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ANNUAL REPORT2014/2015
STATE INFORMATION TECHNOLOGY AGENCY
STATE INFORMATION TECHNOLOGY AGENCY
(SITA)
ANNUAL REPORT
2014/2015 FINANCIAL YEAR
RP151/2015 ISBN: 978-0-621-43625-9
CONTENTS
List of Abbreviations/Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv
Foreword by the Minister . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v
Administrative Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vi
PART A: STRATEGIC OVERVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Vision, Mission and Corporate Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Legislative Mandates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Organisational Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Foreword by the Chairperson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Chief Executive Officer’s Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Statement of Responsibility and Confirmation of Accuracy . . . . . . . . . . . . . . . . . . . . . . . . 12
PART B: PERFORMANCE INFORMATION . . . . . . . . . . . . . . . . . . . . . . . 13
Auditor-General’s Report: Predetermined Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Situational Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Performance Information by Programme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Revenue Collection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
PART C: GOVERNANCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
The SITA Board of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Board Attendance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Board Committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Internal Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Compliance with Laws and Regulations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Fraud and Corruption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Minimising Conflict of Interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Code of Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Company Secretary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
PART D: HUMAN CAPITAL MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . 59
Human Resource Oversight Statistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Health Safety And Environmental Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Social Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
PART E: ANNUAL FINANCIAL STATEMENTS . . . . . . . . . . . . . . . . . . . . . 71
Statement of Responsibility by the Board of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Report by the Chief Executive Officer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Report of Social and Ethics Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
Report of the Audit, Risk and Compliance Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Report of the Auditor-General to Parliament on the State Information Technology Agency Soc Limited . . 94
Certificate by the Company Secretary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
Directors’ Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Annual Financial Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146
SITA ANNUAL REPOR T 2014/2015iv
LIST OF ABBREVIATIONS/ACRONYMS
AFS Annual Financial Statements IT Information Technology
APP Annual Performance Plan LAN Local Area Network
ARCC Audit, Risk and Compliance Committee MIOS Minimum Interoperability Standards
BEE Black Economic Empowerment MLP Management Letter Points
CAPEX Capital Expenditure MTSF Medium Term Strategic Framework
CEO Chief Executive Officer NGN New Generation Network
CMMI Capability Maturity Model Integration NDP National Development Plan
DBE Department of Basic Education NPA National Prosecuting Authority
DHET Department of Higher Education NT National Treasury
DoD Department of Defence OHI Operational Health Index
DoH Department of Health OSM Original Software Manufacturer
DHA Department of Home Affairs P-CMM People Capability Maturity Model
DPSA Department of Public Service and Administration PFMA Public Finance Management Act
DPW Department of Public Works PFSC Projects and Financial Sustainability Committee
DTPS Department of Telecommunications and Postal Services PTN Public Telecommunications Network
EAP Employee Assistance Programme PWC PricewaterhouseCoopers
ECM Enterprise Content Management RFQ Request for Quotation
EE Employment Equity SAPS South African Police Services
ERP Enterprise Resource Planning SARS South African Revenue Service
EVP Employee Value Proposition SASSA South African Social Security Agency
EXCO Executive Committee SCM Supply Chain Management
GIS Geographical Information System SCoPA Standing Committee on Public Accounts
GRAP Generally Recognised Accounting Practice SOC State Owned Company
HPO High Performance Organisation SITA State Information Technology Agency
HR Human Resources SLA Service Level Agreement
IAF Internal Audit Function SMME Small, Medium and Micro Enterprise
IASB International Accounting Standards Board TIS Technical Information Systems
ICT Information and Communications Technology VAN Value Added Networks
IFMS Integrated Financial Management System WAN Wide Area Network
IFRS International Financial Reporting Standards WSP Workplace Skills Plan
IPSAS International Public Sector Accounting Standards
FOREWORD BY THE MINISTER v
FOREWORD BY THE MINISTER
In line with international trends, the availability and wide use of information and communications technologies
(ICTs) is critical for South Africa’s socio-economic development and global competitiveness. Access to ICTs will
ensure the radical socio-economic transformation of our society, thus allowing us to deal with the effects of
persistent unemployment, inequality and poverty prolonged by the legacy of apartheid. SITA is a critical vehicle
for delivering the complex and much needed ICT services to South Africa’s citizens, particularly in the areas of
broadband, cybersecurity and e-Government.
In the National Development Plan (NDP), government committed to achieve 100% broadband penetration by
2020. Phase 1 of the broadband rollout, to eight rural districts, was announced by President Zuma in his State of
Nation Address in February 2015. Broadband rollout is a huge but urgent project, which must not be delayed if
we are to remain globally competitive, and SITA has to play a pivotal role in driving this initiative.
With the expansion of ICT systems and coverage, good cybersecurity is essential. South Africa has implemented
a number of strategic and tactical interventions, including the approval of National Cybersecurity Policy
Framework (NCPF) on 7 March 2012. The aim is, among others, to promote a cybersecurity culture, demand
compliance with minimum security standards, and ensure adequate national capacity to develop and protect
our cyberspace. In this regard, SITA has to be the go-to provider of end-to-end services for secure IT environments.
Government has mandated SITA to prioritise e-Government and to drive a programme of action that will ensure
that, by 2019, at least 70% of public-facing services are accessible online to citizens. The focus is on frontline
departments and those entities dealing with critical data and archives in a secured environment. Through smart
partnerships with social partners and the private sector, SITA has the opportunity to enhance our connectivity
efforts, skill our citizens and consolidate e-Government and related e-strategies.
SITA remains central to leveraging ICT as a strategic resource, strengthening public sector operations and
providing citizen-centred, convenient e-Government services; and, ultimately, contributing to socio-economic
transformation and global competitiveness.
Honourable Dr Siyabonga Cwele MP
Minister of Telecommunications and Postal Services
Government of the Republic of South Africa
15 September 2015
Dr Siyabonga Cwele
Minister of Telecommunications and Postal Services
SITA ANNUAL REPOR T 2014/2015vi
ADMINISTRATIVE INFORMATION
REGISTERED NAME: State Information Technology Agency
(SITA) SOC Limited
REGISTRATION NUMBER: 1999/001899/30
PHYSICAL ADDRESS: 459 Tsitsa Street
Erasmuskloof
Pretoria, South Africa
POSTAL ADDRESS: P O Box 26100
Monument Park
0105, South Africa
TELEPHONE NUMBER/S: +27 12 482 3000
FAX NUMBER: +27 12 367 5151
EMAIL ADDRESS: [email protected]
WEBSITE ADDRESS: http//www.sita.co.za
EXTERNAL AUDITORS: Auditor-General of South Africa
BANKERS: Standard Bank of South Africa
COMPANY SECRETARY Mashumi K Mzaidume
PART A:STRATEGIC OVERVIEW
SITA ANNUAL REPOR T 2014/20152
VISION, MISSION AND CORPORATE VALUES
VISION
To be the lead Information and Communications Technology (ICT) agency in public service delivery.
MISSION
To render an efficient and value-added ICT service to the public sector in a secure, cost-effective and
integrated manner, contributing to service delivery and citizen convenience.
VALUES
In the quest to achieve its mission and vision, SITA has adopted and seeks to promote the following values:
Service Excellence. We shall strive to attain internationally recognised standards of service quality,
and maintain continuous improvement in service delivery.
Transparency. We shall always ensure transparency in everything we do in order to build trust and
confidence with all our stakeholders.
Integrity. We shall conduct our business with integrity at all times to inculcate a culture of honesty,
respect and accountability among all our employees.
Fairness. We shall treat all our partners, our suppliers and our employees with fairness at all times.
Prudence. We shall exercise prudence and economy in running the business of SITA and in
pursuance of its goals and the objectives of government.
Innovation. We shall pursue innovation by demonstrating thought leadership and proactive behaviour
on the use of communication and information technology to enhance public service delivery.
VISION, MISSION AND CORPO
VISIONVISION
To be the lead Information and Communications Technology (ICT) agency
MISSIONMISSION
LEGISLATIVE MANDATES 3
LEGISLATIVE MANDATES
SITA is established in terms of the SITA Act (No. 88 of 1998) as amended, and its mandate is informed by the
recommendations of the Presidential Review Commission of 1998. In executing its role, SITA is also guided by
the following legislation and regulations.
SITA Regulations of 2005
Electronic Communication Act (No. 36 of 2005)
Public Finance Management Act (PFMA) (No. 1 of 1999)
Companies Act (No. 71 of 2008)
Public Service Act (No. 103 of 1994), as amended by Public Service (Amendment) Act (No. 30 of 2007)
Electronic Communication and Transactions Act (No. 21 of 2002)
National Key Points Act (No. 102 of 1980), as amended by National Key Points Amendment Act (No. 47 of 1985)
Preferential Procurement Policy Framework Act (No. 5 of 2000)
Government IT House of Values, as contained in e-Government policy1
The Machinery of Government (May 2003)2
Minimum Interoperability Standards (MIOS)
Minimum Information Security Standards
Constitution of the Republic of South Africa Act (No. 108 of 1996),as amendedAs a public enterprise, SITA is subject to the following mandates outlined in Chapter 10:
Section 195: Basic values and principles governing public administration
1. Public administration must be governed by the democratic values and principles enshrined in the
Constitution, including the following principles:
a. A high standard of professional ethics must be promoted and maintained.
b. Efficient, economic and effective use of resources must be promoted.
c. Public administration must be development-oriented.
d. Services must be provided impartially, fairly, equitably and without bias.
e. People’s needs must be responded to, and the public must be encouraged to participate in policy-making.
f. Public administration must be accountable.
1. DPSA (Department of Public Service and Administration.) 2001. Electronic Government - The digital future: A Public Service IT Policy
Framework. Pretoria: DPSA.
2. DPSA. 2003. The Machinery of Government. Pretoria: DPSA.
NDATES
e SITA Act (No. 88 of 1998) as amended, and its mandate is informed by the
ential Review Commission of 1998. In executing its role, SITA is also guided by
ulations.
ct (No. 36 of 2005)
Act (PFMA) (No. 1 of 1999)
08)
f 1994), as amended by Public Service (Amendment) Act (No. 30 of 2007)
SITA ANNUAL REPOR T 2014/20154
g. Transparency must be fostered by providing the public with timely, accessible and accurate information.
h. Good human resource management and career-development practices, to maximise human potential,
must be cultivated.
i. Public administration must be broadly representative of the South African people, with employment
and personnel management practices based on ability, objectivity, fairness, and the need to redress the
imbalances of the past to achieve broad representation.
Section 217: Procurement
1. When an organ of state in the national, provincial or local sphere of government, or any other institution
identified in the national legislation, contracts for goods or services, it must do so in accordance with a
system which is fair, equitable, transparent, competitive and cost-effective.
2. Subsection (1) does not prevent the organs of state or institutions referred to in that subsection from
implementing a procurement policy providing for the following:
a. Categories of preference in the allocation of contracts.
b. Protection or advancement of persons, or categories of persons, disadvantaged by unfair discrimination.
3. National legislation must prescribe a framework within which the policy referred to in subsection (2) must
be implemented.
SITA Act (No. 88 of 1998), as amended by Act (No. 38 of 2002)According to the Act, the agency’s objects are:
a. To improve service delivery to the public through the provision of information technology, information
systems and related services in a maintained information system security environment to the departments
and public bodies; and
b. To promote the efficiency of departments and public bodies through the use of information technology.
SITA is listed as a Schedule 3A National Public Entity in terms of the PFMA. Government is the sole shareholder
of SITA, and the Minister of Telecommunications and Postal Services exercises the custodian rights attached to
the shareholder on behalf of the State. Although SITA, as a PFMA Schedule 3A entity, does not have to conclude
a compact with the shareholder, a shareholder performance compact was concluded between SITA and the
shareholder. The compact details the agreed key performance objectives and indicators for the organisation.
ORGANISATIONAL STRUC TURE 5
ORGANISATIONAL STRUCTUREM
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SITA ANNUAL REPOR T 2014/20156
FOREWORD BY THE CHAIRPERSON
The information and communications technology (ICT) sector is a critical contributor to the country’s economic
growth. SITA has a significant opportunity to expand its reach and impact, and to play a much larger role in
helping deliver South Africa’s ICT ambitions. For that, and to reach its full potential, SITA needs to enable
government departments to deliver efficient and effective services to citizens through ICT.
Government’s adoption of the National Development Plan (NDP) as a roadmap continues to be the point of
departure for all state departments, including SITA, to deliver the key national strategic priorities of poverty
eradication, improved economic growth and social development. ICT is central to making these endeavours a
reality for citizens, through enabling service delivery and contributing to modernising the state.
As ICT continues to transform the global environment, SITA has an ever-increasing role to play in assisting the
South African government to deliver relevant and accessible services to its citizens through the effective use of
ICT goods and services. Therefore, following its transfer to the Department of Telecommunications and Postal
Service (DTPS) in July 2014, SITA streamlined its focus towards achieving integrated e-Government services,
government data security and IT procurement for government. Attaining these ICT priorities will not only
modernise government in line with international standards but will also reclaim SITA’s vision of being a leading
ICT Agency.
On 1 April 2015, Dr Mohapi joined as CEO to lead the execution of the Board-defined and approved strategy.
SITA has honed its capabilities and competencies to support the strategic plan, which resulted in pleasing
progress in implementing the strategic initiatives outlined in the strategy.
SITA’s goal is to continue to build and strengthen its innovation capability and to be recognised as government’s
thought partner. We will continue to collaborate with our shareholder DTPS, to determine how best to
implement the SA Connect policy, which is targeted at driving greater digital inclusion and lowering the costs-
to-communicate for all citizens. SA Connect is aligned to SITA’s strategic initiatives to lower the cost of IT to
government through operational excellence.
J S Vilakazi
Chairman of the Board of Directors
FOREWORD BY THE CHAIRP
The information and communications technology (ICT) sector is a critical contri
growth. SITA has a significant opportunity to expand its reach and impact, an
helping deliver South Africa’s ICT ambitions. For that, and to reach its full p
J S Vilakazi
Chairman of the Board of Directors
FOREWORD BY THE CHAIRPERSON 7
SITA will continue to support government in its efforts to reduce fragmentation and duplication in the ICT sector
through the State Owned Companies (SOC) rationalisation programme. This programme is aimed at aligning SOCs
in all spheres of government in order to achieve the country’s developmental objectives and aspirations.
SITA, the DTPS and the Department of Public Service and Administration are collaborating on prioritising the
e-enablement of at least five services by 2019 to meet the Medium Term Strategic Framework, Outcome 12,
Sub-outcome 4, Action number 6 “prioritised services e-enabled”:
Information technology (IT) is an important tool for improving service delivery. For example, IT can be used to
make services more accessible, reduce the cost of accessing services, streamline administrative processes and
improve turnaround times, and strengthen accountability and responsiveness. To achieve these objectives it is
important that IT systems are tailored to specific areas of service delivery. Government will therefore identify and
prioritise those areas where IT has the greatest potential to improve access to services.
Our e-Government programme will enable government to work more efficiently, strengthen public service
delivery and enhance communication channels with citizens. Our approved procurement strategic plan will
result in effective and integrated ICT supply chain management and will improve SITA’s turnaround time from
entry to exit. In partnership with the Department of Higher Education and Training and Umalusi, we are fully
committed to ensuring that the certificate distribution backlog of National Certification Vocational (NCV) is
reduced from 192 000 to zero by the end of 2015 and maintained as such going forward. The teams working on
this project are addressing systems and processes to ensure that students’ job-seeking prospects are not further
hampered by the absence or unavailability of their hard-earned certificates. SITA aspires to achieve a clean audit
by 2016–2017 and to move from a risk management maturity level 4 to 4+ by 2016–2017.
Public expenditure on ICT in South Africa amounts billions of Rands. How this money is spent and the quality
of services it provides is critically important to us all, as users of services and as taxpayers. Therefore, we all need
the governance of our SOCs to be of a high standard: good governance leads to good management, good
performance, good stewardship of public money, good public engagement and, ultimately, good outcomes.
As the people responsible for SITA’s governance (its leadership, direction and control), the Board of Directors
has sought to address the purpose and objectives of SITA and work in the public interest. It has strived to bring
about positive outcomes for the citizens of this country, the ultimate beneficiaries of Government ICT
expenditure and services, and to provide good value for the taxpayers who fund these services. It has
endeavored to balance the public interest with its accountability to Government in an increasingly complex
socio-political and regulatory environment, and to motivate front-line staff by making sure that good executive
leadership is in place.
SITA ANNUAL REPOR T 2014/20158
I would like to extend my appreciation to my fellow board members for their contribution and judicious
oversight, and to thank our loyal customers and stakeholders for their support. My thanks also go to the staff for
building an organisation that continues to maintain and support key state information systems, thereby
propelling SITA to play a strategic role in the developmental agenda of our country.
Finally, I would like to take this opportunity to thank the shareholder representative, Minister of
Telecommunications and Postal Services, Dr Siyabonga Cwele (MP), for his leadership and for entrusting us with
the responsibility to preside over SITA as its Board of Directors, and the Deputy Minister, Prof Hlengiwe Mkhize
(MP) for her guidance and stewardship. They both made the board’s performance of SITA’s tasks lighter. I also
extend my gratitude to the Chairperson of the Portfolio Committee on Telecommunications and Postal Service,
Honourable Ms Mmamoloko Kubayi (MP) and members of the Committee for their continued support and
counsel. And of course, in welcoming Dr Mohapi, I also would like to thank the former CEO of SITA, Mr Freeman
Nomvalo, for his services during his tenure that ended with the financial year.
J S Vilakazi
Chairman of the Board of Directors
State Information Technology Agency SOC Limited (SITA)
29 July 2015
CHIEF EXECUTIVE OFFICER’S OVER VIEW 9
CHIEF EXECUTIVE OFFICER’S OVERVIEW
SITA’s strategic and operational initiatives must be centred on improving the effectiveness and efficiency of the
public sector to enable service delivery to the citizens. We are well on our journey of implementing our strategic
plan, which aims to improve customer services and create a high-performance organisation, through:
Becoming customer-led, served by highly motivated and skilled employees
Radically improving and transforming procurement systems and processes
Developing and implementing integrated e-Government services in partnership with our customers and
in alignment with the Medium Term Strategic Framework (MTSF)
Modernising and upgrading infrastructure, and improving the security of government data assets
Implementing Strategic Imperatives At 35%, customer satisfaction was at an all-time low, with complaints in SITA’s key areas of supply chain
management (SCM), solution development and infrastructure services. We have recognised the urgent need to
be more customer-led, and to understand and proactively manage customer requirements. This is why we are
developing and implementing a customer engagement model, which will bring the customer and SITA closer
to each other. The aim is on getting the basics right: strengthening communication to customers, delivering at
the lowest cost possible and honouring commitments made.
The procurement function is another area that has experienced challenges over the year, and we recognised
the need to tackle the root causes rather than the symptoms. Therefore, a comprehensive procurement strategic
plan was developed as a roadmap and based on world-class procurement best practices. During 2014/15, no
unsolicited bid proposals were concluded as part of the procurement of goods and services. We have begun
improving our SCM processes and systems, and reviewed the old SCM Policy that was developed in 2011. The
SCM Policy is now aligned to the SCM regulatory framework and better placed to guide the agency in becoming
an ICT procurement best practices hub in South Africa. Various procurement adjudication structures are in place
and are monitored actively, as control measures for procurement-related risks. SITA’s objective is to curb fraud
and corruption in procurement-related activity. We are also committed to driving the transformation of the
South Africa ICT industry, by empowering black suppliers, focusing specifically on small, medium and micro
enterprises (SMMEs). In 2014/15, SITA spent just under R274-million (R273,863,037) on SMMEs.
OFFICER’S OVERVIEW
nitiatives must be centred on improving the effectiveness and efficiency of the
elivery to the citizens. We are well on our journey of implementing our strategic
tomer services and create a high-performance organisation, through:
Dr S J Mohapi
Chief Executive Office
SITA ANNUAL REPOR T 2014/201510
Our commitment to deliver e-Services is formulated in the SITA Strategic Plan and e-Government Plan of Action.
In 2014/15, we finished developing seven e-Services, two of which were successfully launched to the customer.
The Tender Portal was launched on 1 April 2015, in collaboration with National Treasury. This central portal
is where all government tenders are published. Its objective is to eliminate duplication and fragmentation
of government tenders, as well as to establish a central supplier database that consolidates supplier
information across all spheres of government.
The Electronic Case (or e-Case) service was successfully piloted at the Benoni Court in January 2015. E-Case
integrates processes of the South African Police Services (SAPS), the Departments of Justice and
Correctional Services, and the National Prosecuting Authority (NPA).
For 2015/16, e-Services will be aligned to the outcomes defined in the MTSF 2014–2019 and will focus on the
government’s socio-economic priorities.
To enable the delivery of e-Services, we are investing in modernising the government data centres and
upgrading the next generation network capacity in line with SA Connect Targets. We are also investing in human
capital because, as custodian of government’s data, we have to be at the forefront of defence against ICT security
threats. This requires having sufficient highly capable and skilled personnel in the fields of information security
and cyber security, to ensure the security of the government’s information systems.
Only with highly skilled, committed and motivated employees can we achieve our strategic imperatives. In
March 2015, an Operational Health Index (OHI) survey was undertaken to evaluate the internal environment and
had a response rate of 40%. Compared to the previous OHI survey (in 2014), SITA improved its health score by 10
points, whereas organisations typically aspire for a four-point improvement over a year. However, although
significantly improved, the agency’s health remains weak compared to regional and industry peers. This means
that we still have to do more if SITA is to become a high-performance agency for today and the future. We have
addressed the matter of employees who were displaced during the organisational restructuring, and all
employees are now able to focus on the crucial element of service delivery to our customers.
Bridging the Digital DivideSITA is passionate about improving the lives of citizens and bridging the digital divide. This year, 60 students (40
female and 20 male) were given the opportunity to further their ICT studies at recognised higher learning
institutions, while 208 interns were employed across the agency (against the initial target of 200 interns).
A total of 347 learners benefited from SITA’s rural development skills programme, and 110 girls were taken
through the “techno girl” programme at all SITA offices countrywide. This was less than the target of 150 girls,
and in 2015/16, we plan to increase the intake of girls by approximately 50%. We installed ICT labs at 11 schools
in six provinces and donated infrastructure worth about R5.5-million. This was in addition to training and
empowering teachers and learners to use ICT optimally in daily teaching and learning. The agency also provides
on-going technical support.
CHIEF EXECUTIVE OFFICER’S OVER VIEW 11
Improving Internal Controls
In 2013/14, the Auditor-General’s report highlighted a number of Management Letter Points (MLPs) that pointed
towards deficiencies in SITA’s internal controls, in particular in relation to supply chain management, IT and
business continuity arrangements, and capital expenditure management.
As part of SITA’s ongoing drive to improve the agency’s governance and internal controls, a number of initiatives
were implemented during the year to address the MLPs and avoid a repeat of the findings. While further
improvement is required, we are committed to achieving a clean audit report in the next financial year. The
maturity level of risk management implementation in the agency is at 3+.
Looking to the FutureSITA is an economically viable public entity that, for the 16 years of its existence, has been a growing concern
funded through the rates and tariffs charged to its customers for services rendered. The funds collected provide
SITA with the resources to meet its operational and capital expenditure requirements. For the year ended 31
March 2015, SITA has a net surplus after tax of R144.289-million, or 2.8% of the R5.090-billion total revenue
generated. This equates to an 8.54% year-on-year growth. The net surplus of R144.289-million will enable SITA to
further invest in infrastructure maintenance and upgrades in order to generate future identifiable streams of
sustainable revenue, thereby enhancing our services. SITA’s operating costs increased by 16% year-on-year.
The time for defining strategies is behind us. We are all focused on coordination and execution, as these actions
will ensure that SITA delivers value to Government and its citizens.
I would like to extend my sincerest appreciation to the SITA Board and the employees for their commitment and
support in the time that I have been at the agency. I look forward to the journey ahead and am grateful and
humbled by the opportunity to serve in such a critical and strategic entity.
Dr S J Mohapi
Chief Executive Officer
State Information Technology Agency SOC Limited (SITA)
29 July 2015
SITA ANNUAL REPOR T 2014/201512
STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY
We the undersigned do hereby confirm that:
The information and amounts disclosed in this Report are consistent with the Annual
Financial Statements (AFS) as audited by the Auditor-General.
This Report is complete, accurate and free from any omissions.
The Report has been prepared in accordance with National Treasury’s guidelines on annual reporting.
The AFS (Part E) have been prepared in accordance with the Generally Recognised Accounting Practice
(GRAP) applicable to SITA.
SITA’s Board of Directors is the Accounting Authority of the entity and is responsible both for the
preparation of the AFS and for the judgements made based on the information contained in the AFS.
The Accounting Authority is responsible for establishing and implementing a system of internal controls,
which has been designed to provide reasonable assurance as to the integrity and reliability of the
performance information, the human resources information and the AFS.
The Auditor-General is engaged to express an independent opinion on SITA’s AFS.
In the opinion of the Accounting Authority, the Report fairly reflects the operations, the performance information,
the human resources information and the financial affairs of SITA for the financial year ended 31 March 2015.
Yours faithfully
SJ Mohapi (Dr)
Chief Executive Officer
14 August 2015
State Information Technology Agency SOC Ltd
J Vilakazi (Mr.)
Chairman of the Board of Directors
14 August 2015
State Information Technology Agency SOC Ltd
STATEMENT OF RESPOCONFIRMATION OF ACC
We the undersigned do hereby confirm that:
The information and amounts disclosed in this Report are co
Financial Statements (AFS) as audited by the Auditor-General.
This Report is complete, accurate and free from any omissions.
The Report has been prepared in accordance with National Treasury’s guid
The AFS (Part E) have been prepared in accordance with the Generally Reco
(GRAP) applicable to SITA.
SITA’s Board of Directors is the Accounting Authority of the entity and is res
preparation of the AFS and for the judgements made based on the informa
The Accounting Authority is responsible for establishing and implementing
PART B:PERFORMANCE INFORMATION
SITA ANNUAL REPOR T 2014/201514
AUDITOR-GENERAL’S REPORT: PREDETERMINED OBJECTIVES
The Auditor-General has audited the performance information for usefulness and reliability,
compliance with laws and regulations, and internal control, but an opinion is not expressed on the
performance information. See Part E, page 94 for the Auditor-General’s Report.
SITUATIONAL ANALYSIS
Service Delivery Environment
Following its transfer in July 2014 to the Department of Telecommunications and Postal Service (DTPS), SITA
integrated the following eGovernment and cyber-security priorities into its ICT Service Delivery Portfolios:
e-Government (including new IT service delivery model and solution integration)
consolidation and modernisation of data centres
upgrade of bandwidth and network
design and implementation of security system
Table 1: Progress of initiatives introduced in 2014/15
PLANNED ACTIVITIES ACHIEVEMENTS AS @ MARCH 2015
Initiative 8: consolidation and modernisation of data centres. This is to provide the strong foundation required by e-Government.
Short-term: Address the challenges caused by
extended electrical power outages (load-shedding) that
places prolonged strain on the emergency and standby
electrical power plants of the critical data centres and
network switching centres across the country.
Medium-term: Invest in modernising and expanding
data centre facilities and data centre ICT infrastructure to
meet government’s demand for a secure and world-
class data processing environment.
Emergency power plant at the main data centre was stabilised.
An additional interim disaster recovery centre was secured for the
Department of Home Affairs (DHA), to mitigate the risk of government
mission-critical ICT systems being adversely affected by prolonged power
outages. (Intermittent downtimes negatively affected service delivery at
various DHA sites.) This is a short-term solution, but SITA is engaging the
DHA on a medium/long-term proposal
The services of a registered electrical engineering company to assess the
emergency and stand-by power plants across the country in order to
upgrade them to a world-class specification.
Initiative 9: Upgrade Bandwidth and Network. Higher bandwidth network and wider network coverage are required to meet the
rise in demand for e-Government and enhanced network services.
Continued
AUDITOR-GENERAL’S REPREDETERMINED OBJECTIV
The Auditor-General has audited the performance information
compliance with laws and regulations, and internal control, but an o
performance information. See Part E, page 94 for the Auditor-General’s Repo
SITUATIONAL ANALYSIS
SITUATIONAL ANALYSIS 15
PLANNED ACTIVITIES ACHIEVEMENTS AS @ MARCH 2015
Several projects are planned over the medium-term, with the aim of:
Expanding the secure government network coverage
to underserviced areas.
Upgrading the network bandwidth to meet South
Africa’s broadband policy targets.
Modernising the network service offering to
government in a high-secure networking
environment.
Expanding network coverage to rural and underservices
areas remains a challenge.
Renewed service provider contracts with Telkom SA (last-mile) and with
Broadband-Infraco (core network connectivity) to provide core network
connectivity at increased bandwidth and reduced cost
Established a new secure high-speed internet service for use by
government at significantly reduced cost.
Commenced the upgrade of the critical core network at 24 switching
centres (planned completion September 2015).
Implemented the new high speed internet service.
Facilitated the first major broadband roll-out contract for the Western
Cape Provincial Government, to about 2000 government offices and
public service outlets (including +/-1100 public schools and =/-300
health facilities. With this expansion, the government secure network
covers approximately 9000 government offices and public service outlets
across the country.
Implemented redundancy measures at critical public service outlets to mitigate
the risks of network failures caused by power-shedding and copper theft.
Initiative 10: Design and Implement Security System. This is to protect against cyber-security threats, especially those directed at
gaining access to or destroying sensitive government data assets.
Short-term projects include
Enhancing security measures at data centre facilities to
comply with the National Key Point Act.
Consolidating several security functions in SITA into
a unified, highly skilled information-security business
unit capable of securing government’s critical ICT
infrastructures.
Raising security awareness through campaigns.
Responding to high-risk areas that are particularly
vulnerable to cyber-attack, such as government
websites and interfaces to the internet and other
non-government institutions.
Reviewing processes to respond better to security
incidents.
Medium-term projects include:
Consolidating different security monitoring units into an
integrated Security Operations Centre.
Implementing more comprehensive security counter
measures.
Establishing a complete high-secure environment for
government data assets.
Maintained position as the entity with the second highest percentage of
valid security clearance rating of personnel across all of government and
parastatal entities (the highest is the State Security Agency).
Enhanced several physical security measures in and around office
buildings and data centres in line with the National Key Points Act
prescripts.
Continued
SITA ANNUAL REPOR T 2014/201516
PLANNED ACTIVITIES ACHIEVEMENTS AS @ MARCH 2015
Initiative 11: e-Government. This is informed by the NDP and the MTSF 2014–2019, and aligned to international best practice.
2014/15. Establishment of e-Service technology
platforms and development of six basic e-Services to
demonstrate the platform capability. Citizens and public
service officials will be able to start doing business with
government online using these e-Services, such as apply
online for benefits, permits, grants or licences.
2015/16. An enhanced transversal e-Service
technology platform and 15 additional basic e-Services
that enable data and workflow to be integrated vertically
into departmental systems.
2016/17. Data sharing across departments and five
complex e-Services that are able to integrate data and
workflow across different departmental systems.
2017/18. Government data hub that enables
government to establish a “single view of the citizen”
across several departments.
1 x e-Government platform that allows citizens to fill in forms
electronically and submit to government departments.
2 x platforms that provide a technology environment where e-Services
can be developed and deployed in government.
2 x e-Services accepted by customers: (i) National Treasury’s electronic
tender portal that provides a central place where all government tenders
are published and a central supplier database. (ii) A pilot of the Electronic
Case (e-Case) service that processes data and workflow between SAPS,
Department of Justice and National Prosecuting Authority.
5 x e-Services are in process of customer acceptance: 3 x online
applications, for grants (City of Johannesburg), permits (Department of
Environmental Affairs) and housing subsidies (Department of Human
Settlements); 1 x online enquiry for vacancies (SAPS); 1 x online
registration as military veterans (Department of Military Veterans).
Organisational Environment
Cabinet approved the appointment of Dr Setumo Mohapi as SITA’s new Chief Executive Officer (CEO) with effect
from 1 April 2015 to 31 March 2019. The previous CEO (Mr Nomvalo) completed his contract on 31 March 2015,
and the transition was smooth and swift, which is important for business continuity.
SITA has been plagued by low staff morale because of transformation fatigue that left many employees feeling
disengaged and displaced. An organisational health survey carried out in 2013–2014 found SITA’s health to be
extremely low, which may have contributed to poor performance across the agency. A year later, the 2014–2015
health survey revealed a 10-point improvement, but employees were still found to be un-motivated and lacking
trust in leadership. Therefore, more work needs to be done to improve staff morale. A positive development is
that 1116 of the 1127 employees that were in a pool have been placed, and the remaining 11 employees should
be placed by end June 2015. In addition, the critical vacancies in the agency have been filled.
SITUATIONAL ANALYSIS 17
During 2014/15, no proven cases of corruption came to light, but SITA is alive to the threat of corruption and
other unethical behaviour being perpetrated within and against the organisation. To this end, a number of anti-
corruption initiatives have been implemented in order to deter and detect instances of unethical behaviour.
Central to these initiatives is SITA’s independently operated Ethics Line, where employees can report allegations
of unethical behaviour within the organisation. The Ethics Line is supported by appropriate internal and external
resources, to ensure all reported allegations of unethical behaviour are fully investigated and resolved.
