Questions and Replies

Reply:

None.

However, in March 2017, one vehicle was delivered to the Norkem Park Detective Service.

Reply:

(1)(a)(b) It is not the responsibility of the South African Police Service (SAPS) to issue clearances to a security company, to transport the Mayor of Mkhondo. The Local Government in Limpopo Province, is responsible for the transportation of mayors.

(2) The case docket, Piet Retief CAS 208/08/2016, is still under investigation. It was received back from the office of the Public Prosecutor, on 29 June 2017, for further investigation.

(3) The case docket was referred to the Public Prosecutor, who requested additional investigation to be conducted.

(4) The Independent Police Investigative Directorate (IPID), has not been tasked to assist with the investigation, as it is not part of their mandate.

Reply:

(a) 159 Drug-related cases were referred to court from the Elsburg Police Station in 2016/2017.

(b) 88 Drug-related cases referred to court resulted in successful convictions.

Reply:

(a) 515 Drug-related cases were referred to court from the Tembisa Police Station in 2016/2017.

(b) 132 Drug-related cases referred to court resulted in successful convictions.

Reply:

(a) to (f)

The South African Police Service (SAPS), Non-Statutory Force (NSF) re-ranking project, is headed by the Minister of Police and is currently a work in progress.

Recommendations, upon the finalisation thereof, will be made to the Minister of Police and the necessary announcements will be made.

Reply:

None.

However, in March 2017, three vehicles were delivered to the Sebenza Detective Service.

 

Reply:

1. and (2)

No information about the meeting will be disclosed, owing to the sensitivity of the matter, as it concerns the security arrangements for Ministers.

Reply:

(a) 316 Drug-related cases were referred to court from the Primrose Police Station in 2016/2017.

(b) 184 Drug-related cases referred to court resulted in successful convictions.

Reply:

(a) Protection and Security Services

(i)(aa) 2010-2011.

None.

(i)(bb) 2011-2012.

None.

(i)(cc) 2012-2013.

None.

(i)(dd) 2013-2014.

None.

(i)(ee) 2014-2015.

None.

(i)(ff) 2015-2016.

One threat.

(i)(gg) 2016-2017.

Two threats.

(ii) Since 1 April 2017.

None.

(b) Presidential Protection Service

(i)(aa) 2010-2011.

None.

(i)(bb) 2011-2012.

None.

(i)(cc) 2012-2013.

None.

(i)(dd) 2013-2014.

None.

(i)(ee) 2014-2015.

None.

(i)(ff) 2015-2016.

None.

(i)(gg) 2016-2017.

None.

(ii) Since 1 April 2017.

None.

Reply:

The areas in question are supply areas of the Ekurhuleni Metropolitan Municipality. Eskom provides a 22kV bulk supply to Ekerhuleni Metropolitan through the Germiston North substation.

(1)(a) Eskom did not upgrade any part of its Germiston North substation infrastructure in 2014-15.

(1)(b) Eskom did not upgrade any part of its Germiston North substation infrastructure in 2015-2016.

(1)(c) Eskom did not upgrade any part of its Germiston North substation infrastructure in 2016-17.

The bulk point to the Ekurhuleni Metropolitan Municipality is operating optimally without major interruptions and this performance remains a focus of the Eskom Gauteng Operating unit. This enables the Ekurhuleni Metro in the delivery of local services.

(2) Yes, the Ekurhuleni Metropolitan Municipality has applied for an additional 80 MVA transformer. Construction is scheduled to commence on the fourth quarter of 2017/18.

Remarks: Reply: Approved / Not Approved

Mr. Mogokare Richard Seleke Ms. Lynne Brown, MP

Director-General Minister of Public Enterprises

Date: Date:

Additional Information for the Minister

We would like to bring the following to the Minister’s attention:

1. A major long term upgrade took place in 2012/13.

As part of Eskom’s strengthening and refurbishment plans, the substation was refurbished, and a new cable was installed from Croydon to Germiston North during 2012/13, at a total valueR207 (m) Preventative maintenance was performed on this network between 2014 and 2015 and the equipment is planned for another planned maintenance cycle 2017 and 2018 as part of the long term planned maintenance strategy.

2. The Ekurhuleni Metropolitan Municipality has applied for an additional 80MVA transformer, a budget quote of R33.4M has been issued and accepted by the Metro. Construction will start on the fourth quarter 2017/18.

Reply:

(a) and (b) (i) and (ii) The Department of Sport and Recreation South Africa and the entities reporting to the Executive Authority of the Department are not funding any institution of research and development, whether domestically and/or internationally, including by way of discretionary funding.

Thus, (aa) (aaa) and (bbb), (bb) and (cc) fall away.

Reply:

(a) (i) Yes.

(ii) No.

(iii) No.

(aa) The Ministerial handbook, Chapter 5, outlines that the South African Police Services (SAPS) is responsible for financial implications in terms of SAPS security services allocated to Executive members.

(bb) The SAPS.

(cc) see answer in aa above.

(i) Yes.

(ii) No.

(iii) No.

(aa) The Ministerial handbook, Chapter 5, outlines that the South African Police Services (SAPS) is responsible for financial implications in terms of SAPS security services allocated to Executive members.

(bb) The SAPS.

(cc) see answer in (b) aa above.

(c) . No.

(i)N/A

(ii) N/A

(iii) N/A

(aa) N/A

(bb) N/A

(cc) N/A

Reply:

a) My Department has developed the South African Atmospheric Emission Licensing and Inventory Portal (SAAELIP). This portal consists two systems, one for the Inventory of National Atmospheric Emissions and the other is a Licensing System across the spheres of government responsible for the function of air quality management. The licensing system has public query tab that allows members of the public to view Atmospheric Emission Licenses (AELs) that have been issued in the system. Since the launch of the Licensing System in September 2015, around 69 AELs have been issued through the portal and these are available on the system. Some licenses were issued before the licensing system was developed; note that for AELs to be available in the portal they need to be digitised, all the existing AELs (before the system AELs) issued prior to the launch of the portal must be processed in the system before they can be available to the public. These AELs will become available on the portal once they are processed in the system when they are either reviewed, renewed, varied or transferred, otherwise they are available in hard copies to the public save for proprietary information.

b) The reason that some AELs for example, Sasol and Eskom AELs, are not yet available in the system is that, they were issued long ago before the portal were established. They will be available in the portal once digitised as I have just said. Stakeholder feedback is received by the Department on a regular basis and the system is enhanced from time to time to ensure it stays user friendly and relevant.

The question on ambient air quality monitoring is a separate one. We are monitoring ambient air quality across the country band, the South African Air Quality Information System (SAAQIS) that provides information to the public on the state of air quality across the country. The SAAQIS is being upgraded in order to enable live reporting of information to the public and system upgrade will be completed by the end of 2017. However, data is available now in the current system, with its limitations – hence we are upgrading it, otherwise members of the public are given available data upon request where the current system fails to provide such data.

---ooOoo---

Reply:

The process steps undertaken to appoint a new Chief Commercial Officer for SAA consists of the following:

Step	Action	Detail
1	Advertise position	Placed internal and external advertisement in Sunday Times and SAA’s E-recruitment system (Neptune) with closing date 1 August 2017
2	Shortlisting	Shortlist applications received against advertised criteria
3	Shortlist finalisation	Present shortlist to Acting CEO and Acting GM HR and agree on final shortlisted candidates
4	Establish Interview/ Selection Panel	Identify and establish interview panel. Set tentative interview date
5	Competency Based Interviews	Arrange and conduct competency based interviews with panel
6	Assessments	Arrange for assessments to be completed on recommended candidates who are successful with interview phase
7	Pre-employment checks	Arrange pre-employment checks (reference and background checks) on recommended candidates
8	Consolidate selection results	Consolidate results (interview, assessments and pre-employment checks) and present results to selection panel
9	Final decision on preferred candidate	Selection panel makes decision on preferred candidate
10	Recommend preferred candidate	Recommend preferred candidate and remuneration package for approval by Board
11	Offer to successful candidate	Offer issued to successful candidate
12	Inform unsuccessful candidates	Inform/ regret unsuccessful candidates

(a) Current status

The Chief Commercial Officer position was advertised and reached closing date on the 1 August 2017. A total of 107 applications were received (50 through E-recruitment system and 55 through Sunday Times).

