Questions and Replies

Reply:

The registration of trusts falls under the Department of Justice and is done by the relevant Masters of the High Court in each of the court’s divisions.

Reply:

Question 1

1(a) The tender for the specified contract was first advertised on 16 February 2013.

1(b) A 90/10 principle was applied in accordance with the provisions of the Preferential Procurement Policy Framework Act (“PPPFA”) regulations. The requirements to be met, i.e. the evaluation criterion were follows:

CRITICAL CTRITERIA

All bidders are required to meet the following critical criteria:

• Sufficiently experienced;
• Equipped;
• Is of sufficient sound financial standing to carry out satisfactorily any contract that may be awarded pursuant to the tender;
• Must be certified for FAA and/or EASA as repair station;
• Must offer an access pool or exchange basis;
• Must bid on a minimum of 95% of the main list (Airbus / Boeing or both);
• Must bid on a minimum of 50% of the secondary list;
• Must include a proposal for reciprocal work;
• Must be a 24 hour 365 service;
• Must have an Internet Based Order and Reporting System; and
• Must meet turnaround times as specified

Price & BBBEE Evaluation Criteria:

• PRICE - 90
• BBBEE - 10

Below is a breakdown of areas measured under the 90 points on price.

Area to be measured under Price	Points
Repair Rate (flight hour)	35
Base kit value (%)	5
Loan Rate (Flight Hour)	2
No Fault found rate (%)	2
BER Rate(%)	2
AD’s Mandatory (Cost Thresholds)	5
AD’s Non-mandatory (Cost Thresholds)	3
Warranties	5
Reciprocal Work (Value per annum in %)	20
Soft Factors (Completeness of bid and responses)	1
Shipping Rate (Per Flight hour)	2
Handling / Exchange rate (see template)	18
Total points	100

1(c) Nine bids were received.

1(d) The following companies responded to the first tender:

• SR Technics
• Sabena Technics
• AJ Walters Aviation – their bid was for Boeing only not Airbus.
• Air France Industries
• Israel Aerospace Industries – Boeing only fleet
• HAECO
• AAR and SRS aviation
• Lufthansa Technics
• OEM Services – Boeing only very limited Airbus

Question 2

1. The specified tender was first advertised in February 2013 and was finally awarded in May 2016 after been advertised and retracted on only two occasions. It is important to note that in the intervening period, there were three changes in the board of directors of SAAT (the board), each with different views and strategy, which had an impact on the tender process. In the main, the reasons for multiple retractions and re-advertising were as follows:

• In light of the cash-flow challenges and the drive to significantly reduce operational costs around 2013, SAAT resolved to review its major supplier contracts. These contracts include the Component support (specified contract), logistics and Aircraft tyre supply contracts. SAAT was considering negotiating for discounts and/or taking an integrated approach to awarding the said contracts.

Management had therefore requested the board to extend the contracts and delay the RFP process to provide an opportunity for the business to align the scope of the combined services to the Long-Term Strategy (LTTS); also to consider a number of smart solutions available within the global MRO industry.

Initially, SAAT’s objective was to pursue an integrated solution to the components Support and Logistics/shipping costs in order to not only reduce costs of the individual contracts but to also derive benefits out of scale discounts through joint procurement. In addition to which, SAAT would also pursue localisation as part of the award of the Tyre Supply contract.

• Around April 2013, there were discussions about a possible merger between SAAT and SA Express MRO, and a possibility of Denel Aviation lagging behind. A turnaround strategy document was drafted for discussion. Because of this, an original extension on the Component support agreement was granted until the end of March 2014, the period, which the potential merger was envisaged to have been finalized.
• Management requested the board to allow the Supply Chain Management (SCM) team to test the market so as to understand what are the normal prices on the market for component tender. SAAT has had a contract with Air France all along, as a result the only pricing the company understood was that by Air France, which was far more expensive that what was out on the market. The cost compression initiative was already applicable in this period therefore, SCM was obligated to obtain as much savings as possible from this tender to reach their target.

The request for extension was made to the board, and SCM only offered to extend the contract with Air France after they agreed to give SAAT a discount of 400 000 USD. This amount contributed towards the Cost compression

• Furthermore the retraction was effected as a risk mitigation measure on the part of SAAT to ensure that preferred bidder is able to deliver on the contracted services.

First tender

As per responses under Question 1 above.

Second Tender

Date of issue: 29 October 2014

Closing date: 2 December 2014

Evaluation Criteria:

SIGN-OFF SHEET – RFB AND WEIGHTING CRITERIA
PROJECT:	Aircraft Component Support II
PRODUCT:	Supply of aircraft component support service
TENDER NUMBER:	SP437/14
DATE:	28 October 2014

1. Critical Criteria

Capacity to Deliver

(Incorporating: Track Record, Experience, Service/Product Supply, Equipment, Financial Standing and previous performance of bidders)

As SAAT’s service levels and reputation as a safe transport provider is dependent upon the quality of its service, it stands to reason that quality of the GOODS/Services and products utilised to provide that service, cannot be compromised. A tender shall be evaluated in terms of their capacity to deliver.

Bidders to comment on all of the requirements below:

A bid shall not be recommended for acceptance if the CFST required to make the recommendation has any doubt, based on reasonable grounds as to whether the Bidder:
	YES/NO	COMMENT
Is sufficiently experienced and equipped
Is of sufficient sound financial standing to carry out satisfactorily any contract that may be awarded pursuant to the tender
Must be certified for FAA and EASA as repair station
Must offer an access pool or exchange basis
Must bid on a minimum of 95% of the main list (Airbus/Boeing or both)
Must bid on a minimum of 50% of the secondary list
Must include a proposal for reciprocal work
Must be willing to enter into a Partnership/Joint Venture with SAAT
Must be a 24 hour, 365 days service

Further to the above, this category will be subjected to the following scrutiny:

Internet Based Order and Reporting System
	YES/NO	COMMENT
The Bidder shall reflect the ability to report the sourcing, tracking and receiving of all components through an electronic system, that can be interfaced with any of SAAT’s Electronic Inventory Management Systems

AOG Help Desk The bidder shall respond to SAAT’s request for components according to the following priorities:
	YES/NO	COMMENT
Priority	Response Time	Dispatch Time
AOG	1 hour	First available flight (same day)
CRITICAL	3 hours	Within 24 hours
NORMAL/ROUTINE	12 hours	Within 72 hours
Component Modifications Status
	YES/NO	COMMENT
The bidder shall supply components that are of the same modification status or better as stipulated in Appendix 1B

Proposals received will be evaluated in terms of the following criteria. The method used is pre-determined and is both qualitative and quantitative and in line with the PPPFA 90/10 principle.

2. FUNCTIONALITY AND PRICING TEMPLATES

The following areas will be measured in terms of Functionality Criteria:

Area to be measured under PRICE	Template	Points
Repair Rate (Flight Hour)	Pricing Template	30
Basekit Value (%)	Pricing Template	5
Loan Rate (Flight Hour)	Pricing Template	2
No Fault Found Rate (%)	Pricing Template	2
BER Rate (%)	Pricing Template	2
AD’s Mandatory (Cost Thresholds)	Pricing Template	3
AD’s Non-Mandatory (Cost Thresholds)	Pricing Template	3
Warranties	Vendor Template	5
Soft Factors (Completeness of bid and responses)	Vendor Template	1
Shipping Rate (Per Flight hour)	Pricing Template	2
Access Pool Rate (see template)	Pricing Template	15
Reciprocal Work (Value per annum in %)	Vendor Template	20
Partnership and Joint Ventures (JV’s)	Vendor Template	10
TOTAL		100

1. PRICE/BEE

Please take note that Pricing and BEE would be evaluated on 90/10 PPPFA principle

Criteria	Points allocation	Points Scored
Price	90
BEE	10
TOTAL	100

Joint Venture BEE level will be scored at this phase.

The total value of Reciprocal Work and Partnership should amount to 30% of the value of the contract, and below are the requirements to be considered.

Reciprocal Work should amount to 10% of the value of the contract, and it will be based on the following:
Description of Services	YES/NO	COMMENT
Any component overflow from the company to SAAT (based on the Aircraft types related to in the GTA).
Additional work allocated to SAAT on aircraft components or components from airlines not part of the contract GTA)

Partnership/Joint Venture should form 20% of the value of the contract, and it should include (not limited to):
Description of Services	YES/NO	COMMENT
Line Maintenance in Africa
Base Maintenance from 3rd parties (C and D checks)
Joint Procurement strategy
Provide test equipment, supply drawings to build test equipment, removal of components from contract and reduction in rates ill form part of the partnership)
Marketing
Technical Training
Sharing and placing of MBK items at different Line Stations i.e. Mauritius, London.

      

Third Tender:

Date of issue: 14 July 2015

Closing date: 28 July 2015

Alternate third Tender:

Date of issue: 30 July 2015

Closing date: 10 August 2015

Evaluation Criteria

1. Critical Criteria

​1.1 Capacity to Deliver

(Incorporating: Track Record, Experience, Service/Product Supply, Equipment, Financial Standing and previous performance of bidders)

As SAAT’s service levels and reputation as a safe transport provider is dependent upon the quality of its service, it stands to reason that quality of the GOODS/Services and products utilised to provide that service, cannot be compromised. A tender shall be evaluated in terms of their capacity to deliver.

Bidders to comment on all of the requirements below:

A bid shall not be recommended for acceptance if the CFST required to make the recommendation has any doubt, based on reasonable grounds as to whether the Bidder:
	YES/NO	COMMENT
If awarded the contract, the bidder must be able to set up, and offer services on the aircraft component immediately
Is sufficiently experienced and equipped
Is of sufficient sound financial standing to carry out satisfactorily any contract that may be awarded pursuant to the tender
Must be certified for FAA and EASA as repair station
Must offer an access pool or exchange basis
Must bid on a minimum of 95% of the main list (Airbus/Boeing or both)
Must bid on a minimum of 50% of the secondary list
Must include a proposal for reciprocal work if NIPP is applicable
Must be a 24 hour, 365 days service

Further to the above, this category will be subjected to the following scrutiny:

Internet Based Order and Reporting System
	YES/NO	COMMENT
The Bidder shall reflect the ability to report the sourcing, tracking and receiving of all components through an electronic system, that can be interfaced with any of SAAT’s Electronic Inventory Management Systems

AOG Help Desk The bidder shall respond to SAAT’s request for components according to the following priorities:
	YES/NO	COMMENT
Priority	Response Time	Dispatch Time
AOG	1 hour	First available flight(same day)
CRITICAL	3 hours	Within 24 hours
NORMAL/ ROUTINE	12 hours	Within 72 hours

Component Modifications Status
	YES/NO	COMMENT
The bidder shall supply components that are of the same or better modification status and age as stipulated in Appendix 1B

Proposals received will be evaluated in terms of the following criteria. The method used is pre-determined and is both qualitative and quantitative and in line with the PPPFA 90/10 principle.

EVALUATION CRITERIA

Functionality and Pricing Templates

The following areas will be measured in terms of Functionality Criteria:

Area to be measured under PRICE	Template	Points
Repair Rate (Flight Hour)	Pricing Template	50
Basekit Value (%)	Pricing Template	10
Loan Rate (Flight Hour)	Pricing Template	2
No Fault Found Rate (%)	Pricing Template	2
BER Rate (%)	Pricing Template	2
AD’s Mandatory (Cost Thresholds)	Pricing Template	3
AD’s Non-Mandatory (Cost Thresholds)	Pricing Template	3
Warranties	Vendor Template	3
Access Pool Rate (see template)	Pricing Template	25
TOTAL		100

PRICE/BEE

Please take note that Pricing and BEE would be evaluated on 90/10 PPPFA principle

Criteria	Points allocation	Points Scored
Price	90
BEE	10
TOTAL	100

Fourth and Final Tender

Date of issue: 8 December 2015

Closing date: 19 January 2016

CRITICAL CRITERIA

Bidders to comment on all of the requirements below:

Compliance Requirements	COMPLY YES/NO
Is sufficiently experienced and equipped
Is of sufficient sound financial standing to carry out satisfactorily any contract that may be awarded pursuant to the tender
Must be certified for FAA and EASA as repair station
Must offer an access pool or exchange basis
No Fault Found Rate (20%)
BER Rate (70%)
AD’s Mandatory (Cost Thresholds set to $3 500.00)
AD’s Non-Mandatory (Cost Thresholds set to $3 500.00)
Warranties (Cession of warranties to reduce rates)
Supplier Development* - (Must be equal to 10% of the value of the contract. Bidder to include a proposal)
Reciprocal work* - (Must be equal to 10% of the value of the contract. Bidder to include a proposal)
Bidder must be willing to enter into a Partnership/Joint Venture* with SAAT equal to 10% of contract value
Must be a 24 hour, 365 days service

Further to the above, this category was subjected to the following scrutiny:

Systems Interface	COMPLY YES/NO
The Bidder shall reflect the ability to report the sourcing, tracking and receiving of all components through an electronic system, that can be interfaced with any of SAAT’s Electronic Inventory Management Systems

Components status	COMPLY YES/NO
The bidder shall supply components that are of the same modification status or better as stipulated in Appendix A

Turn-around times (TAT)	COMPLY YES/NO
Priority	Response Time	Dispatch Time
AOG	1 hour	First available flight (same day)
CRITICAL	3 hours	Within 24 hours
NORMAL/ROUTINE	12 hours	Within 72 hours

Phase 2

PRICE AND BEE EVALUATION

Pricing Evaluation	Points
Price	90
BEE	10
TOTAL	100

Take Note: None of the bidders were awarded any BEE points, as none of the ones that tendered with BEE partners furnished SAAT with a consolidated BEE certificate.

