Pregnancy Code of Good Practice

Pregnancy Code of Good Practice

Pregnancy Code of Good Practice

What to expect when your employee’s expecting… Life is full of firsts, and this might be your first time as employer having an employee who is pregnant. Naturally, you may wonder, “What should I expect and what is expected of me as an employer?” That’s where the “Code of Good Practice on the Protection of Employees During Pregnancy and After the Birth of a Child” provides essential guidelines for employers to support and protect pregnant or breastfeeding employees. It outlines the employer’s general responsibilities, including risk assessments, reasonable accommodations, and maternity leave provisions. Note, however, that the Code may be reasonably adapted depending on the specific business’s workplace circumstances and occupational health requirements.

Legal requirement #1: Non-discrimination

Employers are legally prohibited from discriminating against, or dismissing employees due to reasons relating to pregnancy, a protection which is reinforced by both the Labour Relations Act and the Employment Equity Act.

 

Take note: Employees who are unfairly dismissed on this ground can refer the matter to the Commission for Conciliation, Mediation and Arbitration (CCMA) or applicable Bargaining Council. Such a dismissal would be considered automatically unfair and would put the onus on the employer to prove the contrary. The compensation awarded in such a case can be up to 24 months’ worth of the employee’s salary.

Legal requirement #2: Safe work environment

Employers are obligated to maintain a workplace free from health risks, including those affecting reproductive health. Key responsibilities include:

 

  • Conducting thorough risk assessments to identify and mitigate hazards specific to pregnant and breastfeeding employees.
  • Implementing measures to limit or eliminate identified risks, ensuring ongoing safety. This might involve modifying workstations, adjusting work schedules, or providing special equipment.
  • Providing comprehensive information and training on health and safety risks and protective measures.
  • Involving worker health and safety representatives in risk assessments and controls.
  • Ensuring employees take reasonable steps to safeguard their own and colleagues’ health and safety.

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Legal requirement #3: Protecting the health of pregnant and breastfeeding employees

Employers must prioritize the health and safety of pregnant and breastfeeding employees under Section 26 of the BCEA, which prohibits hazardous work. Key responsibilities include:

 

  • Risk assessment: Identifying workplace risks specific to pregnant or breastfeeding employees and implementing necessary protective measures and adjustments to mitigate these risks effectively.
  • Alternative employment: Offering suitable alternative roles if current work poses health risks during pregnancy or breastfeeding, ensuring terms are fair.
  • Notification and evaluation: Encouraging early pregnancy notification to promptly assess workplace risks, including evaluating physical conditions and job tasks to determine appropriate accommodations.
  • Risk mitigation: Informing employees of identified risks, consulting on preventative measures, providing necessary training, and considering occupational health consultations for uncertain adjustments.
  • Health monitoring: Maintaining ongoing risk assessments throughout pregnancy and breastfeeding, supporting clinic attendance and necessary breaks for breastfeeding employees.
  • Aspects of pregnancy affecting work: Both employers and employees should consider these common aspects of pregnancy impacting work:
    • Morning sickness: Employees may struggle with early shifts and heightened sensitivity to strong smells exacerbating nausea.
    • Physical strain: Prolonged standing or sitting can lead to backache and varicose veins, while manual handling tasks can also contribute to discomfort.
    • Increased toilet needs: Ensuring access to suitable toilet facilities is crucial, especially considering challenges in leaving work unattended.
    • Fatigue: Tiredness may limit overtime and evening work capability, necessitating consideration of rest periods for adequate recovery.
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This article is intended as a brief and general overview of some of the considerations that employers need to consider. The code contains more detailed information and schedule of hazard examples and best practices to mitigate risks effectively. For advice and a copy of the code please contact the LWO on 0861 101 828.

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Transportation of employees

Transportation of employees

Transportation of employees

The availability of safe public transportation for employees working beyond ordinary working hours, is a critical aspect of ensuring workplace safety and compliance with regulatory frameworks.   This is just one of the many principles we take away when looking at the Labour Appeal Court (LAC) judgment of TFD Network Africa (Pty) Ltd v Singh NO & Others [2017] 4 BLLR 377 (LAC). In this judgement the LAC sheds light on the obligations of employers regarding transportation for employees required to work overtime or night shifts.

Basic Conditions of Employment Act

Under the Basic Conditions of Employment Act (BCEA), specifically Section 17(2)(b), employers can only allow and/or require employees to work night work if transport is available between the workplace and an employee’s place of residence. Night work in terms of the BCEA is work which extends beyond 18h00 and concludes before 06h00 the following day. This provision is not limited to regular night shift workers but extends to any employee required to work beyond these hours, including overtime.

