Questions and Replies

Filter by year

29 June 2018 - NW1645

Profile picture: Wilson, Ms ER

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

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

Reply:

ARMSCOR

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

QUESTION 2

None, as per above.

DEPARTMENT OF DEFENCE

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

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

DEPARTMENT OF MILITARY VETERANS

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

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

MILOMBUD

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

CASTLE CONTROL BOARD

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

DEFENCE FORCE SERVICE COMMISSION

No cases have been referred by the Defence Force Service Commission

29 June 2018 - NW1083

Profile picture: Mhlongo, Mr P

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

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

Reply:

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

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

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

(ii) Recommendations. The following recommendations were made:

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

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

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

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

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

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

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

29 June 2018 - NW2112

Profile picture: Marais, Mr S

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

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

Reply:

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

29 June 2018 - NW2111

Profile picture: Marais, Mr S

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

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

Reply:

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

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

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

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

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

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

29 June 2018 - NW2108

Profile picture: Esau, Mr S

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

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

Reply:

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

14 June 2018 - NW1154

Profile picture: Marais, Mr S

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

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

Reply:

QUESTION 1

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

a. Compensation of Employees R34 898 573

b. Good and Services R17 925 762

c. Machinery and equipment R 45 142

TOTAL R52 869 477

QUESTION 2:

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

MOU Expected

a. Personnel R 251 656 006,88

b. Self-sustainment R 61 104 030,93

c. Main Equipment R 85 018 126,60

Sub-total R 397 778 164,42

d. Actual Reimbursement Received R 232 505 094,17

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

f. Reimbursement forfeited R 54 666 943,97

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

14 June 2018 - NW1844

Profile picture: Groenewald, Dr PJ

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

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

Reply:

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

2. All members complied.

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

i. SANDF members:

(1) 1 x Maj Gen.

(2) 1 x Brig Gen.

(3) 1 x Col.

(4) 3 x Lt Col.

(5) 1 x Lt Cdr.

(6) 1 x WO2.

(7) 1 x S Sgt.

(8) 1 x Sgt.

(9) 1 x Cpl.

(10) 2 x Able Seamen.

(11) 10 x Airmen/Riflemen.

ii. Public Service Act Personnel (civilians):

(1) Food Service Aid.

(2) Prov Admin Clerk.

(3) Admin Clerk.

(4) Senior Internal Auditor.

(5) Prov Admin Clerk.

(6) Supply Support Driver.

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

S/NO

RANK

DATE OF SUSPENSION

PERIOD SUSPENDED

AMOUNT PAID FOR PERIOD OF SUSPENSION

 

a

b

c

d

1

Maj Gen

12-Dec-17

5 mnths 19 days

R500 029

2

Brig Gen

12-Dec-17

5 mnths 19 days

R414 346

3

Col

12-Dec-17

5 mnths 19 days

R358 076

4

Lt Col

09-Dec-15

2 yrs & 5 mnths 21 days

R1 319 715

5

Lt Col

09-Dec-15

2 yrs & 5 mnths 21 days

R1 293 848

6

Lt Col

24-Jan-18

4 Mnths 7 days

R175 962

7

Lt Cdr

04-Apr-18

2 Mnths

R61 602

8

WO2

21-Jun-11

6 years & 11 mnths

R2 252 355

9

S Sgt

07-Jun-11

6 years & 11 mnths

R1 741 152

10

Sgt

17-Jun-11

6 years & 11 mnths

R1 707 027

11

Cpl

24-Jan-18

4 Mnths 7 days

R78 129

12

AB

17-Apr-18

1 Mnth 14 days

R15 401

13

AB

24-May-18

7 days

R3 593

14

Trp

21-May-07

11 years 10 days

R2 073 621

15

Rfn

10-Feb-11

7 years 3 mnths 18 days

R1 319 577

16

Pte

28-Dec-09

8 years 5 months

R1 478 520

17

Amn

09-Apr-14

4 years 1 mnth 22 days

R656 448

18

Rfn

24-Jan-18

4 Months 7 days

R60 396

19

Rfn

24-Jan-18

4 Months 7 days

R60 396

20

Rfn

24-Jan-18

4 Months 7 days

R61 605

21

Rfn

24-Jan-18

4 Months 7 days

R60 396

22

Rfn

24-Jan-18

4 Months 7 days

R60 396

23

Rfn

24-Jan-18

4 Months 7 days

R56 914

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

S/NO

RANK

DATE OF SUSPENSION

PERIOD SUSPENDED

COST OF SUSPENSION

01

Food Service Aid

19/08/2016

21 Months 19 days

R186 003.40

02

Prov Admin Clerk

19/08/2016

21 months 19 days

R346 020.84

03

Prov Admin Clerk

19/08/2016

21 months 19 days

R346 020.84

04

Admin Clerk

27/11/2017

6 months 8 days

R135 309.24

05

Senior Internal Auditor

11/12/2017

5 months 26 days

R154 987.36

06

State Accountant

11/12/2017

5 months 26 days

R178 736.80

07

Prov Admin Clerk

23/05/2018

14 days

R8 408.40

08

Supply Support Driver

23/05/2018

14 days

R 4 726.12

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

5. No.

07 June 2018 - NW1729

Profile picture: Mashabela, Ms N

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

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

Reply:

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

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

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

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

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

06 June 2018 - NW1775

Profile picture: Marais, Mr S

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

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

Reply:

This matter is subject to ongoing legal processes.

06 June 2018 - NW1774

Profile picture: Marais, Mr S

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

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

Reply:

This matter is subject to ongoing legal processes.

04 June 2018 - NW1370

Profile picture: Mhlongo, Mr P

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

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

Reply:

 

SALARY BAND

RANK

CSANDF

OCCUPATION CATEGORY

GRAND TOTAL

     

COMBAT

COMBAT

SUPPORT

PROFESSIONAL

SUPPORT

TECHNICAL

 

Senior Management Service Band 16

Gen

1

         

1

Senior Management Service Band 15

Lt Gen/V Adm

 

4

1

1

3

 

9

Senior Management Service Band 14

Maj Gen/R Adm

 

15

11

5

7

2

40

Senior Management Service Band 13

Brig Gen/R Adm (JG)

 

59

29

15

51

9

163

Senior Professionals

Capt/Lt (SAN) – Col/Capt (SAN)

     

112

   

112

Highly Skilled Supervision

2Lt/Esn – Col/Capt (SAN)

 

1,960

1,695

2,020

2,641

1,025

9,341

Highly Skilled Production

Pte – Lt Col/Cdr

 

4,142

2,879

2,341

8,543

3,909

21,814

Skilled

Pte/Amn/Smn – Sgt/PO

 

16,291

3,308

1,104

7,363

1,605

29,671

Military Skills Development System

Pte/Amn/Smn

 

1,993

502

162

707

93

3,457

GRAND TOTAL

1

24,464

8,425

5,760

19,316

6,643

64,608

Note: The table above excludes Public Service Act Personnel.

30 May 2018 - NW1240

Profile picture: Marais, Mr S

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

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

Reply:

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

29 May 2018 - NW1086

Profile picture: Paulsen, Mr N M

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

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

Reply:

ARMSCOR

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

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

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

DEPARTMENT OF MILITARY VETERANS

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

(i) Number of Consulting Firms or Companies

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

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

Not applicable to DMV

b) Name of each consultant and Details of service provided

(i) Name of Consulting Firm

Sizwe Ntsaluba Gobodo Advisory Services and Bowmans

(ii) Details of service

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

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

aa, Start Date

SNG contract started on the 08th May 2017

Bowmans contract started on the 23 March 2017

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

cc, Monetary value

SNG total contract value is R498 584.02

Bowmans contract value is R460 000.00

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

DEPARTMENT OF DEFENCE

The DOD currently has four (03) consulting firms.