A provisional shortlist has been compiled and a shortlist discussion is scheduled with Acting CEO and Acting GM HR on the 11 August 2017.

Reply:

The Department did not sell any property in the past three financial years.

(a), (b) & (c) fall away.

Reply:

(i) The Department of Public Works

(a) For the 2016/17 financial year the Department of Public Works Anti-Corruption Unit received Twenty-eight (28) validated reported allegations of maladministration. Of the twenty-eight (28), Seventeen (17) were finalised, one (1) is at a reporting stage and ten (10) are currently at fieldwork stage.

The finalised seventeen (17) investigations related to:-

• 3 incidents of overpayments to service providers;
• 1 incident of preferential treatment of a service provider;
• 1 incident of irregular lease tender contract;
• 3 incidents of Irregular appointments of officials
• 5 incidents of procurement irregularities
• 2 incidents of irregular submission of fraudulent invoices
• 2 incidents of corruption

(aa) Emanating from the finalised investigations Seventeen (17) disciplinary recommendations were made, of the disciplinary actions recommended, eleven (11) are finalised resulting in two (02) final written warnings, nine (09) written warnings while six (06) disciplinary cases are still pending.

The Branch Corporate Services has also instituted 91 disciplinary actions against officials of the Department for various misconducts, resulting in two (2) dismissals; one (1) demotion; one (1) suspension without pay; nine (9) final written warnings, one (1) resigned before sanction; fifteen (15) written warnings; four (4) verbal warnings; 0ne (1) referred to new employer to institute action; thirty-six (36) not found guilty / lack of evidence and twenty-one (21) matters are still pending.

(bb) The Department has developed and implements a fraud risk management program. Amongst the important aspects of the fraud risk management plan is the maintenance of a fraud risk register. All areas of internal control deficiencies which makes the Department vulnerable to fraud/corruption/maladministration are incorporated in the fraud risk register and relevant Branches are requested to develop mitigating plans to address the fraud risks identified. This implementation of the mitigating factors are monitored through the Department Governance Structures such as the Risk Management Committee and Accountability Management Committee.

ii) Department of Public Works Entities

(a) Agrement South Africa (ASA), Construction Industry Development Board

(CIDB) did not have any incidents of maladministration identified.

(b) Agrement South Africa (ASA), Construction Industry Development Board

(CIDB) did not have any incidents of maladministration reported.

Council for Built Environment (CBE)

(a) (b) Yes

(ii) (aa) What action has been taken against the perpetrators

Possible fraud pertaining to procurement was discovered during investigations in 2014/2015 financial year, and a disciplinary action was instituted against the relevant official who resigned before the commencement of a disciplinary hearing. In 2015 a criminal case was opened and the Police docket is currently with the Commercial Crimes Unit of the Prosecuting Authority for a decision. Further investigation and the collation of documentary is underway in preparation of a criminal hearing.

(bb) What measures have been taken to prevent the same from happening again?

Various key vacancies have also been filled and therefore duties are properly segregated which prohibits incidents like this happening again. The filled positions includes the Chief Financial Officer, Finance Manager, Accountant and Supply Chain Practitioner. An update of all finance policies have been undertaken to ensure that all policies align to the most updated National Treasury instruction Notes as well as Legislation. These measures have ensured that there are no new irregular expenditure transactions incurred in the current year.

Independent Development Trust (IDT)

(a)(b) Yes

(ii) (aa)

The staff alleged to have committed maladministration were taken through a formal disciplinary hearing process and appropriate action taken against them as per the recommendations of the disciplinary hearing process. This is a normal process through which all alleged cases misconduct (maladministration) were and are handled within the entity.

(bb)

Additional to the preventive action taken on the recommendation/s of the disciplinary hearing process, and depending on the nature of the act of maladministration, a number of preventive interventions are in place ranging from deepening performance management, fraud prevention and general information sharing through internal communication and targeted training.

Reply:

(1) (a) & (b) The table link below indicates the Top 10 properties of the highest value which are under the custodianship of the Department, including their respective use.

https://pmg.org.za/files/RNW2230TABLE-170828.pdf

(2) All the properties are being utilised by client departments, (a) As indicated in the list above.

(b) State-owned accommodation charges are billed on a quarterly basis, in advance, in line with the devolution of budgets to client departments as developed and approved by the National Treasury.

Reply:

(a) It is the mandate of the South African Police Service (SAPS) to investigate organised crimes such as rhino poaching; and

(b) In line with point (a), officials from the Department of Environmental Affairs (DEA) have communicated their concerns regarding the above matters to the Directorate for Priority Crime Investigations (“the HAWKS”), and they also assist in coordinating efforts to investigate these matters through various structures that have been set up to curb these crimes.

---ooOoo---

Reply:

Council for Built Environment (CBE)

The CBE has no financial crisis, besides the pressure on the budgets due to the growth in the organisation and inflationary expenditure escalations.

Construction Industry Development Board (CIDB)

The CIDB has never been at any stage deemed to be in financial crisis. This is further supported by the Auditor-General’s audit reports which consistently assessed the CIDB’s financial viability to be good.

Agrement South Africa (ASA)

ASA does not have any financial crisis.

Independent Development Trust (IDT)

IDT does not have any financial crisis. It has had going concern challenges at the beginning of 2017/18 financial year due to a budget deficit, which had no initial committed funding from National Treasury or the Department of Public Works. The National Treasury has however since committed to fund the deficit of IDT for the METF period. This is in terms of Section 4 of the 2017 Appropriations Act. Further, the entity is currently reviewing its Operating Model and Turnaround Plan in order to embolden its future financial viability and sustenance.

Reply:

a) No. The Department does not deal with discretionary funding but rather all funding is appropriated by National Treasury.

(i) (ii) (aa) (aaa) (bbb) (bb) (cc) Not Applicable.

With regard to Council for the Built Environment (CBE), Independent Development Trust (IDT) and Agrement South Africa (ASA):

(b) No

(i) (ii) (aa) (aaa) (bbb) (bb) (cc) Not Applicable

With regard to Construction Industry Development Board (CIDB)

(b)

i) Yes (Domestically)	(aa) (aaa)	bbb)	bb)	cc)
	Institution Name	Functions	From what date	Amount
	1. University of Cape Town and	Postgraduates and Doctoral Conferences	04 February 2016	R200 000
	2. Central University of Technology		28 February 2017	R100 000
ii) No. (Internationally)	(aa) (aaa)	bbb)	bb)	cc)
	Institution Name	Functions	From what date	Amount
	Not applicable

Reply:

1.(a) Presently the NPTR has not taken up all the functions as prescribed in legislation. However, when the volume of applications for accreditations increases the matter will be discussed with the PRE’s. In the interim MOUs have been signed between the NPTR and PRE’s for the latter to serve as a post office for applications to the NPTR.

(b) M + 3 years qualification. Diploma in Examiner of Vehicles or Traffic Policing is an added advantage.

(c) Pre-employment checks and security vetting

(d) Submission of incomplete applications by operators and lack of capacity of NPTR support staff.

(e) (i) appointment of additional support staff is currently in progress. The number of days for meetings of the NPTR for adjudication has been increased. In addition remuneration for overtime payment for support staff has been approved

(ii) see (i) above

(iii) Additional staff are envisaged to be appointed in the next two monts

2. (a) The Operating Licences for all forms of tourism transport services as well as the general conditions for operators is standard.

