Onboarding Manual - DRAFT 2020 [2][2]

ONBOARDING
MANUAL
www.prasa.com

Table Of Contents
Foreword
Purpose
Objectives
The Business of PRASA √
Overall PRASA Mandate √
Vision and Mission √
PRASA Values √
Our Logo
Our Colours
Company’s Official Language
PRASA Strategic Role
Legal Operating Structure
PRASA Workplace Lay-Out
PRASA Policies √
Conditions of Employment √
Basic Employee Benefits √
Induction Self-Assessment Questionnaire
Basic Internal Communication Directory

Foreword Message from the
Administrator
Dear Colleague,
I would like to welcome you to the Passenger Rail Agency of South
Africa (PRASA). We are excited to have you here with us and would like
to wish you the best of luck in your job.
This onboarding handbook is designed to assist you with regard to your
position within PRASA and can be used as a reference point through the
course of your employment. In addition to this handbook there are policies
and procedures you will learn about during your induction training,
which will further assist you in understanding work practices within the
organisation.
To get you quickly in production mode, you will spend some time with
Human Capital Management (HCM) staff who will elaborate more on
important role related matters. Please take your time to understand
your responsibilities and tasks. We have a very cooperative team and
they will all assist you in settling down, so don’t worry.
I am sure there are many things that you need to inquire about, so
please always share your thoughts so that we are all on the same page.
I look forward into years of fruitful cooperation.
ADMINISTRATOR
BONGISIZWE MPONDO
We wish you the best of luck. Welcome aboard!
Best Regards
Mr. Bongisizwe Mpondo
PRASA Administrator

The Business of PRASA
The launch of the Passenger Rail Agency of South Africa (PRASA), in
March 2009 brought forth a new era in passenger transport that saw the
former South African Rail Commuter Corporation (SARCC) transformed
into PRASA; Metrorail, Shosholoza Meyl, Autopax (the subsidiary company
operating Translux and Cityto City bus services), as well as Intersite
Asset Investments (formerly under SARCC and Transnet) are now
part of PRASA. The consolidation of entities followed a decision of the
Cabinet of 1 December 2004. The consolidation of these entities was
done to offer integrated passenger services that prioritise customer
needs, provide better mobility and accessibility to transport by masses
of the South African population in need of safe and affordable transport.
PRASA as a wholly owned Government public entity, reporting to the
Minister of Transport, PRASA’s main responsibility is to deliver commuter
rail services in the Metropolitan areas of South Africa, long-distance
(inter-city) rail and bus services within, to and from the borders of
the Republic of South Africa. This mandate is implemented in consultation
with and under the guidance of the Minister of Transport. The focus
of the Corporate Plan is to ensure that, in the medium to long term,
PRASA remains a leader in passenger transport solutions and that, as a
modern public entity, it continues to deliver high quality passenger services
in a safe and secure environment which is underpinned by its
commitment to delivering Public Value.
PRASA transports more than 645 million passengers per annum across
Metrorail (95%), Shosholoza Meyl (2,5%) and Autopax (2,5%) via 468
stations in cities and throughout the country.
PRASA was created by government to advance its agenda in the transformation
of passenger rail travel within the public transport system
into efficient and sustainable service.
PRASA exists to ensure that South Africans are moved from city to
city, from suburb to suburb, from home to work and back.
In the years to come, PRASA will continue to invest billions in
infrastructure improvements which are designed to ensure
PRASA does what it is determined to do: Move South Africa.
PRASA’s strategic outcome oriented goals derived from its
mandate are therefore to
• Deliver on the mandate of public transport by providing
safe, reliable, clean, affordable and sustainable services
resulting in customer satisfaction of more than 80%
in five years.
• Exploit PRASA’s assets that increase the patronage of
the public transport mandate by bringing communities
to stations and increasing value from other assets
PRASA is an umbrella organisation responsible for providing public
transport services through its three divisions and two subsidiaries.
The three divisions are PRASA Technical, PRASA Cres and PRASA
Rail, whilst Intersite and Autopax are PRASA subsidiaries:
PRASA Rail:
• Metrorail, Business Express Trains (Tshwane Business Express,
Soweto Business Express and Khayelitsha Business Express).
• Shosholoza Meyl which also includes the Premier Classe
luxury train.
Autopax:
• Autopax is PRASA’s bus subsidiary which operates Translux
(the luxury long-distance bus service) and City-to-City
(which is the economic long-distance bus service).
Intersite:
• Intersite Investments which is responsible for the investment
development of property infrastructure on behalf of PRASA.

