Change the world

News

22/02/2018

On Friday, 16 February 2018, Nehawu embarked on a march, at which a memorandum of demands was presented to Management, occasioning the attached response. In responding to the list of demands, the University has opted to provide a full and comprehensive response principally because of statements being bandied about that essentially amount to a gross misrepresentation of the facts around labour matters.

This comprehensive response serves not only to present the facts as we know them, but to also provide a full explanation of what has transpired, what has been done, and what is planned for the near future.

     1. Context matters

In responding to the list of demands presented by NEHAWU on 16 February 2018 the University has chosen to provide a full and comprehensive response principally because the statements made by the union frequently now and in the recent past, amount to a gross misrepresentation of the facts and gratuitous accusations and allegations. It is not only important to  present the facts as we know them, but equally important to provide a full explanation of what has transpired, what has been done, and what is planned for the near future.

2.On the Importance of Rights

Worker rights and fair labour practice which are protected in law, safeguarded by the Bill of Rights and the country’s Constitution are an essential and embedded mainstay of both the vision and strategy of the University in its current incarnation and in what it is becoming. These are not, for the University, some things you think of mechanistically to respond to only at certain moments such as during wage negotiations.

It is important to recognise that the dawn of #FeesMustFall, which occasioned the Council resolution to end outsourcing of service functions was a historic conjuncture that necessitated a rethink of not only how the University approaches teaching, learning, research and engagement, and the funding thereof but also how it treats and engages with students and staff, as well as other key University stakeholders.

This moment, albeit difficult at times, was in the end embraced as an opportunity for renewal and an opportunity to innovate. It was in part for this reason that the University became the first of the higher education institutions to commit to end outsourcing. It also remains one of the few to have fully reintegrated all four service functions – catering, cleaning, gardening and protection services – and all associated employees amounting to between 900 and 1000 staff members.

3.On the meaning of the Council Resolution

In resolving to end outsourcing Council directed “the University management to immediately work with representatives of organized labour, students and workers employed in outsourced companies at NMMU on a process towards insourcing contracts of service workers. These steps must include, among others, possible renegotiation of current contracts without putting job security at risk and limiting financial losses, and phasing insourcing of service contracts from the beginning of 2016.”

While Council did NOT direct management to establish Task Teams nor take decisions through Task Teams, the University management nevertheless deemed it essential to work through the challenges the University and the sector are facing and sought solutions to these through multi-stakeholder Task Teams. This was an innovation that was not common in the sector particularly in the way it involved ordinary workers in solution-crafting processes, and students in worker related issues. It was an innovation justified by the times, necessary to enable resolution of challenges threatening jobs and the sustainability of the institution.

The second set of innovative solutions implemented while preparing to reintegrate the four service functions and associated workers, involved putting in place the following immediate relief measures:

  • Across the board minimum wage guaranteed to each service worker of R5000 per month cost to company, coming into effect on 1 December 2015 until service workers in key sectors are insourced;
  • During the university shut-down period, such workers will continue to receive the same level of pay and benefits;
  • Study benefits currently available to NMMU permanent staff will be available to all service workers employed in outsourced companies;
  • Staff currently employed in outsourced services will have access to university clinic services for medical treatment.

The third set of innovations related to the need to recognise that bringing in the previously outsourced four service functions and adding to the University staff and cost structure close to a 1000 more staff members with no additional or new revenue, would endanger the sustainability of the University unless its business model is reviewed and reconsidered. This led to the University embarking on austerity measures that entailed, amongst others, the freezing of PASS vacancies, and initiating and implementing an institution-wide sustainability programme.

This is the reason PWC and SNG were contracted to assist the University to rethink the catering, protection services, cleaning and gardening business models. The new business models approved last year by Council, along with the reintegration of cleaning and gardening function and service employees on 1 January 2018, are aimed at enabling efficient and effective management of the functions, generating new revenues where feasible, and reducing operational costs.

The implementation of the new business models meant not only running services and operations at the lowest cost possible without compromising quality, but also that paying wages that were better than those paid by outsourced companies and offering additional benefits that were not offered by outsourced companies, over and above increased wages, should be affordable to the University. This is the balancing act dictated by a Council directive imploring us to ensure both financial and social sustainability objectives are met, and that job security is not put at risk while limiting financial losses. 