(b) Specific conditions differ from operator to operator based on their requirements

Reply:

The Department of Public works manages accommodation requirements of national departments through the Property Management Trading Entity (PMTE). Included in this mandate is the provision of accommodation through state owned and leased properties, construction of new accommodation, major refurbishment of existing properties and management of municipal services.

State-owned accommodation charges are billed quarterly in advance in line with the devolution framework principles adopted effective 1 April 2006. The process that is followed to recover monies relating to private leases, municipal services, client infrastructure spending (Capital allocation) and other recoverable infrastructure projects (referred to as PACE and CA) is as follows:

• PMTE pays lessors, contractors and municipalities on behalf of user departments;
• At the end of the month, the recoverable costs are consolidated per client;
• Invoices are then issued to clients in arrears;
• User departments have 30 days to settle debts in terms of the PFMA;
• However, in practice clients take an average of 60 days to settle the PMTE claims.

As at 22 August 2017, R3.814billion was outstanding from national departments and other organs of state (Annexure: A).

In line with established inter-governmental cooperation principles, the PMTE has regular interactions with user departments for the recovery of outstanding debts and is assisted by the National Treasury.

 

Reply:

1. SAA has a sponsorship agreement with SAFA in a form of flights for (i) members and (ii) staff of Bafana Bafana and all SAFA National Team Squads. The costs for the flights relating to the sponsorship for each financial year are listed in the table below:

Sponsored Entity	Period	Value of tickets issued
SAFA	April 2016 – March 2017	R6.5m
SAFA	April 2017 to date	R4.5m

2. No, the Chairperson did not play any part in setting up the sponsorship with SAA. SAA received a proposal from SAFA. The request for sponsorship was assessed in accordance with the Sponsorship Policy and negotiated by the SAA Commercial team. In line with normal approval processes for a sponsorship of this size, the business case was tabled with the board for final approval.

Please note that:

• All SAA sponsorships are offered strictly on a Value-In-Kind (VIK) basis. This refers to the value of flight tickets offered. There is no cash outlay to SAFA arising out of the sponsorship.
• The sponsored tickets are subject to seat availability and as such revenue paying passengers are not inconvenienced.
• The sponsored parties are liable for airport taxes.

Reply:

(a) The total monthly expenditure for the internal security officer protecting the Head of the Department of Home Affairs is R48 869.09, including:

(i) Salary, [R36 385.00]

(ii) Benefits, [R4 343.12 (pension)]

(iii) Over-time payment, [R5 960.12]

(iv) Incidentals, [R0.00]

(v) Other costs, [R2 180.85 (standby/role playing allowance)]

(b) The threat and risk analysis was conducted in February 2016.

(c) The situation is reviewed annually, unless a need arises to deviate from the established annual review.

Reply:

(1) The other permit which can be issued other than an exemption issued by the Minister is a permit issued by the MEC’s in terms of section 81(2) of the National Road Traffic Act, 1996 (Act No. 93 of 1996) authorising the conveyance in a safe manner on a public road of passengers or any load which does not comply with the provisions of the NRTA.

(2) Section 81(2) of the NRTA supra, empowers the MEC’s of respective provinces to authorise the conveyance or transportation as the case maybe, in a safe manner of passengers or any load which does not comply with the provisions of the NRTA.

(3) Section of 81(3) of the National Road Traffic Act, 1996 (Act No. 93 of 1996), provides further that, an MEC shall determine the fees or charges payable for a vehicle or load that does not comply with the NRTA.

Reply:

(a) and (b) First, let me state that the legislation to establish minimum emission standards was promulgated in 2010 and there were a lot of existing industries in the country already at that time.
As such, the legislation provided a transitional arrangement in the form of “postponement of compliance timeframes” to give industries time to invest towards the required compliance without major disruptions in the economy. Prior to the minimum emission standards (MES) coming into effect on 01 April 2015, Eskom and Sasol applied for postponement of compliance timeframes with the MES as provided for in the legislation. In their respective postponement applications, both Eskom and Sasol provided justification and reasons for applying for postponement.

(i) These are big facilities, each with a number of listed activities/units on site. It is worth noting that some of the units within these facilities were already in compliance with the MES and hence did not require postponement so, the postponement applications were for some units whose technology for compliance was still being investigated or developed. The Department, therefore, expects compliance with both the MES for those units that did not require postponements and with postponement conditions for those units granted postponements.

On-site compliance monitoring inspections are conducted by Environmental Management Inspectors from my Department, Provincial Environmental Departments and Municipalities. In addition, facilities are required to conduct emissions monitoring continuously and/or periodically and submit emissions monitoring reports to the Licensing Authorities (District Municipalities and Provinces) for review; which they do.

(ii) It must also be noted that numerous compliance inspections and enforcement actions have been undertaken on majority of these facilities. In addition to the above, the Department has
pro-actively purchased its own Air Quality Monitor and has to be used to monitor real time emissions and gather its own database on compliance.

---ooOoo---

Reply:

1.Eskom has not allowed SARS to share its training facilities in Midrand.

2. Eskom is in discussion with SARS, on the back of facilitating the SARS move from MegaWatt Park and ensurering that additional space can be availed sooner than the current lease agreement, expiring on the 31 March 2019. As the EAL is a training facility available both internally (Eskom) and externally (other organisations), SARS has indicated that they would utilise the facility for training purposes as well and as such, all costs will be recovered from SARS within the current training fee structure.

SARS will compensate Eskom for the utilization of the EAL facility, the rental space, which SARS will occupy on a temporary basis, and the long-term lease that will be concluded on completion of the refurbishment of the Colenso warehouse building at the EAL complex.

Costs associated with the rental of the temporary space of 1318m² and 80 parking bays between July 2017 and January 2018, are as per our contract with SARS and are market-related. An additional 2700m² spaces is to be refurbished by SARS.

The lease terms are still to be determined and agreed to.

Remarks: Reply: Approved / Not Approved

Mr. Mogokare Richard Seleke Ms. Lynne Brown, MP

Director-General Minister of Public Enterprises

Date: Date:

Reply:

1. Yes an email was sent by Eskom in 2014, stating that the requirement (sic) of not utilising drivers of foreign nationals is a requirement (sic) as Ankerlig is a NKP.

Eskom would like to add that subsequent emails clarified this position and indicated the below requirements: If the individuals is in the Country legally, has a Work Permit or is a Naturalised citizen and has a driver’s licence that is valid in South Africa, preferably one that has been issued by a South African Authority, he may deliver to Ankerlig. We will require a copy of his Identity Document and driver Licence to submit to the authorities for clearance checks. We will also require him to receive Ankerlig Safety Induction.

(1)(a) The email of April 2014 (and subsequent emails) was a response to

Grindrod’s email request for clarification on the matter of foreign nationals. Grindrod and Eskom had prior to the email exchange had a discussion / meeting on the matter.

(1)(b) Eskom did not at any point instruct nor imply in any way that the drivers

should be dismissed. Eskom’s agreements with suppliers does not include how suppliers should manage / discipline their staff, this is the prerogative of the employer not Eskom.

2. Eskom has made a decision to adopt the requirements of the Services Act of 2014. In addition to the requirements of the Act, Eskom’s Recruitment and Selection Procedure stipulates that where foreign nationals are recruited the following is required :

• Confirmation of citizenship
• Confirmation of SA residency permit
• Security clearance
• Confirmation of a valid permit to work

The requirements of the security vetting policy and the security of information policy also apply when recruiting foreign nationals. Once appointed in Eskom, the Eskom’s conditions of service and other applicable employee policies apply in managing foreign nationals.

Furthermore, Eskom’s Procurement and Supply Chain Management Procedure does not address supplier employment practices. Eskom contracts with suppliers do not stipulate employment practices that must be adhered to by the supplier. The supplier is expected to adhere to the South African laws on employment as well as the Eskom site’s specific access requirements.

