Questions and Replies

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26 November 2018 - NW3473

Profile picture: Mhlongo, Mr P

Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

What is the total number of troops who are currently serving in each military branch of the SA National Defence Force?

Reply:

The SA National Defence Force has a total strength of 63 761 uniformed personnel (soldiers). Of the 63 761 soldiers in the SANDF, 16 705 are troops (riflemen, privates, airmen and sailors), while 47 056 personnel are rank carrying members.

Arm of Service

Other than Private

Privates/Troops

Grand Total

SA Army

26 338

14 987

41 325

SA Air Force

8 619

429

90 48

SA Navy

6 396

376

6 772

SA Medical Health Service

5 703

913

6 616

Grand Total

47 056

16 705

63 761

20 November 2018 - NW3365

Profile picture: Matiase, Mr NS

Matiase, Mr NS to ask the Minister of Defence and Military Veterans

(1) What is the (a) total number of (i) submarines and (ii) vessels that the SA National Defence Force currently owns, (b) type of each (i) submarine and (ii) vessel and (c) purpose of each (i) submarine and (ii) vessel; (2) Whether each (a) submarine and (b) vessel is functional; if not, why not; if so, what are the relevant details?

Reply:

The response to this Parliamentary question can only be disclosed in a closed session of Joint Standing Committee on Defence as it relates to strategic sensitive security capabilities of the SANDF.

20 November 2018 - NW3364

Profile picture: Xalisa, Mr Z R

Xalisa, Mr Z R to ask the Minister of Defence and Military Veterans

(1) What is the (a) total number of aircraft that the SA National Defence Force currently owns, (b) type of each aircraft and (c) purpose of each aircraft; (2) whether each aircraft is functional; if not, why not; if so, what are the relevant details?

Reply:

The response to this Parliamentary question can only be disclosed in a closed session of Joint Standing Committee on Defence as it relates to strategic sensitive security capabilities of the SANDF.

19 November 2018 - NW2566

Profile picture: Mhlongo, Mr P

Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

(1)(a) What is the total number of (i) deputy directors-general and (ii) chief directors that are employed in (aa) an acting and (bb) a permanent capacity in her department and (b) what is the total number of women in each case; (2) (a) what is the total number of (i) chief executive officers and (ii) directors of each entity reporting to her and (b) what is the total number of women in each case?

Reply:

Defence Act Members

(1) (a) The total number of

 

  1. Deputy directors-general equivalent (Lieutenant Generals): Nine (9).

(ii) Chief Directors equivalent (Major Generals): Forty one (41).

(aa) Acting Deputy directors-general and Chief Director: Zero (0).

(bb) Permanent capacity of deputy director-general and Chief Directors: Fifty (50).

(b) (i) Total number of women Deputy director general (Lieutenant General): Zero (0).

(ii) Total number of women Chief Directors (Major Generals): Seven (7).

(2) (a) (i) Total number of Chief Executive Officers: Zero (0).

(ii) Directors (Brigadier Generals): One hundred and seventy (170). They are reporting directly to their different Chief Directors (Major Generals).

(b) (i) Total number of women chief executive officers: Zero (0).

(iii) Women Directors (Brigadier Generals): Thirty nine (39).

Public Service Act Employees

(1) (a) The total number of

(i) Deputy directors-general: Five (5).

(ii) Chief Directors: fourteen (14).

(aa) Acting Deputy directors-general: One (1) and Chief Directors: One (1).

(bb) Permanent capacity of Deputy directors-general: five (5) and Chief Directors: Fourteen (14).

(b) The total number of Deputy Directors-General that are female is three (3) and Chief Directors is four (4).

(2) (a) (i) Total number of Chief Executive Officers: Zero (0).

(ii) Total number of Directors: forty two (42). They are reporting directly to their different Chief Directors.

(b) (i) Total number of women chief executive officers: Zero (0).

(ii) Women Directors: Seventeen (17).

DEPARTMENT OF MILITARY VETERANS

REPLY

(1)

(aa) Acting – Chief Director Skills Development and Empowerment: Ms L Mabitsela (female)

(bb) Permanent

(i) DDG Corporate Services – Maj Gen (rtd) Make (male)

DDG Empowerment and Stakeholder Management – Ms Mafu (female)

(ii) Chief Director Strategic Support – Adv Ntsaluba (female)

Chief Director Health and Wellness – Ms Morolo (female)

Chief Director Provincial Office & Stakeholder Management – Mr Ngobeni (male)

Chief Director Heritage,Memorialisation,Burials & Honouring–Mr Mchunu (male)

(b)

(i) Deputy Director General – 1

(ii) Chief Directors – 2 Permanent and 1 Acting.

(2) not applicable to DMV

MILOMBUD

There are no deputy director-general’s staffed within the Office of the Military Ombud. One (1) female Chief Director was recently appointed on a permanent capacity.

  •  

(a) what is the total number of (i) chief executive officers and (ii) directors of each entity reporting to her and (b) what is the total number of women in each case

Two male (2) directors are reporting to the chief director.

DEFENCE FORCE SERVICE COMMISSION

REPLY:

None.

CASTLE CONTROL BOARD

REPLY:

Only one (1) Chief Executive Officer and one (1) Chief Financial Officer are appointed by the Board of 11 members of which CLog is the Chair.  There are no Directors at the Castle Control Board.

None

ARMSCOR

REPLY:

  1. (a) (i) Armscor, the Acquisition Agency for the Department of Defence, has six (6) Group Executives and eleven (11) Executive Managers.

(ii)(aa) Armscor has only one acting Group Executive and one acting Executive Manager.

(bb) There are five (5) permanent Group Executives and 11 permanent Executive Managers.

(b) Of the six (6) Group Executives, one is female. Of the 11 Executive Managers, four (4) are female.

(2) a (i) Armscor is managed by one Chief Executive Officer.

(ii) Armscor has eleven (11) Board members.

(b) Of the 11 Board members, five (5) are female.

15 November 2018 - NW3084

Profile picture: Marais, Mr S

Marais, Mr S to ask the Minister of Defence and Military Veterans

(1) Whether she has been informed of any allegations of irregular and/or unlawful appointments made in the hiring of persons for the Senior Staff Officer National Codification Bureau in 2015; if so, what are the relevant details; (2) Whether any investigations have been launched into the alleged irregular and/or unlawful hiring of persons for the National Codification Bureau; if not, why not; if so, what (a) were the outcomes and (b) action was taken to (i) prevent irregular and/or unlawful appointments in the future and (ii) implement disciplinary action against any individuals found to have been involved in irregular and/or unlawful appointments; (3) Whether certain persons (names and details furnished) were appointed to the National Codification Bureau; if so, what are the details of the processes that were followed to appoint each specified person; (4) Whether her department has put a policy in place regarding the appointment of family members of current and former staff members to positions in her department, especially to senior leadership positions; if not, what is the position in this regard; if so, what are the relevant details; (5) What checks and balances action plans are in place to ensure that no irregularities occur with regard to (a) appointments and

Reply:

  1. The Minister was not informed neither was she aware of any allegation of irregular and or unlawful appointments that occurred during the hiring of persons for the Senior Staff Officer National Codification Bureau in 2015 since there has never been hiring of Senior Staff Officer at National Codification Bureau over the period mentioned. During the said period only contractors were hired and trained to be codifiers. Allegations pertaining to alleged irregularities during the acquisition of contractors were never reported through appropriate channels set up by the Department of Defence, and only came to the fore by a media enquiry from Rapport subsequently followed by an article published by Rapport and City Press on 21 October 2018.
  2. The SANDF prides itself as a well-structured and disciplined force with adequate structures in place to resolve any inconsistency, malicious deeds, ill-discipline, or any other activity that might put the organisational name into disrepute warrants disciplinary processes as regulated in our policy. It should be noted that proper channels were never used to report any irregularity regarding hiring of any member by National Codification Bureau. The Department of Defence only became aware of these allegations regarding alleged irregularities when it received a media enquiry subsequently followed by the publication of an article pertaining the same matter by Rapport and City Press newspapers on 21 October 2018. This practice is contrary to the Department of Defence’s code of ethics. Following the publication of an article pertaining alleged irregularities an investigation was launched and is still ongoing.
  3. National Codification Bureau (NCB) went on a project to acquire contract workers in support of the National Youth Development Policy Framework. All requirements were approved by the Chief of the Division and appointments of contract workers took place from 2015, 2016 and 2017. This was done in line within the prescripts of the National Youth Development Framework which encourages development of youth from the root level where opportunities for furthering education were not afforded due to different reasons stemming from non-affordability because of poor background. During the said period only contractors were hired and trained to be codifiers. The total amount of contractors employed is 71.

The Bill of Rights is a cornerstone of democracy, enshrining the rights of all people in the country and affirming the democratic values of human dignity, equality and freedom. This is inclusive of the appointment of youth from any cultural background and association without discrimination. No member can be disqualified when he/she meets the necessary requirement to be offered equal opportunities like any other youth in the country. By placing young people and their development in the broader context of reconstruction and development, common developmental goals and a spirit of cooperation and co-ordination is encouraged.

4. This should be done in line with Government’s broad approach to fundamentally address poverty and underdevelopment through comprehensive, integrated, cross-sectoral and sustainable policies and programmes. Young people ought to enjoy all the rights, responsibilities and obligations that all normal citizens of South Africa enjoy as contained in the Bill of Rights and the Constitution, so are contractors who are related to members of the Department of Defence, unless it can be said they are not supposed to have rights that are accorded every citizen of this country which were attained through blood and sweat of their fathers, mothers brothers and sisters who had to face oppression by a brutal regime. The Department of Defence policy clearly states that a member of a selection board may recuse himself/herself if his/her familiarity with the candidate might affect his/her objective judgement. In the aforementioned case, no family member was directly involved with the acquisition of contract workers. DODI C PERS NO 8/99 stipulates that applicants should not be discriminated due to their status. The policy further states that all candidates should be measured against the same objective criteria.

5. The South African National Defence Force has systems in place to deal with issues regarding all ill-discipline aspects at all levels. Necessary internal processes are always followed regarding any irregularity or ill-discipline related behaviour. In order to ensure that checks and balances within the department are in place, staffing is handled as follows:

(a) Vacant funded posts are advertisement and this is done according to C Pers [DCM (PSAP)] by Human Resource Division.

(b) Shortlisting of applicants is done by Human Resource of the requesting authority.

(c) The Staffing Board identifies the suitable candidates according to the criteria.

(d) The decision of the Staffing Board is sent back to C Pers [DCM (PSAP)] for final endorsement.

Regarding the aforementioned criteria, posts were not advertised due to the fact that, contract appointments do not meet the advertisement requirement, as per DODI C PERS NO 8/99. However in an event where shortcomings or irregularities occur, the SANDF as the organisation will not hesitate to implement corrective measures as directed by the Defence Act.

12 November 2018 - NW3157

Profile picture: Mhlongo, Mr P

Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

Whether the Department of Military Veterans received an application from a certain person (name and details furnished) to manage the burial benefits of military veterans; if so, what is the current status of the specified person’s application?

Reply:

REPLY

1. It is advised that NO application form for 640117 5868 086 Mr Tube has been received by the Department of Military Veterans.  It is further advised that NO application has been registered on the DMV Burial Support Database.

08 November 2018 - NW3082

Profile picture: Marais, Mr S

Marais, Mr S to ask the Minister of Defence and Military Veterans

(1) Whether any aircraft owned or chartered by the SA Air Force (SAAF) has landed on the island of St Helena in the period 1 January 2018 up to the latest specified date for which information is available; if so, (a) on what date, (b) what type of aircraft was it and (c) what were the reasons for the landing(s); (2) did the aircraft(s) carry any military equipment for which National Conventional Arms Control Committee permits are required; if so, (a) what are the details of the cargo transported under the permits and (b) on what date will this be reported to the Joint Standing Committee on Defence; (3) will she make a statement on the matter?