S/No

File Ref Number

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

Relevant Details of the Services Provided (Scope of Work)

Start and End Date

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

Contract Value

01

CPSC/UB/G/475/2016

Abaziyo Consulting Engineers

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

01 Apr 17 to 30 Apr 18

DCPB: Capt(SAN) A.M. Bologo

OC CPSC

R77 101 676.00

02

 

CPSC/B/G/224/2015

Deloitte Touche

International Through Life Capability Management

01 Dec 15 to 30 Nov 19

DCPB: Capt (SAN) A.M. Bologo

OC CPSC

R209 708 948.63

03

CPSC/UB/G/522/2014

 

Tectura Architects Pty Ltd

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

10 July 2015

 

DCPB: Capt (SAN) A.M. Bologo

OC CPSC

R29 109 568.26

23 May 2018 - NW1244

Profile picture: Esau, Mr S

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

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

Reply:

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

2017/2018 = R 560,422,824.85

2016/2017 = R 563,172,391.85

2015/2016 = R 518,504,815.31

2014/2015 = R 509,181,571.60

Tangible and re-usable items are mainly the following:

a) Research and development items

b) Manufacturing equipment

c) Test and evaluation equipment

d) Maintenance equipment and tooling

e) Vehicles and moving equipment

f) Office equipment

g) Computer equipment

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

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

QUESTION 2

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

RESPONSE

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

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

QUESTION 3

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

RESPONSE

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

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

22 May 2018 - NW1246

Profile picture: Matsepe, Mr CD

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

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

Reply:

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

Flying Cost per year = R104 927 400

Rockets for training per year = R8 165 783.04

Fuel cost per year = R9 223 200.00

Total Cost R122 316 383.04

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

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

Flying Hours: R128, 746,200.00

Ammunition: R11, 360,283.55

Paint (White): R965, 412.00

Total: R141, 071,895.55

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

Flying Hours: R296, 415,360.00

Ammunition: R130, 942,961.20

Total: R427, 358,321.20

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

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

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

22 May 2018 - NW1082

Profile picture: Mhlongo, Mr P

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

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

Reply:

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

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

17 May 2018 - NW1045

Profile picture: Marais, Mr S

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

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

Reply:

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

a) Beverly Securities v Armscor

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

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

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

c) Steradian v Armscor

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

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

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

e) MP Ngoasheng v Armscor

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

f) Van Tonder v Armscor

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

QUESTION 2

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

RESPONSE

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

QUESTION 3

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

RESPONSE

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

QUESTION 4

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

RESPONSE

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

17 May 2018 - NW1243

Profile picture: Esau, Mr S

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

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

Reply:

QUESTION 1

With reference to external fees,

Service providers that Armscor make use

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

How service providers are selected and contracted;

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

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

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

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

QUESTION 2

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

Nature of Process

 

Legal Fees 2013-2018

Disciplinary Enquiry

R 1 299 932.99

CCMA

R 1 179 156.75

Labour Court

R 9  565 097 .10

Labour Appeal Court

R 770 000.65

 

TOTAL

R 10 214 321.51

Dismissal cases for the past five years

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

Semi-skilled 8

Professionally Qualified 5

Unskilled 11

Skilled and Technical 2

Senior Management 1

Area

Number of Cases

Nature of the offence

CCMA Outcome

Labour Court Outcome

Armscor Head Office

( Pretoria)

1

Gross Misconduct -Theft

 

No referral

No referral

 

1

Gross Misconduct - Attempting to solicit a bribe from a supplier

CCMA ruled in favour of Armscor

No Referral

 

1

Poor work performance

No referral

No referral

 

1

Misconduct -Unauthorised use of Company Property

No referral

No referral

 

3

Gross Misconduct -Tender Irregularities

In one matter the CCMA ruled in favour of employee.

Armscor has applied for review and the matter at Labour Court

     

The second matter the CCMA ruled in favour of Armscor

No referral

     

Third matter CCMA ruled in favour of Armscor

Labour Court ruled in favour of Armscor

 

1

Misconduct -Misuse of Company Vehicle

CCMA ruled in favour of Armscor

No Referral

 

1

Gross Misconduct – Breach of Security

CCMA ruled in favour of Armscor

Labour Court ruled in favour of Armscor

 

1

Misconduct – Loss of Security Clearance

CCMA had no Jurisdiction

Labour Court ruled in favour of Armscor

Dockyard -Capetown

1

Gross Misconduct -Fraud

No referral

No referral

 

7

Misconduct – Desertion

No referral

No referral

 

4

Theft

No referral

No referral

 

1

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

No referral

No referral

 

1

Constructive Dismissal

Matter is with CCMA

No referral

Alkantpan

4

Misconduct -Theft

No referral

No referral

 

1

Misconduct -Misuse of Company Vehicle

CCMA ruled in favour of employee

Parties Reached Settlement

 

2

Misconduct -Desertion

No referral

No referral

IMT - Capetown

1

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

CCMA referral was withdrawn by applicant

No Referral

QUESTION 3

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

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

Date when the disputes arose

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

The employee resigned on the 28 October 2018

Reasons that each case has not been concluded

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

17 May 2018 - NW1242

Profile picture: Marais, Mr S

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

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

Reply:

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

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

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

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

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

Work streams

No Deliverables

Amount Paid

1. Designing a new vision for the future

23

R10 226 630.40

2. Developing New Revenue Driven Strategies

42

R 9 695 641.71

3. Enhancing and Improving Core Functions

28

R 5 861 433.40

4. Communication and Change Management

40

R 5 318 500.78

5. A New Governance Model for Armscor

45

R10 949 337.69

6. Driving Greater Efficiencies

35

R13 230 201.60

Total

213

R55 281 755.58

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

Project No

No of Deliverables

 

Project 001 - Strategic Planning Implementation

9

R2 402 192.64

Project 008 - Dockyard Sustainability Plan

5

R 484 465.10

Total

14

R2 886 657.74

QUESTION 3

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

RESPONSE

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

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

Drive Revenue by Leveraging Core Strengths

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

Commercialisation of technologies & patents

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

Championing Innovation (Business Development)

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

Acquisition and SCM

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

Technology Management and Administration

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

Sweating Special Assets

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

Defence SOE Collaboration

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

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

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

17 May 2018 - NW1241

Profile picture: Marais, Mr S

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

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

Reply:

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

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

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

QUESTION 2

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

RESPONSE

Figure 1: Old Structure

Figure 2: New Structure

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

QUESTION 3

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

RESPONSE

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

07 May 2018 - NW1064

Profile picture: Lekota, Mr M

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

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

Reply:

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

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

24 April 2018 - NW708

Profile picture: Vos, Mr J

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

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

Reply:

DEPARTMENT OF DEFENCE

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

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

a. DODI/PERS/00038/2006

b. DOD/PERS/0008/2006

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

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

POLICING PERSPECTIVE

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

(i) 01 April 2015 – 31 March 2016 =07

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

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

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

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

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

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

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

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

01 April 2015 – 31 March 2016 = 08

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

01 April 2016 – 31 March 2017 = 13

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

01 April 2017 – 13 March 2018 = 04

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

01 April 2017 – 13 March 2018 = 04

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

01 April 2015 – 31 March 2016 = 09

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

01 April 2016 – 31 March 2017 = 09

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

01 April 2017 – 13 March 2018 = 01

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

PROSECUTION PERSPECTIVE

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

a. Total number of cases reported = 15.

b. Total number of cases finalised= 6.

c. Total number of cases outstanding=9.

d. Total no of cases withdrawn=1

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

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

b. Total number of cases reported =4.

c. Total number of cases finalised=1.

d. Total number of outstanding cases=13

e. Total no of cases withdrawn=0

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

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

b. Total number of cases reported =2.

c. Total number of cases finalised=1.

d. Total number of outstanding cases=15

e. Total no of cases withdrawn= 0

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

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

b. Total number of cases reported =5.

c. Total number of cases finalised=3.

d. Total number of outstanding cases=17.

e. Total no of cases withdrawn= 0

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

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

Serial No.