Remarks: Reply: Approved / Not Approved

Mr. Mogokare Richard Seleke Ms. Lynne Brown, MP

Director-General Minister of Public Enterprises

Date: Date:

Additional Information for the Minister

1. Copy of emails exchanged between Eskom and Grindrod
2. Grindrod Court Judgement
3. Eskom’s Recruitment Procedure (Ref: Section 3.3.5.2 c and g)
4. Services Act of 2014 (Ref: Section 8 & 9)

Reply:

(a)(i) & (ii) The Mpumalanga and Limpopo sections of Moloto road (R573) were transferred to SANRAL in July 2015. At the time SANRAL indicated to National Treasury that the timelines are severely dependent on the regulated procurement, design and land acquisition processes to be followed by SANRAL, running according to plan.

On the Mpumalanga section a Consulting engineering firm was appointed in February 2016 and in March 2016 for the Limpopo section, for design and supervision of the construction contracts.

Due to the urgency in addressing the safety concerns on the route, a process to accelerate the works was initiated. To this end, one construction project in Mpumalanga and Limpopo, each, commenced in January 2017, where the delays of regulatory requirements were limited.

MOLOTO ROAD PROJECT	2016/17	2017/18	2018/19	2019/20	Totals
	R’ 000	R’ 000	R’ 000	R’ 000	R’ 000
Budget	R 660 834	R 1 279 029	1 806 813	1 691 990	5 438 660
Transfer to date	R 660 834	R 639 515	n/a	n/a	R 1 300 380

Table 1: Summary of SANRAL Budget Allocations and Expenditure

(b) The Gauteng section of the R573 Moloto road is not transferred to SANRAL. SANRAL and Gauteng Province signed an implementing agent agreement, in which the funding for the design, land acquisition and construction is provided by the Gauteng Province. To date, the Province has not been able to secure the funding and therefore construction has not started.

The under-expenditure is therefore only on the Gauteng Provincial section of the Moloto Road.

(c)(i) The section of the project under SANRAL’s jurisdiction is not behind schedule, however the following challenges exist:

 

• Encroachment of the road reserve – The fact that no proper statuary control was exercised in the past, a high number of formal and informal structures were erected within the road reserve. These need to be relocated from the road reserve prior to any construction works commencing.
• Tribal Land Issues – No formal sub-divisions and title deeds exist in tribal areas. To determine compensation for a land owner, SANRAL needs to first establish the land affected, which is normally done from sub-division diagrams available at the deeds office. Since that is not existing for this area, SANRAL first need to survey the area and establish such basic sub-division diagrams based on conflicting stakeholders input. This leads to an extended stakeholder engagement and land acquisition process.
• Demands and threats placed on contractors and subcontractors by local community and organised groups – demanding employment and business opportunities. To date, delays of 2.5 months and 4 months have been experienced for current construction projects in Mpumalanga and Limpopo, respectively. This will be an ongoing challenge throughout the project.
• Environmental and mining authorisations – longer procurement, design and stakeholder engagement processes affect these regulatory processes, thus delaying the implementation phase of the projects.

(c)(ii) None.

(d) (i) Extensive engagement with stakeholders i.e. Local and Tribal Authorities, Land Occupiers and Service Providers.

(ii) Community Participation – Setting up of Public Liaison Committees (PLCs), appointment of the Project Liaison Officers (PLOs) and recruitment processes, which involves setting up databases for labourers and sub-contractors; and selecting labourers through the raffle methods in their Wards (32 in Mpumalanga). All these processes need to be completed prior to any construction works commencing.

(iii) Workshops for SMME’s and prospective contractors and sub-contractors.

Reply:

The Department of Planning Monitoring and Evaluation does not fund institutions of research and development.

However, Statistics South Africa (Stats SA), has from 2015 up to date collaborated with the University of Stellenbosch, University of the Witwatersrand, University of Cape Town, University of Kwazulu Natal, Population Association of Southern Africa (PASA), South African Statistical Association (SASA), and University of Pretoria.

The purpose of the collaboration has been capacity building in use of statistics, promote collaboration among academia to build research and analytical skills capacity, conduct basic and operational research in the fields of regional and urban spatial development analysis, planning, policy formulation, and management and building capacity within the public and private sectors in the same fields. A research centre has been created where each year we send no less than 12 senior officials to study and create an interface between statistics and planning, which is sorely needed. The total amount contributed is R12 million.

The National Youth Development Agency (NYDA) has in collaboration with the University of Johannesburg established the Youth Development Institute of South Africa (YDSA). The function of which is to conduct youth development research, develop youth development programs and projects, manage and disseminate youth development knowledge, as well as lobbying and advocacy.

From 2014/2015 financial year up to 2016/2017 financial year the NYDA contributed R5.3 million.

 

Reply:

The Department does not fund any research and development institutions domestically and International.

END

Reply:

1. The Department funds entities under its purview and the entities do commission research from time to time as part of their operational requirements.

2. The department does conduct research on various topics that relates to operational requirements more so when developing policies.

3. The details of research that the department and its entities conduct, will find expression in the annual reports.

 

Reply:

Airports Company South Africa SOC Limited (ACSA)

1. ACSA affords all its airline clients fair and equal treatment based on the terms and conditions of the client’s contract – with no preferential treatment provided to any airline.

2. Airports Company South Africa SOC Limited (ACSA) provides all aviation/ airport related services as defined in the Airports Company Act (44/1993) as amended and charges regulated tariffs per the Government Gazette 29 December 2016 Notice 961 of 2016, In addition ACSA provides non – aeronautical services. (Refer below full list of our revenue lines).

All aeronautical services to all Airlines are standardized with no differentiation. Airlines choose pay to utilize our Non – aeronautical services.

ACSA imposes a late charge (interest) on delayed payments of invoices. In line with the National Credit Act, 2005 (No.34 of 2005, chapter 5, interest and fees), Airports Company Act, 1993 (Act No. 44 of 1993) and PFMA (section 80, Act 1 of 1999).

Aeronautical revenue

Aeronautical revenue is recognized when the services are provided to the customer.

Type of Revenue	Determination
Landing fees	Using regulated tariffs for aircraft landings based on the maximum take-off weight of landing aircrafts for each landing.
Passenger service charges	Using regulated tariffs for each departing passenger at an airport of departure.
Aircraft parking	On regulated tariffs for each aircraft parked for over four hours, based on the maximum take-off weight of aircraft parking per 24-hour period.

Non-aeronautical revenue

Non-aeronautical revenue is recognised when services are provided to the customer.

Type of Revenue	Determination	Examples
Advertising	Based on the higher of a minimum guaranteed rental or a percentage of turnover.	Rental of advertising space to concessionaires.
Retail	Based on the higher of a minimum guaranteed rental or a percentage of turnover.	Rental of retail space to concessionaires.
Parking	Based on time-based tariffs.	Providing short- and long-term parking facilities.
Car hire	Rental is based on the higher of a minimum guaranteed rental or a percentage of turnover.	Concession fees and the rental of space and kiosks to car hire companies.
Property rental	Based on medium- and long-term rental agreements with tenants.	Rentals of office, air lounges, aviation fuel depots, warehousing, logistics facilities, hotels and filling stations.
Hotel operations	Accommodation income is recognised at the date the guests are invoiced.	Invoice value of accommodation and sale of food and beverages.
Recoveries	Recoveries include water, electricity and other utility charges recovered from tenants.	Water and electricity invoices.
Interest	Interest levied on overdue debtors	Interest is charged at the Prime Lending Rate

The relationship between Airports Company South Africa SOC Limited (ACSA) and South African Airways SOC Limited (SAA) is governed by an agreement which has obligations that are continuously monitored.

