Questions and Replies

Filter by year

05 December 2018 - NW3532

Profile picture: Mileham, Mr K

Mileham, Mr K to ask the Minister of Transport

Whether, with reference to his reply to question 2257 on 28 August 2018, the process of installing security cameras at the East London Airport open parking lot B – Long Term has been completed; if not, (a) why not and (b) by what date will the (i) installation be completed and (ii) parking lot be reopened; if so, (aa) on what date was the installation completed and (bb) why has the parking lot not yet been reopened?

Reply:

Airports Company South Africa SOC Limited (ACSA)

(a) Installations have been requested and are being processed. It requires new cable ways to be provided which was not in the original scope hence the delays.

(b)(i) Camera installations will be completed before the end of the financial year.

(ii) Parking is technically reopened for peak days only when capacity runs out. The official re-opening will be done, as the airport has had 3-meter-high fences installed. Foot patrols have been improved by adding in 6 security officers which can suffice until the cameras have been installed.

(aa) and (bb) Plans are underway to officially reopen the parking before the December 2018 school holiday 2018.

05 December 2018 - NW3542

Profile picture: Hunsinger, Mr CH

Hunsinger, Mr CH to ask the Minister of Transport

(a) How are trains, coaches and locomotives transported via any rail that is not electrified, (b) for how long has this been the situation in each case, (c) what are the costs in each case, (d) what are the future plans for the rail lines and (e) what are the timelines, timeframes and deadlines in this regard in each case?

Reply:

a) All lines where Metrorail trains are running, are electrified and this is done through electric motor coaches with plain trailers (coaches without motor unit). The only exception is the Eastern Cape services in East London and Port Elizabeth. Here the plain trailers (coaches) are pulled with diesel locomotives.

Mainline Passenger Services coaches (sleepers and sitter coaches) are pulled with diesel locomotives.

b) The status of these lines is as it were since the start of the South African Rail Commuter Corporation. Transnet can provide exact details.

c) The cost for diesel in MLPS was R33,964m for 2017/18 and for Eastern Cape Metrorail R39,158m for the same period.

d) PRASA does not own the lines which are not electrified and therefore cannot respond on this.

e) Not applicable for PRASA.

05 December 2018 - NW3538

Profile picture: De Freitas, Mr MS

De Freitas, Mr MS to ask the Minister of Transport

(a) What relationship do Airports Company South Africa and the SA Civil Aviation Authority have at the airport in Nelspruit, (b) what memorandums of understanding (MOUs) are in place and (c) which parties signed these MOUs?

Reply:

South African Civil Aviation Authority (SACAA)

a)  The SACAA has issued aerodrome licences to two airports in Nelspruit, namely (i) Nelspruit Municipal Airport and (ii) Kruger Mpumalanga International Airport. SACAA has an oversight obligation over these airports in terms of the mandate conferred by the Civil Aviation Act, No 13 of 2009. The SACAA must ensure that airports comply with the requirements of the Civil Aviation Regulations as promulgated.

b) There are no MoU’s in place between the SACAA and Airports Company South Africa in relation to the two airports referred to under (a).

c) Not Applicable

22 November 2018 - NW3474

Profile picture: Nolutshungu, Ms N

Nolutshungu, Ms N to ask the Minister of Transport

What is the number of busses that are operated by the Government in each province?

Reply:

Provincial bus services are operated by private operators but subsidized by government through contracts entered between provinces and these operators. The peak number of subsidized buses per province is as follows:

Province

Number of buses

Eastern Cape

553

Free State

257

Gauteng

2423

Kwazulu Natal

1393

Limpopo

830

Mpumalanga

601

North West

581

Northern Cape

54

Western Cape

1087

TOTAL

7779

22 November 2018 - NW3416

Profile picture: Hunsinger, Mr CH

Hunsinger, Mr CH to ask the Minister of Transport

(a) What are the reasons that the rental for accommodation at train stations has been increased at train stations, (b) on what date did the rental increase and (c) what is the impact of the increased rental on the tenants and potential tenants?

Reply:

a) Reasons that the rental for accommodation at train stations has been increased are:

  • Tenants at all stations entered into Lease Agreements as prescribed by the Passenger Rail Agency of South Africa’s (PRASA) Leasing Policy for the use of such premises.
  • The rentals paid at the station are market related and are negotiated and agreed upon with the tenant on a lease document signed by both parties.
  • PRASA’s lease agreements provides for a rental escalation which occurs at the anniversary of each agreement.
  • Such annual rentals escalation are market related researched and determined by the approved registered property valuers serving in the property sector.

b) Date of rental increase:

  • Law of contract prescribes the lease agreement to have a start and end date to be a valid contract.
  • Each contract will clearly indicate when the lease shall be due for escalation on the annual anniversary of each lease.
  • Lease commencement dates will differ from lease to lease depending on when the agreed use of the property is envisaged to take place.

c) The impact of the increased rental on tenants and potential tenants are:

  • Payment of increased rental based on escalation rates which is aligned to inflation and increased rates and taxes as well as electricity, the tenants will consider and adopt cost effective ways of doing business.

22 November 2018 - NW3415

Profile picture: Hunsinger, Mr CH

Hunsinger, Mr CH to ask the Minister of Transport

(a) On what date were the online services for (i) learner drivers and (ii) license applicants introduced, (b) where was the service introduced, (c) how does his department measure the success of the system and (d) what are the findings regarding the performance of the system thus far?

Reply:

(a) The Pilot project for (i) learner drivers and (ii) license applicants was launched on 30 August 2018

(b) At Centurion Driving Licence Testing Centre (DLTC), Tshwane. The service was the rolled out to other DLTCs from 01 September 2018.

(c) The Road Traffic Management Corporation (RTMC), one of the entities in my Department, monitors the success through daily reports of the number of slots booked online versus the number of slots of walk-in applicants. Further thereto the RTMC in close co-operation with the Gauteng Department of Transport, monitors the calls logged via its 24-hour call centre and addresses issues raised as soon as practically possible - although the majority of these calls were resolved by guiding the applicant through the process.

Since the end of September (30 days after the introduction of the service), the number of slots booked online has exceeded the walk-in applicants daily.

(d) The system has a 99.99% uptime and availability and there are always slots available throughout the Gauteng province, albeit it might not be at the applicant’s most preferred DLTC.

22 November 2018 - NW3412

Profile picture: De Freitas, Mr MS

De Freitas, Mr MS to ask the Minister of Transport

(a) Which department or entity is responsible for the naming of the airports, (b) what process is followed in this regard, (c) which airports are due to be renamed, (d) what criteria are used to decide that renaming is required, (e) what airports are in the process of being renamed and (f) what are the timelines in each instance?

Reply:

Airports Company South Africa SOC Limited (ACSA)

(a) According to the South African Geographical Names Council Act (Act No. 118 of 1998) the Minister of Arts and Culture is responsible for the approval of geographical names after receiving recommendations from the South African Geographical Names Council (SAGNC). The SAGNC is only responsible for geographical features of national concern including, but not limited to, towns/cities, suburbs and any form of human settlement, post offices, stations, highways, airports and government dams. The SAGNC is also responsible for natural landforms like mountains, hills, rivers, streams, bays, headlands and islands. Since airports are administered by National Department of Transport through the Airports Company South Africa (ACSA) it is within their mandate to process their renaming through the South African Geographical Names Council

(b)(1) The Minister/Department of Transport through ACSA should initiate consultation in relation to the proposed changes or coordinate any of such process from the public or any stakeholder.

2. A notice in terms of Promotion of Administrative Justice Act of 2000 (where an intention to change the names will be stated clearly and the public will be asked to comment). At the same time there should be consultation with all affected families whose names will be used to give written permission for use of those names and they can also advise on the format in which names should appear on signage (if some of the airports will be named after people). ACSA should also consider staging public hearing around the affected airports, any municipality around each of the affected airports can be an ideal venue and a partner for this exercise.

3. Once all the inputs have been collected the South African Geographical Names Council’s application forms should be completed taking into consideration the inputs from the public and then taken to the relevant Geographical Names Provincial Committees (e.g. if the Airports in Gauteng then Gauteng Provincial Committee, KwaZulu-Natal then KZN Geographical Names Committee, Eastern Cape the Eastern Cape Geographical Names Committee etc.) for processing.

4. The relevant Provincial Committees will then forward the application forms to the South African Geographical Names Council (SAGNC) after they have checked that the applications comply with the guidelines as stated in the Handbook on Geographical Names. For example, checking if the name is not offensive or a duplication of an existing one etc.

5. The South African Geographical Names Council will then take a decision on the form or forms of names and recommend them for the Minister of Arts and Culture’s approval.

6. Once the names have been approved by the Minister, they will then be published in the Government Gazette which will mean that they are official. The Department of Transport and ACSA will then have to implement the official names as soon as possible. This can take form of events to unveil the names and installing proper signage.at the airports and on relevant roads.

(c) Public notices proposing the renaming of Cape Town International Airport, Port Elizabeth International Airport, Kimberly Airport, and East London Airport were published in May 2018.

(d) All government departments, provincial governments, local authorities, the SA Post Office, property developers and any other body or person may apply for a name change through the South African Geographical Names Council.

(e) Public notices proposing the renaming of Cape Town International Airport, Port Elizabeth International Airport, Kimberly Airport, and East London Airport were published in May 2018.

(f) The process can take up to 4 months from submission of application for name change to the National Geographical Names Council if there are no legal challenges and objections.The renaming process may be further lengthened or delayed depending on the individual circumstace of each application. The Council meets three times per year.

22 November 2018 - NW3333

Profile picture: Alberts, Mr ADW

Alberts, Mr ADW to ask the Minister of Transport

1. Whether, with reference to the reply to question 2618 on 7 September 2017, he was informed of the proposed plan in due course to close the roads adjacent to the entrances of O R Tambo International Airport to the public because of security considerations; if not, what are the relevant details of the plan, including (a) the full explanation of the plan and concomitant periods of time, (b) the legal grounds on which the execution of the plan is based, (c) any traffic, social and economic impact studies undertaken in this regard, (d) any public participation opportunities in which role players were offered the chance to make inputs and (e) any workable alternatives for (i) travellers who will be affected by the intended plan and (ii) businesses conducting parking services from the specified airport; 2. Whether he has been informed that the Airports Company South Africa (Acsa) has been in contact with the SA National Airport Parking Association (Sanapa) and that Acsa has given Sanapa an undertaking to participate in the process regarding the proposed road closures; (3) Whether he has been informed of the current form of intimidation being conducted against parking operators by Acsa and the Ekurhuleni metro police, who allegedly are having cars picking up and dropping passengers at the entrances towed and stored, and that this has the result of random removal and storage of the cars of bona fide users of the pickup and drop-off points; if not, will he conduct an investigation in this regard; if so, (a) why is this happening and (b) what steps will he take in order to ensure that individuals are given a reasonable time to pick up or drop off passengers?

Reply:

Airports Company South Africa SOC Limited (ACSA)

(1)(a) The terrorist attacks in the landside area of Brussels Airport on 22 March 2016 and Istanbul Airport on 28 June 2016, has brought aviation security sharply into focus from all aviation stakeholders, governments and the media. Ensuring the security of the traveling public is a top priority for ACSA. The appropriate authority has defined “landside.” To include areas of mass gathering inside or close to the terminal, where there is a regular concentration of people. There is collaboration with the appropriate authority responsible for civil aviation security matters and other security agencies to conduct risk and vulnerability assessment of Airports to determine if any adjustments to current security measures are warranted. This requirement is contained in our National Civil Aviation Security programme that allocate responsibilities to state agencies. Engagement with the National and Airport Security Committees on appropriate measures to implement on specific threat scenarios.

i)Metal barriers and bollards are being used to prevent drive-in attacks

ii) The separation of vehicle drop-off and pickup areas from the terminal building

iii) Relocation of vehicle parking close to the terminal building to open areas further from the buildings

iv) Management of crowds around the landside areas to reduce gatherings of meters and greeters has been implemented.

v) Security considerations have been considered for Access areas such as balconies, terraces or windows that open, close to the terminal building where an active shooter or bomber might have access to crowded public areas by enhancement of patrols and CCTV surveillance.

vi) Airport Workers & passenger awareness & communication, there is a continuous reminder through the public-address system to passengers and visitors to be vigilant and report unattended baggage or suspicious behavior.

vii) Security awareness training is provided for all Airport workers (both airport and non-airport employees, including those not involved directly in security) to recognize suspicious behavior, and provide a simple and quick means to report it.

(b) Airports Company South Africa is not obligated under any legal grounds to implement the restricted road access. This road is under the jurisdiction of the Ekurhuleni Metropolitan municipality. The municipality is charged with this legal responsibility. The management of O.R Tambo International Airport has raised its concerns and suggested that the airport controls the access and egress onto the airport frontage roads.

(i) Aviation-specific security regulations focus on the airside spaces (non-public spaces of airports accessible only to air passengers who hold a valid boarding pass and to security cleared staff). These regulations are designed to prevent unlawful interference with air transport. Landside spaces (airport spaces accessible to the general public) are subject to general security regulations enacted by national civil aviation authority. It is therefore up to the national civil authority to review and coordinate with airports to identify the appropriate measures that match their specific threat scenario.

(ii) A new set of standards regarding landside security are included in Amendment 15 to Annex 17 (April 2017) which require States to ensure that landside areas are identified, that measures are established to mitigate and prevent attacks based on a risk assessment, that measures are appropriately coordinated, and that responsibilities are allocated within a State’s national civil aviation security programme.

(iii) Accompanying this standard is guidance material within Doc8973, ICAO Security Manual, which provides additional information on how measures might be implemented. DOC 8973 states that no vehicle shall park within 50 meters from the terminal building.

(iv) The following list provides some best practices in detection, deterrence or mitigation of landside threats that reflect current ICAO guidance material and other industry best practices.

(v) Consider infrastructure and airport design features to mitigate the threat from attack. These might include:

(vi) bollards, flowerpots and other structures to prevent drive-in attacks

(vii) the separation of vehicle drop-off and pickup points from the terminal

(viii) Reduce access areas (such as terraces) where an active shooter or bomber might have access to crowded public areas.

(c) Studies was conducted by a traffic consultant in accordance to municipal by laws

(d) Public participation will be done prior to implementation

(e) Workable alternatives are,

(i) the separation of vehicle drop-off and pickup points from the terminal

(2) whether he has been informed that the Airports Company South Africa (Acsa) has been in contact with the SA National Airport Parking Association (Sanapa) and that Acsa has given Sanapa an undertaking to participate in the process regarding the proposed road closures;

(a) none

(3) whether he has been informed of the current form of intimidation being conducted against parking operators by Acsa and the Ekurhuleni metro police, who allegedly are having cars picking up and dropping passengers at the entrances towed and stored, and that this has the result of random removal and storage of the cars of bona fide users of the pickup and drop-off points; if not, will he conduct an investigation in this regard; if so, (a) why is this happening and (b) what steps will he take in order to ensure that individuals are given a reasonable time to pick up or drop off passengers?

i) Acsa and the Ekurhuleni metro police, doesn’t intimidate parking operators at the airports. In terms of ICAO Doc 9873 and national civil aviation program vehicles cannot be left unattended on the roadway and within 50 meters from terminal building.

Acsa must ensure adequate road marking and appropriate signages in accordance to road ordinance act.

22 November 2018 - NW3332

Profile picture: Alberts, Mr ADW

Alberts, Mr ADW to ask the Minister of Transport

Whether, with reference to the answer to question 2271 on 28 August 2017, a provincial member of the executive committee can delegate the competencies to issue permits to permit offices and officials; if not, on what legal grounds does such member of the committee rely in order to execute the specified delegation of competencies?

Reply:

Before responding to the question, I deemed it prudent to refer the honourable Alberts to the provisions of section 91(2) of the National Road Traffic Act, 1993 which provides as follows

91. Delegation by Minister and MEC

(2) The MEC concerned may

(a) delegate to any other person any power conferred upon him or her by or under this Act; and

(b) authorise any other person to perform any duty assigned to the MEC by or under this Act,

and may effect such delegation or grant such authorisation subject to such conditions as he or she may deem fit.

From my reading and interpretation of section 91(2) as outlined above, it would appear authority of the MEC goes beyond delegation by him or her of the competencies to issue permits but also include “…. any power conferred upon him or her under this Act”

Furthermore, may authorise any other person to perform any duty assigned to the MEC by or under this Act.

22 November 2018 - NW3190

Profile picture: De Freitas, Mr MS

De Freitas, Mr MS to ask the Minister of Transport

(a) From what date to what date are the SA National Roads Agency television advertisements to air, (b) what are the total costs in this regard, (c) what are the objectives for the specified adverts and (d) how are these objectives measured?

Reply:

BUSINESS COFFEE TELEVISION ADVERT

a) The Business Coffee advert flighted from 27 May 2018 to 30 June 2018 on mainstream television stations.

b) The cost to produce the business advert was R10 376 558.00 and the cost for flighting the advert was R9 628 113.00. The advert was also placed on Youtube for additional views. The advert has longevity and will be used again in 2019.

c) An approved strategy guides SANRAL’s marketing and communications and it was informed by and consistent with the National Communication Strategy Framework. SANRAL strives continually to improve our communication engagement with members of the public, to inform them of our work and increase understanding of what the SANRAL brand represents. The good reputation of SANRAL is invaluable to our ability to play a role in promoting national investment, growing the economy and creating jobs. 

We have endeavored to present a comprehensive picture of how we deliver on our mandate to assist road users. The business coffee concept was developed to reinforce the universal truth of how interconnected our lives are, even the everyday things that we may overlook are the products of an interconnected network of people, business, and products that are all woven together by a vast system of national roads. SANRAL manages 22 214km of roads throughout South Africa. These roads are the driving force of South Africa that contribute to the GDP of the south African economy.

Business relies on the infrastructure of the roads to drive the economy. SANRAL has a responsibility to ensure that it delivers roads that are well designed, constructed and maintained. This safely engineered infrastructure aids in the driving experience; assists in prolonging the wear and tear of cars and trucks using these roads and enabling users to get themselves and goods to their intended destinations. This advert is pertinent in the current environment of needing to stimulate economic growth by investing in infrastructure.

The coffee ad was powerful and in line with SANRAL’s Horizon 2030 strategy. The commercial demonstrates the role and impact of road infrastructure in supporting businesses both large and small.

The commercial took the agricultural sector as an example and demonstrated through the harvesting and logistical transportation of coffee beans, bringing them to market and eventually at the consumer's hand to enjoy. It also reaffirms SANRAL’s slogan of beyond roads, as roads are not an end in themselves but a means to improving people's lives.

d) The performance is tracked using the industry performance planning tool that provides the performance of the campaign which is reach, frequency and impact, as indicated below. The campaign was tracked against viewership statistics supplied from the performance.

Audience : AGE 15+ ALL ADULTS (ADS15) U: 34 801 000, S:8134

Total Viewers

TVR

CPP 30"

Total CPP

Reach %

AveFreq

177 058 800

507,13

R10 109

R12 656

70,9%

7,2

           

Audience AGE 25+, HH INC R 14 000+, U:4 438 000, S:1010

Total Viewers

TVR

CPP 30"

Total CPP

Reach %

AveFreq

12 855 360

289,82

R17 689

R22 145

50,2%

5,8

           

TVR (television rating) – % of the people / target audience watching the programme/TV

Total TVR – total number of television ratings bought

30” CPP – cost per point for a 30” advert

Total CPP – cost per point for the against target audience.

Reach % - % number of the target audience reached

Ave.Freq – number of times the planned target audience has been exposed/seen the message.

ROAD SAFETY TELEVISION ADVERT

a) The Road Safety 365 TV advert flighted from 23 September 2018 to 8 October 2018 on both Mainstream and Community television stations.

b) The cost for producing the advert was R8 227 302.90 and the cost for flighting on both Mainstream and Community television was R3 037 807.60. The advert was also placed on Youtube for additional views and will is scheduled to fight again in early 2019.

c) Road safety is still one of South Africa’s biggest challenges. Every year 1,24 million people die in the world due to road crashes. South Africa contributes to the highest number of injuries and fatalities due to crashes on the roads. 60% of these victims are young people between ages 15 – 35 years of age. In addition to the effect on the economy it robs the country of skills and future leaders and affects economic growth. Bad and irresponsible behavior cannot be changed without all stakeholders working together (i.e. DOT, roads entities, the public, civil society groups, schools and more). So, when we look at a SANRAL Road Safety Campaign, we look at it from a ‘partners’ view. We see it as SANRAL contributing to the fight against road crashes and fatalities in SA. We look at other campaigns that have the same objectives in mind – and then see how we can add a different voice, a different point of view – that may resonate with South Africans.

While other campaigns are focused on the Easter and Festive Season periods, SANRAL’s approach is that of a year-long campaign. When other campaigns use gory visuals and scare tactics to make their point, we look at a more emotional, more ‘adult’ approach but also relatable to different target audiences – hence the theme of the legacy left by parents for their kids. That as ‘adults’ we should be mindful of our actions as they may encourage the next generation of drivers to do as we do.

The objective of the campaign is to:

  • promote safe road practices and behaviour amongst South Africans when travelling on the roads throughout the year.
  • increase road user engagement and personalise the message to the road users.
  • encourage all road users to respect the rules of the road – they are there for your safety.

As we reframe ‘road safety’ in the hearts and minds of South Africans, we are also reminding them of the results of irresponsible behaviour on our roads. The legacy element even if you are not a parent but an aunt or uncle, your nieces and nephews also look up to you.

d) The performance is tracked using the industry performance planning tool that provides the performance of the campaign which is reach, frequency and impact, as indicated above. The campaign was tracked against viewership statistics supplied from the performance.

Please note that community TV reach will always be low due to broadcast footprint, especially if it’s compared to the national tv channels that have a bigger foot print and cover almost 99% of the population.