 

The BCEA also makes provision for the Code of Good Practice on the Arrangement of Working Time, which further provides that employers who engage employees on night work should ensure, among others, that employees are able to obtain safe, affordable transportation between their places of residence and their workplace.

The LAC judgement

The LAC judgement of TFD Network Africa (Pty) Ltd v Singh NO & Others highlighted the importance thereof that an employer must ensure that transport is available, and that the employer must consider the safety of employees, especially in potentially hazardous situations such as commuting late at night. The LAC ruled that an employer cannot unreasonably expect an employee to find their own way home after working late, even if it involves overtime beyond normal working hours. The Court further also indicated that an employee is entitled to raise the absence of these measures as a defence to a charge of failing to perform night work, or disobeying an instruction to perform night work, where these measures are not in place.

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In practical terms…

In practical terms, ensuring compliance involves several key steps for employers:

 

  • Firstly, it requires a thorough review of existing policies to ensure they align with legal requirements under the BCEA/relevant Bargaining council’s collective agreement, regarding the provision of transportation.
  • Secondly, conducting regular risk assessments is essential to evaluate the safety of transport options available to employees, especially in areas prone to security risks or lacking adequate public transport infrastructure.
  • Thirdly, engaging in consultations with employees helps to understand their commuting challenges and preferences, which informs transportation arrangements that prioritize both safety and convenience.
  • Finally, it is crucial to clearly document transport arrangements and communicate these effectively to employees to ensure transparency and understanding of their rights and entitlements.

Conclusion

This LAC judgment clarifies several important points:

 

  • The obligation to ensure transport is available is universal and not contingent on an employee constantly working night shifts; it applies whenever work extends beyond 18:00, regardless of shift patterns or overtime agreements.
  • Employers must thoroughly assess the safety of the transportation that is available, or which they provide, ensuring it adequately protects employees during their commute. This includes considering the geographic location, safety of routes and the specific circumstances of each employee.
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By adhering to these obligations, employers not only uphold legal compliance but also prioritise the health, safety, and well-being of their workforce which promotes a supportive and compliant workplace environment.

 

This article is intended to be a brief and general overview of some of the complexities of modern work arrangements that employers need to consider when scheduling shifts and night work. For advice, please contact the LWO on 0861 101 828.

 

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Overtime – should I pay my employee?

Overtime – should I pay my employee?

Overtime – should I pay my employee?

In terms of the Basic Conditions of Employment Act (BCEA), an employee may only work overtime if there is such an agreement between the employer and employee. This agreement is only valid for a period of 12 months and must be renewed annually.

 

If an employee earns in excess of the income threshold, which is currently set at R254 371.67 per annum (R21 197.63 per month) effective as of 1 April 2024, the overtime clause in the BCEA, as detailed below, does not apply. This amount includes remuneration before any deductions (e.g. income tax, pension, medical aid, etc.), but excludes contributions by the employer in respect of pension and medical aid. Transport allowance, performance awards (bonuses) and payment for overtime worked will also not be included. If the employee therefore earns in excess of the income threshold, the parties must agree what the payment or arrangement for overtime will be, if any.

Overtime also does not apply to the following persons:

  • Senior management
  • Salespersons who travel to the premises of customers and who regulate their own working hours
  • Employees who work less than 24 hours per month

Do I pay overtime after 45 hours worked?

Normal working hours may not exceed 45 hours per week and any hours worked in excess of the agreed normal working hours are considered to be overtime. Overtime must be calculated daily:

 

  • If the employee usually works five days a week, the hours worked in excess of nine hours a day are considered overtime.
  • If the employee usually works six days a week, the hours worked in excess of eight hours a day are considered overtime.

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What are the maximum hours of overtime?

  • Ten hours per week; and
  • Three hours a day.

 

An employee may not work more than 12 hours on any day. This includes overtime. A written agreement may increase the maximum hours of overtime per week to 15 hours per week, but this may not be applied for more than two months in any 12 month period.

How much should I pay my employee?

The employer must pay one and a half times the employee’s normal rate for each hour of overtime worked. However, the parties may agree that the employer:

 

  • Pay the normal wage for overtime worked and exempt the employee for 30 minutes with full pay for each hour of overtime worked; or
  • Exempt the employee for 90 minutes with full pay for each hour of overtime worked.

When do I have to grant this time off?

This time off must be granted within one month of the employee working the overtime. There is an option to extend this agreement to 12 months if it is so agreed upon in writing between the parties.

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    Employers must ensure that overtime is only worked by agreement, so that employees do not submit unnecessary claims for overtime worked. As there are various sectors and applicable legislation, it is essential for an employer to be aware at all times under which sector and legislation they are classified. In doing this, employment contracts are drawn up with correct clauses to protect the employer. The employee is then also aware of what is expected of him/her.