South African Airways SOC Limited (SAA) utilizes the following services from ACSA:

• Aeronautical Services (Regulated Tariffs)

• Landing fees
• Passenger service charges
• Aircraft Parking

• Non-Aeronautical Services

• Property (Office Property, Terminal Offices which includes ticketing, check in and information counters, VIP passenger Lounges and normal passenger lounges)
• Staff Parking
• Recoveries of Utilities
• Staff Access Permits

SAA is charged interest at the prime lending rate as with all other airlines and customers.

SAA Age analysis.

		Corporate Office
		Group Finance
		Central Finance Operations
		Debtor: South African Airways SOC Ltd
		Debtor Number: 1336			22-Aug-17
ACSA Age Analysis Report
As of Date : 31-Jul-17
Airport	Outstanding Amount (ZAR)	Advance Billing (ZAR)	Current (ZAR)	1-30 Days Past Due (ZAR)	31-60 Days Past Due (ZAR)	90+ Days (ZAR)
BFN	43 319.82	-	43 319.82	-	-	-
CORP	246 292.57	-	-	-	-	246 292.57
CTIA	33 420 756.99	822 899.45	10 401 705.46	9 269 601.82	6 161 084.08	6 765 466.18
ELS	4 603 499.15	90 832.90	1 343 233.16	1 267 290.13	901 129.35	1 001 013.61
GRG	5 441.51	23 360.00	4 774.51	-23 480.00	120.00	667.00
KSIA	18 044 827.89	504 996.57	5 719 097.48	5 094 980.14	3 423 290.90	3 302 462.80
ORTIA	233 162 780.34	3 197 406.64	71 132 090.22	64 368 406.82	41 836 573.71	52 628 302.95
PLZ	5 464 833.92	97 819.01	1 640 101.07	1 535 714.76	1 029 669.08	1 161 530.00
Total	294 991 752.19	4 737 314.57	90 284 321.72	81 512 513.67	53 351 867.12	65 105 735.11

3. ACSA has a standardized payment term,. of 30 days to all customers/airlines.

• ACSA has a financial risk management committee which monitors, inter alia, any delinquent clients and appropriate action is initiated in line with its Credit Management Policy, contracts and agreements in place including the regulations of the Government Gazette 29 December 2016 Notice 961 of 2016.
• ACSA has not changed its official payment terms with SAA.
• ACSA and SAA from time to time have gone into restructuring agreements.
• Historically SAA has not defaulted on any payment agreements and is constant communication with ACSA regarding any amounts due.

NW2660E

Reply:

(1) Over the past six years, extensive work has been done to translate the National Climate Change Responses Policy (NCCRP) into practical action:

(i) Implementation of the National Mitigation System

Section 6 of the NCCRP lists the key elements in the overall approach to mitigation. The National Mitigation System, comprises the following elements and is directly implemented by the Department of Environmental Affairs:

 (a) Introduction of desired emission reduction outcomes now called the sector emission targets (SETs);

 (b) Allocation of carbon budgets at company level; and

 (c) Establishment of a national emissions trajectory.

Phase 1 of the Mitigation System has already commenced, from 01 January 2016 and will extend to
31 December 2020. Phase 2 of the Mitigation System, will commence on 01 January 2021. Phase 1 will contains some of the elements of the full mitigation system, with further elements to be introduced in the second phase.

(a) Sectoral Emission Targets

The rationale for SETs is to set limits of greenhouse gas emissions (GHG) for sectors and subsectors as part of South Africa’s mitigation efforts, while achieving its developmental goals. SETs will be determined for three rolling 5-year periods, with national government departments (SET departments) being allocated responsibility to ensure emissions remain within the limits of the first 5-year period. The SETs are aligned with emissions categories in the national GHG inventory. The first Phase SETs have been set for the period 2016 to 2020. The second and subsequent phases SETs will be defined and allocated by 2018, pronouncing the 3 cycles for the period (2021-2025; 2026-2030 and 2031-2035); and will be reviewed every 5 years.

(b) Carbon Budgets

A carbon budget sets the maximum volume of emissions from certain activities that a company is allowed to emit over a certain time period. By assigning a carbon budget to a company, an indication is provided of the extent of greenhouse gas mitigation that is required within a specific time period. Furthermore, by providing companies with an understanding of how budgets are likely to be assigned in future phases, as well as how the budgets will be impacted by the shape of the trajectory, it sensitises them to how mitigation requirements may change in the future (even if the future quantum is not specified). Carbon budgets will be allocated for a period of five years, supported by the GHG Emissions Reporting regulations, which will facilitate the submission of GHG emissions data by companies.

(c) Mitigation Plans

The companies whom the I have given carbon budgets are expected to prepare, submit and implement mitigation plans to demonstrate how they are going to reduce/manage their GHGs towards achievement of their carbon budgets. For the first phase, companies will be empowered to prepare mitigation plans through the Pollution Prevention Plan regulations promulgated in July 2017. The plans will be reviewed every five years. Progress towards implementation of these plans is done every year and at the end of the five years (in line with the carbon budgets).

(d) The National Emissions Trajectory

The National GHG emissions trajectory serves as the country’s greenhouse gas emission reduction pathway over time. The first refinement of the National Trajectory emissions trajectory is planned for 2018, with an update every five years. The National Trajectory will inform what gets committed to the UNFCCC as Nationally Determined Contributions (NDCs).

(ii) The Mitigation Potential Analysis

The Mitigation Potential Analysis (MPA) involves identifying and analysing mitigation options in key economic sectors. The MPA entails:

• Setting baselines and projecting greenhouse gas emissions in to the future;
• Conducting an in-depth assessment of the mitigation potential for key sectors and sub-sectors of the economy; and
• Identifying best available mitigation options for key sectors and sub-sectors which is formed by amongst other:

National GHG emissions are projected based on the National Greenhouse Gas Inventory, mentioned previously. Sector plans (policies and strategies) also form part of the inputs to the MPA. The Mitigation Potential Analysis will be periodically reviewed (every 5 years).

(iii) Development and Implementation of Policies and Measures

The work here involves quantification or estimation (ex-ante) of effect of policies and measures (PAMs) on emission reduction based on currently implemented adopted and planned PAMs. To fill the gap to meet South Africa’s emission reduction objectives, new PAMs are recommended. The role of sectoral departments is very critical in the development of PAMs. The PAMs are very important in the process of achieving sectoral targets (SETs). The Carbon Tax is one of the policy instruments articulated through the NCCRP as one such policy intervention/ instrument to influence behavioural change on industry to internalize external costs associated with greenhouse gas emissions.

(iv) National Greenhouse Gas Inventory Reporting System

As an international requirement, Decision 17/CP.8,3 of the UNFCCC states that non-Annexure I Parties (includes South Africa) shall, as appropriate and to the extent possible, provide in its national inventory, on gas-by-gas basis and its units mass, estimates of anthropogenic emissions of carbon dioxide (CO2), methane (CH4) and nitrous oxide (N2O) by sources and removals by sinks – in line with the IPCC Guidelines.

Accurate GHG emissions inventories are essential for the following reasons:

• To fulfil the UNFCCC reporting requirements and also support the development of the national communications, Biennial Update Reports;
• Mitigation Potential Analysis;
• To evaluate mitigation options and to provide for GHG emissions reductions;
• To assess the effectiveness of policies and mitigation measures;
• To develop long term emissions projections;
• To monitor and evaluate the performance of South Africa’s GHG emissions profile; and
• Used as a basis for allocation of carbon budgets, DEROs/SETs, etc.

South Africa has already developed five national greenhouse gas inventories (1990, 1994, 2000, 2014, and 2017). These have been published nationally and included in various international reports to the UNFCCC. The 4th National Greenhouse Gas Inventory was published in December 2014, covering the 2000-2010 period. The Department of Environmental Affairs has recently finalised the 5th inventory, 2000-2012 National GHG inventory. South Africa’s greenhouse gas (GHG) Inventory will now be compiled and published on a biennial basis.

