Questions and Replies

Reply:

Transmission projects have been identified and are funded up to FY26 through the government debt relief package. These projects are for integrating renewable energy in line with determinations issued according to S34 of the Electricity Regulations Act (ERA). The priority programme consists of 47 projects that will deliver 37GW of grid connection capability. A total of 12 of these projects are at the procurement stage, in preparation to start construction.

In line with the grid code, transmission infrastructure is planned and constructed with redundancy, often called “N-1”. The grid is therefore largely redundant to ensure resiliency.

Transmission has also increased its budgets significantly for the replacement of assets at the end of life. This will address aged assets as observed by the VGBE consultants in their recent report. Transmission however plans to carry out performance using world best practices, again as observed in the report by VGBE consultants. We also conduct asset condition assessments that can inform us in advance of assets at risk of failure

To respond to failures that may still occur even after all this due care, we keep strategic and critical spares. Transmission continues to conduct research in areas that will improve grid resilience, such as new physical and cyber security standards and alternative materials.

Reply:

(a)It is incorrect to suggest there has been a recent “high frequency of load shedding”. It is important to note that Stage 6, which occurred from 09 February 2024 midnight until 11 February 2024 midday, was an outlier due to the multiple generation units being taken offline.The gradual improvement brought about by the Generation Operational Recovery Plan has started to be visible as far as the frequency and intensity of loadshedding in the past five and half months, September 2023 to mid-February 2024

A comparison of loadshedding between December 2022 and February 2023 (from 1 December 2022 to 16 February 2023) and in the same period (1 December 2023 to 16 February 2024) indicates that loadshedding hours were reduced from 1 801.25 to 1 217.98, which is about 600 hours less.

It is important to note that renewable energy does not, and will not address, baseload requirements due to its intermittent nature, which depends on sunshine and wind speed. Whilst we continue to ensure ease of path for the development of our renewable basket, including battery storage capacity, we are fast-tracking efforts to ensure, in the short to medium term, work is initiated to convert the current (diesel) peaking plants to gas-to-energy facilities capable of operating as baseload stations.

(b) The improvement of the EAF and unplanned outages results from the concerted efforts focusing on priority power stations (Kusile, Kendal, Majuba, Matla, Tutuka and Duvha), where each power station has its detailed recovery plan. A total of 3 510MW was recovered by January 2024 through these interventions.

The highest level of planned maintenance was performed between December 2023 and January 2024, reaching an average of 18% of the generation capacity. The downside of increased maintenance was a negative impact on EAF. However, the deliberate spike in planned maintenance aims to improve the reliability of the generation fleet, deliver long-term benefits, and ensure the security of the energy supply.

Although heightened maintenance negatively impacted the Energy Availability Factor (EAF), it remains a necessary trade-off, as the deliberate spike in planned maintenance is intended to improve the generation fleet's reliability to deliver long-term benefits and ensure the security of the energy supply is restored. Not only has the plan started to yield desirable results as far as EAF is concerned, but the Unplanned Capacity Loss Factor (unplanned outages) has also taken a positive turn from 34% of the generation capacity in January 2023 to 30% in January 2024

The gradual improvement brought about by the Generation Operational Recovery Plan has starting to be visible as far as the frequency and intensity of loadshedding in the past five and half months, September 2023 to mid-February 2024

Based on linear modelling undertaken by the Ministry, had Planned Maintenance been reduced by 25-50% from September 2023 to February 2024, Load shedding could have been wholly averted for this period, and consequently, a much improved EAF performance could have been reported; edging annualised EAF performance closer to the planned 65% target to March 2023.However, this would have left the system vulnerable and weaker going into winter 2024.

The notion that Eskom’ is experiencing a further decline in performance is not supported by the factual position, as reported. It is also important to emphasise that the setback of implementing Stage 6 from 09 February 2024 midnight until 11 February 2024 midday was an outlier due to the multiple generation units being taken offline.While EAF has not tracked in line with the planned performance, the declining trend, which has been ongoing for the past six years, has been arrested.

The reduction in the intensity and frequency of loadshedding and the positive EAF trajectory is evident indicators of improvements in the generation fleet's performance. The focus remains on sustaining this trajectory.

 

Reply:

1) There is no new flue gas desulphurisation plant being constructed, but the temporary stacks were constructed to allow continued operation of Units 1, 2 and 3 while the repairs on the existing permanent stacks are being conducted. The work has commenced, and the targeted completion date is 31 December 2024. The exemption granted by the DFFE is up to 31 March 2025.

(2) Eskom has entered into a long-term contract with the FGD plant's Original Equipment Manufacturer for operation and maintenance, including technical support.

Reply:

(a) The improvement of the EAF and unplanned outages results from the concerted efforts focusing on priority power stations (Kusile, Kendal, Majuba, Matla, Tutuka and Duvha), where each power station has its detailed recovery plan. A total of 3 510MW was recovered by January 2024 through these interventions.

The highest level of planned maintenance was performed between December 2023 and January 2024, reaching an average of 18% of the generation capacity. The downside of increased maintenance was a negative impact on EAF. However, the deliberate spike in planned maintenance aims to improve the reliability of the generation fleet, deliver long-term benefits, and ensure the security of the energy supply.

Although heightened maintenance negatively impacted the Energy Availability Factor (EAF), it remains a necessary trade-off, as the deliberate spike in planned maintenance is intended to improve the generation fleet's reliability to deliver long-term benefits and ensure the security of the energy supply is restored. Not only has the plan started to yield desirable results as far as EAF is concerned, but the Unplanned Capacity Loss Factor (unplanned outages) has also taken a positive turn from 34% of the generation capacity in January 2023 to 30% in January 2024

The gradual improvement brought about by the Generation Operational Recovery Plan has starting to be visible as far as the frequency and intensity of loadshedding in the past five and half months, September 2023 to mid-February 2024

Based on linear modelling undertaken by the Ministry, had Planned Maintenance been reduced by 25-50% from September 2023 to February 2024, Load shedding could have been wholly averted for this period, and consequently, a much improved EAF performance could have been reported; edging annualised EAF performance closer to the planned 65% target to March 2023.However, this would have left the system vulnerable and weaker going into winter 2024.

The notion that Eskom’ is experiencing a further decline in performance is not supported by the factual position, as reported. It is also important to emphasise that the setback of implementing Stage 6 from 09 February 2024 midnight until 11 February 2024 midday was an outlier due to the multiple generation units being taken offline.While EAF has not tracked in line with the planned performance, the declining trend, which has been ongoing for the past six years, has been arrested.

The reduction in the intensity and frequency of loadshedding and the positive EAF trajectory is evident indicators of improvements in the generation fleet's performance. The focus remains on sustaining this trajectory.

(b) The increase in planned maintenance (September 2023 – February 2024) has created buffers in the available capacity going into winter 2024. From the end of March 2024, we will begin reducing planned maintenance from the high of 8000 MW (January 2024) to 5000 MW in April 2024 and to around 4000 MW in May 2024. Effectively, this will account for 4000 MW available to the system during the winter 2024 peak season.

