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The Third Central Committee in response took a number of decisions meant in particular to respond to the challenge of lack of implementation. These resolutions were on: Organisational discipline, internal democracy and worker control; 2. Union finances, support for shop stewards and staff and management systems; 3. Revitalising the recruitment campaign. Policy Areas and Debates 1. It would not be correct to keep on repeating our commitments to the Organisational Review without identifying why it is not progressing as expected.

Our key task is to translate existing resolutions into an implementation programme. In this regard we mu st look which areas to prioritise in the resolutions adopted by the Third Central Committee and the Eighth National Congress.

We must address lack of capacity at both the Federation and affiliate level. In COSATU, the leadership is able to identify in conjunction with the affected affiliates a number of interventions and processes that must be pursued.

Most affiliates similarly lack personnel to drive organisational development. How can we address these challenges? As the following table shows, COSATU grew extraordinarily rapidly in the late s and again after , but has had more or less the same number of members for the past decade. The following table shows union membership from , using numbers reported by the unions to COSATU for purposes of assessing affiliation fees.

Virtually all the other unions lost members. In contrast, in the three years to the Eighth National Congress, virtually every union recorded a decline in mem bership. The past three years saw some growth in the share of manufacturing and private services, a decline in mining, and stabilisation in the public-service uni ons. In fact failure to reach the recruitment targets is a typical ex ample of affiliates taking decisions with ease in meetings, but neglecting systematic follow through.

Yet organising the unorganised is a central mandate for all unions. This framework was further developed immediately after the Congress. Consistent preparation and implementation 2. Improving service to members 4. Support to vulnerable workers 5.

Link to commitment to strengthening the Alliance The framework included: We have not seen a concerted strategy around vulnerable workers. FAWU has begun research for a strategy to recruit farm workers. Nonetheless, progress is not fast enough. COSATU began a process to explore ways to set up structures for hawkers and other self-employed workers.

We need to decide how to take this project forward. We have no plans in place for dealing with low union density in retail, or for meeting the needs of domestic workers.

However, in this period unions that were in crisis have turned the corner and there are visible signs of improvement in a number of areas. In most cases, however, it became clear that the Federation lacked capacity to sustain its interventions. This section provides a very brief overview of affiliates. It has experienced a good spell of political stability over the last two years. Restructuring in the wood and paper sub-sector is leading to increased subcontracting, which is presenting the union with a problem to organise.

Still, density in its industries remains very low, and there is a lot of scope for growth. CWU was completely ill-prepared for the restructuring of Telkom and the Post Office and failed to diversify its membership base from these two entities.

Leadership inertia and organisational stagnation followed. Membership was not growing but the union could continue to operate without incurring losses. In other words, the union was in a comfort zone and unable to break out of this cocoon.

An initial effort to support organisational development as the basis for recrui tment was not sustained due to lack of capacity.

Yet the potential to grow is huge. The new CEC must return to this matter at earliest opportunity. The union faces rivalry from Solidarity in Telkom and the need to step up recruitment across the entire telecommunications and broadcasting industries. Within Telkom, it must contend with subcontracting by stepping up its recruitment campaign. CWU has continued to lose members, falling from 32 to 25 in the past three years.

However, like all health sector unions it is confronted with the challenge of providing an alternative strategy to improve health care and conditions o f service for health care workers.

DENOSA has seen a gradual erosion in membership, which a sharper fall in the past three years from 71 to 64 Yet it has historically been beset by leadership wrangles. The union faced a bitter power struggle in its last Congress held in October It could not mend the rifts thereafter and was plunged into a crisis when its former President attempted unilaterally to suspend the new General Secretary. COSATU intervened , resulting in the union drafting an organisational programme which it is now implementing.

Membership is growing again after years of stagnation; the finances are in healthy state; and leadership is more coherent. The challenge remains to implement the or ganisational review process. It operates in one of the harder-to-organise sectors. First, it confronts a mostly casualised membership base, which impacts on its resourcing and ability to sustain its programmes. Second, it faces a steep challenge to convince employers that performing artist are workers that should be afforded the status in our labour laws.

Third, it is finding i t extremely hard to maintain its gains largely due to the absence of a bargaining forum in the industry. We must recall that the union was not in good standing due to failure to pay affiliation fees, which in turn reflected a financial and organisational crisis. The NOBs programme to visit members to amongst others deal with their grievances and issues has helped members to regain confidence in the union. This programme exposed weaknesses that were later dealt with sufficiently.

N EHAWU is also beginning to reassert its power and has initiated important transformatory campaigns around public hospitals in particular. The union lost around 30 members, but has since stabilised. In , it reported members, with consistent growth in the previous period. NUM has managed to maintain its size despi te the jobs bloodbath in mining. It is also one of the innovative unions in the Federation and has adopted a long term organisation building plan. The last Congress of the NUM saw ugly scenes at the union twice was in court to defend itself in the face of challenges from within.

The loss mostly reflects the loss of mining jobs, as virtually all black miners are NUM members. The main area the union can grow is in construction, which still has very low levels of organisation. As a result of a robust bargaining strategy, NUMSA has managed to improve wages for workers in auto manufacturing. However, it is also organising in sectors like metals production, which has experienced high output growth combined with slow growth in jobs, and appliances, which has seen major job losses.