Reply:

  1. (1) (a) The aircraft landed at St Helena on 14 August 2018.

(b) C130B Hercules.

(c) Refuelling stops.

(2). No military equipment was transported on this flight.

(3). No

25 October 2018 - NW1911

Profile picture: Mhlongo, Mr P

Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

(1)(a) What is the tariff payable to each member of the Audit Committee of the Department of Defence since 1 April 2017 and (b) what is the value of each tariff that members of the audit committee have received since 1 April 2017; (2) have all tariffs paid been in line with the National Treasury regulations and the amended tariff implemented as at 1 April 2017; if not, (a) why not and (b) what amount has each member of the audit committee been paid as a stipend since 1 April 2017; (3) (a) how were the payments made, (b) who authorised the payments and (c) what does she intend doing to (i) recover the money and (ii) prevent this from happening again; (4) whether the money that was overpaid to members of the audit committee will be refunded; if so, by what date; (5) has she found that the audit committee has been performing its duties in accordance with their performance plans and targets; if not, what has been the consequence of their poor performance?

Reply:

I have become aware of a difference in interpretation, amongst members of the DOD, given to the application of National Treasury Regulations applicable to the remuneration of Audit Committee members. I have written to the Minister of Finance to request clarity on the correct application of the applicable National Treasury Regulations and will be in a position to respond to the questions posed here once such response has been received.

23 October 2018 - NW2679

Profile picture: Mhlongo, Mr P

Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

(a) In which combat zones are troops of the SA National Defence Force currently deployed and (b) what number of troops are deployed in each combat zone?

Reply:

Internal Deployments/External Deployments

(a) The SA National Defence Force has no troops deployed in any combat zone.

(b) Zero troops are deployed in any combat zone.

23 October 2018 - NW2987

Profile picture: Marais, Mr S

Marais, Mr S to ask the Minister of Defence and Military Veterans

Whether the Cabinet considered any other options for the long-term Defence Policy and Defence Strategic Trajectory of the country prior to adopting the 2015 Defence Review; if so, (a) why did the Cabinet approve the 2015 Defence Review, (b) on what bases were the other options excluded and (c) what are the summaries of the details of the other options?

Reply:

  1. The Cabinet considered three (3) separate policy options in the development of the Defence Review 2015. Quoting directly from Paragraphs 103 – 110 of Chapter 9 of the Defence Review 2015, these were:

(a) Strategic Policy Option 1: Maintain the Status Quo.

i) Should, for whatever reason, the Defence Strategic Trajectory not be achieved, the Defence Force would have to enter into an urgent redesign process to counter its current state of critical decline and attempt to establish a healthy, though significantly reduced defence capability, that would be focussed primarily on domestic matters. Its primarily domestic orientation and reduced capabilities would provide a very limited capability to: defend territorial integrity, ensure national sovereignty and support South Africa’s continental leadership role.

ii) The significantly reduced force design would have to arrest the critical decline in the Defence Force and establish limited capabilities that:

  1. are lighter and cheaper with a greater tooth-to-tail ratio;
  2. reduce the overhead costs of headquarters and command structures to single command corps;
  3. establish balance within a lighter force;
  4. reside within relatively unsophisticated main operating systems;
  5. meet a significantly reduced level of standing domestic and international defence commitments; and
  6. promote a spatially dispersed footprint.

(iii) This significantly redesigned force would have to be modelled according to the following concepts for it to develop utility:

  1. A lighter, infantry-based landward capability focussed primarily on internal operations.
  2. An air defence capability focussed primarily on light, tactical mobility.
  3. A littoral maritime defence capability focussed primarily on the protection of territorial waters.
  4. A Special Force capability focussed on a limited spectrum of Special Force operations.

(b) Strategic Policy Option 2: Implement the Defence Strategic Trajectory Independently

  1. The pursuit of the Defence Strategic Trajectory will, over time, develop a defence capability capable of conducting major combat operations in the defence and protection of South Africa, its national sovereignty and territorial integrity.
  2. The capability created would be commensurate with South Africa’s continental leadership responsibilities, establishing the gravitas required in support of Africa’s peace and security architecture. The ability to project forces over long distances and sustain them for protracted periods of time will further bolster South Africa’s continental leadership responsibilities and influence, as well as making a significant contribution to the security of South Africa’s vital national interests.
  3. Should Government wish to pursue the Defence Strategic Trajectory on a solely national basis, it would take significant time to establish all the necessary competence and capabilities to achieve the degree of defence capability set out in Milestone 4.

(c) Strategic Policy Option 3: Implement the Defence Strategic Trajectory in Partnership

  1. Government may consider a course of action that would shorten the duration of the Defence Strategic Trajectory. In essence, the main point of leverage would be the extent to which Government might decide to pursue the Defence Strategic Trajectory with the assistance of either a strategic partner or a number of strategic partners.
  2. Partnering, either with a single strategic partner or with multiple strategic partners in specific capability areas, would accelerate the overall implementation of the Defence Review and the Defence Strategic Trajectory, as well as leverage a number of funding options for the trajectory.

22 October 2018 - NW2780

Profile picture: Marais, Mr S

Marais, Mr S to ask the Minister of Defence and Military Veterans

With reference to Broad-based Black Economic Empowerment (BBBEE) targets of new outsourced contracts at Armscor, (a) on what legal provisions did her department and/or Armscor rely when setting the target of 45% to be awarded to BBBEE service providers belonging to military veterans, (b) what will constitute justified exceptions to this rule and (c) why are the management obliged to implement the specified target?

Reply:

Both the Department of Defence (DOD) and Armscor apply the Preferential Procurement 2017 Regulations (PPR) as promulgated. Wherein the 80/20 and 90/10 preference point system is applied as provided for in the Regulations and Guidelines. The 30% threshold for subcontracting applies to all designated groups where feasible. There is no special arrangement of 45% targeted for award to BBBEE service providers belonging to military veterans.

04 October 2018 - NW2783

Profile picture: Esau, Mr S

Esau, Mr S to ask the Minister of Defence and Military Veterans

(1)(a) When was the latest Directorate Air Capability Plan done for the SA Air Force (SAAF), particularly the SAAF facilities in the Cape Town Metropolitan region, (b)(i) what plans were investigated to relocate the SAAF Base Ysterplaat and (ii) what were the respective findings; (2) were any investigations done into the possibility that (a) noise and air pollution by aircraft landing and departing might be a factor for relocation and (b) the current landing strip at SAAF Base Ysterplaat is an impediment for larger aircraft; if not, why not in each case; if so, what were the findings of the investigation in each case; (3) what plans have been considered to ensure that larger cargo aircraft and wide-body aircraft can safely make use of this air force base in the future; (4) have any alternatives been identified and/or investigated; if so, what are the details of the findings, recommendations and resolutions in each case?

Reply:

The relocation of Air Force Base Ysterplaat is not under departmental consideration. 99% of SAAF aircraft operate in and out of Air Force Base Ysterplaat.

18 September 2018 - NW1861

Profile picture: Mhlongo, Mr P

Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

(1)What (a) is the total number of incidents of racism that were reported to the human resources offices in (i) her department and (ii) entities reporting to her in (aa) 2016 and (bb) 2017 and (b) are the details of each incident that took place; (2) was each incident investigated; if not, why not in each case; if so, what were the outcomes of the investigation in each case?

Reply:

DEPARTMENT OF DEFENCE

1. (a) A total of two (2) incidents of racism were reported to the human resource office for the period 2016/2017

(i) Incident One (19 July 2016). Alleged harassment in the work place leading to a claim of racism. Outcome: The member requested the grievance to be closed on 11 May 2017.

(ii) Incident Two (16 August 2016). Alleged incident of racism. C SANDF took a decision that the Chief of the South African Air Force should investigate this matter and provide him with the detailed report. Outcome: The grievance is still open as the investigation is ongoing.

 

DEPARTMENT OF MILITARY VETERANS

There were no racism incidents reported in the Department of Military Veterans since 2016 to date.

MILOMBUD

There was no case of racism reported within the Office of the Military Ombud during the specified period.

CASTLE CONTROL BOARD

There were no cases of racism reported at the Castle Control Board

DEFENCE FORCE SERVICE COMMISSION

There were no cases of racism reported at the Defence Force Service Commission.

ARMSCOR

1) There was no case of racism that was reported at Armscor.

2) Not applicable.

11 September 2018 - NW1245

Profile picture: Esau, Mr S

Esau, Mr S to ask the Minister of Defence and Military Veterans

What are the full details of the amounts spent by her department on entertainment (details furnished) (a) in the past four financial years and (b) since 1 April 2018?

Reply:

 

2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

since 1 Apr

 

R'000

R'000

R'000

R'000

R'000

R'000

ATTACHÉ ACCREDITATION

3,360

973

2,485

761

1,229

144

ENTERTAINMENT EXPENSES

6,111

1,944

2,301

3,783

2,513

778

TOTAL

9,471

2,917

4,786

4,544

3,742

922

DEPARTMENT OF DEFENCE

Entertainment Expenditure by Financial Year

 
   

DEPARTMENT OF MILITARY VETERANS.

Entertainment Expenditure by Financial Year

           
 

2013/14 FY

2014/15 FY

2015/16 FY

2016/17 FY

2017/18 FY

2018/19 FY

2019/20 FY

2020/21 FY

   
 

Audited AFS

Audited AFS

Audited AFS

Audited AFS

Unaudited

Budget

Budget

Budget

   

R'000

 

 

 

 

 

 

 

 

   

Budget

478

669

264

-

-

105

111

117

   

Actual

42

-

-

-

-

-

-

-

   
                     

11 September 2018 - NW2014

Profile picture: Ollis, Mr IM

Ollis, Mr IM to ask the Minister of Defence and Military Veterans

(1)What are the details of the (a) number of accidents that vehicles owned by her department were involved (i) in each of the past three financial years and (ii) since 1 April 2018, (b) cost for repairs in each case and (c)(i) number of and (ii) reasons for vehicles being written off in each case; (2) whether all vehicles owned by her department have tracking devices installed?

07 September 2018 - NW2430

Profile picture: Mhlongo, Mr P

Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

What is the (a) name of each investing company that has invested on land owned by (i) her department and (ii) each entity reporting to her and (b)(i) nature, (ii) value and (iii) length of each investment?

Reply:

The National Department of Public Works is the custodian of all immovable assets that vest in National Government and as such is responsible for all facility life cycle management functions. The Memorandum of Agreement was signed in 2015 by Minister of Public Works to transfer the facility life cycle management functions on Defence Endowment Property. (specifically immovable assets). The process is underway to be concluded in the Medium Term. Therefore there is no company invested on any land allocated to the DoD by NDPW.

03 September 2018 - NW2233

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Bergman, Mr D to ask the Minister of Defence and Military Veterans

(1)What is the total number of (a) A class reservists and (b) D class reservists who were in service on (i) 31 May 2012 and (ii) 31 May 2018; (2) of the reservists who left, what is the total number who had to leave because they were not able to do firearm competency tests; (3) what is the total number of the D class reservists who have been converted to A class between 31 May 2012 and 31 May 2018?

Reply:

1. The South African National Defence Force does not have (a) A class or (b) D class reservists who were in service on (i) 31 May 2012 and (ii) 31 May 2018;

2. The South African National Defence Force does not have A class or D class reservists who left because they were not able to do firearm competency tests.

3. The South African National Defence Force does not have D class reservists who have been converted to A class between 31 May 2012 and 31 May 2018.

4. Further relevant details with regards to the question are:

(i) Class A and D reservists are members who have been appointed by the National Police Commissioner to render services as a volunteer in support of the Police.

(ii) Members of the National Defence Force who volunteer their service are members of the Reserve Force of the South African National Defence Force.

(iii) In the South African National Defence Force there is currently a total of 20 671 volunteers serving in the Reserve Force and are not categorised into classes. Of these 20 671, approximately 15 000 are called-up annually to render service, including participation in peace support operations, border protection and training.

