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10 November 2017 - NW3412

Profile picture: De Freitas, Mr MS

De Freitas, Mr MS to ask the Minister of Transport

With reference to the Prasa signalling systems and maintenance work thereof, (a) what are the details of the work that is still outstanding in the 2017-18 financial year in each province, (b) why have these maintenance projects not been completed, (c) what is being done to resume and complete the maintanance work in each area respectively, (d) what are the timelines and deadlines for each area in this regard, (e) what are the amounts already paid in respect of each project and (f) (i) what are the total outstanding amounts in respect of each project and (ii) when will the outstanding amounts be paid in each case?

Reply:

Capital Expansion program for Resignalling

(a)(b) (c) (d)(e)

In 2013, PRASA commenced with a 7 year rollout of the new modern signaling system to replace existing signaling interlocking, which consist mainly of obsolete mechanical and electro-mechanical systems, with electronic interlocking as the technology of the future. In the Gauteng region, Stages 1 and 2 have been integrated into one overall programme whose contract was awarded to Siemens at an investment totaling R3.8 billion (exclude inflation). In the Durban and Western Cape regions, the signalling contracts were awarded to Bombardier for R1.3 billion (exclude inflation) and Thales/Maziya for R1.8 billion (exclude inflation), respectively. The overall investment amounts to approximately R7 billion across the three regions.

The scope of work of the signaling programme across the three regions includes the construction of central control centres for trial monitoring and control. Further, the programme includes the installation of new interlocking systems to improve operational capacity, safety and flexibility.

The overall Gauteng signalling work is currently at 48.9 per cent completion against a planned target of 55.9 per cent. The lagging behind against the planned target is due to additional scope of works which include the implementation of the Automatic Train Protection system between Pienaarspoort and Pretoria station in line with the introduction of a new service. To date, 19 (of 92) stations (Midway, Lenz, Lawley, Stretford, Grasmere, Residensia, Irene, Olifantsfontein, Kaalfontein, Leralla, Tembisa, Randfontein, Robinson, Krugersdorp, Luipaardsvlei, Roodepoort, Boksburg East, Dunswart, Benoni) have already been commissioned

The Gauteng Nerve Centre (GNC) building is 100 per cent complete and already operational. The GNC currently operates Irene, Olifantsfontein, Kaalfontein, Leralla and Tembisa Corridor. The Southern line (Midway – Residensia) is next to being migrated to the GNC before the end of the current financial year. In total, eight Centralized Traffic Control Center’s (CTC’s) across Gauteng will be migrated to the GNC. The remaining mini control centres (Pretoria North, Germiston, George Goch, New Canada and Dunswart) will be migrated over a period ahead.

Project expenditure for Gauteng up to October 2017 amounts to R3 billion (including inflation adjustments).

The overall progress in Western Cape is at 68.3 percent completion, which includes design work, ordering of long lead items, pilot installations of signalling and communication, trenching and cable laying and installation of track side equipment for first two phases. The works currently underway and yet to be concluded include the construction of the Cape Metrorail Control Centre (CMCC) at Bellville and the installation of new interlocking systems at various rail lines. In addition, the works currently underway includes telecoms, power supply, OHTE and Perway adjustments across the different railway lines. Project expenditure up to October 2017 amounts to R842 million.

In KwaZulu Natal, the current works of the project includes the establishment of the Durban Central Traffic Control (CTC) at Rossborough and the installation of new interlocking systems from KwaMashu – Durban – Umlazi, Isipingo- Umbogwintini, Pinetown line and Crossmoor line. The overall Signalling work in Kwa-Zulu Natal is at 58.7 percent completion, consisting of detailed designs, track work installations, civil works, ordering of bulk material items and installation of first new point sets and signalling equipment. It is anticipated that the Pinetown line will be commissioned with a new signalling system by the fourth quarter of the current financial year. Project expenditure up to October 2017 amounts to R653 million.

Rehabilitation Program

The above renewal programme is a long term plan that will renew the system once all the projects are completed. In the interim, minor rehabilitation projects and maintenance of the existing system are taking place to ensure continuity of operations while the projects are being rolled out.

The Details of work covered during the 2017/18 financial year covers the following

  • Replacement of vandalized and stolen signalling system which directly affects train services
  • Constructive maintenance on worn-out signaling equipment affecting system reliability. Majority of this work is covered by a resignalling program discussed above
  • Routine maintenance and minor corrective work covered under operational maintenance

The above interventions are aimed sustaining the reliability and safety of the current (old) signalling system; however there remains a backlog of maintenance and repairs. This outstanding work is caused by ongoing theft and vandalism of signalling equipment and lack of human capital to deal with obsolete equipment and constraints in the operational funding for maintenance.

These challenges are addressed through major renewal program discussed above and the capital intervention program (minor rehabilitation projects). The Gauteng signalling rehabilitation amounts to R32.5 mil, KwaZulu Natal amounts to R8mil and Western Cape amounts to R19.5mil. In total the signalling rehabilitation program amounts to R60 mil covering all three regions; the actual spending is R22mil with projects still in execution and planned to be completed by end of the financial year. The outstanding amount of R38mil will be fully utilized by end of the 2017/18 financial year with the completion of the various rehabilitation projects.

10 November 2017 - NW3426

Profile picture: Groenewald, Mr HB

Groenewald, Mr HB to ask the Minister of Transport

With reference to his reply to question 2529 on 4 September 2017 pertaining to statistics from arrests during the 2016-17 festive season, (a) why does the Road Traffic Management Company (RTMC) not keep record of the data requested and (b) from what other source does the RTMC obtain this data?

Reply:

a) The recording of blood test results from Police Forensic laboratories is a mandate of SAPS. Traffic Officers only serve as complainants on the matter and the docket is processed by SAPS detectives. All 2016/17 cases are still pending.

b) The data is kept on SAPS CAS system and Department of Justice Register.

10 November 2017 - NW3415

Profile picture: Dreyer, Ms AM

Dreyer, Ms AM to ask the Minister of Transport

(a) What plans are in place to integrate minibus taxis into an integrated public transport system,(b) what are the time frames, time lines and milestones in this regard,(c)(i) what consultation has taken place (ii) with whom (d) what are the main features of the integration?

Reply:

a) In terms of public transport strategy the incumbent operators (taxi and bus operators) should be the core of the integrated public transport system. Currently, the Integrated Public Transport Networks (IPTNs) are being operated by the incumbent operators as envisaged in the strategy. In most of the cities minibus taxi are feeding to the trunk or will feed to the trunk once the system is up and running.

b) The system is being rolled out in phases, as a result of that various cities are at different stages in terms of their system roll out.

c) (i) Consultation has taken place with various affected taxi associations and operators

(ii) It is mandatory for municipalities to consult all affected operators (minibus taxi and bus operators) when planning to implement the IPTNs.

d) In some corridors minibus taxi operators withdraw their operations and join the Vehicle Operating Company (VOC), whereas in certain cases minibus taxis remain in operation either as a feeder to the trunk of the public transport system or compete with the public transport system.

 

10 November 2017 - NW3422

Profile picture: Figlan, Mr AM

Figlan, Mr AM to ask the Minister of Transport

(1)With regard to bridges constructed by the SA National Roads Agency in the past three financial years, (a)(i) what total number has been built and (ii) where were they built in each specified financial year, (b) what were the total costs in each case and (c) to which companies were the tenders awarded in each case; (2) on what date (a) did the construction of each bridge commence and (b) was each bridge completed; (3) (a) what public participation and consultation processes took place in each case and (b) what impact did the consultations have on each project?

Reply:

1. (a) (i) 21 bridges have been built over the past 3 years by SANRAL.

(ii) Please see attached Table for relevant details on location.

(b) Please see attached Table for relevant details of the project under which bridge was built. Bridges are normally constructed as part of a road construction project, a price is tendered for the complete project and not each bridge individually.

(c) Please see attached Table for relevant details.

2. (a) Please see attached Table for relevant details on the project start and end dates. Please note that the start dates refer to date when consultant was first appointed.

(b) Please see attached Table for relevant details on year built of each bridge.

3) (a) The public participation process for each project is guided by the relevant requirements of the National Environmental Management Act and related Regulations.

(b) The impact of consultations on each project is varied and can range from no impact to complete realignment of a route been required, and these recommendations are captured in the Record of Decision issued by Department of Environmental Affairs for each project.

 

10 November 2017 - NW3418

Profile picture: Steenkamp, Ms J

Steenkamp, Ms J to ask the Minister of Transport

(a)(i) Which taxi associations received government grants in the past three financial years and (ii) what were the grant amounts in each case, (b) what criteria are used to decide on qualifying taxi associations, (c) what is the purpose of the grant in each case, (d)(i) what key performance areas and specific actions are the taxi associations expected to perform and (ii) how often and how do the taxi associations report to his department, (e) what disqualified a taxi association from receiving future grants and (f)(i) which grants have been denied, (ii) to which taxi associations and (iii) why in each case in the past three financial years?

Reply:

(a) Taxi Associations operate at local level and by their very own nature are self-sustainable. The Department of Transport does not provide any direct financial assistance in the form of grants to Taxi Associations and neither are we aware of any provincial or local government that provides grants to these Associations.

(b) Refer to response number (a);

(c) Refer to response number (a);

(d) Refer to response number (a);

(e) Refer to response number (a);

(f) Refer to response number (a).

06 November 2017 - NW3231

Profile picture: Hunsinger, Mr CH

Hunsinger, Mr CH to ask the Minister of Transport

(1)Has the commissioning process with Siemens for the Gauteng Nerve Centre (GNC) rail signalling system been completed; if not, (a) why not and (b) what has been the cost of noncompletion to the GNC; if so, when; (2)is the GNC fully functional and connected in line with the intended design; if not, what are the reasons; (3) has the full staff component necessary to operate the GNC been trained; if not, (a) why not and (b) by what date will this happen; (4) whether the full extent of the rail network of the Passenger Rail Agency of SA (Prasa) is currently monitored from the GNC in accordance with the initial plans; if not, (a) why not and (b)(i) what measures have been put in place to extend the service to cover the full extent of the Prasa rail network and (ii) at what cost?

