptable the sectors are likely to be, and how vulnerable they are. The second report evaluated possible adaptation measures for the different fishing sectors, indicating the likely threats to each sector and detailing possible adaptation measures and evaluating these in terms of their feasibility, priority and timescales. The third report

evaluated existing research for fisheries adaptation to climate change and identified areas where additional research is required going forwards. The reports can be made available on request to the communications unit of the Department.

1. The science observations on temperature and other key features can be accessed at https://www.environment.oov.za/documents/research#oceans The findings are available in three reports, and copies of these can be provided.

Regards

MS B D CREECY, MP

MINISTER OF FORESTRY, FISHERIES AND THE ENVIRONMENT

DATE: 19/11/2021

Reply:

Gauteng Provincial Department of conducted the investigation about the allegations made about the Tembisa decuplets and produced a report in this regard, that confirms that Ms Gosiame Thamara Sithole was never pregnant. It is therefore not necessary for the national Department of health to conduct further investigations. The report is confidential in terms of the law.

END.

Reply:

The Human Papillomavirus vaccination programme was implemented in South Africa in 2014 with the aim of reducing the incidence of cervical cancer. A recently published study showed that women - now in their 20s - who were vaccinated against HPV in England at age 12 or 13 years experienced an 87% reduction in cervical cancer compared to the expected rate among unvaccinated women[1].

The World Health Organization (WHO) recommends that cervical cancer, which comprises 84% of all HPV-related cancers, should remain the priority for HPV immunisation programmes. For the prevention of cervical cancer, the WHO-recommended primary target population for HPV vaccination is girls aged 9-14 years, prior to them becoming sexually active[2]. The South African HPV vaccination programme targets Grade 5 girl learners 9 years and older in public schools, and is therefore aligned with these recommendations.

Vaccination of secondary target populations (such as girls 15 years and older, and boys) is only recommended by WHO if this is feasible, affordable, cost-effective and does not divert resources from vaccinating primary target population or from effective cervical cancer screening programmes.

Global cost-effectiveness analysis informed by country-based evidence suggests that vaccinating pre-adolescent girls is usually cost-effective, particularly in resource-constrained settings where alternative cervical cancer prevention and control measures often have limited coverage. However, if the HPV vaccination coverage in girls is greater than approximately 50% (as is the case in South Africa), then gender-neutral vaccination (targeting boys and girls) is unlikely to be cost-effective. [3],[4]

END.

1. Falcaro M, Castañon A, Ndlela B, et al. The effects of the national HPV vaccination programme in England, UK, on cervical cancer and grade 3 cervical intraepithelial neoplasia incidence: a register-based observational study. The Lancet. 2021. ↑

2. World Health Organization. Human papillomavirus vaccines: WHO position paper, May 2017. Weekly epidemiological record. No 19, 2017, 92, 241–268 ↑

3. Modelling estimates of the incremental effectiveness & cost-effectiveness of HPV vaccination. Available at http://www.who.int/immunization/sage/meetings/2016/october/07_Modelling_HPV_immunization_strategies.pdf?ua=1. ↑

4. Fesenfeld M, Hutubessy R and Jit M. Cost-effectiveness of human papillomavirus vaccination in low and middle income countries: a systematic review. Vaccine. 2013 Aug 20;31(37):3786-804. ↑

Reply:

The Department of Health is taking serious precautionary measures by prohibiting hospital visits by the families of the patients that are admitted within the facilities because the threat of Covid-19 virus is still real. While the country in alert level 1, we remain concerned about the possible increase in infections especially because there are still a number of cases on infections that are reported through our laboratories, although very low.

END.

Reply:

1. USIBA Awards was a project that was initiated and conceptualised by the Creative Industries Federation of South Africa (CCIFSA), and was then presented to the Department for partnership funding. The objective of the project was to provide accolades to individuals of excellence especially those who have done exceedingly well in the arts and culture field, this as a way of recognising them for the role they have played in re-energising the souls and spirit of the nation through the arts and culture. It was for this reason that the Department took a decision to invest or support the project, considering its significance in the sector.

2. A tender process is only required when procurement of services are being done. In this instance, the USIBA awards was not a project of the Department but an unsolicited project that was initiated by CCIFSA and was therefore supported through a grant, like any other projects that are being funded by the Department.

3. (a). Likewise, all services providers for the USIBA awards were procured by the beneficiary – which is CCIFSA in this case. (b) The Department does not have any role whatsoever in the procuring of service providers for all the projects that are receiving grant support. Ours is to ensure that the beneficiaries deliver on the said objectives and properly account for the resources that we have provided.

4. (a). A grant of R12 000 000 was allocated for the overall project and it was made up of three main pillars or items. The first pillar included Logo Design, Development of Trophies, and Project Launch & Media and Publicity and the total budget allocated was R1 635 000, the second pillar was a two days CCIFSA Policy Conference and a budget of R3 002 000 was allocated, the last pillar was the actual USIBA Awards and a budget of R6 273 000 was allocated and thus bringing the total to R10 910 000. The difference from the total grant was budget for administrative costs and constituted just about 10% of the grant. However, the actual costs to the project, including administrative costs came to the total of R11 500 000, which is the total amount that was transferred to CCIFSA.

(b). Based on the agreement there was no requirement that the specific project should be audited; however, CCIFSA did furnish its end of the year audited financial statement as part of the reporting to the Department.

5. The Department have not been informed of any investigation initiated by the SIU on CCIFSA. If anything, the Department remains committed to cooperate on all matters.

Reply:

1.(a). The support that was granted to SAMIC was done through a transfer of funds subsequent to entering into an MOA with the organisation having conceded to their proposal for assistance.

(b). No service provider was picked as there was no service

solicited by the Department.

2. Once a project is funded, it is the beneficiary’s responsibility to implement it according to the terms set in the proposal and the MOA. The Department does not in all instances participate in the beneficiaries events/activities.

3. The Department transfers funds to beneficiaries who in turn enter into agreements with third parties or service providers. Intervention by the Department where there are disputes is not a requirement. Where there are merits to mediate between beneficiaries and third parties, attempts are made by the Department to broker workable and lawful solutions.

4. SAMIC was responsible to determining invitees, participants and desired outcomes of the elective conference for its members. The Department is not aware of the specifics of who should or should not have been there and the desired roles for each as it was not the one implementing the conference.

Reply:

(a). The Department of Public Works and Infrastructure (DPWI) is the Custodian of the Robben Island and therefore responsible for the maintenance. DPWI has developed a new strategy and approach to improve the effectiveness and efficiency on rendering maintenance services known as the Total Facilities Management (TFM) programme.

The TFM solution combines services streams across the “hard” (technical maintenance) and “soft” (cleaning, hygiene, security, etc.) services under the management of a single Service Provider (SP) who also manages sub-contractors.

Known alternatively as a one -stop-shop, the benefits of TFM include minimizing management and task duplication, effecting improvement in service reliability and efficiency, and streamlining interoperability of facility services thus reducing the operational and maintenance expenditure while optimizing delivery.

