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POL MISC Labour Relations : CONCEPTUAL AND CONTEXTUAL PERSPECTIVES AND ISSUES

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SOCIOPSYCHOLOGICAL DYNAMICS AND COLLECTIVE BARGAINING FOR ECONOMIC AND PSYCHOLOGICAL EMPOWERMENT THE FORMAL FRAMEWORK GOVERNING LABOUR RELATIONS IN SOUTH AFRICA INTEGRATED REPORT AND ACCOUNTS 2019 Securing your world Our purpose – securing your world Who we are What we do G4S is the world’s leading global, integrated security company. We offer a broad range of security services delivered on a single, multi-service or integrated basis across six continents. We have been investing in technology, software and systems. The Group’s technology-related security revenues (see page 5) were over £3bn in 2019 (2018: £2.8bn). G4S plays a valuable and important role in society. As a major global employer we make a difference by helping people to live and work in safe and secure environments. G4S takes a fully integrated approach to its strategy and Corporate Social Responsibility (CSR). See page 22 for more information on our CSR approach and impact on society. Our Values Our values underpin everything we do and are brought to life by the behaviours and services provided by our 558,000 people each and every day. Highlights On 26 February 2020, G4S announced a significant milestone in the execution of its corporate strategy with an agreement to sell the majority of its conventional cash solutions businesses (the “Transaction”), greatly enhancing our strategic, commercial and operational focus. As at 28 April 2020, around 71% of the Transaction had completed. Statutory results1 Underlying results2 REVENUE OPERATING CASH FLOW (2018: £7.5bn) (2018: £585m) £7.8bn REVENUE OPERATING CASH FLOW (2018: £7.3bn) (2018: £582m) £504m £7.7bn +3.4% -13.8% +4.7% ADJUSTED PBITA3 PROFIT BEFORE TAX4 ADJUSTED PBITA3 EARNINGS (2018: £501m) (2018: £261m) £501m £27m £501m +3.7% -81.0% +0.0% EPS DIVIDEND PER SHARE (2018: 5.2p) (2018: 9.70p) (2018: £483m) (2018: £142m) £633m +8.8% £263m +0.8% Non-financial KPI 4 (5.9p) -213.5% 3.59p 5 EPS 17.0p (2018: 16.9p) +0.6% HEALTH AND SAFETY 67% REDUCTION IN ROAD TRAFFIC FATALITIES SINCE 2013 1. See page 168 for the basis of preparation of statutory results. The 2018 statutory results have been restated for the adoption of IFRS16 – Leases, as set out in note 3(u). 2. Underlying results are Alternative Performance Measures (APMs) as defined and described on page 52 and exclude results from disposed businesses and onerous contracts, and specific and other separately disclosed items. The 2018 underlying results have been restated for the adoption of IFRS16 – Leases, as set out in note 3(u). Underlying results are reconciled to statutory results on page 62. 3. Adjusted PBITA is an Alternative Performance Measure as described on page 53. 4. After goodwill impairments of £291m (2018: £nil) and restructuring and separation costs of £57m (2018: £31m), see page 55. 5. The board concluded the uncertainty relating to Covid-19 and its impact on economic activity in our key markets meant it was in the best interests of all stakeholders to suspend the final 2019 dividend. Cover: G4S RISK360™, providing integrated security solutions through the combination of manpower, security systems and software and data analytics in South Africa and other countries including the United States (see page 40). Strategic report​Overview​Chairman’s statement Chief Executive’s review Business overview​Our market drivers Focusing on Secure Solutions Focused on Cash Technology Strategic priorities Stakeholder engagement Managing our material issues Our strategy Key performance indicators Non-financial information statement Alternative Performance Measures​Chief Financial Officer’s review Regional reviews​Risk management and our principal risks ​1FC​2 4​8 10​12 16 18​20​22​24​48 50 52​54 70 Governance report ​Chairman’s letter Board of directors Executive committee Corporate governance report Audit committee report Remuneration committee report Directors’ remuneration report Directors’ report Directors’ responsibility statement 78​ ​​ Financial report ​Independent auditors’ report Consolidated income statement Consolidated statement of comprehensive income Consolidated statement of changes in equity Consolidated statement of financial position Consolidated statement of cash flows Notes to the consolidated financial statements Parent company statement of changes in equity Parent company statement of financial position Notes to the parent company financial statements Group financial record General information Shareholder information ​​ The Sustainable Development Goals (SDGs) call upon businesses to advance sustainable development through the investments they make, the solutions they develop and the practices they adopt. In this report, we have mapped case studies against the SDGs to highlight examples where G4S is helping to advance the Goals through our programmes and operations. For more information about the social and economic areas where G4S supports the realisation of the Goals and makes a positive difference to society and communities around the world, see page 23. Visit for more information Integrated Report and Accounts 2019

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M)


Ms MME Holtzhausen



Prof BJ Swanepoel

,# 2015 University of South Africa
All rights reserved

Printed and published by the
University of South Africa
Muckleneuk, Pretoria

PHRM02M/1/2016

70428940

3B2




MNB Styl

,CONTENTS

INTRODUCTION AND ORIENTATION (vi)


PART A: A MACROPERSPECTIVE 1

TOPIC 1: CONCEPTUAL AND CONTEXTUAL PERSPECTIVES AND
ISSUES 3

STUDY UNIT 1: Theoretical and academic reflections and considerations 5

STUDY UNIT 2: Roleplayers, stakeholders and relevant institutions 43

STUDY UNIT 3: The historical context of South African labour relations 78


TOPIC 2: THE FORMAL FRAMEWORK GOVERNING LABOUR
RELATIONS IN SOUTH AFRICA 83

STUDY UNIT 4: South Africa’s statutory labour relations system 85

STUDY UNIT 5: Other relevant labour legislation 114


TOPIC 3: SOCIOPSYCHOLOGICAL DYNAMICS AND COLLECTIVE
BARGAINING FOR ECONOMIC AND PSYCHOLOGICAL
EMPOWERMENT 125

STUDY UNIT 6: Sociopsychological dynamics and collective bargaining 128


PART B: A MICROPERSPECTIVE 159

TOPIC 4: MANAGING THE MAINLY DIVERGENT INTERESTS
AND THE DYNAMICS OF CONFLICT 161

STUDY UNIT 7: Managing conflict, handling grievances and negotiating 165

STUDY UNIT 8: Industrial action and strike management 190

STUDY UNIT 9: Discipline and dismissal 202

(iii)

, TOPIC 5: BUILDING CONSTRUCTIVE WORKPLACE RELATIONS 221
STUDY UNIT 10: Communication, group dynamics and interpersonal interac-
tion 225
STUDY UNIT 11: Employee involvement and participation 253

TOPIC 6: HOLISTIC AND STRATEGIC PERSPECTIVES AND
CHALLENGES 269
STUDY UNIT 12: Managing labour relations strategically 273
STUDY UNIT 13: Enhancing labour relations quality through control and
integration 319

REFERENCE LIST 336




The above table of contents is illustrated in terms of the mindmap below. The mindmap relates to the
Programme in Labour Relations: Part A (a macroperspective) and Part B (a microperspective), as they
should not be seen in isolation but as part of an integrated whole.

The mindmap will be repeated at the beginning of each topic to give you an indication of where you
are in the process and help you see the relationship between the various parts of the learning material.




(iv)

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