In addition, Medupi Unit 4 (800 MW) will return to service in August 2024, followed by Koeberg Unit 2 (980 MW) in September. Further, Kusile Unit 6 (800 MW) will be synchronised to the grid in December 2024, adding up to 2,300 MW of additional capacity during the year.

These will similarly improve EAF performance (year on year). Coupled with the expected improved performance (or reduced failure rate) due to the aggressive maintenance programme, all indications are that we are on track to achieve the planned target for March 2025.

 

 

Reply:

1. – (b) (i) (ii) (aa) (bb) (cc) (dd) & (ee) The Ministry has not be initiated specific events of its own, but will, however participate in the planned programmes by the Presidency and other government departments.

Reply:

Transmission is collaborating with industry stakeholders through the Department of Trade Industry & Competition (DTIC) and the Industrial Development Corporation (IDC). We have been meeting with the DTIC and industry since 2022, specifically to evaluate industrial capacity, identify opportunities and support the growth of industrial capacity. One such identified opportunity is steel fabrication, where Eskom is working with the IDC to capacitate five new factories. Another one is construction contractors, where Eskom is undertaking an incubation programme with five companies and intends to assist in further capacitation. A memorandum of agreement (MoA) is presently being finalised and will be signed between Eskom and the IDC.

Eskom Distribution is working with municipalities and industry partners as follows:

1. Direct stakeholder engagements: Eskom is engaging with various stakeholders on new products, for example, we had community engagements in two provinces discussing the load-limiting programme. We are also engaging other provinces on the use of smart meters for load reduction, to ensure energy security with lower levels of loadshedding by voluntarily switching off loads in a systematic way.

2. Industry collaborations: Eskom is involved in the deployment of microgrids through the appointment of contractors to engineer, construct and hand over to Eskom. A total of 33 have been done to date, and more are on the way. These come with battery energy storage systems.

Eskom is also engaging various industry associations to discuss issues of interest and plans that are of mutual benefit, to take the industry forward.

3. Localization: transformer, line equipment, and construction companies - we are developing a Technically Evaluated and Accepted Products (TEAP) list. This shortens the time to tender and select companies that provide services. Localization creates employment and new players and sustains the local steel industry. The TEAP list is a living document that is updated as and when new suppliers enter the market. Products in the list meet the Eskom standards.

4. Training courses: Eskom Distribution offers training courses to engineers, even external to Eskom when requested to do so.

Reply:

Currently, the State Security Agency (SSA) Budget is allocated according to the following Programmes:- 1) Administration, 2) Oversight and Control, 3) Domestic Intelligence, 4) Foreign Intelligence, 5) National Communication and 6) Intelligence Academy.

Therefore with few adjustments, it will be less complicated to draw up the budgets of the separated entities as soon as the Bill is promulgated into law. The National Treasury has been alerted to the possible separation of the entities and the need to make the relevant adjustment budgets.

REPLY COORDINATOR

Name :

Designation :

Contacts :

Recommended / Not recommended

___________________________

Ambassador Nozuko Bam

Acting Director-General: State Security Agency

Date:

Approved / Not Approved

________________________

Khumbudzo Ntshavheni , MP,

Minister in The Presidency

Date:

Reply:

The is no intention to transfer the National Language Unit to The Presidency. The functions around national language policy are determined by the Ministry of Arts and Culture as the designated department.

 

NAME OF THE DRAFTER :

DESIGNATION :

CONTACT DETAILS :

SIGNATURE : ____________________________

_____________________________

Phindile Baleni (Ms)

Director General and Secretary of Cabinet

Date:

__________________________

Khumbudzo Ntshavheni

Minister in the Presidency

Date:

Reply:

The question falls out of the scope of my portfolio it should be directed to the Minister of Public Services and Administration.

 

NAME OF THE DRAFTER :

DESIGNATION :

CONTACT DETAILS :

SIGNATURE : ____________________________

_____________________________

Phindile Baleni (Ms)

Director General and Secretary of Cabinet

Date:

__________________________

Khumbudzo Ntshavheni

Minister in the Presidency

Date:

Reply:

The Agency diversifies the sector through the support of community and small commercial media. The support is both financial and non-financial. The approach of the Agency in determining the diversity is through ownership of the entity, language utilised in the media entity, content being disseminated by the organisation as well as gender and disabilities disparities. Freedom of expression is a critical pillar of a healthy democracy. The support of community media and small commercial has no impediment on the public broadcaster and free press and is an extension of media channels to enhance access to information as part of democracy. The existence of a community media sector complements the work of the public broadcaster so that public news, education and information are also accessed in areas where public broadcaster has network/coverage limitation and improves reporting of matters that are of interest to communities closest to the location of community media.

NAME OF THE DRAFTER : PROF. HLENGANI MATHEBULA

DESIGNATION : MDDA BOARD CHAIRPERSON

CONTACT DETAILS : +27 82 448 9219

SIGNATURE :

_____________________________

Nomonde Mnukwa (Ms)

Acting Director-General: Government Communication and Information System

(GCIS)

Date:

__________________________

Khumbudzo Ntshavheni

Minister in the Presidency

Date:

Reply:

The Presidential Employment Stimulus is coordinated by the Presidency while the budgets and implementation sit with line departments

The pandemic illustrated the vulnerability of our food production and distribution systems. Although exempt from the strictest lockdown regulations, the sector faced severe challenges with disruptions to production and marketing experienced by many small-scale farmers. The Presidential Employment Stimulus has provided production input vouchers to subsistence farmers, to assist them back into production.

In the 2022/ 23 financial year, a total of 104, 906 beneficiaries were reached with vouchers using rollover funds. This is made up of 70% female and 30% male. In the current financial year, a further 17,000 beneficiaries were added to the programme.

Presidential Employment Stimulus – Dashboard is available on www.sons.gov.za

 

NAME OF THE DRAFTER :

DESIGNATION :

CONTACT DETAILS :

SIGNATURE : ____________________________

_____________________________

Phindile Baleni (Ms)

Director General and Secretary of Cabinet

Date:

__________________________

Khumbudzo Ntshavheni

Minister in the Presidency

Date:

Reply:

The total amount of R 10 571 360.75 was utilized for BRICS related expenditure. We do not have the split with regards to the Summit and the Parliamentary Forum.

REPLY COORDINATOR

Name :

Designation :

Contacts :

Recommended / Not recommended

___________________________

Ambassador Thembisile C Majola

Director-General: State Security Agency

Date:

Approved / Not Approved

________________________

Khumbudzo Ntshavheni , MP,

Minister in The Presidency

Date:

Reply:

Ethics cannot be considered in a vacuum. It is therefore imperative that we consider the historical as well as current context of the South African media. South African media has a dark history of hegemonic control, censorship, and manipulation in the interest of implementing the apartheid project, resisted only by a few brave independent publications and the conscientised media activists of the liberation struggle era.

