Questions and Replies
28 September 2017 - NW2758
De Freitas, Mr MS to ask the Minister of Transport
Whether he has met with the boards of the entities reporting to him since his appointment on 31 March 2017; if not, (a) why not and (b) by what date will he meet each board; if so, (i) with which boards did he meet, (ii) on what date did each meeting take place and (iii) what was on the agenda of each meeting?
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 |
28 September 2017 - NW2764
Esau, Mr S to ask the Minister of Transport
(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 and (d) what mechanisms exist to ensure that tenders are completed within the required time and budget; (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, (b) how were each of these tenders rectified and (c) what steps has he taken to ensure that this does not happen again?
Reply:
AIR TRAFFIC NAVIGATIONAL SERVICES
This refers to the above request as follows:
- (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
- (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
- 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 |
28 September 2017 - NW2763
Esau, Mr S to ask the Minister of Transport
(1)How are salaries and salary scales determined within the various entities which report to him (2) whether any officials get remunerated more than others on the same or higher levels; if so, why; (3) whether any staff members do not have medical aid as part of their remuneration packages; if so, why; (4) whether any officials with lower qualifications get promoted above those with higher qualifications; if so, why?
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. |
- Below is the list of factors considered to determine salary scales and employees’ salaries.
- 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:
- current earnings of potential candidate;
- internal parity; and
- 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
28 September 2017 - NW2760
Steenkamp, Ms J to ask the Minister of Transport
Who will be responsible for signing off and ratifying the 2016-17 financial statements of the Passenger Rail Agency of South Africa after the dissolution of the board in March 2017?
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.
28 September 2017 - NW2759
Steenkamp, Ms J to ask the Minister of Transport
Whether his department has a representative on any of the boards of any of the entities which report to him; if not, (a) why not, (b) how has he or his department been kept abreast of developments and (c) when will a representative be appointed to each respective board; if so, how do they report back to him or his department?
Reply:
The Department has representatives in eight entities and has no representatives in the four entities reporting to the Department.
- The founding legislations of the other four entities do not provide for the Departmental Representative on their Boards.
- All twelve entities reports quarterly to the Department to keep the Minister abreast on the performance of the Entity.
- 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.
27 September 2017 - NW2800
Alberts, Mr ADW to ask the Minister of Transport
(1)With reference to his answer to question 2618 on 7 September 2017, how the closure of the roads adjoining O R Tambo International Airport will address the problems and offences mentioned in the reply; 2) whether any scientific study has been undertaken in this regard; if not, (a) why not and (b) on what grounds is the decision based; if so, (i) what are the relevant and (ii) where can die study be obtained for scrutiny; (3) whether the study includes an environmental impact study and traffic impact study; if not, why not; (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; (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?
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.
27 September 2017 - NW2905
King, Ms C to ask the Minister of Transport
What is the detailed (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?
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 |
|
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)
- 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
20 September 2017 - NW2762
Esau, Mr S to ask the Minister of Transport
Whether his department has entered into any agreements with the Ivory Coast; if so, (a) what agreements have been entered into, (b) on what dates (i) were the specified agreements signed and (ii) do they take effect, (c) what mechanisms exist to monitor the agreements, (d) what budgets have been allocated in this regard and (e) what resources, including human resources, have been (i) allocated and (ii) provided?
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
19 September 2017 - NW2692
Alberts, Mr ADW to ask the Minister of Transport
(1)Whether the National Regulator for Compulsory Specifications has already developed specifications for the instruments of the e-tolling system in Gauteng; if not, (a) why not and (b) on what legal basis are the instruments currently being applied; if, so, (2) Whether the instruments have already been tested regarding compliance with the specifications; if so, where can the report be found
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.
19 September 2017 - NW2787
Matsepe, Mr CD to ask the Minister of Transport
Whether, with regard to the calverts that allow water from the Edenvale area to flow under the N3 highway in Gauteng, any assessment has been done since the flood in November 2016 to determine if their diameters are sufficient to allow water to flow freely under the highway without causing the water to dam up and flood the area; if not, why not; if so, (a) what are the findings of the assessment and (b) what (i) are the current diameters of the above calverts and (ii) should they be and (iii) would the cost be of increasing the calverts under the N3 highway?
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.
19 September 2017 - NW2767
Figlan, Mr AM to ask the Minister of Transport
(a) What amount has been paid to the company that collects e-toll funds (name furnished) in each month since the inception of the contract, (b) how are the amounts calculated, (c) when will this contract be terminated and (d) what is the projected amount that will be paid to the specified company in the 2017-18 financial year?
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.
19 September 2017 - NW2761
Steenkamp, Ms J to ask the Minister of Transport
What (a) steps is he taking to ensure that intimidation of taxi e-hailing company drivers ceases, (b) has been done to date to resolve any concerns expressed by any of the parties and (c) measures are planned for the future in this regard?
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.
18 September 2017 - NW2757
De Freitas, Mr MS to ask the Minister of Transport
Whether there are any challenges with regard to the (a) registering and (b) licensing of vehicles in the Mogalakwena Local Municipality in Limpopo; if so, what (i) are the causes of the challenges, (ii) steps are being taken to deal with the challenges and (iii) are the timeframes in each case?
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.
15 September 2017 - NW2441
Mulaudzi, Adv TE to ask the Minister of Transport
With reference to the annexure to his reply to question 1875 on 3 July 2017 regarding transaction advisers, what was the monetary value of the following tenders for which transaction advisers were used by the Passenger Rail Agency of South Africa, (a) Smec/Vela VK for the Rolling Stock and Depot Upgrade 2013-2014 (HO/EPMO/023/08/2011), (b) Gibb for the Rolling Stock and Depot Upgrade 2013-2014 (HO/EPMO/023/08/2011), (c) KPMG for the Rolling Stock and Depot Upgrade 2013-2014 (HO/EPMO/023/08/2011), and (d) Ledwaba Mazwai Attorneys for the Rolling Stock and Depot Upgrade 2013-2014 (HO/EPMO/023/08/2011)?
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% |
15 September 2017 - NW2766
Figlan, Mr AM to ask the Minister of Transport
(1)Whether he has found that there are delays in the issuing of operating licenses by the National Public Transport Regulator (NPTR); if so, what (a) are the reasons for delay, (b) is being done to fix this and (c) are the timelines in this regard; (2) whether he has found that there is a lack of communication by the NPTR, including telephones not being answered and emails not being replied and attended to; if so, what has he found to be the reasons for this; (3) whether he has found that there are delays in the accreditation process and issuing of renewals or transferred licenses; (4) whether he has found that licensing conditions of the NPTR are posing unforeseen challenges to motorists; if not, why not; if so, what is being done to resolve this?
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.
15 September 2017 - NW2440
Mulaudzi, Adv TE to ask the Minister of Transport
With reference to the annexure to his reply to question 1875 on 3 July 2017 regarding transaction advisers, what was the monetary value of the tenders (details furnished) for which transaction advisers were used by the Passenger Rail Agency of South Africa for the New Rolling Stock (details furnished)?
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
12 September 2017 - NW2568
Mulaudzi, Adv TE to ask the Minister of Transport
When are the application dates (a) opening and (b) closing for the board positions of all entities and councils reporting to him?
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)
12 September 2017 - NW2622
Lees, Mr RA to ask the Minister of Transport
Whether any plans have been put in place to (a) maintain and/or (b) rebuild the R103 regional road between Ladysmith and the bottom of the Van Reenen’s Pass in KwaZulu-Natal; if not, why not; if so, (i) what are the relevant details and (ii) by what date is construction expected to be (aa) started and (bb) completed and (c) how much has been budgeted in this regard?
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)
07 September 2017 - NW2528
Brauteseth, Mr TJ to ask the Minister of Transport
(1)(a) Why have vacancies in the Board of the Passenger Rail Agency of South Africa not been filled and (b) by what date will these positions be filled; (2) whether he has found that board will be able to fulfil its mandate while it has vacancies on the board; if not, what is the position in this regard; if so, what are the relevant details?
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”.
07 September 2017 - NW2618
Alberts, Mr ADW to ask the Minister of Transport
(1)Whether there is any obligation on any of the airports under control of the Airports Company of South Africa to close the roads running alongside the airport; if not, why the management of the O R Tambo International Airport has decided to close the roads that run alongside the airport; if so, (2) whether all airports are affected by this; if not, (a) why not, (b) what is the extent of the obligation on each airport so affected, (c) when the obligation needs to be implemented and (d) what are the reasons for this; (3) on what legal grounds is the obligation founded?
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.
07 September 2017 - NW2527
Brauteseth, Mr TJ to ask the Minister of Transport
(a) What amount did (i) his department and (ii) each entity reporting to him spend on sponsorships in the (aa) 2014-15, (bb) 2015-16 and (cc) 2016-17 financial years, (b) what are the relevant details in each case and (c) what criteria were used to spend the respective amounts on sponsorships?
Reply:
Department
(a)(i) Department did not provide any sponsorship.
Cross-Border Road Transport Agency
- the (ii) CBRTA did not spend any amount on sponsorships in the (aa) 2014-15, (bb) 2015-16 and (cc) 2016-17 financial years.
- 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
- (ii) RTIA:
(aa) 2014-15: R13,440.47
bb) 2015-16: RNIL
(cc) 2016-17: R 10,964.23
- 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.
- Request was made and warded based on the merits
Road Traffic Management Corporation
- the (ii) RTMC did not spend any amount on sponsorships in the (aa) 2014-15, (bb) 2015-16 and (cc) 2016-17 financial years.
- and (c) Not Applicable
South African National Roads Agency Limited
- (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.
- 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
- 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 |
|
|
|
(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 |
07 September 2017 - NW2526
Hunsinger, Dr CH to ask the Minister of Transport
What (a) number of consultants have been used by (i) his department and (ii) each entity reporting to him in each of the past three financial years, (b) are the reasons for using the services of consultants, (c) are the budget allocations and (d) are the actual costs incurred in each case respectively?
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 |
-
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
- (ii) SANRAL
- 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)
- Budget Allocations:
- Actual Costs:
- Number of consultants that have been used and each entity reporting to him in each of the Past three years:
- 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
- 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)
- ii) The Ports Regulator has used the services of consultants as outlined in the table below:
-
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)
- 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
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
07 September 2017 - NW2523
De Freitas, Mr MS to ask the Minister of Transport
(a)(i) Why has there been under expenditure with regard to the Rail Economic Regulator, (ii) what has his department done to change this and (iii) how is this being monitored and (b)(i) why were (aa) deliverables, (bb) timelines, (cc) timeframes and (dd) deadlines not met and (ii) what is being done to change the situation in each case?
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.
06 September 2017 - NW2442
Mulaudzi, Adv TE to ask the Minister of Transport
With reference to the annexure to his reply to question 1875 on 3 July 2017 regarding transaction advisers, what was the monetary value of the Braamfontein and Long Lead tender HO-SCM-TECH/411/03/2016 for which the Passenger Rail Agency of South Africa used a certain transaction adviser (name furnished)?
Reply:
Gibb’s appointment was for R4, 272, 082.03 incl VAT.
06 September 2017 - NW2531
Cassim, Mr Y to ask the Minister of Transport
(a) Which Memorandums of Understanding (MOUs) have been signed by (i) his department and (ii) each entity reporting to him in the past three financial years, (b) with whom have they been signed, (c) what are the reasons for MOU in each instance, (d) what processes, procedures and mechanisms exists to ensure that the MOUs are met , (e)(i) which MOUs have not been adhered to, (ii) what are the reasons for this and (iii) what has been done to ensure that it is not repeated and (f) what are the financial implications of each MOU in each instance?
Reply:
List of International Memorandum of Understanding (MOUs) signed by the Department of Transport from 1 January 2014 to 2017
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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
- (ii) The MOUs that have been signed in the past three financial years are listed in table below:
|
Date signed |
|
July 2014 |
|
August 2014 |
|
March 2016 |
|
May 2014 |
|
June 2014 |
- Reasons for the signing of the MOUs are exchange of information sharing, collaboration, training, sharing of resources.
- The MoUs are implemented through forums e.g. municipal forums; joint law enforcement operations, Border Management Authority structures and through information sharing.
- Not Applicable
- 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
- (ii) Road Traffic Infringement Agency an Entity of the Department of Transport.
- With whom have they been signed?
- Department of Small Business Development,
- Transport Education and Training Authority (TETA),
- Monash University, and
- NICSA.
- What are the reasons for MoU in each instance?
- Department of Small Business Development,
- Purpose: Financial leverage for the implementation of the Enterprise Development Programme
- Transport Education and Training Authority (TETA),
- Purpose: Financial leverage for the implementation of the driving simulators programme.
- Monash University, and
- Purpose: Knowledge transfer programme for RTIA and other Transport Entities’ employees
- 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.
- 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
- (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.
- What are the financial implications of each MoU in each instance?
