Questions and Replies

Reply:

According to the information received from Eskom:

On 17 March 2021, Government requested Eskom to suspend load shedding for the duration of King Goodwill Zwelithini’s memorial service on 18 March 2021 from 10:00 to 14:00. The System Operator evaluated the request and concluded that this was technically possible without putting the power system at risk and would not result in a higher stage of load shedding either before or after the memorial service.

The following was taken onto account:

• The stage of load shedding before and after the memorial service would not be increased from Stage 2 load shedding that was being implemented at the time.

• The load shedding that was being implemented was necessary to ration the remaining fuel at the pumped storage and OCGT power stations, as these resources were running low on diesel and water in the top reservoirs.  The suspension of load shedding would require additional generators at these power stations to be dispatched utilising some additional fuel.
• The duration of the suspension of load shedding was only four hours.
• Load curtailment of industrial customers would not be suspended.
• The suspension of load shedding would take place during the late morning and early afternoon when there was a reduction in demand.
• The event was considered to be in the national interest and is allowed by NRS048-9, the standard that governs load shedding in South Africa.
• A number of generating units were expected to return to service that afternoon and early evening.

In order to supply the additional demand due to the suspension of load shedding, the System Operator dispatched four additional OCGTs from 09:42 until 14:10.  These OCGTs supplied 2 404 MWh (approximately R8.5 million) during this period with a maximum output reaching 610 MW.  Furthermore, pumped storage generation was dispatched and supplied an estimated additional 2 240 MWh with a maximum additional capacity of 626 MW dispatched.  Between 12:00 and 14:00, four coal-fired generators returned to service adding 1 935 MW of capacity to the system, although it takes many hours to ramp these generators to their maximum capacity.

Eskom has the technical capacity and expertise to evaluate each situation and make a sound, technical decision.

I trust that the Honourable Member is not opposed to efforts such as these being made, when appropriate and technically possible?

Remarks: Reply: Approved / Not Approved

Kgathatso Tlhakudi Pravin Gordhan, MP

Director-General Minister of Public Enterprises

Date: Date:

Reply:

(a) The viability of the companies within the DPE portfolio would need to be assessed against a wider criterion of repurposing and rationalization of the SOE to make them fit for purpose. Once this exercise is completed then a definite answer can be provided which not only looks purely at financial viability but takes into account operational, strategic and national importance as well as responding to the economic reconstruction and recovery plan.

This work is currently being undertaken by the Presidential State-Owned Enterprises Council (“PSEC”) workstream on consolidation and rationalization.

(b) At an appropriate time, and once all the governance processes have been followed then appropriate steps will be communicated.

Reply:

Departmental information

a) Department of Public Enterprise is using a Private Security Firm

(a)(i) GMP Security Services

(a)(ii) To render security guarding service of office premises

(a)(iii) R 499 100

(a)(iv) 5 months

According to the information received from Alexkor

(i) Name of each firm

Revert Security

Matek Security

(ii) Purpose

Revert Security – Day to day security services for mine operations.

Matek Security – Specialised Task Team service to protect the mina against illegal miners

(iii) Value

Revert Security – R 1 245 350, 83 per month

Matek Security – R270, 749.85 per month

(iv) Duration of each specified contract?

Revert Security 5 years, extended with 2 years, start Feb 2018 end date Feb 2025

Matek Security 6 months, start 13 November 2020, end date 15 May 2021

According to the information received from Denel

a) Not applicable

b) Yes, Denel SOC Ltd makes use of private security firms. Some divisions (OTR and PMP) have security guards in their employ. Denel Dynamics is partially insourced (inner perimeter).

(b)

(i) name of each firm	(ii) purpose	(iii) value	(iv) duration
Mafoko Security	Provision of security services for NKP and non-NKP for Denel Campuses (Kempton Park)	R32,105,706.12	3 Years
Omega Wise JV	Physical Guarding and Patrol of NKP sites (DLS Centurion)	R24,986,000.00	3 Years
Omega Wise JV	Physical Guarding and Patrol of NKP sites (DVS Benoni & Alrode)	R14,828,354.28	3 Years
Wise Business and Risk Solution	Provision of physical security service on the Denel Dynamics (Irene Campus) premises-National Key Point( NKP)	R7,893,656,65	3 Years

According to the information received from Eskom

1. Not applicable
2. Yes, Eskom Security makes use of private security companies for physical guarding services rendered at NKP and other Eskom sites.

The physical security guarding services are procured as an outsourced service to supplement the in-house security capability. Services are procured on fixed, rates based contracts and contracts are awarded only to compliant and accredited private security companies.

1. (ii) and (iii) The name of each firm, purpose and the value of each contract are as set out in Annexure A.

(iv) The duration of the current security guarding contracts is 18 months, set to expire on 31 March 2021.

According to the information received from SAFCOL

(b) Yes, SAFCOL uses Private Security Firms as depicted in the table below:

According to the information received from South African Airways

a) Not applicable.

(b)(i)(ii) SAA is procuring security services from a service provider called Reshebile Aviation and Protection Service for securing the premises and access there to.

(b)(iii) The value is current about R1m a month.

(b)(iv) This contract expired on 31 March 2020. It is currently being extended on a month to month basis.

According to the information received from South African Express response:

Not relevant as the entity is under liquidation.

According to the information received from Transnet response:

a) Not applicable

b) Transnet does make use of private security firms which are listed as Annexure A.

(b)(iii) The total contract value on active Security firms is R 1, 864,952,665.99.

Remarks: Reply: Approved / Not Approved

Kgathatso Tlhakudi Pravin Gordhan, MP

Director-General Minister of Public Enterprises

Date: Date:

Reply:

According to the information received from Eskom

(a) and (b)

The CPO, Solly Tshitangano, is suspended pending the finalisation of a disciplinary hearing. Broadly speaking, the CPO is facing the following charges:

• gross misconduct in the form of gross dereliction of duty and/or a failure to exercise due care;
• gross misconduct in the form of gross dishonesty;
• gross negligence in the performance of his duties;
• failure to carry out instructions;
• breaching the conditions of his suspension;
• distributing confidential Eskom documents to a third party;
• making any false statement or representation that relates to, or ensues from, his duties;
• disclosing confidential information obtained in the course of his duties to third parties;
• breaching Eskom’s procurement and supply chain management procedure; and
• breaching his fiduciary and statutory duties as set out in the Public Finance Management Act 1 of 1999.

Reply:

According to the information received from Eskom

Eskom continues with its debt management processes which included the issuing of debt summons, attachment of assets and bank accounts if required. Eskom is also pursuing the dispute mechanisms as defined in the Intergovernmental Relations Framework Act and creates awareness of the role of various government departments in the resolution of the arrear debt. Eskom also engages stakeholders via the Eskom Political Task Team and Multi-disciplinary Revenue Committee in seeking resolution to the Municipal debt problem.

Eskom is also embarking on a municipal active partnering programme whereby services are offered to struggling municipalities to assist with electricity reticulation, distribution and revenue collection with the purpose of sustainably improving the electricity value chain, thereby securing payment for the electricity supplied to end consumers of the municipality. A focused intergovernmental approach is also being followed with special intervention in Maluti a Phofung by the Deputy President who has established a task team to track progress on the implementation of these initiatives in the municipality.

Reply:

According to the information received from Eskom:

(1)(a)

An open tender process was followed and twenty-four (24) companies submitted tenders.

(1)(b)

On 3 July 2012, Eskom Holdings SOC Limited awarded a contract (4600046997) to Liviero Wilge Joint Venture (LWJV) for the construction of 336 units on erf 165 Wilge Township (enquiry number PS(K)2011/UR/01). The duration of the contract was 18 months and the accepted contract price was R226 485 875.455 excluding value-added tax (VAT) and cost price adjustment (CPA).

(2)

The following modifications were approved by the relevant delegated authorities:

 

Modification No.	Approval Date	Approved Contract Value	Reasons for Change	Approval Authority
0	3 May 2012	R226 485 875	Initial approval	R300m Procurement Tender Committee (PTC)
1	8 May 2013	R264 795 470	Inclusion of project labour agreement	R300m PTC
2	10 December 2013	R264 795 470	Labour and design issues Extension of time, no cost	R50m – R300m PTC
3	25 July 2014	R264 795 470	Legal dispute, time extension, no cost	R50m – R300m PTC
4	25 March 2015	R388 249 150	First addendum condonation	Exco Procurement Sub-Committee (PSC)
5	28 June 2016	R447 749 277	Memorandum of understanding	Exco PSC
6	4 August 2017	R608 879 139	Termination cost	Board tender committee
Final	9 May 2018	R600 480 000 (excl. cost price adjustment)	Adjudication outcome

(3)(a)

Initially, the total contract monetary value was R226,5 million and the final monetary value at

adjudication was R600,48 million (excluding cost price adjustment).

(3)(b)

Mr. Reuben Mamorare, General Manager for Group Capital Division Facilities.

(3)(c)

Delay damages for sectional completion were included in the contract at 0.04% per day, calculated as a percentage of the prices at the date of contract award. The deadline for Section 1 that included blocks C, D, E and F was 30 September 2013 and the deadline for Section 2 that included blocks A, B, G, H and I was 13 December 2012. However, no penalties were imposed on the contractor.

(4)(a)

The required documents for the rezoning, and building permission was submitted to the Local authorities and approved.

(4)(b)

Final inspection for occupation certificates and electrical compliance by the local authority Was not completed due to termination of the contract.

(5)

The development was enrolled with the National Home Builders Registration Council (NHBRC) and certificates were issued. The development was suspended before final inspections for relevant certifications were done.

Reply:

According to the information received from Eskom

Eskom is in the process of quantifying the losses incurred and the parties against whom legal actions should be taken. Counsel has been engaged to advise on the merits of intended action.

Reply:

According to the information received from Eskom:

1. (a) and (b)

The Wilge Residential Development contract was awarded at R 260.46 million for the completion of 336 unit-flats by December2013. Liviero Wilge Joint Venture (LWJV) was contracted to build the flats.

The cost incurred to date is R 632.64 million on the development of the flats paid to Liviero Wilge Joint Venture (LWJV) and an additional R 209.23 million on common infrastructure and related work paid to other service providers as set out in Table 1 below. The total amount that was paid to service providers was R 841.87 million.

Table 1: Other service providers for services and supporting infrastructure work

Service provider (a)	Contracted service	Total value (b)
BKS-PALACE CONSORTIUM	Engineering services	R   55 968 777.66
Emalahleni Planning	Municipality planning	R          28 377.72
ENSafrica	Legal services	R 7 248 484.67
Eskom Rotek Industries (ERI)	Kitchen and electrical network	R 16 935 475.64
Fabricated Steel Manufacturing Company	Kitchen building	R     4 525 945.94
Huntrex 116	Security	R     2 434 485.77
Liviero Wilge Accommodation	Accommodation during construction	R   40 632 852.63

Service Provider (a)	Contracted Service	Total Value (b)
Mbanga Trading Enterprise	Kitchen equipment	R     3 558 621.64
Moremantsa	Furniture	R 17 224 340.00
MRMS	Pump station and water/sewer pipelines	R 15 530 657.37
PricewaterhouseCoopers	Background checks	R 30 168.00
Sphilasethu Security Services	Security	R     1 719 999.60
Thabelo Personnel	Labour broker resources	R 3 826 293.96
Themba Consultants	Engineering services and labour broker resources	R   24 781 473.44
Thusanang Cast	Kitchen	R   11 572 419.18
Ukwazi	Electrical repairs to 22kV supply	R          58 495.29
Unyokane Trading Enterprise	Security	R     2 342 900.00
Zitholele Consulting	Water use licence for pipelines	R 808 042.80
Total		R 209 227 811.31

2 (a) and (b)

In 2019, Eskom instituted disciplinary action against the General Manager of Facilities of which the Wilge Project is part. The disciplinary process was concluded in January 2020 and the General Manager was found guilty and subsequently, Eskom terminated his employment.

Eskom has initiated a legal process recovering moneys from the General Manager concerned.

Eskom is currently concluding disciplinary process on an additional implicated employee, this process is at an advance stage

Reply:

According to the information received from ALEXKOR

a) The four (4) frontline healthcare workers, employees at the Alexkor Occupational health Department, have been registered on the National Department of Health Electronic Vaccine Data System. Currently all vaccines are being coordinated and supplied by the NDOH.

Dr Vaughan was contacted on 13 March 2021 to inform him that the vaccination roll-out will start with the general practitioners in the district.

Dr Vic Vaughan

Occupational Medical Practitioner

Have been registered under Nababeep Clinic, Namaqua District.

George Richards

Occupational Health Nursing Practitioner

Have been registered under Alexanderbaai Clinic, Namaqua District.

SMS confirmation 02 March 2021

Karl Adams

Emergency Care Technician

Have been registered under Alexanderbaai Clinic, Namaqua District.

SMS confirmation 02 March 2021

Teschwill Matthys

Basic Ambulance Assistant

Have been registered under Alexanderbaai Clinic, Namaqua District.

SMS confirmation 02 March 2021

According to the information received from DENEL

Denel’s workers are not classified as frontline workers therefore, the SOC does not have a vaccine roll-out plan for this category of workers.

According to the information received from ESKOM

Eskom has a COVID-19 Vaccine strategy and roll-out plan that is aligned to the national vaccine strategy. As part of phase 1, Eskom frontline health care workers have registered on the Electronic Vaccine Data System (EVDS) and await to be vaccinated.

Attached is the Eskom COVID-19 vaccine strategy and roll-out plan. It outlines the process to vaccinate employees and contract workers.