The resulting legacy could not be – and is not – easy to undo. Oligopoly and lack of diversity persist, narrowing the public space for access to information and debate in a socio-political and economic landscape where English and Afrikaans dominate all platforms, pay-walls encroach, data is expensive and online access limited. Further constraints come in the form of the perceived imperatives of digital news production and dissemination and the fragmenting impact of the entry, via social media, of multiple unaccountable new voices.

To the traditional media roles of informing, educating and entertaining and, as the ‘Fourth Estate’, speaking truth to and asserting checks on power, have been added new responsibilities: countering the self-reinforcing echo chambers of social media; fighting mis- and disinformation; and counterbalancing the hegemony of powerful international information platforms such as Facebook, TikTok and Google.

These are heavy duties. Yet for the proper functioning of a modern participatory democracy, the South African media must be free, proactive, professional, inquiring and accessible. Only then can the media effectively include all citizens in the public discourse and support them in discovering information and forming opinions. Yet the Global Disinformation Index suggests that 41% of South Africans distrust the media and 70% are concerned about the problem of distinguishing valid from ‘fake’ news.

South Africa has a constitution that enshrines the right to freedom of expression and media freedom. However, like in many countries, balancing these rights with ethical considerations is an ongoing challenge. In addition to media being regulated by the country’s constitution and laws, and they are also regulated by the codes they have voluntarily adopted to regulate themselves:

• the Press Council’s South African Press Code;
• the Broadcast Complaints Commission’s Code of Conduct for Free-to-Air Broadcasting Service Licensees and its Code of Conduct for Subscription Broadcasting Service Licensees; and
• the Digital Media and Marketing Association’s Professional Code of Conduct.

Through the Government Communication and Information System (GCIS) government continues to ensure that information needs of citizens are met. The GCIS is geared towards ensuring that South Africans receive information in a timely manner, to empower their engagement on important issues that affect their lives as well as the development of communities.

Furthermore, the GCIS has tried and tested platforms such as Vuk’uzenzele newspaper, SAnews, My District Today newsletter, PSM magazine and radio services which boost government efforts to reach the public and contribute to ensuring that the public has access to balanced information. Equally, the social-media platforms managed by the GCIS are regularly updated to ensure they are more effective in conveying government content.

In order to ensure that the community media sector adheres to principles of ethical journalism; the MDDA has since 2019 implemented fact checking training for the sector. Journalists are the first line of defence against information abuse and fake news. Fact-checking is one of the most important elements of the proofreading process. As the name implies, fact-checking in proofreading involves verifying the accuracy of the information included in a document. This practice is essential for producing factually accurate content material that is both reliable and credible.

 

NAME OF THE DRAFTER : PROF. HLENGANI MATHEBULA

DESIGNATION : MDDA BOARD CHAIRPERSON

CONTACT DETAILS : +27 82 448 9219

SIGNATURE :

_____________________________

Nomonde Mnukwa (Ms)

Acting Director-General: Government Communication and Information System

(GCIS)

Date:

__________________________

Khumbudzo Ntshavheni

Minister in the Presidency

Date:

Reply:

(b) Deputy Minister Morolong undertook an approved private trip to attend the Rugby World Cup Final in France. He departed from O.R Tambo International Airport on the 26th October 2023.

(c ) He was not accompanied by any member of his staff.

1. No one travelled with Deputy Minister Morolong
2. 0 number of staff
3. R 0

(aa) R 0

(bb) R 0

(cc) R 0

 

NAME OF THE DRAFTER : Mr Mosimanegape Moleme

DESIGNATION : Head: Office of the Deputy Minister

CONTACT DETAILS : 081 048 8971

SIGNATURE : ____________________________

_____________________________

Phindile Baleni (Ms)

Director General and Secretary of Cabinet

Date:

__________________________

Khumbudzo Ntshavheni

Minister in the Presidency

Date:

Reply:

The reply to this question has been logged with the Parliamentary Joint Standing Committee on Intelligence (JSCI).

REPLY COORDINATOR

Name :

Designation :

Contacts :

Recommended / Not recommended

___________________________

Ambassador Nozuko Bam

Director-General: State Security Agency

Date:

Approved / Not Approved

________________________

Khumbudzo Ntshavheni , MP,

Minister in The Presidency

Date:

Reply:

The reply to this question has been logged with the Parliamentary Joint Standing Committtee on Intelligence (JSCI).

REPLY COORDINATOR

Name :

Designation :

Contacts :

Recommended / Not recommended

___________________________

Ambassador Thembisile C Majola

Director-General: State Security Agency

Date:

Approved / Not Approved

________________________

Khumbudzo Ntshavheni , MP,

Minister in The Presidency

Date:

Reply:

The reply to this question has been logged with the Parliamentary Joint Standing Committee on Intelligence (JSCI).

REPLY COORDINATOR

Name :

Designation :

Contacts :

Recommended / Not recommended

___________________________

Ambassador Nozuko Bam

Director-General: State Security Agency

Date:

Approved / Not Approved

________________________

Khumbudzo Ntshavheni , MP,

Minister in The Presidency

Date:

Reply:

1(a) The Presidency reconfiguration project is aimed at repositioning the Presidency / the strategic center of government to be “fit-for-purpose” to support the President and Deputy President in the execution of their responsibilities. The Reconfiguration Task Team was appointed in 2020 to oversee the implementation of this project.

(b) The Presidency strategically partnered with GTAC to assist the organisation with the development of a future service delivery model and configuration of the strategic center of government.

2. As part of the diagnostic phase, the RRTT conducted a critical analysis of the “as-is” of the Presidency, DPME, and GCIS, with a view to determine whether they are optimally configured to deliver on their respective mandates. This assessment is an internal working document, and will be included as part of the final business case developed for this reconfiguration.

3. In March 2020, following the declaration of the COVID-19 National State of Disaster as well as following the July 2021 unrest, the Presidency had to reprioritise its efforts and refocus its work on the implementation interventions to firstly mitigate and fight the pandemic and to deal with the socio- economic impact of both the pandemic and the July 2021 unrest. This resulted in the delay in the finalisation of the reconfiguration project.