Key Policy Developments and Legislative ChangesThe 7 May 2014 elections resulted in a new mandate for Government and new priorities for SITA, involving a
greater focus on the National Broadband Policy (SA Connect), accelerated expansion of e-Government services,
the coordination and streamlining of public entities in the sector, and a reconfigured department that would
ensure policy and regulatory certainty within the ICT sector. In July 2014, and in terms of Presidential Proclamation
No. 47 of 2014 dated 15 July 2014, the Executive Authority of SITA was transferred from the Minister of Public
Service Administration to the Minister of Telecommunications and Postal Services.
On 30 April 2014, the then Minister of Public Service and Administration and Executive Authority of SITA, Dr
Lindiwe Sisulu, approved the agency’s 2014–2019 Corporate Strategy, 2014/2015 Annual Performance Plan
(APP) and 2014/2015 Corporate Balanced Scorecard. Following the May 2014 elections, Minister Collins Chabane
replaced Dr Sisulu as Minister of Public Service and Administration. Therefore, SITA’s approved Corporate Strategy,
Annual Performance Plan and Corporate Balanced Scorecard were tabled before Parliament on 26 May 2014
under the auspices of Minister Collins Chabane.
Subsequently, the agency’s Corporate Strategy, APP and Corporate Balanced Scorecard were reviewed, to bring
them in line with the new mandate of Government and the priorities of the new Executive Authority. The review
also took advantage of the opportunity to rationalise the Scorecard, which has been approved by the SITA Board
of Directors.
SITA’s Transformation Journey SITA’s value proposition is derived from the Government ICT House of Values. It is about:
ensuring efficiency and cost-effectiveness in government service delivery.
assisting Government to leverage economies of scale in the procurement of ICT goods and services.
providing innovative ICT solutions.
To realise the value proposition, the strategic focus will be on transforming and excelling in the areas of
procurement, e-Government and IT service delivery, and organisational health, supported by robust
business enablers (Figure 1).
SITA ANNUAL REPOR T 2014/201518
Figure 1: SITA’s transformation journey
SITA’s transformation journey will be implemented through 22 initiatives across 4 key categories
A
C
B
D
Procurement E Gov & IT Service Portfolio
OrganisationalHealth
SITA
BusinessEnablers
PMO Strategy Institutionalization
Recruit top talent to SITA
Develop and implement new
customer engagement model
Implement contract tracking & management system
Design and implement retained
organisation (contract exturnal
assistance)
Build internal capabilities
New IT Service Delivery Model
System Integrated & e0Gov
Design and impliment security
system
Upgrade bandwidth & network
Consolidate & modernise
datacentres
Implement new approach to technical specifications
Launch new procurement process
Establish contact model
Launch On-line BUying
Introduce new organisation model
Revise SITA’s procurement policies
Create transparency on cost
Integrate and automate finance
and procurement process
Empower SITAzens to fully
leverage their capabilities
17
18
19
20
21
22
16
15
14
12
11
9
8
Impliment HPO across organisation
Reward and recognise exeptional
performance
Create a customer centric
organisation
13
10
1
2
3
4
5
6
7
Over the next 3–5 years, SITA will be implementing an aggressive transformation programme aimed at rapidly
stabilising the organisation, building sustainability and enabling the agency to grow and excel through
diversifying its client base and service offering. Table 2 depicts the five-year plan. The items in blue are initiatives
that have already been delivered, items in orange are initiatives that are work in progress, while the items in red
are initiatives that have not started.
SITUATIONAL ANALYSIS 19
Table 2: SITA’s five-year plan
2014-2015STABILISATION
2015-2016SUSTAINABILITY
2016-2017EXCELLENCE
2017-2018GOVT DATA HUB
2018-2019GOVT ESERVICE
AGGREGATOR
[16][2]
[7]
[9-12]
[18]
[16]
[9]
[5]
[9]
[10]
[22]
[9]
[11]
[9]
[6]
[9-13]
[13,14]
[9-13]
[9-13]
[9-13]
[19-20]
[9-12]
[9-12]
SITA ANNUAL REPOR T 2014/201520
2.5 Strategic Outcome-Oriented Goals
SITA has six strategic programmes, each aligned to a strategic goal, as shown in Table 2.
Table 3: Strategic programmes and goals
STRATEGIC PROGRAMME GOALS
Programme 1: Procurement
To address all issues relating to delayed procurement turnaround
times, removing customer pain points, and transforming the
procurement function.
Programme 2: Service DeliveryTo provide high-quality IT services to enable government to deliver
efficient and convenient services through the use of ICT.
Programme 3: Infrastructure and Cybersecurity
To optimise the provision of SITA’s IT infrastructure services in order
to increase availability, flexibility, scalability, predictability and
security.
Programme 4: Financial SustainabilityTo ensure an effective and efficient financial management, and
financial growth and sustainability.
Programme 5: Organisation
To build and maintain organisational capability to enable SITA to
achieve its strategic imperatives and become an employer of
choice within the ICT industry.
Programme 6: Governance and Administration
To provide leadership, strategic management, governance, risk and
resource management in line with government-accepted norms
and standards.
PERFORMANCE INFORMATION BY PROGRAMME 21
PERFORMANCE INFORMATION BY PROGRAMME
Programme 1: Procurement
The purpose of this programme is to address all issues relating to delayed procurement turnaround times, removing
customer pain points, and transforming the procurement function. The increased customer-led focus is reflected
in the results of key performance measures. A dedicated SMME development strategic plan has been put in place
to increase ICT spend through SMMEs.
OBJECTIVE PERFORMANCE INDICATOR
ACTUAL ACHIEVEMENT
2013/14
ACTUAL PERFORMANCE AGAINST TARGET 2014/2015
DEVIATION FROM
PLANNED TARGET FOR 2014/2015
REASON FOR VARIANCEPLANNED
TARGETACTUAL STATUS
M8.1: Improved SCM
turnaround times 108.94 days
90 days from
the day the
bid is
published
Achieved
85 days5 days
Due to efficiencies implemented in
terms of management proactive
monitoring and supervision of
transaction through regular
meetings
M8.2: Number of
days taken to
complete transversal
bid
120 days for
transversal
bids
Achieved
89 Days31 days
a) Due to streamlined processes
and the allocation of dedicated
resources
b) Improved collaborative working
relationship with the designated
department
M8.3: Number of
days taken to finalise
contract
29.94 days
30 days on
contract
finalisation
Not
achieved
40 days
10 days
Development process not yet
streamlined resulting to lack of
collaborative approach from various
stakeholders in the process
M8.4: Number of
days taken on
preferred list RFQ
67.10 days
80 days on
preferred list
RFQs
Achieved
55 days25 days
Due to efficiencies implemented in
terms of management proactive
monitoring and supervision of
transaction through regular meetings
M8.5: Number of
days taken on ad hoc
RFQ
14.55 days20 days ad
hoc RFQ
Achieved
15 Days5 days
Due to efficiencies implemented in
terms of management proactive
monitoring and supervision of
transaction through regular meetings
Continued
NFORMATION
ement
to address all issues relating to delayed procurement turnaround times, removing
orming the procurement function. The increased customer-led focus is reflected
measures. A dedicated SMME development strategic plan has been put in place
MMEs.
ACTUAL HIEVEMENT
ACTUAL PERFORMANCE AGAINST TARGET 2014/2015
DEVIATIONFROM
PLANNED REASON FOR VARIANCE
SITA ANNUAL REPOR T 2014/201522
OBJECTIVE PERFORMANCE INDICATOR
ACTUAL ACHIEVEMENT
2013/14
ACTUAL PERFORMANCE AGAINST TARGET 2014/2015
DEVIATION FROM
PLANNED TARGET FOR 2014/2015
REASON FOR VARIANCEPLANNED
TARGETACTUAL STATUS
M9: % Savings on
acquisition of ICT
goods and services
18%
12% Savings
on acquisition
of ICT goods
and services
Achieved
16%4%
Due to Microsoft License
transactions
M10: % of ICT
acquisition spend
through SMME
0%
7% of
acquisition
spend
through
SMME
(cumulative)
Not
achieved
6%
1%
Due to lack of dedicated SMME
development strategic plan with
clear objective on how various
developmental opportunities will
be leveraged. SMME awareness
campaigns were conducted but
had limited impact in terms of
spend contribution
M11: % of ICT
acquisition spend
through BEE
Compliant Entities
30% of
acquisition
spend
through
BBBEE
Compliant
Entities
Achieved
71%41%
Due to the majority of suppliers
who have B-BBEE accreditation
within level 1-4
Strategies to overcome procurement underperformanceA new approved SITA procurement policy and strategy is expected to improve the processes and provide the
necessary education to employees. Standardised and easy to use SCM contract templates are to be developed.
With regard to SMME spend, the underperformance was related to low capex spending.
PERFORMANCE INFORMATION BY PROGRAMME 23
Programme 2: Service Delivery
The purpose of the programme is to provide high-quality IT services to enable Government to deliver efficient
and convenient services through the use of ICT.
OBJECTIVE PERFORMANCE INDICATOR
ACTUAL ACHIEVEMENT
2013/14
ACTUAL PERFORMANCE AGAINST TARGET 2014/2015
DEVIATION FROM
PLANNED TARGET
FOR 2014/2015
REASON FOR VARIANCE
PLANNED TARGET ACTUAL STATUS
C1:
M5.1: %
implementation of
e-Government
50 forms
developed
90% as per
approved plan
Achieved
97%7%
a) Executive oversight and weekly
progress reviews by the CTO
have ensured that the project
teams pull all stops to deliver
b) Because this was a strategic
project with visibility up to
Parliamentary level, the most
experienced resources were
assigned to the project
M5.2: %
implementation of
e-Cabinet lead site
implementation
90% of the targets
achieved to pilot
at the following
departments
– (Presidency/
State Security/
DPSA/ /Treasury/
DTPS)
Achieved
95%5%
a) The technical expertise assigned
to the project surpassed the
normal assignment levels and
the Executive Management
assisted on all risks escalated
b) The CEO, DCEO and CTO
attended each Executive
Steering Committee
M5.3: Approval of
the award
recommendation for
the new IFMS project
No roll-out
sites
completed
Award
recommendation
to the client
Achieved
100%None No variance
M6: % Level of
performance against
signed SLA metrics
contracted
97%
95%
implementation
against contracted
SLA metrics
Achieved
95%None No variance
C2:
M7: % of ICT
controls
implemented
according to plan
95% of security
plans implemented
(vetted employees;
ICT security,
physical security,
Subsidiary security
unit )
Achieved
97%2%
Due to intensified efforts by the
fieldworkers to complete the
vetting forms
SITA ANNUAL REPOR T 2014/201524
Programme 3: Infrastructure and Cybersecurity
The purpose of this programme is to optimise the provision of SITA’s IT infrastructure services in order to increase
availability, flexibility, scalability, predictability and security to protect government data assets.
OBJECTIVE PERFORMANCE INDICATOR
ACTUAL ACHIEVEMENT
2013/14
ACTUAL PERFORMANCE AGAINST TARGET 2014/2015
DEVIATION FROM
PLANNED TARGET
FOR 2014/2015
REASON FOR VARIANCE
PLANNED TARGET ACTUAL STATUS
C1:
M5.4: % Implementation of
infrastructure
upgrades and
modernisation plan
M5.4.1:
90%
implementation of
data centre
upgrades
Achieved
100%10%
The supplier contract was
finalised earlier than anticipated
and the installation process was
fast tracked
M5.4.2:
Below 75%
utilisation of
bandwidth
Achieved
15%60%
Due to proactive bandwidth
capacity management on the
network core and trend analysis,
all necessary bandwidth
upgrades were effected
timeously resulting in
consistently low utilisation
M5.4.3
100% coverage of
Centurion data
centre
Achieved
100%None No variance
M5.5 %
Implementation of
process automation
and integration
39% of mapped
processes has
been automated
90%
implementation as
per the approved
project charters
Achieved
91%1%
Additional resources were
recruited in quarter 4
C2:
M7: % of ICT
controls
implemented
according to plan
95% of security
plans implemented
(vetted employees;
ICT security,
physical security,
Subsidiary security
unit )
Achieved
97%2%
Due to intensified efforts by the
fieldworkers to complete the
vetting forms
PERFORMANCE INFORMATION BY PROGRAMME 25
Programme 4: Financial Sustainability
The purpose of this programme is to ensure an effective and efficient financial management, and financial growth
and sustainability
.
OBJECTIVE PERFORMANCE INDICATOR
ACTUAL ACHIEVEMENT
2013/14
ACTUAL PERFORMANCE AGAINST TARGET 2014/2015 DEVIATION
FROM PLANNED
TARGET FOR 2014/2015
REASON FOR VARIANCE
PLANNED TARGET
ACTUAL STATUS
M1: % increase
in revenue
(year-on-year)
9.5% below
target
R5.1 Billion
(10% of
baseline)
Not
achieved
8.6%
1.4%
This is because the National
Network Upgrade Projects, from the
SAPS which were discontinued
during the year
M2: % Profitability Net Surplus3% Profitability
Not
Achieved
2.3%
0.7%
This is mainly due to lower than
expected revenue and higher than
expected operational expenditure
M3: Liquidity Ratio 2.8:1 L≥1.2:1Achieved
3.1:11.9 Due to underspending on CAPEX
M4: Expenditure
against approved
Capex budget
16.8%
80%
Expenditure
against
approved
CAPEX
Not
achieved
16.5% spent
63.5%
Mainly due to cancellations of major
tenders for Infrastructure equipment
and late delivery of NGN equipment
SITA ANNUAL REPOR T 2014/201526
Programme 5: Organisation
The purpose of this programme is to build and maintain organisational capability to enable SITA to achieve its
strategic imperatives and become an employer of choice within the ICT industry.
OBJECTIVE PERFORMANCE INDICATOR
ACTUAL ACHIEVEMENT
2013/14
ACTUAL PERFORMANCE AGAINST TARGET 2014/2015
DEVIATION FROM
PLANNED TARGET FOR 2014/2015
REASON FOR VARIANCE
PLANNED TARGET ACTUAL STATUS
L1:
M14: Increase OHI
baseline points from
30 to 40 points
Increase OHI
baseline points from
30 to 40 points
Achieved
10 pointsNone No variance
Strategies to improve organisational efficiency and stability The CEO has a four-year contract, which contributes to the agency’s perceived stability. The health of the
organisation improved last year (OHI up by 10 points) and, with the clearing of the staffing pool, this trend is
expected to continue. SITA had committed to an objective of achieving a Maturity Level 3 against certain
processes and practices for financial year 2015/16. At an EXCO meeting dated 26 January 2015 during the CMMI
awareness briefing, a decision was made not to focus only on maturity levels but rather to identify the weaknesses
of processes and practices against Maturity Level 3 for Capability Maturity Model Integration (CMMI) and
Maturity Level 2 for People Capability Maturity Model (P-CMM). The Standard CMMI Appraisal Method for Process
Improvement (SCMAPI) undertaken during April and May 2015 assessed the organisation against Maturity Level
3 for CMMI constellation and Maturity Level for P-CMM. SITA processes were assessed against best international
practice framework for process improvement (CMMI from the CMMI Institute). This assessment identified
strengths and weaknesses in all practices applied by SITA to deliver services to its customers. The assessment
placed SITA at Maturity Level 1. A comprehensive process improvement plan is being implemented to improve
the maturity of service delivery within SITA.
PERFORMANCE INFORMATION BY PROGRAMME 27
Programme 6: Governance and Administration
The purpose of this programme is to provide leadership, strategic management, governance, risk and resource
management in line with government-accepted norms and standards.
OBJECTIVE PERFORMANCE INDICATOR
ACTUAL ACHIEVEMENT
2013/14
ACTUAL PERFORMANCE AGAINST TARGET 2014/2015 DEVIATION
FROM PLANNED
TARGET FOR 2014/2015
REASON FOR VARIANCE
PLANNED TARGET
ACTUAL STATUS
P1:
M12: Compliance
with internal control
framework
Clean Audit for
FY2013/2014
with no
matters of
emphasis
Unqualified
Audit report Achieved None No variance
P2:
M13: Organisation
practice maturity
level
CMMI CL2
SCAMPI
Maturity Level 3
for selected
practice areas
achieved
Not Achieved
Maturity
level 1
2
The fundamental contributor is the
lack of or often fragmented end to
end processes and effective product
life cycle management supported
by the right tools and people across
the organization.
SITA ANNUAL REPOR T 2014/201528
REVENUE COLLECTION
Table 4: Summary of Revenue Collection
2014/2015 2013/2014
ESTIMATE AMOUNT R'000
ACTUAL AMOUNT
COLLECTED R'000
OVER/UNDER COLLECTION
R'000
ESTIMATE AMOUNT
R'000
ACTUAL AMOUNT
COLLECTED R'000
(OVER)/UNDER
COLLECTION R'000
(OVER)/UNDER
COLLECTION
R’000
Products and Service Rendered to Government
BPO Service Desk - - - - 34 -34
Commercial Printing 17 419 8 073 9 346 30 468 47 558 (17 090)
Contract Management 12 800 - 12 800 - - -
ICT Advisory Services 62 742 34 504 28 238 44 473 50 760 (6 287)
Information Management 36 570 41 940 (5 370) 37 300 34 253 3 047
Managed Applications 783 293 535 588 247 705 735 899 521 638 214 261
Managed Desktop 679 412 397 211 282 201 622 813 393 551 229 262
Managed Infrastructure 2 085 889 2 077 342 8 547 1 665 748 1 528 786 136 962
Project Management 63 645 50 050 13 595 294 330 226 296 68 034
Requisition and Fulfilment 1 056 714 1 563 705 (506 991) 1 632 063 1 603 339 28 724
Security Management 43 333 24 068 19 265 15 987 11 593 4 394
Service Management Centre
123 606 179 968 (56 362) 170 423 127 623 42 800
Training 40 484 28 649 11 835 37 603 28 800 8 803
Solution Development 176 566 148 580 27 986 347 893 117 783 230 110
Total 5 182 473 5 089 678 92 795 5 635 000 4 692 014 942 986
REVENUE COLLECTION
Table 4: Summary of Revenue Collection
2014/2015
ESTIMATE AMOUNTR'000
ACTUAL AMOUNT
COLLECTED R'000
OVER/UNDER COLLECTION
R'000
ESTIMATE AMOUNT
R'000
ACTUAAMOUN
COLLECTR'000
REVENUE COLLEC TION 29
In 2014/15, the main reason for the underperformance was because a project to upgrade a customer’s network
programme did not materialise.
Strategies to Overcome Revenue UnderperformanceSITA is improving its customer engagement process, to ensure that better service offerings are delivered to
customers. The agency’s internal service delivery processes are being optimised, which will entail a new service
delivery model including pricing and innovative product lifecycle management. SITA is in the process of
submitting revised tariffs to the Ministry for approval. A renewed drive has begun to improve debt collection, by
engaging with debtors around reasons for non-payment and exploring alternative means of recovery.
Table 5: Summary of payments by programme
2014/2015 2013/2014
PROGRAMME NAME
R’000
BUDGET
R’000
ACTUAL EXPENDITURE
R’000
(OVER)/UNDER EXPENDITURE
R’000
BUDGET
R’000
ACTUAL EXPENDITURE
R’000
(OVER)/UNDER EXPENDITURE
R’000
Administration 917 552 1 200 971 (283 419) 992131 981799 10 332
Business Operations 4 145 978 3 891 257 254 721 4 805 000 3 849 400 955 600
Total 5 063 530 5 092 228 (28 698) 5 797 131 4 831 199 965 932
SITA ANNUAL REPOR T 2014/201530
Table 6: Capital investment, maintenance and asset management plan
2014/2015 2013/2014
INFRASTRUTURE PROJECTSBUDGET
R’000
ACTUAL EXPENDITURE
R’000
(OVER)/UNDER EXPENDITURE
R’000
BUDGET
R’000
ACTUAL EXPENDITURE
R’000
(OVER)/UNDER EXPENDITURE
R’000
Infrastructure: Network 175 000 112 833 35 246 75 000 64 979 10 021
Infrastructure: Switching Centres 100 000 - 100 000 20 000 - 20 000
Infrastructure: Data Centres 100 000 35 231 64 769 177 000 112 631 64 369
Infrastructure: Modernisation 200 000 2 616 197 384 280 000 - 280 000
Solution Development: Transversal
30 000 7 019 22 981 45 000 32 686 12 314
Solution Development: IFMS 100 000 16 345 83 755 260 000 107 358 152 642
Solution Development: Customer Unique
117 000 - 117000 50 000 - 50 000
Solution Development: Modernisation
100 000 1 009 98 991 90 000 7 89 993
Solution Development: Integration
65 000 - 65 000 65 000 - 65 000
Solution Development: R&D 115 000 22 890 92 110 100 000 21 162 78 838
Security 25 000 245 24 755 10 000 15 9 985
Service Management: Contact Centres
40 000 4 234 35 766 30 000 2 750 27 250
Service Management: DSS & 1st Line
40 000 - 40 000 30 000 311 29 689
Operational Support: Internal IT 40 000 40 110 (110) 50 000 4 481 45 519
Operational Support: Facilities 125 000 23 993 101 007 130 000 6 952 127 888
Operational Support: Production toolsets
20 000 - 20 000 331000 2 672 328 328
Operational Support: Integrated Security Management
146 000 - 146 000 - - -
Operational Support: ICT Academy - - - 50 000 - 50 000
Total 1 538 000 266 525 1 271 475 1 793 000 356 004 1 492 133
REVENUE COLLEC TION 31
Capital Investment
SITA’s performance suffered greatly in the areas of capital investment, maintenance and asset management. In
2014/15, only about 19% of the allocated CAPEX investment was spent. While reasons may vary, the common
issues are:
1. The lack of governance structures responsible for managing CAPEX. CAPEX approval was not done in a
controlled manner, resulting in a lack of proper monitoring of the adequacy of the plans to achieve their
targets.
2. Lack of continuity and leadership in key executive positions. The executive responsible for infrastructure
services and the head of department responsible for network infrastructure were suspended, which
created a vacuum at a crucial time of the financial year.
3. Changing structures within the agency meant that responsibilities were allocated differently. This created
confusion and hindered visibility on the plans that were drafted.
4. Organisational health. Since the start of the turnaround strategy in 2010, employees have been unsettled
in their positions, with over 100 employees unassigned (“in the pool”). Although this problem had mostly
been addressed by the end of the financial year, the instability had already taken its toll on the employees.
5. Ineffective procurement processes, which contributed to critical and needed resources not being spent.
6. Poor planning and lack of monitoring are central to all these issues.
Strategies to Overcome CAPEX UnderperformanceSITA has improved governance structures responsible for managing CAPEX. The Projects and Financial
Sustainability Committee (PFSC) chaired by the SITA Chief Financial Officer has been established to closely
monitor the capital expenditure programme and escalate deviations or non-compliance to the Executive
Committee on a regular basis. Executives have been allocated responsibilities for CAPEX programmes, following
the approval of the macro structure by the SITA Board. Procurement plans have been created and are monitored
regularly by departments. SITA is improving its planning and monitoring processes around CAPEX spend, and
reports are submitted at the CEO’s weekly operations meeting.
Table 7: CAPEX expenditure vs. budget 2014/15
INFRASTRUCTURE PROJECTS
BUDGET
R’000
ACTUAL EXPENDITURE
R’000
(OVER)/ UNDER
EXPENDITURENOTES
Infrastructure: Network
175 000 112 833 35 246
R7-million of the actual expenditure catered for 13/14 order
payments on NGN equipment The R125-million NGN
upgrades project consisted of a number of tenders that had to
be aligned. Significant delays in approving the tenders and
importing the WAN equipment affected the capital spending.
Infrastructure: Switching Centres
100 000 - 100 000
Delay caused by overall NGN delays and the replacement of the
core network supplier. The R105-million emergency power (UPS)
upgrades for Switching Centre were unfortunately paid under
the Network Upgrade programme.
Continued
SITA ANNUAL REPOR T 2014/201532
INFRASTRUCTURE PROJECTS
BUDGET
R’000
ACTUAL EXPENDITURE
R’000
(OVER)/ UNDER
EXPENDITURENOTES
Infrastructure: Data Centres
100 000 35 231 64 769
The infrastructure refresh tenders delayed from 2013/14
affected expenditure in 2014/15. The larger data centre
strategy led to key infrastructure tenders being cancelled and
then republished but too late for 2014/15.
Infrastructure: Modernisation
200 000 2 616 197 384
The planned R200-million was for cloud computing platforms, a
strategic intent carried forward from 13/14. However, the cloud
strategy was postponed in favour of the infrastructure refresh.
Solution Development: Transversal
30 000 7 019 22 981
The R30-million was for the IFMS Business Intelligence
capabilities, but the programme was cancelled and alternative
strategic transversal solutions were launched. Bulk
deployment was delayed due to infrastructure capacity and
the cancellation of IFMS as main vehicle. The geographical
information system (GIS) service provider contract had to be
cancelled due to an inability to provide the services as
stipulated in the contract.
Solution Development: IFMS
100 000 16 345 83 755
The IFMS was cancelled, but some financial commitment had to
be concluded before tenders could be cancelled. Some
software capabilities developed were reused on other
programmes and will accelerate development in 2015/16.
Solution Development: Customer Unique
117 000 - 117 000
The R117-million was for the e-Government programme and
e-Cabinet solution for the Presidency, which was delayed as a
result of engineering works and concerns over supplier
solvency. The e-Government development cost was reflected
in R&D programme.
Solution Development: Modernisation
100 000 1 009 98 991
The R100-million was intended to assist SAPS with their crime
integration platforms, as well as for Smart City solutions and
legacy renewals for other customers. Limited work was done
on the legacy renewal but the DPW could not commit in
2014/15. Solution architecture work was done on the Smart
City concept, but then priorities changed. SAPS opted to fund
their own projects without SITA’s assistance.
Solution Development: Integration
65 000 - 65 000
The R65-million was for a government-wide integration
platform (R20-million), which was delayed because of the
reassessment within the large e-Government strategy, and for
the SITA internal process optimisation (R45-million), which
was also delayed.
Continued
REVENUE COLLEC TION 33
INFRASTRUCTURE PROJECTS
BUDGET
R’000
ACTUAL EXPENDITURE
R’000
(OVER)/ UNDER
EXPENDITURENOTES
Solution Development: R&D
115 000 22 890 92 110
The R115-million (2% of annual revenue) was for Java Integrated
Development platform (JIG) and various other emerging
technologies. The technology laboratory infrastructure RFQ was
cancelled because no suitable submissions were received. The
JIG project was put on hold until approval was granted for the
platform to be one of the enablers of e-Government. Getting
approval for enhancing further the OpenJig took too long, and
eventually contracts were cancelled. Most of the CAPEX was
allocated to e-Government projects, which underspent for
various reasons, such as late infrastructure and licences.
Security 25 000 245 24 755
The R25-million was for Multi-Factor Authentication and
Security Testing software, which was delayed because of the
potential creation of a separate security subsidiary.
Service Management: Contact Centres
40 000 4 234 35 766
The R40-million for the Service Management Centre online
capabilities was delayed because of the larger Infrastructure
refresh priorities.
Service Management: DSS & 1st Line
40 000 - 40 000
The R40-million was for acquiring remote LAN and desktop
management software but was delayed because of concerns
about internal capacity. An external consultant had
recommended this function be outsourced, but capacity
issues have now been addressed.
Operational Support: Internal IT
40 000 40 110 (110)
The R40-million was for internal infrastructure upgrades
(R30-million) and ERP licences (R10-million). The upgrade of
the Erasmuskloof PBX capability absorbed most of the
available funding, and ICT equipment for Western Cape and
Cluster 2 was acquired.
Operational Support: Facilities
125 000 23 993 101 007
The R125-million was for upgrading security at SITA’s office as
National Key Points. The review of SITA’s overall
accommodation strategy delayed some upgrade projects.
Operational Support: Production toolsets
20 000 - 20 000
The R20-million was planned for service monitoring software,
but the acquisition process was not launched because of the
overall assessment of SITA’s internal systems capability/strategy.
Operational Support: Integrated Security Management
146 000 - 146 000
Delays caused by a potential creation of a separate security
subsidiary, and as a result the acquisition process was only
launched late in the year.
Operational Support: ICT Academy
- - -
In 2014/15, the ICT Academy changed from a standalone
project to a collaboration project with the National School of
Government, and therefore no capital expenditure was
allocated to the line item.
Total 1 538 000 266 525 1 271 475
PART C:GOVERNANCE
SITA ANNUAL REPOR T 2014/201536
The SITA Board
The SITA Board of Directors aligns itself with the understanding that good corporate governance consists
of a system of structuring, operating and controlling in order:
To achieve a culture based on a foundation of sound business ethics.
To fulfil the agency’s long-term strategic goals, while taking into account the expectations of all key
stakeholders.
To consider and care for the interests of employees, past and present.
To maintain excellent relations with customers and suppliers, while taking into account the needs of the
environment and the local community.
Portfolio CommitteesAs part of its governance endeavour and oversight, SITA briefs Parliament on its legislative mandate and related
activities, as well as responds to parliamentary questions. The Portfolio Committee on Telecommunications and
Postal Services, which oversees the activities of SITA, is presided over by the Honourable Ms MT Kubayi MP. Its
members are Honourable Ms MR Shinn MP, Honourable Ms LM Maseko MP, Honourable Mr PP Mabe MP,
Honourable Mr C Mackenzie MP, Honourable Ms MV Mafolo MP, Honourable Ms LL van der Merwe MP,
Honourable Mr PWA Mulder MP, Honourable Mr MQ Ndlozi MP and Honourable Ms N Ndongeni MP.
In 2014/15, SITA briefed the Portfolio Committee on:
Progress in respect of broadband (policies and regulations, implementation plans, challenges, the
broadband framework in relation to NDP and DTPS vision 2020, timeframes for envisaged broadband
roll-out plan and target implementation, resources needed and any other relevant information; on
broadband and schools connectivity).
SITA’s 2014–2019 Corporate Strategy and 2014/2015 Annual Performance Plan.
Services to the DBE.
The state of readiness for digital migration.
How SITA is dealing with issues raised by the Auditor-General and internal control measures used to
mitigate risks in terms of the audit.
Quarterly performance.
Executive AuthorityThe Department of Public Service and Administration (DPSA) was the line Ministry until the promulgation of
Proclamation 47 on 15 July 2014 which transferred the executive powers from the DPSA to the DTPS. All reports, as
prescribed in terms of PFMA and Treasury Regulations, were submitted to the Executive Authority during the
period under review. Additional reports submitted related to e-Government, SOC Rationalisation, senior executive
appointments, a burglary at the SITA Centurion Data Centre, power interruptions and failures, and service delivery.
The SITA Board
The SITA Board of Directors aligns itself with the understanding that goo
of a system of structuring, operating and controlling in order:
To achieve a culture based on a foundation of sound business ethics.
To fulfil the agency’s long-term strategic goals, while taking into account th
stakeholders.
To consider and care for the interests of employees, past and present.
To maintain excellent relations with customers and suppliers, while taking i
environment and the local community.
THE S ITA BOARD OF DIREC TORS 37
THE SITA BOARD OF DIRECTORS
Leaders need to define strategy, provide direction, and establish the ethics and values that will influence
and guide practices and behaviours to achieve sustainable performance. This is the fundamental purpose of
a Board.
In terms of Section 66(1) of the Companies Act (No. 71 of 2008), the business affairs of a company must be
managed by, or under the direction of, a Board of Directors, which has the authority to exercise all the powers
and perform any of the functions of the company, except where the Companies Act or SITA’s Memorandum on
Incorporation provide otherwise.
The Board’s roles and responsibilities are provided for in:
State Information Technology Act (No. 88 of 1988), as amended (SITA)
Public Finance Management Act (No. 1 of 1999) (PFMA)
National Treasury Regulations issued in terms of the PFMA (March 2005)
Companies Act (No. 71 of 2008)
SITA Board Charter of 9 January 2013
King III Report on Governance for South Africa (King III).
The Board CharterThe SITA Board Charter (Corporate Governance Code) is informed inter alia by the Constitution of the Republic
of South Africa; the SITA Act and Regulations; the PFMA and Regulations; the Companies Act and Regulations;
the 1992, 2002 and the 2010 King Reports on Corporate Governance; as well as best practice in the management
of boards of directors.
Its departure point is that governance in any context reflects the value system of the society in which it operates.
In the South African context, this means collectiveness over individualism, consensus rather than dissension,
humility instead of criticism, and inclusiveness as opposed to prejudice. It acknowledges that corporate
governance thrives on co-existence, consultation, and high standards of morality and trust. It further recognises
that corporate governance is essentially about leadership – leadership for efficiency, leadership for probity,
leadership with responsibility and leadership that is both transparent and accountable. These are the ideals that
inform the SITA Governance Code (the Code).
The Code begins by acknowledging the constitutional and legislative roots of SITA governance. This is followed
by a brief overview of the principles of corporate governance and a detailed exposé of the powers, functions
and responsibilities of the Board and the directors, including delegation of authority. The Code then deals with
the constitution, responsibilities and management of the Board in session and Board Committees; the disclosure
of director interest in the business of the SITA; and the need to assess the performance of individual directors
OF DIRECTORS
provide direction, and establish the ethics and values that will influence
ours to achieve sustainable performance. This is the fundamental purpose of
Companies Act (No. 71 of 2008), the business affairs of a company must be
tion of, a Board of Directors, which has the authority to exercise all the powers
s of the company, except where the Companies Act or SITA’s Memorandum on
.