Reply:

1. The Gauteng Nerve Centre (GNC) building has been commissioned and was officially opened for operation in October 2015. To date, the GNC operates the Irene, Olifantsfontein, Kaalfontein, Leralla and Tembisa corridor on a new signaling system. Currently, PRASA is moving the southern line which includes Midway – Residensia Corridor into the GNC.

2. The GNC is functional and connected as stated above, in line with the intended project rollout. As more stations are equipped with the new signaling system, they will progressively be migrated to the GNC for control.

3. Yes, the GNC's traffic operators are trained in accordance with the corridor commissioning program. To date, 82 train control officers have been trained. Further, 42 engineering technicians were trained to maintain the new signaling system

4. The requirement of the GNC is to control the entire Gauteng region only, in accordance with the operational plan. It should, however, be stated that other regions such as the Western Cape and KwaZulu Natal will also be equipped with new modern control centres similar to the one in Gauteng.

06 November 2017 - NW3430

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James, Ms LV to ask the Minister of Transport

(a) Why does a certain person (Collins Letsoalo name furnished) have a security detail, (b) what is the security detail comprised of, (c) since what date has the security detail been in place, (d) what are the total costs in each case and (e) from which budget is the security being paid?

Reply:

  1. Mr Collins Letsoalo does not have any security detail.
  2. (See (a) above
  3. (See)(a) above
  4. (See) (a) above

06 November 2017 - NW3374

Profile picture: Hunsinger, Mr CH

Hunsinger, Mr CH to ask the Minister of Transport

(1)(a) What number of the (i) 70 Vossloh Espana-built locomotives were delivered to South Africa and (ii) specified locomotives were damaged, (b) (i) when, (ii) how and (iii) at what repair cost was each locomotive damaged and (c) what amount has been paid to a certain company (details furnished) up until the last delivery of locomotives; (2) has the specified company been approached to pay back the money that was paid to it; if not, why not; if so, by what date?

Reply:

(1) (a) (i) PRASA received 13 locomotives

(ii) One locomotive was damaged

(b) (i) The damage occurred on 18 August 2015

(ii) as a result of a derailment at Modderrivier outside Kimberly

(iii) The cost of repairs are estimated at R50 million; the final figure could not be established due to the current legal proceedings.

(c) PRASA has paid R2.6 billion to the supplier of the locomotive

(2) PRASA has issued a summons against the said company for repayment of the R2.6 billion.

06 November 2017 - NW3373

Profile picture: Hunsinger, Mr CH

Hunsinger, Mr CH to ask the Minister of Transport

(1)What is the total number of control operators, train control supervisors, CCTV operators, system supervisors, technical supervisors, maintenance technicians, CIS operators, security and supporting staff currently employed at the Gauteng Nerve Centre rail signalling system; (2) whether the (a) integrated communication module, (b) trunk radio and Global System for Mobile Communications – Railway, (c) Overhead Track Equipment monitoring system and (d) CCTV monitoring of stations system are fully operational; if not, in each case, why not?

Reply:

1. The total number of:

    1. Control operators is 158
    2. Train control supervisors is 106
    3. CCTV operators is 17
    4. System supervisors is20
    5. Technical supervisors is 48
    6. Maintenance technicians is 909
    7. CIS operators is 20
    8. Security is 701 (Internal PRASA Staff); and
    9. Supporting staff currently employed at the Gauteng Nerve Centre rail signaling system = 9 Other support staff are not sitting directly in the GNC and are not included in the nine. Negotiations are underway with labour on their migration to the GNC.

2. (a) Integrated communication module

PRASA has the following communications systems which are currently used in train communications systems and also planned to be used in future:

  1. Trunk radio communications: Communications between Train Driver to Train Control Officer
    1. GRM-R (Global System for mobile communication in Railway) will be used for communications between Train Drivers to Train Control Officer. (The system is yet to be handed over to the regions).
  2. OTN (Optic telecommunications network) for signalling transmissions network which is being rolled out on the re-signalling project.
  3. Rail Communications system which is meant for the Public Address system and which need to undergo a major repairs within Gauteng region.
  4. LAN LINES (fixed telephones which are used for communications by Train Control Officers and Train drivers and are recorded).
  5. Integrated System Access control Management Systems (ISAMS) the project is ongoing and handed over in Tshwane region.
  6. Email Communications systems for the end user broader communications in PRASA.

All these communications systems except trunk radio systems are transmitted by the optic fibre backbone meaning any failure to the optic fibre network it will affect communications provided no redundancy in place. The systems are also power depended for an effective communications.

(b) Trunk Radio and Global System for Mobile Communications – Railway,

  1. Trunk Radio : Gauteng North the system is working fully. In Gauteng South the system has just been repaired and the new hand set bought. They are being programmed and the system will be fully operational 11th November 2017
  2. Global System for Mobile Communications: Not in place. PRASA is in the process of commissioning GSMR

(c) Overhead Track Equipment monitoring system and

There is no overhead Track Equipment Monitoring System but there is a power supply monitoring system (Telecontrol) and is working in full giving on line real time monitoring information.

(d) CCTV monitoring of stations system;

The CCTV monitoring system is fully operational in major junction stations and centers with the exception of some of the smaller stations where they are installed but not linked to the respective control rooms for monitoring due to repeated cable theft incidents.

02 November 2017 - NW3080

Profile picture: Hunsinger, Mr CH

Hunsinger, Mr CH to ask the Minister of Transport

(1)Did his department attain possession and control of the eNatis system, if not, why not; if so, when; (2) has the software audit been carried out to establish the integrity of the program; if not, why not; if so, (a) by whom, (b) at what cost and (c) what are the details of the findings of the audit; (3) What was the total legal expenses for (a) his department and (b) all related entities, in the Tasima (Pty) Ltd litigation process?

Reply:

(1) The Constitutional Court on 9 November 2016, in line with the Shareholders Committee resolution to transfer the NaTIS to the Road Traffic Management Corporation (Corporation) ordered the hand-over of the system and the services to the Corporation. On 05 April 2017, subsequent to an application brought to the effect by the Corporation, the Sherriff executed the Order of Tuchten J and evicted Tasima from the premises. Thereafter the Sherriff handed possession and control of the system to the Corporation.

(2) The NaTIS is a National Key Point and as such all physical, logical and network security assessments are conducted by the SAPS NKP unit and the National Communications branch of the State Security Agency (SSA). The initial physical security assessment was completed in July 2017. The Logical and Network Security assessment is subject to confirmation from SSA and is planned for completion in this quarter. The Auditor-General (AG) also includes the NaTIS audit in its annual Information Systems Audit of the Department of Transport. As of 2017/8 the AG will include it in the audit of the Corporation.

(3) (a) The total legal expenses for the Department spent on the Tasima litigation

Financial Year

Amount (R)

2017/18

466 287

2016/17

7 443 436.24

2015/16

7 356 858.60

2014/15

131 328.00

2013/14

622 765.00

2012/13

677 202.00

Total to date

16 697876.84

(b) The total spend on legal fees for the Corporation related to the Tasima (Pty) Ltd matter is:

Financial Year

Amount (R)

2017/18

3 858 342,63

2016/17

2 290 492,83

2015/16

16 651 202,05

2014/15

1 204 248,00

2013/14

1 463 619,63

Total to date

25 467 905,14

02 November 2017 - NW3058

Profile picture: Alberts, Mr ADW

Alberts, Mr ADW to ask the Minister of Transport

(1)Whether, with reference to fines being issued in terms of the National Road Traffic Act, Act 93 of 1996, and the Criminal Procedure Act, Act 51 of 1977, the specified fines and/or summonses are issued against the identity number of the alleged offender; if so, what legal grounds support this authorisation; (2) whether, in the case of business concerns, the fines and/or summonses are issued against the (a) identity number of the alleged offender or (b) registration number of the business concern; if so, what legal grounds support this authorisation; (3) whether, in the case of business concerns, the fines and/or summonses are sent to the address of the (a) invividual offender or (b) business concern; if so, what legal grounds support this authorisation; (4) whether, in the case of individuals and business concerns that have appointed a representative to receive and handle fines and/or summonses on their behalf, the fines and/or summonses are issued against the identity number of the representative; if not, what is the position in this regard; if so, what legal grounds support this authorisation; (5) whether, in the case of individuals and business concerns that have appointed a representative to receive and handle fines and/or summonses on their behalf, the fines and/or summonses are sent to the address of the (a) individual offender, (b) business concern or (c) representative; if not, what is the position in this regard; if so, what legal grounds support this authorisation?

Reply:

1. In terms of Section 73 National Road Traffic Act 93 of 1996

The Act presumes that the owner drove or parked a vehicle, where in any prosecution in terms of the common law relating to the driving of a vehicle on a public road or in terms of this Act, it is necessary to prove who was the driver of such vehicle it shall be presumed, in the absence of evidence to the contrary that such vehicle was driven by the owner thereof.

In terms of the Criminal Procedure Act 51 of 1977, Section 56 (1)

If an accused is alleged to have committed an offence and a peace officer on reasonable grounds believes that a Magistrate's Court, on convicting such accused of that offence, will not impose a fine exceeding the amount determined by the Minister from time to time by notice in the Gazette, such peace officer may, whether or not the accused is in custody, hand to the accused a written notice which shall- (a) specify the name, the residential address and the occupation or status of the accused; (b) call upon the accused to appear at a place and on a date and at a time specified in the written notice to answer a charge of having committed the offence in question; (c) contain an endorsement in terms of Section 57 that the accused may admit his guilt in respect of the offence in question and that he may pay a stipulated fine in respect thereof without appearing in court; and (d) contain a certificate under the hand of the peace officer that he has handed the original of such written notice to the accused and that he has explained to the accused the import thereof.

(2) The business concern appoints a proxy who is deemed to be the registered owner of the vehicle. Therefore, if a fine is issued irrespective of who the driver is the fine is issued against such proxy.