 

NAME OF THE DRAFTER: Nombongo Zwelibanzi

DESIGNATION: Chief Director: Office of the COO

CONTACT DETAILS :012 3005375/0794996991

SIGNATURE: ____________________________

_____________________________

Phindile Baleni (Ms)

Director General and Secretary of Cabinet

Date:

__________________________

Khumbudzo Ntshavheni

Minister in the Presidency

Date:

Reply:

1(a)(ii) Brand SA is listed as schedule 3A in the PFMA and is not required to conclude a Shareholder’s Compact, however Minister signs-off Governance Agreement with the Board. As a start, on 8 July 2021, the former Acting Minister Ms Khumbudzo Ntshavheni granted concurrence to then Chairperson of Brand SA, Ms Thandi Tobias for the appointment of Ms Sithembile Ntombela, the current acting CEO. At that time, the Board complied with various sections of the Trust Deed, which allow the Board to make an appointment subject to concurrence being granted by the Minister. On the extension of the acting tenure of the incumbent, at the Board meeting held on 27 October 2022, a resolution was taken that the term of office of the Acting CEO be extended until June 2023 or until the new Board decides otherwise.

b) The Board of Trustees of Brand SA in their meeting of the 27th of October 2022 resolved to extend the Acting appointment of the CEO to June 2023 or until the new Board decide otherwise and therefore the new Board that has been appointed will be given an opportunity as per its powers to decide. (c) Not Applicable;

(2) (a) Not Applicable and (b) Not Applicable NW3325E

Name of the Drafter: Mr Sandile Nene

Designation: Chief Director

Contact details: 012 473 3658

_____________________

Nomonde Mnukwa (Ms)

Acting Director - General

Date:

_________________________

Khumbudzo Ntshavheni (Ms)

Minister in the Presidency

Date:

Reply:

National Treasury has reduced the SSA Budget by R 120.0m

REPLY COORDINATOR

Name : NA Marotholi

Designation : Chief Financial Officer

Contacts :

Recommended / Not recommended

___________________________

Ambassador Thembisile C Majola

Director-General: State Security Agency

Date:

Approved / Not Approved

________________________

Khumbudzo Ntshavheni , MP,

Minister in The Presidency

Date:

Reply:

Yes, Brand South Africa has developed proactive and responsive campaigns in support of the economic recovery plan.

International Investment Drive

• This is why we matter

Brand South Africa, through its international media campaign, used the thematic approach to reassure investors, why they should invest in South Africa. This is aligned to positioning South Africa as an investment hub in Africa through the "This is Why We Matter” campaign, which gives investors information and facts around South Africa's regulatory systems/bodies in some of the following sectors: financial, technological, legal etc.

The campaign highlights the role of regulatory / professional bodies related to the sectors and how they set standards ato enforce compliance without the need of government intervention – leading to more effective regulation. The campaign was flighted on business platforms targeting Facebook and Programmatic Displays via the Insider online magazine, CNBC online and Forbes Online.

• Reuters

Brand South Africa's international media partnership with Reuters was implemented, targeting key business decision-makers in key markets through video, highlighting the role of South African Exports and encouraging investment and growth of South Africa. Target markets included Argentina, Bolivia, Brazil, Chile, Columbia, Ecuador, Guyana, Paraguay, Peru, Suriname, Uruguay, Venezuela to reach key business decision-makers as well as the BRICS bloc, as South Africa prepared to chair the bloc later in the year.

 

Domestic - Entrepreneurial Skills Development Campaigns: To indirectly contribute towards economy growth and job creation.

• Play Your Part Ignite

 

PYP Ignite is a cross-country roadshow providing mentorships to a variety of educational centres and TVET (Technical and Vocational Education and Training) colleges and providing youth the opportunity to reach their entrepreneurial dreams through mentorship and onthe-ground guidance (how to pitch their businesses). To date, Brand South Africa hosted

PYP Ignite activations in Gauteng, North West, KZN, Mpumalanga & Western Cape,

The Play Your Part Ignite Masterclass hosted students and entrepreneurs of varying ages, from a multiple TVET Colleges.

• Play Your Part Academy

Brand South Africa’s Play Your Part Academy was launched with the aim of highlighting small businesses’ potential impact aligned to the economic recovery and reconstruction strategy, and how South Africans at large can play a part in contributing to their business growth. The campaign seeks to empower small business owners through financial and non-financial tools that will help recover their businesses back to financial health after the challenges that the country has been facing.

The ‘PYP Small Business Academy’ provides free practical courses for aspiring entrepreneurs who seek to grow their businesses. The online academy hosts world-class practical business courses that empower business owners with the tools and skills to achieve their business goals. The courses have been designed to assist with a hands-on approach, whether accessed by a student, a startup, small business, or a working professional.

Pertaining to the tourism promotion strategies, the entity better positioned to respond, is South African Tourism, SAT as this specifically speak to their mandate.

 

 

 

 

NAME OF THE DRAFTER : Sithembile Ntombela

DESIGNATION : Acting Chief Executive Officer, Brand South Africa

CONTACT DETAILS : [email protected]

 

SIGNATURE : ____________________________

 

 

 

 

 

 

 

_____________________________

Nomonde Mnukwa (Ms)

Acting Director General

 

Date:

 

 

 

 

__________________________

Khumbudzo Ntshavheni

Minister in the Presidency

 

Date:

 

 

 

 

 

 

 

 

 

 

 

 

Reply:

The reply to this question has been logged with the Parliamentary Joint Standing Committee on Intelligence (JSCI).

REPLY COORDINATOR

Name :

Designation :

Contacts :

Recommended / Not recommended

___________________________

Ambassador Thembisile C Majola

Director-General: State Security Agency

Date:

Approved / Not Approved

________________________

Khumbudzo Ntshavheni , MP,

Minister in the Presidency

Date:

Reply:

The reply to this question has been logged with the Parliamentary Joint Standing Committee on Intelligence (JSCI).

REPLY COORDINATOR

Name :

Designation :

Contacts :

Recommended / Not recommended

___________________________

Ambassador Thembisile C Majola

Director-General: State Security Agency

Date:

Approved / Not Approved

________________________

Khumbudzo Ntshavheni , MP,

Minister in The Presidency

Date:

Reply:

1. Brand South Africa reinstated Ms Nadine Thomas in her positions as the CFO, in May 2023 according to the ruling of the Labour Court.

2.(a) After the Labour court ruling, Ms Nadine Thomas and her lawyers presented a proposal to Brand South Africa, which included a separation proposition. Based on the proposal, Brand South Africa entered into negotiations and subsequently, both parties entered into a voluntary confidential mutual separation agreement.

(b) Ms Nadine Thomas and Brand South Africa entered into a voluntary confidential mutual separation agreement, which included a nondisclosure agreement. The terms thereof may not be disclosed unless with the consent of both parties. Brand SA does not have Ms Nadine Thomas’ consent to disclose the terms of the mutual separation agreement, at this time.

(c)(i) Following negotiations between Brand South Africa and Miss Thomas’ lawyers, an agreement on the settlement amount was reached. Ms

Sithembile Ntombela, in her capacity as the Accounting Authority/Acting Chief Executive Officer, approved the settlement agreement.

(ii) The settlement amount took into account the following factors:

• 1. The Labour Court judgment which stated that Ms Thomas be compensated for monies which she would have earned but for her dismissal.
  2. Considerations of what she would have earned at the time of the payment of the settlement including adjustments applied to Brand South Africa salaries during the said period which included, Total Cost to Company (TCTC) at 55th percentile, Cost of Living Adjustments (COLA) at 3%, Notch increases at 1,5 % and Performance bonus payout at 18% of her TCTC, her Leave payout.