DPWI is currently busy with the finalization of the procurement process of the TFM contract for a period of 36 months. The procurement process will be finalized before the end of December 2021. The TFM contract will guarantee that all maintenance needs are attended on a regular basis and will ensure that UNESCO international heritage status for the Robben Island is also maintained.

In the interim, DPWI is maintaining the facility through various term contracts. This is carried-out by DPWI Cape Town regional office.

(b). The Robben Island Museum is currently busy with implementing financial turn-around strategies to deal with a challenge of financial constraints. The measures implemented has so far been successful in preventing job losses at the Museum. This process is ongoing and the entity still faces major obstacles to recovery and will be dependent on the opening of tourism activities until a final strategy is in place informed by the development of RIM’s business model.

Reply:

1. The Department is working against the target of reaching 70% of adults (28 million persons) vaccinated with at least one dose by end of December 2021. The number of vaccinations is dependent on the number of persons vaccinated with Pfizer, which is a two dose vaccine. As of 16 November, the Department has vaccinated 16 million persons; however there have been 24.2 million vaccinations. The Department is confident that it will reach 70% coverage in all age bands; and in all provinces and districts. The coverage in the 60+ population is highest (just below 64%); while it is lowest (25.5%) among youth (18-34 year) population. We have a large youth population in South Africa. 17.8 million of 39.8 million adults are in this age group and therefore, our overall vaccination coverage is going to be heavily dependant on our collective ability to convince youth to be vaccinated.

The Vaccination coverage is a function of both supply and demand side factors. The forecasting done by the Department is largely from a supply side (looking at both health system capacity; and availability of vaccines). The lower coverage we’re observing currently is driven by demand side factors.

2. One million doses of the AstraZeneca vaccine (Covishield) were delivered to South Africa on 01 February 2021.

 

Attached is the vaccine arrival report detailing the receipt of the shipment in South Africa.

Furthermore, attached is the vaccine arrival report detailing the receipt of the shipment in South Africa.

END.

Reply:

(1) (a) Minutes of joint safety and security meetings are confidential and cannot be shared, as these documents contain sensitive security-related content, including details about anti-poaching campaigns.

(b) The South African National Parks (SANParks) engages with the Republic of Mozambique through a number of forums established in accordance with the International Treaty signed in 2002 between South Africa, Mozambique and Zimbabwe. This includes the Greater Lebombo Conservancy (GLC) Security Forum which consists of:

a. Kruger National Park(KNP);

b. Mozambique — Administration of Conservation Areas (ANAC);

c. Mozambique — Environmental Police; and

d. Mozambique — Private Concessions (Karangani, Ferreira, Masintonto and Sabie Game Park).

Before the COVID-19 Pandemic, meetings were held quarterly in Xinavane, but have since been held virtually or along the South Africa/Mozambique Boundary. Various high-level visits have taken place between South Africa (SA) and Mozambique, and this includes a Mozambican delegation visit to KNP in October 2019. The delegation consisted of ANAC and Park Managers from Mozambique. It is also important to understand that at an operational level, the relationship between KNP Rangers and their Mozambican Counterparts (whether government or neighbouring concessions) does not function on the basis of scheduled meetings, but rather on daily communication and co-ordination via telephone or radio. The success of the current relationship and the efficiency it brings to law enforcement efforts is based on the building of trustful relationships informed by a shared vision. This has developed over time. This partnership informed the development of a Joint Safety and Security Plan for the Greater Lebombo Conservancy, Kruger I ationaI Park and Limpopo National Park.

There are also structures in place to give effect to the 2002 Treaty to support the policing structures on combating crime, as well as the Memorandum of Understanding (MoU) between the department and ANAC signed in 2014 on Cooperation in the Field of Biodiversity Conservation and Management. These include the following:

a. GLTFCA Joint Management Board

b. Joint Management Committee (JMC)

c. Support to the structures aligned to the Southern African Regional Police Chiefs Coordinating Committee (SARPCCO)

d. Forum of SADC Chiefs of the Armies, South Africa and Mozambique in which SANParks participates through the department.

(2) SANParks’ Environmental Crime Investigations (ECI) Unit has, since 2013, had a working relationship with the Mozambique Police in Maputo and Gaza Provinces as well as ANAC in Maputo. Since the start of this collaboration, SANParks officials have visited Mozambique on a regular basis and vice versa. Information pertaining to wildlife crime, including rhino, elephant, lion and pangolin poaching is shared during these sessions. Members of the aforementioned Mozambican departments have, on many occasions, visited Nelspruit and Skukuza Police Stations to obtain details or statements from arrested Mozambican suspects to better understand wildlife crime networks in Mozambique. This co-operation has led to a number of successes in the fight against wildlife crime.

In addition to the ongoing collaboration that is taking place with the Mozambique Police, both with SANParks ECI (as indicated above) and SAPS (through the police co-operation structures that are in place), the depa#ment also works very closely with ANAC to ensure that information on wildlife crimes is shared timeously; linkages between the countries are understood and support in relation to investigations is provided. Where confiscations of rhino horn take place in Mozambique, samples of these horns are transported to the SAPS Forensic Science Laboratory in Pretoria so that analysis can be undertaken and linkages can be determined to poaching scenes, stockpiles or live animals in South Africa.

Regards

MS B D CREECY, MP

MINISTER OF F RESTRY, FISHERIES AND THE ENVIRONMENT
DATE:19/11/2021

Reply:

(1) (a) All four (4) forensic chemistry Laboratories are functional. There is one (1) laboratory each in Cape Town, Durban, Johannesburg and Pretoria.

(b) None.

(2) (a)-(b) Total number of laboratory tests still to be conducted (including the backlog) as at 30 September 2021 refer to Table 1 below.

TABLE 1
Test to be conducted as at	Ante-mortem drunken driving	Post-mortem drunken driving	Toxicology testing	Food Testing
30 September 2021	38,111	10,648	30,669	1,745

(c) Monthly demand for laboratory tests nationally refer to Table 2 below.

TALBE 2
	Ante-mortem drunken driving	Post-mortem drunken driving	Toxicology testing	Food Testing
Average number of test requests received per month (5-year average)	5,046	1,617	411	229

END.

