Presentation to PRASA Employees on the PRASA ESOP Trust

Presentation to PRASA Employees on the PRASA ESOP Trust

CORPORATE PLAN PRESENTATION 21 April 2015 Structure of the Presentation 1. 2. 3. 4. 5. 6. 7. 8. Mandate Prasa Strategy Journey Informing the Prasa Corporate Plan Strategy Deployment Key Strategic Initiatives Public Value Budget Shareholder Compact & APP Purpose of the Corporate Plan Compliance with Section 52 of the PFMA In accordance with Section 52 of the PFMA, which deals with annual budgets and corporate plans provides that PRASA as an State Owned Entity must annually submit a Corporate Plan in the prescribed format covering the affairs of that public entity or

business enterprise for the following three (3) financial years, and, if it has subsidiaries, also the affairs of the subsidiaries. The corporate plan must cover the MTEF period (covering 3 years), and will cover strategic objectives and outcomes identified and agreed on by the executives authority in the shareholders compact. Legal Operating Structure PRASA Mandate PRASA, as the implementing arm of the National Department of Transport, the sole shareholder, is primarily focused on the mandate contained in the Legal Succession Act of South African Transport Services (SATS) Act of 1989, as amended in November 2008. The main objective and main business of PRASA is to: Ensure that, at the request of the Department of Transport, rail commuter services are provided within, to and from the Republic in the public interest, and Provide, in accordance with the Department of Transport, for long haul passenger rail and bus services within, to and from the Republic in terms of the principles set out in section 4 of the National Land Transport Transition Act, 2000 (Act No. 22 of 2000) PRASA Mandate Cont The second objective and secondary business of PRASA is that: PRASA shall generate income from the exploitation of assets acquired by it, which include real estate and property portfolio. A further requirement is that, in carrying out its objectives and business, PRASA shall have due regard for key Government, social, economic and transport imperatives and policy objectives. As a public entity, Government initiatives remain a strategy driver for PRASA. This is manifested through legislation, government policies and strategies, such as: National Transport Policy

Public Transport Strategy Legislation such as the National Land Transport Act Green Paper on Rail, and Economic Strategy and Job creation initiatives Salient Features of PRASA Dual Mandate Ensure that rail commuter services are provided within, to and from the RSA in the public interest. PRASA is also to provide long haul passenger rail and bus services Generate income from the exploitation of assets. PRASA shall also have due regard for key governmental, social, economic and transport policy objectives Leader in Public Transport Solutions Own 2228 Kilometres of rail track 585 Train Stations countrywide Total Fleet: 1311 motor coaches and 3424 trailer coaches = 4554 Metrorail MLPS Autopax 525 million passenger trips per annum 1,082 million passengers per annum 3,157 million passengers per annum | 553 buses Prasa Strategic Roadmap Since its inception, PRASA has embarked on systematic and sustained programme 0f redressing some of the legacy programs arising out of decades of under investment in public transport infrastructure and services. This programme has been rolled out in 3 phases: 2010-2012: 2012-2014:

2015-2018: Stabilization of Commuter Rail A Focus away from Refurbishment to Replacement Growth and Expansion The evolution of the PRASA strategy has been defined in three (3) periods of transition: Prasa Strategic Roadmap 2015 + 2011- 2014 2009 - 2010 11 Supporting the National Development Plan Understanding the NDP imperatives, PRASA is involved in the development and deployment of the total transport network which will help improve transport efficiency and accessibility while reducing the overall environmental, social and economic costs. PRASA has noted from the NDP the following strategic focus areas and planning priorities focusing on the creation of workable urban transit solutions that will streamline an effective urban transport system, particularly as it pertains to PRASA dealing with: Increase in investment in public transport and resolving existing public-transport policy issues Devolving transport management to local government Providing incentives for public transport use Renewing the commuter train fleet