Still, it is one of the few unions to experience membership growth in the last three years. When the union faced a bitter power struggle in September Congress, COSATU decided to intervene since this was the second time around without a great deal of progress being made.

NUMSA reported a substantial increase in membership in the past three years, growing from in to in It has led various struggles to improve the working conditions of its members in the police and correctional serv ices. Not only has the union amassed substantial resources as a result of its effective financial management, it has also experienced growth in the last three years.

Its membership climbed from 67 in to 96 in Even though it continues to face serious organisational challenges, it has displayed a high degree of unity of purpose, which is evidence of organisational cohesion. It is encouraging to note that SACCAWU has mounted historic struggles to champion the interest of casuals, who now make up at least a third of all retail workers.

Because of these struggles the union has recruited new members, principally casuals, setting the tone for strategies to deal with vulnerable workers. Still, only about one retail worker in five belongs to a union. SACCAWU has started to grapple with organisation building and has established an organisational development commission under the leadership of its President.

Nevertheless, it faces daunting challenges that strains its limited financial, human and other resources. It has enjoyed a long spell of internal cohesion and stability.

It has developed innovative ideas to promote local procurement and explored the use of power as well as en gagement at sectoral level to save the industry. Despite the massive job losses in the industry, the union increased its membership from to in the past three years.

The union is relatively stable and has enjoyed a period of internal cohesion after its previous turbulent Congress. SADTU is now confronted by the fact that there is limited scope to grow as unionisation of teachers in the general education stream has reached saturation point.

Options open to SADTU for growth are merger with other teachers unions, to organise non-educat ors in the schools, and to expand to further education and higher education.

SADTU has managed to grow substantially in the past three years, rising from in to in It dropped to in This is a huge concern. The turn around in the union has been rewarded by recognition within the global union movement, reflected in the election of comrade Howard Randall as the President of the ITF.

In the SAA case relatively skilled personnel embarked on an unprecedented strike, indicating a major breakthrough for unionisation. At Transnet, we saw crossraci al solidarity among the workers at the point of production. This indicates that workers are yearning for unity across colour and occupational lines.

Its membership soared from 74 in to in COSATU have however long committed itself to the process of building cartels as the step to create super unions. All these merge rs and integration processes were seen as constituting Phase 1 of progress toward cartels and superunions. This Ninth Congress must review the process and decide on how we proceed. Since then, FAWU has stepped up its efforts to recruit and protect farm workers, mak ing slow but definite progress.

In addition to the increase in membership, it is conducting research to ensure greater progress in future. Farm worker recruitment statistics September to August 2. If all goes well this will be the point unity between the two unions. A first step would be to improve co-odination around the campaigns to ensure local procurement in retail. A merger Congress will take place in November A new constitution exists. All other related merger questions have been fina lised. Various public-sector workshops have been held, but they have not led to organisational developments in this regard.

With the public sector unions having employed a coordinator attached to COSATU, we are now in a better position to drive this process as well as building the broader public-sector cartel. Organising the self-employed The November CEC approved a project to explore organising the selfemployed in the informal sector, most of whom are street-based retailers hawkers and, in the former homeland areas, subsistence farmers.

The project would focus on retail. As the following table shows, the share of informal employment has remained fairly stable since The employment survey changed in , which may explain the decline compared to Share of employment in the informal sector, to Source: Calculated from Statistics South Africa, October Household Survey, for and , and Labour Force Survey for , and Just over half of informal workers are self employed, and most of them are employed in retail.

Employment by sector in the informal sector, September Source: Calculated from, Statistics South Africa. Labour Force Survey September Formal Informal Domestic employee self employee self total Number employed millions 8. Close to three quarters earn less than R a month, virtually none h ave a retirement fund, and around a quarter works over 60 hours a week.

The vast majority are African, and half of the selfemployed are women. Informal workers are more likely than formal workers to be under 30 years old. Conditions of work and demography in the informal sector, September Source: Organising the self-employed poses challenges for the labour movement, which is historically based on the unity of workers to negotiate with their employers. The labour laws generally do not apply to the self-employed, but rather regulate relations between employers and employees.

This means there is no framework for bargaining and few minimum standards, for instance to set hours of work. For the self-employed, negotiations must focus on new issues, such as securing the right to trade from municipalities, obtaining cheaper inputs from suppliers, and establishing collective benefit schemes. The issue of scope becomes more difficult, since membership is no longer defined by relations to an employer.

Some political problems may arise. Do the self-employed invariably have the same interests as the proletariat? How do we ensure a stable progressive character for the proposed organisation? The workshop in came up with the following proposals. All unions should organise the informal sector within their scope, and report regularly on progress. COSATU should set up a project to organise self-employed street vendors and producers, with the following guidelines. It would focus on the identified campaigns plus other demands raised by members.

The association could work with SAMWU to negotiate with municipalities, and could engage with the Employment Conditions Commission on minimum rights and standards. A problem is that the BCEA does not apply to the self-employed. The new association would set a quota for women leadership. It said COSATU should employ a co-ordinator and set up a steering committee including regional and union representatives to provide assistance. They provided us with the funding for the workshop detailed.

