Questions and Replies

Reply:

(a) Yes the Minister of Transport has met with all the boards of entities reporting to the Department of Transport.

(b) (i) He met with all the 12 entities’s Boards and CEO’s to introduce himself as the new Minister of Transport.

(ii) On 16 April 2017

(iii) He has also met the board at the Annual General Meetings of the following entities:

Name of Entity	Date
1. CBRTA	1 September 2017
2. RSR	4 September 2017
3. SACAA	1 September 2017
4. RAF	17 September 2017

Reply:

AIR TRAFFIC NAVIGATIONAL SERVICES

This refers to the above request as follows:

1. (a) What tenders have been issued and awarded in each month in the past three financial years by any of the entities which report to him, (b) to whom were they awarded, (c) what was the monetary value of each specified tender.

Table 1(a) below illustrate details and values of tenders issued and awarded in the 2014/2015 financial year:

Table 1(b) link below illustrate details and values of tenders issued and awarded in the 2014/2015 financial year:

http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW2764TABLE1b_-170928.pdf

Table 2 (a) link below illustrate details and values of tenders issued and awarded in the 2015/2016 financial year:

http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW2764TABLE2a_-170928.pdf

Table 2 (b) link below illustrate details and values of tenders issued and awarded in the 2015/2016 financial year:

http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW2764TABLE2b_-170928.pdf

Table 3 link below illustrate details of tenders issued and awarded in the 2016/2017 financial year.

http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW2764TABLE3_-170928.pdf

Question 2 (a), (b) and (c):

• The Air Traffic and Navigation Services, state Owned Company of South Africa, issue list of planned Capital investments to Original Equipment Manufacturers (OEM’s) and local representatives for budgetary purpose at the beginning of the financial year of the existing permission and by doing so, it enables ATNS to comprehend potential service providers and as a result provide ATNS with acquisition approach when sourcing goods and services.
• The life of a permission spans five years. At the beginning of the financial year of the existing permission, ATNS submit procurement plan to the relevant Treasury as per the National Treasury SCM Instruction No 2 of 2016-2017 effective from 1 May 2016.
• The ATNS SCM process provide suppliers with the opportunity to compete for business in an open and transparent manner within the confines of the law.
• ATNS satisfy its requirements through competition unless there are justifiable reasons to the contrary. These reasons may include but not limited to the following:
• Emergency procurement process.
• Confined bidding process with limited number of suppliers in the market.
• Procurement of goods and services from a single source supplier.
• Appointment of a service provider providing maintenance and support on existing equipment.
• Procurement of additional spares.

PASSENGER RAIL AGENCY OF SOUTH AFRICA

1. (a) What tenders have been issued and awarded in each month in the past three financial years by any of the entities which report to him,

See the attached Master spreadsheet according to the Years

Period	Amount
2014-2015	R 1 623 755 794
2015-2016	R 4 031 270 139
2016-2017	R 1 789 291 731
Total	R 7 444 317 664

(b) to whom were they awarded,

• See attached Master spreadsheet column D companies awarded the tender

(c) what was the monetary value of each specified tender

• See attached Master spreadsheet column E monetary value

(d) what mechanisms exist to ensure that tenders are completed within the required time and budget;

• Constantly monitoring of our contract register across the PRASA group;
• Bilateral meetings with the line function regarding their contract; and
• Issue assessment forms to line function and the service provider to rate the performance.

(2) whether any of the specified tenders were not completed as required within the required time and within the allocated budget; if so,

(a) what are the relevant details,

• Many projects that are undertaken in communities such as station upgrades are not completed on time due to community unrests and disputes related to employment of community members on projects, these affect our deliverables and lead to extension of contracts.
• Tenders that are not completed due to poor performance of the contractor

(b) how were each of these tenders rectified and

• Stakeholder management and engagement with communities as pro-active measures to avoid delays.

ROAD ACCIDENT FUND

(1)(a) The Road Accident Fund (RAF) issued the following tenders in the past three financial years:	(b) the tender was awarded to:	(c) the monetary value of each specified tender was:	(d) the following mechanisms exist to ensure that tenders are completed within the required time and budget:
2014-15
ICT End to End Performance Assessment	Elimu Technology Solutions	R 688,788.00	Demand Management Plan; Project Plan; Monthly Reporting; Supply Chain Management Policy and Standard Operating Procedure.
Supply, installation and Configuration of Servers for SAP Migration (including high speed storage device and Citrix server capacity and SAP BI servers)	Aptronics	R 19,513,276.68
Branding and Promotional Materials (Panel)	Creative Harvest, Mithethe Trading and Shereno Printers	R 2,000,000.00
Supply Chain Management Turnaround Strategy	Astute Advisory	R 8, 000, 000.00
Panel of Medical Experts	A Wryly Birch Adelaide Phasha Adri Roos Adroit Roos Anneke Greeff Annelies Cramer Anton Schepers Ashnie Maharaj Ben Moodie Bernard Oosthuizen Bongone Ngwato Catherine Rice Christa du Toit Dorietta Vermooten t/a Takkie Dr. Annalie Pauw Dr. Gavin Fredericks Dr. I Malepfani Dr. Maxwell Matjane Dr. Mudau DR. P N Mafuya Dr. Sincha LB Mdaka Dr. V P Gqokoma EJ Prinsloo Elana Human Energy Plus Esme Noble Etienne Joubert Fitness 4 Work Fryer and Cornelius G O Read Gail Vlok Hanien Du Preez Hlunga Consulting Ilse du Plessis Ithubalethu Health and Wellness Janine Mare Schoeman JPV Business Solutions K Naidoo Karen L Dinah Plaatjie KCN Consulting Khazimla Occupational Health and Wellness Kim Kaverberg Kimbali Holdings Leazanne Toerien Letta Consulting Lisha Chetty Magdalene Mills Mamotshabo Magoele Marina Bosman Medexec Megan Sparvins Megan Townshend Melloney Smit Michelle Hough Monique Kok Motsepe Thandiwe N Runqu Trading Nevashnee Panchoo Nicolene Kotze Nonhlanhla Similane Peter Whitehead Re Intergrate Rehana Paruk Rejoice Talifhani Ntsieni Remotlotlo Health Rita du Plessis Robert Macfarlaine S De Freitas Salomien Pretorius Sekwari Management Shaida Bobat Sharon Truter SIMI Healthcare SL Naidoo SOMA Initiative Spear Success Moagi Sugreen Consulting Susan Verhoef T Van Zyl TC Consulting Thandeka Consulting TMR Nape TNL Consulting Tsebo Ke Thebe Vanaja Rama Women’s Health and Wellness Yandisa Ngoangashe Ye Ye Ye Human Development	R 50,000,000.00 Per annum budgeted
Panel of Funeral Parlours	Avbob, Doves, Sopema, Mabindisa, Two Mountains, Rand Funerals, Thabelo, Last Mile, Quma, Nomatye, Sokudela, Ncedisizwe, Ngoma, Ekuphumleni, Ulwazi, Shingas, Msizi, Zothani, Multi First Class, Mcosi, Lighthouse, Wyebank, and Solomons	R 30,000,000.00 Per annum budgeted
Panel of Internal Auditors	Sizwe Ntsaluba, KPMG, Indyebo, Ernst & Young, PWC and Deloitte	R 30,000,000.00 Per annum budgeted
Panel of Attorneys	A.K Essack, Morgan Naidoo & Company A.V. Dawson Alet Gerber Attorneys Bate Chubb & Dickson Borman Duma Zitha Attorneys Bowes, Loon & Connellan Inc. Dev Maharaj & Associates Diale Attorneys Diale Mogashoa Attorneys Duduzile Hlebela Incorporated Dwarika, Naidoo And Co. Excellent Mthembu Attorneys Inc. Fouriefismer Incorporated Friedman Scheckter Gcolotela and Peter Incorporated Govindasamy Ndzingi & govender Inc Hammann-Moosa Inc. Harja Patel Incorporated Harkoo, Brijal & Reddy Incorporated Hughes-Madondo Incorporated Ighsaan Sadien Attorneys IQBAL Mahomed Attorneys Joubert, Galpin & Searle Incorporate Karsans Incorporated Kekana Hlatshwayo Radebe Inc Ketse Nonkwelo Incorporated L. Mbanjwa Incorporated Ledwaba Attorneys Lekhu Pilson Attorneys Lindsay Keller Attorneys Livingston Leandy Incorporated M.F. Jassat Dhlamini Attorneys M.T. Silinda & Associates Incorporated Mabunda Inc. Maduba Attorneys Maluleke Msimang & Associates Maponya Inc. Maribana Makgoka Incorporated Marivate Attorneys Mastross Incorporated Matabane Incorporated Mathipane Tsebane Attorneys Mathobo Rambau & Sigogo Incorporated Mayat, Nurick Langa Incorporated Mayats Attorneys Mgweshe Ngqeleni Inc. Mkhonto & Ngwenya Incorporated Mnqandi Incorporated Moche Attorneys Molefe Dlepu Inc. Moloto Stofile Incorporated Morare Thobejane Inc. Mothle Jooma Sabdia Inc. Naidoo Maharaj Inc Ngubane & Partners Incorporated Ningiza Horner Inc. Noko Maimela Inc. Nompumelelo Radebe Incorporated Nongogo, Nuku Inc. Nozuko Nxusani Inc. Poswa Incorporate Attorneys Potelwa and Company Pule Incorporated Rachoene Incorporated Attorneys Rahman Attorneys Rambevha Morobane Attorneys Regan Brown Attorneys Rehana Khan Parker & Associates Riley Incorporated Robert Charles Attorneys S.C. Mdhuli Attorneys Sangham Inc. Saras Sagathevan Attorneys Shereen Meersingh & Associates Smith Attorneys T.M. Chauke Incorporated (Nelspruit) Tasneem Moosa Incorporated Tau Phalane Incorporated TJ Maodi Attorneys Inc. Tomlinson Mnguni James Attorneys Tsebane Molaba Inc. Twala Attorneys Z & Z Ngogodo Incorporated Z. Abdurahman Attorneys Zubeda K. Seedat & Co.	R50,000,000.00 Per annum budgeted
Panel of Assessors	Censeo / Santam Charmain Mabuza t/a Efficient Tracers Kaygee Investigations and Security Kutullo Investigation Services SKW Matima Stephen Black and Muthelo Investigators Tshidiso Trading Enterprise Tswelopele Business Services and Projects Gladko Consulting Ngangelive Trading and Projects Qhubeka Forensic Services Rheeder Nel Associates Malesa and Associates M.I. Abdulla SB Buthelezi Stonier A Meyiwa Roadmate Technologies t/a Lavela Assessors Joint Shelf 1185 CC t/a Accident Specialist Laurence Palmer Consultants Crawford & Company Inkomfe Trading Enterprise Francois Balt GD Engelbrecht t/a Independepent Analysis MVO Consultants Inquisitor Investigations Versitrade	R30,000,000.00 Per annum budgeted
Standby Generator for Block C Eco Glades (re-advertised)	Electrical Excellent	R 843,683.88
Storage Facilities	M & T Development	R3,931,829.81
Dry Goods	Schick Services, Tshiamo Trading Enterprise and DBZN Tarding and Projects	R 2,332,036.36
Offsite Storage (new process)	Metrofile	R 7,819,509.95
Audio Visual Maintenance	Dimension Data	R 3,444,998.14
Microsoft Premier Support Services	Microsoft	R 632,240.00
Enterprise Project Portfolio Management (Re-advertised)	Accutech	R 2,944,392.00
Citrix Licensing	EOH Mthombo	R 2,316,480.00
HP Data Protector Support	HP South Africa	R 781,514.88
HP Hardware maintenance	HP South Africa	R 9,889,578.24
Lucidview Maintenance and support	Lucidview	R 1,973,588.52
Nashua SLA Gold option	Nashua Communications	R 9,777,401.77
Panel of DC Experts	Matshekga Labour & Consultants Maserumule Incorporated Masipa Incorporated Luvuyo Dzanibe Qina Anisa Khan Attorneys & Conveyancers	R 2,400,000.00 Per annum budgeted
E-Recruitment	Epi-Use Africa	R 4,393,048.00
LMS	Bytes People Solution	R 1,847 789.52
Offsite Storage	Metrofile	R7,818,509.95
2015-16
SAP Mobile Platform and SAP Data Services	SAP	R 5,600,000.00	Demand Management Plan; Project Plan; Monthly Reporting; Supply Chain Management Policy and Standard Operating Procedure.
Nashua Mobile	Nashua Communications	R 9,431,126.84
Employee Awareness Programme (EAP)	Metropolitan Wellness	R 1,166,666.67
ICT Security Vulnerability Service	Ernst & Young	R 6,792,264.00
Insurance Brokerage Services	Marsh	R 12,791,580.00
Interface system between SAP and RAF Biometric system	Epi-Use Africa	R 2,795,799.84
New Office Space (Nelspruit)	FGK Capital	R 2,600,000.00
POPI	Performanta	R 1,800,000.00
Printing, Scanner and Photocopying	Altronics	R 19,513,276.68
SAP Support Services	Gijima Holdings	R 37,462,718.95
Knowledge Lake Scanning Solution and Support	Intervate Solutions	R735,527.81
Proactive 24 Hardware Maintenance and Support	HP	R9,889,578.24
SMS Notification Facility	Vodacom	R500,000.00
Courier Services	Crossrtoads Distribution t/a Skynet	R551,622.22
Vulnerability Management Services	Erns & Young	R6,567,375.00
Premiere Data Protector	HP	R390,757.44 Per annum budgeted
Lucidview	Lucidview	R1,891,508.52
IT Support to HSC, satellite and small provincial offices	EOH Mthombo	R6 314 549.58
APN Upgrade, Spend Manager Plus and Data Messenger	Vodacom	R21,901,888.08
2016-17
Research Agency Partner	Genex Insights (Pty) Ltd	R 3,046,086.88	Demand Management Plan; Project Plan; Monthly Reporting; Supply Chain Management Policy and Standard Operating Procedure.
Mobile Communication Services	Vodacom (Pty) Ltd	R 34,102,675.00
Panel of recruitment agencies	Morvest Professional Services, Phaki Personnel Management Services, Moshitoa Selections, Investong Human Capital, Toro Human Capital, Versatex Trading 505 (Pty) Ltd, Dalitso Consulting (Pty) Ltd, Ntirho Business Consulting	R 3,000,000.00 Per annum budgeted
Panel of Actuaries	JW Jacobson Consulting, Independent Actuaries and Consultant, NBC Holdings, Rose Wood Technologies	R30,000,000.00 Per annum budgeted
Statutory Actuary Services	True South Actuaries and Consultants	R 5,175,000.00
Procurement of McAfee licences	Datacentrix (Pty) Ltd	R 1,742,135.63
Cleaning Services: All Gauteng offices and Durban office	Monabo Hygiene services	R 12,450,610.08
Development of the RABSA logo branding	FCB Africa (Pty) Ltd	R 6,212,190.60
Courier Services	Skynet Courier IT	R 3,300,000.00
Back Scanning	Metrofile (Pty) Ltd	R 9,041,257.50
Panel of recruitment agencies	Pinpoint One Human Resource (Pty) Ltd Human Communications (Pty) Ltd EOH Abantu (Pty) Ltd	R 3,000,000.00 Per annum budgeted
Provision of Cleaning Services	Enzani General Trade 828	R 425,005.57
Provision of Information Tracing Services	Crosscheck Information Bureau (Pty) Ltd	R 3,000,000.00
NAKISA Organisational Management Tool	EPI-USE Africa	R 2,795,779.84
Panel of DC Experts	Matshekga Labour & Consultants Maserumule Inc Masipa Inc Luvuyo Dzanibe Qina Anisa Khan Attorneys & Conveyancers	R 2,000,000.00 Per annum budgeted
SAP Support and Training	Gijima	R37,462,718.95
New Office Space (Tzaneen)	Resilient Properties	R 945,470.67
(2) The following tenders (contracts) were not completed as required within the required time and within the allocated budget:	(a) the relevant details are:	(b) the tenders (contracts) were rectified as follows:	(c) the steps taken to limit a reoccurrence are:
SCM turnaround strategy- Astute Advisory Consultancy	The project was not completed as per the project timelines and contract term	An extension was granted	Strict monitoring of deliverables against the contract and contracted timelines, and, earlier remedial action taken for contractual breaches, including but not limited to, activation of penalty clauses

CROSS BORDER ROAD TRNSPORT AGENCY

1. Tenders issued by the Cross-Border Road Transport Agency (C-BRTA):

Financial Year 2014/15	1. (a) Tenders Awarded	1. (b) Tenders to whom	1.(c) Amount	1. (d) Mechanisms to ensure completing within the required time and budget
	Implementation, support and maintenance of Virtual Private Network (VPN) – May 2014	Enhanced Network Services (Pty) Ltd	R2, 150, 000	The C-BRTA has put in place a contract management system, which monitors that contracts are completed within required time and within the allocated budget. Project managers are informed of the expiry and expenditure of the contracts on regular basis.
Financial Year 2015/16	Provision of Internal Audit services - March 2016	OMA Chartered Accountants Inc.	R2, 554, 118
	Development of Inspector Curricular – July 2015	Picawood T/A Academy Business	R865, 000
Financial Year 2016/17	Supply and delivery of Laptops, Desktops and Ipads – June 2017	Sage (Pty) Ltd	±R2, 000, 000
	Development of Enterprise Architecture – July 2017	Knotion Consulting (PTY) LTD	R982, 080
	Supply and Implementation of Microsoft High Availability –V Virtualization Solutions – July 2017	Bytes Systems Integration (Pty) Ltd	R3, 253, 341

2. The tender for the development of Inspector Curriculum was not completed within the contract period:

2. (a) Details	2. (b) Rectified	2. (c) Steps taken to ensure this does not happen again
The tender for the Development of Inspector Curriculum was not completed within the initial contract period due to quality checks and delays in approval of deliverables. The tender was however within the awarded contract value.	The contract period was extended for a further period to enable finalization of project deliverables within acceptable standard and quality. There were no additional financial implications as the contract was within the contract value.	Project management processes put in place to ensure projects are finalized within timeframes.