According to the information received from SAFCOL

SAFCOL has 3 517 employees (including permanent employees, fixed term employees and contractors) as at February 2021. SAFCOL employees are not frontline workers and are therefore not affected in phase one of the national vaccine rollout process.

Subject to resolution of challenges, relating to financing of vaccines and medical skills constraints at the two clinics owned by SAFCOL, SAFCOL’s vaccine rollout plan is cognisant of the fact that Government will source, distribute and oversee the rollout of the vaccine. Furthermore, that Government, as the sole purchaser of vaccines, will distribute it to provincial governments and the private sector. Consequently, SAFCOL’s roll-out plan will be aligned to the Government roll-out plan as and when the relevant phases are announced. SAFCOL will implement the vaccination programme following a phased approach as detailed in the roll-out plan below.

Phase 1 - Rollout for SAFCOL. (Phase one for SAFCOL will be implemented when the Government implement its phase two. SAFCOL will include the following employees)	Phase 2 - Rollout for SAFCOL (Phase two for SAFCOL. For SAFCOL will be implemented when the Government implement its phase three. SAFCOL will include the following employees)
Every employee over 60 years and those over 18 years with co-morbidities.	Every employee older than 18 years, who were not covered during Phase 1, targeting the entire workforce.
Production workers and employees who cannot work from home.
Change and Stakeholder Management
SAFCOL employees are educated on the vaccine and are encouraged to be vaccinated to ensure the success of the programme. SAFCOL’s existing COVID-19 communications and wellness programmes have commenced with communications around vaccine rollout to the limited extent possible at this point in time. Clear communication will continuously emphasise the fact that all employees’ personal wishes to receive the vaccine (or not), will be respected with no adverse impacts in terms of the employment relationship. Onsite consultation with union and contractors will be encouraged.
Risk Management Strategy
The rollout plan will start gradually with small groups of employees, to manage implementation risk. Employee consent/participation forms will be implemented through the clinics to keep accurate records that will inform evaluation on the impact of the vaccine rollout programme and any improvement decisions required over time.

According to the information from SOUTH AFRICAN AIRWAYS

South African Airways does not have a roll-out strategy.

According to the information received from SOUTH AFRICAN EXPRESS

Not applicable. The SOC is under provisional liquidation.

According to the information received from TRANSNET

1. Transnet does not have any healthcare workers who are classified as 1a frontline health care workers as per Government’s classification and roll-out phases. However, Transnet does have healthcare workers who are classified as category 1b and has ensured that this category of employees are registered on the EVDS (Electronic Vaccine Data System) in preparation for their round of vaccinations.

2. Transnet does have an approach to ensure the roll-out of vaccinations for its employees and has segmented its employee’s according to Government’s Three (3) Phase roll-out plan. The Transnet Occupational Health Clinics are also being equipped for vaccinations to be administered to all Transnet employees.

Reply:

According to the information received from Denel

1. The employees’ salaries for the period May to July 2020 have not been paid in full. Even though the quantum of the outstanding payments has reduced, there is still an outstanding portion:

a) The reason for Denel’s failure to comply with the Court Order is that Denel does not have the money to comply with the outstanding financial obligations in terms of the court order.

b) The consequence of Denel being in contempt of court is that if it were to be found to be guilty of contempt, the court may impose a fine or imprisonment and/or both. The court has since given its judgement (dated 8 March 2021) and Denel and its directors have for now not been found to be in contempt of court.

c) The court has, however, not dismissed the application and has postponed these proceedings and to require Denel to file an affidavit on a date prior to the reconvened hearing to report further progress towards full compliance with the court order.

2. The salaries have not been paid in full.

a) The salaries have not been paid in full due to Denel’s financial inability to effect payment.

b) Please refer to the attached Spreadsheet marked Annexure A.

• The spreadsheet addresses outstanding salary payments and third party payments (money deducted to pay 3rd party beneficiaries) in respect of Solidarity and UASA’s members, for whom the court order applies and for the rest of employees excepted by the court order.

c) nRefer to point (b) above.

d) Solidarity and UASA have since obtained warrants of execution totaling an amount of R12,7 Million and for which Denel in proposing a stay of execution while the parties engage in finding an amicable solution.

There are constructive engagements taking place between the Board and management of Denel and the trades unions, with a view to obtaining consensus on resolving the crises faced by Denel due to state capture and to ensure the wellbeing of employees.

                                             

Reply:

(1) The Department is unable to provide this information due to the industrially charged environment at SAA and the risk that such a disclosure could pose to employees concerned. However, DPE can confirm that the flight was operated by an experienced Captain, First officer, and Flight engineer.

(2) SAA has been utilized, as a 100% government-owned entity, at the request of government, on numerous occasions, in supporting the pandemic related efforts: repatriation of citizens, collection of PPEs etc. SAA has also assisted international organisations such as the World Food Program to distribute its aid to neighbouring countries in the continent.

(3) SAA complied with SAA requirements to operate the flight. The exemptions obtained were in relation to crew re-currency in the following areas:

• • External training facility.
  • External instructor qualification to conduct training for SAA pilots.
  • Pilots regaining recency.
  • Recurrent training:

Reply:

According to the information received from Denel:

a) Denel SOC Ltd is the Original Equipment Manufacturer (OEM) of the Rooivalk Attack Helicopter (AH). The SOC has investigated with the South African Air Force (SAAF) through Armscor the potential to upgrade and or replacement of the current baseline.

b)Denel was commissioned by Armscor in 2015/16 financial year to develop a weapons and avionics obsolescence study of the Rooivalk AH. This study would form the basis for a Project Definition (PD) by the Department of Defence (DOD) which would map a path to reach an upgraded Rooivalk AH.

1. R10 million was allocated for the study by the DOD.
2. This study was completed in 2016 with an expectation of a further tasking for other major systems of the aircraft.

Reply:

According to the information received from Denel:

(1)(a) Export and domestic contract for various product lines

(1)(b) Over R11 billion

(2) Denel has not entered into any strategic equity partnership in recent time. The last strategic equity partnership that Denel established was 9 years ago when it entered into strategic joint venture with Tawazun Dynamics of the United Arab Emirates. The Board is in the process of reviewing Denel overall strategy, which includes the position on strategic equity partnerships.

(3)(a) Denel does not have export partners. The entity exports according to its contractual obligations it has to its customers.

(3)(b) Not applicable.

 

Reply:

According to the information received from Denel:

a)Denel does not have export partners.

b) Not applicable

c) This is commercially sensitive information. However, as part of the restructuring and transformation of Denel, the Board and management are making every effort to both improve marketing and production. This will take time to accomplish. The loss of Intellectual property, skilled staff to foreign interests and general negligence of previous boards have had a severe impact on Denel.

d) This is commercially sensitive information.

e) None

f) None

Reply:

According to the information received from Eskom:

On 14 October 2020, the SIU issued a report to SCOPA for the period 2015/16 to 2019/2020 identifying 5452 cases involving Eskom officials that had failed to submit declarations of interest for the indicated period. These cases have been handed over to Eskom by the SIU and the disciplinary process has commenced for the identified employees.

In order to ensure compliance, Eskom has implemented the following improvement actions to the declaration of interest management process:

• The information system used to monitor employee declarations has been upgraded to enhance the ability to track and monitor non-compliances to the Eskom requirements.
• Trained ethics coordinators and trainers have been appointed throughout the organisation to assist with ethics issues at the Eskom sites throughout the country.

• Ethics training is provided to all employees through online learning, as the classroom training sessions have been placed on hold due to the Covid-19 restrictions.
• Employees that fail to comply are taken through a consequence management process.

Reply:

10. The Department has adequate measures to ensure SOCs accountability in instances where the executive authority fails to table an annual report of the department and/or entity. Furthermore, extenuating circumstances would need to be considered on a case by case basis. The following are the extenuating circumstances that led to the following SOCs in not tabling annual reports and financial statements:

a) Denel: Denel’s AGM was held on the 29 January 2021. Several reasons resulted in the delay, including the liquidity challenges, which affected its ability to continue operating on a going concern basis. Consequently, Denel was unable to provide sufficient evidence to demonstrate that it is a going concern, resulting in the delayed external audit finalization by the Auditor General. The delayed finalisation of the AFS was also exacerbated by the COVID-19 pandemic which impacted day-to-day activities in general. The AFS and Integrated Report were tabled at Parliament on Tuesday, 9 February 2021.

b) Safcol: The audit was protracted due to the COVID-19 pandemic. The annual report was tabled on 10 March 2021, followed by the presentation to the Portfolio Committee, held on 17 March 2021.

c) Alexkor: The Alexkor AGM is expected to be held during the last week of March 2021. Alexkor’s operational and liquidity challenges not only resulted in delayed finalisation of the AFS and external audit by the Company’s auditors but has impacted its ability to continue operating on a going concern basis, resulting in a disclaimed audit opinion. It is expected that the AFS and IR will be tabled immediately after the AGM is held.

d) SAA: The airline could not table the annual report and financial statements due to financial and liquidity challenges. This had an impact on the going concern assessment which eventually led to the airline being placed under business rescue.​e) SA Express: The airline could not table the annual report and financial statements due to financial and liquidity challenges. This had an impact on the going concern assessment which eventually led to the airline being placed under business rescue and is now in provisional liquidation.

 

2. The last 2 years have been a difficult period for all SOCs, in terms of addressing all matters related to state capture, stabilising the SOC, and the impact of COVID-19 pandemic. The majority of the SOCs are facing serious financial challenges, which impact on going concern and the audit outcome. The accountability framework includes the oversight of Parliament as it relates to non-submission of annual reports. The SOCs, being corporate entities are also required to apply to the Companies Tribunal to grant an extension of the date within which to hold the Annual General Meeting and to present its annual report to the Shareholder. Late submission of the annual report, coupled with going concern and the viability of the company also impacts on loan covenants, which the Board and the Shareholder must address.

3. The Boards are also accountable for other non-negotiable targets such as the achievement of an unqualified audit outcome and the achievement of at least 80% of the total sum of key performance indicators of the Compact. In line with consequence management, but also informed by the financial constraints, Boards and management takes a 0% annual increase when these non-negotiable targets are not met. However, addressing the viability of the SOC remains one of government’s key objective.

Reply:

1. The VSPs have since been paid with non-management and management employees paid on 12 and 19 February 2021 respectively. The payments could not be paid until the funds had been secured and this was achieved with the adjusted national budget on 28 October 2020. Immediately R3.5 billion of these funds were made available to start payment of employee related liabilities.
2. The Department does not anticipate that payment related to further restructuring including section 189 retrenchments shall be delayed. Funds necessary for this purpose have been deposited with BRPs.
3. All the funds for retrenchment packages for SAA employees have been transferred to SAA.
4. See (1) and (2) above.

Reply:

(1)(a)

Yes. DPE has recorded staff members who, according to the Financial Disclosures System on the Department of Public Service and Administration (DPSA) website, were noted to have performed remunerative work outside the Public Service dating back to April 2014.

(b)

These cases are reported on, on an annual basis through the DPSA’s financial disclosures system and is verified by the Companies and Intellectual Property Commission (CIPC) system conducted by the Public Service Commission (PSC), by determining whether an employee is a Director of a registered company(ies). The available records are as follows:

2014/2015: eleven (11) staff members were detected through the financial disclosure and CIPC verification systems to have registered companies. During consultation with the officials, most companies were reported to be dormant, not trading, being a stokvel, staff members not actively involved, not generating an income, assisting on a voluntary basis, and staff member having resigned from the companies. Three (3) officials obtained formal approval to conduct Remunerative Work Outside the Public Service (RWOPS) and approval was confirmed.

2015/2016: twenty-one (21) staff members were detected through the financial disclosure and CIPC verification systems to have registered companies. During consultations held with the officials, most companies were reported to be dormant, not trading, being a stokvel, staff members not actively involved, not generating an income, assisting on a voluntary basis, and staff member having resigned from the company.

2016/2017: four (4) staff members were detected through the financial disclosure and CIPC verification systems to have been engaging on RWOPS. Three cases had no RWOPS approval.

2017/2018: six (6) staff members were detected to have been engaging in RWOPS through the financial disclosure and CIPC systems. RWOPS approval only confirmed for Three staff members.

(i) The number of staff members confirmed to have been involved in RWOPS are as follows:

• 2014/2015: a total of 11 staff members with registered companies,

• 2015/2016: a total of 21 staff members with registered companies,

• 2016/2017: a total of 4 staff members engaged on RWOPS, and

• 2017/2018: 6 staff members engaged on RWOPS.

(ii) Job categories of these staff members are as follows:

• 2014/2015: Directors-5 & Chief Director- 4 & Deputy Director-General-2.

• 2015/2016: Directors-13, Chief Director -5, Deputy Director-General-2, Director-General-1.

• 2016/2017 – Director – 2, Chief Director-1, & Deputy Director-General-1.

• 2017/2018: Director -3, Chief Director – 2, Deputy Director-General-1.

(2) RWOPS approvals verified were: 2014/2015 -3 approvals, 2016/2017 – 3 approvals, and 2017/2018 – 1 approval.