In addition they have approved funding for the start up of the informal sector project on condition that we submit audited statements for the initial grant they provided us to hold workshops.

To support and promote the demands of the WCCA campaign to the municipalities of South Africa that no group or individual should be unduly disadvantaged by any urban improvement or urban renewal initiatives in preparation for the FIFA World Cup of , and no relocation of street traders should be done without making available viable and acceptable alternatives which are accessible to even the poorest traders.

The main problems are: Increasing reliance on external funds for policy engagements and education, Failure of affiliates to pay levies to which they agreed, and some delays in meeting affiliation fees, and Inability to maintain real wages and salaries, which contributes to high turnover of staff.

The main reason was that a number of major affiliates were also experiencing problems that resulted in them not being able to pay their affiliation fees. At the end of the financial year, this situation had improved dramatically. All affiliates were in good standing in terms of their affiliation fees. Most of the unions have signed debit order with the Federation.

At this point we are building some reserves that have reached more than R6 million. Summary of accounts, and July show some re-emerging problems, however.

As the following table shows, affiliates owned R3. Moreover, most had not paid up on the political and other levies to which they agreed, leaving them a total of almost R10 mi llion behind.

Year Operating Expenditure 25,, 34,, Affiliation fees 23,, 28,, Total income 27,, 33,, Operating expenditure less total income -1,, , Affiliation fee per member 1. Affiliation income in was R24 million, compared to R28 million in Income by source, and The income figures suggest a decline in the share of grant income.

COSATU has not set the units up as cost centres, so it is virtually impossible to identify the use of funds by units. Unit expenditure in the COSATU budget does not reflect salary or other operating costs, only other expenditure on specific projects. The auditors cannot trace all income back to source in the affiliates. The auditors cannot verify whether the membership numbers given by affiliates are accurate, so they cannot tell if the affiliation fees are correct in those terms.

The special CEC called in July to review the financial statements acknowledged and accepted these qualifications.

In essence, the qualifications reflect the fact that auditing standards are set up for companies, not for union Federations. Nature of debt Amount in rand Affiliation fees 3,, Cubah managed to rent out spaces that have long b een vacant, and the new tenants pay their rental reliably. The only vacant space is now the seventh floor.

Unfortunately, because some tenants are still not meeting their obligations, we have been unable to transfer the hoped-for amount of R into an investment account for renovations. Currently, however, the investment is at R1, 4 million. This process should end sometime in will the creati on of separate Free State and Northern Cape provinces. This new demarcation amongst others is aimed at addressing coordination problems with the Alliance components and government.

But it has caused serious problems for the private sector unions. To these unions, the challenge for demarcation is not political but to ensure cost-effective service for workers.

This is no easy matter. Areas for debate and proposals a. State of the national structures 9. They meet fortnightly to receive report from the Secretariat and account for the deployment and activities in between the meetings.

They have made countless interventions in all areas of work of the Federation. This helped profile the Federation. They assisted in providing the Federation the cohesion and the respect it enjoys locally and internationally. In the team adopted a document called modus operandi following some tensions arising out of managing administration and mandates in the context of the constitution. In this document, the team allocated key responsibilities in order to ensure collectiv e leadership and sharing of responsibilities.

The March bosberaad broadly reaffirmed the modus operandi document. It ag reed that the NOB collective would rigorously take forward decisions of constitutional structures. Regrettably, in the run up to this Congress, the media has attempted to play up and sensationalise reports of tensions within the NOB collective.

We have to manage this situation. The CEC meets four times a year on occasions it is forced to convene special meetings when necessary. The CEC has functioned very well over the period under review. There remain two weaknesses. First, with a few important exceptions, political debates are dominated by General Secretaries. Second, the debates are dominated by a small group of unions, with o thers remaining largely silent. This reflects the uneven development in the Federation.

The Third Central Committee in held a highly successful meeting on industrial policy, organisational development as well as adopting an extensive resolution to defend the ANC Deputy President Comrade Jacob Zuma.

The final document on industrial policy , which was revised in light of the Central Committee discussions and resolutions, is being circulated separately. The Central Committee continues to play a critical role in that in between the Congresses it brings together about shop stewards and activists of our movement to debate major policy directions for the Federation.

It is an important platform that underl ines the democratic and vibrant nature of the Federation. Many of our regions are beginning to incorporate socioeconomic issues and struggles in their daily work. They are now called upon to play a strategic role in provincial development summits and other industrial strategy processes. The common problem facing the provinces in this connection remains capacity constraints and inadequate support from the head office.

Provinces are also expected to provide leadership and support to locals as well as engage with local economic development processes. Provinces are not able to cope with these processes and lack human and financial resources to follow all political and soci o economic process.

All the provinces say that support from affiliates could be improved. Poor reporting back from the CEC by affiliates. We have made major efforts to revive the locals in recent years, including holding a locals summit and increased support for the Socialist Forums.

Still, we have to ask why our locals must continuously be re-launched. Some common problems can be identified. Locals do not have a budget or employees to coordinate their activities. They have to rely on the dedication and effort of the local office bearers. Some unions do not take attendance at locals by shopstewards very seriously. This is particularly a problem where a few unions dominate local structures.

