commissions content document for women in transport summit ...

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COMMISSIONS CONTENT DOCUMENT FOR

WOMEN IN TRANSPORT SUMMIT

SCHEDULED FOR 20-22 AUGUST 2015,

BIRCHWOOD HOTEL, GAUTENG PROVINCE

THEME

“THE TRANSPORT SECTOR: MOVING WOMEN EMPOWERMENT AND

TRANSFORMATION FORWARD”

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TABLE OF CONTENTS

1. INTRODUCTION ...................................................................................................... 8

1.1 PURPOSE...................................................................................................................... 8

1.2 GUIDING PRINCIPLES ................................................................................................. 8

1.3 HISTORY OF WOMEN EMPOWERMENT ...................................................................11

1.4 CONTEXT .....................................................................................................................12

2. CIVIL AVIATION ..................................................................................................... 15

2.1 INTRODUCTION ...........................................................................................................15

2.2 KEY STAKEHOLDERS .................................................................................................16

2.3 INDUSTRY-WIDE TRANSFORMATION STRATEGY ..................................................17

2.4 DEPARTMENT OF TRANSPORT AVIATION BRANCH ...............................................17

2.5 BROAD-BASED BLACK ECONOMIC EMPOWERMENT .............................................18

2.6 INDUSTRY DEVELOPMENT - SKILLS ........................................................................33

2.7 CAREER AWARENESS PROGRAMMES ....................................................................33

2.8 AVIATION INDUSTRY DEVELOPMENT - SKILLS AND INTERNSHIP

PROGRAMME ........................................................................................................................34

2.9 AVIATION INDUSTRY-WIDE WOMEN PROGRAMMES .............................................38

2.10 MAJOR CHALLENGES AND RECOMMENDATIONS ..................................................40

3. MARITIME TRANSPORT ....................................................................................... 43

3.1 INTRODUCTION ...........................................................................................................43

3.2 KEY STAKEHOLDERS IN THE MARITIME SECTOR ..................................................44

3.3 THE DEPARTMENT OF TRANSPORT MARITIME BRANCH ......................................45

3.4 BROAD-BASED BLACK ECONOMIC EMPOWERMENT .............................................45

3.5 CAPACITY BUILDING ..................................................................................................50

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3.6 CAREER ADVANCEMENT INITIATIVES WITHIN THE MARITIME INDUSTRY ..........52

3.7 INDUSTRY WIDE INTERVENTIONS ...........................................................................53

3.8 BUSINESS/ENTREPRENEURIAL OPPORTUNITIES IN MARITIME ...........................55

3.9 CAREER DEVELOPMENT OPPORTUNITIES .............................................................57

3.10 MARITIME INDUSTRY DEVELOPMENT: EDUCATION AND TRAINING &

SKILLS DEVELOPMENT .......................................................................................................62

3.11 MAJOR CHALLENGES IN MARITIME .........................................................................65

3.12 MARITIME RECOMMENDATIONS ..............................................................................68

4. ROADS TRANSPORT ............................................................................................ 71

4.1. BACKGROUND ............................................................................................................71

4.2 KEY STAKEHOLDERS IN THE ROAD SECTOR .........................................................71

4.3 THE DEPARTMENT OF TRANSPORT ROAD BRANCH .............................................74

4.4 BROAD BASED BLACK ECONOMIC EMPOWERMENT IN THE ROAD SECTOR .....74

4.5 KEY INITIATIVES SUPPORTING EMPLOYMENT IN THE ROAD SECTOR ...............85

4.6 SKILLS DEVELOPMENT IN ROAD TRANSPORT .......................................................91

4.7 CAREER DEVELOPMENT OPPORTUNITIES .............................................................94

4.8 BUSINESS / ENTREPRENEURIAL OPPORTUNITIES IN ROAD TRANSPORT .......105

4.9 INDUSTRY DEVELOPMENT INITIATIVES WITH PUBLIC ENTITIES .......................111

4.10 MAJOR CHALLENGES IN ROAD TRANSPORT ........................................................115

4.11 RECOMMENDATIONS BY ROAD TRANSPORT .......................................................116

5. RAIL TRANSPORT ............................................................................................... 117

5.1 INTRODUCTION .........................................................................................................117

5.2 KEY ROLE PLAYERS IN THE RAIL SECTOR ...........................................................118

5.3 KEY INITIATIVES SUPPORTING TRANSFORMATION IN THE RAIL SECTOR .......122

5.4 THE DEPARTMENT OF TRANSPORT RAIL BRANCH .............................................123

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5.5 BROAD BASED ECONOMIC EMPOWERMENT IN THE RAIL SECTOR ..................124

5.6 BUSINESS AND ENTREPRENEUR OPPORTUNITIES IN THE RAIL SECTOR .......131

5.7 CAREER DEVELOPMENT OPPORTUNITIES IN THE RAIL SECTOR .....................136

5.8 INDUSTRY DEVELOPMENT: EDUCATION AND TRAINING, SKILLS

DEVELOPMENT...................................................................................................................145

5.9 MAJOR CHALLENGES IN THE RAIL SECTOR .........................................................146

5.10 RECOMMENDATIONS FROM THE RAIL SECTOR ..................................................149

6. PUBLIC TRANSPORT .......................................................................................... 152

6.1 INTRODUCTION .........................................................................................................152

6.2 KEY STAKEHOLDERS IN THE PUBLIC TRANSPORT SECTOR .............................153

6.3 INDUSTRY WIDE TRANSFORMATION STRATEGY .................................................153

6.4 DEPARTMENT OF TRANSPORT PUBLIC TRANSPORT BRANCH .........................153

6.5 BROAD BASED BLACK ECONOMIC EMPOWERMENT ...........................................153

6.6 CAREER ADVANCEMENT IN PUBLIC TRANSPORT ...............................................154

6.7 INDUSTRY / ENTREPRENEURIAL DEVELOPMENT ................................................154


DEVELOPMENT...................................................................................................................154

6.9 CHALLENGES FACED BY PUBLIC TRANSPORT ........................................................155

6.10 RECOMMENDATIONS ON THE COMMISSION PREPARATIONS ...........................155

7. CONCLUSIONS ................................................................................................... 156

8. ABBREVIATIONS ................................................................................................. 158

List of Figures

Figure 1: ACSA BBBEE Expenditure per Enterprise Type ................................................ 23

Figure 2 : Maritime BBBEE expenditure ............................................................................ 49

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Figure 3 : Workforce split in terms of gender in the RAF ................................................... 77

Figure 4 : Female EE status per occupational level .......................................................... 78

Figure 5 : Female EE status per occupational level and Ethnic Group ............................. 78

Figure 6 : Female EE status per Occupational Level-Disability ......................................... 79

Figure 7 : Women Leadership per Occupational Level in the RAF .................................... 79

Figure 8 : CBRTA Women per level .................................................................................. 83

Figure 9 : Gender and Race Categories ............................................................................ 83

Figure 10 Gautrain Board Members terms of service ...................................................... 130

Figure 11 : Gautrain Board‟s Gender Representation ..................................................... 130

List of Tables

Table 1 : ATNS Board Members ....................................................................................... 18

Table 2 : ATNS Women representation as at 30 June 2015 ............................................. 19

Table 3 : ACSA Board Members ....................................................................................... 20

Table 4 : ACSA Employment Levels ................................................................................. 21

Table 5 : ACSA BBBEE Scores per Element .................................................................... 22

Table 6 :ACSA BBBEE Expenditure ................................................................................. 23

Table 7 : SACAA Male Equity Targets .............................................................................. 26

Table 8 : SACAA Female Equity Targets .......................................................................... 27

Table 9: Civil Aviation Demographics by Trade ................................................................. 28

Table 10 : Civil Aviation Male Representation: Student Licence ....................................... 29

Table 11 Civil Aviation Female Representation: Student Licence ..................................... 29

Table 12 : Civil Aviation Male Representation: Aeroplane Licence ................................... 30

Table 13 : Civil Aviation Female Representation: Aeroplane Licence ............................... 30

Table 14 : Civil Aviation Male Representation: Helicopter Licence ................................... 31

Table 15: Civil Aviation Female Representation: Helicopter Licence ................................ 31

Table 16 : Civil Aviation Male Representation: Other ........................................................ 32

Table 17 : Civil Aviation Female Representation: Other .................................................... 32

Table 18 : SACAA Bursaries awarded .............................................................................. 35

Table 19 : ATNS Training as at 30 June 2015 .................................................................. 35

Table 20 : ATA Current Students in Training ..................................................................... 36

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Table 21 : Maritime Women Empowerment of Government Entities ................................. 46

Table 22 : SAMSA Board Members .................................................................................. 47

Table 23 : Maritime BBBEE Expenditure ........................................................................... 49

Table 24 : Independent Ports Regulator Board Members ................................................. 50

Table 25 : SAMSA Career awareness initiatives ............................................................... 54

Table 26 : SAMSA-National Cadetship courses ................................................................ 60

Table 27 : SAMSA Training per level ................................................................................ 63

Table 28 : SAMSA Long Term Training ............................................................................. 64

Table 29 : SAMSA Long Term Training Completed .......................................................... 64

Table 30 : SAMSA Lawhill Bursaries ................................................................................. 64

Table 31 : SAMSA CPUT Bursaries .................................................................................. 65

Table 32 : SAMSA DUT Bursaries .................................................................................... 65

Table 33 : RAF Board Members ........................................................................................ 76

Table 34 : Occupational levels of employees per Ethnic Group in the RAF ...................... 77

Table 35 : Occupational levels of PLWD per Ethnic Group ............................................... 77

Table 36 : SANRAL Board Members................................................................................. 80

Table 37 : RTIA Board Members ...................................................................................... 81

Table 38 : CBRTA Board Members ................................................................................... 82

Table 39 : CBRTA Employment Equity: Overall Representation ....................................... 83

Table 40 : RTMC Board Members..................................................................................... 84

Table 41 : Quarter 4, 2014/15 WO Progress Report ......................................................... 86

Table 42: RAF Accredited Skills Programme .................................................................... 92

Table 43 : RAF disability financial planning programme .................................................... 93

Table 44 : RAF Internship Programme for PLWD ............................................................. 94

Table 45 : RAF Internship Programme for unemployed graduates ................................... 95

Table 46 : RAF Employees‟ children bursary programme ................................................. 96

Table 47 : RAF Bursary Programme ................................................................................. 96

Table 48 : C-BRTA Internship Programme ...................................................................... 101

Table 49 : RAF Take a child to work initiative ................................................................. 106

Table 50 : RAF Voluntary Programme ............................................................................ 107

Table 51 : RAF Careers Expo ......................................................................................... 107

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Table 52 : RSR Board Members ..................................................................................... 124

Table 53 : Employment Equity Profile as at end July 2015 ............................................. 125

Table 54 : RSR 2015/2016 EMPLOYMENT EQUITY TARGETS (Variance) .................. 127

Table 55 : PRASA Board Members ................................................................................. 127

Table 56 : PRASA Employment per gender .................................................................... 128

Table 57 : Gautrain Socio Economic Development ......................................................... 134

Table 58 : GMA Stakeholders ........................................................................................ 135

Table 59 : RSR Intern Profile .......................................................................................... 138

Table 60 : Kagiso Memorial and Recreation Centre Stakeholders .................................. 143

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1. INTRODUCTION

1.1 PURPOSE

The purpose of this document is to provide baseline information in preparation for the

Women in Transport (WIT) Summit planned from 20 to 22 August 2015 in Birchwood

Hotel, Gauteng Province, to be hosted by the Department of Transport (DOT). The

Ministry of Transport will be supported by the Ministries of Communications, Small

Business Development and Women. In addition, the DOT will be supported by the various

Members of Executive Council (MECs) responsible for the transport sector, Chief

Executive Officers (CEOs) of State-Owned Companies (SOCs), entrepreneurs and

professional women employed throughout the transport sector, transport sector women

structures and transport operators.

This Content Document will serve as a discussion document which will provide

background and guide deliberations during the WIT Summit and particularly guide the

discussions in the various commissions (Civil Aviation, Maritime Transport, Public

Transport, Rail Transport and Roads transport) aimed at focusing on proposing sectoral

interventions towards the increased participation and empowerment of women within the

South African Transport Sector.

The theme of the Women in Transport Summit has been determined to be: The Transport

Sector: Moving Women Empowerment and Transformation Forward

1.2 GUIDING PRINCIPLES

The National Development Plan (NDP) and the Presidency Twenty Year Review highlight

the triple challenges of poverty, inequality and unemployment which continue to affect

many people in South Africa.

The African National Congress (ANC) Election Manifesto in collaboration with the Nation

Development Plan aims to eradicate poverty, increase employment and reduce inequality

by 2030.

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In his Presidential Inauguration Speech and the State of Nation Address (SONA) speech

on 17 June 2014, President Zuma indicated that as the country enters the second phase

of transition from apartheid to a democratic society, there is a need to embark on radical

socio- economic transformation to push back the triple challenges. Furthermore, the

President announced that priority over the next five year period will be given to small

business, as well as township and informal sector business in particular, thus using the

Small, Medium and Micro Economic (SMME) development programme to boost Broad

Based Black Economic Empowerment (BBB-EE)1.

The Minister in the Presidency responsible for Women‟s development, Minister Susan

Shabangu, emphasised that she will work with other Government Departments, Agencies,

the Private Sector and Non-Governmental Organisations (NGO‟s) to promote women‟s

socio- economic empowerment, development and human rights. In the 12th of May 2015

Women Department Budget Vote 2015/16, Minister Shabangu emphasised that the South

African track record of struggle for women‟s rights and empowerment was reinforced by

our commitment to the Beijing Platform for Action. South Africa played a pivotal role in

crafting this Platform for Action to mainstream gender relations, transformation and focus

on the empowerment of women across government and society2.

In 2002 the Department of Trade and Industry (the dti) published the National Strategy on

Broad-Based Black Economic Empowerment (B-BBEE). This strategy articulates the

pillars of B-BBEE, which includes Ownership, Management, Employment Equity, Skills

Development, Preferential Procurement, Enterprise Development and Socio-economic

Development.

1 State of the Nation Address by His Excellency Jacob G Zuma, President of the Republic of South Africa on the occasion of the Joint

Sitting of Parliament, Cape Town, 17 June 2014, http://www.thepresidency.gov.za/pebble.asp?relid=17570 2 Speech of the Minister in The Presidency responsible for Women, Minister Susan Shabangu MP on the occasion of the Budget Vote of the Department of Women, National Assembly, Parliament, 12 May 2015, http://www.gov.za/speeches/speech-minister-presidency-responsible-women-minister-susan-shabangu-mp-occasion-budget

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Subsequent to the DTI strategy, the Department of Transport saw it fit to develop an

Integrated and related Sub-Sector B-BBEE Charter to address various challenges in the

transport sector. This Charter points out at key empowerment challenges that are being

faced in this sector such as the low levels of Black ownership in most sub-sectors; the

inadequate representation of Black women within the workforce; and the low levels of

skills of people employed in this sector.

In November 2014 Cabinet approved the Transport Sector B-BBEE Charter Council. This

was followed by the launch of this Council by the Minister of Transport in December 2014.

The aim of the council is to implement, monitor and evaluate progress of B-BBEE in the

eight sub-sectors of Transport including Transnet (Aviation Domestic & Foreign, Bus, Rail,

Maritime, Road Freight, Forwarding & Clearing, Taxi and Public). From the above it is

evident that the South African National Government is actively pursuing methods to

address women empowerment issues.

Nevertheless, the issue of Preferential Procurement needs to be seriously addressed in

government. The current Procurement Policy does not cover issues of cooperatives and

so-called “set asides” (especially regarding women and youth). There is a need for a

review of the Preferential Procurement Policy Framework Act (PPPFA), Act No.5 of 2002

to address the above issues to ensure that women and youth are adequately catered for in

terms of doing business with government. Section 2 (d) (i) refers to different categories of

persons that were historically disadvantaged but does not clearly articulate these persons.

In order to effectively empower women and youth, this must be clearly stated in the

PPPFA to ensure that government departments in all spheres adhere to such

pronunciations.

For the purpose of this Summit, this document provides an analysis of the key role players

in the transport sector and their roles and responsibilities with regards to women

empowerment; and then outlines the current key initiatives that support the transformation

of women, youth and the disabled. These initiatives will be discussed in the following

areas: Business/Entrepreneurial Opportunities, Career Development Opportunities, and

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Industry Development (Education and Training, Skill Development). The above will be

followed by major challenges and issues, and recommendations.

1.3 HISTORY OF WOMEN EMPOWERMENT

South Africa, with its struggle credentials against all forms of discrimination against

humans has been at the forefront of the women empowerment through various

interventions.

Since 1994, South Africa has made significant progress by putting in place legislation and

policy frameworks for advancing equality and empowerment for women, children and

people with disabilities. On the 15th of December 1995, the South African Parliament

adopted without reservation the Convention on the Elimination of all Forms of

Discrimination against Women (CEDAW) and its Optional Protocol, thus committing itself

to a wide range of obligations under International Law.

At the Millennium Summit, world leaders promised in the Millennium Declaration “to

promote gender equality and the empowerment of women as effective ways to combat

poverty, hunger and disease and to stimulate development that is truly sustainable”. This

vision was also reflected in the Millennium Development Goals (MDGs), including MDG 1,

to eradicate extreme poverty, MDG 3 promote gender equality and empower women, and

MDG 7 ensure environmental sustainability. However, until now, in governmental reporting

on MDG 7 environmental linkages to gender equality are neglected3. South Africa is also

aligned to the MDG and many other key international and regional instruments. In

addition, the South African Parliament recently passed the Women‟s Empowerment and

Gender Equality Bill, which strongly called for equal participation of women in the

economy and for equal representation of women in positions of decision-making, (50/50)

in both private and public sectors

3 Millennium Development Goals and Beyond 2015, United Nations,

http://www.un.org/millenniumgoals/bkgd.shtml

http://www.un.org/ga/59/hl60_plenarymeeting.html

http://www.unep.org/gc/gc23/MDG-flash.asp

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1.4 CONTEXT

Initially several initiatives of emancipation of women through social movements such as

Bantu‟ Women‟s league which was formed around 1913, were led under the stewardship

of the Late Charlotte Maxheke. The establishment of such movement led to the drafting of

the Women‟s Rights Charter of 1954 as well as the Women‟s March of 1956.

Black women in general and African women in particular suffered the triple oppression of

race, gender and class/culture under colonialism and apartheid rule and were regarded as

minors by the Black Administration Act of 1927, and placed under the tutelage of their

husbands. In 1954 the Founding Conference of the Federation of South African Women

adopted the Women‟s Charter, a year before the historic Freedom Charter of 1955 was

adopted.

This culminated in the famous historic Women‟s March in 1956, where 20,000 women

marched to the Union Buildings in Pretoria, the bastion of apartheid. It also lay a firm

foundation for the continued struggle for women‟s emancipation in the context and as a

pillar of the liberation struggle against colonialism, racism and apartheid. The historic

march of more than 20 000 women of all races, led by heroines Lillian Ngoyi, Helen

Joseph, Raheeda Moosa, Sophie de Bruin and others, the women made a public

declaration to the rest of South African Society: “We shall not rest until we have won for

our children their fundamental rights of freedom, justice, and security4.

Apartheid law, in its various forms, played a significant role in the prejudice against

women. Customary law, for instance, gives black women the status of minors and

excludes them from rights regarding children and property. South Africa‟s common law

deprived white women of guardianship and various economic rights such as banking.

4 The Women‟s March, 9 August, 1956, The Presidency, www.thepresidency.gov.za/docs/reports/annual/2007/women.pdf

http://www.thepresidency.gov.za/docs/reports/annual/2007/women.pdf

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Last Year on April 27th, South Africa celebrated 20 years of Democracy and 2014 also

marked the 60th Anniversary of the 1954 Women‟s Rights Charter which was drafted

under the auspices of the Federation of South African Women. The Charter was adopted

with the ideals centring on issues of gender equality in the context of social and human

rights. The Charter arguably pushed and encouraged partnership for the emancipation of

women across all spheres of society.

The key principle held by the charter was removal of all laws, regulations and conventions

deemed to be repressive to women. This not only brought focus on the plight of women in

Apartheid South Africa but it also fostered the growth of social movements around issues

of gender equality and heightened the struggle for gender equality both in South Africa

and the rest of the world.

It is a commonly known factor that the South African National Transport Sector is

predominantly male dominated, both in the private and public institutions, which is then a

reflection of the direct beneficiaries of the economic activities. The South African

government has for many years since the birth of democracy attempted to create an

enabling environment to promote the participation of women in the economy, through the

introduction of various policies and legislation, institutions, programmes and projects, as

well as financial support.

Within the South African Transport Sector, the Broad Based Black Economic

Empowerment (BBBEE) Charter was launched on 31 October 2008 by the former Minister

of Transport, Minister Jeff Radebe. At the launch ceremony it was stated that “the

Transport Sector BBBEE Charter will change the face of transport. In ensuring that the

sector sticks to the government's aims, it will help to spread the country's wealth.”

Furthermore, during the same period and after several deliberations and discussions, the

South African Network for Women in Transport (SANWIT) was established. The concept

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was born out of a need to break existing barriers of entry into the sector and demystify the

existing myths. This “umbrella body was established as a strategic vehicle to engage

business and government on issues that impact on women in the transport sector,

including entrepreneurship”. To date the Department of Transport has established a unit

focused on the promotion and management of the BBBEE Charter and SANWIT.

It is therefore fitting that the Women in Transport (WIT) Summit planned from 20 to 22

August 2015, to be hosted by the Department of Transport (DOT), embarks on

recognising the achievements and finding solutions to ensure that moving women

empowerment and transformation forward within the transport sector is taken to the next

level, in a coordinated and well-structured manner. The following sectors will provide

insight into current progress and programs within the five Department of Transport

Branches and related public entities, as per the modes of transport in South Africa, namely

civil aviation, maritime, road, public transport and rail transport.

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2. CIVIL AVIATION

2.1 INTRODUCTION

The Aviation Industry in South Africa is directed and managed by the Department of

Transport which has delegated specific functions to three entities whose mandates are

legislated independently. The three Agencies below, in addition to the Aviation Branch of

the Department are responsible for making opportunities and programmes available for

exploitation by Women. These agencies are:

South African Civil Aviation Authority;

Airports Company South Africa;

Air Traffic and Navigation Services.

The South African Civil Aviation Authority (SACAA) is a juristic body established in terms

of the Civil Aviation Act, 2009 (Act No. 13 of 2009). The SACAA is tasked with promoting

and maintaining a safe, secure and sustainable civil aviation environment, by regulating

and overseeing the functioning and development of the industry in an efficient, cost-

effective, customer-friendly manner, according to international standards.

The Air Traffic and Navigation Service Company Limited (ATNS) is a State-Owned

Company (SOC), established in 1993 in terms of the ATNS Company Act (Act 45 of 1993)

to provide air traffic management solutions and associated services on behalf of the State.

These services are in accord with International Civil Aviation Organisation (ICAO)

standards and recommended practices, and the South African Civil Aviation Regulations

and Technical Standards. As an air navigation services provider (ANSP), ATNS is

governed by the nation‟s legislative and administrative framework. ATNS is responsible for

air traffic control in approximately 10% of the world‟s airspace. Over and above traditional

air traffic control, ATNS also provides aeronautical information for planning purposes,

search and rescue coordination services, the maintenance of a reliable navigation

infrastructure, training services, and many more.

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Airports Company South Africa Limited (ACSA) was formed in 1993 as a public company

under the Companies Act, Act no 61 of 1973, as amended, and the Airports Company Act,

Act no 44 of 1993, as amended. Although ACSA is majority owned by the South African

Government, through the Department of Transport, the Company is legally and financially

autonomous and operates under commercial law.

ACSA owns and operates the nine principal South African airports, including the three

main international gateways of OR Tambo International, Cape Town International and

King Shaka International Airports. ACSA is responsible for processing approximately

between 93% and 95% of all passengers departing on commercial airlines from the

airports within South Africa, which is approximately 17.5 million passengers per annum. It

is estimated that the total number of departing passengers will increase to approximately

25 to 26 million passengers by 2019.

2.2 KEY STAKEHOLDERS

The following are the stakeholders of the aviation industry in general.

Aircraft Operators

Airlines

Airports

Aviation Maintenance Organisations

Aviation Personnel

Aviation Training Organisations

State Aviation Agencies e.g. ATNS, ACSA

ICAO

The Media

AFCAC

National and International civil aviation associations e.g. IATA, AASA, CAASA

Associated industries and business e.g. Travel Agents, etc.

Other airspace and airport users e.g. telecommunication companies

Other CAA‟s

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SA general public

Learners and graduates

The airlines especially those that are State-owned are also expected to make a

contribution e.g. South African Airways, South African Express and Mango Airlines.

2.3 INDUSTRY-WIDE TRANSFORMATION STRATEGY

Civil aviation in South Africa is highly untransformed and this is due to the historical legacy

where the majority of South Africans were excluded in specialized fields, in particular

aviation. The SACAA‟s Transformation Strategy is based on four pillars being the

implementation of an industry-wide transformation strategy, career awareness

programmes, the SACAA bursary fund and adherence to the BBBEE Act.

In an attempt to help address transformational deficiencies, the planned industry-wide

National Aviation Transformation Strategy is now part of the SACAA‟s 2014-2015 key

performance deliverables. This initiative will assist in efforts to monitor and coordinate

transformation efforts across the industry. Coordinating and ensuring the matching of

future aviation needs with training sponsored by industry role-players is a major outcome

of the plan. It is also important to ensure that trained personnel are employed upon

completion of their training. A service provider was appointed to coordinate an industry-

wide transformation strategy and this was approved by the SACAA Board in March 2015.

The same is being prepared for submission to the Minister.

2.4 DEPARTMENT OF TRANSPORT AVIATION BRANCH

Currently the number of women employed by the Aviation Branch of the Department of

Transport constitutes 39, or 67% of the total number of employees. In particular, the 3

number of women in senior and top management positions form 30% of the senior and top

management staff members.

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2.5 BROAD-BASED BLACK ECONOMIC EMPOWERMENT

2.5.1 Adherence to the Black Economic Empowerment Codes (BBBEE Act) –

SACAA Based on an independent audit conducted by a BEE Verification Agency

accredited by SANAS, the SACAA and ATNS achieved a BBBEE level 2 contributor

status. This speaks to the business and commercial contribution to PDI population.

2.5.2 Adherence to the Black Economic Empowerment Codes (BBBEE Act) - ATNS

The ATNS achieved a BBBEE level 2 contributor status under the Generic Scorecard.

2.5.2.1 Employee demographics overview - ATNS

The ATNS Board currently has 33% women representation, as the table below.