(v) Implementation of the National Greenhouse Gas Inventory Reporting Regulations

The Minister has promulgated the National GHG Reporting Regulations to encourage the reporting of national GHG emissions annually. The main objective of these regulations is to introduce a single national reporting framework for the reporting and dissemination of information related to GHG emissions. Reporting of this GHG data will be done through the National Atmospheric Emissions Inventory System (NAEIS).

(vi) Implementation of the Climate Change Near-term Priority Flagship Programmes

The Climate Change Flagship Programmes are strategic measures implemented by the South African Government intended to serve as a rallying point to trigger a large-scale transition to a lower carbon economy and a more climate resilient South Africa. They are government led programmes and they provide the certainty needed to stimulate the investment required for these transitions. The Programmes place government at the forefront of increasing the use, visibility and recognition of climate change response technologies and services, facilitating their rapid diffusion. South Africa’s implementation capability has grown tremendously, characterised by more effective systems and processes, and a more capable workforce that is better able to achieve strong, well-coordinated progress in responding to climate change. The Department of Environmental Affairs, other national government departments and key implementation partners intensified their efforts towards the development, implementation and scaling-up of climate action in their respective sectors. In partnership with the relevant lead departments and implementers, the Department of Environmental Affairs is currently working on the development and implementation of the two new Flagship Programmes and the expansion of several existing flagship programmes.

The second phase of the Climate Change Flagship Programmes, which began in 2012, has focused on (i) deepening the impact of existing programmes; (ii) expanding the initial set of Flagship Programme activities to incorporate increasingly ambitious and innovative elements; and (iii) introducing new Flagship Programmes to anchor climate action leadership and reflect the importance of both adaptation and mitigation action as part of a holistic national climate change response.

shows the updated list of South Africa’s Climate Change Flagship Programmes and investment priority areas. The shaded boxes indicate new Climate Change Flagship Programmes included in the 2016 priority work packages.

Figure 1: South Africa’s Climate Change Priority Investment Areas and Corresponding Expanded Climate Change Flagship Programmes (2016)

The 2016 priority work packages included pre-existing Climate Change Flagship Programmes (first described in 2011), as well as new Flagship Programmes established since the publication of the NCCRP.

provides a summarised description of the current Climate Change Flagship Programmes focus areas. Table 1 Current focus areas of the Climate Change Flagship Programmes

Climate Change Flagship Programmes 2016 Priority Work Package	Climate Change Flagship Programmes	Envisaged Climate Change Outcome
Work Package	Core Focus
Energy Efficiency in Public Buildings Programme	Market development and expansion Leveraging private sector investment	Energy Efficiency and Energy Demand Management Flagship Programme	Urgent, comprehensive and coordinated large-scale implementation of energy efficiency measures and technologies, across all sectors of South Africa’s economy and society anchoring and stimulating the establishment of inclusive and localised energy services and technologies.
Diversion of Municipal Solid Waste from Landfill	Demonstration scale implementation and development of implementation blueprints Strengthening the regulatory framework	Waste Management Flagship Programme	Accelerated investment in, and implementation of large scale waste minimisation; recycling and composting of organic waste; using waste-to-energy opportunities available within the solid-, semi-solid- and liquid-waste management sectors; and establishing appropriate infrastructure and value chains to enable widespread uptake of low carbon waste management approaches.
Wastewater Biogas Generation for Electricity
Tsamaya Sustainable Urban Transport NAMA	Strengthening the regulatory framework Dedicated implementation support	Transport Flagship Programme	Accessible and integrated transport systems that prioritise the use of more efficient spatial design, transport networks and operations; low emissions transport modes, vehicles, fuels, technology; non-motorised transport; and climate-resilient infrastructure to enhance social mobility; access to economic opportunities and levels of rural access and connectedness
Rainwater Harvesting Strategy Development	Strengthening of the regulatory framework Development and piloting of implementation blueprints	Water Conservation and Demand Management Flagship Programme	Urgent and large-scale implementation of efficient water systems, water storage and infrastructure coupled with prudent resource and demand management, and informed behavioural change
Small-scale Embedded Energy Generation	Strengthening the regulatory framework Supporting systematic implementation	Renewable Energy Flagship Programme	Widespread development, integration and use of, and affordable access to, South Africa’s abundant renewable energy (RE) resources through the large-scale deployment of appropriate technologies at all scales driving innovation; localisation of RE goods, services and technologies; energy security and economic growth.
Hydrogen and Fuel Cell Technologies	Market development Demonstration scale implementation and development of implementation blueprints
Agriculture, Food Systems and Food Security Flagship Programme	Strengthening the regulatory framework Demonstration scale implementation of integrated approaches and new systems	Agriculture, Food Systems and Food Security Flagship Programme	Widespread and urgent establishment of climate-smart agriculture, agro-processing and food production systems to enhance productivity and climate resilience, at all scales of production; and successfully integrating agro-ecological practices and resource efficient approaches to drive the growth and competitiveness of South Africa’s agricultural sector.
Low Carbon, Climate Resilient Built Environment, Communities and Human Settlements	Strengthening the regulatory framework Demonstration scale implementation of integrated approaches and new systems	Low Carbon, Climate Resilient Built Environment, Communities and Human Settlements Flagship Programme	Resilient, low emissions and spatially efficient, rural, urban and coastal communities, settlements and infrastructure incorporating a high-performance green built environment, green building practices, green retrofits of existing buildings, protecting and enhancing natural ecosystems and extensive green infrastructure networks.
Land, Biodiversity and Ecosystems	Strengthening the regulatory framework Demonstration scale implementation of integrated approaches to rehabilitation and management of grasslands, sub-tropical thicket, forests and woodlands	The Climate Change Response Public Works Flagship Programme	Large-scale investment in, and expansion of, the restoration and rehabilitation of South Africa’s natural resource base; including management of invasive species; enhancing ecosystem integrity and resilience; creating and enhancing carbon sinks; ecosystem-based adaptation approaches and better management of marine resources, fisheries and ecosystems:

(vii) South Africa’s Green Climate Fund Strategic Investment Framework

The Climate Change Flagship Programmes are South Africa’s main link to the primary climate finance mechanism of the United Nations Framework Convention on Climate Change (UNFCCC), the Green Climate Fund (GCF) and other funding opportunities. Just as the ability to achieve South Africa’s NDC is premised on accessing adequate finance, technology and capacity building support; the required support needs to be directed by a clearly articulated set of investment priorities. In addition, this needs to be led by an identifiable champion, governance structure and implementation approach. The Climate Change Flagship Programmes fulfil this specific function. The Climate Change Flagship Programmes provide a focal point for attracting and leveraging investment from both the private and public sectors at the scale required to enable meaningful climate action.

The GCF presents South Africa with a potential opportunity to access a significant part of the financial support required to drive the national climate change response. To fully utilise the opportunity presented by the GCF, a national GCF Strategic Framework has been developed to enable a coherent engagement with the GCF and to ensure that South Africa’s GCF investments are aligned to the national climate change response priorities.

2 (a) The department has effectively administered an offline reporting system as required by the Greenhouse Gas Emission Reporting Regulations, in the absence of an online reporting platform. Thus far, between the period May 2017 and present, the department has received registrations from 140 data providers nationally that have registered a total of 595 facilities that meet the reporting thresholds specified in the regulations. Currently the department is undertaking verification work in order to conclude the first phase of the registration process and is also intending to further extend the registration period through a consultative process, as called for by various affected stakeholders and data providers.