4.On the sector funding and wage conundrum

Meeting both the financial and social sustainability objectives has become an increasingly difficult balancing act not only for Nelson Mandela University but for the sector as a whole. This is the main reason wage negotiations in the sector have in the last two years been very difficult, and salary increases fixed at low single digits. To maintain higher wages some universities have opted to insource limited number of workers, and in some instances, have been forced to retrench. Mandela University opted to employ all the workers but coupled this with the implementation of measures to drive down the costs of doing business, enhancing efficiencies, increasing revenue opportunities and third stream income. This explains why it has also become imperative to review the University’s compensation philosophy.

5.On the social and financial sustainability programme

The University’s sustainability programme entails embarking on a growth strategy, and implementing strategies to lower operational costs, working to make the institution more efficient and effective, generating new revenues and increasing third stream income, which in turn will help to guarantee jobs, avoid retrenchments and protect the academic project. The absence of increased funding from Government has made these measures critical and unavoidable.

The sustainability programme further entails investing in the growth of staff, hence the implementation of a range of the following reintegrated employee development initiatives:

a)       Assessing skills levels of all reintegrated employee to enable affording them appropriate levels of training and development to realise ambitions previously unattainable in an outsourced dispensation;

b)      Enrolling workers on a comprehensive range of training and development programmes to:

  • Enable multiskilling, and the ability to work at different levels and on different jobs;
  • Ensure workers are well trained so as to raise their levels of performance and productivity, and  placing them in a position to become eligible for promotions, and able to apply for different positions as these become available internally and externally
  • Have employees take advantage of the Enterprise Development opportunities as these become available to promote shared ownership
  • Become technology-literate and technology-proficient
  • Have an opportunity to complete their matric studies
  • Enrol for diploma or degree studies
  • Participate in vocational enriching courses

c)       Introduce and increase deployment and use of technology in the four service functions where feasible, so that new work and promotion opportunities are created and made available

d)      Introduce an Enterprise Development programme and develop a range of enterprise development opportunities to offer those interested and wanting to become entrepreneurs the opportunity to take advantage of entrepreneurial opportunities augmented with appropriate support by the University

The training and development plan is intended to grow and develop employees such that they are able to rise to supervisory and management levels previously unattainable.

The University additionally offers workers employment with full benefits which, along with the take home salary, is part of the Cost to Company package structure that is much better than their previous packages.

The combined effect of the above strategy is to provide workers with opportunities and options that help to improve their earning potential, level of education and training for them and their lives, and to get them out of the poverty trap in ways not possible before.

6.On the road to a secure future

The University believes that devising and implementing a financial and social sustainability programme is one of the best ways to guarantee a prosperous future for both the institution and employees, including the recently reintegrated employees. Just bringing the employees into the University, paying them what the unions are demanding, and doing nothing else would not necessarily improve their lives long-term nor prevent a return to poverty for both the institution and employees.

At the heart of this is how to balance the social and financial sustainability objectives. A big part of the challenge is the unions (as demonstrated by this latest letter of demands) not recognising and believing that the Mandela University and South African universities are not in the best financial position. And that it is not possible for the University and the sector to meet demands that will result in further cost increases and pressures without something having to give. Every additional cost increase further threatens the sustainability of the universities, Mandela University included.

This is not to suggest that future investments will not be made. Investment now or in the future can only be funded by realising savings and or shifting funds from one area to another. Cost increases and investments invite trade-offs and these require to be negotiated.

The University has invited the two recognised unions - NEHAWU and NTEU - to bring along their financial advisors to a meeting where the University’s financials will be explained in detail and discussed. The University also welcomes unions making inputs on how additional costs can be funded, what trade-offs to make, and what programmes to put in place to promote both social and financial sustainability.

7.On the gratuitous allegations and the calling of names

NEHAWU has wantonly repeated allegations against University management and the HR Division, and called people names without backing this up with tested evidence and with no regard to their rights. The University views this in a serious light, in particular as it condemns and puts management and individuals on trial without affording them an opportunity to respond and hear their side of the story, and to subject this process to a formal hearing.

This behaviour is ironic since the union premised its demands on the Bill of Rights and presumably the Constitution of the country, as well as invoking the name of Nelson Mandela. Equally puzzling is why the superfluous allegations are repeated when the University has given its commitment to formally institute an investigation of the alleged misdemeanours and audit implicated processes. The union leaders and members will have ample opportunity to be heard, present their case and related evidence, and for a ruling to be made, and whatever recommendations made for these to be implemented.