INDEPENDENT PORTS REGULATOR

(1) See table below for all tenders that have been awarded in the last 3 financial years by Ports Regulator:

(a)	(b)	(c)	(d)
Tender	FY
Valuation of assets services	2016/17	Meridian Economic, Aurecon Group	R 1 915 086	The Ports Regulator has a contract management practice that monitors all issued tenders to ensure that no overruns in costs and time is allowed, this is monitored on a monthly basis and reported to the audit committee on a quarterly basis.
Procurement of IT hardware	2016/17	IT Master	R 389 994.38
Procurement of Multifunction printer	2016/17	Direct Office Technology	R 132 924
Procurement of internal audit services	2015/16	A2A Kopano Inc	R 824 686.50
Procurement of IT management services	2014/15	Teksys Computers	R 170 280

 

Reply:

1. AIRPORTS COMPANY SOUTH AFRICA LIMITED (ACSA)

1. Airports Company SA integrated the Paterson job grading system, applicable to all positions in the company based on the grade of the position, pay scales are defined, noting the company job family classification framework per job, defining the minimum midpoint and the maximum of such pay scale. In the context of “equal pay for equal work” principles the ACSA further integrated pay ranges which defines the remuneration gap between lowest and highest earning employees, therefore supporting equality and transparency. The pay scales of the company are benchmarked against the South African market, on an annual basis whilst the pay policy is anchored at the 50th percentile.

2. Remuneration is dealt with in accordance with 1 above. All employees are therefore remunerated within the pay scale as well as pay range, differentials in pay, within the pay scale, will be dictated by qualification experience technical capability critical and scarce skills as well employee considerations.

3. All employees of the company belong to a medical aid noting that is part of company policy. Employees inside the bargaining unit are subsidized, principally on a 50/50 basis.

4. Airports Company South Africa describes all positions in the company through detailed role profiles, these role profiles amongst others describe the purpose of the job, KPI’s to be achieved, competencies as well as qualifications. Recruitment, Selection and appointment processes are therefore based on this meaning, the most suitably qualified employee will be appointed.

2. CROSS-BOADER ROAD TRANSPORT AGENCY (C-BRTA)

1. At the Cross-Border Road Transport Agency (C-BRTA), salaries and salary scales are determined through a process of job evaluation and grading which is based on the remuneration philosophy. The job evaluation system used within the C-BRTA is the Peromnes job evaluation system, which directly correlates with all known Job Evaluation Systems.

2. Yes, employees who are employed on the same level may be remunerated differently depending on their skills, experience and earnings prior to joining the Agency. This may also be attributed to the fact that some remuneration bands per job grade level overlap between levels, and as a result, employees who are on the same level may be remunerated differently within the remuneration bands.

3. In the C-BRTA it is mandatory that all employees are covered by medical aid, either as principal members or as dependents to their spouses. The remuneration packages offered within the Agency are all inclusive Total Cost to Company.

4. The Agency employees progress from one position to another through an open, fair competition process where everyone who meet the minimum requirements of the job is given a fair chance to compete in an interview.

3. SOUTH AFRICAN MARITIME SAFETY AUTHORITY (SAMSA)

1. The salary scales are determined by developing a job grade using the Patterson job grading system. This determines the seniority level of the job.

We used job grades to do internal benchmarking as well as a per-grade benchmark with other State Owned Enterprises (SOE). The survey used was 21st Century Pay Solutions survey amongst State Owned Enterprises including those in the Department of Transport.

We positioned a rational pay curve after analyzing the compo ratio with external benchmarks and created the pay ranges taking into consideration the seniority levels in the organization and pay ranges that allows for overlap.

Salaries are determined based on the job’s grade and the salary range the job falls under. A number of factors are then taken into consideration including amongst others: work experience, previous salary.

2. Yes. The reason may be seniority, level of responsibility, qualifications, experience, and scarce skills

3. Yes. The reasons include belonging to spouses’ medical aid, on fixed term contract, have medical aid but has not transferred to SAMSA’s billing. Historically, medical aid was not compulsory, therefore a few employees are not part of medical aid due to additional cost. These employees are being engaged at the moment to choose cheaper medical aid options.

4. Yes, with the proviso that they meet the minimum requirements of the job.

4. PORTS REGULATOR OF SOUTH AFRICA

1. The Ports Regulator performed a salary benchmarking exercise in 2014/15 financial year. In the exercise the Regulator utilised the services of Rem-channel from PWC to compare the positions in the Ports Regulator organogram to similar positions in the database from Rem-Channel which includes both private and public sector remuneration data. The results were extracted and then also compared in the equate process with the Department of Transport to ensure that the salary levels and bands are in line with Government. The results from the latter process were then used to develop the salary scales and levels within the band for all positions in the Regulator organogram. It must be noted that the Ports Regulator is a unique organisation in the country and not easily comparable in its job descriptions to other transport entities.

2. There’s no instance of any official being remunerated more than others as all salaries given to employees are based on their qualifications, experience and skill and the job requirements.

3. All employees of the Ports Regulator have medical aid as per the requirements of the conditions of services of the Regulator, but employees may choose not to take this up as part of their package.

4. The Ports Regulator does not have a practice of promotions. All positions are filled through a normal recruitment process to ensure that competent talent is sourced for the vacant funded position, whether from internally or externally.

5. AIR TRAFFIC NAVIGATION SYSTEM (ATNS)

Factors	Source Document	Notes
CPI	Stats SA P0141	To obtain a view of commodities price changes in the market.
BER Projections	Bureau for Economic Research	To do projection and establish affordability for the next coming financial year.
External Market Survey	PE Trend Analysis Report	Provide insight of external market movement
Inflation Rate	PE Trend Analysis Report	To consider for annual salary scales movement
Individual Performance	ATNS Remuneration Directive	To encourage high performance culture through pay for performance matrix. The matrix is applied to determine individual salary increases based on the employee’s performance score.

1. Below is the list of factors considered to determine salary scales and employees’ salaries.
2. The officials are remunerated differently based on the relative worth of the job which then informs various grade levels and different salary scales in the organization.

On appointment, factors below are considered to determined salary to offer:

1. current earnings of potential candidate;
2. internal parity; and
3. salary scale of that particular position.

For annual salary adjustment, since ATNS drives high performance culture. The below matrix (Pay for Performance approach) is used to determine annual salary increases:

Performance Category	Final Score	Pay Position relative to the Company Salary Band for the Job
		Minimum	Midpoint	Maximum
Significantly Exceeded Expectation (SSE)	4.51 - 5	Base +4%	Base + 3%	Base + 1%
Exceeds Expectation (EE)	3.26 - 4.5	Base+3%	Base + 2%	Base + 0.5%
Meets All Expectations(MAE)	2.91 - 3.25	Base +1.5%	Base	Base
Meets Some Expectations(MSE)	2.01 - 2.75	Base - 1	Base - 1	Base -1
Not Meet Expectations(NME)	< or =2	0%	0%	0%

3. ATNS is on Total Guaranteed Package structure which includes statutory benefits i.e. Medical Aid and Pension Fund. Medical Aid Membership is a condition of employment for all permanent employees at ATNS unless if the employee elects to be a dependant of his/her Spouse. Such employees must provide the Company Annually, with proof of membership when they choose to join their spouse’s Medical Aid scheme.

As end of August, 94% of our employee are on ATNS Medical Aid, 6% are dependents on their spouses’ medical aid.

4. Amongst the number of factors that get considered in recruitment is meeting the minimum requirements of the job advertised.

 

6. PASSENGER RAIL AGENCY OF SOUTH AFRICA (PRASA)

1. PRASA uses the Paterson Grading System to determine pay scales.

2. Some officials get remunerated at the same level, but at a higher band than their peers because of the following reasons:

i) Their entry into the job market may have happened at different times.

ii) Their job experience is not at the same level, one might be compensated at a 25th percentile, but the other at a median whilst in the same job family and level.

iii) The span of control, decision making complexity, and accountability levels may also contribute to the different remuneration.

3. Yes. Employees get a medical aid subsidy as part of their Total Guaranteed pay, however, some employees opt out of medical aid.

4. This rarely happenes. Promotion in the same job families takes into account qualifications, competence, capability and performance and not only qualifications.

7. ROAD ACCIDENT FUND (RAF)

1. Salaries and salary scales in the Road Accident Fund (RAF) are determined with reference to salary benchmark surveys using three (3) different salary survey houses. The RAF uses the survey reports to draw a comparison with its current salary scales and where there are gaps, these are adjusted accordingly. Any adjustments made based on the survey outcome are submitted to the RAF Board for consideration and approval. RAF has a Remuneration and Reward Policy according to which salaries are managed.

2. The RAF’s Pay Progression Policy provides for a pay differentiation between high and average performing employees, that is, salaries of high performing individuals will get adjusted in accordance with their level of performance. Other elements that will qualify an employee for salary adjustment are the attainment of a new qualification, and tenure, provided that they have met the set performance score. In addition, there is provision in the RAF’s Talent and Succession Management and Staff Retention Policy for the payment of a retention allowance in respect of scarce and critical skills.

3. It is a condition of service at the RAF that employees must join a medical aid, except in an instance where the staff member is already a member of a medical aid at the time of joining, or belongs to a spouse’s medical aid.

4. The RAF does not have a promotion policy. When a position becomes vacant interested employees may apply and compete with other internal and external candidates for appointment to the position, based on the RAF’s Resourcing Policy. Consequently, it may happen that an official with a higher qualification does not apply, or that an official or external candidate with a lower qualification scores better overall in the resourcing process which score could be based on performance in the interview, techical assessment, psychometric assessment, etc., depending on the level of the position.

8. RAILWAY SAFETY REGULATOR (RSR)

1. The Railway Safety Regulator (RSR) salaries are governed by the RSR Remuneration Policy, as approved in September 2014. All salary scales are benchmarked within the South African Industry by Remuneration Consulting organizations. The RSR’s affordability and pay philosophy determines the salary pitch (25th, 50th or 75th) for the RSR in the market.

2. Officials within the RSR are remunerated differently within their respective salary and job bands depending on the outcome of both job evaluation and recruitment offers made. These recruitment offers are based on the level of qualification and experience of the individual candidate as per the job requirements, as governed by the relevant Labour law legislation and RSR Recruitment and Selection Policy, Job Evaluation Policy and job evaluation outcomes.

3. As per the RSR Conditions of Employment, dated September 2014, a Total Cost To Company remuneration methodology is applied. Section 6 of the said conditions of employment stipulates: “It is a mandatory requirement that all Employees of the Regulator must belong to a medical aid while in the employ of the RSR. Membership to a spouse’s medical aid will be sufficient to fulfill the requirements of this section. Employees who are members of registered medical aid schemes are not obliged to structure for an employer contribution towards the scheme”.

4. The RSR Talent Management Approach, read with the RSR Performance Management policy provides for recognition of high performance and dedication to the RSR Strategic objectives, values and vision. Promotion within the RSR is based on qualification, experience and a sustained level of high performance. Qualification per se does not determine promotion, but rather suitability, contribution and cultural alignment.

9. ROAD TRAFFIC INFRINGMENT AGENCY (RTIA)

1. The salaries and salary scales of the Agency are determined by the Department of Public Service and Administration ( DPSA).

2. Officials on the same level are not remunerated the same, due to the fact that some are on higher salary ranges within a level.

3. Every employee has medical aid as part of their remuneration package, however some officials choose not to utilise the benefit due to the fact that they are on their spouses medical aid and some just choose not to utilise the benefit.

4. No officials with lower qualifications got promoted above those with higher qualifications.

10. ROAD TRAFFIC MANAGEMENT CORPORATION (RTMC)

1. The Salaries of the Road Traffic Management Corporation are reviewed annually as per the outcome of the bargaining chamber negotiation and are based on the Patterson Remuneration Model.

2. Salaries are negotiable with newly appointed employees taking into consideration RTMC salary bands, the respective employee’s package from the previous employer, experience and market comparative analysis.

3. All RTMC employees are on a Total Cost to Company (CTC) salary package and they are allowed to join any medical aid of their choice.

4. There is no promotional policy within the Corporation, all posts are advertised and the successfull candidate determined through the recruitment process is appointed.

11. SOUTH AFRICAN NATIONAL ROADS AGENCY LIMITED (SANRAL)

1. SANRAL salaries are managed within the framework of the SANRAL Remuneration Policy which is approved annually at the Annual General Meeting with the Minister of Transport. The salary scales have been designed specifically for the organization and the grading system is aligned with the Paterson Modern system. The salary scales are periodically benchmarked against the DPE guidelines and the market.

On an annual basis salaries are reviewed and adjustments made using the individuals’ performance in comparison with his/her peers in the same grade. The formula below is used and taking into account each individual’s merit rating and the grades’ average merit rating.

The formula is as follows:

M = Average merit rating for the grade

A =Percentage change or adjustment of the pay scale of the grade: average adjustment

R = Merit rating for the individual

C = Current Cost to Company for the individual

P = New Cost to Company for the individual after the adjustment

P = (1 + (A+ ((R - M) / M x A))) x C

2. The SANRAL salary scales are broad banded and as such there is an overlap between the maximum of the grade and the minimum of the next grade. It is therefore possible for a lower level employee to earn more than one at the bottom end of a higher grade. This allows for flexibility based on individual employee expertise and experience. This flexibility is also needed to attract and retain scarce technical skills and pay a premium for engineers from designated EE groups. Due to the shortage of technical, particularly engineering skills in South Africa and globally, attention needs to be paid to appropriately remunerating employees who possess these critical skills as one way of retaining key staff in critical grades.

3. SANRAL has a medical aid scheme as part of the benefits package and employees are only allowed to opt out of the scheme on condition that proof is provided confirming that they are on a private medical aid.

4. Promotions at SANRAL, as is practice in Government, only happen through a formal recruitment process that is governed by prescribed minimum qualification requirements in accordance with the recruitment policy. Where cases of irregularity are reported, investigations are conducted and where warranted corrective action is taken.

 

13. SOUTH AFRICA CIVIL AVIATION AUTHORITY (SACAA)

1. The South African Civil Aviation Authority (SACAA) salaries are determined in line with the approved salary scales which are linked to job grades. The scales are benchmarked with the market using remuneration service providers.

2. The scales are broad banded and remuneration may differ based on experience, qualifications etc. however within the appropriate job pay scale.

3. Medical aid is compulsory unless employees can provide proof that they are in their spouse’s medical aid. Currently all employees are covered.

4. The SACAA has no ad hoc promotions. All promotions happen after a proper recruitment process which considers minimum requirements of the job.

NW3071E

Reply:

The Term of office of the board of the Passenger Rail Agency of South Africa (PRASA) came to an end on the 31 July 2017.

Section 49 (2)(b) of the Public Finance Management Act No.1 of 1999 (PFMA) provides that

If the public entity-

(b) does not have a controlling body, the chief executive officer or the other person in charge of the public entity is the accounting authority for that public entity unless specific legislation applicable to that public entity designates another person as the accounting authority.

The legal succession to South African Transport Service Act no 9 of 1989, is silent on this matter. In terms of the above-mentioned section (49 (2)(b) of the PFMA) the Acting Group Chief Executive Officer assumes the role of the Accounting Authority and will therefore sign off the Financial Statements as duly authorized by the PFMA.

Reply:

The Department has representatives in eight entities and has no representatives in the four entities reporting to the Department.

1. The founding legislations of the other four entities do not provide for the Departmental Representative on their Boards.
2. All twelve entities reports quarterly to the Department to keep the Minister abreast on the performance of the Entity.
3. The eight entities whose founding legislations provides for departmental representatives are capacitated with departmental representatives and in instances where the Board’s term expired, a Departmental representative is always nominated when the new Board is appointed.

Reply:

Airports Company South Africa SOC Limited (ACSA)

(1) Restricting public access to the upper and lower roadways will prevent vehicles from gaining easy access to the terminal building, this is measure to enhance security and reduce opportunitistic criminal activities. A case in point was experioenced on the 21st October 2016, when the airport experienced an armed robbery at 09h30, opposite the KFC outlet. This incident occured inside the main passenger terminal building, wherein armed men accosted a staff member from one of the retail stores whilst enroute to bank the takings of the previous evening. The staff member concerned was accompanied by two private security officers whose responsibility was to ptotect the movement of cash. The armed robbers ovepowered the private security officers and dashed off with the suitacse. A get away car was awaiting the criminals outside Piece a Piazza on the upper frontage road. The get away car was parked at the front door of the terminal which enabled the robbers to get away without any difficulity.