Force No and Name

Description of Offence

Sentence/Sanction

F/Y

01

94683679PE MWO Indurith

Accused touched the private parts of the complainant

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

2014/15

02

9802261PE Sgt Monageng

Accused made sexual advances to a lady Capt

Fine of R1000

2014/15

03

94822285PE S/sgt Mfene

Accused touched breast and vagina of the complainant

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

2014/15

04

04048856ME Rfn Ramuhashi

Touched the complainant’s nipples

Fine of R6000 and 365 days detention

2017/18

DEPARTMENT OF MILITARY VETERANS

REPLY

(1) (a) and

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

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

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

20 April 2018 - NW471

Profile picture: Madisha, Mr WM

Madisha, Mr WM to ask the Minister of Defence and Military Veterans

(1) What (a) is the current operational status of the aircraft under the control of the 21 Squadron of the SA Air Force and (b) are the details of the maintenance contracts for the fleet; (2) what (a) contingency arrangements have been made given the operational status of the fleet, (b) is the cost of the arrangements in the current financial year and (c) actions are being taken and/or will be taken to ensure that the squadron continues to operate?

Reply:

1. (a) The VVIP fleet is unserviceable.

(b) The maintenance support user requirement to place contracts are still being finalised for all systems.

2. (a) The SAAF will utilise the National Treasury RT61 contract for hiring aircraft or charter through SAA.

(b) Total cost of aircraft hiring for financial year 2017/18is: R30 946 094.55

President’s Flights = R22 202 485.53

Deputy President’s Flights = R 7 156 503.51

Minister of Defence and Military Veterans = R 1 587 503.51

20 April 2018 - NW958

Profile picture: Marais, Mr S

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

Whether, with reference to her reply to question 35 for oral reply on 7 March 2018, she can provide (a) a list of names of the (i) companies and (ii) individuals from whom the aircrafts were hired, (b) the details around the (i) number of times each specialised aircraft was utilised and (ii) cost to hire each aircraft and (c) the total amount paid to each company and/or individual?

Reply:

1. (a) (i) Execujet SA (Pty) Ltd

Fortune Air (Pty) Ltd

National Airways Corporation (Pty) Ltd

VOGN (Pty) Ltd

South African Airways

(ii) The SAAF procurement process of VVIP chartered aircraft does not allow for direct chartering from individuals, unless the approved tender processes were adhered to (including, but not restricted to approval from National Treasury).

(b) (i) See below-listed spreadsheet.

(ii) The cost to hire each aircraft:

(c) National Airways Corporation (Pty) Ltd: R17 409 603.65

Execujet SA (Pty) Ltd: R12 660 961.82

Fortune Air (Pty) Ltd: R 8 418 837.83

VOGN (Pty) Ltd: R 8 361 503.42

South African Airways: R 1 932 956.54

20 April 2018 - NW953

Profile picture: Marais, Mr S

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

(1)(a) What were the costs of chartering SAA Airbus A300-200 with registration ZS-SXW for the visit of the President, Mr C M Ramaphosa, to Rwanda and other African countries, (b) was a cost-benefit-analysis done, (c) why was the aircraft chartered and (d) was chartering the aircraft the most cost-effective option; (2) has the SA Air Force and/or the National Treasury considered other options for the President’s flights; if not, why not; if so, what were (a) the other options and (b) the costs of the alternative options that were considered? NW1039E

Reply:

1. (a) The SAAF/SANDF did not charter an A300-200. The cost of chartering the A330-200, Registration No: ZS-SXW Waterkloof to Rwanda and back to Waterkloof was R1 725 468.09.

(b) Yes.

(c) To air transport the Principal.

(d) Yes - The transportation of our Principals is the sole responsibility of the SANDF through the SAAF,

2. (a) Yes. The transportation of our Principals is the sole responsibility of the SANDF through the SAAF.

(b) Chartering aircraft is an involved exercise and one of the main considerations is safety and security of our Principals

20 April 2018 - NW940

Profile picture: Hadebe, Mr TZ

Hadebe, Mr TZ to ask the Minister of Defence and Military Veterans

(1)What number of (a) poachers and (b) illegal immigrants were arrested by the SA National Defence Force (SANDF) members deployed in the Kruger National Park in each year since 1 January 2010; (2) what number of cases regarding (a) poachers and (b) illegal immigrants were referred to the SANDF by the (i) SA Police Service (SAPS) members deployed in the Kruger National Park and (ii) SA National Parks rangers at the Kruger National Park annually since 1 January 2010; (3) what number of successful prosecutions resulted from the above-mentioned arrests?

Reply:

S/No Suspects/Year    Apprehended    Wounded      Killed     Arrested      Total per year

1           2010                      0                       0                0              0                 0

2           2011                      4                        2                9             16                31

3           2012                      8                        3                7              33               51

4           2013                      5                        1                1               6                13

5           2014                     14                        4               2              19               39

6           2015                      0                         3               3                9               15

7           2016                      0                         5                2              22               29

8          2017                       0                         2                 2               3                 7

9          2018                        0                         0                 1               2                 3

TOTAL                               31                      20                 27             110           188

(a) The above figures are concerned with only poaching suspects, (Op RHINO/Op HORIZON).

(b) Illegal immigrants apprehended are handed over to the SAPS immediately; therefore the statistics thereof are not in the SANDF domain.

Question 2: What number of cases regarding (a) poachers and illegal immigrants were referred to the SANDF by the (i) SA Police Service (SAPS) members deployed in the Kruger National Park and (ii) SA National Parks rangers at the Kruger National Park annually since 1 January 2010?

REPLY: None.

Question 3: What number of successful prosecutions resulted from the abovementioned arrests?

REPLY:

The South African Defence Force (SANDF) is deployed on the National Borders as one of the Government Departments charged with the responsibility to ensure border safeguarding and is therefore required to work in accord with the SAPS. Therefore the SANDF is obliged when poachers and/or illegal immigrants are arrested, to hand the alleged perpetrators over the SAPS immediately, as such the SANDF would not have a mandate to conduct any criminal investigation and therefore no statistical data is available within its domain.

All criminal investigations are investigated by the SAPS, whom after completion submit it to the National Prosecution Authority (NPA) for further processing.

19 April 2018 - NW962

Profile picture: Marais, Mr S

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

(a) What is the total number of members of Armscor who attended the 2018 Cape Town Jazz Festival, (b) what is the name of each member who attended, (c) what was the cost for each in respect of (i) flight, (ii) accommodation, (iii) jazz ticket and (iv) any other entertainment, (d) where did each member stay during the jazz festival, (e) on what legal provision did Armscor rely to justify the costs and (f) what is the name of the person who authorised the (i) expenditure and (ii) attendance of the members?

Reply:

a) Two members

b) Ms L Mzili & Mr T Goduka

c) (i) Flights for one person Total = R 4 675.38

(ii) Accommodation for one person Total = R 3 050.20

(iii) Tickets Total = R19 520.00 (inclusive of refreshments)

(iv) Entertainment Total = Nil

d) One member stayed at Protea Hotel Victoria Junction while the other permanently resides in Cape Town

e) Whilst the primary client will always be the SANDF / Department of Defence, Armscor Act 51 of 2003 also enables the Corporation to:

  • Exploit commercial opportunities as may arise out of Armscor’s duty to acquire defence matériel or to manage technology projects (4.3a (i))
  • Procure commercial matériel on behalf of any organ of State at the request of the organ of State in question (4.3a (ii)), and

In pursuit of its mandate and strategic objectives, Armscor is committed to engage with its stakeholders; to build and enhance relationships for the benefits of the organisation at identified platforms.