The elements below will be evaluated under the pricing category, and points allocated as indicated below based on the quoted bid price.

Area to be measured under PRICE	Template	Points
Repair Rate (Flight Hour)		50
Basekit Value (%)		15
Loan Rate (Flight Hour)		5
Access Pool Rate (see template)		30
TOTAL		100

Reciprocal Work should amount to 10% of the value of the contract, and it will be based on the following:
Any component overflow from the company to SAAT (based on the Aircraft types related to in the GTA).
Additional work allocated to SAAT on aircraft components or components from airlines not part of the contract GTA)
Any maintenance services contracted to SAAT for which SAAT has got capability

Partnership/Joint Venture (value) should form 10% of the value of the contract, and it should include (not limited) to:
Line Maintenance in Africa
Base Maintenance from 3rd parties (C and D checks)
Joint Procurement strategy
Provide test equipment, supply drawings to build test equipment, removal of components from contract and reduction in rates ill form part of the partnership)
Marketing
Technical Training
Provide an inventory management system that will/can be integrated into AMOS for SAAT
Sharing and placing of MBK items at different Line Stations i.e. Mauritius, London.

   

Supplier Development (value)– must form 10% of the contract value, and it must entail the following:

SAAT has embarked on a supplier development program with a list of nominated suppliers being approved by the SAAT Board to promote the development of our local economy. SAAT considers any mentorships, partnerships, skills transfers, knowledge transfers, assistance in developing a local company to become sustainable in an area that a local company currently does not have capability, SMME, job creation, training and development and/or any sustainable economic growth through revenues accumulated over the fulfilment period to be possible initiatives that are considered as supplier development. Other initiatives include research and development and/or technology transfer. As a result, bidders are requested to supply a proposal on how and what they would impart in terms of skills /training/technical information etc, to a local South African vendor. Bidder to indicate what value they would place on each area of development, based on the above, which they would be imparting to the local vendor.

 

Reply:

1. (a) R10 885 524.00

(b)

Breakdown in Salary Level	2016/2017 R’ 000
3	R6,091.12
4	R27,781.18
5	R137,093.13
6	R43,697.67
7	R455,784.70
8	R789,116.74
9	R697,121.29
10	R767,210.21
11	R1,342,342.30
12	R2,293,830.11
Band A (13)	R3,169,086.49
Band B (14)	R1,028,229.11
Band C (15)	R128,139.95

These are the 2015/16 performance bonuses paid in the 2016/17FY

2. (a) R11 488 555.34

(b)

Breakdown in Salary Band	2017/2018 R’ 000
3	R5,963.73
4	R15,700.25
5	R170,505.99
6	R35,185.33
7	R508,233.90
8	R817,633.27
9	R900,931.86
10	R661,233.88
11	R1,508,511.88
12	R2,362,751.95
Band A (13)	R3,282,477.07
Band B (14)	R821,337.44
Band C (15)	R398,088.79

These are the 2016/17 performance bonuses paid in the 2017/18FY

which excludes cases that are not yet finalised

Reply:

(1)(a)(i-ii) 15,256,170 (total recorded movements for traveller arrivals in 2016 on visitors and /or holiday visas.

(1)(b) 14,988,933 (total recorded movements for traveller departures in 2016 on visitors visas.

(1)(c)(i) The top five nationalities who’s movements indicate they have not yet departed the RSA are:

• • • • 1. Zimbabwe: 210,067
        2. Mozambique: 47,909
        3. Malawi: 44,818
        4. Lesotho: 36,244
        5. Nigeria: 5,509

(1)(c)(ii) The total number of asylum applications for 2016 was: 35,377

The top five nationalities that applied for asylum during 2016 are:

1. Zimbabwe: 7,964
2. DRC: 5,293
3. Ethiopia: 4,754
4. Nigeria: 3,276
5. Bangladesh: 2 834

(2)(a) The Inspectorate Unit of the department is tasked with tracing persons who remain the country illegally. They conduct regular inspections of places of employment and other institutions. They also undertake tracing projects to locate persons who have overstayed in the country.

(2)(b) Such persons are either charged criminally or deported from South Africa.

(3)(a-b) The department does not allow such persons to apply for change of status in the country. Travellers who overstay the number of allocated days are declared undesirable for a period of 12 months or up to a maximum of a 5 year prohibition depending on the number of days overstayed in terms of s30(1)(h) of the Immigration Act. The determination of the sanction is derived from the Enhanced Movement Control System (EMCS).

In terms of the prohibition, a traveller cannot under any circumstances re-enter the country unless an appeal for upliftment of the sanction is considered and accepted by the department.

(3)(c) For the period 1 April 2016 – 31 March 2017 a total of 39,894 persons were declared undesirable. Due to the department only collating overstay data from 1 April 2016, it is not possible to provide a year-on-year trend analysis. For the period in question the most common reasons cited for overstaying are based on medical grounds or applicants awaiting temporary residence visa extensions.

Reply:

Mr Matsobane was not escorted from the SARS premises following his resignation by security services.

Reply:

1. SARS issued a public statement about its intention to hold a press conference surrounding the SARS-KPMG Report matter on 18 September 2017 including informing the Chairpersons of the Portfolio Committee on Finance and SCOPA.

2. SARS approved the press conference which was open to the public.

3. A statement on the matter will not be issued.

Reply:

1. A total amount of R 80 696 163,18 was paid to Azande and Vee-El for Mikondzo events held in the 2016/17 financial year. This amount is broken down as follows:

a) VIP transport and general transport: Nothing was spent on VIP transport. An amount of R5 662 500,98 was spent on general transport

b) Accommodation: No amount was paid to Azande or Vee-El for accommodation for Mikondzo. All accommodation costs are borne directly by SASSA as it is only officials who are accommodated, in line with the prevailing policies. A total amount of R1 067 165,94 was paid for accommodation by SASSA for attendance at Mikondzo events for the 2016/17 financial year.

c) Catering: A total amount of R11 460 130,37 was paid for catering.

d) Venue hire: The costs for this item includes amounts paid for hiring of marquees, flooring, décor, chairs, tables, set-up costs and safety certificates) The total amount paid was R31 535 689,51

e) Equipment hire: No amounts were spent on equipment hire.

f) Sound equipment hire: An amount of R8 084 172,95 was paid for sound equipment hire.

g) Management fees: A total amount of R11 400 was paid for management fees.

h) Other: A total of R23 942 269,36 was paid to the contractors for other direct costs, including security services, procurement of promotional items and other services not indicated above.

2. Officials attending Mikondzo events include representatives from Head Office, Provincial Offices as well as District and Local Offices as well as officials from National and Provincial DSD. Not all of the staff need to be accommodated, as the majority are staff who normally work in the area where the Mikondzo takes place.

Reply:

Yes.

Reply:

1 There were some small problems experienced with the software during testing but all this have since been addressed. No problems are currently being experienced with the Sicas S7.

The Sicas S7 core software was tested and validated by the Independent Safety Assessor in the Northriding Test Facility

2. The Germiston station is yet to be tested; it is scheduled to be commissioned between June and August 2020 in line with the project timelines.

Reply:

(1) In reply to question 816 on 19 June 2017, the Department of Social Development wishes to acknowledge that the Sanitary Dignity policy is driven by the Minister of the Department of Women. It is the Lead Department and has coordinated the development of the draft Policy which is hereto attached. The Department of Social Development is part of the Task Team and participates in all the meetings convened as well as providing support in finalizing the policy, and will also be involved in the identification of indigent girls and women from our database for distribution purposes.

(2) A retreat was not hosted by the lead Department or Department of Social Development.

(3) The framework was presented at the National 'Consultation lndaba convened by the Department of Women. The National Department of Social Development was represented by the Gender Chief Directorate. The Sanitary Dignity Consultative lndaba was held on 13 July 2017 against the background of a draft policy that has been produced by Department of Women (DoW), with the help of a team of three seconded officials from the Department of Traditional Affairs.

There is also a National Inter-department Task Team {NTT) that was established in order to work as a task team that would see to the finalization of the process of policy formulation, led by DoW and comprised of the following national departments:

• Department of Women (DoW);

• Department of Social Development (DSD);

• Department of Small Business Development (DSBD);

• Department of Trade and Industry (DTI);

• Department of Finance (National Treasury);

• Department of Higher Education;

• Department of Basic Education; and

• Statistics South Africa.

Following the presentation of the Policy Framework at the lndaba, it was agreed that the Policy Framework should form part of the Department of Women's Annual Performance Plan, Strategic Plan and Operational Plan. Provinces will be expected to develop their own policies according to their unique environments but keeping to injunctions of the Framework Policy.

Moving forward, the policy will go to the Social Protection, Community and Human Development (SPCHD) Cluster Technical Working Group (TWG), SPCHD DG Cluster, Cabinet Committee on SPCHD and then to Cabinet. It will then be gazetted and further awareness of the policy and solicitation of comments and analysis of those comments will ensue. There will be a final SociowEconomic Impact Assessment (SEIAS) process which will include the costing exercise. It will go to Cabinet for the final decision and then a final gazetting will take place and that product can be shared with Parliament.
Find here: Draft Sanitary Dignity Policy Framework

Reply:

Department

REPLY

1. (a) of and (ii) each entity reporting to him, (b) what criteria were used when granting the specified increases in each grade of employee in each case and (c) who authorised the increases in each specified financial year;

(a) What salary, remuneration or benefit increases have been granted in each salary grade to employees in (i) his department in each of the past three financial years:

PAST THREE FINANCIAL YEARS	LOWER LEVEL EMPLOYEES - SALARY LEVELS 1 TO 10	MIDDEL MANAGEMENT – SALARY LEVEL 11 & 12	SMS MEMBERS – SALARY LEVEL 13 - 16
2015-04-01	7%	7%	5.5%
2016-04-01	7,6%	7,6%	Wef 2016/01/01: Level 13: 4% Level 14 & 15: 2,5% Level 16: 2%
2017-04-01	7,3%	7,3%	5.5%

(b) The salary increases of employees who are employed by the State and fall within the registered scope of the Public Service Co-ordinating Bargaining Council (PSCBC) are determined by National Treasury based on the average projected CPI and approved by the Minister for Public Service and Administration.

(c) 

Section 3 (5)(a) of the Public Service Act, 1994, as amended, (Act) prescribed that subject to the Labour Relations Act and any collective agreement, the Minister for Public Service and Administration may make determinations regarding any conditions of service of employees generally or categories of employees, including determinations regarding a salary scale for all employees or salary scales for particular categories of employees and allowances for particular categories of employees.

Furthermore, in terms of section (6) (a) of the Act, any provision of a collective agreement contemplated in subsection (4), concluded on or after the commencement of the Public Service Amendment Act, 2007, shall, in respect of conditions of service of employees appointed in terms of the Act, be deemed to be a determination made by the Minister for Public Service and Administration.

(2)

(a)

(i) A service bonus/13th cheque of 100% of an employees’ gross monthly basic salary is paid to employees on salary levels 1 to 10. In the case of MMS or SMS members (salary level 11 and above), the 13th cheque may be structured from the flexible portion of their all-inclusive remuneration package.

(ii) Performance incentives (bonus)

PAST THREE FINANCIAL YEARS	LOWER LEVEL EMPLOYEES - SALARY LEVELS 1 TO 10	MIDDEL MANAGEMENT – SALARY LEVEL 11 & 12	SMS MEMBERS – SALARY LEVEL 13 - 16
2015-04-01
2016-04-01
2017-04-01

b)

Service bonus/13th cheque

In terms of PSCBC Resolution 3 of 1999 “an employee shall receive a service bonus if she or he

(a) has a permanent contract or a fixed-term contract lasting at least three months, unless the contract specifies otherwise, and

(b) in the year ending on her or his bonus date, does not resign or undergo discharge due to misconduct.”

(c)

Service bonus/13th cheque

As indicated in paragraph 1 (b) and (c) above, the Minister for Public Service and Administration determines the conditions of service of employees appointed in terms of the Act.