In many instances our locals are asked to respond to local development initiatives, but have no capacity. The leadership that took over quickly addressed the challenges and is now are formidable team that leads the Federation.

The main strength of the province is cohesion and unity displayed in the recent re-election of all Provincial Office Bearers unopposed. The PEC and therefore the affiliates play an important role to lead the Federation in particular during the mass campaigns of the Federation. The lapse in the ability to get affiliates to participate evenly in campaigns following the death of Comrade Ntsan gani has been addressed.

The province experienced a degree of instability at the level of the Alliance. The Deputy Chairperson, who was also an MEC, was fired tog ether with a number of others believed to be sympathetic to the left project. Unsubstantiated allegations of corruption were levelled against some leftwing cadres in government and parastatals. This caused problems as many believed that there was a deliber ate political programme to root out left-leaning cadres in the provinces and replacing them with the rightwing using trumped up corruption charges that haven not been proven.

The list process for the localgovernment elections proved particularly divis ive and demoralising. Some locals take sides in unstable ANC subregions, which can spill over into instability within the Federation. In some locals this is so overwhelming that the focus of these locals is on nothing else but these disputes.

A related problem is that of Allian ce structures either not existing or not functioning at all at the local level. In addition, some of workplaces where we have been strong are now seriously contested politically. Our own shop stewards base is beginning to show political allegiance to other reactionary formations.

New Provincial Office Bearers are: May Day rallies and other gatherings are always attended better than other provinces. This strength reflects that the PEC has become coherent and unity has been achieved. Locals are in a better position. Politically the province is also engaging well with the Alliance with relations in particular in the Free State province at healthy state.

Serious weaknesses emerged though in the elections process. As a result, some locals refused to join the campaign despite visits by Provincial Office Bearers. Despite these problems, the province held bilaterals with the ANC and attended its lekgotla in both the Free State and Northern Province.

We agreed on a joint Alliance programme of action and education. The SACP has raised its profile, running successful campaigns around the financial sector and land reform, amongst others.

It is the most strategic with the biggest of the manufacturing sector members. Its main weakness is the lack of consistency in its own programme resulting in a lack of its own independent public pro file.

Yet when it comes to national actions it pulls the biggest worker gathering arising out of the concentration of members and geographical advantages. The Alliance presents strategic stability in the province. It has not, however, been as effective as hoped in influencing government policies.

SANCO is still reeling from structural weaknesses in the province. In terms of other social movements, the province agreed to distinguish between those that use acceptable legal tactics and those that rely on anarchist adventurism. We have a constructive relationship with TAC. Obviously the biggest development in the province was the triumph of the democratic forces led by the ANC and the Alliance leading to their ascent to political power. Since the local government elections in March , the majority of municipalities are now also under the leadership of the ANC.

There were, however, some problems with the list process; violence; and a lack of trust between comrades. Overall the province has a relatively good working relationship with the provincial government. The PEC remains united and coherent. The province now has its own independent profile from consistency in campaigns, including taking up provincial and local issues even though they on occasions require a big push from behind. The new Provincial Office Bearers are: The state of locals in KwaZulu Natal, ranked from 0 to 10 The NOBs however expressed concern about relatively poor participation in its mass activities.

The province has since embarked on the conscious programme to address this weakness and it seems to be turning the situation around if we are to use this May Day rally as the measure. The Alliance has not drastically improved. There are still no real engagements on policy matters or issues relating to government. The Alliance functions well at the level of the campaigns, and two Alliance summits were held over the period under review.

Squabbles emerged about the list processes, however, as well as the deployment of mayors and service delivery. The implementation of the gender quota created real tensions.

Our relationship with the ANC is good, but we have not managed to establish joint programmes. Workers participation in the ANC is visible even though not numerically measured.

Several affiliates have complained about the conduct of the SACP provincial lead ership. The new provincial leadership is: During the elections, Alliance meetings take place religiously every week. The Alliance is not drivin g any joint program and has not held a summit. Relations with the ANC remain very warm. The SACP launched independent campaigns and was part of all our campaigns. The provinces moved from being docile to an active, dynamic champion of the working class issues.

Today the province is one of our best. Members have responded and numbers of members in our activities have increased dramatically. The province hosted the launch of the National Recruitment campaign and successfully hosted the commemoration of JB Marks an d Moses Kotane. The Alliance relations have not however been ideal. The ANC has experienced some degree of internal difficulties centred on factionalism.

The state of the SACP and its own internal dynamics makes relationship difficult to manage. Nonetheless, there are no Alliance programmes at regional or branch level. The situation worsened after the NGC and the subsequent developments around Zuma. We had serious disputes about the exclusion until September of the Alliance structures from the elections campaigns committee and the list committees at all levels.

Since the provincial conference, the SACP has not been able to position itself well in support of the working class. It has not backed our campaigns. It has now set up a provincial structure that has a new leadership, which should help. The PEC is united and coherent is playing an important role in the activities of the Federation with some individual leaders of affiliates going beyond the call of duty to assist the COSATU provincial leadership.

Chairperson - Deon Boqwana 2. It has an advantage that it is situated next to Parliament. As a result, it is often called upon to respond to national issues. On occasion this causes difficulties that have to b e managed carefully. The province is really active in particular around Cape Town.