The University, through the Vice-Chancellor, has further agreed to constitute a follow-up working meeting, possible a five-aside, where the fundamental and substantive matters will be addressed with the aim of recasting and rebuilding relations. The University has further agreed to meet with the NEHAWU regional leadership, institute CoS discussions, and recommence wage negotiations.

8.Conclusion

In conclusion it is worth restating the measures outlined by the VC in the meeting with Unions on the 14th February 2018, and the commitment the University has made, to:

a)       Call a meeting with NEHAWU regional leaders

b)      Invite Unions to a five aside meeting

c)       Open financial books to the unions

d)      Inform students and staff of the challenges in relations with unions and steps the University is taking to address these

e)      Commit to provide a report, to stakeholders, on progress made on the implementation of the various employee and union interventions

These measures, outlined above, and in the body of this response, constitute the plan of action which should address a number of the issues raised in the Union memorandum.

NEHAWU is invited to work alongside the University community to restore harmony and administrative order in the labour relations environment of Mandela University. As a show of goodwill in commencing the process of the regularisation of engagement with unions, the University has responded to all issues communicated by NEHAWU in the Memorandum of 16 February 2018. The specific responses are included in Annexure A, attached hereto.

 

Annexure A

1.NMU must immediately make all former outsourced staff permanent as per the Council resolution. Their current three month contract letter be withdrawn and replaced with permanency.

The integrated business model for catering, cleaning, gardening and security services makes provision for permanent employment opportunities in the four service functions.

Catering and security services employees were employed in April and July 2016, respectively, on a permanent basis.

In September 2016, the process of developing new business models for the four service functions commenced. The new business models are based on principles of affordability and sustainability hence the need for differentiated packages to those contained in the 2012 CoS. When this discussion was introduced as part of both the wages negotiations and reintegration processes, the unions rejected it. It left the University with no option but to offer to terminate the 2012 CoS, in the hope of negotiating a new dispensation that would be aligned to the new business models principles. 

The unions challenged that decision in the Labour Court and the judgment was delivered on 19 December 2017. The decision to appoint on a three-month Fixed Term Contract basis was to enable the University to consult and take legal advice on the matter.

The University extended offers of employment to cleaning and gardening employees on a three-month Fixed Term Contract (FTC), with the intent of offering permanent employment to employees at the end of the three-month period, i.e. effective 1 April 2018. This is captured in the letter of offer of employment where it is stated that “[t]he term is fixed to allow the finalization of litigation between the University and its trade unions on the Conditions of Service (CoS) agreement. Upon finalization of the litigation your appointment will be converted automatically to permanent on the applicable CoS.” 

2.NMU must immediately do away with remuneration practices that are not negotiated with unions.

The differentiated Peromnes and related packages are based on the principles of the new business models, most notably sustainability principles, referred to above, as motivated and submitted to the Council meeting of 21 July 2017.

Council tasked “HR to assess and provide recommendations in terms of a harmonised approach to job grading and remuneration philosophy within a period of three years.” This is couched within the context of acknowledging the need to review the business model of the institution given increasing financial pressure within the sector to ensure both the social and financial sustainability aspirations are achieved.

3.NMU must immediately end the poverty wage and remunerate all newly insourced staff equivalent of that of NMU’s Peronmes level for all other staff.

Council, as its meeting convened on 21 November 2015, instructed Management “to put into place the following immediate relief measures [including] [a]cross the board minimum wage guaranteed to each service worker of R5000 per month cost to company.” This decision, effective 1 December 2015, immediately elevated the wages for outsourced employees to substantially more (40%) than wages that outsourced employee were earning, generally as prescribed in terms of sectoral determination. This was in the first step taken by the University in ending the “poverty wage”.

Council further instructed Management “to immediately work with representatives of organized labour, students and workers employed in outsourced companies at NMMU on a process towards in-sourcing contracts of service workers… without putting job security at risk and limiting financial losses.”

The University, in taking into consideration long-term financial sustainability for the institution to ensure that job security for University employees is not at risk, embarked on a process of developing new business models for outsourced service functions, in engagement and consultation with representatives of students, unions, outsourced employees and University Management. The development of the business models is based on specific principles inter alia:

  • That employees will be better off than when employed by outsourced companies, which includes investment into health and retirement options for employees; and
  • That employees will have opportunities to increase income from interventions other than reliance on annual wage increase negotiations, including training and development and enterprise development opportunities.