(a)

The Department does not have its own separate policy as this is a regulatory function prescribed in terms of Regulation 19 of the Public Service Regulations (PSR), 2016, which provides a list and details of financial interests which designated employees (SMS and Non-SMS) are required to disclose. This explanatory manual is issued by the DPSA to guide designated employees on the required information relating to financial disclosures. Details of interests to be disclosed include different categories, namely (1) Shares, loan accounts or any other form of equity in a registered private or public company and other corporate entities recognised by law, (2) Equity, (3) Loan accounts (4) other forms of financial interests from which he/she receives an income (4) Income generating assets; (5) Trusts, (6) Directorships and Partnerships, (7) Other Remunerative Work outside the employees’ department (RWOPS), (8) Retainers, (9) Gifts, (10) Sponsorship, (11) Immovable property and (12) Vehicles

Other remunerative work refers to any work which an employee performs and receives remuneration for, outside his or her official employment. This category covers other remunerative work not disclosed under directorship/partnership, consultancy/retainership, and trustee. All employees must obtain written approval to perform other remunerative work outside of their official duties before engaging in such other remunerative work. The certificate of approval must be uploaded on the eDisclosure system.

(b)

All employees must obtain written approval to perform other remunerative work outside of their official duties by the Minister (Executive Authority) before engaging in such other remunerative work.

(c)

None. In terms of the Public Service Regulations, transgressions are required to be reported to the PSC and the DPSA, and not to National Treasury.

(d)

The Department engaged all implicated staff members and obtained written reasons for non-compliance with RWOPS prescripts. Warning letters were issued where it was found that financial disclosures were submitted late. Officials who were conducting RWOPS without approval were required to cease with the activity. A workshop was also offered to assist staff members to comprehend the DPSA policy and regulations and its implications.

Reply:

(1)(a) The Department is not playing a direct role in the development process of the new generation Rooivalk Combat Helicopter MK II. The discussions are still at a technical level between Denel and Armscor.

(1)(b) No budget provision has been made by the Department.

(2)(a) Domestic partnership is the Light Mobility (LMT) Holdings. Denel acquired the controlling stake in LMT in 2012. Denel owns 51% of LMT Holdings, PAMODZI 29% and the remainder is owned by the previous owners of LMT.

(b) Yes, Denel has in the past managed to enter into international partnerships. These are:

(i) With SAFRAN of France in 2002 to form Turbomeca Africa. SAFRAN owned 51% of Turbomeca Africa and Denel 49%. The company was based in South Africa. The joint venture was discontinued in 2017.

(ii) With SAAB of Sweden in 2007 to form Denel SAAB Aerostructures (DSA). Denel owned 80%  of DSA and SAAB 20%. The company was based in South Africa. SAAB sold back to Denel its 20% stake left the partnership in 2010. Denel Aerostructures was discontinued in 2019.

(iii) In Optronics with Carl Zeiss of Germany in 2007 to establish Carl Zeiss South Africa (now Hensoldt South Africa). Carl Zeiss owned (now Hensoldt) 70% of Carl Zeiss South Africa (Hensoldt South Africa) and Denel 30%. The company is based in South Africa

(iv) With Rheinmetall of Germany in 2008 to establish Rheinmetall Denel Munitions (RDM). Rheinmetall owns 51% and Denel 49%. The company is based in South Africa

(v) With Tawuzan of the United Arab Emirates (UAE) in 2012 to establish Tawuzan Dynamic (now Barij Dynamics)s. Tawuzan owns 51% and Denel 49%. The entity is based in the UAE

(vi) With International Golden Group(IGG) PJSC of the United Arab Emirates (UAE) in 2014 to establish Pioneer Land Systems LLC. Denel (through its subsidiary) own 49% of Pioneer Land Systems LLC and IGG 51%. The company is based in the UAE.    

                                               

Reply:

According to the information received from Eskom

a) The Wilge Residential Development investigation under Bowmans’ mandate letter dated 14 May 2018 and further Phase 2 mandate letter dated 08 August 2018 cost Eskom approximately R2,819,376.00 up to May 2019.  

Bowmans’ further investigation and attendance to the disciplinary proceedings under their mandate letter dated 20 June 2019 has cost Eskom R 2,811,915.37 up to 28 February 2021.

b) Bowmans was on Eskom’s panel of approved legal service providers when they were originally appointed in May 2018 to investigate procurement irregularities at Eskom. In June 2018, and pending the appointment of a new panel of attorneys, National Treasury provided approval for the continuation of existing legal services until completion of the work. This was for continuity purposes.

Reply:

According to the information received from Transnet:

A. (I) and (II): FUEL THEFT INCIDENTS 19/20 AND 20/21 FINANCIAL YEARS:

(b) TOTAL MONatETARY VALUE OF THE STOLEN FUEL:

The total monetary value of the stolen fuel is arrived at utilising the approximate volume lost at the Basic Fuel Price (BFP) plus taxes over the respective reporting date.

(i) 2019/20: R 147 m (11,9 million litres at R12,38 BFP & Tax)

(ii) 2020/21: R 102 m (8,5 million litres at R12,03 BFP & Tax)

(C) security measures put in place:

Transnet has implemented various security measures which include tactical and aerial surveillance deployments. There is close collaboration with the Directorate for Priority Crime Investigation (“Hawks”), National Crime Intelligence and the National Prosecuting Authority (NPA) to deal with related fuel theft in the country.

Detail of Security Preventative Measures applied to reduce incidents:

(i) National Organised Crime Project registration (National Prosecuting Authority (NPA), Directorate Priority Crime Investigation (DPCI) and Crime Intelligence)

(II) Specialised Tactical Security deployments

(iii) Specialised Aerial Surveillance deployments

(iv) Specialised Aerial drone deployments

(v) Law Enforcement and TPL Security information/Intelligence led security operations

(vi) National Law Enforcement engagements for interventions and support (SAPS, NatJoints and SANDF)

(vii) Critical and Essential Infrastructure Protection Motivation – TPL Network (Pipeline) vs. only Pump Stations

(viii) Establishment of Transnet Group Security Fusion Centre

In addition there are specific anti-intrusion systems that are in the process of being implemented along the pipeline system.

(D) OUTCOMES OF LAW ENFORCEMENT PROCESSES:

Reply:

(1) No passengers were carried on the outbound and inbound flights

(2)(a) The awarding of such tenders is the responsibility of the National Department of Health. SAA has the capacity an infrastructure to transport cargo including the vaccines. SAA will put forward its value proposition for this role in South Africa and in the continent.

(2)(b)(i) The aircraft used will depend on the size of the consignment and distance to and from where the vaccine is transported.

(2)(b)(ii) The vaccine procurement regulations are the responsibility of the Department of Health.

Obtaining and transporting vaccines to SA is of national interest and importance. The state’s limited capacity must be utilized to avail vaccines to South Africans who are waiting to be vaccinated in order to prevent the worst effects of the COVID pandemic.

It is regrettable that some pilots and their collaborators, are doing everything possible to selfishly extract more Benefits for themselves, even if it means misleading the public.

Government is fairly advanced in securing an equity partner, and every effort must be made to ensure that this is successful- such that there is no future imposition on the fiscus.

Reply:

According to the information received from Eskom

All residential customers who fall within the allocated area to be funded by the Department of Mineral Resources and Energy qualify for free prepaid meters (20A) installed by Eskom or by municipalities. The electrification programme is rolled out in line with the municipalities’ Integrated Development Plans (IDP).

Only customers who require more than 20A supply are required to pay an upgrade fee from 20A to 60A.

Reply:

The SOE’s are separate legal entities and employees in the SOE’s are not employed in terms of the Public Service Act. This makes the flagging of the employees who leaves the SOE’s pending disciplinary action or investigation difficult to track and trace in as far as other government departments. Heavy reliance will be on the strengths of our government departments recruitment processes to ensure that the vetting is done diligently to be able to detect such red flags. The prescripts developed under the auspices of Department of Public Service and Administration place a responsibility on the accounting officer of each government department to ensure that rigorous integrity assessments and background checks are conducted against candidates applying for employment.

The SOE’s have measures in place as part of their recruitment processes to prohibit the reappointment of employees who left through dismissal. The SOE’s are reviewing their measures to ensure that through the HR processes employees who leave the institution whilst under investigation or pending a disciplinary procedure are flagged. These should be done in line to what is permissible in terms of our Labour Relations Act.”

The department has also developed the SOC Risk and Integrity Management Framework that will be implemented with effect from 01 April 2021. Among others, the framework introduces reforms designed to regulate the affairs of the SOCs under the Ministry of Public Enterprises as follows:

• Ensure that SOCs conduct rigorous background checks to prevent employment of candidates whose integrity indicates that they cannot be entrusted with the management of public resources;
• Prohibit employees and board members of SOCs from doing business with their respective SOC.
• Prohibit employees and board members of SOCs from soliciting or accepting gifts and/or donations from companies doing business with the SOC.

Reply:

According to the information received from Transnet:

1. Every asset in the dry dock facility in the Port of Cape Town has a maintenance plan. Each maintenance plan is derived from the Original Equipment manufacturer (OEM) operating and maintenance manual. Each asset has its own maintenance interval (daily, weekly, monthly, yearly etc.). All maintenance plans are raised in the form of job cards through Computerized Maintenance Management System (CMMS), in this instance SAP.

The port adheres to annual maintenance repairs and ad hoc maintenance plans. This involves the reaction to the predicted asset failure which is not imminent. The repair cost is estimated, and funds are allocated accordingly. Job cards are created, and jobs are executed and documented and kept for a period of three years for auditing purposes.

2. The Port of Cape Town is in the process of refurbishing its outdated ship-repair facilities in line with Operation Phakisa initiatives. The port is providing an essential gravity point in the ship-repair sector. It has three main facilities namely, Robertson Dry Dock (RDD), Synchro-lift (SL) and Sturrock Dry Dock (SDD). The investment in the refurbishment of the facility to date is as follows:

• All three-facilities combined capital spend to date is approximately R50 Million
• Latest Estimate by end of the financial year is approximately R69 Million
• The total estimated capital spends inclusive of all facilities above is “R1b”.
•  

Remarks: Reply: Approved / Not Approved

Kgathatso Tlhakudi P J Gordhan, MP

Director-General Minister of Public Enterprises

Date: Date:

Reply:

According to the information received from Transnet:

1. The average number of equipment breakdowns at the Cape Town Container Terminal per shift for the 2020/21 financial year, in respect of all equipment is as follows:

• Shift One = 162 breakdowns per month (April 2020 – March 2021)
• Shift Two = 134 breakdowns per month (April 2020 – March 2021)
• Shift Three = 126 breakdowns per month (April 2020 – March 2021).

2. Transnet Port Terminals (TPT) keeps daily statistical records of the number of equipment breakdowns, the description of each breakdown and the associated outage times. The root cause of these breakdowns is largely attributed to the equipment reaching its mid-life.

There are 8 (eight) Ship-to-Shore Cranes due for mid-life refurbishments and with the high demand for crane density, a new strategic approach to replace all critical components within these cranes is now in place and will take Transnet Port Terminals to the desired reliability of 90% versus the current 85%. To improve the reliability of the Rubber-Tyred Gantry Crane (RTG) fleet, a ramp-up plan has been finalised to move from an average of 20 RTG Cranes to 28 RTG Cranes, within the next 24 months.

Reply:

Responses from the State-Owned Companies are attached as Annexure A

According to the information received from Alexkor

Name	Designation	Date of appointment	Highest qualification obtained	Age	Gender	Race
Mr Lemogang Pitso	Alexkor Chief Executive Officer	01/12/2017	Master in Business Leadership	49	Male	Black
Mr Deon Bowers	PSJV Act General Mine Manager	01/11/20	BSc Honors (Geological Science)	47	Male	Coloured

Demographics	Alexkor	PSJV
Male African	104	557
Male European	5	121
Male Asian		2
Female African	47	51
Female European	3	11
Female Asian		0

According to the information received from DENEL SOC LTD

Name of Executive	Designation	Date of appointment	Highest qualification obtained	Age	Gender	Race
Mr. Talib Sadik	Acting Group CEO	17 August 2020	B.Com/DIP Accounting/CA(SA)/ AMP (Insead)	55	Male	Indian
Ms. Carmen Le Grange	Group CFO	01 September 2019	B.Com/DIP Accounting/CA(SA)	47	Female	Coloured
Mr. William Hlakoane	Group COO	01 July 2019	MBA, ND: Mech Engineering/B:Tech Mech Engineering	48	Male	Black
Ms. Mercia Ngema	Group HR & Transformation	01 July 2019	MBA, Honours Degree in HR Management	46	Female	Black
Mr. Sello Ntshihlele	CEO: Denel Dynamics	01 August 2019	MBA, M. Eng (Electrical and Electronic)	56	Male	Black
Mr. Phaladi Petje	CEO: PMP	01 May 2013	BA(Hons) Economics PDM Business Admin Executive Development Programs	55	Male	Black
Mr. Mxolisi Makhathini	CEO: DLS/DVS	01 August 2019	Bsc (Electronic Eng)	47	Male	Black
Mr. Mike Kgobe	CEO: Denel Aeronautics	01 March 2010	Master Degree: Aeronautical Production & Maintenance	52	Male	Black