Reply:

a) The tables below indicate the vacancy rate percentages per province and for the last 3 years in Clinic’s (Reports as of September of each year)

Clinics - Medical Officer / Specialist Vacancy rate as at September 2019
Row Labels	Eastern Cape	Free State	Gauteng	KwaZulu Natal	Limpopo Province	Mpumalanga	North - West	Northern Cape	Western Cape	Grand Total
Filled	57	74	25	25	206	5	60	50	274	565
Vacant	0.0	1.0	0.0	0.0	1.0	0.0	1.0	0.0	1.0	3.0
% Vacancy rate	0.00	1.33	0.00	0.00	0.48	0.00	1.64	0.00	0.36	0.53

Clinics - Medical Officer / Specialist Vacancy rate as at September 2020
Row Labels	Eastern Cape	Free State	Gauteng	KwaZulu Natal	Limpopo Province	Mpumalanga	North - West	Northern Cape	Western Cape	Grand Total
Filled	57	38	24	22	193	5	58	46	225	668
Vacant	0	1	0	0	1	0	1	0	1	4
Vacant	0.00	2.56	0.00	0.00	0.52	0.00	1.69	0.00	0.44	0.60

Clinics - Medical Officer / Specialist Vacancy rate as at September 2021
	Eastern Cape	Free State	Gauteng	KwaZulu Natal	Limpopo Province	Mpumalanga	North - West	Northern Cape	Western Cape	Grand Total
Filled	60	45	30	25	184	5	60	50	277	736
Vacant	13	13	12	10	79	6	18	11	18	180
% Vacancy rate	17.81	22.41	28.57	28.57	30.04	54.55	23.08	18.03	6.10	19.65

b) The tables below indicate the vacancy rate percentage per province and for the last 3 years in Hospital’s (Reports as of September of each year)

Hospitals - Medical Officer / Specialist Vacancy rate as at September 2019
Row Labels	Eastern Cape	Free State	Gauteng	KwaZulu Natal	Limpopo Province	Mpumalanga	North - West	Northern Cape	Western Cape	Grand Total
Filled	172	529	383	2855	1288	957	443	70	1447	8144
Vacant	5	4	3	10	7	7	2	0	11	49
% Vacancy rate	2.82	0.75	0.78	0.35	0.54	0.73	0.45	0.00	0.75	0.60

Hospitals - Medical Officer / Specialist Vacancy rate as at September 2020
	Eastern Cape	Free State	Gauteng	KwaZulu Natal	Limpopo Province	Mpumalanga	North - West	Northern Cape	Western Cape	Grand Total
Filled	167	448	350	2567	1222	911	408	69	1029	7171
Vacant	5	4	3	10	6	7	2		6	43
% Vacancy rate	2.91	0.88	0.85	0.39	0.49	0.76	0.49	0.00	0.58	7.35

Hospitals - Medical Officer / Specialist Vacancy rate as at September 2021
	Eastern Cape	Free State	Gauteng	KwaZulu Natal	Limpopo Province	Mpumalanga	North -West	Northern Cape	Western Cape	Grand Total
Filled	167	470	445	2935	1325	1089	503	72	1166	8172
Vacant	29	121	32	296	523	166	65	16	48	1296
% Vacancy rate	14.80	20.47	6.71	9.16	28.30	13.23	11.44	18.18	3.95	13.69

END.

Reply:

(a) There were 10 beneficiaries that were successfully assisted.

(b) 66 permanent jobs and 5148 temporary jobs were created.

The loans were provided to those applicants whose businesses were still at the pre-investment stage. Non-financial support was provided, so that they could be capacitated at the pre-investment stage of a transaction for their applications to meet the requirements and standards for funding approval. This assisted beneficiaries to become financially sustainable and able to grow their businesses which employ people mainly the marginalised such as black women, youth and people with disabilities. Further than this DSAC and the NEF helped the applicants approach other financial institutions for funds and that also helped them to become financially independent and no longer rely on government grants. (b) The implementing agency NEF was monitored through reports and meeting whilst an evaluation was conducted through a research process with the beneficiaries and employees as respondents. (c) projects were funded for a specific time frame and were successfully implemented for the period of the pilot project.

Reply:

a) Gauteng

(i) Occupational Therapy services

There are seventy-nine (79) clinics that are situated in the townships in Gauteng that offer occupational therapy onsite and forty-four (44) on outreach basis

(ii) Speech Therapy services for children with speech challenges

There are seventy-nine (79) clinics that are situated in the townships in Gauteng province that offer speech therapy onsite and forty-four (44) on outreach basis for children with speech challenges.

b) Eastern Cape

(i) Occupational Therapy

There are fifty-one (51) clinics that offer occupational therapy on outreach basis that are situated in the townships in Eastern Cape Province.

(ii) Speech Therapy

There are seventy-nine (79) clinics that are situated in the townships in Eastern Cape province that offer speech therapy on outreach basis for children with speech challenges.

END.

Reply:

1. (a). CCIFSA has old media pages and websites that requires revival and professional upkeep and management. At the moment, the federation does not have operational budgets to actualise these activities.

(b). CCIFSA currently does not have an operational space (office), however, one has been identified in Gauteng (Johannesburg) and once budgets allow, this will be secured.

 

Reply:

(1) The minimum requirements/competencies for senior management in the Public Hospital are as prescribed by the DPSA directive on minimum entry requirements for Senior Management Service (SMS).

Minimum Qualifications for entry into SMS positions

For a Director and Chief Director - an undergraduate qualification (NQF Level 7) as recognized by South African Qualifications Authority (SAQA) in Public Health/Management.

For Deputy Director-General and Head of Department – an undergraduate qualification and a post graduate qualification (NQF Level 8) as recognized by SAQA.

Minimum Years of Experience as an Entry Requirement into the SMS

SMS Level	Relevant Experience (wef 01 April 2015)
Entry (Level 13)	5 years of experience at a middle/senior management level
Level 14	5 years of experience at a senior management level
Level 15	8-10 years of experience at a senior management level
Level 16	8-10 years of experience at senior management level (at least 3 years of which must be with any organ of State as defined in the Constitution, Act 108 of 1996)

Pre-Entry Certificate into the SMS

A further requirement for appointment at SMS level is a successful completion of the Senior Management Pre-Entry Programme as endorsed by the National School of Government.

Competencies

Strategic Capability and Leadership; People Management and Empowerment; Programme and Project Management; Financial Management; Change Management; Knowledge Management; Service Delivery Innovation; Problem Solving and Analysis; Client Orientation and Customer Care; Communication; Sound Knowledge of the Relevant Legislation such as National Health Act, Public Finance Management Act (PFMA), Public Service Act.

(2) (a) (i) See the attached list (Annexure A)

(ii) Kindly see the attached list (Annexure A)

(b) None

(c) Not Applicable

END.

Reply:

1. Yes. The Department of Agriculture, Land Reform and Rural Development (DALRRD) had contracted two hundred and fifty-eight (258) suppliers with regards to intervention package through the Presidential Employment Stimulus Initiative (PESI) project. Farmers were also assisted in a form of vouchers up to a maximum of R 50 000.

2. No. DALRRD decided to put benchmark prices on all items that were in the list of agricultural production inputs approved to be part of the support of the beneficiaries. Prices for each item in the list, per particular unit of size, were checked in the form of a quotation from all major existing agro-dealers per Province, around the country. An average price per item was then calculated for each Province. Since the time of the implementation of the project, DALRRD had sourced the services of the services providers and there was an agreement to determine a percentage benchmark of 27% which was going to determine a ceiling price above which these service providers could not charge their mark-up for each item. This was done to prevent middlemen from charging any amount that they want, an advice that had been given to us by the auditors when they were auditing the COVID-19 relief fund for smallholder producers.

Reply:

1. Yes. Eight (8) Cohort of attachés have returned from foreign postings during the period 1 April 2018 until 30 July 2021. Seven (7) attachés have been suitable placed.