- 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:
- Appointment of accountable Project Managers
- Escalation Clause
- Agreement on a project by project basis which would entail the Service Level Agreement
- 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
- EThekwini Metropolitan Municipality
- Cost sharing for upgraded interchange on N3 at Hammarsdale
- Clause 10 – Breach
Clause 14 – Dispute resolution (Inter-governmental dispute resolution mechanism, failing which by adjudication
- (i) None
(ii) Refer to answer provided in (e) (i) above
(iii) Refer to answer provided in (e) (i) above
- 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
- Transport Education and Training Authority (TETA)
- To promote a coherent and effective quality assurance system for education and training in the transport sector
- (-) Development of standard operating procedures for implementing this memorandum;
(-) Holding of regular meetings to monitor implementation of the MOU
- (i) None
(ii) Refer to reply provided in (e) (i) above
(iii) Refer to reply provided in (e) (i) above
- 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.
- Eastern Cape Parks and Tourism Agency
- 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.
- The Agreement provides for monitoring through regular progress reports, expenditure and budgeting plans by ECPTA.
- (i) None
(ii) Refer to reply provided in (e) (i) above
(iii) Refer to reply provided in (e) (i) above
- R370 (three hundred and seventy) million rands over 10 years
For the financial year 2016/2017
- Human Development Agency (HDA)
- 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.
- The implementation of this Agreement is overseen and monitored by a working group that meets monthly.
- (i) None
(ii) Refer to reply provided in (e) (i) above
(iii) Refer to reply provided in (e) (i) above
- 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.
- Maluti a Phofung Local Municipality (MAP)
- 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
- (-) 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.
- (i) None
(ii) Refer to reply provided in (e) (i) above
(iii) Refer to reply provided in (e) (i) above
- R8,151 (eight million one hundred and fifty one thousand rands)
- Mpofana Municipality
- Overload control enforcement at the Mooi River Traffic Control Centre
- (-) Clause 13 – Breach
(-) Clause 18 – Dispute resolution (Inter-governmental dispute resolution mechanism, failing which by adjudication)
- (i) None
(ii) Refer to reply provided in (e) (i) above
(iii) Refer to reply provided in (e) (i) above
- R0, 35 million/month over three years. SANRAL makes payments monthly over three financial years.
South African Civil Aviation Authority (SACAA)
- (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)
- Memorandum of Action (MOA) signed between PRASA and the City of Cape Town, May 2015:
- 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:
- Infrastructure Investment
- Operations Management
- Strategic Investment Interventions
- 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.
- The financial implications of the MOA is linked to agreed priority projects, programmes and interventions.
- 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:
- Memorandum of Understanding (MOU) signed between PRASA and the China Communications Construction Company Limited (CCCC), September 2016:
- 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.
- A Steering Committee has been established comprising, PRASA, CCCC, National Department of Transport, Treasury and the Department of International Relations and Cooperation to:
- Oversee and manage the cooperation of the parties under this MOU.
- Ensure that the relationship between the parties is conducted within the prescripts of applicable legislation.
- 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.
- Memorandum of Understanding signed between PRASA and SNCF, March 2017
- 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.
- 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.
- The MOU makes provision for the establishment of a Steering Committee to:
- Oversee and manage the cooperation of the parties under this MOU.
- Ensure that the relationship between the parties is conducted within the prescripts of applicable legislation.
- Each party is responsible for their own costs associated with tasks emanating from the MOU / Steering Committee.
- Memorandum of Action signed between PRASA and the Ekurhuleni Metropolitan Municipality, April 2017
- 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.
- 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.
- 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
04 September 2017 - NW2478
Topham , Mr B to ask the Minister of Transport
(a) Why has the R600 road between Winterton and the Drakensberg mountains in the Okhahlamba Local Municipality in KwaZulu-Natal not been maintained, resulting in severe deterioration, (b) what are the full relevant details of (i) maintenance and/or (ii) rebuilding plans that are planned for the specified road, (c) on what date will the maintenance and/or rebuilding plans be implemented, (d) what amount will it cost to rehabilitate the road and (e) which contractors will be contracted to rehabilitate the road?
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.
04 September 2017 - NW2556
Carter, Ms D to ask the Minister of Transport
(1)In light of the current e-toll collections contract that will expire in the next 18 months, (a) does the Government intend to continue with the e-toll project; if so, what are the relevant details; (2) does the Government intend to renew the current contract; if not, will the collection contract go out on tender; if so, (a) why and (b) what are the relevant details?
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.
04 September 2017 - NW2555
Carter, Ms D to ask the Minister of Transport
(1)With respect to the e-toll collection contract, what (a) is the monthly collection budget, (b) are the monthly costs for collection, (c) are the actual monthly costs and (d) are the actual monthly amounts collected for the period 1 April 2014 to date; (2) will he provide Ms D Carter with a copy of the monthly figures?
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.
04 September 2017 - NW2551
Madisha, Mr WM to ask the Minister of Transport
What were the circumstances that resulted in the grounding of (a) the Air Zimbabwe flight at O R Tambo International Airport on 18 August 2017 and (b) the SA Airways flight in Harare, Zimbabwe, on 19 August 2017?
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.
04 September 2017 - NW2532
Cassim, Mr Y to ask the Minister of Transport
(a) What criteria must be met for a driving school to be qualified to offer driving lessons for vehicles of all description and (b) what is the purpose of a drivers licence test?
Reply:
(a) There are no criteria for Driving Schools in force in Road Traffic Legislation at present. Provinces and Local Authorities apply Regulation 250 of the ROAD TRAFFIC ACT NO. 29 OF 1989 to register only Driving School Instructors.
The following should be noted in regard to the DRAFT Driving School Legislative Framework which is not yet in force, as published in Government Gazette, No. 38142 dated 31 October 2014 and 28 January 2015 No. Gazette 38429. This draft legislation addresses numerous of the current shortcomings in the driver training system of the country. The following is a list of the most important areas which will be addressed by the draft driving school legislative framework should the Department put this legislation in force:
Legislation |
Area which legislation will regulate once in force |
Section 28 |
Instructor to be registered |
Section 28A |
Application for registration as instructor |
Section 28B |
Registration and grading of instructors |
Section 28C |
Suspension and cancellation of registration of instructor |
Reg 114A |
Application for registration as instructor |
Reg114B |
Examination and test to determine competence to act as instructor |
Reg 114C |
Registration of instructor |
Reg 114D |
Cancellation or suspension of registration of instructors |
Reg 114E |
Application for Grades of instructors amendment of registration of instructor |
Reg 114F |
Grades of instructors |
Reg 114G |
Manner of application for registration of driving school |
Regulation 114H |
Consideration of suitability of driving school and person or body of persons to operate a driving school |
Reg 114I |
Requirements to be met for registration of a driving school |
Reg 114K |
Manner of registration of a driving school |
Reg 114L |
Notification of change of particulars of a driving school |
Reg 114M |
Approval for appointment of an instructor prior to appointment by a registered driving school |
Reg 114N |
Grades of driving schools |
Reg 114O |
Manner of suspension or cancellation of registration of a driving school |
Reg 114P |
Duties of a driving school |
Reg 114Q |
Powers and duties of inspectorate of driving schools |
(b) The the purpose of a driving licence test is to test the competency of applicants when operating a motor vehicle on a public road whilst obeying all road rules and signs. The Driving Test is prescribed in the applicable K53 Manuals for the various categories of vehicles.
04 September 2017 - NW2529
Brauteseth, Mr TJ to ask the Minister of Transport
(1)With reference to all the persons arrested during the 2016-17 festive season, how many of the evidential blood test results were positive for ethyl alcohol; (2) broken down by (a) age group and (b) gender, how many of these blood test results showed (i) an ethyl alcohol level of (aa) between 0,05g per 100ml and 0,08g per 100ml of blood sampled, (bb) between 0,09g per 100ml and 0,14g per 100ml of blood sampled and (cc) 0,15g per 100ml or greater of blood sampled and (ii) the presence of drugs having a narcotic effect; (3) how many convictions have arisen therefrom to date; (4) what has been the average turnaround time in the return of ante mortem evidential blood test results?
Reply:
1. Evidential blood test results are handled by forensic laboratories and handed directly to the SAPS for processing in court.
2. This information is contained in the SAPS docket and the RTMC does not keep this data.
3. This matter is handled by the SAPS and the justice department.
4. This information is kept by the SAPS as the authority that processes the cases for court.
04 September 2017 - NW2525
Hunsinger, Dr CH to ask the Minister of Transport
(a)(i) Why has there been underexpenditure with regard to the development of the White Paper on Rail Transport, (ii) what steps has his department taken to turn this around and (iii) how is this being monitored and (b)(i) why were (aa) deliverables, (bb) timelines, (cc) timeframes and (dd) deadlines not met and (ii) what steps has his department taken to turn each situation around?
Reply:
(a)(i) The Department has appointed a service provider to assist with the development of the White Paper National Rail Policy. Payments of invoices are aligned to project deliverables/milestones. The Department only process payment once it is satisfied with the deliverables and any delay in the deliverables subsequently leads to under expenditure for that period.
(ii) The project team had regular engagements with the service provider in order to fast-track the deliverables.
(iii) This is monitored through constant engagement and technical discussions in finalizing the policy positions.
(b)(i) (aa)(bb)(cc)(dd)
During the finalization of the draft White Paper process it became apparent that some policy proposals needed further research to consider implementation challenges. This was done in order to balance the views of different stakeholder’s that emerged during consultation.
(ii) The draft White Paper of Rail Policy has been finalised and payments have been processed on those deliverables achieved. The consultations with provinces is underway.
31 August 2017 - NW2417
Waters, Mr M to ask the Minister of Transport
1. (a) What is the total amount that has been spent on Ekurhuleni Metropolitan Municipality’s Bus Rapid Transport (BRT) system to date and (b) what was the initial budget; (2) (a) on what date was the specified BRT system supposed to have been fully operational, (b) by what date will the specified BRT system be fully operational and (c) what additional amount is needed in order for the BRT system to become fully operational; (3) what are the reasons for the delay in making the specified BRT system operational?
Reply:
(1) (a) What is the total amount that has been spent on Ekurhuleni Metropolitan Municipality’s Bus Rapid Transport (BRT) system to date and (b) what was the initial budget;
The amount spent on the City of Ekurhuleni’s Bus Rapid Transit system has spent R1 687 509 216 to date and the initial budget was R 2 272 685 751.
(2) (a) on what date was the specified BRT system supposed to have been fully operational, (b) by what date will the specified BRT system be fully operational and (c) what additional amount is needed in order for the BRT system to become fully operational;
(a) The date that the BRT system was supposed to be fully operational was June 2016.
(b) The BRT system will be partially operational (kerbside) by the end of September 2017, subject to the finalisation of negotiations with affected taxi operators. Full operations (on trunk route) are scheduled to when the infrastructure is fully complete, in 2018.
(c) There is no additional money that is needed in order for the BRT system to become fully operational, outside of the allocated budget of R660m for infrastructure and operations for the 2017/18 financial year.
(3) what are the reasons for the delay in making the specified BRT system operational?
The reasons for the delay in making the BRT system operational include but are not limited to:
(a) Delays in the procurement process for the various work streams, especially BRT Infrastructure. Currently, the stations, stream crossings, pedestrian bridges, bridges on the trunk route are still under construction.
(b) The slow pace of construction by some of the infrastructure contractors as well as financial cash flow challenges, and lack of performance experienced by some contractors, some of whom had their contracts terminated. For instance, the contractors for some sections of the trunk were constantly penalised due to failure to meet project milestones and delivery deadlines while the initial station contractors were terminated due to inability to proceed within the budget as a result of poor cash flow management.
(c) The protracted process of negotiations between the City of Ekurhuleni and the Ekurhuleni Taxi Industry, and the long process of establishment of the Special Purpose Vehicle (Vehicle Operating Company named KTVR), which will be contracted for the BRT operations by the City of Ekurhuleni.
NW2665E
31 August 2017 - NW2524
Hunsinger, Dr CH to ask the Minister of Transport
(a)(i) Why has there been under expenditure with regard to the Rail Safety Strategy (ii) what has his department done to change this and (iii) how is this being monitored and (b)(i) why has there been (aa) deliverables, (bb) timelines, (cc) timeframes and (dd) deadlines that were not met and (ii) what is being done to change the situation in each case?
Reply:
(a)(i) The Department has appointed a service provider to assist with the development of the National Railway Safety Strategy. Payments of invoices are aligned to project deliverables/milestones. The Department only process payment once it is satisfied with the deliverables and any delay in finalising the deliverables subsequently leads to under expenditure for that period.
(ii) The project team had regular engagements with the service provider in order to fast-track the deliverables
(iii) This is monitored through constant engagement, progress reports and regular follow ups with the service provider.
(b)(i) (aa))bb)(cc)(dd) The period which was initially set out for stakeholder consultation proved to be insufficient and this affected delivery period that has subsequently affected the timelines, timeframes and deadlines.
(ii) The timelines, timeframes and deadlines are interrelated and in addressing them the Department continuously work closely with the service provider to ensure that the missed time-frames/timelines/deadlines are corrected.