(3) (4) (5) Response provided in Question 2 above is also applicable to Question 3, 4 and 5.

31 October 2017 - NW3209

Profile picture: Madisha, Mr WM

Madisha, Mr WM to ask the Minister of Transport

How does he justify the 72% increase in the vehicle renewal transaction fee that he has determined to be paid to the Road Traffic Management Corporation in the 2017-18 financial year in terms of Regulation 3 of the Road Traffic Management Regulations?

Reply:

The Road Traffic Management Corporation was established by the Act of Parliament, the RTMC Act 20 of 1999. At the establishment phase it was conceptualised that the Corporation will be funded in line with provisions of Section 24 (1) of the Act which provides for and prescribes the sources of funding. The Corporation is funded in the following manner:

  • Monies prescribed, subject to section 48 (1)(b) which must include transaction fees charged by the Corporation for the sale of services;
  • Penalties and fines payable to the Corporation as an issuing authority in terms of section 32 of the Administrative Adjudication of Road Traffic Offences Act, 1998 (Act No. 46 of 1988);
  • Interest on invested cash balances and
  • Monies appropriated by Parliament.

Transaction fees were introduced in terms of the RTMC Act and approved by then Finance Minister Trevor Manuel in 2007 for the operation and maintenance of NATIS. At the introduction phase the fees were introduced at R30 and they were to increase by R6 annually.

Since the initial phase the fees were only revised by R6 in 2009 as per the provisions of Section 48 of the RTMC Act. This revision brought into effect the First Amendment of the Regulations in the Government Gazette No. 930 of 23 September 2009. The significance of the regulation amendment, was that the Regulations was amended to provide that the Minister of Transport, may henceforth, increase the Transaction Fee amount annually by Notice in the Government Gazette and in the process repealed the previous 5-year fee structure.

Subsequently there were no revisions and or increases of the transactional fees due to the impasse that related to the legal battles and other administrative challenges amongst others and the transaction fees remained R36 from 2009 to 2016.

Post the challenging period articulated above the transactional fees were only increased to R42 in January 2016, the same amount it should have been in 2010.

The current increase of R30 falls far below the required thresh-hold of required increase which should have been at R96,00 as per the then approval by the Minister of Transport. Mindful of the affordability test it become prudent that the increase be R30,00 as opposed to the once off R54, 00 increases.

The design of the NATIS has remained constant over the years and the system was never upgraded and no improvements were ever made. The current environment requires a complete overhaul and upgrading of the e-Natis and we are required by the provisions of the enabling legislation that the maintenance of the system should be done in line with the Act. The Act provides that the Corporation should ensure that phase out, where appropriate, public funding and phase in private sector investment in road traffic on a competitive basis; securing, where appropriate, full cost recovery based on the user-pays principle and introduce commercial management principles to inform and guide road traffic governance and decision-making in the interest of enhanced service provision

There is an urgent need to upgrade the architecture of the NATIS to make it more supportive to the current needs of users and registering authorities. The non-implementation of the annual increase has made the Corporation to lose the revenue of R2billion and this caring government deemed it prudent not to burden the public and not applied the increase retrospectively.

31 October 2017 - NW3230

Profile picture: Hunsinger, Mr CH

Hunsinger, Mr CH to ask the Minister of Transport

What is the total amount that has been spent on consulting fees related to the National Transport Master Plan since September 2008?

Reply:

The total amount that was spent on consulting fees for National Transport Master Plan was R35 923 481.23

31 October 2017 - NW3145

Profile picture: De Freitas, Mr MS

De Freitas, Mr MS to ask the Minister of Transport

(a) Why have three board members of Airports Company of South Africa (ACSA), who were fired by his predecessor, been reappointed onto the board of ACSA,(b) what issues and /or circumstance have changed since the firing and subsequent reappointment of the three board members and (c) why were different board members not considered to replace the specified board members?

Reply:

a) There was no record showing that the removed Board members were afforded an opportunity to make representations to the Former Minister before they could be removed as Board members.

The Minister was also informed by the Popo Molefe and others court case pertaining to PRASA where the North Gauteng High Court, Pretoria ruled that Popo Molefe and others were incorrectly removed from their positions, as they were not afforded and opportunity to make representation to the former Minister on why should not be removed from the Board of PRASA. The Court thus ordered their reinstatement.

b) There are no issues or circumstances that have changed so far as the ACSA board is still quorating

c) Please refer to answer (a) above and further that there was a possibility of another court application against their removal, which would have interdicted their process of appointing new board of directors.

31 October 2017 - NW3212

Profile picture: Carter, Ms D

Carter, Ms D to ask the Minister of Transport

With reference to remuneration packages at the Road Traffic Management Corporation, what are the reasons for the exorbitant and above-inflation increases in the packages of (a) the Chief Executive Officer, which has increased by 31,6% from R5,950,000 in 2015-16 financial year to an enormous R7,830,000 in the 2016-17 financial year, (b) executive senior management, which have increased by an average of 19,11% and (c) non-executive Board members, which increased by an average of 22,16%?

Reply:

a) The total package of the Chief Executive Officer for 2016/17 financial year is R4, 905m compared to R4 5m in the 2015/16 financial year. This resulted into a 9% increase which was applicable to all employees. Included in the total package is the basic salary of R2,781m and the other benefits inclusive of Provident Fund, Non-Pensionable Allowance, Medical and Housing of R2,124m. Performance bonus is generally what is due to employees, however the contract of employment of the CEO makes specific provision for performance bonus, which bonus is determined by the Board from time to time and the CEO was granted R2,925m post assessment of his performance and performance of the organisation. It should be noted that the package of the CEO did not increase with 31.6% but with 9%.It should be noted that there were changes on year to year non-recurring items (performance bonus)

b) The packages of the Executive Senior Management increased by 9% across the board, which includes the basic salary and other benefits inclusive of Provident Fund/Pension Fund, Non-Pensionable Allowance, Service bonus provision, Car allowance, Medical and Housing. It should be noted that included in the Other benefits is non-recurring items like Subsistence, reimbursive kilometres and Performance bonus.

c) There was no increase to the individual remuneration (retainer and meeting attendance) of non-executive Board members. It should be noted that the increase reflected when comparing the financial years relates to all non-executive Board members and meeting attendance year to year as they are not the same as a result a bottom line comparison does not give a true reflection. The following are the main reasons for year to year differences in the total amount for all totals non-executive Board members:

  • two non-executive Board members (DH Ewertse and TMN Kgomo) served the full term of the financial year compared to 2015/16. The two members were appointed with effect from 1 December 2015 and served four (4) months in 2015/16, as the remaining period before the end of the financial year.
  • three of the non-Executive Board Members retired in December 2016, and replaced by three new non-executive Board members appointed with effect from January 2017.

24 October 2017 - NW3081

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Hunsinger, Mr CH to ask the Minister of Transport

With reference to the Moloto Rail Project, have any formal contracts been entered into with China or any Chinese companies; if so, (a) what is the total value of each contract, (b) what are the details of conditions applicable to each contract, (c) who approved the deal that was entered into by PRASA in respect of the specified contract and (d) what is the scope of the involvement of China in the project, including (i) being the supplier and (ii) in the execution of the project?

Reply:

1. No contract has been entered into between the Department of Transport or PRASA and the people Republic of China or Chinese companies

a) Refer to 1 above.

b) Refer to 1 above.

c) Refer to 1 above.

d) Refer to 1 above.

20 October 2017 - NW3024

Profile picture: Steenkamp, Ms J

Steenkamp, Ms J to ask the Minister of Transport

(1) What is the (a) total amount that was paid out in bonuses to employees in his department and (b) detailed breakdown of the bonus that was paid out to each employee in each salary level in the 2016-17 financial year; (2) what is the (a) total estimated amount that will be paid out in bonuses to employees in his department and (b) detailed breakdown of the bonus that will be paid out to each employee in each salary level in the 2017-18 financial year?

Reply:

The response below outlines payment of performance bonuses to employees as well as a breakdown of bonuses in each salary level for the 2016/17 financial year. Furthermore, the total estimated amount to be paid in bonuses to employees for 2017/18 financial year is provided. It should be noted that a breakdown of bonuses for the 2017/18 financial year would only be possible after all employees have been assessed at the end of the performance cycle i.e. 31 March 2018.

1(a) The total amount that was paid out in bonuses to employees in the Department of Transport for the 2016/17 financial year is R8 652.15 million.

1(b) Detailed breakdown of bonus according to each salary level for 2016/17:

Salary level

Total number of Beneficiaries

Amount

3

12

R 43 402.56

4

16

R 54 237.56

5

26

R 83 529.77

6

74

R 409 128.99

7

54

R 363 139.61

8

72

R 565 331.81

9

62

R 584 158.92

10

49

R 562 119.22

11

58

R 832 364.34

12

61

R 1 160 331.95

13

50

R 2 597 918.06

14

18

R 1 396 486.40

Grand Total

551.93

R 8 652 149.19

2 (a) In line with legislation and prescripts that regulate Performance Management and Development System in the Public Service, at least 1,5% is annually budgeted for payment of performance bonuses for employees. However, the Minister has the prerogative, in special circumstances to exceed the 1,5% allocated budget.

It is based on the above background that the 2017/18 projected amount for payment of performance bonuses to the deserving employees’ amount to: R6, 750,315.00.

2 (b) The Department is currently not in a position to provide detailed breakdown of the bonus that will be paid out to each employee in each salary level in the 2017-18 financial year, as this is dependent on the individual performance outcome which will only be determined at the end of the financial year (i.e. 31 May 2018).

11 October 2017 - NW3549

Profile picture: Hoosen, Mr MH

Hoosen, Mr MH to ask the Minister of Transport

(a) Which directorate and/or entity is responsible for the Moloto Rail Development Corridor project, (b) what (i) are the deadlines, milestones and timeframes for this project and (ii) processes, procedures and mechanisms exist to ensure that the deadlines, milestones and mechanisms are met, (c) who is financing this project , (d) what are the (i) conditions of the funding and (ii) total monetary value of the project, (e) how will it be paid off, (f) who are the partners in this project, (g) how are they partners in each instance and (h) what are the conditions respectively?