 

NAME OF THE DRAFTER: Sithembile Ntombela (Ms)

DESIGNATION : Acting Chief Executive Officer – Brand SA SIGNATURE:

 

 

 

 

_____________________

Nomonde Mnukwa (Ms)

Acting- Director General: GCIS Date: 12 September 2023

 

 

 

 

__________________________

Khumbudzo Ntshavheni Minister in the Presidency Date:

 

 

 

 

Reply:

(a) The DPME did not perform any internal organisational restructuring to support the DDM but we did however allocate the support functions to existing posts. The reduction of the Compensation of Employees budget in the last few years due to re-prioritisation in 2019 and this financial year also did not provide scope to restructure the DPME.

(b) No additional costs were incurred as the functions were performed within the existing budget.

Reply:

The Economic Reconstruction and Recovery Plan (ERRP) was developed in consultation with the business sector and other social partners in the National Economic Development and Labour Council (NEDLAC). Government has continued to collaborate with business in developing Industrial Master Plans in different sectors and in addressing pressing challenges such as the availability of electricity, improving logistics networks and addressing crime and corruption, including economic crimes.

The development of the Draft Medium-Term Development Plan (MTDP) for 2024-2029 involves the whole of government, experts, think tanks and non-state sectors, including the business sector, to ensure that it addresses the current socio-economic challenges. The institutional arrangements for the development of the MTDP include an Inter-Governmental Steering Committee and a Reference Group. The Reference Group consists of non-state sectors, including academia, business, labour and civil society as well as development partners. The key objectives of the Reference Group are to provide expertise, representation, feedback, and facilitate consensus building throughout the process of developing the draft MTDP. By doing so, the Reference Group will enhance the quality of policy decisions, promote inclusivity, and foster effective and sustainable governance. These representatives will actively contribute the perspectives and concerns of their respective stakeholders, including business and the private sector, ensuring a comprehensive and well-rounded approach in shaping the draft MTDP.

Apart from the Reference Group, further consultations with business will be held on the MTDP.

Reply:

In keeping with the mandate of DPME, additional capacity is required to improve the country’s development planning system and implementation towards improving the country’s development outcomes. This includes modernising the planning system through improving capacity in areas of planning innovation, including macro-economic modelling, complex adaptive systems modelling, foresighting, scenario planning and futures thinking as well as using new technology such as Artificial Intelligence. Improving the planning system further requires experts in sector planning, including in new and emerging areas such as climate change, as well as the relevant policy analysts and researchers.

Additional institutional capacity will ensure that medium-term and short-term planning instruments address current weakness and gaps in the national planning system. This includes ensuring that planning instruments are inter-governmental in nature and are able to combine a sustained programmatic and predictable approach with a more flexible and agile approach, particularly in response to shocks and shifts in the environment and enhance the effectiveness of achieving developmental goals.

Additional professionals are also required to ensure the implementation of the National Spatial Development Framework (NSDF), to improve the spatialization of planning across spheres of government and state-owned enterprises and integrate of spatial planning in the overall planning system. This capacity will be essential in underpinning more effective spatial transformation in South Africa.

Reply:

1. The NDP provides a long-term perspective on the attainment of the democratic, non-racial, non-sexist and prosperous society anticipated in our Constitution and, as such, will remain our lodestar.

The NDP laid down a broad roadmap for South Africa to address and deal with the broad objectives of eliminating poverty, reducing unemployment, and reducing inequality by 2030. As these objectives, as identified in the NDP, remain relevant and applicable, we will continue to apply the development approach of the NDP, which is rooted in good governance, economic transformation, social cohesion, a just transition to more sustainable development pathways, and a bias in favour of the poor. You will concede, I trust, that these are objectives that every nation addresses to some degree and as a nation that has the added responsibility of undoing centuries of inequality, we recognise that the rationale remains

(2) As the basic rationale for maintaining the NDP as our lodestar remains, there is no plan to rewrite it. It is not the NDP that is the problem, it is the fact that it has not been sufficiently implemented. Now is the time to reinvigorate the implementation of the NDP so that it is effective. We need to include and involve the rest of the social partners more deliberately and work at forging a renewed consensus for NDP implementation. This will require all of us to focus on what is in the best interests of our country.

Reply:

(1) (a) 43 (13 Permanent, 28 Interns and 2 Additional to the Establishment) (b) 74 only Permanent (c) 116 (115 permanent and 1 Additional to the Establishment)

Reply:

(a) Total amount paid for printed copies of the integrated annual report

(i) DPME	(ii) Entities reporting to the Minister
(aa) 2020-21	(bb) 2021- 22	(cc) 2022- 23	(aa) 2021- 21	(bb) 2020- 21	(cc) 2022- 23
None	None	None	Not applicable	Not applicable	Not applicable

 

(b) Who were the suppliers

Reply: Not applicable

(c) Total Number of copies of report produced

Reply: (i) None

(ii) Not applicable

Reply:

a) The total number of cases that were referred to each government department for the period of 2019 – 2023:

• All correspondence including telephone calls, emails from the presidency mailbox, walk-ins by citizens, complaints lodged by citizens during the Presidential Izimbizo to date are 51 278 cases.

b) How long did it take on average for the departments to acknowledge receipt and resolve those complaints?

• On average it took 179 days for Provinces to resolve 8 113 complaints out of 11 912.
• On average it took 112 days for a National government department to resolve 16 743 complaints out of 28 189. No information on acknowledge is available as the system is not design to report on it.
• On average it takes 18 days for Presidential Hotline team to resolve 10 717 cases out of 11 177.
• The acknowledgement of receipt by departments is done within 5 days upon receipt of cases as per the framework.

Interventions undertaken to date:

• Through participation on Presidential Izimbizo for citizens engagements. This has improved our reach and provided access to the citizen who are in rural areas, that has no access to government information
• National Public Liaison Officer’s forum, took place during 2022/23 and in May 2023, the next one scheduled is for October 2023. This is a peer learning platform where we share best practices and institutionalization of PH.
• Letters of engagement to non-performing departments were sent to accounting officers, in the 2022/23 Q4
• Presentation on department performance on case resolution was done at GSCID, in the 2022/23 Q3

 

THANK YOU

Reply:

I am advised that allegations relating to procurement irregularities and maladministration at the National Lotteries Commission (NLC) are currently undergoing the Special Investigating Unit (SIU) internal assessment processes.

Once the internal assessment processes are complete, the SIU will decide whether to submit a motivation to amend the scope of the proclamation.

Reply:

The MDDA had four (4) matters before the CCMA in the period 1 April 2022 to 31 March 2023. Three of the matters were resolved by 31 March 2023 and one matter was pending. The three (3) were awarded in favour of the MDDA and one (1) against the Agency. All these matters are available as public records at the CCMA.