Table 1 : ATNS Board Members

MALE BOARD

MEMBERS

DATE OF BOARD APPOINTMENT &

EXPIRY

FEMALE BOARD

MEMBERS


EXPIRY

Mr Thabani Mthiyane

26 June 2013-25 May 2018, for a period of five years

Ms Sindi Zilwa

01 March 2012-30 April 2015, for of 3 years

Mr William Ndlovu 01 March 2012-30 April 2015, for of 3 years

Ms Hlengiwe Makhathini


Mr Kgothatso Tlhakudi


Ms Nozipho Mgoduso 01 March 2012-30 April 2015, for of 3 years

Captain M Mamashela


Major-General Fabian Msimang


Mr Sipho Mseleku 01 March 2012-30 April 2015, for of 3 years

TOTAL NO OF MALES: 6 (67%)

TOTAL NO: OF FEMALES: 3 (33%)

ATNS launched the Woman Development Program (WDP) in 2011, aimed at up-skilling

females through various formal and informal training programs. This was to better

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advance female employees, when such opportunities became available. This program

saw female employees placed on mentorship programs by male counterparts. ATNS

further partnered with the University of Witwatersrand in developing an ATNS –

Management Development Program specifically aimed at females.

Work is currently underway in ensuring that the skills imparted on females can be fully

aligned to the Integrated Talent Management and Succession plan. The WDP is open for

all female employees, however a concerted effort will be made in measuring the inclusion

of people with disabilities and youth below the ages of 35.

Below are statistics which gives the women representation within ATNS (as at end June

2015):

Table 2 : ATNS Women representation as at 30 June 2015

*Female representation stands at 44.35 inclusive of ATS and Engineering Trainees.

2.6.3 Adherence to the Black Economic Empowerment Codes (BBBEE Act) - ACSA

2.6.3.1 Employee demographics overview – ACSA

Airports Company South Africa has recorded significant progress over the past four (4)

years since the inception of the current Employment Equity Plan and is committed,

Occupational Levels African Indian Coloured White African Indian Coloured White Total AIC% Female%

Top Management 2 0 0 0 0 0 0 0 2 100.00 0.00

Senior Management 3 0 0 2 3 0 0 0 8 75.00 37.50

Professionally Qualified

and Experienced Special13 2 1 6 8 0 0 3 33 72.73 33.33

Skilled Technical

Workers Junior

Managers242 44 38 230 241 31 34 95 955 65.97 41.99

Semi-Skilled and

Discretionary Decision28 0 6 2 20 0 0 1 57 94.74 36.84

Unskilled and Defined

Decision Making4 0 0 0 21 0 0 0 25 100.00 84.00

Sub-total 292 46 45 240 293 31 34 99 1080 68.61 42.31

% 27.04 4.26 4.17 22.22 27.13 2.87 3.15 9.17

Foreign Nationals 24 1104

Male Female

17 7

20

through the Executive Committee approvals, to accelerate the pace of transformation not

only in respect of staff complement, but also in the way it conducts business in line with its

vision.

The current employee demographics serve as a base for ACSA to continue applying

affirmative action measures that are designed to achieve the set numerical goals, as well

as the ultimate objective of having a fully diverse workforce.

The ACSA board currently has a 50% female board membership split, as per the table

below:

Table 3 : ACSA Board Members

MALE


EXPIRY

FEMALE


EXPIRY

Mr Skhumbuzo Macozoma

1 March 2015-28 February 2018, for a period of three years

Ms Maureen Manyama-Matome

Mr Bongani Maseko 15 May 2013-14 April 2018, for of 5 years

Ms Siyakhula Simelane

1 March 2015, for a period of three (3) years

Mr Deon Botha

1 March 2015-28 February 2018, for a period of three years

Dr Mathodi Steven Mabela

1 March 2015, for a period of three (3) years

Mr Roshan Morar 1 March 2015-28 February 2018, for a period of three years

Ms Chwayita Mabude

1 December 2012, for a period of 3 years

Mr Jabu Luthuli

1 December 2012-30 November 2015, for a period of 3 years

Adv Kenosi Moroka

1 December 2012, for a period of 3 years

Dr John Lamola 1 December 2012-30 November 2015, for a period of 3 years

Ms Mohla Matsaba



The table below depicts staff levels by race and gender across all occupational levels in

relation to the goals for 2016, noting the Economically Active (EAP) population statistics:

21

Table 4 : ACSA Employment Levels

Occupational Category Male Female Foreign

A C I W A C I W Male Female

Top Management (SOL 7&8)

Actuals June 2015

3 0 3 3 4 0 0 1 0 0

Actuals June 2015

21.4% 0.0% 21.4% 21.4% 28.6% 0.0% 0.0% 7.1% 0.0% 0.0%

Goal 2016 27.3% 0.0% 18.2% 18.2% 27.3% 9.1% 0.0% 0.0% 0.0% 0.0%

Senior Management (SOL 6)

Actuals June 2015

6 3 5 5 11 0 3 3 0 1

Actuals June 2015

16.2% 8.1% 13.5% 13.5% 29.7% 0.0% 8.1% 8.1% 0.0% 2.7%

Goal 2016 25.5% 4.3% 12.8% 14.9% 19.1% 6.4% 6.4% 6.4% 4.3% 0.0%

Professionally Qualified (SOL 5)

Actuals June 2015

59 23 25 25 51 13 6 13 0 0

Actuals June 2015

27.4% 10.7% 11.6% 11.6% 23.7% 6.0% 2.8% 6.0% 0.0% 0.0%

Goal 2016 29.7% 8.9% 12.0% 8.9% 24.0% 4.7% 5.2% 6.3% 0.5% 0.0%

Skilled Technical (SOL 3&4)

Actuals June 2015

419 136 55 92 403 78 31 74 0 1

Actuals June 2015

32.5% 10.6% 4.3% 7.1% 31.3% 6.1% 2.4% 5.7% 0.0% 0.1%

Goal 2016 31.6% 9.3% 3.9% 7.7% 30.1% 7.8% 2.5% 7.0% 0.1% 0.0%

Semi-Skilled (SOL 2)

Actuals June 2015

468 32 14 18 439 52 6 13 1 0

Actuals June 2015

44.9% 3.1% 1.3% 1.7% 42.1% 5.0% 0.6% 1.2% 0.1% 0.0%

Goal 2016 45.5% 34.0% 2.0% 1.1% 43.5% 3.4% 0.6% 0.5% 0.0% 0.0%

Unskilled (SOL 1) Actuals June 2015

151 14 0 0 68 6 0 0 0 0

Actuals June 2015

63.2% 5.9% 0.0% 0.0% 28.5% 2.5% 0.0% 0.0% 0.0% 0.0%

Goal 2016 65.2% 3.2% 0.8% 0.8% 30.0% 0.4% 0.0% 0.0% 0.0% 0.0%

Total Permanent Actuals June 2015

1106 208 102 143 976 149 46 104 1 2

Actuals June 2015

39.0% 7.3% 3.6% 5.0% 34.4% 5.3% 1.6% 3.7% 0.0% 0.1%

Goal 2016 40.1% 6.2% 3.7% 4.7% 34.7% 5.1% 1.8% 3.6% 0.2% 0.0%

Temporary Staff 37 2 0 0 47 0 1 0 0 0

Grand Total Actuals June 2015

1143 210 102 143 1023 149 47 104 1 2

Actuals June 2015

39.1% 7.2% 3.5% 4.9% 35.0% 5.1% 1.6% 3.6% 0.0% 0.1%

Goal 2016 40.1% 6.2% 3.7% 4.7% 34.7% 5.1% 1.8% 3.6% 0.2% 0.0%

EAP 40.7% 5.8% 1.9% 6.4% 34.2% 5.0% 1.1% 4.9% 0.0% 0.0%

22

2.6.3.2 ACSA Procurement Overview

The Airports Company South Africa (ACSA) holds a level two (2) B-BBEE contribution

entity status. The table below illustrates the scores by element:

Table 5 : ACSA BBBEE Scores per Element

Total Score By Element Actual Points Target

Management Control 8.70 10

Employment Equity 14.05 15

Skills Development 22.45 25

Preferential Procurement 30.00 30

Enterprise Development 10.82 15

Socio-Economic Development 5 5

Total 91.02 100

ACSA‟s annual procurement expenditure exceeds R2 billion per annum

R14M is budgeted as seed capital for Enterprise Development.

R2M is spent on coaching and mentoring of Enterprise Development beneficiaries.

A supplier development programme is being developed which will focus on core

areas - particularly where previously disadvantaged suppliers and small businesses

did not participate. The budget for the programme has not been confirmed yet but

supported by EXCO

Some of the ED beneficiaries will be integrated into the supply chain to ensure

development and sustainability

Engagements for partnering with various industry players has resumed, particularly

in civil works and construction

23

In terms of the total amount of procurement expenditure, the table and graph below

provides details of expenditure per enterprise type:

Table 6 :ACSA BBBEE Expenditure

Enterprise Type Controllable Spend (CS)

CS / Total CS

Preferential Procurement Value (PPV)

PPV / Total PPV

Vendor Count

Generic Suppliers GEN

949 777 430 52% 1 066 895 027 57% 431

Qualifying Small Enterprises QSE

493 841 710 27% 603 309 932 32% 472

Emerging EME

187 469 085 10% 202 591 509 11% 660

Other 178 658 165 10% 2 267 941 0% 686

Total 1 809 746 390 1 875 064 409 100% 2 249

Figure 1: ACSA BBBEE Expenditure per Enterprise Type

ACSA Empowerment Commodities

ACSA expenditure at present is minimal therefore joining efforts with other sectors

to make significant impact is recommended

The following are commodities that can be explored:

Protective clothing

10%

52%

27%

10%

EME

GEN

QSE

OTHER

24

Staff uniforms ( partnering with SAA)

Electrical works

Maintenance and Repairs (various commodities)

Professional Consultants – airport specific

Airport Security

Trolleys

Information Technology

ACSA Empowerment Plan

The following actions pertaining to B-BBEE expenditure is managed to ensure that black

business is integrated into ACSA expenditure

Long term contracts for small business development and sustainability

Retail Space – 2 shops limitations at the airports

Reduced Rentals

ED beneficiaries are immediately integrated into ACSA supply chain – awarded

contracts in the procurement up to R1M and assisted through the following;

Training and development - tendering, vat, book keeping etc

Coaching and mentoring

Contracting

Early Payments

Transformation Policy and Strategy

2.5.4 Employee demographics overview – SACAA

The SACAA boasts a historical milestone as having appointed the first African Female

Director of Civil Aviation (CEO). In addition the organisation went through an

Organisational Restructuring project which resulted in the Regulator increasing the

number of Females in its Top Leadership structure from 20% to 40%.

The current composition of the SACAA Board is as per the table below, which illustrates a

50% women participation.

MALE BOARD DATE OF BOARD FEMALE BOARD DATE OF BOARD

25

MEMBERS APPOINTMENT & EXPIRY

MEMBERS APPOINTMENT & EXPIRY

Mr Smunda Mokoena

1 November 2014 – 31 October 2017, for a period of (three) 3 years

Ms Poppy Khoza

01 April 2013 – 31 March 2018, for a period of five (5) years.

Major-General Nhlanhla Lucky Job Ngema

1 November 2014, for a period of (three) 3 years

Prof Ntombizozuko Dyani-Mhango


Adv Roshan Dehal

1 November 2014, for a period of (three) 3 years

Ms Lizeka Dlephu


Mr Mongezi India 1 November 2014 – 31 October 2017, for a period of (three) 3 years

Ms Doris Dondur


TOTAL NO OF MALES : 4 (50%


An internal employee overview indicates that SACAA is broadly transformed, however

specific action needs to be taken when for personnel recruitment going into the future.

From a male perspective, Africans are below their overall target by 1.3 % with Coloureds,

Indians and Whites also registering below targets by a wider margin. A deeper review

indicates that the African segment exceeded the semi-skilled and unskilled personnel

target but was lower on professionals. Non-African groups were either equal or greater

than the respective professional targets unlike the former. All groups are below the target

as far as skilled personnel are concerned, and this will be an area of focused recruitment

that is aligned to identify equity targets.

26

Table 7 : SACAA Male Equity Targets

MALE

African Coloured Indian White Total

C

urr

en

t

Targ

et

Cu

rren

t

Targ

et

Cu

rren

t

Targ

et

Cu

rren

t

Targ

et

Cu

rren

t

Targ

et

Top

Management

0 0 0 0 0 0 0 0 0 0

Senior

Management

4 3 0 1 1 1 1 2 6 7

Professional

qualified

38 41 4 3 6 6 23 23 71 75

Skilled 101 105 6 9 10 13 36 40 153 167

Semi-skilled 11 9 1 1 0 0 0 0 12 10

Unskilled 2 0 0 0 0 0 0 0 2 0

TOTAL 156 158 11 14 17 20 60 65 244 257

A demographic review of females as tabulated in the table below indicates that Africans

exceeded their overall targets by 1.2% Of particular importance to note is the need to

recruit more professionally qualified Coloured, Indian and White professionals while

maintaining the black female component.

The female demographics further indicate a need to improve African female

representation at top management, having being strongly represented at professional,

skilled and semi-skilled levels. Other race groups except Africans require employment of

professionally qualified females.

27

Table 8 : SACAA Female Equity Targets

FEMALE

African Coloured Indian White Total

Cu

rren

t

Targ

et

Cu

rren

t

Targ

et

Cu

rren

t

Targ

et

Cu

rren

t

Targ

et

Cu

rren

t

Targ

et

Top

Management

1 0 0 0 0 0 0 0 1 0

Senior

Management

1 4 0 0 1 0 0 0 2 4

Professional

qualified

28 28 2 10 3 7 4 7 37 52

Skilled 83 84 9 9 7 6 17 18 116 117

Semi-skilled 44 44 2 2 3 3 3 3 52 53

Unskilled 8 2 0 0 0 0 0 0 8 2

TOTAL 165 162 13 21 14 16 24 28 216 227

28

The Table below explains the status quo specifically in relation to specific aviation

personnel within the South African Civil Aviation Authority (SACAA).

Table 9: Civil Aviation Demographics by Trade

In terms of current employment statistics of women representation within the different

occupation levels within the civil aviation industry, Table 4 to Table 13 below provides

further detail:

South African Civil Aviation Authority – Demographics by Trade

Licensing Area South African Foreign Nationals

Total

African Coloured

White Indian Other

Total

Student Pilot (Active Licences)

331 56 2085 79 291 2,842 596 3,438

Private Pilot – Aeroplane

176 47 5495 82 146 5,946 1,331 7,277

Private Pilot – Helicopter

40 7 1245 17 7 1,316 196 1,512

Commercial Pilot – Aeroplane

114 23 2628 48 226 3,039 1,655 4,694

Commercial Pilot – Helicopter

32 13 789 7 4 845 168 1,013

Airline Transport – Aeroplane

76 33 3019 50 10 3,188 285 3,473

Airline Transport – Helicopter

2 2 268 0 1 273 26 299

Total Pilots 771 181 15,529 283 685 17,449 4,257 21,706

4% 1% 89% 2% 4% 100%

Aircraft Maintenance Engineers

193 25 1636 36 17 1,907 182 2,089

10% 1% 86% 2% 1% 100% 1

Hot Air Balloon 0 29 0 1 30 4 34

Flight Engineers 0 24 0 0 24 0 24

Grand Total – Excluding Cabin Crew

964 206 17,218 319 703 19,410 4,443 23,853

5% 1% 89% 2% 4% 100%

29

Table 10 : Civil Aviation Male Representation: Student Licence

African Male Coloured Male Indian Male White Male

Student

Licence

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

Oth

er

To

tal

Student Pilot 180 288 41 14 64 25 1481 102 232 2427

Student Pilot

Integrated

Course

11 78 5 2 8 6 35 7 40 192

Total 191 366 46 16 72 31 1516 109 272 2619

% Split 34% 66% 74% 26% 70% 30% 93% 7% -

% Grand Total 7% 14% 2% 1% 3% 1% 58% 4% 10%

Table 11 Civil Aviation Female Representation: Student Licence

African

Female

Coloured

Female

Indian Female White Female

Student Licence

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

Oth

er

To

tal

Student Pilot 91 38 15 2 9 1 205 12 10 383

Student Pilot

Integrated Course

12 7 0 1 1 0 9 2 1 33

Total 103 45 15 3 10 1 214 14 11 416

% Split 70% 30% 83% 17% 91% 9% 94% 6% -

% Grand Total 25% 11% 4% 1% 2% 0% 51% 3% 3%

30

Table 12 : Civil Aviation Male Representation: Aeroplane Licence


Aeroplane

Licence S

A

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

Oth

er

To

tal

Private Pilot 155 540 43 17 78 97 5391 689 238 7248

Commercial

Pilot

105 849 25 40 52 331 2461 442 304 4609

Airline

Transport

Pilot

76 29 30 13 46 13 2950 227 10 3394

Total 336 1418 98 70 176 441 10802 1358 552 15251

% Split 19% 81% 58% 42% 29% 71% 89% 11% -

% Grand

Total

2% 9% 1% 0.46% 1% 3% 71% 9% 4%

Table 13 : Civil Aviation Female Representation: Aeroplane Licence

African

Female

Coloured

Female

Indian

Female

White Female

Aeroplane

Licence SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

Oth

er

To

tal

Private Pilot 64 52 4 6 10 9 362 52 9 568

Commercial Pilot 42 72 4 5 7 22 254 36 8 450

Airline Transport

Pilot

6 0 4 0 5 0 168 17 0 200

Total 112 124 12 11 22 31 784 105 17 1218

% Split 47% 53% 52% 48% 42% 58% 88% 12% -

% Grand Total 9% 10% 1% 1% 2% 3% 64% 9% 1%

31

Table 14 : Civil Aviation Male Representation: Helicopter Licence


Helicopter

Licence S

A

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

Oth

er

To

tal

Private Pilot 32 71 6 3 14 4 1212 109 6 1457

Commercial

Pilot

23 73 13 0 8 2 764 96 3 982

Airline

Transport Pilot

2 1 2 0 0 0 262 24 1 292

Total 57 145 21 3 22 6 2238 229 10 2731

% Split 28% 72% 88% 13% 79% 27% 91% 9% -

% Grand Total 2% 5% 1% 0.11% 1% 0.22% 82% 8% 0.37%

Table 15: Civil Aviation Female Representation: Helicopter Licence

African Female Coloured Female Indian Female White Female

Helicopter

Licence SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

Oth

er

To

tal

Private Pilot 3 10 1 0 3 0 91 5 0 113

Commercial

Pilot

15 8 1 0 0 1 69 10 1 105

Airline

Transport Pilot

0 0 0 0 0 0 13 3 0 16

Total 18 18 2 0 3 1 173 18 1 234

% Split 50% 50% 100% 0% 75% 25% 91% 9% -

% Grand Total 8% 8% 1% 0% 1% 0% 74% 8% 0%

32

Table 16 : Civil Aviation Male Representation: Other


Other

Licences SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

Oth

er

To

tal

Aircraft Maintenance Engineer

196 105 23 2 42 1 1631 65 15 2080

Cabin Crew 577 65 139 1 61 1 315 4 23 1186

Hot Air Balloon 0 0 0 0 0 0 28 7 1 36

Flight

Engineers

0 0 0 0 0 0 19 0 0 19

Validations 0 48 0 4 0 4 30 662 30 778

Total 773 218 162 7 103 6 2023 738 69 4099

% Split 78% 22% 96% 4% 94% 6% 73% 27% -

% Grand Total 19% 5% 4% 0.17% 3% 0% 49% 18% 2%

Table 17 : Civil Aviation Female Representation: Other

African

Female

Coloured

Female

Indian Female White Female

Other

Licences

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

SA

Fo

reig

n

Nati

on

al

Oth

er

To

tal

Aircraft Maintenance Engineer

14 1 2 0 0 0 9 2 0 28

Cabin Crew 1661 151 379 7 220 1 928 15 37 3399

Hot Air Balloon 0 0 0 0 0 0 2 0 0 2

Flight

Engineers

0 0 0 0 0 0 0 0 0 0

Validations 0 26 0 0 0 2 1 53 7 89

Total 1675 178 381 7 220 3 940 70 44 3518

% Split 90% 10% 98% 2% 99% 1% 93% 7% 1%

% Grand Total 48% 5% 11% 0% 6% 0% 27% 2% 1%

33

2.6 INDUSTRY DEVELOPMENT - SKILLS

A total of 136 employees were trained, of which 48% were females. The SACAA plans to

increase this percentage to 60% in a quest to address gender imbalances.

2.6.1 Industry Development - SACAA Internship Programme

The SACAA is formalizing its Internship Programme and is estimating an intake of about

24 interns annually. The target is to ensure that 50% of the recruits are female.

2.7 CAREER AWARENESS PROGRAMMES

2.7.1 Joint Aviation Awareness Programme (JAAP)

The SACAA, ATNS and ACSA together with other entities under the Joint Aviation

Awareness Programme (JAAP) umbrella continue to play a critical role in terms of

ensuring that all South Africans are aware of the vast opportunities that exist within the

aviation industry from a career perspective. During the previous financial year, ending 30

March 2015, career awareness programmes, targeting high schools, were part of the

industry-wide Joint Aviation Awareness Programme (JAAP) coordinated by the

Department of Transport. The programme targets high schools with the intention of

sharing information on aviation-related career paths. This is significant in that the SACAA

had identified a lack of aviation industry knowledge as a contributory factor to the evidently

slow transformation process.

2.7.2 Techno Girl initiative

ACSA supports the Techno Girl initiative, which is a structured job-shadowing programme

that allows school girls in Grade 9 to 11 access to the work environment. The intention is

to empower the girls in making informed decisions on the careers they can pursue while

considering the scarce skills required within the broader South African context. The

programme maintains an exclusive focus on careers in the fields of Mathematics, Science

and Technology. In the current year, ACSA has taken part in two Techno Girl events

reaching 65 participants.

34

2.7.4 The International Career Aviation Day (ICAD)

The Airports Company South Africa is a strong contributor to ICAD, held once a year, in

December. This event aims to bring awareness to young people, especially in rural areas

on existing careers within the aviation industry. Through this initiative, the Airports

Company South Africa has reached 9 200 young people.

2.8 AVIATION INDUSTRY DEVELOPMENT - SKILLS AND INTERNSHIP

PROGRAMME

2.8.1 SACAA Internship Program

A total of 136 employees were trained, of which 48% were females. The SACAA plans to

increase this percentage to 60% in a quest to address gender imbalances. The SACAA is

formalizing its Internship Programme and is estimating an intake of about 24 interns

annually. The target is to ensure that 50% of the recruits are female.

2.8.2 Bursary Fund (HDI) - SACAA

Aviation career awareness programmes alone will however not have a significant impact

on the transformation of the aviation industry, unless such initiatives are supported by

financial assistance. It has become evident that the high training costs are a barrier to

entry and in an effort to address this challenge the SACAA introduced a bursary

programme. This programme is aimed at further address skills shortages and

transformation challenges in the aviation industry.

35

Launched in 2014, bursaries were awarded to aspiring pilots, aeronautical technicians and

aeronautical engineers. In future, bursaries will also be awarded in the fields of avionics

and aircraft structure. A breakdown of bursaries awarded can be seen below.

Table 18 : SACAA Bursaries awarded

Field of Study Female Students

Male Students

Total

Pilot Training 8 100% 0 0% 8

Aeronautical Technician 5 36% 9 64% 14

Aeronautical Engineers 1 20% 4 80% 5

Total 14 52% 13 48% 27

2.8.3 Training and Development Bursary Scheme – ATNS

ATNS views training as an investment, hence sets aside a substantial amount of money in

the training and development of its workforce. In this financial year, there are 211 planned

courses to be embarked on by employees. The courses ranges from internal and external

courses, to date 22 employees have been trained, 50% of which are females.

Below is data as at the end of June 2015:

Table 19 : ATNS Training as at 30 June 2015

NON CORE SKILL PLANNED TRAINING

NUMBERS TRAINED

AIC FEMALES

A I C

Tertiary Studies 52 10 9 0 0 6

Short courses (Assessor & Moderator, Communication skills, Customer Service, Financial, Industry specific, ICT, e-Learning

117

8

6

1

0

4

WDP – MDP (Wits) 19 0 0 0 0 0

WDP – IATA 19 0 0 0 0 0

ENAC 4 4 0 0 0 1

EXECUTIVE COACHING 0 0 0 0 0 0

TOTAL 211 22 15 1 0 11

ATNS offers bursaries, Learnerships and Graduate programmes in the Air Traffic Services

(ATS) and Engineering fields.

36

The ATNS bursary programme facilitates an opportunity to perform the necessary studies

and to obtain the relevant exposure necessary in order to qualify as an Air Traffic

Controller (ATCO), Air Traffic Service Officer (ATSO) and Aeronautical Information

Management Officer (AIMO).

The study bursary provides bursary holders with the opportunity to conduct their studies at

the Aviation Training Academy (ATA) and includes a practical exposure period. The

students are then, after the successful completion of the course, offered permanent

employment into their respective streams. Further training and development does take

place as per their Individual Development Plans to ensure that progression within other

streams takes place.

The engineering side of the ATA offers both Engineering Learner ships and Engineering

graduate development program to students who have completed their Electrical

Engineering studies at any recognized tertiary institution. These leaners are given

experiential training in order for them to obtain their formal qualification and to prepare

them for entry into the work environment. The programmes run for twelve (12) months.

Below are statistics relating to current students undergoing training through the ATA (as at

end June 2015).

Table 20 : ATA Current Students in Training

Field of Study Female Students Male Students Total

ATCO 31 84% 6 16% 37

ATSO 15 60% 10 40% 25

AIMO 3 50% 3 50% 6

Engineering Technicians 6 100% 0 0% 6

Engineering Graduates 1 33% 2 67% 3

Total 56 73% 21 27% 77

37

2.8.4 BURSARY SCHEME – ACSA

ACSA has a number of initiatives to promote the empowerment of young talent within the

industry. The focus has been on raising awareness on available career opportunities in

aviation, provide bursary support to those studying towards qualifications that feed the

national critical and scarce skills as well as provide meaningful work experience for first

time job seekers.

The Sakhisizwe Bursary Scheme is open to engineering students. Applications open once

a year and are advertised at universities. The objective of this initiative is to develop

aviation related skills for the broader South Africa, focusing on previously disadvantaged

youth. Sakhisizwe, under the Airports Company South Africa‟s administration, provides full

study support to Engineering students which lead to meaningful work opportunities. Since

the start of the programme 52 youths have benefited from the programme and has even

led to several being permanently employed by the company

2.8.5 Work exposure and job opportunities – Airports Company South Africa

2.8.5.1 Trainees

Graduates within professions that are formally registered with professional bodies such as

Engineering and Property Development are given permanent employment and provided

with supervised work experience that leads to them being professionally registered with

their respective professional bodies. In the past 5 years the ACSA has had 35 trainees.

Opportunities are advertised in newspapers and LinkedIn.

2.8.5.2 Learnerships

Learnership programmes for both employed and unemployed learners are conducted in

the following disciplines within ACSA: Customer Care, Business Administration, Fire and

Rescue as well as Security. Over the years a total of 302 learners have been beneficiaries

with a number of them being absorbed into permanent positions at the end of their

38

Learnership. Eligibility is open to those with a valid matric certificate and who meet the

SETA pre-entry requirements.