Reply:

a)  The Rail Transport Branch and PRASA as an implementing agency, is currently responsible for the Moloto Rail Development Corridor Project.

b) (i) The Moloto Rail Development Project is currently not funded. The Department submitted an application for funding to National Treasuary.

(b) (ii) Refer (b) (i)

(c) Refer to (b) (i)

(d) (i) (Refer to (b) (i)

(e) Refer to (b) (i)

(f) Refer to (b) (i)

(g)Refer to (b) (i)

(h) Refer to (b) (i)

28 September 2017 - NW2763

Profile picture: Esau, Mr S

Esau, Mr S to ask the Minister of Transport

(1)How are salaries and salary scales determined within the various entities which report to him (2) whether any officials get remunerated more than others on the same or higher levels; if so, why; (3) whether any staff members do not have medical aid as part of their remuneration packages; if so, why; (4) whether any officials with lower qualifications get promoted above those with higher qualifications; if so, why?

Reply:

1. AIRPORTS COMPANY SOUTH AFRICA LIMITED (ACSA)

1. Airports Company SA integrated the Paterson job grading system, applicable to all positions in the company based on the grade of the position, pay scales are defined, noting the company job family classification framework per job, defining the minimum midpoint and the maximum of such pay scale. In the context of “equal pay for equal work” principles the ACSA further integrated pay ranges which defines the remuneration gap between lowest and highest earning employees, therefore supporting equality and transparency. The pay scales of the company are benchmarked against the South African market, on an annual basis whilst the pay policy is anchored at the 50th percentile.

2. Remuneration is dealt with in accordance with 1 above. All employees are therefore remunerated within the pay scale as well as pay range, differentials in pay, within the pay scale, will be dictated by qualification experience technical capability critical and scarce skills as well employee considerations.

3. All employees of the company belong to a medical aid noting that is part of company policy. Employees inside the bargaining unit are subsidized, principally on a 50/50 basis.

4. Airports Company South Africa describes all positions in the company through detailed role profiles, these role profiles amongst others describe the purpose of the job, KPI’s to be achieved, competencies as well as qualifications. Recruitment, Selection and appointment processes are therefore based on this meaning, the most suitably qualified employee will be appointed.

2. CROSS-BOADER ROAD TRANSPORT AGENCY (C-BRTA)

1. At the Cross-Border Road Transport Agency (C-BRTA), salaries and salary scales are determined through a process of job evaluation and grading which is based on the remuneration philosophy. The job evaluation system used within the C-BRTA is the Peromnes job evaluation system, which directly correlates with all known Job Evaluation Systems.

2. Yes, employees who are employed on the same level may be remunerated differently depending on their skills, experience and earnings prior to joining the Agency. This may also be attributed to the fact that some remuneration bands per job grade level overlap between levels, and as a result, employees who are on the same level may be remunerated differently within the remuneration bands.

3. In the C-BRTA it is mandatory that all employees are covered by medical aid, either as principal members or as dependents to their spouses. The remuneration packages offered within the Agency are all inclusive Total Cost to Company.

4. The Agency employees progress from one position to another through an open, fair competition process where everyone who meet the minimum requirements of the job is given a fair chance to compete in an interview.

3. SOUTH AFRICAN MARITIME SAFETY AUTHORITY (SAMSA)

1. The salary scales are determined by developing a job grade using the Patterson job grading system. This determines the seniority level of the job.

We used job grades to do internal benchmarking as well as a per-grade benchmark with other State Owned Enterprises (SOE). The survey used was 21st Century Pay Solutions survey amongst State Owned Enterprises including those in the Department of Transport.

We positioned a rational pay curve after analyzing the compo ratio with external benchmarks and created the pay ranges taking into consideration the seniority levels in the organization and pay ranges that allows for overlap.

Salaries are determined based on the job’s grade and the salary range the job falls under. A number of factors are then taken into consideration including amongst others: work experience, previous salary.

2. Yes. The reason may be seniority, level of responsibility, qualifications, experience, and scarce skills

3. Yes. The reasons include belonging to spouses’ medical aid, on fixed term contract, have medical aid but has not transferred to SAMSA’s billing. Historically, medical aid was not compulsory, therefore a few employees are not part of medical aid due to additional cost. These employees are being engaged at the moment to choose cheaper medical aid options.

4. Yes, with the proviso that they meet the minimum requirements of the job.

4. PORTS REGULATOR OF SOUTH AFRICA

1. The Ports Regulator performed a salary benchmarking exercise in 2014/15 financial year. In the exercise the Regulator utilised the services of Rem-channel from PWC to compare the positions in the Ports Regulator organogram to similar positions in the database from Rem-Channel which includes both private and public sector remuneration data. The results were extracted and then also compared in the equate process with the Department of Transport to ensure that the salary levels and bands are in line with Government. The results from the latter process were then used to develop the salary scales and levels within the band for all positions in the Regulator organogram. It must be noted that the Ports Regulator is a unique organisation in the country and not easily comparable in its job descriptions to other transport entities.

2. There’s no instance of any official being remunerated more than others as all salaries given to employees are based on their qualifications, experience and skill and the job requirements.

3. All employees of the Ports Regulator have medical aid as per the requirements of the conditions of services of the Regulator, but employees may choose not to take this up as part of their package.

4. The Ports Regulator does not have a practice of promotions. All positions are filled through a normal recruitment process to ensure that competent talent is sourced for the vacant funded position, whether from internally or externally.

5. AIR TRAFFIC NAVIGATION SYSTEM (ATNS)

Factors

Source Document

Notes

CPI

Stats SA P0141

To obtain a view of commodities price changes in the market.

BER Projections

Bureau for Economic Research

To do projection and establish affordability for the next coming financial year.

External Market Survey

PE Trend Analysis Report

Provide insight of external market movement

Inflation Rate

PE Trend Analysis Report

To consider for annual salary scales movement

Individual Performance

ATNS Remuneration Directive

To encourage high performance culture through pay for performance matrix. The matrix is applied to determine individual salary increases based on the employee’s performance score.

  1. Below is the list of factors considered to determine salary scales and employees’ salaries.
  2. The officials are remunerated differently based on the relative worth of the job which then informs various grade levels and different salary scales in the organization.

On appointment, factors below are considered to determined salary to offer:

  1. current earnings of potential candidate;
  2. internal parity; and
  3. salary scale of that particular position.

For annual salary adjustment, since ATNS drives high performance culture. The below matrix (Pay for Performance approach) is used to determine annual salary increases:

Performance Category

Final Score

Pay Position relative to the Company Salary Band for the Job

   

Minimum

Midpoint

Maximum

Significantly Exceeded Expectation (SSE)

4.51 - 5

Base +4%

Base + 3%

Base + 1%

Exceeds Expectation (EE)

3.26 - 4.5

Base+3%

Base + 2%

Base + 0.5%

Meets All Expectations(MAE)

2.91 - 3.25

Base +1.5%

Base

Base

Meets Some Expectations(MSE)

2.01 - 2.75

Base - 1

Base - 1

Base -1

Not Meet Expectations(NME)

< or =2

0%

0%

0%

3. ATNS is on Total Guaranteed Package structure which includes statutory benefits i.e. Medical Aid and Pension Fund. Medical Aid Membership is a condition of employment for all permanent employees at ATNS unless if the employee elects to be a dependant of his/her Spouse. Such employees must provide the Company Annually, with proof of membership when they choose to join their spouse’s Medical Aid scheme.

As end of August, 94% of our employee are on ATNS Medical Aid, 6% are dependents on their spouses’ medical aid.

4. Amongst the number of factors that get considered in recruitment is meeting the minimum requirements of the job advertised.

 

6. PASSENGER RAIL AGENCY OF SOUTH AFRICA (PRASA)

1. PRASA uses the Paterson Grading System to determine pay scales.

2. Some officials get remunerated at the same level, but at a higher band than their peers because of the following reasons:

i) Their entry into the job market may have happened at different times.

ii) Their job experience is not at the same level, one might be compensated at a 25th percentile, but the other at a median whilst in the same job family and level.

iii) The span of control, decision making complexity, and accountability levels may also contribute to the different remuneration.

3. Yes. Employees get a medical aid subsidy as part of their Total Guaranteed pay, however, some employees opt out of medical aid.

4. This rarely happenes. Promotion in the same job families takes into account qualifications, competence, capability and performance and not only qualifications.

7. ROAD ACCIDENT FUND (RAF)

1. Salaries and salary scales in the Road Accident Fund (RAF) are determined with reference to salary benchmark surveys using three (3) different salary survey houses. The RAF uses the survey reports to draw a comparison with its current salary scales and where there are gaps, these are adjusted accordingly. Any adjustments made based on the survey outcome are submitted to the RAF Board for consideration and approval. RAF has a Remuneration and Reward Policy according to which salaries are managed.

2. The RAF’s Pay Progression Policy provides for a pay differentiation between high and average performing employees, that is, salaries of high performing individuals will get adjusted in accordance with their level of performance. Other elements that will qualify an employee for salary adjustment are the attainment of a new qualification, and tenure, provided that they have met the set performance score. In addition, there is provision in the RAF’s Talent and Succession Management and Staff Retention Policy for the payment of a retention allowance in respect of scarce and critical skills.

3. It is a condition of service at the RAF that employees must join a medical aid, except in an instance where the staff member is already a member of a medical aid at the time of joining, or belongs to a spouse’s medical aid.

4. The RAF does not have a promotion policy. When a position becomes vacant interested employees may apply and compete with other internal and external candidates for appointment to the position, based on the RAF’s Resourcing Policy. Consequently, it may happen that an official with a higher qualification does not apply, or that an official or external candidate with a lower qualification scores better overall in the resourcing process which score could be based on performance in the interview, techical assessment, psychometric assessment, etc., depending on the level of the position.