The risk of having an improvised explosive device detonated close to the terminal building which may result in a significant disruption to the airport and to the economy is a threat that must be take into consideration, noting the vulnerability of airports on Landside.

Restricted access of the airport frontage roads will further assist the poorly resourced law enforcement agencies with effective managemnt and reduction of illegal touting activities which takes place on a daily basis opn the airport’s frontage roadways. The illeagl touters will be easily identifiable and better managed by all law enforcement agencies.

Restricted access of frontage roads at O.R. Tambo Intrenational Airport is further informed by Amendment 15 to Annex 17 of International Civil Aviation Organisatioon (ICAO) which states that “ this amendment includes a definition of behaviour in relation to the implementation of security controls. It also includes new/revised provisons on Landside Security, behviour detection, innovation in aviation security amd Man-Portable Air Defence Systems (MANPADS).” Annex 17 is attched to this response for ease of reference.

The amendment was adopted on 23rd November 2016, effective on 3rd April 2017 and applicable from 3rd August 2017.

(2). (a) An internal assessment was done by the airport’s industrial engineers as a preliminary study to establish traffic patterns and vehicle counts. This is not a scientific study.

b) The restriction is necessitated by the safety and security requirements and in the interest of the airport users and its employees.

(1) the assessment considered vehicle counts using the roadway in 10 minute intervals during the peak hours in the month of June 2017.

(11) The preliminary traffic analysis is an internal document of the Airports Company of South Africa.

(3) An environmental impact assessment is not required as no major infrastructure changes are being proposed.

(4) whether attention has been given to the impact that the decision will have on traffic flow, particularly the bottleneck that could be caused and that could result in a traffic tailback as far as the R21 freeway;

Currently the traffic already backs up towards the freeway during peak time. We do not foresee this to be exacerbated. The current behavior of the users of the frontage roadways results in severe congestion due to some users parking for extended periods of time thereby preventing other users easy access.

(5) what are the mitigating steps that the relevant authorities will take regarding the (a) traffic flow, (b) deprivation of the comfort in respect of the embarcation and disembarcation of flight passengers, (c) deprivation of the loading and unloading area of parking operators en destruction of their businesses, (d) disadvantagement and/or destruction of any other businesses that depend on the use of the relevant roads and (e) air pollution of queuing cars that have to travel along the side roads of the Airports Company of South Africa (ACSA), including gas emission pollution inside the ACSA parking buildings?

a) ACSA cannot comment on behalf of the ‘relevant authorities’

b) Embarkation and disembarkation can take place in the multi story parking facilities at the airport. This will be of greater comfort and will enhance the safety of passengers.

c) All pick ups and drop off can take place in the multi story parking facility at the airport. the Airports Company of South Africa will embark on fair and transparent process with entities wanting to do business on its property.

d) The use of the public roadway to conduct one’s private businesse will require formal approval from the relevant authorities. Public users that use the airport frontage roaway as a throughfare can use alternate roads instead of the roadways alongside the terminal building.

e) The side roads are opened air roadways that will not be adversely impacted. We do not forsee that there will be an increase in air polution due to the restrcted access of the frontage roaways.

Our parking facilities comply with the design requirements as approved by the relevant municipality. Our parking facilities are not roadways and have to be used a parking facility. Owners of vehicles will be required to switch off their engines once parked.

 

Reply:

Department

Note: Amounts are as at 30 June 2017

(i) Department (a) Breakdown	(b) Valuation	0-3 months	3-6 months	6-12 months	Beyond 12 months
Current Assets
Cash and cash equivalents	28,000	28,000
Advances paid:
Department of International Relations and Cooperation	2,697,000			2,697,000
Northern Cape Provincial Government	631,000				631,000
Government Communications and Information Services	360,000			18,000	342,000
Prepayments:
Taxi scrapping	3,641,000	3,641,000
Claims recoverable:
National Departments	949,000				949,000
Provincial Departments	102,000			63,000	39,000
Public Entities	7,649,000			3,598,000	4,051,000
Recoverable expenditure:
Salary overpayments	206,000			206,000
Staff debt	810,000			213,000	597,000
Other debtors	522,000			320,000	202,000
Non-current assets
Investments:
Shares and other equity:
(aa) Listed	Nil	Nil	Nil	Nil	Nil
(bb) Unlisted:
(aaa) Directly held:
Passenger Rail Agency of South Africa Ltd.	4,248,259,000				4,248,259,000
Airports Company Ltd.	559,492,000				559,492,000
Air Traffic and Navigational Services Company Ltd.	190,646,000				190,646,000
S.A. National Roads Agency Ltd.	1,091,044,000				1,091,044,000

(ii) Department (b) Breakdown	Valuation	0-3 months	3-6 months	6-12 months	Beyond 12 months
Movable Tangible Capital Assets:
Transport assets	5,934,000			2,282,000	3,652,000
Computer equipment	99,104,000			4,890,000	94,214,000
Furniture and office equipment	31,508,000			2,286,000	29,222,000
Other machinery and equipment	5,094,000			1,366,000	3,728,000
Intangible Capital Assets:
Software	65,255,000				65,255,000
eNaTIS software	254,648,000				254,648,000
(bbb) Indirectly held	Nil	Nil	Nil	Nil	Nil
Immovable Tangible Capital Assets
Mthatha Airport	353,434,000				353,434,000

Airports Company South Africa SOC Limited (ACSA)

(a) breakdown of and (b) valuation for current and non-current assets and investments held by

(i) her department and

(ii) each entity reporting to her according to

(aa) listed assets

(aaa) directly held and

(bbb) indirectly held and

(bb) unlisted investments

(aaa) directly held and

(bbb) indirectly held by each of the entities,

in each case breaking the current assets and investments down by 0-3 months, 3-6 months, 6-12 months and beyond 12 months?

Herewith the breakdown requested. From the next page.

Detail per line:

Property and equipment

Investment property

Intangible assets

Investments in subsidiaries

Investment in joint ventures

Investments in associates

Other non-current assets

Inventories

Trade receivables

Investments

ROAD TRAFFIC INFRINGEMENT AGENCY (RTIA)

(ii) RTIA

(a) breakdown of and

(b) valuation for

current held by between 6-12 months

Receivables R57 769 725

Cash and cash equivalents R176 978 094

non-current assets held by beyond 12 months

Furniture & Fittings R1 606 205

Motor Vehicles R1 812 823

Office Equipment R1 115 502

IT Equipment R1 586 750

Leasehold Improvements R20 284

(aa) listed assets

(aaa) directly held There are none

(bbb) indirectly held: There are none

(bb) unlisted investments:

(aaa) directly held There are none

(bbb) indirectly held:

Cross-Border Road Transport Agency (CBRTA)

(ii) The detailed (a) breakdown of and (b) valuation for current and non-current assets and investments held by (ii) the Cross-Border Road Transport Agency according to (aa) listed assets (aaa) directly held and (bbb) There are no assets that are indirectly held and (bb) unlisted investments (aaa) directly held and broken down by 0-3 months, 3-6 months, 6-12 months and beyond 12 months are highlighted in the table below. (bbb) There are no investments indirectly held.

ROAD ACCIDENT FUND (RAF)

(ii) The below table provides a (a) breakdown of the current assets and non-current assets and investments held by the Road Accident Fund as at 31 August 2017:

(aa) listed assets:	(aaa) directly held:	0-3 months:	3-6 months:	6-12 months:	Beyond 12 months:	(b) valuation:
		None
	(bbb) indirectly held:	None
(bb) unlisted investments:	(aaa) direcly held:	Short-term call deposits	None	None	None	R 1,430 038
		Rent-a-captive insurance	None	None	None	R 107, 24
	(bbb) indirectly held:	None

ROAD TRAFFIC MANAGEMENT CORPORATION (RTMC)

Valuation of current assets	Valuation of non-current assets	Valuation of investments	Listed assets	Unlisted investments
N/A. The RTMC has not conducted any valuation of assets.	N/A. The RTMC has not conducted any valuation of assets.	N/A. The RTMC doesn’t have investments	N/A. The RTMC doesn’t have listed investment	N/A. The RTMC doesn’t have unlisted investment

SOUTH AFRICAN NATIONAL ROADS AGENCY LIMITED (SANRAL)

ii) SANRAL’s Non-current and Current assets as per the Annual Report 2016 is as follows:

		2016	2015
	R’000	R’000
Non-current assets	317 047 850	310 441 492
	Property, Plant and Equipment	315 293 978	308 819 013
	Investment Property	1 404 075	1 318 565
	Intangible assets	60 704	44 009
	Investments	289 093	259 905
Current assets	17 808 351	14 926 180
	Trade and Other receivables	7 661 333	4 967 164
	Investments	636 814	452 605
	Non-current assets held for sale	20 096	26 971
	Cash and cash equivalents	9 490 108	9 479 440
Total assets	334 856 201	325 367 672

(aa) Listed investments

SANRAL only invests in listed bonds, which was R636 814 000 for 2016, which are current assets included above and are held for trading.

(aa) Unlisted investments

SANRAL has a Capped Insurance receivable of R289 093 000 for 2016, with a 12 month term, which is a non-current asset included above.

For a further breakdown of the information the member is invited to peruse the Annual Report as stated above or visit SANRAL offices.

Passenger Rail Agency of South Africa (PRASA)

(a) Breakdown and (b) valuation of non-current and current assets, held by (ii) PRASA as below:

(aa) PRASA does not have listed assets

(aaa) directly held or

(bbb) indirectly held.

(bb) PRASA does not have unlisted investments

(aaa) directly held

(bbb) indirectly held

Timeframes as indicated above.

Railway Safety Regulator (RSR)

1. Breakdown and (b) valuation of non-current and current assets held by (ii) Railway Safety Regulator as below

March 2017 unaudited figures

Non-current assets	37,873,539
Property, plant and Equipment	26,970,909
Intangible assets	10,965,630

Current assets	11,300,085
Trade Receivables	10,146,526
Prepayments	562,065
Staff Debt	291,454
Cash and cash equivalent	300,040

 

 

Total Assets 49,173,624

(aa) The Railway Safety Regulator does not have listed assets

(aaa) directly held or

(bbb) indirectly held

(bb) The Railway Safety Regulator does not have unlisted assets

(aaa) directly held

(bbb) indirectly held, in each case breaking the current assets down by

0-3 months R8,881,478

3-6 months R2,418,607

6-12 months Not applicable

beyond 12 months Not Applicable

South Africa Maritime Safety Authority ( SAMSA)

SOUTH AFRICAN MARITIME AUTHORITY
CURRENT AND NON-CURRENT ASSETS
Description	(R'000)
0 to 3 Months	68 684
3 to 6 Months	6 082
6 to 12 Months	2 262
Beyond 12 Months	33 677
TOTAL	110 705

Ports Regulator of South Africa (PRSA)

(a) (ii) Breakdown of assets, (b) (ii) Valuation of current and non-current assets as at 30/06/2017

Current assets		Amount (R) 000
	Receivables	37
	Cash and Cash equivalents	16 110
Non-current assets
	Property, plant and equipment	954
	Intangible assets	38

(b) (ii) Valuation of Investments: (held with Standard bank as at 30/06/2017):

R 15 880 256 (included in Cash and Cash equivalents above) which is in terms of the Treasury Regulations to invest surplus funds. There are no other investments held by the Regulator

(aa) No listed assets

(bb) as above – with Standard bank

Reply:

a) Currently, the Department of Transport does not have any agreement with the Ivory Coast

b) (i) (ii) (c) (d) (e) (i) (ii) Falls away

Reply:

1. Interim requirements have been developed and accepted by the acting CEO of the National Regulator for Compulsory Specifications in accordance with Section 22 (2) (c) of the Legal Metrology Act. The remainder of the question is therefore not applicable.

2. The system is currently undergoing type approval evaluation in accordance with the interim requirements.

Reply:

During the late afternoon of 9 November 2016 flash flooding resulted in sections of the national road network in Gauteng being flooded. SANRAL initiated an investigation by a Specialist Engineering Company for the meteorological, hydrological and hydraulic assessment of the R24/N12, Linksfield and Gillooly’s interchanges to understand the underlying causes of the flooding. A final report was tabled on 12 September 2017 by the investigating Specialist.

The report reflects on the event of 9 November 2016 and explored reasons for the flooding which occurred at specifically three sites (see Figure 1):

• R24/N12 interchange
• Linksfield Road interchange
• Gillooly’s Interchange

Figure 1 – Three main problem areas investigated

It was established that an exceptional rainstorm of 1:200 intensity occurred on 9 November 2016.

From the conducted hydrological and hydraulic analyses the following can be concluded:

• Storm water drainage is a complex phenomenon as the magnitude changes with time and it is a dynamic process where it could be affected by specific conditions up- or downstream.

• The Linksfield interchange flooding can be attributed to the excessive high rainfall resulting in peak floods exceeding the hydraulic capacity of the drainage systems. A blockage at one of the culvert inlets further exacerbated the problem resulting in water overtopping the embankments and spilling onto the N3. The flow phenomenon was interesting and unexpected. In cases where debris however blocks a hydraulic structure flooding can occur.

The median barrier in the case of the N3 flooding probably prevented further loss of life as it prohibited water from crossing the N3 which would have washed vehicles into the Little Jukskei River. It further resulted in the N3 north bound being accessible during the event and providing an escape route.

• The R24/N12 culvert system is inadequate to handle the recommended design flood (1:80). The inlet configuration, changes in catchment area and proximity of the commercial developments all played a role in the problems experienced at this site.

• Various scenarios have been analysed to find a workable solution for conveyance of the floods downstream. The suggested solution would be to provide an additional four 3 X 1.8m culverts underneath the R24/N12 and create a retention/stilling pond upstream, linking the existing channel to the new culvert system. The existing structure underneath the N12 consists of two 1.2 x 3.1m culverts. The situation here is that if the capacity of the culverts under the N12 is increased the houses on the northern side of the N12 is flooded. A rough estimate of the cost of these works is R30 to R40 million.

• Increasing of the capacity of stormwater conduits and the inlets at the Gillooly’s interchange is required to drain water from the freeway. The existing pipe system is made of 600mm diameter pipes and it is proposed to supplement them with a 900mm pipe. This needs to be jacked and a rough estimate of the cost is R4 to R5 million.

The recommendations of this report need to be further detailed and the proposed improvements need to be further developed, including detailed designs before it can be implemented. These improvements should be able to handle a 1:80 year rainstorm.

Reply:

(a) Since the inception of the contract in October 2009, the toll operator has been paid R3 840 million up to August 2017 for toll operational costs. This amount includes the amount of R476 million paid under provisional sums for amongst others, rates and taxes of all properties related to the project, rental costs of customer services centers, purchasing of e-tags, printing of invoices and other correspondence to violators and posting of these invoices. The honorable member is invited to view the monthly information at the offices of SANRAL.

(b) The contractor participated in a tender process during which the contractor provided rates for the provision of services in terms of the requirements of the Contract. These rates are fixed for the contract period and only adjusted for inflation in accordance with the published CPI. At the end of every month, measurement of the quantity of services performed by the contractor takes place. The contractor is then compensated for these services in accordance with the tendered rate. For example the contractor is required to record each toll transaction. The end of month payment will be calculated by multiplying the actual number of toll transactions recorded, with the tendered rate as was provided at the tender stage. Provisional sums are paid in terms of invoices produced e.g. municipal accounts, postage costs, etc. The toll operator therefore does not receive the toll revenue, but is compensated for services provided in terms of tendered rates.

(c) The current e-toll operations contract comes to an end in December 2019 and has an option to be extended for a further 2 years. SANRAL will review its options and the performance of the current contractor before making a decision whether to extend the contract for such an extension or retender.

(d) R645 million.

Reply:

a) On the 19th July 2017 I met with the Minister of Police and the Acting National Commissioner and his team to discuss the state of affairs between the metered taxis and /app-based operators and to propose a more focussed enforcement strategy.

In addition, I met with the MEC for Gauteng Department of Roads and Transport and the MMC’s of the relevant metropolitan municipalities on the 24th July 2017.

Furthermore, I met with the Gauteng Metered Taxi Council, the Concerned Metered Taxi Operators and the app-based operators on the 27th July 2017 in Midrand.

I also arranged a walk-about programme on 11th September 2017 in Sandton to sensitize operators that they must abide by the prescripts of the law which requires them to have a valid operating licence and that there will be no compromise on law enforcement.

b) See a) above.

c) The issues raised by the metered taxi and app-based operators are being addressed in the National Land Transport Amendment Bill which is before the Portfolio Committee on Transport.

Reply:

(a)(b) There are backlogs in the registering and licensing of vehicles.

(i) The court case between the Department and the previous NaTIS contractor resulted in delays with regards to calls logged countrywide. This matter is now resolved with this Department having ownership of the NaTIS and managing processes via the Road Traffic Management Corporation (RTMC).

(ii) The RTMC is working towards resolving all calls logged including that of Mogalakwena Local Municipality. Recently the majority of the printers presenting problems were replaced at Mogalakwena.

(iii) Time frame will depend on the severity and nature of the calls logged. All calls are currently being attended to. The latest report from the Municipality received from the province indicate that all problems have been resolved.