According to the information received from ESKOM SOC LTD

NAME	DESIGNATION	DATE OF APPOINTMENT	HIGHEST QUALIFICATIONS	AGE	GENDER	RACE
Mr Bala Monde ludovick	Group executive (distribution)	19970101	Master of Engineering Graduate Diploma in Engineering Industrial Engineering	47	Male	African
Ms Burn Faith	Chief information officer	20200515	Bsc maths; BSC Hons Maths Master of Science Maths Masters of Business Leadership	52	Female	Coloured
Mr Cassim Calib	Chief financial officer	20020211	Master of Business Leadership Bachelor of Commerce Honours Bachelor of Accounting Science chartered accountant	49	Male	Coloured
Mr De ruyter Andre marinus	Group chief executive	20200106	Master of Business Administration Bachelor of Civil Law Bachelor of Arts	52	Male	White
Mr Dukashe Phillip	General manager- eskom rotek industries	19940101	Bsc Degree: Engineering Post Grad Diploma: Engineering	50	Male	African
Mr Etzinger Andrew	General manager-risk and sustainability	19891211	Bsc Maths; BSC Hons Mathematical Statistics; BSC Hons Operations Research; Executive programme London Business School	52	Male	White
Mr Hewu Nqaba bartlett	Group executive legal and compliance (contractor)	20180326	Bachelor of Law Baccalaureus Legum Tax Law Extracurricular Higher Diploma Law	45	Male	African
Mr Manjingolo Mlawuli	Company secretary	20200701	Ba law; LLB; Higher Diploma Company and Labour Law	52	Male	African
Mr Mathebula Rhulani	Group executive- generation (acting)	20031001	National Diploma Analytical Chemistry Btech: Business Administration	40	Male	African
Mr Mflathelwa Mziwoxolo	General manager-strategy and planning	20100301	Bachelor of Engineering (mechanical)	35	Male	African
Mr Minyuku Nthato	Group executive (government and regulatory affairs)	20201015	Master of City Planning and Urban Design Bachelor of Architectural Studies	42	Female	African
Ms Nxumalo Bhekizitha johannes	Group executive (group capital)	20170501	Master of Business Administration National higher diploma (chemical engineering) National Diploma (chemical engineering)	52	Male	African
Mr Oberholzer Jan albert	Chief operating officer	20180706	Master of Business Leadership Bachelor of Engineering (electrical) Electrical Engineers Certificate of Competency	62	Male	White
Ms Pule Elsie mamolatelo	Group executive (human resources)	20121201	Master of Science in Engineering Business Management Bachelor of Arts and Social Work BA Hons Psychology	53	Female	African
Mr Scheppers Segomoco Martin	Group executive (transmission)	19930809	Master of Business Administration Bachelor of Science in Engineering Graduate Diploma in Engineering	57	Male	African
Mr Sookrajh Bob	General manager- audit and forensics (acting)	19940401	B.Com Hons; Chartered Internal Auditor Post Graduate Advanced Diploma Taxation	54	Male	Asian
Mr Tshitangano Solly	Chief procurement officer	20190101	B.Com Hons	58	Male	African
Mr Tuku Vuyolwethu	Group executive (transformation management office)	20200701	Master of Business Administration Bachelor of Science in Engineering	45	Male	African

According to the information received from TRANSNET SOC LTD

SURNAME AND NAME	DESIGNATION	DATE OF APPOINTMENT	ACADEMIC QUALIFICATION	GENDER	AGE	RACE
Derby Portia	Group Chief Executive	2020/02/01	Master’s Degree	Female	50	African
Kgomo Lucas Makoma (Brian)	Chief Audit Executive	2020/06/01	Certified Internal Auditor (CIA), Masters of Philosophy in Internal Audit, B.Com Accounting	Male	53	African
Shaw Andrew	Group Chief Strategy Officer	2020/07/01	PhD (Transport Economics), MBA, BSc and MSc (Engineering)	Male	53	White
Kani Yolisa	Group Chief Business Development Officer	2020/05/01	BSc Applied Science Honours in Transportation Engineering	Female	45	African
Dlamini Nonkululeko	Group Chief Financial Officer	2020/05/01	CA (SA), Higher Diploma in Accounting (CTA) and a B-Comm degree	Female	46	African
Coetzee Sandra Adv	Group Chief Legal Counsel	2020/05/01	Admitted Advocate, BLC, LLB and Senior Leadership Programme	Female	58	White
Munyai Pandelani	Chief Information Officer	2020/04/01	Master of Business Leadership, Master of Electronic Engineering, a BSc Electrical Engineering, BSc Physics and Mathematics	Male	51	African
Nemukula Vuledzani	Group Chief Procurement Officer	2020/04/01	BSc; MBA; Advanced Business Management Programme (AMP), Advanced Management Programme from INSEAD and Oxford Executive Leadership Programme (OELP)	Male	52	African
Mzimela Sizakele	Chief Executive: Transnet Freight Rail	2020/04/01	BA Economics and Statistics, a Certificate in Management from Henley College and a Certificate of the Transnet Executive Development Programme from GIBS	Female	55	African
Mills Ralph	Chief Executive: Transnet Engineering	2020/05/01	Bachelor’s degree in Military Science and an MBL.	Male	56	White
Velile Dube	Chief Executive: Transnet Port Terminals	2009/11/01	BA in Communications and a BA (Hons) in English Literature, Program Leadership Certificate, certificate in Leadership from the Gordon Institute of Business (GIBS).	Male	59	African
Michelle Phillips	Chief Executive: Transnet Pipelines	1999/11/16	Admitted Advocate of the High Court with a B Juris LLB, Executive Development leadership programmes, certificates for several International Terminal Operations Management Programmes from Antwerp, Rotterdam, Paris and Le Havre.	Female	49	Coloured
Khayalethu Ngema	Chief of People	2017/07/01	BA in Law and Industrial Sociology, A Public and Development Management Diploma and a postgraduate diploma in Public Policy and Development , Certificate for a Senior Executive Program	Male	50	African
Kapei Phahlamohlaka	Chief Executive: Transnet Property	2020/09/01	Bachelor of Arts (Hons) and Bachelor of Laws (LLB), Master of Business Administration (MBA)	Male	44	African
Mninawe Silinga	Chief Executive: Transnet National Ports Authority	2020/09/01	BSc in Civil Engineering, Master of Engineering, MBA, AMP, Chartered Director [IoD-UK]. Fellow of the South African Academy of Engineering	Male	55	African

According to the information received from SAFCOL

Name and Surname	DESIGNATION	(b) Date of Appointment	(c) Highest Qualification	(d) Age	(e) Gender	(f) Race
Mr Tsepo Monaheng	Chief Executive Officer (CEO)	01/12/2017	MBA BSc in Electrical Engineering BSc in Physics and Mathematics	57	Male	African
Mr John Maruma	Acting Chief Financial Officer (ACFO)	01/03/2020	MBA (In progress) CA (SA) Post Graduate Diploma in Accounting (CTA) B. Com (Hons) in Banking Leadership Development Programme	37	Male	African
Mr Sibalo Dlamini	Chief Operating Officer (COO)	05/10/2020	Masters in Engineering Management BSc in Chemical Engineering BSc in Chemistry and Biology Registered Professional Engineer (PrEng) Leadership Development Programme	54	Male	African
Mr Vishal Harichund Executive:	Strategy and Commercial	01/06/2020	LLB LLM Admitted Attorney	42	Male	African
Mr Siyabonga Mpontshana	Executive: Legal	01/06/2018	B Accounting Sciences Certified Internal Auditor (CIA) IIASA	44	Male	African
Ms Dimakatso Motseko	Executive Human Capital	02/01/2018	MBL BSc (hon) in Industrial Psychology BSc in Industrial Psychology Advanced Programme in Organisational Development Registered Psychometrics	47	Female	African
Ms Christelle Marias	Chief Risk Officer	01/06/2020	MBA B.Iuris Certified Director (IoDSA Cert. Dir.) Certified Risk Management Professional (IRMSA CRM Prof.)	49	Female	White

According to the information received from SAA

Position	Date of Appointment	Highest qualification	Age	Gender	Race
Chief Executive Officer (vacant)	-	-	-	-	-
Interim Chief Financial Officer	15 October 2018	CA (SA)	60	M	C
Chief Commercial Officer	19 August 2019	MA TV Journalism	53	M	W
Acting General Manager Operations	01 July 2019	Post Graduate Diploma in Business Management	52	M	B
Head of Loyalty/Voyager	01 April 2014	US BSc. Business Administration, Private Pilot License, Commercial Pilot License	50	F	W
Acting General Manager Cargo	01 June 2018	B. Com Hons (Transport Economics), Masters in Business Administration, IATA Diploma in Air Cargo Transportation	55	M	B
Acting General Manager Human Resources	03 October 2019	B. Com	52	M	W
Acting Chief Information Officer	01 October 2019	Masters in Business Administration	49	M	W
Acting Head Customer Services	01 October 2019	Management Advanced Programme (MAP), Diploma in Public Relations	47	F	B
Acting Chief Legal Officer	01 May 2020	Bachelor of Laws	40	M	B
Acting Chief Internal Auditor	01 October 2019	B. Com Hons (Accounting)	37	F	B
Company Secretary	01 February 2009	BA. Hons. (Economics and Social Administration), CIS Diploma, Bachelor of Laws	58	F	B
CEO	Vacant
Acting Chief Financial Officer	01 October 2020	B. Com Hons. Accounting	43	M	B
Acting HOD - Base Maintenance	01 September 2019	NTC 4 Aircraft Technology	48	M	B
Acting HOD- Marketing and Sales	01 May 2018	Aircraft Avionics Technician (Olifantsfontein)	44	M	B
Acting HOD- Workshops	01 September 2019	National Technical Certificate Part 3 (N3)	57	M	W
General Manager Engineering and Support Sevices	01 December 2019	Masters Airworthiness & Aviation Safety	49	M	B
General Manager Human Resources	01 November 2019	Executive MBA	49	M	B
General Manager Quality and Risk	01 December 2019	M.Sc Business and Strategic Leadership	45	M	B
HOD- Line Maintenance	01 February 2012	Senior Management Development Programme NQF 8	44	M	B
HOD- Security	01 December 2019	M. Tech Degree Policing	57	M	B
HOD-Business Excellence	04 November 2019	Masters Project Management	37	M	B
Chief Executive Officer	01 November 2013	B. Com	52	M	W
Chief Financial Officer	03 June 2019	B. Com Honours, CA (SA)	37	M	B
Acting General Manager Commercial	01 May 2018	Diploma in Hospitality Management	34	F	B
General Manager Operations	01 September 2019	Management Advanced Programme (MAP), National Diploma in Tourism Management	43	M	B
General Manager Human Resources	19 January 2015	Post Graduate Diploma in Human Resources	43	F	B
Head of Quality, Safety and Environment	01 July 2015	BSc. Human Ecology	41	F	B
Head of Coastal	01 September 2017	BSc. Hons. Dietetics, Management Development Programme	47	F	B

Reply:

1(a)(i) SA Airways: The Minister wrote to the Speaker of Parliament and the Chairperson of National Council of Provinces on 23 November 2020, informing Parliament that SA Airways is under business rescue. The Auditor-General suspended the audit when the airline was placed in business rescue. The audit will be finalised once the airline recommences operations and the annual report and annual financial statements will thereafter be tabled.

(ii) Denel: The Minister wrote to the Speaker of Parliament and the Chairperson of National Council of Provinces on 30 November 2020. The Department wrote to Parliament as soon as Denel had confirmed to the Department that it was unable to finalize its audit challenges with its external auditors, the Auditor General of South Africa (AGSA), prior to 30 November 2020. Denel Board and Management are engaging with the AGSA to resolve certain audit ISSUES. It is anticipated that the annual financial statements and integrated report will be tabled in January 2020 or as soon as possible thereafter, once the above- mentioned issues are resolved.

(iii) Transnet’s 2020 Integrated Report and audited Annual Financial Statements were tabled by the Minister in Parliament on 09 November 2020. The Portfolio Committee on Public Enterprises received a briefing from Transnet on 18 November 2020.

(iv) Eskom’s Integrated Report and audited Annual Financial Statements were tabled by the Minister on 12 November 2020. The Portfolio Committee on Public Enterprises received a briefing from Eskom on 25 November 2020.

(v) Alexkor: The Minister wrote to the Speaker of Parliament and the Chairperson of National Council of Provinces on 30 November 2020, to inform Parliament that Alexkor would not be in a position to table its Annual Financial Statements, Integrated Report and Audit Report due to serious going concern and other audit concerns. The Department wrote to Parliament once it was able to confirm with Alexkor that it was unable to finalize its audit challenges with its external auditors and prepare its AGM documentation prior to 30 November 2020. It is anticipated that the annual financial statements and integrated report will be tabled in January 2020 or as soon as possible thereafter, once the above- mentioned concerns are resolved.

2 As indicated above Denel, Alexkor, and SAA would not be able to submit the 2020 Integrated Reports and audited annual financial statements to the Minister prior to 30 November 2020 for the reasons set out above. The reports will be tabled in Parliament as soon as the companies are able to submit these reports.

Reply:

a) The Department provided its views in terms of the potential impact that the merger between Seriti Resources Holdings and SA Energy Coal may likely have on the energy coal sector. Amongst others, these views included: (i) the potential impact the merger might have on security of coal supply, particularly on Eskom electricity generation requirements;(ii) the electricity pricing effects the merger might have on the economy given the current socio economic challenges the country is confronted with.

b) Security of coal supply is of primary importance to ensure Eskom meets the demand for electricity. Eskom for the past three years embarked on coal procurement exercise to ensure that long term coal supply agreements are secured for the majority of the coal fired power stations. Ownership and access to the state’s mineral assets is effective through the Mineral and Petroleum Resources Development Act, 2002 (MRPDA) and Mining Charter. The DMRE is the authority in terms of determining effective ownership of these assets. The Department of Trade, Industry and Competition (DTIC) intervenes through the Competition Commission if there are likely effects of substantially lessening or prevention of competition in the sector.