Airports Company South Africa SOC Limited (ACSA)

1. (a) Salary increase for employees including Executives; and

Housing subsidy for only Basic salaries employees on A to C Band.

(i) Airports Company South Africa SoE

(ii) Salary Increase

Remuneration Increases	Grades	% Increase
2015 Financial Year	SOL 1 to 3 (Unionized)	8%
	SOL 3 to 5	7.5%
	SOL 6	6.5%
	SOL 7 and 8	6%
2016 Financial Year	A3 to C3 (Unionized)	8.5%
	C4 to D5	7.5%
	E1 to E3 Executives	6.5%
		6.5%
2017 Financial Year	A3 to C3 (Unionized)	8.1%
	C4 to D5	7.5%
	E1 to E3 Executives	7%

• housing subsidy for only Basic salaries employees on A to C Band

• 2015 Financial Year – No increase
• 2016 Financial Year – No Increase
• 2017 Financial Year – All housing subsidy was increase to R1,500 taxable

(b) what criteria were used when granting the specified increases in each grade of employee in each case and

2015, 2016 and 2017 increases are based on:

• Projected inflation i.e. CPI as determined by stats SA (CPI refers to the Annual Percentage Change in the Consumer Price Index, excluding interest rates on mortgage bonds);
• Internal equity;
• External market movement;
• Supporting variables such performance;
• Company Affordability

• Employee category:
  • Unionised employees – Wage agreement based on wage negotiations
  • Non-Unionised employees – Performance based increase.

(c) who authorised the increases in each specified financial year;

• All increases are approved by the Airports Company South Africa Board.

(2) (a) what bonuses have been given in each grade of employee in the past three financial years,

• For FY 2014/15, 2015/16 and 2016/17 all bonuses are based on Company and individual performance:

Categories	ACSA Patterson Grades	Paterson Broad Band	ACSA On-target Percentages as a % of TGP Sliding Scale	2014/15	2015/16	2016/17
CEO CFO COO Top Executives	E4 – F3	F3	35% - 50%	R120 million	R154 million	R164 million
		FL
		EU
General Management		EL
Group Managers	E1 – E3	EL	14% - 35%
Senior Management	D4 - D5	DU
Middle Management	D1- D3	DL
Professionals	C4- C5	CU
General Employees (IBU)	A3 to C3	A to CL	8.33%

(b)

• • • Unqualified audit report;
    • The Company must be deemed financially profitable, where financial profitability is determined by the Company’s profit/loss after tax;
    • The total Bonus Pool size is calculated based on 3% of EBITDA which is dependent on the level of predetermined objectives being met.
    • Seventy five percent (75%) achievement level of the set pre-determined objectives is set a trigger for performance bonus payments;

(c)

• All bonuses are approved by Airports Company South Africa Board.

Air Traffic and Navigation Services SOC Limited (ATNS)

2015/16 FY	2016/17 FY	2017/18 FY	Notes
6.1%	4.6%	6.1%	The remuneration increase is CPI related for both Bargaining Unit and Non-Bargaining Unit Employees,

(b)

- Annual increases are linked to the employee’s performance score, employee’s placement in terms of their grade level of the position and years of experience.

- These principles are based on the collective salary agreements for the Bargaining Unit employees and Remuneration policy for Non-Bargaining Unit employees.

(c)

- ATNS Board

(2) (a) what bonuses have been given in each grade of employee in the past three financial years,

- Only performance related bonuses have been paid to employees within the last three financial years, which the Board approves annually.

(b)

- The criteria used is a combination of the company’s performance and individual employees level of performance throughout the year of assessment.

- The trigger for the organisation’s performance is a combination of set “qualifiers and modifiers for the bonus pool.

- The individual employee’s percentage is linked to the employee’s annual salary and grade level of the position.

(c)

- ATNS Board

South African Civil Aviation Authority (SACAA)

(1)(i) N/A (1)(a)(ii) The South African Civil Aviation Authority granted the following salary increases that were applied across the entire organisation to all eligible employees in line with the organsiationa’s remuneration policy:

• 2015/16 – 7.1%
• 2016/17 – 7.8%
• 2017/18 – 7.7%

(1)(b) The National Treasury Guidelines were applied across the organisation. (c) The SACAA Board approved all the salary increases.

(2)(a) Performance based bonuses were paid to all eligible employees in line with company’s Remuneration Policy. (b) Performance bonuses were based on the performance of the organisation, individual employee performance, affordability and Board approval as per the company’s remuneration policy (c) The SACAA Board approved the payment of all perfomance bonuses as per the organisation’s Remuneration Policy.

RTIA

1. (a) (ii) All salary increases that took place for the past three financial years were in accordance with DPSA cost of living adjustments indicated in the PSCBC Multi-year resolution. See lbelow table link salary increases that took place;

http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW3414Remuneration.pdf

1. The salary increases were in line with PSCBC Resolutions for Salary Levels 1-12 were as follows:

• Year 2015=7%
• Year 2016=7.6
• Year 2017=7.3%

The salary increases for SMS members, Levels 13-16 were as follows:

• Year 2015=5.5% level 13-16
• Year 2016=4% level 13, 2.5% level 14 and 2.0% level 16
• Year 2017=5.5%

(c) The Minister of Public Service and Administration determined/approved the adjustments for members employed in terms of the Public Service. The adjustments are determined in terms of Section 3(5)(a) of the Public Service Act,1994, as amended read with the Public Service Regulations (Chapter 4, Part 4, Section B 1).

(2) (a) The bonuses in each grade of employee in the past three financial years are provided in the Table link below.

http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW3414BONUSES.pdf

(b) The criteria for granting bonuses is provided in the Table below.

Year	Criteria
2015	Ex-gratia bonuses
2016	In line with the approved Performance Management Framework
2017	In line with the approved Performance Management Framework

(c) The bonuses were authorized by the Board of the Agency.

C-BRTA

1. (a)(ii) The annual cost of living salary adjustments for the Cross-Border Road Transport Agency in the past three years were as follows:

• 2014/15: 7.9%
• 2015/16: 5.9%
• 2016/17: 8.0%

In addition to the salary adjustments, in 2015/16 financial year, a collective agreement was concluded with POPCRU to regulate working hours for Road Transport Inspectorate and payment of overtime. The overtime was paid based on the threshold from the National Treasury.

(b) The Annual Cost of Living Adjustments or salary increases are determined using the criteria of the market benchmark as well as the Consumer Price Index (CPI), which is a determinant of consumer inflation. The annual cost of living adjustments was based on the negotiated agreement with the Labour Union, which was applicable across the board.

(c) The Executive Committee, evaluates the rationale against the feasibility of granting the annual cost of living adjustments against the CPI of the time, which is a factor of consumer inflation; and makes recommendations to the Human Resources and Remuneration Committee, which makes further inputs and recommend to the C-BRTA Board for approval.

2.(a) The performance bonuses awarded in the C-BRTA were only for 2015/16 financial year and granted to deserving employees and in line with the Performance Management policy. The basis of the Performance Bonuses was to encourage employees of the C-BRTA to continue to perform optimally towards the achievement of the Agency’s mandate. Performance Bonuses are a sole discretion of the C-BRTA Board, which determines the feasibility of awarding such based on audited performance results and financial standing of the Agency.

(b) Each employee was assessed against the signed Performance Agreements and as per the C-BRTA Performance Management Policy approved in 2014. The bonus awards were allocated on an average of 13.81% between the ranges 3,5 -5.0 rating across the board, with the exception of Executive Management who were not part of the scheme as approved by the C-BRTA Board. The allocation was on the following basis:

The Board resolved to pay performance bonuses for the financial year 2015/16 to:

• All eligible employees who had obtained a final performance score of 3.5 and above as provided in the Performance Management Policy.
• Eligible employees who were in the employ of the Agency at the end of the financial year of 2015/16.

No performance bonuses were approved for financial year 2016/17 yet.

(c) It is the sole discretion of the C-BRTA Board to authorise the payment of performance bonuses as and when it is reasonably feasible and financially viable to do such based on the overall audited performance of the Agency against the set Annual Performance Plan (APP).

RAF

(1)(a)(ii) The Road Accident Fund granted the following increases in the Total Employment Cost (TEC) packages of employees:

in the 2016-17 financial year,	in the 2015-16 financial year,	in the 2014-15 financial year,
TASK grade 1 – 13 employees were awarded an 8% increase,	TASK grade 1 – 13 employees were awarded a 7,6% increase,	TASK grade 1 – 13 employees were awarded a 7,4% increase,
TASK grade 14 - 19 employees were awarded a 6,7% increase,	TASK grade 14 - 19 employees were awarded a 6,5% increase,	TASK grade 14 employees were awarded a 6,9% increase,
TASK grade 20 - 25 employees were awarded a 6,2% increase.	TASK grade 20 - 25 employees were awarded a 6% increase.	TASK grade 15 - 25 employees were awarded a 6,4% increase.

(b) The criteria used to grant the increases comprised of external market data, projected inflation and affordability.

(c) The increases in each specified year were authorised by the RAF Board and the RAF’s Remuneration Committee.

(2)(a) The following bonuses have been given for each grade of employee in the past three financial years:

in the 2016-17 financial year,	in the 2015-16 financial year,	in the 2014-15 financial year,
in respect of TASK grade 1 – 13 employees, a sum calculated based on qualifying employees’ individual performance scores, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contracts of employees, with a maximum threshold of 15% of the employee’s TEC,	in respect of TASK grade 1 – 13 employees, a sum calculated based on qualifying employees’ individual performance scores, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contracts of employees, with a maximum threshold of 15% of the employee’s TEC,	in respect of TASK grade 1 – 13 employees, a sum calculated based on qualifying employees’ individual performance scores, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contracts of employees, with a maximum threshold of 15% of the employee’s TEC,
in respect of TASK grade 14 – 16 employees, a sum calculated based on qualifying employees’ individual performance scores, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contracts of employees, with a maximum threshold of 20% of the employee’s TEC,	in respect of TASK grade 14 – 16 employees, a sum calculated based on qualifying employees’ individual performance scores, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contracts of employees, with a maximum threshold of 20% of the employee’s TEC,	in respect of TASK grade 14 – 16 employees, a sum calculated based on qualifying employees’ individual performance scores, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contracts of employees, with a maximum threshold of 20% of the employee’s TEC,
in respect of TASK grade 18 – 20 employees, a sum calculated based on qualifying employees’ individual performance scores, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contracts of employees, with a maximum threshold of 25% of the employee’s TEC,	in respect of TASK grade 18 – 20 employees, a sum calculated based on qualifying employees’ individual performance scores, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contracts of employees, with a maximum threshold of 25% of the employee’s TEC,	in respect of TASK grade 18 – 20 employees, a sum calculated based on qualifying employees’ individual performance scores, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contracts of employees, with a maximum threshold of 25% of the employee’s TEC,
in respect of TASK grade 21 – 24 employees, a sum calculated based on qualifying employees’ individual performance scores, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contracts of employees, with a maximum threshold of 30% of the employee’s TEC, and	in respect of TASK grade 21 – 24 employees, a sum calculated based on qualifying employees’ individual performance scores, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contracts of employees, with a maximum threshold of 30% of the employee’s TEC, and	in respect of TASK grade 21 – 24 employees, a sum calculated based on qualifying employees’ individual performance scores, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contracts of employees, with a maximum threshold of 30% of the employee’s TEC, and
in respect of the TASK grade 25 employee, a sum calculated based on the employee’s individual performance score, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contract of the employee, with a maximum threshold of 50% of the employee’s TEC.	in respect of the TASK grade 25 employee, a sum calculated based on the employee’s individual performance score, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contract of the employee, with a maximum threshold of 50% of the employee’s TEC.	in respect of the TASK grade 25 employee, a sum calculated based on the employee’s individual performance score, as assessed in terms of the RAF’s Performance Management and Development Policy and the individual performance contract of the employee, with a maximum threshold of 50% of the employee’s TEC.

(b) The criteria used in each financial year to grant the bonuses, comprised of organisational and individual performance.

(c) The bonuses in each specified year were authorised by the RAF Board and the RAF’s Remuneration Committee.

SANRAL

Table below provides summary of annual increases during the past three financial years.

(1)(a) (ii)

SANRAL GRADE	Summary of salary increases for the past 3 financial years
	Mar 2015	Mar 2016	Mar 2017
Grade A	12%	10%	8%
Grade B	9.9%	7%	14%
Grade C	9.9%	10%	9%
Grade D	9.9%	7%	7%
Grade EL	9.9%	7%	6.5%
Grade EU	9.95%	7%	7.5%
Grade F	9.93%	7%	9%
Grade G	6.2%	6.9%

1 (b) In accordance with SANRAL Policy on remuneration, each year SANRAL undertakes a salary survey exercise through an independent service provider. Salary adjustments are effective from 1 March, annually.