Reply:

Monetary value paid for Rolling Stock and Depot Upgrade number HO/EPMO/023/08/2011:

Transaction Advisers	Tender	Monetary Value of Tender	Amount paid to Transaction Advisor	Transaction Advisory Cost as % of Tender
a) SMEC/Vela VKE	Modernisation of Braamfontein Depot	2 300 000 000	4 363 783
b) GIBB			4 363 783
(c)KPMG			3 888 574
(d)Ledwaba Mazwai			12 540 000
		2 300 000 000	25 156 141	1.09%

Reply:

1 a. Capacity of the NPTR and IT system used to process applications for operating licences

b The Department approved remunerated overtime for officials responsible for the processing of applications for operating licences. The recruitment process for additional staff has been finalised. Additional staff is expected to join the Department from October 2017. The department has also begun with the process of procuring a new Information System.

c i. October – November 2017 for assumption of duty of newly appointed officials

ii. December 2017 for the roll out of the new system.

2. Yes. The Department is exploring the option of creating a mini switchboard for the NPTR.

3. Yes. Measures have been put in place to deal with the backlog as stipulated in 1 (b).

4. Section 57 of the NLTA, 2009 (Act 05 of 2009) empowers the NPTR to impose conditions when disposing applications for operating licences. Any operator that is not satisfied with the conditions or decision of the NPTR has recourse to appeal in a prescribed manner with the Transport Appeals Tribunal.

 

Reply:

With reference to reply on question 1875, please note table link below:

http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW2440TABLE-170915.pdf

Reply:

The following boards were open on 11 June 2017 and closed 25 June 2017

South African Maritime Safety Authority (SAMSA)

Passenger Rail Agency of South Africa (PRASA)

Cross-Border Road Transport (C-BRTA)

Road Accident Fund (RAF)

South African Civil Aviation Authority (SACCA)

The following boards’ applications opened on 27 August 2017 and will close on the 11 September 2017

Road Traffic Infringement Agency (RTIA)

Airports Company South Africa (ACSA)

Reply:

a) R103 is Main Road P1-9 which is 34km long under Inkosi Langalibalele Local Municipality in KwaZulu-Natal

(i) Departmental has been maintaining the road by means of the following activities:

• Verge Maintenance is being done on regular basis;
• Pothole Patching has been done by the Departmental internal team when it is required;

b) i) Main Road P1-9 from km 18 to km 34 is due for Heavy Rehabilitation and design for that section has been approved and project has been added to the KZN Departmental Rehabilitation Business Plan for 2018-19 financial year. The team has started with the compilation of the tender document for the rehabilitation of the section and anticipated to be advertise in November 2017.

   (ii) The construction is anticipated to commence in April 2018 during the 2018-19 financial year and estimated contract duration is 15 months which will take contract to 2019/20 financial year.

c) The project cost estimate is R 120 million for the Rehabilitation of Main Road P1-9 from km 18 to km 34. Contract will be implemented in two financial year (2018-19 and 2019-20)

Reply:

(1)(a) An advert calling for nomination of persons to serve on the Board of the Agency was published in the Sunday Newspaper of the 05 February 2017. Members of the public responded positively and a number of nominations were received.

(b) The Department is currently busy with the shortlisting process and will make appointment in due course.

(2) The term of the Board lapsed on the 31 July 2017 and at the time there were five (5) remaining Board members. The Acting Chief Executive Officer of PRASA, Mr Lindikhaya Zide in terms of Section 49 (2)(b) has assumed the responsibility of the Accounting Authority of the Agency as an interim measure till the recruitment process of the new Board of Control has been finalized.

Section 49 (2)(b) of the Public Finance Management Act, 1999 (Act No. 1 of 1999), provides that:

(1) Every Public Entity must have an Authority, which must be accountable for the purpose of this Act.

(2) If the Public Entity;

a) has a Board or other controlling body, that Board or controlling body is the Accounting Authority for that Entity; or

b) does not have a controlling body, the Chief Executive Officer or the other person in charge of the Public Entity is the Accounting Authority for that Public Entity unless specific legislation applicable to that Public Entity designates another person as the Accounting Authority”.

Reply:

Airports Company South Africa SOC Limited (ACSA)

1. The main object of Airports Company South Africa is the acquisition, establishment, development, provision, maintenance, management, control or operation of any airport of facility or service normally relating to the functioning of an airport. In executing this responsibility, the Airports Company is charged with the ensuring safety and security at all its airports. The frontage roads (upper and lower roadways) at O.R Tambo International Airport have been identified as a risk in that it provides easy access for criminals and illegal activities that threaten the safety and security of our airport and its passengers and stakeholders. This road is governed by the national road traffic act and is under the domain of the Ekurhuleni metropolitan municipality. We are in discussion with the metro on our position to restrict access to these roadways primarily to curb the existing safety and security concerns i.e. Cash in transit robberies, theft of passenger belonging and illegal touting.

2. Not all airports are effected. The risks and threat levels are significantly different for O.R Tambo International Airport. (a) Each airport will assess its own risks. (b) each airport will be responsible to implement mitigation measures to either control or erracate the risk

3. reastricted road access. This road is under the juristriction of the Ekurhuleni Metroppolitian municipality. The municipality is charged with this legal responsibility. The management of O.R Tambo International Airport has riased its concerns and suggested that the airport controls the access and egress onto the airport frontage roads.

Reply:

Department

(a)(i) Department did not provide any sponsorship.

Cross-Border Road Transport Agency

1. the (ii) CBRTA did not spend any amount on sponsorships in the (aa) 2014-15, (bb) 2015-16 and (cc) 2016-17 financial years.
2. and (c) Not Applicable

Road Accident Fund

(a)(ii) The Road Accident Fund (RAF) spent the following amounts on sponsorships in:

(aa) 2014-15,	b) the relevant details in each case are:	(c) the criteria that were used to spend the respective amounts on sponsorships were the following:
R5 000 000	sponsorship of the Cape Town Jazz Festival comprising of the RAF obtaining exhibition rights at the festival i.e. the RAF exhibiting its full service offering, educating the public on how to lodge a claim directly with the RAF, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks, and the RAF branding the allocated exhibition area. The sponsorship showcased the RAF’s product service offering to the affluent masses that attend this event since it has a massive following with year on year growth;	sponsorships were selected where opportunity existed for further brand building and which allowed the RAF to deliver on its mandate; sponsorship opportunities that targeted the broader spectrum of the South African road user market (across all segments) were leveraged upon; and sponsorships that offered effective platforms to educate the public of the RAF’s full service offering bouquet; promote direct claims, and promote road safety were explored. Due to ongoing cost containment measures the RAF is not entering into any new sponsorship agreements.
R1 436 400	sponsorship of the Comrades Marathon comprising of the RAF having second tier sponsorship rights for the Comrades Marathon and having sole branding rights to the halfway mark. This in addition also involved the RAF having broadcast rights on the race day through various TV broadcast elements on SABC 2 channel. As a second tier sponsor the RAF obtained exhibition rights at the Comrades Marathon exhibition i.e. both at the ICC and the airport allowing it to exhibit its full service offering, educating the public on how to lodge a claim directly with the RAF, promoting the safe use of roads amongst runners, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition areas. The RAF obtained branding exposure at the finish line through crowd banner advertising also. This is a sponsorship to showcase the RAF’s product service offering to the masses as the event has a massive following with a year on year growth;
R855 000	sponsorship of the Two Oceans Marathon comprising of the RAF obtaining broadcast rights on race day on television in addition to the RAF obtaining exhibition rights at the event i.e. the RAF exhibiting its full service offering, educating the public on how to lodge a claim directly with the RAF, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition area. This is a sponsorship to showcase the RAF’s product service offering to the masses as the event has a massive following with a year on year growth;
R974 700	sponsorship of the Cape Argus comprising of the RAF obtaining exhibition rights at the festival i.e. the RAF exhibiting its full service offering, educating the public on how to lodge a claim directly with the RAF, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition area. This is a sponsorship to showcase the RAF’s product service offering and promote road safety amongst the affluent sector of the road user market. The event has a massive following;
(bb) 2015-16
R6874.20	sponsorship of the Gauteng Motor Festival comprising of the RAF obtaining exhibition rights at the event i.e. the RAF exhibiting its full service offering, educating the public on how to lodge a claim directly with the RAF, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition area. This is a sponsorship to educate motorists on road safety consciousness who are one of the primary target market of the RAF as outlined on its market segmentation model;
R1 585 740	sponsorship of the Comrades Marathon comprising of the RAF having second tier sponsorship rights for the Comrades Marathon and having sole branding rights to the halfway mark. This in addition also involved the RAF having broadcast rights on the race day through various TV broadcast elements on SABC 2 channel. As a second tier sponsor the RAF obtained exhibition rights at the Comrades Marathon exhibition i.e. both at the ICC and the airport allowing it to exhibit its full service offering, educating the public on how to lodge a claim directly with the RAF, promoting the safe use of roads amongst runners, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition areas. The RAF obtained branding exposure at the finish line through crowd banner advertising also. This is a sponsorship to showcase the RAF’s product service offering to the masses as the event has a massive following with a year on year growth;
R61873.50	sponsorship of the Rand Easter Show comprising exhibition rights at the show i.e. the RAF exhibiting its full service offering, educating the public on how to lodge a claim directly with the RAF, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition area. The RAF was given a platform to have an experiential driving simulator to raise awareness amongst show attendants on issues around texting and driving etc. being disruptive to drivers. This is a sponsorship to showcase the RAF’s product service offering to the masses as the event has a massive following with a year on year growth;
(cc) 2016-17 financial years
R50 000	sponsorship of the Tembisa Marathon comprising of the RAF branding the race with crowd banners and the RAF obtaining exhibition rights at the festival i.e. the RAF exhibiting its full service offering, educating the public on how to lodge a claim directly with the RAF, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition area. This is a sponsorship to showcase the RAF’s product and drive road safety education to the masses of athletes at the bottom tier of the market;
R28 500	sponsorship of the South African Medical Association comprising of the RAF having exhibition rights to event and conducting a presentation educating the delegation on the RAF mandate. The RAF exhibited its full service offering, educating the public on how to lodge a claim directly with the RAF, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition area. This is a sponsorship partnership to educate on the RAF mandate and where the organization is headed;
R1 735 080	sponsorship of the Comrades Marathon comprising of RAF having second tier sponsorship rights for the Comrades Marathon and having sole branding rights to the halfway mark. This in addition also involved the RAF having broadcast rights on the race day through various TV broadcast elements on SABC 2 channel. As a second tier sponsor the RAF obtained exhibition rights at the Comrades Marathon exhibition i.e. both at the ICC and the airport allowing it to exhibit its full service offering, educating the public on how to lodge a claim directly with the RAF, promoting the safe use of roads amongst runners, distribution of service offering flyers, the RAF’ staff engaging attendants and assisting them with claims status checks and the RAF branding the allocated exhibition areas. The RAF obtained branding exposure at the finish line through crowd banner advertising also. This is a sponsorship to showcase the RAF’s product service offering to the masses as the event has a massive following with a year on year growth;

Road Traffic Infringement Agency

1. (ii) RTIA:

(aa) 2014-15: R13,440.47

bb) 2015-16: RNIL

(cc) 2016-17: R 10,964.23

1. relevant details and

(b) (aa) Sponsorship for the Department of Transport sports activities undertaken for recreational purposees.

(b) (cc) Sponsorship for David Motloung air plane ticket to the Netherlands.

1. Request was made and warded based on the merits

Road Traffic Management Corporation

1. the (ii) RTMC did not spend any amount on sponsorships in the (aa) 2014-15, (bb) 2015-16 and (cc) 2016-17 financial years.
2. and (c) Not Applicable

South African National Roads Agency Limited

1. (ii)

aa) 2014/2015

(b) Details Sponsorship	(aa) Value of sponsorship	(c) Criteria
International Math Olympiad	R 1 000 000.00	The IMO was hosted in Cape Town in July 2014, for the first time on African soil. The IMO is a problem-solving contest for high school students. The competition brings together the cream of the crop of high school learners from more than 100 countries and five continents to compete in the premier global mathematical competition. The event was endorsed by the Department of Basic Education and the Department of Science and Technology of the Republic of South Africa. By hosting a successful IMO and ensuring South African students excel in the competition, the country will be sending out the message to the rest of the continent that there is hope that Africa can measure up to international standards in the mathematical world by producing the next generation of mathematicians.
Ecological Award	R89 500.00	There are very few environmental focused initiatives carried out in this large scale. In order to address SANRAL’s environment communications pillar, the participation in the awards allowed SANRAL naming rights to the award, branding and SANRAL was included in all PR activities as well as social media initiatives.

(bb) 2015 - 2016

(b) Details Sponsorship	(aa) Value of sponsorship	(c) Criteria
Ecological Award	R100 000.00	There are very few environmental focused initiatives carried out in this large scale. In order to address SANRAL’s environment communications pillar, the participation in the awards allowed SANRAL naming rights to the award, branding and SANRAL was included in all PR activities as well as social media initiatives.
Sponsorship of staff members comrades running kit	R4 243.75	The staff member was equipped with SANRAL and e-toll branded running kit to create greater awareness. The staff member approached SANRAL with this request as he is a proud brand ambassador of SANRAL and its projects.
Heuningvlei School bags	R34 413.75	As part of SANRAL’s Western Cape Imbizo, stationery was collected from all its suppliers and service providers at the Imbizo and sponsorship was offered to the region to purchase the school bags of the children in Northern Cape.
Laptops for EFATA School for the Blind in Mthatha	R68 400.00	SANRAL donated laptops to the school for the Blind Mthatha, off the R61 near the SANRAL project, as part of SANRAL’s outreach campaign. SANRAL donated 5 x Desktop Computers and speakers, including Windows Software, and a day of training.
Robotics programme in Waterkloof High School	R50 000.00	The Robotic programme is linked to Math education and basics of engineering.
School Quiz competition sponsorship of prize money	R49 875.00	SANRAL ran an outreach programme between schools in the Mpumalanga and North West areas with the winning schools awarded prize money towards their science and Math requirements. Sibusisiwe High School winner (Mpumalanga), Runners-up: Masitakhe Secondary School (Mpumalanga) and Barolong High School (North West).
Sponsorship of Blankets	R11 001.00	The sponsorship was part of an initiative by the DOT, as a result of the tragic fires in Plastic view township, where the residents lost their belongings during winter.
Sponsorship of school shoes	R19 540.00	School shoes were donated as part of an initiative by DOT.
Grocery packs	R67 097.04	Grocery packs were donated to communities as an initiative by the DOT.
Impumelelo Education Trust Event - Mpumalanga	R27 502.50	Career exhibition for the children in Mpumalanga. SANRAL assisted in sponsorship as well educating the children about its scholarship and bursaries.
SAICE Bridge Building Competition	R57 000.00	The competition involves schools throughout SA, Zimbabwe and Swaziland. Assists with building the careers with our youth and encouraging them to take math and science and entice them to study civil engineer which is part of the scares skills in SA. SANRAL gets the opportunity to brand at the event as well as on the logo is on the marketing collateral which then showcases SANRAL as one of the sponsors.

cc) 2016/2017

Details Sponsorship (b)	Value of sponsorship  (aa)	Criteria
Ecological Award	R100 000.00	There are very few environmental focused initiatives carried out in this large scale. In order to address SANRAL’s environment communications pillar, the participation in the awards allowed SANRAL naming rights to the award, branding and SANRAL was included in all PR activities as well as social media initiatives.
CEO sleep out	R100 000.00	The CEO sleep out took place on the Nelson Mandela Bridge, the aim was an opportunity for CEOs of corporations and organisations to make people aware of the plight of street children.
Robotics programme in Waterkloof High School	R50 000.00	The Robotic programme is linked to Math education and basics of engineering.
Grocery packs	R67 144.00	Grocery packs were donated to communities as an initiative by DOT.
SAICE Bridge building competition	R57 000.00	The competition involves schools throughout SA, Zimbabwe and Swaziland. Assists with building the careers with our youth and encouraging them to take math and science and entice them to study civil engineer which is part of the scares skills in SA. SANRAL gets the opportunity to brand at the event as well as on the logo is on the marketing collateral which then showcases SANRAL as one of the sponsors.

(c) SANRAL evaluated each sponsorship request on its individual merits linked to SANRAL's objectives, communication pillars of operation and the spatial proximity of SANRAL projects.

Ports Regulator Of South Africa (PRSA)

(ii) The Ports Regulator did not spend any funds for sponsorships in the (aa) 2014/15, (bb) 2015/16, and (cc) 2016/17 financial years. (b) not applicable. (c) not applicable.

South African Maritime Safety Authority (SAMSA)

The table below depict the amount South African Maritime Authority (SAMSA) spent on sponsorships in the past three financial years.

The sponsorship was made towards an annual event named the South African Oceans Festival. SAMSA, in collaboration with a private company - Worldsport South Africa, provided sponsorship for the Cape Town stopover of the Volvo Oceans Race. This was aimed at raising the Authority’s profile within the maritime industry and was targeted at both local and international stakeholders.