National Transport Policy The White Paper on National Transport Policy was published in September 1996. The Vision for South African transport set out in the National White Paper is of a system that will: "Provide safe, reliable, effective, efficient, and fully integrated transport operations and infrastructure which will best meet the needs of freight and passenger customers at improving levels of service and cost in a fashion which supports government strategies for economic and social development whilst being environmentally and economically sustainable. The six broad goals as outlined in the White Paper are: To support the goals of the Reconstruction and Development Programme for meeting the basic needs, growing the economy, developing human resources, and democratising decision making. To enable customers requiring transport for people or goods to access the transport system in ways which best satisfy their chosen criteria. To improve the safety, security, reliability, quality and speed of transporting and people. To improve South Africas competitiveness and that of its transport infrastructure and operations through greater effectiveness and efficiency to better meet the needs of different customer groups, both locally and globally. To invest in infrastructure or transport systems in ways which satisfy social, economic or strategic investment criteria. To achieve the above objectives in a manner which is economically and environmentally sustainable, and minimises negative side effects. Aligning with PRASA Strategic Plan The development of the Corporate Plan for MTEF 2015/16-2017/18 is aligned with PRASAs National Strategic Plan that focuses on the key points pertaining to: A prioritized list of rail service and network expansion interventions that: provide more capacity to accommodate forecast growth,

transform the rail product on many corridors, seek to make better use of the network, and propose corridor extensions to new or growing settlement. Clear proposals for improving integration between rail and other public transport modes to make it easier for passenger to use railway services as part of the wider integrated transport systems, which include: enhance city distribution, improved intermodal interchange, and use of Autopax to feed into and complement rail services and priority hubs in the network. A review of the corridor classification in the 2006 National Rail Plan to reconfirm priorities Urbanisation and Rail Revival Urbanisation progressing at breakneck speed, particularly in developing countries 3% of earths population lived in Cities in the 1800s 30% by 1950 50% today 60-65% (two out of three people) by 2030. Additional 2 billion people Effective / sustainable transport, energy etc. solutions required

No coincidence that we see revival of rail throughout most of the world New rail expansion projects Upgrading and modernisation of existing rail systems Rail technology advancements attract investment, reduce car & fuel reliance etc. Benefits of Rail Rail benefits cannot be ignored; capacity, environmental, less land required, permanence / attract investment, reduce car & fuel reliance etc. Benefits of Rail Rail benefits cannot be ignored; capacity, environmental, less land required, permanence / attract investment, reduce car & fuel reliance etc. PRASAs Strategic Considerations External Challenges PRASA Ambitions Understanding the changing preferences of commuters, passengers and users of our facilities

Maintaining relevance in a market that is becoming more competitive Impacting on passenger numbers Leader in Passenger Transport Solutions Modern Public Entity Unlocking non-operational and non-core assets Rail as a Mode of Choice Delivering Public Value Solutions

Financial Viability Public Transport Solutions Rolling out a Train System of the Future Running an Integrated Rail Network Integrated but Differentiated Customer Services Unlocking the value of assets Delivering Public Value Sustainable Future PRASA Strategic Outlook for the next 3 years PRASA has identified and defined its STRATEGIC AMBITIONS as: Rolling Out a Train System of the Future Expanding PRASA Networks and Services Consolidating the Real Estate Strategy Embarking on a Robust Assets Investment Program Enhancing Organizational Capacity Improving Funding and Financial Position Brand Positioning and Stakeholder Engagement Achieving its strategic ambition will require: A sustainable business defined by an integrated network of quality services that delivers public value and supported by the following key STRATEGIC PILLARS:

A World-Class Metro Service Asset investments A vibrant property portfolio Internal capacity A viable Funding Model Key Themes informing the Corporate Plan The Themes informing informing the delivery on the Corporate Plan and its strategic objectives will be characterized by the following: Mode of Choice: A shift in the public thinking about public transport that recognizes rail as a viable option for commuters Modernisation: Reversing decades of underinvestment in rail infrastructure and improving the property condition and creating a modern public entity Public Value: PRASA providing public passenger transport solution and services that far outweigh the financial value generated through the provision of such service and solutions to both the individual and society Growth and Expansion: Extension of bus services integrated with commuter trains and linking-high volume corridors into effective service Mobility: Rural access and mobility is the key focus for the provision of public transport as people relocate from isolated rural homes to settle at transport nodes or along transport corridors in order to access services Key Themes informing the Strategy The Themes informing informing the delivery on the Corporate Plan and its strategic objectives will be characterized by the following: Accessibility: PRASA shall provide quality rail, bus property management services that enable individual communities to access socio-economic opportunities and contribute to a better quality of life of the people as a whole Service Excellence: A deep commitment to superior performance that is safe, reliable and affordable, provide a dignified travel experience that makes a lasting impression, and

builds brand loyalty both internally (employees) and externally (customers) that adds benefits to the passenger Sustainability: A focus on sustainable development in business that considers not just the financial bottom line of prosperity, but the environmental quality and social equity SIP7: Spatial planning through establishing more economic opportunities where people live or creating new settlements close to work hubs Focusing on Key Initiatives; MTEF 2016-2018 PRASA Growth and Expansion Phase will focus on the following Strategic Initiatives 1. Rolling Out aTrain System of the Future: a) b) c) d) e) f) A World-Class Metro service (Quality, Frequency, Convenience, Accessibility, Reliability Modern Traffic Management, Scheduling and Maintenance Positioning Rail as the core of Integrated Rapid Public Transport Networks (IRPTN) Increased Rail share of public transport Frequent Transport for Rural masses (Regional Rail Services) Intermodal Integration (Bus, Rail, and Taxi) 2.Expanding PRASA Networks and Services

Quality Rail and Bus Passenger Network Integrated Ticketing Network expansion (Motherwell, Moloto, Bara, etc.) Systems & Sub-Systems integration of the existing and the new Light Rail Solutions High-Speed Project 3. Consolidating the Real Estate Strategy a) Development Leases b) Commercialisation Focusing on Key Initiatives; MTEF 2016-2018 PRASA Growth and Expansion Phase.(Continued) 4. Embark Robust Assets Investment Program a) Leasing and Debt Funding of Property/Asset Development b) Optic Fibre and Telecoms commercialisation c) Private Sector Participation d) Borrowing Plan 5. Enhancing Organisational Capacity a) Critical Skills b) Leadership Development (including Operational Leadership) c) Change Management d) Organisational Culture 6.Public Employment Creation a) Projected Rolling Stock Employment Numbers (33,000 in the next 10 Years) b) Public Employment Initiatives (Public Works Program) c) Infrastructure Rehabilitation Programs Drainage Projects

Platform Height Alignment Site establishment (vegetation control) Focusing on Key Initiatives; MTEF 2016-2018 PRASA Growth and Expansion Phase.(Continued) 7. Improving Financial Health a) Balance Sheet Restructuring b) Funding Model c) Funding Gap 8.Brand Positioning and Stakeholder Engagement BRAND PROMISE: a Modern Public Entity Delivering Public Value. Increase footprint of the PRASA Brand Increase awareness and appreciation of the PRASA Brand Increase association and affinity with the PRASA Brand Ensure 80% coverage and talkability of Prasa activities through print and electronic media PRASAs Revenue Stream Prasa has three main sources of revenue Fare Revenue, Rental Income and Government Subsidy Fare Revenue The Metrorail fare revenue is expected to grow by 13% in the 2015/16 financial year. This increase is mainly driven by an increase in passenger trips and an improvement in fare collection by reducing fare evasion. Autopax revenue is also expected to grow by an average of 5% over the MTEF due to price increases and introduction of new routes and services.