SITA ANNUAL REPOR T 2014/201538
and directors as a collective. It provides for alternative dispute resolution; and highlights the nature and
importance of risk management, internal audit, information technology, compliance, and the management of
stakeholder relationships. The Code also recognises that directors are entitled to have access to members of the
SITA Secretariat and to secure independent professional advice at the company’s expense.
The Code concludes by recognising the pivotal nature of the role of the Company Secretary in the administration
of the Company, as well as the non-static nature of its prescripts.
There has been material compliance with the provisions of the Code and a substantially revised version thereof
is currently pending before the Board of Directors.
Composition of the Board Section 8(1) of the SITA Act provides that SITA will be governed and controlled by a Board of Directors appointed
by the Minister after consultation with Cabinet. According to Section 10(1B)(a), the Minister may appoint an
alternative member for each non-executive member of the Board, other than the Chairperson. The alternative
members may attend and vote at meetings of the Board on behalf of a member if that member is unable to attend
In terms of Section 10(1) of the SITA Act, the Board consists of a maximum of 14 members appointed in the
following capacities:
a. A non-executive Chairperson;
b. Executive members, one of whom must be designated as the Managing Director;
c. Additional non-executive members, consisting of:
i. One person representing the Department of Public Service and Administration;
ii. One person representing the National Treasury;
iii. One person as a legal expert; and
iv. Other persons on the grounds of their expertise.
It also states that the majority of the Board members must be non-executive members and that the Minister
must designate one of these non-executive members as the Deputy Chairperson to step in should the
Chairperson be unable to perform his/her functions.
Remuneration of Board Members Non-executive directors and committee members who are not employed by government receive a fee for their
contributions to the Board and committees on which they serve. Fees are determined by the shareholder. (See
page 141 of the AFS for further disclosure on remuneration).
The current Board of Directors is as follows, and includes alternative members (if applicable) and outgoing Board
members and their designation.
THE S ITA BOARD OF DIREC TORS 39
Mr J Vilakazi
BA (Unisa), MA (Thames Valley), MA (London), MBA (California Coast University)
Non-Executive Chairperson: 22 November 2012–20 November 2015
Mr Jerry Vilakazi is the founder of the Palama Group, an investment holding company
with a diversified portfolio of investments. For over six years, he served as CEO of
Business Unity South Africa, representing South African businesses on international
business councils and structures. He is currently chairman of the Mpumalanga
Gambling Board and the Mpumalanga Economic Growth Agency, non-executive
chairman of Netcare Limited and holds directorships in a number of JSE-listed
companies. He is also a non-executive director of General Health Group (UK), an
advisor to Citibank (SA) and serves on the National Planning Commission.
Dr V Mahlati
MSc (UK London School of Economics), PhD (University of Stellenbosch)
Non-Executive Deputy Chairperson: 18 September 2013–17 September 2016 (resigned 13 August 2014)
Dr Vuyo Mahlati is co-owner of African Financial Group, responsible for Pan African
and Emerging Markets Innovative Financial Solutions, and led the Siyaya TV rural-
based digital television trial licensed by Sentech. After serving two terms as President
of the International Women’s Forum (IWF) South Africa, she was appointed the IWF
Global Director. As part of the National Development Plan (NDP) team, she chaired
the NDP Working Group on Capable and Developmental State, Active Citizenry and
Nation Building, and Spatial Transformation. She is the Deputy Chair of the Integrated
Urban Development Framework (IUDF) Panel of Experts and an independent
member of the Industrial Development Cooperation (IDC) Agro-processing
Competitive Fund. She is also on the Global Advisory Council of Corporate Women
Directors International based in Washington DC, USA and the Global Advisory Council
of the Global Entrepreneurial Hub Network in Vienna.
Dr Setumo Mohapi
BSc in electrical engineering and computer science (MIT), Master’s in electrical engineering (MIT), PhD in
electrical engineering (Wits).
Chief Executive Officer: 1 April 2015 to 31 March 2019.
Dr Setumo Mohapi is well versed in the ICT sector, with a wealth of experience from
various executive positions held in both the public sector and private sector. He was
the Chief Executive Officer at Sentech SOC Limited between 1 November 2010 and
March 2015. Prior to Sentech, he worked in various technology and business positions
at Transtel, Internet Solutions, Neotel and Telkom.
SITA ANNUAL REPOR T 2014/201540
Mr SF Nomvalo
B.Compt Hons (Unisa), Advanced Valuations Techniques (INSEAD), Mastering Strategy (GIBS), Senior
Executive Programme (Wits and Harvard Business School)
Chief Executive Officer: 1 June 2013–31 June 2014 (extended: 1 July 2014–31 December 2014; 1 January
2015–31 March 2015)
Mr Sithembiso Freeman Nomvalo was the CEO of SITA until the end of financial year
under review. For over nine years, he was South Africa’s Accountant General at
National Treasury, where he pioneered a leadership development programme that
was later extended to other departments and government structures. Pursuant to
this work he was invited, as faculty, to the Harvard Kennedy School of Government’s
Art and Practice of Adaptive Leadership Development programme. He has served on
various boards of directors and trustees on behalf of government, including the
Independent Regulatory Board for Auditors and the Accounting Standards Board. He
advises the University of Pretoria’s faculty of Economic and Management Sciences.
He has also worked with the Commonwealth Secretariat on improving financial
governance in 18 Commonwealth Caribbean countries.
Ms N January-Bardill
BA and Certificate in Education (UBLS, Lesotho), MA Applied Linguistics (Essex UK), Diploma in Human
Resources Management (Damelin College, South Africa)
Non-Executive Board Member: 18 September 2013–18 September 2016 (resigned 19 May 2015)
Ms Nozipho January-Bardill is the Executive Director of Bardill & Associates, a consulting company that focuses on
strategic communications, high-level government relations, social justice, stakeholder management and sustainable
development. She is an independent non-executive director of AngloGold Ashanti (AGA) and Credit Suisse
Securities, Johannesburg (CSSJ). Previously, she was Executive Director, Corporate Affairs and Spokesperson for the
MTN Group, and served on the boards of a number of operations in MTN Africa. She was also the South African
Ambassador to Switzerland, Lichtenstein and the Holy See, and the Deputy Director-General, Human Capital
Management and Head of the Foreign Service Institute in the then Department of Foreign Affairs (now DIRCO). She
is a member of the United Nations Expert Committee on the Elimination of Racial Discrimination (CERD), a board
member of the African Women’s Development Fund (Ghana) and a Trustee of Anglo Platinum’s Lefa La Rona Trust.
Ms S Chaba
BA (Economics and Industrial Psychology); Post-Graduate Diploma in Human Resources Management
(Wits), Senior Executive Programme (Wits and Harvard Business School)
Non-Executive Board Member: 18 September 2013–17 September 2016
Ms Seadimo Chaba is the CEO and owner of Seadimo Chaba Consulting, a
management consulting company that specialises in human capital management,
strategy, change management, leadership, and performance monitoring and
management. She has extensive experience at executive level in the private and
public sectors, where she has worked in the petrochemical, retail and financial
industries. She sits on a number of boards of state-owned enterprises, private sector
companies and non-governmental organisations.
THE S ITA BOARD OF DIREC TORS 41
Mr Z Malele
BSc (Computer Science) (University of Limpopo; BAP (Wits Business School); MAP (Wits Business School)
Non-Executive Board Member: 18 September 2013–17 September 2016
Mr Zeth Malele is non-executive chairman of Sandford (Pty) Ltd and non-executive
deputy chairman of the Gauteng Growth and Development Agency, Meadow Star
Investments 28 (Pty) Ltd, and Sec-Itech (Pty) Ltd. He also serves on the ICT
Governance Committee of the Ubank (Pty) Ltd Board and has held senior and
strategic management positions at, among others, the Gauteng Economic
Development Agency, Innovation Hub, Sybase SA, Ariel Technologies, Arivia.kom,
Paracon Holdings, Blue IQ Holdings, debis Systemhaus (now T-Systems) and the SA
Electrotechnical Export Council. He was part of the Presidential National
Commission on Information Society and Development, and advises the Limpopo
Premier on technology.
Adv T Masuku
BA (University of Zimbabwe), LLB (UCT) LLM (International Business Law) (Vrije Universiteit, Amsterdam)
Non-Executive Board Member: 18 September 2013–17 Sept 2016 (resigned 25 June 2014)
Advocate Thabani Masuku is an admitted advocate of the High Court of South Africa
and member of the Cape Bar. He is also chairperson of the Cape Bar Council Human
Rights Committee and a previous chairperson of Advocates for Transformation in the
Western Cape. His practice covers constitutional and public law litigation, commercial
litigation (contract, companies), insurance, internet law, criminal law and commercial
arbitrations. He worked as a researcher for Justice Richard Goldstone at the
Constitutional Court, as a consultant at the World Bank in Washington DC, at the
NEPAD Secretariat (on secondment by IDASA) and was involved in formulating
political and economic governance indicators.
Adv BM Matlejoane
B Proc. LLB
Alternate Board Member: 21 November 2012–20 Nov 2015 (Interim Board)
Non-Executive Board Member: Reappointed 18 September 2013–17 September 2016
Advocate Beatrice Matlejoane started her judicial career at D.H Zondi Attorneys, after
which she became a practising advocate of the High Court from 2003 to date. The
nature of her work includes, litigation, drafting of pleadings including opinions, as
well as appearances in the Constitutional Court.
SITA ANNUAL REPOR T 2014/201542
Mr JS Mngomezulu
B.Com. (Acc.) (Unisa), Master of Business Leadership (MBL) (Unisa)
Non- Executive Board Member: 21 November 2012–20 November 2015 (interim Board)
Non-Executive Board Member: Reappointed 18 September 2013–17 September 2016
Mr Stadi Mngomezulu is Deputy Director-General at National Treasury and sits on the
boards of the Government Employees Pension Fund (GEPF) and the Finance and
Accounting Services Sector Education and Training Authority (FASSET). He gained
hands-on experience in multi-national organisations such as Lucent Technologies,
Mercedes-Benz and Colgate-Palmolive. His expertise is in accounting, finance,
compliance, governance, risk and strategy.
Dr A Mokgokong
Bsc (University of Botswana), MBCHB (Medunsa), D.Com. Honoris Causa (Commerce) (Unisa)
Alternate Board Member: 21 November 2012–20 November 2015 (interim Board)
Non-Executive Board Member: Reappointed 18 September 2013–17 September 2016 (resigned May 2014)
Dr Anna Mokgokong is the co-founder and executive chairperson of Community
Investment Holdings (Pty) Ltd. She has been chairperson and director of Rebosis
Property Fund Limited since April 2011 and serves on the boards of the following
companies: Malasela Taihan Electric Cable Pty Ltd (M-Tec), Community Healthcare
Holdings (Pty) Ltd and subsidiaries Conlog (Pty) Ltd, Nulec South Africa (Pty) Ltd,
Malesela Transmission and Distribution (Pty) Ltd, CZ Electronics, MCT (Pty) Ltd, and
Crossroads Ventures (Pty) Ltd. She is also a director of Cape Resources Plc, Afrocentric
Investment Corp, Jasco Electronics Holdings, and Community Investment Ventures.
Mr Z Nomvete
Certificate in Aeronautical Engineering (Ireland), Diploma and Licence in Aviation Maintenance (Ethiopia),
Diploma as Flight Engineer B727 (Ethiopia), Management Advancement Programme (Wits Business School)
Alternate Board Member: 21 November 2012–20 November 2015 (interim Board)
Non-Executive Board Member: Reappointed 18 September 2013–17 September 2016
Mr Zukile Nomvete is chairman of Dragon Pride International Holdings, a non-
executive director of Aurco (Pty) Ltd and was previously a non-executive director at
the South African Civil Aviation Authority. He has been Chairman of the Board for
Great North Transport, South African Rail Commuter Corporation (now PRASA), the
Gauteng Tourism Authority, 1Time Airlines, Moving Into Dance Mophathong and
Pekwa Travel. He was Deputy Chair of the Civil Aviation Authority and a director at the
Airports Company of SA, SUNAIR and the Tourism Business Council of SA. He
previously served as executive director of Transnet responsible for SAA and its
subsidiaries as well as Transnet’s property portfolio. He is an honorary colonel of the
South African Air Force and chairman of World Expo 2025 South Africa.
THE S ITA BOARD OF DIREC TORS 43
Mr G Victor
BSc (Engineering) (cum laude) (Wits), MSc (Stanford), MEng (Stanford), B.Compt Hons (Unisa), CA (SA)
Non-Executive Board Member: 18 September 2013–17 September 2016
Mr Graeme Victor is the group CEO of Du Pont Telecom (Pty) Ltd. Prior to joining Du
Pont, he was managing director at Tiscali World Online, Vodacom Service Provider
and Computicket. Before his various stints in senior management, he founded
Kessel Feinstein Consulting, growing it into a highly successful consulting business
over 10 years.
Ms M Williams
Non-Executive Board Member: 18 September 2013–17 September 2016
Ms Michelle Williams has held a number of key positions in the public and private
sectors. Her career includes being Government Chief Information Officer from 2007 to
2011 and head of research at the Department of Communications. Previously she
worked for Siemens, the National Institute for Economic Policy, the Education Policy
Unit, the Economic Policy Research Project and the Southern Africa Labour and
Development Research Unit.
Mr N Gosebo
MSc (Computer Science) (New Jersey Institute of Technology)
Non-Executive Board Member: 19 May 2014–17 September 2016
Mr Ntjatji Gosebo is Deputy Director-General in the Government Chief Information Office within the DPSA. With
over 30 years’ experience in information technology, he coordinates and consolidates public administration IT
efforts across the three spheres of government. He was Information Technology Advisor to the Minister of Public
Service and Administration between 1999 and 2003, and played a leading role in conceptualising and establishing
the Government IT Officers’ Council, as well as the SITA Amendment Act of 2002 and the e-Government Policy
Framework of 2001. He contributes thought leadership related to the adoption of information technology as a
strategic tool of public administration, particularly in developing economies. He has presented papers at
international and domestic conferences and been published in peer-reviewed journals.
SITA ANNUAL REPOR T 2014/201544
Mr M Ndlangisa
BSc Hons (Computer Science and Information Systems) (Rhodes University), MSc (Computer Science)
(Rhodes University), Higher Diploma in Computer Auditing, IEDP (Wits and London Business School)
Executive Director: 1 June 2014–31 May 2017
Mr Mboneli Ndlangisa has spent all of his working life in ICT. Before joining SITA, he
worked for MIH group as head of ICT Strategy and Business Development. The
responsibility entailed giving strategic support to all ICT subsidiaries within the
group. Before that, he held senior management positions in organisations such as
SSA (COMSEC), Standard Bank of South Africa and Telkom SA. He is a Certified
Information Systems Security Professional (CISSP) and Certified Information Security
Manager (CISM).
Lt General J Nkonyane (Ret.)
BSc (Statistics and Financial Accounting) (University of Toronto, Canada), MBL (Unisa)
Executive Director: 1 June 2014 – 31 May 2017
Lt General (Ret.) Justice Thulile Nkonyane is the former Chief Logistics of South African
National Defence Force (SANDF) in which he served from 1998 to 2014. He
championed the SANDF’s stewardship project that enabled the SANDF to achieve its
first unqualified audit opinion in 2011/2012. As Chairman of the Castle Control Board
(CCB), he orchestrated the repositioning strategy of the CCB that resulted in the
Castle of Good Hope (CGH) becoming a major player within the heritage and tourism
industry – a project that will result in CGH attaining the UNESCO Heritage Site listing.
Over the past 30 years, he has held various strategic positions, from serving as a
commander during the liberation struggle, to being a financial administrator in
various private sector entities in Canada. His areas of specialisation are strategic
planning, leadership, financial accounting and logistics.
Mr W Mudau
BSc Hons (Computer Science) (University of Limpopo), UED (University Education Diploma) (University of
Venda), MBA (University of North West – Potchefstroom University for CHE)
Alternate Board Member: 19 May 2014 – 17 September 2016
Mr Walter Mudau is a Chief Director at the DPSA responsible for policy, strategy and
regulations, ICT oversight and SITA oversight. Previously, he worked for more than 10
years at the University of Venda as Deputy Director: ICT Services where he was also a
part-time lecturer in statistics and business management. He has also lectured in
computer studies at a teacher training college and taught high school mathematics.
THE S ITA BOARD OF DIREC TORS 45
Mr DC Niddrie
B.Ed (University of Durban Westville)
Alternate Board Member: 18 September 2013–17 September 2016
Mr. Niddrie is a media, broadcasting and ICT sector strategy consultant. He was the co-founder and steering
committee member of the Campaign for Independent Broadcasting (CIB). On behalf of the CIB, Mr. Niddrie
contributed to media legislation and helped develop the process by which the first board of the SABC was
appointed. Previous positions include Executive Director of the Public Broadcasting Initiative, Director of
Broadcasting for the independent Media Commission and Head of Strategic Planning at the SABC.
Ms R Mokoena
”B.Juris. (University of Zululand), LLB (Natal), MBA (Milpark Business School)
Alternate Board Member: 19 May 2014–17 September 2016
Ms Refiloe Mokoena was admitted as an Attorney of the High Court of South Africa
in 1990. She practises for her own account as an attorney, regulator, liquidator, estate
agent, auctioneer and alternative dispute resolution practitioner. She has worked as
a member of the Broadcasting Complaints Commission of South Africa, where she
had to enforce the provisions of the Code of Conduct for the Broadcasters and ensure
compliance with the Code. She has also served on the ICASA Complaints and
Compliance Committee enforcing the provisions of the ICASA Act. She currently
serves on the Regulating Committee of the Airports Company of South Africa (ACSA)
and the Air Traffic Navigation Services (ATNS) where she is responsible for enforcing
the provisions of both the ACSA Act and ATNS Act.
Mr. G Ncanywa
BSc (Computer Science and Mathematical Statistics) (University of Fort Hare)
Alternate Board Member: 19 May 2014–17 September 2016
Mr Gracious Mnikelo Ncanywa is Applications Development and Maintenance
Manager at Standard Bank Limited. He held the same portfolio at the South African
Revenue Service (SARS) until being appointed Chief Architect for SARS modernisation
strategy. An avid ICT professional, he is also a founding member of the local Microsoft
subsidiary responsible for building the local technical capacity for support structures
in Southern Africa. Prior to joining Microsoft, he worked as an IBM Systems Engineer
in Mainframe Systems at companies such as General Motors, Ford Motor Company,
BP Southern Africa, SAB Miller and Daimler Chrysler.
SITA ANNUAL REPOR T 2014/201546
Adv J De Lange
BA (UCT), LLB (UCT)
Alternate Board Member: 19 May 2014–17 September 2016
Advocate Johnny de Lange runs a legal and policy consultancy, and currently advises
the Department of Environment Affairs and the Speaker of the National Assembly. He
was a Member of Parliament for 20 years (1994–2014), during which time he served
as chairperson of the Portfolio Committee on Justice (later including Constitutional
Development) and the Portfolio Committee on Water and Environmental Affairs, and
was Deputy Minister for Justice and Constitutional Development (2004–2009). He
was appointed as Advocate of Supreme Court of South Africa (Cape Division) in 1984
and member of the Cape Bar from 1985 to 1993. From 1994 to 1996, he served as a
member of the Constitutional Assembly, which was responsible for the drafting and
adoption of South Africa’s Constitution in 1996
.
BOARD AT TENDANCE 47
BOARD ATTENDANCE
NAME BOARD SPECIAL BOARD
BOARD DEVELOPMENT
WORK SESSIONS INDUCTION NOTES
Jerry Vilakazi (Chairperson) 7/7 7/7 3/3 2/4 0/1
Dr Vuyo Mahlati (Dep. Chairperson
3/7 2/7
1/3
Attended the
first day only
2/4 - Resigned on 13 August 2014
Freeman Nomvalo (Managing)
7/7 5/7 3/3 4/4 1/1
Nozipho January Bardill - - - - -On sabbatical from January
2014 to 31 March 2015
Seadimo Chaba 7/7 5/7 3/3 2/4 -
Zeth Malele 7/7 6/7 2/3 3/4 -
Thabani Masuku - 1/7 - 2/4 - Resigned on 25 June 2014
Beatrice Matlejoane 6/7 2/7 - - -
Stadi Mngomezulu 4/7 5/7 3/3 2/4 -
Dr Anna Mokgokong 1/7 1/7 - 1/4 - Resigned on 26 May 2014
Zukile Nomvete 6/7 4/7 - 3/4 -
Graeme Victor 7/7 6/7 1/3 3/4 -
Michelle Williams 6/7 5/7 3/3 3/4 -
Ntjatji Gosebo 2/7 1/7 3/3 1/4 1 Appointed on 19 May 2015
Mboneli Ndlangisa 5/7 4/7 3/3 2/4 1 Appointed on 1 June 2014
Lt. General Justice Nkonyane (Ret.)
5/7 3/7 3/3 2/4 1 Appointed on 1 June 2014
Walter Mudau (Alternate) 6/7 5/7 3/3 3/4 -
David Niddrie (Alternate) - - - - - Never attended
Refiloe Mokoena (Alternate) 5/7 4/7 3/3 1/4 1 Appointed on 19 May 2015
Johnny de Lange (Alternate) 3/7 1/7 3/3 - - Appointed on 19 May 2015
Gracious Ncanywa (Alternate)
4/7 4/7 3/3 2/4 1 Appointed on 19 May 2015
SITA ANNUAL REPOR T 2014/201548
BOARD COMMITTEES
Each Board Committee is governed by a charter or terms of reference approved by the Board, and
committee membership is restricted to Board members only. The committees are:
1. Audit, Risk and Compliance Committee (ARCC)
2. Human Resources, Nomination and Remuneration Committee
3. Social and Ethics Committee
4. ICT, Innovation and Research and Development (ICT, RDI) Committee
5. Procurement Committee
6. Chairpersons’ Committee
Audit, Risk and Compliance CommitteeThe ARCC is established in terms of Section 51(1)(a)(ii) of the PFMA and Section 27.1.1 of the Treasury Regulations
and operates according to terms of reference that are reviewed annually by the Board. The committee’s
responsibilities include:
Monitoring compliance with relevant legislation and ensuring that management addresses any instances
of non-compliance and that appropriate internal management controls are implemented and maintained
to protect SITA’s interests and assets.
Monitoring and reporting on organisational performance against predetermined objectives.
Reviewing the activities and effectiveness of the Internal Audit Department.
Evaluating the independence, objectivity, effectiveness and cost of the external auditors.
Reviewing the accounting and auditing concerns identified by internal and external audits.
Reviewing the accuracy, reliability and credibility of financial reporting.
Overseeing SITA’s financial and non-financial risk management and controls, including IT risks and controls.
Reviewing management decisions related to accounting policies, practices and disclosures.
Enquiring about operational and financial risk identification, and the measures in place to contain these risks.
Monitoring and reporting on instances of fraud and corruption.
Reviewing periodically and approving the Committee Charter and ensuring compliance with SITA’s Code
of Conduct.
Regularly reporting to the Board and recommending the AFS, Annual Report and the external auditors’
report for approval by the Board.
Human Resources, Nominations and Remuneration CommitteeThe Human Resources, Nomination and Remuneration Committee comprises non-executive directors, and
management attends meetings by invitation. The committee’s responsibilities include:
Making recommendations to the Board on executive management appointments
Overseeing and monitoring the human capital management strategies and implementation
Determining the organisation’s general policy on remuneration
Recommending to the Board specific remuneration packages for executive management
BOARD COMMITTEES
Each Board Committee is governed by a charter or terms of referen
committee membership is restricted to Board members only. The committe
1. Audit, Risk and Compliance Committee (ARCC)
2. Human Resources, Nomination and Remuneration Committee
3. Social and Ethics Committee
4. ICT, Innovation and Research and Development (ICT, RDI) Committee
5. Procurement Committee
6. Chairpersons’ Committee
A dit Ri k d C li C itt
BOARD COMMIT TEES 49
Social and Ethics Committee
The Social and Ethics Committee comprises non-executive directors, and management attends meetings by
invitation. The committee’s responsibilities include:
Monitoring the agency’s activities, having regard to any relevant legislation, other legal requirements or
prevailing codes of best practice
Promoting good corporate citizenship
Promoting environment, health and public safety, including the impact of the agency’s activities, products
or services
Overseeing client relationships, including the agency’s advertising and public relations
Monitoring labour and employment issues, including the agency’s standing in terms of the International
Labour Organisation Protocol on decent work and working conditions, and the agency’s employment
relationships and contribution towards the educational development of its employees.
ICT, Innovation and Research and Development Committee The ICT, RDI committee comprises non-executive directors, and management attends meetings by invitation.
The committee’s responsibilities include:
Ensuring that SITA’s overall IT systems and strategy are managed effectively
Monitoring the efficiency and effectiveness of stakeholder relations
Ensuring effective marketing of SITA’s services, systems and products
Maintaining best practices in client services with world-class standards and turnaround times
Sustaining a customer-centric organisational culture wherein SITA’s clients come first
Establishing SITA as a leader in research and development, and a training corporate entity which designs
local solutions that enhance service delivery using the world’s best practices
Procurement CommitteeThe Procurement Committee comprises non-executive directors, and management attends meetings by
invitation. The committee’s responsibilities include:
Providing the final evaluation and approval of all tenders that are recommended by management for
award in line with the PFMA and Treasury Regulations
Renewing contracts that have expired
Before this committee approves any tenders, the Internal Audit Department executes agreed procedures for
tenders within the R30-million threshold; tenders beyond this amount are submitted for external review.
Chairpersons’ CommitteeThe Chairperson of the Board chairs the Chairpersons’ Committee whose members are the other committee
chairpersons, and management attends the meetings by invitation. The committee’s responsibilities include:
Overseeing key SITA strategic activities
Identifying, promoting and evaluating inter-committee linkages and synergies
Reviewing annually, and when necessary, the corporate performance of SITA
SITA ANNUAL REPOR T 2014/201550
Conducting periodic reviews of SITA’s role, functioning and mandates
Overseeing the Board decisions with respect to high risk areas
Supervising all communication and stakeholder management initiatives of SITA
Acting on behalf of the Board between Board meetings.
The Board recognises that it is ultimately accountable and responsible for the performance and affairs of SITA
and that the use of delegated authorities to Board Committees and management does not discharge the Board
and its directors of their duties and responsibilities.
Attendance of Board and Committee Meetings 2014/2015
MEMBERS BOARD AUDIT, RISK & COMPLIANCE
HR, NOMINATIONS & REMUNERATION
SOCIAL & ETHICS PROCUREMENT ICT, RDI CHAIRPERSONS’ PARLIAMENTARY
Number of Sittings 19 7 9 3 11 9 2 4
Mr J Vilakazi 17 2 2
Dr V Mahlati 6 4 4 1
Ms S Chaba 16 8 2 5 2
Mr Z Malele 17 1 10 9 1 4
Adv T Masuku 1 1 0 1
Adv B Matlejoane 8 1 2 2
Mr J Mngomezulu 12 1 0 9
Dr A Mokgokong 2 - 1 1
Mr Z Nomvete 12 6 5 2 1 1 3
Mr G Victor 16 6 8
Ms M Williams 16 7 7 2
Mr W Mudau 12 4 7
Mr N Gosebo 8
Mr G Ncanywa 13 3 1 5
Adv L De Lange 7 1
Ms R Mokoena 13 3 0 6 1
Mr F Nomvalo 17
BOARD COMMIT TEES 51
Table 8: In-year changes in Board committee membership
NAME PRIOR TO 29 APRIL 2014 AFTER 29 APRIL 2014
Mr J Vilakazi Chairpersons’ Committee Chairpersons’ Committee
Dr V Mahlati Chairpersons’ Committee
ICT, RDI Committee
Procurement Committee
Chairpersons’ Committee
ICT, RDI Committee
Procurement Committee
Ms S Chaba
Human Resources, Nominations and
Remuneration Committee
Social and Ethics Committee
Procurement Committee
Chairpersons’ Committee
Human Resources, Nominations and
Remuneration Committee
Social and Ethics Committee
Procurement Committee
Chairpersons’ Committee
Mr Z Malele Audit, Risk and Compliance Committee
ICT, RDI Committee
ICT, RDI Committee,
Procurement Committee
Chairpersons’ Committee
Adv T Masuku Audit, Risk and Compliance Committee
Human Resources, Nominations and
Remuneration Committee
Human Resources, Nominations and
Remuneration Committee
Social and Ethics Committee
Procurement Committee
Adv B Matlejoane
Audit, Risk and Compliance Committee
Human Resources, Nominations and
Remuneration Committee
Social and Ethics Committee
Audit, Risk and Compliance Committee
Human Resources, Nominations and
Remuneration Committee
Social and Ethics Committee
Mr J Mngomezulu Audit, Risk and Compliance Committee
Procurement Committee
Procurement Committee
Chairpersons’ Committee
Dr A Mokgokong Human Resources, Nominations and
Remuneration Committee
Social and Ethics Committee
Human Resources, Nominations and
Remuneration Committee
Social and Ethics Committee
Mr Z Nomvete
Human Resources, Nominations and
Remuneration Committee
Audit, Risk and Compliance Committee
Social and Ethics Committee
Human Resources, Nominations and
Remuneration Committee
Audit, Risk and Compliance Committee
Chairpersons’ Committee
Mr G Victor Audit, Risk and Compliance Committee
ICT, RDI Committee
Audit, Risk and Compliance Committee
ICT, RDI Committee
Ms M Williams ICT, RDI Committee
Audit, Risk and Compliance Committee
ICT, RDI Committee
Audit, Risk and Compliance Committee
Mr N Gosebo ICT, RDI Committee
Mr W Mudau (Alternate) ICT, RDI Committee
Audit, Risk and Compliance Committee
Mr G Ncanywa (Alternate)ICT, RDI Committee
Human Resources, Nominations and
Remuneration Committee
Adv L De Lange (Alternate) Audit, Risk and Compliance Committee
Ms R Mokoena (Alternate)
Human Resource, Nominations and
Remuneration Committee
Procurement Committee
Social and Ethics Committee
Mr F Nomvalo
Lt. Gen. J Nkonyane (Ret.)
Mr. Mboneli Ndlangisa
SITA ANNUAL REPOR T 2014/201552
RISK MANAGEMENT
In terms of the PFMA, Treasury Regulations and good corporate governance, the company should
strive to ensure that responsibility for risk management is vested at all levels of management and that
the risk management strategy is incorporated into the agency’s language and culture, and embedded in the
behaviour and mind-set of its people. SITA’s risk management is guided by the Board-approved Risk Management
Policy and Framework. The Risk Management Strategy details the initiatives and activities, and is approved by
the Chairman of the ARCC.
Corporate risk management involves identifying events or circumstances, and assessing their likelihood, impact
and severity, especially when changes occur in the operating environment. For example, risks and mitigation
plans may be required when restructuring the company, evaluating new projects or expanding to new markets.
Risks are not limited to sudden, abrupt events but can arise from gradual changes over time. Risks may be
strategic, operational and financial.
SITA carries out an annual risk assessment in the first quarter of the financial year, and the Risk Management
Division follows up throughout the year to ensure that risk mitigation and management plans are implemented.
In 2014/15, a risk assessment was conducted in the first quarter according to the Risk Management Plan.
Departments had their own operational risk registers to monitor and implement the mitigation plans as per the
agreed dates. The Risk Management Division followed up on the implementation and gave quarterly progress
reports to the ARCC, which presents the risk management quarterly reports to the Board for approval. By the
end of the financial year, 68% of the mitigation plans had been implemented, with the remaining 32%
comprising risk mitigation plans that are implemented over a long period of time.
To ascertain the current level of SITA’s risk management maturity, Corporate Executive Board (an independent
international risk management assessing body) conducted an organisation-wide survey in 2014/15. The
assessment found that SITA’s current risk maturity level is 3+.
RISK MANAGEMENT
In terms of the PFMA, Treasury Regulations and good corporate go
strive to ensure that responsibility for risk management is vested at all
the risk management strategy is incorporated into the agency’s language an
behaviour and mind-set of its people. SITA’s risk management is guided by the Bo
Policy and Framework. The Risk Management Strategy details the initiatives an
the Chairman of the ARCC.
Corporate risk management involves identifying events or circumstances, and a
and severity, especially when changes occur in the operating environment. F
plans may be required when restructuring the company, evaluating new projec
INTERNAL CONTROL 53
INTERNAL CONTROL
The Board is ultimately responsible for establishing a framework of internal controls. These controls
are designed to provide cost-effective assurance of the financial wellness and financial management of
the company. The internal control environment includes the assignment of authority and responsibility,
segregation of duties, supervision, integrity and ethical values, and governance structures. It is managed by
management and monitored by the Internal Audit Department.
Despite the internal controls in place, in 2014/15 the Internal Audit (and the Auditor-General) identified internal
control weaknesses. These were reported to management for appropriate corrective action. The Executive
Committee and the ARCC monitor the implementation of corrective actions.