We have in the past raised a concern that it is not engaging its rural locals enough. Most worrying is that the Cape Town local is not functional which mean that the provincial office itself pla ys the role of super-local.

Controversy emerged with the public packaging of the intensified cooperation with the civil society formations. There was media frenzy around the launch of the socalled UDF. The Alliance is not functioning ideally. We have committed to joint programs and held a joint press conference to engage on questions of alliance relations. Quotas shall be based on the share of women in membership and the need to rapidly develop women leadership.

Of these leaders, however, all but three were Deputy Presidents or Treasurers. It proposed that affiliates set quotas based on their gender composition. The NGC also adopted a campaigns strategy on electing women as shop stewards as well as appointing them as organisers.

Provincial and gender structures in provinces and affiliates remain highly uneven. There is a need to focus on a systematic resuscitation of gender structures in all provinces and affiliates. The NGC found the following in the provinces: North West, Limpopo, KwaZulu Natal and Mpumalanga have seen their structures collapse and meetings no longer takes place.

These provinces need immediate attention. In terms of affiliates, the NGC found the following. This situation raises concern and requires that we devised means to address it immediately. This pointed to the need to improve mandating and report-back systems.

In , provincial induction workshops were held in February and March in order to reconstitute gender structures.

They also pointed to the importanc e of a strategy for gender mainstreaming through integration of gender issues into the work of the organisation. They agreed on the formation of this movement which will fight to change patriarchal gender relations in all spheres of life, including in the organisation, institutions, the workplace and broader society.

The outcomes intended were to emerge with resolutions to address among others, the following social ills which were the outcomes of commissions work under the following focus areas: Economic emancipation of women, The feminisation of poverty, Access to basic resources, property and developmental opportunities, In formalisation of the formal economy through casualisation, subcontracting and outsourcing, Gender based violence, Patriarchal society and system reinforced by cultural and customary practices, Poor implementation of legislation those are intended for the protection and benefit of women.

The Steering Committee has a term of five years, with seats allocated as follows: Considerable progress was made in the past three years, including the re-establishment of regular national schools as well as the formation of the Chris Hani Brigade.

In particular, we need to protect educators from other demands and ensure they are sufficiently capacitated. We also need to provide sufficient resourcing for education. The conference was attended by 60 participants It is anticipated that the rollout training of shopstewards targeting a locals will commence in The seminar topics were based on social movement and trade unions, plan, Industrial Policy, International Policy, and Political Econom y.

The parallel workshops focussed on Young workers and Trade Unions, S. The rollout of training in the provinces was modelled on the training developed at national level and targeted an average of 20 participants in each province and totalling participants trained nationally. The trained provincial CHB trainers used their training to conduct topical discussions based on the training materials to socialist forums in locals. The Chris Hani Brigade has however a very high turn over.

The first educator development programmes was set up in April and consists of 30 union educators and 6 countries on the African continent. This project is a yearlong activity and the Federations manage the rollout of training in the respective partici pating countries. A similar educator development network was set up and currently developing educators in the participatin g countries. This programme trained closed to participants in the Southern African region including Zimbabwe, Swaziland, Mozambique and South Africa.

One union indicated that they had not offered any form of shop steward training in Five unions could not indicate how many shopstewards had been trained. Two had trained or fewer, three between and , two between and , and three over It seems that unions are either able to train many shopstewards on a number of issues or are not able to rollout mass training for shopstewards at all, with very few in the middle.

Most unions fall into the weak category. The primary delivery mechanism for membership education is union media, mostly newsletters and magazines. S ome unions use general meetings and campaigns; pamphlets, bulletins and posters; community radio; study circles; and e-mails and website. Training for leadership focused on the provincial or regional level.

Five unions undertook training for provincial leadership in Four unions sent their leadership on external courses with Ditsela or universities. Three ran ideol ogical training for leadership and two ran training for treasurers.

Two unions did not run any leadership training in Discussions are underway with Wits to set up relevant diploma and MA programmes for senior leaders and staff. One union has succeeded in getting SETA funding for all their courses. Often staff training is conducted by human-resource or skills development officers, or provided by outside providers.

This encourages a trend toward the separation of staff training from that of members, shopstewards and office bearers, particularly in uni ons with HR Departments, which frequently do not work with the education department. The risk is that staff will not receive political education or training from a labour perspective. Other courses listed includes, staff meetings, induction, administrators, dispute resolution and train the trainers. In addition, in some unions staff takes university courses.

The findings suggest the following. Whilst there is a significant improvement in the employment of educators in the Federation the capacity is no way near the required need to address the challenges. Even though national educators are long standing unionists, more than half have been national educators for less than three years. Two of these were doing more and these were the unions who were able to deliver comprehensive programmes to a large number of people.

In some un ions there is no budget allocation for education, education was not planned ahead and education needs were met on an ad hoc basis. Other reasons cited included: Most structures are not functioning well. It helped with insights on how we can support and provide learning opportunities to unions to increase their capacities and educ ation responses. It also serves as an important indicator to measure our attempts in realising the objectives of the programme.