The PRASA Mandate
PRASA, as the implementation 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.
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 consultation with the Department of Transport, for
a long haul passenger rail and bus services within, to and from
the Republic in terms of the principles set out in section
4 of the National Land Transport Transition Act, 2000
(Act no 22 of 2000).
The second objective and secondary business of PRASA is that PRASA
shall generate income from the exploitation of assets acquired by it.
A further requirement is that, in carrying out its objectives and
business, PRASA shall have due regard for key Government,
social, economic and transport policy objectives.
As a public entity, Government initiatives remain the strategy driver for
PRASA.
This is manifested through legislation, government policies and
strategies such as:
• National Transport Policy
• National Development Plan
• Legislation such as the National Land Transport Act
• Public Finance Management Act
• Green Paper on Rail
PURPOSE
• Public Transport Strategy
• Economic Strategy and Job creation initiatives
The purpose of this induction manual is to welcome you to PRASA
as a valued employee and acquaint you the company.
This manual will:
• Furnish you with the most valuable information about conditions
of employment and company benefits.
• Provide you with the opportunity to ask questions about matters
you would like to know more about or do not understand.
• Assist the business to exploit maximum value-add from your
offering greater opportunities for the philosophy of
self- development.
OBJECTIVES
The purpose of induction is to:
• Enable employees to settle comfortably and confidently
within the shortest possible time.
• Clarify PRASA vision, mission, values and ethics.
• Promote a philosophy of self-development.
• Enlist optimal contribution to PRASA’s Corporate Plan
and the overall strategic objectives.
• Clarify organisational structures and
institutional arrangements.
• Harness cordial and productive relationships with
customers and colleagues.
• Introduce new employees to various existing facilities
and furnish you with basic guidelines to make a success
of your career from the onset.

Vision, Mission And Values
PRASA CRES:
• PRASA Corporate Real Estate Solutions which is responsible for
the maintenance of present facilities.
PRASA Technical
• This is a PRASA division that constitutes an effort to consolidate
PRASA engineering capacity for efficient and effective asset
management.
Vision: To be the backbone of public transport.
Mission - To provide safe, reliable, affordable and clean passenger
rail and bus services
“Live as you were to die tomorrow. Learn as you were to live forever.”
Overall PRASA Mandate
PRASA Values
PRASA’s primary objective is:
• To ensure that, at the request of the Department of Transport, rail
commuter services are provided within, to and from the Republic
of South Africa in the interest of the public; and
To provide, in consultation with the Department of Transport, long haul
passenger rail and bus services within, to and from the Republic in
terms of principles set out in section 4 of the National Land Transport
Transition Act, 2000 (Act No 22 of 2000).
The values form part of cornerstone of PRASA’S corporate culture
towards optimal business and individual performance, quality service
provision and customer satisfaction. PRASA is guided by progressive
human values and ethos and fundamentals of the constitution
of the Republic of South Africa.
The values have been derived through employee engagement-group-wide
workshops involving all business units and all
levels of staff. It is for this reason that these values must be known
and lived.

The PRASA Logo
The six underpinning values of PRASA are:
#1 Fairness and Integrity #2 Teamwork
#1 Treating our customers
and our colleagues
the same we would like
to be treated.
#2 Working together with
our customers to
achieve a common goal
and recognising each
others worth.
#3 Service Excellence #4 Safety
#5 Communication #6 Performance Driven
#3 Providing the kind of
service that ensures
our customer leave
with a smile.
#4 Ensuring our
customers and
colleagues enjoy their
journey and arrive
safely and refreshed.
#5 Sharing information
with our customers and
colleagues in an open
and honest way.
#6 Developing the ability to
venture into new,
breakthrough areas of
opportunity whilst
offering quality products
to our customers.
• The inner circle represents rail and moves in the clockwise
direction. This remains the bulk of the business and is therefore
seen as the core of PRASA. The movement is in a
clockwise direction.
• The outer circle represents bus transport and moves in the
opposite counter clockwise direction. The direction indicates
a different but integral aspect of the business.
The result of the moving wheels is an optical illusion that creates
perpetual motion. This is ultimately representative of an on-going
and never-ending movement.
This is the nature of the business - 24/7.
“It isn’t the common man who is important, but rather the uncommon
one.”
Our Corporate Colours

