Browsing by Author "Sithole, Sinenhlanhla"

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The Concept of a Just Transition is as Relevant to the Fourth Industrial Revolution as it is for the Move towards a Low Carbon Economy
(Sam Tambani Research Institute, 2020) Kaggwa, Martin; Sithole, Sinenhlanhla
Two parallel developments are taking place in Africa, that are of key significance to workers. The first one is the concerted effort to move the national economies from depending on fossil-based energy to a clean low-carbon energy. The second is the continents gradual embrace of the Fourth Industrial Revolution (4IR). Organized labour has been active, in some countries like South Africa in engaging parties advocating for and implementing the transition to low-carbon economies to ensure that the interests of workers and communities are taken care of and are not sacrificed in the transition. Organized labour refers to the process of energy transition that takes into account the interests of workers and workers’ communities as ‘a just transition’. Regarding the 4IR, organized labour has not yet come up with a clear and consensus-based position on how to deal with the revolution. Organized labour’s position on 4IR can at best be described as a work in progress. Against this background, and in recognition of the need for organized labour to urgently engage with the 4IR phenomenon, this article makes the case that worker-related tenets of a just transition in the energy sector also apply to a migration to the 4IR economy. As such, organized labour should form a common position demanding a just transition to the 4IR. The proposal of what should constitute a just transition to the 4IR should mirror that of the just transition to a low-carbon economy as articulated in the International Labour Organisations (ILO’s) Decent Work Agenda. In particular it should include, social dialogue, social protection, rights at work and employment creation and protection.
Creating A Dividend Yielding Esop Model For Mine Workers
(Sam Tambani Research Institute, 2019) Sithole, Sinenhlanhla
Employee Share Ownership Plans (ESOPs) are an empowerment tool for workers and have been a common feature in South Africa’s mining industry policy since mining charter one of 2004. They serve the purpose of transformation by allowing employees to own shares in the mining companies which they work for. Despite notable efforts by mining companies in setting up ESOPs trusts for their employees, many ESOPs deals concluded in the mining industry have not yielded tangible dividends for employees. Many ESOPs that have been implemented have failed to meet stakeholders’ expectations in terms of dividend yields. ESOPS schemes have come across various criticisms, as they are considered “inconsistent, complicated and mostly opaque to employees whilst delivering modest returns to them,” (Diale 2016:7).
A Just Transition for the 4IR: The way to go for Labour?
(Sam Tambani Research Institute, 2019) Kaggwa, Martin; Sithole, Sinenhlanhla
 For a long time labour has been engaged in the discussion of a Just Transition in the energy space  Recently labour has been engaged with the 4IR  As labour grapples with the Just Transition in energy, it also has to face the challenges posed by the 4IR
Unpacking Employee Share Ownership Plans ESOPs
(Sam Tambani Research Institute, 2019) Sithole, Sinenhlanhla
Globally, the empowerment of historically disadvantaged groups, economically, is not uncommon. As such preferential policies geared towards transformation have been a common feature especially towards advancement of historically disadvantaged groups. One such empowerment policy has been that of Employee Share Ownership Plans (ESOPs). Globally, employee empowerment schemes are considered to be part of many public and private companies and despite the availability in various forms of employee ownership programs, ESOPs have proven to be met with much success in comparison. ESOPs have been implemented successfully by many international companies in many different sectors. Construction companies, banks, insurance companies, textile manufacturers, architectural firms, health care providers, hotels and resorts and many other industries have successfully employed ESOPs, (Rosen et al 2005). Despite the availability of many empowerment schemes, ESOPs have received the most universal acceptance and support. However, despite their perceived success in terms of acceptance, how ESOPs have fared internationally has been highly dependent on mainly the various company and country circumstances and as such offer varying accounts of success