MainstreamTV

             
   

Audience : AGE 15+ ALL ADULTS (ADS15) U: 34 978 000, S:8153

Total Viewers

TVR

 

CPP 30"

Total CPP

 

Reach %

AveFreq

44 749 244

127,94

 

R10 530

R12 779

 

47,7%

2,7

               
   

Audience AGE 25+, HH INC R 14 000+, U:4 297 000, S:960

Total Viewers

TVR

 

CPP 30"

Total CPP

 

Reach %

AveFreq

4 757 462

110,73

 

R12 166

R14 298

 

45,8%

2,4

               

Community TV

             
   

Adults 15+ years

Total Viewers

Total TVR

 

Total CPP R

30Sec CPP

 

Reach %

Avg Freq

2 574 785

7,36

 

62, 784

41, 856

 

3

2,5

               
   

AGE 25+, HHINC R14 000+

Total Viewers

Total TVR

 

Total CPP R

30Sec CPP R

 

Reach %

Avg Freq

428 694

9,74

 

47, 463

31,642

 

1,8

5,4

22 November 2018 - NW2810

Profile picture: Brauteseth, Mr TJ

Brauteseth, Mr TJ to ask the Minister of Transport

(1) With reference to the forensic findings against a senior official at Airports Company of South Africa (ACSA), what (a) action has been taken to date and (b) are the reasons for the delays in taking action; (2) What (i) are the reasons for the resignation of ACSA board members and (ii) is being done to replace the members and (b) how are decisions of the board approved without a full complement of board members?

Reply:

Airports Company South Africa SOC Limited (ACSA)

(1)(a) After consideration of the first forensic report, the Board agreed that a second report be obtained. The Open Water report was concluded in January 2018 and the previous Board constituted a Board Sub-committee to review the report. The sub-committee met in February 2018, discussed the report and a recommendation was made to the Board in this regard. However, before this could be discussed at a Board meeting, the term of office of the then acting chairman expired and two Board members resigned. That left the Board with two Non-Executive Directors and one Executive Director, namely the Chief Executive Officer. The matter was then held over for the new Board to be appointed.

(b) After the appointment of the new board, the forensic reports have been considered by the Audit and Risk Committee (“ARC”). A Board ad hoc committee constituted by two members each from the Remuneration and Nominations Committee and ARC has been tasked with working on these reports and external advice has been sought in this regard. It is envisaged that the matter would be concluded soon.

(2)(a)(i) The Board members cited various reasons, information of which can be forwarded on request.

(ii) The Minister has appointed six Board members who have assumed their directorships with effect from 1 September 2018. The Board Chairman has subsequently been appointed with effect from 9 November 2018.

(b) In terms of clause 13.1.1 of ACSA’s Memorandum of Incorporation (“MOI”), the Board shall, at all times, consist of a minimum of three directors and a maximum of twelve directors, of which a majority shall be non-executive directors. The decisions taken by the Board have been taken by a fully constituted board in terms of the MOI.

22 November 2018 - NW3397

Profile picture: Macpherson, Mr DW

Macpherson, Mr DW to ask the Minister of Transport

(1)(a) What is the reason for the non-completion of the road widening project on the N2 North bound between Ballito and Stanger and (b) by what date (i) was the project supposed to be completed and (ii) will the project be completed; (2) (a) What amount (i) has been spent to date on the construction of the specified road, (ii) has been spent to date on safety measures for motorists including onsite personnel and (iii) is required to complete the project and (b) have any charges been laid against the contractor(s) who did not complete the road construction; (3) Has each company that was involved in the project been blacklisted; if not, why not; if so, what are the details of the previous contractor(s), including the (a) name and (b) identity number of each director?

Reply:

  1. (a) Nyoni Projects was appointed through open tender process on 23 February 2016 to complete the roadworks at both the Mhlali and Mvoti River crossings, with an estimated completion date of 22 February 2017. The Contractor had experienced significant cashflow problems and went into business rescue on 3rd October 2017. After various meetings between Nyoni Projects, the Business Rescue Practitioner and SANRAL, SANRAL terminated the Nyoni Projects contract on 14th February 2018 after their liquidation. SANRAL had requested National Treasury to approve a deviation to appoint the second lowest tenderer. National Treasury did not approve this, but instead approved that all previous tenderers be invited to submit a price to complete the outstanding works. This process has since started to source the service providers to complete the project.

(b) (i) 22 February 2017

(ii) A date has not been set since the new contractor has not yet been appointed due to unresolved matters with National Treasury. A total of ten months is required to complete the works.

(2) (a) (i) R15 678 620.13 (Excl. VAT)

(ii) For nine months from February 2018 until October 2018, a total of R 562,962.00 (Excl. VAT)

(iii) Latest estimate R65 764 304.37 (Excl. VAT)

(b) As the construction company has been liquidated, the Performance Guarantee to value of R5.7 million was paid by the guarantor to SANRAL for the non-performance by the contractor in fulfilling his obligations to complete the contract.

3. As indicated the company Nyoni Projects (Pty) Ltd has been liquidated and are no longer in existence.

(a) The directors of Nyoni Projects (Pty) Ltd were Macloud Nyoni (Managing), Sibongile Nyoni (Financial), Gugulethu Samantha Nyoni

(b) Identity Numbers:

Macloud Nyoni (Managing) - 660313 5567 084

Sibongile Nyoni (Financial) - 670928 0895 082

Gugulethu Samantha Nyoni - 920601 0812 083

22 November 2018 - NW3465

Profile picture: King, Ms C

King, Ms C to ask the Minister of Transport

(a) On what date did his department last conduct an audit of artwork owned by Government which is under his department’s curatorship and (b) what are the details of each artwork under the curatorship of his department according to the Generally Recognized Accounting Practice 103; (2) Whether any artworks under his department’s curatorship have gone missing (a) in each of the past five financial years and (b) since 1 April 2018; if so, what are the relevant details?

Reply:

  1. (a)(b) The Department of Transport does not own artwork by Government.
  2. (a)(b) Falls away

16 November 2018 - NW3254

Profile picture: Mbabama, Ms TM

Mbabama, Ms TM to ask the Minister of Transport

What (a) amount did (i) her department and (ii) each entity reporting to her borrow from any entity in the People’s Republic of China (aa) in each of the past three financial years and (bb) since 1 April 2018, (b) is the name of the lender of each loan, (c) conditions are attached to each loan and (d) are the repayment periods for each loan in each case?

Reply:

Department

(a)(i) The Department of Transport has not borrowed any money from the People’s Republic of China since 1 April 2018.

(ii) None of the Entities borrowed money from the People’s Republic of China since 1 April 2018.

(aa) The Department and its entities have not borrowed any money from the People’s Republic of China over the past three years.

(bb) As per response above.

(b) As per response above.

(c) As per response above.

(d) As per response above.

Airports Company South Africa SOC Limited (ACSA)

Airports Company South Africa did not borrow money from any entity in the People’s Republic of China in each of the past three financial years and since 1 April 2018.

Air Traffic and Navigation Services SOC Limited (ATNS)

Not applicable to ATNS.

South African Civil Aviation Authority (SACAA)

NIL (i) N/A (ii) South African Civil Aviation Authority did not borrow any amount from the People’s Republic of China (aa) N/A (bb) N/A (b) N/A (c) N/A (d) N/A.

Cross-Border Road Transport Agency (CBRTA)

The (a) (ii) Cross-Border Road Transport Agency did not borrow any amount from any entity in the People’s Republic of China (aa) in each of the past three financial years and (bb) since 1 April 2018 and (b), (c) and (d) are therefore not applicable.

Road Accident Fund (RAF)

The (a) (ii) Road Accident Fund did not borrow any amount from any entity in the People’s Republic of China (aa) in each of the past three financial years and (bb) since 1 April 2018 and (b), (c) and (d) are therefore not applicable.

Road Traffic Management Corporation

The (a) (ii) Road Traffic Management Corporation did not borrow any amount from any entity in the People’s Republic of China (aa) in each of the past three financial years and (bb) since 1 April 2018 and (b), (c) and (d) are therefore not applicable.

Road Traffic Infringement Agency (RTIA)

The (a) (ii) Road Traffic Infringement Agency did not borrow any amount from any entity in the People’s Republic of China (aa) in each of the past three financial years and (bb) since 1 April 2018 and (b), (c) and (d) are therefore not applicable.

South African National Road Agency Limited (SANRAL)

The (a) (ii) South African National Road Agency Limited did not borrow any amount from any entity in the People’s Republic of China (aa) in each of the past three financial years and (bb) since 1 April 2018 and (b), (c) and (d) are therefore not applicable.

Railway Safety Regulator (RSR)

(a) No amount was borrowed by the RSR from any entity in the People’s Republic of China,

(aa) in any of the past three financial years, and

(bb) since 1 April 2018;

(b) Not applicable, refer to (a)

(c) Not applicable, refer to (a)

(d) Not applicable, refer to (a)

 

Passenger Rail Agency of South Africa (PRASA)

(a) No amount was borrowed by PRASA from any entity in the People’s Republic of China,

(aa) in any of the past three financial years, and

(bb) since 1 April 2018;

(b) Not applicable, refer to (a)

(c) Not applicable, refer to (a)

(d) Not applicable, refer to (a)

Ports Regulator of South Africa (PRSA)

(ii) The Ports Regulator does not have borrowing powers in terms of legislation and has not borrowed from any institution in the past and has no plans to borrow in the medium term.

(aa) N/A

(bb) N/A

(a) N/A

(b) N/A

(c) N/A

South African Maritime Safety Authority (SAMSA)

Not Applicable as no amounts were borrowed from any entity in the People’s Republic of China

15 November 2018 - NW3195

Profile picture: Matsepe, Mr CD

Matsepe, Mr CD to ask the Minister of Transport

(1)What are the details of the (a) role of the Passenger Rail Agency of South Africa (Prasa) in the construction of the Vereeniging taxi rank, (b) budget (i) set aside and (ii) spent to date by Prasa for the specified construction, (c)(i) name and (ii) company registration number of each service provider contracted for the construction project, (d) current status of the construction of the taxi rank and (e) completion date of the project; (2) Whether Prasa lodged any disputes with any of the service providers; if so, what (a) are the details of the disputes and (b) action did Prasa take to resolve the disputes in each case; (3) Whether any disputes lodged by Prasa with any of the service providers are still unresolved; if so, (a) why and (b) by what date will the unresolved disputes be resolved?

Reply:

  1. (a) VEREENIGING INTERMODAL PUBLIC TRANSPORT FACILITY

CONTRACT NUMBER DRT: 24/07/2013

PRASA appointed the consulting engineers (AECOM/Khuthele Projects (AECOM)) to execute designs for the following:

  • Vereeniging Station
  • Commercial development around Vereeniging Station
  • Vereeniging Intermodal Facility

(b) (i) PRASA has set aside R15 million for the fees of the project. The fees include for the following:

  • Professional Services for Stages 1 to 6;
  • Environmental studies
  • Occupational Health and Safety; and
  • Specialised professional services (e.g. Geotech, etc.)

(ii) The amount spent to date is R13,508,685-00, being for designs and construction supervision, as well as Occupational Health and Safety monitoring for the Intermodal Facility.

(c) (i) The main contractor appointed by the Gauteng Department of Roads and Transport ( GDRT) for the construction works, is Moreteng Investments CC.

(ii) GDRT Contractor: Moreteng Investments CC

Registration number: 2005/004671/07

Sub-Contractor: FlyBrotherSA CC

Registration number: 2010/133800/23

PRASA Consultant: AECOM/Khuthele Projects Pty (Ltd)

Registration number: 2010/013644/07

(d) The works are currently ongoing and are measured at 83% progress. However, due to contractual disputes between GDRT and the contractor, the works have been suspended since 7 September 2018.

(e) The completion date will only be known once the contractor is back on site.

2 (a) PRASA has not lodged any dispute with a service provider.

(b) Not applicable.

3. (a) Not applicable as no disputes were lodged by PRASA.

(b) Not applicable as no disputes were lodged by PRASA.

15 November 2018 - NW3194

Profile picture: Hunsinger, Mr CH

Hunsinger, Mr CH to ask the Minister of Transport

(1) (a) What are the names of the railway train stations that are not being used, (b) what is the overall number of stations that are no longer in use, (c) on what date was each station decommissioned, (d) why were the stations decommissioned in each case and (e) what are the stations being used for currently; (2) What (a) plans are in place to link the Durban-North railway track to the King Shaka International Airport considering the short distance between the two, (b) are the time frames, milestones and deadlines in this regard, (c) feasibility studies have been undertaken in this regard and (d) were the results of the studies?

Reply:

(a)

(b)

(c)

(d)

(e)

PRASA Railway Train Station

Number

Date not being used

Reason for not being used

Current use

Ireagh

1

2010

Train service rationalised

None

Rolle

1

2010

Train service rationalised

None

Cottondale

1

2010

Train service rationalised

None

Acornhoek

1

2010

Train service rationalised

None

Hoedspruit

1

2010

Train service rationalised

Restaurant Lease

Zeerust

1

2015

Train service rationalised

None

Vryburg

1

2015

Train service rationalised

None

Total

7

     

Note: The above information only reflects PRASA properties. All these stations were identified for transfer with Main Line Passenger Service in 2009 from Transnet. These stations are on the Kaapmuiden-Hoedspruit line or Johannesburg-Mafikeng-Kimberley line. Stations not in use is not the same as being decommissioned.

2. (a) The option to link King Shaka International Airport (KISA) via the existing North Coast Rail

Corridor was considered along with other rail alignment options during earlier planning activities because of its proximity to KSIA. It was however not preferred, because such a service would result in lengthy journey times and inability to compete effectively with other modes of transport.

(b) As mentioned in (a), the option of linking to the North Coast Rail Corridor was not preferred. In addition, the passenger demand for such a service in the short term, is considered relatively low from a passenger rail perspective. A road-based feeder service from Verulam and/or Tongaat stations is considered more viable in the short term to provide access to KISA from the North Coast Line.

In the medium term, a more direct rail connection to KISA, with potential of linking to current and new growth areas in the northern section of eThekwini, is considered more viable.

(c) The Passenger Rail Agency of South Africa concluded a conceptual planning study in 2015 around potential rail linkages to KISA and surrounds.

(d) The outcome of the study in 2015 is in support of (2)(b).

08 November 2018 - NW3027

Profile picture: De Freitas, Mr MS

De Freitas, Mr MS to ask the Minister of Transport

(1) With regard to the repatriation of the remains of South Africans killed in the collapse of the church in Lagos, Nigeria, run by Pastor T B Joshua, in September 2014, (a) which company was awarded the tender in this regard, (b) what were the objectives and targets of the tender, (c) what was the value of the tender, (d) who awarded the tender, (e) what process was followed in the procurement of services and (f) what were the outcomes of the tender; (2) has he found that there were any irregularities with regard to the tender process and/or outcomes of the tender; if so, what are the relevant details?

Reply:

(1)(a) Imvubu Aviation Services Pty (Ltd)

(b) The initial specifications by the Department of Transport (DOT) was for two Antonov 124 cargo planes and one passenger aircraft plane. However, only one Antonov 124 was commissioned and paid. The Antonov’s were identified to transport mortuary trucks, other light support vehicles, equipment including tents, luggage etc. and 10xPAX to Lagos, and to additionally to this original cargo, include the remains identified for repatriation on the return to South Africa.

The passenger aircraft was identified to transport a maximum of 100 passengers.

(c) The total amount paid was R16 448 200.00 for one Antonov 124 cargo plane

(d) Mr Mawethu Vilana, acting Director-General, Department of Transport, in his capacity as Accounting Officer approved the award.

(e) Approval to deviate from inviting tenders was granted by the Accounting Officer in terms of Section 16A6.4 of the Treasury Regulations.

Following an Inter-Ministerial Committee and a Health Cluster Technical Team meeting, specifications were drafted as determined by the SA Military Health Services (SAMHS) and the Department of Health (SG/D MH OPS/R/311/2/15 dated 2 October 2014).

Numerous aviation service providers were approached and six quotations for each of the initial requirements were received (2 x Antonov and 1 x Passenger Aircraft). Three companies were disqualified due to non-tax compliance, incorrect specifications etc.

The qualifying bids were:

a) 2 x Antonov 124

Service Provider

BEE Score

Cost per Item

Total Cost

Rank

HCR Ilanga Aviation Solutions

8

1 755 600 USD

(R 19 438 900)

3 511 200 USD

(R 38 877 800)

3

SRS Aviation

8

1 601 607 USD

(R17 938 000)

3 203 214 USD

(R 35 876 000)

2

Imvubu Aviation Services

8

1 485 500 USD

(R16 448 200)

2 971 000 USD

(R 32 896 400)

1

b) 1 x Passenger Aircraft

Service Provider

BEE Score

Total Cost

Rank

HCR Ilanga Aviation Solutions

8

268 923 USD

(R2 977 650)

3

SRS Aviation

8

131 650 USD

(R1 457 700)

1

Imvubu Aviation Services

8

215 883 USD

(R2 390 360)

2

*USD/ZAR exchange rate used on 18 October 2014 during evaluation calculated at R 11.0725.

The approved requirement was reduced to one Antonov 124 and an official order to that effect was issued on 5 November 2014 for R 16 448 200.00.

(f) The initial specifications by DOT was for two Antonov 124 cargo planes and one passenger aircraft plane. However, due to numerous factors, including cost, only one Antonov 124 was approved and paid by the DOT.

The Antonov 124 was tasked to transport eight vehicles and specialized equipment to Lagos to assist in the repatriation of the remains of South Africans and to return with said remains, vehicles and equipment.

Amongst the eight vehicles transported were four Forensic Pathology Trucks from the Department of Health that are specifically designed to handle bodies in disaster situations.

Nigerian authorities officially handed over positively identified mortal remains of seventy-four South Africans to Minister Radebe at the Sam Ethnan Air Force Base, Ikeja, Lagos State, Nigeria on Saturday 15 November 2014.

The Antonov 124 departed from Nigeria on the evening of Saturday 15 November 2014 and arrived home in South Africa on the morning of Sunday 16 November 2014. A formal reception ceremony was hosted on Sunday 16 November 2014 at the Air Force Base Waterkloof to receive the remains of the South Africans who had perished.

(2) No irregularities were found.

08 November 2018 - NW2928

Profile picture: Mokoena, Mr L

Mokoena, Mr L to ask the Minister of Transport

(a) What (i) is the total number of employees that have been outsourced from private companies and/or contractors by (aa) his department and (bb) each entity reporting to him (aaa) in the past three financial years and (bbb) since 1 April 2018 and (ii) is the name of each company or contractor and (b) what amount is each employee paid?

Reply:

Department

Financial period

Number of employees outsourced from private companies and/or contractors

Name of Company

Amount employee was paid

2015/2016

2

(i) Affirmative Portfolios

(ii) Akasia Personnel Consultants

(i) R112 532.80

(ii) R1 095 863.44

2016/2017

1

Akasia Personnel Consultants

R977 300.01

2017/2018

1

Akasia Personnel Consultants

R833 395.47

1 April 2018 to date

0

none

none

Airports Company South Africa SOC Limited (ACSA)

The question requesting information about those employees that are paid by ACSA but were insourced from private companies by ACSA, has reference.

Airports Company South Africa confirms that there are no employees on the payroll of the company

that we have insourced from external private companies. This means there are no employees on our

payroll who were outsourced to Airports Company South Africa by private companies.

Air Traffic and Navigation Services (ATNS)

(aa) N/A

(bb) ATNS doesn’t have any employees that have been outsourced from private companies.

ATNS has 29 employees currently employed on a Fixed Term Contract

(aaa) 2017/2018 financial year: 15

2016/2017 financial year: 21

2015/2016 financial year: 10

(bbb) 2018/2019 YTD: 35

(ii) N/A

(b)

Employee Number

     

Position Description

Cost to Company (A)

1

     

Instructor: Air Traffic Services

R 918 493,00

2

     

Regional Director: Africa

R 2 044 720,00

3

     

Instructor: Air Traffic Services

R 918 493,00

4

     

ATCO2: KN

R 772 357,00

5

     

ATCO3: EL

R 918 493,00

6

     

Instructor: Air Traffic Services

R 918 493,00

7

     

Administrator: L & D

R 245 067,00

8

     

Specialist: Operational System

R 1 176 329,90

9

     

Project Manager: Business Mark

R 760 000,00

10

     

ATCO3: CT

R 918 493,00

11

     

Billing Contracts Administrator

R 398 329,91

12

     

Billing Contracts Administrator

R 377 122,78

13

     

Administrator: Foreign Billing

R 377 122,78

14

     

Accounts Payable Administrator

R 350 042,47

15

     

Chief Executive Officer

R 4 261 269,00

16

     

Manager: Finance

R 969 680,00

17

     

Assistant: Company Secretary

R 780 000,00

18

     

Consultant: HR (Bruma & ATA)

R 1 195 955,00

19

     

Executive: Human Capital

R 2 073 000,00

20

     

Security Guard

R 143 253,03

21

     

Secretary: Departmental IT

R 293 582,00

22

     

Accountant: Fixed Assets & Pro

R 620 595,00

23

     

ATCO3: CT

R 918 493,00

24

     

ATCO1: PM

R 515 662,00

25

     

ATCO1: LE

R 497 476,00

26

     

ATCO3: PE

R 918 493,00

27

     

Instructor: Air Traffic Services

R 918 493,00

28

     

ATCO3: JS

R 831 994,00

 

South African Civil Aviation Authority (SACAA)

(a) (i) A total of 18 employees using 9 different companies have been outsourced from private companies (bb) by the South African Civil Aviation Authority (aaa) over the past three years and (bbb) since 1 April 2018. (ii) The names of each of the companies used and (b) the related amounts are listed below:

List of Outsourced Employees

Cross Border Transport Agency (CBRTA)

(a) The (i) (bb) Cross-Border Road Transport Agency did not have employees that were outsourced from private companies and/or contractors in the past three financial years.

(bbb) In September 2018, two (2) employees were supplied by (ii) Nyalu Communication to provide cleaning services. The company quoted an amount of R13,000 for the service to be rendered by the two cleaners per month for a period of three (3) months. (ii) Not applicable.

Road Accident Fund (RAF)

The (a)(i)(bb) Road Accident Fund (RAF) outsourced[1] a total of (aaa) 68 employees in the past three financial years, and (bbb) 8 employees since 1 April 2018, and (ii) the name of each private company or contractor is:

  1. AC Consulting
  2. Affirmative Portfolios
  3. Astute Advisory
  4. Core Focus
  5. Dalitso
  6. Deloitte
  7. DNS
  8. EOH
  9. Human Communications
  10. Impela Alliance
  11. Investong Group
  12. KPMG
  13. Morvest Human Capital Management
  14. Moshitoa
  15. Nexus Forensics
  16. Ntirho Human Capital
  17. Phaki Personnel
  18. Price Waterhouse Coopers
  19. Resolve
  20. Teleresources
  21. Toro Human Capital

(b) the amount that each employee is, or was, paid is not known to the RAF in those instances where the salary payment to the employee is, or was, made by the private company or contractor, and, in those instances where the RAF made, or makes, the salary payment to the employee the RAF is prevented from divulging this information which constitutes personal information of the employee in terms of the Promotion of Access to Information Act, No. 2 of 2000.