Eskom on Managing Risk

1. Eskom estimates that the Seriti supply share after the transaction would increase to approximately 28% from 17% based on FY2020 delivery volumes. It is estimated that the two largest suppliers will account for approximately 55% of Eskom’s coal supply based on FY2020 delivery volumes. However, this may vary slightly subject to changes in Eskom’s coal demand and the mines’ production profiles.

2. Approximately 28% of Eskom’s supply is supplied from the cost plus mines. Post the Seriti/South32 merger, this percentage will remain the same and is approximately half of the 55% of the post-merger supply. Under the cost plus arrangement, Eskom is responsible for the majority of the operating, capital and rehabilitation costs of these mines. The supply risk also resides with Eskom.

3. The remaining 27% of supply from the two largest suppliers (post-merger) would be from fixed price long term and medium term contracts. These are arm’s length contracts where, the mine is responsible for the capital and operational expenditure as well as all the associated mining risks. Should the supplier not deliver as per the contractual terms and conditions, there are contractual recourses including but not limited to the rectification of undersupply and penalties. Approximately 80% of the 27% mentioned above mainly relates to the coal supply to Medupi and Matimba Power Stations, which are supplied by Exxaro. There is an excess 16 Mton coal stockpile at Medupi which could cater for any short term coal supply risk at Medupi or Matimba.

Reply:

1. The loan from the Development Bank of Southern Africa to South African Airways (SAA) was paidON THE DIRECTION OF THE NATIONAL TREASURY,on 27 August 2020.

2. The loan was repaid from the 2020 Medium Term Expenditure Framework (MTEF) allocation for the period 2020/21 to 2022/23 financial year, for the purchase of equity in SAA.

Reply:

SAA did not use Treasury Regulation 16A6.6 to appoint Rand Merchant Bank (RMB) as a transaction advisor to oversee the Strategic Equity Partner transaction of Airchefs. SAA used normal open competitive procurement processes to appoint RMB as transaction advisor for Airchefs.

The Department however, used Treasury Regulation 16A6.6 to appoint RMB as a transaction advisor to oversee the Strategic Equity Partner (SEP) transaction for SAA. This was carried out in order to speed up the process of assessing the best SEP for SAA as part of the work of concluding the business rescue process given the fact that RMB was already underseeing this SEP transaction with Airchefs.

Reply:

According to the information received from Eskom

The Port St Johns Local Municipality (Turnkey) Electrification Project is a schedule 5B project that is managed by the municipality. The question should therefore be directed to the municipality.

Reply:

According to the information received from Eskom

1. Mr André de Ruyter obtained his Master of Business Administration qualification on 17 September 1998.

2. The qualification was verified on behalf of Eskom, prior to Mr de Ruyter’s appointment, by Lexis Refcheck. Eskom did not request SAQA to evaluate or verify the qualification.

As part of all executive appointments in Eskom, a full verification by a reputable company has to be done to verify ID number, driver’s license and criminalrecords and ensure the candidate has obtained all the qualifications listed on their résumés.

SAQA evaluation/verification of overseas qualifications is not a specific requirement for the appointments of executives at Eskom. A SAQA verification by the qualification holder will be requested only when the foreign qualification is a minimum requirement.

It is also important to note that as of 16 September 2019, only qualification holders (QHs) may apply for the evaluation of their foreign qualifications.

The above requirement according to SAQA, is to ensure that QHs are the prima facie owners of their applications and the outcomes thereof, including the protection of their private details. For this reason, SAQA will only interact directly with QHs, and involve third parties only when they are the parents or legal guardians of the affected QHs.

Please note that the change in the SAQA approach took place before Mr de Ruyter’s appointment and verification of his qualification. 

Government has total confidence in Mr de Ruyter who has already made a substantial difference in Eskom. We call on all stakeholders to support the efforts of the Board and management team in their efforts to restore good governance, operational effectiveness, financial stability and efficiently implement the Eskom Roadmap.

Reply:

According to the information received from Eskom

1. As at 9 October 2020, 7 038 prepaid electricity meters faults were reported in October 2020. Of these, 3 698 prepaid electricity meters have been maintained and faults were resolved/closed.

The 3 340 prepaid electricity meter work orders that are still open are reported by zero-buying customers, that is the meters indicated that the customers are not consuming electricity. In these cases, Eskom first scheduled the fault for investigation, after which the following actions will follow:

Where a customer is found to have tampered with the supply or meter, a tamper fine will be issued, the meter will be maintained and then the customer’s supply restored.

Where a meter is found to be bypassed, a tamper fine will be issued. The meter will be maintained however then the customer’s supply will be restored once the tamper fine is paid or a deferred payment form is signed.

Where the customer is zero buying but no tamper is found, the prepaid electricity meter will be maintained and the work order closed.

(2) Prepayment meters are full electronic devices with no moving parts on the measurement circuit that require calibration during the lifespan of the meter. They are electronically calibrated during the manufacturing process using high-tech calibration equipment embedded in the production line.

The accuracy is regularly certified by the South African Bureau of Standards (SABS). All the calibration results of individual meters are loaded into the Eskom Customer Care and Billing System for future reference. The calibration is not expected to drift in anyway during the lifespan of meter.

In instances where a customer complains that a meter is inaccurate, Eskom uses SABS certified equipment to verify the accuracy of the meter. In the unlikely event that the meter is found to be inaccurate, the meter is replaced with a new one. The faulty meter is then sent to the supplier for full analysis and the supplier is expected to submit a comprehensive report to Eskom.

Reply:

According to the information received from SAA:

(a) The failure to transform the pilot corps at SAA is a symptom of the general failure of leadership at the airline to make pertinent decisions and ensure their implementation. The Regulating Agreement (RA) entered into in 1988’s primary objective was to preserve undeserved privileges accrued through unjust laws that preserved aviation careers to a small minority in this country.

These privileges came with unaffordable perks and salary framework which should have long been remedied. The airline (i.e. the Business Rescue Practitioners) on insistence of the Department is addressing the matter of RA as it cannot become part of the new SAA.

The following is the background to the RA:

1.1  The Regulating Agreement, (“The RA”) is an evergreen collective agreement entered into between South African Airways Pilots Association (SAAPA) and South African Airways (SOC) LTD (SAA) in 1988. The RA regulates the terms and conditions of employment of pilots and contains volumes of onerous provisions on SAA.

1.2. It is our view that the RA is unconstitutional and unlawful, and it is imperative that it be terminated.

1.3. The unconstitutionality and unlawfulness of the RA relates to the following:

1.3.1 First, the evergreen nature of the regulating agreement is in breach of section 23(4) of the Labour Relations Act 66 of 1995 (“the LRA”). Section 23(4) of the LRA does not contemplate or permit collective agreements which have no fixed term, no specific notice period and which may not be terminated on reasonable notice – in other words it does not contemplate or permit evergreen collective agreements.

1.3.2 The regulating agreement precludes and impedes SAA achieving meaningful and expeditious transformation which is in breach of the Constitution and the Employment Equity Act 55 of 1998. In particular, in terms of the RA, the principle of seniority rigidly and directly affects and controls all elements of the manner in which pilots are employed and dealt with by SAA, including promotions, demotions, salaries and so on. Given the make-up of SAA’s pilot list, which comprises overwhelmingly of white males, this operates to the detriment of and discriminates unfairly against white women, black men, and especially black women.

1.3.3 The regulating agreement effectively removes core elements of decision-making from the board and management of SAA and precludes SAA from giving effect to its procurement obligations. This is in breach of the Constitution, the Public Finance Management Act 1 of 1999 and the Companies Act 71 of 2008. The effect of the Regulating Agreement is that SAA is precluded from reaching any agreement to wet-lease SAA aircraft without the consent of SAAPA. The RA has a “succession of ownership” provision which means that notwithstanding any changes in ownership of SAA, the RA will remain in full operation. Considering the fact that Government has taken a decision to find a strategic equity partner (SEP) for SAA, the RA in its current form, combined with succession clauses, will no doubt make SAA less attractive to potential partners.

The RA also subjects key SAA procurement decisions such as which hotels to contract with to the control of SAAPA in that SAAPA is entitled to select the short-list of three hotels from which SAA can choose and even within this short-list, SAA is required to take SAAPA’s preferences into account. It requires SAA to act in breach of Treasury instructions – such as requiring SAA to accommodate pilots and crew in four- or five-star hotels when the Treasury instruction requires that three-star hotels be used.

1.3.4 The negotiations at the LCF with the DPE. After more than two and a half months of engagements, no agreement on the restructure of SAA was concluded and no agreement was reached on the VSP offered by DPE. In fact, SAAPA are on record at different forums and in writing to SAA that they never agreed to the VSP and reserve their rights in that regard.

(B) In engagement with potential Strategic Equity Partners (SEPs), the Department has placed the transformation of pilot corps as an imperative to the partnership. This is to ensure that National developmental objectives in Aviation should still receive priority in the new SAA. An appropriate balance must be attained to correct historical discrimination, retention of key skills, and achieving the correct demographic and gender objectives. This is a non-negotiable set of objectives. It is important that all pilots cooperate in achieving these objectives.

Reply:

According to the information received from Transnet:

a) The Transnet Academy has identified the requisite technology requirements, developed the strategy and agreed business requirements with the Transnet Information, Communication and Technology Management (ICTM). Budget provisions have been made by ICTM as part of the Transnet Capex funding requirements.

b) Transnet has concluded a Memorandum of Understanding with the TVET Directorate. This approach has an advantage of building capacity across the country on an integrated basis.

University partnerships form the bedrock of the Academy strategy and this includes previously disadvantaged Universities to be included in the partnering review.

The Transnet Head of Academy serves as a Board member on the South African International Maritime Institute (SAIMI) and Transnet plays a pivotal role in the SETA’s. To date, three Transnet Employees serve in the Rail, Freight Handling, and Maritime Chamber. As members’ their role is to advise as industry experts in skills development.

Reply:

According to the information received from Eskom

1. Eskom has not cut off electricity supply for the Phase 3 customers in Braamfisherville. The transformers have failed as a result of overloading networks caused by meter bypasses and ghost vending, as well as the illegal operations by third parties. In order to avoid this phenomenon from repeatedly reoccurring, Eskom has decided to audit the meters, fine those who have illegally bypassed their meters or are purchasing ghost vouchers, and replace the damaged meters before replacing the transformers. This process has been resisted by customers and hence delayed the process of transformer replacement across Braamfisherville.

We have currently agreed with ward councilors and the Gauteng Province to defer the payment of fines where customers who cannot afford them will have to agree to a payment arrangement by signing the relevant forms.

It was only after the payment arrangement was agreed upon that customers agreed that we implement the process. This process has created a backlog of about 70 transformers that need to be replaced. We have drafted a schedule to replace these transformers and are progressing very well.

2. A number of transformers are offline in Phase 3 as a result of the reasons provided above. The replacement of transformers in Phase 3 is expected to be completed by 21 December 2020 subject to the customers signing the deferred payment agreements and material availability. Eskom will have to be provided with the meter or reference number in order to provide a more specific date.

Reply:

According to the information received from Eskom

Eskom recognizes the negative impact that load shedding has on the lives of the people and the economy of South Africa. Eskom endeavours not to load shed and does so only as a last resort to ensure the security of the electricity network. However, Eskom’s generating fleet is ageing, at around 39 years on average, and it is both unreliable and unpredictable. As Eskom has often stated, until all the required reliability maintenance has been executed, all the new build units come on line and the DMRE emergency generation comes on line, the system remains constrained and the risk of load shedding remains high in the foreseeable future.

Reply:

a) Various sources of funding are being considered including the strategic equity partner, application for funding from Government through the Medium-Term Expenditure Framework process, approaching Development Financial Institutions and Commercial Banks.

b|) The process has reached an advanced stage, which we will be able to announce in due course. Due to the sensitive nature of these negotiations we are unable to pronounce at this stage.

Reply:

According to the information received from Eskom

a) The total debt owed by municipalities as at 31 July 2020 is R46.1 billion, of which R31 billion is overdue debt. The details of the age analysis of the total debt owed by each municipality to Eskom, as at 31 July 2020 are set out in Annexure A.

b) Eskom has implemented several interventions to collect the outstanding debt owed as set out in Table 1 below:

Table 1: Interventions by Eskom to collect outstanding debt

Interventions by Eskom
Implemented concessions as agreed with SALGA	Eskom increased the payment days from 15 to 30 days for all non-metropolitan municipalities, reduced the interest rate on arrears, and applies payments to capital first before interest. Eskom offers payment plans as a means to make the payment of the arrear debt more affordable over a period of time.

Interventions by Eskom
Focus on enhancing and enforcing current revenue management processes	This includes direct engagement with defaulting municipalities, issuing contract breach notices with the intention of encouraging a remedy of the breach, interruption of supply, and also litigating by issuing summons for payment. Legal pursuance of debt owed also extends to the attachment of assets and bank accounts of certain municipalities.
Partnering with government	Eskom fully participates in intergovernmental structures such as the Eskom Political Task Team and the Multi-disciplinary Revenue Committee that is convened by the Office of the Deputy President. Eskom offers its services and expertise in the form of active partnering with stakeholders to improve revenue collection within municipalities. Eskom works closely with National Treasury, which provides municipal financial oversight, thereby ensuring municipal budgets are funded and payment obligations to Eskom are met.