     

    This article applies to overtime for employers and employees who fall under the scope of the Basic Conditions of Employment Act (BCEA). To ensure that you as an employer are aware of the correct overtime applicable to your sector, contact the LWO on 086 110 1828.

     

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    What is a policy?

    A policy informs employees of the rule/s in respect of a certain topic. The employer puts these rules in place in order to ensure the smooth and efficient running of his/her business operations. Policies are not underwritten by labour legislation, but define the employer’s own rules, which must be reasonable, for the workplace. We strongly advise employers to implement the following policies in the workplace:

    Code of conduct

    A code of conduct states the employer’s own rules specific to his/her business and industry. These rules should refer to, for example, general rules in the workplace, hygiene, salary advances, safety regulations, use of company property, clothing, etc.

    Smoking policy

    A smoking policy firstly states whether smoking is allowed and secondly if so, the designated areas and specific times allocated for smoking. In the policy the employer can state the times allocated during the day that employees are allowed to smoke, as well as the duration of these breaks, e.g. 10h00, 12h00 and 14h00 for 10 minutes each.
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    Sick leave policy

    Leave matters are regulated by Labour Legislation and refer to annual, sick, family responsibility and maternity leave. It is a good idea to incorporate this into leave policies, but take care that the policy is not less favourable than the applicable legislation which should be adhered to. The aim of a sick leave policy is to regulate the amount of sick leave employees are legally entitled to, as well as the reasonable requirements set by the employer for sick leave to be approved. This can include timeous notice of intended sick leave to the relevant person (management), when a sick note must be presented and the disclosure of the period that the employee will be unfit for duty. This gives the employer time to make other arrangements to ensure sustainable productivity.

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    Progressive discipline

    Progressive discipline

    Progressive discipline

    by Abrie Bronkhorst

    The relationship between an employer and employee is based on mutual benefits and respect. Clear rules and guidelines ensure that friction and misunderstandings are limited. This will, in turn, promote a productive and positive work environment.
    The vast majority of cases referred to the Commission for Conciliation, Mediation and Arbitration (CCMA) are due to “unfair dismissal”, with most of these relating to misconduct that led to the dismissal. In general, arbitration awards granted in favour of the employee are directly linked to the employer not having followed the correct procedure. The CCMA may grant orders for up to 12 months of an employee’s salary against the employer.
    Progressive discipline is a widely known principle in the labour environment. It is also one of the most important factors considered by the CCMA, Bargaining Council and Labour Court when a dispute involving unfair dismissal arises. Therefore, employers must ensure that progressive discipline is understood and correctly applied in the workplace.
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    What is progressive discipline?

    The Labour Relations Act defines progressive discipline as follows: “The approach of progressive discipline in the workplace considers the purpose of discipline as a measure for employees to know and understand which standards are required of them. Reasonable steps must therefore be taken to improve or change employees’ behaviour through the systematic use of warnings and consultations”.
    Workplace discipline aims to adjust and improve behaviour through corrective action, consultations and warnings rather than punishing or dismissing an employee. Dismissal should always be the last resort.

    Types of misconduct

    Every workplace must have a relevant disciplinary code. The disciplinary code is essential in ensuring that there are clear rules in the workplace, with appropriate sanctions, that employees can follow. For these rules to be successfully enforced, employees must be aware of the rules. When these rules are violated, the employer can apply progressive discipline or directly proceed with a disciplinary hearing in cases of serious misconduct. The employer must keep detailed records of offences and the sanctions applied. Even if a warning has expired, it is still recommended that it remains on the relevant employee’s file.
    There are different types of misconduct in the workplace that range from less serious to very serious offences. It is influenced by the type of work and responsibility of the employee, the (possible) consequences of the violation, and the impact of the offence on the employee-employer trust relationship.
    In cases of less serious offences, the employer can follow an informal process through sound advice, guidance, correction and consultation. However, when the offence is of a serious nature, a formal process can be followed in terms of written warnings and/or dismissal after holding a disciplinary hearing.
    We can distinguish between different types of warnings: oral and written. Under written warnings, we can also find serious and final written warnings. This gives the employee an indication of how serious his misconduct was and how important it will be to correct this behaviour.
    If the employee repeatedly violates the same rule and the employer applies progressive discipline, the employer can issue a more serious warning if the previous warning is still valid. It is crucial to ensure that the warnings follow each other – a serious written warning cannot follow a final written warning. Employers must further guard against allowing warnings to accumulate unnecessarily. Follow the disciplinary code’s guidelines.
    An employer cannot under any circumstances dismiss an employee without first holding a disciplinary hearing. This ensures that a fair procedure has been followed and that there is substantive proof to dismiss the employee.
    The employer has to manage several business risks daily. Therefore, it is strongly recommended that employers be proactive by implementing clear rules in the workplace and following the correct procedures concerning all labour law issues, especially dismissal and general discipline in the workplace.