Road Traffic Infringement Agency (RTIA)

  1. One (1)

(aa) One (1)

(bb) One (1)

(aaa) None

(bbb) One (1)

(ii) Thapelo Kharametsane Attorneys R42 000

Road Traffic Management Corporation Agency (RTMC)

See table below for response

Cleaning Services

       

Answer to aaa)

Financial

Period

Answer a)

Total Nr. of employees

Answer to a)(ii)

Name of Contractor

Answer to b)

Average

Annual Cost per Employee

Location

Comment

2015/16

9

Samagaba Cleaning Services

R46 902,80

Head Office

Contract Ended 31 August 2017

           

2016/17

9

Samagaba Cleaning Services

R54 355,57

Head Office

Contract Ended 31 August 2017

           

2017/18

8

JR 209 (Blue Star Trading)

R35 591,24

Head Office

Contract start date is 01 September 2017 and was ended 31 May 2018.

All cleaning personnel were absorbed.

2017/18

10

Global Cleaning services

R83 234,84

Natis Offices

Contract Commenced 06 April 2017 and was ended 31 March 2018.

All cleaning employees were absorbed.

           

2018/19

8

JR 209

R35 591,24

Head Office

Contract start date is 01 September 2017 and was ended 31 May 2018.

All cleaning personnel were absorbed.

Security Services

Answer to aaa)

Financial

Period

Answer a)

Total Nr. of employees

Answer to a)(ii)

Name of Contractor

Answer to b)

Average

Annual Cost per Employee

Location

Comment

2015/16

8

Vimba Security

R135 554,02

Head Office

Contract ended 31 March 2017

           

2016/17

8

Vimba Security

R135 554,02

Head Office

Contract ended 31 March 2017

           

2017/18

8

Royal Security

R155 967, 83

Head Office

Contract ended 31 July 2017

2017/18

8

JR 209

R150 945,32

Head Office

Contract still in place

2017/18

16

Mafoko Security

R185 674,62

Natis Office

Contract still in place

2017/18

20

Eldna Security

R99 749,10

Boekenhout Traffic College

Contract still in place

           

2018/19

8

JR 209

R150 945,32

Head Office

Contract still in place

2018/19

16

Mafoko Security

R185 674,62

Natis Office

Contract still in place

2018/19

20

Eldna Security

R99 749,10

Boekenhout Traffic College

Contract still in place

South African Maritime Safety Authority (SAMSA)

RESPONSE TO PARLIAMENTARY QUESTION NUMBER: 2928

Question

Response

What is the total number of employees that have been outsourced from private companies and/or contractors

31

By his department

Not applicable

Each entity reporting to him?

SAMSA

In the past three financial years?

2016 - 27, 2017 - 1 and 2018 - 3

Since 1 April 2018

 2

What is the name of each company or contractor?

  • Legadima Personnel
  • Sanda HR Solutions
  • Intrinsic
  • Isiwe Chartered Accountants
  • FD Centre
  • Manpower
  • Only the Best
  • Talent Guru
  • The Prestige Cleaning Services
  • Mamchira Projects
  • Business System Services
  • Lunobo Cleaning Construction
  • Advance Cleaning

What amount is each employee paid?

  • Legadima Personnel - 411,776.09
  • Sanda HR Solutions - 358,316.75
  • Intrinsic - 158,609.74
  • Isiwe Chartered Accountants - 249,600.00
  • FD Centre - 1,194,214.11
  • Manpower - 257,964.90
  • Only the Best - 157,865.36
  • Talent Guru - 515,605.50
  • The Prestige Cleaning Services - 553,001.24
  • Mamchira Projects - 59,865.35
  • Business System Services - 63,880.20
  • Lunobo Cleaning Construction - 85,959.89
  • Advance Cleaning - 77,463.44

Railway Safety Regulator

(bb) The Railway Safety Regulator does not make use of any outsourced employees.

(aaa) (bbb)(ii)(b) Falls away

Passenger Rail Agency of South Africa

  1. (i) The Passenger Rail Agency of South Africa (PRASA) does not make use of outsourced employees. PRASA would, through Supply Chain Management processes, sources service to be provided such as security services, where labour is part of the overall cost. These service providers have the employees assigned to PRASA in their books and on their payroll.

(aaa) 2015/16 2,963

2016/17 2,977

2017/18 2,361

(bbb) 2018/19 2,980

PRASA furthermore supports SMME’s and Co-operatives where communities are empowered through station cleaning and horticulture services. For the current year 593 job opportunities have been created. A list of these co-operatives is also provided.

(ii) Security Companies

 

Company

 

Sinqobile Equestrian

Futuris Guarding Systems

Hlanganani Protection Services

Changing Tides Security

Vusa Isizwe Security Services

Vimtsire Protection Services

Royal Security

Enlightened Security

Afri-Guard

R1

Supreme Operations

Comwezi

Chippa

Sechaba

Chuma

Illiso

Ilanga Security

Ibhubesi Security

Enlightened

Royal Security

Ilanga

Enlightened

Comwezi

Vusa-Isiswe

Scheme Security

WorldWatch

Advanced Detachment

Co-Operatives for Station Cleaning and Horticulture

Mantswe Akgakala Le Motewana

Nithandane Makhosikazi

Bokamoso Cleaning Primary Cooperative

The Tabernace Porimary Cooperative

Uzwano Cooperative Limited

Pro Knit Primary Cooperative

Masego Trading Cooperative

Phakamani Mzontsundu Primary Cooperative

Mphempe Ya lapisa Cooperative

Eich Women in Public Transport Cooperative

Mantswe Akgakala Le Motewana

Masego Trading Cooperative

Ikakgeng Cooperative

Phambili bomama

Masiyasiya

Parents Power

Orange Farm Cultural Cooperative

Uthando Cooperative

Bakubung Cooperative

Kgalaletstang Cooperative

Hamisi Cooperative

Lethokuhle Cooperative

Likhothwayo

Hamisi Cooperative

Nan Primary Cooperative

Eich Women in Public Transport Cooperative

Neo Entle Cooperative

Mocheko Cooperative

Mashudu Cooperative

Sediba-Sa Lefa Multi-Purpose Co-operative

Pfaranani Primary Co-operative

Susavusiwana Co-operative

Bright Mind Co-operative

Predianet Construction and Projects Co-operative

Tirisano Multi-Purpose Co-operative

Dedicated Collegues Co-op

Hardworkers co-op

Cabangusebenze co-op

Anny main primary co-op

Izinkwezeli co -operative ltd

Rainbow primary co-op

Blossen co-operative ltd

Umshanelo wakwazulu co-op

Snade co-op ltd

Majiya multipurpose co-op

Abamtoti womens co-op

C-nesipho primary co-op

Cikizisa construction @farming co-op

Wayforward primary co-op

Ezasenanda trading co-op

Isizanathi primary co-op

Silindokuhle co-op

KwaMashu progress

Inkotha yedube co-op

Sibambene co-op

Asibonge farming co-op

Abasadi primary co-op

Sanelisiwe co-op

Czwesonke farming co-op

Mlonyeni primary co-op

Elohim primary co-op

Ntandokuhle trading

Abaphikeleli co-op

Mzansi wethu co-op

Kathuthuyasi primary co-op

Khaya thingo co-op

Beauty Petros primary co-op

Grace co-op

Nozibele nonkulomo livestock

Barack co-op

BNNZ primary co-op

Sihamba phambili primary co-op

Amangwazi co-op

Iintokozoeh cleaning co-op

Thondolubanzi primary co-op

Khehlengane primary co-op

Sandile co-op

Abundance co-op

Magaye trading Enterprise

Nkeshezane Trading Enterprise

Manthuli Transport PTY Ltd

Lion Primary Co-op

Yolitha Productions Co-op

Unako Primary Co-operative Limited

Lithemba Projects Co-operative

Lukhanyo Primary Co-operative

Khanyisa Services Primary

  1. The contracts with suppliers require that they pay legislated rates for the industry and in case of security the PSIRA rates.

Ports Regulator of South Africa (PRSA)

  1. (i) (bb) The Ports Regulator of South Africa did not outsource from any private companies

or contractors in the past three financial years.

(aaa) (bbb)(ii)(b) Falls away

South African National Roads Agency Limited (SANRAL)

Financial Year (aaa)(bbb)

Total Amount paid by SANRAL (a)(i)

Total Number of Employees (i)

Name of outsourcing company(ii)

Name of each Employee (b)

Amount paid to each employee (b)

 

2015/16

R624 808.74

36

1.G Lison Personnel

Employee 1

R893.76

 

 

 

 


2.Masibambane Recruitment

Employee 2

R351.12

 

 

 

 

3.Kelly

Employee 3

R8 474.76

 

 

 

 

4.MPC

Employee 4

R5 894.36

 

 

 

 

5.Ikamva

Employee 5

R2 616.62

 

 

 

 

6.Affirmative portfolios

Employee 6

R134 488.71

 

 

 

 

7.Adcorp Workforce

Employee 7

R408.18

 

 

 

 

8.Azola Human Capital

Employee 8

R478.86

 

 

 

 

 

Employee 9

R913.55

 

 

 

 

 

Employee 10

R284.49

 

 

 

 

 

Employee 11

R194.37

 

 

 

 

 

Employee 12

R155.50

 

 

 

 

 

Employee 13

R291.56

 

 

 

 

 

Employee 14

R194.37

 

 

 

 

 

Employee 15

R395.81

 

 

 

 

 

Employee 16

R240.31

 

 

 

 

 

Employee 17

R816.36

 

 

 

 

 

Employee 18

R602.55

 

 

 

 

 

Employee 19

R252.68

 

 

 

 

 

Employee 20

R2 163.70

 

 

 

 

 

Employee 21

R8 790.37

 

 

 

 

 

Employee 22

R12 004.20

 

 

 

 

 

Employee 23

R14 593.50

 

 

 

 

 

Employee 24

R2 433.97

 

 

 

 

 

Employee 25

R539.55

 

 

 

 

 

Employee 26

R191.83

 

 

 

 

 

Employee 27

R946.10

 

 

 

 

 

Employee 28

R540.63

 

 

 

 

 

Employee 29

R71 224.98

 

 

 

 

 

Employee 30

R660.40

 

 

 

 

 

Employee 31

R6 489.45

 

 

 

 

 

Employee 32

R9 234.00

 

 

 

 

 

Employee 33

R5 171.04

 

 

 

 

 

Employee 34

R2 052.00

 

 

 

 

 

Employee 35

R640.47

 

 

 

 

 

Employee 36

R329 184.63

 

 

 

 

 

 

 

 

2016/17

R1 206 712.67

70

1.Afrizan Tes

Employee 1

R906.30

 

 

 

 

2.G Lison Personnel

Employee 2

R2 797.01

 

 

 

 

3.Masibambane Recruitment

Employee 3

R14 180.44

 

 

 

 

4.Pakanyo Trading

Employee 4

R1 436.40

 

 

 

 

5.Tasiso Consulting

Employee 5

R2 049.75

 

 

 

 

6.Kelly

Employee 6

R2 335.60

 

 

 

 

7.MPC

Employee 7

R346.13

 

 

 

 

8.Ikamva

Employee 8

R3 155.42

 

 

 

 

9.Affirmative portfolios

Employee 9

R159 318.46

 

 

 

 

9.Adcorp Workforce

Employee 10

R1 457.78

 

 

 

 

10.Azola Human Capital

Employee 11

R4 351.85

 

 

 

 

11.Dante personnel

Employee 12

R8 600.93

 

 

 

 

12.Morvest Human Capital Management

Employee 13

R4 646.51

 

 

 

 

 

Employee 14

R330.43

 

 

 

 

 

Employee 15

R137 822.58

 

 

 

 

 

Employee 16

R4 817.93

 

 

 

 

 

Employee 17

R325.13

 

 

 

 

 

Employee 18

R193.05

 

 

 

 

 

Employee 19

R602.55

 

 

 

 

 

Employee 20

R5 646.40

 

 

 

 

 

Employee 21

R816.35

 

 

 

 

 

Employee 22

R41 511.48

 

 

 

 

 

Employee 23

R2 896.12

 

 

 

 

 

Employee 24

R26 527.59

 

 

 

 

 

Employee 25

R158 624.99

 

 

 

 

 

Employee 26

R325.13

 

 

 

 

 

Employee 27

R1 091.07

 

 

 

 

 

Employee 28

R116.62

 

 

 

 

 

Employee 29

R349.87

 

 

 

 

 

Employee 30

R4 753.75

 

 

 

 

 

Employee 31

R9 781.20

 

 

 

 

 

Employee 32

R28 343.25

 

 

 

 

 

Employee 33

R444.60

 

 

 

 

 

Employee 34

R437.76

 

 

 

 

 

Employee 35

R611.33

 

 

 

 

 

Employee 36

R296.51

 

 

 

 

 

Employee 37

R296.51

 

 

 

 

 

Employee 38

R1 423.29

 

 

 

 

 

Employee 39

R524.16

 

 

 

 

 

Employee 40

R6 862.05

 

 

 

 

 

Employee 41

R1 918.40

 

 

 

 

 

Employee 42

R179.85

 

 

 

 

 

Employee 43

R755.37

 

 

 

 

 

Employee 44

R2 170.05

 

 

 

 

 

Employee 45

R878.53

 

 

 

 

 

Employee 46

R1 025.84

 

 

 

 

 

Employee 47

R120 983.16

 

 

 

 

 

Employee 48

R15 985.85

 

 

 

 

 

Employee 49

R5 423.21

 

 

 

 

 

Employee 50

R14 741.27

 

 

 

 

 

Employee 51

R93 476.40

 

 

 

 

 

Employee 52

R45 262.00

 

 

 

 

 

Employee 53

R5 833.63

 

 

 

 

 

Employee 54

R8 947.39

 

 

 

 

 

Employee 55

R1 094.00

 

 

 

 

 

Employee 56

R2 187.00

 

 

 

 

 

Employee 57

R2 736.00

 

 

 

 

 

Employee 58

R12 852.43

 

 

 

 

 

Employee 59

R8 421.41

 

 

 

 

 

Employee 60

R7 978.18

 

 

 

 

 

Employee 61

R8 421.41

 

 

 

 

 

Employee 62

R9 307.87

 

 

 

 

 

Employee 63

R8 421.41

 

 

 

 

 

Employee 64

R4 432.32

 

 

 

 

 

Employee 65

R3 989.09

 

 

 

 

 

Employee 66

R3 989.09

 

 

 

 

 

Employee 67

R4 432.32

 

 

 

 

 

Employee 68

R4 432.32

 

 

 

 

 

Employee 69

R510.06

 

 

 

 

 

Employee 70

R164 572.55

 

 

 

 

 

 

 

 

2017/18

R1 403 483.71

53

1.Masibambane Recruitment

Employee 1

R1 178.76

 

 

 

 

2.Phanda Personnel

Employee 2

R1 157.10

 

 

 

 

3.Ricoware

Employee 3

R410.40

 

 

 

 

4.Tasiso Consulting

Employee 4

R23 942.40

 

 

 

 

5.Kelly

Employee 5

R312.25

 

 

 

 

6.MPC

Employee 6

R1 405.11

 

 

 

 

7.Ikamva

Employee 7

R6 574.56

 

 

 

 

8.Adcorp Workforce

Employee 8

R1 484.28

 

 

 

 

9.Dante personnel

Employee 9

R1 987.88

 

 

 

 

10.ETS Professionals

Employee 10

R38 255.20

 

 

 

 

11.Morvest Human Capital Management

Employee 11

R38 875.86

 

 

 

 

 

Employee 12

R568.98

 

 

 

 

 

Employee 13

R410 569.08

 

 

 

 

 

Employee 14

R98 952.00

 

 

 

 

 

Employee 15

R6 574.56

 

 

 

 

 

Employee 16

R6 574.56

 

 

 

 

 

Employee 17

R44 104.32

 

 

 

 

 

Employee 18

R1 313.28

 

 

 

 

 

Employee 19

R17 896.32

 

 

 

 

 

Employee 20

R12 044.75

 

 

 

 

 

Employee 21

R276.19

 

 

 

 

 

Employee 22

R103 745.53

 

 

 

 

 

Employee 23

R1 893.86

 

 

 

 

 

Employee 24

R1 657.13

 

 

 

 

 

Employee 25

R463.16

 

 

 

 

 

Employee 26

R631.29

 

 

 

 

 

Employee 27

R1 893.86

 

 

 

 

 

Employee 28

R37 344.37

 

 

 

 

 

Employee 29

R21 378.69

 

 

 

 

 

Employee 30

R26 926.17

 

 

 

 

 

Employee 31

R496.24

 

 

 

 

 

Employee 32

R82 753.12

 

 

 

 

 

Employee 33

R959.40

 

 

 

 

 

Employee 34

R5 602.66

 

 

 

 

 

Employee 35

R477.22

 

 

 

 

 

Employee 36

R7 888.16

 

 

 

 

 

Employee 37

R12 483.30

 

 

 

 

 

Employee 38

R6 710.86

 

 

 

 

 

Employee 39

R4 651.20

 

 

 

 

 

Employee 40

R1 574.42

 

 

 

 

 

Employee 41

R2 907.00

 

 

 

 

 

Employee 42

R43 436.05

 

 

 

 

 

Employee 43

R45 209.66

 

 

 

 

 

Employee 44

R6 205.25

 

 

 

 

 

Employee 45

R6 205.25

 

 

 

 

 

Employee 46

R443.23

 

 

 

 

 

Employee 47

R443.23

 

 

 

 

 

Employee 48

R443.23

 

 

 

 

 

Employee 49

R443.23

 

 

 

 

 

Employee 50

R6 669.00

 

 

 

 

 

Employee 51

R51 300.00

 

 

 

 

 

Employee 52

R195 856.77

 

 

 

 

 

Employee 53

R9 933.32

 

 

 

 

 

 

 

 

2018/19

R105 923.90

16

1.Masibambane Recruitment

Employee 1

R5 423.00

 

 

 

 

2.Phanda Personnel

Employee 2

R833.75

 

 

 

 

3.Kelly

Employee 3

R37 918.40

 

 

 

 

4.Khulisa connection

Employee 4

R5 301.00

 

 

 

 

5.MPC

Employee 5

R5 888.00

 

 

 

 

6.Izilamani group

Employee 6

R3 312.00

 

 

 

 

7.Warrior Talent Holdings

Employee 7

R4 554.00

 

 

 

 

8.Adcorp workforce

Employee 8

R21 576.30

 

 

 

 

 

Employee 9

R310.50

 

 

 

 

 

Employee 10

R1 231.20

 

 

 

 

 

Employee 11

R3 817.54

 

 

 

 

 

Employee 12

R1 527.02

 

 

 

 

 

Employee 13

R10 337.94

 

 

 

 

 

Employee 14

R2 646.83

 

 

 

 

 

Employee 15

R554.24

 

 

 

 

 

Employee 16

R692.18

 

Total

R3 340 929.02

175

   

R3 340 929.02

 
             
             
             
             
             
             
             
             
             
             
             
             
             
             

08 November 2018 - NW3041

Profile picture: Alberts, Mr ADW

Alberts, Mr ADW to ask the Minister of Transport

(1)Whether he can give an indication of the expected and actually realized income regarding the Gauteng e-toll system for each month from 31 December 2013 to date; (2) what type of road user made payments through corporate and individual road users for each month during the same period respectively; (3) what number of e-tags that are recorded have been activated and deactivated for each month during the same period; 4) what is the total (a) amount of legal costs spent on issuing summonses to road users thus far and (b) outstanding debt to the e-toll system for each month of the specified period; (5) whether any consideration is given to reissue summonses; if not, what is the position in this regard; if so, (a) what amount has been budgeted for this, (b) what number of persons or institutions will be sued in this regard and (c) on what date will this take place?

Reply:

  1. Please see Table 1 below for the expected (forecast) versus realized (actual) income.
  2. Payments are made by an account holder who assumes responsibility to pay the account for the registered vehicles, which can be an individual, a corporate, or a combination. The person/entity that sets up the account does not complete a “field” to indicate if it is a corporate or individual user. As a result, the SANRAL toll system does not record whether a vehicle is registered (or owned) by an individual or a corporate user and the information requested cannot be directly extracted from the toll system. Should more details be required the Member of Parliament is welcome to visit SANRAL Head Office in Pretoria.
  3. Table 2 below provides, for each month, the number of tags that have been activated and deactivated from December 2013 to date. The table does not reflect the tags registered prior to the December 2013 date, such as the tags that were already in use on the Bakwena route. Tags are deactivated for various reasons, which include the following:
  • Movement of tag to a new vehicle
  • Movement of vehicles and tags between accounts, e.g. Public Entity and Key accounts
  • Deregistrations, etc

Table 1: GFIP expected (forecast) versus realized (actual) income

Table 2: e-Tag Activations versus Deactivations

Year

Month

Tags Activated

Tags Deactivated

2013

December

348382

22667

 

 

 

 

2014

January

165030

23480

 

February

112086

18424

 

March

87814

18731

 

April

70082

17578

 

May

62602

18419

 

June

65643

19330

 

July

51642

19357

 

August

40810

18739

 

September

34834

22980

 

October

31604

17940

 

November

25614

17144

 

December

18833

12155

 

 

 

 

2015

January

24856

17406

 

February

22443

15280

 

March

21656

16827

 

April

18924

15425

 

May

22663

17850

 

June

29217

17329

 

July

36139

19312

 

August

30274

21768

 

September

30685

19336

 

October

32080

18070

 

November

24631

15287

 

December

18624

12945

 

 

 

 

2016

January

29676

16615

 

February

30536

16897

 

March

31193

20179

 

April

29310

19458

 

May

34520

21343

 

June

28130

19711

 

July

32300

16475

 

August

27270

16852

 

September

28881

20350

 

October

30733

16361

 

November

26566

59163

 

December

21566

84980

 

 

 

 

2017

January

30497

17699

 

February

29186

16936

 

March

28355

28654

 

April

19699

17387

 

May

24736

18799

 

June

24399

16537

 

July

29388

17478

 

August

29138

17409

 

September

26645

16760

 

October

31358

17295

 

November

29733

15409

 

December

21410

12567

 

 

 

 

2018

January

29016

19675

 

February

28005

16357

 

March

21786

18216

 

April

21571

16997

 

May

22334

20042

 

June

24091

14923

 

July

29719

16678

 

August

26140

16107

 

September

27454

15749

 

October

31005

16733

4. (a)The Contractor (ETC) incurred R4,6m on legal fees up to August 2018.