One (1) attaché did not complete her term of posting abroad and was recalled due to a court case she had with the head country for contravening national laws on employment (employment of an illegal immigrant). She is not yet placed and is currently additional to the approved establishment.

2. (a) The qualifications of Senior Managers ranges from matric, National Diplomas, Junior Degrees, Honours Degrees, Masters Degrees and PhDs.

(b) The Senior Managers in Corporate Services qualifies to be occupying the positions they currently occupy because of the experience they acquired over the years and further qualifications that they pursued while employed.

(c) (i) 367 Senior managers were directly placed.

(ii) 11 Senior managers became redundant in terms of PSCBC Resolution 1 of 209.

Reply:

I have been advised by the South African Post Office (SAPO) as follows:

a) (24) Twenty-four Post Office branches have been permanently closed in Gauteng for which official approvals have been granted. Another (66) sixty-six branches have been closed awaiting official approval for the closure. The closure of these branches relate to landlord disputes, lockouts due to rental arrears, electricity arrears, while others have been looted and vandalised. See details hereunder. The lists hereunder details affected branches but is fluid given the changing circumstances and issues at any point in time.

b) Some have been permanently closed due to optimization of the SAPO branch network as well as forced closures by landlords as a result of rental arrears.

c) Communities have been referred to the nearest alternative branches which are in a radius of +-5km. This does not affect the street delivery of mail in these areas. Where private boxes are to be moved, renters retain their PO Box numbers once transferred to the closest open Post Office.

Official approval granted for permanent closure:

No	Office	Province	When Closed	Reason
Approval granted for closure during April 2021
1.	Linden	Gauteng	Apr 2021	Optimization and amalgamation with the surrounding offices.
2.	Jukskeipark	Gauteng	Apr 2021	Optimization and amalgamation with the surrounding offices.
3.	Thokoza	Gauteng	Apr 2021	Optimization and amalgamation with the surrounding offices.
4.	Fontainebleu	Gauteng	Feb 2021	Forced closure by landlord
5.	De Deur	Gauteng	May 2020	Optimization and amalgamation with the surrounding offices.
6.	Fairland	Gauteng	Aug 2020	Forced closure by landlord
Approval granted for closure during May 2021
7.	Glenharvie	Gauteng	Mar 2021	Optimization and amalgamation with the surrounding offices.
8.	Sonlanpark	Gauteng	Nov 2020	Optimization and amalgamation with the surrounding offices.
9.	Monumentpark	Gauteng	Feb 2021	Forced closure by landlord.
10.	Henbly	Gauteng	Mar 2021	Optimization and amalgamation with the surrounding offices.
11.	Strubensvallei	Gauteng	May 2021	Forced closure by landlord.
12.	Van Dyk Park	Gauteng	May 2021	Optimization and amalgamation with the surrounding offices.
13.	Brenthurst	Gauteng	May 2021	Optimization and amalgamation with the surrounding offices.
14.	Bakerton	Gauteng	May 2021	Optimization and amalgamation with the surrounding offices.
15.	Edenpark	Gauteng	May 2021	Optimization and amalgamation with the surrounding offices.
16.	Dunnottar	Gauteng	May 2021	Optimization and amalgamation with the surrounding offices.
Approval granted for closure during June 2021
17.	Wendywood	Gauteng	Feb 2021	Optimization and amalgamation with the surrounding offices
18.	Boipatong	Gauteng	Jun 2021	Optimization and amalgamation with the surrounding offices
19.	Kagiso	Gauteng	Sept 2020	Forced closure by landlord
20.	Welobie	Gauteng	May 2021	Forced closure by landlord
21.	Woodhill	Gauteng	Sept 2020	Optimization and amalgamation with the surrounding offices
Approval granted for closure during July 2021
22.	Khumalo	Gauteng	Feb 2021	Optimization and amalgamation with the surrounding offices
Approval granted for closure during August 2021
23.	Dower Glen	Gauteng	May 2021	Optimization and amalgamation with the surrounding offices
24	The Tramshed	Gauteng	Aug 2021	Optimization and amalgamation with the surrounding offices

Branches closed awaiting official approval, locked out by landlords due to rental arrears, electricity arrears, looted and vandalised branches:

No	Office	Province	Reason
1	Alexandra South	Gauteng	Locked out by landlord
2	Aston Manor	Gauteng	Closed, awaiting official approval
3	Atlasville	Gauteng	Closed, awaiting official approval
4	Benoni North	Gauteng	Locked out by landlord
5	Bertsham	Gauteng	Locked out by landlord
6	Boitumelo	Gauteng	Electricity account arrears
7	Bramley	Gauteng	Locked out by landlord
8	Cleveland	Gauteng	Locked out by landlord
9	Dersley	Gauteng	Closed, awaiting official approval
10	Doornpoort	Gauteng	Closed, awaiting official approval
11	Dunnottar	Gauteng	Locked out by landlord
12	Dunswart	Gauteng	Locked out by landlord
13	East Lynn	Gauteng	Locked out by landlord
14	Ebony Park	Gauteng	Looting and vandalised
15	Elardus Park	Gauteng	Closed, awaiting official approval
16	Elspark	Gauteng	Closed, awaiting official approval
17	Evaton	Gauteng	Locked out by landlord
18	Faerie Glen	Gauteng	Closed, awaiting official approval
19	Fararmere	Gauteng	Electricity account arrears
20	Florida Hills	Gauteng	Locked out by landlord
21	Fourways North	Gauteng	Locked out by landlord
22	Heidelberg	Gauteng	Electricity account arrears
23	Highveld Park	Gauteng	Locked out by landlord
24	Ifafi	Gauteng	Locked out by landlord
25	Isando	Gauteng	Burglary. Equipment stolen
26	Kaalfontein	Gauteng	Locked out by landlord and vandalised by looters
27	Kagiso East	Gauteng	Locked out by landlord
28	Katlehong	Gauteng	Closed, awaiting official approval
29	Khumalo	Gauteng	Locked out by landlord
30	Kliptown	Gauteng	Looting and vandalised
31	KwaXuma	Gauteng	Looting and vandalised
32	Kyalami	Gauteng	Closed, awaiting official approval
33	Lambton	Gauteng	Closed, awaiting official approval
34	Laudium	Gauteng	Locked out by landlord
35	Leondale	Gauteng	Looting and vandalised
36	Lynnwood Ridge	Gauteng	Locked out by landlord
37	Masoheng	Gauteng	Looting and vandalised
38	Montana	Gauteng	Locked out by landlord
39	Noordheuwel	Gauteng	Locked out by landlord
40	Oliefantsfontein	Gauteng	Blocked sewerage drain
41	Orange Farm	Gauteng	Looting and vandalised
42	Paardekraal	Gauteng	Locked out by landlord
43	Pierre Van Ryneveld	Gauteng	Locked out by landlord
44	Protea Gardens	Gauteng	Locked out by landlord
45	Quagga	Gauteng	Closed, awaiting official approval
46	Randhart	Gauteng	Closed, awaiting official approval
47	Randpark Ridge	Gauteng	Locked out by landlord
48	Rant en Dal	Gauteng	Locked out by landlord
49	Raslouw	Gauteng	Locked out by landlord
50	Rensburg	Gauteng	Electricity account arrears
51	Ruimsig	Gauteng	Closed, awaiting official approval
52	Rusloo	Gauteng	Electricity account arrears
53	Rynfield	Gauteng	Locked out by landlord
54	Sandringham	Gauteng	Locked out by landlord
55	Silverton	Gauteng	Closed, awaiting official approval
56	Sinoville	Gauteng	Closed, awaiting official approval
57	Stretford	Gauteng	Looting and vandalised
58	Strubenvale	Gauteng	Electricity account arrears
59	Sunward Park	Gauteng	Closed, awaiting official approval
60	Tembisa South	Gauteng	Looting and vandalised
61	Three Rivers	Gauteng	Locked out by landlord
62	Tiegerpoort	Gauteng	Closed, awaiting official approval
63	Turffontein	Gauteng	Closed, awaiting official approval
64	Vosloorus	Gauteng	Electricity account arrears
65	Westonaria	Gauteng	Electricity account arrears
66	Zola	Gauteng	Looting and vandalised