In addition the Department has also published detailed Technical Guidelines for Measurement Reporting and Verification of Greenhouse Gas emissions by Industry, which provide and enable data providers affected by the reporting regime to understand the reporting requirements and assist them in developing emission reports that are in line with the reporting requirements. In addition to the technical guidance, the department is also putting in place Greenhouse Gas Reporting Guidelines and Reporting Tools that will provide clarity on procedural aspects of the reporting programme and further enhance the successful implementation of the Greenhouse Gas Emission Reporting Regulations.

Furthermore, the Department is also working with the National Treasury, through the Partnership for Market Readiness programme, a programme funded by the World Bank, to modify the National Atmospheric Emissions Inventory System (NAEIS) which is the primary reporting system for the reporting of Greenhouse Gases, in order to meet the reporting requirements in line with the Greenhouse Gas Emission Reporting Regulations. This work will enable future reporting to be done using electronic (Web-based) reporting via the NAEIS system and this work is currently at procurement stage.

The department also has been and continues to participate in various public and private sector-led capacity building initiatives aiming to create common understanding of the reporting regime and to play an active role in creating consensus about the reporting requirements amongst key stakeholders and affected data providers.

Whilst building capacity to understand the reporting regime amongst external stakeholders, as captured above, the department is also building its technical and institutional capacity in order to effectively administer the mandatory GHG reporting programme by putting systems in place to improve business intelligence of the department and putting in place sound quality control and assurance procedures in order to ensure that such reporting is done sustainably in the future.

Whilst aiming to finalise the registration process in the second quarter of the 2017/18 financial year, the department is also preparing itself to receive the first round of emissions reports from data providers in March 2018 and is providing the necessary technical assistance to various data providers on technical and other methodological aspects of the Greenhouse Gas Emission Reporting Regulations

2 (b) In the current design of the reporting programme, data providers (companies) are required to submit one emissions report for all its facilities and are not required to submit separate emissions reports for each of its facilities. It is the view of the department that, in future, reporting of Greenhouse gases should follow international best practice and move towards facility-level reporting and the department is planning on introducing such level of reporting through a phased approach in the near future. However, the current level of reporting is sufficient to meet our international reporting obligations under the UNFCCC and to provide a robust scientific evidence base that helps us track progress towards implementation of Nationally Determined Contributions (NDCs) and other key National Climate Change mitigation policy programmes and commitments.

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Reply:

1. Yes, the Department’s enhanced Movement Control System (EMCS) is operating effectively. However, there are occasional challenges which may arise on individual work stations using the EMCS such as faulty scanners, which are then attended to within the timeframes as agreed with service providers.

2. The system is currently running on the SARS network platform and is managed by SARS as well as service providers appointed by the Department’s Information Services Branch.

3. Since 1 April 2017, no off-line situations on the EMCS at the ports of entry were reported which could have resulted in overstayers not being detected. The Department is able to detect persons that overstay as this is an automated process on the system.

(4)(a-b) The Department is capable to detect and prevent any fugitive attempting to escape justice from entering the country as there is a risk engine on the EMCS that accommodates various warning lists in the security cluster. Once these travellers are detected, they are either handed over to the Department’s Inspectorate Branch or the South African Police Services (SAPS).

5(a) The Department does not have access to databases of other institutions.

5(b) Information received on fugitives or international terrorists from other Departments such as the Department of International Relations and Cooperation (DIRCO) or SAPS are flagged and recorded on the Department’s warning lists which run against the Enhanced Movement Control System. The Enhanced Movement Control System is then able to prevent any persons appearing in these databases from entering the country.

Reply:

Yes. The reasons for refusal differ from one application to the other and can be summarised as follows:

1. Failure to comply with the terms and conditions of the granted Exploration Rights in case of renewal of Exploration Rights applications e.g. failure to conduct exploration activities in accordance with the work programme, failure to pay exploration fees etc.;
2. Failure to submit Environmental Management Programme (EMPr) or submission of an EMPr that fails to meet the requirements of the Mineral and Petroleum Resources Development Act,2002 (MPRDA), failure to apply for Environmental Authorisations;
3. Failure to submit proof of access to financial resources as required by the MPRDA;
4. Areas applied for already encumbered by another permit or right.

Approved/Not Approved

Mr MJ Zwane, MP

Minister of Mineral Resources

Date Submitted:-……………/………………/2017

Reply:

a. Rank Group differs from 21 to 68 years of age.

b. Age 21 2 x Members

Age 23 6 x Members

Age 24 19 x Members

Age 25 16 x Members

Age 26 48 x Members

Age 27 47 x Members

Age 28 56 x Members

Age 29 56 x Members

Age 30 42 x Members

Age 31 48 x Members

Age 32 40 x Members

Age 33 60 x Members

Age 34 42 x Members

Age 35 35 x Members

Age 36 40 x Members

Age 37 33 x Members

Age 38 22 x Members

Age 39 28 x Members

Age 40 40 x Members

Age 41 48 x Members

Age 42 58 x Members

Age 43 61 x Members

Age 44 39 x Members

Age 45 85 x Members

Age 46 50 x Members

Age 47 34 x Members

Age 48 33 x Members

Age 49 49 x Members

Age 50 40 x Members

Age 51 27 x Members

Age 52 18 x Members

Age 53 20 x Members

Age 54 11 x Members

Age 55 19 x Members

Age 56 9 x Members

Age 57 6 x Members

Age 58 2 x Members

Age 59 6 x Members

Age 60 7 x Members

Age 61 2 x Members

Age 62 2 x Members

Age 63 2 x Members

Age 64 3 x Members

Age 65 1 x Members

Age 68 1 x Members

Question 3: whether the budget for the Reserve Force has been cut; if so (a) was this cut by 30% and (b) how will the objectives still be optimised?

REPLY:

The budget reduction for Reserve Fore utilization in the DOD had not impact on the deployments such as Op CORONA. Currently the Force Providers provide additional Reserve Force members than budgeted for.

Question 4: whether a budget cut will affect the (a) protection and (b) increased risks of our land borders; if so, what are the relevant details?

REPLY:

Force Providers cannot commit themselves with the current ratio of 2/3 Regular Force members (66.6%) and 1/3 Reserve Force members (33.3%) for Op CORONA. Currently Joint Operations Division receives 46% + Reserve Force members. If a budget cut in Op CORONA occurs, the risk will be several critical vacant posts; impact on the safe-guarding of the borders, medical support to deployed members and protection cannot be executed.

Reply:

(1) (a) This question is ambiguous largely due to the fact that the 5000 flying hours was an annual target for the 2016/17 FY. This target was divided into 4000 hours for the Joint Force Employment Requirements (JFER) as will be tasked by the Chief of Joint Operations whilst the other 1000 was an annual target for the Very Very Important (VVIP) Unit. Therefore, the total hours flown both for the VVIP Unit and JFER is 989.4 hours for the third quarter. Furthermore, the availability of aircraft was the major factor for not achieving the targeted flight hours during the third quarter. It must also be noted that length turnaround time by local service providers has also had an influence in the low availability of aircraft, a matter which is being addresses.

(b) (i) 35 Squadron. The C47-TP fleet is a legacy system. Flight safety and airworthiness issues restricted the aircraft from flying.

(ii) 41 Squadron. Due to a maintenance contract not being in place for the Cessna Caravan C208, flying ceased during September 2016.

(iii) 44 Squadron. The current fleet exists of only 3 aircraft. Since September 2016, only 1 aircraft has been available for flying missions, the other 2 aircraft were unavailable due to unserviceability.

(iv) 28 Squadron. This platform over achieved the required target of flying hours in the quarter under review.

(2) (a) Again this question is ambiguous as it is not clear whether the 155.7 VIP hours referred to were annual or quarterly hours flown.

(b) A total of 195.5 flying hours were flown with Inkwazi during the FY2016-17.

(c) No hours were flown on leased aircraft.

(d) No cost incurred as there were no aircraft leased.

(3) a) No force employment hours were flown by the SAAF on leased aircraft.