(b) The Accounting Policy of SANRAL, which is in line with IFRS, determines that the impairment assessment is done on an annual basis. As such the trade receivables balance is calculated, audited and published annually. Table 3 below reflects the audited trade receivables for the requested financial years:

Financial Year

Toll debtors (R’million)

2018

10 840.4

2017

8 798.4

2016

6 620.1

2015

4 935.3

2014

951.3

   
   

Table 3

5. SANRAL’s toll operator is not re-issuing summonses. The summonses that have already been issued will be amended to include new debt (if required) but will not require re-issuing. Therefore, we respond as follows:

a) Not applicable as the re-issuing summonses is not required.

b) Not applicable refer to a).

c) Not applicable refer to a).

08 November 2018 - NW3043

Profile picture: Alberts, Mr ADW

Alberts, Mr ADW to ask the Minister of Transport

(1)Whether he can give an indication regarding the number of claims that have become prescribed in the hands of the Road Accident Fund since 1 January 2000 for each month of each year according to (a) percentage and (b) absolute numbers from the year 2000 up to and including the latest statistics for 2018; (2) what are the overall reasons for the prescription of the claims in each month; (3) given the prescriptions that take place, what does he intend to do in order to stop this malpractice, especially against the background of the establishment of the Road Accident Benefit Scheme (RABS) Bill according to which the fund/scheme will act as an adjudicator of benefits and a benefit manager?

Reply:

  1. Statistics on direct claims lodged prior to December 2012 are not available, as stand-alone direct claims units were only established throughout the Road Accident Fund (RAF) during the 2012 -2013 financial year. From December 2012, statistics on direct claims were were reported on separately from other claims. The following information regarding the number of claims that have become prescribed in the hands of the RAF (claims lodged and, or, prosecuted personally by a claimant who elected not to use the services of an attorney or elected to terminate the services of their attorney) since 1 December 2012 for each month of each year according to (a) percentage and (b) absolute numbers (total) from the year 2012 up to and including the latest statistics for 2018;

Financial Year

April

May

June

July

August

September

October

November

December

January

February

March

Total

2012/13

 

 

 

 

 

 

 

 

1

1

2

3

7

% of the total of claims prescribed during the year

 

 

 

 

 

 

 

 

14%

14%

29%

43%

100%

2013/14

6

3

1

3

9

10

2,066

8

2

1

664

121

2,894

% of the total of claims prescribed during the year

0.2%

0.1%

0.0%

0.1%

0.3%

0.3%

71%

0.3%

0.1%

0%

23%

4%

100%

2014/15

1

14

4

2

1,716

3,974

178

-

-

36

201

112

6,238

% of the total of claims prescribed during the year

0.0%

0.2%

0.1%

0.0%

28%

64%

3%

0.0%

0.0%

1%

3%

2%

100%

2015/16

4

2

3

13

7

6

38

39

7

32

14

3

168

% of total% of the total of claims prescribed during the year

2%

1%

2%

8%

4%

4%

23%

23%

4%

19%

8%

2%

100%

2016/17

7

60

21

16

77

5

18

5

6

3

1

6

225

% of the total of claims prescribed during the year

3%

27%

9%

7%

34%

2%

8%

2%

3%

1%

0.4%

3%

100%

2017/18

3

3

22

272

8

12

4

7

4

3

5

1

344

% of the total of claims prescribed during the year

1%

1%

6%

79%

2%

3%

1%

2%

1%

1%

1%

0%

100%

2018/19*

3

3

44

53

10

49

 

 

 

 

 

 

162

% of the total of claims prescribed during the period

2%

2%

27%

33%

6%

30%

 

 

 

 

 

 

100%

2) the overall reasons, amongst others, for the prescription of the claims in each month, are claims that prescribed in the following circumstances: while awaiting the judgment in the case of Mvumvu and Others v The Minister of Transport and the RAF (Case CCT 67/10); awaiting the completion of medico-legal reports by medical experts; delays in obtaining confirmation of appointments for assessments for medico-legal reports; delays in obtaining completed medical reports from hospitals; awaiting necessary information from claimants or service providers; files not sent to Regions by consultants prior to prescription of the claim; administrative issues such as incorrect registration, miscommunication between the regions; where direct claimants have subsequently elected to instruct an attorney and summons is not issued before prescription and where claimants failed to provide correct contact information, or contact information subsequently changed and the claimant failed to inform the RAF;

3) The RAF has implemented a Direct Claims Policy with effect from 15 February 2016. The purpose of the Direct Claims Management Policy, amongst others, is to regulate the internal management of Direct Claims to ensure that the rights of Unrepresented Claimants are protected; to ensure that the risks to the RAF are managed; and finally, to manage conflicts of interest that may arise. The Direct Claims Policy provides for consequence management in the event of non-compliance.

08 November 2018 - NW3045

Profile picture: Lekota, Mr M

Lekota, Mr M to ask the Minister of Transport

What plans did he put in place to remedy the (a) financial, (b) administrative and (c) governance difficulties currently being experienced by the Road Accident Fund?

Reply:

The Road Accident Fund (RAF) has put the following plans in place to remedy the (a) financial,

In the longer term the design of the system of road accident compensation must change to address the fact that the existing system is unaffordable, with income not matching expenditure. To this end the RABS Bill, which is currently before the Portfolio Committee on Transport, will address the future financial viability of road accident compensation by ensuring a balance between funding and benefits. In the interim, the RAF has implemented a Cash Management Strategy to ensure that available funding is distributed in an equitable and fair manner. This has since evolved to cash management in the ordinary course of business, which is reviewed in response to the business environment. The RAF ensures that it communicates with service providers to ensure they are kept abreast of developments where necessary. The RAF seeks to ensure that any funds that are not committed due to general savings or delays in procurement, are allocated to the settlement of claims, where possible. The RAF has engaged with stakeholders such as National Treasury and the Department of Transport to ensure awareness, to present status updates and to seek solutions. In addition, the RAF has sought to implement measures to minimize the interruption caused by attachments of the RAF’s bank accounts.

(b) administrative and

The existing system of road accident compensation is administratively complex. Fault has to be proven and benefits are not defined, which results in delays in establishing liability and the quantification of claims, often resulting in disputes and protracted litigation, in which the intermediaries have a direct and substantial financial interest. The RABS Bill addresses the shortcomings by, inter alia, providing for defined benefits, on a no-fault basis, paid directly to beneficiaries, in a structured manner, ensuring wider cover, especially to the poor. The RABS Bill further seeks to reduce the administrative complexity inherent in the current system which will see less involvement by intermediaries and more money reaching the intended beneficiaries of the system.

In the interim, the RAF addresses improved administration through, inter alia, the RAF’s Annual Performance Plan for the 2018 - 2019 financial year, which addresses the RAF’s administrative challenges by, amongst others, providing for: initiatives aligned to efficient processing of claims; initiatives aligned to providing accessible services: initiatives aligned to effective financial management; initiatives aligned to optimising ICT functionality; initiatives aligned to improving people management; initiatives aligned to RAF transformation; and initiatives aligned to an assured control environment.

(c) governance difficulties currently being experienced by the Road Accident Fund

The previous Board was dissolved by the Minister of Transport and an Interim Board was appointed to address governance challenges. The process to appoint a permanent Board has commenced. The process to appoint a CEO re-commenced two months ago.

08 November 2018 - NW3095

Profile picture: Brauteseth, Mr TJ

Brauteseth, Mr TJ to ask the Minister of Transport

With reference to the awarding of a contract by his department to a certain company VNA consulting engineers in KwaZulu-Natal in 2017, what (a) are the terms of reference of the contract, (b) goods and services (i) will be delivered and (ii) have been delivered to date, (c) is the duration of the contract, (d) is the value of the contract in Rand and (e) are the details of the supply chain and/or tender processes followed in awarding the contract?

Reply:

The Department of Transport has no access to the contractual issues and Supply Chain Management Process of the Kwa-Zulu Natal Department of Transport. The Honourable Member may re- direct the Question the Member of the Executive Council (MEC) of Transport in Kwa-Zulu Natal, Honourable Mxolisi Kaunda.

Therefore Question (a), (b), (c), (d) and (e) fall away.

08 November 2018 - NW3132

Profile picture: Horn, Mr W

Horn, Mr W to ask the Minister of Transport

Whether, since he served in Cabinet, he (a)(i) was ever influenced by any person and/or (ii) influenced any of his department’s employees to take any official administrative action on behalf of any (aa) member, (bb) employee and/or (cc) close associate of the Gupta family and/or (b) attended any meeting where any of the specified persons were present; if so, what are the relevant details in each case?

Reply:

(a)(i)I was never influenced by any person and/or (ii) nor influenced any of the department’s employees to take any official administrative action on behalf of any (aa) member, (bb) employee and (cc) acknowledges to have met the close associates of the Gupta family during the SABC/TNA morning breakfast shows where I was a guest on the shows.

05 November 2018 - NW3032

Profile picture: Shackleton, Mr MS

Shackleton, Mr MS to ask the Minister of Transport

With reference to the debate on Vote 35 - Transport, Appropriation Bill in Parliament on 18 May 2018, (a) what training and skills transfer programmes to small enterprises does the SA National Roads Agency Ltd offer, (b) what (i) programmes and (ii) number of the specified programmes have been offered in the past three financial years, (c)(i) how are the small enterprises identified to whom such programmes are offered and (ii) how is the success of such programmes ascertained and (d) what amounts have been (i) budgeted and (ii) actually spent on the specified programmes in the past three financial years?

Reply:

  1. What training and skills transfer programmes to small enterprises does the SA National Roads Agency Ltd offer?

SANRAL offers the following skills transfer programmes:

1. Conventional Projects

  • All conventional projects make provision for the utilization of SMMEs (As per the PPPFA regulations of 2011 and 2017).
  • All conventional projects make provision for the general, entrepreneurial and technical training of these SMMEs.
  • Following a training needs assessment, SMMEs are provided with SAQA and CETA accredited, NQF level 2 to 4 training.

2. Routine Road Maintenance Projects

  • RRM projects are management contracts and the main contractor, depending on its B-BBEE status, sub-lets 40% to 80% of the work to SMMEs. These contracts may also be considered contractor incubator projects.
  • RRM projects makes provision for the general, entrepreneurial and technical training of these SMMEs.
  • Following a training needs assessment, SMMEs are provided with SAQA and CETA accredited, NQF level 2 to 4 training.
  • Full time mentors are provided on the projects to assist and guide the SMME’s.
  • Depending on various project factors, many of these training programmes consists of Full Learnerships, where SMMEs obtain a formal SAQA accredited qualification on successful completion of the training.

3. Community Development (CD) Projects

  • CD projects are training programmes where SANRAL contracts with a Construction Manager who subcontracts SMMEs to construct 90% of the work. These may also be considered contractor incubation projects.
  • SMMES are provided with SAQA and CETA accredited, NQF level 2 to 4 training, and usually consists of Full Learnership where SMMEs obtain a formal SAQA accredited Qualification.
  • SMMEs receives theoretical training, which is followed by practical training and the subsequent construction of the work under the mentorship of the Construction Manager.

b) What:

i) Programmes and

All the programmes mentioned in response to question (a) above have been offered continuously over the past three (2016/2017, 2017/2018) financial years.

ii) Number of programmes offered in the past three financial years.

In addition to SANRAL’s conventional and RRM projects (80 in number), 83 Community Development projects were initiated over the past three (2016/2017, 2017/2018) financial years and are in various project stages (2015/2016, 2016/2017, 2017/2018).

c) How:

are the small enterprises identified to whom such programmes are offered and?

  •  

a) Where many SMMEs are available, use is made of tests called the Learning Ability Battery (LAB) of tests to select the best candidates. These tests assess the candidates’ literacy, numeracy and entrepreneurial ability. This technique is mainly used on projects in large urban areas such as Tshwane.

b) Following a resource audit and liaison with the Project Liaison Committee, Targeted Enterprises are identified from the Designated Groups from the vicinity of the project as per the PPPFA regulations in the rural areas.

  •  

c) Provision for the utilisation and development of SMMEs is allowed for in all SANRAL contract documents and project types.

ii) is the success of such programmes ascertained and

a) SANRAL keeps record of every SMME that is contracted or sub-contracted on SANRAL projects.

b) SANRAL can thus track on how many contracts a specific SMME worked on, over what period, and monitor growth of the SMME by its ascension up the CIDB grades where the lowest grade is 1 (entry level) and the highest grade is 9.

This is the measure of success used by SANRAL. The programmes are however not without challenges and SANRAL’s new transformation policy seeks to address some of the shortcomings that have been identified in previous interventions.

d) (i) Budgeted and

a) Training is a component of conventional, RRM and CD projects and varies between 0,1% and 2% of the contract value, depending on the project category.

b) Skills transfer (coaching, mentoring and guidance) are budgeted in several items which forms part of a contract and is not reported separately.

c) Note that the value of the work done by SMMEs and is not included in a. and b. mentioned above.

i) Actually, spent on the specified programmes in the past three financial years?

a) Actual spent on training only in the past three (2016/2017, 2017/2018, 2018/2019 – to date) financial years is as follows:

 

IT IS Table 4

IT IS Table 1

IT IS Table 3

Year

No. of SMMEs Employed

(CIDB 1 – 6)

Value of SMME Work

(CIDB 1 – 6)

No. of SMMEs Employed

(Total)

Value of SMME Work

(Total)

No. of Trainees

No. of Courses

Rand Value

2015/2016

518

R 1 422 552 987

2 070

R 2 244 367 775

4 668*

7 075

R 13 658 275

2016/2017

561

R 1 654 903 707

1 658

R 2 371 048 028

4 737*

9 461

R 23 750 185

2017/2018

793

R 2 238 679 556

2 064

R 3 287 650 418

3 532*

7 000

R 21 522 928

         

* Includes SMME owners, employees and labourers.

The figures in this table are generated on 24/10/2018.

05 November 2018 - NW2676

Profile picture: Bagraim, Mr M

Bagraim, Mr M to ask the Minister of Transport

(a) What number of status reports were (i) requested by the Railway Safety Regulator from the Passenger Rail Agency of South Africa (Prasa) and (ii) issued by Prasa in each month (aa) in the past three financial years and (bb) from 1 January 2018 to date, (b) what number of maintenance reports were (i) requested and (ii) issued, (c) what number of other reports were (i) requested and (ii) issued and (d) what were the reasons in each instance where reports were (i) not issued or (ii) issued late?

Reply:

  1. Reports are requested in line with the Safety Management System (SMS) and this entails one (1) report per year. Reports are submitted per discipline, i.e. Perway, Level Crossings, Stations, Electrical, Signalling and Telecoms. The status of the submission is outlined as per the attached annexure.
  1. See attached annexure
  2. See attached annexure

(aa) See attached annexure

(bb) For 2018/19, information was not available or PRASA Rail was awaiting Regional inputs. The Railway Safety Regulator has advised that reports would be submitted by 30 September 2018.

  1. (i) & (ii) See attached annexure
  1. (i) & (ii) See attached annexure
  1. (i) & (ii) Reports were requested. However, due to PRASA’s internal challenges with a lack of continuity in various areas, reports were not submitted. Furthermore, it should be noted, for the same reason that PRASA is lagging in providing the RSR with the requested information, the RSR has now made the reports requirement of the safety permit which was recently issued to PRASA.

PERWAY

No.

(aa)

Year

(a)(i)

No. status reports requested by RSR (per Discipline)

(a)(ii)

Report Issued by PRASA

(d)(i) & (ii)

Comments report not issued or late submission

(b)(i)

No. Maintenance reports requested by RSR

(b)(ii)

Report Issues by PRASA

Comments report not issued or late submission

(c)(i)

Other Report

General Comment

1.

2013/14

16

12

No historical records

4

4

n/a

n/a

n/a

2.

2014/15

16

12

No historical records

4

4

n/a

n/a

n/a

3.

2015/16

16

12

No historical records

4

4

n/a

n/a

n/a

4

2016/17

16

15

No historical records

4

4

n/a

n/a

n/a

5.

2017/18

16

15

Awaiting info ration from regions

4

4

n/a

n/a

n/a

LEVEL CROSSINGS

No.

(aa)

Year

(a)(i)

No. status reports requested by RSR (per Discipline)

(a)(ii)

Report Issued by PRASA

(d)(i) & (ii)

Comments report not issued or late submission

(b)(i)

No. Maintenance reports requested by RSR

(b)(ii)

Report Issues by PRASA

Comments report not issued or late submission

(c)(i)

Other Report

General Comment

1.

2013/14

12

4

No records

4

4

n/a

n/a

 

2.

2014/15

12

4

No records

4

4

n/a

n/a

 

3.

2015/16

12

4

No records

4

4

n/a

n/a

 

4

2016/17

12

4

No records

4

4

n/a

n/a

 

5.

2017/18

12

7

Awaiting information from Regional offices

4

4

n/a

n/a

 

STATIONS

No.

(aa)

Year

(a)(i)

No. status reports requested by RSR (per Discipline)

(a)(ii)

Report Issued by PRASA

(d)(i) & (ii)

Comments report not issued or late submission

(b)(i)

No. Maintenance reports requested by RSR

(b)(ii)

Report Issues by PRASA

Comments report not issued or late submission

(c)(i)

Other Report

General Comment

1.

2013/14

4

0

Not yet available

4

4

n/a

n/a

 

2.

2014/15

4

0

Not yet available

4

4

n/a

n/a

 

3.

2015/16

4

0

Not yet available

4

4

n/a

n/a

 

4.

2016/17

4

0

Not yet available

4

4

n/a

n/a

 

5.

2017/18

4

0

Not yet available

4

4

n/a

n/a

 

ELECTRICAL

No.

(aa)

Year

(a)(i)

No. status reports requested by RSR (per Discipline)

(a)(ii)

Report Issued by PRASA

(d)(i) & (ii)

Comments report not issued or late submission

(b)(i)

No. Maintenance reports requested by RSR

(b)(ii)

Report Issues by PRASA

Comments report not issued or late submission

(c)(i)

Other Report

General Comment

1.

2013/14

8

0

Asset information not available yet/Historical info not available

8

2

Substations Information not yet available from Regions

n/a

 

2.

2014/15

8

0

Asset information not available yet/Historical info not available

8

3

Substations Information not yet available from Regions

n/a

 

3.

2015/16

8

0

Asset information not available ye/Historical info not available

8

2

Substations Information not yet available from Regions

n/a

 

4.

2016/17

8

1

Asset information not available yet//Historical info not available

8

2

Substations Information not yet available from Regions

n/a

 

5.

2017/18

8

2

Asset information not available yet

8

4

Substations Information not yet available from Regions

n/a

 

SIGNALLING

No.

(aa)

Year

(a)(i)

No. status reports requested by RSR (per Discipline)

(a)(ii)

Report Issued by PRASA

(d)(i) & (ii)

Comments report not issued or late submission

(b)(i)

No. Maintenance reports requested by RSR

(b)(ii)

Report Issues by PRASA

Comments report not issued or late submission

(c)(i)

Other Report

General Comment

1.

2013/14

4

4

n/a

4

3

Information not available from the Regions

n/a

 

2.

2014/15

4

4

n/a

4

3

Information not available from the Regions

n/a

 

3.

2015/16

4

4

n/a

4

3

Information not available from the Regions

n/a

 

4

2016/17

4

4

n/a

4

3

Information not available from the Regions

n/a

 

5.

2017/18

4

4

n/a

4

3

Information not available from the Regions

n/a

 

TELECOMS

No.

(aa)

Year

(a)(i)

No. status reports requested by RSR (per Discipline)

(a)(ii)

Report Issued by PRASA

(d)(i) & (ii)

Comments report not issued or late submission

(b)(i)

No. Maintenance reports requested by RSR

(b)(ii)

Report Issues by PRASA

Comments report not issued or late submission

(c)(i)

Other Report

General Comment

1.

2013/14

4

0

Historical records not available

4

1

Historical records not available

n/a

 

2.

2014/15

4

0

Historical records not available

4

1

Historical records not available

n/a

 

3.

2015/16

4

0

Historical records not available

4

3

Information not available

n/a

 

4

2016/17

4

0

Historical records not available

4

3

Information not available

n/a

 

5.

2017/18

4

4

n/a

4

3

Information not available

n/a

 

01 November 2018 - NW2596

Profile picture: Nolutshungu, Ms N

Nolutshungu, Ms N to ask the Minister of Transport

(1)Is the SA National Roads Agency Ltd (Sanral) receiving funding from the National Treasury for the N2 Wild Coast toll road; if so, what amount; (2) is Sanral borrowing funds for the N2 Wild Coast toll road; if so, (a) from whom, (b) what amount will be borrowed and (c) what will be the toll charged on the specified toll road?

Reply:

1. Yes, since 2011 the upgrading of the existing sections of the N2 Wild Coast project between East London and Port St Johns via Mthatha has been funded through SANRAL MTEF budget allocation. In the current SANRAL MTEF allocation an amount of R2.055 billion has been specifically earmarked for N2 Wild Coast project.

2. No, all the funding for the upgrading of existing portions of the route as well as the initial construction costs of the greenfield section are being funded from SANRAL MTEF budget allocation. As per the Hybrid funding model toll funding will only be utilised for future maintenance, operations and upgrading.

(a) No funds have been borrowed at present,

(b) The amount to be borrowed will be finalised as part of the public Intent to Toll process to be initiated within next 6 months,

(c) Toll charged will be determined as part of public Intent to Toll process to be initiated within next 6 months.

01 November 2018 - NW2957

Profile picture: Nolutshungu, Ms N

Nolutshungu, Ms N to ask the Minister of Transport

(a) On what basis was the route for the N2 Wild Coast toll road selected, (b) what factors were taken into consideration when the selection was made, (c) were there any other alternative routes that were considered for the toll road and (d) what are the reasons that the alternative routes were not chosen?