SANRAL will typically take into account a number of factors in determining annual adjustment to the payroll, per grade. These include:

• Performance appraisal / individual performance
• CPI
• Affordability
• Market comparisons / salary survey

The Salary Survey report contains information on the following areas:

• National salary increase trends
• Medical aid inflation
• Wage settlements within Government and related sectors
• Update of pay scales for the year going forward
• Analysis of movement in pay scales including compa ratio and cost analysis
• Market data for specific roles within SANRAL
• Short-term incentive market data in the National Market and State Owned Enterprises

1 (c) Annual Payroll adjustments are approved by the SANRAL Board.

2 (a)

The South African National Roads Agency SOC Limited
Summary of STIS for past 3 financial years
GRADE	2014/2015	2015/2016	2016/2017
Grade A	R 116 449.00	R 134 867.00	R 132 432.00
Grade B	R 430 421.00	R 483 378.00	R 572 590.00
Grade C	R 2 533 803.00	R 3 398 077.00	R 4 095 971.00
Grade D	R 5 373 268.00	R 6 052 020.00	R 7 008 670.00
Grade E	R 20 571 658.00	R 24 577 091.00	R 30 692 558.00
Grade F	R 4 067 261.00	R 4 468 809.00	R 5 119 188.00
Grade G	R 1 279 953.00	R 1 320 492.00	R 1 266 705.00
TOTAL	R 34 372 813.00	R 40 434 734.00	R 48 888 114.00

2 (b) The SANRAL Short Term Incentive (STI) Policy determines the criteria for bonuses. The criteria include the Annual Performance Plan, signed with the Minister of Transport. The incentive scheme is designed around delivery of SANRAL’s strategic objectives. Actual performance is measured and assessed against specific deliverables contained in the Agreement, and a performance score will be determined. The policy also specifies the minimum criteria for eligibility, based on the SANRAL overall performance as well as individual performance.

2 (c) The STI Policy is approved by the SANRAL Board. The SANRAL performance score, derived from the Annual Performance Plan, is also approved by the Board.

RTMC

(a) For the period effective April 2015, the increases have been as follows:

(i) For the 2015 financial year, the increase was 10% and 6% for managers and non-managers respectively

(ii) For the period effective April 2016, the increase has been 9% across the board

(iii) For the period effective April 2017, the increase has been 8,5% for non-management staff and 6.3% for management

(b) For Non-management this was informed by the bargaining process with Organised Labour taking into account CPIX and other economic factors.

(c) The Board of the RTMC approved all increases post assessment of performance and signing of the labour agreement on increases.

2. (a) (i) For the year ending March 2014, there was no Performance bonus that was paid.

(ii) For the year ending March 2015, the percentage approved was 6% and 3% of Annual Total package. The 6% was for permanent employees and 3 % for employees on Contract.

(iii) For the year ending March 2016, the percentage approved was 7,5% of Annual Total package

(b) The criteria for the payment of bonuses is informed by the overall performance of the organisation, the PMDS policy as well as terms and conditions of each individual employee.

(c) The Board of the RTMC approved the payment of bonuses taking into account the performance of the organisation and the PMDS policy.

 

PRASA

a) What salary, remuneration or benefit increases have been granted in each salary grade to employees of

PRASA has awarded the following inflationary Increases for 2014 - 2017

Financial Year	Inflationary Increase for Junior Employees in the Bargaining Unit	Inflationary Increase for Management Employees
2015/16(3 year Wage Agreement)	8.5% for all junior employees above R115, 000. 9.5% for all junior employees less than R115, 000.	6.5% for Assistant Managers and Managers. 5.5% Senior Managers, General Managers and Executives.
2016/17	9% for all junior employees above R125, 000. 10% for all junior employees less than R125, 000	6.2% for Assistant Managers and Managers. 6% Senior Managers, General Managers and Executives.
2017/18	8% Across the Board	6% across the Board

(ii) Each entity reporting to him in each of the past three financial years,

(b) The inflationary increases are paid in accordance to the PRASA Remuneration and Benefits Policy and Government guidelines

(c) The Junior Employees in the Bargaining unit inflationary increases are negotiated with Organized Labour, recommended by Group Exco to the Group Board for ratification.

Ordinarily, the management inflationary increases are recommended by Group Human Capital Management to the Board through the Human Capital and Remuneration Committee or the Board. In the absence of the Board the ratification is sought from the Shareholder.

(2) a) PRASA has not paid any bonuses for the past 3 financial years

• a gain share payment is made to junior employees in the Bargaining unit at PRASA Rail as per the Labour Gain share Bonus Agreement

b) i) The gain share payment for junior employees is made to Regions that have exceeded their Revenue Collection Targets.

ii) The employees are paid in accordance with the time period of their participation within the given Financial Year.

RSR

1. (a) The RSR salary adjustments over the periods are as follows (excluding regrading or individual posts):

PERIOD	JOB GRADE	COST OF LIVING INCREASE %	AVE NOTCH INCREASE %
2015	1 – 8	7.00%	0.00%
	9 – 12	6.50%	0.76%
	13 – 16	6.00%	4.06%
2016	A1 - C2	6.80%	0.00%
	C3 - D1	6.30%	0.31%
	D2 - F1	5.80%	1.31%
2017	A1 - F1	6.00%	1.50%

(b) The above increases are based on annual cost-of living adjustments which are inflation related, and were based on Salary Benchmarking and Salary surveys from the South African market to determine the suitability of its salary increases and the financial impact. The RSR’s Remuneration Philosophy and staff retention is also considered in these determination.

The increases also include individual notch progressions, based on performance in line with the RSR Performance Management Policy.

(c) The RSR Board of Directors approved the financial increases in each financial year

1. The RSR awards annual performance bonuses to all grades of employees who qualify as per the RSR Performance Management Policy. No other bonus types are applicable.
2. The RSR’s short term performance bonuses are awarded to staff members who have performed exceptionally and met the set minimum criteria in respect of qualification for a performance bonus, and is determined based on a rating scale of 1 – 4, whereby those who met a score of 4 and above will be awarded bonuses after performance score moderation is finalized and Board approval has been obtained.
3. The RSR Board of Directors approved the financial increases in each financial year.

Ports Regulator of South Africa

1(a)(ii) The Ports Regulator annually grants all employees a salary increase equivalent to CPI adjustment as per the National Treasury estmates used during the MTEF budget process. The employees below senior management are entitled to all bebenfits which include: medical aid, group life and pension. These benefits are however not available to senior employees in terms of the Regulator concidions of service. This practice has been in place since 2012/13 financial year when the salary bands and benefits were approved by the Minister of Transport in concurrence with the Minister of Finance as required by the National Ports Act.

(b) The increases are implemented at the beginning of each financial year. The salary increases are done as per the National Treasury guide to Departments.

( c) The salary increases are accounted for in the annual budget of the Regulator which is then approved by the Regulator (board) concurrent with the approval of the APP and the Strategic plan. This is done before the start of the financial year so that the implementation of the APP as well as salary increases is done at the same time.

2(a) The conditions of service of the Regulator indicates that all employees below manager level get 10% of annual salary as a bonus while employees from manager to senior managers get 20% of annual salary as a bonus. This practice has been in plac since 2013/14 financial year when the performance mnagement system was developed, approved and implemented

(b) The employees each sign a performance agreement at the beginning of the financial year. The performance agreement will set out expected outputs from each employee based on the deliverables for their specific department. At the end of the financial year, each employee is then assessed against reported performance and scored in accordance with the performance framework which has a sliding scale from 5 to 1. Employees get a bonus if they perform above level 3. A final weighting is done for all KPI’s and final score given to an employee. The final score is then used to calculate the quantum of the bonus earned by the employee.

( c) The performance bonus forms part of the annual budgert that is approved by the Regulator (board). When the bonuses for all employees have been finalised, there’s a review that is performed by a committee to ensuer that there was transparency, fairness and relevance between employees performance and that of the organisation. Once the review is complete the bonuses are then forwaded to the CFO for recommendation to the CEO for final approval before making payemnts to employees. .

South African Maritime Safety Authority (SAMSA)

(1)(a)(ii)

Year	% Increase
2014	6,2%	All staff
2015	5.4%	All staff
2016	5.2%	All staff

 

(1)(b)

CPI + 1%

(1)(c)

2014 – Authorized by the Board of Directors

2015 - Authorized by the Board of Directors

2016 – Authorized by the Board of Directors

(2) (a) what bonuses have been given in each grade of employee in the past three financial years, (b) what criteria were used when granting the specified bonuses in each specified financial year and (c) who authorized the bonuses in each financial year? NW3806E

Response:

(2) (a)

Year	% Increase
2014	0%	All staff
2015	8.5%	All staff
2016	6.2%	All staff except EXCO

(2) (b)

Organisational Performance was the criteria used for granting the bonuses.

(2)(c)

2014 – Board of Directors

2015 – Board of Directors

2016 – Board of Directors

 

Reply:

a) None of the Traffic Officers were appointed without a driver’s licenses

b) None (Refer to (a) above)

c) Not applicable

Reply:

a) No further investigations by PRASA have been undertaken. All cases of R10 million and above have been transferred to National Treasury and stil not finalised

b) The investigations have not been finalized as indicated above

c) The National Treasury

d) No financial implication to PRASA as this cases have all been referred to National Treasury

Reply:

1. The reply to Parliamentary Question 2019 indicated that there were 11 Mikondzo events held in KwaZulu-Natal. The areas identified for Mikondzo are informed by prevailing social ills, the level of poverty and challenges with access to social services amongst others. As a result, the provinces will not all host the same number of Mikondzo events.

2. Please note that there was an error in the attachment to Parliamentary Question 2019. The actual amount spent on Mikondzo for the financial year, was approximately R100 million, and not R10 billion. The events in Limpopo and Mpumalanga indicated that an amount of R2,5 billion was spent on these events. This should have been R2,5 million, which was in line with the budgeted amount for each event. The funding was allocated from the retained surplus.

3. No virements were necessary, as the funding was allocated from the retained surplus.

4. As indicated under response to question 2, the details in the spreadsheet in the response to question 2019 was incorrect. The budgeted amount for each event was in fact R2,5 million.

Reply:

1. Information relating to members of the State Security Agency (SSA) forms part of the broader operational framework of the SSA and therefore remains classified and privileged. Information about members is a matter that falls in the ambit of national security and therefore excluded from public disclosure. It should however be observed that the SSA is held accountable on such matters by the Joint Standing Committee on Intelligence (JSCI).

Reply:

a) The ranking structure of the RTMC is part of the organizational structure and it consists of the ranks of constable, inspectors, supervisors, deputy chiefs and traffic chief

b) (i) approved on the 3rd July 2014

(ii) by the RTMC board

Reply:

(a)The following Entities have missed the deadline submission of Annual reports ;

1. SANRAL

2. SAMSA

3. PRASA

(b) The Accounting Authority of the above three (3) mentioned entities wrote to the Executive Authority in terms of section 65 of the PFMA about the entities failure to submit their Annual report and reason were provided.

(c) Reasons for Extensions

SANRAL;The Finalisation of the Annual Financial Statements and the Audit Report were delayed due to a delay in processing SANRAL’s request to reword its Government Guarantee and consequently the approval from National Treasury was also late. This has resulted in a delay in the issue of the Audit Report by the Auditor General of South Africa (AG)

SAMSA; There was a delay in the finalisation of the audit by the AG.

PRASA; There was a delay in the finalisation of the Annual Financial Statements and the Audit Report due to AG seeking legal opinion on Section 49 (2)(b) of the PFMA to determine if the Acting Group Chief Executive Officer can accept the Audit report as the Accounting Authority in the absence of the board

(d) Entities that were granted extension ;

1. SANRAL

2. SAMSA

3. PRASA

(e) Reasons for Extensions

The request from the three entities were reasonable and in line with the PFMA.

(f) None

(g) Not applicable

(h) What is being done to ensure that in future deadlines are met

SANRAL; The board has undertaken that they will submit request right on time.

SAMSA: Audit Committee steering has been set which comprise of Management, Internal Audit and AG. This committee reports to the Audit Committee of the board.

PRASA; An interim board has been appointed that will ensure that all vacant executive positions will be filled as a matter of urgency and The Executive Authority will be appointing a permanent board in due course.

Reply:

Department

1. No damage
2. Not applicable
3. Not applicable
4. Not applicable

Air Traffic and Navigation Services SOC Limited (ATNS)

1. No damage

1. N/a

1. N/a

1. N/a

Airport Company South Africa (ACSA)

Tabulated below is detailed and estimated cost of damage to our infrastructure during the recent adverse weather.