ANNEXURE A - PQ2133
REPORTING MONTH : 2020/07/31
Name of Municipality	(a) Age	Total debt is made up of
	Current	16 - 30 days	31 - 60 days	61 - 90 days	90 days+	Total	(b)(i) Total Capital	Total VAT	(b)(ii) Total Interest
	EASTERN CAPE	1 045 309 406	2 530 451	82 838 040	54 125 462	1 094 964 881	2 279 768 239	1 795 121 602	268 812 797	215 833 839
1	ALFRED NZO DISTRICT MUNICIPALITY	-206 089	247 583	38 373	9 043	92 140	181 051	153 815	19 010	8 225
2	AMAHLATHI LOCAL MUNICIPALITY	5 173 481	10 224	4 674 349	1 760 031	16 357 033	27 975 119	22 424 224	3 363 616	2 187 279
3	AMATHOLE DISTRICT MUNICIPALITY	1 274 342	1 087 143	1 210 463	981 709	1 092 622	5 646 278	4 836 768	727 414	82 097
4	BLUE CRANE ROUTE LOCAL MUNICIPALITY	14 094 374	0	0	0	0	14 094 374	12 255 977	1 838 397	0
5	BUFFALO CITY METROPOLITAN MUNICIPALITY	237 804 629	0	36 963	1	0	237 841 592	206 746 921	31 094 356	315
6	CHRIS HANI DISTRICT MUNICIPALITY	-723 145	101 341	4 198 860	221 205	432 114	4 230 375	3 786 403	389 371	54 601
7	DR BEYERS NAUDE LOCAL MUNICIPALITY	12 712 692	69 099	8 824 386	7 206 803	85 385 606	114 198 585	87 592 369	13 119 997	13 486 219
8	ELUNDINI LOCAL MUNICIPALITY	152 619	0	0	0	0	152 619	134 562	18 057	0
9	EMALAHLENI LOCAL MUNICIPALITY	2 019 976	0	5 877	0	0	2 025 852	1 756 485	263 473	5 895
10	ENGCOBO LOCAL MUNICIPALITY	0	0	0	0	0	0	0,05	0,01	0
11	ENOCH MGIJIMA LOCAL MUNICIPALITY	42 663 040	15 051	31 083 743	20 638 507	298 112 955	392 513 295	305 419 072	45 776 831	41 317 392
12	GREAT KEI LOCAL MUNICIPALITY	1 562 521	0	484 587	10 368	3 802 232	5 859 708	4 665 931	699 858	493 919
13	INGQUZA HILL LOCAL MUNICIPALITY	250 676	34 647	257 909	0	0	543 232	469 595	70 439	3 198
14	INTSIKA YETHU LOCAL MUNICIPALITY	527 757	0	0	0	0	527 757	458 919	68 838	0
15	INXUBA YETHEMBA LOCAL MUNICIPALITY	12 308 862	0	8 968 063	5 983 581	140 121 530	167 382 037	119 397 835	17 741 834	30 242 368
16	JOE GQABI DISTRICT MUNICIPALITY	11 361	134 482	109 492	1 496 472	0	1 751 808	1 500 303	225 045	26 459
17	KING SABATA DALINDYEBO LOCAL MUNICIPALITY	101 419 957	31 501	424 314	1 441 991	112 009 461	215 327 225	180 089 083	27 617 009	7 621 133
18	KOUGA LOCAL MUNICIPALITY	31 699 079	0	798	0	0	31 699 876	27 563 600	4 134 540	1 737
19	KOU-KAMMA LOCAL MUNICIPALITY	704 582	0	308 878	0	0	1 013 460	877 925	131 689	3 847
20	MAKANA LOCAL MUNICIPALITY	17 097 721	0	0	0	36 749 083	53 846 804	45 909 235	6 829 881	1 107 688
21	MATATIELE LOCAL MUNICIPALITY	6 988 990	0	0	0	0	6 988 990	6 077 383	911 607	0
22	MBASHE LOCAL MUNICIPALITY	1 827	0	219	333	0	2 378	1 992	299	87
23	MBIZANA LOCAL MUNICIPALITY	93 301	0	0	0	1	93 302	80 413	12 067	822

Name of Municipality	(a) Age	Total debt is made up of
	Current	16 - 30 days	Current	16 - 30 days	Current	16 - 30 days	(b)(i) Total Capital	Total VAT	(b)(ii) Total Interest
24	MHLONTLO LOCAL MUNICIPALITY	199 361	45 970	34 821	0	0	280 152	242 800	36 420	932
25	MNQUMA LOCAL MUNICIPALITY	0	0	0	0	0	0	0	0	0
26	NDLAMBE LOCAL MUNICIPALITY	7 573 353	0	0	0	0	7 573 353	6 518 988	1 054 365	0
27	NELSON MANDELA BAY METROPOLITAN MUNICIPALITY	513 455 879	527 935	0	0	0	513 983 814	446 942 072	67 041 372	370
28	NGQUSHWA LOCAL MUNICIPALITY	0	0	0	0	0	0	0	0	0
29	NTHABANKULU LOCAL MUNICIPALITY	30 151	0	276	0	0	30 427	26 458	3 969	0
30	NYANDENI LOCAL MUNICIPALITY FBE	107 342	0	0	0	0	107 342	93 341	14 001	0
31	O R TAMBO DISTRICT MUNICIPALITY	-468 490	225 060	222 275	174 269	193 240	346 355	263 672	64 209	18 474
32	PORT ST JOHNS LOCAL MUNICIPALITY	303 262	0	0	0	0	303 262	263 706	39 556	0
33	RAYMOND MHLABA LOCAL MUNICIPALITY	9 715 887	0	7 687 542	4 832 117	166 402 968	188 638 514	122 480 855	17 928 459	48 229 201
34	SAKHISIZWE LOCAL MUNICIPALITY	1 995 628	12	0	0	0	1 995 640	1 720 822	258 121	16 698
35	SENQU LOCAL MUNICIPALITY	5 340 493	0	0	0	0	5 340 493	4 643 910	696 582	0
36	SUNDAYS RIVER VALLEY LOCAL MUNICIPALITY	3 538 619	0	2 510 673	1 583 566	0	7 632 858	6 176 658	926 499	529 701
37	UMZIMVUBU LOCAL MUNICIPALITY	44 043	403	0	0	0	44 446	38 649	5 797	0
38	WALTER SISULU LOCAL MUNICIPALITY	15 841 324	0	11 755 177	7 785 466	234 213 897	269 595 865	173 510 863	25 689 820	70 395 182
	FREE STATE	558 515 003	247 880 311	275 222 401	206 877 352	11 474 620 510	12 763 115 577	8 663 638 405	1 258 736 678	2 840 740 494
39	CENTLEC MUNICIPALITY	3 430 414	0	0	0	0	3 430 414	2 971 169	445 675	13 570
40	DIHLABENG LOCAL MUNICIPALITY	26 792 920	0	18 576 125	13 342 424	347 465 405	406 176 873	296 860 680	43 919 008	65 397 185
41	KOPANONG LOCAL MUNICIPALITY	5 331 508	0	10 065	15 155	1 226 544	6 583 272	5 556 785	825 596	200 892
42	LETSEMENG LOCAL MUNICIPALITY	4 981 926	0	4 272 604	2 347 114	46 973 170	58 574 813	45 544 488	6 840 068	6 190 257
43	MAFUBE LOCAL MUNICIPALITY	13 032 629	0	12 416 681	15 357 066	98 532 534	139 338 910	101 708 119	14 920 993	22 709 798
44	MALUTI A PHOFUNG LOCAL MUNICIPALITY	103 018 183	662 361	89 820 631	72 908 612	5 140 907 401	5 407 317 188	3 416 686 863	493 591 612	1 497 038 713
45	MANGAUNG METROPOLITAN MUNICIPALITY	4 952 986	247 171 599	12 040 567	0	13 886 892	278 052 045	241 698 211	36 254 997	98 836
46	MANTSOPA LOCAL MUNICIPALITY	8 029 084	0	14 084 839	7 374 869	192 387 328	221 876 119	144 565 922	21 065 830	56 244 367
47	MASILONYANA LOCAL MUNICIPALITY	6 792 694	0	5 811 351	2 434 505	60 087 494	75 126 044	60 368 482	8 906 425	5 851 137
48	MATJHABENG LOCAL MUNICIPALITY	178 222 967	7 893	49 033 516	44 390 457	3 129 712 117	3 401 366 950	2 277 416 556	329 785 275	794 165 118
49	METSIMAHOLO LOCAL MUNICIPALITY	44 243 387	0	0	0	13 500 000	57 743 387	49 953 693	7 493 054	296 640
Name of Municipality	(a) Age	Total debt is made up of
	Current	16 - 30 days	Current	16 - 30 days	Current	16 - 30 days	(b)(i) Total Capital	Total VAT	(b)(ii) Total Interest
50	MOHOKARE LOCAL MUNICIPALITY	67 803	0	66 300	65 412	192 350	391 865	334 842	50 226	6 796
51	MOQHAKA LOCAL MUNICIPALITY	40 234 333	0	15 742 628	0	298 357 452	354 334 414	274 732 913	40 968 278	38 633 222
52	NALA LOCAL MUNICIPALITY	25 440 184	0	2 973 884	17 704 568	346 273 371	392 392 006	298 390 489	43 565 352	50 436 165
53	NGWATHE LOCAL MUNICIPALITY	37 416 763	0	31 989 813	18 228 528	1 221 468 050	1 309 103 154	986 444 975	142 542 453	180 115 726
54	NKETOANA LOCAL MUNICIPALITY	20 562 888	0	5 750 543	5 557 075	321 984 368	353 854 874	239 246 224	34 691 455	79 917 195
55	PHUMELELA LOCAL MUNICIPALITY	8 037 971	26 578	2 314 024	2 213 297	124 528 836	137 120 705	99 794 356	14 859 853	22 466 496
56	SETSOTO LOCAL MUNICIPALITY	11 717 024	11 879	210 852	0	0	11 939 755	10 275 707	1 541 356	122 692
57	TOKOLOGO LOCAL MUNICIPALITY	5 006 543	0	4 049 180	2 839 483	93 121 829	105 017 035	78 046 722	11 542 190	15 428 123
58	TSWELOPELE LOCAL MUNICIPALITY	11 202 797	0	6 058 799	2 098 788	24 015 370	43 375 754	33 041 210	4 926 979	5 407 565
	GAUTENG	6 262 789 360	707 633 991	259 734 441	182 966 557	2 405 224 960	9 818 349 309	7 967 389 189	1 194 170 609	656 789 511
59	CITY OF EKURHULENI METROPOLITAN MUNICIPALITY	1 841 503 839	703 358 185	14 068 423	331 637	0	2 559 262 084	2 226 904 328	334 200 566	-1 842 810
60	CITY OF JOHANNESBURG METROPOLITAN MUNICIPALITY	1 670 743 142	85 603	3 778 616	0	2 275	1 674 609 637	1 456 122 030	218 418 546	69 062
61	CITY OF TSHWANE METROPOLITAN MUNICIPALITY	1 508 561 807	724 170	384 906	0	0	1 509 670 884	1 312 835 323	196 828 012	7 548
62	EMFULENI LOCAL MUNICIPALITY	626 500 695	3 386 573	158 757 750	110 805 767	1 833 220 909	2 732 671 694	1 968 807 647	294 487 852	469 376 196
63	LESEDI LOCAL MUNICIPALITY	39 965 438	0	0	0	0	39 965 438	34 753 416	5 212 022	0
64	MERAFONG CITY LOCAL MUNICIPALITY	106 995 000	79 460	30 161 686	26 536 973	363 916 132	527 689 250	382 220 081	57 162 147	88 307 021
65	MIDVAAL LOCAL MUNICIPALITY	43 316 862	0	0	0	0	43 316 862	37 666 837	5 650 026	0
66	MOGALE CITY LOCAL MUNICIPALITY	226 714 381	0	168 198	0	0	226 882 579	170 075 997	25 511 623	31 294 960
67	RAND WEST CITY LOCAL MUNICIPALITY	198 488 196	0	52 414 862	45 292 180	208 006 073	504 201 310	377 934 338	56 689 438	69 577 534
68	SEDIBENG DISTRICT MUNICIPALITY	0	0	0	0	79 570	79 570	69 192	10 379	0
	KWAZULU NATAL	2 640 303 110	5 626 740	38 055 628	32 493 098	482 404 486	3 198 883 061	2 686 612 419	403 032 475	109 238 166
69	ABAQULUSI LOCAL MUNICIPALITY	52 536 257	12 584	0	0	17 281 243	69 830 084	56 131 678	8 421 628	5 276 778
70	ALFRED DUMA LOCAL MUNICIPALITY	42 465 418	0	0	0	0	42 465 418	36 926 450	5 538 968	0
71	AMAJUBA DISTRICT MUNICIPALITY	365 343	0	243 797	16 239	41 156	666 535	577 233	86 800	2 502
72	BIG 5 HLABISA LOCAL MUNICIPALITY	-2	0	0	0	0	-2	-2	0	0
73	CITY OF UMHLATHUZE LOCAL MUNICIPALITY	135 633 196	1 230 235	153 317	148 200	0	137 164 948	119 267 789	17 893 124	4 036
74	DANNHAUSER LOCAL MUNICIPALITY	0	0	0	0	0	0	0	0	0