NW2781E
31 August 2017 - NW2522
De Freitas, Mr MS to ask the Minister of Transport
(a)(i) Why has there been under expenditure with regard to the National Rail Safety Strategy, (ii) what has his department done to change this and (iii) how is this being monitored and (b)(i) why were (aa) deliverables, (bb) timelines, (cc) timeframes and (dd) deadlines not met and (ii) what is being done to change the situation in each case?
Reply:
(a)(i) The Department has appointed a service provider to assist with the development of the National Railway Safety Strategy. Payments of invoices are aligned to project deliverables/milestones. The Department only process payment once it is satisfied with the deliverables and any delay in finalising the deliverables subsequently leads to under expenditure for that period.
(ii) The project team had regular engagements with the service provider in order to fast-track the deliverables
(iii) This is monitored through constant engagement, progress reports and regular follow ups with the service provider.
(b)(i) (aa)(bb)(cc)(dd) The period which was initially set out for stakeholder consultation proved to be not sufficient which affected deliverables, the timelines, the timeframes and the deadlines.
(ii) The the timelines, the timeframes and the deadlines are interrelated and in addressing them the Department continuously work closely with the service provider to ensure that the missed time-frames/timelines/deadlines are corrected.
NW2781E
31 August 2017 - NW2521
De Freitas, Mr MS to ask the Minister of Transport
(a)(i) Why has there been underspending with regard to the Rail Safety Amendment Bill, (ii) what has been done to change the situation and (iii) how is this being monitored and (b)(i) why have the (aa) deliverables, (bb) timelines, (cc) timeframes and (dd) deadlines not been met and (ii) what is being done to change the situation in each case?
Reply:
(a) (i) The Department appointed a service provider to assist with the drafting of the Railway Safety Bill and payment of invoices are aligned to project deliverables/milestones. The Department only process payment once it is satisfied with the deliverables and delays in finalising the deliverables subsequently leads to under expenditure.
(ii) The project team has regular engagements to fast-track the deliverables.
(iii) This is monitored through constant engagement, progress reports and regular follow ups with the service provider.
(b) (i)(aa)(bb)(cc)(dd) The Railway Safety Bill had to undergo the Socio-Economic Impact Assessment System(SEIAS) process, which was not anticipated, as the SEIAS process was not yet introduced by the time the project timelines were drafted. The stakeholder consultations process also took longer than was anticipated and this further prolonged the completion of the deliverables. This subsequently also negatively affected the timeframes and the deadlines.
(ii) The draft Railway Safety Bill has been finalised and it is due for submission to Cabinet for approval for further broader consultation.
NW2778E
31 August 2017 - NW2413
Lees, Mr RA to ask the Minister of Transport
(1)Does the Air Traffic Navigation Services SOC Ltd (ATNS) provide its services to SA Airways (SAA) on an equal basis as it does to all other airlines; if not, why not; if so, what are the relevant details; (2) what are the relevant details of (a) each service that ATNS provides to (i) SAA and (ii) each other airline, (b) the rates that are charged for the specified services, (c) the payment terms given and (d) total amounts owed as at 31 July 2017 and (e) age analysis of the amounts owed as at 31 July 2017 in each case; (3) whether ATNS made any changes in the payment terms given to the SAA from 1 April 2017 up to 31 July 2017; if so, what are the full details of the changed payment terms
Reply:
Air Traffic and Navigation Services SOC Limited (ATNS)
1. ATNS provides its services equally to all airspace users, and our credit terms are 30 days from date of invoice. SAA has from 01 April 2017 to date been settling their invoices on average 45 days after due date and as a result ATNS has been charging SAA interest due to late payment.
2. (a)(i) ATNS provides air traffic control services, air traffic flow management services, aeronautical information management services and alerting services to SAA and (ii) similarly to all other airspace users, (b) the rates charged are as per government gazette no 40552 dated 20 January 2017, Notice 29 of 2017, (c) ATNS credit terms are 30 days from date of invoice and this applies to SAA as well, (d) The total amount owed by SAA as at 31 July 2017 was R 65 610 477, (e) The below table is the age analysis as at 31 July 2017:
Customer Name |
Customer Balance |
Current |
31 - 60 Days |
61 - 90 Days |
91 - 120 Days |
121 & Over |
SOUTH AFRICAN AIRWAYS |
65,610,477 |
33,278,543 |
32,158,541 |
173,394 |
- |
- |
3. ATNS never extended/agreed to change its payment terms to SAA, from 01 April to 31 July 2017, SAA has not adhered to ATNS credit terms and as such ATNS charged SAA interest on late payments.
28 August 2017 - NW2204
Kalyan, Ms SV to ask the Minister of Transport
(a)(i) What are the reasons for the under-expenditure in the Moloto Development Project and (ii) what are the amounts concerned, (b) what is being done to ensure the under-expenditure does not reoccur, (c)(i) why is the specified project behind schedule and (ii) what are the financial implications thereof and (d) what procedures, processes and mechanisms have been put in place to ensure that the project runs according to schedule?
Reply:
(a)(i) & (ii) The Mpumalanga and Limpopo sections of Moloto road (R573) were transferred to SANRAL in July 2015. At the time SANRAL indicated to National Treasury that the timelines are severely dependent on the regulated procurement, design and land acquisition processes to be followed by SANRAL, running according to plan.
On the Mpumalanga section a Consulting engineering firm was appointed in February 2016 and in March 2016 for the Limpopo section, for design and supervision of the construction contracts.
Due to the urgency in addressing the safety concerns on the route, a process to accelerate the works was initiated. To this end, one construction project in Mpumalanga and Limpopo, each, commenced in January 2017, where the delays of regulatory requirements were limited.
MOLOTO ROAD PROJECT |
2016/17 |
2017/18 |
2018/19 |
2019/20 |
Totals |
R’ 000 |
R’ 000 |
R’ 000 |
R’ 000 |
R’ 000 |
|
Budget |
R 660 834 |
R 1 279 029 |
1 806 813 |
1 691 990 |
5 438 660 |
Transfer to date |
R 660 834 |
R 639 515 |
n/a |
n/a |
R 1 300 380 |
Table 1: Summary of SANRAL Budget Allocations and Expenditure
(b) The Gauteng section of the R573 Moloto road is not transferred to SANRAL. SANRAL and Gauteng Province signed an implementing agent agreement, in which the funding for the design, land acquisition and construction is provided by the Gauteng Province. To date, the Province has not been able to secure the funding and therefore construction has not started.
The under-expenditure is therefore only on the Gauteng Provincial section of the Moloto Road.
(c)(i) The section of the project under SANRAL’s jurisdiction is not behind schedule, however the following challenges exist:
- Encroachment of the road reserve – The fact that no proper statuary control was exercised in the past, a high number of formal and informal structures were erected within the road reserve. These need to be relocated from the road reserve prior to any construction works commencing.
- Tribal Land Issues – No formal sub-divisions and title deeds exist in tribal areas. To determine compensation for a land owner, SANRAL needs to first establish the land affected, which is normally done from sub-division diagrams available at the deeds office. Since that is not existing for this area, SANRAL first need to survey the area and establish such basic sub-division diagrams based on conflicting stakeholders input. This leads to an extended stakeholder engagement and land acquisition process.
- Demands and threats placed on contractors and subcontractors by local community and organised groups – demanding employment and business opportunities. To date, delays of 2.5 months and 4 months have been experienced for current construction projects in Mpumalanga and Limpopo, respectively. This will be an ongoing challenge throughout the project.
- Environmental and mining authorisations – longer procurement, design and stakeholder engagement processes affect these regulatory processes, thus delaying the implementation phase of the projects.
(c)(ii) None.
(d) (i) Extensive engagement with stakeholders i.e. Local and Tribal Authorities, Land Occupiers and Service Providers.
(ii) Community Participation – Setting up of Public Liaison Committees (PLCs), appointment of the Project Liaison Officers (PLOs) and recruitment processes, which involves setting up databases for labourers and sub-contractors; and selecting labourers through the raffle methods in their Wards (32 in Mpumalanga). All these processes need to be completed prior to any construction works commencing.
(iii) Workshops for SMME’s and prospective contractors and sub-contractors.
28 August 2017 - NW2412
Lees, Mr RA to ask the Minister of Transport
(1)Does the Airports Company South Africa (ACSA) provide its services to the SA Airways (SAA) on an equal basis as it does to all other airlines; if not, why not; if so, what are the relevant details;
Reply:
Airports Company South Africa SOC Limited (ACSA)
1. ACSA affords all its airline clients fair and equal treatment based on the terms and conditions of the client’s contract – with no preferential treatment provided to any airline.
2. Airports Company South Africa SOC Limited (ACSA) provides all aviation/ airport related services as defined in the Airports Company Act (44/1993) as amended and charges regulated tariffs per the Government Gazette 29 December 2016 Notice 961 of 2016, In addition ACSA provides non – aeronautical services. (Refer below full list of our revenue lines).
All aeronautical services to all Airlines are standardized with no differentiation. Airlines choose pay to utilize our Non – aeronautical services.
ACSA imposes a late charge (interest) on delayed payments of invoices. In line with the National Credit Act, 2005 (No.34 of 2005, chapter 5, interest and fees), Airports Company Act, 1993 (Act No. 44 of 1993) and PFMA (section 80, Act 1 of 1999).
Aeronautical revenue
Aeronautical revenue is recognized when the services are provided to the customer.
Type of Revenue |
Determination |
Landing fees |
Using regulated tariffs for aircraft landings based on the maximum take-off weight of landing aircrafts for each landing. |
Passenger service charges |
Using regulated tariffs for each departing passenger at an airport of departure. |
Aircraft parking |
On regulated tariffs for each aircraft parked for over four hours, based on the maximum take-off weight of aircraft parking per 24-hour period. |
Non-aeronautical revenue
Non-aeronautical revenue is recognised when services are provided to the customer.
Type of Revenue |
Determination |
Examples |
Advertising |
Based on the higher of a minimum guaranteed rental or a percentage of turnover. |
Rental of advertising space to concessionaires. |
Retail |
Based on the higher of a minimum guaranteed rental or a percentage of turnover. |
Rental of retail space to concessionaires. |
Parking |
Based on time-based tariffs. |
Providing short- and long-term parking facilities. |
Car hire |
Rental is based on the higher of a minimum guaranteed rental or a percentage of turnover. |
Concession fees and the rental of space and kiosks to car hire companies. |
Property rental |
Based on medium- and long-term rental agreements with tenants. |
Rentals of office, air lounges, aviation fuel depots, warehousing, logistics facilities, hotels and filling stations. |
Hotel operations |
Accommodation income is recognised at the date the guests are invoiced. |
Invoice value of accommodation and sale of food and beverages. |
Recoveries |
Recoveries include water, electricity and other utility charges recovered from tenants. |
Water and electricity invoices. |
Interest |
Interest levied on overdue debtors |
Interest is charged at the Prime Lending Rate |
The relationship between Airports Company South Africa SOC Limited (ACSA) and South African Airways SOC Limited (SAA) is governed by an agreement which has obligations that are continuously monitored.
South African Airways SOC Limited (SAA) utilizes the following services from ACSA:
- Aeronautical Services (Regulated Tariffs)
- Landing fees
- Passenger service charges
- Aircraft Parking
- Non-Aeronautical Services
- Property (Office Property, Terminal Offices which includes ticketing, check in and information counters, VIP passenger Lounges and normal passenger lounges)
- Staff Parking
- Recoveries of Utilities
- Staff Access Permits
SAA is charged interest at the prime lending rate as with all other airlines and customers.
SAA Age analysis.
|
|
Corporate Office |
|
|
|
|
|
|
Group Finance |
|
|||||
|
Central Finance Operations |
|
|||||
|
Debtor: South African Airways SOC Ltd |
|
|||||
|
Debtor Number: 1336 |
22-Aug-17 |
|||||
|
|
|
|
|
|
|
|
ACSA Age Analysis Report |
|
|
|
|
|
|
|
As of Date : 31-Jul-17 |
|
||||||
|
|
||||||
Airport |
Outstanding Amount (ZAR) |
Advance Billing (ZAR) |
Current (ZAR) |
1-30 Days Past Due (ZAR) |
31-60 Days Past Due (ZAR) |
90+ Days (ZAR) |
|
BFN |
43 319.82 |
- |
43 319.82 |
- |
- |
- |
|
CORP |
246 292.57 |
- |
- |
- |
- |
246 292.57 |
|
CTIA |
33 420 756.99 |
822 899.45 |
10 401 705.46 |
9 269 601.82 |
6 161 084.08 |
6 765 466.18 |
|
ELS |
4 603 499.15 |
90 832.90 |
1 343 233.16 |
1 267 290.13 |
901 129.35 |
1 001 013.61 |
|
GRG |
5 441.51 |
23 360.00 |
4 774.51 |
-23 480.00 |
120.00 |
667.00 |
|
KSIA |
18 044 827.89 |
504 996.57 |
5 719 097.48 |
5 094 980.14 |
3 423 290.90 |
3 302 462.80 |
|
ORTIA |
233 162 780.34 |
3 197 406.64 |
71 132 090.22 |
64 368 406.82 |
41 836 573.71 |
52 628 302.95 |
|
PLZ |
5 464 833.92 |
97 819.01 |
1 640 101.07 |
1 535 714.76 |
1 029 669.08 |
1 161 530.00 |
|
Total |
294 991 752.19 |
4 737 314.57 |
90 284 321.72 |
81 512 513.67 |
53 351 867.12 |
65 105 735.11 |
|
|
|
|
|
|
|
|
3. ACSA has a standardized payment term,. of 30 days to all customers/airlines.
- ACSA has a financial risk management committee which monitors, inter alia, any delinquent clients and appropriate action is initiated in line with its Credit Management Policy, contracts and agreements in place including the regulations of the Government Gazette 29 December 2016 Notice 961 of 2016.