It is encouraging to notice, though limited, the emergence of collectivism amongst union educators in the programmes and activities of NEDCOM. The fact that unions accepted the NEDCOM reporting format signals greater coherence in our programme pillars whic h provide a common yardstick to measure and assess our weaknesses and achievements. A problem remains inconsistent attendance. The approach at provincial level has been to increase the pool of trained facilitators that can support the provincial education forum, the locals and union education programmes.

The education department introduced an accredited programme for facilitators shopstewards and officials at a provincial level. In addition the political education training carried out by the Chris Hani Brigade participants attempts to further support the development of this pool of facilitators. Parallel to this Ditsela has continued to support and maintain the quality and sustainability of provincial educator development.

Recognising that COSATU cannot replace the responsibility of unions to provide shopstewards education to its members, the Federation can however create the training momentum towards building a culture of trade union education in the province. The capacity of educators at provincial level is even weaker than at national level. This is evident in the poor attendance of unions at Provincial Educator Forums and consequent underreporting of union education at provincial level.

The multi-task functions most educators play at this level and with very little support from their national offices compound the problem. This is done both externally through the mass media and internally through our own publications. We are appealing to all affiliates, provinces and other units to keep us well and promptly informed of everything they are planning, saying and doing, because we obviously cannot communicate what we do not know about.

The coverage of these statements by the media has definitely been improving, though uneven. Affiliates are encouraged to submit sp eakers for these and other shows and to encourage their members to phone in. The number to phone for the SAFM show is The station manager has however undertaken to assess other possible s lots.

In addition we do numerous interviews on news and current affairs programmes on an almost daily basis. We are however still weak in certain languages and need to improve our exposure in all official languages Television: The meeting agreed on joint programmes to: Improve on the current funding model for the SABC and to lobby government for more funding.

Address the problems of working conditions for the creative workers in the industry 73 Develop a monitoring mechanism on the content of SABC TV programmes Compile and provide a list of trade unionists and progressive commentators who can be invited for interviews on various economic and related topics.

ETV continues to give pitifully poor labour coverage and we struggle to get them even to attend our press conferences. The second and third issues were geared to th e Jobs and Poverty Campaign and we printed copies of each.

We once again appeal to affiliates and provinces to encourage members to send regular reports, articles, letters, poems, photos, etc. We need to establish a tradition that a report is automatically written for the Shopsteward on any important event or poli tical development.

Since the last Congress in , only two issues have been produced, partly because of the impact of the and national and local government elections, which contributed to the decline in the volume of work in Parliament. We even put out an edition on one Sunday and on May D ay. This reflects the growing number of relevant stories in the media, which reflects the increased amount of activity in which we have been involved this year and the effectiveness of our media officers.

We have produced this newsletter with media statements from COSATU and affiliates every week, e-mailed it to affiliates and posted it on to the web site. It has tended to get longer as we receive an increasing amount of material from the aff iliates and provinces. We have begun to meet the challenge of turning this newsletter into a campaigning weapon, with weekly updates on the recruitment and other campaigns.

It has helped to publicise the details of the May Day rallies and Jobs and Poverty Campaign activities. Bu t we still need more involvement from the units and provinces to give us the information. We also need to be sure that the affiliates and provinces are emailing the COSATU Weekly to their branches and locals and printing our copies for the members.

We are looking into a system by which copies can be printed in local offices directly from head office Media Forum: The Media Forum, with representatives from affiliates and Naledi, was revived at the start of the year and has met four times.

It organised an info rmal cocktail party for labour reporters, which was a new initiative. It could have been better attended but is an idea worth persevering with. Thanks to cooperation and assistance from many institutions including FES and University of Witwatersrand. We see it as an important way, not only to preserve our history, but to reach out to non-members, especially young people, and educate them about the labour movement.

The Federation has 66 posts plus 11 Comrades from Cuba Properties. We lost the services of an experienced organising secretary, the trade and industry policy coordinator and the fiscal and monetary policy coordinator. It is a daunting task to replace this experienc e and skill, but certainly the efforts of some in the media to paint a picture of mass departures are simply not true. General Secretary Zwelinzima Vavi 2. Deputy General Secretary Bheki Ntshalintshali 3.

Secretariat Coordinator Zakhele Cele 4. Amos Mashaba National Accountant 8. Vacant Deputy National Accountant 9. Dibuseng Pakose Regional Accountant Jabulile Tshehla Acting Finance Clerk Patrick Craven Spokesperson Dominic Tweedie Shopsteward Editor Kgomotso Sikwane Communication Officer Vincent Masoga Shopsteward Manager Nandipha Miti Web designer Xolani Mhambi Archives administrator Vacant International Secretary Khanyi Fakude Administrative Secretary Tshidi Makhathini Acting Receptionist Vacant Organising Secretary Theo Steel Campaigns Coordinator Antony Diedricht Education Secretary Bongani Masuku Educator Neva Makgetla Fiscal and Monetary Coordinator Rudi Dicks Labour policy Coordinator Sekete Moshoeshoe Skills Development Coordinator Jan Mahlangu Retirements Fund Coordinator Sibusiso Gumede Social Development Coordinator Nonhlanhla Ngwenya Administrator Neil Coleman Parliamentary Coordinator Vacant Deputy Coordinator Vacant Research Coordinator Prakashnee Govender Legal Coordinator Western Cape Administrator Elma Geswindt Eastern Cape Administrator Vuyo Macozoma Limpopo Provincial Secretary Jan Tsiane Limpopo Administrator Palesa Mphamo Gauteng Provincial Secretary Siphiwe Mgcina Gauteng Administrator Gertrude Mtsweni North West Administrator Ruth Moloisane KwaZulu-Natal Administrator Vacant Mpumalanga Provincial Secretary Norman Mokoena Mpumalanga Administrator Vacant Morris Chabalala Security Daniel Mosito Security Progress Hlungwane Security Moses Tsotetsi Security Baldwin Nelwamondo Security Johannah Tshabalala Security Alfred Mtshixa Security Hepworth Moyikwa Security Esther Seasebo Cleaner The other members of the committee are: Patrick Craven Spokesperson 3.