The PRASA Corporate
Colour Is Blue.
PRASA Strategic Role
Blue speaks of calm. It is associated with water, a symbol of life and
tranquillity.
The colour says: “All is well, all is under control”
It is symbolic of a system that provides peace of mind for the thousands
of commuters every day.
Within this tone of tranquillity, the choice of blue is one that is lively,
energetic and everything but placid.
The dark metal grey represents our machinery. It signifies the tough
environment that endures by all at PRASA to ensure that the meaning of
the colour blue is maintained.
BUSINESS OFFICIAL LANGUAGE
The official language of the company is English.
PRASA is positioned to build on the synergies that Metrorail, Shosholoza
Meyl and Autopax bring to the delivery of public transport
services. It also retains the option of reinforcing this with feeder
distribution services, where appropriate and beneficial, for the
wider integrated public transport solutions that increase mobility
and accessibility to all the people of South Africa.
Secondly, PRASA is the first and only government-owned vehicle in
the area of public transport. Government will continue to subsidise
or regulate public transport operators whilst many municipal entities
have had their roles reduced. With the restructuring of the
former South Africa Transport Services, government lacked leverage
to directly influence public transport services provisions and
relied on other providers to deliver its own transport goals.
With the creation of PRASA, government is in a far better position to
drive the new public transport strategy.
PRASA is expected to play a major role in the development of social
and economic infrastructure. The organisation will partner with
transport and rail authorities to plan and deliver on rail and other
transport infrastructure.
PRASA’s primary role is to effectively develop and manage rail and
related transport infrastructure, and to provide efficient rail and
road-based passenger transport services. This is supported by
focused management of the property portfolio that is being developed
to enhance passengers’ travelling experience. This is being
achieved through the transformation of key station properties into
transit-orientated development precincts that can generate sustainable
income streams.

PRASA Strategy
PRASA has approved a five year strategy that seeks to transform PRASA
into becoming a commercially viable entity whilst at the same time optimising
service quality levels and expansion. To this effect, PRASA is
being positioned into becoming the number one public transport operator
in high volume passenger corridors in South Africa.
CONTRIBUTING TO THE NATIONAL DEVELOPMENT PLAN
For the National Development Plan, mobility is one of the key dimensions
of human capacity. Transportation cuts across the economy, environmental
sustainability, spatial transformation, global connectivity,
state capability, social cohesion and health. To function optimally, South
Africa needs reliable, economical, and smooth-flowing corridors linking
its various modes of transport (road, rail, air, sea ports and pipelines).
The National Development Plan calls for Integrated, holistic, long-term
perspective on all transport networks informed by growth priorities, the
environment, inclusivity and access.
Where people live and work matters. Apartheid spatial planning has led
to the majority of South Africans living far from places of work, with
poor access to basic services and low levels of participation in the economy.
The need for people to live closer to their places of work and with
better quality public transport allows them to access work opportunities
and in the most affordable manner.
ALIGNING WITH DEPARTMENT OF TRANSPORT
STRATEGIC PLAN
The PRASA Corporate Plan is aligned to the White Paper on
National Transport policy which seeks to 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 economically and environmentally
sustainable.
The Corporate Plan also contributes to resolving prevalent
problem areas as identified by the DoT in the MTEF, as identified
below:
• Improving the level of integration of transport
infrastructure network and operations
• Decreasing accidents and incidents (and fatalities)
across all transport modes.
• Improving infrastructure, access and mobility in rural
and peri-urban areas.
• Ensuring reliability, affordability, accessibility, efficiency,
effectiveness and safety of public transport.

PRASA Legal
Operating Structure
Top Level
Organisational Structure
Divisions
Subsidaries
RAIL OPERATIONS
Mainline
Passenger
Services