Internal Audit DepartmentThe Internal Audit Department reports functionally to the ARCC (see page 64). It focuses on the risk, governance
and control processes of the agency and is responsible for expressing an opinion on the adequacy and
effectiveness of the internal controls within those processes. The department currently has the following
divisions:
Internal Audit Assurance Services
Information Technology Assurance Services
Integrity Assurance Services
Performance Audit Services
Professional Technical Audit Service
During 2014/15, Internal Audit conducted 238 audit projects (114 planned and 124 unplanned) in the following
areas: supply chain management, risk management, delegation of authority, Oracle enterprise resource planning
(ERP) infrastructure, national key points, data centres and provincial operations, and segregation of duties. The
audits identified areas where controls are inadequate and ineffective. Progress continues to be made, particularly
in SCM (acquisition management), finance (cash management), information security (governance) and SITA’s
ERP system. However, the current governance levels need to improve further, to provide management and the
Board with the appropriate level of assurance.
ROL
ble for establishing a framework of internal controls. These controls
ective assurance of the financial wellness and financial management of
rol environment includes the assignment of authority and responsibility,
on, integrity and ethical values, and governance structures. It is managed by
the Internal Audit Department.
lace, in 2014/15 the Internal Audit (and the Auditor-General) identified internal
e reported to management for appropriate corrective action. The Executive
or the implementation of corrective actions.
SITA ANNUAL REPOR T 2014/201554
COMPLIANCE WITH LAWS AND REGULATIONS
To ensure compliance with laws and regulations, the Audit, Risk and Compliance Committee (see page 64),
the Company Secretary (see page 74) and the following divisions within SITA have a role to play:
The Finance Division maintains a PFMA checklist, as recommended by National Treasury, and updates the
checklist every month
The Corporate Services Division ensures that SITA is compliant with all applicable human resource
management and facility management laws and regulations
The Legal Services Division assists with interpreting the laws and regulations applicable to SITA
The ICT Service Delivery Division ensures that SITA is compliant with all applicable ICT laws
COMPLIANCE WITH LAWS ANREGULATIONS
To ensure compliance with laws and regulations, the Audit, Risk and Comp
the Company Secretary (see page 74) and the following divisions within SITA h
The Finance Division maintains a PFMA checklist, as recommended by Nati
checklist every month
The Corporate Services Division ensures that SITA is compliant with all appl
management and facility management laws and regulations
The Legal Services Division assists with interpreting the laws and regulation
The ICT Service Delivery Division ensures that SITA is compliant with all app
FRAUD AND CORRUPTION 55
FRAUD AND CORRUPTION
SITA has adopted a zero tolerance stance towards fraud and corruption. The agency has a robust Anti-
Corruption and Anti-Fraud Strategy, designed to deter, detect and resolve issues of unethical behaviour
perpetrated within and against SITA. The strategy focuses on preventing, deterring and detecting corruption,
fraud and other crimes of dishonesty, and is supported by fraud awareness training and education initiatives.
The strategy is regularly reviewed and updated, in line with good governance practices.
Key components of the strategy include:
The SITA Code of Ethics
Training on SITA’s policies and procedures, rules and regulations
Restricting suppliers who engage in unethical behaviour
Conducting fraud and corruption detection reviews
Conflict of interest checks
Vetting of employees
Fraud risk workshops
Regular presentations and formal training for employees on the manifestations of fraud and corruption
within SITA
Communication campaigns (ethics and integrity)
Progress reports on the implementation of this strategy are regularly given to the relevant Board Committees.
SITA has established an independent Ethics Line where employees and stakeholders can anonymously report
any irregular practices. The Ethics Line operates 24/7, 365 days of the year. Operators are able to take calls in all
official languages. Other reporting channels include SMS, fax, email and Free Post. SITA’s Ethics Line is supported
by SITA’s Whistle-blowers Policy, which is based upon and aligned to the Protected Disclosures Act (No. 26 of
2000), which came into effect on 16 February 2001. In order to comply with the Act, SITA strives to create a
culture that facilitates the disclosure of information by employees relating to criminal and other irregular
conduct in the workplace, and to promote the eradication of criminal and other irregular conduct within SITA.
SITA’s Anti-Corruption and Anti-Fraud Strategy is further bolstered by SITA’s Anti-Corruption and Anti-Fraud
Policy and Response Plan, which serves to confirm SITA’s zero tolerance stance and to reinforce existing systems,
policies, procedures, rules and regulations. Reported allegations of fraud, corruption or other crimes of
dishonesty committed by any employee of SITA are pursued by thorough investigation and to the full extent of
the law. This may include taking disciplinary action within a reasonable period of time after the incident,
instituting civil action, initiating criminal prosecution by reporting the matter to the SAPS or any other relevant
law enforcement agency, and any other appropriate and legal remedy available.
RRUPTION
ce stance towards fraud and corruption. The agency has a robust Anti-
tegy, designed to deter, detect and resolve issues of unethical behaviour
SITA. The strategy focuses on preventing, deterring and detecting corruption,
nesty, and is supported by fraud awareness training and education initiatives.
d and updated, in line with good governance practices.
include:
d procedures, rules and regulations
SITA ANNUAL REPOR T 2014/201556
MINIMISING CONFLICT OF INTEREST
Executives, prescribed officers, managers, all SITA employees and consultants have a legal and
ethical obligation to act in the best interest of the agency. Therefore, they are not allowed to pursue
interests that are in conflict with and/or undermine the interests of SITA. The purpose of the SITA Conflict
of Interest Policy, read with the SITA Code of Ethics and the SITA Policy on Gifts and Entertainment, is:
To enable directors, executives, prescribed officers, managers, employees and consultants to acquire and
maintain personal outside interests, provided that these interests do not interfere, or have the potential to
interfere, with their obligations to SITA, or improperly influence the judgment expected of them when
acting on behalf of SITA.
To protect directors, executives, prescribed officers, managers, employees and consultants from real or
perceived charges of conflict of interest, by providing a mechanism for the objective review and approval
of any personal outside interests held by them and establishing a formal procedure for dealing with any
possible conflicts of interest.
To protect and manage the reputational risks of SITA, by avoiding any real or perceived bias or self-interest
by directors, executives, prescribed officers, managers, employees and consultants acting in situations
where SITA has approved the holding of personal outside interests.
To allow transactions to be treated as valid and binding, even though an affected person has, or may have,
a conflict of interest with respect to that transaction.
The primary objectives of this policy are:
To promote and enforce ethical business practices and standards in SITA
To provide guidance on the behaviours expected in accordance with the values of SITA
To promote transparency and avoid conflicts of interest
To ensure fairness and consistency in decision-making
To document the process for the disclosure, approval and review of activities which may amount to actual,
potential or perceived conflicts of interest
To provide a mechanism for the objective review of personal conflicts of interests
Each person shall at least annually, or as and when changes occur, complete a declaration form. Any person with a
conflict of interest with respect to a contract or transaction must disclose this in writing to the Company Secretary.
In the case where the contract or transaction will be considered at a Board or Board Committee meeting, any person
with a conflict of interest must disclose all material facts to the Chairman of the Broad or the Board Committee prior
to the meeting. Any person with a conflict of interest will not participate nor be permitted to hear the Board’s or
Committee’s discussion of the matter except to disclose material facts and to respond to questions. There is an
obligation to report all incidents which are clearly in contravention of the SITA on Conflict of Interest, the SITA Code
of Ethics, the SITA Gifts and Entertainment Policy, or the Prevention and Combating of Corrupt Activities Act (No. 12
of 2004). Any person who suspects that the Act has been contravened should immediately report it to the Office of
the Company Secretary, the Chief Executive Officer or the Chairman of the Social and Ethics Committee. If prima
facie evidence exists that the Act has been transgressed, the matter should be reported to the SITA ethics officer or
legal adviser who may, if necessary and after appropriate consultation with the Company Secretary, Chief Executive
Officer or the Chairman of the Social and Ethics Committee, have the matter reported to SAPS.
MINIMISING CONFLICT
Executives, prescribed officers, managers, all SITA employees a
ethical obligation to act in the best interest of the agency. Therefore
interests that are in conflict with and/or undermine the interests of SITA.
of Interest Policy, read with the SITA Code of Ethics and the SITA Policy on G
To enable directors, executives, prescribed officers, managers, employees a
maintain personal outside interests, provided that these interests do not in
interfere, with their obligations to SITA, or improperly influence the judgme
acting on behalf of SITA.
To protect directors, executives, prescribed officers, managers, employees a
perceived charges of conflict of interest, by providing a mechanism for the
of any personal outside interests held by them and establishing a formal pr
CODE OF CONDUC T 57
CODE OF CONDUCT
The purpose of the SITA Code of Conduct is to establish a set of ethical values and standards
that are consistent with the objects and vision of SITA, and the constitutional and legal framework.
All business conduct should be well above the minimum standards required by law. Accordingly, employees
must ensure that their actions cannot be interpreted as contravening, in any way, the laws and regulations
governing the SITA’s operations. Anything prohibited by the SITA’s policies, applicable laws and regulations
would still be prohibited even if done on behalf of a SITA Board member or SITA employee representing SITA.
All Board members and SITA employees are required to comply with the Code. The principles contained in the
Code also apply to contract labour, consultants, temporary employees, part-time employees, casual employees,
suppliers and others acting for and on behalf of SITA. Although SITA has limited legal rights to enforce the Code
on its goods and service providers, SITA can exercise moral persuasion to gain compliance or choose not to
enter into business relationships with providers who do not comply with the Code. SITA will not conclude
contracts or collaborate with any third party that has sought in any sphere of activity to improperly influence
day-to-day activities and decision-making within SITA.
SITA will consider any contravention of the Code as a serious matter. In a similar vein, any investigation that is
conducted into any suspected or alleged contravention will be treated confidentially.
Any Board member or employee who believes that their actions have, or may have, been in contravention of the
Code should report the matter to their immediate supervisor, to a person at management level, to the Chairperson
of the Board, the Chairperson of the Social and Ethics Committee, the Chief Executive Officer, or the Company
Secretary as the case may be. Any Board member or employee who suspects that a fellow Board member or
employee has contravened the Code should report this promptly and confidentially, preferably in writing, to their
immediate supervisor, to a person at management level, or to the Chairperson of the Board, the Chairperson of the
Social and Ethics Committee, the Chief Executive Officer, or the Company Secretary as the case may be. The Board
member or employee making the report should not confront the suspected individual. This will facilitate the
maintenance of confidentiality and impartiality of any subsequent investigation into the matter and also limit the
risk of damaging the reputation of the suspected person should the suspicion be unfounded.
Any breach or suspected breach of ethical standards by a Board member or employee will be dealt with in
accordance with the applicable disciplinary policies and procedures. It is the Board’s responsibility to bring any
breach of ethical standards by a Board member to the attention of the President of the Republic of South Africa
through the office of the responsible Minister.
UCT
f Conduct is to establish a set of ethical values and standards
cts and vision of SITA, and the constitutional and legal framework.
well above the minimum standards required by law. Accordingly, employees
cannot be interpreted as contravening, in any way, the laws and regulations
. Anything prohibited by the SITA’s policies, applicable laws and regulations
done on behalf of a SITA Board member or SITA employee representing SITA.
ployees are required to comply with the Code. The principles contained in the
ur, consultants, temporary employees, part-time employees, casual employees,
nd on behalf of SITA. Although SITA has limited legal rights to enforce the Code
SITA ANNUAL REPOR T 2014/201558
COMPANY SECRETARY
All directors have access to the advice and services of the SITA Company Secretary, who is responsible
to the Board for ensuring compliance with established procedures, statutes and regulations. The
Company Secretary’s responsibilities include:
Ensuring that directors (individually and collectively) are aware of, and understand, the law applicable or
relevant to SITA; and are kept abreast of changes in the law, the implications of the changes and how to
respond to the changes
Ensuring that SITA is compliant with all applicable laws and regulations, and that the Board of Directors is
conversant and complies with the provisions of the SITA Act, the Companies Act, the Companies
Regulations and the PFMA
Inducting and orienting new directors, and guiding directors as to their duties, responsibilities and powers,
in particular with reference to ethics and good governance
Providing legal advice to the Board and Board Committees on issues pertaining to and of SITA
Assisting with Board Strategy and APP development, and monitoring performance against predetermined
objectives
Ensuring the Board has relevant, accurate, timely and complete information in order to monitor, review,
make decisions and report to shareholders
Preparing agendas for Board and Board Committee meetings in consultation with the Chairperson of the
Board and Chairpersons of Board Committees, and ensuring that adequate notice of meetings is given and
all meeting papers and other important information are provided in time
Ensuring that Board meetings are properly constituted, and providing support to the Board Chairperson
and the Chairpersons of Board Committees during and outside meetings so as to ensure the proper
running of Board and Board Committee meetings
Developing Board and Board Committee Terms of Reference, Policies and Procedures for approval by the
Board and ensuring that they are regularly reviewed, and that Board policy, resolutions, instructions and
wishes are consistently implemented
Arranging indemnification for directors to the extent allowed by the law, and ensuring the protection of
the intellectual property of SITA and that the interests of SITA are protected when contracting
Ensuring that the Board has comprehensive communication and stakeholder management frameworks,
strategies, policies and programmes
Acting as chief correspondent of SITA, and ensuring the preservation of institutional memory as prescribed
by legislation and policy, or as deemed appropriate by the Board
COMPANY SECRETARY
All directors have access to the advice and services of the SITA Comp
to the Board for ensuring compliance with established procedures
Company Secretary’s responsibilities include:
Ensuring that directors (individually and collectively) are aware of, and unde
relevant to SITA; and are kept abreast of changes in the law, the implication
respond to the changes
Ensuring that SITA is compliant with all applicable laws and regulations, and
conversant and complies with the provisions of the SITA Act, the Companie
Regulations and the PFMA
Inducting and orienting new directors, and guiding directors as to their du
PART D:HUMAN CAPITAL MANAGEMENT
SITA ANNUAL REPOR T 2014/201560
In 2014/15, the SITA Board approved the Human Capital Management Strategy, which
defines specific focus areas that support the achievement of the SITA Corporate Strategy
from a people perspective, through proper human capital planning and well-developed
policies, practices and programmes.
In 2014/15, the Board also approved the following human resources (HR) policies and strategies:
Talent Management Strategy and Framework
Succession Management Policy
Career Management Policy
Organisational Development and Design Policy
Human Capital Planning Policy
Relocation, Secondment and Transfers Policy
Rewards and Recognition Policy
Competency Assessment Policy
The implementation of these strategies and policies will go a long way in ensuring that SITA achieves its
objective of becoming a performing organisation. These policies were institutionalised through company-wide
awareness roadshows.
The following human capital management priorities were set for 2014/2015:
Table 9: Human capital management priorities (2014/2015)
HIGH LEVEL INTERVENTIONS / PROGRAMMES YEAR 1 STATUS IMPACT
STRATEGIC OUTCOME 1: SITA AS AN EMPLOYER OF CHOICE
Develop and implement a comprehensive Employee
Value Proposition (EVP)
Develop an integrated talent management strategy
and framework.
Review the HR development strategy.
Develop and approve retention strategy.
Approve the leadership development strategy.
Approve and implement work from home policy.
PARTIALLY ACHIEVED
SITA is able to compete to attract and retain the best
skilled employees in the ICT market.
85% of employees have completed their performance
contracts on the ERP system whilst 56% completed their
interim performance reviews
For the third successive year (since 2012), the Top
Employers Institute certified SITA as a Top Employer in
South Africa.
A memorandum of understanding is in place with North
West University to finalise the EVP.
Continued
In 2014/15, the SITA Board approved the Human Capi
defines specific focus areas that support the achievemen
from a people perspective, through proper human capita
policies, practices and programmes.
In 2014/15, the Board also approved the following human resources (HR) po
Talent Management Strategy and Framework
Succession Management Policy
Career Management Policy
Organisational Development and Design Policy
Human Capital Planning Policy
Relocation, Secondment and Transfers Policy
Rewards and Recognition Policy
61
HIGH LEVEL INTERVENTIONS / PROGRAMMES YEAR 1 STATUS IMPACT
STRATEGIC OUTCOME 2: BUILD A HEALTHY ORGANISATION
Conduct organisational health assessment.
Conduct the OHI survey.
Implement large-scale intervention and CIBART
(conflict, identity, boundaries, authority, roles and tasks).
Implement stress management workshop.
Implement sports and recreation programmes.
Assess the need for family-friendly practices.
Comply to occupational health practices.
Benchmark catering services and training of SITA
catering staff.
Carry out a feasibility assessment of the gym facilities.
ACHIEVED
The OHI survey resulted in a score of 40, representing an
improvement of 10 points compared to 2013. This score
of 40 falls into the bottom quartile, which denotes a
weak organisational health profile.
(The OHI score is the best available predictor of an
organisation’s future capacity to perform. Companies in
the top quartile perform on average three times better
financially and operationally.)
STRATEGIC OUTCOME 3: DEVELOP A HIGH PERFORMANCE AND INNOVATIVE ORGANISATION
Define and establish the SITA culture programme.
Implement the Arbinger culture training programme,
which is targeted at improving organisational culture
and conflict resolution.
Review the current performance management policy
and rewards programme.
Implement capacity-building programme to
empower managers and employees on performance
management.
Develop and approve rewards and recognition policy
and programme.
Conduct salary benchmarking across the business.
ACHIEVED
559 employees participated in the Arbinger Culture
training programme.
The Board approved the revised Integrated Performance
Management Policy.
The rewards and recognition policy and programme
were approved and implemented. 2156 employees
participated: 425 who were part of the pilot programme
and 1731 who received long-service awards.
2096 employees participated in job-relevant training, as
part of the capacity-building programme.
Salary benchmarking completed and is pending Board
approval.
STRATEGIC OUTCOME 4: CREATE A CUSTOMER-CENTRIC ORGANISATION
Conduct a needs analysis.
Appoint a training service provider.
Conduct customer service training.
ACHIEVED
The Customer Service Focus Programme was developed
and piloted.
STRATEGIC OUTCOME 5: FACILITATE TECHNICAL AND ORGANISATIONAL CAPABILITY
Develop and implement the Human Capital Plan.
Attract and retain top talent.
Implement learnership and internship programmes.
Implement workplace skills plan (WSP) to empower
SITAzens to fully leverage their capabilities.
Skills audit.
Approve succession and career management policies.
ACHIEVED
The Human Capital Planning Policy was approved and
the process piloted in the LAN & Desktop, Service
Management and Hosting, Storage & Printing divisions.
The WSP was approved and recorded an over-
achievement of 102% – 2096 employees (2049 planned
training) participated in job-related training. (1020
non-WSP related interventions were also implemented.)
The skills audit was implemented, covering 553
employees in the pilot areas.
The Board approved the succession and career
management policies.
SITA ANNUAL REPOR T 2014/201562
HUMAN CAPITAL MANAGEMENT
Employee Wellness
The Employee Wellness Programme is designed to help employees resolve their personal and emotional
difficulties that may be affecting their workplace performance and functioning. It is a short-term, therapy
programme that focuses on clarifying the problem, implementing solutions and monitoring progress. The result
is healthier, more productive employees with improved relations at home and at work. Every attempt has been
made to adhere to relevant standards of confidentiality and reporting excellence throughout the Employee
Assistance Programme (EAP) Report to EXCO. The annual utilisation rate for this period was 8.9%, which is within
the industry benchmark.
Face-to-face counselling is the preferred method for the employees to address their personal problems, and
123 individual cases were opened for the reporting period. Figure 2 shows the most common reasons for self-
referral by employees.
Figure 2: Top reasons for self-referral
Top presenting problems
Stress
Bereavement
Traumatic events
Couple Relationships
Family Issues
Phase of Life Adjustments
In response to the high level of stress among almost a quarter of SITA’s employees, a large-scale intervention
was rolled out across SITA, whereby individual and corporate health profiles were developed through medical
bio-metric assessments and health screenings. Budgets were allocated to ongoing wellness interventions,
which were developed based on the assessments. Stress management training sessions were conducted to
mitigate the high-stress levels for identified, high-risk individuals, and all employees were encouraged to use
SITA’s health and wellness services.
Employees affected by bereavement are supported through counselling interventions by SITA’s service partners,
and a spiritual development intervention was designed for roll-out across SITA offices. An external service
HUMAN CAPITAL MAN
Employee Wellness
The Employee Wellness Programme is designed to help employees reso
difficulties that may be affecting their workplace performance and functio
programme that focuses on clarifying the problem, implementing solutions and
is healthier, more productive employees with improved relations at home and
made to adhere to relevant standards of confidentiality and reporting excell
Assistance Programme (EAP) Report to EXCO. The annual utilisation rate for this
the industry benchmark.
Face-to-face counselling is the preferred method for the employees to addre
HUMAN CAPITAL MANAGEMENT 63
provider, Careways Services, provides counselling services for employees with couple relationship problems, as
well as financial wellness services, and audiology and eye screening clinics. A retirement and financial wellness
programme was also rolled out across SITA.
HR Challenges Faced by SITAWhile significant progress was made during 2014/15 with regard to human capital management, certain
challenges remain:
Vacancies. Out of a total 3255 approved permanent positions, 667 are vacant. The Organisation Design and
Development policy now delimits vacancies that have not been filled for six months or more. Dedicated
resources are to be allocated to expedite the filling of these vacancies
Employee turnover. The SITA turnover rate for the period was 16.8% which is slightly above the industry
norm of 15.2%. However, in the same period, an increase in the number of preventable resignations was
observed. Measures put in place to address this issue include: succession management, recognition and
reward, and validation of the salary scale compared to the ICT market
Employee equity. The EE targets achieved were 45% for gender (annual target was 50%) and 1.2% for
disability (annual target was 2%)
Employee morale. Low employee morale is still in the lower quartile as shown in the OHI Survey results
Fixed-contract employees. Amendments to the Labour Relations Act related to employees on fixed
contracts will entail cost and procedure changes
Table 10: High-level HR interventions/programmes (2015–2019)
YEAR 2 YEAR 3 YEAR 4 YEAR 5
STRATEGIC OUTCOME 1: SITA AS AN EMPLOYER OF CHOICE
Implement integrated talent
management strategy and
framework.
Implement corporate social
responsibility programme in
collaboration with
communication and
marketing.
Implement leadership
development programme.
Ensure conducive working
conditions for employees.
Implement the SITA
retention strategy.
Review and implement
talent management strategy
and framework.
Review and implement
corporate social
responsibility programmes
in collaboration with
communications and
marketing.
Monitor the implementation
of the talent management
strategy and framework.
Monitor the implementation
of the SITA retention strategy.
Monitor and evaluate.
Continued
SITA ANNUAL REPOR T 2014/201564
YEAR 2 YEAR 3 YEAR 4 YEAR 5
STRATEGIC OUTCOME 2: BUILD A HEALTHY ORGANISATION
Implement work stability
programme.
Implement awareness and
education programmes.
Implement family–friendly
practices.
Comply with occupational
health practices.
Establish day-care facilities
and wellness clinic services.
Implement improved health
menus.
Launch and promote the
gym facilities.
Enhance implemented
stability programmes.
Enhance implemented
awareness and education
programmes.
Implement family–friendly
practices.
Comply with occupational
health practices.
Sustain the day-care facilities
and wellness clinic services.
Sustain the improved health
menus.
Sustain and promote the
gym facilities.
Review implemented
stability programmes.
Review implemented
awareness and education
programmes.
Comply with occupational
health practices.
Monitor and evaluate use of
services.
Monitor and evaluate.
STRATEGIC OUTCOME 3: DEVELOP A HIGH PERFORMANCE AND INNOVATIVE ORGANISATION
Implement and monitor the
current performance
management policy and
rewards programme.
Implement rewards and
recognition programmes
linked to innovation.
Implement and embed the
High Performance
Organisation (HPO) model
and improvement plan.
Implement continuous
improvement initiatives to
drive the attainment of a
high performance culture.
Implement continuous
improvement initiatives to
drive the attainment of a
high performance culture.
Monitor and evaluate.
STRATEGIC OUTCOME 4: CREATE A CUSTOMER-CENTRIC ORGANISATION
Evaluate the impact of the
Customer Service Focus
Programme.
Monitor and evaluate. Monitor and evaluate. Monitor and evaluate.
STRATEGIC OUTCOME 5: FACILITATE TECHNICAL AND ORGANISATION CAPABILITY
Implement the Human
Capital Plan.
Attract and retain top talent.
Implement learnership and
internship programmes.
Conduct company-wide
skills audit.
Compile and implement
WSP.
Implement succession and
career management
processes.
Review and monitor the
Human Capital Plan.
Attract and retain top talent.
Review and implement
learnership and internship
programmes.
Compile and implement
WSP.
Review the implementation
of succession and career
management processes.
Review and monitor the
Human Capital Plan.
Attract and retain top talent.
Review and Implement
learnership and internship
programmes.
Compile and implement
WSP.
Review and monitor
succession and career
management processes.
Monitor and evaluate.
Attract and retain top talent.
Monitor and evaluate
implemented learnership
and internship programmes.
Compile and implement
WSP.
Monitor and evaluate
succession and management
processes.
HUMAN RESOURCE OVERSIGHT STATISTICS 65
HUMAN RESOURCE OVERSIGHT STATISTICS
Personnel Costs
TOTAL EXPENDITURE FOR THE ENTITY
(R’000)
PERSONNEL EXPENDITURE
(R’000)
PERSONNEL EXP. AS A % OF TOTAL EXP.
(R’000)NO. OF EMPLOYEES
AVERAGE PERSONNEL COST PER EMPLOYEE
(R’000)
R5 140 502 R1 206 496.64 23% 3356 R359.50
Personnel Costs by Occupational Category
OCCUPATIONAL CATEGORY
PERSONNEL EXPENDITURE
(R’000)AS % OF
PERSONNEL EXP. NO. OF EMPLOYEESAVERAGE PERSONNEL COST PER EMPLOYEE
(R’000)
Top management R18 768.77 2% 23 R816.03
Senior management R138 443.89 11% 145 R954.79
Professional qualified R172 909.63 14% 313 R552.43
Skilled R784 070.47 65% 2146 R365.36
Semi-skilled R84 325.71 7% 676 R124.74
Unskilled R7 978.17 1% 53 R150.53
TOTAL R1 206 496.64 100% 3356 R359.50
Performance RewardsSITA did not pay performance bonuses in 2014/15 because the company performance targets were not
achieved. However, awards in recognition of long service were paid out, amounting to R6 172 500.
RCE OVERSIGHT
ONNELDITURE 000)
PERSONNEL EXP. AS A % OF TOTAL EXP.
(R’000)NO. OF EMPLOYEES
AVERAGE PERSONNELCOST PER EMPLOYEE
(R’000)
496.64 23% 3356 R359.50
SITA ANNUAL REPOR T 2014/201566
Training Costs
OCCUPATIONAL CATEGORY
PERSONNEL EXPENDITURE
(R’000)
TRAINING EXPENDITURE
(R’000)
TRAINING EXPENDITURE AS A % OF PERSONNEL COST
NO. OF EMPLOYEES
TRAINED
AVG. TRAINING COST PER
EMPLOYEE (R’000)
Top management R18 768.77 R83.99 0.45% 16 R 5.25
Senior management R138 443.89 R2 799.91 2.02% 260 R 10.77
Professional qualified R172 909.63 R2 964.17 1.71% 356 R 8.33
Skilled R784 070.47 R14 478.26 1.85% 1946 R 7.44
Semi-skilled R84 325.71 R3 166.06 3.75% 531 R 5.96
Unskilled R7 978.17 R57.05 0.72% 8 R 7.13
Total R1 206 496.64 R23 549.43 1.95% 3117 R 7.56
Employment and Vacancies
ORGANISATION ARCHITECTURE PROGRAMME
SIYASHESHA - PLACEMENT AND MIGRATION MACRO STRUCTURE REALIGNMENT
2011/12 (V10.2) 2012/13 (V10.3) 2013/14 (V10.4)
Approved
structure #
positions
Actual
employee
headcount
Vacancies
Approved
structure #
positions
Actual
employee
headcount
Vacancies
Approved
structure #
positions
Actual
employee
headcount
Vacancies
3183 2436 1802 3221 2303 965 3239 2259 930
Note: all data as end March 2015
The challenge for SITA is finding suitable skills. To develop the requisite skills, intensive internship and learnership
programmes were implemented. An external service provider was also procured in order to expedite the
recruitment and placement process, as internal recruitment capacity was insufficient. SITA uses social media and
recruitment search engines such as LinkedIn and PNet to attract skilled resources.
HUMAN RESOURCE OVERSIGHT STATISTICS 67
Employment Changes
SALARY BAND EMPLOYMENT AT BEGINNING
OF PERIOD
APPOINTMENTS TERMINATIONS EMPLOYMENT AT END OF THE
PERIODOCCUPATIONAL CATEGORY PERM FTC TOTAL
Top management 18 6 5 11 6 23
Senior management 135 21 0 21 11 145
Professional qualified 325 3 3 6 18 313
Skilled 1791 164 277 441 86 2146
Semi-skilled 481 47 200 247 52 676
Unskilled 50 2 4 6 3 53
Total 2800 243 489 732 176 3356
Note: Board members and Learners are excluded from the employment figures at beginning of period but included in the figures at end of period because they are also included in the personnel costs.
Reasons for Staff Leaving
REASON FOR TERMINATION NUMBER % OF TOTAL NO. OF STAFF LEAVING
Abscondment 1 0.57%
Contractor resignation 56 31.82%
Deceased 12 6.82%
Dismissal 3 1.70%
Dissatisfaction: salary 1 0.57%
Early retirement: 55 > 60 2 1.14%
End of contract 19 10.80%
Full-time studies 2 1.14%
Ill health 1 0.57%
New career opportunities 51 28.98%
Personal – reason not disclosed 19 10.80%
Retirement 8 4.55%
Spouse Transferred 1 0.57%
Total 176 100.00%
Staff turnover 2014/2015 5.24%
SITA ANNUAL REPOR T 2014/201568
Labour Relations: Misconduct and Disciplinary Action
NATURE OF DISCIPLINARY ACTION NUMBER
Verbal warning 1
Written warning 2
Final written warning 2
Dismissal 2*
Settlements (employees exited) 6
Suspensions 13
Total number of cases 26
Note: Due to the negative effects of the Organisational Architect project, managers did not actively pursue disciplinary processes. One dismissal was settled out of court and converted to an employee exit. All suspensions were lifted except for one where the case against the employee is still ongoing.
Equity Targets and Employment Equity Status
OCCUPATIONAL CATEGORY MALE
CURRENT NO BLACKS WHITETOTAL
AFRICAN COLOURED INDIAN ACTUAL % TARGET CURRENT ACTUAL % TARGET
Top management 12 0 0 71% 70% 3 29% 30% 15
Senior management 56 3 5 71% 70% 20 29% 30% 84
Professional qualified 63 10 20 71% 70% 132 29% 30% 225
Skilled 703 77 78 71% 70% 360 29% 30% 1218
Semi-skilled 218 14 3 71% 70% 15 29% 30% 250
Unskilled 36 1 0 71% 70% 0 29% 30% 37
TOTAL 1088 105 106 71% 70% 530 29% 30% 1829
Note: The overall target was 70% for Blacks (Race) and 50% for Gender (women)
HUMAN RESOURCE OVERSIGHT STATISTICS 69
OCCUPATIONAL CATEGORY FEMALE
CURRENT NO BLACKS WHITETOTAL
AFRICAN COLOURED INDIAN ACTUAL % TARGET CURRENT ACTUAL % TARGET
Top management 6 2 0 72% 70% 0 28% 30% 8
Senior management 37 6 2 72% 70% 16 28% 30% 61
Professional qualified 31 2 6 72% 70% 49 28% 30% 88
Skilled 561 38 24 72% 70% 305 28% 30% 928
Semi-skilled 358 25 6 72% 70% 37 28% 30% 426
Unskilled 16 0 0 72% 70% 0 28% 30% 16
TOTAL 1009 73 38 72% 70% 407 28% 30% 1527
Note: The combined actual percentage achieved was 72% for Blacks (race)and 45.5% for Gender (women)
OCCUPATIONAL CATEGORY DISABLED STAFF
MALE FEMALETOTALS
CURRENT TARGET CURRENT TARGET
Top management 0 2% 0 2% 0
Senior management 1 2% 1 2% 2
Professional qualified 2 2% 0 2% 2
Skilled 17 2% 8 2% 25
Semi-skilled 5 2% 4 2% 9
Unskilled 0 2% 0 2% 0
TOTAL 25 2% 13 2% 38
Note: Combined actual percentage achievement for disability: 1.13%
SITA exceeded the target for designated black employees but has been struggling to achieve the gender and
disability targets, mainly because of ICT skills shortages among women. As a result, SITA’s internship programme
favours females, while a concerted effort is being made to partner with organisations for the disabled to assist
in meeting the target.
SITA ANNUAL REPOR T 2014/201570
HEALTH SAFETY AND ENVIRONMENTAL ISSUES
A safe and hazard-free working environment is one of the most important factors for
employee commitment and performance. SITA has the following initiatives to mitigate and
control hazardous risks:
Risk assessments: environmental risks assessment has been conducted with the aim of identifying health
hazards, improving working conditions and preventing the risk of employees contracting infectious diseases.
Assessments focused on noise levels, ventilation and airborne infections, sanitation, offices/building, etc.
First aid services: first aid training has been provided to occupational health and safety representatives
who inspect and manage first aid boxes.