Mummy Japhta Gender Coordinator When a staff member successfully completes the course, the loan becomes a grant. After meetings and debates with the staff committee members, NOBs, and consultants Nell and Shapiro , the proposal for the grading system was circulated to February CEC and it was approved and im plemented in March All the job descriptions were reviewed and graded accordingly, including with a new package were necessary.

All the staff members were allocated into the grading system. We are also looking at ways to utilise new wireless technology, so that even more staff can access the COSATU network outside the office or when in meetings.

We have once again introduced a special opening page for the National Con gress 19 Affiliated institutions Its aim is to analyse developments and policies from the perspective of organised labour. The director works closely with a Board of Directors appointed by the CEC and drawn from the labour movement, academia, governme nt and specialised experts.

A management committee compromised of Frans Baleni, Linda Mngadi and Bheki Ntshalintshali exercises oversight of operations on behalf of the Board. Eight of the current staff are directly involved in research and the remaining four work on administration and communications. Its main themes include union organisation; recruitment; gender; and collective bargaining. In addition, the unit provided so me support for union negotiations on wages, notably for NUM. For the Economic and Social Justice project, NALEDI is undertaking an in-depth study of 30 poor households in terms of their incomes and expenditure as well as their coping mechanisms.

The findings should help in developing more effective strategies for ad dressing poverty, which will feed into the labour movement and the broader policy discourse. In addition, NALEDI has completed a literature review of comparisons of social grants in developing countries for the Basic Income Grant Coalition, whose research subcommittee it has co-ordinated since early It is part of a consortium that is reviewing the work of the telecommunications regulatory bodies and agencies against their statutory mandates, to be completed in In , it was requested by government to develop broader proposals for all hospitals, which have seen been adopted by Cabinet.

The book consists of 17 case studies of workplaces ranging from globally competitive multinationals such as BMW, th rough service sector and public sector workplaces, to informal sector workplaces such as clothing and footwear sweatshops, street trading and rural survivalist enterprises.

Amongst others the network maintains the African Social Observatory, which conducts r esearch on multinationals in Africa. Reports on mining and hospital were published in To achieve this vis ion, Kopano has formulated a practical strategy and business plan with a focused approach to investment activities and supported by a robust operational infrastructure.

The strategy is informed by the need to extend services to its shareholder base as well as protecting worker interests through consolidation. The strategy involves trust fund administration through a new vehicle called Central Union Trust Limited, which is now operational. The service and fee offering has been structured to give maximum benefit to the beneficiaries. Initial funds have already started flowing in. In additi on, Kopano is negotiating for an acquisition to undertake retirement funds administration.

One that has not evolved smoothly from what was there before, but leaped ahead to another way of doing things? One that cannot be smoothly bridged no matter how you try. One that means leaving skills and methods and experience behind and start over?

ZBRA , an innovator at the edge of the enterprise with solutions and partners that enable businesses to gain a performance edge, announced that Lancashire Teaching Hospitals National Health Service NHS Foundation Trust has deployed the Zebra's MC18 and MC55 mobiles computers along with technology from Zebra partner, Ingenica Solutions for enhanced information management and patient care.

Following on from the successful event, this year promises a day of insights for delegates to discover the latest products and trends within the Rugged Device Industry.

HON today announced that three of its rugged mobile computers used by distribution center, logistics, delivery and retail workers have been validated for the Google-led Android Enterprise Recommended program, which helps businesses select the right devices to meet their needs.

Inclusion in the program demonstrates that Honeywell's mobile computers meet strict technical specifications and extended lifecycle support requirements. Devices in the program provide customers with easy enrollment options, timely software and security updates, business-ready hardware features and support for multiple versions of the Android operating system.

ZBRA , an innovator at the edge of the enterprise with solutions and partners that enable businesses to gain a performance edge, announced Bealls, Inc. The independent research of UK mobile technology buyers, conducted by Opinion Matters and commissioned by Panasonic, shows that the language being used by manufacturers of business and consumer devices is confusing the marketplace. RuggedPCReview examined the attractively styled fanless 3-pound tablet with its large ZBRA , an innovator at the edge of the enterprise with solutions and partners that enable businesses to gain a performance edge, announced that MH Equipment has successfully transitioned to a fully paperless operation using a rugged tablet-based mobility solution from Xplore Technologies, which was recently acquired by Zebra, and TPI, a Platinum Xplore Partner.