Armscor has embarked on the implementation of its strategy - “On Time In Time - Towards A Sustainable Future”, setting direction towards improving long term financial sustainability of the Corporation by identifying, pursuing and realising business opportunities through leveraging Armscor’s capabilities while also improving organisational efficiencies. In this regard, revenue generation and stakeholder management are two of the four key strategic objectives Armscor has set to realise its strategy. To this end, targeted markets have been identified to expand and position Armscor’s value proposition; offering its services. Armscor considers it key to build, maintain and enhance relationships with both its existing and potential stakeholders. And as such, some members of the Portfolio Committee were invited; Department of Corporative Governance & Traditional Affairs (COGTA), Robben Island Museum (RIM) and the Department of Defence. Armscor has thus submitted a proposal of an estimated revenue of R7m to Municipalities and is currently assisting RIM on its WWII Relics Maintenance Program.

f) (i) & (ii) The Chief Executive Officer of Armscor: Mr Kevin Wakeford

19 April 2018 - NW314

Profile picture: Bagraim, Mr M

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

What amount did (a) her department and (b) each entity reporting to her spend on the promotion or celebration of the Year of O R Tambo on the (i) Africa News Network 7 channel, (ii) SA Broadcasting Corporation (aa) television channels and (bb) radio stations, (iii) national commercial radio stations and (iv) community (aa) television and (bb) radio stations since 1 January 2017?

Reply:

(a) and (b) NONE

16 April 2018 - NW112

Profile picture: Marais, Mr S

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

With reference to her reply to question 3874 on 27 November 2017, (a) what are the academic requirements to be a member of the pool of specialists within the Internal Audit section of the SA Army, especially to be in a leadership role of a unit consisting of accountants and Charted Accountants (CAs), (b) what are the reasons that a certain person (name furnished) was appointed to a leadership role in this unit taking into account that the specified person does not have a CA qualification but rather an MBA which is not an accountant or audit specialist and expert qualification, (c) what was the specified person’s actual work as reserve force member for the period 23 August to 17 November 2017, (d) what training and official courses did the specified person successfully complete to be a reserve force member, with specific reference to the apparent rank of Colonel and (e) what is the remuneration that was paid, or will be paid to the specified person for the reserve force service period 23 August to 17 November 2017?

Reply:

a) There are no specific academic qualifications prescribed to be a member of one of the categories in the Pool of Specialists although academic qualifications are one of the criteria when potential members are selected. In the internal Audit section it is preferred that members must be qualified as a Chartered Accountant (CA) although it is very difficult to recruit members with that type of qualification into the SA Army as reservists. When the requirement was identified for this section as part of the Pool of Specialists, the said member was the CEO of the Public Investment Corporation (PIC) and he recruited some of the CA's within the PIC on a voluntary basis to assist with the SA Army on a part time basis as and when required to perform certain tasks related to auditing and financial control. The said member had extensive experience in public finance.

b) A number of attributes are considered when members are appointed in the Pool of Specialists as Reserve members. The said member was appointed to be in control of this section based on his experience in the field of public finances as well as his demonstrated leadership role in National Treasury after 1994 and also based on his experience as the CEO of the PIC.

c) Col Molefe advised and assisted the Military Command Council wrt strategic SANDF issues in the asset management and financial structure and architecture domains. Although he was called up over period mentioned, he only reported for duty as and when necessitated by his allocated responsibilities and tasks.

(d) The said member was appointed as a Colonel in 2009, together with 33 other reserve officers, in terms of a regulation where former Ex-NSF members were appointed as Reserve Force members. This was done under Department of Defence Instruction: C Pers No 7/99 "Appointment of ex-NSF members in the Reserve Force" issued by CSANDF on 20 September 1999. This whole effort was based on a need that existed to establish a process for members of the non-statutory forces (ex-NSF) to apply to join the Res F by entering into an appropriate agreement with the SANDF. This was further based on a need to transform the leader group of the Reserve Force. Members falling into this category were recommended for a certain rank by a specifically constituted Selection and Staffing Board based on previous military as well as other experience and where they will be utilised. The appointment for these members was signed by the Minister of Defence and Military Veterans. After appointment these Reserve Force members underwent an orientation course which included military etiquette and aspects of officers formative. Col Molefe was also appointed in 2011 as the honorary colonel of the SA Irish Regiment. He is one of two officers in the SANDF who serve as a Reserve Officer and also holds an appointment of Honorary Colonel.

e) The remuneration for a Colonel in the Reserve Force currently is R 1 857.00 per day. In the case of Col Molefe he was not paid anything for his service during that period. He preferred to do the work pro bono. In order to comply with DOD regulations regarding access to information and military cantonments, he was officially called up.

16 April 2018 - NW977

Profile picture: Matsepe, Mr CD

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

How much land does (a) her department and (b) the entities reporting to her (i) own, (ii) have exclusive rights to and/or (iii) lease from the State to (aa) use and/or (bb) occupy?

Reply:

DEPARTMENT OF DEFENCE

The Department of Defence is the custodian of the Defence Endowment Property Portfolio with the Minister of Defence and Military Veterans appointed as the trustee with ultimate ownership responsibility for all endowment property.The Department of Defence report on; and disclose this portfolio in the Departmental Annual Financial Statements.

DEPARTMENT OF MILITARY VETERANS

The Department of Military Veterans does not have exclusive rights to state land and does not own, occupy nor lease state land.

ARMSCOR

The table below details the land Armscor owns (i), (ii) have exclusive rights to and/or lease from the State:

 

 

Description of Property

Zoning / Potential Use

Land Size m² (hectares)

1

GEROTEK

Portion 171 of the farm Elandsfontein 352 JR, City of Tshwane Metropolitan Municipality.

Current Zoning: Agricultural” with “Special” business use.

Potential Use:

Business Use

512 000.00

(512.00 ha)

2

ALKANTPAN

Section A - Lodge

Section B – Residential Dwellings

Section C – Testing Range

Current Zoning: Agricultural.

Potential Use:

Business Use

Section A: 14.73 ha

Section B: 1.65 ha

Section C: 85 000 ha

3

ERASMUSKLOOF

Sports Grounds – ERF 610

Current Zoning: Zone 21 for Private Open Space.

Potential  Use:

Business Use

50 389.00

(5.04 ha)

4

ERASMUSKLOOF

Vacant Land

ERF 684 – Extension 4

Current Zoning: Zone 2: Residential 2 and Zone 17: Agricultural

Potential Use:

Business Use

72 935.00 (7.29 ha)

5

TECHNO PARK, CENTURION

Erf 11 PORTION 2 HIGHVELD, CITY OF TSHWANE METROPOLITAN MUNICIPALITY

Current Zoning: Industrial 2 Use.

11 978.00

(1,1978 ha)

 

(iii) IMT Simonstown

 

Description of Property

Zoning / Potential Use

Land Size m² (hectares)

1

INSTITUTE FOR MARITIME TECH FACILITIES (IMT)

ERF 3779 SIMON’S TOWN, CITY OF CAPE TOWN MUNICIPALITY

Lease through DPW

Current Zoning: Business use

10590.00

(1.5ha)


 

13 April 2018 - NW663

Profile picture: Marais, Mr S

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

(1)What progress has her department made with the handing over of the dockyards to Denel; (2) has Denel’s financial challenges and the National Treasury requirements relating to the handing over of the dockyards been resolved; if not, (a) what are the persistent challenges, (b) how will they be resolved to ensure the commencement of the projects and (c) on what date will the projects commence; (3) whether there are any financial risks if the awarded tenders to two certain companies (names furnished) cannot commence; if not, what is the position in this regard; if so, what will the costs be in each case?

Reply:

Denel was given until the 28 February 2018 to meet the suspensive conditions of securing a strategic partner in the Dockyard Transfer. On the basis that the deadline was not met, the Minister of Defence and Military Veterans determined that no further extensions be granted and that the transfer process be cancelled. Armscor continues to manage the Dockyard and deliver maintenance services of the SA Navy vessels. Armscor is now tasked with pursuing the renewal strategy of the Dockyard.

The two tenders relating to Project Hotel and Biro are standalone projects and have no interface with the Dockyard Transfer.

 

13 April 2018 - NW349

Profile picture: James, Ms LV

James, Ms LV to ask the Minister of Defence and Military Veterans

(a) What is the total amount that was (i) budgeted for and (ii) spent on her private office (aa) in each of the past three financial years and (bb) since 1 April 2017 and (b) what was the (i) remuneration, (ii) salary level, (iii) job title, (iv) qualification and (v) job description of each employee appointed in her private office in each of the specified periods?