Reply:

(a)The route was selected on the basis of a best-case scenario taking into consideration various combinations of factors that generally get analysed during the route determination process. This generally includes trade-offs, minimising impact, maximising benefits and avoiding certain risks.

(b) The factors included construction and operational costs, which are heavily influence by the terrain of the chosen alignment (i.e. shortest river crossings, avoiding steep gradients, etc), economic impacts (i.e. shortest most direct route to reduce user costs, etc), environmental impacts (avoiding environmental sensitive area or reducing impact to minimum, etc) and social impacts (i.e. number of people to be resettled, employment opportunities, etc).

(c)Numerous alternatives were investigated and considered during the initial scoping study. These were taken through a public participation process and were narrowed down to a total of 6 alternatives for the detailed Environmental Impact Assessment specialist studies, public participation process and associated reports. For more details on these alternatives please see the detailed reports on the SANRAL website (www.sanral.co.za) under Major Projects>>N2 Wild Coast Toll Road.

(d)The route finally given a positive Record of Decision by the Department of Environmental Affairs through the EIA process offered the best trade-off of all the competing factors and impacts between all the alternatives considered. The details are captured in the reports referenced above.

01 November 2018 - NW2958

Profile picture: Nolutshungu, Ms N

Nolutshungu, Ms N to ask the Minister of Transport

(1)(a) Who are the (i) previous and (ii) current consultants for the N2 Wild Coast toll road, (b) what is the total value of each consulting contract and (c) on what date was each consulting contract signed; (2) (a) who are the (i) previous and (ii) current contractors for the N2 Wild Coast toll road, (b) what is the total value of each contract and (c) on what date was each contract signed? NW3270E

Reply:

1.(a) (i) The previous consultants forming part of the N2 Wild Coast Consortium comprised of Hawkins Hawkins Osborn, Stewart Scott International and Sauders and Wium. They were involved with the original N2 Wild Coast Toll Road PPP concept design and proposal. This was in the late nineties.

(ii) The 112km greenfield section of the N2 Wild Coast toll road has subsequently been divided into 9 packages for detailed design and construction. As with the Mtentu and Msikaba bridges, the consultant’s appointments for these packages were procured through an open tender process. The outcome of this process resulted in appointment of the consulting firms as per the table below. As can be seen, the two big bridges were awarded in 2003 while the rest were awarded from 2 years ago.

(b) Please see the award values in Table 1 below.

(c) Please see appointment date in Table 1 below.

Table 1

Contract Number

Abbreviated Contract Name

Consulting Firm

Appointment Date

Appointment Value (Incl VAT)

N.002-190-2016/1F

Ndwalane to Ntafufu

V3

28 June 2018

R117 697 384.80

R.061-080-2013/3F

Ntafufu to Bambisana Turn-off

ERO

04 May 2018

R105 158 756.22

N.002-200-2017/1F

Bambisana Turn-off to Lingeni

Naidu

04 May 2018

R113 789 855.82 I

N.002-200-2016/1F

Lingeni to Msikaba Bridge

Aurecon ROHM consortium

24 April 2017

R107 199 500.00

N.002-200-2016/2F

Msikaba Bridge

HVA JV

31 January 2003

R263 519 076.00

N.002-200-2016/3F

Msikaba Bridge to Mtentu Bridge

Knight Piesold

24 April 2017

R 127 450 218.41

N.002-201-2016/1F

Mtentu bridge

HVA JV

31 January 2003

R219 044 676.00

N.002-210-2016/1F

Mtentu Bridge to Kulumbe

KBK

11 September 2018

R129 516 847.80

N.002-210-2016/2F

Kulumbe to Mtamvuna River

V3

04 May 2018

R137 790 696.48

Note: The above appointment values include provisional sums (i.e. site laboratory, site supervision costs, etc) in addition to consultant fees.

2 (a) (i) There were no previous contractors appointed for the N2 Wild Coast Toll Road greenfield portion.

(ii) On the 112km greenfield portion 6 conventional construction contracts and 5 community development contracts have been awarded for construction to date through an open tender process. The outcome of this process resulted in appointment of the main contractors as per the table below.

(b) Please see award values in Tables 2 and 3 below.

(c) Please see start date in Tables 2 and 3 below.

Table 2: Conventional Construction Projects

Contract Number

Abbreviated Contract Name

Main Contractor

SMME

Start Date

Award Value (Incl VAT)

N.002-200-2016/2S

Msikaba Bridge construction haul road South

Aveng Grinaker LTA

41% TE target, 34 SMMEs contracted

13 Oct 2016

R 30 223 552

N.002-200-2016/2N

Msikaba Bridge construction haul road North

Aveng Grinaker LTA

41% TE target, 37 SMMEs contracted

13 Oct 2016

R 32 318 648

N.002-201-2016/1S

Mtentu bridge construction haul road South

Aveng Grinaker LTA

41% TE target, 50 SMMEs contracted

13 Oct 2016

R 34 958 663

N.002-201-2016/1N

Mtentu bridge construction haul road North

Wasserman Teerwerke

30% TE target, 11 SMMEs contracted

14 Oct 2016

R 28 303 240

N.002-200-2016/2A

Msikaba Bridge

Concor Mota Engil Joint Venture

30% TE target

Still to be set

R 1 902 243 750

N.002-201-2016/1

Mtentu bridge

Aveng Strabag Joint Venture

R100 mill TE target, 8 SMMEs contracted to date

08 Jan 2018

R 1 634 138 996

Note: TE Target = % of project value that must go to Targeted Enterprises

Table 3: Community Development Projects

Contract Number

Abbreviated Contract Name

Training and mentorship provider

SMMEs

Start Date

Award Value

C.00-040-2016/1

Port St Johns: Ndwalane Community Access roads

NKR Consulting Engineers

10 local SMMEs

18 Jul 2016

R 40 559 091

C.003-041-2016/1

Ingquza Hill: Lusikisiki Community Access Roads

Mamlambo Construction

11 local SMMEs

18 Jul 2016

R 41 313 600

C.003-039-2016/1

Mbizana: Mzamba Community Access Roads

ACS

10 Local SMMEs

18 Jul 2016

R 40 754 202

C.003-049-2017/1

Mbizana: Makwanteni Access Road

ACS

10 Local SMMEs

15 Jan 2018

R 45 081 231

C.003-050-2017/1

Mbizana: Mahaha – Sigidi Access Road

NKR

10 Local SMMEs

15 Jan 2018

R 45 214 143

Note: The above Community Development Projects specifically target the development of local SMMEs through a structure programme that includes the practical construction of access roads. This programme enables these local SMMEs to now be able to compete for SMME opportunities on the conventional SANRAL construction projects and elsewhere.

01 November 2018 - NW3034

Profile picture: Alberts, Mr ADW

Alberts, Mr ADW to ask the Minister of Transport

(1) Whether, with reference to his reply to question 2055 on 29 June 2018, it has been made public in the meantime that the municipal councils of Ventersdorp, Ethekwini, Tlokwe, Midvaal and all jurisdictions where Total Client Services Ltd (TLC) operates as service provider on behalf of the municipal authority, have ignored the appointment of an agent (a proxy) and issue fines and summons directly to the owners of motor vehicles, causing perplexing consequences; (2) whether he is taking steps against the authorities and the service provider on the strength of evidence that, in this regard, the National Road Traffic Act, Act 93 of 1996, is violated by them in the manner specified; if not, why not; if so, what are the relevant details; (3) whether the regulation that stipulates that a motor vehicle license has to be renewed within 21 days after it expires is still applicable and whether it has been amended in any way; if not, (a) whether any amendment is envisaged in future and (b) what are the full reasons for this; if so, what (i) is the new regulation and (ii) are the full reasons for the amendment?

Reply:

(1) The issuance of road traffic related fines directly to the owner of the motor vehicle is not in line with the provisions of section 341 of CPA read with the regulation 336 of the National Road Traffic Regulations, 2000. In most instances the relevant prosecutors withdraw the charges as the notice was not properly issued. The Department will engage with the Road Traffic Management Corporation to advise the authorities to issue fines in accordance with the prescripts of legislation.

(2) The matter has not been brought to the attention of the Department, however we will be engaging with the Road Traffic Management Corporation to ensure that such practice is discontinued.

(3) Yes, it is still applicable.

(a) The Department is not considering any proposed amendment of the regulation at this moment.

(b) Based on the reply provided in (a) above (i) and (ii) falls away.

24 October 2018 - NW2670

Profile picture: Hunsinger, Mr CH

Hunsinger, Mr CH to ask the Minister of Transport

(a) What are the relevant details of the staff vacancies in (i) his department and (ii) the entities reporting to him, (b) why have the vacancies not been filled in each case, (c) when will the vacancies be filled in each case, (d) what deadlines have been set to fill the vacancies and (e) how are the functions that are supposed to be undertaken by the posts being fulfilled in the meantime?

Reply:

Department

a) What are the relevant details of the staff vacancies in (i) his department

(b) why have the vacancies not been filled in each case

(c) when will the vacancies be filled in each case

(d) what deadlines have been set to fill the vacancies

(e) how are the functions that are supposed to be undertaken by the posts being fulfilled in the meantime?

OFFICE OF THE MINISTER

Administrative Secretary (Office Administration)

Ministry to recommend suitable candidate

Depends on instruction from Ministry

N/A

Work is shared among the existing employees in the Office

OFFICE OF THE DEPUTY MINISTER

Private Secretary to the Deputy Minister

Ministry to recommend suitable candidate

Depends on instruction from Ministry

N/A

An official from the department was seconded to the DM’s Office to perform the functions of this post

Deputy Director: Parliamentary & Media Liaison Services

Ministry to recommend suitable candidate

Depends on instruction from Ministry

N/A

Work is shared among the existing employees in the Office

OFFICE OF THE DIRECTOR-GENERAL

Director-General: Transport

Pending litigation

Post will be filled once the matter regarding the former DG is finalized

N/A

Acting appointment

Director: Support and Stakeholder Management (Cape Town)

The post was advertised on 28 January 2018

Within 6 months

Within 6 months

The former incumbent is currently performing the functions of this post on a temporary basis

Chief Director: Strategic Planning and Cluster Coordination

The post was advertised on 28 January 2018

Within 6 months

Within 6 months

Director: Strategic Planning has been appointed to Act in the post

Deputy Director: Performance Monitoring and Evaluation

The post is not funded

N/A

N/A

Work is shared among the existing employees in the section

Chief Audit Executive

Deputy Director: Internal Audit

The post was advertised on 28 January 2018

Within 6 months

Within 6 months

Director: Internal Audit has been appointed to Act in the post

Assistant Director: Internal Audit

The post is not funded

N/A

N/A

Work is shared among the existing employees in the section

Performance Auditor

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Work is shared among the existing employees in the section

Assistant Director: General Control

The post is not funded

     

Office Administrator Grade I to the Director: Forensic Investigations

The post is not funded

N/A

N/A

Work is shared among the existing employees in the section

Deputy Director: Forensics Investigations

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

The Assistant Director has been appointed to act in the post

Assistant Director: Forensic Investigations

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Work is shared among the existing employees in the section

Deputy Director-General: Governance Council

There’s a review of the structure and the filling of the post is on hold

Pending the finalization of the review process

Pending the finalization of the review process

Contract employment

Deputy Director: Project Management

The post is not funded

N/A

N/A

There’s a review of the structure that this post falls under

Director: Performance Management Coordination

The post is not funded

N/A

N/A

There’s a review of the structure that this post falls under

Office Administrator Grade I to the D: Performance Management Coordination

The post is not funded

N/A

N/A

There’s a review of the structure that this post falls under

Deputy Director: PEO Performance Management Coordination

The post is not funded

N/A

N/A

There’s a review of the structure that this post falls under

Chief Director: Public Entity Oversight

The post was advertised on 28 January 2018

Within 6 months

Within 6 months

The functions of this post are currently performed by Directors that are responsible for Public Entity Oversight in the Branches

Office Administrator Grade II to the CD: Public Entity Oversight

The will be filled once the CD post is filled

Depends on the filling of CD: Public Entity Oversight

Depends on the filling of CD: Public Entity Oversight

N/A, since the CD: Public Entity Oversight is vacant

Director: Project Portfolio Management

The post is not funded

N/A

N/A

There’s a review of the structure that this post falls under

Office Administrator Grade I to the D: Project Portfolio Management

The will be filled once the D post is filled

N/A

N/A

There’s a review of the structure that this post falls under

Deputy Director: Programme Monitoring

The post is not funded

N/A

N/A

There’s a review of the structure that this post falls under

OFFICE OF THE CHIEF OPERATIONS OFFICER

Deputy Director-General: Corporate Services (Chief Operations Officer) (Awaiting formal approval from DPSA)

The post was re-advertised on 2 September 2018

Within 6 months

Within 6 months

There’s an official appointed to Act in the post

Office Administrator Grade III to the Chief Operations Officer

The will be filled once the CD post is filled

Depends on the filling of the post of Chief Operations Officer

Depends on the filling of the post of Chief Operations Officer

An Admin Officer was appointed to act in the post

Chief Director: Human Resource Management & Development

The post was advertised on 7 September 2018

Within 6 months

Within 6 months

The work is shared amongst other employees in the Chief Directorate

Director: Human Resource Management & Administration

The post was re-advertised 28 January 2018

Within 6 months

Within 6 months

Deputy Director appointed to act in the post

Office Administrator Grade I to the D: Human Resource Management & Administration

The will be filled once the D post is filled

Depends on the filling of Director: HRM & A post

 

Work is shared amongst employees in the section

Deputy Director: Human Resource Planning & Strategy

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Functions are currently performed by the ASD: Recruitment & Selection

Assistant Director: Human Resource Planning, & Strategy

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Functions are currently performed by the ASD: Recruitment & Selection

Deputy Director: Human Resource Administration

The post was advertised on 25 May 2018

Within 6 months

Within 6 months

Functions are currently performed by the ASD: HRA

Deputy Director: Employee Relations

The post was advertised on 11 May 2018

Within 6 months

Within 6 months

Functions are currently performed by the ASD: Employee Relations

Director: Human Resource Development & Performance Management

The post was re-advertised on the 11 August 2018

Within 6 months

Within 6 months

Deputy Director appointed to act in the post

Administrative Assistant

The post was advertised on 11 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Director: Organizational Development & Change Management

The post was advertised 28 January 2018

Within 6 months

Within 6 months

Deputy Director appointed to act in the post

Security Officer (x4)

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section and Private Security Company also provides the services

Registry Clerk

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Messenger

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Administrative Assistant

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Payment Clerk

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Reproduction Assistant

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Office Administrator Grade I to the D: Bilateral Coordination

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Assistant Director: Multilateral Coordination

The post was advertised on 09 February 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Senior Legal Administrative Officer (MR-6 OSD)

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Legal Administration Officer (MR 1 - 5 OSD)

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Senior Legal Administrative Officer (MR -6 OSD)

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Legal Administration Officer (MR 1 - 5 OSD)

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

ASD: Corporate Governance

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Director: Internal Communication

The post was advertised on 26 January 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Director: Stakeholder Management

The post was advertised on 25 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Deputy Director: Entity and Sector Relations

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: Campaigns & Events Management

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: Research and Content Development

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Assistant Director: Research and Content Development

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

OFFICE OF THE CHIEF FINANCIAL OFFICER

Deputy Director: Income and Expenditure

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Procurement Administrative Assistant (Assets)

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Systems Controller

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Sub System Controller

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Stores Assistant

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Senior Procurement Administrative Officer

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Procurement Administrative Assistant

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Senior Procurement Administrative Officer (Senior Bidding Officer)

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Senior Procurement Administrative Officer (Senior Bidding Officer)

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: Contract Management

The post was advertised on 01 June 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Senior State Accountant

The post was advertised on 01 June 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Senior State Accountant: Loss Control

The post was advertised on 01 June 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Office Administrator Grade I to the D: Management Accounting and Budgeting

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: Budgeting

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Office Administrator Grade I to the D: Public Finance & Conditional Grants

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

BRANCH: INTEGRATED TRANSPORT PLANNING

Deputy Director-General: Integrated Transport Planning

The post was re-advertised on 2 September 2018

Within 6 months

Within 6 months

Chief Director was appointed to act

Office Administrator Grade III to the DDG: Integrated Transport Planning

The post will be filled once the DDG post is filled

Depends on the filling of DDG

Depends on the filling of DDG

An Office Admin was appointed to Act appointment

Deputy Director: Project Management & Financial Administration

The post is not funded

N/A

N/A

The work is performed by the ASD: Project Management & Financial Admin

Office Administrator Grade I to the D: Black Economic Empowerment

The post is not funded

N/A

N/A

 

Assistant Director: Black Economic Empowerment

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Assistant Director: Transport Statistics

The post was advertised on 06 July 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Assistant Director: Logistics Infrastructure

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Office Administrator Grade I to the Director: Integrated Corridors

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Director: Corridor Performance & Information Platforms

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

BRANCH: RAIL TRANSPORT

Deputy Director-General: Rail Transport

The post was re-advertised on 2 September 2018

Within 6 months

Within 6 months

Chief Director was appointed to act in the post

Office Administrator Grade III to the DDG: Rail Transport

The post will be filled once the DDG post is filled

Filling of post depends on the filling of the post of DDG: Rail Transport

Filling of post depends on the filling of the post of DDG: Rail Transport

Office Administrator appointed to act in the post

Assistant Director: Rail Economic Regulation

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Director: Rail Safety Regulation

The post was advertised on 26 January 2018

Within 6 months

Within 6 months

Deputy Director was appointed to act in the post

BRANCH: ROAD TRANSPORT

Administrative Officer

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Administrative Assistant

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Director: Public Entity Oversight

The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized

Depends on finalization of the PEO structure

N/A

Work is being shared amongst employees in the section

Office Administrator Grade I to the D: Public Entity Oversight

The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized

 

N/A

Work is being shared amongst employees in the section

Deputy Director: Road Agency Oversight Performance

The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized

 

N/A

Work is being shared amongst employees in the section

Deputy Director: Road Agency Oversight Finance

The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized

 

N/A

Work is being shared amongst employees in the section

Assistant Director: Road Agency Oversight Performance

The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized

 

N/A

Work is being shared amongst employees in the section

Director: Public Entity Oversight (2)

The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized

 

N/A

Work is being shared amongst employees in the section

Office Administrator Grade I to the D: Public Entity Oversight (2)

The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized

 

N/A

Work is being shared amongst employees in the section

Deputy Director: Road Agency Oversight Performance

The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized

 

N/A

Work is being shared amongst employees in the section

Deputy Director: Road Agency Oversight Finance

The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized

 

N/A

Work is being shared amongst employees in the section

Assistant Director: Road Agency Oversight Performance

The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized

 

N/A

Work is being shared amongst employees in the section

Deputy Director: Legislation (X2)

The posts were advertised on 11 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Assistant Director: Driving License Standards

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: Vehicle Testing

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Deputy Director: Manufactures, Importers & Builders (MIB)

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Assistant Director: Road Safety Special Projects

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Office Administrator Grade I to the D: Road Infrastructure Planning

Waiting for nomination of Panel Members

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Deputy Director: Road Infrastructure Management

The post was advertised on 25 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Assistant Director: Road Infrastructure Management (X2)

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Assistant Director: Overload Control and Intermodal Facilities

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Assistant Director: Non-Motorized Transport Industry Development

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Director: Road Funding & Economic Regulation

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Director: Road Transport Research, Policy, Standards & Guidelines

The post is recently funded

Within 12 months

Within 12 months

– to be advertised 23 September 2018 and closing date 03 October 2018

Deputy Director: Road Transport Research & Policy

The post was advertised on 14 September 2018

Within 12 months

Within 12 months

Capturing applications

Deputy Director: Road Delivery Programmes

The post was advertised on 14 September 2018

Within 12 months

Within 12 months

Capturing applications

Assistant Director: Road Infrastructure Standards

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: Road Infrastructure Safety Audits & Quality Assurance

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Assistant Director: Road Disaster Management & Environment

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Chief Director: Driving Licence Credit Card Trading Entity (DLCCTE)

The post is not funded

     

Office Administrator Grade II to the CD: Driving Licence Credit Card

The post will be filled once the CD is filled

     

Director: Entity Management (DLCCTE)

The post is not funded

     

Deputy Director: IT Technology

The post is not funded

     

Assistant Director: IT Technology

The post is not funded

     

CFO: Driving Licence Credit Card Trading Entity

The post is not funded

     

Office Administrator Grade I to the CFO: Driving Licence Credit Card Trading Entity

The post will be filled once the D post is filled

     

Deputy Director: Expenditure (DLCC)

The post is not funded

     

Deputy Director: Debt Management

The post is not funded

     

Senior State Accountant: Debt Management

The post is not funded

     

Director: Risk Management & Governance

The post is not funded

     

BRANCH: CIVIL AVIATION

Deputy Director- General: Civil Aviation

The post was re-advertised on 2 September 2018

Within 6 months

Within 6 months

Chief Director appointed to act in the post

Office Administrator Grade III to the DDG: Civil Aviation

The post will be filled once the DDG is filled

Within 6 months

Within 6 months

Acting appointment

Deputy Director: Aviation Agency Oversight Finance

The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized

 

N/A

Work is being shared amongst employees in the section

Deputy Director: Aviation Agency Oversight Performance

The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized

 

N/A

Work is being shared amongst employees in the section

Assistant Director: Aviation Agency Oversight

The post is not funded, there is a review of the Public Entity Oversight function in the department and all PEO posts are on hold until this exercise is finalized

 

N/A

Work is being shared amongst employees in the section

Chief Director: Aviation Policy and Regulation

The post was advertised 26 January 2018

Within 6 months

Within 6 months

Director is appointed to act in the post

Office Administrator Grade II to the CD: Aviation Policy and Regulation

The post will be filled once the CD is filled

Within 6 months

Within 6 months

Acting appointment

Deputy Director: International

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Acting appointment

Director: Airports & Airspace

The post was advertised on 25 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Director: Aviation Economic Analysis & Regulation

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: Economic Analysis and Forecasting

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Director: Aviation Industry Development & Freight Logistics

The post was advertised on 11 May 2018

N/A

N/A

Work is being shared amongst employees in the section

Chief Director: Aviation Safety, Security Environment & Search and Rescue

The post was advertised 02 September 2018

Within 6months

Within 6 months

Director was appointed to act in the post

Office Administrator Grade II to the CD: Aviation Safety, Security Environment & Search and Rescue

