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EMPOWERING RESILIENCE: NAVIGATING LOAD SHEDDING WITH THE SPIRIT OF A “BOER MAAK ‘N PLAN”

The prevailing challenge of intensified load shedding has cast a shadow over numerous companies, leaving a trail of economic turmoil in its wake. The grim reality is that without a stable supply of electricity, many businesses are forced to grind to a halt, rendering their employees unable to work.


The "no work, no pay" principle might seem applicable in such situations, where employees are unable to perform their duties due to circumstances beyond their control. However, a closer examination reveals a more nuanced perspective. As outlined by common law and the Basic Conditions of Employment Act, no 75 of 1997 (BCEA), an employment contract is founded on a reciprocal agreement. Employees commit to contributing their skills and time, while employers pledge to remunerate them at an agreed rate.


In the context of load shedding, where power outages disrupt the workflow, it becomes evident that neither the employer nor the employee is at fault. Consequently, the "no work, no pay" principle finds itself at odds with the reality of load shedding. In cases where employees are ready and willing to work, but external factors, like electricity, impede their ability to do so, they must still receive their rightful compensation.


However, this poses a challenge for businesses that find themselves obligated to pay employees despite the lack of revenue generation during these inactive hours. The reciprocal nature of employment contracts prompts a search for viable solutions that protect both the company's financial health and the employees' livelihoods.


One potential avenue for mitigating the impact of load shedding involves negotiation. Employers can engage with employees or unions to collaboratively adjust working hours to circumvent periods of non-activity. It is crucial to note that any changes must garner the employees' agreement to hold legal weight. Failure to reach an agreement may pave the way for restructuring, as stipulated in the Labour Relations Act, No 66 of 1995.


Amid these challenges, certain industries have pre-emptively addressed the disruptive nature of load shedding by incorporating procedures into their agreements. An example is the Metal and Engineering Industries Bargaining Council Main Agreement for 2017 – 2020, which outlines "short time" as a measure to cope with reduced working hours due to uncontrollable circumstances. In such instances, employees who are sent home or recalled working when conditions improve are guaranteed a minimum of four hours' pay or work.


Load shedding has introduced a myriad of complexities that put the financial stability of companies in jeopardy. Yet, employers must not waver in their commitment to labour legislation to evade financial setbacks. Instead, there is an imperative to strategize proactively, safeguarding both the company's integrity and the well-being of its employees. Through collaboration and resilience, businesses can navigate the uncharted waters of load shedding, guided by the indomitable spirit of "Boer maak 'n plan."

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