A good outdoor viewable display must have many qualities. Among the most important is luminance, the intensity of light emitted from a surface per unit area. It's commonly measured in "nits," which is display-industry slang for "candela per meter squared. The company has recently completed a revision of its website, added a new E-Tools Cabinet Solution, and renamed its warranty program.

These changes are a reflection of the rugged computer manufacturer's commitment to meeting the needs of its customers in the military, law enforcement, field service and other markets, and to providing a solution-centric approach for its customers. Increasingly, however, a degree of processing is required on-site, wherever that may be. Providing Power over Ethernet to six cameras, supporting three independent displays, and running cool all day long thanks to Smart Fan control support, the FPCP6 represents a remarkable COTS solution for numerous machine vision applications, more general factory applications, as well as use in autonomous vehicles.

ZBRA , an innovator at the edge of the enterprise with solutions and partners that enable businesses to gain a performance edge, today announced a vertical specialization for healthcare technology providers in North America, Latin America and parts of Asia-Pacific. The new Healthcare Specialization Program, developed as a strategic component of the Zebra PartnerConnect Program, recognizes partner expertise and investment in healthcare technology solutions.

It also provides qualified members with competitive differentiation and benefits that empower business growth and development. According to the agreement, Handheld will develop the next generation turnkey solution for innovative package sorting and printing across the customer's package sorting facilities. Along with the rugged case for Surface Go, MobileDemand will offer a Surface Go bundle that includes the Surface Go, a MobileDemand proven rugged military-tested Surface case, and a chemically strengthened screen protector.

Sales and earnings results exceeded our previously communicated guidance ranges and strong free cash flow allowed us to reduce our net debt leverage ratio to 2. Unitech EA rugged Android handheld "Data collection technology changes at a fast pace," said Brian Silence, Director of Business Development at Unitech , and that's why the company announced the EA as a device "designed to stay on trend and within budget.

It's a tried-and-true design. Between that and Panasonic's frequent updates to the M1, the tablet remains fresh and relevant. The latest upgrades enhanced tech, changed the name to Toughbook, and made the M1 available in several application-specific models, including versions with depth and thermal cameras. Berglund, Trimble's president and chief executive officer. Opticon 's new H rugged 4. Industrial-grade scanning, the availability of an extended battery, and remarkable ruggedness combine for an attractive product.

The company's public safety LTE device is designed for use on FirstNet — the nationwide public safety LTE communications platform dedicated to America's first responders — or similar global public safety networks.

In terms of second-quarter shipment performances by brand vendors, both Samsung and Lenovo saw slight decreases in tablet shipments, Apple and Huawei enjoyed significant shipment increases, while Amazon registered a flat performance.

These fully-rugged tablets are both leaders in their categories: MobileDemand's high-performance xTablet T There are jobs that need all the performance you can get. On a screen large enough to do serious work. That's what MobileDemand 's The xTablet T is definitely high performance, especially when ordered with one of the two high-end Intel "Kaby Lake" Core processors.

In terms of marketshare, Samsung led with This was the first quarter since the iPhone that Apple wasn't 1 or 2. ZBRA , an innovator at the edge of the enterprise with solutions and partners that enable businesses to gain a performance edge, is helping companies across many industries digitize their operations and improve their performance to stay relevant and compete in today's marketplace. The Toughbook T1 and L1 are designed to address the evolving mobile needs of today's diverse workplaces.

By bringing the rugged reliability that has made Panasonic an industry leader in workplace mobility to these sleeker, slimmer devices, more workers will be able to take advantage of 21st century solutions that keep them connected and redefine what it means to be mobile. Weighing less than a pound, the IPsealed Toughbook L1 includes an integrated barcode reader that is field-configurable for landscape or portrait modes. IPsealed and able to handle 5-foot drops, the Toughbook T1 offers industrial-grade scanning and comprehensive onboard communication.

Algiz ultra-rugged tablet computers are designed specifically for fieldworkers in challenging environments. ZBRA today announced the new ZQ series of label and receipt mobile printers designed to help businesses increase productivity in stores, backrooms and warehouses. Building off the success of Zebra's most successful mobile printers, the QLn printer series, the new ZQ mobile printers offer a color display screen with a customizable menu for easy operation, as well as advanced battery and wireless capabilities that enable peak performance for applications such as pricing management and faster checkouts in retail stores.

The Android version went on to be very popular, whereas with Microsoft's withdrawal from the mobile space, the FZ-F1 is now gone. To prove its commitment to the handheld space, Panasonic has upgraded the FZ-N1, now under the Toughbook brand, with a faster processor, enhanced electronics, more memory and storage, and various refinements. This rugged solution is designed specifically for reliability, affordability and ruggedness, which are absolutely vital to mobile computing in public safety, industrial and energy applications.

This Dell solution is being marketed to rugged customers worldwide. We've definitely seen an increase in the latter over the last several versions of Android, as well as a heavier hand by Google to use its tools and services on Android devices.

Android, of course, is free, and so it should be interesting to see how this plays out. It's a Windows 10 tablet with an integrated physical keyboard, one large enough to be actually useful.

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