Reply:

The Ministerial Handbook provides guidelines on the appointment of the staff in the Private Office. It equally provides the recommended salary levels of each post. The salary levels are adjusted on an annual basis as prescribed in the Public Service Regulations.

The Office of the Minister has a full staff complement as defined in the Ministerial Handbook. In line with the Protection of Personal Information Act (PoPi) and the Basic Conditions of Employment Act am unable to provide the members with such confidential information in the manner it is requested.

I however draw the honourable members to the department’s Annual Report wherein the organogram of the department provides the information required. Should it be insufficient, the department will make the personal files of the officials available for further scrutiny by the Auditor General as prescribed by the Act.

13 April 2018 - NW666

Profile picture: Esau, Mr S

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

Whether the shareholder position of a certain person (name and details furnished) in a certain company (name furnished) and its subsidiaries was disclosed to her department before any tenders were awarded to the specified company as a service provider to her department and Armscor; if so, (a) has she found that there was a potential conflict of interest and (b) what were the findings of the Auditor-General in respect of tenders that were awarded to the company?

Reply:

FeverTree Consulting is a Management Consulting firm. The company was appointed to assist Armscor in the co-management of a turnaround of the corporation. The company was appointed, through an open tender process conducted in accordance with applicable legislation, included the participation of other interested parties, to assist Armscor in the co-management of a turnaround of the corporation. Criteria in the Tender process were formulated in an order of the specialist competencies and experience that Armscor require for the corporate turnaround. FeverTree Consulting was the only company that complied with all of the criteria.

The status of Mr. Ramaphosa’s association with FeverTree Consulting (Pty) Ltd is as follows: At the time of the appointment of FeverTree Consulting by Armscor, Mr Ramaphosa had resigned on 25 June 2012 from FeverTree Consulting and had no interest in the company and was not in any way associated with the company by any direct or indirect means.

13 April 2018 - NW665

Profile picture: Marais, Mr S

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

What (a) are the details of the remuneration increases for the management at Armscor since 1 April 2017 and (b) were the reasons for the increases?

Reply:

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

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

 

13 April 2018 - NW664

Profile picture: Marais, Mr S

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

(a) What is the total number of staff members at Armscor who were granted (i) severance and/or (ii) special termination packages (aa) in each of the past three financial years and (bb) since 1 April 2017, (b) why was employment terminated in each case, (c) what was the rand value of each package and (d) how were the packages funded?

Reply:

a) The total number of staff members at Armscor who were granted severance or Special packages are as follow:

  • 2015/16 - 0
  • 2016/17 - 2
  • 2017/18 - 29

b) The Early Retirement and Voluntary Severance Packages were offered to employees aged 55 and above subject to the retention of skills, availability of successors for critical positions, non-compromise in meeting operational deliverables as well as the financial implications per employee.

Where the company could derive savings within three years of the total severance package, an offer was made for two weeks’ pay for every year of service plus company pension benefits up to 60 years age. A total of 23 employees accepted this package.

Where the company could not deliver savings within three of the total severance package one week counter-offer was made for every year of service plus company pension benefits up to 60 years of age. A total of 6 employees accepted this package.

This proposal was approved by the Board of Directors.

11 April 2018 - NW220

Profile picture: Mhlongo, Mr P

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

What are the details of the SA National Defence Force’s cooperation agreement with South Sudan?

Reply:

OBJECTIVES:

According to Article 1 of the MOU, the Parties shall cooperate in the use of defence resource and promote joint research and development, including procurement of defence equipment, promote cooperation in the field of training, promote mutual support by encouraging and facilitating the exchange of defence related information, cooperate in the field of military medical services including the exchange of medical personnel and information regarding military health aspects, encourage the exchange of military personnel visits at all levels and promote sporting and cultural links between the Armed Forces, identify and promote defence related activities, including peace support operations and disaster management which would serve the principles of standardisation and inter-operability, foster cooperation between their respective defence-related industries, and act only in advisory and training capacities and will under no circumstances take part in hostilities or operations of a warlike nature by any armed force of the Republic of South Africa or the Republic of South Sudan, nor any operation of any force concerned with the enforcement or maintenance of peace, internal security or law and order.

10 April 2018 - NW872

Profile picture: Marais, Mr S

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

(1)Of the 175 disciplinary proceedings regarding financial misconduct reported by the Public Service Commission as not completed by the Department of Defence as at 31 March 2017, what is the total number that has been completed to date? (2) what is the total number of disciplinary proceedings regarding financial misconduct that have been initiated by her department since 31 March 2017? (3) what is the total number of complete disciplinary proceedings to date that were initiated by her department since 31 March 2017?

Reply:

a) Of the 175 disciplinary proceedings regarding financial misconduct reported by the Public Service Commission, the total number of completed to date from (01 April 2017 to 28 February 2018) is twenty one (21).

b) The total number of disciplinary proceedings regarding financial misconduct that have been initiated since 01 April 2017 is ten (10).

c) The disciplinary processes that were initiated since 01 April 2017 were not completed due to the complexity of preparing the criminal cases and lengthy processes involved in prosecuting financial misconduct cases that consist mainly of the theft of state funds and fraud and corruption.

10 April 2018 - NW579

Profile picture: Mhlongo, Mr P

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

Whether she received a formal complaint with regard to a certain person (name and details furnished) who is allegedly bullying employees of the Internal Audit Division of the Department of Defence in the workplace; if so, (a) on what date did she receive the specified complaint, (b) what were the relevant details of the complaint and (c) what steps did she take in this regard?

Reply:

a. On what date did she receive the specified complaint

The Minister of Defence and Military Veterans did not receive any formal complaint from the Internal Audit Division employees with regard to the said certain person. However, an anonymous collective complaint was received by the office of the Secretary for Defence during September 2016.

b. What were the relevant details of the complaint?

The anonymous collective complaint was regarding allegations of unhealthy working environment, victimisation and poor work relations from the Internal Audit Division.

c. What steps did she take in this regard?

Due to the fact that the complaint was anonymous, complex and broad the Department of Defence (HR Division) could not register this matter on the Individual Grievance IT System, which is a tool available to deal with all grievances of officials in the department.

The Secretary for Defence instructed the Chief Human Resource to conduct a suitability to work assessment with regard to the complaint since it is HR related. After assessing the anonymous complaint a team of Psychologist from Military Psychological Institute as well as Management Renewal Services personnel were appointed to conduct a comprehensive investigation with implementable recommendations.

The organisational diagnosis is finalised and the department is in the process of implementing the recommendations.

19 February 2018 - NW79

Profile picture: Esau, Mr S

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

With reference to the businesses owned by 132 military veterans that registered with her department in the 2016-17 financial year, what is the (a) military formation that each military veteran who owns these businesses is part of, (b) nature of each such business and (c) the location of each business, including the (i) town and (ii) province?

Reply:

a) During the year of reporting the details for each of the formations was not captured as a key requirement. This detail has now started to be collected and will be availed in future reporting cycles as required.

b) The nature of businesses registered on the business register is varied. The attached list of companies on the Skills Development and Empowerment Business Support Unit Register shows what the nature of each of the businesses is.

c) The submitted reports have captured the Province of each business location but has not yet lifted the actual town in the province. It is important to show that most business submissions in the year of reporting have been from Gauteng province. This has arisen out of the proximity of the National office to access for military veterans in Gauteng. Going forward, the data set for collection will be expanded to give the details for the towns of business locations. Further, with the presence of provincial coordinators in provinces, it is envisaged that details for military veterans businesses in provinces other than Gauteng will also be submitted.