PRASA Work Place Lay-Out
The following roles are performed by PRASA Corporate:
• Develop and drive corporate strategy
• Strategic planning and capacity requirements planning to meet
long-term demands
• Life cycle Assessment Management and Asset Development Manage
the Capital Investment Programme (Infrastructure Development)
• Develop Group Corporate Policies (Finance, HCM, ICT, Supply Chain)
Develop the budget and plans to meet short-term funding
require ments of the entire PRASA Group
• Develop Funding Models and Borrowing Plan to meet long term
Funding/Investment requirements of the PRASA Group
• Implement the Integrated Management System
(SHEQ and Universal Access)
• Ensure Good Corporate Governance (Risk Management Systems
of Internal Controls and Security Access).
The PRASA Divisions and Subsidiaries are aligned to execute the
corporate plan.
PRASA employs more than 14 000 workforce spread across its Divisions
and Subsidiaries.
The four regions are: Gauteng, Eastern Cape, Kwazulu Natal and
Western Cape. The four regions integrate the following divisions
and subsidiaries:
Metrorail - Commuter rail services in urban metropolitan areas.
• The Metro rail network covers more than 15% of South Africa’s rail
network. It owns 317 stations and operates 470 stations in Gauteng,
Durban, Cape Town and Eastern Cape.
• It runs more than 2.2 million passenger trips every week day,
providing rail services on 3180 kilometres of which it owns 2228
single track kilometres.
• It has a rolling stock fleet of 406 train sets, comprising 4638
coaches, this number does not include the NEW FLEET.
Shosholoza Meyl carries over 3970 million passenger per year and
services 95 stations.
• The sitter/economic class contribute 87.5% of total revenue of
the business.
• It provides Premiere Class Trains baggage and car
transportation.
• Owns 1223 rail coaches and uses 1086 coaches for passenger
transport.
To date Shosholoza Meyl and Metrorail have been integrated into a
single entity, PRASA Rail.
The alignment of business, recapitalisation, operating and
reporting objective through the merger between Metrorail and
Shosholoza Meyl into PRASA Rail enables PRASA to:
• Improve business performance and optimisation of the quality
and use of business assets.
• Increase financial income, improved accountability and control.
• Improve safety.
• Improve relationships with customers and stakeholders.
The advent/formation of PRASA Rail further provides opportunities
for PRASA to realise the following:
• Enhance synergies that exist between the two operations.
• Remove duplications and enhanced high levels service
provisions in rail operations.
• Break down the silos and territories that existed, whilst
contributing to the integration of the bus, rail operations
and property and asset portfolios.
• Focus on value-adding activities.
In the main PRASA Rail’s focus is on the following key areas:
• Preventative Maintenance Programmes.
• Logistics and bench-marking to drive key operational initiatives
in the division.
• Service Excellence across rail products.

• Integrated Management Systems for quality improvement and
service provisions.
Autopax (Translux, City-to-City): inter-city passenger bus services.
It provides long distance inter-city and inter-regional bus services,
synergistically, serving around 100 destinations in Southern Africa
It is a road based passenger transport business operating three
established brands, Translux, City-to-City and City-to-City Express.
Autopax Bus service runs on a commercial basis.
Intersite Investments - Property Management and portfolio
development.
Intersite is the property subsidiary of PRASA managing 374 rail
commuter stations and 4200 hectares of land.
Intersite focuses on property development and supports the
strategic objectives of PRASA.
It focuses on the recapitalisation of the property portfolio and
it upgrades stations to provide immediate visible changes in the
passenger experience.
PRASA Technical
This is a PRASA division that constitutes an effort to consolidate PRASA
engineering capacity for efficient and effective asset management.
These include:
• Ensuring security of both wheels and components to improve
reliability and performance of the rail fleet.
• Establishment of partnerships with international companies to
facilitate technological upgrade of our rail system.
• Driving engineering excellence.
• Unlocking value for PRASA assets by focusing on reliability and
generating income by sweating its assets.
• Implementation of sound Rolling Stock Fleet Management.
• Determine optimum assets and sub-systems maintenance
strategy based on Preventative Maintenance Techniques.
PRASA Policies and Procedures
Our policies are structured according to our departments, which
are:
Human Capital Management, Business Performance, Procurement,
Strategic Asset Development, Risk, Corporate Security,
Legal, Strategy and Communications, ICT, Internal Audit, Finance,
Company Secretariat, Enterprise Project Management Office.
HUMAN CAPITAL MANAGEMENT
The following HCM policies have been approved and signed at a
corporate level and are available on the company intranet:
1. Bursary
2. Training and Development
3. Employment Equity
4. Disciplinary
5. Integrated Wellness
6. Recognition and Award
7. Leave
8. Recovery of Money
9. Recruitment and Selection
10. Reimbursement for Use of Private Vehicles
11. Relocation
12. Sexual Harassment
13. Substance Abuse
14. Talent Management
15. Travelling and accommodation
16. Remuneration Policy and Remuneration Philosophy
17. Performance Management
18. Incapacity
19. Overtime Management
20. Lifestyle Audit
21. Ethics
22. Workload Planning
23. Competency Management

