An Overview of Wits’ Preparedness for the 2025

Lack of explicit guidelines about teaching with/despite GenAI is having significant knock-on effects, which are not yet apparent
Current, large, budget cuts in Faculties and Schools are bound to negatively affect the academic project
There is no transparency about plans for handling students’ protests, unnecessarily heightening tensions during protests 4 Readiness of the University for the 2025 academic<br>

Institutional Culture
- Bullying
- Inadequate use of institutional power to protect and support staff
- Slow/no deep transformation
- Prioritisation of throughput (e.g. subsidy) over academic integrity 5 Challenges Faced by Workers at the University<br>

Wits needs to commit to deep transformation
SET needs to reconsider the strategy/strategies that have resulted in the side-lining of the humanities as a part of the University’s future
Management needs to cultivate and support a culture rooted in the ethics of care 6 Recommendations to Take the University Forward<br>

National Education, Health and Allied Workers’ Union Presenters: Mr Molefi Makola (Acting Chairperson) and Mr Thabo Modise (Branch Secretary)<br>

8 2,000 members— about half of all professional, admin, and support staff
We need protection from line managers while balancing full-time jobs and union responsibilities, including:
- Internal disciplinary cases (which can last weeks)
- External cases at CCMA
- Policy reviews, dispute resolution, funerals, and memorial services
- Periodic bargaining meetings with management
The ER Office is not managing staff-employer relations, it has turned itself into a divorce court 8 Employee Relations Sub-Directorate<br>

9 The Social Justice Office focus on workplace bullying, mostly targets junior black managers—leading to unfair dismissals
The office has lost focus on transformation and employment equity
Alleged bias in case handling: Complaints against white senior staff are ignored (e.g., School of Law)
Having a Senior HR Director who is not a SET member worsens red tape around decision making
Recruitment concerns
Grades 17 to 9 positions mostly advertised externally
Departments fail to create succession plans for internal promotions
No enforcement of employment equity compliance—no penalties for noncompliance 9 Transformation & Employment Equity Office & HR<br>

10 Leadership demographics in 33/35 schools is worrying:
46% foreign nationals
26% white
14% Indian
11% black South Africans (with even fewer black women leaders)
The overrepresentation of foreign nationals in senior academic positions raises concerns about opportunities for South Africans
Demand: Unions must be part of the recruitment process 10 Transformation & Employment Equity Office & HR<br>

11 Staff Wellness
Alarming death rate among lower-grade employees—about 2 funerals per month
The union assists and guides the department in arranging transport for staff to attend funerals
Families receive no logistical assistance for memorial services
Disparity in treatment: academics receive official notices and elaborate memorial while lower-grade staff are ignored
Substance abuse crisis among lower-grade workers, no structured intervention program
Lack of staff wellness office, only students have CCDU for mental health assistance, no dedicated support for staff well-being 11 Transformation & Employment Equity Office & HR<br>

12 12 Money is wasted on hiring lawyers to face ordinary staff members at the CCMA
Managers who initiate cases should represent the University at CCMA, just as ordinary staff members (shop stewards) do, and the freed money used for things like staff wellness programs
Workers insourced during Fees Must Fall are being replaced by external contractors, to do basic tasks like Changing light bulbs (despite Wits having qualified electricians 12 Financial Mismanagement<br>

13 13 Union request for list of contractors went unanswered
Some contractors were suddenly fired after the union raised concerns—raising questions about the legitimacy of their contracts
NEHAWU believes a construction mafia exists or existed at Wits
Demand:
- The University must investigate the high costs of maintenance and projects
- Conduct benchmarking with private accommodation providers to compare costs per square meter 13 Financial Mismanagement<br>

14 14 Complete a formal recognition agreement with protections for shop stewards
Strengthen employment equity monitoring and enforce compliance
Refocus the Social Justice Office on transformation and fairness 14 Proposed Solutions & Demands<br>

15 15 Improve staff wellness by:
Establishing a substance abuse intervention program
Providing structured funeral and memorial assistance
• Reduce legal costs by ensuring that managers who start disciplinary cases represent the University at CCMA, just as ordinary staff members do.
Investigate a possible construction mafia that exists or existed 15 Proposed Solutions & Demands<br>

Presenter: Mr Billy Cebekhulu (President) Administration, Library and Technical Staff Association La Luta Continua!<br>

17 La Luta Continua is more than a slogan—it is a call to resilience, unity, and justice from ALTSA’s perspective.

“In the struggle for fair wages, dignity, and security, organised labour must remain unwavering. Progress is never given; it is fought for"<br>

18 Why We Exist?<br>

19 Readiness of the University for the 2025 academic The readiness rests on several pillars such as student funding, in particular the NSFAS funded students as well as the missing middle.

Labor peace is also key contributor to the readiness of an institution to deliver its public mandate. In particular, the conclusion of salary negotiations and meeting the demands of the workers.

Trust between management and organised labour needs to be cultivated for the benefit of the institution as it serves as the foundation on which other issues can be constructively addressed.

From ALTSA’s perspective, the University has made some progress in preparing for the 2025 academic year. However, there are critical gaps that need to be addressed to ensure a smooth transition and effective functioning.<br>

20 Current gaps identified<br>

21 Challenges Faced by Workers at the University Limited Career Development Opportunities: A lack of clear pathways for professional growth and upskilling, for support staff.<br>

Recommendations to Take the University Forward Consistencies in labour relations matters: Compliance with employment law in relation to discipline, consistency should be applied on the verdict/outcome of disciplinary procedures and redeployment of employees. 22<br>

23 Recommendations to Take the University Forward Targeted strategy to assist with the cultivation of trust relations between labour and management: Continuously engage with a high level of transparency to culture of successful engagements for future stability.<br>

24 Conclusion ALTSA members are not merely a labour formation operating within the institution. They are parents who have an interest in the academic progression and safety of all students and ensuring that the challenges they face are addressed by the relevant bodies within the University and outside.

By addressing these concerns and remaining sensitive about the socio-economic issues faced by workers, the University can build a more inclusive, fair, and effective academic and working environment for 2025 and beyond.<br>

Thank You!<br>