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    A potion for December

    A potion for December

    A potion for December

    by Abrie Bronkhorst

    The calendar year is at an end, but the work environment presents many challenges as it is grounded in human relations. Communication remains one of the keys to success in managing the environment and limiting friction, especially over December.
    Three areas where friction can easily rear its head, are as follows:
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    Year-end function

    The festive season is in swing and several businesses are getting ready to end this year with a party. Employers can still hold employees accountable during such functions for any misconduct not normally permitted within the workplace. Regardless of whether the function takes place on the employer’s premises or not, alcohol is often served, which can create challenges for the employer as the consumption of alcohol can lead to misconduct by employees. Employees under the influence can damage working relationships, as well as the employer’s reputation.
    For example, employees may drive under the influence after the function, or they may disregard health and safety provisions, which may lead to a claim for an injury on duty. The employer can be held liable for this as the employee attends the function as part of the performance of his/her duties. It is very important that employers take steps to ensure appropriate behavior at functions and inform employees about the following before the function:
    • the level of professionalism expected at the function;
    • that each employee is responsible for keeping his alcohol intake within legal and reasonable limits;
    • that any misconduct by an employee before, during or after the year-end function will lead to disciplinary action against the employee.

    Annual leave

    Employers should take the following into account when dealing with annual leave:

    • In terms of the Basic Conditions of Employment Act, an employee is entitled to 1 day of paid leave for every 17 days worked. This works out to 1.25 days of paid leave per month, or 15 working days of paid leave per year (if an employee works 5 days per week).
    • The leave cycle is a 12-month period calculated from the date of employment and is renewed annually.
    • Annual leave accumulates and can be carried over to the next leave cycle, but must be taken within six months of the new cycle.
    • Annual leave is paid leave and the employee receives full payment during the leave period. The normal payment date can be modified by a payment agreement for this period.
    • Public holidays do not form part of annual leave and are additional. Please note that 27 December 2022 has been declared a public holiday by the president and must therefore be treated accordingly in terms of compensation and time off.
    • Leave may not be exchanged for compensation. Leave may only be paid out on termination of employment.
    Employees should follow a process where a leave form is completed as an application for leave. When an employee applies for leave, the employer has the right to refuse leave due to operational requirements. If an employee’s application for leave has not been approved by the employer and the employee decides to still take the leave, the employer can take disciplinary action against the employee, as the employee is then absent without permission
    The employer also has the right to determine a specific period when employees must take the majority of their annual leave to avoid employees taking leave during the business’s busiest times. Take care to communicate this specific period to employees early on to ensure that all employees have enough leave, especially when the business closes for a period. If employees have not accumulated enough leave, unpaid leave must be taken for this period.
    We recommend that employers indicate each employee’s available leave, as well as a record of leave taken, on the payslip to avoid any uncertainty. It is important that the employer keeps a record of leave taken as proof should a dispute arise.

    Bonusses

    A common misperception in the workplace is that employees are entitled to an annual bonus. An employee can only claim a bonus when it is so prescribed by legislation applicable to the specific sector. Bonuses are therefore solely at the employer’s discretion. It is extremely important that the employer confirms this in writing so as not to create an expectation with the employee that bonuses form part of his/her employment conditions.

    There are different types of bonuses for which an employee may qualify in the workplace:

    • A thirteenth cheque
    This type of bonus is considered a condition of employment. As a result, the employee has the expectation of a thirteenth cheque every year as part of his/her compensation package. If an employer has already granted a year-end bonus to employees for some time, this may also create an expectation among employees to receive bonuses every year as a matter of practice. If the employer wishes to terminate or amend the practice of paying a thirteenth cheque, the employer must consult with the employee and reach an agreement.
    The employer may not amend the terms and conditions of employment unilaterally, as this can be regarded as unreasonable and unfair. The employee may refer the matter to the Commission for Conciliation, Mediation and Arbitration.
    • Performance bonus
    The performance bonus is awarded at the employer’s discretion following an employee’s individual work performance during a certain period. This bonus can be paid monthly or annually and can be forfeited if the employee’s work performance is not up to standard. It is important that the employer establishes clear standards in terms of quality and quantity that employees must comply with. Employers must also continuously evaluate and assess employees so that any poor job performance can be immediately identified and addressed.
    • Production bonus

    The production bonus is awarded at the employer’s discretion following a division or group’s production measured against production goals as set by management.  It is important that the employer establishes and communicates clear targets or objectives to employees. When an employee alleges he/she is entitled to a bonus, the onus rests on the employer to prove the contrary. It is important that an employer continuously evaluates the employee’s work performance, and keep record of these assessments.

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