SPONSORSHIPS: SOUTH AFRICAN MARITIME AUTHORITY (SAMSA)
Description	2014/15	2015/16	2016/17
Actual Spending	1 140 000	-	-

Passenger Rail Agency of South Africa (PRASA)

(aa)R17 069 076, 24

(bb) 2015-16 R10 691 097, 09

and (cc) 2016-17 financial years,

R1 635 934, 95

(b)

• CSI: R12 376 303.84
• Corporate Sponsorship: R4 692 772.40

2015/16

• CSI: R2 294 900
• Corporate Sponsorship: R8 936 197.09

2016/17

• CSI: R909 934, 95
• Corporate Sponsorship: R726 520.00

(c) There is a CSI and sponsorship policy that is used as a criteria, i.e.

1. Commercial sponsorship:

• PRASA sponsored commercial initiatives with a high return on investment, maximizing publicity of our brand, recognition and association of the brand/s
• Contributed to increasing sales and loyalty to the brand/s and services
• Actively targeted new customers and educated them about the unique benefits to be gained by using the services
• Communicated directly to our target audience, by proactively combining other elements in our marketing mix
• Visibly associated with prestigious events

1. CSI/ Goodwill projects:

• CSI projects were based on requests PRASA receives
• PRASA supported goodwill projects in communities in and around our operational areas
• Sought initiatives that increase contact with commuters and surrounding communities to encourage
  • Ownership and protection of assets by the community
  • Interaction with commuters and community by the leadership of the Agency.
  • Targeted events and initiatives at stations, corridors and communities
• Supported initiatives in partnership with local municipalities in areas where PRASA operates to improve the conditions of those communities

Airports Company South Africa SOC Limited (ACSA)

(a)

(aa) 2014-15: R39.6m

(bb) 2015-16: R41.2m

(cc) 2016-17: R38.8m

(b) All financial years fell within the budget allocated.

(c) ACSA has aligned its SED Programmes to the 2030 National Development Plan (NDP) priorities. The following priority goals of the NDP have been adopted by the company, as they relate to the company’s SED focus areas:

• Economy and Employment

• Environmental Sustainability and Resilience

• Improving Education, Training and Innovation

• National Building & Social Cohesion

SED contributes 1% of NPAT to transformation, however ACSA is already spending 2% of NPAT towards socially and economically transforming societies within which our Airports exist through entrepreneurship, poverty alleviation programmes, youth development, empowerment of people with disability, women empowerment; skills development and IT infrastructure development in rural schools.

Air Traffic and Navigation Services SOC Limited (ATNS)

South African Civil Aviation Authority (SACAA)

(a), (i), Not applicable, (a) (ii), all sponsorships by the South African Civil Aviation Authority (SACAA) are guided by the organisation’s Sponsorship Policy, and Corporate Social Investment priorities, which are:

• Aviation related projects, including projects which support innovation within the industry;
• Transformation projects, e.g. career awareness, bursaries; etc.;
• Environmental protection initiatives; and
• Community development projects aligned with national imperatives.

FINANCIAL YEAR	AMOUNT	RELEVANT DETAILS	SELECTION CRITERIA
(aa) 2014/2015	R74 823	Thirty (30) packs of groceries were donated to destitute families in the Prixley Ka Seme District area on 18 December 2014.	Community development projects aligned with national imperatives.
	R32 450	The SACAA sponsored a luncheon hosted on 12 December 2014 for 90 elderly women from Dipuo Difedile Centre situated in Soweto.	Community development projects aligned with national imperatives.
	R21 000	A cash donation of R21 000 was donated to Mayday-SA to fund its helpline.	Aviation related projects.
	R75 000	The SACAA purchased a sponsorship package offered by Air Traffic Navigation Services (ATNS) for its Avi-Afrique Summit.	Aviation related projects.
	R48 592	23rd ACI African Region Annual Assembly, which took place on 10-14 October 2014. The SACAA purchased a Silver Sponsorship package.	Aviation related projects.
	R30 000	The SACAA sponsored an Aviation Camp, which was part of the Girl Fly Programme. This took place from 6 – 11 October 2014.	Aviation transformation related projects.
	R100 000	Safety First Campaign, which is a campaign aimed at promoting superior airmanship. The campaign is a partnership supported by various stakeholders including the SACAA and Aeroclub of South Africa.	Aviation related project
Total for 2014/2015 FY	R381 865
(bb) 2015/2016	R106 335	50 Grocery hampers were donated to child-headed households in Perdekop, Carolina, Elukwatini, Koopleagte, Bergville, and Luganda on 18 December 2015.	Community development projects aligned with national imperatives.
	R12 368	50 pairs of school shoes were donated to child-headed households in Perdekop, Carolina, Elukwatini, Koopleagte, Bergville, Luganda and 18 December 2015	Community development projects aligned with national imperatives.
	R20 000	Sponsorship of Aeroclub’s 95th birthday celebrations	Aviation related projects.
	R1 400	Sponsoring of artwork to design the logo and leatherhead for Wonders of Aviation.	Aviation related projects.
	R20 000	MayDay-SA sponsorship	Aviation related project.
	R100 000	Safety First Campaign, which is a campaign aimed at promoting superior airmanship. The campaign is a partnership supported by various stakeholders including the SACAA and Aeroclub of South Africa.	Aviation related project
Total for 2015/2016 FY	R260 103
(cc) 2016/2017	R318 530	The SACAA sponsored the training for members of the South African Network for Women in Transport. The training took place in all 9 provinces from 30 June to 15 August 2016, and focused on supply chain processes and tendering.	Transformation initiative.
	R71 400	60 learners from five rural districts of Mpumalanga were transported for a tour of the OR Tambo International Airport, the SACAA, and the Air Traffic and Navigation Services air traffic control tower on 29 June 2017.	Transformation initiative.
	R25 000	The SACAA sponsored the SAASMA Conference, which was attended by Aviation Medical Doctors and was hosted between 28 and 31 July 2016.	Aviation related projects.
	R26 365	Sponsorship towards a Youth and Career Development programme event held in Perdekop on 25 March 2017	Transformation initiative.
	R139 435	Donation of 100 Grocery hampers for child-headed households in Perdekop, Perdekop, Carolina, Elukwatini, Koopleagte, Bergville, and Luganda, held in December 2016.	Community development projects aligned with national imperatives.
	R30 000	Sponsorship of Aeroclub Airweek which took place in the Free State province.	Aviation related projects.
	R100 000	The SACAA purchased a sponsorship package offered by Air Traffic Navigation Services for its Avi-Afrique Summit.	Aviation related projects.
	R274 785.60	A Community Corporate Social Investment initiative whereby the SACAA partnered with other national transport entities to upgrade the conditions of a dilapidated school hostel in Tosca.	Community development projects aligned with national imperatives.
	R100 000	Safety First Campaign, which is a campaign aimed at promoting superior airmanship. The campaign is a partnership supported by various stakeholders including the SACAA and Aeroclub of South Africa.	Aviation related project.
Total for 2016/2017 FY	R1 085 515.60

Reply:

Department

Financial year	2016/17	2015/16	2014/15
(a)(i) Number of consultants used by Department	64	64	63

(b) Reasons for using the services of consultants for the Department:

Consultants were used to maintain the Electronic National Traffic Information System (eNaTIS), to scrap taxis, to oversee provincial road maintenance, to render oil pollution prevention services, to perform feasibility studies and to develop plans, strategies, policies and legislation.

Financial year	2016/17	2015/16	2014/15
(c) Budget allocations for Department	R256,125,000	R325,807,000	R437,897,000
(d) Actual costs for Department	R443,607,000	R308,394,000	R718,486,000
In 2016/17 and in 2014/15 the actual costs exceeded the final budget allocations because the cost of maintaining the eNaTIS was unfunded.

Cross-Border Road Transport Agency

(a) (ii) (b), (c) and (d)

YEAR	(a) NUMBER	(b) REASON	(c) BUDGET	(d) ACTUAL COST
2014/15	9	Conducting market research on routes for the developing of market access regulation tool	R 2 953 149.77	R 1 122 279.60
		Development of regulations for the Electronic Route Adherence Control	R 132 659.70	R 50 414.40
		Interpretation services	R 63 152.85	R 23 999.85
		Actuarial valuation of post-retirement medical benefit	R 72 510.45	R 27 556.00
		Development of SMME Capacity building Initiatives	R 2 156 541.10	R 819 546.00
		Conducting independent customer satisfaction survey	R 899 933.69	R 342 000.00
		Legal Opinion	R 28 994.05	R 11 018.55
		Conducting of forensic investigations	R 3 193 103.09	R 1 213 468.58
		Transcription Services	R 4 955.30	R 1 883.16
		TOTAL	R 9 505 000.00	R 3 612 166.14
2015/16	9	Transcription services	R 245 780.97	R 18 372.21
		Conducting of forensic investigations	R 599 429.01	R 44 807.52
		VIP Integration into Pastel Evolution	R 406 051.69	R 30 352.50
		Payroll consulting	R 169 128.87	R 12 642.44
		Disciplinary Hearing Chairperson	R 683 184.09	R 51 068.24
		Piloting and implementation of SMME Capacity building initiatives	R 5 719 037.84	R 427 500.00
		Development of electronic adherence route adherence control regulations	R 931 821.90	R 69 654.00
		Development of Business Continuity Plan	R 640 532.24	R 47 880.00
		Translation services	R 10 033.39	R 750.00
		TOTAL	R 9 405 000.00	R 703 026.91
2016/17	9	Facilitation of Board Strategic Planning session	R 168 553.63	R 136 782.90
		Development of CoBit 5 ICT governance frameworks	R 498 981.11	R 404 928.00
		Transactional Advisor for the new permit issuance system	R 240 926.96	R 195 514.56
		Development of Intranet	R 55 078.39	R 44 696.65
		Actuarial valuation of post-retirement medical benefit	R 18 431.08	R 14 957.00
		Conducting Job Evaluations and benchmarking	R 160 005.48	R 129 846.00
		Conducting forensic investigations	R 221 790.33	R 179 985.00
		Payroll consulting	R 33 872.67	R 27 488.00
		Translation services	R 2 360.35	R 1 915.45
		TOTAL	R 1 400 000.00	R 1 136 113.56

Road Accident Fund

REPLY

(a)(ii) The Road Accident Fund (RAF) used the following consultants[1] in the past three financial years:	(b) the reason for using the services of consultants in each instance was that the RAF either lacked capacity and, or, expertise to deliver the required services,	(c) the budget allocation in each case is set out below:	(d) the actual cost incurred in each case is set out below:
Bytes People Solutions (Pty) Ltd		1,847,789.52	2,072,176.13
Edward Nathan Sonnenberg		110,236.53	110,236.53
Routledges Modise Incorporated		21,250,000.00	20,365,623.51
MFI Data & Networking Solution		579,347.10	579,347.10
Lindsay Keller Attorneys		685,323.81	685,323.81
Price Waterhouse Coopers Incorporated		188,939.27	563,972.82
CA Young Waardasies		66,316.65	66,316.65
Dyason Attorneys		76,438.01	76,438.01
Gildenhuys Lessing Malatji Inc		62,899.68	62,899.68
KPMG Services (Pty) Ltd		3,321,000.00	1,481,463.08
21st Century Pay Solutions		168,036.00	168,036.00
Deloitte & Touche		13,711,128.72	13,885,109.68
Gobodo Forensic Accounting		18,756.59	18,756.59
Maserumule Incorporated		2,600,000.00	2,099,296.97
South African Board For Personnel		167,037.76	167,037.76
Ernst & Young Advisory Services		5,527,854.42	10,300,791.16
P-E Corprate Services SA		171,233.70	171,233.70
Gijima Holdings (Pty) Ltd		7,185,726.77	7,185,726.77
ICAS Employee and Organisational Enhancement Services		3,965,225.30	1,413,341.28
Independent Actuaries and Consultants		305,558.85	149,501.09
Bereau for Economic Research		500,000.00	39,672.00
Price Waterhouse Coopers Incorporated		4,105,238.68	2,605,192.42
Webber Wentzel		10,000,000.00	7,623,235.92
C2C Valuations CC		25,080.00	25,080.00
Bowman Gilfillan		160,092.49	160,092.49
Empowerdex Northern Regions (Pty)Ltd		209,109.00	209,109.00
Corporate Valuations CC		6,230.05	6,230.05
True South Actuaries & Consultants		7,824,401.30	6,173,690.33
Mothle Jooma Sabdia Incorporated		130,092.61	130,092.61
Ashreq Environmental Occupational		395,119.27	395,119.27
Rain Chartered Accountants (Pty) Ltd		500,000.00	143,301.42
South African Reward Association		41,295.00	41,295.00
SD Snyman t/a Rebel Documents		9,192.00	9,192.00
Alexander Forbes Financial Services		3,254,110.00	3,102,624.00
Sizwe Ntsaluba Gobodo Inc		4,107,647.04	3,485,260.12
Core Focus (Pty) Ltd		18,146,300.60	10,542,313.02
Resolve Solution Partners(Pty)Ltd		26,238,181.76	8,969,162.04
Wolters Kluwer Tax and Accounting		432,649.38	432,649.38
NBC Holdings (Pty) Ltd		2,735,000.00	2,520,000.00
Forensic Document Consultants		300,000.00	1,938.00
Perfect Transcriber		6,883.00	6,883.00
Performanta Technologies (Pty)Ltd		1,841,684.82	1,841,684.82
Lineran (Pty) Ltd		232,200.00	232,200.00
Matshekga Labour Consultants		500,000.00	194,218.50
Grant Thornton Verification Service		202,350.00	202,350.00
A Khan t/a Anisa Khan Attorneys		32,465.00	32,465.00
Masipa Incorporated Attorneys		1,350,000.00	1,199,232.72
Advanced Risk Solution 10000 (Pty) Ltd		500,000.00	253,880.00
Astute Advisory CC		21,386,400.00	21,218,644.42
Ravuku Strategic Dispute Resolution		500,000.00	488,500.00
Indyebo Incorporated (Pty)Ltd		1,500,000.00	1,368,622.88
Qina And Sekhabisa Incorporated Attorneys		1,669,408.68	1,099,394.11
Ez Trade 112 Cc t/a Just PC's		11,400.00	11,400.00
Diale Mogashoa Inc t/a Diale Mogashoa		31,464.00	31,464.00
Growth In Motion (Pty)Ltd		462,099.00	462,099.00
Edge Forensic And Risk Consultant		362,520.00	362,520.00
Govindasamy, Ndzingi & Govender Inc		241,199.26	241,199.26
Crosscheck Information Bureau (Pty) Ltd		250,000.00	250,000.00
Dwarika, Naidoo and Company		3,000,000.00	156,384.00
FCB Africa (Pty) Ltd		6,212,190.60	6,747,132.41
Baclan Energy (Pty) Ltd		4,098.30	4,098.30

1. In this response the term “consultant” used in the question is interpreted to have the meaning assigned to the term by the National Treasury, .i.e. “a professional person appointed to provide technical and specialist advice or to assist with the design and implementation of projects and/or programs.” Accordingly, other service providers who do not meet the aforementioned definition are excluded.

Road Traffic Infringement Agency

(a) number of consultants have been used (ii) each entity reporting to him:

(b) are the reasons for using the services of consultants,

(c) the budget allocations and

(d) are the actual costs incurred in each case respectively?

Road Traffic Management Corporation

Please see response below:

South African National Roads Agency Limited

2014/15 = 104

2015/16 = 102

2016/17 = 116

2014/15 = R 1 275 124 727

2015/16 = R 1 503 036 446

2016/17 = R 1 777 223 195

2014/15 = R 1 127 245 893

2015/16 = R 1 202 029 289

2016/17 = R 1 601 028 593

Airports Company South Africa SOC Limited (ACSA)

2014/2015	2015/2016	2016/2017
139	83	67

(c) & (d) Budget Allocations and actual costs

	2014/2015	2015/2016	2016/2017	Total
Budget	R94 560 169	R87 500 331	R76 385 640	R258 446 140
Actual	R69 744 073	R80 351 807	R89 727 542	R239 823 421

Strategic

Tactical

Operational

Operational (continued)

Air Traffic and Navigation Services SOC Limited (ATNS)

Reply IT Consulting Services
Year	Consultant	Services Procured	Cost	Justification	Additional comments
2014/15	Bayajula	Business Process Mapping	R 3, 000, 000	To complement existing staff to ensure company-wide business processes were mapped in the allotted time	This was a once-off engagement
2015/16	Knowledge Integration Dynamics	Facilitation of workshops and development of specification for an enterprise Business Intelligence/Market Intelligence platform	R120 000	ATNS did not have the experience to conduct these workshops and extract appropriate requirements from users in relation to Business Intelligence/Market Intelligence area	This was a once-off engagement. The company did not tender for the work by virtue of having assisted in developing the specification
2015/16	KnowMax for IKM	Facilitation of knowledge management champions workshop	R 50 000	External expert facilitators were required to assist drive buy-in	This was a once-off engagement
2015/16	Aptronics	Provide IT network assessment services	R 140 000	There were network issues that were hampering the successful installation of data storage equipment.	This was a once-off engagement
	IT does however sign support and maintenance agreements with service providers from which we have procured IT systems or they may have assisted us with the roll-out of IT systems for which they are accredited by the original equipment manufacturer (OEM) to implement and support. These support and maintenance agreements allow us to access critical support services from these service providers whenever there are system malfunctions that cannot be resolved by internal IT staff and also to allow service providers to cover for critical resources whenever they take planned leave.