Name of Municipality	(a) Age	Total debt is made up of
	Current	16 - 30 days	Current	16 - 30 days	Current	16 - 30 days	(b)(i) Total Capital	Total VAT	(b)(ii) Total Interest
75	DR NKOSAZANA DLAMINI ZUMA LOCAL MUNICIPALITY	18 415	0	2 545	0	0	20 960	18 208	2 731	21
76	EDUMBE LOCAL MUNICIPALITY	5 118 208	0	0	0	0	5 118 208	4 450 616	667 592	0
77	EMADLANGENI LOCAL MUNICIPALITY	2 020 573	0	0	0	0	2 020 573	1 757 020	263 553	0
78	ENDUMENI LOCAL MUNICIPALITY	18 996 139	0	0	0	0	18 996 139	16 519 983	2 476 156	0
79	ETHEKWINI METROPOLITAN MUNICIPALITY	1 512 335 557	0	5 185	0	0	1 512 340 742	1 315 078 890	197 261 841	11
80	GREATER KOKSTAD LOCAL MUNICIPALITY	-1 633	0	0	0	0	-1 633	-1 633	0	0
81	HARRY GWALA DISTRICT MUNICIPALITY	-584 999	161 024	0	0	0	-423 975	-427 098	1 947	1 175
82	ILEMBE DISTRICT MUNICIPALITY	819 821	780 852	1 013	0	0	1 601 686	1 392 771	208 916	0
83	IMPENDLE LOCAL MUNICIPALITY	0	0	0	0	0	0	0	0	0
84	INKOSI LANGALIBALELE LOCAL MUNICIPALITY	51 163 261	0	0	0	25 207 105	76 370 366	59 246 542	8 886 539	8 237 286
85	JOZINI LOCAL MUNICIPALITY	32 710	0	0	0	0	32 710	28 443	4 266	0
86	KING CETSHWAYO DISTRICT MUNICIPALITY	156 948	166 379	0	0	0	323 328	279 853	43 474	0
87	KWADUKUZA LOCAL MUNICIPALITY	104 639 975	0	0	0	0	104 639 975	90 991 283	13 648 692	0
88	MANDENI LOCAL MUNICIPALITY	0	0	0	0	0	0	0	0	0
89	MAPHUMULO LOCAL MUNICIPALITY	1 839	0	0	0	0	1 839	1 599	240	0
90	MKHAMBATHINI LOCAL MUNICIPALITY	0	0	0	0	0	0	0	0	0
91	MPOFANA LOCAL MUNICIPALITY	7 921 418	0	5 957 353	3 952 182	168 480 033	186 310 986	137 797 506	20 384 739	28 128 740
92	MSINGA LOCAL MUNICIPALITY	-3 304	0	0	0	0	-3 304	-2 782	-522	0
93	MSUNDUZI LOCAL MUNICIPALITY	480 468 091	0	45 104	24 039	1 592 529	482 129 763	415 304 937	62 535 103	4 289 724
94	MTHONJANENI LOCAL MUNICIPALITY	2 547 629	0	0	0	3 571 696	6 119 325	5 203 446	781 578	134 301
95	MTUBATUBA LOCAL MUNICIPALITY	11 550	9 548	0	0	0	21 098	17 917	2 688	493
96	NDWEDWE LOCAL MUNICIPALITY	0	0	0	0	0	0	0	0	0
97	NEWCASTLE LOCAL MUNICIPALITY	125 363 929	0	30 242 547	21 597 294	166 566 605	343 770 375	262 288 394	39 461 437	42 020 544
98	NKANDLA LOCAL MUNICIPALITY	4 021 175	0	0	0	0	4 021 175	3 484 208	522 631	14 336
99	NONGOMA LOCAL MUNICIPALITY	25 992	0	26 194	0	0	52 186	45 379	6 807	0
100	NQUTHU LOCAL MUNICIPALITY	3 574 987	0	0	0	0	3 574 987	3 108 684	466 303	0
101	OKHAHLAMBA LOCAL MUNICIPALITY	1 455	0	0	0	0	1 455	1 265	190	0

Name of Municipality	(a) Age	Total debt is made up of
	Current	Current	Current	Current	Current	Current	(b)(i) Total Capital	Total VAT	(b)(ii) Total Interest
102	RAY NKONYENI LOCAL MUNICIPALITY	14 348 518	0	0	0	0	14 348 518	12 476 972	1 871 546	0
103	RICHMOND LOCAL MUNICIPALITY	0	0	0	0	0	0	0	0	0
104	UBUHLEBEZWE LOCAL MUNICIPALITY	35 627	42 770	33 220	0	0	111 617	96 508	14 569	540
105	UGU DISTRICT MUNICIPALITY	305 961	1 673 529	0	0	0	1 979 491	1 721 959	257 037	494
106	ULUNDI LOCAL MUNICIPALITY	22 836 934	0	8 111	6 586 606	99 612 854	129 044 505	93 943 656	13 991 774	21 109 076
107	UMDONI LOCAL MUNICIPALITY	-57 247	70 103	0	0	0	12 856	10 655	2 201	0
108	UMFOLOZI LOCAL MUNICIPALITY	99 443	19 360	0	0	0	118 803	103 307	15 496	0
109	UMGUNGUNDLOVU DISTRICT MUNICIPALITY	8 567	0	0	0	0	8 567	7 449	1 117	0
110	UMHLABUYALINGANA LOCAL MUNICIPALITY	-1 000	0	0	0	0	-1 000	-870	-130	0
111	UMKHANYAKUDE DISTRICT MUNIC	3 832 673	0	79 841	0	0	3 912 513	3 409 374	502 361	779
112	UMLALAZI LOCAL MUNICIPALITY	7 920 573	0	0	0	0	7 920 573	6 887 455	1 033 118	0
113	UMNGENI LOCAL MUNICIPALITY	20 381 396	0	0	0	0	20 381 396	17 722 952	2 658 443	0
114	UMSHWATHI LOCAL MUNICIPALITY	-2	0	0	0	0	-2	-2	0	0
115	UMUZIWABANTU LOCAL MUNICIPALITY	0	0	0	0	0	0	0	0	0
116	UMVOTI LOCAL MUNICIPALITY	10 353 066	0	0	0	0	10 353 066	9 002 666	1 350 400	0
117	UMZIMKULU LOCAL MUNICIPALITY	0	0	0	0	0	0	0	0	0
118	UMZINYATHI DISTRICT MUNICIPALITY	897 411	221 356	710 537	148 451	51 264	2 029 019	1 758 677	267 133	3 209
119	UMZUMBE LOCAL MUNICIPALITY	171 762	0	0	0	0	171 762	148 285	22 243	1 234
120	UPHONGOLA LOCAL MUNICIPALITY	3 736 084	0	0	0	0	3 736 084	3 248 768	487 315	0
121	UTHUKELA DISTRICT MUNICIPALITY	4 311 747	199 515	181 736	16 056	0	4 709 054	4 094 838	614 217	0
122	ZULULAND DISTRICT MUNICIPALITY	1 471 651	1 039 484	365 126	4 032	0	2 880 292	2 491 189	376 216	12 887
	LIMPOPO	365 644 212	83 934	36 521 267	19 461 882	799 096 597	1 220 807 892	917 389 531	136 409 206	167 009 155
123	BA-PHALABORWA LOCAL MUNICIPALITY	10 296 929	0	0	0	0	10 296 929	8 953 852	1 343 078	0
124	BELA-BELA LOCAL MUNICIPALITY	12 529 223	0	16 264 129	6 505 124	534 614	35 833 091	22 204 295	3 349 128	10 279 668
125	BLOUBERG LOCAL MUNICIPALITY	5 796 357	0	68 663	0	0	5 865 021	5 100 018	765 003	0
126	CAPRICORN DISTRICT MUNICIPALITY	231 179	0	108 572	0	0	339 751	293 593	44 456	1 701
127	COLLINS CHABANE LOCAL MUNICIPALITY	442 394	0	0	0	0	442 394	344 466	97 928	0
128	ELIAS MOTSOALEDI LOCAL MUNICIPALITY	10 791 749	0	0	0	0	10 791 749	9 366 960	1 405 044	19 744