Reply:

I have been advised by the SABC as follows:

a) The decision to move Ikwekwezi to Tshwane was done by the previous leadership of the SABC and the reasons are unknown.

b) The SABC has moved Ikwekwezi FM back to Auckland Park due to associated previous running costs of R684k per month. The station will be housed at the SABC’s Auckland Park campus with no extra costs to the SABC.  Moreover, the SABC has also upgraded its Auckland Park radio facilities which accommodates all its Gauteng based radio stations and has a disaster recovery capability for all other radio stations.  The additional future costs of upgrading the Tshwane Office is therefore mitigated and the economies of scale, both employees and facilities is leveraged.  

c) The projected direct savings are R684k per month in rental costs.  This excludes the necessary upgrades that would have been required and the additional staff costs associated with running these stand-alone studios.

d) Motsweding FM based in Mahikeng, North West Province, also transmitted a few programmes from Tshwane.

Reply:

1. The dispute between mobile network operators and the Independent Communications Authority of South Africa (ICASA) was finally resolved on the 15th September 2021 with the granting of a court order, in terms of which the decisions taken by the Authority to publish the Invitations-to-Apply (ITAs) for the release of high demand spectrum and licensing of the Wireless Open Access Network (WOAN) was set aside and the matter was referred back to the Authority for reconsideration.

In light of the above, the Authority will, during the course of Quarter 3, make an announcement on the reconsideration of the matter as directed by the court.

(2) The Department – as the policy maker – will work with ICASA and all stakeholders to ensure that ICASA’s initiation of the process of licensing of spectrum.

Reply:

a) The Minister continues to facilitate engagements between the parties to the litigation to find an amicable solution. These efforts have resulted in consensus on matters on dispute be they on the release of the spectrum or temporary spectrum.

b) The Department continues to support the development and advancement of modern technologies such as Artificial Intelligence (AI), Internet of Things (IoT), etc. At this point the Department is working with industry experts and academia to develop South Africa Artificial Intelligence Policy, this is after the country successfully led the development of the AI Blueprint for Africa the Smart Africa Alliance. Of course, the ability to extend the availability of these technologies will highly be influenced by the deployment of the spectrum.

Reply:

The dispute between mobile network operators and the Independent Communications Authority of South Africa (ICASA) was finally resolved on 15 September 2021 with the granting of a court order, in terms of which the decision taken by the Authority to publish the Invitations-to-Apply for the release of high demand spectrum and the licensing of the Wireless Open-Access Network (WOAN), was set aside and the matter was referred back to the Authority for reconsideration. Therefore, the Authority will, during the course of Quarter 3, make an announcement on the reconsideration of the matter as directed by the court.

In light of the above, the Department of Communications and Digital Technologies intends to conclude the digital migration process by the end of the 2021-2022 Financial Year. The Minister of Communications and Digital Technologies will outline key milestones before end of October 2021.

This will place ICASA in a position to licence the digital dividend currently occupied by broadcasting service licensees, and which was the subject of the litigation, without any contention. The Department is committed to providing support to ICASA to ensure that it delivers on its legislated mandate and strategic objectives.

Reply:

1. There are seven provinces which have finalized their implementation plans. These are Western Cape, Gauteng, Eastern Cape, Northern Cape, KwaZulu-Natal, North West and Limpopo.

Two (2) Provinces i.e., Mpumalanga and Free State have not finalized plans for implementation of the NSP on GBVF. The two provinces have started working on their implementation plans but have not yet completed the process. The process has been very intensive requiring provinces to adequately customize the NSP on GBVF.

1. The department has been engaging provinces through information sessions to assist and fast-track the processes. The provinces have also wanted to align their plans to the Monitoring and Evaluation (M&E) Framework that the department has developed and is currently embarking on a nation-wide multisectoral capacity building.

This process will help the remaining provinces I! ?.!ize their plans while the other four provinces will have to align where appropriate as part of standardizing the national

response to GBVF. In provinces that currently do not have aligned provincial GBVF plans, the department continuously organizes information sessions to localize NSP on GBVF and supports the establishment of Rapid Response Teams (RRTs).

The current provincial public participation sessions on the NCGBVF Bill are also an entry point to resuscitate the prioritization of GBVF activities into plans. The department in the first quarter (Q1) and second quarter (Q2) of 2021/21 financial year (FY) held provincial NSP on GBVF Monitoring & Evaluation (M&E) Framework, technical indicator descriptors and reporting tools virtual consultative sessions to ensure each province is fully aware of their allocated M&E indicators and can report on their set NSP on GBVF targets.

The department in Quarter 4 of the financial year 2021/22, will conduct workshops for provinces on capacity building to harness the institutionalization and also mainly provide the much needed support to ensure coherent and integrated implementation of the NSP on GBVF.

Approved by:

Ms M Nkoana-Mashabane, MP Minister

Date: 29/10/2021

Reply:

By regulating the use of guard dogs and service dogs, by regulating space between Wheelchairs in queues in service points, by encouraging the use of white canes instead of guards, by agreeing with the retail industry to allocate time and date for persons with disabilities and setting aside dates for the receipt of disability grants. This was published on the 2nd April 2020 Regulation 117B of the National Disaster Management Act (Alert

Level S) “The State has to take reasonable measures within its available resources to ensure safety and protection of persons with disabilities”

The Maintenance of social distance and self-isolation was adhered to by care givers and persons with disabilities, except in certain circumstance and instance such as SASSA Cape Town incidents. There is no MOA because this was done within the workstreams and in consultation with the Organisations of Persons with disabilities. It applies to all spheres of Government.

Approved by Minister
Ms M Nkoana-Mashabane, MP
Date 29/10/2021

Reply:

a) As stated in my previous reply to this question, the Deputy Minister’s programme in the area is linked to the implementation of the District Development Model (DDM), which Cabinet approved in August 2019 as an important innovation to improve integrated planning and delivery across the three spheres of government.