ORTIA	CTIA	KSIA	Regional
Smoke extraction unit on 4th floor of ACSA office building Ceiling boards and carpets 1 lucabon cladding panel	Eave panel at terminal dislodged and fell with no additional damage	Terminal building roof sheeting in selected area Multi-storey parking building roof sheeting movement Flooding in selected valve chambers	None

(b) Estimated cost of repair/replace/expert inspection and recertification/emergency procurement:

R7, 5million

(c) EAM Division at ACSA with repairs through various service providers, this will also entail condition assert of the integrity of structure and buildings.

(d) Airport Operations back to normal with affected areas isolated/ cordoned off public

South African Civil Aviation Authority (SACAA)

SACAA had no infrastructural damage caused by the natural disaster in October 2017.

Cross-Border Road Transport Agency

(a) The Cross-Border Road Transport Agency has not had any infrastructural damage in October 2017 due to natural disaster.

(b) – (d) Not applicable

Road Accident Fund

(a) No infrastructural damage has been caused by the natural disaster in October 2017 to the infrastructure of the Road Accident Fund, paragraphs (b), (c), and (d) are therefore not applicable

Road Traffic Infringement Agency

1. None
2. Not Applicable
3. Not Applicable

Not Applicable

Road Traffic Management Corporation

(a) No infrastructural damage has been caused by the natural disaster in October 2017 to the infrastructure of the Road Accident Fund, paragraphs (b), (c), and (d) are therefore not applicable

South African National Roads Agency Limited

1. Kwazulu Natal: The visible damages caused to SANRAL road infrastructure during the recent October 2017 floods/storm in KZN are as follows:

• Road signs were blown away,
• Box and pipe Culverts and associated outlets structures were damaged,
• Isolated erosion of road embankment, and
• Damage to storm water channels.

Latent damages to the section of the road that was submerged under water during the storm is not possible to quantify at this early stage.Kwazulu Natal: The quantified visible damage is estimated at R7 470 800.00. This figure is an estimate and the final accurate cost will be known once all the repairs are complete.

1. Kwazulu Natal: Cleaning up of debris on top of structures has been completed and currently still in progress with cleaning of debris underneath structures. The extensive repairs required on culverts and embankments has been assessed for safety by Professional Engineers and was found not to pose any immediate danger or disadvantage to users. The procurement process to repair these structures has commenced as per National Treasury regulations.

Gauteng: SANRAL has received the detailed independent evaluation report with regard to the flooding that occurred on N12 and N3 on 9th November 2016. The procurement processes to implement the recommend major remedial measures has commenced as per National Treasury regulations.

1. Kwazulu Natal: As mentioned above, the damaged infrastructure was assessed by Professional Engineers and confirmed that it poses no immediate danger nor disadvantage to the users. Currently no SANRAL road or structure is still closed for users.

Gauteng: SANRAL is busy on-site with the implementing of the N12 minor remedial measures as was recommend by the independent evaluation report.

Passenger Rail Agency of South Africa (PRASA)

a) The storm of 10 October 2017 caused significant damage to the PRASA infrastructure assets in the region. See collage below of some affected areas.

The areas affected were:

Railway Track (Permanent Way)

	LOCATION	DAMAGE
1	Isipingo – Umbogintwini section	Embankment washaway
		Mast poles fell over tracks
		Sand washed onto tracks
2	Umgababa	Tracks covered with soil
3	Amanzimtoti Station	Platform washaway
4	Pelgrim – Isipingo section	Washaway
5	Pilgrim Station	Embankment washaway
6	Phahla – Amanzimtoti section	Track under water
		Washaway
		Culvert blocked
		Sand on tracks
		Embankment washaway
7	Winkelspruit	Soil over tracks
8	Montclair – Reunion section	Wall collapsed next to track
9	Seaview – Rossburgh section	Embankment failure
10	Zwelethu – Lindokuhle section	Embankment failure

 

Electrical Substations

	LOCATION	DAMAGE
1	Umbilo Traction Substation	Electrical substation compromised
2	Booth Traction Substation	Electrical substation compromised
3	Reunion Traction Substation	Electrical substation compromised
4	Northdene Traction Substation	Electrical substation compromised

 

Signalling Equipment

	LOCATION	DAMAGE
1	Reunion precinct	Signals along track damaged
2	Warner Beach Relay Room	Relay room damaged
3	South Coast line	Points machines damaged

b) The estimated cost of the rehabilitation works is estimated at R128.35m.

c) Transnet has been contracted to execute the rehabilitation works. During service disruptions of this nature PRASA endeavours to open lines as soon as they are declared safe for operations, while major repairs may to still occur to restore the infrastructure completely.

This may cause service disruptions during infrastructure works as and when required to fully restore the infrastructure. The two major services still affected by the storms in KZN are the Durban – Wests (Bluff) line and the South Coast line between Amamzimtoti and Reunion. The Bluff line will be opened to traffic by 7 November 2017, while the South Coast line repairs will take up to 4 months to repair.

T repairs effected, where possible to enable the safe passage of trains, albeit at a slow pace. During short service disruptions PRASA provides alternative bus transport between affected stations. Due to the duration of repairs on the South Coast line, PRASA is not in a position to provide alternative bus transport at a cost of R10m for the duration of repairs and advised commuters to make use of alternative public transport. PRASA did approach various avenues to access disaster funding to fund alternative bus transport without success. Disaster funding are earmarked for infrastructure repairs and not operational expenditure such as transport.

 

Ports Regulator of South Africa

1. The Ports Regulator did not experience any infrastructure damage during the October 2017 natural disasters that took place.
2. N/A
3. N/A
4. N/A

South African Maritime Safety Authority (SAMSA)

On 10th October around 09:30 hours, a severe storm hit Durban area and the KwaZulu Natal coast with wind force reported to have reached 86 knots. This caused serious damage to vessels docked in Durban harbour and port infrastructure.

The following vessels were affected:

MSC INES (Container Ship):

“MSC INES” owned by the Mediterranean Shipping Company, broke loose from her berth and drifted within the harbour making contact to other vessels in the vicinity (Maersk Vallvik and the quay side infrastructure) while drifting towards the port entrance and ran aground thus blocking the port entrance. SAMSA and TNPA jointly took a decision to attend to the vessel as matter of priority. 5 tugs were utilized in pulling out the stranded vessel and clearing the port entrance. The refloating operation took about 6.5hours, the vessel was secured alongside E-shed berth at 18:00.

BOW TRIUMPH (Product Tanker):

The “Bow Triumph” was aground on the sand bank as a result of breaking loose from Island View berth No 2 due to gale force winds. Two tugs were utilized to refloat the vessel and around 18:00 the vessel was secured to its allotted berth.

MS NEW YORK (Container Ship):

MS New York drifted from berth, made contact with “MSC Ines” and ran aground off berth 204 on the sand bank in the harbour. Two tugs were used in the refloating operation and the vessel was secured around 18:30 at P – shed.

MSC SUSANNA (Container Ship):

MSC Susana broke moorings from berth 108 and while drifting made contact with other vessels in the vicinity (French Navy vessel, HS Rossini and MOL vessel). Two tugs were made fast to her and at around 18:53 she was secured alongside at M-Shed. Three 40ft containers were dislodged from the ship and fell into the water with the first container recovered on the 12th October and subsequently the second one. The third container was recovered on the 28th October 2017.

 

MARITIME NEWANDA (Bulk Carrier):

Vessel broke loose at Maydon Wharf 5 and landed alongside construction barges at Maydon Wharf 6. She was attended and safely secured to her berth Maydon Wharf 5 at about 18:00. On inspection minor damages observed to paint work.

S.A SHIPYARDS:

The Floating Dock with the new build tug alongside the dock broke loose and ran aground on the sand bank. These were refloated and secured the following day (11th October 2017) at SA Shipyard dock. No apparent damage has been reported.

NEW PIER 1

Straddle carrier at New Pier 104 toppled into the water from quay side and was recovered on the 03rd November 2017, extent of damage is being assessed.

Pollution:

Due to the storm in the entire Ethekwini area, substantial quantity of storm water, debris and other pollutants made way into the harbour waters. Two of the three dislodged containers from the MSC SUSANNA loaded with 25 kg bags of plastic pellets fell in the water and suffered damage / were breached and plastic pellets spilled into the sea. One container was recovered on 12 October, several bags were retrieved within the port waters and a clean-up operation was implemented by port pollution control department assisted by a subcontracted third party. The second container was recovered on the 28th October 2017. The plastic pellets mixed with other debris subsequently made its way to the ocean resulting in the pollution reported on the coastal areas and the harbour.

The third container had a cargo of energy drinks and it posed no risk of pollution, the fourth one contained vehicle spare parts.

Action taken

On the 24th October 2017, a meeting in response to the pollution that had already taken place was held at the Harbour Masters office, SAMSA, TNPA, DEA, KZN wildlife and COGTA representatives were in attendance. Chairing the meeting was the DEA Chief Director. The discussions in the meeting was to determine the source of pollution and the measures already taken to manage the spread and impact on the affected areas.

Underwater drones and multi beam survey and divers were deployed by TNPA to expedite recovery of sunken containers which were a source of pollution and danger to navigation.

Outcome of the meeting;

• Engage with the ship owner in order to facilitate the assessment of the extent of pollution in all the reported affected areas and to initiate a methodology for the clean-up and recovery of pollutants.
• Affected municipalities need to be engaged in order to assist with the clean-up and recovery.
• SAMSA to undertake the monitoring and oversight role on the progress of the decisions taken, and engage the ship owner regarding his/her responsibilities of the entire incident.
• SAMSA met with MSC Director of Operations and TNPA Harbour Master to discuss the liability of the carrier MSC in relation to the pollution incident.

Further follow Up Meeting held on the 25th October 2017

Present at the meeting was SAMSA, MSC representatives, P&I representatives, TNPA (Harbour Master/ Pollution Control Department) and service provider DRIZIT.

• A directive was served to the ship owners and MSC agreed to abide with the conditions of the SAMSA directive for the clean-up operation. A voluntary clean-up and recovery process was initiated by cargo owners SABIC who appointed a service provider DRIZIT.
• Area survey of beaches up to Umhlanga on North Coast and and Umkomas on the South Coast beaches was conducted by service provider and SAMSA representative in attendance which revealed miniscule presence of plastic pellets at the high water mark on the coast. Aggressive cleaning approach with a defined search pattern was implemented by SAMSA, TNPA, DEA and service providers.
• A central collection point at Durban ski-boat club was set up where the plastic pellets could be dropped off. A toll free number was released to public to enable contacting the service provider 24 x 7 of any sightings of pellets and information on pollution.

Infrastructure repairs and clean-up cost

An assessment to quantify the cost of infrastructure repairs is being evaluated by TNPA and would be available once the assessment is completed.

Cost of clean-up of the harbour area and the affected coastal areas is on the account of the Shipping Company (MSC), its insurers and P&I Club (West of England)

 

All containers reported to have fallen into the water have been recovered.

Note: It is reported that some plastic pellets have found their way all the way to Humewood Beach in Port Elizabeth but it appears that the concentration is not severe.

Railway Safety Regulator (RSR)

a) None

b) Not applicable

c) Not applicable

d) No applicable

 

Reply:

Department

(a)(i) (aa) Nil

(bb) Nil

(cc) Nil

(dd) Nil

(b)(i) (aa) Nil

(bb) Nil

(cc) Nil

(dd) Nil

Airports Company South Africa SOC Limited (ACSA)

Airports Company South Africa SOC Limited (ACSA) monitors accounts payable aging at ACSA’S Exco and Financial Risk Management Committee {FRMC} (subcommittee of the EXCO).