Medical services: a room has been designated for sick staff members to retire to in order to take a moment,
monitor chronic medical cases and have a rest before returning to work.
SOCIAL RESPONSIBILITY
SITA believes that the correlation between people, business and the community is inseparable, and that a
company is fundamentally a social structure. In line with its commitment to promoting sustained social and
economic development, ongoing support has been provided to the communities in the geographical areas
where the agency operates. Many SITA employees have also taken the initiative to actively contribute in cash
and kind, and volunteered their time to support events such as Mandela Day and International World Aids Day.
SITA’s Social Responsibility programme supports those who have been economically marginalised and
previously disadvantaged. As modern technology is one of the most powerful vehicles through which to drive
transformation, the programme has focused on empowering teachers and learners in secondary schools
through ICTs. This past year’s efforts have focused on the installation of ICT labs at secondary and some primary
schools in various provinces throughout the country, in collaboration with key stakeholders such as the Ministry
for Telecommunications and Postal Services and ICT industry partners. These initiatives have resulted in opening
doors to the world of digital information and connecting the schools to a vast array of opportunities.
SITA is also a proud sponsor and strategic branding, communications and technology partner of the Techno Girl
Programme, a national job shadowing initiative. In 2014/15, SITA opened its doors to approximately 110 girls in
Grades 10–12 who are considering careers in Science, Technology, Engineering and Mathematics, fields with a
gender imbalance. The programme exposes girls to the world of work during school holidays and increases
their knowledge of possible careers choices.
SITA strives to manage its operations in a sustainable manner, thereby minimising its carbon footprint. For the
GovTech 2014 conference, SITA adopted green business practices creating opportunities to effectively manage
this event, reduce input costs and increase operational efficiencies. To offset the carbon footprint on the
environment, SITA donated approximately 60 trees to two schools in KwaZulu-Natal. The agency also plays a key
role in providing advice to other government departments on green technology and e-waste management.
HEALTH SAFETY AENVIRONMENTAL IS
A safe and hazard-free working environment is one of
employee commitment and performance. SITA has the follo
control hazardous risks:
Risk assessments: environmental risks assessment has been conducted w
hazards, improving working conditions and preventing the risk of employees
Assessments focused on noise levels, ventilation and airborne infections, sanit
First aid services: first aid training has been provided to occupational health
who inspect and manage first aid boxes.
Medical services: a room has been designated for sick staff members to ret
monitor chronic medical cases and have a rest before returning to work.
PART E:ANNUAL FINANCIAL STATEMENTS
SITA ANNUAL REPOR T 2014/201572
STATEMENT OF RESPONSIBILITY BY THE BOARD OF DIRECTORS
The directors are responsible for the preparation, integrity and fair presentation of the report on
performance information and the annual financial statements of SITA. The financial statements
presented on page 105 to 145 have been prepared in accordance with Generally Recognised Accounting
Practice and include amounts based on judgments and estimates made by management.
The going concern basis has been adopted in preparing the financial statements.
The directors have no reason to believe that the organisation will not be a going concern in the foreseeable
future based on forecasts and available cash resources. These financial statements support the viability of SITA.
The report on performance information and the annual financial statements have been audited by the Auditor-
General, who was given the give unrestrictive access to all financial records and related data, including of
minutes of all meetings of the Board, committees of the Board and executives. The directors believe that all
representations made to the Auditor-General are valid and appropriate.
The annual financial statements set out on pages 105 to 145, which have been prepared on the going concern
basis, were approved by the Board of Directors on 29 July 2015 and were signed on its behalf by:
Jerry Vilakazi
Chairman of the Board of Directors
14 August 2015
Setumo Mohapi
Chief Executive Officer
14 August 2015
STATEMENT OF RESPOBY THE BOARD OF DIREC
The directors are responsible for the preparation, integrity and fa
performance information and the annual financial statements of S
presented on page 105 to 145 have been prepared in accordance with Ge
Practice and include amounts based on judgments and estimates made by ma
The going concern basis has been adopted in preparing the financial statemen
The directors have no reason to believe that the organisation will not be a go
future based on forecasts and available cash resources. These financial stateme
The report on performance information and the annual financial statements ha
REPOR T BY THE CHIEF EXECUTIVE OFFICER 73
REPORT BY THE CHIEF EXECUTIVE OFFICER
General Review of State ICT
Customer confidence and service deliveryA key focus of the leadership team is restoring customer confidence and improving service delivery. Over the
last few months, SITA has conducted a number of workshops and EXCO offsite sessions to understand and
improve the agency’s current state of operations. Based on these engagements, several challenges were
identified that need to be urgently addressed to enable SITA to effectively deliver value to the public. The recent
organisational diagnostic supported the views expressed by SITA’s customers about the agency:
Long lead times and perceived corruption in procurement
Poor service delivery to customers
High costs of SITA services
Loss of critical skills
Demotivated staff
Ageing and outdated infrastructure
Customer dissatisfaction
Insufficiently proactive or innovative product design and customer solutions
SITA continues to implement initiatives aimed at improving customer satisfaction and addressing critical service
delivery issues raised in the client satisfaction survey of 2012/2013. Performance levels are closely monitored
and reported on against signed Service Level Agreement (SLA) metrics, in order to improve performance and
thus customer service delivery. SITA continues to establish governance mechanisms (both manual and
automated) that will ensure better service delivery, specifically regarding customer complaints. SITA has
concluded the 2016/2016 Annual Performance Plan (APP), to ensure a more focused approach to improving
performance. Going forward, accountability and good governance will be the agency’s key drivers.
Security and upgradingThe security of government data and SITA’s network continues to be reviewed in line with best practices. SITA
solutions are designed to withstand any form of cyber-attack and have the necessary operational structures,
standards, business processes and management technologies to respond to any threat. Modernising of the data
and switching centres is underway. The data centre and disaster recovery infrastructure are being upgraded,
and management systems deployed to monitor, control and command the information system infrastructure,
with a strong emphasis on disaster recovery. The core network is also being refreshed and should yield further
cost efficiencies for internet connectivity. The objective is to upgrade and refresh the entire network infrastructure,
in order to deliver further benefits to our customers and enable readiness for the rollout of e-Government.
Supply chain managementTo deliver on its mandate of cost effectively procuring IT goods and services to government, SITA is enhancing
its SCM capability. An integrated procurement strategic plan has been approved, which will enable the agency
to address key challenges. Changes to the procurement function are intended to ensure clean and transparent
processes, fast and efficient turnaround times, and real cost savings for government.
SITA ANNUAL REPOR T 2014/201574
Human capital and skillsIn July 2015 the placement process for 11127 employees, displaced as a result of the turnaround restructuring
at the beginning of 2013/2014, was concluded. The process of filling the outstanding executive positions
continues and should be finalised in time for the new executives to be part of the leadership team who will be
driving the implementation of the 2015–2018 strategic plan. The EXCO has resolved to prioritise filling 410 out
of a total of 1023 vacancies budgeted for in order to contain operational expenditure. During 2014/15, the
Board approved a number of critical human capital management-related strategies and policies, including the
five-year Human Capital Management Strategy. A Skills Audit is underway and will ensure that SITA becomes
aware of its current capability needs and can thus position itself to meet present and future requirements.
Strategic Overview SITA continues on its journey of implementing the strategic plan, which aims to improve service delivery, create
transparency on costs and result in a high-performance organisation through:
Becoming customer-led, served by highly motivated and skilled employees
Radically improving and transforming procurement systems and processes
Developing and implementing integrated e-Government services in partnership with our customers and
in alignment with the MTSF
Modernising and upgrading infrastructure, and improving the security of government data assets
The SITA strategy for 2015–2018 and the APP for 2015/16 were revised, approved and tabled at Parliament. The
Corporate Balanced Scorecard was aligned to the changes in the corporate strategy and APP.
Services RenderedThe agency provides mandatory and optional services to government, including:
MANDATORY OPTIONAL
Providing or maintaining Public Telecommunications
Networks (PTN) and Value Added Networks (VAN)Providing training on ICTs for government
Providing or maintaining transversal systems Developing application software
Providing data processing for government Technical
Information Systems (TIS)Maintaining software and ICT infrastructure
Procuring ICTs for governmentProcessing data for department-specific applications
or systems
Setting standards of interoperability Providing ICT technology or business advice to government
Setting security standards Conducting research and development
Setting certification standards for government ICT acquisition Providing management services for government ICTs
Certifying information and technology acquisitions for compliance Providing authentication products
Facilitating the elimination of duplications
Leveraging economies of scale
REPOR T BY THE CHIEF EXECUTIVE OFFICER 75
Programme Structure
SITA’s work is centred on initiatives that support six key programmes:
STRATEGIC PROGRAMME GOALS
Programme 1: Procurement To address all issues relating to delayed procurement turnaround times,
removing customer pain points, and transforming the procurement function
Programme 2: Service DeliveryTo provide high-quality IT services to enable government to deliver efficient
and convenient services through the use of ICT
Programme 3: InfrastructureTo optimise the provision of SITA’s IT infrastructure services in order to increase
availability, flexibility, scalability, predictability and security
Programme 4: Financial SustainabilityTo ensure an effective and efficient financial management, and ensure
financial growth and sustainability
Programme 5: OrganisationTo build and maintain organisational capability to enable SITA to achieve its
strategic imperatives and become an employer of choice within the ICT industry
Programme 6: Governance and
Administration
To provide leadership, strategic management, governance, risk and resource
management in line with government-accepted norms and standards
RevenueThe deficit before tax for the quarter ending 30 June 2015 was R215.3-million, from a revenue of R1.235-billion,
or -17.4% as a percentage of revenue. The actual revenue of R1.235-billion is 31.5% above the budgeted R939.4-
million, and the cost of sales of R1.305-billion is 16.7% above the budget of R1.118-billion. Net deficit after tax
amounted to R155-million.
Infrastructure Spending SITA underwent a number of reviews to ensure alignment between the operational and strategic capital
requirements against the available capital for the year. On 29 July 2015, the SITA Board approved R640-million
for infrastructure investment in 2015/2016:
APP PROGRAMMES GROWTH MAINTAIN REFRESH GRAND TOTAL
Programme 1: Infrastructure R361 274 221 R189 959 658 R89 405 226 R640 639 105
Programme 2: Solution Development R140 095 671 R34 232 000 R9 632 286 R183 959 957
Programme 3: Service Management R600 000 R17 129 140 R3 565 000 R21 294 140
Programme 4: Operational Support R1 435 000 R6 282 520 R102 655 104 R110 372 624
Grand Total R503 404 893 R247 603 317 R205 257 616 R956 265 826
SITA ANNUAL REPOR T 2014/201576
By 31 July 2015, R215 004 513 had been spent on the network upgrade projects and R41 434 383 on the upgrade
and maintenance of the data centre capabilities. The majority of the contracts for the infrastructure spend are
now in place and the allocated amount will be fully utilised.
Integrated financial management systemThe award of the integrated financial management system (IFMS) tender to the original software manufacturer
(OSM) was delayed by over four months. SITA had concluded all the required processes, but probity services by
National Treasury resulted in the delay. The actual impact cannot be estimated until the award is made to the
OSM, and the delay will continue to increase until the award is concluded.
E-CabinetThe e-Cabinet project was delayed by the construction work that the Department of Public Works (DPW) had to
complete at both the Union Building and Tuynhuys, but SITA and DPW are working to recover lost time. SITA and
the Presidency have developed a plan to get the project back on track, the commitment of the Presidency staff
to this project is commendable.
The Western Cape Broadband project target had to be revised after the supplier could not complete the site
preparations as per the original plan. SITA has been engaging with the supplier to get the project back on track.
Capacity ConstraintsThe scarcity of ICT skills, especially for software developers and testers, business analysts and IT architects, is an
organisational capacity challenge for SITA in meeting its business objectives. The total number of vacancies at
the end of the year was 667 out of 3255 approved permanent positions. Therefore, SITA needs a sound staffing
model that provides a balance between buying talent and building organisational capacity, and establishing a
strong Employee Value Proposition (EVP) that both attracts and retains top talent. In 2014/15, the Board approved
a number of strategies and policies that will enable SITA to address its capacity constraints, including the Talent
Management Strategy, Leadership and Skills Development Strategy, Competency Management Policy,
Succession Management Policy and Career Management Policy. SITA has established strategic partnerships with
tertiary institutions, including the North-West University and the University of Pretoria, to implement its capacity
building programmes. SITA also continues to develop ICT skills through its internship and learnership
programmes. In 2014/2015, SITA employees attended a total of 3117 ICT-related training interventions and 208
trainees underwent the SITA internship programme.
Utilisation of Donor FundsThe Board revised the capital expenditure budget for 2015/16 from R1.151-billion to R956.3-million, in line with
the estimated available cash.
REPOR T BY THE CHIEF EXECUTIVE OFFICER 77
Transfer Payments to Organisations
None
Events After the Reporting DateNone
Corporate Governance Arrangements
Internal Audit FunctionThe Internal Audit Function (IAF) continued to fulfil its mandate, of providing independent, objective assurance
and consulting activity designed to add value and improve the SITA’s operations. Through a systematic and
disciplined approach, the IAF assists SITA in evaluating and improving the effectiveness of risk management,
control and governance processes within the agency.
The IAF operates in accordance with an approved Internal Audit Charter and is guided by a fully functional
Audit, Risk and Compliance Committee (ARCC). The IAF has processes in place to ensure that existing staff
obtain appropriate qualifications and are kept abreast of changes within the Internal Audit profession.
Through, inter alia, engagement with internal stakeholders, the IAF formulated a comprehensive three-year
rolling plan, incorporating an annual risk-based internal audit plan approved by the ARCC. The 114 audits
planned for the year were fully executed. In addition, the IAF undertook 124 unplanned projects, including
various consulting activities and ad-hoc management requests. Relationships with management improved, as
shown by the number of unplanned specialised projects, which in turn indicates that management sees the
value of the IAF within its systems of governance and control. The IAF’s executive has complete access and a
direct reporting line to the ARCC, and presents reports at each committee meeting on internal audit activities.
Audit, Risk and Compliance CommitteeThe ARCC continues to operate within its terms of reference, which are reviewed annually. During 2014/15, the
ARCC met five times. The Accounting Officer and executive management are always represented, and the
Auditor-General is always invited to attend, ensuring that these meetings are as effective and transparent as
possible. The ARCC provides objective oversight and advice on institutionalising risk management, business
continuity and anti-corruption processes throughout SITA.
Risk managementThe risk management culture within SITA continues to improve, with management taking an active role. The
Enterprise Risk Management Strategy was successfully implemented during the year. The Chief Risk Officer
championed good governance practices through key governance committees, and the direct reporting line to
the Accounting Officer continues to create a strong tone at the top. The benefits of risk management were
SITA ANNUAL REPOR T 2014/201578
continuously communicated through awareness campaigns promoting the embedding of risk management
principles and processes within SITA. The ARCC actively monitors SITA’s risk profile, which includes strategic,
operational, corruption and business continuity risks and forms the basis for the SITA’s internal audit plans. SITA
supported and monitored the successful implementation of its anti-corruption plan and encouraged strong
ethical values from all its employees. The anti-corruption plan is implemented across numerous functions and
results in a multi-dimensional approach to mitigating identified corruption risks and combating corruption
holistically. SITA has a zero tolerance stance on corruption, and the mitigation of identified corruption risks is
supported at all levels.
Internal policy reviewIn the period under review, the following Codes, Charters (Terms of Reference), Policies and Procedures were
adopted and/or reviewed:
Fixed Asset Management Policy
Competency Assessment Framework
Revised Supply Chain Management Policy
Integrated Talent Management Framework
Career Management Policy
Recognition and Rewards Policy
Succession Management Policy
Accounts Receivable Policy
Debt Management Policy
Accounts Payable Policy
Revised Foreign Exchange Policy
Revised Banking and Investment Policy
Revised Competency Management Policy
Revised Organisation Design Policy
Revised SITA Integrated Talent Management Policy
Revised Human Capital Resource Planning Policy
SITA Secondment, Transfers and Relocating Policy
SITA Risk Management Policy
SITA Risk Management Framework
Revised Integrated Corporate Performance Management Policy
SITA Skills, Training and Leadership Development Framework and Strategy
Policy on Policy Development
Corporate Social Investment Strategy
Corporate Social Investment Policy
Revised Employee Conflict of Interest Policy
Revised Gifts and Entertainment Policy
Integrated Internal Control Framework
REPOR T BY THE CHIEF EXECUTIVE OFFICER 79
Other Governance Matters
Integrated sustainability managementSITA recognises that strategy, risk, performance and sustainability are inseparable, as outlined in the King III best
practices, and that the agency is (and is seen to be) a responsible corporate citizen. SITA views sustainability as a
business practice that creates value for stakeholders through managing the environmental, social and governance
factors affecting the agency’s ability to achieve sustainable service delivery. SITA acknowledges the importance of
reporting the results of its operations in a way that brings together information about the SITA’s strategy, governance,
and performance and future prospects while reflecting the commercial, social and environmental context within
which it operates. SITA continues to emphasise the importance of embedding the management of environmental
and sustainable development issues in its core business, and has already integrated sustainability aspects in its strategic
objectives (see pags 37 to 43). At the core of its sustainability agenda, SITA recognises the need to be cost efficient and
environmentally friendly, to ensure that resources are used efficiently and in a socially and environmentally responsible
manner. To this end, cost-saving initiatives and green practices are gradually being introduced into business practices.
South Africa has made a conscious effort to move towards a green economy, as part of the long-term plan to
grow the economy while mitigating the effects of climate change. Embracing the government’s efforts, SITA
strives to live green in all aspects of its work, in interactions with customers and employees, leading by example
in ensuring that the impact on the environment is as minimal as possible. To this end, SITA adopted sustainable
event management principles. The aim is to minimise SITA’s carbon footprint and impact on the environment
throughout the different stages of event planning and execution. SITA uses an environmental policy document
to plan an event and ensure adherence to these principles. For instance, service providers selected must be
committed to, and provide proof of being committed to, environmental objectives. After an event, targets are
revised and improvements recommended for the next event. The success of this approach was acknowledged
when the GovTech 2014 conference, the foremost gathering of ICT professionals from the private and public
sector received a gold class pass on the green scoreboard. This translates to an 84. 7% score for planning and
implementation of sustainable business practices, an improvement on the 79.2 % achieved in 2013.
Supply chain managementImprovements in the SCM function have begun to make a visible contribution towards operational efficiency
and good governance within the SITA. SITA is committed to further and more substantial improvements that will
keep the supply chain function responsive to the strategic needs of stakeholder. Key initiatives include:
The development of an Integrated Procurement Strategic Plan, which was approved by EXCO in January
2015 and subsequently endorsed by SITA Board of Directors on 29 July 2015. The strategy provides a
roadmap of the approach and initiatives that SITA must embark on to establish procurement excellence
that enables service delivery to our clients. A service provider has been appointed to assist with
developing the process and tools for implementing the strategy.
The Board approved the revised SCM Policy of 2011 on 25 November 2014, and the supplementary
revision on 29 July 2015. The revised SCM Policy enables the organisation to enhance internal controls to
address majority of findings raised by Auditors-General during the last financial year.
A new procurement organisational structure, which incorporates new capabilities required to address current
challenges, has been approved, and the recruitment process to fill critical leadership positions is underway.
SITA ANNUAL REPOR T 2014/201580
An ECM (Enterprise Content Management) Contract Tracking and Management system has been developed
internally and was rolled out in November 2014. All contracts are now stored in one electronic database.
New procurement checklists for various process stages have been introduced to enhance the quality of
execution and to curb non-compliance by practitioners, including other process-related risks.
New practices have been introduced to ensure that the CEO approves all business cases requesting deviation
from the normal procurement process, irrespective of value. In addition, the Chief Procurement Officer must
pre-approve any deviation before the market or targeted supplier is engaged. This control will curb the abuse
of procurement deviation by procurement practitioners and end-users from line of business.
Asset managementIn terms of sub-section 57(b) of the PFMA as amended, the officials of a public entity are responsible for the
effective, efficient, economical and transparent use of the entity’s resources. In addition to the normal day-to-
day administration and management of SITA’s asset register, the SITA’s Asset Management Unit undertook
several key activities to improve the overall asset management environment of SITA:
Asset verification. The internal asset verification was concluded by 31 March 2015. The involvement of SITA
employees in the process enhanced the organisation’s hands-on knowledge and awareness of asset management
matters. In 2014/15, overall coverage for asset verification was 99.81%, which we believe is within acceptable levels.
Asset disposal. In line with the SITA’s Asset Management Policy, Treasury Regulations and the King III Code on
Corporate Governance, in 2014/15 the Asset Management Unit disposed of 830 assets with a net book value of
R7 516 284. Of these, 36 assets (with a net book value of R7 965) were donated to schools, one vehicle (with a
net book value of R27 683) was sold and the remaining assets (with a net book value of R7 520 121) were sold
as scrap, as they had no value for use.
ICT CapabilityApproximately 85% of the total SITA third party expenditure was spent on enhancing SITA ICT capability.
Information on Predetermined ObjectivesEvery month, divisional heads report to the CEO on progress made with regard to programme delivery and
measurable objectives, as contained in the SITA 2014/2019 Strategic Plan and 2014/2015 APP. Detailed
information on annual performance against predetermined objectives is set out on pages 37 to 43 of this report.
Standing Committee on Public Accounts (SCoPA) ResolutionsThere were no SCoPA Resolutions.
Exemptions and Deviations Granted by National TreasuryThe following exemptions and deviations were granted by National Treasury:
REPOR T BY THE CHIEF EXECUTIVE OFFICER 81
Deviations 2014/2015
ITEM NAME DESCRIPTION AWARDED AMOUNT AWARDED VENDOR
1Release 2 and Release 3 Enhancement
Request for the functional enhancement of existing
Release 2 and Release 3 enhancement to include
ICPC, including maintenance and support for a
period of two years.
R4 393 512Magna BC Business
Consulting (Pty) Ltd
2 Encryption SoftwareMaintenance and support of the IP Granite
encryption software and Nanoteq supplied hardwareR16 646 745 Nanoteq (Pty) Ltd
3 PKI Solution Support and maintenance of PKI solution R649 800
Law Trust Information
Security Solutions (Pty)
Ltd
4Library Information Systems
Provision of Library Information Systems
to SITAR9 468 401
CIPAL Brocade Library
Services NV
5
Repair and Three (3) Year Maintenance for Galaxy Range Products
Request for deviation from normal procurement
process and award Schneider Electric Once Off
Repair and three years’ maintenance for Galaxy
Range Products
R7 500 000 Schneider Electric
6 Renewal of Licences The renewal of RADSIM licences and support R157 320 Maretek CC
7 Repair of UPSRepairs on UPS No 4 located in SITA Centurion
BuildingR419 916 Schneider Electric
8Dumpmaster Software Licences Renewal
Renewal, maintenance and support for
Dumpmaster software licencesR4 425 494
Blue Turtle
Technologies (Pty) Ltd
9CMMI (Capability Maturity Model Integration)
CMMI Training R7 298 813 CCMI Institute
10
Performance Management Capacity-Building Programme
Development and delivery of a performance
management capacity-building programmeR1 120 981 Epi-use (Pty) Ltd
11Email Security Technology Licences
Renewal of email security technology (SOPHOS)
licencesR1 208 682
Business Connexion
(Pty) Ltd
12 HylaFAx LicencesRenewal, maintenance and support of HylaFAx
licences, including procurement of additional licencesR99 516
Obsidian Systems (Pty)
Ltd
Continued
SITA ANNUAL REPOR T 2014/201582
ITEM NAME DESCRIPTION AWARDED AMOUNT AWARDED VENDOR
13 Adobe LicencesEnterprise Licence Agreement: procurement of
Adobe licences including support and servicesR7 324 619 Adobe systems
14Executive Advertisement
Placement of advertisement for Executive: Service
Delivery and SystemsR160 854
Media24 and Times
Media
15 Lectora Licences Renewal of Lectora licences R84 759 Bytes People (Pty) Ltd
16 TOAD LicencesRenewal, maintenance and support, including
procurement of additional licencesR142 688
Blue Turtle Technologies
(Pty) Ltd
17Supply Grid Remediation and Upgrade
Remedy of the current supply grid configuration, to
supply transitional (rental) units and to upgrade key
power supply components for a period of one year
R10 197 779RO-AL Construction
(Pty) Ltd
18 DoD Licences Renewal of SAAB Grintek licences on behalf of the
Department of Defence (DoD)R8 326 231 SAAB Grintek (Pty) Ltd
19 Vending MachinesProvision of maintenance of coffee, tea and hot
chocolate vending machines month on monthR345 500
HOT Vending Solutions
cc
20 ARIS Licences Renewal of ARIS software licence R5 865 043Software AG South
Africa (Pty) Ltd
21 Bomgar LicencesRenewal, maintenance and support Bomgar
software licenceR6 340 582
Netvision Network
Solutions
22 Foresight LicencesThe renewal of Foresight licences for a period of
one yearR484 272
Gijima Holdings (Pty)
Ltd
23 SAS SAPS BI The renewal of SAS SAPS BI for a period of one year R83 801 SAS Institute (Pty) Ltd
24SAS Vulindlela Licences
The renewal of the SAS licences for the Vulindlela
project on behalf of National Treasury, for a period
of one year
R4 683 917 SAS Institute (Pty) Ltd
25CA Service Desk Manager
The renewal of CA Service Desk Manager for a
period of three yearsR6 041 843 CA Southern Africa
26LAN and Workplace Support
Deviation to appoint Gijima and XON for LAN and
workspace support including hardware
maintenance at KZN Department of Health (DoH)
for a period of nine months
R46 603 304 Gijima and XON
27KZN LAN and Desktop Support
Deviation to appoint current service provider for
provision of LAN and desktop support to the KZN OTP
for a period not exceeding three months
R865 853 SIZWE Pty Ltd
28 Mpumalanga PAABDeviation to reappoint Faranani IT Services (Pty) Ltd
for the support and maintenance of the PAAB system
/ application for the Mpumalanga DoH
R4 965 237Faranani IT Services
(Pty) Ltd
Continued
REPOR T BY THE CHIEF EXECUTIVE OFFICER 83
ITEM NAME DESCRIPTION AWARDED AMOUNT AWARDED VENDOR
29 KZN OTPDeviation to appoint current service provider for
provision of LAN and desktop support to the KZN OTP
for a period not exceeding three months
R2 308 938 SIZWE Pty Ltd
30 DPME InfrastructureIT infrastructure solution for the Department of
Performance Monitoring and EvaluationR3 067 132 Integral Networking
31 SASSA VSAT
Deviation to appoint Vodacom (Pty) Ltd for the
renewal of maintenance of VAST services for SASSA
(South African Social Security Agency) for a period
not exceeding two years
R8 866 574 Vodacom
32 Microfilm ServicesDeviation for the extension of contract RFB
861/2010 (Microfilm Services) for DODR1 032 000 Meniko
33EMC Equipment and Software
Deviation to appoint EMC computer systems for the
maintenance and support of EMC equipment and
software for a period of 12 months
R5 898 835EMC Computer
Systems
34DCS Cabinets and UPs
Maintenance of the cabinets and UPs for
Department of Correctional ServicesR1 771 941 Telenetix Technology
Contract Expansion 2014/2015
DESCRIPTION PREVIOUS EXPIRY DATE
NEW EXPIRY DATE
ORIGINAL CONTRACT AMOUNT
EXTENSION AMOUNT
% INCREASE REASON FOR EXTENSION
LAN and Cabling Infrastructure
30-Jun-13 31-Jan-14 R487 008 R243 504 50%
Replacement tender RFB 1154 was
cancelled due to poor costing model.
The new replacement tender RFB
1233/2014 closed on 8 September 2014.
Cash-in-Transit 27-Aug-13 28-Feb-14 R152 800 R173 000 113.22%
The new replacement contract RFQ
JZM-733-AH-2014 commenced from 1
July 2014 for one year.
Multi-disciplinary Consultant Engineering for Cloud Computing and Tier Rating
28-Feb-13 28-Feb-14 R1 343 262 R199 158 15%
The Bloemfontein Data Centre was
not included in assessment for the
successful implementation of the
SITA cloud computing project. If this
centre is not included, it will not be
able to provide cloud computing
services to the Free State province.
Continued
SITA ANNUAL REPOR T 2014/201584
DESCRIPTION PREVIOUS EXPIRY DATE
NEW EXPIRY DATE
ORIGINAL CONTRACT AMOUNT
EXTENSION AMOUNT
% INCREASE REASON FOR EXTENSION
Hardware Maintenance and Software Support
30-Sep-13 31-Dec-13 R28 463 018 R15 290 930 54%
Contract extended for three months
to allow the replacement process
(RFQ 1988) to be finalised. The RFQ is
being reviewed by Internal Audit.
Maintenance and Support of Rofin Equipment
30-Nov-13 30-Nov-14 R32 113 162 R153 788 818 478.90%
Extension of the current contract to
allow the research and testing of
alternate products to be finalised.
Diginet Term Discount Agreement
31-Oct-13 31-May-14 R146 788 493 R105 000 000 71.53%
Contract extension with the current
service provider to allow the Telkom
MSA to be finalised.
Maintenance of Audio-visual and Video Conferencing Equipment
27-Sep-13 31-Mar-14 R2 001 488 R379 810 18.98%
To allow for the finalisation of RFQ
1144/2013, which is the replacement
RFQ. The RFQ is under adjudication.
Lease Vehicles for SITA 30-Sep-13 28-Feb-14 R7 638 167 R2 492 436 19%
To allow an open bid process. The
replacement tender is 1209 and the
evaluation commenced on 25–29
August 2014.
Provision of Vending Machine
01-Oct-13 31-Mar-14 R6 100 122 R1 006 164 16.49%
Replacement tender 1219 is under
evaluation and targeted completion
date is end of November 2014.
Eastern Cape Offices Security
01-Dec-13 30-Apr-14 R481 399 R124 419 25.85%
Contract was extended pending the
outcome of the relocation processes/
discussions at the province.
Armed Response and Monitoring Services (PE)
01-Nov-13 01-Jun-14 R10 245 R1 861 18.17%
Contract was extended pending the
outcome of the relocation processes/
discussions at the province.
Hygiene Services (PE) 01-Nov-13 30-Apr-14 R31 608 R6 005 19.00%
Contract was extended pending the
outcome of the relocation processes/
discussions at the province.
Provision of Security Services for SITA Pretoria Buildings
31-Jul-13 31-Jan-14 R15 560 571 R5 957 243 38.28%
The replacement contract with
Fidelity was established for a period
of 1 year (until 31 March 2015) as per
NT 16A6.6
Courier Services 27-Aug-13 28-Feb-14 R600 000 R600 000 100%
The replacement tender was
submitted for cancellation due to
incorrect specification and costing
model, and permission sought to
participate in the NT RT contract.
Continued
REPOR T BY THE CHIEF EXECUTIVE OFFICER 85
DESCRIPTION PREVIOUS EXPIRY DATE
NEW EXPIRY DATE
ORIGINAL CONTRACT AMOUNT
EXTENSION AMOUNT
% INCREASE REASON FOR EXTENSION
Provision of Business Process Architecture
14-Feb-13 31-Aug-13 R23 544 600 R11 772 300 50%
Contract was extended for six months
to allow for the finalisation of the
project.
Courier Services 28-Feb-14 31-Aug-14 R1 242 835 R500 000.00 40.23%
Contract was extended with the
current service provider to allow for
the finalisation of the replacement
process.
Hardware Maintenance and Support for SAPS (RFB 769)
Month to
month31-Jan-15 R171 432 908 R278 967 511 162.73%
Tender for/replacement contract
underway and the technical
requirements tabled in the next Bid
Specification Committee.
Bandwidth and Email Cleansing
28-Feb-14 30-Nov-14 R65 835 319 R27 465 301 41.72%
The replacement tender 1211 tabled
in the Recommendations Committee
for adjudication on 3 September 2014.
Provision of STM Transmission Services between SITA and Telkom.
31-Mar-13 31-Mar-15 R34 722 063 R42 903 327 123.56% Partnership process in progress.
LAN and Desktop Support Services Countrywide for SAPS
30-Apr-14 30-Sep-14 R20 117 897 R9 309 196 46.27%Fixed-term contract process in
progress.
Hardware Maintenance and Support
31-Mar-14 30-Sep-14 R4 523 818 R2 769 279 61.22%
To allow the replacement process
RFQ 1988 to be finalised. The RFQ is
being reviewed by Internal Audit.
LAN and Desktop Services for KZN Provincial Department
31-Mar-14 30-Sep-14 R6 705 965 R6 716 760 100.16%
To allow the replacement process
RFQ 1988 to be finalised. The RFQ is
being reviewed by Internal Audit.
Access Link and Bandwidth between Legislature & Ocean Terrance Office building
31-Apr-14 30-Apr-15 R142 609 R142 614 100.00%
To allow the client to finalise the
Neotel connection, which is already
installed. As soon as IT equipment has
been moved to Neotel connection, the
Telkom data line will be dismantled
and the contract will be terminated.
DR Broadband Service for SITA
31-Mar-14 31-May-14 R6 344 812 R1 057 468 16.67% Partnership process in progress.