In preparing to employ previously outsourced employees, the University ensured that the take-home pay for all previously outsourced employees is better than the take-home pay when employed with outsourced companies. This is coupled with additional benefits (in addition to statutory requirements) that were not provided for by outsourced companies and which are made available to all permanent employee of the University, including:

  • Provision for a bonus (i.e. 13th cheque)
  • 16% contribution to the University’s retirement fund
  • Housing allowance of R13,200 per annum
  • Medical aid contribution for employee and immediate family
  • Study benefits for employees
  • University study benefits for employees’ dependents
  • Paid maternity benefits

The total increase in the package from pre-reintegration (i.e. including the Top Up approved by Council, circa R60,000 per annum) to the minimum post-reintegration package (i.e. CTC including all benefits outlined above) is a further 40% increase.

In addition, non-remuneration-related education benefits, e.g. completing matric, employee or immediate family studying at the University at zero tuition costs, etc. are made available to all employees, as is the case with all permanent employees of the University.

Furthermore, Council, at its meeting convened on 21 July 2017, tasked “HR to assess and provide recommendations in terms of a harmonised approach to job grading and remuneration philosophy within a period of three years.” This is couched within the context of acknowledging the need to review the business model of the institution given increasing financial pressure within the sector to ensure both the social and financial sustainability aspirations are achieved. This was noted in the letter of offer of employment: “This will be reviewed subject to an assessment that will be conducted by HR to provide recommendations to Council on a harmonised approach to job grading and remuneration philosophy within the University within a period of three years, starting in 2018”.

The University, as outlined in the preceding point, has committed to a three-year plan of reviewing the current remuneration philosophy with a view of harmonisation of remuneration which will serve as a scientific basis for remuneration and reward throughout the University.

4.       NMU must immediately review its mapping and placement processes and ensure that it complies with the principles of the 2015 council resolution and outcomes of the Task Team (as opposed to HR and management unilateral mapping and placements); and

5.       NMU must immediately reverse the appointments of those improperly places on Level 10 and 11, by the unilateral, improper mapping of Human Resources staff and line management, reversing insourcing based on Apartheid-like privilege ‘White’ master and ‘slave’ black servant structure. This must be done noting reversal administrative error as per Xako v NMBM.

The University has committed to auditing and evaluating the mapping and placement process to ensure that this was done in line with the mapping principles discussed with the stakeholders. Furthermore, the University is in the process of addressing any anomalies identified by line management and unions.

6.       NMU must fire the highly expensive, incompetent and untruthful HR consultants. NMU must use those funds to second competent HRC’s to do those work and appoint extra two or three competent HR consultants to do those work at a rate that is comparable to all NMU staff.

This is a specific example of gratuitous allegations, that to date have not been substantiated by the unions. The unions are surely not advocating dismissing employees without due process and without due regard for their rights

The HR consultants were appointed on Fixed Term Contracts in line with operational requirements of the University.

7.NMU must provide tea, lunch and changing facilities for all newly insourced staff, in the same way as other staff.

Although dedicated resources will be assigned to the insourced employees as a result of their specific work functions, the joint use of university resources and space with existing staff members will take precedence so as to contribute to staff cohesion within the university. These facilities will typically include the use of existing kitchens, boardrooms and dining rooms which all staff members, both existing and newly insourced, will utilise together. Respective line managers will communicate to newly insourced staff members as to where the most appropriate kitchen, etc. is located given the work scheduling of the necessary staff members.

In addition to the above, a locker per insourced employee will be provided in close proximity to their identified reporting stations and / or places of rest. The lockers have been procured and delivered and the installations will be concluded by end March 2018.

Furthermore, funding has been assigned for the development of further facilities for employees including the creation of dedicated employee spaces where employees will have access to relevant services and information and mandatory facilities, e.g. shower facilities. The construction thereof will be completed in 2018.

Respective line managers will be further encouraged to observe additional requirements that may arise as through the integration process and report these needs to the respective management function.

8.NMU must urgently integrate all newly insourced staff in the departments where they work, as our Constitution is against inequality and discrimination.

As per the previous response, the joint use of university resources and space with existing staff members will take precedence so as to contribute to staff cohesion within the University.

9.NMU must refrain from using external companies for special events and make use of Protection Services colleagues who have the requisite training.

The University has commenced with the implementation of the new business model for security services. The new business model discourages the utilisation of external companies for special events, but rather encourages the utilisation of University employees, who have the requisite training, to provide special events security.