The post will be filled once the CD is filled

Within 6months

Within 6 months

An Office Administrator was appointed to act in the post

Deputy Director: Aviation Security

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Capturing applications

Deputy Director: Aviation Safety

The post was advertised on 25 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Director: Aviation Environment & Climate Change

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: Aviation Environment & Climate Change

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

BRANCH: MARITIME TRANSPORT

Deputy Director-General: Maritime Transport

The post was re-advertised on 2 September 2018

Within 6 months

Within 6 months

Chief Director appointed to act in the post

Director: Maritime Policy Development and Legislation

The post was advertised on 11 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Office Administrator Grade I to the D: Maritime Policy Development and Legislation

The post will be filled once the D post if filled

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Deputy Director: Policy & Legislation Development

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Assistant Director: Policy & Legislation Development

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Deputy Director: Maritime Industry Development Strategies

The post was advertised on 11 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Assistant Director: Maritime Industry Development Strategies

The post was advertised 11 May 2018

Within 6 months

Within 6 months

- awaiting approval of nomination of Panel Members

Director: Maritime Infrastructure Planning and Freight Logistics

The post was advertised on 11 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Deputy Director: Maritime Infrastructure Planning

The post was advertised on 11 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Assistant Director: Maritime Freight Logistics

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Director: Oceans Economic Development

The post was advertised on 11 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Deputy Director: Oceans Economic Development

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Chief Director: Implementation, Monitoring & Evaluation

The post was advertised on 11 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Assistant Director: Maritime Safety, Accident and Incident Investigation

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: Ship and Port Security

The post was advertised on 14 September 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Director: Maritime Public Entity Oversight

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

BRANCH: PUBLIC TRANSPORT

Administrative Officer

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Messenger/Driver

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Director: National Public Transport Regulator Support

The post was advertised 25 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Assistant Director: Institutional Support

The post was advertised on 21 September 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

NPTR Helpdesk Officer (X3)

The posts were were advertised on 25 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Processing and issuing Officer (X3)

The posts were advertised on 25 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Administrative Assistant (NPTR Finance)

The post was advertised on 25 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Registry Clerk

The post was advertised on 25 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Assistant Director: Provincial Regulatory and Municipal Regulatory Entities

The post was advertised on 21 September 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Office Administrator Grade I to the D: Transport Appeal Tribunal

The post is recently funded

Within 6 months

Within 6 months

An employee was seconded to perform the functions of this post

Director: Contract and Subsidy Management

The post was advertised on 11 May 2018

Within 6 months

Within 6 months

An employee was seconded to perform the functions of this post

Office Administrator Grade I to the D: Contract and Subsidy Management

The post will be filled once the D post is filled

N/A

N/A

Work is being shared amongst employees in the section

Director: Public Transport Stakeholder Management

The post was advertised on 11 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Director: Rural Transport Implementation

The post was advertised on 11 May 2018

Within 6 months

Within 6 months

Work is being shared amongst employees in the section

Deputy Director: Rural Transport Strategies

The post was advertised 26 January 2018

Within 6 months

Within 6months

Work is being shared amongst employees in the section

Assistant Director: Rural Transport Strategies

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: Scholar Transport Monitoring & Review

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: PTO Grants

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: DORA Grants

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Assistant Director: Network Development 4 Cities

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

BRANCH: TRANSPORT INFORMATIONS SYSTYMS

Deputy Director-General: Transport Information Systems

There’s a re-alignment of the structure in this Branch

N/A

N/A

The functions of this post are performed by the Acting DDG: Integrated Transport Planning

Office Administrator Grade III to the DDG: Transport Information Systems

There’s a re-alignment of the structure in this Branch

N/A

N/A

An Office Administrator was appointed to act in the post

Project Administrator

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Chief Director: Business Information Systems

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Office Administrator Grade II to the CD: Business Information Systems

The will be filled once the CD is filled

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: Systems Analysis/Programming

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: Applications Development

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Programmer

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

Office Administrator Grade II to the CD: IT Architecture

The will be filled once the CD is filled

N/A

N/A

Work is being shared amongst employees in the section

Director: ICT Infrastructure

The post was advertised on 15 June 2017

Within 6 months

Within 6 months

A Deputy Director was appointed to act in the post

Office Administrator Grade I to the D: ICT Infrastructure

The will be filled once the D is filled

N/A

N/A

Work is being shared amongst employees in the section

Deputy Director: Server Management

The post is not funded

N/A

N/A

Work is being shared amongst employees in the section

(II) Entities

Airports Company South Africa SOC Limited (ACSA)

a) The vacancies currently in recruitment process, are mainly in operational areas, whilst the minority is Specialist and Management positions.

Vacant Positions

Number of positions

Operational

216

Specialist & Management

75

TOTAL

291

b) The vacancies are attributable to staff turnover as well as prioritization decisions in the business and therefore filled as and when required. The Airports Company South Africa applies stringent measures to ensure efficiency when appointing staff with the capability to execute on the strategy. The business approaches resourcing by prioritizing critical business needs, therefore the recruitment in regulatory, compliance and other key operational positions is continuously considered as to ensure business needs are met.

c) Filling of vacancies is tracked on a continuous basis to avoid undue delays and challenges in the execution of business deliverables. The current vacancies are being filled and should be closed in November and December 2018 with latest start dates in January 2019.

d) Refer to (c) above.

e) During the recruitment process, the functions of a position are concluded in mainly two ways:

  • They are either completed by a shift in the work responsibilities, amongst other positions in the same area/department, for an interim period; or
  • In supervisory, management and leadership positions. A person is appointed to act in the capacity, noting an acting policy that regulates such situations.

Air Traffic Navigation Service SOC Limited (ATNS)

Occupational Levels

Pheromones Grade

Number of vacancies

Top Management

1

2

Senior Management

2 -3

2

Professionally Qualified and Experienced Special

5 - 6

15

Skilled Technical Workers Junior Managers

7 - 8

31

Semi-Skilled and Discretionary Decision

9- 12

28

Unskilled and Defined Decision Making

13 - 17

6

Total

 

94

a) (ii) ATNS staff vacancies

b) Vacancies are in various stages of the recruitment process, however delays in the finalization of vacancies can be attributed to various challenges, namely:

  • current resourcing challenges in within the Human Capital Department,
  • the procurement challenges in the outsourcing of the recruitment to external service providers/ agencies
  • the candidates reject the offer of employment extended by ATNS
  • candidates do not show up for scheduled interviews

c) the availability of hiring managers to participate in the recruitment process i.e. shortlisting, interviewing.Positions are in the various stages of recruitment, ranging from advertising, shortlisting, interview stage, offers extended to successful candidates and candidates serving their notice periods with current employer.

d) Each position is dealt with on its own merits in line with ATNS Recruitment Policy.

e) For critical positions and Acting is appointed in the interim. The acting employee must perform all the duties of the higher position. The acting appointment must be in writing and communicated. Payment of Acting Allowances will be motivated by the Line Executive, and approved by the Executive Human Capital, for all acting appointments below executive level. Acting for executive positions must be approved by the Chief Executive Officer.

South African Civil Aviation Authority (SACAA)

a) (i) N/A (ii) The South African Civil Aviation Authority currently has 46 vacant positions. During the Organizational Structure Review process which took place in 2015, the SACAA Board approved a staff complement of up to 553 positions from a staff complement of 506. The Board decided that these positions be increased gradually over a three-year period, which ends in the current financial year. (c) The deadline set for all vacancies to be filled is 31 March 2019. (d) The remaining vacancies are currently being filled and planned to be finalized by the end of the current financial year, i.e. 31 March 2019. (e) The functions of the vacant positions in each case are either performed by fixed-term contractors or the workload is spread amongst existing employees.

Cross-Border Road Transport Agency (C-BRTA)

(a) (ii) The Cross-Border Road Transport Agency (C-BRTA) has a total 72 vacancies envisaged to be filled over a period of three years from 2017/18FY to 2019/20FY. The prioritized and budgeted positions for 2018/19 FY are as follows:

OCCUPATIONAL LEVELS

VACANCIES

Professionally qualified/Specialist/Mid-Management

15

Semi-skilled

4

Senior Management

3

Skilled Tech and Academically Qualified

24

Top Management

1

Grand Total

47

b) The vacancies have not been filled because of budget prioritization and implementation of cost containment measures.

c) The vacancies identified and budgeted for in the 2018/19 financial year are in the process of recruitment.

d) It is aimed that the positions will be filled by the end of this financial year (31 March 2019).

e)_ The functions that are supposed to be undertaken by the vacant positions are currently being performed by the staff as additional responsibilities or in acting positions.

Road Accident Fund (RAF)

The (a) relevant details including TASK Level of the staff vacancies in the (ii) Road Accident Fund (RAF) are,

The (a) relevant details including TASK Level of the staff vacancies in the (ii) Road Accident Fund (RAF) are,

(b) the reasons why the vacancies have not been filled in each case is,

(c) the vacancies will be filled in each case on,

(d) the deadlines that have been set to fill the vacancies are

and (e) the functions that are supposed to be undertaken by the posts are being fulfilled in the meantime by:

Administrative Assistant (T06) (12 positions)

Delay is due to high number of CVs received, more than 5000 CVs received. Screening commenced.

01 December 2018

31 March 2019

Suitably qualified employees that are appointed to act in vacant positions, to perform the necessary functions. The RAF’s Resourcing Policy provides that the relevant Executive is responsible for appointing employees to act in vacant positions up to TASK grade 20 and the CEO, for vacant positions above TASK grade 20.

Archive Assistant (T06)

Delay is due to high number of CVs received, more than 5000 CVs received. Screening commenced.

01 December 2018

31 March 2019

 

Driver/Messenger (T06)

Delay is due to high number of CVs received, more than 5000 CVs received. Screening commenced.

01 December 2018

31 March 2019

 

Personal Assistant: Manager (T07) (4 positions)

Delay is due to high number of CVs received, more than 3000 CVs received. Screening commenced.

01 December 2018

31 March 2019

 

Junior Officer (T08)

Recruitment process commenced

01 November 2018

31 March 2019

 

Administrator: HC (T09)

Job profile review, to be advertised

01 November 2018

31 March 2019

 

Personal Assistant: Senior Manager (T09)

It is a recent vacancy and it will be advertised upon the appointment of the Senior Manager Compliance

01 February 2019

31 March 2019

 

Officer (T10) (34 positions)

Recruitment process commenced

01 January 2019

31 March 2019

 

Administrator: Claims Assurance (T10) (3 positions)

Structural review

01 December 2018

31 March 2019

 

Hospital Services Consultant (T10) (3 positions)

Recruitment process commenced

01 January 2019

31 March 2019

 

Financial Assistant (T10) (2 positions)

Job profile review, to be advertised

01 January 2019 

31 March 2019

 

Customer Service Consultant (T10)

Recruitment process commenced

01 October 2018

31 March 2019

 

Executive Assistant (T10)

Employee Transfer, position to be advertised

31 March 2019 

31 March 2019

 

Personal Assistant: General Manager (T10)

Recruitment process commenced

01 November 2018 

31 March 2019

 

Service Desk Agent (T10)

Recruitment process commenced

01 November 2018

31 March 2019

 

ICT Security Administrator (T11)

Recruitment process commenced

01 January 2019

31 March 2019

 

Officer: OHS (T11)

Recruitment process commenced

01 December 2018

31 March 2019

 

Senior Officer (T12) (5 positions)

Recruitment process commenced

01 November 2018

31 March 2019

 

Senior Officer: Hospital Case Management (T12) (5 positions)

Recruitment process commenced

01 December 2018

31 March 2019

 

Senior Officer: Field Case Management (T12) (4 positions)

Recruitment process commenced

01 December 2018

31 March 2019

 

Forensics Investigator (T12) (3 positions)

Departmental structure review

01 December 2018 

31 March 2019

 

Business Information Analyst (T12)

Recruitment process commenced

01 October 2018

31 March 2019

 

Internal Auditor (T12)

Request for lateral transfer being considered

01 November 2018 

31 March 2019

 

Senior Customer Service Consultant (T12)

Recruitment process commenced

01 November 2018

31 March 2019

 

Senior Officer: PAIA (T12)

Recruitment process commenced

01 November 2018

31 March 2019

 

Senior Officer: Stakeholder Relations (T12)

Departmental structure review

01 December 2018 

31 March 2019

 

Team Lead (T13) (3 positions)

Recruitment process commenced

01 December 2018

31 March 2019

 

Senior Policy Officer (T13)

Recruitment process commenced

01 December 2018 

31 March 2019

 

Specialist: ICT Security (T13)

Recruitment process commenced

01 December 2018

31 March 2019

 

SAP Basis Administrator (T14)

Recruitment underway, lack of adequate pool of applicants

01 December 2018 

31 March 2019

 

Senior Forensics Investigator (T14)

Departmental structure review

01 December 2018 

31 March 2019

 

Senior Practitioner: HC (T14)

Recruitment process commenced

01 December 2018

31 March 2019

 

Senior Risk Officer (T14)

Recruitment process commenced

01 December 2018

31 March 2019

 

Specialist: Governance and Reporting (T14)

Recruitment process commenced

01 December 2018

31 March 2019

 

Webmaster (T14)

Recommended candidate accepted an offer

01 October 2018

31 March 2019

 

Senior Legal Advisor (T15) (10 positions)

Departmental structure review

 

   

Business Analyst (T15)

Recruitment process commenced

01 October 2018

31 March 2019

 

Citrix Technical Specialist (T15)

Recruitment process commenced

01 December 2018

31 March 2019

 

ICT Lead Database Administrator (T15)

Lack of candidates with specialized skills, recruitment underway

01 November 2018 

31 March 2019

 

Manager: Marketing (T15)

Recruitment process commenced

01 November 2018

31 March 2019

 

Specialist: Identity & Access Management (T15)

Recruitment process commenced

01 December 2018

31 March 2019

 

Data Architect (T16)

Lack of candidates with specialized skills

01 January 2019

31 March 2019

 

Enterprise Architect (T16)

Lack of candidates with specialized skills

01 January 2019

31 March 2019

 

Manager: Claims Assurance (T16)

Departmental structure review

 

   

Manager: Legal Advice (T16)

Recruitment process commenced

01 December 2018

31 March 2019

 

Manager: Mobile Enterprise Applications (T16)

Lack of candidates with specialized skills

01 January 2019

31 March 2019

 

Manager: Regional Finance (T16)

Recruitment process commenced

01 December 2018

31 March 2019

 

Senior Project Manager (T16)

Recruitment process commenced

01 January 2019 

31 March 2019

 

Solutions Architect (T16)

Lack of candidates with specialized skills

01 January 2019

31 March 2019

 

Senior Manager: Delivery Excellence (T17)

Recruitment process commenced

01 December 2018

31 March 2019

 

Senior Manager: Compliance (T18)

Recruitment process underway, job profile review

01 January 2019

31 March 2019

 

Senior Manager: Employee Relations (T18)

Lack of candidates with specialized skills

01 December 2018

31 March 2019

 

General Manager: Corporate Legal Services (T20)

Recruitment process commenced

01 December 2018

31 March 2019

 

General Manager: Marketing Services (T20)

Lack of candidates with specialized skills

01 January 2019

31 March 2019

 

GM: ICT Operations (T20)

Recruitment process underway

01 November 2018

31 March 2019

 

Chief Executive Officer (T25)

Recruitment underway, position re-advertised

01 April 2019 

31 March 2019

 

Road Traffic Management Corporation (RTMC)

  1. the relevant details of the staff vacancies in Road Traffic Management Corporation (RTMC)

Position

Qty

Traffic Officer

40

Head: Contract Management

1

Chief Risk and Internal Audit Officer

1

Executive Assistant: Group Executive Traffic Law Enforcement & Road Safety

1

Assistant: Company Secretary

1

Group Executive: Corporate Services

1

Personal Assistant: Chief Financial Officer

1

Senior Specialist: User Interface development

1

Senior Specialist: Software Development

1

Specialist: Software Development

6

Specialist: Business Analysis

4

Specialist: Systems Analysis

4

Database Administrators

2

Senior Specialist: Software Training

2

Specialist: Software Training

1

Senior Technical: Support Technician

2

Specialist: First Line Support Technician

1

Senior User Support analyst

1

 

71

(b) The filling of vacancies is determined based on strategic objectives of the Corporation available funds and order of priority. It is further worth noting that some of the vacancies are because of a pending labour appeal court case emanating from the taking over of eNatis system.

(c) The vacant and funded positions will be filled as follows:

ACTIVATED POSITION

Position

Qty

Status

Traffic Officer

40

Interview stage

Head: Contract Management

1

Position on Hold

Chief Risk and Internal Audit Officer

1

Position advertised, Shortlisting process underway.

Executive Assistant: Group Executive Traffic Law Enforcement & Road Safety

1

Position advertised, Shortlisting process underway.

Assistant: Company Secretary

1

Position advertised, Shortlisting process underway.

Group Executive: Corporate Services

1

Position advertised, Shortlisting process underway.

Personal Assistant: Chief Financial Officer

1

Position advertised, Shortlisting process underway.

Senior Specialist: User Interface development

1

Submission approved 30 August 2018, HC preparing for advertisement

Senior Specialist: Software Development

1

Submission approved 30 August 2018, HC preparing for advertisement

Specialist: Software Development

6

Submission approved 30 August 2018, HC preparing for advertisement

Specialist: Business Analysis

4

Submission approved 30 August 2018, HC preparing for advertisement

Specialst: Systems Analysis

4

Submission approved 30 August 2018, HC preparing for advertisement

Database Administrators

2

Submission approved 30 August 2018, HC preparing for advertisement

Senior Specialist: Software Training

2

Submission approved 30 August 2018, HC preparing for advertisement

Specialist: Software Training

1

Submission approved 30 August 2018, HC preparing for advertisement

Senior Technical: Support Technician

2

Submission approved 30 August 2018, HC preparing for advertisement

Specialist: First Line support Technician

1

Submission approved 30 August 2018, HC preparing for advertisement

Senior User Support analyst

1

Submission approved 30 August 2018, HC preparing for advertisement

 

71

 

(d) The deadline to fill the vacant and funded positions is January 2019.

(e) Employees are appointed to act in positions which have been identified as critical to ensure that the work that would have been performed by those employees continues. Where the positions are vacant but not critical, employees within the units are alternatively utilised through job enrichment and or enlargement to perform such functions as part of employee career development

Road Traffic Infringement Agency (RTIA).

  1. Currently, there are no vacancies within the Road Traffic Infringement Agency (RTIA). The Agency has a newly approved organizational structure that is yet to be implemented.
  2. N/A.
  3. N/A
  4. N/A
  5. N/A, however the existing staff compliments performance functions as dictated by the operations of the Agency.

South African National Roads Agency Limited (SANRAL)

(a) South African National Roads Agency Limited (SANRAL) approved 36 new vacancies for the 2018/19 Financial year. Of this number, 16 vacancies have already been filled and 20 are still outstanding. There are additional 12 vacancies because of resignations and retirements. This brings the total vacancies to 32.

(b) The vacancies are currently being filled as part of the recruitment plan for the 2018/19 financial year.

(c) The outstanding vacancies are planned to be filled during the period of October 2018 to March 2019.

(d) All vacancies must be filled by the end of the financial year, 31 March 2019.

(e) For the vacancies that resulted from resignations, selected staff have been assigned responsibilities for the work that is required to be done while recruitment is underway. The rest of the vacancies are new and intended to increase capacity within SANRAL in line with the new Horizon 2030 strategy.

Ports Regulator of South Africa (PRSA)

Position Vacant (ii)

  1. Reason

(c) Timing for appointment

  1. Deadlines

(e)

Executive Manager: Legal

Recruitment process in progress

Before end of October 2018

October 2018

Manager Legal is acting on this position

Company Secretary

Interviews held on 06/09/2018

Appointment made

September 2018

Manager Legal is acting on this position

Specialist: Tribunal and Compliance

First appointment process did not find suitable candidate, second round in progress

Interviews to be held in October 2018

October 2018

Intern is fulfilling the responsibilities of the position

South African Maritime Safety Authority (SAMSA)

SAMSA is currently without a Chief Executive Officer (CEO), in terms of the SAMSA Act (as amended), The Board will make a recommendation on the appointment to the Shareholder Minister, the latter will direct the process forward and appoint. A recommendation was made in December 2016, we are still waiting for a way forward on the matter. Currently the Chief Operations Officer (COO) is the caretaker till the appointment is made.

Passenger Rail Agency of South Africa (PRASA):

  1. The vacancies that are addressed in this response are those of key executive positions:
  2. Group Chief Executive Officer (there is currently a GCEO appointed for a year)
  3. Group Chief Financial Officer
  4. Group Executive: Human Capital Management
  5. Group Chief Procurement Officer
  6. Chief Executive Officer: PRASA Rail

a) Executive appointments are the responsibility of the Board, the Board has undertaken a process with the Supply Chain Management function to source recruitment agencies that will assist with these appointments.

b) A date of appointment will be communicated once the Supply Chain Management process has been finalized.

c) The Board is treating the vacancies with urgency.

d) All the vacant executive positions are currently fulfilled by employees who are appointed in an acting capacity.

Railway Safety Regulator (RSR):

(a)

(b)

(c)

(d)

(e)

Details of staff vacancies

Reason for vacancy not filled

When will vacancy be filled?

Deadlines set to fill vacancy

How are functions being fulfilled?

Manager Risk Management x1

The Railway Safety Regulator has embarked on an organisational structure review exercise in line with its Financial Recovery Plan. In lieu of such review, a moratorium has been placed on all recruitment. All vacancies will be advertised internally upon completion of a skills audit, and only if no requisite skills are available within the RSR, will external appointments be considered.