Continued
SITA ANNUAL REPOR T 2014/201586
DESCRIPTION PREVIOUS EXPIRY DATE
NEW EXPIRY DATE
ORIGINAL CONTRACT AMOUNT
EXTENSION AMOUNT
% INCREASE REASON FOR EXTENSION
Provision of Hardware Maintenance at the Department of Basic Education (DBE) and the Department of Higher Education and Training (DHET)
30-Jun-14 31-Dec-14 R4 928 724 R993 581 20%
The replacement tender process
underway and business case
submitted to SCM.
Monitoring Services for the DBE
31-May-14 31-May-15 R2 255 148 R751 756 33%
The replacement tender process RFB
1207 presented at the
Recommendations Committee for
cancellation due to poor costing model.
IT Support Services for the Core IT Infrastructure of SAPS
31-May-14 30-Jun-14 R3 149 136 R2 094 175 66%
To allow the finalisation of the
replacement tender 1208 which is
under evaluation.
Courier Services for SITA
1-Sep-14 28-Feb-15 R500 000 R1 900 000.00 380%
Replacement RFB 1073/2013 under
evaluation and request for
cancellation submitted for approval.
Cleaning Services for SITA Pietermaritzburg
1-Sep-14 28-Feb-15 R364 719 R229 638 63%To allow initiation and finalisation of
replacement contract.
Paper Supply 1-Mar-13 30-Apr-16 R986 240 R1 730 000 175%
The client had exhausted all the funds
in the previous contract and printing
services were still needed. This
expansion relates to increase of the
capped amount.
Metro Connectivity in the EThekwini Metropolitan Municipality
31-Oct-14 31-Oct-16 R18 800 211 R12 501 525 66%To allow line of business to do price
bench mark.
Cleaning Services at Erasmuskloof, Perseus Park and Centurion
31-May-13 31-Jan-15 R9 930 739 R4 081 052 41.10%
Replacement RFB 1124 was cancelled
and the replacement tender RFB 1252
closed on 30 October 2014.
Cleaning Services at Blenny
31-Jan-14 31-Jan-15 R275 253 R307 109 111.57%
Replacement RFB 1124 was cancelled
and the replacement tender RFB 1252
closed on 30 October 2014.
Provision of Maintenance and Support of SAPS Rofin , Spheron and Nikon Equipment for 3 Years
30-Nov-14 30-Nov-19 R3 211 3162 R582 252 167 1813.13%To allow finalisation of the
replacement tender process.
Continued
REPOR T BY THE CHIEF EXECUTIVE OFFICER 87
DESCRIPTION PREVIOUS EXPIRY DATE
NEW EXPIRY DATE
ORIGINAL CONTRACT AMOUNT
EXTENSION AMOUNT
% INCREASE REASON FOR EXTENSION
Hardware Maintenance and Selected Software and Maintenance of WAN and LAN and all Computer-related Peripheral Equipment
31-Jan-15 31-Oct-15 R171 432 908 R210 872 652 123.01%To allow finalisation of the
replacement tender process.
Internet Services and Selected Allied Services for SITA and its Clients
30-Nov-14 30-Apr-15 R65 835 319 R13 616 083 20.68%To allow finalisation of the
replacement tender process.
DBE Hardware Maintenance
31-Dec-14 31-Jun-15 R4 928 724 R1 063 132 21.57%To allow finalisation of the
replacement tender process.
For the Maintenance of Video Wall Equipment in the Network Operations Centres at SITA Gauteng.
31-Nov-14 31-Aug-15 R6 143 099 R1 030 900 16.78%
To allow the procurement process to
publish an open bid as a replacement
of the current contract.
Maintenance and Support Contract for HP Automation Software
31-Jan-15 31-Jan-16 R3 531 943 R690 115 19.54%
To allow for the finalisation of the
replacement tender. The specification
still needs to be presented to Bid
Speciation Committee for approval.
Provision of Cleaning Services
30-Apr-12 31-Jan-15 R275 254 R307 109.82 111.57%
To allow for the finalisation and
transitioning of the replacement
tender (RFB1252/2014) which is
under adjudication.
Provision of Cleaning Services
31-May-13 30-Apr-15 R6 714 596 R3 216 144 47.90%
To allow for the finalisation and
transitioning of the replacement
tender (RFB1252/2014) which is
under adjudication.
Provision of Monitoring Services for DBE
31-May-15 31-May-16 R1 978 200 R751 716 38.00%
RFB 1207/2014, which was intended
to replace this contract, was cancelled
due to deficiency in the specification.
The business case for the replacement
tender submitted by 31 May 2015.
Provision of Physical Guarding Services for SITA Pretoria Buildings
31-Mar-15 30-Jun-15 R16 464 743 R4 112 723 24.98%
To allow for the finalisation of RFB
1289/2014 which is at the
adjudication stage. The targeted
completion date is dependent on the
PC Schedule (July 2015).
Continued
SITA ANNUAL REPOR T 2014/201588
DESCRIPTION PREVIOUS EXPIRY DATE
NEW EXPIRY DATE
ORIGINAL CONTRACT AMOUNT
EXTENSION AMOUNT
% INCREASE REASON FOR EXTENSION
Maintenance and support of Discovery Solution
31-Jan-15 31-Jan-16 R955 183 R1 380 802 144.56%
Cancellation of the replacement tender
was approved on 20 January 2015. The
cancellation was due to misalignment
of the scope of work and costing
model. Line of business is currently
reviewing the specification so that they
can submit for publication.
Request for Deviation to Reappoint Faranani IT Services (Pty) Ltd for the Support and Maintenance of the PAAB System / Application for the Mpumalanga DoH (Deviation)
31-Mar-15 30-Sep-15 R4 965 237 R4 099 272 83%
Extended on a month-to-month basis
until the replacement contract RFB
1286/2014 is concluded. RFB 1286 is
being reviewed by Internal Audit and
the target for Management
Procurement Committee is 14 May
2015.
Symantec End User Security and Services for SAPS
30-Apr-15 30-Apr-16 R9 920 097 R10 515 303 106%
Extended to allow for the finalisation
of a resource plan and a replacement
contract. The business case to start a
replacement tender will be submitted
by 24 April 2015.
Interim Financial Statements
Interim financial statements were issued at the end of each quarter of the financial year as prescribed. These
reflected a fair view of the financial performance, financial position, changes in net assets and cash flows of SITA
at the end of each quarter.
ApprovalThe Annual Financial Statements set out on pages 105 to 145 have been approved by the Chief Executive
Officer.
Chief Executive Officer
14 August 2015
REPOR T OF SOCIAL AND E THICS COMMIT TEE 89
REPORT OF SOCIAL AND ETHICS COMMITTEE
Introduction
The Social and Ethics Committee of the State Information Technology Agency SOC has pleasure in presenting
its Report for the Financial Year ended 31 March 2015.
BackgroundThis report is provided by the Social and Ethics Committee in terms of Regulation 43(5)(c) of the Companies
Regulations promulgated in terms of the Companies Act 71 of 2008, as amended (the Companies Act).
The purpose of the Committee is to enforce a more structured and focused approach to social and ethical
issues, with standardised and comparable performance and information reported upon.
Composition and Terms of ReferenceThis statutory Committee was established by the SITA Board of Directors on 9 January 2013 and its terms of
reference were approved on 30 April 2013. The said terms of reference were revised during the past financial year.
The Committee monitors and oversees the functions as set out in the Companies Act as well as the responsibilities
assigned to it by the Board.
Information on the composition of the Social and Ethics Committee, its terms of reference and its procedures
are set out more fully in the Corporate Governance Report and the Annual Report.
Purpose and Functions
Legislation and codes of best practiceThe Committee is responsible for monitoring the Company’s activities, having regard to any relevant legislation,
other legal requirements and prevailing codes of best practice in the areas set out in the Companies Act. In
respect of legal and regulatory requirements, during the year under review the Committee, inter alia:
Discharged those regulatory obligations of a Social and Ethics Committee as prescribed by Regulation
43(5) of the Companies Regulations;
Considered reports provided by management regarding compliance with legal and regulatory
requirements in terms of the Company’s Legal and Regulatory Compliance Policy;
AL AND TEE
e of the State Information Technology Agency SOC has pleasure in presenting
nded 31 March 2015.
ocial and Ethics Committee in terms of Regulation 43(5)(c) of the Companies
SITA ANNUAL REPOR T 2014/201590
The Company is committed to high moral, ethical and legal standards in dealing with all of its stakeholders. All
the Directors and employees are required to maintain high standards to ensure that the Company’s business is
conducted honestly, fairly and legally and in a reasonable manner, in good faith and in the best interests of SITA.
These principles are set out in SITA Code of Conduct.
Social and economic developmentThe Committee monitored and reviewed the implementation of policies regarding adding value to and giving
to the communities in which SITA operates, including Corporate Social Responsibility.
LabourSITA is committed to fair labour practices and freedom of association. The Company’s policies are aimed at
eliminating unfair discrimination and promoting equality in line with, inter alia, the South African Constitution,
the Labour Relations Act, the Employment Equity Act and the Broad-Based Black Economic Empowerment Act.
The Committee monitored and reviewed the implementation of labour policies, including:
Attraction, retention and development of skills to support the Company’s growth plan
Employment equity
Employee turnover
Learnerships and bursaries
Educational training and development of its employees; and
Literacy
Safety, health and environmentSITA is committed to providing its employees with a safe and healthy work environment. The Committee
monitored and reviewed the implementation of safety, health and wellness policies, including:
Safety performance;
Occupational health and wellness; and
Tuberculosis, HIV and Aids
Seadimo Chaba
Chairperson: Social and Ethics Committee
14 August 2015
REPOR T OF THE AUDIT, R ISK AND COMPLIANCE COMMIT TEE 91
REPORT OF THE AUDIT, RISK AND COMPLIANCE COMMITTEE
We are pleased to present our report for the Financial Year ended 31 March 2015.
Committee Members and AttendanceThe Committee consists of the members listed hereunder and has met as reflected below, in line with its
approved terms of reference.
MEMBERS NUMBER OF MEETINGS
NAME AND SURNAME 7
Adv B Matlejoane 1/7
Mr J Mngomezulu3 1/7
Mr Z Nomvete 6/7
Mr G Victor 6/7
Ms M Williams 7/7
Mr W Mudau 4/7
Audit, Risk and Compliance Committee Responsibility
The Committee has complied with its responsibilities arising from the requirements of the Companies Act of
2008, the Public Finance Management Act of 1999, and National Treasury Regulations of 2005. The Committee
has adopted appropriate formal terms of reference as its audit committee charter, has regulated its affairs in
compliance with this charter and has discharged all its responsibilities as contained therein.
The Adequacy, Reliability and Accuracy of the Financial InformationProvided to Management and Other Users of Such Information The Committee is of the opinion, based on the information and explanations given by management, the
internal auditors, and the Auditor-General on the results of its audits that the financial information provided to
management and other users of such information is adequate, reliable and accurate.
3. Ceased to be member of Committee after first meeting of the Financial Year
UDIT, RISK AND OMMITTEE
port for the Financial Year ended 31 March 2015.
and Attendancemembers listed hereunder and has met as reflected below, in line with its
S NUMBER OF MEETINGS
7
SITA ANNUAL REPOR T 2014/201592
The Effectiveness of Internal Control
From the various reports of the Internal Auditors, the Audit Report on the Annual Financial Statements and the
management letter of the Auditor-General, no significant or material non-compliance with prescribed policies
and procedures were reported. Thus the system of internal control for the period under review was generally
effective. However, attention is drawn to the following areas of concern:
CAPEX
Billing and Collections
Supply Chain Management
The Effectiveness of Internal Audit The Committee received a wide variety of risk-based audit reports from the internal auditors and is of the
opinion that internal audit is effective in the fulfillment of its mandate. We are satisfied with the activities of the
internal audit function, including its annual work programme, co-ordination with the external auditors, the
reports of significant investigations and the responses of management to specific recommendations.
The Risk Areas of the Institution’s Operations A Risk Management Committee meets on a regular basis and shares its reports with the ARCC. A risk register is
kept and updated continuously to ensure that all the major risks facing the programmes and entities under the
National Treasury are recorded. The risk management system will be subject to internal audit in the coming year.
Accounting and Auditing Concerns Identified as a Result of Internal andExternal Audits No additional accounting and auditing concerns have been reported.
The Institution’s Compliance with Legal and Regulatory Provisions The Committee has noted the in-year management and reporting in terms of the SITA Act, the PFMA and all
other applicable law and is satisfied with the quality thereof.
Evaluation of Financial Statements The Committee has evaluated the annual financial statements of the agency for the year ended 31 March 2015
and, based on the information provided, concurs and accepts the Auditor-General’s conclusions on the annual
financial statements, and is of the opinion that the audited annual financial statements be accepted and read
together with the report of the Auditor-General.
REPOR T OF THE AUDIT, R ISK AND COMPLIANCE COMMIT TEE 93
Independence of External Auditors
In terms of the PFMA the Auditor-General is responsible for the external audit of the affairs of the agency.
However, the Auditor-General is, in terms of the Public Audit Act (No. 25 of 2004) as amended, authorised to
outsource such an audit.
The Auditor-General outsourced the external audit of the affairs of the agency to PricewaterhouseCoopers
(PwC), which conducted the 2014/2015 audit. The Committee is satisfied with the independence of the Auditor-
General and of PwC.
Issues raised in prior yearThe Committee has reviewed the agency’s implementation plan for audit issues raised in the prior year and is
satisfied that the matters have been adequately resolved except for the following:
CAPEX
Collections
Supply Chain Management
Zukile Nomvete
Chairman: Audit, Risk and Compliance Committee
14 August 2015
SITA ANNUAL REPOR T 2014/201594
REPORT OF THE AUDITOR-GENERAL TO PARLIAMENT ON THE STATE INFORMATION
TECHNOLOGY AGENCY SOC LIMITED
Report on the financial statements
Introduction1. I have audited the financial statements of the State Information Technology Agency SOC Ltd set out on
pages 105 to 145, which comprise the statement of financial position as at 31 March 2015, the statement
of financial performance, statement of changes in net assets, and cash flow statement the statement of
comparison of budget information with actual information for the year then ended, as well as the notes,
comprising a summary of significant accounting policies and other explanatory information.
Accounting authority’s responsibility for the financial statements2. The board of directors, which constitutes the accounting authority is responsible for the preparation and
fair presentation of the financial statements in accordance with South African Standards of Generally
Recognised Accounting Practice (SA Standards of GRAP) and the requirements of the Public Finance
Management Act of South Africa, 1999 (Act No. 1 of 1999) (PFMA) and the Companies Act of South Africa,
2008 (Act No. 71 of 2008), and for such internal control as the accounting authority determines is
necessary to enable the preparation of financial statements that are free from material misstatement,
whether due to fraud or error.
Auditor-general’s responsibility3. My responsibility is to express an opinion on these financial statements based on my audit. I conducted
my audit in accordance with International Standards on Auditing. Those standards require that I comply
with ethical requirements, and plan and perform the audit to obtain reasonable assurance about whether
the financial statements are free from material misstatement.
4. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in
the financial statements. The procedures selected depend on the auditor’s judgement, including the
assessment of the risks of material misstatement of the financial statements, whether due to fraud or error.
In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation
and fair presentation of the financial statements in order to design audit procedures that are appropriate
in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s
internal control. An audit also includes evaluating the appropriateness of accounting policies used and the
REPORT OF THE AUDITOR-GENEPARLIAMENT ON THE STATE INFO
TECHNOLOGY AGENCY SOC LIMITE
Report on the financial statements
Introduction1. I have audited the financial statements of the State Information Technology
pages 105 to 145, which comprise the statement of financial position as at
REPORT OF THE AUDITOR-GENERAL TO PARLIAMENT ON THE STATE INFORMATION TECHNOLOGY AGENCY SOC LIMITED 95
reasonableness of accounting estimates made by management, as well as evaluating the overall
presentation of the financial statements.
5. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my
audit opinion.
Opinion6. In my opinion, the financial statements present fairly, in all material respects, the financial position of the
State Information Technology Agency SOC Ltd as at 31 March 2015 and its financial performance and cash
flows for the year then ended, in accordance with SA Standards of GRAP and the requirements of the
Companies Act of South Africa.
Emphasis of matter 7. I draw attention to the matters below. My opinion is not modified in respect of these matters.
Significant uncertainties8. With reference to note 27 to the financial statements, the public entity is the defendant in various lawsuits.
The public entity is opposing these claims. The ultimate outcome of these matters cannot presently be
determined and no provision for any liability that may result has been made in the financial statements.
Additional matters9. I draw attention to the matters below. My opinion is not modified in respect of these matters.
SITA as the procurement agent on behalf of other government institutions 10. According to section 7(3) and (5) of the State Information Technology Agency Act, 1998 (Act No. 88 of
1998) (SITA Act), every department must, and while other public bodies may, procure information
technology related goods and services through SITA.
11. In instances where requests are received from government departments and other public bodies, SITA acts
as the procurement agent on behalf of these institutions. SITA must facilitate the procurement process
strictly in terms of the prescribed legislation. SITA will make a recommendation to the accounting officer or
accounting authority on a preferred bidder(s). The accounting officer or accounting authority, however,
retains the right to accept or reject SITA’s recommendation.
12. During the audit of procurement of information technology goods and services for government
departments and other public bodies by SITA, we have identified several instances of non-compliance with
laws and regulations pertaining to the procurement process, contract management and adherence to
internal control. The details of these findings are included under paragraphs 46-53 of this report. These
non-compliance matters may cause modifications to the government departments and other public
body’s auditors’ reports.
SITA ANNUAL REPOR T 2014/201596
Other reports required by the Companies Act 13. As part of my audit of the financial statements for the year ended 31 March 2015, I have read the Directors’
Report, the Audit Committee’s Report and the Company Secretary’s Certificate for the purpose of
identifying whether there are material inconsistencies between these reports and the audited financial
statements. These reports are the responsibility of the respective preparers. Based on reading these reports
I have not identified material inconsistencies between the reports and the audited financial statements in
respect of which I have expressed an unqualified opinion. I have not audited the reports and accordingly
do not express an opinion on them.
Report on other legal and regulatory requirements14. In accordance with the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA) and the general
notice issued in terms thereof, I have a responsibility to report findings on the reported performance
information against predetermined objectives for selected objectives presented in the annual
performance report, non-compliance with legislation and internal control. The objective of my tests was to
identify reportable findings as described under each subheading but not to gather evidence to express
assurance on these matters. Accordingly, I do not express an opinion or conclusion on these matters.
Predetermined objectives15. I performed procedures to obtain evidence about the usefulness and reliability of the reported
performance information for the following selected objectives presented in the annual performance
report of the entity for the year ended 31 March 2015:
Objective C1: Enhance efficiency of government business processes on pages 5,6 and 7
Objective C2: Improve security of government data assets on page 7
Objective C3: Review and improve performance of SCM on pages 7,8 and 9
Objective C5: Drive economies of scale in the acquisition of large ICT goods and services on page 9
Objective C6: Drive transformation agenda on page 9
16. I evaluated the reported performance information against the overall criteria of usefulness and reliability.
17. I evaluated the usefulness of the reported performance information to determine whether it was
presented in accordance with the National Treasury’s annual reporting principles and whether the
reported performance was consistent with the planned objectives. I further performed tests to determine
whether indicators and targets were well defined, verifiable, specific, measurable, time bound and relevant,
as required by the National Treasury’s Framework for managing programme performance information
(FMPPI).
18. I assessed the reliability of the reported performance information to determine whether it was valid,
accurate and complete.
19. I did not identify any material findings on the usefulness and reliability of the reported performance
information for the following objectives:
REPORT OF THE AUDITOR-GENERAL TO PARLIAMENT ON THE STATE INFORMATION TECHNOLOGY AGENCY SOC LIMITED 97
Enhance efficiency of government business processes
Improve security of government data assets
Review and improve performance of the SCM
Drive economies of scale in the acquisition of large ICT goods and services
Drive transformation agenda
Additional matters20. Although I identified no material findings on the usefulness and reliability of the reported performance
information for the selected objectives, I draw attention to the following matters:
Achievement of planned targets21. Refer to the annual performance report on pages 37 to 49 for information on the achievement of the
planned targets for the year.
Adjustment of material misstatements22. I identified material misstatements in the annual performance report submitted for auditing on the
reported performance information of ‘Drive economies of scale in the acquisition of large ICT goods and
services ‘. As management subsequently corrected the misstatement, we did not raise any material findings
on the usefulness and reliability of the reported performance information.
Compliance with legislation23. I performed procedures to obtain evidence that the entity had complied with applicable legislation
regarding financial matters, financial management and other related matters. My findings on material
non-compliance with specific matters in key legislation, as set out in the general notice issued in terms of
the PAA, are as follows:
Procurement and contract management24. Goods and services of a transaction value above R500 000 were procured without inviting competitive
bids as required by Treasury Regulations 16A6.1.
25. Sufficient appropriate audit evidence could not be obtained that all contracts and quotations were
awarded in accordance with the legislative requirements as supporting documentation for two (2)
contracts and one (1) quotation could not be provided.
Expenditure management26. The accounting authority did not take effective steps to prevent irregular expenditure as per the
requirements of section 51(1)(b)(ii) of the Public Finance Management Act.
SITA ANNUAL REPOR T 2014/201598
Internal control27. I considered internal control relevant to my audit of the financial statements, annual performance report
and compliance with legislation. The matters reported below are limited to the significant internal control
deficiencies that resulted in the findings on non-compliance with legislation included in this report.
Financial and performance management28. The entity did not review and monitor compliance with applicable laws and regulations.
Other reports
Investigations29. The special investigations unit is currently investigating two (2) cases relating to procurement irregularities.
30. There are seven (7) cases where potential irregularities in respect of supply chain management and ICT
service delivery are being investigated that may result in financial misconduct.
31. The internal audit department has completed twenty nine (29) investigations in the current year in respect
of supply chain management, ICT service delivery and corporate services.
Pretoria
Date: 29 July 2015
CER TIF ICATE BY THE COMPANY SECRE TARY 99
CERTIFICATE BY THE COMPANY SECRETARY
I, Mashumi K Mzaidume, in my capacity as Company Secretary of SITA SOC Ltd, hereby certify that,
to the best of my knowledge and belief, the company has lodged with the Registrar of Companies all
such returns as are required of it in terms of Companies Act No 71 of 2008, and that all such returns are true,
correct and up to date.
Mashumi K Mzaidume
Company Secretary
14 August 2015
THE COMPANY
apacity as Company Secretary of SITA SOC Ltd, hereby certify that,
nd belief, the company has lodged with the Registrar of Companies all
in terms of Companies Act No 71 of 2008, and that all such returns are true,
SITA ANNUAL REPOR T 2014/2015100
DIRECTORS’ REPORT
1. Introduction
The directors have pleasure in presenting their report, which forms part of the audited annual financial
statements of the State Information Technology Agency SOC Ltd for the year ended 31 March 2015. This report
and the annual financial statements comply with the requirements of the Public Finance Management Act No
1 of 1999 (as amended), the SITA Act No 88 of 1998 (as amended by Act 38 of 2002) and the Companies Act No
71 of 2008. The Board of Directors is the accounting authority in terms of section 49(2) (a) of the PFMA.
2. Nature of Business The nature of the company’s business is the provision of information technology, information systems and
related services in a maintained information systems security environment to, or on behalf of, participating
national government departments, provincial government departments, and local government. In this regard
the company is an agent of the South African Government, in accordance with SITA Act No 88 of 1998 (as
amended by Act 38 of 2002). The company derives all its revenue from ICT services and goods.
3. Registration DetailsThe company’s registration number is 1999/001899/30. The registered office is 459 Tsitsa Street, Erasmuskloof,
Pretoria, 0001.
4. Ownership The company is wholly owned by the Government of the Republic of South Africa as represented by the Minister
for Telecommunications and Postal Services, Dr Siyabonga Cwele.
5. Equity ContributedThere were no changes to either the authorised or issued share capital of the company during the year ended
31 March 2015. Details of the authorised and issued share capital can be found in note 12 to the annual financial
statements.
DIRECTORS’ REPORT
1. Introduction
The directors have pleasure in presenting their report, which forms part o
statements of the State Information Technology Agency SOC Ltd for the year en
and the annual financial statements comply with the requirements of the Pub
1 of 1999 (as amended), the SITA Act No 88 of 1998 (as amended by Act 38 of 2
71 of 2008. The Board of Directors is the accounting authority in terms of sectio
DIREC TORS’ REPOR T 101
6. Financial Highlights
The financial performance is set out on pages 105 to 145 of this report.
The group financial performance is summarised as follows:
31 March 2015 31 March 2014
Rand % change
Revenue 5 089 678 442 8.48
Gross surplus 1 134 831 917 34.68
Surplus for the year – before tax 207 996 070 209.00
Total assets 3 725 842 126 0.79
Net assets 2 730 915 672 5.58
Cash generated from operations 160 156 016 -66.44
7. Dividends
There were no dividends declared for the current financial year (2014: R Nil).
8. Internal ControlsThe Board has the ultimate responsibility for establishing a framework of internal controls. The controls are
designed to provide cost effective assurance that assets are safeguarded and that liabilities and working capital
are efficiently managed. The internal control environments were effectively managed by management and
monitored by the internal audit department. During the year internal controls operated effectively.
9. Public Finance Management Act (PFMA)
PFMA complianceVarious sections of the PFMA place responsibility on the Board to ensure that the company complies with all
applicable legislations. Any non-compliance with legislation is reported on a quarterly basis to both EXCO and
the Board of Directors.
Materiality and Significance FrameworkA Materiality and Significance Framework has been developed for reporting losses through criminal conduct
and irregular, fruitless and wasteful expenditure, as well as for significant transactions per section 54(2) of the
Act, that require ministerial approval. The framework was approved by the Board of Directors and the Minister of
Public Services and Administration for the 2012/13 financial year.
SITA ANNUAL REPOR T 2014/2015102
Material losses through criminal conduct, irregular, fruitless and wasteful expenditureSection 55(2) b of the PFMA requires that SITA include in the annual report particulars of any material losses
through criminal conduct and any irregular expenditure and fruitless and wasteful expenditure that occurred
during the financial year.
Public Private Partnerships The company did not enter into Public Private Partnership during the current financial year.
Basis of PresentationThe annual financial statements have been prepared in accordance with the Standards of Generally Recognised
Accounting Practices (GRAP) including any interpretations and directives issued by the International Accounting
Standards Board (IASB). In terms of these standards (GRAP), in the absence of a standard or pronouncement
comprising the GRAP financial reporting frameworks that specifically applies to a transaction, other event or
condition, management should apply judgement and may consider the following pronouncements, in
descending order, in developing an accounting policy for such a transaction, event or condition.
Standards of GRAP that have been issued, but are not yet effective,
IPSAS
IFRS
Events Subsequent to the Date of Financial PositionThere are no events subsequent to the date of the financial position.
Going ConcernThe directors confirm that they are satisfied that the company has adequate resources to continue in business
for the twelve month period from the date of this report. For this reason they continue to adopt the going
concern basis for preparing the financial statements as confirmed in the Statement of Responsibility by the
Board of Directors on page 12
DIRECTORS Disclosure of directors’ remuneration is detailed in the Audited Annual Financial Statements.
The following individuals were directors during the year under review:
DIREC TORS’ REPOR T 103
Non-executive directors:Jerry Vilakazi (Chairperson)
Vuyo Mahlati (Deputy Chairperson) Resigned 13 August 2014
Nozipho January-Bardill
Seadimo Chaba
Zukile Nomvete
Graeme Victor
Michelle Williams
Ntjatji Gosebo 19 May 2014 to date
Zeth Malele
Thabani Masuku Resigned 25 June 2014
Beatrice Matlejoane
Stadi Mngomezulu
Anna Mokgokong Resigned 26 May 2014
Alternate directorsWalter Mudau 19 May 2014 to date
Johnny De Lange 19 May 2014 to date
Refiloe Mokoena 19 May 2014 to date
Gracious Ncanywa 19 May 2014 to date
D C Niddrie
Company SecretaryMashumi K Mzaidume 12 May 2014 to date
ANNUAL FINANCIAL STATEMENTSFOR THE YEAR ENDED 31 MARCH 2015
SITA ANNUAL REPOR T 2014/2015106
STATEMENT OF FINANCIAL POSITION AS AT 31 MARCH 2015
in Rand Note 2015 2014
Assets
Non-current assets 1,008,780,868 874,700,690
Property, plant and equipment 4 613,913,014 475,657,828
Intangible assets 5 291,785,142 245,649,295
Non-current portion of Prepayments 10 – 64,211,206
Deferred tax assets 7 103,082,712 89,182,361
Current assets 2,717,061,257 2,821,828,139
Cash and cash equivalents 8 1,539,404,636 1,630,152,938
Trade and other receivables 9 1,022,868,657 1,021,490,046
Income Tax receivable 140,478,942 91,696,017
Current portion of Prepayments 10 14,309,022 78,489,137
Total assets 3,725,842,125 3,696,528,828
Net assets and liabilities
Net assets 2,730,915,672 2,586,626,536
Share capital 11 1 1
Reserves 12 627,334,546 627,334,546
Accumulated surpluses 2,103,581,125 1,959,291,989
Liabilities
Non-current liabilities 127,445,745 109,266,745
Post-retirement employee benefits 13 127,445,745 109,266,745
Current Liabilities 867,480,708 1,000,635,547
Trade and other payables 14 688,444,211 771,920,024
Provisions 15 – –
Income received in advance 16 179,036,497 228,715,523
Total net assets and liabilities 3,725,842,125 3,696,528,828
: ANNUAL F INANCIAL STATEMENTS 107
STATEMENT OF FINANCIAL PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2015
In Rand Note 2015 2014
Revenue 17 5,089,678,442 4,692,013,369
Cost of sales 18 3,954,846,525 3,849,400,431
Gross surplus 1,134,831,917 842,612,938
Other income 19 34,457,302 37,317,228
Operating expenses 20 1,083,613,962 936,570,443
(Deficit)/Surplus from operating activities 85,675,257 (56,640,277)
Finance income 21 160,654,579 147,289,814
Finance expenses 22 38,333,766 23,336,437
Surplus before income tax 207,996,070 67,313,100
Income tax expense 23 63,706,934 21,891,736
(Deficit)/Surplus for the year attributable to shareholder 144,289,136 45,421,364
STATEMENT OF CHANGES IN NET ASSETS FOR THE YEAR ENDED 31 MARCH 2015
in Rand Share capital ReserveAccumulated
surplusesTotal
Balance as at 31 March 2013 1 627,334,546 1,913,870,625 2,541,205,172
Surplus for the year – – 45,421,364 45,421,364
Balance as at 31 March 2014 1 627,334,546 1,959,291,989 2,586,626,536
Surplus for the year – – 144,289,136 144,289,136
Balance as at 31 March 2015 1 627,334,546 2,103,581,125 2,730,915,672
Note 11 12
SITA ANNUAL REPOR T 2014/2015108
CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2015
in Rand Note 2015 2014
Cash flows from operating activities
Receipts 5,162,983,377 4,795,897,586
– Sale of goods and services 5,088,469,135 4,716,913,183
– Finance income received 74,514,242 78,984,403
Payments (5,002,827,361) (4,318,622,078)
– Payment to suppliers and employees (4,863,307,114) (4,199,381,387)
– Finance costs paid (13,130,037) (384,055)
– Income tax paid 30.1 (126,390,210) (118,856,636)
Net Cash flows from operating activities 30.2 160,156,016 477,275,508
Cash flows from investing activities
Purchase of property, plant and equipment (194,400,037) (148,620,890)
Purchase of intangible assets (59,994,211) (207,383,333)
Proceeds from the sale of property, plant and equipment 3,489,930 29,019
Net Cash flows from investing activities (250,904,318) (355,975,204)
Cash flows from financing activities
Repayment of interest-bearing borrowings
Net Cash flows from financing activities – –
(Decrease)/Increase in cash and cash equivalents (90,748,302) 121,300,304
Cash and cash equivalents at beginning of year 1,630,152,938 1,508,852,634
Cash and cash equivalents at end of year 8 1,539,404,636 1,630,152,938
: ANNUAL F INANCIAL STATEMENTS 109
STATEMENT OF COMPARISON OF BUDGET AND ACTUAL AMOUNTS FOR THE YEAR ENDED 31 MARCH 2015
In Rand Note ACTUAL BUDGET VARIANCE
Revenue a 5,089,678,442 5,182,472,519 –1.79%
Cost of sales b 3,954,846,525 4,145,978,015 –4.61%
Gross surplus 1,134,831,917 1,036,494,504
Other income c 34,457,302 30,690,714 12.27%
Operating expenses d 1,083,613,962 839,042,159 29.15%
Surplus from operating activities 85,675,257 228,143,059
Net Finance income e 122,320,813 52,250,000 134.11%
Surplus before income tax 207,996,070 280,393,059 –25.82%
Income tax expense 63,706,934 78,510,056 –18.86%
Surplus for the year attributable to shareholder 144,289,136 201,883,003 –28.53%
The budget represented above is the approved final budget that has been prepared on the accrual basis for a period of 1 year.