List of Military Veterans Businesses on DMV Business Register

Ser

Business Name

Economic Sector

Province

1

Mmaraba Maintenance Suppliers

(Security) Arms and Ammunitions

Gauteng

2

Machindira

Construction and Maintenance

Gauteng

3

Shikamo Trading and Properties

Building Construction

Gauteng

4

Khuphuka Kings Airways

Air Freight and Cargo

KwaZulu-Natal

5

Abasunguli Training Specialists (Pty) Ltd

Education and Training

Gauteng

6

Fasimba Primary Co-operative

Primary Agriculture

Eastern Cape

7

Boxfusion JV

Information and Communication Technologies

Gauteng

8

Siyakha Primary Co-operative

Mining

Northern Cape

9

Dataforce Construction and Projects

Built Infrastructure, Waste Management and Recycling, Security

Gauteng

10

MMKTS Co-operative

Fuel and Coal Supply, Safety Equipment and Consulting

Gauteng

11

Bomahlwa Co-operative

Agriculture (Pig and Poultry Farming)

Gauteng

12

Keemakae Enterprises

Manufacturing Sector for Security Services

Gauteng

13

WOMVASA Investment Holdings

Woman Military Veterans' Empowerment Initiatives

National

14

Kutulo Investment Holdings

General Service Provisioning

Gauteng

15

Lerumo Masoja

Agriculture

Gauteng

16

Newcastle Solar Power

Solar and Renewable Energy

Gauteng and KwaZulu-Natal

17

Rampact Logistics

Security

Gauteng

18

Eyomama Business Initiative Co-operative

Waste Management, Construction

Eastern Cape

19

Konsortia

Oil, Gas and Fuel Supply and Distribution

Gauteng

20

Umkonto We Sizwe Veterans Holdings (Pty) Ltd

Broad Based Empowerment of Military Veterans

Gauteng

21

Ntsimbenyama (Pty) Ltd

Materials Recycling

Gauteng

22

K2014122595 (South Africa) Pty Ltd

Agrarian and Rural Development

Gauteng

23

Moncada Green Technologies

Green and Renewable Energy

Eastern Cape

24

Sha Ce Trading Enterprises

General Trading Enterprise

KwaZulu-Natal

25

Liger Security Services and Projects (Pty) Ltd

Security Management

Gauteng

26

Dumazi Projects and Plant Hire Ltd

Textiles and Manufacturing, Security, Construction

Gauteng

27

Mintiro Primary Co-operative Ltd

Construction, Manufacturing, Security, Transport Provision

Northern Cape

28

Tirela Industries (Pty) Ltd

Engineering Projects Design, Solar Energy

Gauteng

29

Lamarutla Trading and Projects

Agriculture - Livestock Production

Gauteng

30

Mophetibility Accommodation and Projects

Transport, Accommodation and Security Services

North West

31

Duvalia's General Trading

Poultry Farming

Gauteng

32

MKMV Mamelodi Branch Holdings (Pty) Ltd

Skills Training and Employment

Gauteng

33

Amulike Farmimg and Marketing (Pty) Ltd

Commercial Crop Farming

Gauteng

34

Mosemelelo Trading and Projects cc

Agriculture

Gauteng

35

Military Veteran Funeral Home (Pty) Ltd

Funeral Services

Gauteng

36

Skipper Property Holding (Pty) Ltd

Property Development and Investments

Gauteng

37

Vulisa Cleaning and Maintenance

Security Management, Cleaning Services, Maintenance

Western Cape

38

LabMab (Pty) Ltd

Maintenance of Highly Specialised Laboratory Equipment

Gauteng

39

African Pride Supply and Projects (Pty) Ltd

General Products and Service Supply

Gauteng

40

HRA Foxtrot Pty (Ltd0.

Construction

Gauteng

41

Ntandokayise Trading Enterprise Pty (Ltd)

Wheel alignment

Gauteng

42

Ezanoxolo Co-op

Cleaning Services

Gauteng

43

Suzmor Projects Pty (Ltd)

Catering

Gauteng

44

Mac Brite Security Pty (Ltd)

Security

Gauteng

45

Ninja Protection and Security Services

Security

Eastern Cape

46

Mawethu Co-op

Multi Purpose

Gauteng

47

Dizi Brothers Logistics Co-op

Logistics

Gauteng

48

La Muhler Co-op

Chicken Farming and Property Development

Gauteng

49

Kasebone Multipurpose Co-op

Multi Purpose

Gauteng

50

Maoka Transport & Projects Pty (Ltd)

Farming

Gauteng

51

Jamobo Development Solutions

Construction

Gauteng

52

Modiro Medical & Projects Pty (Ltd)

Medical Equipment Supplier

Gauteng

53

 Osmos Consulting Pty (Ltd)

Business Training Consultancy

Gauteng

54

Maphanga B & B Pty (Ltd)

Hospitality

Gauteng

55

Nkonjae Pty (Ltd)

Construction

Gauteng

56

MaRogers Projects

Multi Purpose

Gauteng

57

Mabhaka Electrical Projects

Electrical Services

Gauteng

58

Mkuki Wataifa Pty (Ltd)

Not determined

Gauteng

59

In-Laws Projects Pty (Ltd)

Multi Purpose

Gauteng

60

Baubaamonare Trading & Projects Pty (Ltd)

Multi Purpose

Gauteng

61

Lemolesemono Co-op

Clucth and Brake Refurbishing

Gauteng

62

Refihlile Agricultural Farming & Projects Co-op Ltd

Farming

Limpopo

63

Kopano e Khabane Pty (Ltd)

Agriculture

Gauteng

64

Ngatana Pig and Chicken Farming Co-operative

Chicken and Pig Farming

Gauteng

65

Nkarcia trading and projects

Multi Purpose

Gauteng

66

GMH Secure Logistics

Logistics

Eastern Cape

67

Msara Bed and Breakfast Pty(Ltd)

Hospitality

North West

68

Granite Patterns Trading Enterprise

Construction

Gauteng

69

Diamond Shine

Security

Gauteng

70

Zheys Catering

Catering

Gauteng

71

Zero Cockroaches Pty (Ltd)

Pest Control

Gauteng

72

Harmer and Circle Trading Enterprise

Hardware Trading

Gauteng

73

Kuretse Trading Enterprise

Not determined

Gauteng

74

Atap Maintenance and Construction

Construction

Free State

75

Masake Attorneys

Legal Services

Gauteng

76

Balise Sustainability Project

Not determined

Gauteng

77

Tshedza Protective Services

Security

Gauteng

78

Manthata Protection and Security

Security

Gauteng

79

L. Moitsepi Consulting

Services

Gauteng

80

Bakarner Trading and Projects

Multi Purpose

Gauteng

81

Yeti Trading Enterprise

Multi Purpose

Gauteng

82

Thekiso M Trading and Projects

Multi Purpose

Gauteng

83

Kwandilitha Trading and Projects

Multi Purpose

Gauteng

84

Treveor Properties cc

Property Development and Investments

Gauteng

85

Abba Father Construction

Construction

Western Cape

86

Siyaya Owethu

General

KwaZulu-Natal

87

Tyanini and Associates (Pty) Ltd

Debt Collection

Gauteng

88

Ray 5 Holdings

Construction (Civil and Maintenance)

Western Cape

89

Sankatane 76 Primary Co-operative

Multi Purpose

Gauteng

90

Dinote Commercial Trading cc

Construction

KwaZulu-Natal

91

Siyaya Owethu Pty (Ltd)

Clothing Manufacture

KwaZulu-Natal

92

Ninonke Business Enterprise cc

Construction

KwaZulu-Natal

93

Ntiyantiya Trading Enterprise Pty (Ltd)

Multi Purpose (General Trading, Construction, Transport)

KwaZulu-Natal

94

Megacity Property Investment 7

Property Development and Investments

KwaZulu-Natal

95

Osmoz

Hardware

Gauteng

96

Amazing Wining Trading and Project Pty (Ltd)

Multi Purpose

KwaZulu-Natal

97

Amabhubesikazi Business Solution

Multi Purpose

KwaZulu-Natal

98

Cas Nova Security Services

Security Services

KwaZulu-Natal

99

Siphiwe Ndlovu Investment Pty (Ltd)

Multi Purpose

KwaZulu-Natal

100

Wanda M Trading Enterprise Pty (Ltd)