- ACSA has not changed its official payment terms with SAA.
- ACSA and SAA from time to time have gone into restructuring agreements.
- Historically SAA has not defaulted on any payment agreements and is constant communication with ACSA regarding any amounts due.
NW2660E
28 August 2017 - NW2271
Alberts, Mr ADW to ask the Minister of Transport
(1)With reference to the reply to question 2632 on 13 December 2016, which permits may and/or can be issued by the permit offices rather than by the Minister; (2) on what legal grounds does he support such authorisation, since authorisation is not provided for in the National Road Traffic Act, Act 93 of 1996; (3) on what legal grounds does his department support the permit fees and exemption from permit fees, since there are not provisions with regard to such permits?
Reply:
(1) The other permit which can be issued other than an exemption issued by the Minister is a permit issued by the MEC’s in terms of section 81(2) of the National Road Traffic Act, 1996 (Act No. 93 of 1996) authorising the conveyance in a safe manner on a public road of passengers or any load which does not comply with the provisions of the NRTA.
(2) Section 81(2) of the NRTA supra, empowers the MEC’s of respective provinces to authorise the conveyance or transportation as the case maybe, in a safe manner of passengers or any load which does not comply with the provisions of the NRTA.
(3) Section of 81(3) of the National Road Traffic Act, 1996 (Act No. 93 of 1996), provides further that, an MEC shall determine the fees or charges payable for a vehicle or load that does not comply with the NRTA.
28 August 2017 - NW2195
De Freitas, Mr MS to ask the Minister of Transport
(1)(a) Why is the National Public Transport Regulator not conducting operator technical accreditation regionally, (b) what qualifications and further criteria need to be fulfilled for a person to undertake inspections, (c) what mechanisms have been put in place to ensure that athe criteria are maintained, (d) why is the accrediting of licences experiencing delays and (e) what (i) steps are being taken to curb the delays, (ii) are the reasons for the delays in each case and (iii) are the deadlines in this regard; (2) (a) why is one standard licence with one set of conditions for operator technical accreditation issued and (b) what is being done to accommodate different requirements by various operators
Reply:
1.(a) Presently the NPTR has not taken up all the functions as prescribed in legislation. However, when the volume of applications for accreditations increases the matter will be discussed with the PRE’s. In the interim MOUs have been signed between the NPTR and PRE’s for the latter to serve as a post office for applications to the NPTR.
(b) M + 3 years qualification. Diploma in Examiner of Vehicles or Traffic Policing is an added advantage.
(c) Pre-employment checks and security vetting
(d) Submission of incomplete applications by operators and lack of capacity of NPTR support staff.
(e) (i) appointment of additional support staff is currently in progress. The number of days for meetings of the NPTR for adjudication has been increased. In addition remuneration for overtime payment for support staff has been approved
(ii) see (i) above
(iii) Additional staff are envisaged to be appointed in the next two monts
2. (a) The Operating Licences for all forms of tourism transport services as well as the general conditions for operators is standard.
(b) Specific conditions differ from operator to operator based on their requirements
24 August 2017 - NW2196
De Freitas, Mr MS to ask the Minister of Transport
Whether he intends to conduct lifestyle audits on the top leadership of (a) his department and (b) each entity reporting to him; if not, in each case, why not; if so, (i) how would such an audit be conducted, (ii) who would conduct it, (iii) what form would it take and (iv) what are the consequences for those that demonstrate a lifestyle beyond their means?
Reply:
Department
(A) If the need arises in future, I will conduct lifestyle audits on the top leadership of the Department.
(I) The Department set up a panel of service providers, appointed to perform lifestyle audits. The service providers would be required to provide a quotation on a case by case basis.
(ii) Any one of the service providers on the panel, appointed to perform lifestyle audits.
(iii) Unknown, since the service provider appointed would propose the form as part of their Quotation
(iv) Unknown at this stage, since the consequence will be informed by the findings and recommendations from the audit conducted.
Airports Company South Africa SOC Limited (ACSA)
Airports Company South Africa has not developed a framework to conduct lifestyle audit on its employees. ACSA employees submit financial disclosure form annually.
Currently security screening and vetting is conducted by the State Security Agency in terms of Section 2A of the National Strategic Intelligence Act 39, of 1994 as amended.
South African Civil Aviation Authority (SACAA)
- N/A (b) The South African Civil Aviation Authority (SACAA) endeavors to conduct lifestyle audits as and when necessary, within the bounds of the law. This is catered for in the entity’s employment contracts. By signing the contract of employment every employee agrees to be subjected to a lifestyle audit, whenever the employer deems it fit. This includes but is not limited to investigations. (ii) a service provider would be appointed when the need is identified (iii) the method will be investigated at the relevant time, and (iv) the organisations’ disciplinary policy will be followed for those employees that demonstrate a lifestyle beyond their means.
Air Traffic and Navigation Services SOC Limited (ATNS)
b, ATNS intend performing the lifestyle audit
(i) Following the prescribed audit standards
(ii) An external independent consultant(s) or firm would be appointed to perform such audit
(iii) The scope will be provided by management and the consultants will follow the set audit methodologies/standards (also refer to item (ii))
(iv) Disciplinary process against anyone who has violated the rules or policies of the company based on evidence (findings) and recommendations by the consultant(s) or firm appointed to conduct the audit.
Road Accident Fund (RAF)
(b) The Road Accident Fund (RAF) has not, conducted lifestyle audits on the top leadership; but will do so where suspicions of living beyond the means surfaces, in respect of declared income and suspicious accumulation of wealth. Should the lifestyle be proven to be beyond an employee’s means, there would be a review of other possible sources of income (other family members, inheritances etc.). Should there be proof of irregular income due to their role within RAF, then there would be a forensic investigation and disciplinary process – with punitive action if and as applicable.
South African National Road Agency (SANRAL)
(b) SANRAL will conduct a lifestyle audit on the top management team of SANRAL.
- An independent service provider with the necessary knowledge and skills to conduct lifestyle audits will be appointed following a tender process to conduct the audit.
- It would be conducted by an independent service provider.
- As advised by the service provider – the investigation would be expected to include a review of fixed and movable assets owned, travel and holiday patterns etc.;
- Should the lifestyle be proven to be beyond an employee’s means, there would be a review of other possible sources of income (other family members, inheritances etc.). Should there be proof of irregular income due to their role within SANRAL, then there would be a forensic investigation and disciplinary process – with punitive action if and as applicable.
Road Traffic Management Corporation (RTMC)
The RTMC conducts a comprehensive disclosure of information system to obtain information on its top leadership and has not made any plans to conduct lifestyle audits. (b) The Corporation has not found evidence to justify undertaking such an audit.
Cross Border Roads Transport Agency (CBRTA)
b) The C-BRTA has no immediate plans to conduct a lifestyle audit on its top leadership as there is no information that has come to our attention that necessitate such an audit.
(i) – (iv) Not applicable
Road Infringement Agency (RTIA)
b) The RTIA has not yet conducted a lifestyle audit but intends to do so based on the results of its assessment;
(i) The Agency has appointed a service provider to conduct a fraud prevention and detection assessment;
(ii) This is conducted by an independent service provider;
(iii) The assessment will take form of an analysis of the remuneration and lifestyle of all staff;
(iv) The results of the assessment will identify and highlight the attendant risks related to employees living beyond their means and such results will inform the process of conducting lifestyle audits where necessary and due process followed as per Agency’s policies.
South African Maritime Safety Authority (SAMSA)
(b) Targeted lifestyle audits are conducted as and when is necessary.
(i) It would be conducted by forensic investigation.
(ii) The lifestyle audit would be conducted by an external company who would be selected after a procurement process is followed.
(iii) Investigation.
(iv)The outcomes of the investigations will be shared with them. If they have contravened the code of conduct, they will be subjected to a disciplinary hearing.
Ports Regulator (Ports Regulator SA)
(b) The Ports Regulator is not aware of any requirement as regards the PFMA or any instruction notes issued by the Treasury in this regard. Also the Auditor General has not issued any finding in this regard and has not expressed the need for such an audit. Furthermore, the Regulator is not aware of any guideline issued which may form the basis for procedures to be followed in the event that such a requirement becomes statutory. The Ports Regulator has also not identified life style issues within its risk register and strategy which has necessitated the need for the skills audit to be conducted.
Passenger Rail Agency of South Africa (PRASA)
PRASA has not conducted lifestyle audits on the top leadership of the Agency.
Railway Safety Regulator (RSR)
Railway Safety Regulator has not conducted lifestyle audits on the top leadership of the Agency.
24 August 2017 - NW2319
Macpherson, Mr DW to ask the Minister of Transport
(a) What is the status of the plan to standardize a national number plate format and (b) what is the expected time line before this happens including (i) public hearings, (ii) legislative amendments and (iii) the period before motorists must comply with the changes?
Reply:
(a) MINMEC at its meeting held on the 5th September 2014 resolved on standardisation and regulation of number plates in the Republic, and a Task Team was established to look into the current value chain of number plates through consultative process with provinces, a process which was concluded during November 2015.
(b) (i) & (iii) As the process of consultation with other relevant stakeholders like the National Treasury is still underway, and having consulted with the Government Communication Information System on the matter, a final roll-out plan will be drafted and communicated accordingly with specific timelines set.
(ii) The National Road Traffic Regulations have been published for public comments during January 2015 and all provinces have been engaged on the proposed amendments, which will only be finalised once all consultation is concluded.
24 August 2017 - NW2205
Kalyan, Ms SV to ask the Minister of Transport
What (a) properties were leased by (i) his department and (ii) each entity reporting to him in the (aa) 2014-15, (bb) 2015-16 and (cc) 2016-17 financial years, (b) are the reasons for leasing these properties, (c) are these properties used for and (d) are the costs involved in each case?
Reply:
Department
(a) Forum Building was leased by (i) the Department and in the (aa) 2014 – 2015, (bb) 2015 – 2016 and (cc) 2016 – 2017 financial years, (b) The Department is leasing Forum Building through DPW as the only office accommodation to house the Head Office, (c) These property is used as office accommodation for Head Office and (d) Yes there are costs involved in each case. Amounts for each financial year are as follows:
2014-15: R38 180 673.50
2015-16: R56 283 847.68
2016-17: R52 018 294.20
REPLY
Cross-Border Road Transport Agency:
- The properties are leased by the Agency to house its operations; in Pretoria is its Head office and regional offices for law enforcement operations. These regional offices are located at strategic point of entries.