Notes:
a. The variance is mainly due to agency sales as well as business opportunities which did not materialise as planned.
b. The variance in respect of cost of sales is mainly due to lower depreciation expenses as a result of underspending on
CAPEX and under expenditure in respect of agency sales.
c. The variance is mainly due to higher than expected income in respect of GovTech conference sponsorships.
d. The variance is mainly due to higher labour costs as a result of changes in SITA structure which now has additional
number of Executives and non-recoverable resources and more than planned expenditure on professional services,
subsistence and travel, software, service contracts, marketing and training costs.
e. The variance is mainly due to the net fair value adjustments on trade receivables and payables with regards to
notional interest earned and incurred as well as interest received on bank balances.
SITA ANNUAL REPOR T 2014/2015110
NOTES TO THE ANNUAL FINANCIAL STATEMENT FOR THE YEAR ENDED 31 MARCH 2015
1. Reporting EntityThe State Information Technology Agency SOC Ltd (SITA) is a state owned company domiciled in South Africa. The
company is primarily involved in the provision of information technology, information systems and related services
in a maintained systems security environment on behalf of participating government departments, including
provincial and local government departments. The financial statements for the year ended 31 March 2015 were
authorised and approved in accordance with a resolution of the Board of Directors on 29 July 2015.
2. Basis of preparationThese financial statements are presented in South African Rands (R), which is the company’s functional currency. They
have been prepared on the historical cost basis except for financial instruments which are recorded at fair value.
a. Statement of complianceThe annual financial statements have been prepared in accordance with the Standards of Generally Recognised
Accounting Practices (GRAP) including any interpretations and directives issued by the Accounting Standards Board
(ASB). In terms of these standards (GRAP), in the absence of a standard or pronouncement comprising the GRAP
financial reporting frameworks that specifically applies to a transaction, other event or condition, management
should apply judgement and may consider the following pronouncements, in descending order of the hierarchy
listed below, in developing an accounting policy for such a transaction, event or condition.
Standards of GRAP (Generally Recognised Accounting Practices) that have been issued, but are not yet effective,
IPSAS (International Public Sector Accounting Standards)
IFRS (International Financial Reporting Standards)
b. Use of estimates and judgementsThe preparation of financial statements in conformity with the basis of preparation requires management to make
judgements, estimates and assumptions that affect the application of policies and reported amounts of assets and
liabilities, revenue and expenses. The estimates and associated assumptions are based on historical experience and
various other factors that are believed to be reasonable under the circumstances. The results of which form the basis
of making judgements about carrying values of assets and liabilities that are not readily apparent from other sources.
Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an on-going basis. Revisions to accounting estimates
are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period
of revision and future periods if the revision affects both current and future periods.
: ANNUAL F INANCIAL STATEMENTS 111
3. Significant accounting policiesThe principle accounting policies adopted in the preparation of these financial statements are set out below. The
accounting policies are consistent with those used to present previous years financial statements, unless specifically stated.
3.1 Foreign currency transactionsTransactions in currencies other than in Rand are defined as foreign currency transactions. Transactions in foreign
currencies are translated at the rates of exchange ruling at the transaction date. Monetary assets and liabilities
denominated in foreign currencies are translated into Rand at the rate of exchange ruling at the reporting date. Non
monetary assets and liabilities that are measured in terms of the historical cost in a foreign currency are translated at
the exchange rate ruling at the original transaction date. Any foreign exchange differences are recognised in surplus
or deficit in the period in which the difference occurs.
3.2 Financial instrumentsFinancial assets and liabilities are recognised in the statement of financial position when the company has become
party to contractual provisions of the financial instruments.
A financial asset and a financial liability is initially recognised at its fair value plus, in the case of a financial asset or a
financial liability not at fair value through surplus or deficit, transaction costs that are directly attributable to the
acquisition or issue of a financial asset or a financial liability
After initial recognition, financial assets, including derivative assets, are measured at their fair values, without any
transaction costs it may incur on sale or other disposal, except for the following financial assets:
Loans and receivables are measured at amortised cost using the effective interest method.
After initial recognition, financial liabilities are measured at amortised cost using the effective interest method,
except for financial liabilities at fair value through surplus or deficit. Financial liabilities at fair value through surplus
or deficit, including derivatives that are liabilities, are measured at fair value.
At the end of each reporting period, financial assets measured at amortised cost are assessed whether or not there
is any objective evidence of impairment. If objective evidence exists that an impairment loss has been incurred, such
loss is recognised in surplus or deficit. The amount of the impairment loss is measured as the difference between the
asset’s carrying amount and the present value of estimated future cash flows discounted at the financial asset’s
original effective interest rate.
When a subsequent event causes the amount of an impairment loss to decrease, the decrease in the impairment
loss is reversed through surplus or deficit.
A gain or loss on a financial asset or a financial liability classified as at fair value through surplus or deficit, including
a derivative asset or liability, is recognised in surplus or deficit.
SITA ANNUAL REPOR T 2014/2015112
3.3 Property, plant and equipmenta. Recognition and measurement
Items of property, plant and equipment, except land, are measured at cost less accumulated depreciation and
accumulated impairment losses. Land is stated at cost and is not depreciated. The cost of items of property, plant
and equipment comprises its purchase price, including import duties and non-refundable purchase taxes, after
deducting trade discounts and rebates, and any costs directly attributable to bringing the asset to the location and
condition necessary for it to be capable of operating in the manner intended by management.
Where an asset is acquired at no cost, or for a nominal amount , its cost is its fair value as at the date of acquisition.
Purchased software that is integral to the functionality of the related equipment is capitalised as part of that equipment.
Where components of an item of property, plant and equipment have different useful lives, they are accounted for
as separate items (major components) of property, plant and equipment.
b. Subsequent costsThe cost of replacing part of an item of property, plant and equipment is recognised in the carrying amount of the
item if it is probable that the future economic benefits embodied within the part will flow to the company and its
cost can be measured reliably. The carrying amount of the replaced part is derecognised. Repairs and maintenance
costs are not capitalised, they are recognised in surplus or deficit as incurred.
c. DepreciationDepreciation is recognised in the surplus or deficit on a straight-line basis over the estimated useful life of each item
of property, plant and equipment. Land is not depreciated. Depreciation begins when the item of property, plant
and equipment is in the location and condition necessary for it to be capable of operating in the manner intended
by management. Depreciation ceases when the asset is derecognised.
The estimated useful lives for the current and comparative periods are as follows:
Original useful lives Revised useful lives
Buildings 17 – 53 years 5 – 54 years
Computer equipment 3 – 13 years 3 – 25years
Office furniture 7 – 13 years 3 – 36 years
Vehicles 9 – 13 years 4 – 19 years
Depreciation methods, useful lives and estimated residual values are reviewed at each reporting date. The effect of changes
in the depreciation methods, useful lives and estimated residual values are accounted for in accordance with the Standard
on Accounting Policies, Changes in Accounting Estimates and Errors as a change in estimate.
: ANNUAL F INANCIAL STATEMENTS 113
d. DerecognitionThe carrying amount of an item of property, plant and equipment is derecognised on disposal or when no future
economic benefits or service potential are expected from its use or disposal. The gain or loss arising on the disposal
or retirement of an item of property, plant and equipment is determined as the difference between the sale proceeds
and the carrying amount of the asset at the disposal date and is recognised in surplus or deficit.
3.4 Intangible assetsIntangible assets that are acquired by the company are initially measured and recognised at cost. Subsequently they
are carried at cost less accumulated amortisation and impairment losses.
Intangible assets with finite useful lives are amortised over their useful economic lives and assessed for impairment
whenever there is an indication that the intangible asset may be impaired. Amortisation is charged to surplus or
deficit on a straight line basis over the estimated useful lives of intangible assets. The amortisation period and the
amortisation method is reviewed annually and any changes are accounted for in terms of the Standard on Accounting
Policies, Changes in Accounting Estimates and Errors, as a change in accounting estimate.
Expenditure on an intangible item is recognised as an expense when it is incurred unless it forms part of the cost of
an intangible asset that meets the recognition criteria.
Computer softwareComputer software is initially recognised at cost. Subsequently it is carried at cost less accumulated amortisation
and accumulated impairment losses. Amortisation is charged on a straight line basis over the estimated useful life of
the software. Annual license fees on software are expensed in the year of accrual.
Software is amortised over a useful life of between 2 and 26 years.
Research and developmentExpenditure on research activities, undertaken with the prospect of gaining new scientific or technical knowledge
and understanding, is recognised in surplus or deficit in the year in which it is incurred.
Development costs that have been incurred on internally generated intangible assets are capitalised and recognised
as an intangible asset when management can demonstrate all of the following:
the technical feasibility of completing the intangible asset so that it will be available for use or sale;
its intention to complete the intangible asset and use or sell it;
its ability to use or sell the intangible asset;
how the intangible asset will generate probable future economic benefits or service potential.
the availability of adequate technical, financial and other resources to complete the development and to use or
sell the intangible asset.
its ability to measure reliably the expenditure attributable to the intangible asset during its development.
SITA ANNUAL REPOR T 2014/2015114
3.5 Leases Lessee
Leases where the company does not retain a significant portion of the risks and rewards of ownership are classified
as operating leases. Payments made under operating leases are recognised in the surplus or deficit on a straight-line
basis over the lease term. Lease incentives received are recognised as an integral part of the total lease expense, over
the term of the lease.
There are no items of Property, plant and equipment classified as finance leased assets.
LessorRental income (net of any incentives given to the lessee) from operating leases is recognised on a straight-line basis
over the term of the relevant lease. Lease incentives granted are recognised as an integral part of the total rental
income, over the term of the lease.
Initial direct costs incurred in negotiating and arranging an operating lease are added to the carrying amount of the
leased asset and recognised, as an integral part of the total lease income on a straight-line basis, over the lease term.
Assets leased to third parties under operating leases are included in property, plant and equipment in the statement
of financial position.
a) Determining whether an arrangement contains a leaseThe company ensures that the following two requirements are met, in order for an arrangement transacted by the
company to be classified as a lease in terms of GRAP 13:
Fulfilment of the arrangement is dependent on the use of an asset or assets, and this fact is not necessarily
explicitly stated by the contract but rather implied; and
The arrangement conveys a right to use the asset or assets, if one of the following conditions is met:
the purchaser has the ability or right to operate the asset or direct others to operate the asset; or
the purchaser has the ability or right to control physical access to the asset; or
there is only a remote possibility that parties other than the purchaser will take more than a insignificant
amount of the output of the asset, and the price that the purchaser will pay is neither fixed per unit of output
nor equal to the current market price at the time of delivery.
The company’s assessment of whether an arrangement contains a lease is made at inception of the arrangement,
with reassessment occurring in the event of limited changes in circumstances as specified by GRAP 13.
3.6 ImpairmentThe carrying amount of the company’s tangible and intangible assets with a finite useful life, other than financial
assets and deferred taxation assets, are reviewed at each reporting date to determine if there is any indication of
impairment. If such an indication exists, the recoverable amount of the asset is estimated to determine the extent of
impairment loss (if any). Where an asset does not generate cash flows that are independent from other assets, the
company estimates the recoverable amount of the cash generating unit to which the asset belongs.
: ANNUAL F INANCIAL STATEMENTS 115
An impairment loss is recognised in surplus or deficit whenever the carrying amount of an asset exceeds the
recoverable amount.
The recoverable amount of an asset is the higher of the asset’s fair value less costs to sell and it’s value in use. Fair
value less costs to sell is determined by ascertaining the current market value of an asset after deducting any costs
relating to the realisation of the asset. In assessing the value in use, the expected future cash flows from the asset are
discounted to their net present values using a pre-taxation discount rate that reflects current market assessments of
the time value of money and the risks specific to the asset.
A previously recognised impairment loss is reversed if the recoverable amount increases as a result of a change in the
estimates previously used to determine the recoverable amount, to an amount not higher than the carrying amount
that would have resulted, net of depreciation and amortisation, had no impairment loss been recognised. A reversal of
an impairment loss is recognised as income immediately if the impairment was recognised previously as an expense.
3.7 Employee benefitsa) Defined contribution plan
A defined contribution plan is a post-retirement benefit plan under which the company pays fixed contributions
into a separate company and will have no legal or constructive obligation to pay further amounts. Obligations for
contributions to defined contribution pension plans are recognised as an employee benefit expense in the surplus
or deficit when they are due. Prepaid contributions are recognised as an asset to the extent that a cash refund or a
reduction in future payments is available.
b) Defined benefit planThe post retirement benefit plan is a defined benefit plan. Medical benefits are provided for all permanent employees
via three medical funds. All contributions paid are charged to the surplus or deficit in the year to which they relate.
The company provides post-retirement health care benefits to a closed group of qualifying employees and retirees.
The entitlement to post-retirement health care benefits is based on the qualifying employee remaining in service up
to retirement age. The expected cost of these benefits are accrued for over the period of employment, using the
projected unit credit method. Annual valuations of these obligations are carried out by independent qualified
actuaries. Any actuarial gains or losses arising from experience adjustments and changes in actuarial assumptions
are recognised as an expense in the period in which the plan is amended.
c) Termination benefitsTermination benefits are recognised as an expense when the company is demonstrably committed, without a
realistic possibility of withdrawal, to a formal detailed plan to either terminate employment before the normal
retirement date, or to provide termination benefits as a result of an offer made to encourage voluntary redundancy.
Termination benefits for voluntary redundancies are recognised as an expense if the company has made an offer
encouraging voluntary redundancy, it is probable that the offer will be accepted, and the number of acceptances
can be estimated reliably. Benefits falling due more than 12 months after the end of the reporting period are
discounted to their present values.
SITA ANNUAL REPOR T 2014/2015116
d) Short-term benefitsShort-term employee benefit obligations are measured on an undiscounted basis and are expensed as the related
service is provided.
A liability is recognised for the amount expected to be paid under short-term cash bonus plans if the company has
a present legal or constructive obligation to pay this amount as a result of past service provided by the employee
and the obligation can be estimated reliably.
3.8 ProvisionsProvisions are recognised when the company has a present legal or constructive obligation as a result of past events;
it is probable that an outflow of resources will be required to settle the obligation; and the amount can be reliably
estimated. Provisions are not made for future operating losses.
Provisions are measured at the present value of the expenditures expected to be required to settle the obligation
using a pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the
obligation. The increase in the provision due to the passage of time is recognised as an interest expense.
3.9 RevenueRevenue comprises amounts invoiced to customers for goods and services and is recognised at the fair value of the
consideration received or receivable, and excludes value added tax.
Revenue from the sale of goods is recognised when significant risks and rewards of ownership of the goods are
transferred to the buyer, recovery of the consideration is considered probable, the associated costs and possible
return of goods can be estimated reliably, and there is no continuing management involvement with the goods.
When the outcome of a transaction involving the rendering of services can be estimated reliably, revenue associated
with the transaction shall be recognised by reference to the stage of completion of the transaction at the reporting
date. The outcome of a transaction can be estimated reliably when all the following conditions are satisfied:
(a) The amount of revenue can be measured reliably.
(b) It is probable that the economic benefits or service potential associated with the transaction will flow to the company.
(c) The stage of completion of the transaction at the reporting date can be measured reliably.
(d) The costs incurred for the transaction and the costs to complete the transaction can be measured reliably.
When the outcome of a transaction involving the rendering of services cannot be estimated reliably, revenue shall
be recognised only to the extent of the expenses recognised that are recoverable.
: ANNUAL F INANCIAL STATEMENTS 117
3.10 Finance incomeFinance income comprises interest income earned on funds invested, interest charged on overdue customer
accounts and adjustments in terms of GRAP 104
Interest is recognised on the time proportion basis using the effective interest method over the period to maturity,
when it is determined that such income will accrue to the company.
3.11 Finance expensesFinance expenses comprise interest and penalties payable on overdue accounts and adjustments in terms of GRAP
104. Interest is calculated and recognised in surplus or deficit using the effective interest method.
3.12 TaxationIncome tax comprises current and deferred tax. Income tax expense is recognised in surplus or deficit except to the
extent that it relates to items recognised directly in the statement of changes in net assets.
Current taxation comprises tax payable calculated on the basis of the expected taxable income for the year, using
the tax rates enacted or substantively enacted at the reporting date, and any adjustment of the tax payable for
previous years.
Deferred tax is recognised in respect of temporary differences between the carrying amounts of assets and liabilities
for financial reporting purposes and the amounts used for taxation purposes. The amount of deferred tax provided
for is based on the expected manner of realisation or settlement of the carrying amount of the assets and liabilities
using the tax rates enacted or substantively enacted at the reporting date. The effects of deferred taxation of any
changes in tax rates is recognised in the surplus or deficit, except to the extent that it relates to items previously
charged and credited directly to the statement of changes in net assets.
A deferred tax asset is recognised for unused tax losses, tax credits and deductible temporary differences, to the
extent that it is probable that future taxable profits will be available against which the associated unused tax losses
and deductible temporary difference can be utilised. Deferred tax assets are reviewed at each reporting date and are
reduced to the extent that it is no longer probable that the related tax benefit will be realised.
Deferred tax assets and liabilities are offset if there is a legally enforceable right to offset current tax liabilities and
assets, and they relate to income taxes levied by the same authority on the same taxable entity, or on different tax
entities, but they intend to settle current tax liabilities and assets on a net basis or their assets and liabilities will be
realised simultaneously.
SITA ANNUAL REPOR T 2014/2015118
3.13 Related partiesThe company operates in an economic environment currently denominated by entities directly or indirectly owned
by the South African government. As a result of the constitutional independence that is guaranteed for the different
spheres of government, only parties within the national sphere of government are considered to be related parties.
Key management is defined as being individuals with the authority and responsibility for planning, directing and
controlling the activities of the company.
Close family members of key management personnel are considered to be those family members who may be
expected to influence, or be influenced by key management individuals in their dealings with the company.
All related party transactions are disclosed in terms of the requirements of IPSAS 20 Related Party Disclosures. The
objective of the standard and the financial statements is to provide relevant and reliable information and therefore
materiality is considered in the disclosure of these transactions.
3.14 Irregular, fruitless and wasteful expenditureIrregular expenditure is defined as expenditure incurred in contravention of or not in accordance with a requirement
of any applicable legislation.
Fruitless and wasteful expenditure represents expenditure that was made in vain and would have been avoided had
reasonable care been exercised.
All irregular, fruitless and wasteful expenditure are charged in surplus or deficit in the period in which they are identified.
3.15 Cash and cash equivalentsCash includes cash-on-hand and cash with banks. Cash equivalents are short-term highly liquid investments that are
held with registered banking institutions with maturities of three months or less and are subject to an insignificant
risk of change in value.
: ANNUAL F INANCIAL STATEMENTS 119
4. Property, plant and equipment
in Rand Land BuildingsComputer
EquipmentOffice
furnitureVehicles Total
At 31 March 2015Cost
Balance at beginning of year 24,743,595 264,162,979 638,176,743 112,968,539 1,148,757 1,041,200,613
Additions and improvements – 2,465,907 169,367,048 22,567,083 – 194,400,037
Disposals/Retirements – (60,975) (16,448,012) (598,715) (232,456) (17,340,158)
Balance at end of year 24,743,595 266,567,911 791,095,779 134,936,907 916,301 1,218,260,493
Accumulated depreciation
Balance at beginning of year – 102,870,313 388,608,917 73,309,880 753,675 565,542,785
Depreciation charge – 5,183,049 37,486,844 5,870,067 49,122 48,589,082
Disposals/Retirements – (45,677) (9,096,373) (437,555) (204,783) (9,784,389)
Balance at end of year – 108,007,685 416,999,388 78,742,392 598,014 604,347,479
Net carrying amount 24,743,595 158,560,226 374,096,391 56,194,515 318,287 613,913,014
At 31 March 2014Cost
Balance at beginning of year 24,743,595 261,936,023 585,070,709 111,909,686 1,148,757 984,808,770
Additions and improvements – 2,256,532 141,669,266 4,695,092 – 148,620,890
Disposals/Retirements – (29,576) (88,563,232) (3,636,239) – (92,229,047)
Balance at end of year 24,743,595 264,162,979 638,176,743 112,968,539 1,148,757 1,041,200,613
Accumulated depreciation
Balance at beginning of year – 93,318,168 436,819,697 74,487,573 831,200 605,456,638
Depreciation charge – 9,574,904 9,841,264 1,771,643 –77,525 21,110,286
Disposals/Retirements – (22,759) (58,052,044) (2,949,336) – (61,024,138)
Balance at end of year – 102,870,313 388,608,917 73,309,880 753,675 565,542,785
Net carrying amount 24,743,595 161,292,666 249,567,826 39,658,659 395,082 475,657,828
None of the items of property, plant and equipment are held under finance lease.
A register of land and buildings is available for inspection at the registered office of the company.
SITA ANNUAL REPOR T 2014/2015120
5. Intangible assets
in Rand Intangible assets Internally generated
intangible asset Total
At 31 March 2015Cost
Balance at beginning of year 193,272,694 346,243,408 539,516,102
Additions and improvements 6,099,245 53,894,966 59,994,211
Disposals/Retirements (44,288) – (44,288)
Balance at end of year 199,327,651 400,138,374 599,466,025
Accumulated amortisation
Balance at beginning of year 118,752,399 175,114,408 293,866,807
Amortisation charge 13,852,566 – 13,852,566
Disposals/Retirements (38,490) – (38,490)
Balance at end of year 132,566,475 175,114,408 307,680,883
Net carrying amount 66,761,176 225,023,966 291,785,142
At 31 March 2014Cost
Balance at beginning of year 203,050,505 168,942,765 371,993,270
Additions and improvements 30,082,690 177,300,643 207,383,333
Disposals/Retirements (39,860,501) – (39,860,501)
Balance at end of year 193,272,694 346,243,408 539,516,102
Accumulated amortisation
Balance at beginning of year 145,845,513 – 145,845,513
Amortisation charge 2,085,566 – 2,085,566
Disposals/Retirements (29,178,680) – (29,178,680)
Impairment – 175,114,408 175,114,408
Balance at end of year 118,752,399 175,114,408 293,866,807
Net carrying amount 74,520,295 171,128,999 245,649,295
Intangible assets comprises of software and licenses.
Internally generated intangible assets relate to the development of IFMS and solutions for Transversal Solutions.
Due to a strategic change in direction relating to IFMS, an amount of R175m was required to be impaired.
: ANNUAL F INANCIAL STATEMENTS 121
6. Capital and Operational commitments
in Rand 2015 2014
Budgeted and contracted for 255,974,751 329,076,990
255,974,751 329,076,990
The capital and operational commitments are funded through the company’s operational activities.
7. Deferred tax assetsDeferred tax assets are attributable to the following:
in RandStatement of financial
performance movement2015 2014
Movement in impairment on trade receivables 5,439,344 66,470,320 61,030,976
Movement in asset impairment – 49,032,034 49,032,034
Accrual for leave pay benefits 1,877,297 20,207,679 18,330,382
Post-retirement medical benefits 5,090,120 35,684,809 30,594,689
Income received in advance (13,910,128) 50,130,219 64,040,346
Notional interest adjustment 55,146 823,989 768,842
Leases (129,622) 305,396 435,018
Prepayments 8,985,216 (2,003,264) (10,988,479)
Section 24C allowance 14,275,553 (49,764,794) (64,040,346)
Depreciation/amortisation (7,782,576) (67,803,676) (60,021,101)
13,900,351 103,082,712 89,182,361
Reconciliation between opening and closing balance
Deferred tax asset at beginning of year 89,182,361 62,679,080
Statement of financial performance movement 13,900,351 26,503,281
– current year 13,900,351 26,503,281
Deferred tax asset at end of year 103,082,712 89,182,361
SITA ANNUAL REPOR T 2014/2015122
8. Cash and cash equivalents
in Rand 2015 2014
Cash with Banks 1,539,404,636 1,630,152,938
– Current account balance 33,214,317 127,455,638
– Unidentified receipts (2,758,230) –
– Interest Accrual 247,552 360,963
– Call account balance 2,000,000 2,159,964
– Monies held in trust 32,914,754
– Payroll account 9,922 9,523
– CPD account 1,473,762,721 1,500,155,249
– Cash float 13,600 11,600
Ring-fenced cash 239,890,840 286,122,601
– IFMS Project 100,162,242 100,000,000
– Income received in advance 64,946,598 111,340,601
– Municipal guarantees 1,437,000 1,437,000
– Post retirement medical benefits 73,345,000 73,345,000
Available Cash 1,299,513,796 1,344,030,338
Ring-fenced cash represents cash received from customers to be utilised for specific projects in the future, deposits held
for rental and municipalities and money that has been ring-fenced to manage the immediate risk of an uncovered post-
retirement medical benefit liability.
The company’s exposure to interest rate risk and a sensitivity analysis for financial assets and liabilities are disclosed in note 24.
The average rate of interest on the cash balances was 5.89% (2014: 5.16%)
9. Trade and other receivablesin Rand 2015 2014
Trade receivables 1,284,426,934 1,275,463,890
Less: Impairment of trade receivables (304,077,708) (279,194,675)
980,349,226 996,269,215
Other receivables 42,519,431 25,220,831
1,022,868,657 1,021,490,046
The company’s exposure to credit and currency risk and impairment losses related to trade and other receivables are
disclosed in Note 24.
: ANNUAL F INANCIAL STATEMENTS 123
10. Prepayments
in Rand 2015 2014
Software maintenance costs – Non-current portion – 64,211,206
Software maintenance costs – Current portion 14,309,022 78,489,137
14,309,022 142,700,343
11. Share Capital
in Rand 2015 2014
Authorised and issued
One ordinary share at R1.00 each 1 1
12. Reserves
in Rand 2015 2014
Opening balance 627,334,546 627,334,546
Movement – –
Closing balance 627,334,546 627,334,546
The State Information Technology Agency Act, 1998 (Act no.88 of 1998)(as amended by Act no.38 of 2002) resulted in the
reduction of the company’s share capital from R627 334 547 to R1. Approval was granted by National Treasury to transfer
the difference to reserves.
SITA ANNUAL REPOR T 2014/2015124
13 Post-retirement employee benefits
in Rand 2015 2014
Present value of unfunded obligations 127,445,745 109,266,745
Plan assets – –
Unrealised actuarial gains – –
127,445,745 109,266,745
Movement in the present value of the defined benefit liability
Balance at beginning of year 109,266,745 124,987,745
Statement of financial performance movement 18,179,000 (15,721,000)
Current service cost 3,889,000 3,921,000
Interest cost 10,569,000 7,031,000
Contributions paid (634,000) (1,070,000)
Settlement (gain)/loss (2,953,000) –
Curtailments (13,487,000)
Realised actuarial (gain)/loss 7,308,000 (12,116,000)
Balance at end of year 127,445,745 109,266,745
Employee benefit expense:
Current service cost 3,889,000 3,921,000
Interest cost 10,569,000 7,031,000
Settlement (gain)/loss (2,953,000) –
Curtailments – (13,487,000)
Net actuarial losses/gains recognised in surplus or deficit 7,308,000 (12,116,000)
Negative/positive past service cost – –
Total employee benefit expense 18,813,000 (14,651,000)
: ANNUAL F INANCIAL STATEMENTS 125
Principal actuarial assumptions
Gross Discount RateZero–coupon South African bond yield curve – 9.0%
Zero–coupon South African bond yield curve – 9.7%
Healthcare Cost Inflation2% higher than CPI inflation – 8.7%
0.5% lower than valuation discount rate at each term to maturity – 9.0%
Pre-retirement mortality assumptions:
– Males SA85-90 L SA85-90 L
– Females SA85-90 L SA85-90 L
Post-retirement mortality assumptions:
– Males
PA(90) rated down 2 year(s) plus 1% future improvement
PA(90) rated down 2 year(s) plus 0.5% future improvement
– Females
PA(90) rated down 2 year(s) plus 1% future improvement
PA(90) rated down 2 year(s) plus 0.5% future improvement
Expected retirement ages:
– Males65 years – ex Infoplan; 60 years – others
65 years – ex Infoplan; 60 years – others
– Females65 years – ex Infoplan; 60 years – others
65 years – ex Infoplan; 60 years – others
Continuation percentage 100% 100%
Percentage married at retirement 90% 90%
The medical inflation rate is assumed to be 0.5% lower than the valuation discount rate at each term to maturity.
The company provides for post-retirement medical benefits to the following qualifying employees:
a) Ex-Infoplan employees who transferred to the company on 1 April 1999 and who remain members of SITA approved
medical aids.
b) Ex-SAPS employees who transferred to the company on 1 April 1999, and
c) Other former public sector employees who transferred to the company on or after 1 April 1999 and who remain
members of SITA approved medical aids.
The amounts due in respect of the company’s liability regarding the post-retirement medical benefit has been determined
by independent actuaries as at 31 March 2015 using the projected unit credit method.
The current service cost, interest cost and actuarial gains and losses are included in the line item Operating Expenses (staff
costs) in the Statement of Financial Performance.
It is anticipated that the contributions to be paid in 2015/16 will amount to R683 000
SITA ANNUAL REPOR T 2014/2015126
Sensitivity analysis relating to the assumed medical cost trend rates:
Increase of 1%
BaseDecrease
of 1%
Change in Liability in Rand 101,438,000 127,445,745 162,204,000
Change in Liability as a % –20.41% 27.27%
Service cost and Interest cost in Rand 11,554,000 14,458,000 18,290
2015 2014 2013 2012 2011
Experience adjustments (12,050,000) (28,536,000) (23,274,000) 3,015,001 (1,887,674)
Present value of defined benefit obligation 127,445,745 109,266,745 124,987,745 129,151,713 114,230,403
13.1 Employee benefitsAll permanent employees are members of the following independent funds:
Denel Retirement Fund:The Denel Retirement Fund is a defined contribution fund, managed by a Board of Trustees in terms of the Pension Funds
Act of 1956 (Act no. 24 of 1956). The company has no financial liability in respect of this fund.
Government Employees Pension Fund:Retirement benefits are provided by membership of the Government Employees Pension Fund which is a defined benefit
fund. However, as the company’s responsibility regarding the funding of the shortfall of the pension fund is limited to the
current contributions made on behalf of its employees, this fund is classified as a defined contribution fund from the
company’s perspective. The Government of South Africa as the employer is responsible for any shortfall in this Fund. This
responsibility is governed by the General Pensions Act 29 of 1979 and Government Employees Pension Law, Proclamation
21 of 1996.
SITA Pension Fund:The SITA Pension Fund, which is administered by Alexander Forbes, is a defined contribution fund. The company has no
financial liability in respect of this fund.
The contributions charged against income for the above mentioned pension funds amounted to R83.5 million (2014:
R75.8 million).
Current medical benefits:The company contributes to three medical aid schemes for the benefit of permanent employees and their dependants.
Contributions charged against income amounted to R84.5 million (2014: R80.3 million). The company’s financial obligation
is limited to the current company contributions.
: ANNUAL F INANCIAL STATEMENTS 127
14. Trade and other payables
in Rand 2015 2014
Trade payables 439,675,296 512,653,545
Leave pay accrual 77,214,837 70,510,205
Accrual for 13th cheque 5,191,539 5,043,178
Non-trade payables 166,362,539 183,713,096
688,444,211 771,920,024
The company’s exposure to currency and liquidity risk related to trade and other payables is disclosed in note 24.
15. Provisions
in Rand 2015 2014
Balance at beginning of year – –
Additional provision (reversed)/raised during the year – –
Utilisation of provision during the year – –
Balance at end of year – –
– –
Provision is in respect of performance bonus.
16. Income received in advance
in Rand 2015 2014
Unearned Revenue 13,927,657 17,374,922
Ring fenced cash (Refer to note 8) 165,108,840 211,340,601
– Income received in advance 64,946,598 111,340,601
– IFMS 100,162,242 100,000,000
179,036,497 228,715,523
Income received in advance represents monies received from customers to be utilised for specific projects in future periods.
Unearned Revenue represents amounts that have been billed as per the contract with the customer, but relate to future
activity of the contract.