8. RAILWAY SAFETY REGULATOR (RSR)

1. The Railway Safety Regulator (RSR) salaries are governed by the RSR Remuneration Policy, as approved in September 2014. All salary scales are benchmarked within the South African Industry by Remuneration Consulting organizations. The RSR’s affordability and pay philosophy determines the salary pitch (25th, 50th or 75th) for the RSR in the market.

2. Officials within the RSR are remunerated differently within their respective salary and job bands depending on the outcome of both job evaluation and recruitment offers made. These recruitment offers are based on the level of qualification and experience of the individual candidate as per the job requirements, as governed by the relevant Labour law legislation and RSR Recruitment and Selection Policy, Job Evaluation Policy and job evaluation outcomes.

3. As per the RSR Conditions of Employment, dated September 2014, a Total Cost To Company remuneration methodology is applied. Section 6 of the said conditions of employment stipulates: “It is a mandatory requirement that all Employees of the Regulator must belong to a medical aid while in the employ of the RSR. Membership to a spouse’s medical aid will be sufficient to fulfill the requirements of this section. Employees who are members of registered medical aid schemes are not obliged to structure for an employer contribution towards the scheme”.

4. The RSR Talent Management Approach, read with the RSR Performance Management policy provides for recognition of high performance and dedication to the RSR Strategic objectives, values and vision. Promotion within the RSR is based on qualification, experience and a sustained level of high performance. Qualification per se does not determine promotion, but rather suitability, contribution and cultural alignment.

9. ROAD TRAFFIC INFRINGMENT AGENCY (RTIA)

1. The salaries and salary scales of the Agency are determined by the Department of Public Service and Administration ( DPSA).

2. Officials on the same level are not remunerated the same, due to the fact that some are on higher salary ranges within a level.

3. Every employee has medical aid as part of their remuneration package, however some officials choose not to utilise the benefit due to the fact that they are on their spouses medical aid and some just choose not to utilise the benefit.

4. No officials with lower qualifications got promoted above those with higher qualifications.

10. ROAD TRAFFIC MANAGEMENT CORPORATION (RTMC)

1. The Salaries of the Road Traffic Management Corporation are reviewed annually as per the outcome of the bargaining chamber negotiation and are based on the Patterson Remuneration Model.

2. Salaries are negotiable with newly appointed employees taking into consideration RTMC salary bands, the respective employee’s package from the previous employer, experience and market comparative analysis.

3. All RTMC employees are on a Total Cost to Company (CTC) salary package and they are allowed to join any medical aid of their choice.

4. There is no promotional policy within the Corporation, all posts are advertised and the successfull candidate determined through the recruitment process is appointed.

11. SOUTH AFRICAN NATIONAL ROADS AGENCY LIMITED (SANRAL)

1. SANRAL salaries are managed within the framework of the SANRAL Remuneration Policy which is approved annually at the Annual General Meeting with the Minister of Transport. The salary scales have been designed specifically for the organization and the grading system is aligned with the Paterson Modern system. The salary scales are periodically benchmarked against the DPE guidelines and the market.

On an annual basis salaries are reviewed and adjustments made using the individuals’ performance in comparison with his/her peers in the same grade. The formula below is used and taking into account each individual’s merit rating and the grades’ average merit rating.

The formula is as follows:

M = Average merit rating for the grade

A =Percentage change or adjustment of the pay scale of the grade: average adjustment

R = Merit rating for the individual

C = Current Cost to Company for the individual

P = New Cost to Company for the individual after the adjustment

P = (1 + (A+ ((R - M) / M x A))) x C

2. The SANRAL salary scales are broad banded and as such there is an overlap between the maximum of the grade and the minimum of the next grade. It is therefore possible for a lower level employee to earn more than one at the bottom end of a higher grade. This allows for flexibility based on individual employee expertise and experience. This flexibility is also needed to attract and retain scarce technical skills and pay a premium for engineers from designated EE groups. Due to the shortage of technical, particularly engineering skills in South Africa and globally, attention needs to be paid to appropriately remunerating employees who possess these critical skills as one way of retaining key staff in critical grades.

3. SANRAL has a medical aid scheme as part of the benefits package and employees are only allowed to opt out of the scheme on condition that proof is provided confirming that they are on a private medical aid.

4. Promotions at SANRAL, as is practice in Government, only happen through a formal recruitment process that is governed by prescribed minimum qualification requirements in accordance with the recruitment policy. Where cases of irregularity are reported, investigations are conducted and where warranted corrective action is taken.

 

13. SOUTH AFRICA CIVIL AVIATION AUTHORITY (SACAA)

1. The South African Civil Aviation Authority (SACAA) salaries are determined in line with the approved salary scales which are linked to job grades. The scales are benchmarked with the market using remuneration service providers.

2. The scales are broad banded and remuneration may differ based on experience, qualifications etc. however within the appropriate job pay scale.

3. Medical aid is compulsory unless employees can provide proof that they are in their spouse’s medical aid. Currently all employees are covered.

4. The SACAA has no ad hoc promotions. All promotions happen after a proper recruitment process which considers minimum requirements of the job.

NW3071E

28 September 2017 - NW2764

Profile picture: Esau, Mr S

Esau, Mr S to ask the Minister of Transport

(1)(a) What tenders have been issued and awarded in each month in the past three financial years by any of the entities which report to him, (b) to whom were they awarded, (c) what was the monetary value of each specified tender and (d) what mechanisms exist to ensure that tenders are completed within the required time and budget; (2) whether any of the specified tenders were not completed as required within the required time and within the allocated budget; if so, (a) what are the relevant details, (b) how were each of these tenders rectified and (c) what steps has he taken to ensure that this does not happen again?

Reply:

AIR TRAFFIC NAVIGATIONAL SERVICES

This refers to the above request as follows:

  1. (a) What tenders have been issued and awarded in each month in the past three financial years by any of the entities which report to him, (b) to whom were they awarded, (c) what was the monetary value of each specified tender.

Table 1(a) below illustrate details and values of tenders issued and awarded in the 2014/2015 financial year:

Table 1(b) link below illustrate details and values of tenders issued and awarded in the 2014/2015 financial year:

http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW2764TABLE1b_-170928.pdf

Table 2 (a) link below illustrate details and values of tenders issued and awarded in the 2015/2016 financial year:

http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW2764TABLE2a_-170928.pdf

Table 2 (b) link below illustrate details and values of tenders issued and awarded in the 2015/2016 financial year:

http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW2764TABLE2b_-170928.pdf

Table 3 link below illustrate details of tenders issued and awarded in the 2016/2017 financial year.

http://pmg-assets.s3-website-eu-west-1.amazonaws.com/RNW2764TABLE3_-170928.pdf

Question 2 (a), (b) and (c):

  • The Air Traffic and Navigation Services, state Owned Company of South Africa, issue list of planned Capital investments to Original Equipment Manufacturers (OEM’s) and local representatives for budgetary purpose at the beginning of the financial year of the existing permission and by doing so, it enables ATNS to comprehend potential service providers and as a result provide ATNS with acquisition approach when sourcing goods and services.
  • The life of a permission spans five years. At the beginning of the financial year of the existing permission, ATNS submit procurement plan to the relevant Treasury as per the National Treasury SCM Instruction No 2 of 2016-2017 effective from 1 May 2016.
  • The ATNS SCM process provide suppliers with the opportunity to compete for business in an open and transparent manner within the confines of the law.
  • ATNS satisfy its requirements through competition unless there are justifiable reasons to the contrary. These reasons may include but not limited to the following:
  • Emergency procurement process.
  • Confined bidding process with limited number of suppliers in the market.
  • Procurement of goods and services from a single source supplier.
  • Appointment of a service provider providing maintenance and support on existing equipment.
  • Procurement of additional spares.

PASSENGER RAIL AGENCY OF SOUTH AFRICA

  1. (a) What tenders have been issued and awarded in each month in the past three financial years by any of the entities which report to him,

See the attached Master spreadsheet according to the Years

Period

Amount

2014-2015

R 1 623 755 794

2015-2016

R 4 031 270 139

2016-2017

R 1 789 291 731

Total

R 7 444 317 664

(b) to whom were they awarded,

  • See attached Master spreadsheet column D companies awarded the tender

(c) what was the monetary value of each specified tender

  • See attached Master spreadsheet column E monetary value

(d) what mechanisms exist to ensure that tenders are completed within the required time and budget;

  • Constantly monitoring of our contract register across the PRASA group;
  • Bilateral meetings with the line function regarding their contract; and
  • Issue assessment forms to line function and the service provider to rate the performance.

(2) whether any of the specified tenders were not completed as required within the required time and within the allocated budget; if so,

(a) what are the relevant details,

  • Many projects that are undertaken in communities such as station upgrades are not completed on time due to community unrests and disputes related to employment of community members on projects, these affect our deliverables and lead to extension of contracts.
  • Tenders that are not completed due to poor performance of the contractor

(b) how were each of these tenders rectified and

  • Stakeholder management and engagement with communities as pro-active measures to avoid delays.

ROAD ACCIDENT FUND

(1)(a) The Road Accident Fund (RAF) issued the following tenders in the past three financial years:

(b) the tender was awarded to:

(c) the monetary value of each specified tender was:

(d) the following mechanisms exist to ensure that tenders are completed within the required time and budget:

2014-15

ICT End to End Performance Assessment

Elimu Technology Solutions

R 688,788.00

Demand Management Plan; Project Plan; Monthly Reporting; Supply Chain Management Policy and Standard Operating Procedure.