31/03/2019

01/04/2019

Distribution of functions between other staff members

Administrator Permit Fee x2

 

31/03/2019

01/04/2019

Distribution of functions between other staff members

Specialist Level Crossing

 

31/03/2019

01/04/2019

Distribution of functions between other staff members

Administrative Officer x 4

 

31/03/2019

01/04/2019

Distribution of functions between other staff members

Chief Operations Officer

 

31/03/2019

01/04/2019

Acting COO appointed

Safety Analyst

 

31/03/2019

01/04/2019

Distribution of functions between other staff members

Manager: Travel Management

 

31/03/2019

01/04/2019

Distribution of functions between other staff members

Regional Manager KZN

 

31/03/2019

01/04/2019

Acting Regional Manager appointed

Senior Manager: Supply Chain

 

31/03/2019

01/04/2019

Distribution of functions between other staff members

Specialist Dangerous Goods

 

31/03/2019

01/04/2019

Distribution of functions between other staff members

23 October 2018 - NW2804

Profile picture: De Freitas, Mr MS

De Freitas, Mr MS to ask the Minister of Transport

With reference to injuries that were sustained (a) at railway stations and/or (b) on trains (i) in the past three financial years and (ii) since 1 April 2018, (aa) what number of injuries were sustained in each month, (bb) what were the reasons for the injuries in each case, (cc) how was each victim injured, (dd) where were the injuries sustained in each month, (ee) what steps has his department taken to reduce injuries at railway stations and on trains, (ff) how has each victim been compensated and (gg) what are the costs involved in each case?

Reply:

(a), (b) (i) & (ii) (aa) & (bb) See detail attached.

Reasons for Injuries are provided in terms of the categories of the Rail Safety Regulator.

Description of SANS 3000 -1 Categories

A

Collisions

B

Derailment

C

Train pass signal at danger without the necessary authority (SPAD)

D

Level crossing

E

Struck by train

F

Fell from the train in the section

G

Travelling outside the designated area of the train (staff rididng, surfing, travelling between train coaches, hanging outside the train,

H

Fell from stationary or moving train onto the platform

I

Infrastructure related incidents (fell in the manhole, slippery floor, )

J

Electrocutions

L

Operational train fires (HT explosions)

 

Hard coupling by MLPS trains.

(cc) The information on how each victim sustained injuries are volumes and extends over 7000 records. These records are available at PRASA for observation.

(dd) See detail attached.

(ee) Steps taken

Actions PRASA is taking to reduce the injuries at railway stations:

  1. Ongoing Safety Awareness Campaigns conducted at Stations and at high incident Level Crossings.
  2. Elimination of illegal crossings in the Rail environment mainly through fencing, including walling of the operational tunnel in the long term.
  3. Acceleration of the Fencing Programme is an area where PRASA is focusing on in terms of reduction of fatalities as well as improved security that will enable better train performance.
  4. Elimination of high risk level crossings in the medium to long term. Speed restrictions -enforcement of speed restriction on platforms.
  5. Provision of staff at high risk locations, specifically to watch for people loitering in the Operational areas.
  6. Speed restrictions - enforcement of speed restriction on platforms and in the operational tunnel.

Actions PRASA is taking to reduce the injuries on trains:

  1. Train Service Performance improvement to reduce overcrowding and the need to rush for a train.
  2. Introduction of new trains with open walkthrough between coaches - no doors between coaches.
  3. Redesign/rebuild Platform (Platform Alignment). For example, three Platforms on the Pienaarspoort Corridor in Gauteng aligned with the new train set height.
  4. Improve surfaces on platforms and footbridges through the station modernisation, station upgrades, station improvement and footbridge projects.
  5. Staff Training in Crowd Control Procedures.
  6. Return coaches to service to improve availability of train sets and reduce overcrowding.
  7. CCTV Cameras/Monitoring on Stations.
  8. Platform Marshalls and Safety Patrollers deployed in high capacity corridors and stations.
  9. Introduce replacement of door mechanism (design options) during routine maintenance of train sets.
  10. Improve Inspection, Testing and Maintenance regimes for doors prior to train release - Daily Train Inspections conducted by Train Crew and Technicians.

(ff) Compensation of injured in the PRASA environment is based on a claim submitted against the insurers. Claims can be submitted years after an incident and compensation are not directly linked to injuries in a specific year. See detail attached

Note for those incidents that are not as result of a major incident where there is a R0 value reflected, PRASA is still litigating on the merits and quantum that’s to be paid to the plaintiff. The files for the various major incidents over the past three years are also attached.

(gg) See detail attached.

22 October 2018 - NW2811

Profile picture: Brauteseth, Mr TJ

Brauteseth, Mr TJ to ask the Minister of Transport

(a) Who are the persons in his department and entities reporting to him who had remuneration monies incorrectly paid to them (i) in the past three financial years and (ii) since 1 April 2018, (b)(i) what amount has been over-paid to each person and (ii) over what period was each amount paid, (c) what amount (i) was paid back and (ii) is still owed, (d) what payment arrangements have been made in each case, (e) under what conditions in each case, (f) what interest has been charged in each case and (g) how was the interest calculated in each case?

Reply:

Department

i. 2015/2016, 2016/2017 and 2017/2018:

Name

(a)

Amount Overpaid

(b)(i)

Period

(b)(ii)

Amount Repaid

(c)(i)

Amount Outstanding

(c)(ii)

Payment Arrangement

(d)

Conditions

(e)

Interest Charged

(f)

Interest Calculation

(g)

DOT EMPLOYEE 1

16,867.74

2015/04/01

16,867.74

0.00

SALARY DEDUCTION

R 1,405.65 p/m

0.00

N/A

DOT EMPLOYEE 2

24,863.16

2015/04/01

24,863.16

0.00

SALARY DEDUCTION

R 6,215.79 p/m

0.00

N/A

DOT EMPLOYEE 3

24,863.16

2015/04/01

20,719.30

4,143.86

SALARY DEDUCTION

R 2,071.93 p/m

0.00

N/A

DOT EMPLOYEE 4

1,885.46

2016/02/29

1,885.46

0.00

SALARY DEDUCTION

Once off

0.00

N/A

DOT EMPLOYEE 5

9,000.00

2016/03/16

9,000.00

0.00

SALARY DEDUCTION

R 337.50 p/m

0.00

N/A

DOT EMPLOYEE 6

6,300.00

2016/03/16

6,300.00

0.00

SALARY DEDUCTION

R 262.50 p/m

0.00

N/A

DOT EMPLOYEE 7

7,200.00

2016/03/16

7,200.00

0.00

SALARY DEDUCTION

R 337.50 p/m

0.00

N/A

DOT EMPLOYEE 8

6,300.00

2016/03/16

6,300.00

0.00

SALARY DEDUCTION

Once off

0.00

N/A

DOT EMPLOYEE 9

8,100.00

2016/03/16

8,100.00

0.00

SALARY DEDUCTION

R 337.50 p/m

0.00

N/A

DOT EMPLOYEE 10

6,878.75

2016/04/01

6,878.75

0.00

SALARY DEDUCTION

R 1,000 p/m

0.00

N/A

DOT EMPLOYEE 11

17,491.95

2017/09/28

17,491.95

0.00

SALARY DEDUCTION

R 1,000 p/m

0.00

N/A

ii. 1 April 2018 to 31 August 2018:

No salary overpayments occurred in this period.

Airports Company South Africa SOC Limited (ACSA)

(a) None of the employees have been paid incorrectly.

i) None of the employees have been paid incorrectly for the past three financial years

ii) No incorrect payment has been made since 1 April 2018.

(b)(i) No over payment has been made since 1 April 2018

ii) No over payment has been made since 1 April 2018,

(c)(i) No back payment (retrospective payment) has been made since 1 April 2018 and

ii) No amount is due to the Company.

(d) No arrangement is made, because no amount is due to the Company

(e) No conditions, because nothing is due to the Company

(f) No interest charged, because nothing is due to the Company

(g) No interest calculated, because no amount is due to the Company

Air Traffic and Navigation Services SOC Limited (ATNS)

2015_2016

Employee

Reason

Total Recovered

TOTAL OWED

BALANCE

REPAYMENT PERIOD

1

Global Allowance incorrectly paid

-13976.04

13976.04

0

5 Months

2

Dismissal after payroll closed

-8843.8

8843.8

0

Once off

3

Dismissal after payroll closed

-10094.8

10094.8

0

Once off

4

Incorrect Ex-gratia payment paid

-23460.35

23460.35

0

8 Months

5

Dismissal after payroll closed

-4989.17

4989.17

0

Once off

6

Late notification of unpaid maternity leave

-13365.72

13365.72

0

7 Months

7

Paid after contract had expired

-79387.66

73344.5

0

Once off

2016_2017

Employee

Reason

TOTAL RECOVERED

TOTAL OWED

BALANCE

REPAYMENT PERIOD

1

Global Allowance incorrectly paid

-9317.36

9317.36

0

2 Months

2

Global Allowance incorrectly paid

-7562.49

7562.49

0

Once off

2017_2018

Employee

Reason

TOTAL RECOVERED

TOTAL OWED

BALANCE

REPAYMENT PERIOD

1

Dismissal after payroll closed

-2970.91

2970.91

0

Once off

2

Dismissal after payroll closed

-4173.69

4173.69

0

Once off

2018_2019

Employee

Reason

TOTAL RECOVERED

TOTAL OWED

BALANCE

REPAYMENT PERIOD

1

Resigned after payroll closed

-963.31

963.31

0

Once off

2

Paid after contract expired

-58333.33

58333.33

0

Once off

3

Paid unpaid maternity

-3000.00

12500

9500

4 Months

No interest was charged in all the cases.

South African Civil Aviation Authority (SACAA)

(a)(i) in the past three financial years: One namely: Esther Strydom : She retired in August 2017 a month before full payments of 13th cheque savings in September 2017 instead of one month less.

(ii) And since 1 April 2018: None

(b)(i) Amount has been over-paid to each person is R 4,229.

(ii) In August 2017 as part of the 13th cheque savings payment. The 13th cheque was paid in full i.e. 12 months instead of 11 months.

(c)(i) Paid back in full – R4,229.32

(ii) None

(d) None in this case

(e) None in this case

(f) None in this case

(g) None in this case

Cross-Border Road Transport Agency (CBRT)

a) The Cross-Border Road Transport Agency incorrectly paid Mr. Ronnie Mokhari in (i) May 2016 and (ii) No employees were incorrectly paid since 1 April 2018.

b) (i) An amount of R20, 255.76 was over-paid to the above-mentioned employee.

(ii) The amount was paid once, in May 2016.

c) (i) The total amount of R20, 255.76 was paid back to the Agency by the employee.

(ii) No amount is still owed by the employee to the Agency.

d) The Agency entered into an acknowledgement of debt agreement with the employee.

e) A once-off amount of R11, 900.00 was paid back in May 2016 and the balance of R8, 355.76 was spread over six (6) months as shown below:

May 2016

June 2016

July 2016

Aug 2016

Sep 2016

Oct 2016

Nov 2016

Total

R11,900.00

R1,338.94

R1,338.94

R1,338.94

R1,338.94

R1,338.94

R1,661.06

R20,255.76

f) No interest was charged for the aforesaid amount.

g) Not Applicable

Road Accident Fund (RAF)

a) The following persons (names and surnames redacted in compliance with the Promotion of Access to Information Act, No. 2 of 2000) in the Road Accident Fund (RAF) had remuneration monies incorrectly paid to them:

 

(i) in the past three financial years

(b)(i) the amount overpaid to each person was:

and (ii) the amounts were paid over the following periods:

the following amounts (c)(i) were paid back:

and (ii) are still owed:

(d) the following payment arrangements have been made in each case:

(e) under the following conditions in each case:

(f) the following interest was charged in each case:

and (g) interest was calculated as follows in each case:

Employee 1

R1 646.51

1July 2016

R1 646.51

R0.00

the employee agreed to a deduction from his or her salary in respect of the overpayment in terms of the RAF’s Debtors Management Policy

the employee agreed to re-pay the overpayment over a period of 9 months

the RAF did not levy interest in respect of overpayments to employees in terms of the RAF’s Debtors Management Policy. Clause 8.8 (iii) of the RAF’s Debtors Management Policy. provides that no interest will be levied on staff debt

not applicable

Employee 2

R806.60

1July 2016

R806.60

R0.00

 

the employee agreed to re-pay the overpayment over a period of 4 months

   

Employee 3

R1 950.14

1July 2016

R1 950.14

R0.00

 

the employee agreed to re-pay the overpayment over a period of 4 months

   

Employee 4

R5 736.64

1July 2016

R5 736.64

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 5

R3 117.25

1July 2016

R3 117.25

R0.00

 

the employee agreed to re-pay the overpayment over a period of 4 months

   

Employee 6

R3 866.67

1July 2016

R3 866.67

R0.00

 

the employee agreed to re-pay the overpayment over a period of 2 months

   

Employee 7

R6 451.83

1July 2016

R6 451.83

R0.00

 

the employee agreed to re-pay the overpayment over a period of 12 months

   

Employee 8

R2 089.63

1July 2016

R2 089.63

R0.00

 

the employee agreed to re-pay the overpayment over a period of 6 months

   

Employee 9

R2 422.13

1July 2016

R2 422.13

R0.00

 

the employee agreed to re-pay the overpayment over a period of 5 months

   

Employee 10

R1 368.89

1July 2016

R1 368.89

R0.00

 

the employee agreed to re-pay the overpayment over a period of 4 months

   

Employee 11

R8 955.28

1July 2016

R8 955.28

R0.00

 

the employee agreed to re-pay the overpayment over a period of 13 months

   

Employee 12

R3 594.08

1July 2016

R3 594.08

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 13

R199.10

1July 2016

R199.10

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 14

R1 413.00

1July 2016

R1 413.00

R0.00

 

the employee agreed to re-pay the overpayment over a period of 3 months

   

Employee 15

R459.61

1July 2016

R459.61

R0.00

 

the employee agreed to re-pay the overpayment over a period of 2 months

   

Employee 16

R2 354.72

1July 2016

R2 354.72

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 17

R3 475.65

1July 2016

R3 475.65

R0.00

 

the employee agreed to re-pay the overpayment over a period of 7 months

   

Employee 18

R2 555.78

1July 2016

R2 555.78

R0.00

 

the employee agreed to re-pay the overpayment over a period of 6 months

   

Employee 19

R5 416.74

1July 2016

R5 416.74

R0.00

 

the employee agreed to re-pay the overpayment over a period of 6 months

   

Employee 20

R1 163.53

1July 2016

R1 163.53

R0.00

 

the employee agreed to re-pay the overpayment over a period of 2 months

   

Employee 21

R1 075.74

1July 2016

R1 075.74

R0.00

 

the employee agreed to re-pay the overpayment over a period of 3 months

   

Employee 22

R1 365.22

1July 2016

R1 365.22

R0.00

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 23

R927.43

1July 2016

R927.43

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 24

R9 075.88

1July 2016

R9 075.88

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 25

R1 689.76

1July 2016

R1 689.76

R0.00

 

the employee agreed to re-pay the overpayment over a period of 2 months

   

Employee 26

R8 455.59

1July 2016

R8 455.59

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 27

R3 934.92

1July 2016

R3 250.00

R684.92

 

the employee agreed to re-pay the overpayment over a period of 16 months

   

Employee 28

R2 998.01

1July 2016

R1 750.00

R1 248.01

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 29

R2 610.03

1July 2016

R1 305.00

R1 305.03

 

the employee agreed to re-pay the overpayment over a period of 23 months

   

Employee 30

R4 842.01

1July 2016

R3 500.00

R1 342.01

 

the employee agreed to re-pay the overpayment over a period of 18 months

   

Employee 31

R3 213.89

1July 2016

R1 740.96

R1 472.93

 

the employee agreed to re-pay the overpayment over a period of 25 months

   

Employee 32

R3 886.91

1July 2016

R2 270.22

R1 616.69

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 33

R3 954.58

1July 2016

R2 142.01

R1 812.57

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 34

R4 256.45

1July 2016

R2 339.34

R1 917.11

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 35

R4 521.44

1July 2016

R2 449.20

R2 072.24

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 36

R5 134.68

1July 2016

R2 995.16

R2 139.52

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 37

R5 646.83

on 1July 2016

R3 500.00

R2 146.83

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 38

R5 013.29

on 1July 2016

R2 800.00

R2 213.29

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 39

R6 436.19

1July 2016

R4 200.00

R2 236.19

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 40

R11 035.74

1July 2016

R8 252.94

R2 782.80

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 41

R6 724.45

1July 2016

R3 922.66

R2 801.79

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 42

R7 395.31

1July 2016

R4 005.82

R3 389.49

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 43

R7 428.98

1July 2016

R4 024.15

R3 404.83

 

the employee agreed to re-pay the overpayment over a period of 25 months

   

Employee 44

R7 951.16

1July 2016

R4 306.90

R3 644.26

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 45

R10 959.68

on 1July 2016

R7 000.00

R3 959.68

 

the employee agreed to re-pay the overpayment over a period of 21 months

   

Employee 46

R6 035.72

on 1July 2016

R1 447.18

R4 588.54

 

the employee agreed to re-pay the overpayment over a period of 11 months

   

Employee 47

R11 019.98

on 1July 2016

R5 969.21

R5 050.77

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

Employee 48

R11 087.24

on 1July 2016

R4 328.73

R6 758.51

 

the employee agreed to re-pay the overpayment over a period of 26 months

   

Employee 49

R2 237.50

1July 2016

R0.00

R2 237.50

no payment arrangement was entered into with the employee as the employee resigned while owing the debt and the debt recovery process was initiated in accordance with the RAF’s Debtors Management Policy

the employee resigned without agreeing to payment terms

   

Employee 50

R15 266.65

1July 2016

R0.00

R15 266.65

no payment arrangement was entered into with the employee as the employee resigned while owing the debt and the debt recovery process was initiated in accordance with the RAF’s Debtors Management Policy

the employee resigned without agreeing to payment terms

   

Employee 51

R6 000.00

25 Sep 2016

R0.00

R6 000.0

the employee agreed to a deduction from his or her salary in respect of the overpayment, the agreement was made in terms of the RAF’s Debtors Management Policy

the employee agreed to re-pay the overpayment in one instalment

   

Employee 52

R1 914.76

24 Sep 2017

R1 914.76

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 53

R1 195.30

24 Sep 2017

R1 195.30

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 54

R1 205.63

24 Sep 2017

R1 205.63

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 55

R1 542.98

24 Sep 2017

R1 542.98

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 56

R2 441.28

24 Sep 2017

R2 441.28

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 57

R2 585.38

24 Sep 2017

R2 585.38

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 58

R2 684.59

24 Sep 2017

R2 684.59

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 59

R1 306.63

24 Sep 2017

R1 306.63

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 60

R2 625.35

24 Sep 2017

R2 625.35

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

the employee agreed to re-pay the overpayment in one instalment

 

Employee 61

R2 985.52

24 Sep 2017

R2 985.52

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 62

R1 576.48

24 Sep 2017

R1 576.48

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 63

R1 115.56

24 Sep 2017

R1 115.56

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 64

R1 237.28

24 Sep 2017

R1 237.28

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 65

R3 857.18

24 Sep 2017

R3 857.18

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 66

R713.63

24 Sep 2017

R713.63

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 67

R1 636.99

24 Sep 2017

R1 636.99

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 68

R734.57

24 Sep 2017

R734.57

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 69

R819.90

24 Sep 2017

R819.90

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 70

R1 893.59

24 Sep 2017

R1 893.59

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 71

R1 075.96

24 Sep 2017

R1 075.96

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 72

R1 330.24

24 Sep 2017

R1 330.24

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 73

R1 614.67

24 Sep 2017

R1 614.67

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 74

R2 015.13

24 Sep 2017

R2 015.13

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 75

R805.17

24 Sep 2017

R805.17

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 76

R1 503.29

24 Sep 2017

R1 503.29

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 77

R2 010.83

24 Sep 2017

R2 010.83

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 78

R849.38

24 Sep 2017

R849.38

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

the employee agreed to re-pay the overpayment in one instalment

 

Employee 79

R803.60

24 Sep 2017

R803.60

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 80

R1 448.70

24 Sep 2017

R1 448.70

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 81

R1 664.72

24 Sep 2017

R1 664.72

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 82

R1 211.75

24 Sep 2017

R1 211.75

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 83

R2 316.16

24 Sep 2017

R2 316.16

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 84

R765.76

24 Sep 2017

R765.76

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 85

R1 797.51

24 Sep 2017

R1 797.51

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 86

R2 462.94

24 Sep 2017

R2 462.94

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 87

R878.13

24 Sep 2017

R878.13

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 88

R1 121.07

24 Sep 2017

R1 121.07

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 89

R1 699.12

24 Sep 2017

R1 699.12

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 90

R1 265.55

24 Sep 2017

R1 265.55

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 91

R2 008.73

24 Sep 2017

R2 008.73

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 92

R1 324.42

24 Sep 2017

R1 324.42

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 93

R1 626.82

24 Sep 2017

R1 626.82

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 94

R1 059.15

24 Sep 2017

R1 059.15

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 95

R1 351.41

24 Sep 2017

R1 351.41

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 96

R1 548.25

24 Sep 2017

R1 548.25

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 97

R860.08

24 Sep 2017

R860.08

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 98

R830.91

24 Sep 2017

R830.91

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 99

R433.94

24 Sep 2017

R433.94

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 100

R1 059.15

24 Sep 2017

R1 059.15

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 101

R667.03

24 Sep 2017

R667.03

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 102

R1 612.63

24 Sep 2017

R1 612.63

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 103

R1 026.20

24 Sep 2017

R1 026.20

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 104

R1 798.53

24 Sep 2017

R1 798.53

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 105

R555.75

24 Sep 2017

R555.75

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 106

R1 120.22

24 Sep 2017

R1 120.22

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 107

R1 563.60

24 Sep 2017

R1 563.60

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 108

R364.86

24 Sep 2017

R364.86

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 109

R573.83

24 Sep 2017

R573.83

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

the employee agreed to re-pay the overpayment in one instalment

 

Employee 110

R895.03

24 Sep 2017

R895.03

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 111

R336.77

24 Sep 2017

R336.77

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 112

R761.10

24 Sep 2017

R761.10

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 113

R1 100.00

24 Sep 2017

R1 100.00

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 114

R1 000.36

24 Sep 2017

R1 000.36

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 115

R1 081.16

24 Sep 2017

R1 081.16

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 116

R1 158.48

24 Sep 2017

R1 158.48

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 117

R538.91

24 Sep 2017

R538.91

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 118

R892.13

24 Sep 2017

R892.13

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 119

R1 005.47

24 Sep 2017

R1 005.47

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 120

R989.29

24 Sep 2017

R989.29

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 121

R1 954.50

24 Sep 2017

R1 954.50

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 122

R1 220.70

24 Sep 2017

R1 220.70

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 123

R1 075.16

24 Sep 2017

R1 075.16

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 124

R1 639.11

24 Sep 2017

R1 639.11

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 125

R1 098.55

24 Sep 2017

R1 098.55

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 126

R1 562.64

24 Sep 2017

R1 562.64

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 127

R1 659.18

24 Sep 2017

R1 659.18

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 128

R1 739.24

24 Sep 2017

R1 739.24

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 129

R1 709.55

24 Sep 2017

R1 709.55

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 130

R1 713.19

24 Sep 2017

R1 713.19

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 131

R1 700.27

24 Sep 2017

R1 700.27

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 132

R1 062.94

24 Sep 2017

R1 062.94

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 133

R1 666.82

24 Sep 2017

R1 666.82

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 134

R1 667.26

24 Sep 2017

R1 667.26

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 135

R1 055.36

24 Sep 2017

R1 055.36

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   
 

R1 000.86

24 Sep 2017

R1 000.86

R0.00

the employee agreed to a deduction from his or her salary in respect of the overpayment, the agreement was made in terms of the RAF’s Debtors Management Policy

the employee agreed to re-pay the overpayment in one instalment

the employee agreed to re-pay the overpayment in one instalment

 

Employee 137

R1 115.87

24 Sep 2017

R1 115.87

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 138

R1 694.64

24 Sep 2017

R1 694.64

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 139

R1 694.64

24 Sep 2017

R1 694.64

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 140

R1 785.39

24 Sep 2017

R1 785.39

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 141

R1 033.34

24 Sep 2017

R1 033.34

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 142

R984.39

24 Sep 2017

R984.39

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 143

R1 228.34

24 Sep 2017

R1 228.34

R0.00

 

the employee agreed to re-pay the overpayment in one instalment

   

Employee 144

R58 088.56

25 Aug 2017

R33 884.96

R24 203.60

 

the employee agreed to re-pay the overpayment over a period of 24 months

   

and (ii) since 1 April 2018:

Employee 145

R3 491.32

28-June 2018

R0.00

R 3 491.32

the employee agreed to a deduction from his or her salary in respect of the overpayment, the agreement was made in terms of the RAF’s Debtors Management Policy

the employee agreed to re-pay the overpayment in one instalment

   

(a) Road Traffic Infringement Agency (RTIA);

Specialist: Information Management -Information Management Unit –Road Traffic Infringement Agency (RTIA);

(i) 2015/2016= None, 2016/2017=None and 2017/2018-One (1);

(ii) None;

(b) Not applicable;

(i) Birthday Bonus;

(ii) One Month,

(c) R23 398.10;

(i) The amount was paid back once-off;

(ii) Not owed,

(d) Once off re-Payment-September 2017.