24. Human factor Management
26. Secondment
27. Termination
28. Acting and Responsibility
29. Organisation Development
30. Incentive Scheme
31. Job Evaluation
32. Probation
33. Cellphone
Note: Policy development is an ongoing process. Necessary consultative
and communication processes and intranet update will be duly
effected from time to time.
The following Head Office policies and procedures are also available on
the Intranet:
Conditions of Employment
The following information is critical for all employees
Appointment
All offers of employment are confirmed in writing by way of a letter of
appointment (permanent employees) or contract (contractors). This
letter outlines the position you are to fill, details of your salary, benefits
and general terms and conditions of employment.
Dress Code
Employees are expected to dress presentably. Corporate clothing is
provided to employees who are constantly in view of the public when
performing own duties, for example, Train Drivers, Protection Officers,
Metro Guards, Ticket officers. Employees issued with corporate clothing
are compelled to wear the clothing while on duty, as a condition of their
employment. Corporate clothing must be worn according to prescribed
rules. For example no other clothing material must be worn with
corporate uniform. Supervisors will inform new entrants regarding
corporate clothing.
Employees are required to respect the corporate clothing and be
PRASA Ambassadors at all times.
Where corporate clothing is not issued, all concerned must always
be dressed appropriately, neatly and in good taste with due regard
to current fashion trends and also in terms of the dress code policy.
Working Hours
Employees work a basic of 8 hours a day with some flexibility on
starting and finishing. Normal office hours are 07h30 to 16h00,
Monday to Friday. (Shift workers, Overtime) Lunch is 45 minutes. In
certain situations staff and management will be required to work
earlier or later to ensure maximum service levels.
Medical Aid
Membership for medical aid is compulsory for all permanent staff
members, unless they are members of their spouse’s medical aid.
This does not apply to non-permanent staff. Group schemes which
PRASA is contracted to are Discovery Health, Bonitas and Sizwe
Medical Schemes. Premiums are paid by PRASA and calculated as
part of the employee’s total cost to company.
Provident Fund
On permanent appointment, all PRASA employees are required to
join the Provident Fund. Membership of the fund is a condition of
employment. The membership is a “defined contribution” fund and
is non-contributory as PRASA pays the retirement contribution on
behalf of the employees. Retirement Funding of 11% is contributed
as part of the employee’s total cost to company.
Remuneration
PRASA offers competitive salaries and rewards. These are clearly
stipulated on the employee’s letter of appointment or employment
contract.
13th cheque
PRASA does not pay a separate 13th cheque. This amount is
structured as part of the total annual cost of the package you get.
Salary Increases
Salary increments are based on merit, inflation, market rates and

organisational financial status. Salaries are reviewed in April of each
year and any increments awarded become effective on the 1st of April of
that year.
Salary Payments
All salary payments for permanent staff are made on the 27th of each
month. Separate arrangements with regard to non-permanent staff are
dealt with at HCM and Payroll levels. Should the 27th fall on a Saturday
or Sunday, salaries will be paid on the preceding Friday and if it falls on
a public holiday, on the preceding working day.
Salaries are deposited into employees’ bank account. It is the responsibility
of each employee to inform Human Capital Management by the
14th of the month should there be changes with regard to banking
details.
Overtime
It is a condition of employment that should the need arise; you may be
required to work overtime. You will be advised timeously in this regard.
Further details regarding overtime can be obtained from Human Capital.
Employees who are on or below Assistant Manager Level are entitled
to earn overtime.
Training and Development
PRASA has a staff training and development policy in terms of which
employees are offered various internal and external training courses
related to their work requirements. For training and development
opportunities, employees should approach HCM. All training needs,
study assistance and career development must firstly be discussed with
your Line Manager in consultation with Human Capital Management
department for advice.
Employee Wellness
PRASA has an Employee Wellbeing Programme within Human Capital
Management Department which offers these services.
Employee Assistance Programme
• Consultations
• Assessment and short term problem solving for employees and
family members
• Referral to appropriate resources for employees at all levels and
their family members experiencing personal problems.
• Follow-up services/aftercare
• To increase productivity, heighten morale and strengthen
the bond between management, staff and the organisation
HIV/AIDS Programme
• Resources made available to the programmes
• Education and Awareness Programmes
• Voluntary testing, counselling treatment and positive living
• Knowledge - Nature of the illness
• Attitudes-transmissions
Wellness Programme
• A variety of presentations on health and wellness topics designed
to assist managers and employees
• Annual Medical and baseline screening
• Blood pressure testing and monitoring
Travel
Travel concessions on the Metrorail Commuter service are determined
by an employee’s Job Grade. For more details, please contact
Human Resources.
Relocation
Employees who are promoted or transferred from one region to
another by PRASA are transported to their new destination at the
cost of the business in terms of the relocation policy. Where an employee
has a family, his/her spouse and children will be transported
as well.
Other conditions of employment
It is a condition of employment that you do not engage in any form
of external employment whilst in the permanent employ of PRASA.
This stipulation may be waived only with the written consent of the
GCEO/CEO or his/her relevant delegates.
Basic Employment Benefits
Leave
The company appreciates the efforts of all employees during the
year and provides for annual leave. All employees are entitled to