(a)(ii) and (aa), (bb) and (cc) |
(b) and (c) |
(d) Rental and utilities |
||
2014-15 |
2015-16 |
2016-17 |
||
Office accommodation - Head Office – ERF 49 Menlyn FY: 2014/15, 2015/16 and 2016/17 |
The lease was for provision of office accommodation for Head Office and was used for the purpose of office accommodation. |
R8,724,383 |
R8,132,674 |
R9,477,201 |
Office accommodation - Zeerust Regional Office – Bhayat Motors FY: 2014-15, 2015-16 and 2016-17 |
The lease was for provision of office accommodation at the region and was used for the purpose of office accommodation. |
R101,574 |
R123,785 |
R118,476 |
Office Accommodation – Ladybrand Regional Office – Proud Afrique Trading 90 PTY (LTD) FY: 2015/16 and 2016/17 |
- |
R95, 760 |
R101, 027 |
|
Office Accommodation – Ladybrand Regional Office – Ross Real Estates FY: 2014-15 |
R58, 306 |
- |
- |
|
Office Accommodation – Nelspruit Regional Office – Presidor Twenty Four FY: 2014/15, 2015/16 and 2016/17 |
R277, 905 |
R424, 877 |
R426, 494 |
|
Office Accommodation – Durban Regional Office – Brackdale Investment FY: 2014/15, 2015/16 and 2016/17 |
The lease was for provision of office accommodation at the region and was used for the purpose of office accommodation. |
R96, 785 |
R101, 130 |
R141, 305 |
Office Accommodation – Mokopane Regional Office – Rayveen CC FY: 2014/15, 2015/16 and 2016/17 |
R233, 969 |
R288, 974 |
R277, 479 |
|
Office Accommodation – Upington Regional Office – Upington Agri-Estate FY: 2014/15, 2015/16 and 2016/17 |
R118, 680 |
R128, 166 |
R141, 102 |
Road Accident Fund:
(a) (ii) The properties were leased by the Road Accident Fund (RAF) in the: |
(b) the reasons for leasing these properties are: |
(c) these properties are used for: |
(d) the costs (rental, operating cost, and parking) involved in each case is: |
(aa) 2014-15, |
|
|
|
Cape Town - 1 Thibault Square - Long Street |
Office Accommodation |
Regional office |
R 11,886,159 |
Cape Town - 1 Thibault Square - Long Street (Parking) |
Parking |
Regional office |
R 323,407 |
Durban - Embassy Building - 199 Anton Lembede Street |
Office Accommodation |
Regional office |
R 9,834,816 |
New Castle - TM Centre - 79 Harding Street |
Office Accommodation |
Satellite Office |
R 169,523 |
Port Elizabeth - Regency House - 35a Third Avenue, Newton Park |
Office Accommodation |
Forensic office |
R 246,117 |
East London - Metropolitan Life Building - c/o Drury Lane and Caxton Street |
Office Accommodation |
Regional office |
R 7,657,040 |
Port Elizabeth - Main Post Office Building, Govan Mbeki Street |
Office Accommodation |
Satellite Office |
R 497,416 |
Centurion - Eco Glades II Office Park - 420 Witch Hazel Road |
Office Accommodation |
Head Office |
R 19,291,003 |
Centurion - Eco Glades Square - Witch Hazel Road |
Storage |
Head Office |
R 668,900 |
Bloemfontein - Southern Life Plaza Building - 41 Charlotte Maxeke Street |
Office Accommodation |
Customer Service Centre |
R 819,404 |
Kimberley - 10 Black Street, New Park |
Office Accommodation |
Customer Service Centre |
R 176,900 |
Johannesburg - Marble Towers - 212 Jeppe Street |
Office Accommodation |
Regional office |
R 13,077,751 |
Polokwane - Koos Smit Centre - Grobler Street |
Office Accommodation |
Customer Service Centre |
R 402,585 |
Mafikeng - Mega City Shopping Centre - c/o Sekame Street and James Maroka Drive |
Office Accommodation |
Customer Service Centre |
R 511,524 |
Tzaneen - 21A Peace Street (Parking) |
Parking |
Satellite Office |
R 3,840 |
Tzaneen - 21A Peace Street |
Office Accommodation |
Satellite Office |
R 119,994 |
Nelspruit - Mbombela Shoprite Centre - 25 Samora Machel Drive |
Office Accommodation |
Customer Service Centre |
R 356,615 |
Pretoria - Middestad Centre - 252 Andries Street |
Office Accommodation |
Customer Service Centre |
R 976,170 |
(bb) 2015-16, and |
|
|
|
Beaufort West - 1 BP Office Park - c/o Nuwe and Voortrekker Street |
Office Accommodation |
Hospital Based Office |
R 27,360 |
Cape Town - 1 Thibault Square - Long Street |
Office Accommodation |
Regional office |
R 11,772,226 |
Cape Town - 1 Thibault Square (Parking) |
Parking |
Regional office |
R 379,195 |
Cape Town - Metrofile Offices - 1 Munich Street, Airport Industria 2 |
Office Accommodation |
Data recovery site |
R 38,780 |
Durban - Embassy Building - 199 Anton Lembede Street |
Office Accommodation |
Regional office |
R 10,900,944 |
Durban - Devonshire Parkade - Anton Lembede Street |
Parking |
Regional office |
R 349,800 |
New Castle - TM Centre - 79 Harding Street |
Office Accommodation |
Satellite Office |
R 197,648 |
Port Elizabeth - Regency House - 35a Third Avenue, Newton Park |
Office Accommodation |
Forensic office |
R 278,017 |
East London - Metropolitan Life Building - c/o Drury Lane and Caxton Street |
Office Accommodation |
Regional office |
R 8,659,955 |
Port Elizabeth - Main Post Office Building, Govan Mbeki Street |
Office Accommodation |
Satellite Office |
R 377,372 |
Centurion - Eco Glades II Office Park - 420 Witch Hazel Road |
Office Accommodation |
Head Office |
R 18,908,882 |
Centurion - Eco Glades Square - Witch Hazel Road |
Storage |
Head Office |
R 680,706 |
Bloemfontein - Southern Life Plaza Building - 41 Charlotte Maxeke Street |
Office Accommodation |
Customer Service Centre |
R 1,177,992 |
Kimberley - 10 Black Street, New Park |
Office Accommodation |
Customer Service Centre |
R 222,440 |
Johannesburg - Marble Towers - 212 Jeppe Street |
Office Accommodation |
Regional office |
R 14,533,451 |
Polokwane - Koos Smit Centre - Grobler Street |
Office Accommodation |
Customer Service Centre |
R 581,347 |
Mafikeng - Mega City Shopping Centre - c/o Sekame Street and James Maroka Drive |
Office Accommodation |
Customer Service Centre |
R 679,188 |
Pretoria - Menlyn Mall - c/o Atterbury and Lois Avenue |
Parking |
Regional office |
R 1,118,360 |
Tzaneen - 21A Peace Street (Parking) |
Parking |
Satellite Office |
R 1,920 |
Tzaneen - 21A Peace Street |
Office Accommodation |
Satellite Office |
R 129,033 |
Nelspruit - Mbombela Shoprite Centre - 25 Samora Machel Drive |
Office Accommodation |
Customer Service Centre |
R 302,513 |
Nelspruit - Canary Walk Mall - Bester Street |
Office Accommodation |
Customer Service Centre |
R 392,000 |
Pretoria - Middestad Centre - 252 Andries Street |
Office Accommodation |
Customer Service Centre |
R 670,920 |
(cc) 2016-17 financial years |
|
|
|
Beaufort West - 1 BP Office Park - c/o Nuwe and Voortrekker Street |
Office Accommodation |
Hospital Based Office |
R 137,884 |
Cape Town - 1 Thibault Square - Long Street |
Office Accommodation |
Regional office |
R 13,122,557 |
Cape Town - 1 Thibault Square (Parking) |
Parking |
Regional office |
R 580,872 |
Cape Town - Metrofile Offices - 1 Munich Street, Airport Industria 2 |
Office Accommodation |
Data recovery site |
R 77,560 |
Durban - Embassy Building - 199 Anton Lembede Street |
Office Accommodation |
Regional office |
R 11,882,480 |
Durban - Devonshire Parkade - Anton Lembede Street |
Parking |
Regional office |
R 1,276,770 |
New Castle - TM Centre - 79 Harding Street |
Office Accommodation |
Satellite Office |
R 208,124 |
Port Elizabeth - Regency House - 35a Third Avenue, Newton Park |
Office Accommodation |
Forensic office |
R 309,230 |
East London - Metropolitan Life Building - c/o Drury Lane and Caxton Street |
Office Accommodation |
Regional office |
R 9,149,587 |
Port Elizabeth - Main Post Office Building, Govan Mbeki Street |
Office Accommodation |
Satellite Office |
R 306,662 |
Centurion - Eco Glades II Office Park - 420 Witch Hazel Road |
Office Accommodation |
Head Office |
R 19,925,809 |
Centurion - Eco Glades Square - Witch Hazel Road |
Storage |
Head Office |
R 720,418 |
Bloemfontein - Southern Life Plaza Building - 41 Charlotte Maxeke Street |
Office Accommodation |
Customer Service Centre |
R 759,424 |
Kimberley - 10 Black Street, New Park |
Office Accommodation |
Customer Service Centre |
R 233,684 |
Johannesburg - Marble Towers - 212 Jeppe Street |
Office Accommodation |
Regional office |
R 15,448,571 |
Polokwane - Koos Smit Centre - Grobler Street |
Office Accommodation |
Customer Service Centre |
R 678,257 |
Mafikeng - Mega City Shopping Centre - c/o Sekame Street and James Maroka Drive |
Office Accommodation |
Customer Service Centre |
R 910,478 |
Pretoria - Menlyn Mall - c/o Atterbury and Lois Avenue |
Parking |
Regional office |
R 1,271,607 |
Tzaneen - 21A Peace Street |
Office Accommodation |
Satellite Office |
R 2,153 |
Nelspruit - Mbombela Shoprite Centre - 25 Samora Machel Drive |
Office Accommodation |
Customer Service Centre |
R 8,468 |
Nelspruit - Canary Walk Mall - Bester Street |
Office Accommodation |
Customer Service Centre |
R 615,651 |
The following properties were leased by the Road Traffic Infringement Agency:
The Road Traffic Infringement Agency has leased premises for accommodating its Head Office from where it runs its business and dispense of its mandate.
|
|
|
(aa) 2014/15 |
(bb) 2015/16 |
(cc) 2016/17 |
leased from the Public Investment Corporation (PIC) |
To provide accommodation for the Agency’s business operations |
Office accommodation- used for housing the Agency’s business operations. |
R2 233 943 |
R2 847 072 |
- |
Mowana Properties (Previously Public Investment Corporation Properties) |
To provide accommodation for the Agency’s business operations |
Office accommodation- used for housing the Agency’s business operations. |
- |
- |
R2 945 456 |
The following properties were leased by the Road Traffic Management Corporation:
Name of Supplier |
Name of Building |
Reason for Lease |
2014/15 |
2015/16 |
2016/17 |
M&T developers |
Faerie Glen Office Park (Boardwalk Office Park - Pretoria) |
Office accommodation |
R11 360 939,55 |
R12 525 196,39 |
R14 545 861,02 |
JHI Properties |
Waterfall Office Park (Midrand) |
Office Accommodation |
N/A |
R 6 787 825,50 |
R 8 695 204,89 |
The following properties were leased by the South African National Road Agency Limited:
|
|
|
(aa) 2014/15 |
(bb) 2015/16 |
(cc) 2016/17 |
SANRALS’s Southern Region in Port Elizabeth |
To accommodate SANRAL’s staff |
Office accommodation |
R2 571 000 |
R3 496 000 |
R4 025 000 |
Mall Kiosks |
To render services to customers |
Serves as a customer service centres for activation of E-toll tags and queries |
R564 846 |
R1 443 187 |
R4 573 509 |
Air Traffic and Navigation Services SOC Limited (ATNS)
Air Traffic and Navigation Services SOC Limited (ATNS)
(ii)
Description |
Reason for leasing |
Property used for |
2014/15 |
2015/16 |
2016/17 |
Head Office - Bruma |
Office Space |
Rental of office space |
5,433,142 |
8,232,101 |
5,996,261 |
Documents storage Facility |
Storage of confidential documents |
8,614 |
9,167 |
10,250 |
|
Bloemfontein |
Remote communication Navigational Aids & Surveillance Systems |
Installation of navigational and surveillance systems |
444,730 |
591,056 |
438,751 |
La Mercy |
Remote communication Navigational Aids & Surveillance Systems |
Installation of navigational and surveillance systems |
753,319 |
934,785 |
994,393 |
Cape Town |
Remote communication Navigational Aids & Surveillance Systems |
Installation of navigational and surveillance systems |
546,498 |
489,743 |
919,216 |
East London |
Office Space |
Rental of office space |
158,835 |
192,703 |
216,333 |
Remote communication Navigational Aids & Surveillance Systems |
Installation of navigational and surveillance systems |
21,545 |
398,595 |
56,177 |
|
George |
Office Space |
Rental of office space |
83,737 |
74,350 |
80,403 |
Remote communication Navigational Aids & Surveillance Systems |
Installation of navigational and surveillance systems |
70,187 |
0 |
157,833 |
|
Other Sites |
Remote communication Navigational Aids & Surveillance Systems |
Installation of navigational and surveillance systems |
294,997 |
330,262 |
562,653 |
Total |
7,815,603 |
11,252,761 |
9,432,271 |
Description |
Reason for leasing |
Property used for |
2014/15 |
2015/16 |
2016/17 |
Head Office - Bruma |
Office Space |
Rental of office space |
5,433,142 |
8,232,101 |
5,996,261 |
Documents storage Facility |
Storage of confidential documents |
8,614 |
9,167 |
10,250 |
|
Bloemfontein |
Remote communication Navigational Aids & Surveillance Systems |
Installation of navigational and surveillance systems |
444,730 |
591,056 |
438,751 |
La Mercy |
Remote communication Navigational Aids & Surveillance Systems |
Installation of navigational and surveillance systems |
753,319 |
934,785 |
994,393 |
Cape Town |
Remote communication Navigational Aids & Surveillance Systems |
Installation of navigational and surveillance systems |
546,498 |
489,743 |
919,216 |
East London |
Office Space |
Rental of office space |
158,835 |
192,703 |
216,333 |
Remote communication Navigational Aids & Surveillance Systems |
Installation of navigational and surveillance systems |
21,545 |
398,595 |
56,177 |
|
George |
Office Space |
Rental of office space |
83,737 |
74,350 |
80,403 |
Remote communication Navigational Aids & Surveillance Systems |
Installation of navigational and surveillance systems |
70,187 |
0 |
157,833 |
|
Other Sites |
Remote communication Navigational Aids & Surveillance Systems |
Installation of navigational and surveillance systems |
294,997 |
330,262 |
562,653 |
Total |
7,815,603 |
11,252,761 |
9,432,271 |
(ii)
Airports Company South Africa SOC Limited (ACSA)
- (ii) Please see the tables below in response.