SITA ANNUAL REPOR T 2014/2015128
17. Revenue
in Rand 2015 2014
BPO Service desk – 34,016
Commercial Printing 8,072,540 47,557,562
ICT Advisory Services 34,503,774 50,760,104
Information Management 41,940,021 34,253,062
Managed Applications 535,588,260 521,638,308
Managed Desktop 397,210,682 393,551,075
Managed Infrastructure 2,077,341,663 1,528,785,564
Project Management 50,050,283 226,295,992
Requesting and Fulfillment 1,563,704,580 1,603,338,632
Security Management 24,068,338 11,593,222
Service Management Centre 179,967,954 127,622,503
Training 28,649,865 28,799,858
Solution development 148,580,482 117,783,470
5,089,678,442 4,692,013,369
18. Cost of sales
in Rand 2015 2014
Direct depreciation 44,667,149 20,232,341
Direct amortisation 10,661,614 2,085,308
Direct labour 1,098,592,312 981,137,832
Service delivery expenditure 2,800,925,450 2,845,944,950
3,954,846,525 3,849,400,431
19. Other income
in Rand 2015 2014
Profit on disposal of assets 19,039 29,019
Operating lease income 11,534,190 14,553,749
Income from GovTech conference 20,070,483 20,744,373
Sundry income 2,833,590 1,990,087
34,457,302 37,317,228
: ANNUAL F INANCIAL STATEMENTS 129
20. Operating expensesThe following separately disclosable items are included in operating expenses:
in Rand 2015 2014
Auditor’s remuneration
– Audit fees 9,805,349 11,761,166
Amortisation
Total amortisation 13,852,566 2,085,566
Included in Cost of sales (10,661,614) (2,085,308)
Non-recoverable amortisation 3,190,952 258
Depreciation
Total depreciation 48,589,082 21,110,286
Included in cost of sales (44,667,149) (20,232,341)
Non-recoverable depreciation 3,921,933 877,946
Impairment movement
– Trade and other receivables 21,827,222 12,158,083
– Impairment on IFMS – 175,114,408
Software written-off 86,703,914 –
Net Loss on disposal of assets 4,090,675 41,814,384
Operating lease expense 40,963,924 34,823,344
Staff costs 476,794,268 373,542,172
Refer to Annexure A for Director’s remuneration
21. Finance income
in Rand 2015 2014
Notional Interest earned 86,084,990 68,233,392
Foreign exchange gain 55,347 72,019
Interest on cash balances 74,514,242 78,984,403
160,654,579 147,289,814
SITA ANNUAL REPOR T 2014/2015130
22. Finance expenses
in Rand 2015 2014
Notional Interest incurred 24,170,595 22,202,548
Interest paid 13,130,037 384,055
Foreign exchange loss 1,033,134 749,834
38,333,766 23,336,437
23. Income tax expense
in Rand 2015 2014
Current tax expense
Income tax charge 77,607,285 48,395,017
Prior year under provision – –
Deferred tax expense
Origination and reversal of temporary differences (13,900,351) (26,503,281)
Total income tax expense 63,706,934 21,891,736
Reconciliation of effective tax rate
Profit for the period 144,289,136 45,421,364
Total income tax expense 63,706,934 21,891,736
Profit excluding income tax 207,996,070 67,313,100
2015 2014
% R % R
Income tax using the company’s domestic tax rate 28.00% 58,238,900 28.00% 18,847,668
Non-deductible expenses 2.63% 5,468,034 4.52% 3,044,068
Overprovision current tax
Underprovision deferred tax asset
Effective income tax 30.63% 63,706,934 32.52% 21,891,736
: ANNUAL F INANCIAL STATEMENTS 131
24. Financial instrumentsa) Credit risk
Credit risk is the risk of financial loss to the company when the customer or counterparty to the financial instrument
fails to meet its contractual obligations and arises principally from the company’s receivables from customers.
The company limits its counterparty exposure arising from money market instruments by dealing only with well-
established financial institutions of high credit standing. Exposure relating to trade and other receivables, which
mainly consist of national and provincial government departments as well as local government, is managed by
entering into contractual agreements that indicate payment terms of the services rendered. These customers fall
within the ambit of the Public Finance Management Act,1999 (Act No. 1 of 1999) and the Municipal Finance
Management Act, 2003 (Act No.56 of 2003). These legislations prescribe that suppliers of products and services be
paid within 30 days or as stipulated by agreements entered into.
The carrying amount of financial assets represents the maximum credit exposure. The maximum credit exposure to
credit risk at the reporting date was:
Carrying amount
in Rand Note 2015 2014
Direct depreciation 9 980,349,226 996,269,215
Direct amortisation 9 42,519,431 25,220,831
Direct labour 8 1,539,404,636 1,630,152,938
3,954,846,525 3,849,400,431
Impairment lossesThe aging of trade receivables net of the impairment loss at the reporting date was:
in Rand 2015 2014
Not past due 572,606,452 566,476,996
Past due 0 – 30 days 71,112,135 116,941,632
Past due 31 – 90 days 147,549,922 125,587,242
Past due 91 – 360 days 144,300,591 159,742,431
Past due – more than 360 days 44,780,126 27,520,913
980,349,226 996,269,215
The due date of invoices is determined as being 30 days after the invoice date.
SITA ANNUAL REPOR T 2014/2015132
Credit quality of financial assets
Trade receivablesThe credit quality of financial assets that are neither past due nor impaired can be assessed by reference to external
credit ratings, except for the credit quality of individual government debt that cannot be determined individually as
government as a whole is assessed by international rating agencies in total. Management does not deem it
appropriate to assign a national rating to specific debtors. Government debt does not prescribe and therefore the
credit risk exposure is limited.
Cash at bank
2015 2014
Zero risk (CPD) 1,473,762,721 1,500,155,249
Fitch BBB 65,380,763 129,465,371
Cash on hand 261,152 532,318
1,539,404,636 1,630,152,938
The movement in the allowance for impairment in respect of trade receivables during the year was as follows:
2015 2014
Balance at beginning of year 279,194,675 267,036,592
Impairment loss recognised 24,883,033 12,158,083
Balance at end of year 304,077,708 279,194,675
The impairment loss is based on history on invoices over 360 days and specifically identified invoices that are
considered doubtful based on information in the company’s possession. Each debtor is analysed individually and a
decision to impair is made.
: ANNUAL F INANCIAL STATEMENTS 133
b) Liquidity riskLiquidity risk is the risk that the company will not be able to meet its financial obligations as they fall due. The
company’s approach in managing liquidity risk is to ensure, as far as possible , that it will always have sufficient
liquidity to meet its liabilities when due, under normal and stressed conditions, without incurring unacceptable
losses or risking damage to the company’s reputation. This risk is managed by maintaining adequate cash reserves
by continuously monitoring cash flow forecasts, actual cash flows and the maturity profile of financial assets and
liabilities.
The following are the contractual maturities of financial liabilities, including estimated interest payments and
excluding the impact of netting agreements:
31 March 2015
in RandCarrying amounts
Contractual cash flow
6 months or less 6 – 12 months 1 – 2 years
Trade and other payables 688,444,211 688,444,211 688,444,211 – –
688,444,211 688,444,211 688,444,211 – –
31 March 2014
in RandCarrying amounts
Contractual cash flow
6 months or less 6 – 12 months 1 – 2 years
Trade and other payables 771,920,024 771,920,024 771,920,024 – –
771,920,024 771,920,024 771,920,024 – –
c) Currency riskCurrency risk arises from exposure to foreign currencies when the value of the rand changes in relation to these
currencies. The company primarily transacts in US dollar when dealing with foreign transactions.
The company’s exposure to foreign currency risk was minimal.
SITA ANNUAL REPOR T 2014/2015134
d) Interest rate riskAt the reporting date the interest rate profile of the company’s interest-bearing financial instrument was:
Carrying amount
in Rand 2015 2014
Fixed interest rateThe company does not hold any fixed interest rate financial instruments.
Fair value sensitivity analysis for fixed rate instrumentsThe company does not account for any fixed rate financial liabilities at fair value through surplus or deficit, and the
company does not designate derivatives (interest-rate swaps) as hedging instruments under a fair value hedge
accounting model. Therefore a change in interest rate at reporting date would not affect surplus or deficit.
Variable interest rate
Cash and cash equivalents 1,539,404,636 1,630,152,938
Fair value sensitivity analysis for variable interest rate instrumentsThe sensitivity analysis below has been determined based on the exposure to interest rates at reporting date and the
stipulated change taking place at the beginning of the financial year and held constant in the case of variable rate
borrowings. A 100 basis point increase or decrease has been used, as this represents management’s assessment of
the possible change in the interest rates.
If interest rates had been 100 basis points higher/lower and all other variables held constant, the company’s
surplus before taxation would increase/decrease by:
1,539,405 1,630,153
2015 2014
Carrying amount Carrying amount
e) Categories of financial instruments
Financial instruments at amortised cost:
Cash and cash equivalents 1,539,404,636 1,630,152,938
Trade and other receivables 1,022,868,657 1,021,490,046
Trade and other payables 688,444,211 771,920,024
: ANNUAL F INANCIAL STATEMENTS 135
25. Related partiesTransactions with governmentThe company is 100% owned by the government of South Africa represented by the Minister for Telecommunications and
Postal Services.
The company is a schedule 3A National Public Entity in terms of the Public Finance Management Act,1999 (Act No.1 of
1999). The related party disclosures is in terms of the requirements of GRAP 20 (Related Party Disclosures).
Related parties of the company consist of government departments, state-owned enterprises and other public entities in
the national sphere of government and key management personnel of the company and close family members of related
parties. All transactions entered into with related parties are at arm’s length. This entails that all transactions occur in the
normal course of operations and are at the same terms and conditions as available to all customers and suppliers alike.
Transactions with key management personnelThe key management personnel are directors and executive managers of the company for the year ended 31 March 2015.
Transactions with key management personnel are disclosed in Annexure A.
26. Operating leases
Operating lease expenseThe company entered into non-cancellable operating lease agreements for the occupation of certain premises.
At the reporting date, the future minimum lease payments under these lease agreements were as follows:
in Rand 2015 2014
Less than 1 year 35,766,033 21,960,255
Between 1 and 5 years 21,618,268 18,977,178
More than 5 years – –
57,384,301 40,937,433
Operating lease incomeThe company entered into non-cancellable operating lease agreements with tenants. At reporting date, the future
minimum lease payments receivable under these lease agreements were as follows:
in Rand 2015 2014
Less than 1 year 52,174 50,413
Between 1 and 5 years – 37,810
More than 5 years – –
52,174 88,223
The average period for operating lease agreements is 5 years.
SITA ANNUAL REPOR T 2014/2015136
27. Contingent liabilities Litigations and claims:
There are various claims against SITA estimated at approximately R25.3 million. Based on legal advice, the probability
is not determinable in the majority of these claims as the ruling could go either way. Furthermore, it is not possible
at this stage to estimate the exact potential damages and legal costs involved as it will have to be proved by the
plaintiffs/defendants. Legal costs in respect of these matters is expected to amount to at least R5.4 million.
Contingent liability relating to surplus fundsIn terms of section 53(3) of the Public Finance Management Act, SITA is required to remit back to National Treasury,
any surpluses at the end of its financial year. However, as SITA does not receive a vote from National Treasury and is
self-sustaining, self-funding entity, a submission is in the process of being made to National Treasury via DoTPS for
SITA to retain it’s accumulated surpluses as at 31 March 2015. Until such time as this approval is granted, the surplus
of R144 289 136 is considered to be a contingent liability. Based on previous experience, it is expected that the
request to retain SITA’s accumulated surplus as at 31 March 2015 may be granted.
28. Contingent liabilitiesAt the date of approval of these financial statements, the following Standards and Interpretations were in issue but
not yet effective:
Standard/Interpretation Applicable to SITA
GRAP 18 Segment reporting N/A
GRAP 20 Related Party Disclosures YES
GRAP 32 Service concession arrangements N/A
GRAP 105 Transfer of functions between entities under common control N/A
GRAP 106 Transfer of functions between entities not under common control N/A
GRAP 107 Mergers N/A
GRAP 108 Statutory Receivables N/A
With regards to GRAP 20 an assessment of the impact of their application has been made and it has been determined
that these standards will only have a impact on the company’s disclosure in the annual financial statements.
: ANNUAL F INANCIAL STATEMENTS 137
29. a) Irregular Expenditure
2015 2014
R R
Opening Balance 65,399,354 54,449,489
Add: Irregular Expenditure – current year 13,980,190 35,152,553
Less: Amounts condoned (22,751,178) (24,202,688)
Add/(Less): Prior year adjustment 175,722 –
Less: Amounts recoverable (not condoned) – –
Less: Amounts not recoverable (not condoned) – –
Irregular expenditure awaiting condonation 56,804,088 65,399,354
Analysis of expenditure awaiting condonation per age classification
Current year 13,980,190 30,699,200
Prior years 42,823,898 34,700,154
Total 56,804,088 65,399,354
b) Fruitless and Wasteful Expenditure
2015 2014
R R
Opening Balance 1,861,517 3,002,186
Add: Fruitless and Wasteful expenditure – current year 8,530,842 –
Less: Amounts written off – (1,140,669)
Less: Amounts not recoverable (not condoned) – –
Fruitless and wasteful expenditure awaiting write-off 10,392,359 1,861,517
Analysis of expenditure awaiting write-off per age classification
Current year 8,530,842 –
Prior years 1,861,517 1,861,517
Total 10,392,359 1,861,517
Details of Fruitless and Wasteful ExpenditurePrior YearsThe balance of R1,861,517 in respect of prior years relates to a matter under criminal investigation by the Serious
Commercial Crime Unit (SCCU). Recovery of the loss is not certain and can only be initiated upon conclusion of the
criminal investigation.
Current yearThe amount of R8,530,842 represents fruitless and Wasteful expenditure resulting from compounded interest accumulated
over the past 4 years in respect of back billing for the period March 2011 to March 2014.
SITA ANNUAL REPOR T 2014/2015138
1. Details of Irregular Expenditure – Current year
Item No. IncidentPrior Year
2013 Current
Year Totals
1IE00073 Irregular expenditure arising from the continued procurement of VSAT services without a valid contract in place, after expiry of the initial contract on 31 January 2014.
– 3,162,144 3,162,144
2
IE00090Irregular expenditure arising from the failure by senior officials to follow the Procurement policies and procedures when procuring services relating to the hire and use of conference facilities:
– 56,495 56,495
4
IE00086Irregular expenditure arising from failure by officials to follow SITA’s own procurement policies and procedures in the procurement of access links and bandwidths for various sites of clients.
– 295,176 295,176
5
IE00084Irregular expenditure arising from the continued procurement of ERP support and maintenance services without a valid contract in place, after expiry of the contract extension on 30 September 2013.
3,741,240 – 3,741,240
6
IE00072Irregular expenditure arising from continued procurement of maintenance and support services of PBX systems for a client, without a valid contract in place, after expiry of the initial contract (no. RFB677) on 31/12/2013.
4,779,617 – 4,779,617
8
IE00074Irregular expenditure arising from the continued procurement, without a valid contract, of commercial cleaning services for SITA WC provincial office, after expiry of the initial contract on 30 September 2013.
63,963 – 63,963
9
IE00075Irregular expenditure arising from the continued procurement, without a valid contract, of maintenance and repair of office air conditioning units for the provincial office, after expiry of the initial contract on 30 September 2013.
19,995 – 19,995
10
IE00076Irregular expenditure arising from the continued procurement, without a valid contract, of maintenance and repair of access control units for the provincial office, after expiry of the initial contract on 30 September 2013.
19,603 – 19,603
11
IE00077Irregular expenditure arising from the continued procurement, without a valid contract, of SOLIMAR software and maintenance for the provincial office, after expiry of the initial contract on 31 December 2013.
12,107 – 12,107
12
IE00078Irregular expenditure arising from the continued procurement, without a valid contract, of maintenance and repair of access control units for the provincial office, after expiry of the initial contract on 30 September 2013.
22,634 – 22,634
13IE00079Irregular expenditure arising from the continued procurement of services for a client from a supplier without a valid contract in place .
457,409 – 457,409
14IE00080Irregular expenditure arising from the continued procurement of services from a supplier after expiry of the initial contract on 31 Dec. 2012.
487,131 – 487,131
15
IE00081Irregular expenditure arising from the continued procurement of services for a client from a supplierwithout a valid contract in place after expiry of the initial contract on 31 Dec. 2012.
36,423 – 36,423
16
IE00082 Irregular expenditure arising from the continued procurement of services for a client from a supplie rwithout a valid contract in place after expiry of the initial contract on 31 Dec. 2012.
55,448 – 55,448
17IE00083 Irregular expenditure arising from the continued utilisation of labour broker resources without a valid contract in place, after expiry the initial contract on 31 December 2013.
770,805 – 770,805
Totals 10,466,375 3,513,815 13,980,190
: ANNUAL F INANCIAL STATEMENTS 139
2. a) Details of Irregular Expenditure Condoned
Item No. IncidentCondoned by (condoning authority)
Amount
1
IE00071Irregular expenditure arising from the continued procurement, without a valid contract, of services for the migration of two clients’ sites from their existing Telco Service Provider (Telkom) into a separate Virtual Private Network (VPN) on the SITA Next Generation Network (NGN) from 1 September 2013 to 31 March 2014.
Internal Audit, based on the result of their investigation, concluded that:
there is no defined process-flow to guide the process to renew/extend existing contract upon expiry.
Due to this weakness, accountability for the irregular exp. could not be attached to anyone of the several officials that were involved in the process..
Board of Directors 22,501,656
2
IE00056Irregular expenditure arising from continued procurement, without a contract, of security services after expiry of the contract extension on 31 Dec. 2012.
Board of Directors 119,290
3
IE00054Irregular expenditure incurred when officials tasked an electrical contractor to provide emergency plumbing services. The electrical contractor, in turn, sub-contracted the work to a plumbing contractor. The work was carried out over a period of 6 months. No authorisation was obtained for this deviation from the normal procurement processes and procedures.
Board of Directors 130,232
Totals 22,751,178
SITA ANNUAL REPOR T 2014/2015140
30. Cash flow notes
30.1 Normal tax paid
in Rand 2015 2014
(91,696,017) (21,234,398)
Opening balance 77,607,285 48,395,017
Current year normal tax charge 140,478,942 91,696,017
Closing balance 126,390,210 118,856,636
30.2 Reconciliation of net cash flows from operating activities
in Rand 2015 2014
NET CASH INFLOW FROM OPERATING ACTIVITIES 207,996,070 67,313,100
Surplus before taxation
Adjustments for non-cash flow items: 62,441,648 23,195,852
– Depreciation/Amortisation 21,827,222 12,158,083
– Increase/(decrease) in provision for impairment – debtors 3,055,810 –
– VAT on provision for impairment – debtors – 175,114,408
– Increase in provision for impairment – assets 86,703,914
– Increase in provision for impairment – prepayments 4,090,675 41,814,384
– Loss on disposal or scrapping of property, plant and equipment (19,039)
– Profit on disposal or scrapping of property, plant and equipment – 43,327
– Other adjustment 18,179,000 (15,721,000)
– Increase/(Decrease) in provision for post-retirement employee benefits 24,170,595 22,202,548
– Finance costs paid (86,084,990) (68,233,392)
– Finance income received – –
– Increase in provisions 342,360,905 257,887,310
Operating profit before working capital changes
Working capital changes: (26,261,643) 16,227,705
Decrease in trade and other receivables 41,687,407 (83,548,919)
Decrease/(Increase) in prepayments made (83,475,813) 198,553,833
Increase/(decrease) in trade and other payables (49,679,025) 160,981,371
Increase/(decrease) in income received in advance 224,631,831 550,101,300
Cash generated in operations (126,390,210) (118,856,636)
Normal taxation (24,170,595) (22,202,548)
Finance costs paid 86,084,990 68,233,392
Finance income received 160,156,016 477,275,508
: ANNUAL F INANCIAL STATEMENTS 141
Ann
exur
e A
in R
and
– 31
Mar
ch 2
015
PO
SIT
ION
Du
rati
on
Fe
es
as
Dir
ect
or
Act
ing
A
llo
wa
nce
Ba
sic
Sa
lary
Ad
-ho
c p
ay
me
nt
Tra
ve
l A
llo
wa
nce
sO
the
r a
llo
wa
nce
s
Co
ntr
ibu
tio
ns
to p
en
sio
n,
me
dic
al o
r in
sura
nce
fu
nd
s
Tota
l
NO
N-E
XE
CU
TIV
E D
IRE
CT
OR
S
Ch
air
pe
rso
n
Mr
J V
ilaka
zi12
mo
nth
s31
-Mar
-15
514
,642
9
,826
5
24,4
68
-
De
pu
ty C
ha
irp
ers
on
-
Dr V
Mah
lati
4.5
mo
nth
s13
-Au
g-1
4 2
23,6
66
2,2
76
225
,942
-
BO
AR
D M
EM
BE
RS
-
-
Ms
N J
anu
ary
Bar
dill
12 m
on
ths
31-M
ar-1
5 -
Ms
S C
hab
a12
mo
nth
s31
-Mar
-15
416
,728
1
3,42
4 4
30,1
52
Ad
v J
De
Lan
ge*
*11
mo
nth
s31
-Mar
-15
77,
344
77,
344
Mr
N G
ose
bo
*11
mo
nth
s31
-Mar
-15
-
Mr
Z M
alel
e12
mo
nth
s31
-Mar
-15
509
,868
1
5,29
9 5
25,1
67
Ad
v T
Mas
uku
3 m
on
ths
25-J
un
-14
48,
286
48,
286
Ad
v B
Mat
lejo
ane
12 m
on
ths
31-M
ar-1
5 1
27,5
96
1,4
83
129
,079
Mr
S M
ng
om
ezu
lu*
12 m
on
ths
31-M
ar-1
5 -
Dr
A M
okg
oko
ng
2 m
on
th31
-May
-14
45,
446
304
4
5,75
0
Ms
R M
oko
ena*
*11
mo
nth
s31
-Mar
-15
232
,730
8
,184
2
40,9
14
Mr W
Mu
dau
**12
mo
nth
s31
-Mar
-15
-
Mr
G N
can
ywa*
*11
mo
nth
s31
-Mar
-15
225
,944
1
2,47
3 2
38,4
17
Mr
D N
idd
rie*
*12
mo
nth
s31
-Mar
-15
-
Mr
Z N
om
vete
12 m
on
ths
31-M
ar-1
5 4
51,8
26
17,
624
469
,450
Mr
G V
icto
r12
mo
nth
s31
-Mar
-15
323
,060
1
3,42
4 3
36,4
84
Ms
M W
illia
ms
12 m
on
ths
31-M
ar-1
5 4
16,5
32
13,
631
430
,163
3,6
13,6
68
–
–
–
107
,950
–
–
3
,721
,618
*Sta
te e
mp
loye
es t
hat
ser
ve o
n t
he
Bo
ard
of d
irect
ors
do
no
t re
ceiv
e co
mp
ensa
tio
n fr
om
th
e co
mp
any.
** T
hes
e ar
e al
tern
ate
dir
ecto
rs o
f th
e co
mp
any.
SITA ANNUAL REPOR T 2014/2015142
in R
and
– 31
Mar
ch 2
015
PO
SIT
ION
Du
rati
on
Fe
es
as
Dir
ect
or
Act
ing
A
llo
wa
nce
Ba
sic
Sa
lary
Ad
-ho
c p
ay
me
nt
Tra
ve
l A
llo
wa
nce
sO
the
r a
llo
wa
nce
s
Co
ntr
ibu
tio
ns
to p
en
sio
n,
me
dic
al o
r in
sura
nce
fu
nd
s
Tota
l
EX
EC
UT
IVE
CO
MM
ITT
EE
ME
MB
ER
S
Mr
F N
om
valo
(C
hie
f Exe
cuti
ve O
ffice
r)12
mo
nth
s31
-Mar
-15
–
–
2,7
19,1
67
–
–
28,
200
1,7
85
2,7
49,1
52
Lt-G
en J
Nko
nya
ne
(Ret
.) (D
epu
ty C
hie
f Ex
ecu
tive
Offi
cer)
10 m
on
ths
31-M
ar-1
5 –
–
1
,435
,833
–
3
00,0
00
21,
000
1,4
87
1,7
58,3
20
Mr
M N
dla
ng
isa
(Dep
uty
Ch
ief E
xecu
tive
O
ffice
r)10
mo
nth
s31
-Mar
-15
–
–
1,6
33,3
33
–
200
,000
2
1,00
0 1
,487
1
,855
,820
Ms
C H
ou
vet
(Offi
ce o
f th
e C
EO)
9 m
on
ths
31-M
ar-1
5 –
–
1
,277
,769
–
3
0,00
0 1
8,90
0 2
61,0
70
1,5
87,7
39
Mr
J M
osh
esh
(C
hie
f Fin
anci
al O
ffice
r)12
mo
nth
s31
-Mar
-15
–
–
1,6
77,4
32
–
–
25,
200
61,
388
1,7
64,0
20
Mr V
Mlo
koth
i (Ex
ecu
tive
: Co
rpo
rate
Ser
vice
s)9
mo
nth
s31
-Mar
-15
–
–
1,3
74,2
72
–
96,
102
18,
900
88,
564
1,5
77,8
39
Mr
M T
isan
i (A
ctin
g E
xecu
tive
: C
orp
ora
te S
ervi
ces)
3 m
on
ths
30-J
un
-15
–
36,
257
223
,306
–
3
9,00
0 2
,850
5
7,14
2 3
58,5
55
Mr
R A
lli (
Ch
ief A
ud
it E
xecu
tive
)4
mo
nth
s31
-Ju
l-15
–
–
712
,450
–
4
5,29
4 4
,800
6
5,37
6 8
27,9
20
Mr
D B
ou
cher
(Act
ing
Ch
ief A
ud
it E
xecu
tive
)8
mo
nth
s31
-Mar
-15
–
51,
099
808
,480
–
4
2,42
0 9
,600
1
74,6
77
1,0
86,2
76
Mr
S Ts
hib
ub
ud
ze
(Ch
ief P
rocu
rem
ent
Offi
cer)
9
mo
nth
s31
-Mar
-15
–
–
791
,215
–
2
25,0
00
18,
900
140
,236
1
,175
,351
Mr
S M
thet
hw
a (A
ctin
g E
xecu
tive
: Su
pp
ly C
hai
n M
anag
emen
t)3
mo
nth
s30
-Ju
n-1
5 –
3
4,36
2 2
06,4
01
–
75,
000
3,6
00
31,
250
350
,613
Mr
P M
un
yai (
Ch
ief T
ech
mo
log
y O
ffice
r)9
mo
nth
s31
-Mar
-15
–
–
1,5
11,9
51
–
270
,000
1
8,90
0 1
07,0
47
1,9
07,8
98
Ms
M M
osu
pi (
Exec
uti
ve: C
ust
om
er S
ervi
ces)
12 m
on
ths
31-M
ar-1
5 –
–
1
,293
,040
–
1
68,0
00
25,
200
200
,720
1
,686
,960
Dr
D M
ash
ao (A
ctin
g E
xecu
tive
: So
luti
on
D
evel
op
men
t, N
orm
s &
Sta
nd
ard
s)12
mo
nth
s31
-Mar
-15
–
95,
697
1,2
24,8
68
–
–
14,
400
188
,641
1
,523
,606
Mr
M D
on
do
lo (A
ctin
g C
hie
f Ris
k O
ffice
r)12
mo
nth
s31
-Mar
-15
–
–
954
,358
–
–
1
4,40
0 1
19,9
10
1,0
88,6
68
Mr
M M
zaid
um
e (C
om
pan
y Se
cret
ary)
11 m
on
ths
31-M
ar-1
5 –
–
1
,031
,493
–
4
0,45
2 2
3,10
0 1
71,6
73
1,2
66,7
18
Ms
S K
go
pe
(Act
ing
Co
mp
any
Secr
etar
y)1
mo
nth
31-M
ay-1
5 –
1
6,43
3 5
3,15
0 –
–
9
50
5,6
89
76,
222
–
233
,848
1
8,92
8,51
8 –
1
,531
,268
2
69,9
00
1,6
78,1
42
22,
641,
676
: ANNUAL F INANCIAL STATEMENTS 143
in R
and
– 31
Mar
ch 2
014
PO
SIT
ION
Du
rati
on
Fe
es
as
Dir
ect
or
Act
ing
A
llo
wa
nce
Ba
sic
Sa
lary
Ad
-ho
c p
ay
me
nt
Tra
ve
l A
llo
wa
nce
sO
the
r a
llo
wa
nce
s
Co
ntr
ibu
tio
ns
to p
en
sio
n,
me
dic
al o
r in
sura
nce
fu
nd
s
Tota
l
NO
N-E
XE
CU
TIV
E D
IRE
CT
OR
S
Ch
air
pe
rso
n
Mr
J V
ilaka
zi12
mo
nth
s31
-Mar
-14
406
,219
1
2,86
0 4
19,0
79
De
pu
ty C
ha
irp
ers
on
Dr V
Mah
lati
7 m
on
ths
31-M
ar-1
4 7
9,37
1 1
,343
8
0,71
4
BO
AR
D M
EM
BE
RS
Ms
S B
vum
a**
48,
126
48,
126
Mr
K D
lam
ini
4 m
on
ths
6-A
ug
-13
69,
926
2,4
95
72,
421
Ms
N J
anu
ary
Bar
dill
7 m
on
ths
31-M
ar-1
4 –
Ms
S C
hab
a7
mo
nth
s31
-Mar
-14
81,
958
2,5
93
84,
551
Mr
P K
gam
e**
48,
126
48,
126
Mr
R M
aben
a**
43,
772
43,
772
Ad
v T
Mas
uku
7 m
on
ths
31-M
ar-1
4 4
4,77
2 7
13
45,
485
Mr
Z M
alel
e7
mo
nth
s31
-Mar
-14
171
,307
6
,713
1
78,0
20
Ms
B M
alo
ng
ete*
* 3
4,37
2 3
4,37
2
Ms
M M
apo
nya
**
9,4
00
9,4
00
Ad
v B
Mat
lejo
ane
7 m
on
ths
31-M
ar-1
4 2
64,1
32
2,7
59
266
,891
Ms
M M
dlu
lwa*
* 6
9,47
4 6
9,47
4
Ms
N M
hla
kaza
**
43,
772
43,
772
Mr
S M
ng
om
ezu
lu*
12 m
on
ths
31-M
ar-1
4 –
Dr
A M
okg
oko
ng
12 m
on
ths
31-M
ar-1
4 1
10,8
35
550
1
11,3
85
Ms
T M
olo
ko**
43,
772
43,
772
Pro
f M M
ph
ahle
le**
4
8,12
6 4
8,12
6
Ms
K R
Mth
imu
nye
**1
mo
nth
30-A
pr-
13 4
8,12
6 4
8,12
6
SITA ANNUAL REPOR T 2014/2015144
in R
and
– 31
Mar
ch 2
014
PO
SIT
ION
Du
rati
on
Fe
es
as
Dir
ect
or
Act
ing
A
llo
wa
nce
Ba
sic
Sa
lary
Ad
-ho
c p
ay
me
nt
Tra
ve
l A
llo
wa
nce
sO
the
r a
llo
wa
nce
s
Co
ntr
ibu
tio
ns
to p
en
sio
n,
me
dic
al o
r in
sura
nce
fu
nd
s
Tota
l
Mr W
Mu
dau
7 m
on
ths
31-M
ar-1
4 –
Mr
DC
Nid
dri
e7
mo
nth
s31
-Mar
-14
–
Mr
Z N
om
vete
12 m
on
ths
31-M
ar-1
4 3
13,7
67
10,
116
323
,883
Ms
N N
tsin
de*
*1
mo
nth
30-A
pr-
13 4
3,77
2 4
3,77
2
Mr
G P
illay
*1
mo
nth
30-A
pr-
13 –
Ms
F Po
tgie
ter*
* 5
0,74
2 5
0,74
2
Mr
G V
icto
r7
mo
nth
s31
-Mar
-14
81,
658
2,6
96
84,
354
Ms
M W
illia
ms
7 m
on
ths
31-M
ar-1
4 7
5,05
8 2
,079
7
7,13
7
1,6
99,0
03
–
–
531
,580
4
4,91
7 –
–
2
,275
,500
*Sta
te e
mp
loye
es t
hat
ser
ve o
n t
he
Bo
ard
of d
irect
ors
do
no
t re
ceiv
e co
mp
ensa
tio
n fr
om
th
e co
mp
any.
** T
hes
e ar
e p
revi
ou
s d
irec
tors
of t
he
com
pan
y w
ho
wer
e p
aid
th
eir
reta
iner
fees
an
d fo
r m
eeti
ng
s th
at t
hey
wo
uld
hav
e at
ten
ded
wh
ile o
n s
pec
ial l
eave
. Th
e p
aym
ent
was
mad
e in
th
e cu
rren
t fi
nan
cial
yea
r b
ut
rela
tes
to m
eeti
ng
s th
at w
ere
sch
edu
led
du
rin
g t
he
per
iod
01
Jan
uar
y 20
13 –
31
Mar
ch 2
013.
: ANNUAL F INANCIAL STATEMENTS 145
in R
and
– 31
Mar
ch 2
014
PO
SIT
ION
Du
rati
on
Fe
es
as
Dir
ect
or
Act
ing
A
llo
wa
nce
Ba
sic
Sa
lary
Ad
-ho
c p
ay
me
nt
Tra
ve
l A
llo
wa
nce
sO
the
r a
llo
wa
nce
s
Co
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ay-1
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Mr
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s31
-Mar
-14
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Ms
KP
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12 m
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Mr
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s31
-Mar
-14
1,5
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Ms
AM
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12 m
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4 1
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Mr
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nth
s31
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1,1
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Mr
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1,0
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Mr
S M
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g E
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anag
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mo
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s31
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27,
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Mr
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1,0
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100
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5 m
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83,5
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6,0
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56,
836
567
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Mr
AR
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12 m
on
ths
31-M
ar-1
4 1
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,345
1
51,7
95
14,
400
37,
860
1,2
60,4
00
Ms
T Z
ide
(Co
mp
any
Secr
etar
y)5
mo
nth
s31
-Au
g-1
3 4
15,9
72
10,
500
16,
695
443
,167
Ms
S K
go
pe
(Act
ing
Co
mp
any
Secr
etar
y)10
mo
nth
s31
-Mar
-14
24,
650
532
,797
9
,500
2
1,24
5 5
88,1
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–
116
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1
4,01
5,89
4 –
7
56,8
68
247
,300
9
56,4
59
16,
093,
207
146
NOTES
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P O Box 26100,
Monument Park 0105,
South Africa
Tel: +27 12-482 3000
Fax: +27 12-367 5151
http//www.sita.co.za
RP151/2015 ISBN: 978-0-621-43625-9