Opportunities are advertised in newspapers and LinkedIn and recruitment agencies that

specialise in sourcing candidates living with disabilities.

2.8.5.3 Internships

Graduates within various professions are provided with a fixed term employment contract

and provided with supervised work experience within ACSA. The initiative has reached

176 young people thus far.

Internships are open to Graduates in any discipline that may be accommodated within the

company. Opportunities are advertised internally, as well as in newspapers, LinkedIn and

tertiary institutions.

2.8.5.4 Apprenticeships

The Artisan skill in the electrical maintenance field is strengthened through a structured

apprenticeship programme for internal employees as well as unemployed youth. There are

15 beneficiaries of this programme thus far. This programs is open to ACSA employees

and unemployed youth interested in pursuing a career as an electrician and is open upon

candidate request.

2.9 AVIATION INDUSTRY-WIDE WOMEN PROGRAMMES

2.9.1 South African Women in Aviation and Aerospace

The SACAA has an existing Memorandum of Understanding (MOU) with the South African

Women in Aviation and Aerospace (SAWIA) where the two parties collaborate on career

advancement opportunities. This relationship has seen the two parties share platforms in

the SAWIA Girl Fly project where the SACAA provides annual financial sponsorship for the

week long camp.

39

The SAWIA also partners with the DOT and JAAP on campaigns such as the International

Civil Aviation day annually.

The relationship between SAWIA and JAAP benefits the youth in that the parties exploit

each other‟s communications platforms to ensure that information is accessible to the

youth.

The SACAA has used the SAWIA database to select suitable candidates for its bursary

scheme.

2.9.2 Entrepreneurship Initiatives

The SACAA is leading the way in introducing South African women into the

entrepreneurial side of the aviation industry. Since April 2014, under the leadership of the

Director of Civil Aviation, the following progress is reported on the engagement and

introduction of SANWIT to various role players ion the aviation industry:

a) SACAA – The SACAA met the Gauteng SANWIT branch executive committee

members on 29 July 2015 and the parties agreed to enter into a Service Level

Agreement between SANWIT and the SACAA to collaborate and work together on

the following:

(i) SANWIT members nationally to register in the SACAA Procurement

database;

(ii) Information sharing for opportunities for youth and people living with

disabilities e.g. for bursaries, internships, employment opportunities;

(iii) SACAA to provide training for SANWIT members on how to meet the

requirements of the biding process;

(iv) Partnership in key projects with the intention of exposing women to aviation

in general, amongst others.

b) ATNS – the invitation for an introductory meeting has received attention and a

meeting date is being set up between SANWIT and ATNS within the month of

August 2015.

40

c) Mango Airlines – the invitation for an introductory meeting has received attention

and a meeting date is being set up between SANWIT and Mango Airlines within the

month of August 2015.

d) SA Express – The first introductory meeting between SANWIT and SA Express is

taking place on 06 August 2015.

e) SA Airlink – efforts to set up an introductory meeting between SA Airlink and

SANWIT yielded no positive outcome. The representative advised that SANWIT

members need to participate in the airlines business like any other supplier and that

they need to sell their services to SA Airlink as such.

f) SAA – the invitation for the introductory meeting has received attention and a

meeting date is being set up between SANWIT and SAA within the month of August

2015.

g) ACSA – an introductory meeting with SANWIT needs to be coordinated and

thereafter potentially look at roadshows across the provinces when opportunities

arise.

2.10 MAJOR CHALLENGES AND RECOMMENDATIONS

There are a number challenges faced by different groups within the broader aviation

industry and these are listed below along with potential recommendation to mitigate the

challenges.

Target Group Challenges Recommendations

Black youth/ learners

Aviation knowledge in the black communities is very limited and as a result, opportunities are not open to them

Implementation of the National Aviation Transformation Strategy will address transformation within the civil aviation industry as a whole and the empowerment of the Youth, People living with disabilities and women can be dealt with as part of the rolling out of the National Aviation Transformation Strategy (NATS) once approved by the Minister.

Aggressive aviation awareness programmes that reach both township and rural communities extensively

41

Lack of subject choice guidance means that learners are not able to choose the right subjects to enable them to access opportunities within aviation

Implementation of the National Aviation Transformation Strategy will address transformation within the civil aviation industry as a whole and the empowerment of the Youth, People living with disabilities and women can be dealt with as part of the rolling out of the National Aviation Transformation Strategy (NATS) once approved by the Minister.

Aggressive aviation awareness programmes that reach both township and rural communities extensively

The cost of aviation training is exorbitant.

Coordination of joint efforts between DoT (TETA), SACAA, ATNS and ACSA with organisations like SAWIA to ensure real impact and reach.

The availability of training institutions that can objectively assess PDI‟s are not available in SA.

Until such time as the appropriate academy has been established (this will be a 10 year window period), we need to ensure that assessments of aviation students is fair and objective and is led by the sponsoring institutions and not only left to the training institutes which tend to be at times unfairly biased.

Black businesses/ entrepreneurs

Access to funding has been a major stumbling block for black aviation businesses/entrepreneurs.

An awareness program needs to be established wherein each of the DoT agencies address the business requirements and opportunities available. This will assist black women service providers identify opportunities that they are able to tender for as well as gear them up for the necessary skill sets, for those that are interested

A collective road show by SACAA, ATNS and ACSA that highlights business opportunities that will be coming up soon

42

Skilled Aviation Professionals

The competition for technical skills with global aviation role players.

43

3. MARITIME TRANSPORT

3.1 INTRODUCTION

In the history of mankind, maritime transport has been one industry that has promoted

global integration across deep oceans and proliferated trade between countries and has

encouraged tremendous increase of goods and services across the world thus resulting in

a borderless society. For a very long time, transport planning and operator positions have

been occupied by men. As such, women's specific transport needs and aspirations have

often not been identified or addressed, even though some operators in recent years have

taken steps to employ women in key positions, and consult women as users. However,

much more still needs to be done.

Approximately 98% of world trade is carried by sea. Maritime Industry is a capital intensive

and patriarchal dominated industry characterized by stereotypes that currently prevent

women from successfully taking part in this business arena.

The maritime industry is divided into seaside operations and landside operations.

Landside operations deal with the administration of cargo transfer, cargo transfer, cargo

storage and management of terminals. The seaside operations focus only on the actual

cargo transportation by water.

At a reception after the Sub-Committee on Ship Design and Construction, IMO General

Secretary, Mr Koji Sekimizu spoke about the need to promote a full range of maritime

subjects, such as naval architecture, marine engineering, and maritime law, as well as the

attractions of a career in seafaring. He emphasised the importance of creating an

understanding about the enticing prospects of a life in the maritime and seafaring

professions in the minds of children and younger people, who have yet to decide on their

future endeavours and career paths.

44

Maritime transport facilitates up to 96% of the country‟s trade, making it a significant

economic development sector. The Department of Transport is responsible for setting

policies and frameworks that governs both its safety and economic regulatory entities

(South African Maritime Safety Authority – SAMSA and the Ports Regulator of South

Africa – PRSA). The sector does not have specific legislation that talks to women

empowerment and is thus guided by the broader legislative frameworks of the department

and government on empowerment of women, youth and people with disabilities. The

National Ports Act, Act 12 of 2005, and its regulations makes provision for the improved

access to the South African port system by non-government actors and players with

targets for Broad-Based Black Economic Empowerment (B-BBEE) set in line with the B-

BBEE charter and scorecard.

3.2 KEY STAKEHOLDERS IN THE MARITIME SECTOR

The National Department of Transport is responsible for the articulation of a vision for the

development of the South African Maritime Sector through the nine (9) commercial ports

managed by the National Ports Authority (NPA) (currently a division of Transnet but

envisaged as a separate state owed enterprise in the National Ports Act, Act 12 of 2005).

Whereas the global nature of the maritime sector lends itself to private sector participation

in operations, infrastructure development is capital intensive requiring significant

investments especially after years of neglect on expansion and maintenance. The

commercial ports policy thus makes provision for a landlord port model with the NPA being

the landlord further necessitating economic regulation to address the inherent tendencies

of monopolies with regards to pricing and efficient operations.

The Ports Regulator of South Africa (PRSA) was established to ensure effective regulation

of South Africa‟s port infrastructure managed by the NPA, with SAMSA mandated to

address safety aspects in the maritime sector and it also focuses on industry

development, with responsibility for the development of the South African ship register as

part of Operation Phakisa. The PRSA also has the mandate for ensuring equity of access

45

to port services and infrastructure delivery through its monitoring function on the NPAs

compliance to the National Ports Act and through the implementation of the Private Sector

Participation framework developed by the Minister of Transport. Various other private

sector companies and role players are involved in the port space, providing various

services.

3.3 THE DEPARTMENT OF TRANSPORT MARITIME BRANCH

The Department of Transport Maritime Branch as the oversight body of the South African

maritime industry, currently has 16 women as staff members which represents 48.38% of

the total staff. The 2 Women in senior and top positions currently constitutes 33,3% of the

total number of senior and top managers within the Maritime Branch.

3.4 BROAD-BASED BLACK ECONOMIC EMPOWERMENT

Government is committed to a South Africa that brings together the talents of every citizen

and the maximization of the potential of every individual, gender equality, prohibition of

discrimination and the celebration of diversity being the core principles of goal. The

challenges are vital for women and should be taken seriously. The contribution made by

women is vital to our continuing economic growth and prosperity.

South Africa, in heightening the role of women in some areas, should recognize that more

work is required, not enough has been done on gender equality. One of the key areas is

the central importance of institutional mechanisms to consolidating and expanding gender

equality. Public and private sectors as well as civil society together need to make the case

for gender mainstreaming and must be able to explain what gender mainstreaming is. The

proposed approach will contribute immensely in achieving a Transport sector that is

dynamic, but also importantly, socially inclusive.

The Maritime Transport and Services Industry B-BBEE Charter has its long-term vision to

develop South Africa that is in the top 35 maritime nations of the world. The socio-

economic legislation that is amongst the most progressive in the less developed and

developed countries, particularly with reference to the BEE Strategy and the DTI Codes of

46

Good Practice on B-BBEE have been put in place. The Transport Sector B-BBEE Charter

is one of the initiatives by government through the Department of Transport to address the

legacy of inequality in our society in order to make a significant contribution towards

economic growth, job creation, skills development, poverty alleviation and broad-based

black economic empowerment. All these elements are embedded in the indicators of

Ownership and Control, Management, Employment Equity, Skills Development,

Preferential Procurement, Enterprise Development; and Socio-economic Development

Targets adopted from the DTI Broad Based BEE Strategy and the B-BBEE Act.

The following table summarises the progress of government entities in the maritime

transport sector regarding empowering women, youth and people with disabilities.

Table 21 : Maritime Women Empowerment of Government Entities

Role-players

Focus Area

Women Youth People with disabilities

Ports Regulator of South Africa

Board composition: 50% women

Management: 50% women managers positions filled)

Of the 15 staff compliment, 11 are youth i.e. 35 or below.

None

South African Maritime Authority

Board composition : 20 % women

Senior and top management: 32%

National Ports Authority

Management: 50% women in EXCO

11% of BBBEE spend YTD (Feb 2015) went to women owned enterprises with at least 30% women shareholding

2.3% of workforce are people with disabilities against a target of 2.5%

3.4.1 SAMSA Employment Equity Profile – July 2015

The SAMSA board at present only has 2 female board members, which equates to 25%

women representation. The table below provides details in this regard.

47

Table 22 : SAMSA Board Members

MALE DATE OF BOARD

APPOINTMENT &

EXPIRY

FEMALE DATE OF BOARD

APPOINTMENT &

EXPIRY

Mr Mavuso Msimanga 1 July 2015 – 30

June 2018, for a

period of 3 years

Ms Nomsa Cele 01 August 2014 – 31 July

2017, for a period of 3

years.

Mr Tsietsi Mokhele 26 June 2013 – 25

May 2018, for a

period of (five) 5

years

Ms Anna Sekabiso

Molename

01 July 2015 – 30 June

2018, for a period of

(three) 3 years.

Mr Fredericks Jacobs

1 August 2014 -31

July 2017, for a

period of 3 years

Mr Mervyn Robert Burton

1 July 2015 -30 June

2018, for a period of

3 years

Mr Mthunzi Madiya

Dr. Michael Hendricks

1 August 2014 – 31

July 2017, for a

period of 3 years

TOTAL NO OF MALES : 6 (75%)

TOTAL NO: OF

FEMALES: 2 (25%)

In terms of employment numbers, the table below contains the number of women per

management level. It is clear that women are represented at all levels within SAMSA.

48

Table 24: SAMSA Employment per level

Practice Notes 8 of 2007/2008 state that institution must promote BEE through the

participation of Black empowered enterprises, black women owned enterprise and through

the promotion of businesses owned by Historical Disadvantage Individuals (HDI‟s)

The Supply Chain Management weighted preferential procurement spend has been

calculated using the outputs from BBBEE Rating Agency‟s supplier information gathering

initiative. These initiatives will assist SAMSA to promote women-owned enterprise in

Maritime and other SAMSA procurement activities.

The South African Maritime Safety Authority has an annual procurement spending of

approximately R 200,947,311.35 million for the period 2014/2015 financial year.

Levels Males Females Total

A C I W A C I W

Top Management

3 0 0 0 12 1 1 1 18

Senior Management

11 1 1 2 10 2 2 9 38

Professionally qualified and experienced specialists and mid-management

7 0 0 3 10 10 1 21 52

Skilled technical and academically qualified workers, junior management, supervisors, foremen and superintendents

27 2 2 7 32 6 1 8 85

Semi-skilled and discretionary decision making

34 9 0 4 22 2 0 0 71

Unskilled and defined decision making

1 0 0 0 2 0 0 0 3

Total

83 12 3 16 88 21 5 39 267

49

Out of the total spent on goods and services, approximately R 160,125,860.57 was

directed towards BEE compliance suppliers. This represents approximately 79.69% of

total procurement. The graph and table below illustrate the B-BBEE procurement to date:

Figure 2 : Maritime BBBEE expenditure

Table 23 : Maritime BBBEE Expenditure

No Details Amount % of Total Measured Procurement Spend

1 Exempted Micro Enterprises and Qualifying Small Enterprises

R62,614,411.06 31.16%

2 Black Owned Suppliers

R41,326,519.56 20.57%

3 Black Women Owned Suppliers

R28,221,779.09 14.04%

3.4.2 Independent Ports Regulator

The Board of the Independent Ports Regulator currently consist of 45% women

representation, as per the table below

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

R 0.00

R 50 000 000.00

R 100 000 000.00

R 150 000 000.00

R 200 000 000.00

R 250 000 000.00

BEE Suppliers Exempted MicroEnterprises andQualifying Small

Enterprises

Black OwnedSuppliers

Black WomenOwned Suppliers

TOTALPROCUREMENT

SPEND LASTFINANCIAL YEAR

BEE REPORT

Amount (Rands) % of Total Measured Procurement Spend

50

Table 24 : Independent Ports Regulator Board Members

MALE DATE OF BOARD APPOINTMENT &

EXPIRY

FEMALE DATE OF BOARD APPOINTMENT & EXPIRY

Mr Andile Mahlalutye

1 June 2012-31 May 2015, for a period of three years.

Ms Gloria Serobe

1 June 2012-31 May 2015, for a period of three years. Re-appointed and serve 2

nd

term of office

Mr Aubrey Ngcobo

1 June 2012-31 May 2015, for a period of three years.

Ms Thato Tsautse


nd

term of office

Mr Grove Steyn

1 June 2012-31 May 2015, for a period of three years

Ms Phumzile Langeni


nd

term of office

Prof. Didibhuku Thwala

2 May 2014-01 April 2013, for a period of 3 years.

Ms Patricia Mazibuko

1 June 2012 for a period of three years. Re-appointed and serve 2

nd

term of office

Mr Mahesh Fakir

1 May 4014 -30 April 2019


TOTAL NO OF FEMALES: 4 (45%)

3.5 CAPACITY BUILDING

In the context of promoting the maritime and seafaring professions all over the world, the

IMO Maritime Ambassadors Scheme was launched at the IMO Headquarters

The Maritime Transport Chief Directorate in the Department of Transport‟ Strategic Plan

for 2014-2019 identified a project to promote maritime careers to previously

disadvantaged communities in South Africa. This programme is developed to promote

maritime careers to schools particularly the previously disadvantaged schools. Currently

the Department of Transport has developed a programme to promote the maritime careers

to schools in the country.

The Transport Education and Training Authority (TETA) in line with the Skills Development

Act, No 97 of 1998, was established to address and improve the shortage of skills in the

transport sector. Amongst the eight sub-sectors of the transport sector as identified by

51

TETA is Maritime, Freight Handling, Rail, Forwarding and Clearing. The broader functions

of TETA are to develop Skills Sector Plans for the Transport Sector, to implement the

Sector Skills Plan through Learnerships, to approve Workplace Skills Plan, to allocate and

disburse levy grants. Each sub-sector has got its own chamber with responsibilities. The

Maritime Chamber operates in the field of ocean and coastal shipping, ocean and coastal

fishing, port activities and associated land-based activities.

The role of the maritime chamber is to develop and improve skills within the

Maritime Industry.

The second role of the maritime chamber is to promote, co-ordinate and monitor

high quality education and training in the sector, taking into consideration the

International Requirements.

The third role of the chamber is to facilitate a framework of learning which promotes

access to, and recognition of learning in the workplace.

Lastly the role of the maritime chamber is to represent the interests of all

stakeholders in the sector equitably and transparently.

Implement skills programmes aimed at skills get women for participation in the

sector and such programmes as the WMU postgraduate programme and the

Cadetship programme;

Deepen the design and avail maritime education and training opportunities for

women and youth;

Encourage women and youth to participate more in maritime activities;

Recognition of Prior Learning in the Maritime industry;

Defining the maritime industry - it‟s not just about going to sea. There are other

career opportunities e.g. clearing and forwarding, ships agents, stevedoring,

chandelling, ship repair, terminal operations (warehousing) where women and

youth can niche an opportunity; and

Organise international exchange programmes.

52

3.5.1 Women in Maritime Interventions: Specific Programmes

Specific programmes are:

National Cadetship Programme;

Operation Phakisa Labs;

Master of Maritime Affairs (World Maritime University Programme);

South African International Maritime Institute (SAIMI) Initiatives;

Implement SAMSA Leadership and Development Academy Programmes;

Bursaries in Maritime studies;

Preferential procurement and application of PPPFA guidelines in maritime when

procuring goods and service from women led maritime service providers. This could

entail allocating a higher score and weighting to these providers without going

outside the prescripts of the PFMA, National Treasury or any applicable guidelines;

Specific projects/areas where women and youth can be facilitated from a SAMSA

Enterprise Development point of view such as:

Marine Aquaculture presents a huge opportunity as barriers to entry are relatively

reasonable

Marine Tourism, which will see its strategy being launched during the Transport

Month

Small Harbours will present various opportunities for preferential supplier

opportunities

Supporting the SAMSA‟s Government Fleet special project work by proactively

targeting women led supplier ventures with preferential procurement options

3.6 CAREER ADVANCEMENT INITIATIVES WITHIN THE MARITIME INDUSTRY

3.6.1 National Ports Authority (NPA)

The NPA partnered with the National Sea Rescue Institute for the water wise campaign

which has empowered over 100 000 young people nationally; a total of 196 girls have

been exposed to careers at the NPA as part of the Techno girl job shadowing and Take a

53

girl child to work campaigns; 9 883 learner from rural schools in Venda, Cape Town,

Richards Bay and East London were provided with information on maritime careers; NPA

has adopted Dr. Vilakazi and Forest High Schools in the Gauteng region where the NPA

refurbished Maths class room and the science laboratory respectively.

3.6.2 SAMSA Women in Leadership Training Programme

SAMSA has committed itself to a women empowerment and transformation agenda that

has seen a number of women colleagues being supported in their professional

progression within the organisation.

The initiative is driven through the office of the CEO, implemented through an executive

management team that are tasked with ensuring the continued commitment and support in

this leadership training.

The programme was launched in 2014 and eight (8) women within the organisation were

identified as the initial pioneers of the leadership programme.

As part of recognising and elevating the women, their story‟s will be featured and profiled

in our annual report 2014-15 as part of the theme of SAMSA‟s strategy in empowering

women in the organisation.

3.7 INDUSTRY WIDE INTERVENTIONS

SAMSA runs a network of women seafarers who are employed in industry but supported

in their career development, mentoring, and leadership development by SAMSA. The

ladies work in various companies ashore (mainly at Transnet, Grinrod, MSC) and for

various companies offshore.

SAMSA Internal Women Development Program was launched in 2010 and revised in

2013. The program has seen women being developed and some subsequently promoted

to positions of leadership within SAMSA, notably Chief of SA Maritime Search and

Rescue, Executive Manager Centre for Boating, Senior Manager Centre for Fishing,

54

Senior Manager Seafarer Welfare. SAMSA is in the process of recruiting more women

from its external mentorship program

3.7.1 Youth Public Awareness and Job Awareness - Facilitation Interventions

The following interventions took place during 2014 aimed at increasing the level of career

awareness amongst the youth of South Africa

Table 25 : SAMSA Career awareness initiatives

Project/ Exhibition Dates Place Reached Targets in Numbers

Targets Description

Quarter 2 – July 2014 to September 2014

TNPA Marine Week 11th to 15

th August

2014 Makhado (Venda), Limpopo

2554 School Learners & Educators

YCSA Maritime Careers Awareness/ Expo

27th August 2014 Eshowe, Kwa-

Zulu Natal 1008 School Learners &

Educators

TOTAL 3562

Quarter 3 – October 2014 to December 2014

TNPA Marine Week (Lichtenburg Rural Career Expo)

20th to 24th October 2014

Mafikeng, North-West


YCSA Maritime Careers Awareness/ Expo,

28th October 2014 East London, Eastern Cape


TOTAL 3124

Quarter 4 – January 2015 to March 2015

Appelsbosch Careers Clinic, Appelsbosch

27th February 2015 Appelsbosch,

Kwa-Zulu Natal 807 School Learners &

Educators

YCSA Maritime Careers and Awareness Expo, Orange Farm

7th March 2015 Orange Farm,

Gauteng 1009 School Learners &

Educators

YCSA Maritime Careers and Awareness Expo, Makhado

28th March 2015 Makhado,

Venda, Limpopo 756 School Learners &

Educators

Quarter 2 – July 2015 to August 2015

55

3.8 BUSINESS/ENTREPRENEURIAL OPPORTUNITIES IN MARITIME

3.8.1 Development and Financing of SMME’s

The DOT‟s Maritime Transport Branch and the DTI‟s Empowerment and Enterprise

Development Division have also identified the funding of Small, Micro and Medium

Enterprises (SMME) engaged in, or interested in engaging in, the Maritime sector as an

area of mutual interest and an opportunity for interdepartmental cooperation.

The DOT‟s Maritime Transport Branch has recently developed a draft policy green paper

on a maritime industry development, which identified certain businesses that are auxiliary

DHET Mandela Day Career Development Festival, Umfolozi

15th to 18

th July

2015 Esikhawini, Kwa-Zulu Natal


National Science Week, Mondi Science Centre, Piet Retief, Mpumalanga

03rd

to 7th August

2015 Piet Retief, Mpumalanga


TOTAL 17876

Quarter 1 – April 2015 to June 2015

DoT Career Expo with Deputy Minister, Elliotdale

20th April 2015 Elliotdale,

Eastern Cape 400 School Learners

Botlokwa Careers Expo, Botlokwa,

25th April 2015 Mokomene, Botlokwa, Limpopo

5000 School Learners

National DoT & KZN DoT Zululand District Careers Exhibition 2015, Ulundi, Nongoma, Vryheid, & Pongola

11th to 15th May 2015

Ulundi, Nongoma, Vryheid, & Pongola, KwaZulu-Natal


TETA Career Awareness Expo, De Aar

21st May 2015 De Aar, Northern Cape

862 School Learners

TETA Career Awareness Expo, Botshabelo

06th June 2015 Botshabelo, Free State

700 School Learners

WeCan Foundation Moletjie Career Day, Moletjie

26th June 2015 Makgodu, Moletjie, Polokwane, Limpopo


56

to shipping, and for which the capital barriers to entry are low enough to provide

opportunities for local SMME entrepreneurs, should the necessary willingness, skills and

funding exist.

The DTI released its Industrial Policy Action Plan, which identifies certain industries and

sectors as targets for growth and development with the assistance of government, this

assistance may take the form of industrial financing, leveraging procurement,

developmental trade policies, training, et cetera.

In order to mitigate constraints government has put in place decisive interventions. These

interventions are grouped into categories:

Increase awareness and improve capacity of women to participate in the various

modes of transport and the economy;

Mobilize and co-ordinate delivery of social and enterprise development in the

transport sector;

Network, organize and support women entrepreneurs for success and growth;

Lobby and advocate for a business and policy environment that will support and

enable the sustainability of woman enterprises;

Add to the body of knowledge and guiding best practices through research and

development, on the gender related issues which impact on the growth and

success of woman enterprises;

Promote a gender balanced approach to socio-economic development; and

Implementation of the Maritime Transport and Services Industry B-BBEE Charter;

identification of businesses and financing options.

3.8.2 Port Development

The National Ports Act envisaged that there would be private sector participation in the

South African port system through the implementation of section 56 which allows for the

NPA to enter into concession and similar agreements for the operation of port terminals

and various services across the system. The following section 56 opportunities were

identified by the NPA in the Business to Business engagements in February 2015:

57

Passenger terminals: Durban and Cape Town;

Liquid Bulk terminals: Richards Bay, East London and Durban (Lot 100);

LNG terminal in Richards Bay;

Coal terminal in Richards Bay;

Manganese terminal in the Port of Ngqura;

General cargo terminal in the Port of Ngqura;

Container terminals Salisbury Island and Durban Dig-Out Port (DDOP); and

Oil and Gas: Saldanha Supply Base and Rig Repair Facility.

3.8.3 Operation Phakisa

Operation Phakisa identified various business and entrepreneurial opportunities:

Aquaculture: focus on fish processing, develop aquaculture industry to provide local

fish, transform industry

Offshore oil and gas: enabling environment for gas/oil exploration, promote

inclusive economic growth, address skills gap and overcome infrastructure

challenges

Marine protection and governance: develop an institutional framework for ocean

management and governance; protection of critically endangered ecosystems,

improve environmental integrity and skills improvement.

Marine transport and manufacturing: coastal shipping, transhipment, boat building,

repair and refurbishment

3.9 CAREER DEVELOPMENT OPPORTUNITIES

3.9.1 International Maritime Organisation Maritime Ambassadors Scheme

In the context of promoting the maritime and seafaring professions all over the world,

International Maritime Organisation (IMO) Maritime Ambassadors Scheme was launched

the IMO Maritime Ambassador Scheme at IMO Headquarters.