03 September 2018 - NW1814

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Bara, Mr M R to ask the Minister of Defence and Military Veterans

(1)Whether (a) her spouse and/or (b) an adult family member accompanied her on any official international trip (i) in each of the past five financial years and (ii) since 1 April 2018; if not, what is the position in this regard; if so, what (aa) is the name of the person(s), (bb) was the (aaa) purpose and (bbb) destination of the trip and (cc) was the (aaa) total cost and (bbb) detailed breakdown of the costs of the accompanying person(s) to her department; (2) whether each of the specified trips were approved by the President in terms of the provisions of Section 1, Annexure A of the Ministerial Handbook; if not, why not; if so, what are the relevant details?

Reply:

(1)(a) yes

(i) yes

(ii) yes

(aa) Mr Charles Nqakula (spouse)

(bb)(aaa) and (bbb)

DATE

DESTINATION

PURPOSE

Fam Member

       
       

11-18/7/14

Paris, France & London

Official Visit as a Spouse

Mr C Nqakula

       

19-27/9/14

New York, USA

Official Visit as a Spouse

Mr C Nqakula

21-24/2/15

Abu Dabi

Official Visit as a spouse

Mr C Nqakula

13-18/4/15

Russia

Official Visit as a Spouse

Mr C Nqakula

18-22/4/15

Jarkata & Indonesia

Official Visit as a Spouse

Mr C Nqakula

22-26/4/15

Instantbul & Turkey

Official Visit as a Spouse

Mr C Nqakula

7-12/5/15

Russia

Official Visit as a Spouse

Mr C Nqakula

27-29/6/15

Lesotho

Official Visit as a Spouse

Mr C Nqakula

9-12/7/15

Kenya, DRC & Goma

Official Visit as a Spouse

Mr C Nqakula

24-25/8/15

Burundi

Official Visit as a Spouse

Mr C Nqakula

30/8-1/9/15

Ethiopia

Official Visit as a Spouse

Mr C Nqakula

13-18/9/15

New York

Official Visit as a Spouse

Mr C Nqakula

22-30/9/15

London

Official Visit as a Spouse

Mr C Nqakula

13-19/10/15

DRC & Sudan

Official Visit as a Spouse

Mr C Nqakula

31/10-5/11/15

Thailand

Official Visit as a Spouse

Mr C Nqakula

6-10/11/15

Burundi, Sudan & Dakar

Official Visit as a Spouse

Mr C Nqakula

14-16/1/16

Ethiopia

Official Visit as a Spouse

Mr C Nqakula

18-19/1/16

Gaborone, Botswana

The purpose of the official visit as the Spouse

Mr C Nqakula

27-31/1/16

Ethiopia

The purpose of the official visit as the Spouse

Mr C Nqakula

12-24/3/16

New York

Official Visit as a Spouse & Companion

Mr C Nqakula

25-29/4/16

Moscow, Russia

Official Visit as a Spouse

Mr C Nqakula (Spouse)

(

2-5/12/16

Cuba

Official Visit as spouse

Mr C Nqakula

25-31/1/17

Ethiopia

Travelled as a spouse on an official Visit

Mr C Nqakula

25-29/3/17

Pakistan

Official Visit as the spouse

Mr C Nqakula

3-6/12/17

Serbia

Official visit as the spouse

Mr C Nqakula

22-29/1/18

Ethiopia

Official Visit as the spouse

Mr C Nqakula

2-7/4/18

Russia

Official Visit, travel as the Spouse

Mr C Nqakula’

27/6-2/7/18

MAURITANIA

Official Visit as the spouce

Mr C Nqakula:

14-19/7/18

London & France

Official Visit as spouse

Mr C Nqakula

       

(cc)(aaa) and (bbb): The Ministerial Handbook determines that  “The costs for official journeys abroad by Members, and their spouses or adult family members accompanying them in official capacity, are for the account of the relevant Department”.

(2)  Yes

08 August 2018 - NW1847

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Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

(1)(a) For what period has the Director-General of the Department of Military Veterans been in the specified position, (b) what position did the specified person hold prior to being appointed to the position and (c) what are the qualifications of the person; (2) what number of auditors are currently employed by the audit committee of the Department of Military Veterans; (3) whether the Department of Military Veterans outsources any of its audits; if so, (a) to whom and (b) from what date?

Reply:

(1) (a) The Minister appointed Lt General (Ret) D.M. Mgwebi as the Acting Director General in the Department of Military Veterans as from 05th June 2018 until 04th June 2019.

(b) SANDF Chief Joint Operations from 2011 – 2015, thereafter deployed to UN MONUSCO Force Commander 2016 - 2018.

(c) Qualifications – Diploma in Defence Management and a degree in Business Administration from the University of South Africa.

(2) None

(3) The Department hasn’t outsourced any of its audits.

06 August 2018 - NW1518

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Marais, Mr S to ask the Minister of Defence and Military Veterans

(1)With reference to reports on 7 May 2018 (details furnished), how does the dilapidation of the SA Army Special Infantry Capability (SAASIC) unit impact on the defence abilities of the SA National Defence Force (SANDF), taking into account that the objectives of the SAASIC are to contribute to land border patrol and safeguarding our borders; (2) whether she has found that the SANDF breached the memorandum of understanding that was signed with the National Council of the Societies for the Prevention of Cruelty to Animals in 2013 and 2016; if not, what are the reasons that animals were allegedly subjected to severe neglect by the commander of the SAASIC base; if so, (3) whether an investigation has been commissioned into the allegations of maltreatment and negligence of the care of the horses; if not, why not; (4) whether any disciplinary steps have been taken against (a) the base commander and/or (b) any other SANDF member; if not, in each case, why not; if so, what disciplinary steps have been taken against the unit commander and other implicated staff members?

Reply:

1. The alleged dilapidation of the SAASIC Unit does not have any adverse impact on the Landward Defence of the Republic of South Africa as a total of 208 horses are currently maintained by SAASIC and only 40 horses are employed in Operation CORONA (Border Safeguarding) in the Musina vicinity (Limpopo Province). A portion of the rest of the horses at SAASIC is used for training purposes and a further platoon of horses (circa 40 horses) has been identified to relieve the horses currently on the border.

2. There is currently no proof that the Memorandum of Understanding between the SANDF and the NSPCA has been breached, by either party. The reason(s) for the alleged neglect is the subject of an investigation, recently concluded.

3. Positive. A Board of Inquiry was constituted and has concluded its investigation.

4. The Board of Inquiry was recently concluded and its findings and recommendations are under review. Disciplinary steps – if any – against (any) individual(s) will be taken if so warranted after the review.

26 July 2018 - NW1695

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Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

(1)Have any of the properties and/or assets of the Department of Military Veterans been repossessed in 2018; if not, what is the position in this regard; if so; (2) are the affected employees able to perform their duties at any of the departments properties; if not, are employees being paid while they are unable to perform their duties; if so, where are the employees located to enable them to perform their duties?

Reply:

Question 1

A number of (movable) assets/furniture of the DMV were attached and removed in terms of a Court Order in the Z. Matunjwa matter. DMV approached Court in this regard and the property was returned within 5 days as per the order of the Court.

Question 2

The DMV (immovable) property was never repossessed. Employees continued to render a service even when the movable property was removed. They were paid as they continued to work even with fewer equipment/furniture. If an employee is not able to perform due to any repossession or attachment/removal of property, which is not his/her fault, then his/her salary may not be stopped as that person cannot be held responsible for such an event outside his/her control.

18 July 2018 - NW2109

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Esau, Mr S to ask the Minister of Defence and Military Veterans

(1)(a) What is the status of the appointment of the medical technologist at 1 Military Hospital which had to be concluded by 31 January 2017, (b) why was the approach that was adopted by 2 Military Hospital not considered and followed by 1 Military Hospital in this regard and (c) what additional cost has been incurred due to the delay in appointing the medical technologist; (2) what is the status of the Laboratory and Radiological Departments at 1 Military Hospital?

Reply:

(1)(a) The medical technologist has been appointed. The contract is with effect from 1 July 2018. Consultations between Techtura, who is the principal agent, and 1 Military Hospital, who is the end-user, will commence on 1 July 2018.

(b) The project at 2 Military Hospital fell under the Department of Public Works, and the tender to appoint the contractor (principal agent) included the procurement and installation of all major medical equipment under one contract. The project at 1 Military Hospital is being carried out by the Defence Works Formation. Therefore a separate tender process had to be embarked upon to procure the services of the medical technologist.

(c) Additional costs are that of cost escalation due to the delay in appointing the medical technologist, as well as inflationary costs and the cost of continued outsourcing over the month/years of delay in commencing with the project.

(2) The Laboratory Department at 1 Military Hospital is functional.

The Radiology Department at 1 Military Hospital is not fully functional due the delay in the completion of the refurbishment. Highly-specialised main medical equipment such as the magnetic resonance imaging (MRI) scanner, the computerised tomography (CT) scanner, the catheterisation laboratory and bigger X-ray machines cannot be installed in temporary areas. These highly specialised investigations are outsourced. Investigations with normal X-ray equipment, portable X-ray equipment and ultrasound equipment are functional and are performed in the hospital.

11 July 2018 - NW1910

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Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

With reference to her reply to question 1370 on 4 June 2018, (a) what is the (i) age, (ii) length of service, (iii) gender and (iv) race of each member of the SA National Defence Force (SANDF) in each occupational category, (b) what number of the specified SANDF members are reservists and (c) of the specified reservists, in each case, what is the (i) age, (ii) wage scale, (iii) gender, (iv) duration of the time served as reservist and (v) race of each reservist?

Reply:

The information required in this question deals with the strength of the South African National Defence Force and due to its security sensitivity it cannot be made public, but can be only be discussed in a closed session of the Joint Standing Committee on Defence.

09 July 2018 - NW1912

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Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

(1)What (a) is the total number of incidents of sexual harassment that were reported to the human resources offices of entities reporting to her in (i) 2016 and (ii) 2017 and (b) are the details of each incident that took place; (2) was each incident investigated; if not, why not in each case; if so, what were the outcomes of the investigation in each case?

Reply:

MILOMBUD

No incidents of sexual harassment were reported at the office of the MILOMBUD

CASTLE CONTROL BOARD

No incidents of sexual harassment were reported at the Castle Control Board

DEFENCE FORCE SERVICE COMMISSION

No incidents of sexual harassment were reported.

ARMSCOR

1) There was one sexual harassment case reported in 2016; and there was none in 2017.

2) The case was investigated and there was a full disciplinary enquiry against the employee.

29 June 2018 - NW1084

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Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

(1)Whether, with reference to her reply to question 579 on 10 April 2018, any assessment or investigation by the Military Psychological Institute or Management Renewal Services confirmed that a certain person (name furnished) was the cause of the unhealthy work environment; if not, what is the position in this regard; if so, what are the relevant details; (2) was there any suggested intervention or recommendation; if so, what are the details of the suggested interventions; (3) was one of the recommendations that the specified person be assigned an executive coach; if so, (a) who was the executive coach, (b) did the coach give a report and (c) what did the coach recommend; (4) whether she has found that the Internal Audit Division and the Secretary of Defence came to the same conclusion at any time of engaging with the unit?

Reply:

(1) The assessment by Military Psychological Institute (MPI) and the South African Air Force’s Directorate Management and Renewal Service (DM&RS) did not make its findings on an individual, however conducted an organisational diagnosis on the entire Division. The assessment’s findings were far reaching ranging from strategy and purpose, structure, rewards and recognitions, helping mechanism, relationships, leadership, and external environment.

(2) The following recommendations were recommended by the MPI intervention:

a. It was recommended that the CAE works with an executive coach of senior status.

b. A strategic planning session needs to be conducted, followed by the implementation of a supportive organisational structure and culture.

c. The CAE should operate in a more strategic and functional capacity and focus on intern development, project output and quality control.

d. Staffing of critical positions to avoid staff burnout.

e. The appointment of Divisional Chief of Staff to act as a link between the Divisional Head and staff members.

f. All members (including the CAE and her management team) should be given the opportunity to see a clinical psychologist to debrief.