The implementation of the model will necessitate provision of training for security services employees interested in providing security services for special events. This is included in the training and development programme. In addition, the University will explore the possibility of enterprise development options related to the provision of special events security to the University and other external clients.

10.NMU must immediately provide proper uniform and personal protective equipment to all newly insourced staff.

The process of getting employees to fit prospective uniforms and personal protective equipment has not been an easy and smooth one. This has delayed the final placement of orders with various suppliers. The deadlines for delivery of uniforms is attached hereto.

11.NMU must immediately conclude and settle 2016-17 Salary negotiation and compensate all outstanding salary to staff no later than 31 March 2018.

The University understands those negotiations to have been concluded. In that regard qualifying employees were paid the 2017 increment as well as a once off bonus in December 2017. The University has communicated the need to reopen negotiations, should that be deemed appropriate.

12.NMU must immediately withdraw its notice of intention to terminate the conditions of service and convene 2017 – 18 salary negotiations without further delays. The University must bring its CoS concerns as provided for within the Salary Negotiations process.

The University tried to bring CoS concerns within the 2017 salary negotiations but this was opposed by unions. A set of dates for the CoS agreement discussion have been communicated to the unions and the engagement process commenced on 20 February 2018.. These discussions will guide the way forward on this matter.

13.NMU must backdate all settlements related to remuneration and benefits of employees.

The 2017 wage settlement was backdated, in line with the applicable agreements.

14.NMU must effect payment of accumulated excess/profits accrued on the Category “C” Retirement / Provident Fund, which must be distributed to affected staff with immediate effect before end Feb 2018.

This matter is outside of the University control and is regulated in terms of the Rules of the Fund which are governed by Trustees which have employee representatives. The union is advised to take this matter up through those structures.

15.NMU must embark on a conscious training and orientation of Middle Management on Transformation, and those provisions of the above listed Constitutional Rights: Equity, Dignity, Administrative fairness, and Fair labour practices.

The success of the new business models is premised on a different and sustainable way of doing business. Change management has been identified as a key pillar to assist the implementation and realisation of the new business models’ social and financial sustainability aspirations.

Shared services will be embarking on training, at all levels of the services but starting at management level to ensure understanding and support for the change required to ensure successful implementation of the new operating business models.

16.NMU must confirm the organogram for the whole Protection Services department.

The organogram has been confirmed and circulated to the unions.

17.NMU must finalise and confirm the Job Description for the Protection Services department.

The job descriptions are finalised and confirmed. These can obtained from the HR office.

18.NMU must without delay, issue appointment letters to insourced Protection Services staff and their letters must reflect the insourcing date is w.e.f. 01 July 2016 (for purposes of permanency).

The new letters will be issued as part of the communication and discussion of the new job descriptions to ensure that they are contextualized.

19.Uniform salary structures must be implemented across the Protection Services department.

This will require the perceived problem to be articulated in detail so the University can understand the nature of the problem and an appropriate response provided. 

20.   The salaries for insourced Protection Services staff must be regularised without delay.

These have been regularised as of 1 January 2018. Any discrepancies that were picked up after the January pay run will be corrected in the March salary run.

21.   NMU and Head of Protection Services must stop demoting gate and residence supervisors.

The business models for catering, cleaning, gardening and security services are premised on specific principles. One of these principles is to ensure efficiency through retaining a reduced number of supervisory positions, so as to create a flatter organisational structure, rather than a top-heavy, expensive structure. In the case of security services, this allows for all security officers to receive better remuneration from savings as a result of fewer supervisory positions.

Concurrently, new positions in technology-based security services, e.g. CCTV analytics, will be created. These positions will allow security officers the opportunity of developing technology-related skills and expertise and thus allowing them to move into more specialised positions of employment with higher remuneration. Training and development in terms of technology-based security will be included in the training and development programme.

22.NMU must stop unfair labour practices i.r.o. Race Relations in the Library Services, where the LIS Director prefers candidates acting in positions without merit.

No details were provided to enable an appropriate response. We remain open to follow up on this when provided with details.

23.NMU advertised and filled #19 positions still vacant in Library (LIS) with immediate effect.

No details were provided to enable an appropriate response.

24.NMU must complete without further delay the investigation and audit into the Technical Services department. The Outcome must be shared and engaged with NEHAWU.

The outcome of the investigation and the process going forward has been shared with the unions in accordance with the protocols governing management-unions relations.