Extracted from the September 2017 FRMC Report (Executive Summary):

Other detail:

Supplier Name	Current (ZAR)	30 days (ZAR)	31 – 60 days (ZAR)
SIZWE AFRICA IT GROUP (PTY) LTD	9476201,59	-	-
KARL FREDERICK KRAMER T/A DURBAN COMPRESSORS	6188376,00	-	-
PULENG TECHNOLOGIES (PTY) LTD	4025764,08	-	-
SUPERCARE SERVICES GROUP (PTY) LTD	1667932,08	-	-
TIPP FOCUS HOLDINGS (PTY) LTD	-	35388,38	1398553,52
ADB SAFEGATE SOUTH AFRICA (PTY) LTD	474008,46	-	567555,62
OTIS (PTY) LTD	3549,71	-	1004684,28
BOSASA SECURITY (PTY) LTD	991980,77	-1179,26	-
AIRFIELD MAINTENANCE CONTRACTOR CC	665921,34	-	317387,40
BMK CONSULTING ENGINEERS CC	-	955019,04	-
KUDLAKWELANGA TRADING CC	943200,00	-	-
RUWACON (PTY) LTD	917543,14	-	-
AMERICAN EXPRESS CARDS - CLUB CORPORATE TRAVEL	-	552527,50	353621,12
BIRDLIFE SOUTH AFRICA	741000,00	-	-
SANDTON CONVENTON CENTRE	357117,00	285693,60	-
ORICOL ENVIRONMENTAL SERVICES (PROPRIETARY) LIMITED	633905,89	-	-
POSTWINK SALES CC	610185,00	-	-
ULWEMBU LA SE KASI HOLDINGS (PTY) LTD	9183,22	20406,00	496290,55
EXPONANT (PTY) LTD	-	212603,16	302326,86
RAKOMA AND ASSOCIATES INCORPORATED	500745,00	-	5867,00
RED ALERT TSS (PTY) LTD	215857,44	-	203358,89
GAU FLORA NURSERY CC	409643,43	-	-
MULTICHOICE AFRICA (PTY) LTD	-	233104,86	161225,00
SAFETY AND ALLIED PRODUCTS CC	-	-	385092,00
GEORGE MUNICIPALITY	335181,15	-	-
TECHNIQUE ENGINEERING SERVICES (PTY) LTD	325088,35	-	-
SFI GROUP (PTY) LTD	324351,66	-	-
CASNAN CIVILS CC	271120,50	-	-
MINERP HOLDINGS (PTY) LTD	-	-	269238,82
CLUB CORPORATE TRAVEL (PTY) LTD	12655,04	-	250501,38
MUNICIPALITY	195531,47	-	64050,00
TSEBO OUTSOURCING GROUP (PTY) LTD T/A TSEBO CLEANING SOLUTIONS	121227,32	121227,32	-
IKANDO (PTY) LTD t/a iTMASTER	232795,49	-	-
WASTE PLAN (PTY) LTD	231855,45	-	-
FTI CONSULTING SOUTH AFRICA (PTY) LTD	225439,56	-	-
UK RENOVATORS CC	118445,01	106254,10	-
DAWID KRUIPER LOCAL MUNICIPALITY	222355,55	-	-
JOHN BEAN TECHNOLOGIES (PTY) LTD	211160,70	-	8755,20
CONTINUITYSA (PTY) LTD	215335,17	-	-
PARNIS AIRPORT SERVICES A DIV. OF PARNIS	21492,82	-	187683,89
MIKELEC ELECTRICAL CC	200215,19	-	-
LS NAIDOO T/A GOODWILL PLUMBING AND CIVILS	-	-	191308,49
AFRIMAGE PHOTOGRAPHY t/a ALBERT FRONEMAN CONSULTING	-	-	181289,64
AIR TRAFFIC & NAVIGATION SERVICES COMPANY LTD T/A ATNS	177671,37	-	-
ENGEN PETROLEUM LTD	172706,26	-	-
CAPE TOWN PARTNERSHIP NPC	-	-	171000,00
UPLIFT QUALITY SOLUTIONS (PTY) LTD	-	-	164905,56
OMEGA COMMUNICATIONS (PTY) LTD	26014,80	132599,78	-
AMPCOR KHANYISA CC	122853,59	-	32667,92
GADGET GIRLS CC	-	-	150532,44
TOURVEST DESTINATION MANAGEMENT A DIVISION OF TOURVEST HOLDINGS (PTY) LTD	150392,99	-	-
ACTS OF RANDOM KINDNESS SOUTH AFRICA NPC T/A ARK SA	-	-	150000,00
ROSENBAUER SOUTH AFRICA (PTY) LTD	-	-	122177,69
ZGS SOLUTIONS SERVICES (PTY) LTD	-	-	120000,00
SERVEST (PTY) LTD	115676,22	-	-
ODEX ONLINE CC	37273,05	-	70996,28
JN PLUMBING CC t/a COMET PLUMBING	103512,00	-	-
GARY RACHBUCH ATTORNEYS	-	-	96898,88
DOWN LOW CONSTRUCTION AND PROJECTS	96550,00	-	-
BARLOWORLD SOUTH AFRICA (PTY) LTD T/A BARLOWORLD EQUIPMENT	91109,71	-	-
PROTOCOR TWENTY TWO CC T/A AUTOMATION SPECIFICATION	-	-	89837,93
BOWMAN GILFILLAN INC	-	-	89143,22
ASPIRE SOLUTIONS (PTY) LTD	-	-	85500,00
MAJUGO TRADING (PTY) LTD	85500,00	-	-
BEUMER GROUP SOUTH AFRICA (PTY) LTD	-	-	81815,52
SOLID WEDGE SYSTEMS CC	69820,67	-	-
LOURENS ROADMARKING CC	66558,67	-	-
PLAN B CONSULTING CC	-	56528,72	-
SUPERFECTA TRADING 106 CC T/A KZN TOP BUSINESS	-	-	52624,00
BORDER KEI CHAMBER OF BUSINESS	-	51720,00	-
E W TOOLS AND INDUSTRIAL SUPPLIES	-	-	51015,00
KELLY GROUP (PTY) LTD	-	-	49498,02
UNAKHO FIRE AND EMERGENCY TRAINING AND DEVELOPMENT (PTY) LTD	-	-	49200,00
DURBANVILLE PEST CONTROL CC T/A ENVIRO-SAFE	46899,60	-	-
SOUTH AFRICAN PROPERTY OWNERS ASSOCIATION T/A SAPOA	-	-	46603,20
HAMILTON HYDRAULIC SERVICES CC	46155,18	-	-
ENTERPRISES UNIVERSITY OF PRETORIA	45600,00	-	-
WAZISONDA INVESTMENTS (PTY) LTD t/a SAUSAGE SALOON PROTEA GLEN	44689,14	-	-
DISTINCTIVE CHOICE 1272 CC T/A TURNMET	-	-	43465,54
MANAGED INTEGRITY EVALUATION (PTY) LTD T/A MIE	-	-	42750,00
MELEX GOLF CARS (PTY) LTD	42021,25	-	-
AVIATION TRAINING ACADEMY	-	19702,62	21147,00
MOTLA CONSULTING ENGINEERS (PTY) LTD	40286,38	-	-
THE HUMAN RESOURCE PRACTICE CC T/A THE HUMAN RESOURCE CC	-	-	39900,00
35 PHINDZANI TRADING (PTY) LTD	1824,00	-	36000,00
EUROPCAR.	29703,80	-	4369,19
NDENZA OA (SWD) (PTY) LTD T/A CANOA EASTERN CAPE (PTY) LTD	7700,00	25036,13	-
TD MOTHEBE TRADING T/A MOTHEBE SHUTTLE SERVICES	-	13650,00	18050,00
BIDDULPHS REMOVALS & STORAGE (PTY) LTD	27861,60	-	-
PREMIER ATTRACTION 219 CC T/A ICON CIVILS & BUILDING	-	-	27558,36
ANCER (PTY) LTD	27025,00	-	-
ACTIVE MECHANICAL SERVICES GROUP CC T/A AMS GROUP	26710,20	-	-
FORMFUNC STUDIO (PTY) LTD	26239,95	-	-
CARPE DIEM CIVILS CC	25972,40	-	-
CITY OF CAPE TOWN - RCS LEVIES	25692,00	-	-
RAPID SPILL RESPONSE CC	-	-	25362,06
NDODANA CONSULTING ENGINEERS (PTY) LTD	25080,00	-	-
THE H AND H SECURITY TRUST T/A HARTWIG & HENDERSON SECURITY TRUST	-	24612,12	-
YELLOW DOT OFFICE DEPOT (PTY) LTD	-	24461,65	-
INSTITUTE OF PEOPLE MANAGEMENT T/A IPM	12040,00	-	12040,00
SIZISA UKHANYO TRADING 1067	23930,88	-	-
SCHINDLER LIFTS (SA) (PTY) LTD	22160,92	-	-
THE PRIORY FOR SOUTH AFRICA OF THE ORDER OF ST JOHN T/A ST JOHN AMBULANCE	-	-	21950,00
MULTIMINDS 186 CC T/A COOLING SOLUTIONS	21934,51	-	-
BAPHATHE TRADING T/A ARWYP AIRPORT CLINIC	-	-	20960,00
SIYAYA CORPORATION (PTY) LTD T/A SIYAYA TYRES	20508,60	-	-
USIZO TECHNICAL SERVICES CC	19899,38	-	-
GLOBAL PROSPECTUS TRAINING (PTY) LTD	19357,20	-	-
HANAU ELECTRIC (PTY) LTD T/A TELE TRONIC	-	-	17850,53
CARGO LEARNING ACADEMY (PTY) LTD	-	-	17580,00
PA  STATIONERS UPT (PTY) LTD	17341,63	-	-
JABATHA PAPER AND STATIONERY CC	15938,49	1206,80	-
BARLOWORLD SOUTH AFRICA PTY LTD T/A AVIS RENT A CAR	16756,86	-	-
LEGADIMA PERSONNEL	-	-	16279,20
BULKMATECH ENGINEERING (PTY) LTD	-	12038,40	3938,70
HEALTH INSITE SA (PTY) LTD	-	-	15931,50
MAINLINE CIVIL ENGINEERING CONTRACTORS CC	-	15789,00	-
MELCO ELEVATOR SA (PTY) LTD	15576,74	-	-
CREST PARKING & ACCESS CONTROL CC	-	-	15530,22
SAACOSH (PTY) LTD	15162,00	-	-
SEEDITE AND BOGOSI TRADE AND ENTERPRISE CC	-	15142,50	-
ENGINEERING COUNCIL OF SOUTH AFRICA T/A ECSA	-	3072,00	11845,40
SOUTH AFRICAN WEATHER SERVICE	14857,28	-	-
KAMO INDUSTRIAL SUPPLIES	-	-	14136,00
IMAGE EXCELLENCE PERFORMANCE CONSULTANTS GROUP (PTY) LTD T/A IE GROUP	-	-	13651,50
MAINBRANCH INVESTMENTS 39 (PTY) LTD T/A SOARING FALCON SPUR	2749,00	3974,10	6907,35
GET EDUCATED CC T/A GETSMARTER	-	-	12900,00
WJ AUST CC T/A MICROTEQ	12774,28	-	-
SAGE SOUTH AFRICA (PTY) LTD t/a SAGE HR AND PAYROLL A DIV OF SAGE SOUTH AFRICA	-	12654,00	-
RENTOKIL INITIAL (PTY) LTD	12451,89	-	-
ALGOA OFFICE AUTOMATION (PTY) LTD t/a NASHUA EASTERN CAPE	12315,22	-	-
TOP MEDIA AND COMMUNNICATIONS (PTY) LTD	-	11400,00	-
THE GATEWAY HOTEL UMHLANGA (PTY) LTD	-	11375,00	-
COMPLIANCE INSTITUTE OF SOUTH AFRICA	6477,00	4860,00	-
DURBAN CHAMBER OF COMMERCE AND INDUSTRY	-	-	11039,76
DARK FIBRE AFRICA (PTY) LTD	-	-	10624,80
KINGDOM CUISINE (PTY) LTD	-	-	10609,22
APPLECART PROPERTIES 42 CC t/a SAFFRON KITCHEN	-	6963,12	3465,60
MINOLCO (PTY) LTD T/A KONICA MINOLTA SA	10026,84	-	-
GARAGE CARDS - CORPORATE	9435,04	-	-
CENTA FIRE (PTY) LTD	-	-	9405,00
SOUTHERN AFRICAN MUSIC RIGHTS ORGANISATION T/A SAMRO LIMITED	9346,30	-	-
THINK360 KZN (PTY) LTD	9006,00	-	-
SOUTH AFRICAN COUNCIL OF SHOPPING CENTRES	8949,00	-	-
FOODWEAR CC	8744,94	-	-
ILEMBE CONSORTIUM	-	-	8735,08
PARAMOUNT BODY WORKS CC	8265,00	-	-
INSTITUTION OF FIRE ENGINEERS SA	7930,00	-	-
THE INSTITUTE OF RISK MANAGEMENT SOUTH AFRICA	7780,50	-	-
SOUTH AFRICAN CIVIL AVIATION AUTHORITY	5985,00	1785,00	-
INNOVATIVE SPECIALIZED PRODUCTIONS CC	7560,00	-	-
VOLTEX (PTY) LTD T/A LITECOR	7536,06	-	-
GILBARCO AFS (PTY) LTD	7469,85	-	-
ENVIROSERV WASTE MANAGEMENT (PTY) LTD	7318,80	-	-
RICOH SOUTH AFRICA (PTY) LTD	6882,88	-	-
FIHRST MANAGEMENT SERVICES (PTY) LTD (HR)	6770,23	-	-
MR FIX IT	6612,00	-	-
VODACOM SERVICE PROVIDER COMPANY (PTY) LTD	-	6534,90	-
RODE AND ASSOCIATES (PTY) LTD	-	6498,00	-
TERRA FIRMA SOLUTIONS	6298,50	-	-
MASON COMPLETE OFFICE SOLUTIONS (PTY) LTD	6260,43	-	-
COASTAL AND ENVIRONMENTAL SERVICES	-	-	6238,67
WCA WORKERS COMPENSATION ASSISTANCE	6228,30	-	-
BUMBALI (PTY) LTD t/a BUMBALI CONSULTING	-	-	5700,00
CENTA FIREQUIP CC T/A FIREQUIP	-	-	5643,00
AFFIRMATIVE PORTFOLIOS (CC)	5640,05	-	-
MASSTORES (PTY) LTD T/A MAKRO SA	-	-	5564,00
ALL ABOUT FOOD CC	-	-	5270,91
BIDVEST SERVICES (PTY) LTD t/a BIDVEST STEINER - UPINGTON	-	-	5198,40
COMPUTERSHARE PROPRIETARY LIMITED	5130,00	-	-
SACHAR MOBILE PRETORIA	-	-	4960,82
SIGMA LIFTS AND ESCALATORS (PTY) LTD	4939,12	-	-
STEINER HYGIENE (PTY) LTD	4673,09	-	-
COMMERCE EDGE SOUTH AFRICA (PTY) LTD	4503,00	-	-
OMEGA HR SOLUTIONS (PTY) LTD	-	-	4286,40
ALERT STATIONERS CC	4204,55	-	-
BASFOUR 2730 (PTY) LTD T/A NASHUA MANGAUNG	3946,91	-	-
AIRCONDITIONING SERVICES CISKEI PTY LTD	-	-	3663,96
SOUTH AFRICAN BROADCASTING CORPORATION LTD	3626,52	-	-
THE SOUTHERN AFRICAN INSTITUTE OF CHARTERED SECRETARIES AND ADMINISTRATORS T/A ICSA	-	-	3503,00
BLOEMFONTEIN CHAMBER OF COMMERCE & INDUSTRY (BCCI)	-	-	3450,00
FINTECH (PTY) LTD T/A CREDIFON POSTAGE A DIVISION OF FINTECH	3360,00	-	-
BIG FIVE DUTY FREE (PTY) LTD	-	-	3315,34
XYZ CATERING (PTY) LTD t/a BRUCE CATERING	-	-	3269,56
THE SOUTH AFRICAN INSTITUTE OF CIVIL ENGINEERING T/A SAICE	-	-	3103,00
PABALELO SECURITY SERVICES AND PROJECTS	-	-	3078,00
METROFILE (PTY) LTD	677,98	1088,47	1244,54
CSIR	2940,52	-	-
KEYBASE TRAINING SOLUTIONS CC	-	-	2821,50
CHUBB INTEGRATED SYSTEMS	-	-	2793,00
CJ HATTINGH AND SONS CC T/A PMR AFRICA	-	-	2600,02
PETTY CASH	2586,00	-	-
JOHN KNIGHT CATERING (PTY) LTD t/a KNIGHTS CATERING	-	-	2114,70
SOUTH AFRICAN POST OFFICE LTD	1800,00	-	-
ALTRA MEDICAL PRODUCTIONS CC	1394,22	-	-
DALROD OFFICE SUPPLIES (PTY) LTD	1258,67	-	-
AVUSA RETAIL LTD T/A VAN SCHAIK BOOKSTORE	-	-	1106,19
JRS SALES AND CONSULTING CC	1077,32	-	-
NOSA (PTY) LTD	-	-	990,00
UPINGTON TREKKERS	-	-	984,86
SIZWE PAINTS (PTY) LTD	793,61	-	-
BIDVEST PAPERPLUS (PTY) LTD t/a LITHOTECH	771,19	-	-
NELSON MANDELA BAY TOURISM	-	-	720,00
PARK AVENUE STATIONERS CC	679,38	-	-
VUZA MEDICAL (PTY) LTD	-	-	651,50
TRANSFORM EL TRUST T/A TRANSFORM ELECTRICAL WHOLESALERS EL	-	-	603,29
MERCHANT WEST (PTY) LTD	573,77	-	-
JAFF AND COMPANY (PTY) LTD	-	-	501,60
SOUTH AFRICAN INSTITUTE OF CHARTERED ACCOUNTANTS T/A SAICA	-	-	500,00
SOUTH AFRICAN REWARD ASSOCIATION T/A SARA	-	-	500,00
WALKERS MIDAS	-	-	169,25
HUGE CONNECT (PTY) LTD	-	-	158,46
HORSEHOE MOTEL	149,00	-	-
HALSTED AND COMPANY (PTY) LTD	-	-	141,02
MUNASI CIVIL CONTRACTORS CC BUILDING MAINTENANCE	-	-	49,25
VAN WYK G H MR - CORP STAFF	-	-	0,30
MASSTORES (PTY) LTD T/A MASSDISCOUNTERS, GAME, DION, DION WIRED	-	-	0,01
RGL TRADING (PTY) LTD T/A ITEC EAST CAPE	-	-	0,01
GVK SIYA ZAMA BUILDING CONTRACTORS (EP) PTY LTD	-	-	-0,01
BIDVEST WALTONS - A DIVISION OF BIDVEST OFFICE (PTY) LTD	-	-	-814,13
AQUA TRANSPORT AND PLANT HIRE (PTY) LTD	-	-	-2394,00
RESHEBILE AVIATION & PROTECTION SERVICES (PTY) LTD	-	-	-3707,28
AH HUMAN CAPITAL t/a EXECUTIVES ONLINE JOHANNESBURG NORTH	-	-	-19698,42
GOLD CARDS - CORPORATE	-	-	-28814,57
Total	34392826,86	2983737,01	8566653,48