(3) Yes, one of the recommendations was that the CAE works with an executive coach.

(a) Prof Frans Cilliers, Phd, an Industrial & Organisational Psychologist from the University of South Africa was appointed as an executive coach.

(b) The executive coach gave a report on his coaching task.

(c) The Department is still processing the report of the executive coach.

(4) The department is still processing the various intervention reports for recommendation of the way forward to the Minister of Defence and Military Veterans. The matter is therefore not yet concluded.

29 June 2018 - NW1463

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Vos, Mr J to ask the Minister of Defence and Military Veterans

(1)Whether, with reference to the reply of the President, Mr C M Ramaphosa, to the debate on the State of the Nation Address on 22 February 2018 to implement lifestyle audits, (a) she, (b) senior management service members in her department and/or (c) any of the heads of entities reporting to her have undergone a lifestyle audit in the past three financial years; if not, have any plans been put in place to perform such audits; if so, in each case, what are the details of the (i) date of the lifestyle audit, (ii) name of the person undergoing the audit, (iii) name of the auditing firm conducting the audit and (iv) outcome of the audit; (2) whether she will furnish Mr J Vos with copies of the lifestyle audit reports?

Reply:

ARMSCOR

Armscor has not undertaken any lifestyle audit in the past three financial years. Lifestyle audits are being considered by management and the process of planning will be undertaken as part of the new financial year audit process after all necessary considerations such as the legislative and resources requirements. Considerations, include, the use of the service provider in the approved panel of service providers, the basis for the lifestyle audits being management request, special assignment and the whistleblowing system and direct reports, as well as the cost benefit analysis. To date no request has been made for a lifestyle audit.

DEPARTMENT OF MILITARY VETERANS

Lifestyle audit has not been conducted in the Department of Military Veterans. There’s no plan in place.

DEPARTMENT OF DEFENCE

The Department of Defence has not conducted any lifestyle audit during the past three years.

MILOMBUD

The office of the Military Ombud to date has not exposed the head of the institution, nor senior management service members to a lifestyle audit over the past three financial years.

CASTLE CONTROL BOARD

None of the CCB's Management Team has undergone life style audits during the past five years. 

DEFENCE FORCE SERVICE COMMISSION

No lifestyle audit was conducted in the DFSC in the past three financial years.  

29 June 2018 - NW1645

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Wilson, Ms ER to ask the Minister of Defence and Military Veterans

(a) What number of cases relating to the Prevention and Combating of Corrupt Activities Act, Act 12 of 2004, as amended, have been referred to the (i) SA Police Service (SAPS) and (ii) Directorate for Priority Crime Investigation (DPCI) by (aa) her department and (bb) each entity reporting to her for further investigation since the Act was assented to and (b) what number of the specified cases have (i) been investigated by SAPS and DPCI, (ii) been followed up by the respective accounting officers and (iii) resulted in a conviction in each specified financial year since 2004?

Reply:

ARMSCOR

Armscor has not had any cases relating to the Prevention and Combating of Corrupt Activities Act, Act 12 of 2004.

QUESTION 2

None, as per above.

DEPARTMENT OF DEFENCE

(a) No cases relating to the Prevention and Combating of Corrupt Activities Act have been referred to the South African Police Services and Directorate for Priority Crime Investigation by the Military Police Division since financial year 2004. The Military Police Division is currently investigating all reported corruption cases within the Department of Defence.

(b) No cases relating to the Prevention and Combating of Corrupt Activities Act have been referred to the South African Police Services and Directorate for Priority Crime Investigation by the Military Police Division since financial year 2004. The Military Police Division is currently investigating all reported corruption cases within the DoD.

DEPARTMENT OF MILITARY VETERANS

a) Two cases have been reported by the DMV to the SAPS relating to the Prevention and Combating of Corrupt Activities Act 12 of 2004, as amended

b) Both the above cases are being investigated by the SAPS

MILOMBUD

There was one (1) case relating to the Prevention and Combating of Corrupt Activities Act 12 of 2004 reported to the SAPS, but investigated internally, however, the outcome from SAPS investigation is still awaited

CASTLE CONTROL BOARD

No case has been made or pursued in terms of the specified Act.

DEFENCE FORCE SERVICE COMMISSION

No cases have been referred by the Defence Force Service Commission

29 June 2018 - NW2108

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Esau, Mr S to ask the Minister of Defence and Military Veterans

As part of the required sea hours, what number of days did each vessel of her department spend (a) in False Bay and (b) beyond False Bay in the (i) 2012-13, (ii) 2013-14, (iii) 2014-15, (iv) 2015-16 and (v) 2016-17 financial years?

Reply:

  1. The response to this question contains classified information and can only be disclosed in a closed session of the Joint Standing Committee on Defence.

29 June 2018 - NW2110

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Esau, Mr S to ask the Minister of Defence and Military Veterans

(a) How is the loss of scarce skills being addressed at 1 Military Hospital, (b) why is the appointment of medical doctors delayed while the hospital is experiencing a high vacancy rate, (c) has the occupational specific dispensation been implemented fully at the hospital and (d) how does SA Military Health Services plan to minimise outsourcing the ostensibly expensive medical services that can cause a significant over-expenditure at the expense of other medical services?

Reply:

(1)(a) How is the loss of scarce skills being addressed at 1 Military Hospital,

The loss of scarce skills has decreased dramatically over the past three years. In the past 24 months, 24 medical doctors have been appointed, three of these being specialists. However, the total number of health care practitioner (HCP) posts available for all the hospitals (specifically with regard to medical doctors, specialised nurses, technicians in the laboratory, radiology and technologists to undertake the repair and maintenance of equipment) will be reviewed to ensure that the SA Military Health Service takes full advantage of the results of the refurbishment and medical equipment procurement.

(b) Why is the appointment of medical doctors delayed while the hospital is experiencing a high vacancy rate,

As stated in the response to the first part of the question, the personnel acquisition process has improved dramatically and no delays are currently experienced in the appointment of HCPs. Hence the appointment of 24 health care practitioners in the past 24 months.

(c) Has the occupational-specific dispensation been implemented fully at the hospital, and

The occupational-specific dispensation has been implemented fully with respect to medical doctors. Some challenges are being experienced in the application of the occupational-specific dispensation with regard to nursing personnel.

(d) How does the SA Military Health Service plan to minimise outsourcing the ostensibly expensive medical services that can cause a significant over-expenditure at the expense of other medical services?

The SA Military Health Service has put management interventions and measures in place to minimise the cost of outsourcing whilst awaiting the completion of the refurbishment project. The management interventions include the case management (or concept of “managed health care”) of all patients who are outsourced in order to control and manage the level of care and ‘hospital stay’ as ‘hospital stays’ are a major cost driver. The managed health care concept furthermore ensures that each patient receives the level of health interventions and care as approved. In the event that any additional health interventions or care is required, further approval within the managed health care concept takes place.

Further management interventions include negotiated and preferred agreed tariffs with particular health providers. Also, in cases where particular specialist interventions are required that could be performed at the military hospitals, the specialist is encouraged to perform the procedure in the military hospital. As the sustainment of stock levels for pharmaceuticals and medical consumables is also critical in minimising cost, the matter has been registered as a standing agenda point on the weekly SA Military Health Service Command Council meetings.

29 June 2018 - NW2111

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Marais, Mr S to ask the Minister of Defence and Military Veterans

(a) What is the level of medical stock in the pharmacy at 1 Military Hospital, (b) why has this very important indicator been removed by her department and (c) what is the direct impact of the medical stock level on soldiers and military veterans?

Reply:

(1)(a) What is the level of medical stock in the pharmacy at 1 Military Hospital,

Pharmaceuticals and medical consumables for emergencies and life-threatening situations are fully stocked and available at 1 Military Hospital. The medical stock levels at the 1 Military Hospital pharmacy stands at 75%. The stock levels should improve to 85% by the first week in July when more deliveries of stock are expected. Some challenges are experienced with the suppliers of pharmaceuticals at a national level.

(b) Why has this very important indicator been removed by her department and

The performance indicator that refers to the stock levels of pharmaceuticals and medical consumables has not been removed by the department. A decision was made to register the performance indicator as classified as stock levels are regarded as sensitive strategic information.

(c) What is the direct impact of the medical stock level on soldiers and military veterans?

The impact of medical stock levels is minimised by alternative arrangements such as the buying-out of medication that is not available in the SA Military Health Service. There is thus no direct impact on soldiers and military veterans, except the increased cost to the Department of Defence of the buy-out from private pharmacies.

29 June 2018 - NW2112

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Marais, Mr S to ask the Minister of Defence and Military Veterans

What is the current status of the intensive care unit at 2 Military Hospital?

Reply:

The Intensive Care Unit at 2 Military Hospital is at present functional and the admission of patients has been re-established.

29 June 2018 - NW2113

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Marais, Mr S to ask the Minister of Defence and Military Veterans

(a) What steps has the Surgeon-General taken to address the long delays in procurement of needed medical equipment for military hospitals and (b) what are the reasons that the procurement of a computed tomography scanner at 2 Military Hospital took eight months?

Reply:

(1)(a) What steps has the Surgeon General taken to address the long delays in procurement of needed medical equipment for military hospitals and

The SA Military Health Service is not a single role player in the tender-procurement process and is largely dependent on the placing of authorised procurement on external entities. The SA Military Health Services has streamlined internal logistics processes and aligned these processes to respond speedily to concerns from the Central Procurement Services Centre. Furthermore additional funding from National Treasury are being utilised to procure medical equipment. Monitoring of these processes are addressed in the weekly Command Council of the SA Military Health Service.

(b) what are the reasons that the procurement of a computed tomography scanner at 2 Military Hospital took eight months?

The procurement of the computerised tomography (CT) scanner took place in 2009. The delay was not linked to the initial procurement process, but to the procurement process in the repair of the CT scanner. The procurement process for repair was above the SAMHS delegation and was therefore referred to the Central Procurement Service Centre. The Central Procurement Service Centre referred the initial procurement request back with questions regarding the preferred supplier. This resulted in a delay of the repair of the equipment.

29 June 2018 - NW1083

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Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

(1)With reference to her reply to question 579 on 10 April 2018, (a) what were the (i) findings and (ii) recommendations of the investigations of the Management Renewal Services and Military Psychological Institute, (b) on what date were the entities appointed, (c) who did they report to and (d) when did they finish their investigation; (2) what (a) has been finalised in the organisational diagnosis, (b) recommendations will the department be implementing and (c) are the time frames in each case?

Reply:

(1) (a) The findings and recommendations of the investigation by Military Psychological Institute (MPI) were as follows:

(i) Findings. More than 90% of the members at Internal Audit Division were interviewed by Industrial Psychologists of MPI and consultants of the South African Air Force’s Directorate Management and Renewal Service (DM&RS) Renewal Services and the findings were confirmed by more than 75% of members interviewed. The results of the quantitative data supported the findings of qualitative data. The Weisbord Six Box Model was used as a departure point in the psychologists’ approach to the Organisational Diagnosis (OD). The model focused on six dimensions in an organisation and provided key information on the dimensions that might impact on an organisation’s effective functioning. Information obtained from individual interviews and focus groups was thematically analysed and integrated in order to identify main themes according to the model used. The positive aspects within each dimension were also addressed in congruent with developmental aspects. The main themes of the findings were as follows:

  1. Strategy and Purpose. Members of the Division were found to be clear on what internal audit entails, however, in most cases, there were no clear written job descriptions and performance appraisal documents.
  2. Structure. Insufficient structure and lack of clearly defined command channels leads to role ambiguity and confusion in the work place.
  3. Rewards and recognition. Absence of formal reward and recognition system made members feel unappreciated.
  4. Helping mechanisms. The lack of formalised and clearly communicated policies and procedures create confusion within the Division.
  5. Relationships. Management of differences and conflict was identified as a concern. Some of the relationship challenges related to centralised decision making process, lack of communication and post-conflict relationship management.
  6. Leadership. Members of the Division were aggrieved by the leadership style adopted by top management.
  7. External environment. Long process of audit reports finalisation, recruitment process and support from higher headquarters was were found to be a concern.