Under the scheme, each IMO Member Government is invited to identify and appoint IMO

Maritime Ambassadors in their own country. The IMO will formally recognise these

58

appointments and maintain a register of IMO Maritime Ambassadors. Each IMO

Ambassador will carry out activities such as school visits, speaking to young people and

children at various opportunities arranged with Governments. Through IMO, these

promotional activities and experiences will be shared by other IMO Ambassadors in other

countries, at a later stage, IMO Ambassadors would gather at IMO and discuss how to

further promote their outreach activities.

The goal of the United Nations and It‟s agency in the maritime sector, the IMO has and is

to promote increased participation of women specifically in developing countries in

different sectors of economic and social development more especially in sectors where

women have not been represented. One sector in which women have not been grossly

represented both in seafaring and in onshore business opportunities and employment

opportunities is the maritime sector.

3.9.2 Ship Design

Ship design in the future will offer a full range of challenges and opportunities in the fields

of art and engineering, based on science and advanced technology. Interest in

constructing these truly amazing, complex, man-made structures, capable of navigating

the real oceans and coping with all the forces nature must be encouraged so as to

wonderfully participate in the opportunities in real-world developments such as shipping

and shipbuilding. Ships of the future will require young talent to explore futuristic designs

and, in view, naval architecture is a hugely attractive profession, especially when one

weighs the current number of young naval architects against the future demand for ships

designed to meet society‟s increasingly stringent requirements for safety and

environmental protection.

3.9.3 SAMSA-World Maritime University South Africa post graduate programme

The World Maritime University (WMU) programme based in Malmo Sweden, is part of

SAMSA‟s broader partnership for training of top level skills sets in the maritime sector. The

programme saw 23 Masters Students and 4 PHD students sent to study at WMU.

59

Twenty-three (23) MSc Degrees were conferred in six (6) maritime fields of specialisation

with the total number of graduates reflected in brackets as follows:

Maritime Law and Policy (8)

Maritime Safety & Environmental Administration (3).

Maritime Education and Training (2).

Port Management (1)

Marine Environmental & Ocean Management (4) and

Shipping Management & Logistics (5).

Of the twenty-three 23 MSc students, 8 are women and 15 men. Of the four (4) doctoral

fellows, two of the recipients were female participants.

The sponsorship of this event was not only from SAMSA but was made possible by the

Department of Higher Education and Training (DHET) through funding support provided

from its agencies, namely the National Skills Fund (NSF) and the National Student

Financial Aid Scheme (NSFAS).

The second cohort of twelve (12) students are currently taking up their studies in Malmo

and expectation is that they will complete the courses and be back in the country in

November 2015. There are five (5) women in the group and five (7) men, however no PhD

fellows accompanied this intake.

3.9.4 SAMSA-National Cadetship: Youth and Women Empowerment

As part of encouraging the participation of youth and women in opportunities within the

maritime and seafaring industry, SAMSA established a national cadetship programme in

2011.

The drive behind this programme was the realisation that meaningful seafaring job

opportunities required on board training berths but the lack of SA registered vessels,

60

which would have provided such a service meant the need to acquire a vessel to close the

gap.

The Dedicated Training Vessel (DTV), the SA Agalhus, that the programme secured, has

seen 549 youths going through the cadetship programme. Of this cohort of youths, 114

participants are women (20, 7%) and the training courses they have attended have

enabled them to acquire important maritime skill sets such as deck, engine, catering and

engineering knowledge. The program has seen 100% placement of all qualified officers

emerging from the program. The table below provides detail regarding the various courses

and number of attendees:

Table 26 : SAMSA-National Cadetship courses

3.9.5 Women in Maritime Association

As part of creating structures that articulate and champion women in the industry, SAMSA

sponsored the establishment of a Women in Maritime Association to be led by women

who seek to invest and actively participate in the sector.

The structure was established and launched at the 2013 Africa Maritime Indaba and has

been the founding association for an African Women in Maritime Association, which has

recently been recognised by the African Union.

61

South African representatives participated at the recent July 2015 African Women in

Maritime Association conference in Addis Ababa at the AU and the focus on women and

their participation in this otherwise male-dominated industry has been significant.

3.9.6 PRSA & NPA Career Opportunities

3.9.6.1 PRSA- Bursary opportunities offered to all employees to further their studies in

maritime transport sector. Study opportunities and/or support has been availed to eight

employees studying for post graduate qualifications at the University of KwaZulu Natal.

3.9.6.2 NPA- The NPA‟s learner pipeline for 2014/15 had 49 learners in various technical

training capacities. Of these, four out of 10 engineers in training are women, another four

out of fourteen (14) technicians in training and four out of 12 marine pilot trainees are

women. Three out of seven (7) aircraft maintenance engineers are women. The NPA have

women at the helm of the ports of East London, Mossel Bay and Ngqura i.e. Mrs.

Jacqueline Brown, Mrs. Thandi Lobakeng and Mrs. Mpumi Dweba. South African ports

are among a few countries world-wide to have female harbour masters.

3.9.7 Operation Phakisa – Opportunities for Women

Operation Phakisa has a number of initiatives across the various labs that are well placed

to address the cause of women employment in maritime. At the last Inter-Ministerial

Committee meeting held at Tuinhuis in Cape Town in July 2015, the Minister for Small

Business appealed to the various Ministers in Operation Phakisa to consider opportunities

for small business in the various initiative. The sentiment was that this consideration

should be extended to include issues of women empowerment. This initiative therefore

comes at an opportune time and SAMSA can therefore drive the process through the

Presidency and Operation Phakisa structures.

As mentioned above Operation Phakisa is well positioned to look at the two sections of the

programme, namely the economic and capacity development dimensions. These

dimensions would be examined across the various labs of Operation Phakisa:

Offshore oil & gas exploration;

62

Aquaculture;

Marine manufacturing;

Marine transport; and

Marine protection & governance.

3.10 MARITIME INDUSTRY DEVELOPMENT: EDUCATION AND TRAINING &

SKILLS DEVELOPMENT

Training opportunities in the maritime sector are wide ranging covering most operational

areas in a port. They include training in technical and engineering competency, legal, sea-

going as well as operational competencies. Training is offered by academic institutions,

the Transport Education and Training Authority (under the maritime chamber), the South

African Maritime Safety Authority (SAMSA) that accredits training, Transnet through the

School of Maritime excellence which caters for technical skills in port operations and

marine services, and some private training providers.

In port management, the National Port Authority has a focused programme to develop

skills in engineering and marine services. The National Ports Authority has the highest

number of female marine employees in the world at the levels of Deputy Harbour Master,

Marine Operations Manager, tug master and pilot.

The NPA trained twenty – two (22) helicopter pilot trainees and 06 aircraft maintenance

engineers in 2013 to enable in house helicopter pilot services. Currently there are 17

helicopter pilots and thirteen (13) helicopter technician trainees. The NPA provides training

for African countries (Mauritius, Ghana, Cameroon and Namibia – at their last graduation

in early 2015, eight (8) graduates were from Namibia). Some of the strides made by the

NPA in empowering women include:

63

Ms Londiwe Ngcobo - South Africa‟s first black female Dredge Master who is

responsible for a 4200 cubic metre dredger Isandlwana which, with a price tag of

around R1 billion which is the National Ports Authority‟s most expensive asset.

Ms Nompumelelo Chamane, who is one of seven female cadets with TNPA‟s

Dredging Services, is the first to qualify as a Marine Engineer.

Ms Marce Greyson, Nicolene Naidoo, Nontsikelelo Nkombisa, Bongani Mkansi,

Khensani Hlungwani, and Zuziwe Mkhabela all graduated as helicopter pilot cadets

and will provide an essential helicopter service as part of marines services used at

the Ports of Durban and Richards by to transport marine pilots to and from ships.

Ms Phumlile Zondo, Joy Sekwati and Samukelisiwe Faith Mncadi are registered as

aviation engineers, a key support function for the helicopters. They are midway

through a three-year aviation engineering diploma and are being trained by Denel

at the Denel Technical Academy on behalf of TNPA.

While this programme will enable NPA to service their helicopters in-house these

engineers are also obtaining skills that are in demand world-wide.

3.10.1 Internal Measures for Women Development at SAMSA for the Financial Year

2014/15

There were 65 women interventions for the 2014/15 financial year ranging from Top

Management, Senior Management, Professionals and Specialists. This training covers

both short and technical courses. The breakdown is as illustrated below:

Table 27 : SAMSA Training per level

OCCUPATIONAL LEVELS FEMALE TOTAL A C I W

Top management 2 0 0 0 2

Senior management 8 0 0 1 9

Professionally qualified and experienced specialists and mid management

40 0 0 0 40


10 0 0 4 14

64

Semi-skilled and discretionary decision making

0 0 0 0 0

Unskilled and defined decision making

0 0 0 0 0

TOTAL 60 0 0 5 65

3.10.2 SAMSA Number of Employees on Long Term Training

This training caters for employees doing their studies ranging from 4 months certificates to

postgraduate qualifications. Currently there are 18 women employees undergoing this

type of training and the breakdown is as follows:

Table 28 : SAMSA Long Term Training

BLACK COLOURED INDIAN WHITE

14 1 0 3

18

The Following Have Completed Their Long Term Training during the period 2005 up to

2014 which is as indicated below:

Table 29 : SAMSA Long Term Training Completed

BLACK COLOURED INDIAN WHITE

11 3 1 4

19

3.10.3 Bursaries

3.10.3.1 Bursaries for Lawhill

The aim of the bursary programme is to strengthen existing capacity in the EC and Free

State provinces was achieved through provision of stationery, school uniform, annual

school fees and travel arrangements for the reporting period. The demographics of the

learners at Lawhill Maritime High school are as follows:

Table 30 : SAMSA Lawhill Bursaries

NUMBER SUB-NUMBER

ITEM TOTAL NUMBER OF LEARNERS

1 GENDER

1.1 Male 10

1.2 Female 7

65

NUMBER SUB-NUMBER

ITEM TOTAL NUMBER OF LEARNERS

2 PROVINCES

2.1 Eastern Cape 15

2.2 Free State 2

3 GRADES

3.1 10 8

3.2 11 4

3.3 12 5

TOTAL NUMBER OF LEARNERS

17

3.10.3.2 SAMSA Bursaries for CPUT

SAMSA Provides bursaries for student to study at CPUT, as per the table below

Table 31 : SAMSA CPUT Bursaries

NUMBER SUB-NUMBER

ITEM TOTAL NUMBER OF STUDENTS

1 GENDER

1.1 Male 0

1.2 Female 1

2 PROVINCE

2.1 Kwa Zulu Natal 1

TOTAL NUMBER OF STUDENTS = 1

3.10.3.3 SAMSA Bursaries for DUT

SAMSA Provides bursaries for student to study at DUT, as per the table below

Table 32 : SAMSA DUT Bursaries

NUMBER SUB-NUMBER

ITEM TOTAL NUMBER OF STUDENTS

1 GENDER

1.1 Male 0

1.2 Female 1

2 PROVINCE

2.1 KwaZulu Natal 1

TOTAL NUMBER OF STUDENTS = 1

3.11 MAJOR CHALLENGES IN MARITIME

The objectives of the African Maritime Charter amongst others is to declare, articulate and

implement harmonized maritime transport policies capable of promoting sustainable

growth and development of the African merchant fleets and to foster closer cooperation

among the Member States of the same region and between the regions. Another objective

of the charter is to promote the provision of maritime education and training at all levels.

66

Sustainable growth and development of the maritime transport in Africa will only be

achieved if there is a pool of skills base from a variety of training field in the maritime

sector. Capacity building can be in two categories, the first category can starts at a very

early age by introducing a variety of maritime programmes to school going children and a

second category can be offered to adults to redress imbalances by re-skilling the

personnel already in the maritime sector and those that aspire to be involved in the

maritime sector with necessary skills and competencies required for sustainable maritime

growth in Africa.

Maritime Transport Industry and its related auxiliary services require highly skilled

personnel. Intensive training has to be carried out to produce people who qualify in

offshore and shore based employment opportunities. The maritime industry has a potential

of providing people with international employment opportunities. The industry is imbued

with too many career opportunities that need to be explored. Even in Maritime

Conferences speakers vehemently articulate on the aging personnel in the industry and

the minimal intervention done to curb the anticipated shortage of personnel.

3.11.1 Skills

The training institutions do not have adequate capacity to absorb new entrants and there

is a high cost attached to sea time training of people. Training package requires recruits to

go for sea time over a particular period of time. For the above objectives to be achieved

Africa must be in a position to identify the challenges regarding capacity building and

come up with mitigation strategies.

The Continent does not have updated data on the skills audit of the personnel

currently in the maritime sector and this makes it difficult to understand the actual

shortage and the nature of skills base required in the maritime sector in Africa.

There is no collaboration between Training Institutions or Training Providers,

Government Departments, the Association of Ship Owners, Association of Freight

Forwarders, Association of Ship Agents and Brokers, Ports, Terminal Operators

67

and other industry role players in terms of planning for the necessary skills required

to grow the maritime industry in Africa.

Africa has insufficient Regional Maritime Training Centers and training programmes

need to be harmonized.

There is no research or feasibility study that has been conducted to identify the

need for the establishment of Regional Centers.

There are no Regional Maritime Research Centers that have the statistics on the

overall maritime activities in Africa.

There is also inadequate availability of training berths and equipment to train

aspirant seafarers. Awareness programmes do not permeate into meaning exercise

to attract sufficient young aspirants to join the industry.

There is a lack of proper information to expose young people to the career

opportunities that are provided in the maritime industry.

There is also lack of coordination between State Departments in integrating

maritime transport into the school curriculum.

SAMSA National Cadetship Programme. The Cadetship programme and

maintenance of the DTV requires significant commitment of resources. Whilst

SAMSA has provided project funding with an obligation to ensure that sufficient

resources are secured to ensure that Cadets complete their training, the burden of

such costs has undermined the programme. The programme had been too

dependent on the organisations budget from its inception. With no future intakes

guaranteed because of funding shortfalls, this vessel programme effectively stalled

and training ceased on board the DTV at the end of March 2015, when the last

cohort of cadets signed off.

3.11.2 Business: Merchant Fleet

South Africa does not have its own merchant fleet to place onboard vessels aspirant

seaman and women to provide them with sea time.

3.11.3 Awareness and Career Pathing

68

There must be sustained momentum on awareness campaigns for careers in the different

sub-sectors of the maritime sector. Anecdotal evidence from engagement with female

pilots at the Port of Nqgura/Port Elizabeth bears out that it was at an open day event that

she attended by chance that she got to know about marine pilot as a possible career

option. This must be broadened beyond the ones highlighted to cover all facets of the

maritime sector including maritime law, maritime insurance, economic regulation, etc.

3.11.4 Business Incubation, Support and/or funding support

As with other modes, women participation in the transport sector is hampered by the lack

of or limited business development skills and where they exist by lack of support and/or

mentorship that will allow the business to be established and/or grow.

3.11.5 Prejudice against women in the marine engineering field

In the words of the Cape Town based marine pilot Yolisa Tshangela who says: “It‟s very

much a man‟s world. You need to handle their shock and prejudice and you can‟t let that

get in the way of the job.” Ellen Lehutso also a marine pilot at the Port of Cape Town says

that talking of her experience with a foreign ship coming into port says: “I once had a

whole of crew come up to the bridge to stare at me, and I was trying to tell them to make

the tug fast and they just looked at me and laughed. You have to get through things like

that.”‟

http://www.transportworldafrica.co.za/2014/08/11/women-chart-a-new-course-at-the-ports/

3.12 MARITIME RECOMMENDATIONS

This commission‟s preparation should consider the following potential focus areas of the

maritime transport.

3.12.1 Business and Economic Opportunities

Women entrepreneurs should tap into the following business opportunities:

• Shipping business ventures, such as, fuelling, crewing, marketing, chartering

vessels through Bilateralism and maintenance;

http://www.transportworldafrica.co.za/2014/08/11/women-chart-a-new-course-at-the-ports/

69

• Ship building, ship repair, ship recycling, oil rig repair – parts & equipment

manufacturing, materials processing, dry-docks refurbishment and management;

• Coastal Trade with other African countries;

• Off-shoring of shipping administration services (like cargo tracking/logistics);

• Prospective entrepreneurs to consider the entire value chain of shipping business

ventures – charter, operate, market, fuelling, crewing, cargo management, etc. and

choose an area of focus; and

• Identification of berthing space and equipment for a prospective Shipping Line by

Women in Maritime.

• Improve the employment equity to reflect demographics (increase job opportunities

for women and youths) in the maritime sector

• Increase the number of women-owned enterprises in maritime and Operation

Phakisa is primed to lead the charge;

• Encourage the inclusion of women and youth in commercial transactions taking

place in the sector;

• Increase capital access to funding opportunities for women and youths.

3.12.2 Skills

Skills for consideration are as follows:

• Training and development – across the value chain of the maritime transport sub-

sectors including professionals in the shipping auxiliary professions such as

maritime lawyers, ship brokers;

• Identification of berthing Space and equipment to train aspirant seafarers.

In relation to Export and Imports the following skills are critical:

Train women in Brokering, Contracts INCOTERMS, Bills of Lading

• Identification of available Cargo For Exports, trading of ships and cargo space as

assets

• Identification of Maritime Transport to be involved from point of origin to destination

3.12.3 Financing

The following finance institutions should help to plug the gap of funding challenges:

70

• Industrial Development Corporation (IDC), Development Bank of Southern Africa

(BSA), National Empowerment Fund (NEF), ITHALA, Youth Development Agency

(YDA), Small Development Agency, etc. to package financial incentives for the

promotion of investment in shipping business ventures.

3.12.4 Department of Transport Priorities

The following areas should be prioritized by the Department of Transport (DOT):

Facilitate ownership of merchant fleet; Shipping Liner; identification of cargo;

Facilitate financing; and coordinate and facilitate women empowerment

71

4. ROADS TRANSPORT

4.1. BACKGROUND

Roads play an important role in the society and the economy. They provide access and

mobility, without roads, accessibility to various social services such as educational

institutions; clinics and municipal offices would be difficult. Different sectors of the

economy such as manufacturing and agriculture are able to transport their goods by using

road transport infrastructure. This sector also contributes directly and indirectly to

employment. The fact that the majority of the population rely on roads cannot be disputed.

Roads also provide a linkage between South Africa and our neighbouring countries such

as Swaziland, Botswana and Lesotho.

When one takes a closer look at the roads sector, especially in terms of employment it

becomes evident that this sector is male dominated. However, in order to increase the

participation of women in the road transport industry, the road transport sector is in full

support of the BBBEE initiatives and the DOT Draft Sector code.

4.2 KEY STAKEHOLDERS IN THE ROAD SECTOR

The roads sector has many key role players and stakeholders within the public and private

spheres. These role players are briefly described below:

4.2.1 Government (National, Provincial and Municipal)

The DOT, provincial and municipalities are the key role players in government. They are

responsible for provision, maintenance and rehabilitation of the road infrastructure network

within their respective spheres.

4.2.2 Road Transport Agencies

The new democracy in South Africa saw the restructuring of the Transport Department,

which led to the establishment of a number of five (5) agencies in the road transport

sector. These agencies are all governed by their respective legislation. The Minister of

Transport is the major shareholder in these agencies.

72

4.2.2.1 South African National Roads Agency

The South African National Roads Agency Limited (SANRAL) was established in terms of

the South African National Roads Agency Limited and National Road Act, Act no 7 of

1998. Its mandate is to manage the national road network, including the maintenance and

rehabilitation. SANRAL has steadily over the years increased its national road network

portfolio through the transfer of strategic provincial roads to the national road network.

The acceleration of women in construction is pertinent to the advancement of tangible

economic growth. In this regard, in terms of roads, SANRAL is responsible for the

maintenance, development, rehabilitation and construction of the national road network.

The construction of its projects is outsourced to contractors and consulting engineering

companies. At the core of SANRAL‟s mandate is the development of women in the

construction and management of road related projects. SANRAL has developed 175

women owned companies from 2014 – 2015.

SANRAL continues with its internal efforts to continue the course of achieving a

competitive and skilled workforce remains critical to our transformation agenda.

4.2.2.2 Cross-Border Road Transport Agency

The Cross-Border Road Transport Agency (C-BRTA) was created to regulate cross border

road transport by providing an unsurpassed service through advising, facilitating and law

enforcement. The Agency plays a major role in promoting economic development within

the SADC Region through facilitating access to cross-border markets and improving the

regulatory environment for trade and transport within the SADC Region.

Cross-border road transport is currently regulated through multi- and bilateral road

transport agreements, concluded with various SADC member States and in line with the

stipulations of the SADC Protocol on Transport Communication and Meteorology. The C-

BRTA strategic direction is guided and informed by the SADC Protocol, various legislative

mandates and related government policies and directives which include amongst others

73

the Cross-Border Road Transport Act, Act no 4 of 1998, as amended, and the SADC

Protocol on Transport, Communication and Meteorology. Among the six objectives that

the C-BRTA was established for, there are four that inform all transformative and business

support initiatives. These are;-

To empower the cross-border road transport industry to maximize business

opportunities and to regulate themselves incrementally to improve safety, security,

reliability, quality and efficiency of services.

To introduce regulated competition in respect of cross-border passenger road

transport;

To reduce operational constraints for the cross-border road transport industry as a

whole; and

To liberalize market access progressively in respect of cross-border freight road

transport.

4.2.2.3 Road Traffic Management Corporation

The Road Traffic Management Corporation (RTMC) was established under the Road

Traffic Management Corporation Act, Act No 20 of 1999. The RTMC is mandated to

perform certain functions of road traffic services on issues concerning safety, security,

order, discipline and mobility on the roads.

4.2.2.4 Road Traffic Infringement Agency

The Road Traffic Infringement Agency (RTIA) was established in terms of the

Administrative Adjudication of Road Traffic Offences (AARTO) Act, Act No 46 of 1998.

The mandate of RTIA is to promote road safety quality though providing a scheme that

discourages road traffic contraventions, facilitation of adjudication of road traffic offences.

4.2.2.5 Road Accident Fund

The Road Accident Fund (RAF) was established after the promulgation of the Road

Accident Fund Act, Act no 56 of 1996. Its main responsibility is the payment of

compensation for loss or damages wrongfully caused by negligent driving within the South

African borders.

74

Besides the above agencies, there are two roads agencies, which have been established

at provincial and municipal levels. These are the Road Agency Limpopo and the

Johannesburg Roads Agency. These agencies report to the City of Johannesburg and

Limpopo Provincial Department of Transport respectively and are mainly responsible for

the provision of the road infrastructure in their respective spheres of government

(municipal and provincial levels).

4.2.3 Road Industry

The road industry consists of many role players in the following categories:

Professional Councils

Recognised Voluntary Associations

Manufacturers and suppliers

Education and research institutions

Regulatory bodies

International organisations

Public users

Employees

4.3 THE DEPARTMENT OF TRANSPORT ROAD BRANCH

In terms of the advancement of women within the Department of Transport, The Road

Transport Branch to date employs 38 women, which equates to 45% of the total staff

(based on filled posts). In terms of senior and top women appointments, the Road

Transport Branch currently employees three women, which makes up 33%% of the total

senior and top management staff.

4.4 BROAD BASED BLACK ECONOMIC EMPOWERMENT IN THE ROAD SECTOR

4.4.1 Profiling Women in RAF

75

The Road Accident Fund approved a Gender Policy during August 2014. The purpose of

this policy is to establish a framework within which RAF manages gender equality. The

objectives of having this policy are:

to improve gender parity in numbers; such parity should be established at all levels

of employment, including management and fields of specialisation within RAF;

to introduce the necessary measures and facilities to provide for the different needs

of women and men in the RAF;

to promote the protection of human rights and recognition of women‟s rights as

human rights;

to generally empower both women and men equally through capacity building and

skills development;

to ensure that budget processes and items of budget reflect the Fund‟s commitment

to addressing existing disparities between women and men, and to accelerate the

empowerment of women;

to review the establishments and practices within the RAF that directly or indirectly

undermine equal access and discriminate in terms of recruitment, treatment,

advancement and promotion;

to foster a gender-sensitive culture, facilitate the transformation of perceptions and

attitudes towards women and men, particularly in the workplace, by initiating and

supporting genuine equity dialogue, sensitisation and training;

to ensure the development of a safe, enabling, inclusive and non-violent working

environment;

to ensure the development of specific gender-sensitive indicators and monitoring

mechanisms. Regular reviews should track progress and indicate adjustments to be

made in order to ensure maximum effectiveness of initiatives aimed at promoting

gender equality;

to ensure that gender issues are mainstreamed in all RAF policies; and

to promote the culture of recognising the importance of gender considerations in all

management decisions in RAF.

76

Analysis of the number of women members in the RAF Board illustrates a 36% female

representation level, as per the table below.

Table 33 : RAF Board Members

MALE BOARD

MEMBERS


EXPIRY

FEMALE BOARD

MEMBERS


EXPIRY

Dr. Nthuthuko Bhengu

1 November 2013-31 October 2016

Adv Dimakatso Qocha 1 November 2013-31 October 2016

Mr Dawood Coovadia 1 November 2013-31 October 2016

Ms Annemarie Steyn 1 November 2013-31 October 2016

Mr Desmond Kent 1 November 2013-31 October 2016

Ms Refilwe Mokoena 1 November 2013-31 October 2016

Mr Dumisa Hlatshwayo


Dr.Lungelwa Linda


Mr Ahmed Pandor


Mr Patrick Masobe 1 November 2013-31 October 2016

Mr Themba Tenza



Women constitute more than 50% of the entire workforce of the RAF. This is a remarkable

progress in mainstreaming this gender as women form part of the previously

disadvantaged groups in terms of the Employment Equity Act. The table and the graph

below are an illustration of RAF‟s EE profile as an organisation and a demonstration of

how this agency has progressed in meeting their numerical goals.

77

Figure 3 : Workforce split in terms of gender in the RAF

Table 34 : Occupational levels of employees per Ethnic Group in the RAF

Management Level African Coloured Indian White Total

Top Management 0 0 0 0 0

Senior Management 12 0 0 2 14

Prof Qualified and Experienced and Mid Management 123 12 8 16 159

S. Tech, Ac Qual, Junior Management, Supervisory 614 71 60 83 828

Semi-Skilled and discretionary 385 51 16 26 478

Unskilled 15 2 0 0 17

Non-permanent Employees 43 1 3 0 47

Total 1192 137 87 127 1543

77% 9% 6% 8% 100%

Table 35 : Occupational levels of PLWD per Ethnic Group

Management Level African Coloured Indian White Total

Top Management 0

Senior Management 0

Prof Qualified and Experienced and Mid Management 1 2 3

S. Tech, Ac Qual, Junior Management, Supervisory 11 1 12

Semi-Skilled and discretionary 6 6

Unskilled 0

Non-permanent Employees 0

Total 18 2 0 1 21

1% 0% 0% 0% 1%

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

RAF Employees FemaleEmployees

Male Employees

100.00%

57.86%

42.14%

RAF Workforce Split as %

Percentage

78

Figure 4 : Female EE status per occupational level

Figure 5 : Female EE status per occupational level and Ethnic Group

79

Figure 6 : Female EE status per Occupational Level-Disability

Figure 7 : Women Leadership per Occupational Level in the RAF

4.4.2 SANRAL WOMEN EMPLOYMENT

The independent statutory company registered in terms of the Companies Act, is a big role

player in the construction industry in South Africa. It believes that no economy will grow

by excluding any one part of the population from the general workforce.