Ports Regulator of South Africa (PRSA)

Financial year	Consultant	Services received (b)	Budget ( c)	Actual costs (d)
2016/17	Meridiam Economics	Asset Valuation project for NPA assets	2 000 000	1 915 086
2014/15	KPMG	Development of Finance policies and procedures	55 900	33 141

South African Maritime Safety Authority (SAMSA)

The table below depicts the amount spent by the South African Maritime Authority (SAMSA) on use of consultants in the past three financial years.

The services of consultants were mainly used in providing ICT services in areas where SAMSA did not possess the necessary skills and expertise as well as where there was not adequate capacity internally. This is being addressed by beefing up (as evident from a reduction in actual expenditure) internal capacity with a view to ensure that these services are being provided internally within the Authority.

South African Civil Aviation Authority (SACAA)Not applicable, (ii), (b), (c), (d), the South African Civil Aviation Authority has fully implemented National Treasury Cost Containment measures regarding the use of consultants as set out in National Treasury Instruction 01 of 2013/14 as well as National Treasury Instruction 02 of 2016/17. The services of consultants during the past three financial years is as follows.

Railway Safety Regulator (RSR)

2014/15 Financial Year

(a)(ii) The total number of consultants used is 23.

(b) The services provided were:

Amount (R)	Services
54 475,00	Investigations
387 673,77	Engineering Consultant
423 669,60	Strategic planning Facilitators
496 675,20	MQS project
74 100,00	Strategic Plan Facilitators
19 950,00	Litigation costs
213 801,70	Engineering services- BOI Investigation
83 363,25	Pastel service consultant
572 280,00	Transactional advisor
61 978,00	Pastel Consulting and services
440 462,62	Legal advice
99 412,00	Legal advice
24 775,51	Legal Opinion
128 554,00	Legal Opinion
236 678,50	Legal Opinion
699 783,30	Drafting of a Rail regulation- Security
629 999,34	Drafting of a Rail regulation- Safety Critical Grades
363 438,02	Legal services- Board Of inquiry Investigation
230 281,75	Engineering services- BOI Investigation
239 670,40	Engineering services- BOI Investigation
6 726,00	Salary Surveys
177 803,77	Chairing Disciplinary Proceedings
240 996,00	HR Support
5 906 547,73

(c) The budget allocated for professional fees which are inclusive of consultancy fees for the financial year was R17 134 472, 52.

(d) The Actual costs incurred for consultancy services during the financial year amounted to R5 906 547, 73.

2015/16 Financial Year

(a ii) The total number of consultants used is 56.

(b) The services provided were:

	2015-2016
Amount	Services
513 082,62	Leadership Allignment
221 318,39	Rail expert consultant
715 213,20	Management Quality Services
602 156,00	ICT Assessment Report
1 138 534,50	Development of RSR Value Culture
127 791,72	Facilitators Board Strategic Session
94 962,00	Investigation- misconduct
20 822,92	Engineering services- BOI Investigation
101 368,90	Ict Project Management
186 213,30	Pastel Consulting
512 436,00	ICT Assessment Report
246 753,00	Facilitator for Risk Management Training
99 636,00	Strategy Facilitators
457 368,00	Threat and Risk Assessment
1 088 700,00	Risk Management Services
124 420,04	Engineering services and Project
1 993 904,63	Development of the High Speed Rail Standard
547 120,00	Economic impact Analysis on the asset maintenance of railway stock
581 135,41	Engineering services- BOI Investigation
694 260,00	Engineering services- BOI Investigation
441 539,95	Cost Benefit Consulting
742 539,80	Engineering services- Signalling Assessment
116 109,00	Development of a Fatigue Management Standard
822 401,13	Drafting of Rail Regulations
616 500,00	Drafting of Rail Regulations- Rail Reserve Management
76 721,20	Legal Support
345 108,00	Legal Support
226 800,00	Legal Services- Board of Inquiry
48 367,50	Legal Support
1 286 000,00	Research and Drafting of Regulations
1 000 688,50	Legal Support
27 000,00	Chairing of disciplinary Hearings
1 196 538,00	Legal support
68 500,00	Draft Regulations
60 131,00	Legal Support
77 753,33	Draft Regulations
239 400,00	Engineering services- BOI Investigation
229 297,54	Auditing Services- Board of Inquiry
366 624,00	Engineering services- BOI Investigation
304 500,00	Legal Services- Board of Inquiry
609 440,00	Engineering services- BOI Investigation
510 670,00	Engineering services- BOI Investigation
329 360,00	Legal Services- Board of Inquiry
190 836,00	Engineering services- BOI Investigation
219 840,00	Engineering services- BOI Investigation
926 991,60	Legal Services- Board of Inquiry
101 500,00	Legal Services- Board of Inquiry
96 957,00	Legal Services- Board of Inquiry
60 876,00	Legal Services- Board of Inquiry
975 327,00	HR Support
478 800,00	Organisational Alignment
396 262,29	Chairing Disciplinary Hearing
109 760,00	Pension Fund Advisors
34 200,00	Development of RSR Equity Plan
27 034,48	Disability Accessibility Audit for RSR
42 813,84	Caseware training and consulting
23 470 383,79

(c) The budget allocated for professional fees which are inclusive of consultancy fees for the financial year was R38 462 471.00

(d) Actual costs incurred for consultancy services during the financial year amounted to R23 470 383,79

2016/17 Financial Year

(a ii) The total number of consultants used is 35.

(b) The services provided were:

Amount	Services
704 919,00	Management Quality Services
1 177 881,27	Strategic Thinking Projects
498 000,00	Safety Culture Training
431 500,00	Executive leadership coaching
421 800,00	ICT Forensic investigations
521 048,06	Value Coaching
178 489,96	Establishment of the Pre-Audit unit
132 525,00	Board Evaluation
30 995,12	Board Induction Workshop
123 120,00	Legal Opinion
403 616,47	Risk vulnerability Assessment
4 345 112,56	Development of High speed Rail Standards
66 500,00	Regulatory Impact Assessment
599 098,50	Assessment and provision of Peer reviews of the safety assessments reports
496 900,00	Provision of Assessment of peer review of the safety reports on new works
584 019,69	Legal Opinion
1 067 150,25	Legal Opinion
55 119,34	Legal Arbitration
409 032,00	Legal Opinion
32 337,00	Litigations
527 472,27	Litigations
35 500,00	Chairing of Hearings
136 800,00	Legal Representations
111 815,46	Legal Opinion
361 500,00	Legal Services- Board of Inquiry
140 402,40	Legal Services- Board of Inquiry
495 996,00	ICT risk assessment
14 747,83	Pastel System consultations
239 536,80	HR Support
174 852,00	Chairing of disciplinary Hearings
43 525,90	Investigation for improper conduct
20 559,60	Sage Pastel Consultations
571 508,24	Financial / Reporting Supports
7 338 058,36	Rail Risk Assessment
499 999,44	Cost Benefit Analysis
22 991 438,52

(c) The budget allocated for professional fees which are inclusive of consultancy fees for the financial year was R38 719 481.00

(d) Actual costs incurred for consultancy services during the financial year amounted to R27 228 633.07 ↑

• 2016/17: 9 consultants
• 2015/16: 5 consultants
• 2014/15: 3 consultants
• 2016/17:
• HR Consulting related mainly to the introduction of the performance framework with a view to move away from current DPSA to Patterson dispensation;
• The development of an organisational structure for the Agency and
• Placement of human capital contractors for labour related matters and governance unit
• IT audit is the outsourced services required by Internal Audit, the unit currently does not resources internally.
• 2015/16:
• Forensic Audit Services onto procurement
• IT Audit Professional Fees
• Accounting Opinion of the framework to be adopted for AARTO collections
• Board and Committee Appraisals
• Space Planning Services - confirming dimensions and structural and electrical
• 2014/15:
• Assessment of AARTO Readiness by Magna BC
• Patterson Migration: Job Evaluation
• Secondment Financial Accountant to assist with AARTO accounting after take over from the RTMC (complexities in the accounting treatment)
• 2016/17: R12,800,000.00
• 2015/16: R 8,872,000.00
• 2014/15: R 8,245,997.00
• 2016/17 = R 3,467,508.54
• 2015/16 = R 786,999.56
• 2014/15 = R 1,633,225.82

1. (ii) SANRAL
2. SANRAL uses the traditional construction and engineering procurement model of appointing built environment professional for design and supervision, and contractors for project delivery for all construction and maintenance projects. This model is also applied by other infrastructure SOEs. (project duration is normally between 1 to 5 years)
3. Budget Allocations:
4. Actual Costs:
5. Number of consultants that have been used and each entity reporting to him in each of the Past three years:
6. Consultants are used for three main functional areas namely:

• ACSA Operation transport strategy
• Board Evaluation
• Board Evaluation Review
• Board Strategy Facilitation
• Business Development Strategy Development
• Design and implement employee transport strategy
• Employee housing project
• Facilitation of Board Strategic Risk Assessments Workshop
• Information technology strategy formulation
• Re-engineering of company operating structure
• SCM Strategy Analysis
• SCM strategy formulation
• SCM Transformation model and implementation plan
• ACSA Value Chain Analysis
• Advise on Caseware software
• Airport Master Plans
• Application of Property Developments Rights on the Western Precinct
• Company valuation
• Design & Facilitation of Performance Management sessions
• ERP design, implementation and support
• Financial results production
• Geo-hydrological assessment for King Shaka International Airport
• Guidance on the supply chain management process
• Human resources optimization
• Minority Shareholders
• On- Boarding Workshops
• Operational audits
• Outsourced internal audit function
• Permission application review and amendments
• Procedure for navigation services
• Specialist Resources for Finance
• Traffic Forecast Study for ACSA
• Airport Carbon Accreditation
• Health risk assessment and Medical surveillance
• Security Door Upgrade Project
• ABS ISO 14001 Certification
• ACI Conference: design and implementation of ACSA area
• Administration services
• Airport Operations Integrated Report for 2015
• Aviation surveys and procedures
• Architectural Services
• Auto Pedigree Building - Subsidence Remedy
• BBB-EE Rating
• Bid Adjudication Committee Training
• Brand Management
• Business Analysts and project managers for IT projects
• Cape Town International symphony way development corridor & general Planning Support including comment on zoning rectification
• Coaching for managers
• Commercial Areas Survey at Regional Airports
• Competition Compliance Training
• Crisis Services
• CTIA Bi-Annual Stakeholder Survey
• Design of the emergency evacuation diagrams for King Shaka International Airport
• Digital design
• DigSilent Simulation
• Employee Wellbeing
• Enterprise development award process evaluated
• Environmental surveys
• Environmental services at King Shaka
• Feasibility study for solar power
• GIS Data Maintenance
• Ground Water Filtration System Design
• IATA Airport Development Reference Manual for King Shaka
• Implement fraud hotline
• Infrastructure design changes to optimize available space
• Infrastructure optimization of electrical components
• Integrated reporting services
• Investment Property Evaluation
• ISO 1400 Environmental management system
• ISO14001 Certification
• Land audit and plans for all Regional Airports.
• Land Surveying Services
• Legal advice
• Legal Compliance Evaluation Audits
• Management of Wi-Fi
• Motivational Speaker
• Occupational Hygiene Surveys
• ORTIA Western Precinct Commercialization Mixed Use Market Study
• Outsourced communications
• Passive diffusive monitoring campaign at OR Tambo
• Photography
• Property service provider
• Proposal for a Petrol station
• Remuneration analysis
• Retail Study at King Shaka International Airport
• Review of Social & Ethics Committee TOR and Work Plan
• Security plans OR Tambo
• Security Queuing Enclosure Project
• Social Economic Development brochure design
• Tender advertisements
• Tender publication
• Top Executive Survey
• Topographical survey
• Town Planning Services
• Unplugged OHS Safety Induction Video
• UPS & Battery Project
• Water management SYSTEM AMR design
• WCA
• Web services and support
• Zoning Certificates

1. ii) The Ports Regulator has used the services of consultants as outlined in the table below:

   Air Traffic and Navigation Services SOC Limited (ATNS)

    

   Reply IT Consulting Services
   Year	Consultant	Services Procured	Cost	Justification	Additional comments
   2014/15	Bayajula	Business Process Mapping	R 3, 000, 000	To complement existing staff to ensure company-wide business processes were mapped in the allotted time	This was a once-off engagement
   2015/16	Knowledge Integration Dynamics	Facilitation of workshops and development of specification for an enterprise Business Intelligence/Market Intelligence platform	R120 000	ATNS did not have the experience to conduct these workshops and extract appropriate requirements from users in relation to Business Intelligence/Market Intelligence area	This was a once-off engagement. The company did not tender for the work by virtue of having assisted in developing the specification
   2015/16	KnowMax for IKM	Facilitation of knowledge management champions workshop	R 50 000	External expert facilitators were required to assist drive buy-in	This was a once-off engagement
   2015/16	Aptronics	Provide IT network assessment services	R 140 000	There were network issues that were hampering the successful installation of data storage equipment.	This was a once-off engagement
   	IT does however sign support and maintenance agreements with service providers from which we have procured IT systems or they may have assisted us with the roll-out of IT systems for which they are accredited by the original equipment manufacturer (OEM) to implement and support. These support and maintenance agreements allow us to access critical support services from these service providers whenever there are system malfunctions that cannot be resolved by internal IT staff and also to allow service providers to cover for critical resources whenever they take planned leave.

    

   Ports Regulator of South Africa (PRSA)

2. ii) The Ports Regulator has used the services of consultants as outlined in the table below:

3. Financial year		Services received (b)	Budget ( c)	Actual costs (d)
   	Meridiam Economics	Asset Valuation project for NPA assets	2 000 000	1 915 086
   		Development of Finance policies and procedures	55 900	33 141

    

   South African Maritime Safety Authority (SAMSA)

   The table below depicts the amount spent by the South African Maritime Authority (SAMSA) on use of consultants in the past three financial years.

   The services of consultants were mainly used in providing ICT services in areas where SAMSA did not possess the necessary skills and expertise as well as where there was not adequate capacity internally. This is being addressed by beefing up (as evident from a reduction in actual expenditure) internal capacity with a view to ensure that these services are being provided internally within the Authority.

    

    

   South African Civil Aviation Authority (SACAA)

4. Not applicable, (ii), (b), (c), (d), the South African Civil Aviation Authority has fully implemented National Treasury Cost Containment measures regarding the use of consultants as set out in National Treasury Instruction 01 of 2013/14 as well as National Treasury Instruction 02 of 2016/17. The services of consultants during the past three financial years is as follows.

5.  

    

    

   Railway Safety Regulator (RSR)

   2014/15 Financial Year

   (a)(ii) The total number of consultants used is 23.

   (b) The services provided were:

   Amount (R)	Services
   54 475,00	Investigations
   387 673,77	Engineering Consultant
   423 669,60	Strategic planning Facilitators
   496 675,20	MQS project
   74 100,00	Strategic Plan Facilitators
   19 950,00	Litigation costs
   213 801,70	Engineering services- BOI Investigation
   83 363,25	Pastel service consultant
   572 280,00	Transactional advisor
   61 978,00	Pastel Consulting and services
   440 462,62	Legal advice
   99 412,00	Legal advice
   24 775,51	Legal Opinion
   128 554,00	Legal Opinion
   236 678,50	Legal Opinion
   699 783,30	Drafting of a Rail regulation- Security
   629 999,34	Drafting of a Rail regulation- Safety Critical Grades
   363 438,02	Legal services- Board Of inquiry Investigation
   230 281,75	Engineering services- BOI Investigation
   239 670,40	Engineering services- BOI Investigation
   6 726,00	Salary Surveys
   177 803,77	Chairing Disciplinary Proceedings
   240 996,00	HR Support
   5 906 547,73

   (c) The budget allocated for professional fees which are inclusive of consultancy fees for the financial year was R17 134 472, 52.

   (d) The Actual costs incurred for consultancy services during the financial year amounted to R5 906 547, 73.

    

   2015/16 Financial Year

   (a ii) The total number of consultants used is 56.