The Deputy Minister is the District Champion for Amajuba District. The DDM focuses on the forty-four (44) districts and eight (8) metros as focal points of government and private sector investment. The model will ensure coherence and integration in planning, budgeting and implementation of service delivery projects in all districts and metros by all three spheres of government – national, provincial and local.

b) Key activities of the programme included amongst others, meeting and distribution of personal protective equipments (PPEs) to Early Childhood Development Practitioners and facilities in the district, meet-and-greet with local mayors, launch of ChommY-a social behavioural programme targeting young children, dialogue with the District Men’s Sector, to name a few

c) Chapter 3 of the Guide for Members of the Executive (Ministerial Handbook) makes provision for the appointment of Ministerial staff (support staff) who render support services whenever they travel for work-related purposes. The travel by support staff who accompanied the Deputy Minister and the Department officials who were part of the DDM programme were approved in line with the Department’s Supply Chain Management policies. Their role was to coordinate and support the implementation of the DDM programme.

d) (i) (ii) (iii) the cost of travel and accommodation, including subsistence are covered in the Department’s annual budget for implementation of the Annual Performance Plan targets and outreach programmes in the DDM

Reply:

1. (b) (c) (i) (ii) (aa) (bb) The budget for travel and accommodation of the Deputy Minister, support staff and officials of the Department forms part of the implementation of the Annual Performance Plans (APPs), including the implementation of the District Development Model (DDM)

Reply:

Hon. Member, part of the information relating to your question has been gathered. But we are still trying to obtain more information from other stakeholders operating in this space. Once we have all the data, we shall reconcile the information, package it, of course guided by the pieces of legislation that govern the operations.

Reply:

This question needs to be referred back to Transport, in as far as issues of the Ports Regulator of South Africa are concerned. All other issues relating to Public Enterprises and Transnet have been fully covered in our response to PQ2019.

Reply:

According to the information received from Transnet:

We have not been provided with sufficient information to respond. The member is, therefore, requested to provide more precise information on the project, including the wagon type and year of contracting.

Reply:

a) The Department is supporting Denel’s new operating model which is aimed at stabilising operations and cost structure. The National Treasury has agreed to settle Denel’s government guaranteed debt, which will save the entity approximately R250 million in interest payment annually.

b) Plans are under considerations to raise the required funding to address both operational requirements and legacy obligations, which includes salaries. Amongst others, Denel has identified assets and other investment assets for disposal to raise funding to raise part of the obligations and to increase operational activities which is key to the SOC generating the minimum required cash flows. However, this process will take some time, none the less, we remain committed to do the best for all employees as soon as possible.

Reply:

According to the Information received from Alexkor

ALEXKOR

a) None b) N/A c) N/A d) N/A e) N/A

No	Operating Division	Description of Services	Value of awarded Tender	Name of Service Provider	Duration of Contract (Start date-End Date)
1	ALEXKOR	NONE	NONE	NONE	NONE

According to the Information received from Denel

DENEL

a) None b) N/A c) N/A d) N/A e) N/A

No	Operating Division	Description of Services	Value of awarded Tender	Name of Service Provider	Duration of Contract (Start date-End Date)
1	DENEL	NONE	NONE	NONE	NONE

According to the Information received from Eskom

ESKOM

a) Eskom has 47 active bus transport services contracts during 2021/2022 financial year. b) Eskom c), (d) and (e) Details of each contract, in terms of the value, the suppliers who were awarded the contracts and the period, are as set out on the table below

Area	No.	Name of Supplier	Validity Per. Start	Validity Period End	Contract Duration	Contract Amount
Gx	1	MAKALANE PLANT MAINTENANCE	2018/09/01	2023/08/31	5 Years	R14 976 783.36
Gx	2	MAKALANE PLANT MAINTENANCE	2019/01/01	2023/12/31	4 Years	R5 776 440.00
Gx	3	NAREMOTHO TRADING ENTERPRISE	2018/09/01	2023/08/31	5 Years	R15 996 713.00
Gx	4	Scsokos Transport (Pty) Ltd	2017/08/01	2022/07/31	5 Years	R8 328 060.00
Gx	5	Nkodosi Trading Enterprise(Pty) Ltd	2017/08/01	2022/07/31	5 Years	R20 462 222.52
Gx	6	Beactress Business Enterprise CC	2017/08/01	2022/07/31	5 Years	R2 040 000.00
Gx	7	Wozungithathe Business Enterprise CC	2017/08/01	2022/07/31	5 Years	R7 260 293.38
Gx	8	Simadlala’s Trading Enterprise	2017/08/01	2022/07/31	5 Years	R4 303 200.00
Gx	9	NAREMOTHO TRADING ENTERPRISE CC	2018/09/18	2023/09/18	5 Years	R1 048 800.00
Gx	10	MAKALANE PLANT MAINTENACE CC	2018/09/18	2023/09/18	5 Years	R11 289 780.00
Gx	11	NTHUSE AMOS MODISE CC	2018/09/18	2023/09/18	5 Years	R12 546 822.00
Gx	12	Qedumana Transport	2019/11/01	2024/10/31	5 Years	R4 453 088.00
Gx	13	Beactress Business Enterprise	2019/05/01	2024/04/30	5 Years	R6 552 000.00
Gx	14	Wozungithande Business Enterprise	2019/05/01	2024/04/30	5 Years	R14 163 788.00
Gx	15	SC ZONDO Transport	2019/05/01	2024/04/30	5 Years	R13 515 788.47
Gx	16	MK Engineering construction &suppliers	2019/05/01	2024/04/30	5 Years	R33 903 849.38