0

10

20

30

40

50

60

70

Senior Managers GeneralManagers

Executives Number ofEmployees in

LeadershipPositions

Female

Male

Total

80

Currently the SANRAL Board reflects 37% Female Representation as per the table below

Table 36 : SANRAL Board Members

MALE


EXPIRY

FEMALE


EXPIRY

Mr Roshan Morar 1 March 2015-28 February 2018

Ms Alyson Lawless 1 March 2015-28 February 2018

Mr Nazir Alli 1 April 1998-08/2015 Ms Daphney Mashile-Nkosi

1 March 2015-28 February 2018

Mr Matete Matete 1 March 2015-28 February 2018

Ms Zibusiso Kganyago 1 March 2015-28 February 2018

Mr Anthony Jullies 1 March 2015-28 February 2018

Mr Chris Hlabisa 1 March 2015-28 February 2018



SANRAL prides itself on the fact that 148 (50%) of SANRAL employees are women of

which 28% of women are in Senior or Top Management. In total 48% of SANRAL staff are

women. In the 2013/14 financial year there were 17 community development projects to

the value of R608 million currently under construction. These projects employ about 3,520

workers the majority of whom work for contractors owned by women and supported by

SANRAL. 175 women-owned businesses (i.e. 50% or more of the company is owned by

black women) were involved in various SANRAL projects.

SANRAL employs graduates (mainly bursary students) in predominately civil engineering.

In each region there is a mentorship companion that assists these young graduates as

well as mature engineers to attain their professional registration. SAICE offers a “road to

registration” course that is attended by these young graduates and mature engineers.

SANRAL mentors are senior project managers that also attend the SAICE “course for

mentors”. These mentors assist these graduates and mature engineers on their path

towards attaining their professional registration in the profession. SANRAL also has a

81

Centre of Excellence in the Southern Region that also assist in the mentoring and

development of graduates in a structured training programme which will equip these

graduates with the necessary skills and competencies. This will enable them to register as

professionals with the Engineering Council of South Africa (ECSA) within a three to four

year period of being employed. In the SANRAL Southern Region Office, trainee

laboratory manager development is provided to 5 female Diploma graduates, as well as

assistant construction manager training to two (2) female Diploma graduates.

4.4.3 RTIA

The Employment Equity Plan of the RTIA intends to implement the stipulations of the

Employment Equity Act (Act 55 of 1998 as amended). The total RTIA staff compliment is

ninety-seven (97), and fifty – two (52) are female employees and forty-five (45) are

females The Agency has drafted a plan that seeks to employ people from designated

groups and to assist the government in reaching its goals of addressing employment

inequalities. The plan generally plans to create employment for the youth, women and

people with disabilities. The Registrar closely monitors the achievement of these goals in

order to increase the economically actively population in the country.

Table 37 : RTIA Board Members

MALE DATE OF BOARD APPOINTMENT & EXPIRY

FEMALE DATE OF BOARD APPOINTMENT & EXPIRY

Mr Japh Chuwe

The new Board appointed wef 1 Dec‟14 until further notice.

Ms Nomini Rapoo

The new Board appointed wef 1 Dec‟14 until further notice

Mr Bryan Shaun Chaplog


Ms Nomusa Zethu


Mr Benedict Matinise


Adv. Xolisile Khanyile


Adv Tom Dicker


Prof. Tebogo Job Mokgoro



TOTAL NO OF FEMALES: 3 (37%)

82

The RTIA Executive Management consists of 6 males & 5 females. Two senior female

executive managers assumed duty on 1 August. A process is in place to appoint another

female executive. The target is to reach 50/50 representation The Agency has offered

employment to seven (7) unemployed youths of which four are females and three are

males. They were offered permanent employment as Call Centre Agents. The RTIA Board

currently contains 3 women, which equates to 33%, as per the table below:

4.4.4 CBRTA

The current CBRTA Board has 3 women members which constitutes 37% of the total

board membership, as per the table below.

Table 38 : CBRTA Board Members

MALE


EXPIRY

FEMALE

DATE OF BOARD

APPOINTMENT & EXPIRY

Mr Sipho Khumalo

1 April 2010 for a period of five (5) years. Extension to serve for a year has been granted with effect from 1 April 2015-30 March 2016

Ms Maleho Nkomo

01 April 2014 – 31 March 2017, for of three (3) years

Mr Wayne Smith 01 April 2014 - 31 March 2017, for of 3 years

Ms Adv Seeng Ntsaba-Letele

01 July 2013 – 30 June 2016, for of (three) 3 years

Mr Moses Cyril Scott

01 April 2014 - 31 March 2017, for of 3 years

Ms Pam Pokane 1 April 2014 – 31 March 2017, for a period of (three) 3 years

Mr Trevor Bailey 01 July 2013 - 30 June 2016, for of 3 years

Mr Sinethemba Mngibisa



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Figure 9 : Gender and Race Categories

In terms of employments statistics at CBRTA, 51, 6% of the total workforce are females.

The Table and graphs below provides detail regarding current gender distribution at the

CBRTA.

Figure 8 : CBRTA Women per level

OCC LEVEL

ALL EMPLOYEES A C I W A C I W

Top Management 4 0 0 0 4 3 1 0 0 4 8

Senior Management 4 0 2 0 6 6 0 0 1 7 13

Professionally

Qualified/Experienced

specialists/Middle

Management

10 1 1 1 13 15 1 3 3 22 35

Skilled Tech and

Academically Qualified103 4 1 7 115 86 4 3 13 106 221

Semi-skilled 1 0 0 0 1 0 0 0 0 0 1

Unskilled 10 0 0 0 10 1 0 0 0 1 11

Grand Total 132 5 4 8 149 111 6 6 17 140 289

FEMALEF Total

MALEM TotalGrand Total

Table 39 : CBRTA Employment Equity: Overall Representation

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4.4.4.1 Procurement spend on women dominated companies in the 2014/2015

Financial Year

The current procurement system that the C-BRTA is using is not tailored to

recognise women versus men owned companies but rather B-BBEE levels.

The total procurement spend for the financial yeas was R 61,036,003.25

Approximately R16, 797, 767.25 which equates to 27% was spent on procurement

on women dominated companies across commodities.

4.4.4.2 Commitment on increasing procurement spend on women owned companies

The agency‟s target is to increase this percentage by 7% every year for the next

four years.

It is envisaged that by 2019, the total spend on women dominated companies

would be at 50% of the total procurement spend.

4.4.5 RTMC

The RTMC Board composition is as per the table below:

Table 40 : RTMC Board Members

MALE


EXPIRY

FEMALE


EXPIRY

Adv Zola Majavu

1 December 2013 – 30 November 2016

Ms Pinkie Mathabathe


Adv. Makhosini Msibi Appointed CEO w/e/f from 1 Jan‟14 – 31 Dec 2018

Ms Koekie Mdlulwa 1 December 2013 – 30 November 2016

Mr Paul Browning


Mr Rowan Nicholls 1 December 2013 – 30 November 2016

Mr John Motsatsing 1 December 2013 – 30 November 2016

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Mr Sam Ledwaba



Currently, RTMC has approximately 612 employees. The Table below shows the

composition of women and men in the organisation.

Levels Males Females

Top Management 2 (33%) 4 (67%)

Senior Management 28 (76%) 9 (24%)

Professional Qualified 37 (55%) 30 (45%)

Skilled 122 (58%) 87 (42%)

Semi-skilled 154 (53%) 139 (47%)

Unskilled 0 (50%) 0 (50%)

Total 343 (56%) 269 (44%)

4.5 KEY INITIATIVES SUPPORTING EMPLOYMENT IN THE ROAD SECTOR

This section outlines the key initiatives that support the transformation of women and

youth in the road sector within the Department of Transport and roads agencies.

4.5.1 S’hamba Sonke Programme (SSP)

The S‟hamba Sonke Programme (SSP) was introduced as a National Intervention

Strategy by the Department of Transport to supplement investments on our provincial road

networks. The SSP also introduces road maintenance methodologies that are specifically

designed to create jobs, to support enterprise and co-operative development and to build

the productive assets of resource poor communities on an unprecedented scale. This is in

line with the New Growth Path (NGP); National Development Plan (NDP); Strategic

Infrastructure Projects (SIP‟s) and the Departmental Strategic Plan. The SSP is currently

funded through the Provincial Road Maintenance Grant. The Department is the

transferring officer of this grant to the provinces, and is also involved in the monitoring and

evaluation of the grant.

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As indicated above, the SSP includes a focus on labour based intensive construction.

While the programme is in line with the Extended Public Works Programme (EPWP)

policies, the SSP targets for employment of women, youth and disabled are set at 55%,

55% and 2% respectively. It should be noted that these targets are not easy to meet due

to the nature of the working environment in the road construction sector.

Table 34 below shows the targets and reported figures of work opportunities (WO) for

2014/15 as reported by the Provincial Roads Departments. These targets are for both

PRMG and EPWP Integrated Grant.

Table 41 : Quarter 4, 2014/15 WO Progress Report

Province

Wo

rk

Op

po

rtu

nit

ies

Targ

et

Q4, 20

14/1

5

Rep

ort

ed

Wo

rk

Op

po

rtu

nit

ies

Vari

an

ce

in

wo

rk

Op

po

rtu

nit

ies

Yo

uth

Wo

men

Dis

ab

led

% o

f w

om

en

as p

er

Rep

ort

ed

Wo

rk

Op

po

rtu

nit

ies

Eastern Cape 45 000 49 337 4 337 14 715 32 896 242 67

Free State 6 000 4 881 -1 119 3 403 1 898 1 39

Gauteng 10 000 569 -9 431 423 238 0 42

KwaZulu-Natal 57 000 52 498 -4 502 10 673 44 741 43 85

Limpopo 15 000 11 299 -3 701 5 761 8 173 22 72

Mpumalanga 10 000 17 492 7 492 6 797 12 091 11 69

Northern Cape 6 000 1 959 -4 041 1 160 810 3 41

North West 12 000 19 299 7 299 12 007 11 346 7 59

Western Cape 8 000 5 505 -2 495 4 021 1 519 6 28

TOTAL 169 000 162 839 -6 161 58 960 113 712 335 70

From Table 34 it is evident that KwaZulu Natal, Limpopo, Mpumalanga, Eastern Cape,

and North West provinces have achieved more than 50% of their targets directly towards

women. Youth employment is also commendable in some provinces.

Through SSP, the Department is also involved in the establishment of the Contractor

Development Programme (CDP), which will be rolled out to all provinces. The objective of

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CDP is to uplift previously disadvantaged individuals (youth, women and people with

disabilities) through a structured training programme to successfully run and manage the

construction businesses. The approach of CDP addresses women empowerment and the

skills gap. Each province will adopt a CDP framework wherein the implementation will be

aimed at women empowerment. Provinces will be required to report their targets to the

Department on a quarterly basis.

4.5.2 C-BRTA

The following initiatives are found within C-BRTA:

Programme for Women in Trade and Transport – In 2012 the C-BRTA launched a

programme for Women Transport and Trade under the Industry Development Unit

of the Agency. The program focuses on encouraging women in the industry to

explore other business opportunities within the industry and to empower them by

providing skills to grow their businesses and survive in a male dominated industry.

SMME Recruitment/Attraction Campaigns –The campaigns are conducted to

ensure that there is additional effort specifically aimed at attraction of new entrants.

This is done through road shows and/or campaigns conducted at towns that are

closer to the borders. As the Industry Development Programme ensures social and

economic growth through supporting SMME‟s and strengthening of various

passenger and freight businesses in the industry, the SMME Recruitment Plan will

guarantee additional entrants into the cross border industry.

Rural Outreach Programme - C-BRTA rural outreach programme is not rural in a

geographic sense but benefits citizens that live below a certain economic threshold.

It seeks to empower those who are under-privileged with knowledge of doing cross

border business. The programme commenced recently in 2015/16 and gives a

special focus on application of Value-Chain Analysis in uncovering existing

opportunities for SMME‟s along specified corridors as well as to raise career

awareness for youth (mainly Grade 12 learners are targeted).

Cross Border Women‟s Forum – The first forum was established for women who do

business along the N4 corridor and will soon be rolled out to all corridors that

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connect South Africa to neighbouring countries through borders. This idea was

conceived during the establishment of women‟s co-operatives upon realising that

cross border women could not take decisions on their own but instead relied so

much on the N4 Route Committee Executives to decide for them. These women

portrayed a big knowledge gap. This forum provides women with a platform to

share successes, achievements, frustrations and failures. It is envisaged that

women will through this forum learn from each other and especially get out of the

mode of fronting, fearful and shy to a mode of high energy, active participation and

occupy their space as business women. The Agency takes pride in the manner

that this platform is making progress with regard to tracking permits that are

unlawfully “taken” from widows. These widows had been quiet and didn‟t report this

manner but through the forum they suddenly started to speak out.

Establishment and incubation of Women and Youth Co-operatives (2014 and

beyond). The rationale behind incubation was mainly the fact that members of the

established co-operatives are purely previously disadvantaged persons who need

support and thorough training prior to getting their businesses started. It was

envisaged that incubation would lay a good foundation, afford them good business

practises, render them ready to operate and ascertain sustainability of their

business. In view of lack of resources, incubation at this point only covers training

and mentorship.

Women Network Association (CBRTA WNA). In August 2014, the C-BRTA

launched a Women Network Association (CBRTA WNA). The mission of the

association is to strengthen, unite and raise the profile of women. Its purpose is to

create a platform for women to share experiences, best practices and ideas. The

association provides a network of support and training for women in the Agency.

The CBRTA WNA also has an annual programme of action, which enables them to

reach out to different groups within the community. In October 2014, the WNA

arranged a „careers in transport breakfast‟ for high school learners in Komatipoort,

which the Minister addressed. They also donated uniforms and toiletries to a

primary school, which they have adopted in Mpumalanga.

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4.5.3 RTMC

The following are some of the key initiatives that have been developed by the RTMC.

4.5.3.1 Driver Licence Programme

Preference. The Learner License Programme is directed at unemployed youth and women

from rural and unemployed communities

Purpose. The interactive driver education system provides learners/youth with

theoretical and practical knowledge associated with the rules of the road and corrective

driving procedures.

The system comprises of two simulation components viz.-

A computer based training system (CBTS) for training the theoretical knowledge

necessary to obtain your drivers learners permit and perform the practical driving

test.

A desktop driving simulator with a virtual instructor to teach learners the correct

driving skills in preparation for the practical driving test

Included as well is practical vehicle driving lessons

Progress. Implementation has occurred in the following provinces:

Western Cape

Mpumalanga

Eastern Cape

Free State

North West

Implementation in the remaining provinces in the coming 6 – 8 months to year end

4.5.3.2 Community Road Safety Councils

Preference. Many women make up the constitution of these structures and they assist the

road safety departments to promote road safety

Purpose. Community Road Safety Councils are part of social reconstruction programme

and will primarily be established to play an advocacy and public awareness role in

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promoting road safety at a local level supported by the lead/provincial authorities. They will

be re/established in order to:

Serve as liaison between Government, Agencies and the communities

Facilitate community involvement in the establishment of sustainable road safety

programmes

Assist in the development and implementation of the Road Safety projects in the

country

Provide advisory services to road accident victims on claim procedures

Identify the need for Road Safety infrastructure and monitor them

Report on Road Safety matters to the relevant authorities

Participate in law enforcement programmes, projects and activities in ensuring

compliance with the rules of the road

Progress. Implementation has occurred in all the provinces however challenges do

exists in the implementation programme.

Next Steps. RTMC is currently conducting a policy review, which will address issues of

standardisation in implementation across the provinces and will amongst other issues give

guidance on women empowerment and support in managing the community based

structure(s) within the Council

4.5.3.3 Ambassador Programme

Preference. Women with influence

Purpose. In our efforts to reduce the carnage on our roads, various stakeholders have

been identified so as to increase our efforts to improve road safety and drive education

and awareness on Road Safety on a national, provincial and local level through the

establishment of “Advocates for Road Safety” Campaign

Progress. These women have been appointed as Ambassadors‟ of Road Safety:

Nambita Mpumlwana

Zenande Mfenyana

Tumi Ngumla

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Next Steps .RTMC is always looking out for influential and phenomenal women within their

communities that would appeal to a number of sectors and communities in order to raise

awareness and provide advocacy in matters of road safety

4.5.3.4 Road Safety Education Activations in line with the 365 Road Safety

Programme

Preference: All South African Citizens

Purpose: Presentations are undertaken at industries and other public platforms to

create and heighten awareness directed at all road users in South Africa

Cyclist safety – address learners at schools and commuters who make use of

bicycles to go to work

Pedestrian awareness directed to adult women – concentration on topics of

visibility, distracted walking, drunken walking, jay walking and walking on freeways

Driver awareness – concentration on driving under the influence of alcohol, texting

and driving, speeding, dangerous overtaking and seatbelts, defensive driving

Passenger safety – addressed using the topics of buckling up, bad passenger

behaviour, drunk passengers, rights and responsibilities of passengers

Progress. Through education the RTMC aims to empower all sectors of our society.

Special programs are run during specific periods throughout the year as we integrate

issues on Road Safety with specific theme that appeal to the communities we are in.

There are ongoing activations throughout the year

Next Steps. All activities in August will be centered on women following the theme

“Women Together: Keeping our Roads Safe” and highlighting the role and influence

women have within the Traffic fraternity.

4.6 SKILLS DEVELOPMENT IN ROAD TRANSPORT

4.6.1 RAF

4.6.1.1 RAF Skills Development

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The RAF aims to invest in the skills development of people living with disabilities (PLWD)

by means of the following interventions:

Accredited RAF skills programme.

ABET.

Learnerships, internship and bursary offerings.

The RAF Disability Financial Planning Programme.

The above interventions are to be managed by RAF‟s Learning and Development

Academy, situated in Centurion, Gauteng Province, where most of RAF courses and

learnerships are offered. The purpose of these initiatives is to help in up-skilling people

living with disabilities in accessing employment.

It is proposed that the skills programme which will be accredited at INSETA be opened up

to PLWD to allow them to qualify for an accredited skills programme that is run in-house

by the RAF. This programme is pitched at NQF Level 5. The programme is currently only

aimed at internal staff.

Access to this course will focus on people living with disabilities. There will be a pro-active

nomination campaign, which will target PLWD. As part of this campaign, PLWD will be

given preference when signing up for the course. We will partner with the various disability

organisations to encourage their participation in sourcing candidates for the course.

Table 42: RAF Accredited Skills Programme

Programme RAF Accredited Skills Course

Description This programme contains the following modules:

MVA Foundation Course

Customer Service

Performance Management

Research Costs Relating to Births, Deaths and Divorce

General Insurance

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Minimum Requirements Application to the RAF Learning Academy for entry into the Accredited Course

Access Point RAF Recruitment Mechanism

Contact Person HR Personnel

4.6.1.2 RAF disability financial planning programme

This programme is a lifestyle-based programme, which is aimed at equipping PLWD with

the knowledge and tools to plan their finances and changes within their environment. It will

allow PLWD to actively and practically understand the changes that have to be made in

dealing with their finances and managing the changes within their environment.

This programme would be aimed at, but not limited to, victims of road accidents who are

eligible to receive compensation from the RAF, but are not necessarily skilled enough to

deal with the financial implications emanating from such compensation. It will also offer

these individuals the necessary skills needed to manage their ergonomic environment into

which they have been thrust, due to their disability.

This course is an innovative intervention proposed by the RAF and is still in progress.

Table 43 : RAF disability financial planning programme

Programme RAF disability financial planning programme

Description

This programme targets people living with disabilities with a view to

equipping them with the necessary knowledge and understanding of

the financial implications of receiving disability compensation.

Duration: Dependent on modules identified

Target: People living with disabilities (PLWD).

Minimum Requirements

People living with disabilities (PLWD).

From 18 years of age.

Preparedness to enter into a programme and willing to learn and use

opportunities offered by the RAF.

Access Point

Interested people living with disabilities are invited to apply. Course

will be offered annually.

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Contact Person L&D personnel.

4.6.1.3 RAF Internship Programme for PLWD

This programme is currently being offered at the RAF to PLWD.

Table 44 : RAF Internship Programme for PLWD

Programme Internship Program

Description

This programme targets graduates living with disabilities with a view to

providing them with on-the-job learning opportunities and creating an

environment where they can acquire the requisite skills and

competence.

Duration: 12 months

Target: 40 interns annually

Minimum Requirements

National Diploma/Degree

Between 18 and 35 years of age.

Preparedness to enter into a 12-month contract period and willing to

learn and use opportunities of the internship programme.

Access Point

Interested persons are invited to send a 2-page written motivation

stating why they are applying for the internship, updated CV, and

certified copies of ID as well as qualifications.

Closing date: 30 November annually


4.6.2 CBRTA Skills Development

Experiential Training

Twenty one (21) trainee inspectors have been exposed to eighteen (18) months

experiential training, and twenty (20) of them are now permanently employed.

4.7 CAREER DEVELOPMENT OPPORTUNITIES

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Career development opportunities that are being offered by agencies are discussed

below.

4.7.1 RAF

Career development opportunities at RAF are targeting both outside and internal people.

4.7.1.1 RAF Internship Programme for unemployed graduates

This programme is currently being offered at the RAF to unemployed graduates.

Table 45 : RAF Internship Programme for unemployed graduates

Programme Internship Programme for unemployed graduates

Description

This programme targets unemployed graduates with a view to providing

them with on-the-job learning opportunities and creating an

environment where they can acquire the requisite skills and

competence.

Duration: 12 months.

Target: 40 interns annually.

Minimum requirements

National Diploma/Degree.

Between 18 and 35 years of age.

Preparedness to enter into a 12-month contract period and willing to

learn and use opportunities of internship programme.

Access point

Interested persons are invited to send a 2-page written motivation

stating why they are applying for the internship, updated CV and

certified copies of ID, as well as qualifications.

Closing date: 30 November annually

Contact Person Tshidi Mahlangu: 012 621 1816 / 1819

E-mail: [email protected]

4.7.1.2 RAF Employees’ children bursary programme

Learning and Development proposes a bursary programme that caters for young people in

need of financial assistance. This programme will be targeted at the children of permanent

employees. It is aimed at post-matric scholars studying towards a National Certificate,

National Diploma and Degree.

mailto:[email protected]

96

Table 46 : RAF Employees’ children bursary programme

Programme Employees’ children bursary programme

Description Bursaries for employees‟ children in need of financial assistance.

Minimum Requirements Focus is on formal academic programme.

Signing of contracts to serve back in lieu of bursary funding received.

Access Point Bursary application process.


4.7.1.3 RAF Bursary Programme for poor students

The RAF proposes the introduction of a bursary scheme for poor students. The

programme is aimed at poor students throughout South Africa. It should accommodate

students studying towards a National Certificate, National Diploma and Degree.

Table 47 : RAF Bursary Programme

Programme Bursary Programme for poor students

Description Bursaries for students from previously

disadvantaged communities.

Minimum Requirements Matric.

Focus is on acquiring formal academic qualifications.

Signing of contract to serve back in

lieu of bursary funding received.

Access Point Bursary application process.


4.7.1.4 RAF Women’s Forum

During the Women‟s Day celebration in 2013, Deputy Minister Ms Sindisiwe Chikunga

posed a challenge to RAF women, to formulate a Women‟s Forum that will:

form a cohesive structure that seeks to advocate issues affecting women within the

organisation; and

To steer the organisation to be female-orientated in all its structures.

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Founded in 2013, the RAF‟s Women‟s Forum is aimed at being a cohesive structure which

will advocate and champion women‟s issues within the organisation. The objectives are as

follows:

To empower women of the RAF to be successful in their professional lives and to

develop, contribute and participate in active citizenry beyond the confines of RAF;

To provide women with an avenue to voice their opinions and share perspectives

on what it takes to be a woman manager, as well as to create a new generation of

managers;

To ensure that the leadership development and mentoring efforts are put in place

for RAF women;

To provide and facilitate a forum of dialogue between the Heads of Departments

and different management structures on RAF‟s gender mainstreaming processes;

To focus on effective implementation of the programmes of action and to influence

decisions that affect women; and

To encourage critical thinking, deeper conversations and measurable action plans

by women.

The composition of the Forum comprises of women from all levels in the organisation;

from executives, senior managers, middle managers and junior employees. Each

department in Head Office is represented, as well as two regional representatives.

4.7.1.5 Empowering Women in the RAF

On an annual basis, the Learning and Development Department of RAF conducts a skills

audit and needs analysis according to which learning gaps are identified. This annual

process is also utilised to identify the basis of employment equity in the organisation.

Flowing from this, the Learning and Development Department introduces various

programmes aimed specifically at the empowerment of women.

Below are the programmes that are currently being offered and those that will be offered in

the future:

98

Techno Girl Programme. This programme encourages girls to pursue careers in

whatever industry they deem interesting and which they believe will enhance their

career prospects. Through the programme they are offered access to educational

information, career opportunities, and academic and extra-mural learning

programmes. Though the situation of girls and women in South Africa continues to

be challenged by the legacy of apartheid, the government is committed to the long-

term goal of transforming the country into a non-racist, non-sexist, democratic

nation. Key challenges include addressing disparities (primarily along rural/urban,

racial and gender lines), aggressively growing the economy, and efficiently

implementing programmes that address inequitable service provision.

The Gender Analysis and Evaluation of Girls‟ Education study also revealed that

girls perform poorly compared to boys in Maths, Science and Technology. It is

noted that fewer students (especially girls) study Science, Technology, Engineering

and Mathematics (STEM) at both secondary and tertiary levels. This has major

implications later in the girls‟ lives, as they have fewer career opportunities, and get

relatively lower paying jobs. The latest research indicates that redressing gender

inequality in South Africa is an economic imperative. This assertion means that

gender bias directly affects economic growth. This is because the majority of South

Africa‟s population is women. By implication, gender stereotyping therefore

translates to limitations on the income of a large part of the population.

The RAF has embraced this Techno Girl programme and has welcomed a number

of girl scholars into its environment to expose them to a career in the third party

industry.

Women Development Programmes. The RAF currently runs a programme for

women across the organisation at all levels aimed at empowering them with the

tools and skills to operate effectively and with confidence in the workplace. The

programme is run over a six-month period and is offered based on the skills audit

and needs analysis that is conducted on an annual basis.

99

Furthermore, the programme is customised to meet the specific needs of the RAF.