   (b) The services provided were:

   	2015-2016
   Amount	Services
   513 082,62	Leadership Allignment
   221 318,39	Rail expert consultant
   715 213,20	Management Quality Services
   602 156,00	ICT Assessment Report
   1 138 534,50	Development of RSR Value Culture
   127 791,72	Facilitators Board Strategic Session
   94 962,00	Investigation- misconduct
   20 822,92	Engineering services- BOI Investigation
   101 368,90	Ict Project Management
   186 213,30	Pastel Consulting
   512 436,00	ICT Assessment Report
   246 753,00	Facilitator for Risk Management Training
   99 636,00	Strategy Facilitators
   457 368,00	Threat and Risk Assessment
   1 088 700,00	Risk Management Services
   124 420,04	Engineering services and Project
   1 993 904,63	Development of the High Speed Rail Standard
   547 120,00	Economic impact Analysis on the asset maintenance of railway stock
   581 135,41	Engineering services- BOI Investigation
   694 260,00	Engineering services- BOI Investigation
   441 539,95	Cost Benefit Consulting
   742 539,80	Engineering services- Signalling Assessment
   116 109,00	Development of a Fatigue Management Standard
   822 401,13	Drafting of Rail Regulations
   616 500,00	Drafting of Rail Regulations- Rail Reserve Management
   76 721,20	Legal Support
   345 108,00	Legal Support
   226 800,00	Legal Services- Board of Inquiry
   48 367,50	Legal Support
   1 286 000,00	Research and Drafting of Regulations
   1 000 688,50	Legal Support
   27 000,00	Chairing of disciplinary Hearings
   1 196 538,00	Legal support
   68 500,00	Draft Regulations
   60 131,00	Legal Support
   77 753,33	Draft Regulations
   239 400,00	Engineering services- BOI Investigation
   229 297,54	Auditing Services- Board of Inquiry
   366 624,00	Engineering services- BOI Investigation
   304 500,00	Legal Services- Board of Inquiry
   609 440,00	Engineering services- BOI Investigation
   510 670,00	Engineering services- BOI Investigation
   329 360,00	Legal Services- Board of Inquiry
   190 836,00	Engineering services- BOI Investigation
   219 840,00	Engineering services- BOI Investigation
   926 991,60	Legal Services- Board of Inquiry
   101 500,00	Legal Services- Board of Inquiry
   96 957,00	Legal Services- Board of Inquiry
   60 876,00	Legal Services- Board of Inquiry
   975 327,00	HR Support
   478 800,00	Organisational Alignment
   396 262,29	Chairing Disciplinary Hearing
   109 760,00	Pension Fund Advisors
   34 200,00	Development of RSR Equity Plan
   27 034,48	Disability Accessibility Audit for RSR
   42 813,84	Caseware training and consulting
   23 470 383,79

    

   (c) The budget allocated for professional fees which are inclusive of consultancy fees for the financial year was R38 462 471.00

   (d) Actual costs incurred for consultancy services during the financial year amounted to R23 470 383,79

    

   2016/17 Financial Year

   (a ii) The total number of consultants used is 35.

   (b) The services provided were:

   Amount	Services
   704 919,00	Management Quality Services
   1 177 881,27	Strategic  Thinking Projects
   498 000,00	Safety Culture Training
   431 500,00	Executive leadership coaching
   421 800,00	ICT Forensic investigations
   521 048,06	Value Coaching
   178 489,96	Establishment of the Pre-Audit unit
   132 525,00	Board Evaluation
   30 995,12	Board Induction Workshop
   123 120,00	Legal Opinion
   403 616,47	Risk vulnerability Assessment
   4 345 112,56	Development of High speed Rail Standards
   66 500,00	Regulatory Impact Assessment
   599 098,50	Assessment and provision of Peer reviews of the safety assessments reports
   496 900,00	Provision of Assessment  of peer review of the safety reports on new works
   584 019,69	Legal Opinion
   1 067 150,25	Legal Opinion
   55 119,34	Legal Arbitration
   409 032,00	Legal Opinion
   32 337,00	Litigations
   527 472,27	Litigations
   35 500,00	Chairing of Hearings
   136 800,00	Legal Representations
   111 815,46	Legal Opinion
   361 500,00	Legal Services- Board of Inquiry
   140 402,40	Legal Services- Board of Inquiry
   495 996,00	ICT risk assessment
   14 747,83	Pastel System consultations
   239 536,80	HR Support
   174 852,00	Chairing of  disciplinary Hearings
   43 525,90	Investigation for improper conduct
   20 559,60	Sage Pastel Consultations
   571 508,24	Financial / Reporting Supports
   7 338 058,36	Rail Risk Assessment
   499 999,44	Cost Benefit Analysis
   22 991 438,52

    

    (c) The budget allocated for professional fees which are inclusive of consultancy fees for the financial year was R38 719 481.00

   (d) Actual costs incurred for consultancy services during the financial year amounted to R27 228 633.07

Reply:

(a)(i) The under expenditure resulted due to the poor quality of three draft reports received from service providers. Payment was not processed until the quality of the reports were addressed.

(ii) The Department has provided guidance to the service providers to improve the quality of the reports. A motivation for the rollover of funds was done to commit the funds that were not spent.

(iii) Meetings were held with the service providers and inputs provided in revising the reports to improve the quality and address the scope of work fully.

(b)(i) (aa), (bb), (cc), (dd)

The deliverables, timelines, timeframes and deadlines were not met due to the poor quality of three draft reports received from service providers. The Department did not process payment to service providers until such time as the quality of the reports were addressed.

(ii) The service provider has since fully delivered on the scope of work for the three reports and addressed the quality concerns. Payment has been processed.

Reply:

Gibb’s appointment was for R4, 272, 082.03 incl VAT.

Reply:

List of International Memorandum of Understanding (MOUs) signed by the Department of Transport from 1 January 2014 to 2017

Date signed Country Title of agreement Entry into force:         2012-08- 29 DRC: Aeronautical Authority SA Aeronautical Authority Memorandum of Understanding on Air Transport Agreement between Aeronautical Authority (South Africa) and Aeronautical Authority (Democratic Republic of Congo) 2012-08-29 2014- 02/ 21 Sri Lanka Bilateral Air Services Agreement between the Government of the Republic of South Africa and the Government of the Democratic Socialist Republic of Sri Lanka 2014-12-17

2014-07-07 Botswana Agreement between the Government of the Republic of South Africa and the Government of the Republic of Botswana regarding the Road and Bridge Infrastructure Development Initiative 2014-07-07

2015-06-18 France Agreement in the Area of Transport between the Government of the Republic of South Africa and the Government of the French Republic Not in force

2015-06-22 USA Memorandum of Cooperation between the Department of Transport of the Republic of South Africa and the Department of Transportation of the United States of America on Cooperation in the Field of Transportation 2015-06-22

2015-07-03 Benin Agreement for the Cooperation in Transport Related Matters between the Government of the Republic of South Africa and the Government of the Republic of Benin 2015-07-03

2015-07-03 Benin Memorandum of Understanding between the Government of the Republic of South Africa and the Government of the Republic of Benin in Respect of the Project of Construction and Development of the International Airport of Glo-Djigbe 2015-07-03

2015-08-25 South Sudan Bilateral Air Services Agreement between the Government of the Republic of South Africa and the Government of the Republic of South Sudan Not in force

2015-10-16 Democratic Republic of Congo (DRC) Bilateral Air Services Agreement between the Government of the Republic of South Africa and the Government of the Democratic Republic of Congo Not in force

2016-03-30 Uganda Memorandum of Understanding between the Government of the Republic of South Africa and the Government of the Republic of Uganda on Cooperation in the Transport Related Matters   2016-03-30

2016-10-13 Namibia Bilateral Air Services Agreement between the Government of the Republic of South Africa and the Government of the Republic of Namibia Not in force

2016-11-03 Zimbabwe Bilateral Air Services Agreement between the Government of the Republic of South Africa and the Government of the Republic of Zimbabwe Not in force

2017-01-20 Chad Bilateral Air Services Agreement between the Government of the Republic of South Africa and the Government of the Republic of Chad Not in force

2017-05-11 Tanzania Memorandum of Understanding between the Government of the Republic of South Africa and the Government of the United Republic of Tanzania on Cooperation in Transport Related Matters 2017-05-11

2016-10-11 Kenya Memorandum of Understanding between the Government of the Republic of South Africa and the Government of the Republic of Kenya concerning the Development and Implementation of Lapsset Corridor Projects in the Republic of Kenya 2016-10-11

Airports Company South Africa SOC Limited (ACSA)

See attached

Air Traffic and Navigation Services SOC Limited (ATNS)

	MEMORANDUM OF UNDERSTANDINGS ENTERED BY ATNS IN THE LAST THREE YEARS
Item	Contracting Parties	Nature of contract	Contract summary	Commencement date
1.	Thashani Trading Enterprises (Pty) Ltd	MOU	To request the chief finance officer to approve the appointment of Thashani Trading Enterprise as a Service Provider.	28-Feb-15
2.	Info Guardian (Pty) Ltd	MOU	Contract for trend Antivirus support.	29-Jul-15
3.	Giftbucks (Pty) Ltd	MOU	Designing and implementing a recognition scheme for ATNS.	01-Sep-15
4.	The HR Touch (Pty) Ltd	MOU	For assisting ATNS with the recruitment of its Executive staff.	01-Oct-15
5.	Knowledge Integrated Dynamics (Pty) Ltd	MOU	For facilitating the business intelligence workshop for ATNS.	13-Oct-15
6.	The International Civil Aviation Organization	MOU	Regional Training Centres of Excellence.	19-Oct-15
7.	International Civil Aviation Organisation (ICAO)	MOU	For the recognition of ATNS as an ICAO Regional Training Centre of Excellence (RTCE).	19-Oct-15
8.	Road Refurbishment (Pty) Ltd	MOU	Maintenance contract for the Belzberg radar site access road.	01-Nov-15
9.	Civil Aviation Authority of Botswana	MOU	For the provision of developing a mutually beneficial business relationship.	10-Nov-15
10.	International Civil Aviation Organization African Regional Monitoring Agency (ARMA)	MOU	For the provision to establish the ICAO AFI Region Monitoring Agency.	26-Jun-17
11.	Interim South African Development Community Aviation Safety Organisation (ISASO)	MOU	For the provision of resources for training purposes for ATNS.	15-Mar-17
12.	Aew Solutions (Pty) Ltd	MOU	Collecting and disposing of electronic waste for ATNS.	01-Feb-16
13.	TO70 Consultancy	MOU	For Co-operation in ATM related projects in Africa.	10-Feb-16
14.	SITE (State Information Technology Agency Engagement Contract)	MOU	Providing ATNS with IT infrastructure and services.	8-Mar-16
15.	South African Space Agency (SANSA)	MOU	To ensure that south Africa aligns itself with global initiatives.	20-May-16
16.	Zambia Airports Corporation Limited	MOU	Aimed at developing a fruitful co-operation in the area of air navigation services.	13-Oct-16
17.	Zambia Airports Corporation Limited (ZACL)	MOU	For the development of a fruitful co-operation in air navigation services.	03-Feb-17
18.	The Council for Scientific and Industrial Research (CSIR)	MOU	For the discussions relating to a possible collaboration in research.	9-May-17
19.	Department of Transport	MOU	For the provision of the Medium Earth Orbit Search and Rescue (MEOSAR).	2-Jun-17
20.	Tanzania Civil Aviation Authority (TCAA)	MOU	For the co-operation of air traffic navigation services including aeronautical world geodetic surveys, billing and collection services	15-Jun-17
21.	Department of Transport (SASAR)	MOU	For the provision of aeronautical and maritime search and rescue (AMSAR) Services.	28-Jun-17
22.	Thusani Foundation (NPO)	MOU	For the empowerment of under privileged youth to realise their full potential in the area of science, technology, engineering and mathematics.	8-Aug-17

Ports Regulator of South Africa (PRSA)

(ii) The Ports Regulator of South Africa has signed 2 MOUs within the past 3 years

(b) The MOUs were with the Competition Commission as well as the National Transport Forum (NTF).

(c) The MOU with the Competition Commission is a requirement of the National Ports Act (12 of 2005), s30(2)(b), and is required to co-ordinate and harmonise the exercise of jurisdiction over competition matters, and to ensure consistent application of the principles of the National Ports Act. The MOU with the NTF was a request from the DOT, in order to harmonise cooperation between its stakeholders in delivering on the department’s mandate and to create a discussion platform to address transport issues facing South Africa in general.

(d) Each MOU outlines processes, procedures, and mechanisms to ensure that MOUs are met.

(e) All MOUs have been adhered to.

(f) There are no direct financial implications in the 2 Ports Regulator MOUs except the costs of occasional meetings and interactions and associated travel costs, which are not known until they are required.

Cross-Border Road Transport Agency

1. (ii) The MOUs that have been signed in the past three financial years are listed in table below:

Stakeholder	Date signed
Mpumalanga Department of Roads & Transport	July 2014
Limpopo Department of Roads & Transport	August 2014
DHA	March 2016
Ekurhuleni Municipality	May 2014
RAF	June 2014

 

1. Reasons for the signing of the MOUs are exchange of information sharing, collaboration, training, sharing of resources.
2. The MoUs are implemented through forums e.g. municipal forums; joint law enforcement operations, Border Management Authority structures and through information sharing.
3. Not Applicable
4. All the above MOUs have no financial implications.

Road Accident Fund

(a)(ii) The following MOUs[1] have been signed by the Road Accident Fund (RAF) in the past three financial years,

(b) with the following:	(c) in each instance the reason for the MOU is,	(d) the following processes, procedures and mechanisms exist to ensure that the MOUs are met,
North West Department of Human Settlement, Public Safety and Liaison	information sharing in support of claim processing and collaboration on road safety initiatives	Operationalisation Plans are put in place with specific deliverables. If there is non-compliance with the terms of the MOU the respective relationship managers of the parties to the MOU may engage each other in an effort to address any non-compliance with the terms of the MOU. Where efforts to address non-compliance are unsuccessful the matter can be escalated to an appropriate level in an effort to resolve the non-compliance,
Limpopo Department of Roads and Transport (LDRT)	information sharing in support of claim processing and collaboration on road safety initiatives
Eastern Cape Department of Transport	information sharing in support of claim processing and collaboration on road safety initiatives
Northern Cape Department of Transport and Community Safety	information sharing in support of claim processing and collaboration on road safety initiatives
Gauteng Department of Community Safety	information sharing in support of claim processing and collaboration on road safety initiatives
Kwa-Zulu Natal Department of Transport	information sharing in support of claim processing and collaboration on road safety initiatives
Western Cape Department of Transport	information sharing in support of claim processing and collaboration on road safety initiatives
Free State Department of Road and Transport	information sharing in support of claim processing and collaboration on road safety initiatives
Mpumalanga Department of Health	information sharing in support of claim processing and collaboration on prevention of fraud and corruption
Ekurhuleni Metro Police Department	information sharing in support of claim processing and collaboration on road safety initiatives
Johannesburg Metro Police Department (JMPD)	information sharing in support of claim processing and collaboration on road safety initiatives
Hibiscus Municipality	information sharing in support of claim processing and collaboration on road safety initiatives
South African Social Security Agency (SASSA)	information sharing and collaboration on claim processing
Road Transport Management Cooperation (RTMC)	information sharing in support of claim processing and collaboration on road safety initiatives
Cross-Border Road Transport Agency (C-BRTA)	information sharing in support of claim processing and collaboration on road safety initiatives
Road Traffic Infringement Agency (RTIA)	information sharing in support of claim processing and collaboration on road safety initiatives
Government Employees Medical Scheme (GEMS)	information sharing in support of claim processing and collaboration on initiatives of mutual interest
Railway Safety Regulator (RSR)	information sharing in support of claim processing and collaboration on road safety initiatives
Transnet	information sharing in support of claim processing and collaboration on activities on mutual benefit
Compensation Fund (CF)	information sharing and collaboration on fraud and corruption initiatives
South Africa Local Government Association (SALGA)	promotion of RAF services and collaboration on activities of mutual benefit
Autopax	information sharing in support of claim processing and collaboration on road safety initiatives
Financial Services Board (FSB)	collaboration on financial education to claimants
Special Investigation Union (SIU)	information sharing in support of claim processing and collaboration on fraud and corruption initiatives
KZN Department of Health	information sharing in support of claim processing and collaboration on prevention of fraud and corruption
South African Revenue Services (SARS)	information sharing in support of claim processing and collaboration on prevention of fraud and corruption.
Nelson Mandela Bay Metropolitan Municipality	information sharing in support of claim processing and collaboration on road safety initiatives
Emfuleni Local Municipality	information sharing in support of claim processing and collaboration on road safety initiatives
Eastern Cape Department of Health	information sharing in support of claim processing and collaboration on prevention of fraud and corruption
Free State Department of Health	information sharing in support of claim processing and collaboration on prevention of fraud and corruption
Gauteng Department of Health	information sharing in support of claim processing and collaboration on prevention of fraud and corruption
National Youth Development Agency (NYDA)	information sharing in support of claim processing and collaboration on road safety initiatives
Unemployment Insurance Fund (UIF)	information sharing in support of claim processing and collaboration on prevention of fraud and corruption
South African Insurance Crime Bureau (SAICB)	information sharing in support of claim processing and collaboration on fraud and corruption initiatives
Quadriplegic Association of South Africa (QASA)	information sharing and collaboration on road safety and other initiatives of mutual interest
Maponya 911 Ambulance	information sharing in support of claim processing and collaboration on road safety initiatives
National Association of Automobile Manufacturers of South Africa (NAAMSA)	information sharing and collaboration on activities of mutual interest
SA Taxi	collaboration on road safety promotion initiatives
AmaWheelies	collaboration on road safety promotion initiatives
South African Road Freight Association	collaboration on road safety promotion initiatives.
Global Road Safety Partnership (GRSP)	collaboration on road safety promotion initiatives
Road Safety Awareness Africa (RSAA)	collaboration on road safety promotion initiatives
1Life Cycling Academy	collaboration on road safety promotion initiatives
N3 Toll	information sharing in support of claim processing and collaboration on road safety initiatives.
Bakwena N1 & N12 Toll	information sharing in support of claim processing and collaboration on road safety initiatives
BusaMed	information sharing in support of claim processing and collaboration on prevention of fraud and corruption
Life Group Hospitals	information sharing in support of claim processing and collaboration on prevention of fraud and corruption.
South African Youth Council (SAYC)	collaboration on road safety promotion initiatives
Road Safety Awareness, SA	collaboration on road safety promotion initiatives
KwaZulu Natal Law Society	information sharing in support of claim processing and collaboration on prevention of fraud and corruption

(e)(i) all MOUs have been adhered to, consequently questions (ii) and (iii) are not applicable, and (f) there are no financial implications in respect of the MOUs.