(b) No cost/s were incurred.

Reply:

1. Yes, however there is a dispute between the company and contractor of which the matter is currently in court.

2. (a)(i) January 2017

(ii) yes

(b) There is a dispute between the company and the contractor, and the Department is awaiting the court ruling on this matter.

(3) Yes, several meeting were held with both the company and the contractor

 

Approved/Not Approved

Mr MJ Zwane, MP

Minister of Mineral Resources

Date Submitted:-……………/………………/2017

Reply:

1. (a) The Minister was not invited but initiated the imbizo after the amendment and the gazetting of the Mining Charter.

(b) Nkangala District Municipality, a mining area, was contacted and requested to assist in identifying a suitable venue within the province.

(c) To inform and educate stakeholders about the 2017 Mining Charter.

2. The Department did not promise or provide food parcels to any of the attendees.

3.(a) NA

(b) N/A

Approved/Not Approved

Mr MJ Zwane, MP

Minister of Mineral Resources

Date Submitted:-……………/………………/2017

Reply:

1. The 2017 manual in terms of section 14 of the Promotion of Access to Information Act, Act 2 of 2000 has been approved by the Information Officer of this Department and is in the process of being published on the Department’s website.

2. In terms of the 2017 manual, the following listed documents are automatically available:

 (i) all registered rights granted in terms of the Mineral and Petroleum Resources Development Act 28 of 2002 (the “MPRDA”);

 (ii) all applications for rights listed in (I limited to the extent that confidential information contained in such applications will not be made available without the prior consent of the applicant concerned;

 (iii) Environmental management programmes approved in terms of the MPRDA and National Environmental Management Act No. 107 of 1998 (“NEMA”);

 (iv) Environmental management plans approvedin terms of the MPRDA;

 (v) Social and labour plans approved in terms of the MPRDA escluding commercial, confidential or financial information;

 (vi) Mining work programmes and prospecting work programmes approved in terms of the MPRDA excluding proof of financial ability;

 (vii) Draft versions of the documents listed in (iii), (iv) and (v) submitted to the Department of Mineral Resources for approval is subject to the limitation in (ii) above;

 (viii) Environmental authorisations issued in terms of NEMA;

 (ix) Full applications for environmental authorisations in terms of NEMA subject to the limitation in ((ii) above;

 (x) Social and labour plans approved in terms of the MPRDA (refer to (v) above;

 (xi) prospecting work programmes approved in terms of the MPRDA (refer to (vi) above; and

 (xii) Documents relating to the financial provision for rehabilitation.

The availability of the remaining listed documents are subject to an application for access to records in terms of PAIA. These documents are not automatically available, because access to records of this nature may have been refused in instances where statutory grounds for refusal are relevant and applicable.

Approved/Not Approved

Mr MJ Zwane, MP

Minister of Mineral Resources

Date Submitted:-……………/………………/2017

Reply:

Yes, the Department of Environmental Affairs (DEA) has several policies and strategies for supporting smallholder game farmers and indigenous plant producers/farmers that form an integral part of the Biodiversity Economy. The National Biodiversity Economy Strategy forms the basis for this support.

Furthermore, the Department has the Environmental Protection and Infrastructure Programme’s Policy and Procedures Manual, which guides the process of funding infrastructural projects to support, among other stakeholders, emerging game farmers in the Wildlife Economy and the small-scale producers of indigenous plants in the Bioprospecting and Bio-trade Sector of the National Biodiversity Economy.

In addition, Section 42 of the National Environmental Management: Protected Areas Act, provides for the Co-Management Agreement Mechanism or Assistance through, among others, benefit sharing and development of local management capacity.

---ooOoo---

Reply:

(1) Applications in terms 11 of the Act does not provide for public participation to be conducted as these are commercial transactions between parties involved.

(2) Please see (1) above

(3) No investigation was instituted. The company has provided the department with financial statement indicating the availability of funds for rehabilitation, which was moved from Standard Bank to the Bank of Baroda.

Approved/Not Approved

Mr MJ Zwane, MP

Minister of Mineral Resources

Date Submitted:-……………/………………/2017

Reply:

The IDC from time to time undertake large transactions for which it requires advisory or technical support, often involving global consultancy firms with expertise in the areas concerned.

In the three transactions referred to, the IDC utilized specialist advisory skills for transactions with initial transaction value estimates set out in the table below:

No.	Name of Transaction Advisor	Tender description	Initial Monetary / Transcation Value	Tender pricing	Amount paid to date
1	PriceWaterhouseCoopers Incorporated	Transaction Advisory Services for the Masorini Steel Project	US$ 5 billion	R 3,506,800	R 3,049,919
2	PSG Capital (Pty) Ltd	Transaction Advisor for the UCW Transaction	R 550 million	R 2,351,114	R 2,351,114
3	Ernst & Young Advisory Services (Pty)	Transaction advisor on the Corporatisation of Scaw	R 6 billion	R 17,256,155	R 13,520,721
4	Rothschild (South Africa) (Pty) Ltd and Identity Capital Partners (Pty) Ltd Joint Venture	Transaction advisory services to the IDC to identify strategic equity partners to its subsidiary, Scaw	R 6 billion	R 17,500,000	R 7,579,905

 

END

Reply:

Yes, in terms of section 102 of the Act, applicants are requested to conduct public participation with interested and affected parties and amend Social and Labour Plan, Environmental Management Plan and Mining Work Programme/Prospecting Work Plan if necessary.

 

Approved/Not Approved

Mr MJ Zwane, MP

Minister of Mineral Resources

Date Submitted:-……………/………………/2017

Reply:

(1) Has the Task Team completed its investigation?

No, the investigation has not been concluded.

(i) what are the main findings?

There are no findings yet.

(ii) Have the findings been communicated to the Cabinet?

No, the matter is still under investigation.

(2) Will the Minister table the findings in the National Assembly for the consideration of the Portfolio Committee on Science and Technology; if not, in each case, why not, if so on what dates in each case?

At the appropriate time the Minister will advise the Portfolio Committee.

I will determine the next steps once I have the findings

Reply:

I am advised that there is an import duty on PET resin (the raw material input) of 10% as well as on PET preforms and bottles, of 15%. The reason for the duty on both parts of the value chain is to support local manufacturing in South Africa.

-END-

Reply:

The Department and the entities responded as follows:

(a) Department of Home Affairs

(a)(i) No

(a)(ii) No

(aa)(aaa) N/A

(bbb) N/A

(bb) N/A

(cc) N/A

(b) Government Printing Works

(b)(i) No

(b)(ii) No

(aa)(aaa) N/A

(bbb) N/A

(bb) N/A

(cc) N/A

(b) Electoral Commission

(b)(i) No

(b)(ii) No

(aa)(aaa) N/A

(bbb) N/A

(bb) N/A

(cc) N/A

Reply:

(1) The aircraft was not stranded as reported but had landed for refuelling purposes.

(2) (a) The SANDF/SAAF took on this task as part of its Force Preparations exercise. The main aim was to attend to the SANDF members who had completed training in Cuba and had to be repatriated all their luggage using the C-130 aircraft. It was therefore financially prudent, to transport the Cuban contingent’s luggage as it were destined to the same place instead of flying the aircraft empty on the way to Cuba.

(b) There was only freight on board in the aircraft;

(3) There was only freight on board in the aircraft.

(4) Cost: Flying hours: R 3 325 825.20 (Part of Force Preparations)

Fuel / Handling: R 1 685 267.51

Total Cost: R 1 685 267.51 (R 5 311 092.71).

(5) Aircraft tasked as per daily operations taskings.

Reply:

a) Yes.

b) Yes.

However, the information will have to be sourced from all the different provinces, which will require sufficient time. I do however, advise that such information be sourced directly from the responsible authorities/implementors, who are provincial governments.

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