It focuses on breaking down gender-based barriers and fosters tolerance,

understanding and respect for diversity in the workplace. This is done through

authentic conversations and practical activities.

This trust-building process will be further continued by developing a consensual

vision and set of values that are aligned with those of the organisation, and by

further exploring our diversity.

Crucial Conversations from a Woman‟s Perspective. As part of its training

programmes, the RAF gives women in the organisation an opportunity to attend an

empowerment course called “Crucial Conversations”. It is a two-day course that

teaches skills for creating alignment and agreement by fostering open dialogue

around high-stakes, emotional, or risky topics at all levels of the organisation. By

learning how to speak and be heard (and encouraging others to do the same), the

intended outcomes will be best ideas, high-quality decisions, and acting on

decisions with unity and commitment

4.7.2 RTIA

4.7.2.1 RTIA Internship Programme

RTIA plans to empower educated unemployed youths by offering them a 12 months

internship programme within the Agency. The programme has been advertised in the

National newspapers and the selection process is under-way. The youth will be placed in

different units of the Agency to obtain much needed on the job exposure from the Agency

with a monthly stipend of R 5 000, 00. After which they will be at a better position to either

be absorbed and or employed within the Agency or find employment elsewhere with the

acquired experience.

4.7.2.2 RTIA Recruitment drive

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The Agency has been for the current financial year embarked on the drive that seeks to

create employment by employing unemployed youths and women. This directly talks to

the achievement of the employment equity targets as stated in the employment Equity

plan. The Registrar has reiterated the importance of creating employment in the country.

The Agency is pleased to record that, it has created employment during this financial year

for the youth and women. Six (6) of the eighteen (18) bursaries awarded have been

awarded to females.

4.7.2.3 Ambassadors Programme

The Registrar identified the need to engage the youth especially unemployed youth to take

part in this project. The plan is to utilise the youth by appointing them as AARTO

ambassadors by requiring them to obtain 1000 signatures from their communities after

providing information regarding AARTO legislation and the impact in communities. The

Agency plans to pay these AARTO ambassadors a stipend of R 2000, 00 per 1000

signatures. These youth will be entered into the database of the Agency and will be

considered for future employment opportunities. To date 82 unemployed youths from

Gauteng province are participating in the programme of which 54 are males and 28 are

females. Target is 50 ambassadors per province of the 8 remaining.

4.7.3 CBRTA

4.7.3.1 Employee Training

One hundred and sixty (160) employees have been exposed to various training

interventions

4.7.3.2 Bursaries Schemes

Thirty-nine bursaries have been approved for full time employees.

4.7.3.3 Internship Programmes.

Internship programmes in transport law enforcement and for unemployed graduates are

offered, and in particular in the following areas: Road Transport Inspectorate, Regulatory

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Services, Research and Advisory Services, and Facilitation and Industry Development.

The Table below illustrates different qualifications, which serve as a requirement for one to

be considered for internships in the above mentioned areas of the Agency.

Table 48 : C-BRTA Internship Programme

Positions/Type of careers Requirements

Road Transport Inspectorate

Road Transport Inspector

( Senior, Principal, Chief)

Grade 12, B degree, Diploma (Traffic

Management/Transport Management)

Law enforcement Profiling Analyst B degree (Informatics, Statistics, Risk Management),

Regulatory Services

Regulatory Specialist B Degree (Transport Economics, Statistics,

Regulatory Officer

Diploma/Degree: Transport/Logistics Diploma and

related fields

Research and Advisory services

Cross Border Transport Specialist B Degree, Transport Economics, Planning and or

Engineering

Transport Economist B degree ( Transport Economics/ Logistics)

Researcher

B Degree ( Transport, Logistics and related fields)

Facilitation and Industry Development

Facilitation Officer

B Degree/Diploma (Public/International Relations,

Communications, Marketing and Transportation)

Industry Development Officer

B Degree/Diploma ( Economic Sciences, Project

Management, and Transportation)

Liaison Officer B Degree/Diploma (Public/International Relations,

Communications, Marketing and transportation)

Corridor Development Officer

B Degree/ Diploma (International Relations/ Special

Development)

Source: C-BRTA, 2015

Sessions in careers in Transport are also with a focus on high school girls in border towns.

4.7.4 SANRAL

4.7.4.1 SANRAL Engineering Pipeline

102

SANRAL has established an engineering pipeline which targets learners in grade 10 and

12 through scholarships. SANRAL has seen significant improvement in the number of

empowered students, as per the Centre of Science and Technology (COSAT) - a school

that aims to improve the standard of maths and science education in a disadvantaged

area in the Western Cape.

SANRAL is also involved in a number of partnerships with institutions such as the

University of the Free State aimed at improving understanding of these subjects at basic

education level.

4.7.4.2 SANRAL Internships

SANRAL provides internships for students on site, practical expertise for them to finish

their studies. In 2014, 41% of the internships have gone to women. Even though there is a

lot of a slowdown in the environmental sector, SANRAL has seen an increase of 5% in

internship employment from the previous financial year.

4.7.4.3 SANRAL Scholarships

The SANRAL Scholarship programme was initiated with the aim of providing sponsorships

for learners with an aptitude towards Maths and Science. It also aims to create

opportunities for tertiary studies in the civil engineering. In addition, the scholarship

programme seeks to build progressive relationships with these learners from an early

stage. The first intake of scholars for the programme was in the 2009 academic year. The

selection process was based on academic merit proven through academic results.

Motivation letters by both learners and parents as well as from the school principals were

required to support learners‟ applications. After the selection process nine students were

chosen from Gauteng and a total of forty from the Western Cape; with the requirement

that they continue to obtain above 75% for Maths and Science as well as an average of

above 75%. Of the 172 scholarships awarded, 97 were awarded to girl children, which is

56.4% of the total number awarded.

4.7.5 RTMC

103

4.7.5.1 Traffic Officer Learnership Programme

Preference Specific quotas exist for all designated groups that were previously

disadvantaged

Purpose. RTMC has just under gone a recruitment drive throughout all the provinces for

1000 learners who will undergo training that is first of its kind in South Africa for Traffic

Officers. It will result in an NQF level 6 qualification and aims at creating a new 21st

century cadre of traffic officers.

Quotas that are envisaged for female learners to be recruited is a minimum of 40% (400).

Next Steps. The recruitment process is still underway and progressing per the planned

project programme.

4.7.5.2 RTMC Bursaries

Preference. Specific quotas exist for all people from previously disadvantaged groups

Purpose. RTMC has currently approximately 50 active bursaries. 50% of the beneficiaries

are females. RTMC does participate in Job Fairs targeted at schools to create awareness

about opportunities within the Law Enforcement sector

Next Steps. To ensure that RTMC Bursary scheme becomes more sector specific

targeting critical skills within Law Enforcement

4.7.5.3 Skills Development (Mentoring, Coaching, Upskilling and Management

Development)

Preference. Policy preference to designated groups such as Women and Youth

Purpose. RTMC has undergone a number of initiatives that are geared towards upskilling

both the Law Enforcement fraternity as well as developing administrative officials. To this

end, an upskilling programme has been introduced within RTMC for all officers to undergo

whilst at the same time refreshing their tactical capabilities.

Next Steps. To ensure that RTMC Bursary scheme becomes more sector specific

targeting critical skills within Law Enforcement

4.7.5.4 RTMC Centre of Excellence

Preference. All designated groups within Law Enforcement

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Purpose. RTMC is responsible for setting standards within the Law Enforcement sector.

The Corporation have been busy with QCTO in developing a new curriculum that will be

aligned to the 21st century cadre within Traffic Law Enforcement. This will be a formal

qualification at NQF level 6, a first of its kind. A number of other programmes will also be

available from the Centre of Excellence that RTMC will be building in the coming year.

Next Steps. Finalise the project plan for the Center of Excellence

4.7.5.5 RTMC Take a girl child to work

Preference. Young girls

Purpose. RTMC to participate in “take a girl child to work” and expose young girls to the

Law Enforcement industry and the value of a career in Traffic Law Enforcement.

Furthermore, this opportunity enables RTMC to expose young girls to issues of Road

Safety.

Next Steps. Also consider extending the programme to young boys as well

4.7.5.6 RTMC Women support structure

Preference. Females in the work place

Purpose RTMC has a group named Mbokodo, which is a group that advocates women

issues within RTMC. Women in this group organise meetings and engage on issues as

and when required in order to ensure that appropriate attention is given to matters that are

specific to women. A budget has been set aside to support specific initiatives that are part

of the Mbokodo programme.

Next Steps Continuous support by Management to the Mbokodo group

4.7.4.4 SANRAL Bursaries

The National Development Plan has identified engineering as a “critical skills category”

and highlighted the need to grow the number of new graduates at tertiary institutions to

enable the country to meet its long-term growth objectives. Engineering students at eight

(8) of the South African universities are supported by bursaries that form part of

SANRAL‟s contribution to address the skills gap in the country. SANRAL‟s bursary

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scheme was initiated in 2007 to provide financial assistance to deserving students in Civil

Engineering and related studies in the built environment.

In the 2013/14 financial year SANRAL allocated more than R7.7 million towards 89

bursaries for deserving students, including 20 who graduated at the end of 2013. Of these

students 16 graduates were employed on a permanent basis by SANRAL while one is

continuing with studies for a Master‟s degree in Engineering Sciences. To prepare the

students for future professional careers SANRAL bursary holders are offered vacation jobs

to familiarise themselves with the work environment. Bursary holders are also mentored

and provided with assistance on practical projects, if required, during their studies.

SANRAL also provides internal bursaries for their staff when they want to study for any

qualifications. As an employer, SANRAL aims to provide opportunities and many women

have taken the initiative to take the opportunities every time provided to them.

4.8 BUSINESS / ENTREPRENEURIAL OPPORTUNITIES IN ROAD TRANSPORT

4.8.1 CBRTA

The Entrepreneurship and Business Development Programme was developed to

specifically increase sustainability of cross border business operations and enhance

development of a cadre of operators who have reasonable standards in terms of;-

Financially literacy,

Entrepreneurial and basic SMME management competencies,

Awareness of risk and financial implications of business,

Adequate level of personal entrepreneurial competencies,

Business management skills; and

Understanding of legal, regulatory and tax issues as they relate to financial

matters.

The focus in the past three financial years has been on the following;-

Business Planning and Management,

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Leadership Skills, and

Financial management.

Operators have forwarded requests to receive training in Market Research and

Government Tender Procedures.

4.8.2 RAF

One of the key targets for the coming financial year is to finalise the revised Supply Chain

Management Policy and its operating procedures, the RAF‟s B-BBEE Policy, and the

Enterprise Development Implementation Plan approved by the RAF Board, to enable the

organisation to implement strategic sourcing.

4.8.2.1 RAF Take a child to work initiative

This programme identifies learners internally through staff and externally from

communities around RAF business from grades 11-12 in secondary schools. The purpose

is to bring the selected learners to the RAF and expose them to the real work environment

and career guidance in line with RAF work for a day.

Table 49 : RAF Take a child to work initiative

Programme Take a child to work initiative

Description Work exposure to students.

Minimum Requirement Students in High School targeting grades 11-12.

Access Point RAF to identify schools that meet the requirements.


4.8.2.2 RAF Voluntary Programme

The RAF proposes a voluntary youth programme which would allow youth to work at the

RAF for a stipulated period of time without remuneration. The purpose of this programme

would be to give youth the opportunity to acquire work experience and exposure to the

RAF work environment. It will also assist the RAF to identify new talent worthy of

consideration for permanent employment.

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Table 50 : RAF Voluntary Programme

Programme Qualified volunteers

Description Appointing qualified individuals on a voluntary basis.

Minimum Requirements Qualified unemployed youth and graduates.

Access Point RAF recruitment mechanism.


4.8.2.3 RAF Careers Expo

In colleges, job fairs are commonly used for entry-level job recruitment. Job seekers use

this opportunity to meet with prospective employers and get an overview of what it‟s like to

work for a company or a sector that seem interesting to them.

Career expositions usually include company or organisation tables or booths where

resumes can be collected and business cards can be exchanged. Often sponsored by

career centres, job fairs provide a convenient location for students to meet potential

employers and perform first interviews. This is also an opportunity for companies to meet

with students and talk to them about their expectations from them as students and answer

their questions, such as the degree or work experience needed.

Table 51 : RAF Careers Expo

Programme Career Expo

Description A career fair (also known as a job fair) is a recruiting event where

job seekers meet with multiple employers.

Attending a career fair allows job seekers to meet with a variety of

employers at one convenient location, usually a hotel or

conference centre. Attending a job fair will give job seekers the

opportunity to meet with representatives from a variety of

companies. The company representatives will provide information

about general career opportunities, as well as specific details on

current openings.

Minimum Requirements Grade 11 -12 scholars and tertiary students

Access Point Tertiary students

Contact Person L&D personnel

file:///C:/wiki/College

file:///C:/wiki/Entry-level_job

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4.8.3 SANRAL

Contractually SANRAL requires its contractors to subcontract work to SMME‟s. SANRAL

is committed to the growth of small, medium and micro enterprises (SMME‟s), labour

maximisation, training and skills transfer. The training and skills transfer provided by

SANRAL add value to the experience gained working with primary contractors and enable

them to grow their businesses, create employment and work on future projects in the

construction and related sectors.

4.8.3.1 SANRAL Skills Development

SANRAL has spent R30 million on skills development programmes and trained about

25,000 people in road building projects of which 11,370 are women. SANRAL believes

that an economy that is not growing cannot integrate all its citizens in a meaningful way. It

also believes that infrastructure projects provide ample job opportunities for women.

Women are involved at all levels of these projects from engineering, project management,

and supply to road maintenance. In every region there are female engineers, and also

senior female personnel that are heading up some departments/regions.

In its projects SANRAL always seeks opportunities to empower women, youth and

persons with disabilities. Examples are the R61 Community Access Roads and Pedestrian

Facilities construction project, which selected the business owners and supervisors of 20

local SMME‟s to participate in the project. A total of 124 personnel were trained at a cost

of about R927 000. Following the theoretical and practical training the twenty (20) SMME‟s

tendered for sections of the work in a competitive manner and 10 were awarded contracts.

205 jobs were created of which sixty-two (62) were allocated to women, fifty-three (53) to

youth and one to a person with a disability.

A project to construct access roads at uMuziwabantu employed almost 150 people

including fifty-nine (59) women, 114 youth and six persons with disabilities. This is typically

how SANRAL approaches each and every construction project.

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SMME‟s perform work packages on primary contracts, which SANRAL awards to major

engineering and construction companies. The range of work includes road marking,

fencing, grass cutting and earthworks.

In its previous financial year, the agency invested R2.4 billion on contracts with small

businesses, of which more than R2 billion went to 1 137 black enterprises. SANRAL skills

development programmes trained 25 784 people in road-building projects at a cost of

about R30 million, of which 11 370 were women, and SANRAL‟s projects created 29 120

average equivalent full-time jobs and 48 472 jobs opportunities of varying duration at a

total cost of about R2.1 billion.

The SMME Training Programme means that SMME‟s don‟t have to come fully trained.

SANRAL is aware that there are not enough SMME‟s operating in the construction

industry, and that if it only accepted companies that already had all the necessary skills

then it would not be empowering people or the industry at large.

“What we do is to employ SMME‟s to do this work. SANRAL‟s criterion in terms of SMME

employment is that 40% of them must be women owned and managed. After the training

processes that SANRAL typically puts them through, trainees obtain an NQF Level 3

certification. This certification is accredited by South African Qualifications Authority

(SAQA).

The business owner also receives management, technical, OHS, tendering skills,

financial, administrative, industrial relations, HR training and other construction related

training.

One of the courses offered is SMME‟s practical and theory training over twenty-four (24)

months and the end result is a CETA accredited formal qualification. The business owners

are also able to register with the Construction Industry Development Board (CIDB). A

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number of women/women owned entities have gone through SANRAL‟s SMME

programmes.

4.8.4 RTMC

4.8.4.1 Road Safety Education Activations in line with the 365 road safety

programme

Preference. Women in the local area of activation

Purpose. Ring fenced opportunities for women in areas where activations occur. All

services required to support the activation team is aimed to be procured from local

businesses within that area of activation. RTMC will be liaising with the local municipality

or Provincial office for businesses classified as women owned that are local. Preference

shall be given to women and youth owned entities.

Next Steps. Registered business to continually review our website for any information we

provide on programmes and initiatives around our activation programmes

4.8.4.2 RTMC Preferential Procurement Plan

Preference. Women and Youth owned business

Purpose. RTMC aims to give preference to women and youth owned business in line with

the transformation imperatives as envisaged from the B-BBEE Act of 2003 amended in

2013 as well as the NDP goals. As part of RTMC‟s preferential procurement spend,

endeavours to improve our expenditure profile over the coming 12 – 24 month cycle in

order to give preference to women and youth owned entities.

Progress. RTMC issued an invitation to entities to register onto their database. This

process closed end May 2015. We have undergone a process to classify and categorize

suppliers according to designated groups. A rotation system has been developed that will

give preference to women and youth in the various commodities. RTMC is also busy

compiling is SMME Development strategy document that will drive designated

procurement with specific minimum requirements and objectives.

Next Steps. Continuous monitoring and reporting. We will also review the system from

time to time to determine relevance and compliance to intent in line with policy directives.

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RTMC is also busy with a process to identify strategic partners that will assist with

providing support for some of our planned ring fenced programmes that will assist entities

in creating more meaningful jobs and incubate identified service providers to grow and

harness their business. Businesses are also encouraged to regularly monitor our website

for opportunities to competitively participate in our initiatives - www.rtmc.co.za

4.9 INDUSTRY DEVELOPMENT INITIATIVES WITH PUBLIC ENTITIES

Industry Development initiatives within public entities are outlined below.

4.9.1 CBRTA

4.9.1.1 Industry Development Strategy

As per C-BRTA mandate, the Industry Development Unit developed a strategy, which

aims to guide all activities of the Agency in its endeavours to empower the cross border

industry operators in order for them to maximize business opportunities and to regulate

themselves incrementally to improve safety, security, reliability, quality and efficiency.

These will be achieved through the following objectives:-

Fostering entrepreneurship culture and increasing the enterprise creation rate,

Establishing a dedicated network of SMME finance provider,

Developing business plan guidelines and basic tools for entering the cross border

market,

Improving the competencies and delivery capacity of small enterprises through

facilitating training and capacity building of the industry,

Strengthening enterprise networks,

Providing necessary support mechanisms,

Improving the regulatory environment, and

Facilitate the application of the B-BEEE transport charter in business operations.

The key functional areas to drive achievement of these objectives;-

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Advisory services. This entails identification and recommendation of business

and/or corridors that have a high possibility for viable and sustainable business.

Interested or prospective entrants into the markets are given information to

consider as they decide on business they wish to pursue.

Business planning services. This was not done in the past but is currently being

introduced. The area will focus on provision of business planning services to

aspiring business people and even those that are already operating but willing

to expand. Emphasis will also be put on importance of a business plan as an

enabler for performance monitoring. Operators who apply permits for additional

vehicles will also be encouraged to develop business plans or review their old

plans.

Business Forecast – It‟s the same case as above in the sense that it is a new

focus area. As soon as a specialist is employed, the focus will be on economic

& financial modelling. This area will mainly develop financial plans that will form

part of business plans. Aspiring entrants and existing operators will be given

support in this regard.

Assessment of business performance – Given that the Agency will be rendering

these services for the first time, the office may consider to render assessment of

old business to those who may be keen to re-engineer their businesses.

Training and development – This area has been in existence for long. However,

training will be offered in accordance with outcomes of needs assessment

survey that was conducted in August 2014 as well as needs or gaps them may

surface at any time.

The following are industry development programmes that were previously rolled-out and

targeted for operators;-

Programme for Women in Trade and Transport – as all other programmes give a

focus on SMME‟s in general, this one is exclusively for women. It‟s meant to

address all possibly existing gaps that may impede women from running successful

businesses.

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Driver Health & Wellness Programme- Focus is given to key challenges that drivers

face hence Voluntary Testing and counselling at Taxi Ranks was conducted. That

was coupled with awareness on hypertension, sugar diabetes and overall

importance of a good lifestyle in order to encourage road safety.

Policy and Legislation Awareness Programme – this aims at updating operators on

latest conditions on regulatory framework.

Conflict Resolution and Management – this programme aims at providing tools for

conflict resolutions in the taxi industry.

Fraud and Corruption Awareness Programme – given a history of intentional and

unintentional fraudulent practices in the industry, this programme raises awareness

on all acts of corruption and informs operators on what they need to be cautious of.

Border Clearance Systems - this programme seeks to update operators on any

changes taking place at the borders as well as new regulations set. This is done in

partnership with SARS that provides information on plans that are set for busy

periods.

Youth Development Programme – the Agency has previously approached NYDA to

provide them with a database of youth in logistics so as to attract them into cross

border market. Further to that, a co-operative was formed and is currently

undergoing training and mentorship.

4.9.1.2 Major benefit areas

Women have previously befitted from a number of SMME skills development interventions

to empower business operators with skills, including;-

Driver Health and Wellness;

Transport Policy and Legislation;

Conflict Resolution and Management;

Fraud and Corruption Awareness;

Financially Management;

Entrepreneurship;

Business Management; and

Understanding of Legal, Regulatory and Tax requirements

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4.9.1.3 Support structures

Efforts made to encourage balance and wellbeing of women to succeed in business

includes:

Cross Border Women‟s forum – a network platform that enhances business

women‟s well-being and ability to run a cross-border business.

Women Network Association (c-BRTA WNA) – an internally focused platform for

professional women to share experiences, best practices and ideas and;

Rural outreach programme- gives special focus to raising awareness on cross-

border opportunities and careers.

4.9.2 RAF

4.9.2.1 Partnering with various civic transport associations for funding of drivers

licenses

It is proposed that the RAF partner with various transport associations such as SANTACO

and the AA to obtain drivers‟ licenses for unemployed youth and graduates as part of its

community upliftment obligations. This funding should be extended to include a course on

defensive driving which would supplement the acquiring of the driver‟s license.

4.9.3 RTIA

4.9.3.1 AARTO Ambassadors

RTIA has identified a need to engage the youth especially unemployed youth to take part

in this project. The plan is to utilise the youth by appointing them as AARTO ambassadors

by requiring them to obtain 1000 signatures from their communities after providing

information regarding AARTO legislation and the impact in communities. This programme

will have endless benefits for both parties involved. The Agency would have created

employment to youth that would otherwise be unemployed and have nothing to do.

Secondly, the youth will be empowered by the knowledge imparted by the Agency as well

as the working experience that will propel them to secure employment in the transport

industry and or environment. The Agency plans to pay these AARTO ambassadors a

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stipend of R 2000, 00 per 1000 signatures. These youth will be entered into the database

of the Agency and will be considered for future employment opportunities.

4.9.3.2 Enterprise Development Programme

RTIA plans to implement an Enterprise Development Programme, with a preference for

women at seventy (70) % and forty (40) % inclusion of youth with disabilities in the Kiosk

activities. RTIA managed to finalise agreements with financial leverage partners who will

assist in the co-funding of the programme.

4.10 MAJOR CHALLENGES IN ROAD TRANSPORT

Some of the major challenges that have been identified are as follows:

4.10.1 SMME’s Challenges

Obtaining finance and maintaining adequate cash flow to pay upfront for materials

and labour before getting paid

Setting up their businesses

Adequate finance to buy their own plant

Exploitation and intense competition with the bigger firms/contractors

Skills shortage in areas of finance, project management, costing, tendering and

technical

Insufficient funding for labour-intensive programmes that promote women

empowerment

Access to plant and material is difficult. In most cases SMME‟s are at the end of the

supply list and bigger customers get preference

4.10.2 Major Challenges

Lack of access to work opportunities to sustain contractors

Budget limitations – there are needs that are often identified but there‟s a limit to

what can possible be done within some agencies

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Impact of initiatives needs to be monitored and evaluated. Some initiatives have

been introduced but there is no baseline that can be of assistance in measuring

impact. Continuation of rendering services without measuring the impact is being

experienced in some initiatives that have been implemented.

Target group – who should benefit from government‟s initiatives. Sometimes,

SMME view themselves as beneficiaries of government‟s initiatives rather than

committed business owners and that impedes progress.

Limited access to professional advisors

Bringing in more women within mainstream business to participate more within the

Road and Traffic industry. The industry is slowly opening up to women officers and

more needs to be done to encourage women to enter the industry – the girl officer

Need for protection of women rights within a male dominated industry

Legislation that classifies transgressions that occur on the road to be more serious

– having women structures lobby for changes in legislation.

In the Law Enforcement area there still remains challenges of stereotypes as this

area is viewed as 'male' and therefore law enforcement is still dominated by males.

4.11 RECOMMENDATIONS BY ROAD TRANSPORT


road transportation.

There is a need for the commission to identify relevant beneficiaries who should

benefit. Mechanisms for identifying relevant beneficiaries should be identified and

discussed.

Categorisation of target groups is proposed. The challenges that face small, the

micro and medium enterprises are not the same hence they need to be tackled

separately.

Courses should be attended with the aim of gathering knowledge and skills to

assist in kick starting businesses.

Challenges that are faced by professional women and the aspiring business women

or SMME‟s are not the same. How will these differences be catered for during the

commissions?

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Road public entities seem to have similar programmes addressing women

empowerment in the workplace. Lessons learnt from each programme could add

value to other programmes. There is a need for women across public entities and

the Department to discuss issues and learn from one another.

5. RAIL TRANSPORT

5.1 INTRODUCTION

The South African National Rail Sector is considered to be one of the well- established and

growing industries in the Southern African Hemisphere, in terms of creation of socio-

economic development opportunities. This is due to the massive upgrades and

development of new infrastructure and facilities, and recapitalisation of rolling stock after a

long period of non-investment prior to 2006.

The South African Rail Transport Industry is primarily managed by the National

Department of Transport, which provides policy direction and oversight to two (2)

agencies, namely the Passanger Rail Agency of South Africa (PRASA) and the Railway

Safety Regulator (RSR). PRASA operates the majority of passenger rail operations, either

as a short distance commuter service or as a long distance commuter service

(Shosholoza Meyl). The RSR has been mandated with ensuring safe and reliable railway

operations in South Africa.

As with other modes of transport and related technical industries, the railway industry has

been a traditional male dominated environment. Very few opportunities were provided to

women to enter the industry and given the nature of the goods and services required to

support the industry, procurement opportunities have also been largely dominated by large

male-owned companies and entities.

However, the rail transport sector has been able to make significant strides in empowering

women and transforming the industry. In October 2013, Minister of Transport Dipuo Peters

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launched the second phase of the Women in Rail Programme with the Passenger Rail

Agency of South Africa PRASA) as the implementing agent, with the Deputy Minister of

Transport, Sindi Chikunga as the patron.