Parties	CCMA Case No.	Issue in dispute	Outcomes or status
T Sibeko versus MDDA & Z. Mqolomba	GAJB1019521	The employee referred an unfair labour practice on the basis that the MDDA failed to appoint (promote) T Sibeko into the contested position of Executive Manager: Research, Training, Monitoring and Evaluation.	Date of outcome: 27 July 2022 CCMA found in favour of the MDDA and found that the process followed in appointing Z Mqolomba was not flawless and by the same token was not unfair.
MDDA versus Z Potye	H040-22	The Board of the MDDA raised issued on incompatibility in terms of Sec 188A of the LRA with the Z Potye and issue was referred and determined by the CCMA.	Date of outcome: 22 January 2023 CCMA found in favour of the MDDA.
MDDA versus Z Potye	GAJB2028222	Z Potye referred an unfair labour practice matter to the CCMA to have it determined whether the conduct of the MDDA in relation to the non-payment of an annual bonus constituted an unfair labour practice.	Date of outcome: 10 May 2023 CCMA found in favour of the MDDA and found that it was persuaded that the decision to defer Z Potye’s second term bi-annual assessment pending the finalization of a Sec 188A inquiry by an Arbitrator and lifting her suspension was not unfair labour practice.
D Moreroa versus MDDA	GAJB2560222	D Moreroa referred an unfair labour practice on the basis of an unfair decision to demote him.	Outcome not issued by end of 2022/23 financial year

NAME OF THE DRAFTER: Professor Hlengani Mathebula

DESIGNATION : Chairperson of the Board of Directors

CONTACT DETAILS : 082 448 9219

SIGNATURE : ____________________________

_____________________________

Nomonde Mnukwa (Ms)

Acting Director-General: Government Communication and Information System

(GCIS)

Date:

__________________________

Khumbudzo Ntshavheni

Minister in the Presidency

Date:

Reply:

a) The MDDA does not fund through intermediaries. Applications are submitted directly to the MDDA, and communication is between the MDDA and applicants. Upon approval of a funding application, contractual arrangements are concluded between the MDDA and successful grantees.

b) (i) and (ii) not applicable

(aa) not applicable

(bb) not applicable

DRAFTER OF THE REPLY

Name: Prof. Hlengani Mathebula

Designation: Chairperson of the Board of Directors

Contacts: 082 448 9219

Signature:

_____________________________

Ms Nomonde Mnukwa

Acting Director General: GCIS

Date:

__________________________

Hon. Khumbudzo Ntshavheni

Minister in the Presidency

Date:

Reply:

The Parliamentary Question 2468 does not fall within the scope of my competence.

 

 

NAME OF THE DRAFTER :

DESIGNATION :

CONTACT DETAILS :

SIGNATURE : ____________________________

______________________________

Phindile Baleni (Ms)

Director General and Secretary of Cabinet

Date:

__________________________

Khumbudzo Ntshavheni

Minister in the Presidency

Date:

Reply:

There is no significant increase on the expenditure for vehicle licence as The Presidency only spent R 6 000 for car licensing at the end of 2022-23 financial year. The projected expenditure of R 46 000 might be the result of misalignment of the budget as transfers and subsidies includes both vehicle and car licenses expenditure.

 

NAME OF THE DRAFTER : Dineo Kau

DESIGNATION : Acting Chief Financial Officer

CONTACT DETAILS : 063 669 1968

SIGNATURE : ____________________________

______________________________

Phindile Baleni (Ms)

Director General and Secretary of Cabinet

Date:

__________________________

Khumbudzo Ntshavheni

Minister in the Presidency

Date:

Reply:

The Red Tape Reduction initiative led by Mr Sipho Nkosi is working on reducing red tape that impacts the climate for investment and business. The initiative has identified ten priority areas for intervention, of which five are underway, namely those related to tourism operator transport permits, the mining and prospecting rights license system, work permit and visa administration, informal trading, and early childhood development (ECD) centres in townships.

The impact of the programme is monitored through the internal management processes of the Presidency, including quarterly management reports. The Department of Performance Monitoring and Evaluation also conducts evaluations on a quarterly basis. The Presidency’s 2022/23 annual report will report on the extent to which the RTR targets contained in The Presidency’s 2022/23 APP have been achieved.

Moreover, the RTR initiative has since April 2023 been transferred to fall under the Project Management Office in the Presidency which will apply project management disciplines to measure the progress and impact of the programme.

 

NAME OF THE DRAFTER: ____________________________

DESIGNATION : ____________________________

CONTACT DETAILS : ____________________________

SIGNATURE : ____________________________

____________________

Phindile Baleni (Ms.)

Director-General and Secretary of the Cabinet

Date:

APPROVED/NOT APPROVED

______________________________

Ms Khumbudzo Ntshavheni

Minister in The Presidency

Date:

Reply:

The Presidency did not have the Minister in The Presidency under (Vote 1) from 1 June 2019 to 06 March 2023. The Minister in The Presidency was located under Vote 09 (Department of Planning Monitoring and Evaluation).

On 6 March 2023, The President announced the appointment of the Minister in the Presidency (Vote 1), Ms. Khumbudzo Ntshavheni. The Minister is supported by two Deputy Ministers, Mr Kenneth Morolong and Ms. Nomasonto Motaung. The Minister in the Presidency (Khumbudzo Ntshavheni) costs are covered by the State Security Agency.

1. (aa) Minister in The Presidency (Khumbudzo Ntshavheni)

(a) Destination N/A

(b) Total cost for R0

(i) Accomodation (International ) R0

(ii) Travel and other costs (International) R0

(bb) Deputy Minister Kenneth Morolong

(a) Destination N/A

(b) Total cost for R0

(i) Accomodation (International ) R0

(ii) Travel and other costs (International) R0

(bb) Deputy Minister Nomasonto Motaung

(a) Destination N/A

(b) Total cost for R0

(i) Accomodation (International ) R0

(ii) Travel and other costs (International) R0

2. Domestic Air Travel

(a) Minister in the Presidency (Khumbudzo Ntshavheni) R0

(b) Deputy Minister Kenneth Morolong R22 928

(c) Deputy Minister Nomasonto Motaung R73 075

NAME OF THE DRAFTER: Mr K Mashapha

DESIGNATION : Acting Chief Financial Officer

CONTACT DETAILS : 012 300 5998

SIGNATURE : ____________________________

____________________

Phindile Baleni (Ms.)

Director-General and Secretary of the Cabinet

Date:

APPROVED/NOT APPROVED

______________________________

Ms Khumbudzo Ntshavheni

Minister in The Presidency

Date:

 

Reply:

The DSBD was requested to provide input on the Framework that has been put in place to address the issue of Red Tape.

The Department has indeed assessed measures nationally, provincial and locally. There are a multitude of legislative and regulatory criteria that small businesses need to comply with, not all of them are “onerous”, but still it provides a good indication that our regulatory frameworks are not well coordinated and synchronised, and are often duplicatory, placing both a cost and time burden on small businesses. The DSBD has prioritised twenty-nine (29) pieces of legislation (and related regulations, and by-laws, etc) that impact on SMME growth and development. This is summarised in Figure 2.