Supply, installation and Configuration of Servers for SAP Migration (including high speed storage device and Citrix server capacity and SAP BI servers)

Aptronics

R 19,513,276.68

 

Branding and Promotional Materials (Panel)

Creative Harvest, Mithethe Trading and Shereno Printers

R 2,000,000.00

 

Supply Chain Management Turnaround Strategy

Astute Advisory

R 8, 000, 000.00

 

Panel of Medical Experts

A Wryly Birch

Adelaide Phasha

Adri Roos

Adroit Roos

Anneke Greeff

Annelies Cramer

Anton Schepers

Ashnie Maharaj

Ben Moodie

Bernard Oosthuizen

Bongone Ngwato

Catherine Rice

Christa du Toit

Dorietta Vermooten t/a Takkie

Dr. Annalie Pauw

Dr. Gavin Fredericks

Dr. I Malepfani

Dr. Maxwell Matjane

Dr. Mudau

DR. P N Mafuya

Dr. Sincha LB Mdaka

Dr. V P Gqokoma

EJ Prinsloo

Elana Human

Energy Plus

Esme Noble

Etienne Joubert

Fitness 4 Work

Fryer and Cornelius

G O Read

Gail Vlok

Hanien Du Preez

Hlunga Consulting

Ilse du Plessis

Ithubalethu Health and Wellness

Janine Mare Schoeman

JPV Business Solutions

K Naidoo

Karen L Dinah Plaatjie

KCN Consulting

Khazimla Occupational Health and Wellness

Kim Kaverberg

Kimbali Holdings

Leazanne Toerien

Letta Consulting

Lisha Chetty

Magdalene Mills

Mamotshabo Magoele

Marina Bosman

Medexec

Megan Sparvins

Megan Townshend

Melloney Smit

Michelle Hough

Monique Kok

Motsepe Thandiwe

N Runqu Trading

Nevashnee Panchoo

Nicolene Kotze

Nonhlanhla Similane

Peter Whitehead

Re Intergrate

Rehana Paruk

Rejoice Talifhani Ntsieni

Remotlotlo Health

Rita du Plessis

Robert Macfarlaine

S De Freitas

Salomien Pretorius

Sekwari Management

Shaida Bobat

Sharon Truter

SIMI Healthcare

SL Naidoo

SOMA Initiative

Spear

Success Moagi

Sugreen Consulting

Susan Verhoef

T Van Zyl

TC Consulting

Thandeka Consulting

TMR Nape

TNL Consulting

Tsebo Ke Thebe

Vanaja Rama

Women’s Health and Wellness

Yandisa Ngoangashe

Ye Ye Ye Human Development

R 50,000,000.00

Per annum budgeted

 

Panel of Funeral Parlours

Avbob, Doves, Sopema, Mabindisa, Two Mountains, Rand Funerals, Thabelo, Last Mile, Quma, Nomatye, Sokudela, Ncedisizwe, Ngoma, Ekuphumleni, Ulwazi, Shingas, Msizi, Zothani, Multi First Class, Mcosi, Lighthouse, Wyebank, and Solomons

R 30,000,000.00

Per annum budgeted

 

Panel of Internal Auditors

Sizwe Ntsaluba, KPMG, Indyebo, Ernst & Young, PWC and Deloitte

R 30,000,000.00

Per annum budgeted

 

Panel of Attorneys

A.K Essack, Morgan Naidoo & Company

A.V. Dawson

Alet Gerber Attorneys

Bate Chubb & Dickson

Borman Duma Zitha Attorneys

Bowes, Loon & Connellan Inc.

Dev Maharaj & Associates

Diale Attorneys

Diale Mogashoa Attorneys

Duduzile Hlebela Incorporated

Dwarika, Naidoo And Co.

Excellent Mthembu Attorneys Inc.

Fouriefismer Incorporated

Friedman Scheckter

Gcolotela and Peter Incorporated

Govindasamy Ndzingi & govender Inc

Hammann-Moosa Inc.

Harja Patel Incorporated

Harkoo, Brijal & Reddy Incorporated

Hughes-Madondo Incorporated

Ighsaan Sadien Attorneys

IQBAL Mahomed Attorneys

Joubert, Galpin & Searle Incorporate

Karsans Incorporated

Kekana Hlatshwayo Radebe Inc

Ketse Nonkwelo Incorporated

L. Mbanjwa Incorporated

Ledwaba Attorneys

Lekhu Pilson Attorneys

Lindsay Keller Attorneys

Livingston Leandy Incorporated

M.F. Jassat Dhlamini Attorneys

M.T. Silinda & Associates Incorporated

Mabunda Inc.

Maduba Attorneys

Maluleke Msimang & Associates

Maponya Inc.

Maribana Makgoka Incorporated

Marivate Attorneys

Mastross Incorporated

Matabane Incorporated

Mathipane Tsebane Attorneys

Mathobo Rambau & Sigogo Incorporated

Mayat, Nurick Langa Incorporated

Mayats Attorneys

Mgweshe Ngqeleni Inc.

Mkhonto & Ngwenya Incorporated

Mnqandi Incorporated

Moche Attorneys

Molefe Dlepu Inc.

Moloto Stofile Incorporated

Morare Thobejane Inc.

Mothle Jooma Sabdia Inc.

Naidoo Maharaj Inc

Ngubane & Partners Incorporated

Ningiza Horner Inc.

Noko Maimela Inc.

Nompumelelo Radebe Incorporated

Nongogo, Nuku Inc.

Nozuko Nxusani Inc.

Poswa Incorporate Attorneys

Potelwa and Company

Pule Incorporated

Rachoene Incorporated Attorneys

Rahman Attorneys

Rambevha Morobane Attorneys

Regan Brown Attorneys

Rehana Khan Parker & Associates

Riley Incorporated

Robert Charles Attorneys

S.C. Mdhuli Attorneys

Sangham Inc.

Saras Sagathevan Attorneys

Shereen Meersingh & Associates

Smith Attorneys

T.M. Chauke Incorporated (Nelspruit)

Tasneem Moosa Incorporated

Tau Phalane Incorporated

TJ Maodi Attorneys Inc.

Tomlinson Mnguni James Attorneys

Tsebane Molaba Inc.

Twala Attorneys

Z & Z Ngogodo Incorporated

Z. Abdurahman Attorneys

Zubeda K. Seedat & Co.

R50,000,000.00

Per annum budgeted

 

Panel of Assessors

Censeo / Santam

Charmain Mabuza t/a Efficient Tracers

Kaygee Investigations and Security

Kutullo Investigation Services

SKW Matima

Stephen Black and Muthelo Investigators

Tshidiso Trading Enterprise

Tswelopele Business Services and Projects

Gladko Consulting

Ngangelive Trading and Projects

Qhubeka Forensic Services

Rheeder Nel Associates

Malesa and Associates

M.I. Abdulla

SB Buthelezi

Stonier A Meyiwa

Roadmate Technologies t/a Lavela Assessors

Joint Shelf 1185 CC t/a Accident Specialist

Laurence Palmer Consultants

Crawford & Company

Inkomfe Trading Enterprise

Francois Balt

GD Engelbrecht t/a Independepent Analysis

MVO Consultants

Inquisitor Investigations

Versitrade

R30,000,000.00

Per annum budgeted

 

Standby Generator for Block C Eco Glades (re-advertised)

Electrical Excellent

R 843,683.88

 

Storage Facilities

M & T Development

R3,931,829.81

 

Dry Goods

Schick Services, Tshiamo Trading Enterprise and DBZN Tarding and Projects

R 2,332,036.36

 

Offsite Storage (new process)

Metrofile

R 7,819,509.95

 

Audio Visual Maintenance

Dimension Data

R 3,444,998.14

 

Microsoft Premier Support Services

Microsoft

R 632,240.00

 

Enterprise Project Portfolio Management (Re-advertised)

Accutech

R 2,944,392.00

 

Citrix Licensing

EOH Mthombo

R 2,316,480.00

 

HP Data Protector Support

HP South Africa

R 781,514.88

 

HP Hardware maintenance

HP South Africa

R 9,889,578.24

 

Lucidview Maintenance and support

Lucidview

R 1,973,588.52

 

Nashua SLA Gold option

Nashua Communications

R 9,777,401.77

 

Panel of DC Experts

Matshekga Labour & Consultants

Maserumule Incorporated

Masipa Incorporated

Luvuyo Dzanibe Qina

Anisa Khan Attorneys & Conveyancers

R 2,400,000.00

Per annum budgeted

 

E-Recruitment

Epi-Use Africa

R 4,393,048.00

 

LMS

Bytes People Solution

R 1,847 789.52

 

Offsite Storage

Metrofile

R7,818,509.95

 

2015-16

SAP Mobile Platform and SAP Data Services

SAP

R 5,600,000.00

Demand Management Plan; Project Plan; Monthly Reporting; Supply Chain Management Policy and Standard Operating Procedure.

Nashua Mobile

Nashua Communications

R 9,431,126.84

 

Employee Awareness Programme (EAP)

Metropolitan Wellness

R 1,166,666.67

 

ICT Security Vulnerability Service

Ernst & Young

R 6,792,264.00

 

Insurance Brokerage Services

Marsh

R 12,791,580.00

 

Interface system between SAP and RAF Biometric system

Epi-Use Africa

R 2,795,799.84

 

New Office Space (Nelspruit)

FGK Capital

R 2,600,000.00

 

POPI

Performanta

R 1,800,000.00

 

Printing, Scanner and Photocopying

Altronics

R 19,513,276.68

 

SAP Support Services

Gijima Holdings

R 37,462,718.95

 

Knowledge Lake Scanning Solution and Support

Intervate Solutions

R735,527.81

 

Proactive 24 Hardware Maintenance and Support

HP

R9,889,578.24

 

SMS Notification Facility

Vodacom

R500,000.00

 

Courier Services

Crossrtoads Distribution t/a Skynet

R551,622.22

 

Vulnerability Management Services

Erns & Young

R6,567,375.00

 

Premiere Data Protector

HP

R390,757.44

Per annum budgeted

 

Lucidview

Lucidview

R1,891,508.52

 

IT Support to HSC, satellite and small provincial offices

EOH Mthombo

R6 314 549.58

 

APN Upgrade, Spend Manager Plus and Data Messenger

Vodacom

R21,901,888.08

 

2016-17

Research Agency Partner

Genex Insights (Pty) Ltd

R 3,046,086.88

Demand Management Plan; Project Plan; Monthly Reporting; Supply Chain Management Policy and Standard Operating Procedure.