(e) Payroll deduction,

(f) None; and

(g) Not applicable

Road Traffic Management Corporation (RTMC)

(a) (i)(ii) Please see attached spreadsheet for the names of people remunerated incorrectly in the past 4years. (Including the current financial year) by the Road Traffic Management Corporation.

(b) (i) Please see attached spreadsheet for the amounts over-paid to each person in the past 4 years. (Including the current financial year)

(ii) These amounts were paid only once in each of the three years.

(c) (i)(ii) Please see attached working paper for amounts paid back and still owing.

(d) The employees agreed to pay back the money over a period ranging from 4 to 24 months

(e) The 2015/16 overpayment relates to the upskilling of traffic officers as per collective agreement 1 of 2015 between RTMC and organised labour. The collective agreement excluded senior inspectors from payment of an upskilling benefit however 24 names of senior inspectors were incorrectly included in the list of officials entitled to the benefit.

This mistake was identified after payment and senior inspectors were informed of the erroneous payment and repayment arrangements made.

In 2016/17, 17 employees were overpaid as a result of resignations subsequent to the salary payment date which is the 15th of each month. These overpayments were recovered from the leave pay-outs.

In this period an allowance due to the one official was incorrectly calculated resulting in overpayment. This was identified and the official made arrangements to repay the money.

In 2017/18, 16 employees were overpaid as a result of incorrect calculation of their 13th cheque.

(f) No interest was charged.

(g) Refer to (f) above

Initial and Surname

Balance as Per April 2016

Addi O/payments Apr 16 - March 17

Repayments ( Apr 16 - March 17 )

Balance as Per March 2017

Additional Overpayments ( Apr 17 - March 18 )

Repayments ( Apr 17 - March 18 )

Balance as Per March 2018

Additional Overpayments ( Apr 18 - August 19)

Repayments ( Apr 19 - August 19 )

Balance as Per August 2018

                     

Employee 1

22 400,00

-

(7 466,68)

14 933,32

-

(14 933,32)

-

 

 

-

Employee 2

22 400,00

-

(7 466,68)

14 933,32

-

(14 933,32)

-

 

 

-

Employee 3

22 400,00

-

(12 075,00)

10 325,00

-

(12 075,00)

(1 750,00)

 

 

(1 750,00)

Employee 4

23 449,47

-

(11 724,74)

11 724,73

-

(11 724,73)

-

 

 

-

Employee 5

23 985,85

-

(12 075,00)

11 910,85

-

(12 075,00)

(164,15)

 

 

(164,15)

Employee 6

24 149,99

-

(11 068,75)

13 081,24

-

(12 075,00)

1 006,24

 

(1 006,25)

(0,01)

Employee 7

24 150,00

-

(12 075,00)

12 075,00

-

(12 075,00)

-

 

 

-

Employee 8

24 150,00

-

(11 068,75)

13 081,25

-

(12 075,00)

1 006,25

 

(1 006,25)

-

Employee 9

24 150,00

-

(8 050,00)

16 100,00

-

(16 100,00)

-

 

 

-

Employee 10

24 150,00

-

(11 048,61)

13 101,39

-

(12 000,00)

1 101,39

 

(1 101,39)

-

Employee 11

24 150,00

-

(11 068,75)

13 081,25

-

(12 075,00)

1 006,25

 

(1 006,25)

-

Employee 12

24 150,00

-

(12 075,00)

12 075,00

-

(12 075,00)

-

 

 

-

Employee 13

24 150,00

-

(11 230,00)

12 920,00

-

(12 720,00)

200,00

 

(200,00)

-

Employee 14

24 150,00

-

(24 150,00)

-

 

 

-

 

 

-

Employee 15

24 150,00

-

(4 025,00)

20 125,00

-

(17 075,00)

3 050,00

 

(3 050,00)

-

Employee 16

24 150,00

-

(12 383,30)

11 766,70

-

(11 689,50)

77,20

 

 

77,20

Employee 17

24 150,00

-

(9 056,25)

15 093,75

-

(15 093,75)

-

 

 

-

Employee 18

24 150,00

-

(12 075,01)

12 074,99

-

(12 074,99)

-

 

 

-

Employee 19

24 150,00

-

(11 068,75)

13 081,25

-

(12 075,00)

1 006,25

 

(1 006,00)

0,25

Employee 20

24 150,00

-

(12 062,50)

12 087,50

-

(12 075,00)

12,50

 

(2 012,15)

(1 999,65)

Employee 21

24 150,00

-

(6 025,00)

18 125,00

-

(12 000,00)

6 125,00

 

(2 000,00)

4 125,00

Employee 22

24 150,00

-

(12 075,00)

12 075,00

-

(5 031,25)

7 043,75

 

 

7 043,75

Employee 23

24 150,01

3 462,82

(8 050,00)

19 562,83

-

(16 100,01)

3 462,82

 

 

3 462,82

Employee 24

24 150,01

-

(12 075,00)

12 075,01

-

(12 075,00)

0,01

 

 

0,01

Employee 25

19 511,73

-

-

19 511,73

-

(5 000,00)

14 511,73

 

 

14 511,73

Employee 26

-

6 433,88

-

6 433,88

-

-

6 433,88

 

 

6 433,88

Employee 27

-

2 560,82

-

2 560,82

-

(2 560,82)

-

 

 

-

Employee 28

-

12 467,91

-

12 467,91

-

(12 467,91)

-

 

 

-

Employee 29

-

12 505,83

(6 443,99)

6 061,84

-

-

6 061,84

 

 

6 061,84

Employee 30

-

128,01

-

128,01

-

(128,01)

-

 

 

-

Employee 31

-

101,56

-

101,56

-

(101,56)

-

 

 

-

Employee 32

-

308,09

-

308,09

-

(308,09)

-

 

 

-

Employee 33

-

69,10

-

69,10

-

(69,10)

-

 

 

-

Employee 34

-

69,11

-

69,11

-

(69,11)

-

 

 

-

Employee 35

-

360,53

-

360,53

-

(360,53)

-

 

 

-

Employee 36

-

1 802,11

-

1 802,11

-

(1 802,11)

-

 

 

-

Employee 37

-

402,97

-

402,97

-

(402,97)

-

 

 

-

Employee 38

-

150,36

-

150,36

-

(150,36)

-

 

 

-

Employee 39

-

106,78

-

106,78

-

(106,78)

-

 

 

-

Employee 40

-

7 197,48

-

7 197,48

1 514,95

(8 712,43)

-

 

 

-

Employee 41

-

2 868,50

-

2 868,50

-

-

2 868,50

 

 

2 868,50

Employee 42

-

8 885,42

(6 790,37)

2 095,05

-

-

2 095,05

 

 

2 095,05

Employee 43

-

-

-

-

3 415,23

-

3 415,23

 

 

3 415,23

Employee 44

-

-

-

-

1 671,72

-

1 671,72

 

 

1 671,72

Employee 45

-

-

-

-

2 673,83

-

2 673,83

 

 

2 673,83

Employee 46

-

-

-

-

3 349,19

-

3 349,19

 

 

3 349,19

Employee 47

-

-

-

-

2 953,06

-

2 953,06

 

 

2 953,06

Employee 48

-

-

-

-

1 305,69

-

1 305,69

 

 

1 305,69

Employee 49

-

-

-

-

3 358,20

-

3 358,20

 

 

3 358,20

Employee 50

-

-

-

-

1 709,50

-

1 709,50

 

 

1 709,50

Employee 51

-

-

-

-

3 337,15

-

3 337,15

 

 

3 337,15

Employee 52

-

-

-

-

1 596,03

-

1 596,03

 

 

1 596,03

Employee 53

-

-

-

-

3 716,78

-

3 716,78

 

 

3 716,78

Employee 54

-

-

-

-

2 842,08

(2 842,08)

-

 

 

-

Employee 55

-

-

-

-

2 260,63

(2 260,62)

0,01

 

 

0,01

Employee 56

-

-

-

-

3 972,51

(3 972,60)

(0,09)

 

 

(0,09)

Employee 57

 

 

 

 

1 850,40

 

1 850,40

 

 

1 850,40

 

592 997,06

59 881,28

(274 773,13)

378 105,21

41 526,95

(333 540,95)

86 091,21

-

(12 388,29)

73 702,92

South African National Roads Agency Limited (SANRAL)

(i) 2014/2015 none

2015/2016 none

2017/2018 (1 month)

(ii) 2018/2019 (5 months) – the persons incorrectly paid from March 2018 to Aug 2018

Total overpayment from March to August 2018 was R88 864 for 74 employees

Total under payment from March to August 2018 was R59 406 for 59 employees

In line with employer-employee confidentiality arrangements, the details of the affected employees can be made available for perusal at the SANRAL offices, subject to securing consent from the affected employees.

(b) As above info can be made available for perusal at SANRAL subject to securing consent from affected employees.

 

(b)(i)(ii) March 2018 Period: 1 Month

(b)(i)(ii) Apr to Aug 2018 Period: 5 Months

(c)(ii) Amount still owed

(f)

(g)

Total Amount Overpaid to EE

Number of EE affected

R14 811

74

R74 055

74

R88 864

74

0

n/a

Total Amount underpaid to EE

Number of EE Affected

R9 901

59

R49 505

59

R59 406

59

   
  1. The executive decided that all moneys must be recovered from those overpaid, and those underpaid must be compensated. In addition, the error on the system has been rectified as of 15 September 2018.

Negotiations are underway with staff for repayment arrangements.

The employer is still in the consultation process with the employees regarding options of payment which include:

  • Repayment / Recovery using the bonus payment
  • Repayment / Recovery over a period of months, not exceeding the overpayment period.
  • Leave encashment

(e) Exact figures that were overpaid will be recovered.

(f) no interest will be charged as payment errors were discovered within a 12-month period.

(g) Not Applicable

Ports Regulator of South Africa (PRSA)

  1. There were no persons who were incorrectly paid any monies by the Ports Regulator in the past three financial years.
  2. N/A
  3. N/A
  4. N/A
  5. N/A
  6. N/A
  7. N/A

South African Maritime Safety Authority (SAMSA)

a) No persons in South African Maritime Safety Authority (SAMSA) have had monies incorrectly paid to them:

  1. in the past three years; or
  2. since 1 April 2018;

SOUTH AFRICAN MARITIME SAFETY AUTHORITY (SAMSA)

No.

Question

Response

(a) (i) (ii)

Who are the persons in his department and entities reporting to him who had remuneration monies incorrectly paid to them in the past three financial years and since 1 April 2016/2017/2018

No persons in South African Maritime Safety Authority (SAMSA) have had monies incorrectly paid to them

(b)(i)

What amount has been over-paid to each person

N/A

(ii)

Over what period was each amount paid

N/A

(c)(i) (ii)

What amount was paid back and is still owed

N/A

(d)

What payment arrangements have been made in each case

N/A

(e)

Under what conditions in each case

N/A

(f)

What interest has been charged in each case

N/A

(g)

How was the interest calculated in each case?

N/A

 

 

 

Railway Safety Regulator

(a)(i) During March 2017, the Railway Safety regulator became aware of overpayment of bonusses during the 2015/16 Financial Year period had been detected, and that recovery of such overpayments had to be initiated. The over-payment resulted in the incorrect salary scales being utilized for calculation of bonuses. A total of thirty nine (39) employees were affected:

The current RSR Debt Recovery Policy makes provision for recovery of overpayments for salaries, allowance and other related payments. The recovery of 2015/16 bonus overpayments was in line with the Debt Collectors Policy, and full consultations of employees has been concluded, as required. Recovery of the overpayment amounts for bonusses paid to executives during the 2015/16 financial year period, had commenced in March 2017. Recovery from other employees commenced in September 2017, in accordance with Section 9.6.2 of the RSR Debtor Management policy, which stipulates that “all internal debts shall be recovered within twelve months. The CEO may, under exceptional circumstances and upon submission of a motivation, approve any repayment period exceeding twelve months”. Consultations with the affected employees were conducted and employees were provided with the opportunity indicate their repayment preferences. Although it was the intention of the RSR to recover such overpayment during the 2017/18 financial year, with effect from September 2017 salary payments, certain RSR employees opted to repay their respective debt amount over a 12-month period, whilst permission was granted to 2 employees to exceed the twelve-month provision.

(a)(ii) No overpayments since April 2018 have occurred.

The Table below indicates the amounts which were recovered, as well as the period for such recovery. All monies have been recovered, and no interest was charged or paid.

(a)

Employee

No.

(b)(i)

Overpayment amount due

(b)(ii)

Overpayment Period

(c)(i)

Overpayment amount recovered

(c)(ii)

Balance

(d)

Repayment Period

(e)

Conditions

(f) & (g)

Interest paid

1

49 372,44

Dec 2016

49 372,44

0

1 month

Salary deduction

0

2

45 953,63

Dec 2016

45 953,63

0

1 month

Salary deduction

0

3

22 246,04

Dec 2016

22 246,04

0

1 month

Salary deduction

0

4

30 379,22

Dec 2016

30 379,22

0

18 months

Salary deduction

0

5

11 170,00

Dec 2016

11 170,00

0

1 month

Salary deduction

0

6

2 012,47

Dec 2016

2 012,47

0

1 month

Salary deduction

0

7

2 012,47

Dec 2016

2 012,47

0

1 month

Salary deduction

0

8

7 396,40

Dec 2016

7 396,40

0

1 month

Salary deduction

0

9

7 548,55

Dec 2016

7 548,55

0

1 month

Salary deduction

0

10

4 529,00

Dec 2016

4 529,00

0

1 month

Salary deduction

0

11

16 043,00

Dec 2016

16 043,00

0

1 month

Salary deduction

0

12

14 570,70

Dec 2016

14 570,70

0

1 month

Salary deduction

0

13

8 311,58

Dec 2016

8 311,58

0

12 months

Salary deduction

0

14

2 740,49

Dec 2016

2 740,49

0

1 month

Salary deduction

0

15

3 498,30

Dec 2016

3 498,30

0

1 month

Salary deduction

0

16

3 498,40

Dec 2016

3 498,40

0

1 month

Salary deduction

0

17

2 146,00

Dec 2016

2 146,00

0

1 month

Salary deduction

0

18

2 012,46

Dec 2016

2 012,46

0

1 month

Salary deduction

0

19

704,47

Dec 2016

704,47

0

1 month

Salary deduction

0

20

707,84

Dec 2016

707,84

0

1 month

Salary deduction

0

21

3 849,43

Dec 2016

3 849,43

0

1 month

Salary deduction

0

22

1 980,21

Dec 2016

1 980,21

0

1 month

Salary deduction

0

24

2 012,46

Dec 2016

2 012,46

0

1 month

Salary deduction

0

25

2 259,98

Dec 2016

2 259,98

0

1 months

Salary deduction

0

26

2 012,46

Dec 2016

2 012,46

0

1 month

Salary deduction

0

27

6 845,12

Dec 2016

6 845,12

0

1 month

Salary deduction

0

28

6 467,35

Dec 2016

6 467,35

0

1 month

Salary deduction

0

29

8 526,09

Dec 2016

8 526,09

0

1 month

Salary deduction

0

30

15 040,92

Dec 2016

15 040,92

0

7 months

Salary deduction

0

31

3 074,50

Dec 2016

3 074,50

0

1 month

Salary deduction

0

32

16 625,49

Dec 2016

16 625,49

0

1 month

Salary deduction

0

33

2 802,80

Dec 2016

2 802,80

0

1 month

Salary deduction

0

34

8 190,19

Dec 2016

8 190,19

0

12 months

Salary deduction

0

35

4 057,97

Dec 2016

4 057,97

0

1 month

Salary deduction

0

36

15 196,00

Dec 2016

15 196,00

0

1 month

Salary deduction

0

37

34 779,53

Dec 2016

34 779,53

0

18 months

Salary deduction

0

39

26 649,73

Dec 2016

26 649,73

0

12 months

Salary deduction

0

 

397 223,69

 

397 223,69

0

   

0

Passenger Rail Agency of South Africa (PRASA):

(a)(i) During 2015/16 no remuneration monies were incorrectly paid.

During 2016/17 the following Board members had remuneration monies incorrectly paid to them:

(a)

Employee No.

(b)(i) & (ii)

2016/17

(c)(i)

Amount paid back

(c)(ii)

Amount still owed

(d)

Payment Arrangement

(e) & (f)

Interest paid

1.

R211 420.92

Not paid back

R211 420.92

None

None

2.

R358 532.19

Not paid back

R358 532.19

None

None

3.

R245 797.44

Not paid back

R245 797.44

None

None

4.

R315 028.27

Not paid back

R236 271.20

None

None

5.

R324 036.04

Not paid back

R324 036.04

None

None

6.

R350 909.18

Not paid back

R350 909.18

None

None

7.

R291 941.62

Not paid back

R291 941.62

None

None

8.

R1 077 322.12

 

R1 077 322.12

None

None

During 2017/18 no remuneration monies were incorrectly paid.

(a)(ii) Since 1 April 2018 no remuneration monies were incorrectly paid.

22 October 2018 - NW2809

Profile picture: Hunsinger, Mr CH

Hunsinger, Mr CH to ask the Minister of Transport

With reference to his reply to question 1040 on 4 May 2018 pertaining to the Rail Safety Regulator Level Crossing Technical Committees, (a) when was the specified committee established, (b) what were the reasons for the delays in establishing this Committee, (c) what provincial restructuring was taking place that delayed the establishment of the Committee, (d) who sits on the committee and (e) how were they elected in each case?

Reply:

a) The Committee has not been established.

b) The RSR has been invited to become a member of the Free State Provincial Transport Planning Forum, which is currently being established. This Forum focuses on transport related issues. Issues pertaining to level crossing can be addressed at this Forum.

c) Delays were because of the provincial department restructuring where officials were moved between sections.

d) The members of the Forum comprise of representatives from the Free State Department of Police, Roads and Transport, transport related SOE’s and municipalities

e) Members are elected by their respective organisations.

25 September 2018 - NW2671

Profile picture: Hunsinger, Mr CH

Hunsinger, Mr CH to ask the Minister of Transport

With reference to his reply to question 1040 on 4 May 2018, (a) on what date was the committee established, (b) who are the members of the committee, (c) who elected the members, (d) what number of meetings have been held to date and (e) on which date were these meetings held?

Reply:

a) The Committee is not yet established.

b) Refer to (a)

c) Refer to (a)

d) Refer to (a)

e) Refer to (a)

25 September 2018 - NW2615

Profile picture: De Freitas, Mr MS

De Freitas, Mr MS to ask the Minister of Transport

(a) What are the details of incidents of taxi violence that have been recorded (i) in each province, (ii) in each month in the past three financial years and (iii) since 1 January 2018, (b) for how long did each incident continue in each instance, (c) what were the reasons for each incident, (d) how were the incidents resolved in each case and (e) what is being done to reduce such incidents in future?

Reply:

a) Taxi conflicts and violence are handled by provinces because they are largely inter or intra provincial. Therefore, the information required is not readily available with the Department and has been requested from provinces since they are responsible for the coordination of land transport functions. The Department will, as soon as it receives these reports from provinces, submit a consolidated national response.

(i) to (iii) See a) above

b) See a) above

c) See a) above

d) See a) above

e) See a) above

25 September 2018 - NW2614

Profile picture: De Freitas, Mr MS

De Freitas, Mr MS to ask the Minister of Transport

With reference to his reply to question 457 on 8 March 2018, what (a) summary reports can be supplied by each province and (b) are the details of each report?

Reply:

a) Summary reports for each region indicating the number of maintenance events per region per sub-area of the asset for electrical, Perway (track) and Signal infrastructure.

b) Detail of the report: (planned = preventative maintenance jobs scheduled)

Perway / Track:

 

Electrical: