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9th National Congress Organisational Resolutions





Noting That:


  • The Organisation has been faced with serious challenges of non-functioning of structures both at Local and Regional level.
  • The locals fail to induct new members to the organisation.
  • The structures have failed to ensure that quantity is converted to quality.
  • The recruitment in the organisation does occur on daily basis.
  • We have not managed to ensure that in all companies where we are organized we have 50+1% on the level of membership.
  • Our membership statistics shows that we have not managed to achieve our benchmark of having 200 000 membership by this Congress.
  • Campaign work was also hampered by the non-existence of effective and vibrant structures at all levels of our Organisation.
  • Our lack of capacity in managing, controlling and monitoring our finances has contributed in one way or another in enhancing our ability to coordinate our organisational affairs.
  • Some regions and locals have failed to monitor growth on membership.
  • Some regions and locals have failed to achieve the objectives of growing the membership with 10% as contained in our 2017 plan while others have exceeded the target.
  • The Union has failed to reach its membership targets as set in the 2017 Medium Term Vision and the majority of those who remain unorganised are workers in the hospitality sector;
  • The role played by the Company Councils to the growth of membership in the organisation.
  • We have not managed to implement the decisions of the bargaining conference on recruitment.


Believing That:


  • Strong organisational structures are a pillar of any organisation.
  • Our sector has a great potential of growth.
  • Recruitment and sustainability of membership is the key for our survival.
  • Building strong and effective finance committees at Regional and National level is of paramount importance.
  • The executive structures should identify all the regions and locals that have not managed to achieve 10% growth as articulated within the 2017 plan.
  •  The beginner’s classes are key and critical in inducting new members and sustenance of such membership.
  •  The strategies as articulated by the bargaining conference resolutions are still correct and relevant.




  1. That membership growth should be our backbone;
  2. To affirm the target to grow the union to 265 000 members by 2011;
  3. To develop targets for the each region and local in attaining this membership growth;
  4. That the Union should strive to achieve 80% of membership levels in all companies already organized by the end of 2009 and the CEC and NEC should monitor progress in that regard;
  5. To develop monthly monitoring mechanisms for all locals and regions;
  6. To direct Executive structures to ensure that they assess progress on this front in each and every structural meeting;
  7. To re-affirm 2005 Congress resolution to verify membership each and every year
  8. To develop a mechanisms to sustain our current membership;
  9. That the Union should introduce Mobile Offices that would service rural and/or remote  areas and towns;
  10. That in all meetings of Locals membership should be a standard item on the agenda;
  11. That communication levels between Shop stewards, members and Officials should be improved. In order for the majority of youth to be recruited the Union should develop and implement a conscious programme aimed at effectively organising and integrating the youth into the structures and activities of the Union;
  12. To build strong and effective organisational structures at Local, Regional and National level through active participation of Shopstewards and members in decision making;
  13. To improve and provide consistent quality service to members through specifically designed programmes, complete with clear delegation of responsibilities and time frames to Officials, Office Bearers and Shopstewards at shop floor;
  14. That, in order to step up its recruitment campaign, the Union should effectively commemorate the life of comrade Setena Khaile by holding memorial lectures across regions and engage in recruitment campaigns targeting the hospitality sector every year in September;
  15. To engage in deliberate educational programmes to address our capacity challenges of leadership and union staff;
  16. That development and training programmes for Staff members and shopstewards, as contained in the 2015 and 2017 plans, should be vigorously implemented to ensure that they are able to translate and contextualise the decisions taken by the Union, COSATU and the Alliance;
  17. To improve our management of the union and effective implementation of all our decisions;
  18. To strengthen union campaign structures in order to be able to take forward all our campaigns both at SACCAWU and COSATU level;
  19. To intensify our recruitment whilst at the same time sustaining current membership through creative means and strategic programmes developed by structures;
  20. To improve the level of service provided to members by the organisation;
  21. To mandate Executive structures to pay special attention to those regions and locals that have failed to achieve 2017 targets on recruitment;
  22. To adopt the bargaining conference resolutions; on recruitment; as part of our recruitment and organizing strategy.





The Congress Noting That:


  • The SACCAWU 8th National Congress spent much time discussing the issue of the service providers.
  • The issue of the service providers has been a thorny one within SACCAWU and a certain stage created unnecessary conflicts amongst members and leadership.
  • The service providers of preference for SACCAWU around financial services and medical aid are Old Mutual Group Scheme and Ingwe Momentum Medical Aid.
  • The 8th SACCAWU National Congress resolved that all National Shop Steward Councils must declare the service providers that they are utilising but only few national companies have made the said declarations.
  • The NOBs have noted that most of the national companies utilise the following service providers who are in the main not service providers of choice:


  • Blue Dot Housing Financial Services
  • Blue Dot Rural Financial Services
  • Mafuri Financial Services
  • ABACUS Financial Services
  • SAFRICAN (Modjadji)
  • SAFRICAN (Setsoe)
  • Different types of Medical Aids unknown to the union
  • Different types of unsecured loans.






Believing That:


  • Most of the said service providers have already entered into stop order agreement with respective national and regional companies where we are organised.
  • It is going to be difficult for the Union to cancel the said agreements as our members have already been granted either loans or part of the said medical aids and deductions and premiums are already made from their salaries.
  • There has been incidents that forced the SACCAWU NOBs had to make interventions due to the problems that the members are encountering with the said service providers.
  • Some of the NOBs of National Companies are arguing that the Union cannot dictate to them which service provider they can choose.
  • Under these circumstances the union will be forced to develop national guidelines on dealing with the said sensitive issue.




  1. We reaffirm the decision that Old Mutual Group Scheme and Ingwe Medical Aid remain the service providers of choice; provided that they provide products that benefit members whilst offering acceptable and quality service to members;
  2. SACCAWU National Office Bearers must meet with all the service providers that are having agreements with the National Companies organised by SACCAWU;
  3. SACCAWU NOBs must go through the said agreements and satisfy themselves that the said agreements are not taking our members for a ride;
  4. SACCAWU NOBs must also check the status of the said service providers for the protection of our members;
  5. All companies must be informed that they can only grant stop order facilities to the service providers as per the directive of the NOBs after approval by the NEC.



3.         STRIKE FUND


The Congress Noting That:


  • The SACCAWU 8th National Congress resolved on the establishment of the strike fund.
  • The actual date of implementation had to change to April due to failure by regions to report back to members in time.
  • Shop stewards from other companies felt that the changing of the date of implementation was a transgression of the 8th National Congress resolution.
  • There is currently confusion whether the resolution was for the contributions to the strike funds were once off or had to continue on an annual basis.
  • We have not managed to implement the said resolution to its fullest particularly as most local, regional and national companies have not yet contributed to the said strike fund.
  • The contribution has been going to the National Project Account and the CEC resolved that the NOBs must open Strike Fund Account.


Believing That:


  • The Strike Fund is more relevant currently than at the time we took a resolution on the matter.
  • The changing of date from December to May cannot justify the reason why other companies could not contribute to the said fund.
  • The confusion around whether this was a once off payment or annual contribution must be clarified.




  1. The implementation of the deductions must continue to be December of each year;
  2. The utilisation of the said funds must be restricted to matters that relates to strikes with OCCBU having to finalise the guidelines as a matter of urgency;
  3. Executive Structures should do everything in their power to ensure that all organised Companies contribute to the Strike Fund.







  • Regional Congresses are held over two days, in most regions;
  • Again that Regional Congresses from 2008 are no longer implementation Congresses but mandating Congresses;
  • These Congresses are expected to deal with the review of the activities of the Union both Regionally and Nationally, both the Political and Socio – Economic conjuncture in the respective Regions and in the Country, develop resolutions and lastly elect new leadership;
  • That the two days set aside for these Congresses have proved, during the recent Congresses, not to be sufficient to conclude the business of Congresses;
  • Congresses were forced to refer other matters to other structures due to the limited number of days;
  • The Union Constitution is silent on the number of days in which such Regional Congresses are to be held;
  • Clause 16.1 outlines the composition of Regional Congresses and the number of Local delegates in particular.




  • That Congresses are scheduled to take place in locals or towns where the bulk of the membership is located in order to avoid accommodation costs for delegates of such locals since they are normally big;
  • That this arrangement has proved to restricting Congresses to conclude business due to time constraints since those commuting have to leave early;
  • All delegates are not booked in the hotel for accommodation;
  • The current composition of Local delegates leads to a situation where some Local Office Bearers are not even delegates to such important gatherings due to the current composition of Local delegates to Regional Congresses;
  • In some big Locals you have a significant number of Local delegates who are not even familiar with the state of affairs in their own Locals being delegates to such gatherings.




  • Regional Congresses are an important platform for Local delegates to shape the direction of their respective regions whilst contributing to the overall direction of the Union based on their lived experiences;
  • Participation of Local Office Bearers in Regional Congresses will empower such Office Bearers in effectively running the affairs of the Local in terms of clause 13.4;
  • Regional Congresses that are held over two days do not provide enough time for deliberations on issues of building the Union;
  • Normally the second day of the Congresses tends to put too much emphasis on the election of Regional Leadership and get bogged down on this aspect to an extent that Congress hours become shortened;
  • While the issue of two days Regional Congresses could be easily associated with financial/budgetary constraints based on Union’s affordability, this remains debatable because Congresses are held over a period of three years;
  • Those delegates that are not booked in the hotel for accommodation are disadvantaged because they are unable to stay behind longer after the meeting and interact with other delegates from various locals on issues of building the Union as they are expected to rush for transport back home.






  1. That the current clause 16.1.1 of the Constitution should be mandated to read: “Locals shall be represented by 5 (five) delegates for the first 250 (two hundred and fifty) members and 1 (one) delegates for every additional 250 (two hundred and fifty members) or part thereof.”
  2. That the current clause should also be amended to read: “have at least five delegates for the first two hundred and fifty members and one additional delegate for every two hundred and fifty members or part thereof; as Local delegates, Regional Office Bearers, Regional Departmental Coordinators, the Chairperson of the Regional Gender Structure and Officials within the Region;”
  3. That Regional Congresses should be held over a period of three days so that there is enough time to deliberate on issues of building the Union and conclude business without having to defer matters;
  4. The Union should start planning for the next Congresses now and begin to budget for these activities early;
  5. That Executive structures of the Union should explore the possibility of having all delegates attending Regional Congresses being booked in hotels for accommodation so that they are able to get the opportunity to interact with other delegates from various locals and thereby benefiting from the process of interaction on issues of building the Union.



5.         EXIT PLAN




  • There is a need for a functional turnover of our comrades in leadership positions.
  • This is borne by the fact that there are two competing considerations which are of cardinal importance. These are:


1) utilisation and retention of our current pool of expertise and experience.

2) Grooming and nurturing of new and young leaders and draw them into senior leadership positions within the union.


  • This therefore demands that we strike a creative and constructive balance between the two.




  • A mechanism should be devised that the sets out a clear career path for our comrades. In order to maintain skills comrades must be allowed to work in other institutions so that you do not frustrate them within the organization.
  • At the level of the union or federation we should begin to institute measures for deployment of our comrades.
  • This power should not be given to the ANC as is currently the case.




  1. The Executive structures of SACCAWU should initiate a structured and a principled discussion around this matter;
  2. This must lead to an outcome which produces a proper exit plan for our leaders.