Rental Income Rental income is currently a small part of the total revenue of PRASA but shows a high increase year on year. It is expected to grow by an average of 24% a year to R976 million in year 2017/18. Government Subsidy The subsidy has been increased over the years by an average of 4.5% which is always less than the inflation rate and is expected to be R12.8 billion in the MTEF Period. From the current allocation R1.4 billion has been earmarked, during the same period. Group Revenue REVENUE Rental income Fare Revenue Government subsidy Third party income Management fees Other income Insurance recoveries On board sales Total Revenue (Including Subsidy) Total Revenue (Excluding Subsidy) 2012/13 2013/14 2014/15

2015/16 2016/17 2017/18 Actual Actual Forecast Budget Budget Budget 322 904 265 403 384 160 442 372 693 567 320 795 773 741 234 902 428 053

2 871 241 099 3 031 982 950 3 119 820 487 3 690 600 021 3 893 583 022 4 088 262 173 3 526 798 999 4 328 002 700 3 887 341 999 4 066 160 280 4 281 666 737 4 495 749 804 - - -

65 087 527 93 455 210 151 468 925 13 390 595 - - - - - 243 244 375 544 205 439 157 854 967 143 007 299 167 489 212 180 773 554

21 953 045 73 462 156 5 000 000 - - - 13 875 737 10 701 344 18 036 854 16 664 967 17 581 540 18 460 617 7 018 606 395 8 391 738 748 7 630 427 000

8 548 840 887 9 227 516 954 9 837 143 125 3 491 807 396 4 063 736 048 3 743 085 001 4 482 680 608 4 945 850 217 5 341 393 321 12 000 000 000 12 000 000 000 10 000 000 000 10 000 000 000 8 000 000 000 Both the Subsidy and the Internal revenue are showing an

increasing trend 8 000 000 000 6 000 000 000 6 000 000 000 Total Revenue (Including Subsidy) 4 000 000 000 Total Revenue (Excluding Subsidy) 4 000 000 000 2 000 000 000 2 000 000 000 Actual Actual Forecast Budget - Budget Budget

Actual 2017/18 Actual Forecast 2012/13 2013/14 2014/15 2015/16 2016/17 Budget Budget Budget Total Revenue (Including Subsidy) Total Revenue (Excluding Subsidy) Group Operating Subsidy Opex Subsidy Allocation 2013/14 2014/15 2015/16 2016/17 2017/18 METRORAIL R'000m 2 611 382 R'000m 2 332 405

R'000m 2 438 850 R'000m 2 568 086 R'000m 2 696 417 448 124 471 897 495 566 MLPS 650 000 PRASA Corporate 790 771 835 779 874 224 920 558 966 586

PRASA CRES 275 850 291 550 304 962 321 125 337 181 4 328 003 4.3% 5.6% 3 887 342 5.7% 5.4% 4 066 160 4.6% 5.6% 4 281 666 5.3% 5.5% 4 495 750

5.0% 5.0% GROUP SUBSIDY % Growth Inflation rate - Group Subsidy for the 2015/16 shows only an increase of 4.6% from 2014/15 and a steady inflation increase over the 2015/16 MTEF. No additional Subsidy was identified in the latest allocation letter to fund MLPS. This funding has been earmarked from the existing allocation Group Fare Revenue FARE REVENUE Main Line Passenger Services Autopax Metrorail Total Fare Revenue 2012/13 2013/14

2014/15 2015/16 2016/17 Actual Actual Forecast Budget Budget 242 970 361 200 797 935 212 321 604 400 766 906 422 809 086 817 237 075 843 172 050

942 837 202 1 071 433 220 1 130 362 047 1 811 033 662 1 988 012 965 1 964 661 681 2 218 399 895 2 340 411 889 2 871 241 099 3 031 982 950 3 119 820 487 3 690 600 021 3 893 583 022 2 500 000 000 2 000 000 000 1 500 000 000

1 000 000 000 Main Line Passenger Services 500 000 000 Autopax Metrorail Actual 2012/13 Actual 2013/14 Forecast 2014/15 Budget 2015/16 Budget 2016/17 Budget 2017/18