Air Traffic and Navigation Services SOC Limited (ATNS)

STATUS OF SUPPLIER INVOICES AS AT 30 SEPTEMBER 2017

No.	Supplier Name	Amount outstanding 30 Days	Amount outstanding 60 Days	Amount outstanding 90 Days	Amount outstanding 120 Days +	Reason for non-payment/Envisaged date of payment
1	GARTNER SOUTH AFRICA	834,071.12	-	-	666,743.82	Paid End October
2	MAYA INNOVATE (PTY) LTD	388,340.32	-	-	-	Paid End October
3	NEOTEL BUSINESS SUPPORT SERVICES PTY LTD	52,998.03	53,572.36	-	-	Paid End October
4	G4S SECURE SOLUTION (SA) (PTY)LTD	82,496.56	-	38,549.10	-	Paid End October
5	OPTICAL FIBRE TRENDS	39,152.10	89,397.66	-	-	Paid End October
6	NGUBANE AND COMPANY JOHANNESBURG INCORPOR	156,682.26	-	-	-	Paid End October
7	MINKATEKO GENERAL MAINTENANCE	61,919.56	48,431.31	-	13,440.00	Paid End October
8	GA ENVIRONMENT (PTY) LTD	89,889.00	-	-	-	Paid End October
9	MADIBA MOTSAI MASITENYANE AND GITHIRI ATT	28,215.00	32,917.50	-	-	Paid End October
10	MOCCS (PTY) LTD	16,512.84	-	-	-	Paid End October
11	OMNIVISION	15,331.81	-	-	-	Paid End October
12	OTIS ELEVATOR COMPANY	10,967.59	-	-	-	Paid End October
13	METROFILE PTY LTD	21,804.13	-	-	-	Paid End October
14	HENRY WILLIAMS PLANTSCAPE	4,836.94	4,836.94	4,836.94	-	Paid End October
15	KPMG SERVICES(PROPRIETATY)LIMITED	5,735.34	-	-	-	Paid End October
16	LOAD MASS CRANE SERVICES	5,304.42	-	-	-	Awaiting credit note
17	NTEBU PELE PROJECTS AND CONTRACTORS CC	4,332.00	-	-	-	Paid End October
18	KEVCOR EQUIPMENT DIVISION	2,872.80	-	-	-	Paid End October
19	H20 PURIFIES CC	1,020.00	1,020.00	-	-	Paid End October
20	THALES(FLIGHTCRAFT AVIATION))	1,559,973.86	2,941,673.67	-	-	Paid End October
21	SA POST OFFICE LTD	4,821.75	-	-	-	Paid End October
22	S A CIVIL AVIATION AUTHORITY (LICENCES)	982,213.98	2,940.00	-	-	Paid End October
23	RED ALERT JOHANNESBURG	187,024.38	13,054.05	-	-	Paid End October
24	RAPDL CONSTRUCTION	21,489.00	-	-	-	Paid End October
25	ROCKETSEED SOUTH AFRICA PTY LTD	64,877.40	-	-	-	Paid End October
26	PTES CONSULTING AND RECRUITMENT SERVICES	21,090.00	105,108.00	-	-	Paid End October
27	SITA INFORMATION NETWORKING COMPUTING	123,472.83	3,126.00	-	4,466.03	Paid End October
28	TWOFOLDS CONSULTING	76,810.01	-	-	-	Paid End October
29	TEMBO'S CATERING	4,770.00	-	25,890.00	19,973.00	Await approval, incumbrance
30	THE INSTITUTE OF RISK MANAGEMENT SOUTH AF	31,122.00	-	-	-	Paid End October
31	SOLID GREEN CONSULTING CC	31,017.12	-	-	-	Paid End October
32	RENTOKIL PTY LTD C.T	17,729.84	-	-	5,016.26	Awaiting statement, requested
33	THE BUSINESS ZONE 25	20,770.82	-	-	-	Paid End October
34	PUBLIC DISPLAY TECHNOLOGIES (PTY) LTD	14,411.41	-	-	-	Paid End October
35	PUREAU FRESHWATER	9,623.88	-	-	-	Approval related problem, to review contracts
36	STOREX PTY LTD	11,970.00	-	-	-	Paid End October
37	SABC TV LICENCES	11,363.27	-	-	-	Account under query, payment by 15 Nov
38	WESTERN OCEAN INVESTMENTS 112 CC	9,975.00	-	-	-	Paid End October
39	WATER FROM AIR	3,003.90	-	-	-	Await confirmation of banking details
40	WALTONS STATIONERY CO	1,574.98	1,723.01	-	-	Await credit note
41	TS PROMOTIONS	4,155.00	-	-	-	Paid End October
42	WP DE JONGH ELELECTRICAL	1,368.00	-	-	2,394.00	Paid End October
43	SAFETY MATE	2,430.87	-	-	-	Paid End October
44	TUINROETE AGR	1,538.45	-	65.52	-	Statement requested
45	WLZ COMMUNICATION T/A HYMAX BORDER	792.30	-	-	-	Paid End October
46	SANDOLL CONSULTANTS PTY LTD	342.00	-	-	-	Paid End October
47	DAWN WING	34,951.15	2,425.58	981.64	37,470.78	Delay in approval of invoices
48	FIDELITY SPRINGBOK SECURIT(JHB)	37,018.03	-	36,516.12	-	Paid End October
49	FIDELITY SUPERCARE CLEANING(CT)	8,117.94	-	-	-	Paid End October
50	BROLL PROPERTY GROUP	12,347.12	-	13,634.81	11,917.88	Account under investigation
51	BATTERY CABIN	23,700.00	-	-	-	Paid End October
52	DR BRATHWAITE & PARTNERS	722.40	10,827.56	4,441.90	3,890.15	Paid End October
53	BIDVEST MANAGED SOLUTIONS (Pty) lTD.	6,369.02	-	6,369.02	-	Paid End October
54	BIDDULPHS REMOVALS	18,183.00	-	-	-	Paid End October
55	DR PETRO LEHMAN	13,690.00	-	-	-	Paid End October
56	DIESEL ELECTRIC SERVICES PTY LTD	11,235.27	-	-	-	Paid End October
57	BASIC COOLING	4,383.30	-	6,156.00	-	Paid End October
58	DR AS NIEMANN & ASSOCIATES	6,562.55	2,887.79	-	-	Paid End October
59	CHUBB ELECTRONIC SECURITY PE	1,991.60	-	-	3,272.63	Queries being attended to
60	ADVENTURE INDUSTRIAL CLEANING	7,210.50	-	-	-	Paid End October
61	ADT FIRE SECURITY	1,378.43	-	1,378.43	2,756.86	Paid End October
62	DR BOSMAN & VENOTE	770.00	2,639.39	-	-	Paid End October
63	DR BOSMAN;BRINK & GROENEVELD	761.16	-	-	-	Paid End October
64	BYTES PEOPLE SOLUTIONS	45.60	-	-	-	Queries being attended to
65	AIRPORTS COMPANY SOUTH AFRICA (CT)	1,851.19	1,851.19	-	-	Paid End October
66	IMITIZA FARM FORT GREY (ESKOM)	5,745.52	-	-	-	Paid End October
67	KINGDOM STATIONERY & COMPUTERS	33,857.21	17,020.66	27,582.99	-	Paid End October
68	LINK FIRE CONTROL SYSTEMS CC	1,760.16	557.46	-	-	Paid End October
69	METROFILE(PTY)LTD	4,172.29	-	-	-	Paid End October
70	NAREN MISTRY ARCHITECHS CC T/A THE CREATI	-	413,414.96	-	-	Paid End October
71	ICAS SOUTHERN AFRICA	-	22,116.00	16,986.00	-	Paid End October
72	KLOPPERS CAW	-	11,394.00	-	-	Paid End October
73	OMEGA PRINT & OFFICE SUPPLIES	-	13,205.76	-	-	Paid End October
74	IDTEK SOLUTIONS	-	8,898.68	-	-	Queries being attended to
75	VOX TELECOMMUNICATIONS (PTY)LTD	-	619,233.59	-	2,470,524.71	Paid End October
76	SALISPACE	-	89,141.16	-	-	Paid End October
77	TAP PROPERTIES (PTY) LTD	-	56,700.00	-	-	Paid End October
78	TRANSCEND CORPORATE ADVISORS(PTY) LTD	-	48,639.70	-	-	Await supplier statement
79	PICKFORDS	-	4,770.90	-	-	Paid End October
80	SMITH GARB & ASSOCIATES CC	-	35,129.10	-	-	Paid End October
81	THUSANANG GAST	-	16,840.99	-	-	Paid End October
82	STUTTAFORD VAN LINERS BLOEMFONTEIN	-	14,521.91	-	-	Paid End October
83	RENTOKIL PTY LTD PE	-	4,561.15	-	-	Await supplier statement
84	RED ALERT CLEANING BLOEMFONTEIN	-	2,537.37	-	7,555.65	Paid End October
85	UNDERWRAPS CATERERS CC	-	3,819.00	-	-	Queries & late approval
86	SIZABANTU PLUMBING CONTRACTORS CC	-	661.20	-	7,331.65	Queries & late approval
87	STUTTAFORD VAN LINES-CAPE TOWN	-	5,808.30	-	-	Late approval of invoice
88	UNISA	-	13,168.75	5,445.00	6,617.50	Queries being attended to
89	UNIVERSITY OF STELLENBOSCH	-	2,515.00	-	-	Queries being attended to
90	S A COUNCIL FOR PROF & TECH SURVEYS	-	1,730.00	-	-	Paid End October
91	RED ALERT ALARMS	-	332.60	-	-	Paid End October
92	DAC SYSTEMS(PTY) LTD	-	37,973.84	-	-	Paid End October
93	COFFEE UNPLUGGED CC	-	1,658.70	11,286.00	18,667.50	Paid End October
94	DR K A INGHAM	-	11,400.00	-	-	Paid End October
95	DATACENTRIX PTY LTD	-	7,182.00	-	-	Paid End October
96	CHUBB ELECTRONIC SECURITY BL	-	639.00	-	4,930.74	Queries being attended to
97	DISCOVERY HEALTHMediacal Aid)	-	1,038.00	-	-	Paid End October
98	AASA	-	183,382.30	-	-	Paid End October
99	KOUGA MUNICIPALITY(HUMANSDORP)	-	3,188.04	-	-	Paid End October
100	MAUREEN'S CATERING CC	-	10,000.00	-	-	Queries being attended to
101	HEIN SCHRODER AND ASSOCIATES	-	-	34,200.00	-	Paid End October
102	ISOLVE BUSINESS SOLUTIONS (PTY) LTD	-	-	13,680.00	-	Paid End October
103	VODAC	-	-	10.00	-	Paid End October
104	SENNHEISER ELECTRONIC SA (PTY) LTD	-	-	56,458.50	-	Queries being attended to
105	TSHIAMO CHEMISTRY PTY LTD	-	-	18,194.40	-	Queries being attended to
106	VAN SCHALK BOOKSTORE	-	-	128.00	13,242.62	Queries being attended to
107	SA BOARD FORPEOPLE PRACTICE	-	-	855.00	-	Queries being attended to
108	CHUBB INTERGRATED SYSTEMS	-	-	17,688.11	35,376.22	Paid End October
109	ESKOM PHILIPSTOWN	-	-	688.26	-	Paid End October
110	GDS TECHNOLOGIES (PTY) LTD	-	-	344,712.00	-	Paid End October
111	MINKATEKO GENERAL MAINTENANCE	-	-	35,317.20	5,597.40	Paid End October
112	MULTI WASTE	-	-	3,429.92	-	Paid End October
113	LEXISNEXIS BUTTERWORTHS	-	-	-	51,605.10	Queries being attended to
114	OPTRON (PTY) LTD	-	-	-	13,942.20	Paid End October
115	MAMABOLO PHAJANE ATTORNEYS	-	-	-	7,974.85	Paid End October
116	ORACLE	-	-	-	6,561.56	Investigating possible duplication
117	LABOURNET CENTRAL (PTY) LTD	-	-	-	5,529.00	Paid End October
118	GOVERNMENT PRINTING WORKS	-	-	-	4,000.00	Paid End October
119	GANGA PLUMBERS CC	-	-	-	513.00	Paid End October
120	HLATSHWAYO DU PLESSIS VAN DER MERWE	-	-	-	1,829.70	Await credit note
121	UNIVERSITY OF WITWATERSRAND	-	-	-	20,584.00	Queries being attended to
122	SIGMA LIFTS & ESCALATORS (PTY) LTD	-	-	-	9,708.87	Paid End October
123	SOUTH AFRICAN GEOMATICS INSTITUTE	-	-	-	943.50	Paid End October
124	PICTO BUSBY	-	-	-	598.62	Supplier statement requested
125	EXORDIA (PRICEWATERHOUSECOOPERS)	-	-	-	526,643.15	Paid End October
126	ALLEGRO CENTRAL VACUUM SYSTEMS	-	-	-	8,753.70	Paid End October
127	CARGO LEARNING ACADEMY(PTY)LTD	-	-	-	3,520.00	Paid End October
128	ALEXKOR LTD	-	-	-	3,442.66	Queries being attended to
129	COMPLIANCE INSTITUTE OF SOUTHERN AFRICA	-	-	-	2,808.01	Await credit note
130	DRS DIETRICH;VOIGT & PARTNERS	-	-	-	485.16	Paid End October
131	EBSCO SUBSCRIPTION SERVICES	-	-	-	158.13	Await credit note
132	ACTION TRAINING ACADEMY	-	-	-	30,287.52	Queries being attended to
133	ACTION TRAINING ACADEMY DBN	-	-	-	3,740.00	Queries being attended to
134	GIJIMA AST HOLDING (PTY) LTD	-	-	-	16,190.28	Queries being attended to
REPORT TOTAL	5,279,037.31	4,981,612.13	725,480.86	4,061,004.41