Road Traffic Infringement Agency

1. (ii) Road Traffic Infringement Agency an Entity of the Department of Transport.

1. With whom have they been signed?
2. Department of Small Business Development,
3. Transport Education and Training Authority (TETA),
4. Monash University, and
5. NICSA.

1. What are the reasons for MoU in each instance?
2. Department of Small Business Development,

• Purpose: Financial leverage for the implementation of the Enterprise Development Programme

1. Transport Education and Training Authority (TETA),

• Purpose: Financial leverage for the implementation of the driving simulators programme.

1. Monash University, and

• Purpose: Knowledge transfer programme for RTIA and other Transport Entities’ employees

1. NICSA.

• Purpose: Educate members of the public about road safety and their responsibilities as road users; Provide spiritual and moral support to victims of road accidents; and to establish road safety ambassadors.

1. What processes, procedures and mechanisms exist to ensure that the MoUs are met?

• Steering Committees and Inter-Agency structures have been established to oversee implementation of these MoUs

1. (i) Which MoUs have not been adhered to?

• None

(ii) What are the reasons for this?

• N/A in all four MoUs.

(iii) What has been done to ensure that it is not repeated?

• N/A in all four MoUs.

1. What are the financial implications of each MoU in each instance?
2. Department of Small Business Development,

• R180m (joint contribution by RTIA and DSBD)

ii. Transport Education and Training Authority (TETA),

• R10m allocated

iii. Monash University, and

• N/A

iv. NICSA.

• N/A

Road Traffic Management Corporation

(a)(i) RTMC has an MoU with the (b) CSIR (c) for collaborations on Research projects, (d) The processes in the MOU that ensure adherence and control include:

1. Appointment of accountable Project Managers
2. Escalation Clause
3. Agreement on a project by project basis which would entail the Service Level Agreement
4. Project proposals are taken through a Bid Adjudication Process to ensure adherence to the PFMA

(f) R906 000 was paid to CSIR during 2015/16 financial year in this regard

South African National Roads Agency Limited

For the financial Year 2014/2015

1. EThekwini Metropolitan Municipality

1. Cost sharing for upgraded interchange on N3 at Hammarsdale
2. Clause 10 – Breach

Clause 14 – Dispute resolution (Inter-governmental dispute resolution mechanism, failing which by adjudication

1. (i) None

(ii) Refer to answer provided in (e) (i) above

(iii) Refer to answer provided in (e) (i) above

1. R 93,5 million (ninety three and a half million) EThekwini has made financial contribution in tranches in terms of this Agreement.

For the financial year 2015/2016

1. Transport Education and Training Authority (TETA)

1. To promote a coherent and effective quality assurance system for education and training in the transport sector
2. (-) Development of standard operating procedures for implementing this memorandum;

(-) Holding of regular meetings to monitor implementation of the MOU

1. (i) None

(ii) Refer to reply provided in (e) (i) above

(iii) Refer to reply provided in (e) (i) above

1. Not specified, however parties recognised that they are responsible for financing their own quality assurance functions and activities with respect to their constituent training providers.

1. Eastern Cape Parks and Tourism Agency

1. Condition of Environmental Authorization for N2 Wild Coast Toll Road requires a Biodiversity Offset Agreement to be signed before commencement of construction of the Greenfield section of the N2.
2. The Agreement provides for monitoring through regular progress reports, expenditure and budgeting plans by ECPTA.
3. (i) None

(ii) Refer to reply provided in (e) (i) above

(iii) Refer to reply provided in (e) (i) above

1. R370 (three hundred and seventy) million rands over 10 years

For the financial year 2016/2017

1. Human Development Agency (HDA)

1. A portion of the Greenfield N2 Road alignment was illegally occupied. The HDA committed to the management and the subsequent relocation of the occupants of the unbuilt N2 road reserve to a permanent or alternative accommodation upon securing funds for land acquisition and the subsequent development thereof. The HDA shall liaise with the Department of Human Settlements in order to secure for the acquisition and the subsequent development of land for the resettlement of the occupants.
2. The implementation of this Agreement is overseen and monitored by a working group that meets monthly.
3. (i) None

(ii) Refer to reply provided in (e) (i) above

(iii) Refer to reply provided in (e) (i) above

1. In consideration for the fulfilment by the HDA of its obligations in terms of this agreement, SANRAL has paid the HDA a total amount of R409 402.35 from August 2016 to July 2017.

1. Maluti a Phofung Local Municipality (MAP)

1. Reconstruction of the single lane Wilge River bridge providing two way traffic linking the new N5 interchange to the Harrismith CBD. MAP to contribute 50% of cost of new bridge
2. (-) Clause 10 – Breach

(-)Clause 14 – Dispute resolution (Inter-governmental dispute resolution mechanism, failing which by adjudication). Payments are split over three financial years. Thus far MAP have not contributed. Project is due for completion in March 2018.

1. (i) None

(ii) Refer to reply provided in (e) (i) above

(iii) Refer to reply provided in (e) (i) above

1. R8,151 (eight million one hundred and fifty one thousand rands)

1. Mpofana Municipality

1. Overload control enforcement at the Mooi River Traffic Control Centre
2. (-) Clause 13 – Breach

(-) Clause 18 – Dispute resolution (Inter-governmental dispute resolution mechanism, failing which by adjudication)

1. (i) None

(ii) Refer to reply provided in (e) (i) above

(iii) Refer to reply provided in (e) (i) above

1. R0, 35 million/month over three years. SANRAL makes payments monthly over three financial years.

South African Civil Aviation Authority (SACAA)

1. (i), Not applicable. Details pertaining to (ii), (b), (c), (d), (e) (i), (ii), (iii), and (f), are covered in the table below:

Passenger Rail Agency of South Africa (PRASA)

(a)(ii) / (b) / (c) / (d)

1. Memorandum of Action (MOA) signed between PRASA and the City of Cape Town, May 2015:
   1. The MOA is the outcome of ongoing deliberations between the parties to build a strong implementation oriented partnership to address service delivery imperatives. The objective being to facilitate the delivery of priority projects, programmes and interventions relating to:
      1. Infrastructure Investment
      2. Operations Management
      3. Strategic Investment Interventions
   2. The Land Transport Advisory Board (LTAB) and Intermodal Planning Committee (IPC) have been established in the City in terms of the National Land Transport Act. These multi-stakeholder structures are used as an ideal conduit to for PRASA and the City to work together in implementing the MOA. These formal structure with supporting working groups are scheduled to meet on a regular basis where progress is monitored.
   3. The financial implications of the MOA is linked to agreed priority projects, programmes and interventions.

1. Memorandum of Understanding (MOU) signed between PRASA and the China Communications Construction Company Limited (CCCC), September 2016:
   1. The purpose of the MOU is to assist in establishing and developing cooperation between the parties in their respective capacities as state-owned entities in order to explore the possible funding and / or implementation of new projects in the rail transport sector in South Africa. The Moloto Rail Corridor Development is one such initiative where possible areas of cooperation is being explored.
   2. A Steering Committee has been established comprising, PRASA, CCCC, National Department of Transport, Treasury and the Department of International Relations and Cooperation to:
      1. Oversee and manage the cooperation of the parties under this MOU.
      2. Ensure that the relationship between the parties is conducted within the prescripts of applicable legislation.
   3. Funding / implementation models is being explored, guided by relevant South African laws and regulation. Each party is responsible for their own costs associated with tasks emanating from the MOU / Steering Committee.

1. Memorandum of Understanding signed between PRASA and SNCF, March 2017
   1. The purpose of the MOU is to assist in establishing and developing cooperation between the parties in their respective capacities as state-owned entities in the rail sector. SNCF is France's national state-owned railway company that operates and maintains the French national rail network.
   2. The focus of the cooperation, during the rail renewal and modernisation phase, will be on key areas including managing organisational risks, safety management, compatibility between the new rolling stock and existing and new infrastructure, maintenance approach, life cycle optimisation, support infrastructure, training, change management and communications.
   3. The MOU makes provision for the establishment of a Steering Committee to:
      1. Oversee and manage the cooperation of the parties under this MOU.
      2. Ensure that the relationship between the parties is conducted within the prescripts of applicable legislation.
   4. Each party is responsible for their own costs associated with tasks emanating from the MOU / Steering Committee.

1. Memorandum of Action signed between PRASA and the Ekurhuleni Metropolitan Municipality, April 2017
   1. The purpose of the MOU is to restructure and formalise the liaison between the parties relating to passenger rail matters in line with legal provisions and agreed liaison protocols.
   2. The formalisation of the Rail Steering Committee and Sub committees with clear terms of reference is aimed at enhancing cooperation and coordination of transport activities in Ekurhuleni.
   3. The costs associated with the involvement of officials in these structures are borne by the respective parties.

Railway Safety Regulator (RSR)

(ii) To date the following MOUs have been signed by the RSR with Organs of State:

(b) Department of Labour;

• National Department of Safety and Security;
• National Nuclear Regulator;
• Department of Mineral Resources;
• Department of Environmental Affairs;
• Department of Co-operative Governance and Traditional Affairs;
• Road Traffic Management Co-operation;
• Transportation Education and Training Authority; and
• Road Rail Association;
• Chemical and Allied Industry Association; and
• Heritage Rail Association of South Africa.
• South African National Accreditation System.

(c)

• Department of Environmental Affairs:

To collaborate on environmental issues within the railway space;

• South African National Accreditation System (SANAS) :

To support the RSR with regards to the introduction of the regulations to monitor the suppliers of the safety critical equipment and services to the railway industry;

• Department of Labour (DoL);

To establish a formal working relationship between DoL and the RSR on areas of common or mutual interest and where parties have concurrent jurisdiction to ensure occupational health and safety and operational safety within the Railway environment.

• National Nuclear Regulator (NNR);

To provide for a working relationship between NNR and the RSR with regards to rail transportation of radioactive materials.

• National Department of Safety and Security;

To give effect to the principles of co-operative governance and intergovernmental relations contemplated in the constitution of the republic of South Africa, 1996, in particular cooperation between organs of state on which functions in respect of railway safety, security and policing are conferred.

• Department of Mineral Resources (DMR);

To establish a formal working relationship between DMR and the RSR on areas of common or mutual interest and where parties have concurrent jurisdiction and where there is overlap between surface railway (operational safety) and occupational health and safety with the mining environment.

• Department of Co-operative Governance and Traditional Affairs (COGTA);

To formalize the relationship between the RSR and the COGTA on issues of disaster management and municipal rail infrastructure as it relates to safe railway operations.

• Road Traffic Management Co-operation (RTMC);

To formalize the relationship between the RSR and the RTMC on issues of training, level crossings and road/ rail interface.

• Transportation Education and Training Authority (TETA);

To establish a formal working relationship between the RSR and TETA regarding rail related training including; safety related work, skills development, critical and scarce skills, and rail related qualification(s).

• Road Rail Association (RRA);

To formalize the relationship between the RSR and the RRA regarding the development of Industry and National STANDARDS. .

• Chemical and Allied Industry Association (CAIA);

Certain Railway Operators as well as Consignees and Consignors of dangerous goods are members of CAIA and this MoU provides for a formal relationship between the RSR and CAIA regarding the safe transportation and handling of dangerous goods by rail.

• Heritage Rail Association of South Africa (HRSA).

To establish a formal working relationship between HRSA and the RSR on areas of common or mutual interest.

• Operation Lifesaver

The purpose of this agreement is to support the institutional growth and sustainability of the RSR mainly, in the area of education and awareness. Through this agreement, the RSR aims to resolve the five focus areas which are derailments, people struck by trains, collisions, level crossing incidents and platform train interface and train surfing. OLI will assist towards the achievement of the RSR’s mandate in as far as the education and awareness is concerned.

This agreement will allow the RSR as the OLI’s member country to extend its network to railway operators and associations in the SADC and the rest of Africa.

• The Railway Safety Regulator (RSR) / Business Sweden (the Swedish Trade and Invest Council)

Establish attractive investor markets by providing innovative railway safety assurance services and products; and to

Gain a better understanding of the opportunities for Private Public Partnerships with industry. The scope of the collaboration will combine the following resources: market intelligence, networks within the SADC region with RSR’s technical expertise, Swedish and South African networks to conduct technical assessments in specific markets to gain understandings of opportunities in the fields of common interest.

(d)

• Specific responsibilities of the signatories to the MoU’s and the areas of collaboration have been specified within the MOUs.
• Regular meetings are held between the RSR and its MoU partners to execute collaboration activities, monitor progress on the collaboration initiatives and to discuss areas of further collaboration

 

 

(e)(i)

None. The RSR enjoys co-operation from its MOU partners and this plays an important role to ensure safe railway operations. Officials from the Department of Labour and the Department of Safety and Security have also been appointed to serve on the RSR Board of Directors, the thereby giving strategic inputs to the RSR in the areas of Occupational Health and Safety and the Organizational and Personal Safety.

(ii)

Refer to (e) (i) above.

(iii)

Refer to (e) (i) above.

(F)

There are no negative financial implications. The MOU partners collaborate on activities of mutual interest, which are part of the deliverables of each individual partner. The MOU in each case assist through leveraging on each other’s existing resources/strength for mutual benefit. This results in efficiencies and cost savings.

South African Maritime Safety Authority (SAMSA)

(a,(i); b, c, d, e (I, ii, iii) and f)

(a) Which Memorandums of Understanding (MOUs) have been signed by

SAMSA- Management of the Fisheries Vessels

(i) SAMSA

(b) With whom have they been signed, Department of Agriculture forestry and fisheries

(c) What are the reasons for MOU in each instance, at the request of DAFF, Market failure imminent due to the vessels not being operational, No suitable management company sourced by the DAFF.

(d) What processes, procedures and mechanisms exists to ensure that the MOUs are met, Signed SLA

(e) None

(i) Which MOUs have not been adhered to, none

(ii) What are the reasons for this and not applicable

(iii) What has been done to ensure that it is not repeated not applicable and

(f) What are the financial implications of each MOU in each instance? No negative financial implication- User Pays model

1. ↑

Reply:

(a) R600 is Main Road P212 which is 34km under Okhahlamba Local Municipality; the

bi) Departmental has been maintaining the road by means of the following activities:

• Verge Maintenance is being done on regular basis;
• Pothole Patching has been done by the Departmental internal team when it is required; and
• During the 2016/17 financial year seal rejuvenation has been done on the road between km 0.5 to km 13.

b) Main Road P212 is due for Heavy Rehabilitation and design is schedule to commence in the first quarter of 2018/19 financial year in order to start Phase1 Construction in the third quarter of the 2018/19 financial year.

c) The Rehabilitation of Phase 1 is anticipated to commence in the third quarter of 2018/19 financial year.

d) The project cost estimate is R 161.8 million for Rehabilitation of 34kilometres in three financial year.

e) The Department will advertise the contract through open tender to get contractor to rehabilitate the road.

Reply:

(1). The e-toll scheme is official government policy and shall continue to be implemented subject to a decision to the contrary from Cabinet.

(2). The current e-toll operations contract comes to an end in December 2019 and has an option to be extended for a further 2 years. Government will review its options and the performance of the current contractor before making a decision whether to extend the contract for such an extension or retender.

Reply:

1. (a) Please see the graph link below: (please turn to the next page for more visible graph)

https://pmg.org.za/files/RNW2525GRAPH-170904.pdf

(b) The average monthly cost of toll collection amounts to R53,8 million.

(c) See (b) above.

(d) See (a) above.

(2) The honorable member is invited to view the information at the offices of SANRAL.

Reply:

(a) As part of its mandate to uphold aviation safety and security, the South African Civil Aviation Authority (SACAA) routinely conducts ramp inspections on aircraft operating into and within the South African air space.

On the evening of Friday, 18 August 2017, one of the aircraft inspected was a Boeing 767-200 operated by Air Zimbabwe. The inspection conducted by SACAA personnel discovered that the operator, Air Zimbabwe, was not complaint with both international civil aviation standards, and Part 129 of the South African civil aviation regulations. Part 129, among others, requires an operator to be in possession of a Foreign Operator’s Permit in order to conduct operations into South Africa. A copy of the Foreign Operator’s Permit, together with other documents, must be on-board an aircraft at all times, and made available for inspection on request by the relevant authorities.

As a result of the inability of the Air Zimbabwe flight crew to produce a copy of the Foreign Operator’s Permit, the SACAA instructed the crew not to take off until such time that there is full compliance with Part 129 of the South African civil aviation regulations.

The airline resumed operations as soon as they were issued with a Foreign Operator’s Permit.

(b) The SACAA was informed by South African Airways (SAA) that its operations were affected on 19 August 2017 when the Civil Aviation Authority of Zimbabwe (CAAZ) instructed the SAA flight crew not to take off until such time that there was full compliance with the applicable Zimbabwean civil aviation regulations. It was established that, SAA, just like Air Zimbabwe was not in possession of a Foreign Operator’s Permit that would allow them to operate commercially in the Zimbabwe airspace.

Both airlines resumed operations as soon as they were respectively issued with Foreign Operator’s Permits.