18 June 2025

The ANC Study Group on Employment and Labour, as part of the collective of the Portfolio Committee, received a comprehensive briefing from the Department of Employment and Labour today on its Strategic Plan and Annual Performance Plan.

The picture painted was one of optimism, particularly on South Africa’s developmental trajectory. However, there is a stark contrast between these projections and the reality of slow growth rates, which appear insufficient to outpace the country’s population increase.

The department’s goal of creating 2 million work opportunities by 2030 is commendable and the significant chunk of these jobs will be funding UIF that is 1 million and 650 000 jobs will be created through National Pathway Management Network and 350 000 jobs will be created from Public Employment Services, totalling 2 million jobs to be created. We do however believe that the department should consider implementing targeted measures that prioritize high-growth industries and manufacturing, to create sustainable development pathways. Achieving the goal of 2 million work opportunities requires not just the creation of jobs but also meaningful integration into longer-term economic participation.

There was also a commendable commitment to increasing employment opportunities for Persons with Disabilities (PWDs), with specific targets outlined for 2025 to 2028. However, employment creation for PWDs hinges on proactive policy implementation and enforcement. This includes fostering awareness campaigns, incentivizing private sector participation, and ensuring compliance with employment equity regulations.

Productivity SA’s plan focuses on enterprise development, research dissemination, and the strengthening of institutional capacity which is crucial for fostering sustainable economic resilience. However, despite these strategic initiatives, the challenge remains whether the entity’s approach sufficiently addresses the underlying structural issues in a context marked by high unemployment, resource strain, and high costs of living. The plan’s commitment to promoting productivity awareness and capacity-building is commendable, but these efforts require significant behavioural change at the enterprise level.

Nedlac’s briefing for the current financial year demonstrates a concerted effort to embed social dialogue as a cornerstone of South Africa’s socio-economic development, despite the budget constraints that has affected this entity of the department. The President’s recent announcement of establishing a national dialogue and the conventions leading to the National Dialogue which is to be housed at Nedlac, elevates Nedlac’s role from a facilitator to a central orchestrator of policy consensus, which could significantly influence socio-economic outcomes by creating more coordinated, transparent, and participatory policy processes. However, whether this will translate into tangible policy change depends heavily on Nedlac’s capacity to mobilize social partners effectively and maintain a balanced voice for all stakeholders. Furthermore, integrating perspectives of marginalized groups into policy debates remains a challenge that Nedlac must overcome to genuinely uphold its vision of equitable participation.

The CCMA’s strategic focus demonstrates a commendable commitment to improving dispute resolution, strengthening workplace relations, and enhancing service delivery through the application of technological innovations, despite the budget short falls. Notably, the CCMA’s historical achievement of maintaining clean audits and disciplined financial management provides a solid foundation for confidently pursuing these targets, underscoring its capacity for operational efficiency and accountability. Notably, the CCMA’s historical achievement of maintaining clean audits and disciplined financial management provides a solid foundation for confidently pursuing these targets, underscoring its capacity for operational efficiency and accountability.

The CCMA’s strategic initiatives remain vital, but their influence might be limited unless complemented by broader structural reforms driven by government and economic stakeholders. Maintaining discipline and efficiency in operations provides a competitive advantage; however, without significantly expanding economic opportunities, the entity’s capacity to impact overall employment levels will remain constrained.

Issued by the Whip of the Study Group on Employment and Labour, Cde Mncedisi Nontsele.

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