Mobile Communication Services

Vodacom (Pty) Ltd

R 34,102,675.00

 

Panel of recruitment agencies

Morvest Professional Services, Phaki Personnel Management Services, Moshitoa Selections, Investong Human Capital, Toro Human Capital, Versatex Trading 505 (Pty) Ltd, Dalitso Consulting (Pty) Ltd, Ntirho Business Consulting

R 3,000,000.00

Per annum budgeted

 

Panel of Actuaries

JW Jacobson Consulting, Independent Actuaries and Consultant, NBC Holdings, Rose Wood Technologies

R30,000,000.00

Per annum budgeted

 

Statutory Actuary Services

True South Actuaries and Consultants

R 5,175,000.00

 

Procurement of McAfee licences

Datacentrix (Pty) Ltd

R 1,742,135.63

 

Cleaning Services: All Gauteng offices and Durban office

Monabo Hygiene services

R 12,450,610.08

 

Development of the RABSA logo branding

FCB Africa (Pty) Ltd

R 6,212,190.60

 

Courier Services

Skynet Courier IT

R 3,300,000.00

 

Back Scanning

Metrofile (Pty) Ltd

R 9,041,257.50

 

Panel of recruitment agencies

Pinpoint One Human Resource (Pty) Ltd

Human Communications (Pty) Ltd

EOH Abantu (Pty) Ltd

R 3,000,000.00

Per annum budgeted

 

Provision of Cleaning Services

Enzani General Trade 828

R 425,005.57

 

Provision of Information Tracing Services

Crosscheck Information Bureau (Pty) Ltd

R 3,000,000.00

 

NAKISA Organisational Management Tool

EPI-USE Africa

R 2,795,779.84

 

Panel of DC Experts

Matshekga Labour & Consultants

Maserumule Inc

Masipa Inc

Luvuyo Dzanibe Qina

Anisa Khan Attorneys & Conveyancers

R 2,000,000.00

Per annum budgeted

 

SAP Support and Training

Gijima

R37,462,718.95

 

New Office Space (Tzaneen)

Resilient Properties

R 945,470.67

 

(2) The following tenders (contracts) were not completed as required within the required time and within the allocated budget:

(a) the relevant details are:

(b) the tenders (contracts) were rectified as follows:

(c) the steps taken to limit a reoccurrence are:

SCM turnaround strategy- Astute Advisory Consultancy

The project was not completed as per the project timelines and contract term

An extension was granted

Strict monitoring of deliverables against the contract and contracted timelines, and, earlier remedial action taken for contractual breaches, including but not limited to, activation of penalty clauses

CROSS BORDER ROAD TRNSPORT AGENCY

  1. Tenders issued by the Cross-Border Road Transport Agency (C-BRTA):

Financial Year 2014/15

1. (a)

Tenders Awarded

1. (b)

Tenders to whom

1.(c)

Amount

1. (d)

Mechanisms to ensure completing within the required time and budget

 

Implementation, support and maintenance of Virtual Private Network (VPN) – May 2014

Enhanced Network Services (Pty) Ltd

R2, 150, 000

The C-BRTA has put in place a contract management system, which monitors that contracts are completed within required time and within the allocated budget.

Project managers are informed of the expiry and expenditure of the contracts on regular basis.

Financial Year 2015/16

Provision of Internal Audit services - March 2016

OMA Chartered Accountants Inc.

R2, 554, 118

 
 

Development of Inspector Curricular – July 2015

Picawood T/A Academy Business

R865, 000

 

Financial Year 2016/17

Supply and delivery of Laptops, Desktops and Ipads – June 2017

Sage (Pty) Ltd

±R2, 000, 000

 
 

Development of Enterprise Architecture – July 2017

Knotion Consulting (PTY) LTD

R982, 080

 
 

Supply and Implementation of Microsoft High Availability –V Virtualization Solutions – July 2017

Bytes Systems Integration (Pty) Ltd

 

R3, 253, 341

 

2. The tender for the development of Inspector Curriculum was not completed within the contract period:

2. (a) Details

2. (b) Rectified

2. (c) Steps taken to ensure this does not happen again

The tender for the Development of Inspector Curriculum was not completed within the initial contract period due to quality checks and delays in approval of deliverables.

The tender was however within the awarded contract value.

The contract period was extended for a further period to enable finalization of project deliverables within acceptable standard and quality.

There were no additional financial implications as the contract was within the contract value.

Project management processes put in place to ensure projects are finalized within timeframes.

INDEPENDENT PORTS REGULATOR

(1) See table below for all tenders that have been awarded in the last 3 financial years by Ports Regulator:

(a)

(b)

(c)

(d)

Tender

FY

     

Valuation of assets services

2016/17

Meridian Economic, Aurecon Group

R 1 915 086

The Ports Regulator has a contract management practice that monitors all issued tenders to ensure that no overruns in costs and time is allowed, this is monitored on a monthly basis and reported to the audit committee on a quarterly basis.

Procurement of IT hardware

2016/17

IT Master

R 389 994.38

 

Procurement of Multifunction printer

2016/17

Direct Office Technology

R 132 924

 

Procurement of internal audit services

2015/16

A2A Kopano Inc

R 824 686.50

 

Procurement of IT management services

2014/15

Teksys Computers

R 170 280

 

 

28 September 2017 - NW2759

Profile picture: Steenkamp, Ms J

Steenkamp, Ms J to ask the Minister of Transport

Whether his department has a representative on any of the boards of any of the entities which report to him; if not, (a) why not, (b) how has he or his department been kept abreast of developments and (c) when will a representative be appointed to each respective board; if so, how do they report back to him or his department?

Reply:

The Department has representatives in eight entities and has no representatives in the four entities reporting to the Department.

  1. The founding legislations of the other four entities do not provide for the Departmental Representative on their Boards.
  2. All twelve entities reports quarterly to the Department to keep the Minister abreast on the performance of the Entity.
  3. The eight entities whose founding legislations provides for departmental representatives are capacitated with departmental representatives and in instances where the Board’s term expired, a Departmental representative is always nominated when the new Board is appointed.

28 September 2017 - NW2758

Profile picture: De Freitas, Mr MS

De Freitas, Mr MS to ask the Minister of Transport

Whether he has met with the boards of the entities reporting to him since his appointment on 31 March 2017; if not, (a) why not and (b) by what date will he meet each board; if so, (i) with which boards did he meet, (ii) on what date did each meeting take place and (iii) what was on the agenda of each meeting?

Reply:

(a) Yes the Minister of Transport has met with all the boards of entities reporting to the Department of Transport.

(b) (i) He met with all the 12 entities’s Boards and CEO’s to introduce himself as the new Minister of Transport.

(ii) On 16 April 2017

(iii) He has also met the board at the Annual General Meetings of the following entities:

Name of Entity

Date

1. CBRTA

1 September 2017

2. RSR

4 September 2017

3. SACAA

1 September 2017

4. RAF

17 September 2017

28 September 2017 - NW2765

Profile picture: Figlan, Mr AM

Figlan, Mr AM to ask the Minister of Transport

(a) How many officials of entities reporting to him were transferred from one entity to another in the past 3 financial years, (b) (i) when did the transfers take place and (ii) why, (c) at what level were these officials, (d) how were they absorbed and integrated and (e) what are the cost implications to the entities involved?

Reply:

NAME OF THE ENTITY

(a) HOW MANY OFFICIALS OF ENTITIES REPORTING TO HIM WERE TRANSFERRED FROM ONE ANOTHER IN THE PAST THREE YEARS

(b) (i) WHEN DID THE TRANSFER TAKE PLACE and

(ii) WHY?

(c) AT WHAT LENVEL WERE THESE OFFICIALS

(d) HOW WERE THEY ABSORBED AND INTEGRATED

(e) WHAT ARE THE COST IMPLICATIONS TO THESE ENTITIES

1. Railway Safety Regulator

No Officials were transferred

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2. Road Traffic Management Corporation

One hundred and ninety for (194) Officials were transferred

b (i) March 2017

b (ii) for the primary purpose of integrating and harmonisation of Road Traffic Law Enforcement Services

Two Officials in the Top Management, twenty Officials who are professionally qualified, ninety five Skilled Officials, fifteen Semi Skilled Officials and six Unskilled Officials. The total is one hundred and thirty eight

The integration was expected in terms of Section 197 of the Labour Relations and tripartite agreement between RTMC, CBRTA and Recognised Labour

R20 520 017.00

3. South African Civil Aviation Authority

No Officials were Transferred

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4. Cross Border Roads Transport Agency

138 officials were transferred to the Road Transport management Corporation

b (i) the transfer took place on the 31st March 2017 with the effective date of the 1st April 2017

b (ii) The transfer occurred in order to consolidate all law enforcement functions under the Transport Portfolio

1 official at Top management

1 official at senior management

7 officials at professional/qualified/ experienced/ specialist

123 skilled officials

6 unskilled officials

The officials were absorbed and integrated in term of section 197 of the Labour Relations Act

Salaries cost R68.1m

Operating cost R11.3m

Fixed Assets R1.2m

5. Air Traffic Navigation Services

No officials were transferred

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6. Road Traffic Infringement Agency

No officials were transferred

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7. South African Maritime Safety Authority

No officials were transferred

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8. Airports company of South Africa

No employees were transferred

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9. Road Accident Fund

No officials were transferred

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10. South African National Roads Agency limited.

One Official was transferred from DOT SANRAL

b (i) the transfer occurred on the 1st March 2017

b (ii) the Transfer was done to fill the position of the executive PA to SANRAL Chief Executive Officer.

The Official was at the level of an Administrative Officer

The official was converted to SANRAL employment terms and conditions in accordance with SANRAL‘s HR Policies

None other than the complete takeover of the salary obligations from DOT to SANRAL

11. Ports Regulator

There was no transfer that took place

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12. Passenger Rail Agency of South Africa.

There was no transfer that took place.

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28 September 2017 - NW2760

Profile picture: Steenkamp, Ms J

Steenkamp, Ms J to ask the Minister of Transport

Who will be responsible for signing off and ratifying the 2016-17 financial statements of the Passenger Rail Agency of South Africa after the dissolution of the board in March 2017?

Reply:

The Term of office of the board of the Passenger Rail Agency of South Africa (PRASA) came to an end on the 31 July 2017.