Names of legislation and Relevant Details

The twenty-nine (29) pieces affect informal sector, small, medium micro enterprises and cooperatives

across the spectrum. Regarding cooperatives, we have noted that CIPC reporting under the Co-operatives Development Act, is onerous as most co-ops are required to submit audited financial statements. That imposes a considerable expense, which does not apply to any other small enterprise. This contrasts with the Company’s Act which has specified thresholds over which enterprises are required to submit audited annual financial statements.

The Department has put out a request for quotations to enlist private sector red tape and small business development “experts” to conduct an analysis of these twenty-nine pieces of legislation and regulations, as well as other targeted sources of red tape like CIPC reporting for cooperatives. We have already however analysed several areas of “red tape” and ease of doing business challenges over the past few years and group these into the following categories:

1. Business Registration & Reporting;
2. State Procurement;
3. Construction Industry; and
4. Broad-Based Black Economic Empowerment.

The Pilot Administrative Simplification Programme (PASP) focuses on institutionalising the best practices and learnings made by the Department of Trade, Industry and Competition (the dtic) and Ease of Doing Business (EODB) and is focused on local government - its interventions target Districts/Secondary Cities and Local Municipalities. The Department of Small Business Development (DSBD) is by no means the sole player in this ecosystem for measuring impact of the red tape reduction ecosystem:

1. The Investment Climate Reform Programme (formerly, the National Ease of Doing Business Programme) follows and focuses on improving the Investment Climate within the country. The key focus of the National Programme is starting a business, paying taxes, registering property, Construction Permits and trading across borders. The programme is located within the dtic and falls under its InvestSA branch.
2. The Sub National Doing Business Programme finds expression through the National Treasury’s Cities Support Programme targeting metros, and focusing on Construction Permits, registering property, enforcing contracts and getting electricity.
3. In addition to the Doing Business Survey, the Department of Planning, Monitoring and Evaluation (DPME) vigorously pursues the tracking of MTSF Priority 2 targets, monitoring 40% of the indicators, as well as focusing on the expansion of access to procurement opportunities to SMMEs, youth and women.
4. The integration of the MFMA, Circular 88 sector and economic indicators (including electricity) is thematic and provides a level of integration between traditional indicators measured in local government, and those that have been shown effective in National and Sub National Doing Business Programmes.

Measuring the Impact of the DSBD Red Tape Reduction PASP

The key focus of the PASP is measuring the impact of seven (7) Red Tape Reduction dimensions identified by the Guidelines approved in 2014:

1. Improving Municipal Service Delivery: Citizen Service Charters and Complaints Notification Systems (CNS).
2. Improving Municipal-Business Communication and Customer Relationship Management (CRM).
3. Improving Municipal Policies, By-laws, and Regulations.
4. Improving Supply Chain Management Processes.
5. Speeding up Land Development Processes and Time Frames - Spatial Planning and Land Use Management Act (SPLUMA).
6. Speeding up Building Plan Approval Processes and Time Frames.
7. Better Management of Informal Trading.

The following is a multi-level strategy driven by the DSBD, that has been put in place for measuring the impact of the programme:

1. Questionnaires on compliance for managers, e.g., Supply Chain Manager, Building Plans Approval Manager, etc. for the seven (7) key red tape indicators.
2. Survey of SMMEs on the seven (7) key indicators of Red Tape challenges.
3. Focus groups with SMMEs to get clarity of the challenges they identified through the surveys conducted.
4. Assessment of Compliance for “good practise” in the above seven (7) areas of a municipality.
5. Functionality Assessment of compliance measures.
6. Action Plans developed to address performance deficits across the seven (7) key red tape indicators.
7. Action Plan Registers to Monitor Progress on the implementation of interventions contained on the seven (7) key red tape indicators of the Action Plans recommended.
8. Reports on the above.

The Presidency communicated to Premiers, in November 2022, to establish Red Tape Reduction Units in their respective provinces. There is continuous engagement with the provinces by the Presidency to facilitate the establishment of the Red Tape Reduction units in each province. The Department of Small Business Development (DSBD) continues to engage the Presidency to get feedback on the progress made on the matter.

It is anticipated that the business units responsible for the red tape in the provinces, especially in offices of the Premiers, will act as Red Tape Reduction Champions at the highest level in the respective provinces as something that is sorely needed to galvanize the entire SMMEs and cooperatives sector at the provincial level. This will be complementary to the work that is being done by the Departmental and Presidential red tape reduction business units.

NAME OF THE DRAFTER : ____________________________

DESIGNATION : ____________________________

CONTACT DETAILS : ____________________________

SIGNATURE : ____________________________

Reply:

The Presidency did not have the Minister in The Presidency under (Vote 1) until 06 March 2023. The Minister in The Presidency was located under Vote 08 (Department of Planning Monitoring and Evaluation).

There is currently no budget allocation linked directly to the office of the Minister

Procurement allocation is based on the Procurement Plan, which caters for the needs of The Presidency including the Ministries. There are no spending or allocations to the Minister for the period under review.

 

NAME OF THE DRAFTER : Dineo Kau

DESIGNATION : Acting Chief Financial Officer

CONTACT DETAILS : 063 669 1968

SIGNATURE : ____________________________

_____________________________

Phindile Baleni (Ms)

Director General and Secretary of Cabinet

Date:

__________________________

Khumbudzo Ntshavheni

Minister in the Presidency

Date:

Reply:

The Public Service Commission Amendment Bill [B 21D of 2015], has already been assented to by the President on 19 September 2019. The Bill was published in government gazette No. 42742 of 03 October 2019 as Act No. 10 of 2019.

The Department of Public Service and Administration is however currently processing another amendment to the Public Service Commission Act, the amendment was approved by Cabinet and published, by the Minister of Public Service and Administration, for public comments in the government gazette of 9 June 2023. The Minister of Public Service and Administration is the relevant Cabinet Minister responsible for the processing of the Bill to Parliament, as such it will be difficult for me to give an answer as to on what date the Bill will brought before Parliament.

NAME OF THE DRAFTER: Geofrey Mphaphuli

DESIGNATION : Principal State Law Adviser

CONTACT DETAILS : Ext 5403

SIGNATURE : ____________________________

_____________________________

Phindile Baleni (Ms)

Director General and Secretary of Cabinet

Date:

_____________________________

Khumbudzo Ntshavheni

Minister in the Presidency

Date:

Reply:

1. The Department of Planning, Monitoring and Evaluation (DPME) has been working with other departments to improve financial management within the public sector. Some of the measures to this end include the implementation of the Heads of Department Performance Management and Development System (HoD PMDS), which includes the prevention of fruitless and wasteful expenditure as one of the Key Government Focus Areas that are assessed. This and other measures complement the amendments to the Public Audit Act, which empowers the Auditor-General of South Africa (AGSA) to issue a certificate of debt for failure to implement the remedial action if financial loss was involved. Data shows that these measures are beginning to make an impact, as reflected in the 2021/22 report of the AGSA, which shows that there has been a decline in the number of institutions that incur fruitless and wasteful expenditure.