(ii) Recommendations. The following recommendations were made:

  1. It was recommended that the CAE works with an executive coach of senior status.
  2. A strategic planning session needs to be conducted, followed by the implementation of a supportive organisational structure and culture.
  3. The CAE should operate in a more strategic and functional capacity and focus on intern development, project output and quality control.
  4. Staffing of critical positions to avoid staff burnout.
  5. The appointment of Divisional Chief of Staff to act as a link between the Divisional Head and staff members.
  6. All members (including the CAE and her management team) should be given the opportunity to see a clinical psychologist to debrief.

(b) The entities’ intervention was requested on 14 November 2016.

(c) The entities reported to Major General M. Sitshongaye, Chief Director HR Strategic Direction and Policy.

(d) The organisational diagnosis was conducted over the period 23 November to 05 December 2016.

(2) (a) The entire OD has been finalised.

(b) The Department has implemented some of the recommendations of the OD and is in the process of processing others.

(c) The timeframes for the implementation of the OD recommendations is continuous. Other recommendations have been implemented, while others are in progress.

14 June 2018 - NW1154

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Marais, Mr S to ask the Minister of Defence and Military Veterans

(1) What are the details of the breakdown of the allocation of the (a) R127 Million budgeted for the extension of the employment of 200 members of the SA National Defence Force (SANDF) in order to deter piracy in the Mozambique Channel and (b) R918 242 921 budgeted for the extension of the employment of 1170 members of the SANDF to participate in the United Nations Organisation Stabilisation Mission in the Democratic Republic of the Congo (MONUSCO) as part of the Force Intervention Brigade in the Democratic Republic of Congo; (2) (a) what are the details of the total amount (i) which could have been received annually as reimbursement for participation in MONUSCO, (ii) actually received annually from the United Nations as reimbursement and (iii) of potential reimbursements which were forfeited annually by South Africa and (b) what are the reasons for such forfeiture?

Reply:

QUESTION 1

Rm 127 was allocated to conduct Anti-piracy in the Mozambican Channel as Op COPPER. Of the Rm 127 that was allocated, R74 130 523 was reallocated within the DoD due to budget cuts, thus leaving the Operation with R52 869 477 and the breakdown is as follows:

a. Compensation of Employees R34 898 573

b. Good and Services R17 925 762

c. Machinery and equipment R 45 142

TOTAL R52 869 477

QUESTION 2:

According to the actual reimbursement received versus the expected reimbursement the breakdown is as follows:

MOU Expected

a. Personnel R 251 656 006,88

b. Self-sustainment R 61 104 030,93

c. Main Equipment R 85 018 126,60

Sub-total R 397 778 164,42

d. Actual Reimbursement Received R 232 505 094,17

e. Amount still due by UN R 110 606 126,28

f. Reimbursement forfeited R 54 666 943,97

The forfeited reimbursement is due to the unserviceability of the prime mission equipment in the Mission Area. The effects of budget cuts have a negative impact on our operations and the maintenance of prime mission equipment; thus, result in the SANDF not being able to meet the strict UN assessment criteria for re-imbursement.

14 June 2018 - NW1844

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Groenewald, Dr PJ to ask the Minister of Defence and Military Veterans

(1)Whether all members of the senior management service (SMS) in her department had declared their interests for the past year as required by the Public Service Regulations; if not, (a) why not, (b) how many of the specified members did not declare their interests and (c) what are the (i) names and (ii) ranks of the specified noncompliant members of the SMS; (2) whether noncompliant SMS members have been charged; if not, why not; if so, what are the relevant details; (3) what number (a) of employees in her department at each post level are currently suspended on full salary and (b) of the specified employees at each post level have been suspended for the specified number of days (details furnished); (4) what is the total amount of cost attached to the days of service lost as a result of the suspensions in each specified case; (5) whether she will make a statement on the matter?

Reply:

1. All SMS members of the Department of Defence declared their financial interests for the 2016/2017 financial year as required by the Public Service Regulations. The administration regarding the 2017/2018 financial disclosures has not yet being finalised.

2. All members complied.

3. a. There are currently twenty three (23) SANDF members on leave on instruction of the Chief of the South African National Defence Force (C SANDF) and 08 Public Service Act Personnel (civilians) on leave on instruction of the Secretary for Defence at the following post/rank levels:

i. SANDF members:

(1) 1 x Maj Gen.

(2) 1 x Brig Gen.

(3) 1 x Col.

(4) 3 x Lt Col.

(5) 1 x Lt Cdr.

(6) 1 x WO2.

(7) 1 x S Sgt.

(8) 1 x Sgt.

(9) 1 x Cpl.

(10) 2 x Able Seamen.

(11) 10 x Airmen/Riflemen.

ii. Public Service Act Personnel (civilians):

(1) Food Service Aid.

(2) Prov Admin Clerk.

(3) Admin Clerk.

(4) Senior Internal Auditor.

(5) Prov Admin Clerk.

(6) Supply Support Driver.

b. Number of the specified SANDF members on leave on instruction at each rank levels for the specified number of days as on 01 June 2018.

S/NO

RANK

DATE OF SUSPENSION

PERIOD SUSPENDED

AMOUNT PAID FOR PERIOD OF SUSPENSION

 

a

b

c

d

1

Maj Gen

12-Dec-17

5 mnths 19 days

R500 029

2

Brig Gen

12-Dec-17

5 mnths 19 days

R414 346

3

Col

12-Dec-17

5 mnths 19 days

R358 076

4

Lt Col

09-Dec-15

2 yrs & 5 mnths 21 days

R1 319 715

5

Lt Col

09-Dec-15

2 yrs & 5 mnths 21 days

R1 293 848

6

Lt Col

24-Jan-18

4 Mnths 7 days

R175 962

7

Lt Cdr

04-Apr-18

2 Mnths

R61 602

8

WO2

21-Jun-11

6 years & 11 mnths

R2 252 355

9

S Sgt

07-Jun-11

6 years & 11 mnths

R1 741 152

10

Sgt

17-Jun-11

6 years & 11 mnths

R1 707 027

11

Cpl

24-Jan-18

4 Mnths 7 days

R78 129

12

AB

17-Apr-18

1 Mnth 14 days

R15 401

13

AB

24-May-18

7 days

R3 593

14

Trp

21-May-07

11 years 10 days

R2 073 621

15

Rfn

10-Feb-11

7 years 3 mnths 18 days

R1 319 577

16

Pte

28-Dec-09

8 years 5 months

R1 478 520

17

Amn

09-Apr-14

4 years 1 mnth 22 days

R656 448

18

Rfn

24-Jan-18

4 Months 7 days

R60 396

19

Rfn

24-Jan-18

4 Months 7 days

R60 396

20

Rfn

24-Jan-18

4 Months 7 days

R61 605

21

Rfn

24-Jan-18

4 Months 7 days

R60 396

22

Rfn

24-Jan-18

4 Months 7 days

R60 396

23

Rfn

24-Jan-18

4 Months 7 days

R56 914

c. Number of the specified civilian members on leave on instruction at each rank levels for the specified number of days as on 01 June 2018.

S/NO

RANK

DATE OF SUSPENSION

PERIOD SUSPENDED

COST OF SUSPENSION

01

Food Service Aid

19/08/2016

21 Months 19 days

R186 003.40

02

Prov Admin Clerk

19/08/2016

21 months 19 days

R346 020.84

03

Prov Admin Clerk

19/08/2016

21 months 19 days

R346 020.84

04

Admin Clerk

27/11/2017

6 months 8 days

R135 309.24

05

Senior Internal Auditor

11/12/2017

5 months 26 days

R154 987.36

06

State Accountant

11/12/2017

5 months 26 days

R178 736.80

07

Prov Admin Clerk

23/05/2018

14 days

R8 408.40

08

Supply Support Driver

23/05/2018

14 days

R 4 726.12

4. An estimated total amount of R17 169 717.00 has been paid to members and employees who are placed on leave on instruction.

5. No.

07 June 2018 - NW1729

Profile picture: Mashabela, Ms N

Mashabela, Ms N to ask the Minister of Defence and Military Veterans

(1)(a) On what date was the matter, DS/R/104/29, with regard to the Internal Audit Division’s grievance on the leadership of the division referred to the Office of the Public Service Commission for investigation, (b) what is the name of the person who referred the matter and (c) in what form was the matter referred; (2) did the Office of the Public Service Commission acknowledge receiving the communication; if not, why not; if so, on what date was the receipt of the communication acknowledged?

Reply:

1. (a) The matter regarding the collective grievance of the Internal Audit

Division was referred to the Office of the Public Service Commission on 04 October 2016.

(b) The matter was referred to the Office of the Public Service Commission by Adv S.T.B. Damane-Mkosana, the Legal Advisor to the Secretary for Defence.

(c) The matter was referred to the Office of the Public Service Commission by means of a formal letter referenced DS/R/104/29

2. The Office of the Public Protector acknowledged receipt of the formal letter on 13 October 2016.

06 June 2018 - NW1775

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Marais, Mr S to ask the Minister of Defence and Military Veterans

(1)Whether, with regard to the decision taken by her and/or her department not to sign the lease agreement with Adonai Aviation, any legal opinions were sought prior to taking the decision; if not, why not; if so, (a) what number of opinions were sought and (b) from whom were the opinions sought; (2) did she and/or her department consider the cost implications of not signing the lease agreement; if not, why not; if so, what are the relevant details?

Reply:

This matter is subject to ongoing legal processes.

06 June 2018 - NW1774

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Marais, Mr S to ask the Minister of Defence and Military Veterans

(1)With reference to the judgment in respect of the Gauteng Division of the High Court, case 53050/2012, what were the reasons for the (a) signing the acceptance letter of the bid of Adonai Aviation for the leasing of aircraft and (b) failure to sign the five-year lease agreement pursuant to the acceptance of the bid of the specified company; (2) whether, in light of the reasons of the cost order against her outlined in paragraph 11 of the judgment, she will pay for the cost order in her personal capacity; if not, (a) why not and (b) what legal provisions does she rely on for not doing so; if so, what are the relevant details?

Reply:

This matter is subject to ongoing legal processes.

04 June 2018 - NW1370

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Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

What is the total number of members in the SA National Defence Force in each (a) rank, (b) role and (c) position on the wage scale?

Reply:

 

SALARY BAND

RANK

CSANDF

OCCUPATION CATEGORY

GRAND TOTAL

     

COMBAT

COMBAT

SUPPORT

PROFESSIONAL

SUPPORT

TECHNICAL

 

Senior Management Service Band 16

Gen

1

         

1

Senior Management Service Band 15

Lt Gen/V Adm

 

4

1

1

3

 

9

Senior Management Service Band 14

Maj Gen/R Adm

 

15

11

5

7

2

40

Senior Management Service Band 13

Brig Gen/R Adm (JG)

 

59

29

15

51

9

163

Senior Professionals

Capt/Lt (SAN) – Col/Capt (SAN)

     

112

   

112

Highly Skilled Supervision

2Lt/Esn – Col/Capt (SAN)

 

1,960

1,695

2,020

2,641

1,025

9,341

Highly Skilled Production

Pte – Lt Col/Cdr

 

4,142

2,879

2,341

8,543

3,909

21,814

Skilled

Pte/Amn/Smn – Sgt/PO

 

16,291

3,308

1,104

7,363

1,605

29,671

Military Skills Development System

Pte/Amn/Smn

 

1,993

502

162

707

93

3,457

GRAND TOTAL

1

24,464

8,425

5,760

19,316

6,643

64,608

Note: The table above excludes Public Service Act Personnel.