Section 49 (2)(b) of the Public Finance Management Act No.1 of 1999 (PFMA) provides that

If the public entity-

(b) does not have a controlling body, the chief executive officer or the other person in charge of the public entity is the accounting authority for that public entity unless specific legislation applicable to that public entity designates another person as the accounting authority.

The legal succession to South African Transport Service Act no 9 of 1989, is silent on this matter. In terms of the above-mentioned section (49 (2)(b) of the PFMA) the Acting Group Chief Executive Officer assumes the role of the Accounting Authority and will therefore sign off the Financial Statements as duly authorized by the PFMA.

27 September 2017 - NW2800

Profile picture: Alberts, Mr ADW

Alberts, Mr ADW to ask the Minister of Transport

(1)With reference to his answer to question 2618 on 7 September 2017, how the closure of the roads adjoining O R Tambo International Airport will address the problems and offences mentioned in the reply; 2) whether any scientific study has been undertaken in this regard; if not, (a) why not and (b) on what grounds is the decision based; if so, (i) what are the relevant and (ii) where can die study be obtained for scrutiny; (3) whether the study includes an environmental impact study and traffic impact study; if not, why not; (4) whether attention has been given to the impact that the decision will have on traffic flow, particularly the bottleneck that could be caused and that could result in a traffic tailback as far as the R21 freeway; (5) what are the mitigating steps that the relevant authorities will take regarding the (a) traffic flow, (b) deprivation of the comfort in respect of the embarcation and disembarcation of flight passengers, (c) deprivation of the loading and unloading area of parking operators en destruction of their businesses, (d) disadvantagement and/or destruction of any other businesses that depend on the use of the relevant roads and (e) air pollution of queuing cars that have to travel along the side roads of the Airports Company of South Africa (ACSA), including gas emission pollution inside the ACSA parking buildings?

Reply:

Airports Company South Africa SOC Limited (ACSA)

(1) Restricting public access to the upper and lower roadways will prevent vehicles from gaining easy access to the terminal building, this is measure to enhance security and reduce opportunitistic criminal activities. A case in point was experioenced on the 21st October 2016, when the airport experienced an armed robbery at 09h30, opposite the KFC outlet. This incident occured inside the main passenger terminal building, wherein armed men accosted a staff member from one of the retail stores whilst enroute to bank the takings of the previous evening. The staff member concerned was accompanied by two private security officers whose responsibility was to ptotect the movement of cash. The armed robbers ovepowered the private security officers and dashed off with the suitacse. A get away car was awaiting the criminals outside Piece a Piazza on the upper frontage road. The get away car was parked at the front door of the terminal which enabled the robbers to get away without any difficulity.

The risk of having an improvised explosive device detonated close to the terminal building which may result in a significant disruption to the airport and to the economy is a threat that must be take into consideration, noting the vulnerability of airports on Landside.

Restricted access of the airport frontage roads will further assist the poorly resourced law enforcement agencies with effective managemnt and reduction of illegal touting activities which takes place on a daily basis opn the airport’s frontage roadways. The illeagl touters will be easily identifiable and better managed by all law enforcement agencies.

Restricted access of frontage roads at O.R. Tambo Intrenational Airport is further informed by Amendment 15 to Annex 17 of International Civil Aviation Organisatioon (ICAO) which states that “ this amendment includes a definition of behaviour in relation to the implementation of security controls. It also includes new/revised provisons on Landside Security, behviour detection, innovation in aviation security amd Man-Portable Air Defence Systems (MANPADS).” Annex 17 is attched to this response for ease of reference.

The amendment was adopted on 23rd November 2016, effective on 3rd April 2017 and applicable from 3rd August 2017.

(2). (a) An internal assessment was done by the airport’s industrial engineers as a preliminary study to establish traffic patterns and vehicle counts. This is not a scientific study.

b) The restriction is necessitated by the safety and security requirements and in the interest of the airport users and its employees.

(1) the assessment considered vehicle counts using the roadway in 10 minute intervals during the peak hours in the month of June 2017.

(11) The preliminary traffic analysis is an internal document of the Airports Company of South Africa.

(3) An environmental impact assessment is not required as no major infrastructure changes are being proposed.

(4) whether attention has been given to the impact that the decision will have on traffic flow, particularly the bottleneck that could be caused and that could result in a traffic tailback as far as the R21 freeway;

Currently the traffic already backs up towards the freeway during peak time. We do not foresee this to be exacerbated. The current behavior of the users of the frontage roadways results in severe congestion due to some users parking for extended periods of time thereby preventing other users easy access.

(5) what are the mitigating steps that the relevant authorities will take regarding the (a) traffic flow, (b) deprivation of the comfort in respect of the embarcation and disembarcation of flight passengers, (c) deprivation of the loading and unloading area of parking operators en destruction of their businesses, (d) disadvantagement and/or destruction of any other businesses that depend on the use of the relevant roads and (e) air pollution of queuing cars that have to travel along the side roads of the Airports Company of South Africa (ACSA), including gas emission pollution inside the ACSA parking buildings?

a) ACSA cannot comment on behalf of the ‘relevant authorities’

b) Embarkation and disembarkation can take place in the multi story parking facilities at the airport. This will be of greater comfort and will enhance the safety of passengers.

c) All pick ups and drop off can take place in the multi story parking facility at the airport. the Airports Company of South Africa will embark on fair and transparent process with entities wanting to do business on its property.

d) The use of the public roadway to conduct one’s private businesse will require formal approval from the relevant authorities. Public users that use the airport frontage roaway as a throughfare can use alternate roads instead of the roadways alongside the terminal building.

e) The side roads are opened air roadways that will not be adversely impacted. We do not forsee that there will be an increase in air polution due to the restrcted access of the frontage roaways.

Our parking facilities comply with the design requirements as approved by the relevant municipality. Our parking facilities are not roadways and have to be used a parking facility. Owners of vehicles will be required to switch off their engines once parked.

 

27 September 2017 - NW2905

Profile picture: King, Ms C

King, Ms C to ask the Minister of Transport

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

Reply:

Department

Note: Amounts are as at 30 June 2017

(i) Department

(a) Breakdown

(b) Valuation

0-3 months

3-6 months

6-12 months

Beyond 12 months

           

Current Assets

         

Cash and cash equivalents

28,000

28,000

     

Advances paid:

         

Department of International Relations and Cooperation

2,697,000

   

2,697,000

 

Northern Cape Provincial Government

631,000

     

631,000

Government Communications and Information Services

360,000

   

18,000

342,000

Prepayments:

         

Taxi scrapping

3,641,000

3,641,000

     

Claims recoverable:

         

National Departments

949,000

     

949,000

Provincial Departments

102,000

   

63,000

39,000

Public Entities

7,649,000

   

3,598,000

4,051,000

Recoverable expenditure:

         

Salary overpayments

206,000

   

206,000

 

Staff debt

810,000

   

213,000

597,000

Other debtors

522,000

   

320,000

202,000

           

Non-current assets

         

Investments:

         

Shares and other equity:

         

(aa) Listed

Nil

Nil

Nil

Nil

Nil

(bb) Unlisted:

         

(aaa) Directly held:

         

Passenger Rail Agency of South Africa Ltd.

4,248,259,000

     

4,248,259,000

Airports Company Ltd.

559,492,000

     

559,492,000

Air Traffic and Navigational Services Company Ltd.

190,646,000

     

190,646,000

S.A. National Roads Agency Ltd.

1,091,044,000

     

1,091,044,000

(ii) Department

(b) Breakdown

  1. Valuation

0-3 months

3-6 months

6-12 months

Beyond 12 months

           

Movable Tangible Capital Assets:

         

Transport assets

5,934,000

   

2,282,000

3,652,000

Computer equipment

99,104,000

   

4,890,000

94,214,000

Furniture and office equipment

31,508,000

   

2,286,000

29,222,000

Other machinery and equipment

5,094,000

   

1,366,000

3,728,000

Intangible Capital Assets:

         

Software

65,255,000

     

65,255,000

eNaTIS software

254,648,000

     

254,648,000

           

(bbb) Indirectly held

Nil

Nil

Nil

Nil

Nil

Immovable Tangible Capital Assets

         

Mthatha Airport

353,434,000

     

353,434,000

Airports Company South Africa SOC Limited (ACSA)

(a) breakdown of and (b) valuation for current and non-current assets and investments held by

(i) her department and

(ii) each entity reporting to her according to

(aa) listed assets

(aaa) directly held and

(bbb) indirectly held and

(bb) unlisted investments

(aaa) directly held and

(bbb) indirectly held by each of the entities,

in each case breaking the current assets and investments down by 0-3 months, 3-6 months, 6-12 months and beyond 12 months?

Herewith the breakdown requested. From the next page.

Detail per line:

Property and equipment

Investment property

Intangible assets

Investments in subsidiaries

Investment in joint ventures

Investments in associates

Other non-current assets

Inventories

Trade receivables

Investments

ROAD TRAFFIC INFRINGEMENT AGENCY (RTIA)

(ii) RTIA

(a) breakdown of and

(b) valuation for

current held by between 6-12 months

Receivables R57 769 725

Cash and cash equivalents R176 978 094

non-current assets held by beyond 12 months

Furniture & Fittings R1 606 205

Motor Vehicles R1 812 823

Office Equipment R1 115 502

IT Equipment R1 586 750

Leasehold Improvements R20 284

(aa) listed assets

(aaa) directly held There are none

(bbb) indirectly held: There are none

(bb) unlisted investments:

(aaa) directly held There are none

(bbb) indirectly held:

Cross-Border Road Transport Agency (CBRTA)

(ii) The detailed (a) breakdown of and (b) valuation for current and non-current assets and investments held by (ii) the Cross-Border Road Transport Agency according to (aa) listed assets (aaa) directly held and (bbb) There are no assets that are indirectly held and (bb) unlisted investments (aaa) directly held and broken down by 0-3 months, 3-6 months, 6-12 months and beyond 12 months are highlighted in the table below. (bbb) There are no investments indirectly held.