The Rail Branch of the Department of Transport and government rail agencies within its

control of the Department, i.e. the Railway Safety Regulator (RSR) and the Passenger

Rail Agency of South Africa (PRASA), have also joined the drive towards increased

women participation, in the areas of employment as well as procurement. Politically, the

Department of Transport is also leading by example with the positions of Minister and

Deputy Minister occupied by Women as well as other senior departmental positions.

Having had a few years passing following the various transformation initiatives within the

transport sector, as well as other related government initiatives, it is imperative to assess

the progress, achievements and develop future plans to ensure their successful

implementation.

5.2 KEY ROLE PLAYERS IN THE RAIL SECTOR

The rail industry consists of a number of role players, distinguished amongst others by the

nature of business, target market, market share, business models and turnover, state of

the assets and infrastructure as well as service levels.

Within the public sector, PRASA and Transnet are the major role players followed by the

Gautrain which is a Public Private Partnership (PPP). Within the private sector, there are

various companies focused on manufacturing, rail operations, professional and business

service provision, as well as supply businesses. From the safety regulatory perspective,

the RSR is the entity mandated with regulating safe railway operations.

There is an inherent dependency between the public and private sectors in the name of

socio-economic growth, in that when government provides funding for the sector as per its

mandate and limitations, the private sector also stands to benefit based on their expertise.

It is in that regard that the Department of Transport has to ensure that the industry is

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transformed and benefits women through amongst other, the use of government

procurement processes and policies.

5.2.1 PRASA

The Passenger Rail Agency of South Africa (PRASA) is a South African state owned

enterprise responsible for most passenger rail services in the country.

As the implementing arm of the National Department of Transport, the sole shareholder, is

primarily focused on the mandate contained in the Legal Succession Act of South African

Transport Services (SATS) Act of 1989, as amended in November 2008.

The main objective and main business of PRASA is to:

Ensure that, at the request of the Department of Transport, rail commuter services

are provided within, to and from the Republic in the public interest, and

Provide, in accordance with the Department of Transport, for long haul passenger rail

and bus services within, to and from the Republic in terms of the principles set out in

section 4 of the National Land Transport Transition Act, 2000 (Act No. 22 of 2000)

The second objective and secondary business of PRASA is that:

PRASA shall generate income from the exploitation of assets acquired by it, which

include real estate and property portfolio.

A further requirement is that, in carrying out its objectives and business, PRASA shall

have due regard for key Government, social, economic and transport imperatives and

policy objectives.

Composition of the PRASA Group

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The PRASA Group consists of three divisions namely PRASA Rail, PRASA CRES and

PRASA TECH. In addition, there are also two (2) subsidiaries, namely Autopax and

Intersite.

PRASA TECH manages the acquisition of assets for PRASA, provides business user with

the necessary tools and capabilities and manages finances and funding for the Capital

Projects.

PRASA Rail utilises assets provided for by PRASA Tech; implements processes relevant

to rail; operates, monitors and maintain assets. As part of PRASA Rail, Metrorail operates

commuter rail services in urban areas. It operates in four of South Africa‟s provinces,

namely the Eastern Cape, Gauteng, KwaZulu Natal and the Western Cape. These regions

operate independently of one another and report to the Metrorail Head Office in

Johannesburg. Shosholoza Meyl operates regional and inter-city rail services.

Autopax operates regional and inter-city coach services and Intersite manages the

property owned by PRASA.

5.2.2 RSR

Railway transport operates as a business to provide a service and therefore the RSR has

a critical role to play in ensuring that the provision of rail transport is done in a safe and

secure manner. The RSR is a schedule 3(A) public entity of the Department of Transport

in terms of the Public Finance Management Act No. 1 of 1999 and derives its mandate

from its founding legislation, the National Railway Safety Regulator Act No. 16 of 2002

(RSR Act). The RSR is an independent juristic person reporting directly to the Minister of

Transport, and comprises a Board of Directors, Chief Executive Officer appointed by the

Minister, and employees.

The NRSR Act outlines five main thrusts for the Regulator:

Setting up a regulatory institution for overseeing safe railway operations in South

Africa;

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Promote the use of rail as a mode of transportation through improved safety

performance in the railway transport industry;

Creating a safe and secure railway environment for the protection of persons,

property and the environment;

Conclude cooperative agreements with stakeholders to ensure effective

management and overseeing of safe railway operations and to minimise

duplication;

Promote the harmonization of the railway safety regime of SADC railway operations

5.2.2 Gautrain Management Agency (GMA)

The GMA is a Provincial Public Entity listed under Schedule 3 (c) of the Public Finance

Management Act and established in terms of the GMA Act. In terms of its governance

structure the GMA Act requires a Board to be established by and accountable to the MEC

for Roads and Transport. The Board ensures that the responsibilities of the GMA are

performed and the objectives of the GMA Act are achieved.

The services which the GMA oversees are provided by a concessionaire, who operates a

rapid rail an eighty (80) km network between Pretoria and Johannesburg and feeder bus

services, at designated routes.

.

The working relationship between the MEC and the GMA represented by the Board is

defined and set out in a Service Level Agreement. The purpose of the Service Level

Agreement is to formalise the working relationship between the MEC and the Board, to

clarify the roles and the responsibilities of the MEC and the Board and to align the

objectives of the GMA with the objectives of the Gauteng Department of Roads and

Transport. The MEC may, in terms of the GMA Act and the Service Level Agreement,

engage the Board in issuing a written directive and or giving an assignment to the GMA.

The MEC must also provide the resources required to enable the GMA to meet the new

directive and/or carry out the new assignment. During the period under review, the GMA

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continued with two assignments given by the MEC, namely; the preparation of the ITMP

25 and management of the Aerotropolis project

The majority of the Board Members are Independent Non-Executives. The Chief Executive

Officer (CEO) is an Executive Member of the Board by virtue of the Office and is

appointed by the MEC after consultation with the Board. In line with best practice, the

roles of the Chairperson of the Board and the Chief Executive Officer are separated. The

Board composition is 6 males and 3 females (33%), one of which holds the position of

chairperson.

5.3 KEY INITIATIVES SUPPORTING TRANSFORMATION IN THE RAIL SECTOR

5.3.1 PRASA Initiatives

PRASA „s vision is to develop a world-class rail transport industry, based on integrated

and reliable modes and multiple networks, which will contribute as a stimulant of

employment and economic growth and development, comply with international safety

standards and deliver efficient and quality services to customers. The rail industry must

attain a significant increase in historically disadvantaged participation in ownership,

management and employment throughout the sector and industry value chain. We will

pursue a growth strategy that prioritises the retention and creation of quality jobs.

PRASA initially established the Women in Rail (Phase 1) initiative in 2008 (2008- 2012).

The programme was initiated as a response to the broader government agenda on

economic inclusion of women, to be implemented by all its subsidiaries. The aim of this

programme is to improve the representation of women, facilitate technical skills

development and support for women owned entities, and facilitate enterprise

development and support.

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Up to the financial year 2012/13, contracts mounting to R651.7m were awarded to Women

Owned Entities (WOEs) in rail engineering, rolling stock and other business areas.

However during this era, women did not make the necessary in-roads to the core technical

areas.

This realisation led to the redefinition of the Women in Rail Phase II (2013-2018) which

was launched in August 2013 by the Minister of Transport, Ms Dipuo Peters. The

objectives were centred on the re-industrialisation of the Rail Industry including:

To improve the representation of women professionals and women owned

enterprises in the core technical areas, of Railway sector over the next 5 years

(2013-2018)

To facilitate technical skills development of women professionals and WOEs

To facilitate comprehensive enterprise development and support

At the time of the Programme launch, R1 billion was allocated and with the Deputy

Minister of Transport as the Patron of the programme, the DOT committed to provide

leadership and close monitoring.

5.4 THE DEPARTMENT OF TRANSPORT RAIL BRANCH

Overall, the scope for women participation opportunities in the transport sector wide, with

potential for improvement to reach the 50/50 split targeted by Government. At the

Department of Transport, the Rail Branch seventy percent (70%) of the positions is

occupied by women. With regards to senior management sixty – two percent (62%) are

occupied by women, and one of them represents the Department on the RSR board. In

this financial year, the branch has welcomed two young women funded by the Department

who studied rail engineering studies at the Czech Republic. Both are on a one year

internship programme with future prospects of employment within the sector. One of them

is currently placed at PRASA and one with the Department but could possibly find an

opportunity for experiential learning with PRASA or the RSR.

124

5.5 BROAD BASED ECONOMIC EMPOWERMENT IN THE RAIL SECTOR

5.5.1 RSR

The RSR focus on advancement of women entails a dual approach – firstly in terms of

employment opportunities and secondly in terms of procurement. All recruitment planning

is done in accordance with the Economically Active Population (EAP) targets, which thus

requires a minimum of 46% women participation. In addition, all efforts are also made to

consider women-owned enterprises in procurement matters, and not only in the

“traditional” areas of cleaning services, hospitality or communications. Women

participation in companies that apply for technical tenders, are also a factor for

consideration during the BEE-review of such applications, and where possible, inclusion of

women is promoted.

In terms of women representation at Board Level, the RSR Board currently has 6 women

members (46&), of which one is currently the Chairperson of the Board. The table below

provides details in this regard.

Table 52 : RSR Board Members

MALE


EXPIRY

FEMALE


EXPIRY

Mr Bongani Conventry Mahlalela

1 Nov 2013-31 October 2016

Ms Thembelihle Msibi (Chairperson)

1 Nov 2013-31 October 2016

Mr Nkululeko Poya 1 October 2011- 30 September 2016

Ms Ntombizine Mbiza

1 Nov 2013-31 October 2016

Mr Chamunwe Masindi

1 Nov 2013-31 October 2016

Ms Janet Barret 1 Nov 2013-31 October 2016

Mr Andre Harrison 1 Nov 2013-31 October 2016

Ms Natalie Skeepers 1 Nov 2013-31 October 2016

Mr Tinyiko Baloyi

1 Nov 2013-31 October 2016

Ms Khulekelwe Mbonambi

1 Nov 2013-31 October 2016

Mr Willem Venter 1 Nov 2013-31 October 2016

Ms Mala Somaru 1 Nov 2013-31 October 2016

Mr Tibor Szane 1 Nov 2013-31 October 2016



125

In terms of employment numbers, the RSR currently has seventy–eight (78) positions

occupied by women (52, 5%), and 26 (45%) women who occupy positions in executive,

senior and professional management. Worth noting is the recent appointment of a female

Chief Operations Officer (COO) in November 2014. In addition, executive and senior

positions currently occupied by women include the Executive in the Office of the CEO,

Chief Risk Officer, Chief Information Officer, Heads of Research, Communication, Finance

and Regional Offices (2) as well as Principal Inspectors. The tables below illustrates

employment distribution as at end the end of the July 2015.

Table 53 : Employment Equity Profile as at end July 2015

OC

CU

PA

TIO

NA

L

CA

TE

GO

RIE

S

MA

LE

AF

RIC

AN

%

MA

LE

CO

LO

UR

ED

%

MA

LE

IN

DIA

N

%

MA

LE

WH

ITE

%

TO

TA

L M

AL

ES

TO

TA

L %

FE

MA

LE

AF

RIC

AN

%

FE

MA

LE

CO

LO

UR

ED

%

FE

MA

LE

IN

DIA

N

%

FE

MA

LE

WH

ITE

%

TO

TA

L F

EM

AL

E

%

TO

TA

L

TO

TA

L%

Executive Management (CEO, General Managers & Heads) D5-F3

14

52%

0

0%

0

0%

2

7%

16

59%

7

26%

2

7%

0

0%

2

7%

11

41

%

27

16%

Senior Management D3-D4

14

70%

0 0%

0 0%

1 5%

15 75%

5 25%

0

0%

0 0%

0 0%

5 25%

20 12%

Management (Managers, Assistant Managers) C3-D2

30

39%

1

1%

1

1%

5

7%

37

47%

36

47%

2

3%

0

0%

1

1%

39

51%

76

46%

126

Administrative Staff B4-C2

5

22%

0

0%

0

0%

0

0%

5

22%

16

70%

1

4%

1

4%

0

0%

18

78%

23

14%

General Assistants A1-B3

8

42%

0

0%

0

0%

0

0%

8

42%

11

58%

0

0%

0

0%

0

0%

11

58%

19

12%

People with Disabilities

0 0%

0 0%

0 0%

0 0 0 0 0 0 0 0

TOTAL 71

1 1 8 81 75 5 1 3 84 165

100%

127

The table below depicts the RSR demographic profile in comparison to the Economic

Active Population demographics as published by the Department of Labour and

Statistics South Africa:

Table 54 : RSR 2015/2016 EMPLOYMENT EQUITY TARGETS (Variance)

5.5.2 PRASA

The current PRASA Board has 4 female members, who form 36% of the total board

membership. The table below provides details in this regard.

Table 55 : PRASA Board Members

MALE DATE OF BOARD APPOINTMENT &

EXPIRY

FEMALE DATE OF BOARD APPOINTMENT &

EXPIRY

Mr Popo Molefe

1 August 2014 for a period of 3 years Expires on 30 July 2017

Ms. Zodwa Penelope Manase


Mr Xolile George 1 August 2014 for a period of 3 years Expires on 30 July

Ms Carol Roskruge Cele


Occupational Categories

Male Female Foreign Nationals

Planned Quarter 1 Performance

Variance Quarter 2 Performance (as at July

2015)

Variance

A C I W A C I W M F

Top Management 0 0 0 0 5 1 0 0 0 0 6 4 33.4% 1 17%

Senior Management

0 0 0 0 0 1 0 0 0 1 2 -50% 1 -100%

Professionally qualified and experienced specialist

7 2 1 6 2 2 1 1 0 0 22 8 63.7% 8 27%


2 1 1 1 2 1 1 1 0 0 10 4 60% 2 40%

Semi-skilled and discretionary decision-making

2 1 1 2 1 1 1 2 0 0 11 2 82% 2 64%

TOTAL 11 4 3 9 10 5 4 4 0 0 50 20 60% 14 32%

128

2017

Mr Clement Manyugwana


Ms Mashila Jermina Matlala


Mr Tefetso Bernard Phitsane

1 May 2015 Ms Nonduduzo Kheswa


Mr William Solomon Steenkamp


Mr London Macmillan


Nkosinathi Khena (Acting Group CEO)



In terms of PRASA Senior leadership (top management, executives, senior specialists,

and mid-management) category of the 1235 leadership positions 474 (38%) positions are

occupied by women. Of the 108 employees with disabilities 31(29%) are female and 3

(2%) are senior professionals.

Table 56 : PRASA Employment per gender

PRASA

Female

Total Male

Total Grand Total

Row Labels A C I W A C I W

Autopax (Pty) Ltd

Prof. qualified and experien. specialists and mid management

13 3 2 18 20 4 2 4 30 48

Senior Management 2 2 4 1 2 7 9

15 3 0 2 20 24 4 3 6 37 57

Intersite (Pty) Ltd


4 1 1 6 4 4 10

Senior Management 1 1 5 1 2 8 9

5 0 1 1 7 9 0 1 2 12 19

129

Metrorail


120 12 6 6 144 196 36 19 69 320 464

Senior Management 13 2 15 22 2 2 4 30 45

133 14 6 6 159 218 38 21 73 350 509

PRASA Corporate


80 4 3 7 94 62 6 7 75 169


Top Management 1 1 1

101 4 4 11 120 112 6 5 13 136 256

PRASA CRES


58 2 4 64 38 4 3 4 49 113


63 3 4 2 72 59 4 4 5 72 144

PRASA Technical Division


19 1 20 36 1 3 7 47 67


22 1 1 0 24 49 2 4 8 63 87

Shosholoza Meyl


59 7 4 70 52 12 2 20 86 156

Senior Management 2 2 4 5 7

61 7 0 4 72 56 12 2 20 91 163

Grand Total 400 32 16

26 474 527 66 40 127 760 1235

5.5.3 Gautrain Management Agency

Of the nine (9) board members, three (3) are women. The majority of the Board Members

are Independent Non-Executive. The Chief Executive Officer is an Executive Member of

the Board by virtue of the Office and is appointed by the MEC after consultation with the

Board. In line with best practice, the roles of the Chairperson of the Board and the Chief

Executive Officer are separated.

130

The Board is the focal point of governance and retains effective control over the

operations of the GMA through a well-developed governance structure The Board

members are, in accordance with the GMA Act, appointed for a period of three years and

are eligible for re-appointment provided they do not serve more than two terms. The length

of service of the Board and the gender representation as at 31 March 2015 are depicted

below in Figures 10 and 11 respectively:

Figure 10 Gautrain Board Members terms of service

Figure 11 : Gautrain Board’s Gender Representation

45%

44%

11%

Length of Service

2nd Term (3-6 Years)

1st Term (0-3 Years)

CEO

6

3

Male Female

Board Gender Representation

131

5.6 BUSINESS AND ENTREPRENEUR OPPORTUNITIES IN THE RAIL SECTOR

5.6.1 PRASA

The distinguishing factor about the Women in Rail Programme is that PRASA went

through a Request for Information (RFI) process focussing on the following sectors

Rail Engineering Services

Property and Construction

Professional services

ICT

Based on the entity experience, capability, financial status, projects previously soft skills

delivered the submissions were tiered as below:

Tier 1 – 0-2 years technical and industry comprehension

Tier 2 - > 2<5 years technical and industry experience

Tier 3 - > 5 years technical and industry experience

The Women In rail projects cap per tier:

Tier 1: up to R1m

Tier 2: up to R20m

Tier 3: up to >R20m

Tier 2 and Tier 3 are expected to sub-contract Tier 1 within the Women in Rail

database for the purpose of mentoring and coaching.

The entities were further assessed and based on the skills gap analysis of each entity,

sector and level they will either be on an incubation programme or business skills

Enterprise Development Programme. As part of the interventions the International

Exchange Programmes will also play a major role for benchmarking and international

exposure. Companies selected to form part of the programme, but have minimal and less

than five years or less experience in business, are targeted for the enterprise development

intervention. Companies with more than five years in business will form part of the

exchange programmes.

132

PRASA has identified 10% of its procurement spending in any one year specifically for

women-owned entities to participate in its core rail-engineering technical business. The

women-owned entities must still qualify for business through the normal PRASA supply

chain processes and there will be no relenting on standards and requirements. However,

the organisation has appointed an enterprise development partner to help them acquire

the necessary technical and business skills so they stand a better chance of success.

The following business units have been earmarked to allocate projects for the PRASA

Technical, PRASA RAIL, PRASA CRES, ICT, SECURITY, AUTOPAX and INTERSITE.

In addition to the soft skills contracts including cleaning, catering and supplies,

participation for women in the core technical areas as follows:

Property (Construction, Facilities Management and Professional Services);

Currently opportunities exist in the Refurbishment and modernisation of stations,

facilities management – maintenance of PRASA Stations and Deport

Modernisation; and

Rail Engineering Services (Rolling stock, Infrastructure, Perways & Information

Communication Technology).

Currently opportunities exist in participation in the Recapitalisation Programme

(downstream component manufacturing) and maintenance of the rolling stock.

Professional Services (Architecture, Quantity Surveying)

Project Management,

Legal Services,

Auditing,

Risk Management Advisory,

Finance Management and

Training

133

5.6.2 RSR

The Railway Safety Regulator as a state-owned entity, is guided by the PFMA and other

related regulatory prescripts in terms of procurement of goods and services. As a

signatory to the envisaged proposed Public Sub-Sector Broad-based Black Economic

Empowerment code, the RSR has put measures in place to promote women-owned

enterprises in the procurement of services and goods. The RSR acknowledged the

barriers that small women-owned enterprises must overcome to enter the procurement

market in the rail industry and will endeavour to actively create opportunities where

reasonably possible. As such, the RSR also reviews the participation of women

(ownership, employment etc) as part of the BBBEE-review of all tenders. By doing so, The

RSR strives to provide women employed in companies not currently predominantly

women-owned, within the existing procurement environment the opportunity to gain

valuable experience in supplying of goods and services to the Public Sector, which could

enable them to do so in future as the owners / top managers of their own companies.


The GMA provides oversight on the achievement of the SED targets set for the Project.

The Gautrain Project has been breaking new ground to ensure that specific SED

objectives are met. A fourth cornerstone – over and above the normal technical, financial

and legal cornerstones of the PPP process – was introduced. The Gautrain adopted an

innovative process to translate the government‟s objectives into measureable performance

indicators so that these could be entrenched into contractual obligations and the

commitment of the Concessionaire could be fostered. The Concessionaire embraced

these SED objectives and ensured credible achievements. Performance during period

under review: The Independent Socio-Economic Monitor (ISEM) has completed its

verification of the SED achievements claimed by the Concessionaire from July 2012, the

commencement of the Operating Period to March 2015. The verified SED performance of

The Concessionaire as contained in the Monthly ISEM Reports up to the end of March

2015 is summarized in the table below:

134

Table 57 : Gautrain Socio Economic Development

5.6.2.1 GMA Current Employment Profile Vs EE Plan Numeric Goals (Year 2) 2014/15

The above table indicates GMA‟s total headcount by the end of the 2014/15 Financial

Year as represented by 75 employees against the approved headcount of 86 employees.

Human Resources is actively managing the recruitment process so as to balance race and

gender targets by prioritising the recruitment of African males. At the same time, HR aims

to ensure that the GMA meets its Employment Equity numeric targets, which are aligned

to the GPG targets.

The implementation of HR strategic initiatives helped the organisation achieve its strategic

goals through an integrated approach to the management of performance and

interventions that address the development, reward and retention of talented employees.

135

Relevant Stakeholders

Table 58 : GMA Stakeholders

Stakeholders Issue Engagement

HR Service Providers (Recruitment Agencies, Psychometric Assessment Administrators, HR Consultancies, Risk Assessment Providers and Training Providers etc.)

The achievement of the HR strategy

The GMA acknowledges the significance of the HR Value Chain in ensuring the successful execution of its organisational strategy. This forward-thinking and reflective approach prevails on processes such as talent acquisition, development, reward and recognition strategies and various related organisational development initiatives. The HR service providers are pivotal contributors towards these HR interventions that are required to achieve organisational development, transformation and ongoing growth

State Security Agency (SSA) To ensure that the GMA manages people-related risk and employs people whose values align to the organisational values

As a State-Owned Entity, the GMA is bound by the regulations of the State Security Agency (SSA) and related legislation. The GMA ensures that employees in high risk roles across the organisation undergo the security clearance process and meet its requirements

MANCO (Management Committee)

A governance structure that ensures that HR issues are addressed in a timely fashion and at the required authoritative levels

The MANCO is a governance structure at Senior Management level that is approached to seek approval or consulted on HR strategic and operational matters as well as for recommendations on matters that require the approval of the GMA Board

136

or HR and Remco

EE Committee EE is an imperative within the GMA. This consultative body is not only a statutory requirement but a key indicator of the importance of transformation within the GMA

The EE Committee is a legislative, consultative body to ensure that the GMA EE plan is achieved. HR guides the committee and ensures that ongoing training in relation to amendments to legislation takes place

Employees Employees are consulted on organisational issues not only as beneficiaries but in order to build a sense of buy-in and belonging

The GMA ensures that an effective HR strategy is implemented in order to achieve a mutually beneficial relationship, with happy employees instrumental in the achievement of organisational strategic objectives

Auditor General This is a compliance requirement and to ensure operational excellence

The Auditor General conducts annual audits on various HR processes to ensure consistent application of policies and procedures as well the relevant legislation. Full co-operation is ensured during this process

Provincial Legislature This is a compliance imperative and to keep GMA accountable as a state-owned enterprise

The Provincial Legislature has posed questions relating to various HR policies, practices and processes to which sufficient responses are always provided

GMA Board / HR & Remco These platforms ensure that strategic HR matters are identified and implemented

The GMA Board / HR & Remco provides strategic direction on HR initiatives and provides approval

5.7 CAREER DEVELOPMENT OPPORTUNITIES IN THE RAIL SECTOR

5.7.1 RSR

137

The Employment Equity Act No, 55 of 1998 provides that “a designated employer

must prepare and implement an employment equity plan which will achieve

reasonable progress towards employment equity in that employer‟s workforce”.

In order to give effect to the above legislative requirement, the RSR compiled a RSR

Employment Equity Plan, which was approved by the RSR Board in 2014 for

implementation. As per the approved RSR Employment Equity plan, the following

objectives have been set for the first three (3) years, subject to review by the

Employment Equity Consultative Forum (EECF) and approval by the RSR Board of

Directors on an annual basis:

Communication/Advocacy of the RSR EE Plan including the RSR Regional offices.

Implement the Job Profiling, Job Evaluation and Remuneration Benchmarking

recommendations.

Training of interviewing panels on consistency and uniformity during recruitment and

selection processes from 1 April 2015 – 31 March 2016.

Training of interviewing panels in relation to the recruitment of people with disabilities.

Maintain and monitor the database of all verified qualifications of internal staff annually.

Conduct an organisational culture survey by 30 June 2015.

Implementation of the Succession Planning recommendations with particular emphasis

on Women and People with Disabilities.

An extrapolation of the RSR demographic profile of 148 employees, indicates that 52.5%

of the staff compliment comprise of females and 47.1% comprised of males. Pursuant to

the targets set for 2015/2016, the Human Resources department, with the assistance of

the EECF forum, will endeavour to ensure that the targets are met as planned through

targeted recruitment processes.

In terms of employment of females, the Railway Safety Regulator (RSR) currently offers

the following:

138

The Railway Safety Regulator annually recruits a number of Graduate Interns, in

various disciplines such as engineering, communication, public governance and

industrial psychology. The aim of the internship is to assess the potential of the

candidates in terms of future employment, ability to perform and alignment with

RSR company values. All efforts are made to include females as per the EAP

targets, in all disciplines as part of the recruitment of such interns.

On an annual basis the Interns recruited during the previous year, are assessed

based on their technical and professional performance, and a number is selected

for continuation into the RSR Trainee Inspector program. The number of suitable

females selected is in line with EAP targets, and therefore such females are

employed by the RSR for the duration of their formal training period.

In addition, interns are afforded an opportunity to apply for vacant positions

advertised within the RSR during their internship period. The normal recruitment

process thus applies, which again is done in accordance with minimum

requirements as well as EAP targets as guidance. The Table below provides insight

into the 2014/15 Intern demographics:

Table 59 : RSR Intern Profile

In terms of the RSR Recruitment and Selection Strategy, all vacancies are assessed prior

to advertising and where applicable, preference is given to female applicants.

The RSR also offers all employees the opportunity to advance through further education

by providing bursaries for study purposes. At present 6 African females are bursary

holders, out of the total of 8 bursars in the RSR.

Regions Male Female Total

African Coloured Indian White African Coloured Indian White

Durban Region 1 0 0 0 3 0 0 0 4

Gauteng Region 4 0 0 0 4 0 0 0 9

Western Cape Region 0 0 0 0 2 0 0 0 2

139


With the transition of the GMA from the development to the operating phase, the HR Unit

of the GMA adjusted its area of focus from HR transactional service delivery to assuming

the role of strategic business partner, introducing the HR interventions that would ensure

optimal organisational development and transformation.