Fare Revenue is driven by PRASA Rail (Metrorail and MLPS) and Autopax, with Rail contributing 76%. The various fare revenue contributors are showing an increase from the 2014/15 forecast to the 2015/16 budget as follows: MLPS 89% Autopax 14% Metrorail 13% 32 Group Key Operating Costs PRASA GROUP Corporate PRASA CRES Metrorail MLPS Intersite Autopax Group

Operating Expenditure Personnel costs: Existing Training Material Energy Municipality costs Leases Maintenance Insurance claims Insurance premiums Professional services Security services Health & Risk Travel & Accommodation: Other Travel & Accommodation: Staff Haulage costs Computer costs Total Operating expenditure 341 376 991 53 749 053 14 752 150 000 60 028 150 734 055 84 256 515 82 827 848 2 268 058

16 506 722 140 558 000 287 859 648 4 000 000 6 767 856 3 363 402 350 560 109 2 402 750 18 557 063 10 352 072 22 319 400 171 972 297 3 023 822 409 538 3 402 456 985 28 807 319 218 283 147 638 136 572 8 885 223 166 275 384 67 746 096 116 706 240 485 179 491 10 755 126 5 350 043 7 849 040 26 280 652

370 821 899 4 314 817 17 374 365 70 409 047 1 552 865 29 180 821 190 096 47 407 542 9 822 322 7 235 365 20 361 555 232 637 239 - 36 439 646 614 000 8 457 477 18 222 500 1 042 638 - 355 003 756 4 600 000 36 164 868 264 822 706 5 765 868 63 860 223 81 504 519 1 286 040 9 945 288

2 033 430 21 154 092 3 637 800 2 327 240 30 763 080 3 201 148 4 793 958 924 96 085 188 278 604 989 976 881 727 365 211 200 242 548 699 197 048 527 152 020 095 94 201 803 230 332 186 576 060 525 198 455 603 35 485 830 58 973 675 232 637 239 170 449 338 - 1 026 305 542 945 128 921 5 354 440 434

857 364 043 66 151 969 1 013 144 578 9 262 535 487 Capital Expenditure Program Crafting PRASAs response to the approved capital allocation from the Department of Transport, the evaluation team prioritized projects/programmes in line with the following business priorities: Supporting the urgent priorities of PRASA to achieve modernization objectives such as Rolling Stock Fleet Renewal Programme, Station Modernization, Depots, Signalling and Acquisition of Locomotives; Initiatives to increase operational effectiveness which include Drainage Projects, National Station Improvement Programme, Capital Intervention Programme, Perway, Security Systems, Electrical and ICT; Projects and programmes to improve financial performance. These include Network Rail Extensions, National Station Upgrade and Property Acquisition; Projects and programmes already committed from previous financial years for finalization; and Projects and programmes demonstrating readiness to spend. Investment Outlook Infrastructure vs. Rolling Stock Investment Outlook Programmes Overview Infrastructure

Corridor Modernization Programme Capital Intervention Programme Station Improvement and Upgrade Programme Rail Network Extensions Depots Programme Workplace Improvement Programme Electrical Programme Rolling Stock Rolling Stock Fleet Renewal Programme Accelerated Rolling Stock Programme New Locomotives Allocation per Division - Overview Allocation per Division (yearly breakdown) 2015 MTEF Capital Programme Corporate 2015 MTEF Capital Programme Capital Programme PRASA Corporate Rolling Stock Fleet Renewal Programme Signalling and telecommunications Programme ICT Systems Enterprise Resource Planning (ERP)

Asset Protection Programme PRASA Rail Capital Intervention Programme (minor works, safety & SNP) Depots Machinery and Equipments New Locomotives Rolling Stock Adhoc Condition Work Rolling Stock Components PRASA Technical General overhaul of Metrorail Coaches Refurbishment of Smeyl Coaches Depots Modernization (5 depots, incl fencing) Electrical Programme: Substation, New Overhead Lines & OHTE Footbridges, Level Crossings and Structures Metrorail/Gautrain Stray Current Mitigation Station Modernization Programme (135 stations) 120km Perway Programme Green View - Pienaarspoort Project Queenstown - Umtata Bridge City Motherwell Rail Extension PRASA Corporate Real Estate Station Improvement Programme Station upgrades/ developmental acqusitions Upgrade of Park Station Workplace Improvement Programme (incl facilities) Property Acquisition Integrated Station Access Management System (ISAMS) Mabopane Station Upgrade Total 2015 MTEF Allocation