30 May 2018 - NW1240

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Marais, Mr S to ask the Minister of Defence and Military Veterans

With reference to her reply to question 664 on 13 April 2018, what (a) was the purpose of the offering of severance packages to employees aged 55 and above, (b) was the total rand value of each package per employee, (c) number of the 31 employees were (i) replaced or (ii) will be replaced by new appointments, (d) savings was she referring to by offering severance packages to the 31 employees and (e) were the details of calculations of savings taken into account for new appointments?

Reply:

The purpose of offering voluntary severance packages was part of achieving the organisation’s strategic objectives of deriving cost savings from retiring targeted employees early. The total cost to company packages versus the severance package were drafted into two package offers based on cost savings the organisation will realise and the financial implication per employee. The two offers were: two weeks’ pay for every year of service plus company pension where the company can derive savings within three years of the total severance package up until 60 years of age. The second package offer was one week’s pay counter-offer, where the company could not derive savings within three years, for every year of service plus company pension benefits up until 60 years of age. The total value and the package per employee cannot be released however none of the non-critical positions will be replaced. The cost savings have been taken into account through meeting the operational deliverables of the organisation by transferring skills of critical positions through internal recruitment and non-replacement of non-critical skills.

29 May 2018 - NW1086

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Paulsen, Mr N M to ask the Minister of Defence and Military Veterans

What (a) number of consulting firms or companies are currently contracted by (i) her department and (ii) the entities reporting to her and (b)(i) is the name of each consultant, (ii) are the relevant details of the service provided in each case and (iii) is the (aa) start date, (bb) time period, (cc) monetary value in Rands of each contract and (dd) name and position of each individual who signed off on each contract?

Reply:

ARMSCOR

a) FeverTree Consulting was contracted for the development of the Turnaround Strategy and its Implementation Plan in 2015 for the total amount of R 56 283 616.00. The total amount paid to Fevertree Consulting by 30 April 2017 (end of Phase 1) amounts to R55 420 538.21. To date an additional R2 886 657.74 has been paid to Fevertree as part of Phase 2 of the turnaround implementation. The appointment was approved by the Chief Executive Officer and Chief Financial Officer as the delegated authority.

b) Armscor’s Internal Audit is a Division within Armscor SOC Ltd. Deloitte Consulting was the only consulting firm contracted within Internal Audit Division. Deloitte was contracted for the specialised IT Audit Services, specifically to the server security to which the Internal Audit personnel did not have the relevant capability and capacity for such a service. The services were required to provide audit assurance against the risk related to information security and the ERP Project. Two specialised IT audit projects were contracted at the negotiated amount of R419 353.13 costing per project R179 723.00 (Server Security Audit) and R239 630.00 (ERP Implementation Project Assurance). The total amount paid for the financial year ended 31 March 2017 is R299 538.42 with the remaining amount of R119 814.86 to be paid in the current financial year 2018/19 after the completion of the audit work remaining.

The process of the contracting was part of the panel of service providers approval process which started in the year 2017. The consulting firm was appointed on the 1 December 2017 for the IT Security Audit work which started in mid-January after the security clearances of the Consulting firm resources. The appointment for the ERP Technical Project Implementation Assurance work was on the 13 February 2018. The appointment letters were signed by the Executive Manager - SCM and were under the management of Internal Audit Division by Head of Internal Audit / CAE.

DEPARTMENT OF MILITARY VETERANS

a) Number of Consulting Firms or Companies that are currently contracted.

(i) Number of Consulting Firms or Companies

There is presently two (2) Consulting firms contracted by the Department.

(ii) Entities reporting to the Minister of Defence and Military Veterans

Not applicable to DMV

b) Name of each consultant and Details of service provided

(i) Name of Consulting Firm

Sizwe Ntsaluba Gobodo Advisory Services and Bowmans

(ii) Details of service

Sizwe Ntsaluba Gobodo Advisory Services: To conduct forensic investigation service in the provisioning of accommodation, text books and laptops towards private higher education support programme.

Bowmans: Provision of legal services in response to Public Protector inquiry.

aa, Start Date

SNG contract started on the 08th May 2017

Bowmans contract started on the 23 March 2017

bb, Time period – the contract will end upon the completion of the scope by Service provider which will be within 24 months from the contract date.

cc, Monetary value

SNG total contract value is R498 584.02

Bowmans contract value is R460 000.00

dd, Name and position of Official who signed off the contract.

DEPARTMENT OF DEFENCE

The DOD currently has four (03) consulting firms.

S/No

File Ref Number

Name of Each Consultant/ Details of Awarded Service Providers or Companies

Relevant Details of the Services Provided (Scope of Work)

Start and End Date

Adjudicating Committee, Name and Position Of Individual Who Signed the Contract

Contract Value

01

CPSC/UB/G/475/2016

Abaziyo Consulting Engineers

Infrastructure and planning services for the Construction of Perimeter Fences and Walls

01 Apr 17 to 30 Apr 18

DCPB: Capt(SAN) A.M. Bologo

OC CPSC

R77 101 676.00

02

 

CPSC/B/G/224/2015

Deloitte Touche

International Through Life Capability Management

01 Dec 15 to 30 Nov 19

DCPB: Capt (SAN) A.M. Bologo

OC CPSC

R209 708 948.63

03

CPSC/UB/G/522/2014

 

Tectura Architects Pty Ltd

Multi- Professional Consultant Team for the Refurbishment and upgrading Project of 1 Military Hospital (1st Floor) and additional requirements

10 July 2015

 

DCPB: Capt (SAN) A.M. Bologo

OC CPSC

R29 109 568.26

23 May 2018 - NW1244

Profile picture: Esau, Mr S

Esau, Mr S to ask the Minister of Defence and Military Veterans

(1)What are the full details of the records of the special defence account of assets and stock at contractors under the control of Armscor in terms of the service level agreement between Armscor and the Department of Defence for the past four financial years, specifically reflecting stock figures as at 31 March in each specified year; (2) what are the full details of the records of audits conducted on assets and stock for the past four financial years; (3) whether all assets and stock at contractors have been (a) accounted for and (b) verified by Armscor (i) in the past three financial years and (ii) since 1 April 2018?

Reply:

Audited and verified assets with the following values were kept at contractors premises during the past four years:

2017/2018 = R 560,422,824.85

2016/2017 = R 563,172,391.85

2015/2016 = R 518,504,815.31

2014/2015 = R 509,181,571.60

Tangible and re-usable items are mainly the following:

a) Research and development items

b) Manufacturing equipment

c) Test and evaluation equipment

d) Maintenance equipment and tooling

e) Vehicles and moving equipment

f) Office equipment

g) Computer equipment

h) All demonstration and development models that are not intended for destruction during tests.

In addition to the above, with respect to stock, Inspection /Release/Acceptance Certificates are issued by Armscor Quality Assurance Representatives following successful inspection of each stock or item presented for acceptance. The certificates issued by the Armscor Quality Assurance Representatives clearly illustrate the delivery address of the items accepted, and which are retained at contractor premises.

QUESTION 2

What are the full details of the records of audits conducted on assets and stock for the past four financial years;

RESPONSE

Assets are physically verified by Armscor verification officers on an annual basis, and reports in this regard are published.

The process of verification of assets was audited by Armscor’s Internal Audit Division during 2016/17, and action plans relating to the recommendations for the improvement of the verification process are in the process of being executed.

QUESTION 3

Whether all assets and stock at contractors have been (a) accounted for and (b) verified by Armscor (i) in the past three financial years and (ii) since 1 April 2018?

RESPONSE

a)  Assets and Stock at Contractors are all accounted for:

b) Every financial year, Armscor Assets Verification Officers conduct physical verification audits on all the Assets at Contractors. The process of verification of assets and stock at contractors for the 2018/19 financial year commended on 1 April 2018, and will be completed by 31 March 2019.

22 May 2018 - NW1246

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Matsepe, Mr CD to ask the Minister of Defence and Military Veterans

In view of reports that the United Nations via the Organisation Stabilisation Mission in the Democratic Republic of the Congo (MONUSCO) is considering to withdraw the Rooivalk helicopters due to the high costs to the United Nations, what are the (a) detailed costs of the Rooivalk Helicopter Unit in the Democratic Republic of the Congo, (b) relevant details of the prices and/or costs that have been charged to the United Nations for refunds, (c) costs of the comparative Ukrainian MI-24 with which the United Nations wants to replace the Rooivalk helicopter and (d) associated risks to South African soldiers which form part of the Force Intervention Brigade soldiers if the Rooivalk helicopters are replaced by MI-24 helicopters?

Reply:

a) Total cost of Rooivalk Helicopter unit in the Democratic Republic of Congo for financial year 2017/18 is: R122 316 383.04

Flying Cost per year = R104 927 400

Rockets for training per year = R8 165 783.04

Fuel cost per year = R9 223 200.00

Total Cost R122 316 383.04

b) The details of statements forwarded to the United Nations for reimbursement for the Rooivalk Helicopter Unit are:

Letter of Assist 2013-076 (from 01 November 2013 to 30 October 2014)

Flying Hours: R128, 746,200.00

Ammunition: R11, 360,283.55

Paint (White): R965, 412.00

Total: R141, 071,895.55

Letter of Assist 2014-062 (from 31 October 2014 to 30 October 2016)

Flying Hours: R296, 415,360.00

Ammunition: R130, 942,961.20

Total: R427, 358,321.20

c) The agreement between the United Nations and Ukraine to employ the MI-24 helicopter is a legal agreement and a third party such as the Republic of South Africa is not privy to the contents of the costs contained in the agreement.

d) The Rooivalk helicopters are a resource that is dedicated for employment by the Force Intervention Brigade. Should the helicopter be withdrawn, the ability to employ Combat Air Support will no longer be directly available to South African Forces. The Rooivalk helicopter is armoured and can withstand light weapons fire and is utilised to gather intelligence by making use of its sensors. The helicopter is able to interdict targets with a high rate of fire in dense jungle terrain that ground forces are unable to reach.

The Rooivalk helicopter is a force multiplier to the Force Intervention Brigade and the risks associated are: reduced intelligence gathering capability, reduced fire power and the absence of an air interdiction capability will seriously reduce the combat potential of South African Forces to stabilise conflict affected areas in the Democratic Republic of Congo. Should the helicopter be withdrawn, the Force Intervention Brigade’s morale and confidence will be impacted on negatively.

22 May 2018 - NW1082

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Mhlongo, Mr P to ask the Minister of Defence and Military Veterans

(1)Whether, with reference to her reply to question 579 on 10 April 2018, the anonymous collective complaint was against a certain person (name furnished); if not, what is the position in this regard; if so, what are the details of the complaint; (2) what are the details of the complaint regarding (a) unhealthy working environment, (b) victimisation and (c) poor working relations within the internal audit division of her department?

Reply:

1. Yes, the complaint was against the Chief Audit Executive (CAE)

2. These allegations currently form the basis of a labour dispute and as such will not be discussed until the matter has been finalized.

17 May 2018 - NW1241

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Marais, Mr S to ask the Minister of Defence and Military Veterans

(1)Whether, with reference to her reply to question 665 on 13 April 2018, she has found that the old structure used by Armscor to respond to the demands of her department was insufficient; if so, what are the relevant details; (2) (a) will she provide a (i) detailed comparison between the old and the new structure, (ii) list of the demands and indicate if the demands are new or additional demands and (iii) detailed list of the new demands and (b) how will the new demands benefit Armscor and her department; (3) with reference to each general manager and chief executive officer (CEO) in the new structure, what (a) additional responsibilities were added to the job description of each, (b) were the percentage increases, (c) are the details of the previous total cost-to-company and current total cost-to-company remuneration packages paid to each and (d) were the last performance bonuses paid to each general manager and the CEO?