Not Determined

KwaZulu-Natal

101

Mandlomkhoto Security and Enterprise

Multi Purpose

KwaZulu-Natal

102

BEETEE’S Cabs cc

Transport, Poultry Farming

KwaZulu-Natal

103

Manjeza Security Pty Ltd

Security

KwaZulu-Natal

104

Eric Ndimande Trading and Projects

Multi Purpose

KwaZulu-Natal

105

Logtrain international (Pty) Ltd

Technology

Western Cape

106

Fonto (Pty) Ltd

Multi Purpose

Northern Cape

107

Umusa Omuhle Event Venue (Pty) Ltd

Multi Purpose

Gauteng

108

Feo Siza (Pty) Ltd

Multi Purpose

Free State

109

Keetso Trading Enterprise

Training

Gauteng

110

Velizwe Trading and Projects

Gardening and Cleaning Projects

Gauteng

111

Ngingumtshinga Matheka Trading and Enterprise

Multi Purpose

Gauteng

112

 Old Town Investment 345cc

Mining

Durban

113

Montlelo Trading Enterprise

Life Coaching

Gauteng

114

Magaiva General Trading

Brick Making

Free State

115

Delumzimba Service Station and Bakery

Energy

KwaZulu-Natal

116

Phil and Phel General Dealer

Construction maintenance

Gauteng

117

Mangope Pty (Ltd)

Health (herbalist)

Gauteng

118

Princes and Angels Nursery School confirmed

Education (ECD)

Free State

119

Molotsi Trading and Project Development

Cattle farming

Gauteng

120

MKMVA Holding

Multi Purpose

Gauteng

121

Lindelani Unlimited Marketing

Multi Purpose

Gauteng

122

Basupatsela Civil Projects

Construction

Gauteng

123

Phithm Trading and Project

Laundry

Gauteng

124

Monkethe Trading Enterprise (Pty) Ltd

Multi Purpose

Gauteng

125

7369 Holding

Multi Purpose

Limpopo

126

Sabaha April Commercial Co-operatives

Multipurpose

Limpopo

128

Value Chain Innovations (Pty) Ltd

Multi Purpose

Gauteng

129

Habasisa Enterprise

Farming

Free State

130

Who The Cap Fits Co-operative

Multi Purpose

KwaZulu-Natal

131

Sizabaphofu Primary Co-operative

Multi Purpose

KwaZulu-Natal

132

Nthonga Telecommunications and Communications

Telecommunications

Gauteng

09 February 2018 - NW154

Profile picture: Mhlongo, Mr P

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

Whether (a) her department and/or (b) any entity reporting to her own land; if so, in each case, (i) where is each plot of land located, (ii) what is the size of each specified plot and (iii) what is each plot currently being used for?

Reply:

1. The Department of Defence is the custodian of the Defence Endowment Property Portfolio with the Minister of Defence and Military Veterans appointed as the trustee with ultimate ownership responsibility for all endowment property. The Department of Defence report on and disclose this portfolio in the Annual Financial Statements. Questions regarding land are responded by means of Immovable Asset Register (attached [3 pages])

19 December 2017 - NW3690

Profile picture: Marais, Mr S

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

What are the financial implications of the delay in completing the refurbishment of (a) 2 Military Hospital from 29 January 2017 to 30 June 2018 and (b) 1 Military Hospital indefinitely?

Reply:

(a) The is no financial implications of the delay in completing the refurbishment of 2 Military Hospital.

(b) The financial implications of the delay in completing the refurbishment of 1 Military Hospital amounts to R 103 504 181 from 01 April 2017 to 31 October 2017 and projected to R 165 606 690 for FY 2017/2018.

 

 

19 December 2017 - NW3836

Profile picture: Esau, Mr S

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

With regard to the 179 military veterans and/or parents of dependents who received general advice on business support development in the 2016-17 financial year, what (a) is the military formation that each was part of, (b) are the details of the general advice given, (c) are the details of service providers who conducted the advice on business support development, (d) are the details of the venues, including (i) town, (ii) province and (iii) number of military veterans in each venue and (e) is the total cost incurred for the service?

Reply:

Refer to the attached documents.

19 December 2017 - NW3463

Profile picture: Tlhaole, Mr L S

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

(1)How many officials and/or employees in her department were granted permission to have businesses and/or do business dealings in the past three financial years; (2) are any of the officials and/or employees that have permission to have businesses and/or do business dealings doing business with the Government; if so, (a) what was the purpose of each business transaction, (b) when did each business transaction occur and (c) what was the value of each business transaction?

Reply:

Regulation 13 (c) of the Public Service Regulations of 2016 prohibits employees of departments from doing business with the State from 1 August 2016. The transitional provisions of the regulations require that the following actions must be taken by 1 February 2017 in relation to those contracts that were awarded before 1 August 2017:

An employee shall:

  • cease conducting business with the organ of the state;
  • resign as an employee; or
  • resign as a director of a company that conducts business with an organ of state or resign as an employee;

Furthermore, section 30(1) of the Public Service Act of 1994 states “No employee shall perform or engage himself or herself to perform remunerative work outside his or her employment in the relevant department, except with the written permission of the executive authority of the department.”

A total number of 34 employees of the Department of Defence have been recorded as doing business with the Department on contracts secured after 1 August 2016 involving a total of 46 contracts/quotations to a total value of R4 349 466. These findings amount to a contravention of the Public Service Code of Conduct and are being investigated. There were no ongoing contracts awarded before 1 August 2016 where no action was taken to dispose of the interest.

The Department of Military Veterans reports that in the 2016-17 financial year, as per the Department’s records and also confirmed with AGSA, there was a finding made by AGSA, during 2016/17 audit process, where an official of the DMV was detected to be doing business with North West: Edu & Sports Development. This is contravening Regulation 13 (c) of the Public Service Regulations of 2016 and the matter is receiving attention.

 

06 December 2017 - NW3846

Profile picture: Dreyer, Ms AM

Dreyer, Ms AM to ask the Minister of Defence and Military Veterans

With regard to the 1593 military veterans who received counselling in the 2016-17 financial year, what (a) was the military formation of each military veteran, (b) is the name of the (i) town and (ii) province where each military veteran received counselling, (c) is the name of each service provider who provided counselling in each (i) town and (ii) province (d) is the accreditation status of each service provider (e) what is the total number of service providers that are from the private sector and (f) are the broad categories of counselling that were provided?

Reply:

a) was the military formation of each military veteran,

 

b) The reporting format does not drill to a level of town. The process is underway to review the format in order to add other fields.

 

c) is the name of each service provider who provided counselling in each (i) town and (ii) province

  • In 2016/17 financial year, Military Veterans and their dependents received treatment at the South African Military Health Service Areas and within the Department of Military Veterans.

d) is the accreditation status of each service provider

  • The South African Military Health Services are accredited under the current Laws and Legislation.

e) what is the total number of service providers that are from the private sector

  • All Military Veterans were referred to the SAMHS areas and service points.

f) are the broad categories of counselling that were provided

06 December 2017 - NW3837

Profile picture: Esau, Mr S

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

With regard to the 1908 military veterans or parents of dependents who received training and skills development in the 2016-17 financial year, what (a) is the military formation that each was part of, (b) are the details of the training and skills development, (c) are the details of each service provider who provided training, (d) are the details of the venues, including (i) town, (ii) province and (iii) number of military veterans in each venue, (e) is the total cost incurred for the training provided and (f) are the reasons that none of the military veterans were placed in a job?

Reply:

(a) When accessing the skills development benefit, previous formation or grouping is not part of the prerequisite. The department (skills development doesn’t request applicant to provide information in that format, therefore such information is not available.)

(b) What are details of the training and skills development?

Response

The training requested by military veterans and their dependents varies from Agriculture, driving school, security, computer literacy, plumbing, welding etc. attached hereto is the list of military veterans and their dependents training provided.

(c) Details of each service provider who provided training.

Response

List of service providers.

There are over 40 training provider reflected on the attached list.

(d) details of (i) town, (ii) province and (iii) number of military veterans in each venue,

Response

The methodology of implementing training and skills development is of the reactionary basis. The applicant identifies his/her area of needs / training and the institution / service provider for that particular training and thereafter submit a request to the department. It is for that reason that the department has limited information on the service provider, their facilities, town etc.