annual leave, details of which will be outlined in the letter of appointment
as informed by the company leave policy.
A leave policy for management has been concluded and approved by the
Board. The process of concluding the leave policy for all other employees
is underway. The existing leave arrangements remain applicable in
the meantime.
Leave records
Records are compiled and retained by our payroll office and copies may
be obtained from Human Capital. This includes records of public holidays,
sick leave, annual leave, family responsibility leave, study leave
etc. An employee’s pay slip should however reflect the current balance
of his/her annual leave.
For more details on leave and related matters, refer to the leave policy
that is readily available on the company intranet
Certificate of Service
A certificate of service will be automatically issued to all employees
terminating their services.
Provident Fund Contributions
The normal retirement age is 63 years. Employees may request to stay
with the consent of Management and the GCEO/CEO provided that the
operational requirements of the organisation require that the employee’s
services be retained.
When you leave the organisation, your retirement fund contributions
shall be refunded subject to the applicable taxation law. You may
arrange for your withdrawal benefit to be transferred to your new employer’s
provident fund or a recognised retirement annuity or provident
fund.
Maternity Benefits
PRASA provides for four months maternity leave on full pay to its female
employees. This is above the minimum base line as stipulated by the
Department of Labour.
The Department of Labour further provides for the following:
U.I.F.
This is awarded to people who lose their employment or are retrenched
and have been employed for three months or more during that
preceding year.
Payments are on a sliding scale of 35-75% of salary earned in the last
month of employment (or at the ceiling set by SARS).
Internal communications procedures
An effective internal communications system led by our Communication
Department is in place. The purpose is to keep all employees
informed on current developments within the company and to align
their work with the overall direction and strategy of the company.
The following tools or mediums of communication are readily
available to employees:
• PRASA website: www.prasa.com
• Intranet: PRASA news, Newsflash etc.
• Company Newsletter: PRASA e-Bulletin
• Pay slips
• Memos etc.
It is a condition of employment that employees communicate messages
that are consistent with approved positions of the company.
Available communication tools should not be used to advance individual
cat fights or to disseminate any information that is defamatory
or destructive to a fellow employee or a number of employees.
Travel and accommodation
Travel Claim forms may be obtained from the intranet
Order numbers must be obtained through Finance.
Details of final arrangement should be supplied to Finance.
Claims
Medical Aid claims may be handed in at Human Capital Department
to be sent to the approved medical aid provider.
Access cards, office keys, parking disks
Access cards and parking disks are obtainable from the Security
Department as per arrangement. A replacement fee is payable in
the event that an employee loses his/her card, disk or keys.
ICT matters
All IT related matters to be referred to the ICT Department.
Cell Phones
Employees who qualify for cell phones due to inherent requirements
of their jobs should submit motivations (by their Group Executive
or Line Manager) to Human Capital Department. Such allowances
are paid through the payroll.

Leave Forms
Forms are obtainable from Human Capital Department and on the
intranet.
Boardrooms
Arrangements to use the boardroom and dining room are to be made via
the respective Secretary/ PA to the Group Executive or General
Manager.
All PRASA employees are granted the Gazetted Public Holidays on full
pay:
1 January: New Year’s Day / 21 March: Human Rights Day / Good Friday
(Friday before Easter Sunday) / Family Day (Monday after Easter
Sunday) / 27 April: Freedom Day / 1 May: Workers’ Day / 16 June: Youth
Day / 9 August: National Women’s Day / 24 September: Heritage Day /
16 December: Day of Reconciliation / 25 December: Christmas Day / 26
December: Day of Goodwill
The dates on which Good Friday and Easter Sunday fall are determined according to the
ecclesiastical moon. That varies each year but they fall at some point between late March
and late April.
The Public Holidays Act determines whenever any public holiday falls on a Sunday, the
Monday following on it shall be a public holiday.