Reply:

665 Response: Armscor implemented an efficient structure in order to respond to the objective of the Armscor Act, respond to the demands of the Department of Defence, to be cost-effective and to achieve its Turnaround Strategy. A benchmarking study with similar organisations and state owned enterprises such as Council for Scientific and Industrial Research (CSIR), South African Nuclear Energy Corporation (NECSA) was undertaken.

The restructuring of the executive management took into consideration the delegation and accountability by streamlining and strengthening the executive decision-making to create fewer executive committee members with broader spans of control. Price Waterhouse Coopers (PWC) benchmarked the recommended remuneration and approval by the Board of Directors was obtained. No budgets were increased to fund new salaries and market benchmarks placed the salaries at the lower pay scale quartile which is below midpoint for executive management.

New Response: The old structure had limited capacity to respond to the demands of the DOD as well as the new business endeavours for revenue generation as per the Turnaround Strategy whilst providing effective and efficient service to the DOD.

QUESTION 2

Will she provide a (i) detailed comparison between the old and the new structure, (ii) list of the demands and indicate if the demands are new or additional demands and (iii) detailed list of the new demands and (b) how will the new demands benefit Armscor and her department;

RESPONSE

Figure 1: Old Structure

Figure 2: New Structure

The new structure provides for a wider span of control, leaner executive body to drive quick decision-making across the organisation, broader scope of services and devolution of authority. This has assisted in removing fragmentation and duplication of activities across the organisation. This has resulted in clear reporting lines and clear single person accountability thus expediting operational execution. This allows for a more focused organisation in delivering to its demands of the DOD and its new commercial imperatives. The new commercial imperatives relate to the strategic objectives of the Turnaround which are revenue generation, cost savings, efficient and efficient delivery and stakeholder engagement.

QUESTION 3

With reference to each general manager and chief executive officer (CEO) in the new structure, what (a) additional responsibilities were added to the job description of each, (b) were the percentage increases, (c) are the details of the previous total cost-to-company and current total cost-to-company remuneration packages paid to each and (d) were the last performance bonuses paid to each general manager and the CEO?

RESPONSE

The new structure entailed more responsibilities per Group Executive, combination of similar functions and centralising of the Supply Chain Management with the Acquisition function in order to ensure strategic sourcing and smart buying. The new executives who received promotions were benchmarked against the market and capped at 37.5th percentile of the market which is the lower quartile. Given the fact that the Board took a decision not to extend normal annual increase inflationary adjustment to all the GE’s who were promoted as a result of the restructuring, the real increase for the GE level amounted to 13% (factoring 0% annual increase). All new executives’ performance bonuses were capped at maximum of 8% for the last financial year. This equates to an extra months’ salary.

17 May 2018 - NW1243

Profile picture: Esau, Mr S

Esau, Mr S to ask the Minister of Defence and Military Veterans

(1)With reference to external fees, (a) which service providers does Armscor make use of and (b) how are these service providers selected and then contracted; (2) (a) what are the details of the total legal fees related to dismissals and/or suspensions of employees for the past five years and (b) what is the name of each employee who was dismissed in the past five years; (3) have all the cases of dismissal and/or suspension been concluded; if not, (a) why not, (b) which cases have not been finalised, (c) on what date was each of the cases instated and (d) what are the reasons that each case has not been concluded?

Reply:

QUESTION 1

With reference to external fees,

Service providers that Armscor make use

There is a standing panel of legal firms that is utilised by Legal Services department as well the Employee Relations department. The panel was approved by EXCO and is reviewed every three years

How service providers are selected and contracted;

When the nature and the complexity of the dispute at hand warrants the appointment of a Labour Legal Expert, Employee Relations department would then recommend a service provider from the panel of approved service providers, for the approval of two Group Executives and the Chief Executive Officer. The recommendations of a service provider from the Employee Relations Department would be based on the availability, cost, experience, track record in disputes of the same nature. One of the cornerstones of fair labour practice as enshrined in both the Labour Relations Act and the Constitution is procedural fairness. Whilst each matter would be judged on its own merits Consistent application of the rule and precedence set in similar disputes is key in ensuring fairness when handling Employee Relations Disputes as result prior knowledge of the matter is some cases critical in appointing a service provider .

The Employee Relations Department is a small unit that is manned by one Specialist that specialises in labour law and looks after all the aspects of employee relations. Armscor legal department only has three commercial lawyers who focus mostly on projects and commercial contracts.

Whilst it is evident based on the summary below that majority of labour disputes are ruled in Armscor’s favour however some employees still chose to refer the matters to the labour court. Armscor would then exercise their right and oppose the matter, for example the below listed matters of employees who were dismissed for tender irregularities and the cases were ruled in Armscor’s favour by the CCMA however the employees still referred their cases to the Labour Court and Armscor opposed the matters.

Due to the nature of Armscor’s business there are cases which demand that we seek the intervention of external labour law experts .These matters involve intense investigations which deal with sensitive and secret information, they are lengthy due the evidence and voluminous documentation, for example the matter of the employee who was dismissed for being involved in espionage activities.

QUESTION 2

Details of the total legal fees related to dismissals and/or suspensions of employees for the past five years

Nature of Process

 

Legal Fees 2013-2018

Disciplinary Enquiry

R 1 299 932.99

CCMA

R 1 179 156.75

Labour Court

R 9  565 097 .10

Labour Appeal Court

R 770 000.65

 

TOTAL

R 10 214 321.51

Dismissal cases for the past five years

In the past five years Armscor has had an average of 5.8 dismissal cases per annum based on the following categories of misconduct. It is worth noting however that some employees resigned before their cases could be concluded and are thus not part of the below statistics. The Occupational Categories of the dismissed employees are as follows

Semi-skilled 8

Professionally Qualified 5

Unskilled 11

Skilled and Technical 2

Senior Management 1

Area

Number of Cases

Nature of the offence

CCMA Outcome

Labour Court Outcome

Armscor Head Office

( Pretoria)

1

Gross Misconduct -Theft

 

No referral

No referral

 

1

Gross Misconduct - Attempting to solicit a bribe from a supplier

CCMA ruled in favour of Armscor

No Referral

 

1

Poor work performance

No referral

No referral

 

1

Misconduct -Unauthorised use of Company Property

No referral

No referral

 

3

Gross Misconduct -Tender Irregularities

In one matter the CCMA ruled in favour of employee.

Armscor has applied for review and the matter at Labour Court

     

The second matter the CCMA ruled in favour of Armscor

No referral

     

Third matter CCMA ruled in favour of Armscor

Labour Court ruled in favour of Armscor

 

1

Misconduct -Misuse of Company Vehicle

CCMA ruled in favour of Armscor

No Referral

 

1

Gross Misconduct – Breach of Security

CCMA ruled in favour of Armscor

Labour Court ruled in favour of Armscor

 

1

Misconduct – Loss of Security Clearance

CCMA had no Jurisdiction

Labour Court ruled in favour of Armscor

Dockyard -Capetown

1

Gross Misconduct -Fraud

No referral

No referral

 

7

Misconduct – Desertion

No referral

No referral

 

4

Theft

No referral

No referral

 

1

Misconduct – Failure to Maintain Security Clearance due to a Criminal Record

No referral

No referral

 

1

Constructive Dismissal

Matter is with CCMA

No referral

Alkantpan

4

Misconduct -Theft

No referral

No referral

 

1

Misconduct -Misuse of Company Vehicle

CCMA ruled in favour of employee

Parties Reached Settlement

 

2

Misconduct -Desertion

No referral

No referral

IMT - Capetown

1

Gross Misconduct –Insolence, using foul language and verbally abusing his manager

CCMA referral was withdrawn by applicant

No Referral

QUESTION 3

Cases of dismissal and/or suspension that have not been concluded

There are two cases that are pending. One employee resigned in 2018 October and then proceeded to file a constructive dismissal dispute. The second matter is that of an employee who is on suspension since March 2018 and the disciplinary enquiry is scheduled for the 9 March 2018

Date when the disputes arose

The employee was placed on precautionary suspension on the 7 March 2018

The employee resigned on the 28 October 2018

Reasons that each case has not been concluded

In respect of the employee that resigned in October the case is part heard by the CCMA and the next arbitration date is the 15 May 2018. In respect of the employee who is on suspension the disciplinary enquiry is scheduled to resume on 9 May 2018.

17 May 2018 - NW1242

Profile picture: Marais, Mr S

Marais, Mr S to ask the Minister of Defence and Military Veterans

With reference to her reply to question 666 on 13 April 2018, (a) what was a certain person’s (name and details furnished) (i) relationship and (ii) involvement with FeverTree Consulting before joining Armscor, (b) what were the amounts budgeted for the turnaround of Armscor, (c) what amounts have been spent on the turnaround as at the latest specified date for which information is available, specifically in favour of FeverTree Consulting, and (d) what are the details of (i) all the achievements and (ii) savings listed against the contractual milestones to date?

Reply:

a) (i) The status of Mr. Ramaphosa’s association with FeverTree Consulting (Pty) Ltd is as follows:

b) At the time of the appointment of FeverTree Consulting by Armscor, Mr Ramaphosa had resigned on 25 June 2012 from FeverTree Consulting and had no interest in the company and was not in any way associated with the company by any direct or indirect means.

c) What were the amounts budgeted for the turnaround of Armscor, (c) what amounts have been spent on the turnaround as at the latest specified date for which information is available, specifically in favour of FeverTree Consulting,

The total value budgeted for the Armscor Turnaround was R 56 283 616.00. The total amount paid to Fevertree Consulting by 30 April 2017 (end of Phase 1) amounts to R55 420 538.21. To date an additional R2 886 657.74 has been paid to Fevertree as part of Phase 2 of the turnaround implementation.

Payments made were against contracted deliverables and divided according to work streams. Six work streams were established with a total of 213 deliverables listed as follows:

Work streams

No Deliverables

Amount Paid

1. Designing a new vision for the future

23

R10 226 630.40

2. Developing New Revenue Driven Strategies

42

R 9 695 641.71

3. Enhancing and Improving Core Functions

28

R 5 861 433.40

4. Communication and Change Management

40

R 5 318 500.78

5. A New Governance Model for Armscor

45

R10 949 337.69

6. Driving Greater Efficiencies

35

R13 230 201.60

Total

213

R55 281 755.58

The contracting model adopted in phase 2, allows Armscor to approach various service providers by tender process, for support during the implementation using an approved panel of service providers. To date an additional R2 886 657.74 was paid to Fevertree Consulting, for 14 deliverables, as part of Phase 2 of the Armscor turnaround implementation, for the following projects:

Project No

No of Deliverables

 

Project 001 - Strategic Planning Implementation

9

R2 402 192.64

Project 008 - Dockyard Sustainability Plan

5

R 484 465.10

Total

14

R2 886 657.74

QUESTION 3

And (d) what are the details of (i) all the achievements and (ii) savings listed against the contractual milestones to date?

RESPONSE

Phase 1 of the Armscor Turnaround focused on an As-Is assessment and the creation of plans to bridge the gap between the current and desired end state.

(i) This table lists the key achievements of Phase 1:

Drive Revenue by Leveraging Core Strengths

  • To leverage the core (traditional) strengths; 16 opportunities were identified with 4 prioritised in the Acquisition service line.
  • 3 non Acquisition related opportunities were identified i.e. Gerotek Testing Center, AB Logistics & the Disposal of Defence Equipment

Commercialisation of technologies & patents

  • 62 commercialisation opportunities were identified which may be considered for commercialisation of IP and Technology in the civil Sector 5 with a recommended framework and approach to commercialisation

Championing Innovation (Business Development)

  • Developed a set of Business Development Frameworks for Armscor’s participation in revenue earning initiatives
  • Developed a framework for the potential Products and Services offering that Armscor can take to the market on a revenue earning basis
  • Developed a life cycle process for Higher Order Solutions sales
  • Developed a framework for the potential business models and structures related to the Products and Services categories

Acquisition and SCM

  • Developed a framework for the introduction of an Acquisition Standards and Processes Knowledgebase that will streamline the programme specific tailoring of acquisition processes to enable more efficient acquisition programmes without compromising Armscor’s service delivery accountability.
  • Developed a framework for the introduction of an Acquisition Programme Tracking and Management Reporting System that will enable the gathering of acquisition programme related information supporting the further optimisation of processes and issue resolution processes with clients and industry.
  • Developed an architecture for a more efficient Armscor Procurement Management service.
  • Developed a model for the extension of Armscor’s Procurement Management (SCM) services into a marketable revenue generating function
  • Developed a concept for the introduction of an e-Procurement ICT platform supporting the above Business Development initiatives.