(e) The total cost incurred for the training provided.

Response

The total expenditure for 2016-17 on training and skills development is attached.

30 November 2017 - NW1602

Profile picture: Tlhaole, Mr L S

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

What percentage of the military hardware budget is used to procure goods made by South African arms and technology companies like Denel?

Reply:

The total value of contracts from the 2017/18 DOD and SANDF budget that Armscor has placed, amounts to R10 241 708 505.Orders to the value of R8 488 376 899 were placed on local Industry. This includes an amount of R27 563 605 for the Simon’s Town Dockyard and an amount of R4 707 818 586 that is contracted to Denel.

30 November 2017 - NW3838

Profile picture: Esau, Mr S

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

With regard to the 22 business ventures of military veterans that received letters of support from her department in the 2016-17 financial year, what (a) is the military formation of each military veteran, (b) are the details of the general advice, (c) are the details of each service provider and (d) is the total cost incurred for the service?

Reply:

Business Name

Initials & Surname

Former Force (a)

Advise/Support

(b)

African Pride Supply & Projects (Pty) Ltd

SE Gumede

APLA

Wrote support letter to access land and livestock from Dept of Rural Development.

Labmab (Pty) Ltd

KA Mabule

SADF

Letter to confirm that the company is owned by a Military Veteran

Lindelani Unlimited Marketing

PMV Makhanya

MK

Letter to submit with a tender document for petrol and diesel supply.

Trans-Sector Learning

ML Ntlabathi

APLA

Letter to confirm that the company is owned by a Military Veteran

MBD Construction & Civil Works cc

HB Khumalo

MK

Support letter subcontracting work for Basil Reed

Mosemelelo trading & Projects

BM Mosoeu

MK

Letter to access land from Rural Development

Amulike farming & Marketing

SE Zulu

MK

Wrote support letter to access land from Rural Development.

Lamarutla Trading & Projects

LJ Lepulane

MK

Needed a support letter to access Nguni cattle from Rural Development

MKMV Mamelodi branch holdings

PA Khalo

MK

Letter to submit with a Security tender

Duvalia’s General Trading

KS Mbemba

MK

Support letter for poultry equipment to Rural Development

Mophetebility Accommodation

JM Mpete

MK

Needed a support letter to access market.

Maoka Transport cc

WK Maoka

SADF

Request for pig feed at Chris Hani Municipality, Rural Development

Animal production section.

Mosemelelo Trading & Projects

BM Mosoeu

MK

To confirm that he is a MV to the Rural development to acquire land and other resources.

Goodhope Creations

RJ Mabote

SADF

Letter to confirm that he is a Military Veterans to submit with tender documents

Okas’ Transport

W Moaka

SADF

Request to buy pigs and stock feed for pigs

Taruni Trading (Pty) Ltd

AS Somdaka

TDF

Request for land at Rural Development

Dumazi Project & plant hire (Pty) Ltd

JE Ngobeni

SADF

Confirmation that the company is owned by a Military Veteran.

MKMVA Holdings

SE Masilela

MK

Letter for a tender at the Dept of Social Development

Value Chain Innovation

V Thabethe

MK

Needed a letter of support for confirmation of being a Military Veteran for tenders with Government Departments and the Road Traffic Management Corporation

Amazing Wining Trading and Projects

HIM Ngubane

MK

Needed a letter of support for confirmation of being a Military Veteran.

(c) Letters are issued in-house

(d) No financial implications

 

30 November 2017 - NW3393

Profile picture: Marais, Mr S

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

What is the current status of the (a) intensive care unit and (b) operation theatres at 1 Military Hospital in comparison with 2 Military Hospital?

Reply:

The optimal functioning of the (a) intensive care unit and (b) operational theatres at 1 Military Hospital has been compromised by the delayed refurbishment project. The intensive care unit at I Military Hospital is also not yet operational. The intensive care unit and operational theatres at 2 Military Hospital are operational as the refurbishment project of 2 Military Hospital has been finalised.

30 November 2017 - NW2719

Profile picture: Marais, Mr S

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

(1)How many maintenance contracts does her department currently have in place for the maintenance and servicing of aircraft; (2) (a) how many maintenance contracts for the maintenance and servicing of aircraft (i) expired and (ii) were not re-advertised (aa) in the (aaa) 2015-16 and (bbb) 2016-17 financial years and (bb) since 1 April 2017, (b) what is the basis upon which it was decided not to re-advertise and (c) which aircrafts are affected in each case; (3) will any contract expiring in the 2017-18 financial year be re-advertised; if not, (a) what are the reasons for this decision and (b) which aircrafts are affected?

Reply:

1. The SAAF has 16 aircraft in service of which each aircraft can have one or more support contracts depending on SAAF capability, support concept and funding source. There are contracts for aircraft support, engine support, avionic suite support, material supply, ground equipment support, training equipment support, infrastructure support, etc. At present the department has maintenance contracts in place for 12 aircraft.

2. (aaa) No contracts expired and were not advertised in the 2015/16 year.

(bbb) one maintenance contract expired during the 2016/17 financial year.

(bb) 4 maintenance contracts expired since 1 April 2017 and which were not re-advertised

(b) Armscor can only advertise tenders for new contracts when it receives a valid instruction from the DOD. No valid instruction for the advertisement of these 5 aircraft are currently in the possession of Armscor.

(c) The aircraft for which the maintenance contracts have expired since 1 April 2017 and for which the contracts have not been advertised are the following :

- Cessna Citation

- Beechcraft King Air

- Cessna Caravan

- Boeing Business Jet

- Dassault Falcon 50 and Falcon 100

3. Armscor will only re-advertise contracts that will be expiring in the 2017/18 financial year once it is in receipt of valid instructions from the DOD. To date, Armscor has not received any new instructions for the advertisement of maintenance contracts that will be expiring.

Currently the SAAF is undertaking a review of its internal capabilities where an audit of Air Servicing Units (ASU) and squadrons is undertaken to determine what work can be outsourced and can be performed in-house by the SAAF.

At the request of the SAAF, Armscor is also undertaking a review of all SAAF maintenance contracts to ensure that best value for money contracting is undertaken. In this regard, there will be different tenders that are going to be advertised such as ones for material supply, consolidation of different contracts, contracting directly with original equipment manufacturers (OEM) or maintenance and repair organisations (MRO), etc. There will also be new tenders that will be advertised that will ensure that the SAAF internal capabilities are enhanced.

30 November 2017 - NW2878

Profile picture: Cassim, Mr Y

Cassim, Mr Y to ask the Minister of Defence and Military Veterans

What is the detailed (a) breakdown of and (b) valuation for current and non-current assets and investments held by (i) her department and (ii) each entity reporting to her according to (aa) listed assets (aaa) directly held and (bbb) indirectly held and (bb) unlisted investments (aaa) directly held and (bbb) indirectly held by each of the entities, in each case breaking the current assets and investments down by 0-3 months, 3-6 months, 6-12 months and beyond 12 months?

Reply:

NON-CURRENT ASSETS

R'Millions

   
 

Property, plant and equipment

1 463.1

     
 

Investment property

72.9

     
 

Intangible assets

12.8

     
 

Investment in joint venture

3.1

     
 

Financial instruments

131.4

     
   

Government and other bonds

18.4

     
   

Shares - Listed

55.6

     
   

Deposits at banking institutions

39.2

     
   

International investments

18.2

     

TOTAL NON-CURRENT ASSETS

1 683.3

     
             
             
             

CURRENT ASSETS

       

AGING

0 - 3 months

3 - 6 months

6 - 12 months

Beyond 12 months

 

Assets held for sale

0.4

-

-

-

 

Inventories

29.6

-

-

-

 

Trade and other receivables

123.4

19.0

20.3

-

 

Cash and short term deposits

764.9

-

-

-

 

Taxation

26.0

-

-

-

TOTAL CURRENT ASSETS

944.3

19.0

20.3

-