The HR Unit‟s mission is “to ensure a dynamic and successful Gautrain Management

Agency delivering exceptional performance and services through well qualified and

optimally developed, engaged and motivated personnel.”

For the 2014/15 Financial Year, the HR focus has been on the activities related to

organisational design and development, such as the implementation of a reward and

remuneration philosophy to ensure that the GMA attracts and retains the best talent in the

market. The GMA is committed to building a workforce broadly representative of the

people of South Africa and to use employment and human resource management

practices that are fair and in line with relevant labour legislation and organisational policies

and strategies.

The GMA‟s employment philosophy is consistent with the belief that people are the

organisation‟s most important asset and, to that end, the objective is to ensure that the

GMA continues to recruit, develop and retain the best calibre employees in the industry.

2014/15 marked the third year in the implementation of the three-year HR Strategy, which

was apportioned in themes for ease of execution. A brief summary on progress is as

follows:

Theme 1: Exceptional human resources service delivery. All HR Policies and

Procedures have been approved by management and the Board and they are

aligned on an annual basis. Employee training has been conducted on the

approved and reviewed policies and procedures and the amendments were

140

communicated through the GMA intranet website for ease of reference. This

training is ongoing as it forms part of the induction process.

Theme 2: Dynamic and successful agency through astute leadership. The

Leadership Development Framework, where assessment tools were used to tailor

the programme to the requirements of the organisation, has been approved, Phase

1 of the GMA Leadership Development programme has been implemented, in

partnership with the Da Vinci Institute. Phase 2 will be implemented in the 2015/16

Financial Year.

Theme 3: Results-driven organisation. As a high-performing organisation, the

GMA has adopted an integrated performance management system. On an annual

basis HR ensures that performance contracting is in line with the organisational

objectives. Within the GMA, the management of performance is not restricted to the

two review periods, but is an ongoing conversation with both management and

employees assuming responsibility for this. It is not a punitive process, but rather a

tool utilised to provide feedback, identify areas for development and to ensure that

employees are rewarded on the basis of the extent of their valued contribution to

the organisation.

Well qualified and optimally developed people. As part of the performance

contracting process, personal development plans are completed in order to ensure

employee skills development. Stemming from the personal development plans, the

annual training plan is then developed for monitoring and tracking. The key focus,

in terms of planned training, is to ensure that the organisation has clarity on the

competencies required to achieve its strategy and that the programmes assist the

organisation with those competencies.

Engaged and motivated people. An Employee Wellness Calendar was developed

with wellness initiatives that were implemented for the year under review. These

initiatives were implemented in partnership with stakeholders including Sanlam,

Discovery Health, community clinics, etc.

141

The GMA advocates holistic living and has utilised this perspective as the basis for the

pilot Women‟s Development Programme. With the view that successful employees need

to identify and fill the gaps in the multiple spheres of their lives, e.g. spiritual, social,

physical, intellectual, and financial, in order to operate optimally at work, a wellness wheel

assessment was conducted for each female member of staff. Its outcome informs the

Women‟s Development Programme‟s individual and group training plan.

The GMA also reviews its pay structures annually to ensure they are aligned to the market

and set to attract and retain talented individuals.

5.7.2.1 GMA Social Investment Programme The GMA Social Investment Programme (SIP) encompasses projects that are external to

the business or outward looking; projects undertaken for the purpose of uplifting

communities in general and those with have a strong developmental approach. It also

includes projects with a focus on social, developmental or community aspects where the

investment is not primarily driven as a marketing initiative. The GMA SIP will support SED

obligations with preference given to those that correlate to government‟s national

imperatives.

Additional focus is on education and addressing the skills shortage in the construction and

engineering industries, with specific attention given to BBBEE.

5.7.2.2 Technology and Research Activity Centre (TRAC) South Africa.

This intervention programme under the supervision of Stellenbosch University prepares

learners to confront the traditionally-dreaded field of Science and Technology. It aims at

addressing the scarcity of qualified personnel in the field of Science and Technology in

South Africa. The goal of the programme is to find an easy approach to physical science

through a practical method. School pupils have benefited from the extensive assistance

offered to them since GMA began its support for the programme‟s two laboratories:

Gautrain TRAC Fixed Lab, Sci-Enza, Pretoria, and Gautrain TRAC Mobile Lab, Soweto.

142

The Department of Education has also recognised the benefits of the programme in the

lives of the pupils who attended science and mathematics workshops presented by TRAC.

TRAC has also helped grade 12 pupils obtain entry into universities and made

recommendations for pupils to be awarded bursaries. Most importantly, it has encouraged

a TRAC-buddy group where past pupils return to assist grade 12 pupils prepare for matric

exams. The project has been support for a further three years. TRAC outcomes:

5.7.3.3 Boipatong Memorial and Youth Centre

The approval of support for the construction of the Boipatong Memorial and Youth Centre

was given by the Gautrain Political Committee to a value of R35 000 000. Construction

commenced on 6 September 2011.

The Boipatong Memorial and Youth Centre is a memorial and exhibition centre comprising

a steel and brick structure with external hard and soft landscaping. The main building

includes a multimedia centre, offices, workshops, a memorial garden and an arts and

exhibition centre. The memorial will commemorate and honour the people who were killed

in the 1992 massacre as well as the broader community of Boipatong, providing a space

for their stories to be told.

The handover of the memorial site will take place during 2015.

5.7.3.4 The Kagiso Memorial and Recreation Centre

The centre is aimed at identifying and recognising contributions to the struggle by veterans

within the Mogale City Municipality. The project was conceptualised and initiated by the

Gauteng Department of Infrastructure Development to achieve the following:

The construction of a Memorial Park in Kagiso in memory of fallen heroes who

fought against apartheid.

The memorial should be a symbol of liberation and conquest achievements of the

combined efforts of the liberation movements.

143

The construction of the project commenced in 2014 and is still in progress.

Relevant outcomes

Growth in usage

Growth in brand value

Relevant stakeholders

The table below provides details of the various stakeholders involved:

Table 60 : Kagiso Memorial and Recreation Centre Stakeholders

Stakeholders Issues Engagement

TRAC - Stellenbosch

University

Mobile Labs

Need funding to support the project

It helps matric pupils to

comprehend seemingly abstract

scientific concepts in Physical

Science, giving them a much better

understanding of the theory

Three-year support for Pretoria,

Soweto and Alexandra

2012 to 2014 and 2015 to 2017

Monitoring and quarterly reporting

Boipatong Memorial and

Youth Centre

Gauteng Department of

Infrastructure Development

Lack of financial support for

construction

The approval of support for the

construction of the Boipatong

Memorial and Youth Centre was

given by the GMA to a value of

R35m. Construction started in

September 2011

Monitoring and quarterly reporting

Kagiso Memorial and

Recreation Centre.

The project was initiated in

2006 by the Gauteng

Department of

Infrastructure Development

Lack of financial support for

construction

In October 2010 the GMA committed

an amount of

R35 000 000 to cover the

construction work

The project started in March 2014

Initial payment started in October

2014

The total payment made by the GMA

by the end of March 2015 was

R8 042 957.64

144

Relevant impact on social economic development. The non-profit sector in South Africa is

universally recognised for its exceptional ability to reach into communities. The projects

supported for the year under review had the following effects on job creation:

Kagiso Projects Gender distribution:

Male: 2

Female: 1 Youth: 4 Total: 7

- Local subcontractors: 3 (Brick work) - Specialist subcontractors: 2 (Steel works and electrical)

5.7.3.5 Expanded Public Works Programme training data

Labourers to be trained have been identified and are 50 in number.

As per the scope of works, training service providers have also been identified,

procurement processes have been done and appointments are awaited from supply

chain management. Quotations have been submitted.

5.7.3.6 Boipatong Project:

Unskilled labour was sourced from the surrounding community.

Local subcontractors: 3 (Brick work) and community.

Specialist subcontractors: 2 (Steel works and electrical).

Labour for the operating of the centre.

Relevant impact on environmental sustainability. The GMA takes pride in supporting social

investment programmes. Sustainable environmental practices are an important

component when considering funding support for particular projects. The GMA is

supporting the construction of the Kagiso Memorial and Recreation Centre, which has

been designed to encompass a number of “green” principles such as:

Maximum protection against the loss of warm and/or cool air;

Eco-label rated materials will be used in the construction;

Landscaping will include a combination of soft and hard areas; and

Natural rain water will be collected and used for irrigation purposes.

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DEVELOPMENT

TETA is at the forefront of skills development in South Africa, it is responsible for

education, training and skills development in the transport sector. It is mandated to

develop the Skills Sector Plan (SSP), the purpose of which is to guide and inform skills

development initiatives. It is incumbent upon TETA to ensure updating of the SSP on an

annual basis.

The DOT forms part of the Rail Chamber Committee to assist in monitoring the

implementation of relevant skills development interventions as committed to in the TETA‟s

annual performance plan.

The organisation has embarked on a myriad of interventions over the years to contribute

to the skills development agenda. Stakeholders are often given an opportunity to take

advantage of these opportunities through open media.

Bursaries are awarded annually which are aimed at addressing critical and scares skills

shortage. These bursaries target previously disadvantaged and impoverished youth from

rural and urban communities within South Africa, females and people with disabilities.

The International Development Leadership Programme (ILDP) is annual programme

aimed at developing future leaders in the Transport sector. It is targeted at prospective

managers from historically disadvantaged groups.

The Graduate Placement Programme is one of TETA‟s flagship programme aimed at

contributing to job readiness of the unemployed graduates in South Africa.

Discretionary funding for pivotal programmes is one of the initiatives. The purpose of

discretionary grants is to encourage employers, accredited training providers and

stakeholders to contribute towards the achievement of the objectives of the Human

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Resources Development Strategy (HRDS), the National Skills Development Strategy

(NSDS), and the Sector Skills Plan (SSP).

The SETA grant regulations prescribe that 80% of discretionary grant must be allocated to

pivotal programmes to develop the sector as defined in the TETA‟s SSP that address the

skills needs identified on TETA‟s scarce and critical skills list. The pivotal programmes

identified are bursaries, learnerships, apprenticeships/artisans, RPL and ABET.

Stakeholders are invited to apply for these grants.

Career awareness campaigns in transport related careers are conducted throughout the

year in various provinces to try and reach historically disadvantaged individuals.

5.9 MAJOR CHALLENGES IN THE RAIL SECTOR

As stated earlier, the predominantly male dominated nature of the rail sector has

been identified as a major challenge in the sector and various initiatives supported

by government legislation have been developed to change the landscape.

However, the lack of a coordinated effort hampers the effective drive towards

empowerment of women across the sector.

It is stated in the draft green paper for rail policy that “Government is committed to

develop a „railway of the future‟ – a rail industry that will perform optimally, compete

effectively, satisfy customer needs and contribute positively to the economic and

social development of South Africa”. This statement should be understood in light

of the inclusion of the participation of women in the sector.

Whilst the various organisations and initiatives have been established to transform

the rail sector, with the support of the DOT, the effectiveness of the initiatives seen

to be going at a slow rate and could perhaps be as result of the lack of regular

monitoring to ensure accelerated performance. In addition, institutional

arrangements within the rail sector tend to limit the effectiveness of the initiatives,

as well as the monitoring component. This is with specific reference to the fact that

Transnet reports to the Department of Public Enterprises and PRASA to the

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Department of Transport and Gautrain to the Department of Transport: Gauteng.

Whilst the intention from government affects all these institutions in the same

manner, the Executive Management of these organisations are accountable to their

Boards. A practical example in this instance is that the Ministry of Transport is

unable at this stage to enforce the transformation of women in these institutions,

except PRASA and RSR through their Boards, which is accountable to the Minister,

hence the quarterly reporting on the complement of equity.

Over the years a number of sessions were held with the CEO of PRASA and its

subsidiaries presented business opportunities within the organisation, and the

common challenges of not being considered for business opportunities were raised

by women and the unavailability of responsible executives, etc. However the rail

freight business has only been part of this consultation and discussion processes

only from 2012, during the SANWIT conference where the CEO of Transnet joined

a delegation of Chief Executive Officers / Managing Directors as well as

Chairpersons of the Board(s) of the DOT Public Entities.

It is currently unknown by the Department of Transport what the level and impact

of the emancipation of women in the rail sector has been, even though it is known

that these organisations do make attempts of adhering to government policies on

the transformation of the economy by ensuring the participation of women.

Therefore it is necessary that such data (which could be readily available at the

various institutions) is collected, assessed and recommendations are put forward.

Furthermore, it is imperative that the experiences of SANWIT in dealing with the rail

freight, passenger and related businesses are articulated, as transformation should

affect the broader sector. The issues and challenges have been identified as

follows:

Lack of Sector-specific skills;

Lack of access to business start- up and operational capital;

Difficulty in accessing business opportunities, in terms of programmes and

projects implemented by public entities and enterprises;

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Procurement policies not favouring women enterprises (current requirements);

and

Lack of continuity in terms of engagements between women enterprise

organisations (SANWIT) and government as well as government entities.

With specific reference to the PRASA Women in Rail Programme, whilst there

were pockets of excellence achieved, PRASA still faces a number of challenges

in some key areas that are essential in propelling the Women Owned Entities

(WOEs):

The original expenditure targets on Women Owned Enterprises seem to have

been too high, given the landscape and work which still need to be undertaken

for the transformation of the business environment.

The PRASA Property and Construction projects have different CIDB grading

requirements based on the scope and magnitude of work that has to be done.

The majority of the WOE‟s on the Women in Rail database have less than

4CIDB grading which makes it difficult to consider them for projects. To address

this challenge the subcontracting of entities with lower CIDB grading by

qualifying entities has been implemented.

In terms of Professional and Rail Services, PRASA has had limited opportunities

and as such are reviewing the project approach in ensuring that the eco system

is also effectively within the entire project. PRASA plans to engage more with

the affected sectors to ensure that there is increased participation.

The assessment process of WOEs who had applied to participate in the

programme took longer than anticipated, with some of the entities that were

invited not showing up for assessments.

The WOE‟s contact details constantly changing which made it difficult to keep

constant communication.

The 31% of Tier 1 and 2 entities that have not previously traded as they were

formed in response to the Women in Rail Programme thus lacking some of the

essential compliance documentation (PRASA is in constant communication with

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these entities to ascertain how they can meaningfully participate in the

programme.

There are currently no formal programs in place to ensure successful

advancement of professional women, such as career and succession planning,

formal mentoring and rotation of women throughout the industry.

5.10 RECOMMENDATIONS FROM THE RAIL SECTOR


rail transportation.

In order to promote transport-related career opportunities amongst future

generations, a concerted effort is required to create awareness at primary and

secondary school level of possible career choices, requirements and opportunities.

Such awareness campaigns should be done in collaboration with all the relevant

role-players in the tertiary environment, as well as public and private transport

entities. The current expansion of the South African Transport infrastructure will

also require highly skilled employees in future to ensure adequate maintenance etc

and will therefore continue to provide career opportunities for generations to come.

Specific focus should be on identifying possible career paths that would be

attractive to female students, and care should be taken to include all types of skills

including technical, artisan, operators and future management candidates.

Awareness can only be increased by actively engaging with young women, and

current successful women of all occupations should be encouraged to participate in

such events, to share their success stories and motivate young women to consider

a career within the transport sector.

Current initiatives such as “take a girl child to work” should also be utilised to further

provide first-hand experience to young scholars regarding the world of work, which

cannot always be achieved during awareness sessions. Vacation work

opportunities as well as internships will continue to provide valuable platforms to

expose prospective employees to the various disciplines and occupations within the

transport environment.

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It is vital to ensure collaboration between all parties involved in order to create

opportunities for women to gain access to the industry. It is also vital to establish a

formal network of Mentors and Coaches who can assist and guide new female

entrants in their careers going forward.

It is critical that progress is made on the issue of the transformation of the rail

sector, for the benefit of women and women enterprises. Taking into cognisance

that attempts to empower women have been on-going, progress should be

demonstrated.

It is probable that a large proportion of the earmarked summit delegates would

have been part of the previous workshops, conferences and roundtable discussions

organised by the Department of Transport, thus it is recommended that both the

freight and passenger entities are represented.

In addition to a presentation on the business opportunities women can access

within those entities, current and past achievements on empowering women and

women entrepreneurs should be shared.

Issues and challenges experienced by these entities in procuring the services of

women entrepreneurs should also be highlighted, as this is a two sided relationship,

for example contractual or quality issues.

In conclusion, an opportunity should be created for the summit delegates and

sector leaders to agree on how best progress should be monitored in the future, to

ensure the achievement of the overall government development objectives.

Credit should be given by women entrepreneurs where it is due. An immediate

benefit example is the offer to co-operatives for the cleaning of stations by Intersite.

The Summit should also be utilised by SANWIT (women entrepreneurs) to show

case their member‟s business offerings.

Participating organisations should define a collaborative approach to career

opportunities either through bursary opportunities, graduate or internships as well

as employment opportunities to encourage women to enter the Rail Industry

employment environment. Possible interventions might include a joint graduate

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program to allow women graduates in various disciplines to gain experience in

various rail related sectors.

The Department and its entities should share their women entrepreneurs‟ database

with one another, for ease of access to key and scarce skills and expertise.

The talent pool of women who have been afforded opportunities to study by means

of bursaries within transport, should be created e.g at University level. This could

further be expanded by means of graduate schemes and internship programs that

are currently in existence. Were the female students could not be absorbed by a

specific organisation which they have previously related to, the industry can source

them from the database, thus enabling the student to gain employment.

The focus on targeting transformation for entrepreneurial opportunities should be

realistic, taking into cognisance the journey towards transformation. Instead of

focusing more on the budget allocations, efforts to improve on the quality and

specialised business offering should be improved.

It is recommended that the final recommendations of the Summit made public in a

brochure format to all students to create awareness of opportunities for women in

the transport environment. We should actively promote our commitments in order to

create awareness and to stimulate interest in the transport sector.

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6. PUBLIC TRANSPORT

6.1 INTRODUCTION

The taxi industry in South Africa has a history that is closely linked to the history of

apartheid. A feature of apartheid and the institutionalized racism it introduced in the early

1960‟s, was that Black, and particularly African, people had very limited legal access to

business opportunities. From the early 1960‟s onwards, urban African people were

increasingly relocated (very often through forced removals) to reside in areas far from the

commercial and industrial centres of all South Africa‟s cities. Apartheid spatial planning

impacted directly on the public transport provided by buses and trains. Public transport

became increasingly expensive for commuters (and also for the State to provide the

subsidies required). Increasingly buses and trains operated at peak times only, and routes

became less and less flexible. The growth of the kombi taxi industry in the late 1970‟s was

in large part a response to this. Initially the State acted to protect the existing public

transport systems, and prevented entrepreneurs from operating kombi taxis by refusing to

issue road carrier permits to them. However, the demand for minibus taxi transport was

growing and drivers increasingly operated without permits (illegally).5

The deregulation of the industry in the 1980'‟s unleashed uncontrolled growth of the

industry and provided fertile ground for often violent conflicts over route and ranking

facilities. During the same period the industry boomed into a giant sector, boasting urban

market share of 65% that soon became unmanageable in the absence of any form of

regulatory framework. Consequently, SANTACO was founded in September 2001 at the

national conference held in Durban. Although the taxi industry has boomed during the past

15 years, very limited gains have been made in terms of women involvement. The nature

of the industry, which is often characterised by violence, has negatively impacted on the

entry of women into the environment. Given the current governmental programs to

5 Organizing in the Informal Economy: Organizing in the Informal Economy: A Case Study of the Minibus Taxi Industry in

South Africa, Jane Barrett, 2003, www.ilo.org/wcmsp5/groups/public/@ed_emp/.../wcms_117698.pdf

http://www.ilo.org/wcmsp5/groups/public/@ed_emp/.../wcms_117698.pdf

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incentivise the industry towards safer operations, opportunities have been created to

increase the number of women participating directly as either drivers or owners, as well as

in the provision of goods and services in areas such as maintenance, etc.

6.2 KEY STAKEHOLDERS IN THE PUBLIC TRANSPORT SECTOR

Department of Transport

Transport Training and Education Authority (TETA) – they provide training support

and advise on business opportunities;

Car manufacturers – providers of the tools of trade (i.e. minibuses and buses);

Provincial Departments – provision of permits, operating licenses, routes and

legislative framework;

Municipal Authorities – provide infrastructure like ranking facilities etc;

SANTACO

6.3 INDUSTRY WIDE TRANSFORMATION STRATEGY

The Department has finalised the development of the cooperative model for public

transport. This can be used as a basis to empower women, youth and people living with

disabilities. Certain contracts or projects could be set aside for these groups of people.

6.4 DEPARTMENT OF TRANSPORT PUBLIC TRANSPORT BRANCH

In terms of the advancement of women within the Department of Transport, The Public

Transport Branch to date employs 39 women, which equates to 60% of the total staff. In

terms of senior and top women appointments, the public transport branch currently

employs 7 women, which makes up 38,8% of the total senior and top management staff.

6.5 BROAD BASED BLACK ECONOMIC EMPOWERMENT

According to 2012 statistics, the SANTACO management structure of fifty-four (54)

includes about five women, but the organisation plans to introduce between 15% and 30%

more women to its leadership structures at national conferences in 2014 and 2018. To this

effect, the organisation had started education programmes through its new training

academy that were aimed to help to free the country from sexist attitudes, “break the

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male-dominance monotony” and move towards a culture of respect and empathy for

women.

6.6 CAREER ADVANCEMENT IN PUBLIC TRANSPORT

There are few career opportunities identified, and these include;

Minibus and midi bus drivers;

small business managers;

project managers;

personnel managers; and

vehicle painters

6.7 INDUSTRY / ENTREPRENEURIAL DEVELOPMENT

In 2012 the South African National Taxi Council (SANTACO) has embarked on an

ambitious project to train 1 000 female drivers and has launched an aggressive drive to

encourage women to join its management structure and become shareholders in the

lucrative industry. On December 13, interested women met in Pretoria to set up a

women‟s desk that will provide support for women entering the industry at all levels.

SANTACO has also started its recruitment drive and drivers‟ training courses. It is rolling

out “support structures” for women to be integrated into the industry. So far, structures

have been set up in Gauteng, Northern Cape, Limpopo and KwaZulu-Natal to establish

women‟s desks. Provincial roadshows to encourage women‟s participation will take place

this month


DEVELOPMENT

There are career opportunities identified by the Skills Sector Plan (SSP) of TETA, and

these include;

motor mechanic (petrol and diesel);

small business management;

project management;

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personnel management; and

first aid practitioners;

Women can be prioritised to participate or be selected to take part in some of the above

mentioned skills development activities in order to acquire the qualifications and be

absorbed in some of the opportunities on offer.

6.9 CHALLENGES FACED BY PUBLIC TRANSPORT

The Taxi industry is still male dominated, hence women are still not yet capacitated to take

up opportunities by themselves; some of the challenges include:

Society still views driving taxis as a male job;

Women take a backseat in running family businesses and only take up positions

when their husbands have died and this is mostly too late for them to learn the

ropes and get short changed by the male operators and the drivers do as they

please;

Changing or transferring the permits or operating licences from the name of their

late husband‟s to their names often take too long and sometimes those permits get

stolen by other operators working with corrupt officials;

6.10 RECOMMENDATIONS ON THE COMMISSION PREPARATIONS

Establish legislation that will ensure that women operators get opportunities to

acquire contracts and projects;

Encourage women to establish their own cooperatives and compete for contracts in

order to be prioritised by the contracting authorities;

Assist women in obtaining their permits or operating licences easier once their

husbands have passed on;

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7. CONCLUSIONS

Among others, this content document serves as a guiding tool for deliberations in the

different commissions, at the Summit to develop sectoral interventions for women and

youth empowerment. It is a dynamic document and subject to change as and when

preparations unfold.

It is evident that various initiatives aimed at empowering women have been instituted in

the different transport sectors, however the rate of success of these has been varied. In

addition, there appears to be a limited effort to align such initiatives across the board, and

also little proof of sharing of success stories. That being said, the envisaged Summit will

therefore form the basis towards possibly setting an agenda for the following:

Establishing a core DOT Women Empowerment and Transformation strategy to

coordinate and align efforts within the respective transport branches and entities,

toward Moving Women Empowerment and Transformation forward.

Setting clear targets in areas aligned with the DoT B-BEEE Charter, in areas such

as ownership, employment, training and development and procurement.

Assessing the levels of women empowerment against the defined targets

Assessing the challenges as identified by the respective entities in the compilation

of this document and utilise the recommendations as stated into a single action

plan with clear deliverables and responsibilities

Implementing a measurement tool and process to accurately track performance

against targets. This could inclusion of such targets in individual performance

agreements of Executives of DoT and its entities.

Re-establishing the role of SANWIT and addressing challenges as identified in

order to create a uniformed effort amongst all entities.

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8. ABBREVIATIONS

AARTO - Administrative Adjudication of Road Traffic Offences

ACSA - Airports Company South Africa Limited

AIMO - Aeronautical Information Management Officer

ANC - African National Congress

ANSP - Air navigation services provider

ATA - Aviation Training Academy

ATCO - Air Traffic Controller

ATNS - Air Traffic and Navigation Service Company Limited

ATS - Air Traffic Services

ATSO - Air Traffic Service Officer

B-BBEE - Broad-Based Black Economic Empowerment

C-BRTA - Cross-Border Road Transport Agency

CDP - Contractor Development Programme

CEDAW - Convention on the Elimination of all Forms of Discrimination against Women

CEO - Chief Executive Officer

DHET - Department of Higher Education and Training

DOT - Department of Transport

DTI - Department of Trade and Industry

EPWP - Extended Public Works Programme

ICAO - International Civil Aviation Organisation

IMO - International Maritime Organisation

JAAP - Joint Aviation Awareness Programme

MDG - Millennium Development Goals

MEC - Member of Executive Council

MOU - Memorandum of Understanding

NATS - National Aviation Transformation Strategy

NDP - National Development Plan

New Growth Path

http://www.unep.org/gc/gc23/MDG-flash.asp

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NGO - Non-Governmental Organisations

NPA - National Ports Authority

NSF - National Skills Fund

NSFAS - National Student Financial Aid Scheme

PLWD - People living with disabilities

PRASA – Passanger Rail Agency South Africa Limited

PRSA - Ports Regulator of South Africa

RAF- Road Accident Fund

RSR – Railway Safety Regulator

RTIA - Road Traffic Infringement Agency

SACAA - South African Civil Aviation Authority

SAMSA - South African Maritime Safety Authority

SANRAL - South African National Roads Agency Limited

SANWIT- South African Network for Women in Transport

SANTACO - South African National Taxi Council

SAWIA - South African Women in Aviation and Aerospace

SIP - Strategic Infrastructure Projects

SOC - State-Owned Company

SONA - State of Nation Address

SSP - S‟hamba Sonke Programme

TETA - Transport Education and Training Authority

TFR – Transnet Freight Rail

WIT - Women in Transport

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