Table 1 of 2
Rentals for year ended 31 March 2017 exc. utilities and VAT |
Rentals for year ended 31 March 2016 exc. utilities and VAT |
Rentals for year ended 31 March 2015 exc. utilities and VAT |
Comments |
|
ACSA Corporate: Head Office Offices leased from: Address: 24 Johnson Road Riverwoods Office Park Bedfordview Accommodation Type: Offices including storerooms, basement parking and open parking. Required to accommodate corporate office persons serving all 9 airports. Lease expires on the 31 May 2019. |
R 2 101 116,67 Growthpoint Properties 5960 sqm to 1 March 2017, thereafter 10 075 sqm |
R 908 642,31 ACUCAP Management Services (Pty) Ltd 5960 sqm |
R 833,616.80
ACUCAP Management Services (Pty) Ltd
5960 sqm |
Leased from ACUCAP from 1 April 2006 until 31 March 2016 onwards at R 833,616.80 per month escalating at 9% per annum. Leased from GROWTHPOINT PROPERTIES from 1 April 2016 until 31 May 2019 onwards at R 2,101,116.67 per month escalating at 9% per annum. |
Table 2 of 2
Rentals for year ended 31 March 2017 exc. utilities and VAT |
Rentals for year ended 31 March 2016 exc. utilities and VAT |
Rentals for year ended 31 March 2015 exc. utilities and VAT |
|
ACSA Regional Airport Central Office Offices leased from: Chai Properties CC Address: Block C,39 Wordsworth St Andrews Office Park. Accommodation Type: Offices - 578 square meter Balcony -54 square meter Basement Parking Bays - 12Bays Shade cloth Parking -5Bays Open Parking Bays -6Bays Storeroom- 61square meter Required to accommodate centralised persons serving all 6 airports, accommodation not currently available at regional airports and leased at market related rentals from 1 March 2015 for 4 year term. |
R 1,547,477 |
R 1,495,703 |
Leased from 1 March 2015 onwards at R89,000 per month escalating at 10% |
South African Civil Aviation Authority (SACAA)
- (i) Not applicable, (ii) (aa), (bb), (cc), The South African Civil Aviation Authority (SACAA) leased four properties during the 2014-15, 2015-16, 2016-17 financial years. The properties leased are as follows:
- Office Building “Ikhaya Lokundiza 1” situated at 16 Treur Close, Waterfall Office Park, Bekker street, Midrand;
- Office Building “Ikhaya Lokundiza 2” situated at 178 Howick Close, Waterfall Office Park, Bekker street, Midrand;
- Office Suite at the Southern Office Block of the Cape Town International Airport, Cape Town; and
- Offices and Aircraft Hangar at Execujet Terminal situated at Lanseria International Airport, Lanseria.
(b), (c), The SACAA is leasing these premises to provide office accommodation for its employees based in Johannesburg, and Cape Town. The Lanseria premises are used to provide office accommodation for SACAA employees, and also to securely park the flight inspections aircraft. (d) The cost of leasing the various properties are as follows:
Name of Building |
2014/15 FY |
2015/16 FY |
2016/17 FY |
Ikhaya Lokundiza 1 |
R10 693 257 |
R12 140 020 |
R13 271 445 |
Ikhaya Lokundiza 2 |
R6 067 615 |
R6 583 362 |
R7 142 947 |
Cape Town International Airport |
R798 108 |
R909 015 |
R747 513 |
Lanseria International Airport |
R473 874 |
R506 500 |
R502 510 |
South African Maritime Safety Authority (SAMSA)
1 |
Tuzi Gazi Waterfront |
Richards Bay |
2 |
Old Mutual Life Assurance Company (SA) Pty Ltd/ InterparkSA Pty Ltd |
Durban |
3 |
Rikkert Sales SA |
Port Elizabeth |
4 |
Rikkert Sales SA (Regional Office) |
Port Elizabeth |
5 |
Transnet National Ports Authority |
Port Elizabeth |
6 |
Plaza Aquad CC |
Mossel Bay |
7 |
JHI (19 th Floor) |
Cape Town |
8 |
JHI (18 th Floor) |
Cape Town |
9 |
Growthpoint Properties (MRCC/CSWR) |
Cape Town |
10 |
Transnet National Ports Authority |
Saldanha |
11 |
SA Post Office |
Port Nolloth |
12 |
All Tops/Enha Properties |
Pretoria |
- For office and parking use
- The offices are accommodating SAMSA employees and only use for office space and parking
- Cost associated with leasing the offices
LANDLORD |
PLACE |
COSTING 2014/2015 |
COSTING 2015/2016 |
COSTING 2016/2017 |
Tuzi Gazi Waterfront |
Richards Bay |
R 348 959.12 |
R 374 503.74 |
R 397 236.01 |
Old Mutual Life Assurance Company (SA) Pty Ltd/ InterparkSA Pty Ltd |
Durban |
R 1 293 376.63 |
R 1 820 217.68 |
R 1 870 808.57 |
Rikkert Sales SA |
Port Elizabeth |
R 643 974.54 |
R 854 224.80 |
R 938 689.02 |
Rikkert Sales SA (Regional Office) |
Port Elizabeth |
R 776 567.40 |
R 708 373.35 |
R 779 210.67 |
Transnet National Ports Authority |
Port Elizabeth |
R 25 107.36 |
R 25 428.84 |
R 30 837.73 |
Plaza Aquad CC |
Mossel Bay |
R 232 061.42 |
R 254 210.78 |
R 270 231.21 |
JHI (19 th Floor) |
Cape Town |
R 4 411 645.48 |
R 3 879 945.25 |
R 4 976 872.41 |
JHI (18 th Floor) |
Cape Town |
|
R 2 062 532.79 |
R 2 638 147.74 |
Growthpoint Properties (MRCC/CSWR) |
Cape Town |
R 1 506 893.16 |
R 1 642 944.96 |
R 1 830 247.80 |
Transnet National Ports Authority |
Saldanha |
R 594 322.08 |
R 621 311.26 |
R 680 128.16 |
SA Post Office |
Port Nolloth |
R 38 102.25 |
R 37 981.32 |
R 39 479.66 |
All Tops/Enha Properties |
Pretoria |
R 11 878 307.17 |
R 17 148 185.95 |
R 16 581 025.03 |
Ports Regulator (PRSA)
(a)(ii) The Ports Regulator entered into a lease agreement for the rental of office accommodation with (aa) 2014/15 Old Mutual properties, (bb) 2015/16 and (cc) 2016/17 with Delta property fund. (b) the property was leased by the Ports Regulator from the landlord for the sole purpose of office accommodation. (c) the properties are used by the Ports Regulator for business purposes only. (d) the rental costs were as follows for each of the financial years: 2014/15 R 1 218 186, 2015/16 R 1 339 015, 2016/17 R 1 610 812.
Railway Safety Regulator (RSR)
(ii) Railway Safety Regulator
(aa) Office Building in Gauteng-Head Office (one), KwaZulu Natal (one) and Western Cape (one)
(bb) Office building In Gauteng-Head Office (one), KwaZulu Natal (one) and Western Cape (one)
(cc) Office building in Gauteng-Head Office (one), KwaZulu Natal (one), Western Cape (one) and Gauteng-Regional Office (one)
(b) To use as office accommodations, the Regulator does not own a building/properties
(c) To be used as the Regulator’s offices for staff for head and regional offices
(d) Cost disclosed below relate to building base rentals only:
2014-15 Pretoria-Head Office: R 5 670 868.86
Kwa Zulu Natal: R 503 817.27
Western Cape: R 299 716 .14
2015-16 Pretoria-Head Office: R 7 308 890
KwaZulu Natal: R 583 314.24
Western Cape: R 532 210.14
2016-17 Pretoria-Head Office: R 8 325 812.88
KwaZulu Natal: R 2 007 658.19
Western Cape: R 910 315 .48
Gauteng-Regional Office: R 407 155.60
Passenger Rail Agency of South Africa (PRASA)
PRASA has leased 12 properties over the period.
- 3 leases as stations from Transnet for Metrorail operations
- 2 leases as ticket offices for Metrorail operations
- 1 temporary office space whilst refurbishing Metrorail offices
- 1 lease for Depot purposes from Transnet
- 5 leases for office space due to insufficient office space available in property portfolio
For further detail see attached spreadsheet
24 August 2017 - NW2200
Jooste, Ms K to ask the Minister of Transport
Whether any mechanisms have been put in place in (a) his department and (b) each entity reporting to him to ensure that audit outcomes are improved; if not, in each case, why not; if so, (i) what (aa) are the time frames and (bb) early warning mechanisms exist and (ii) how is this being monitored periodically in each case?
Reply:
Department
In December 2008, Cabinet passed a resolution that Accounting Officers and Accounting Authorities should implement recommendations included in the AGSA Final Management Letters. The National Treasury then issued a circular requesting institutions to provide corrective steps to be taken to address concerns raised in their audit reports on an annual basis. The Department develops action plans which are implemented by Management to address audit outcomes. These are monitored and tracked by Internal Control and reported to Executive Committee and Audit Committee on a quarterly basis. National Treasury also tracks and reviews progress on an annual basis. The public entities also send their quarterly progress reports to the Department on implementation of action plans. The Department also implements a compliance checklist to detect any early warning signs of noncompliance. This is reviewed on a quarterly basis.
REPLY (b)
The Minister has meetings with the AGSA to assess progress on action plans for the whole transport portfolio. Interventions and commitments are made by the Minister to the AGSA and those commitments monitored to ensure that progress is made.
The audit committees at the public entities perform assessments and the audit reviews are done quarterly. The entities audit outcomes have improved. Public entities have implemented audit strategies to monitor audit outcomes, entities report on quarterly basis about progress of audit findings
Airports Company South Africa SOC Limited (ACSA)
(b) Airports Company South Africa received an unqualified audit opinion with findings in the 2015/16 financial year. Airports Company South Africa is also in the process of driving a number of initiatives to address the findings within the Auditor General Management report which are monitored through its various governance structures.
Air Traffic and Navigation Services SOC Limited (ATNS)
(b) ATNS has mechanisms put in place to ensure that audit outcomes are improved.
(i) A tracking register of all audit findings is kept and monitored on a monthly basis by Internal Audit as well as Executive Committee to ensure that mitigation plans are implemented. Furthermore, consequence management linked to unresolved audit findings is being driven at Board level to ensure that Management responds adequately to repeat findings by both internal and external auditors.
(aa) Progress is monitored on a monthly basis by Internal Audit as well as Executive Committee. Quarterly by the Audit and Risk Committee of the Board.
(bb) Monthly reviews of the tracking register as well as the resolution rate of the outstanding audit findings (expressed in percentages) is used as an indication of early warning signs.
(i) A follow-up on outstanding findings is performed on a monthly basis by Internal Audit. The tracking register is tabled and discussed at the Executive Committee meetings monthly as well as quarterly by the Audit and Risk Committee of the Board.
South African Civil Aviation Authority (SACAA)
(a) Not applicable, (b) (i), (aa), (bb), (i) the South African Civil Aviation Authority (SACAA) has well-developed mechanisms and processes to ensure that audit outcomes are tracked and closed accordingly. All findings are listed on the SACAA’s tracking register, and a timeframe is allocated for the closure of each finding. The tracking register is monitored by the SACAA’s Internal Audit division to ensure that the findings are adequately closed.
Road Accident Fund (RAF)
(b) The Road Accident Fund (RAF) put in place a mechanism to ensure that audit outcomes are improved through follow-up audits by the RAF’s Internal Audit Department;
the (i) (aa) nature, timing and extent of follow-ups take into account the following factors: significance of the reported observations or recommendation; degree of effort and cost needed to correct the reported condition; complexity of the corrective action; and, the timeframe within which management’s action plans are required - all action plans are implemented by management as follows, unless another implementation date has been agreed with the Chief Audit Executive: critical- within 1 month of finalization of the draft report; high- within 3 months of finalization of the draft report; medium- within 4 months of finalization of the draft report; and low- within 6 months of finalization of the draft report; and (bb) early warning mechanisms exist in the form of a monthly Audit Tracking Report and dashboards, and
(ii) periodic monitoring takes place through the following process: on or about the 20th of every month an email is sent to line management for them to provide a status update on Team Central (an audit and issues tracking database) to comment whether an issue has been resolved or not. If not, reasons for not completing must be provided. Line management has 2 days to respond to this. Fieldwork starts on resolved issues once comments are received from line management and takes approximately 7 days. Once fieldwork is finalised, the Audit Tracking Report is sent to line management and executives for comment within 3 days. After receipt of comments from line management and executives, the Audit Tracking Report and respective dashboards are reviewed by Internal Audit management and then submitted to the Chief Executive Officer for comment and further discussion at EXCO. The Board committees i.e. REMCO and Audit Committee also monitor the resolution of the audit findings.