25.NMU must provide with immediate effect the ‘new’ structure of the HR division (which was restructured as at Fri 09 Feb).

The HR division has not effected any restructuring.

26.NMU must institute investigation and disciplinary on the ER: Dir who has failed to understudy, know and interpret University Policies.

The ER processes and actions are open and available to scrutiny.

27.NMU must institute investigation and disciplinary against the Deputy Director: Leave Administration who continually flouts labour laws (especially BCEA) in continually unilaterally, illegally deducting leaves of NEHAWU members.

The leave administration processes and actions are open and available to scrutiny.

28.NMU must institute investigation and disciplinary against the ED: HR who has carried out restructuring without following due processes as it relates to engaging (informing and consulting) the Unions.

The HR division has not effected any restructuring as defined in the UNIVERSITY Redesign Policy. The HR department will from time to time implement measures to enhance service delivery.

29.NEHAWU be provided with the ED: HR’s term of contract, with a view to ascertain performances.

This is a matter confidential between the employer and the ED:HR

30.NEHAWU demands that the Executive Director: Human Resources, Transformation and Employee Wellness be suspended and placed on precautionary leave not exceeding three months, whilst the investigation is on-going.

This requires clarity and detail to enable an appropriate response.

Delivery dates will be reviewed with suppliers on a weekly basis – any change in schedule and delivery dates will be communicated in advance. 

Staff Uniform: Scheduled Delivery dates 2018

Cleaning Services

Garment

Total per person

Delivery Date

Men’s Jeans

X3

9 March 2018

Ladies Jeans

X1

30 March 2018

Ladies Trousers/Skirts

X2

30 March 2018

Ladies Formal Lounge Shirts

X2

30 March 2018

Ladies Golf Shirts

X1

26 March 2018

Men’s Golf Shirts

X3

26 March 2018

Long Sleeve Fleece Tops

X1

30 March 2018

Men’s Safety Shoes

X1

26 February 2018

Ladies Safety Shoes

X1

30 March 2018

Polar Fleece Beanies

X1

28 February 2018

Golf Caps

X1

Delivered

Catering Services

Men’s Jeans – Brand 1

X2

9 March 2018

Ladies Jeans  - Brand 1

X2

30 March 2018

Men’s Jeans – Brand 2

X1

30 March 2018

Ladies Jeans – Brand 2

X1

30 March 2018

Men’s & ladies Golf Shirt

X1

26 March 2018

Men’s & ladies Formal Lounge Shirts

X3

30 March 2018

Long Sleeve Fleece Tops

X1

30 March 2018

Men’s Safety Shoes

X1

26 February 2018

Ladies Hospitality Shoes

X1

30 March 2018

Golf Cap

X1

Delivered

Horticulture

Men’s Jeans - Supervisors

X3

9 March 2018

Golf Shirts

X3

26 March 2018

Two Tone Work Jacket - Supervisors

X3

26 February 2018

Rain Jackets

X1

23 March 2018

Reflective Conti Suits

X3

Delivered

Sunhat

X1

Delivered

Knitted Beanie

X1

Delivered

Zeus Boots

X1

Delivered

Gum Boots

X1

Delivered

Madibaz Sport - Cleaning Staff

Men’s Jeans

X3

9 March 2018

Ladies Jeans

X1

30 March 2018

Ladies Trousers/Skirts

X2

30 March 2018

Ladies Formal Lounge Shirts

X2

30 March 2018

Ladies Golf Shirts

X1

26 March 2018

Men’s Golf Shirts

X3

26 March 2018

Long Sleeve Fleece Tops

X1

30 March 2018

Men’s Safety Shoes

X1

26 February 2018

Ladies Safety Shoes

X1

30 March 2018

Polar Fleece Beanies

X1

28 February 2018

Golf Caps

X1

Delivered

Madibaz Sport – Horticulture Staff

Men’s Jeans - Supervisors

X2

9 March 2018

Golf Shirts

X3

26 March 2018

RWT Bunny Jackets

X1

23 March 2018

Reflective Conti Suits

X2

21 February 2018

Golf Cap

X1

Delivered

Knitted Beanie

X1

Delivered

Men’s Safety Shoes

X1

26 February 2018

Gum Boots

X1

30 March 2018

 

 

 

 

 

 


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Contact information
Ms Zandile Mbabela
Media Manager
Tel: 0415042777
Zandile.Mbabela@mandela.ac.za