South African Civil Aviation Authority (SACAA)

1. (i) Not applicable; (ii) and (b): The South African Civil Aviation Authority (SACAA) endeavours to comply with section 38(1)(f) of the Public Finance Management Act, Treasury Regulation 8.2.3 and National Treasury SCM Instruction No 5 of 2016/17 to settle all contractual obligations as well as all valid and approved invoices within a period of 30 days, or as prescribed or agreed.

Debt is settled within 30 days of a valid and approved invoice being presented to the SACAA’s Finance Department and if all the required supporting documents are submitted. An invoice is regarded as a valid invoice only after it has been approved by the business unit receiving the service / product, to certify that goods/services offered were received in order and were of the correct quality and quantity. Invoices that have not been approved and paid within 30 days are as a result of queries between the SACAA and the supplier that must be resolved first. Payments are done weekly by the SACAA’s Finance Department and a creditor’s age analysis is prepared and reviewed monthly. The following invoices are currently recorded as unpaid for more than 30 days:

1. (ii) CBRTA’

The Cross Border Road Transport Agency pays its debt timeously, at an average of 14 days per creditor. There are however, isolated instances where service providers are not paid within 30 days of receipt of invoices for a variety of reasons, for instance, where the service has not been satisfactory and warrants engagement with the Agency, or where errors have been picked up from the supplier invoices or where the price charged is not in line with what was contracted or quoted.

1. (ii) The Agency has eighteen (18) suppliers that remained unpaid for more than 30 days as at the end of October 2017. See table below for more information.

(aa) 30 days but below 60 days	60 days but below 90 days	90 days but below 120 days	120 days and more	Amount outstanding
Eight (8) suppliers	Two (2) suppliers	Three (3) suppliers	Five (5) suppliers
Atlantis Corporate Travel		R29,047.30
Duma Travel		R117,407.90
Flight Centre SA (Pty) Ltd		R58,810.18
Government Printing Works		R749.99
IT Squared		R12,494.00
Savage, Jooste & Adams		R351,351.30
Shred-IT		R1,812.60
Supreme Travel (Pty) Ltd		R42,072.22
	Fidelity Cash Solutions (Pty) Ltd		R4,213.04
	Sage VIP		R1,359.45
	Fidelity Cash Solutions (Pty) Ltd		R4,304.24
	SBV Services (Pty) Ltd		R3,287.20
	Harvey World Travel – Waterkloof		R40,170.33
	Chubb Security SA (Pty) Ltd	R3,157.80
	Khayalami Security cc	R41,952.00
	Magna BC	R63,270.00
	Mdluli Sharp Office Automation	R17,978.78
	Orange Fox Security Systems	R3,921.09

1. (ii) RAF’

(ii) The total number of supplier invoices that are currently loaded for payment and remain unpaid by the Road Accident Fund for more than	(aa) 30 days is	(bb) 60 days is	(cc) 90 days is	(dd) 120 days is
	2712,	264,	185,	149,
and (b) the total amount outstanding in each case is	R35,046,966.09,	R4,130,891.05	R2,497,459, and	R2,339,787.99.

1. (ii) RTIA’

(a) (ii) Road Traffic Infringement Agency has

(aa) 30 days = 1

(bb) 60 days =1

(cc) 90 days = 1

(dd) 120 days = 1

(b) what is the total amount outstanding in each case?

(aa) 30 days = R63 428.22

(bb) 60 days = R21 204.00

(cc) 90 days = R21 204.00

(dd) 120 days = R24 million

Notes:

120 days category - The R24 million outstanding relates to the SAPO balance that was in dispute since 2015-16 financial year relating to AARTO notices served.

30 - 90 days category – TheR105 836.22 relates to the services that were undertaken prior to the service level agreement being concluded. The services were undertaken based on the issued order to the supplier.

1. (ii) RTMC’

Supplier Name	30 Days	60 Days	90 Days	120 Days	Total
ICAS		63 140,80	178 351,10	248 083,32	489 575,22
Mafuyeka Attorneys	164 640,00				164 640,00
Media24	19 152,00				19 152,00
Nishlan Moodley (all invoices)	157 316,58				157 316,58
Partners in Travel	4 963,56				4 963,56
Sail Rights Commercialization	965 675,08				965 675,08
(b)	1 311 747,22	63 140,80	178 351,10	248 083,32	1 801 322,44
Number of invoices	5	1	1	1	8

1. (ii) SANRAL

Days outstanding	Number of invoices	Amount (R)
(aa) 30 – 60 days	29	6 601 603
(bb) 60 – 90 days	8	190 499
(cc) 90 – 120 days	4	137 473 788 *
(dd) 120		0
TOTAL	41	144 265 890

*An amount of R137 126 716 is unpaid due to the vendor not submitting the required documentation for vendor registration.

The remainder of the outstanding invoices are at invoice verification stage with outstanding documentation from suppliers. Engagements continue with suppliers to meet all criteria for invoice processing and payment.

Ports Regulator (RS)

(a)(ii) The Ports Regulator does not have any invoices hat has remained unpaid for more than (aa)30 days, (bb) 60 days, (cc) 90 days and (dd) 120 days. This is caused by the district finance policy of processing the invoice within 7 days after the date of receipt. The invoice are then paid filed, there are instances where the invoice may go beyond the 7 days period by those isolated instances are carefully managed to ensure that it doesn’t exceed the 30 days period

South African Maritime Safety Authority (SAMSA)

1. The total number of suppliers that remain unpaid is 596.

2.

	Current	30 Days	60 Days	90 Days
Total Amount outstanding	R 4 396 019,71	R 2 495 545,38	R 660 052,48	R 920 874,41

Passenger Rail Agency of South Africa (PRASA)

(a) Number of invoices unpaid –

(aa) more than 30 days - R96,149,129

(bb) more than 60 days – R85,373,156

(cc) more than 90 days – R58,998,210

(dd) more than 120 days – R880,577,150

Disparity between capital and operational expenses leaves shortfall/unpaid invoices on operational expenditure. 56% of outstanding amount is due to Transnet and 6% to municipalities.

Railway Safety Regulator (RSR)

No of days	Number of Suppliers	Amount
30 Days	31	677 548,37
60 Days*	2	7 450,31
90 days*	2	11 820,00
120 days**	8	2 199 887,23
	TOTAL	2 896 705,91

* Invoices received late from suppliers

** Transactions that are currently disputed and going through a verification process or services not delivered as per specification currently being resolved