Road Traffic Management Corporation (RTMC)
(b) The RTMC has established an Enterprise Risk & Audit Committee comprising of senior managers to consider existing and/or emerging operational & strategic risks affecting the Corporation, implementation of Internal Audit findings and Auditor General’s findings.
- (aa) The Enterprise Risk & Audit committee sits on a weekly basis to review progress with the implementation of audit findings, identify emerging risks and required remedial actions.
- The Committee is accountable to the Executive Committee.
- This is monitored through reports submitted to the Board through the Audit & Risk Committee.
Cross Border Transport Agency (CBRTA)
(b) Yes, the C-BRTA has put in place mechanism to ensure that audit outcomes are improved.
(i) (aa)
The C-BRTA has put in place an audit findings tracking register with action plans to ensure that controls are put in place to mitigate against the risk of audit findings recurring.
The action plans are tracked monthly by the Internal Control Unit and reported quarterly to the Executive Committee, and Audit and Risk Committee.
(ii) (bb)
The internal audit function performs regular follow up audits on the implemented action plans, including assessing whether the plans mitigate the identified risks. The audit reports serve at the Executive Committee meetings and Audit and Risk Committee meetings and provide assurance on whether the internal controls are implemented to mitigate the identified risk.
(iii) The Internal Control Unit monitors the implementation of action plans on a monthly basis through engagement with various line functions and progress on implementation of improvement controls is report to the Executive Committee and Audit and Risk Committee of the Board on a quarterly basis.
South African National Roads Agency (SANRAL)
(b)(i) SANRAL uses an electronic database (CURA) to capture all findings raised by internal and external auditors. Each finding is allocated to the applicable responsible person (owner) and a realistic timeframe in which to address the finding. The status of the finding is updated by the owner on a regular basis. Once the finding is addressed, the status is updated to “Ready for Audit”, after which internal audit reviews the action to ensure that it addresses the deficiency adequately and effectively. If an action is not concluded within the timeframe, the finding is flagged and reported.
(ii) The Internal Auditors provide a report from CURA to the Audit and Risk Committee, indicating the status and progress of all findings. Management reports to the Board and the Auditor-General on a quarterly basis regarding progress on addressing key audit matters.
Roads Infringement Agency (RTIA)
The Road Traffic Infringement Agency has put mechanisms in place to ensure improved audit outcomes.
(b) (i) (aa) The timeframes are for annual implementation;
(b) (i) (bb) The early warning mechanism implemented from the 2016/17 period involves the allocation of “champions” for every risk area, weaknesses and underperformance identified in the previous audit, as well as determining and implementing the related and applicable intervention measures;
(b) (ii) All the interventions are monitored through the Agency’s governance structures, being discussed at the Management Committee, Executive Committee, Audit & Risk Committee and ultimately to the Board of Directors on a regular basis and included in the quarterly reports on a regular basis.
South African Maritime Safety Authority (SAMSA)
1. In 2016 SAMSA implemented the following measures to address audit outcomes and improvements thereon:
1.1 An audit tracking sheet used to track progress on resolution of audit outcomes. The tracking sheet is reviewed by the Audit and Risk Committee of the Board at least four times a year;
1.2 An Audit Steering Committee comprising of senior staff from the Audit-General and SAMSA was set up with a view to review audit risks and ensure that these are identified and addressed prior to financial year end.
1.3 A Risk Register that reviews major risks in the organisation and measure implemented to mitigate these risks. The Risk Register is reviewed quarterly by the Audit and Risk Committee of the Board.
2. Any items considered to have an impact in the organisation and the audit are discussed on an ongoing basis by EXCO, The Audit and Risk Committee and The Board. These include changes in legislation that may have a bearing on the Authority, eg recent changes in the Preferential Procurement Policy Framework (PPPFA) etc. This is monitored on a quarterly basis by various governance structures.
Passenger Rail Agency of South Africa (PRASA)
Yes PRASA has put mechanisms in place to improve audit outcomes.
(aa) The majority of the findings are in the Supply Chain Management (SCM)area. The SCM policy is being updated and will be finalised by end of September. SCM policy and procedures are being supplemented and the process will be finalised by end of September. SCM Practitioners will be trained post the implementation of the updated policy.
(bb) The internal audit performs a probity role throughout the procurement process and provides an early warning mechanism.
(cc) The probity function provides a live monitoring of the procurement process, and flags problems as they arise. The Audit and Risk Committee of the Board monitors the improvement of the audit outcomes. .
Ports Regulator (RSA)
(a) The Ports Regulator prepares the audit outcomes action plan which is monitored by the Ports Regulator audit committee and the internal audit on a quarterly basis to ensure that all the identified audit findings are addressed. The Ports Regulator has received “clean audits” for 2014/15, 2015/16, and again for 2016/17
Railway Safety Regulator (RSR)
(b) In the RSR measures have been put in place to ensure improvement in the outcomes of the audit. The following are some of the measures in place:
(i) (aa) Risk-based internal audit plans developed by Chief Audit Executive in consultation with Management for approval by the Audit and Risk Committee (ARC) of the Board. The audit reviews conducted by Internal Audit focus on those areas considered medium-high risk as per RSR’s risk profile, which in essence addresses the control environment as well as governance processes.
Annual audit plans include the review of AGSA’s Management letter and conducting follow-up on the implementation of corrective actions by Management. These follow-ups are conducted on an on-going basis immediately upon issuance of the AGSA Report.
Internal Audit reports quarterly to the ARC on the progress of the corrective actions as guided by the implementation dates as committed by Management.
ARC on a quarterly basis reviews the progress made by the Internal Audit against its plan.
bb) Early warning mechanisms exist viz:
- Monthly EXCO reporting by various departments
- Monthly risk sessions with Management
- Monthly Risk Reports including emerging risks discussed at EXCO (standing agenda Item)
(ii) Management reports on organisational performance, Risk Management as well as financial position of the entity are also presented to the ARC on a quarterly basis for evaluation and approval.
24 August 2017 - NW2197
Hunsinger, Dr CH to ask the Minister of Transport
Whether he intends to conduct a skills and qualifications audit on the top leadership of (a) his department and (b) each entity reporting to him; if not, in each case, why not; if so, (i) how will the audit be conducted, (ii) who will conduct the audit, (iii) what form will it take, (iv) what are the intended consequences to those who have lied or provided misleading information with regard to their skills and qualifications?
Reply:
Department
(a) The Department of Transport conducted a comprehensive skills audit commissioned by the then Minister: Ms Dipuo Peters during 2016/17 financial year. The project included employees across all levels including top leadership.
(i) The skills audit was conducted through employees responding to electronic questionnaires. The report was generated as per the approved Terms of Reference.
(ii) The Department appointed the service provider through a tendering process to conduct the skills audit in collaboration with the Human Resource Team and other relevant departmental stakeholders.
(iii) The skills audit was conducted to identify the skills matrices for the organization which resulted in departmental competency dictionary. Employees were requested to respond to questions that assist in the identification of the available qualifications, skills, knowledge and competencies against the identified skills profile for the organization. The Department achieved the response rate of 95%, which are the leading institutions where the service provider conducted such a project.
(iv) The Department is continuously verifying all the qualifications for employees. All the qualifications in which employees alleged to have are verified with the South African Qualification Authority. In terms of skills, the department was assured that the skills audit system had a build-in function to pick any discrepancies and normalize it accordingly.
Air Traffic and Navigation Services SOC Limited (ATNS)
(a) Yes, the audit and verification of qualifications was once again conducted in February 2016 for all Executives at ATNS. This is an ongoing process, whereby verification of skills and qualifications gets done by the MiE Background Screening, as and when the recruitment and/or promotion takes place.
(b) Yes
- The Audit gets conducted using the External Verification Agency known as MIE Background Screening from time to time and this was further handled with the State Security Agency. This was further followed by the verification of both the skills and qualifications for both Top Management and Senior Management in November 2016 as part of the Talent Management Process. This will be ongoing as it now forms part of our Talent management process and succession management
- The Verification Agency called MiE Background Screening
- All the Individual’s qualifications get forwarded to the Agency for verification. The Agency contacts the stated tertiary institutions for confirmation and verification of the qualifications and thereafter, reports confirming the authenticity/legitimacy of qualifications gets forwarded to ATNS.
- The intended consequences will be a disciplinary action, that may result in termination of employment of the individual.
Cross-Border Road Transport Agency
The (b) C-BRTA conducted a qualifications audit on the top leadership in 2016 through MIE. For new appointments, qualifications are audited through MIE prior to extension of offer of employment and also verification is done with referees provided by the employee before appointment to confirm the skills mentioned on their curriculum vitae and during the interviews.
(i),(ii),(iii) – Not applicable
(iv) The intended consequences to those who would have been found to have lied or provided misleading information was to subject them to disciplinary action if already appointed and disqualify them if they are considered for appointment.
Road Accident Fund
(b) The Road Accident Fund (RAF) conducted a skills and qualifications audit on its top leadership: on 31 October 2015; and it has implemented an updated Resourcing Policy and associated Standard Operating Procedure (collectively hereinafter referred to as “the Framework”), which Framework provides for extensive controls prior to the appointment of a job applicant, including: reference checks to establish whether the job applicant was found guilty of any misconduct or breach of trust; criminal record checks; financial stability checks; psychometric and competency assessments, which focus on critical generic leadership, managerial competencies, technical and professional competencies; and, verification by an external service provider of the authenticity of all qualifications.
Road Traffic Infringement Agency
(b) The Road Traffic Infringement Agency (RTIA) does intend to conduct a skills and qualification audit on its leadership personnel;
(i) The audit will be conducted by assessing gaps of current job holders with job profile competency and qualification requirements;
(ii) An independent service provider will be appointed to conduct the audit;
(iii) The audit will be conducted through a competency-based battery of tests, simulation scenarios and written tasks;
(iv) The applicable policies and current practice approaches will be followed to deal with cases of those that have lied or provided misleading information with regard to their skills and qualifications.
Road Traffic Management Corporation
The RTMC has the skills and qualifications audit of the top leadership which can be provided.
(i); All top leadership’s qualifications were verified; they wrote competency assessment tests which was conducted by a qualified Psychologist during their recruitment to assessed their skills and competencies, the results of which informed their appointment.
(ii); (iii); (iv) fall away. No one was found to have lied about their qualifications at top leadership level.
South African National Roads Agency Limited
(a) SANRAL already conducts skills and qualifications audits of its Top Management and Board members. This was initiated back on 2014.
- A once off verification was done for all incumbents in 2014 and all new employees are subjected to the same verification upon recruitment
- This is conducted through MIE
- As per the supplier – verifications of all alleged qualifications are done with the identified institutions of higher learning. Staff are also required to reproduce copies of qualifications for filing purposes.
- Employees that are found to have misrepresented qualifications are subjected to a disciplinary process, in line with the company disciplinary code.
Airports Company South Africa SOC Limited (ACSA)
Airports Company South Africa process followed
Given the ongoing misrepresentation of academic qualifications taking place in the country, and its adverse impact on the Country’s reputation, the creditability of its Institutions and the National Qualification Framework, the Government has taken a firm stance to crack down on qualification fraud in the public sector. The Government has therefore called upon all its Departments to act decisively in addressing this challenge.
The Minister of Transport thus requested the ACSA Board to conduct a full scale audit of the qualifications of all its senior employees to identify any discrepancies which may exist.
The Top Management Qualifications audit was subsequently concluded by the Internal Audit Department and a report submitted to the Board of Airports Company South Africa.
Airports Company South Africa response to subsection of the Parliamentary question
Whether he intends to conduct a skills and qualifications audit on the top leadership of (a) his department and (b) each entity reporting to him
It was done and fully concluded by the 2015/2016 financial year.
(i) how will the audit be conducted, (ii) who will conduct the audit, (iii) what form will it take,
The audit was conducted by Internal Audit of the business and reported to the Board of the Company;
The information was verified as valid against declared qualification/s reflected on the CV via an independent third party service provider, MIE.
(iv) what are the intended consequences to those who have lied or provided misleading information with regard to their skills and qualifications?
In the Qualifications Audit completed, no Employees in top leadership (Executives) at ACSA were found to have misrepresented. This therefore did not necessitate any action be taken.
South African Civil Aviation Authority (SACAA)
(a) Not applicable, (b) the South African Civil Aviation Authority (SACAA) conducted a skills and qualifications audit for its leadership team, i.e. the Board, Executives, and Senior Management, during the 2015/16 financial year. (i) A service provider was appointed to conduct each audit. (ii) The SACAA conducted the skills audit through an audit; and the qualifications audit was conducted through a vetting process. (iv) The entity takes any misinterpretation very seriously and would invoke the disciplinary policy or procedure on affected employees. There were no misinterpretations found.
(b) South African Maritime Safety Authority(SAMSA)
(c)
(d) (b) Yes.