Area	No.	Name of Supplier	Validity Per. Start	Validity Period End	Contract Duration	Contract Amount
Gx	17	Simadala’s Transport	2019/05/01	2024/04/30	5 Years	R11 183 480.00
Gx	18	Thandimpilo Supply and Projects	2021/04/08	2021/08/31	4 Months & 23 days	R125 000.00
Gx	19	Thandimpilo Supply and Projects	2021/09/01	2021/09/30	1 Months	R24 924.00
Gx	20	Mphakathi Tours cc	2019/08/13	2022/08/12	3 Years	R45 043 208.40
Gx	21	Mphakathi Tours cc	2019/09/13	2022/09/12	3 Years	R8 833 567.00
Gx	22	MPHAKATHI TRANSPORT	2018/12/01	2021/11/30	3 Years	R12 684 751.00
Gx	23	CHARLANNA TRANSPORT AND PROJECTS	2018/12/01	2021/11/30	3 Years	R5 673 119.04
Gx	24	BLF SIKHOSANA LOGISTICS	2018/12/01	2021/11/30	3 Years	R7 372 072.80
Gx	25	MELSEE TRADING ENTERPRISE	2018/12/01	2021/11/30	3 Years	R6 622 770.60
Gx	26	MS THUGWANA	2018/12/01	2021/11/30	3 Years	R11 211 092.64
Gx	27	NKODOSI TRADING ENTERPRISE	2020/02/04	2022/01/31	3 Years	R1 007 755.20
Gx	28	MPHAKATHI TOURS	2020/02/04	2022/01/31	3 Years	R5 112 470.40
Gx	29	KUHUMUSA TRANSPORT AND PROJECT	2020/02/04	2022/01/31	3 Years	R1 061 280.00
Gx	30	KUHLWILE CONSULTING	2020/11/01	2022/10/31	3 Years	R862 118.40
Gx	31	MPHAKATHI TOURS	2021/01/15	2023/01/14	3 Years	R1 874 880.00
Gx	32	SINOBUHLE AND JOY SUPPLIES TRADING	2020/12/01	2021/05/31	6 Months	R396 000.00
Gx	33	ENNEAD CONSULTING	2021/06/01	2021/06/30	1 Month	R5 956.50
Gx	34	SINOBUHLE AND JOY SUPPLIES TRADING	2021/07/01	2021/07/31	1 Month	R26 000.00
Gx	35	SINOBUHLE AND JOY SUPPLIES TRADING	2021/08/01	2021/11/30	4 Months	R264 000.00
Gx	36	ADAMS TRANSPORT	2021/08/01	2021/11/30	4 Months	R209 000.00
Real Estate	37	ADAMS TRANSPORT	2021/08/01	2021/11/30	4 Months	R500 000.00
ERI	38	STABUS PTY LTD (2015/061938/07)	2017/05/01	2022/04/30	5 years	R177 053 830
ERI	39	ERMELO TAXI ASSOCIATION	2017/08/01	2022/07/31	5 years	R33 738 263.60
ERI	40	MS THUGWANA	2017/04/01	2022/03/31	5 years	R11 159 564.88
ERI	41	MMABATHO TRANSPORT	2017/04/01	2022/03/31	5 years	R4 050 000.00
ERI	42	STANDERTON TAXI GROUP	2017/05/19	2022/05/31	5 years	R56 798 280.00
ERI	43	MS THUGWANA	2017/10/01	2022/09/30	5 years	R24 964 802.00
ERI	44	DUVHA UNITED LONG DISTANCE	2017/11/01	2022/10/31	5 years	R34 338 041.00
ERI	45	MATHES TOUR TRANSPORT	2018/11/01	2022/07/31	5 years	R10 443 442.25
ERI	46	MAGAIA TRADING ENTERPRISE	2019/10/24	2024/10/31	5 years	R25 331 615.15
ERI	47	AMERSFOORT LOCAL AND LONG TAXI ASOCIATION	2020/02/27	2024/03/01	5 years	R22 909 868.00

According to the Information received from Safcol

SAFCOL

a) One b) SAFCOL c) R6 105 500.00 (incl. VAT) d) Myboet General Trading e) RFB016/2019, for a period of three (3) years, effective from 20 May 2020

No	Operating Division	Description of Services	Value of awarded Tender	Name of Service Provider	Duration of Contract (Start date-End Date)
1	SAFCOL	For the provision of bus transportation services for the SAFCOL	6 105 500.00	Myboet General Trading	3 years (2020/05/01 2023/05/01)

According to the Information received from South African Airways

(b) PURPORSE OF TENDER	(c ) AMOUNT	(d) NAME OF SERVICE PROVIDER	( e) PERIOD
Crew transport by bus	R7 207 162,90	Mahle Wonke Co-operative limited	March 2019 – Sep 2020
	R2 567 624,20	Mudziwa Travel Pty Ltd	March 2019 to March 2020
	R165 000,00	Xhamla-Buhle Shuttle Services	March 2019 to March 2020
Charter flights from Jhb to Cape Town	R238 500,00	African Soil Tours	Mid-June 2020 to 30 Sep 2020
	R68 000,00	Compass Travel	Mid-May 2020 to June 2020

No	Operating Division	Description of Services	Value of awarded Tender	Name of Service Provider	Duration of Contract (Start date-End Date)
1	SAA	Crew transport by bus	7 207 162.90	Mahle Wonke Co-operative limited	March 2019 – Sep 2020
2			2 567 624,20	Mudziwa Travel Pty Ltd	March 2019 to March 2020
3			165 000,00	Xhamla-Buhle Shuttle Services	March 2019 to March 2020
4	SAA	Charter Flights from JHB to Cape Town	238 500,00	African Soil Tours	March 2019 to March 2020
5			68 000,00	Compass Travel	Mid-May 2020 to June 2020

According to the information received from Transnet

a) The total number of tenders for the provision of bus transport services to Transnet is 24 (twenty-four).

b) The services were provided to Transnet (SOC) Ltd.

c) Refer to table below for detailed amounts.

d) Refer to table below for names of service providers that were awarded the tenders.

e) Refer to table below for the period of time for services rendered.

Transnet Bus Transport Services Tenders
No	Operating Division	Description of Services	Value of awarded Tender	Name of Service Provider	Duration of Contract (Start date-End Date)
1	TFR / TCC	For the provision of bus transportation services for the Transnet-Phelophepa health care Train 1 project for a period of nine (09) months	1 002 858,00	Mbita Holdings	9 Months (2020/03/16 - 2020/12/15)
2	TFR / TCC	For the provision of bus transportation services for the Transnet-Phelophepa health care Train 2 project for a period of nine (09) months	454 925,00	Mbita Holdings	9 Months (2020/03/16 - 2020/12/15)
3	TNPA	Provision of staff transport at TNPA	1 730 750,00	Umlazi General Plant Hire	9 months (01 December 2019-31 Aug 2020)
4	TPT	Bus Services at Durban Pier 2	3 530 630,00	C & D Martins	6 months (2021/01/06 to 2021/06/13)
5	TPT	Bus Services at Durban Pier 1	1 903 280,00	Dumas Transport	6 months (2021/01/22 to 2021/06/08)
6	TPT	Bus Services at Durban Pier 1	725 760,00	Umlazi Plant Hire	6 Months (2021/01/22 to 2021/06/23)
7	TPT	Bus Services at Richards Bay	21 791 737,50	Ikhwezi Buses	10 months (2020/08/13 to 2021/06/08)
8	TPT	Bus Services at Point and Maydon Wharf	7 124 400,00	Umlazi Plant Hire	12 months (2020/09/29 to 2021/08/19)
9	TPT	Bus Services at Saldanha	3 950 749,30	Ikhwezi Bus Services	12 months (01 Aug 2020- 23 Aug 2021)
10	TPT	Bus Services at Cape Town Container Terminal	21 371 432,50	New Era	12 months (01 Aug 2020- 23 Aug 2021)
11	TPT	Bus Services at Cape Town MPT	11 258 518,82	Fox Transport	10 months (01 April 2020-1 Feb 2021)
12	TPT	Bus Services at Cape Town MPT	1 897 500,00	Waterfront Shuttle Services	07 months (02 Feb 2021- 31 Aug 2021)
13	TPT	Bus Services at East London	375 260,00	Xhamla-Buhle Trading	12 months (01 Aug 2020- 23 Aug 2021)
14	TPT	Bus Services at TPT Port Elizabeth	2 698 502,50	Glenlinx-Qwabe Joint Venture Transport	4 months (01 Aug 2020- 30 November 2020)
No	Operating Division	Description of Services	Value of awarded Tender	Name of Service Provider	Duration of Contract (Start date-End Date)
15	TPT	Bus Services at TPT Port Elizabeth	1 019 046,00	Glenlinx-Qwabe Holdings Pty Ltd	4 months (04 May 2021- 31 August 2021)
16	TPT	Bus Services at TPT Port Elizabeth	413 185,50	Glenlinx-Qwabe Joint Venture Transport	2 months (06 August 2020 - 30 Sept 2020)
17	TPT	Bus Services at Nqura Container Terminal	1 093 976,80	Ntando Tours	1 month (02 Sept 2020 - 30 Sep 2020)
18	TPT	Bus Services for TPT Port Elizabeth	1 658 537,00	Laphumikhwezi Transport	4 months (21 Dec 2020 until 30 April 2021)
19	TE	Transportation of Employees	20 700 000,00	Lifetime Tours and Projects	36 months (27 Aug 2019 - 31 Aug 2022)
20	TNPA	Bus Services for TNPA PE	1 020 901,00	Chumile Holdings (Pty) Ltd	12 months (01 September 2021 to 31 August 2022)
21	TNPA	Bus Services for TNPA PE	169 383,50	Chumile Holdings (Pty) Ltd	2 months (01 July 2021 -31 August 2021)
22	TFR	Provision of Employee Bus Services for Richards Bay	1 890 000,00	Ikhwezi Bus Services	6 months (25 July 2021 – 24 January 2022)
23	TFR	Provision of Employee Bus Employee Bus Services for Vryheid	942 000,00	Ikhwezi Bus Services	12 months (19 Nov 2019 – 18 Nov 2021)
24	TFR	Provision of Employee Bus Service for Saldanha	14 600 000,00	Ikhwezi Bus Services	25 months (1 July 2019 – 31 Aug 2021