2. The 2021-22 report of the AGSA shows that public sector institutions disclosed fruitless and wasteful expenditure of R5,83 billion over the past three years of the current administration. In 2020-21 financial year public sector instituions incurred R1,72 billion in fruitless and wasteful expenditure. This was a decline from the 2019-20 financial year when R2,23 billion in fruitless and wasteful expenditure was incurred. Whilst challenges persist, the report notes that a descernible improvement trajectory has been established.

(3) According to the 2021-22 report of the AGSA, audit outcomes have shown a gradual upward trend since the previous administration’s term ended, with 114 institutions improving whilst 46 regressed. During the 2021-22 financial year, 312 out of 424 public sector institutions achieved unqualified audit opinion (128 clean and 184 unqualified with findings). This translates into 74% (30% clean and 44 unqualified with findings). If this trend can be maintained the target of 75% of auditees achieving an unqualified audit opinion would be achieved by 2024.

THANK YOU

Reply:

Time Period	Total ad spend on Out of Home	Spend on 100% black owned companies	Spend on 100% white owned companies	Spend on other races
2019/20 – 2022/23	R182 461 332.10	R150 142 904.05	R31 439 248.53	R5 353 440.00 (Indian owned)
Percentage share		82%	17%	1%

b) GCIS has established the Marketing and Advertising Council (MAC), through which transformation in the Advertising and Marketing industry is at the top of the agenda. The council will conduct regular assessment and monitoring for compliance to the BEE code, to ensure that the entire industry comply and meet the minimum requirements,

 

Drafter of the Reply:

Name: Regomoditswe Mavimbela

Designation: DDG: Content Processing and Dissemination

Recommended/Not Recommended:

Ms Nomonde Mnukwa

Acting Director-General

Date: 10 August 2023

Approved / Not approved

______________________

Ms Khumbudzo Ntshavheni, MP

Minister in The Presidency

Reply:

1. The MDDA does not fund through intermediaries. Applications are submitted directly to the MDDA and communication is between the MDDA and applicants. Upon approval of a funding application, contractual arrangements are concluded between the MDDA and successful grantees.

2. No intermediaries are used. There are no transactions to report.

 

Drafter of the Reply

Name: Prof. Hlengani Mathebula

Designation: Chairperson of the Board of Directors

Recommended by:

Acting Director-General: Government Communication and Information System (GCIS)

Mr Michael Currin

Approved / Not approved

______________________

Minister in The Presidency

Ms Khumbuzo Ntshavheni, MP

Reply:

a) Twelve staff members

(b)

NAME	SURNAME	DESIGNATION	NOTCH
Kgosietso David	Ramokgopa	Minister	R 2 473 682.00
Sarel Jacobs	De La Rouviere	Special Advisor	R 2 158 533.00
Silas Mzingeli	Zimu	Special Advisor	R 2 158 533.00
Subesh	Pillay	Chief of Staff	R 1 371 558.00
Nhlamulo Corinth	Sewela	Parliament and Cabinet Support	R 1 162 200.00
Boitumelo Albertina	Mthimunye	Private and Appointment Secretary (Secondment)	R 1 162 200.00
Kgothatso Fortune	Mathabathe	Community Outreach Officer	R 811 560.00
Kutlwano Joas	Huma	Parliament and Cabinet Support	R 811 560.00
Ndanduleni Jacqueline	Kwinda	Assistant Appointment Secretary	R 424 104.00
Penelope Nomacala	Mahlangu	Receptionist	R 202 233.00
Joseph	Mofokeng	Messenger/driver	R 171 537.00
Lebohang Reginah	Mogotsi	Household Aide	R 147 036.00
Elizabeth Selaelo	Mosebedi	Food Service Aide	R125 373.00

c) KD Ramokgopa

Date	Gross
2023/04/15	R 178 311.24
2023/05/15	R 178 311.24

 

Reply:

(i) The total cost to company package of the CEO of the Media Development and Diversity Agency (MDDA) is R1 999 525, 44.

(ii) The Total cost to company for the Chief Financial Officer is R1 800 000.

The total cost to company package of the Executive Projects is R1 831 060, 44.

(b) Total amount each paid to attend a meeting.

Reply:

No executive gets paid to attend meetings other than for incidental expenses.

Drafter of the Reply

Name: Prof. Hlengani Mathebula

Designation: Chairperson of the Board of Directors

Recommended by:

Acting Director-General: Government Communication and Information System (GCIS)

Mr Michael Currin

Approved / Not approved

______________________

Minister in The Presidency

Ms Khumbuzo Ntshavheni, MP

Reply:

The winter outlook indicates an increased risk of supply shortfall against expected demand, with our worst-case scenario indicating that load shedding could intensify to stage eight if our interventions are unsuccessful. Stage 6 loadshedding is the highest stage of loadshedding implemented in South Africa so far. Stage 7 or 8 load shedding has not been implemented.

The NRS048-9 Code of Practice differentiates between loadshedding and load curtailment, the latter being the instructed, partial reduction of demand from large industrial customers. On occasion, load curtailment, up to Stage 4, has been implemented in conjunction with Stage 6 loadshedding.

Each stage of load curtailment is approximately 5% of the large customer demand with Stage 4 load curtailment being up to 1000MW of demand that is removed from the power system.

Reply:

Breakdown of the procurement allocation in terms of percentages allocated:

(aa) 2021-22

HDI’s	Department	Entities reporting to Minister
(i) SMME’s	29%	N/A
(ii) Cooperatives	24%	N/A
(iii)Township Enterprise	4%	N/A
(iv)Rural Enterprise	1%	N/A

(bb) 1 April 2023

Specific Goals	Department	Entities reporting to Minister
SMME’s	4%	N/A
>51% Black Owned	7%	N/A
Women	2%	N/A
Youth	1%	N/A
Persons with Disabilities	0	N/A
Military Veterans	2%	N/A
Local Municipality	0	N/A

Thank you.

Reply:

As of 12:00 on 8 May 2023, Stage 6 loadshedding is the highest stage of loadshedding to be implemented in South Africa. Stage 7 or 8 load-shedding have never been implemented. The NRS048-9 Code of Practice differentiates between loadshedding and load curtailment, the latter being the instructed, partial reduction of demand from large industrial customers. On occasion, load curtailment, up to Stage 4, has been implemented in conjunction with Stage 6 loadshedding. Each stage of load curtailment is approximately 5% of the large customer demand with Stage 4 load curtailment being up to 1000MW of demand that is removed from the power system.

End.

Reply:

(a) The budget available for the Eskom Open Cycle Gas Turbines (OCGT) for the 2023/2024 Financial Year is R19,6 billion including IPP OCGT spend.

(b) The year-to-date spend for the 2023/2024 Financial year, as of 8 May 2023, is R3 billion.

End.