(e) (i) Electronically
(f) (ii) External party sourced through a procurement process.
(g) (iii) Skills audit will be done by comparing skills required for the job with skills of the employee in that job. Qualifications audit will be done through verification agencies and/or submission of original copies.
(h) (iv) Disciplinary process shall be followed.
Ports Regulator (RSA)
(b) A qualification audit of the PRSA was requested by the previous Minister of Transport to be done by SAQA. This was done and submitted to the Minister. All qualifications were verified to be accurately represented.
Passenger Rail Agency of South Africa (PRASA)
(a) The PRASA Board through the instruction of the Department of Transport Minister has conducted a Skills and Qualifications Audit on All PRASA Executives, General Managers and Senior Managers.
(i) Formal qualification supplied on appointment of employee and subsequent qualifications will be submitted to the South African Qualifications Authority (SAQA)
(ii) The Skills and qualifications Audit was done through the South African Qualifications Authority (SAQA).
(iii) All formal qualifications supplied by the employees have been verified,
(iv) There are 22 employees that were withdrawn by SAQA either because the employees have since resigned, are dead, the qualification had been misplaced or they are not in the management level.
Railway Safety Regulator (RSR)
Railway Safety Regulator has not conduct a skills and qualifications audit on the top leadership
24 August 2017 - NW2064
Mulaudzi, Adv TE to ask the Minister of Transport
Whether (a) his department and/or (b) any entities reporting to him are funding, including by way of discretionary funding, any institution of research and development (i) domestically and/or (ii) internationally; if so, (aa)(aaa) what are the names of the specified institutions and (bbb) what are their functions, (bb) from what date has his department or any entity reporting to him been funding them and (cc) what amount has his department contributed towards such funding?
Reply:
Department
(a)(b) The Department of Transport does not fund any research and development institutions, but funding is provided to students who are currently studying towards their Post Graduate programmes such as Honours, Masters and PHD programmes through academic institutions.
Not applicable
(i)(ii) Not applicable.
(aa)(aaa) Not Applicable.
(bbb) Not applicable.
(bb) Not applicable.
(cc) Not applicable.
Airports Company South Africa SOC Limited (ACSA)
Airports Company South Africa (ACSA) is working with Wits University (Tshimologong Digital Innovation Precinct) to address Authentication and Access Management
(a) N/A
(b) ACSA is working with Wits University’s Tshimologong Digital Innovation Precinct to run the “ACSA Access and Authentication Management Challenge” calling on innovative developers to think out of the box and come up with novel solutions for the current challenge of using multiple username and password.
i. Domestically
ii. N/A
(aa) (aaa) Wits University (Tshimologong Digital Innovation Precinct)
(bbb) Institute of Higher Learning tasked with research and education.
Airport Company South Africa currently uses multiple systems and devices in their daily operations. Some of the systems require users to identify themselves, either so that security protocols can be managed or to match the features of the system to the profile of the user by username, password and/or other mechanisms e.g. Biometrics, Identification cards, etc. The burden of managing access to these systems is currently a major challenge together with managing multiple username and/or password pairs, both for the organisation and the users. There’s no single view of who has access to what systems and the level of access they have on the system which creates problem related to segregation of duties.
The purpose of this initiative is to identify a solution that utilises authentication methodologies to access all systems in the organisation in a secure, seamless, unified and integrated manner. The ability to grant users access to the right and relevant information while having a comprehensive view of all access granted to all users.
The target is BSC graduate from software engineering specifically black South Africans. 100 youth will benefit in this project.
(bb) Since 2016 to 2019
(cc) R7,2 million
Air Traffic and Navigation Services (ATNS)
(b)(i) No, ATNS is not currently funding any domestic institution of research and development;
(b)(ii) No, ATNS is not currently funding any international institution of research and development;
Note:
ATNS had a Memorandum of Understanding (MOU) with the Department of Electrical, Electronic and Computer Engineering of the University of Pretoria. This MOU ran for a 5 year period (from 2012/13 - 2016/17 Financial Years). The purpose of this MoU was to participate in the forefront research activities to deliver the world class research and educational output for the benefit of ATNS, UP and telecommunications industries.
The following were the objectives of the agreement between the two parties:
- Promoting study and research,
- Promoting human capital development, in particular development of skills in ICT field and addressing historical imbalances of high skilled engineers.
ATNS have benefited in terms of interaction with experts in the field of telecommunications and research and development. This include benefiting in terms of the following:
- Research,
- Teaching,
- Short courses in related field.
The funding over the 2012/13 - 2016/17 Financial Years to the University of Pretoria was R500 000, R700 000, R800 000, R900 000 and R1 000 000 respectively.
(a)(aaa) N/a
(bbb) N/a
(bb) N/a
(cc) N/a
South African Civil Aviation Authority (SACAA)
(a) Not applicable, (b) The South African Civil Aviation Authority (SACAA) is NOT funding, including by way of discretionary funding, any institution of research and development (i) domestically and/or (ii) internationally. (aa)(aaa), (bbb), (bb) (cc) These questions are not applicable as the SACAA does not fund any institution for research and development purposes.
Road Accident Fund (RAF)
(b) The Road Accident Fund (RAF) is not funding, including by way of discretionary funding, any institution of research and development (i) domestically and/or (ii) internationally; consequently the remainder of the questions in respect of paragraphs (aa)(aaa), (bbb), (bb) and (cc), are not applicable.
Road Traffic Management Corporation (RTMC)
(b) The RTMC does not fund any institution of research and development (i) domestically and/or (ii) internationally; consequently the remainder of the questions in respect of paragraphs (aa)(aaa), (bbb), (bb) and (cc), are not applicable.
Cross Border Transport Road Agency (CBTRA)
(b) The Cross Border Road Transport Agency does not fund, including by way of discretionary funding any institution of research and development (i) domestically and or (ii) internationally; consequently the remainder of the questions in respect of paragraphs (aa)(aaa), (bbb), (bb) and (cc), are not applicable.
Road Infringement Agency (RTIA)
(b) The Road Traffic Infringement Agency is not and has not funded any institution of research and development, either (i) Domestically or (ii) Internationally; consequently the remainder of the questions in respect of paragraphs (aa)(aaa), (bbb), (bb) and (cc), are not applicable.
South African National Roads Agency (SANRAL)
(b) The SA National Roads Agency (SOC) Limited (SANRAL) has spent the following amounts on educational initiative’s and R & D:
(aa)(aaa) Name of Institution |
(bbb) Function of Institution |
Purpose of Funding |
(bb) Date |
(cc) Amount (R) |
(University of Cape Town) |
University |
Chair: Transportation Planning |
2011 |
20 Million |
2. UFS (University of the Free State) |
University |
Chair: Mathematics and Physics |
2015 |
30 Million |
3. UFS STEM |
University ICT Lab |
Family maths and Science & STEM |
2015/16 |
7 774 635-00 |
4. US (University of Stellenbosch) |
University |
Chair: Pavement Engineering |
2016 |
30 Million |
5. NMMU (Nelson Mandela Metropolitan University) |
University |
STEM laboratory |
2016/17 |
3 151 495-00 |
6. CSIR |
Research Council |
Road Research |
2008-2017 |
48 million |
7. UP & CSIR (University of Pretoria) |
University & Research Council |
National Reference Laboratory Facilities |
2016-2019 |
150 million |
South African Maritime Authority Safety (SAMSA)
South African Maritime Authority (SAMSA) does not provide direct funding to research and development institutions.
In line with its strategy of attracting and retaining adequately skilled staff, the Authority has in place a scholarship programme for full-time students and financial assistance to employees studying towards careers related to the promotion of the maritime discipline. Some of the institutions with students funded by the Authority include The World Maritime University in Sweden and the Nelson Mandela University in Port Elizabeth. The students and employees sign a contract that requires them to work back the number of years covering the funding period.
Ports Regulator (RSA)
(b) The Ports Regulator does not fund any institution of research and development both (i) domestically and (ii) internationally.
Passenger Rail Agency of South Africa (PRASA)
(a) The Passenger Rail Agency of South Africa (PRASA)
(b) For the 2017/18 financial year PRASA is not funding any Research and Development domestically or internationally. However,
(aaa) i) From 2011 – 2016 (5 years) PRASA funded the PRASA Rail Chair at Stellenbosch University.
(bbb) i)
- Maintenance Management
• Operations Management
• Systems Engineering
• Change Management Programmes
• Risk Assessment and Safety Engineering
• Reliability Improvement Engineering
• Lean Supply Chain Management
• Logistics
• Project Management
• Knowledge Management
• Process Improvement
• Modelling and Simulation
• 3D and Finite Element Modelling
• Reverse Engineering
• Material Conformance Testing
• Regenerative Power Engineering
(bb) The Research programme was from 2011 – 2016 (5 years)
cc) The cost of the Programme was R15 million over the five year period.
PRASA has membership subscription in the following International institution:
(aaa) International Suburban Rail Benchmarking Group (ISBERG) managed by Imperial College of London
(bbb) A group of 14 International railways that agreed to a set of Key Performance Indicators that is updated annually and 5 studies the members mutually agree on to fund for research by the facilitators of the group – Imperial College of London.
(bb) PRASA is participating in this Group from February 2014.
(cc) An amount of R1.5 million was spent between 2013 and 2017. We have not as yet paid 2017 membership fees that is expected to be in the order of R550 000 for the year.
Railway Safety Regulator (RSR)
(b) No, the RSR does not fund any institution of research and development
(i) N/A
(ii) N/A
17 August 2017 - NW2198
Hunsinger, Dr CH to ask the Minister of Transport
(1)With reference to the reply to question 404 on 1 March 2016, what are the outcomes of the specified investigation; (2) whether any measures have been put in place to prevent a recurrence of such crashes in the future; if not, why not; if so, what are the relevant details?
Reply:
South African Civil Aviation Authority (SACAA)
(1), (2) An investigation to determine the probable cause of an accident involving a Namibian aircraft, with the registration marks V5-NRS, is still on-going. In the meantime, the South African Civil Aviation Authority (SACAA) has released an interim statement detailing progress achieved thus far. The interim statement, which is also available on the SACAA website (www.caa.co.za), was also shared with the State of Registry and Operator, which is Namibia.
Thus far, the following facts have been established, and form part of the interim statement:
- the pilot was properly qualified to conduct the flight;
- the approach procedure was not flown as indicated by the approach plate;
- no flight plan was completed before the flight;
- the control tower at Eros Airport was not properly manned during the take-off;
- during the time of the accident, the radar at the Cape Town International Airport was unserviceable; and
- weather conditions at the time of the accident was bad.
Aircraft investigations vary in complexity, and this particular one is still on-going and investigators are interrogating other aspects of this accident which may have safety implications. No interim safety recommendations have been issued. The completion of an investigation is marked by the release of a final accident report, which may also contain safety recommendations aimed at improving levels of safety and avoiding a recurrence of causal factors.
17 August 2017 - NW2202
Jooste, Ms K to ask the Minister of Transport
(a) What are the reasons for withholding the Rural Roads Asset Management Systems (RRAMS) grant from municipalities over the past three financial years, (b) which municipalities have been affected in this regard, (c) what steps has his department taken to ensure that the RRAMS grant is paid out to each specified municipality and (d) what are the financial amounts (i) for each municipality (ii) in each specified financial year?
Reply:
a) As per Division of Revenue Act (DoRA), there are different responsibilities given to the Receiving Officer (RO), District Municipalities, as well as the Transferring Officer (TO), Department of Transport. Non-compliance to DoRA condition(s) gives the TO the right to withhold allocation of the grant.
b) Affected municipalities were Umkhanyakude and OR Tambo District Municipalities during the 2016/17 financial year.
c) The Department has engaged the affected municipalities, through intervention meetings to discuss the identified challenges and assist them to comply.
d) Withholding took place during the 2016/17 financial year and amounts were R 2.773 million and R 2.516 million for OR Tambo and Umkhanyakude District Municipalities respectively.
17 August 2017 - NW2201
Jooste, Ms K to ask the Minister of Transport
(a) How (i) does the Integrated National Transport Plan differ from the National Transport Master Plan and (ii) are the two integrated and (b) have all entities reporting to him been incorporated into the Integrated National Transport Plan?
Reply:
(a) (i) The Integrated National Transport Plan and the National Transport Master Plan are one and the same Plan. It is defined as the National Transport Master Plan 2050 (NATMAP).
(ii) Yes, It is one Integrated Plan across modes and spheres of Government.
(b) The Plan which was approved by Cabinet in 2016 incorporates inputs from the Department of Transport, Transport Public Entities, Provinces, Municipalities, other sector departments and the general South African public. The Plan seeks to reinforce the vision that transport is the heartbeat of the economy and the fabric of our country’s socio-economic development. It is aligned with key policy, legislation and planning frameworks recently developed. The NATMAP 2050, therefore, aims to achieve:
An integrated, smart and efficient transport system supporting a thriving economy that promotes sustainable economic growth, supports a healthier life style, provides safe and accessible mobility options, socially includes all communities and preserves the environment.