Technology Management and Administration

  • Developed a framework for the introduction of a Technology Portfolio Management function that will address the Client expectations.
  • Developed a framework for participation of the TMA function in future Armscor Business Development related programmes

Sweating Special Assets

  • 4 Armscor property assets were identified and recommended as priorities for sweating and realising revenue
  • Developed a study on all Assets & a Strategy with a legal framework for sweating assets in FY 18/19
  • Established an SLA with DOD for sweating DOD assets.

Defence SOE Collaboration

  • Identified and prioritised opportunities for SOE collaboration (Transnet, CSIR, Denel)
  • Modelled an operating partnership framework and contract between Armscor and SOEs
  • Developed a Framework for localization, indigenization and defence SEZ participation.

The above mentioned frameworks and plans are the basis of the implementation Phase 2.

(ii) A total of R88,17m worth of savings were identified to be realised within a period of 12 months after the project. An amount of R 61,7m was accepted as potential savings for the organisation to pursue and implement. To date R23,45m of the accepted savings has been realised. Various Opex savings have been implemented and their consolidated gains will be quantified at the end of the FY 18/19.

17 May 2018 - NW1045

Profile picture: Marais, Mr S

Marais, Mr S to ask the Minister of Defence and Military Veterans

(1)What was the total (a) amount spent by Armscor on legal costs in the past five financial years, (b) amount of (i) external legal costs and (ii) human resource related cases such as unfair dismissals and (c) number of cases that Armscor (i) won, (ii) was the default victor due to staff members not being able to fund the cases against Armscor; (2) (a) what is the name of each procured item that is still with the service provider and/or subcontractor and (b) what is the total rand value of each procured item for the past three years; (3) whether Armscor can account for each rand spent (a) from the Special Defence Account and (b) on the assets procured in the past 3 financial years; (4) whether all unaccounted assets plus their value have been reported to the Auditor-General (AG) and included in the Annual Financial Statement and AG reports?

Reply:

During the past five years Armscor was involved in the following litigation:

a) Beverly Securities v Armscor

The total amount in respect of legal costs from 1 April 2013 is R9 305 677 which represents the costs of external legal representatives, Gildenhuys Malatji in South Africa and Rui Pena & Arnaut in Portugal, including Counsel’s fees in South Africa and Portugal.

b) Quaker Peace Centre v The Government of the Republic of South Africa and Armscor

The total amount in respect of legal costs is R775 253 which represents the costs of external legal representatives, Maluleke, Seriti, Makume, Matlala Inc., including Counsel’s fees.

c) Steradian v Armscor

The total amount in respect of legal costs is R210 023 which represents the costs of external legal representatives Maluleke, Seriti, Makume, Matlala Inc, including Counsel’s fees.

d) New Generation Arms Management (PTY) Ltd v Armscor

The total amount in respect of legal costs is R69 431 which represents the cost of external legal representatives Gildenhuys Malatji Attorneys

e) MP Ngoasheng v Armscor

No legal costs have been invoiced up to date by the external legal representatives, Maenetja Attorneys.

f) Van Tonder v Armscor

The total amount in respect of legal cost is R1 228 380 which represents the cost of external legal representatives Mamabolo Phajane Attorneys, including Counsel’s’ fees.

QUESTION 2

What is the name of each procured item that is still with the service provider and/or subcontractor and (b) what is the total rand value of each procured item for the past three years;

RESPONSE

There are no items that are still with the service provider. All procured items are paid for upon receipt.

QUESTION 3

Whether Armscor can account for each rand spent (a) from the Special Defence Account (SDA) and (b) on the assets procured in the past 3 financial years;

RESPONSE

Armscor can account for all payments made in relation to the SDA.

QUESTION 4

Whether all unaccounted assets plus their value have been reported to the Auditor-General (AG) and included in the Annual Financial Statement and AG reports?

RESPONSE

All payments made in relation to the SDA are sent to Department of Defence for inclusion in the Annual Financial Statements and submitted to the AG annually.

07 May 2018 - NW1064

Profile picture: Lekota, Mr M

Lekota, Mr M to ask the Minister of Defence and Military Veterans

(a) What are the anticipated costs of providing for the country’s landward defence capabilities for the 2018-19 financial year and (b) what amount has actually been provided?

Reply:

a) 2018-19 Financial year: R36,256,875,856.00.

b) Amount provided: R13,929,201,744.00.

24 April 2018 - NW708

Profile picture: Vos, Mr J

Vos, Mr J to ask the Minister of Defence and Military Veterans

(1)Whether her department has a sexual harassment and assault policy in place; if not, (a) why not and (b) by what date will her department have such a policy in place; if so, (i) how are reports investigated and (ii) what are the details of the consequence management and sanctions stipulated by the policy; (2) (a) what is the total number of incidents of sexual harassment and assault that have been reported in her department (i) in each of the past three financial years and (ii) since 1 April 2017, (b) what number of cases were (i) opened and concluded, (ii) withdrawn and (iii) remain open based on the incidents and (c) what sanctions were issued for each person who was found to have been guilty?

Reply:

DEPARTMENT OF DEFENCE

In terms of section 5 of the Sexual Offence Act, Act 32 of 2007 all acts associated with sexual assaults are classified as criminal offences and should therefore be criminally prosecuted and penalised. The DoD also follows the same approach in dealing with all sexual assault cases whereby offenders are criminally charged, prosecuted and penalised.

6.1.2. Yes, Sexual Harassment is included in the under-mentioned departmental policies and instructions.

a. DODI/PERS/00038/2006

b. DOD/PERS/0008/2006

c. Joint Defence Publication /PERS/00026/2006 (Edition 1)

The DOD is currently in the process of developing a stand alone policy on Sexual Harassment.

POLICING PERSPECTIVE

(1) “Sexual Harassment” and “Sexual Assault’’ – 1 January 2015 to 1 April 2017: 25 Cases reported = Sexual Harassment (8) + Sexual Assault (17)

(i) 01 April 2015 – 31 March 2016 =07

  1. Sexual Harassment (05)
  2. Sexual Assault (02)

(ii) 01 April 2016 – 31 March 2017 =13

  1. Sexual Harassment (01)
  2. Sexual Assault (12)

(iii) 01 April 2017 – 13 March 2018 =05

  1. Sexual Harassment (04)
  2. Sexual Assault (01)

(2) what number of cases were (i) opened and concluded, (ii) withdrawn and (iii) remain open based on the incidents and (c) what sanctions were issued for each person who was found to have been guilty?

(b) “Sexual Harassment” and “Sexual Assault’’ – 1 January 2015 to 13 March 2018

(i) 25 Cases Opened and Concluded: Sexual Harassment (8) and Sexual Assault (17),

01 April 2015 – 31 March 2016 = 08

  1. Sexual Harassment = 05
  2. Sexual Assault = 03

01 April 2016 – 31 March 2017 = 13

  1. Sexual Harassment = 10
  2. Sexual Assault = 3

01 April 2017 – 13 March 2018 = 04

  1. Sexual Harassment = 02
  2. Sexual Assault = 02
  3. Withdrawn: 04 cases,

01 April 2017 – 13 March 2018 = 04

  1. Sexual Harassment = 00
  2. Sexual Assault = 04
  3. Remain open: 19 still under investigation,

01 April 2015 – 31 March 2016 = 09

  1. Sexual Harassment = 05
  2. Sexual Assault = 04

01 April 2016 – 31 March 2017 = 09

  1. Sexual Harassment = 01
  2. Sexual Assault = 08

01 April 2017 – 13 March 2018 = 01

  1. Sexual Harassment = 00
  2. Sexual Assault = 01

PROSECUTION PERSPECTIVE

1. Financial Year (F/Y) 2014/15:

a. Total number of cases reported = 15.

b. Total number of cases finalised= 6.

c. Total number of cases outstanding=9.

d. Total no of cases withdrawn=1

2. Financial Year (F/Y) 2015/16:

a. Total number of cases carried over from F/Y 14/15 =9.

b. Total number of cases reported =4.

c. Total number of cases finalised=1.

d. Total number of outstanding cases=13

e. Total no of cases withdrawn=0

3. Financial Year (F/Y) 2016/17

a. Total number of cases carried over from F/Y 15/16 =13.

b. Total number of cases reported =2.

c. Total number of cases finalised=1.

d. Total number of outstanding cases=15

e. Total no of cases withdrawn= 0

4. Financial Year (F/Y) 2017/18:

a. Total number of cases carried over from F/Y 16/17 = 15.

b. Total number of cases reported =5.

c. Total number of cases finalised=3.

d. Total number of outstanding cases=17.

e. Total no of cases withdrawn= 0

The current (F/Y 2017/18) number of sexual assaults cases outstanding (remain open) is =17.

1. The following table depicts the total number of accused found guilty of sexual assault and sentences thereof (sanctions):

Serial No.

Force No and Name

Description of Offence

Sentence/Sanction

F/Y

01

94683679PE MWO Indurith

Accused touched the private parts of the complainant

Fine of R6000 and suspended sentence of 6 months imprisonment and discharge from the SANDF, both sentences of 6 months imprisonment and discharge suspended for a period of 3 years

2014/15

02

9802261PE Sgt Monageng

Accused made sexual advances to a lady Capt

Fine of R1000

2014/15

03

94822285PE S/sgt Mfene

Accused touched breast and vagina of the complainant

Fine of R4000 and 180 days detention and reduction to the ranks wholly suspended for a period of 3 years

2014/15

04

04048856ME Rfn Ramuhashi

Touched the complainant’s nipples

Fine of R6000 and 365 days detention

2017/18

DEPARTMENT OF MILITARY VETERANS

REPLY

(1) (a) and

(b)The Department of Military Veterans has a draft policy on Sexual Harassment which is aligned to the DPSA. The draft policy is pending the necessary consultation processes which are envisaged to be finalised during the 2018/19 financial year.

With respect to questions (i) the sexual harassment policy is confined to acts of misconduct arising from work[place violations of sexual nature or sexual violence, acts of misconduct in government departments are generally dealt with in terms of the Disciplinary Code and Procedures for the Public Service contained in Resolution 1 of 2003 of the PSCBC (for employees within the salary levels 1 to 12 categories) and the Disciplinary Code and Procedures for members of the Senior Management Service contained in chapter 7 of the SMS handbook (for employees within the salary levels 13 to 16 categories). Therefore acts of sexual harassment and assault are addressed through the relevant disciplinary code and procedures making reference to the relevant policy. (ii) The sanctions are determined following a process of disciplinary enquiry/hearing which may assume an informal or formal setting. According to the two codes a list of possible sanctions will include corrective counselling, verbal warnings, written warnings, final written warnings, suspension without pay, demotion or a combination of these sanctions and dismissal.

(2) (i) for the past financial years i.e. 2015/16, 2016/17 and 2017/18, two cases of sexual harassment and one case of assault were reported. (b) The one assault case was finalised on 19 October 2015 and the one sexual harassment case was finalised on 28 January 2017. The other sexual harassment case was reported on 9 March 2018 and is under investigation. (ii) No cases were withdrawn and (iii) one case is pending because it was recently reported (c) in terms of the two cases the employees were found guilty, a sanction of dismissal was implemented as an appropriate sanction recommended by the chairperson of the disciplinary hearing.