Name of Municipality	(a) Age	Total debt is made up of
	Current	Current	Current	Current	Current	Current	(b)(i) Total Capital	Total VAT	(b)(ii) Total Interest
129	EPHRAIM MOGALE LOCAL MUNICIPALITY	5 984 035	0	0	0	0	5 984 035	5 203 508	780 526	0
130	FETAKGOMO - GREATER TUBATSE LOCAL MUNICIPALITY	695 238	0	0	0	0	695 238	604 571	90 668	0
131	GREATER GIYANI LOCAL MUNICIPALITY	94 137	0	0	0	0	94 137	81 859	12 279	0
132	GREATER LETABA LOCAL MUNICIPALITY	2 276 535	0	0	0	0	2 276 535	1 979 595	296 939	0
133	GREATER TZANEEN LOCAL MUNICIPALITY	62 478 617	0	0	0	0	62 478 617	54 097 570	8 114 634	266 412
134	LEPELLE NKUMPI LOCAL MUNICIPALITY	333 195	0	0	0	0	333 195	289 735	43 460	0
135	LEPHALALE LOCAL MUNICIPALITY	12 968 872	0	83 097	0	0	13 051 969	11 340 038	1 702 157	9 774
136	MAKHADO LOCAL MUNICIPALITY	40 837 585	0	0	0	0	40 837 585	35 510 944	5 326 642	0
137	MAKHUDUTHAMAGA LOCAL MUNICIPALITY	36 690	0	0	0	0	36 690	31 904	4 786	0
138	MARULENG LOCAL MUNICIPALITY	27 376	0	0	0	0	27 376	23 805	3 571	0
139	MODIMOLLE-MOOKGOPHONG LOCAL MUNICIPALITY	24 901 644	0	19 975 470	12 956 758	541 353 824	599 187 696	430 035 176	63 881 053	105 271 466
140	MOGALAKWENA LOCAL MUNICIPALITY	28 617 694	68 719	21 335	0	0	28 707 749	24 643 089	3 696 463	368 196
141	MOLEMOLE LOCAL MUNICIPALITY	369 567	0	0	0	0	369 567	321 362	48 204	0
142	MOPANI DISTRICT MUNICIPALITY	2 782 672	0	0	0	0	2 782 672	2 342 185	440 487	0
143	MUSINA LOCAL MUNICIPALITY	14 281 246	0	0	0	62 547 185	76 828 431	52 507 211	7 863 053	16 458 168
145	POLOKWANE LOCAL MUNICIPALITY	110 045 238	0	0	0	0	110 045 238	95 690 601	14 354 637	0
146	SEKHUKHUNE DISTRICT MUNICIPALITY	2 727 234	0	0	0	0	2 727 234	2 424 021	303 213	0
147	THABAZIMBI LOCAL MUNICIPALITY	9 035 505	0	0	0	194 660 974	203 696 479	147 869 991	21 522 136	34 304 352
148	THULAMELA LOCAL MUNICIPALITY	941 719	0	0	0	0	941 719	818 886	122 833	0
149	VHEMBE DISTRICT MUNICIPALITY	6 121 581	15 215	1	0	0	6 136 796	5 310 296	796 827	29 673
	MPUMALANGA	907 660 119	7 516 615	437 595 269	295 614 172	8 067 142 378	9 715 528 552	6 871 695 575	1 013 313 981	1 830 518 996
150	BUSHBUCKRIDGE LOCAL MUNICIPALITY	8 592 270	9 556	41 218	47 295	2 795 848	11 486 187	9 591 898	1 438 956	455 332
151	CHIEF ALBERT LUTHULI LOCAL MUNICIPALITY	11 152 692	0	12 654 701	44 644	3 064 943	26 916 980	18 370 903	2 755 567	5 790 510
152	CITY OF MBOMBELA LOCAL MUNICIPALITY	233 332 697	7 506 989	59 540 611	50 613 658	119 353 057	470 347 013	347 286 841	52 077 008	70 983 163
153	DIPALESENG LOCAL MUNICIPALITY	10 767 510	0	3 135 474	28 792	40 966 490	54 898 267	36 562 627	5 480 622	12 855 018
154	DR J S MOROKA LOCAL MUNICIPALITY	45 430	0	46 800	0	0	92 230	149 401	-58 126	955
155	DR PIXLEY KA ISAKA SEME LOCAL MUNICIPALITY	11 194 699	0	0	0	0	11 194 699	9 734 521	1 460 178	0
Name of Municipality	(a) Age	Total debt is made up of
	Current	Current	Current	Current	Current	Current	(b)(i) Total Capital	Total VAT	(b)(ii) Total Interest
156	EMAKHAZENI LOCAL MUNICIPALITY	9 110 334	0	7 624 258	4 727 831	14 106 323	35 568 745	19 644 348	2 945 752	12 978 645
157	EMALAHLENI LOCAL MUNICIPALITY	202 206 778	0	184 122 466	105 468 608	3 765 940 297	4 257 738 149	2 980 551 539	438 233 357	838 953 253
158	GOVAN MBEKI LOCAL MUNICIPALITY	118 537 253	70	75 977 923	56 430 543	1 845 400 427	2 096 346 216	1 491 685 244	220 881 471	383 779 501
159	LEKWA LOCAL MUNICIPALITY	51 751 210	0	35 985 637	27 920 218	1 061 620 169	1 177 277 234	771 943 754	113 585 356	291 748 124
160	MKHONDO LOCAL MUNICIPALITY	23 505 497	0	19 843 787	10 989 345	140 688 284	195 026 912	143 033 710	21 658 341	30 334 861
161	MSUKALIGWA LOCAL MUNICIPALITY	40 017 013	0	25 819 186	16 502 497	98 578 799	180 917 495	129 653 393	19 441 736	31 822 366
162	NKANGALA DISTRICT MUNICIPALITY	38 741	0	0	0	0	38 741	33 549	5 032	159
163	NKOMAZI LOCAL MUNICIPALITY	18 159 927	0	19 840	0	0	18 179 768	15 801 662	2 370 249	7 857
164	STEVE TSHWETE LOCAL MUNICIPALITY	79 812 695	0	38 668	0	10 023	79 861 386	69 443 904	10 416 429	1 053
165	THABA CHWEU LOCAL MUNICIPALITY	53 638 796	0	9 123 742	8 066 497	731 152 976	801 982 010	607 390 361	87 677 266	106 914 383
166	THEMBISILE HANI LOCAL MUNICIPALITY	273 419	0	0	0	0	273 419	237 756	35 663	0
167	VICTOR KHANYE LOCAL MUNICIPALITY	35 523 158	0	3 620 958	14 774 245	243 464 742	297 383 103	220 580 164	32 909 122	43 893 817
	NORTH WEST	841 754 173	2 233 012	257 373 301	114 059 427	1 616 955 797	2 832 375 711	2 045 584 616	303 446 819	483 344 276
168	CITY OF MATLOSANA LOCAL MUNICIPALITY	245 873 306	686 256	57 731 377	49 476 792	295 308 522	649 076 254	498 853 779	74 629 652	75 592 823
169	DITSOBOTLA LOCAL MUNICIPALITY	19 888 630	9 034	15 811 342	10 967 219	580 419 857	627 096 083	403 251 980	58 948 453	164 895 650
170	DR RUTH SEGOMOTSI MOMPATI DISTRICT MUNICIPALITY	76 928	0	43 745	0	0	120 673	104 973	15 700	0
171	GREATER TAUNG LOCAL MUNICIPALITY	1 736 478	0	0	0	0	1 736 478	1 510 345	226 133	0
172	JB MARKS LOCAL MUNICIPALITY	127 779 494	0	22 790 470	0	0	150 569 964	130 832 609	19 624 891	112 464
173	KAGISANO-MOLOPO LOCAL MUNICIPALITY	338 156	0	218 868	0	0	557 024	484 492	72 532	0
174	KGETLENGRIVIER LOCAL MUNICIPALITY	8 221 795	22 347	3 127 140	2 967 531	128 124 786	142 463 600	102 472 991	15 057 349	24 933 259
175	LEKWA-TEEMANE LOCAL MUNICIPALITY	16 374 286	11 979	5 295 415	4 105 005	28 438 977	54 225 662	45 013 631	6 752 309	2 459 722
176	MADIBENG LOCAL MUNICIPALITY	61 889 822	112 129	46 638 872	27 191 585	49 111 665	184 944 072	146 411 142	21 880 992	16 651 938
177	MAHIKENG LOCAL MUNICIPALITY	434 909	46 888	82 618	99 498	4 887 425	5 551 338	4 299 862	616 684	634 793
179	MAMUSA LOCAL MUNICIPALITY	5 765 300	230 076	4 542 741	2 651 415	84 228 354	97 417 888	64 355 570	9 487 426	23 574 891
180	MAQUASSI HILLS LOCAL MUNICIPALITY	17 729 506	1 037 353	4 969 338	5 017 932	10 719 534	39 473 662	29 198 825	4 354 983	5 919 854
181	MORETELE LOCAL MUNICIPALITY	822 572	0	0	0	0	822 572	705 339	105 799	11 434
182	MOSES KOTANE LOCAL MUNICIPALITY	548 174	0	0	0	0	548 174	476 087	72 087	0
183	NALEDI LOCAL MUNICIPALITY	28 783 257	0	7 755 111	7 018 725	325 325 325	368 882 419	248 644 382	36 372 825	83 865 212
Name of Municipality	(a) Age	Total debt is made up of
	Current	Current	Current	Current	Current	Current	(b)(i) Total Capital	(b)(i) Total Capital	(b)(i) Total Capital
184	NGAKA MODIRI MOLEMA DISTRICT MUNICIPALITY	-295 536	0	0	0	0	-295 536	-215 388	-80 148	0
185	RAMOTSHERE MOILOA LOCAL MUNICIPALITY	9 014 105	76 950	6 463 760	4 232 882	45 036 315	64 824 013	49 482 277	7 418 730	7 923 006
186	RATLOU LOCAL MUNICIPALITY	946 515	0	0	0	0	946 515	823 499	123 015	0
187	RUSTENBURG LOCAL MUNICIPALITY	281 951 757	0	81 890 831	318 076	470 551	364 631 215	270 476 067	40 580 472	53 574 676
	NORTHERN CAPE	344 185 847	491 368	72 340 140	33 725 145	1 657 186 468	2 107 928 968	1 459 764 851	215 637 494	432 526 623
188	!KHEIS LOCAL MUNICIPALITY	48 605	69 735	0	0	0	118 339	101 008	15 151	2 181
189	DAWID KRUIPER LOCAL MUNICIPALITY	28 287 216	0	0	0	0	28 287 216	23 958 504	3 593 776	734 936
190	DIKGATLONG LOCAL MUNICIPALITY	4 921 723	0	11 199 072	2 405 857	114 259 861	132 786 514	89 544 028	13 103 909	30 138 577
191	EMTHANJENI LOCAL MUNICIPALITY	11 133 067	0	8 300 662	4 886 344	71 524 133	95 844 205	70 079 616	10 497 178	15 267 411
192	GAMAGARA LOCAL MUNICIPALITY	40 057 404	0	10 154 304	10 199	229 882 298	280 104 206	204 883 347	30 542 311	44 678 547
193	GA-SEGONYANA LOCAL MUNICIPALITY	16 881 579	0	0	0	0	16 881 579	11 686 218	1 752 933	3 442 428
194	HANTAM LOCAL MUNICIPALITY	2 883 373	0	0	0	0	2 883 373	2 507 281	376 092	0
195	JOE MOROLONG LOCAL MUNICIPALITY	1 412 277	0	707 836	0	0	2 120 114	1 740 990	261 101	118 023
196	KAI !GARIB LOCAL MUNICIPALITY	9 161 264	0	6 550 145	4 832 837	318 372 016	338 916 262	233 828 207	34 086 755	71 001 300
197	KAMIESBERG LOCAL MUNICIPALITY	823 637	353 168	1 213 979	997 020	19 450 858	22 838 661	17 337 681	2 589 369	2 911 612
198	KAREEBERG LOCAL MUNICIPALITY	-270	0	0	0	0	-270	-512	242	0
199	KAROO HOOGLAND LOCAL MUNICIPALITY	30 511	0	0	0	0	30 511	26 531	3 980	0
200	KGATELOPELE LOCAL MUNICIPALITY	3 289 068	0	0	0	0	3 289 068	2 211 400	331 710	745 958
201	KHAI-MA LOCAL MUNICIPALITY	1 231 326	64 307	906 888	633 133	17 567 862	20 403 516	13 323 309	1 977 493	5 102 715
202	MAGARENG LOCAL MUNICIPALITY	2 931 296	0	2 357 735	1 645 332	58 243 830	65 178 194	42 469 756	6 244 447	16 463 991
203	NAMA KHOI LOCAL MUNICIPALITY	10 417 488	0	8 818 618	6 424 048	110 568 882	136 229 036	90 015 279	13 537 080	32 676 677
204	PHOKWANE LOCAL MUNICIPALITY	19 782 404	0	5 952 228	5 309 723	116 395 538	147 439 893	105 562 316	15 735 134	26 142 443
205	RENOSTERBERG LOCAL MUNICIPALITY	1 477 358	0	1 185 868	989 069	88 517 636	92 169 930	55 603 383	8 014 615	28 551 933
206	RICHTERSVELD LOCAL MUNICIPALITY	1 962 553	4 158	1 434 466	1 146 780	8 269 265	12 817 222	9 932 841	1 489 888	1 394 493
207	SIYANCUMA LOCAL MUNICIPALITY	12 218 530	0	3 488 128	0	150 826 726	166 533 384	104 722 521	15 334 349	46 476 514
208	SIYATHEMBA LOCAL MUNICIPALITY	3 388 979	0	2 709 253	1 774 437	63 576 385	71 449 053	50 090 782	7 391 879	13 966 392
209	SOL PLAATJE LOCAL MUNICIPALITY	145 089 302	0	9 043	7 744	0	145 106 089	120 503 185	18 075 478	6 527 427
210	THEMBELIHLE LOCAL MUNICIPALITY	1 990 003	0	1 654 177	1 227 199	77 900 543	82 771 921	49 523 127	7 197 184	26 051 609

Name of Municipality	(a) Age	Total debt is made up of
	Current	Current	Current	Current	Current	Current	(b)(i) Total Capital	(b)(i) Total Capital	(b)(i) Total Capital
211	TSANTSABANE LOCAL MUNICIPALITY	13 003 441	0	3 368 820	60 023	147 252 789	163 685 073	106 538 739	15 626 285	41 520 049
212	UBUNTU LOCAL MUNICIPALITY	2 621 811	0	2 131 961	1 375 400	64 577 847	70 707 019	45 485 525	6 645 686	18 575 807
213	UMSOBOMVU LOCAL MUNICIPALITY	9 141 904	0	196 956	0	0	9 338 860	8 089 790	1 213 469	35 601
	WESTERN CAPE	2 128 610 643	468 097	13 559 252	8 907 022	4 955 170	2 156 500 183	1 871 098 781	280 628 568	4 772 834
214	BEAUFORT WEST LOCAL MUNICIPALITY	16 618 073	2	1 350 357	0	0	17 968 433	15 290 788	2 293 692	383 953
215	BERGRIVIER LOCAL MUNICIPALITY	13 025 659	0	0	0	0	13 025 659	11 326 660	1 698 999	0
216	BITOU LOCAL MUNICIPALITY	14 779 187	367	0	0	0	14 779 554	12 851 778	1 927 776	0
217	BREEDE VALLEY LOCAL MUNICIPALITY	46 785 107	0	0	0	0	46 785 107	40 682 700	6 102 407	0
218	CAPE AGULHAS LOCAL MUNICIPALITY	12 318 050	0	0	0	0	12 318 050	10 711 347	1 606 702	0
219	CEDERBERG LOCAL MUNICIPALITY	11 422 826	129 097	9 243 198	6 468 139	3 421 849	30 685 109	25 517 245	3 827 587	1 340 277
220	CITY OF CAPE TOWN METROPOLITAN MUNICIPALITY	1 344 766 378	203 828	52 964	13 250	89 301	1 345 125 721	1 169 720 089	175 397 831	7 801
221	DRAKENSTEIN LOCAL MUNICIPALITY	209 005 120	0	0	0	0	209 005 120	181 253 161	27 210 855	541 104
222	EDEN DISTRICT MUNICIPALITY	66 031	0	0	0	0	66 031	57 192	8 579	260
223	GEORGE LOCAL MUNICIPALITY	71 141 484	0	0	0	0	71 141 484	61 862 160	9 279 324	0
224	HESSEQUA LOCAL MUNICIPALITY	4 483 848	0	0	0	0	4 483 848	3 898 092	585 757	0
225	KANNALAND LOCAL MUNICIPALITY	4 738 693	0	2 901 594	2 425 633	1 444 020	11 509 940	8 530 103	1 279 516	1 700 321
226	KNYSNA LOCAL MUNICIPALITY	27 494 603	15	1 431	0	0	27 496 048	23 908 113	3 586 217	1 718
227	LAINGSBURG LOCAL MUNICIPALITY	469 439	0	0	0	0	469 439	407 232	60 963	1 244
228	LANGEBERG LOCAL MUNICIPALITY	42 248 052	0	0	0	0	42 248 052	36 737 436	5 510 615	0
229	MATZIKAMA LOCAL MUNICIPALITY	14 285 691	0	0	0	0	14 285 691	11 833 676	1 775 051	676 964
230	MOSSEL BAY LOCAL MUNICIPALITY	50 700 673	0	0	0	0	50 700 673	43 985 167	6 597 775	117 731
231	OUDTSHOORN LOCAL MUNICIPALITY	23 009 623	0	0	0	0	23 009 623	20 008 367	3 001 255	0
232	OVERSTRAND LOCAL MUNICIPALITY	40 485 198	0	0	0	0	40 485 198	35 204 520	5 280 678	0
233	PRINS ALBERT LOCAL MUNICIPALITY	1 646 075	0	52	0	0	1 646 126	1 431 369	214 705	52
234	SALDANHA BAY LOCAL MUNICIPALITY	40 339 866	96 939	0	0	0	40 436 804	35 161 624	5 274 246	935
235	STELLENBOSCH LOCAL MUNICIPALITY	52 626 589	37 845	9 337	0	0	52 673 770	45 803 178	6 870 478	115
236	SWARTLAND LOCAL MUNICIPALITY	33 945 087	0	320	0	0	33 945 407	29 517 468	4 427 614	325
237	SWELLENDAM LOCAL MUNICIPALITY	9 975 014	0	0	0	0	9 975 014	8 673 880	1 301 134	0
Name of Municipality	(a) Age	Total debt is made up of
	Current	Current	Current	Current	Current	Current	(b)(i) Total Capital	(b)(i) Total Capital	(b)(i) Total Capital
238	THEEWATERSKLOOF LOCAL MUNICIPALITY	9 787 132	0	0	0	0	9 787 132	8 510 552	1 276 579	0
239	WEST COAST DISTRICT MUNICIPALITY	1 194 027	0	0	0	0	1 194 027	1 038 255	155 738	34
240	WITZENBERG LOCAL MUNICIPALITY	31 253 122	3	0	0	0	31 253 124	27 176 630	4 076 494	0