Reply:

According to the information received from ALEXKOR

a) In Alexkor no one is unqualified

b) Not Applicable

c) Not Applicable

According to the information received from DENEL

(a, b, c) Denel is currently executing the new operating model. Part of the strategy is to do contract scrubbing and perform a skills audit to ensure that qualified personnel are placed in the right positions, these will be done across all levels in the organization.

In implementing the new operating model. Denel has identified an opportunity to establish a Workforce Transition Plan, with clear Principles and Guidelines. The process is backed by a Governance Framework to ensure that all Managerial and Leadership positions adhere to a defined criteria which only allows for positions to be filled with suitably qualified and competent incumbents.

 

According to the information received from ESKOM

(a)

Eight (8) Senior Managers do not hold the national higher diploma (B.Tech) but have national diploma (T3). However, all have on average more than 20 years on the job experience as well as the required technical competencies in Maintenance, Engineering, Operating, Outages and Project Management.

(b)(i) and (ii)

The eight (8) Senior Managers are employed in the following areas within Eskom:

Location	Number of Senior Managers
Megawatt Park – Gauteng	3
Arnot Power Station – Mpumalanga	1
Hendrina Power Station – Mpumalanga	1
Majuba Power Station – Mpumalanga	1
Tutuka Power Station – Mpumalanga	1
Lethabo Power Station – Free State	1

(c)

When determining whether a person is suitably qualified for a job, Eskom considers all the factors listed below and the minimum inherent requirements of the job.

The minimum inherent requirements of the job are considered, in conjunction with the employment equity plan of the business unit (BU) and the division, as follows:

a) Appointment or succession into a position is made in line with the Employment Equity Act. Eskom has set the following requirement to select suitable candidates:

b) Formal education – relevant qualification with due consideration to circumstances where the qualification is a statutory or is an essential requirement for the position.

c) Recognition of prior learning – where the individual has undergone an RPL process and has acquired a formal qualification with the required number of credits equivalent to the minimum requirements of the job

d) Relevant experience – where the individual has demonstrated knowledge and skills in previous positions that are similar or related to the position being applied for.

e) Capacity to acquire, within a reasonable time, the ability to do the job – the candidate’s potential to do the job will be assessed using a battery of relevant psychometric assessments.

Although the managers do not have national higher diploma (B.Tech), they however meet all other key requirements of the jobs they occupy as set out by the Eskom Talent Discovery Procedure and therefore there is no specific action required as it relates to the eight managers.

Eskom utilises a rigorous selection process when making decisions to either appoint or promote individuals into managerial levels, which includes psychometric assessments. Where any gaps are identified when promoting or appointing individuals into managerial positions appropriate development programmes are put in place to close the gaps. Eskom also management development programmes, that are in-house and in partnership with institutions of higher learning.

According to the information received from SAFCOL

a) None at SACOL, all Senior Managers have the required and relevant qualifications and credentials for the positions they currently occupy

b) Not Applicable

c) Not Applicable

According to the information received from SAA

a) There are no Managers at SAA without the required qualifications. The inherent requirements as outlined in the job profile for each position are always factored in placement decisions. This includes qualifications and credentials, as applicable to deliver on the requirements of the position. All managers qualify for the positions they occupy and these appointments are in line with SAA’s Recruitment Policy and Practices.

The recent Section 189 Process undertaken involved a matching and placement process against the job criteria to ensure best fit for position. For promotions or placement moves across divisions or functions, interviews were conducted to establish position fit.

b) All positions are occupied by competent individuals, and where gaps exist, it does not adversely affect the core deliverables of the position. Opportunities for skills development and personal growth remains a priority for SAA, and employees are encouraged to sign up for training opportunities when they arise.

Additionally, SAA has developed a system consisting of subjective (self) assessments that we are rolling out, which will be enhanced with objective psychometric assessments that will enable the airline to develop individualised development plans to further enhance the skills and competencies required.

According to the information received from TRANSNET

a) Transnet SOC Ltd, (“Transnet”) has 113 approved roles for Senior Executive Management, 15 at top Executive Management and 98 at Senior Management levels. 98% of all appointed Senior Managers meet full requirements as stipulated in the job description. Only one manager does not meet the stipulated qualification requirements.

b) The senior manager joined Transnet Group from 1 September 2011.

c) The employee has a lower qualification but has extensive unique experience within operations and critical business areas within Transnet. He will undergo Recognition of Prior Learning (RPL) and is currently registered for the Rail Business Performance Programme through the University of Pretoria, to be completed in 2022. The University of Pretoria and Franklin Covey (SA) developed the Rail Business Performance Enhancement Programme for Executives.

This Programme is evaluated at NQF Level 8 (Postgraduate) whereafter delegates can choose to pursue a master’s degree in Public Administration (40 Credits) at the University. The Senior Manager has also demonstrated and achieved exceptional performance over time in the roles that he has been assigned to perform in the organisation. Noting the extensive experience and performance, the decision was taken to appoint the employee.