2015/16 2016/17 2017/18 4 976 697 393 2 560 508 293 1 875 973 200 270 503 900 88 587 000 181 125 000 1 681 777 625 584 496 125 75 000 000 562 281 500 160 000 000 300 000 000 4 722 394 156 1 267 474 223 217 329 000 1 336 378 316 323 578 500 122 708 250 67 543 567 722 986 300 310 000 000 181 006 000 58 390 000

55 000 000 60 000 000 2 775 017 826 334 432 350 484 160 200 360 500 000 406 279 375 197 189 468 882 456 433 110 000 000 14 155 887 000 14 155 887 000 6 532 160 107 4 170 266 732 1 844 184 241 286 734 134 40 794 000 190 181 000 1 690 424 085 403 720 800 80 000 000 719 103 285 169 600 000 318 000 000 4 408 605 608 1 283 522 676 103 750 000 804 305 000 342 087 000

129 727 000 42 094 626 764 341 116 327 732 000 117 356 000 60 297 000 65 000 000 368 393 190 2 327 412 000 370 572 000 385 350 000 426 121 000 414 093 000 614 676 000 116 600 000 14 958 601 800 14 958 601 800 6 882 089 713 4 420 482 736 1 912 835 295 303 938 182 43 241 640 201 591 860 1 791 849 530 427 944 048 84 800 000 762 249 482 179 776 000 337 080 000

4 705 695 037 1 360 534 037 151 415 304 939 373 441 362 612 220 137 510 620 740 201 583 347 395 920 60 795 960 605 855 952 2 328 260 720 392 806 320 408 471 000 483 488 260 423 938 580 619 556 560 15 707 895 000 15 707 895 000 Total MTEF 18 390 947 213 11 151 257 761 5 632 992 736 861 176 216 172 622 640 572 897 860 5 164 051 240 1 416 160 973 239 800 000 2 043 634 267

509 376 000 955 080 000 13 836 694 801 3 911 530 936 472 494 304 3 080 056 757 1 028 277 720 389 945 870 109 638 193 2 227 528 999 985 127 920 298 362 000 179 482 960 120 000 000 1 034 249 142 7 430 690 546 1 097 810 670 1 277 981 200 1 270 109 260 1 244 310 955 197 189 468 2 116 688 993 226 600 000 44 822 383 800 44 822 383 800 Delivering Public Value Delivering Public Value: PRASA must put the delivery of Public Value at the center of its public transport solutions

and services. In delivering Public Value, PRASA has identified the following as the key strategic drivers: Improving accessibility and connectivity to marginalized communities Providing affordable and subsidized transport solutions to the passengers Supporting economic growth and development through the provision of access to major employment areas, Delivery of frequent rural transport Public employment programs Localisation and Industrialization Women in Rail (WIR) Special program for the unemployed Supporting the main economic development nodes Energy Regeneration 20% Regeneration of Energy to the catenary Social corporate investment Contributing to emissions reduction and cleaner cities Key Strategic Outcomes from the Plan Increase Rail Share o Complete Market Share Study o 3% Growth by 2018 World-Class Metro Service o Passenger and Operational Safety Public Employment Program o Train Manufacturing Plant o Women in Rail o Focused training on Artisans, Technicians, Engineers, Signalling Engineers, Train

Drivers Revitilisaiton of the Rail Engineering Industry o o Engineering Centre of Excellence Nigel Train Manufacturing Precinct (288 ha) Energy Regeneration (20% saving) o Capitalization of Traction Energy based on Accounting Treatment Introduction of Regional Services Number of Agreements with the Municipalities Improving Financial Position Adherence to Corporate Governance 43

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