IFC RespectatWork Portfolio of Evidence

6 Overview of the IFC Respect@Work

7 Why Harassment in the Workplace is a Business Issue 8 What are the benefits of Alexforbes participating?

79 Key South African Legislation Referenced in Alexforbes Policy Documents

1 Chapter

Overview of the IFC Respect@Work Programme

The International Finance Corporation (IFC), part of the World Bank Group, is a leading global development organisation that promotes private sector growth in developing countries. It collaborates with businesses, governments, and communities to create economic opportunities, reduce poverty, and improve lives. By providing financial support, expert advice, and tailored solutions, the IFC plays a critical role in fostering sustainable development worldwide.

The Respect@Work initiative by the IFC focuses on addressing gender-based violence and harassment (GBVH) in workplaces, recognising these as serious issues that affect employee well-being and organisational performance. The programme is specifically designed for private sector companies in South Africa and aims to equip them with the tools, resources, and strategies needed to create respectful and resilient workplaces. Over 12 months, participating companies engage in peerlearning activities, implement actionable commitments, and benefit from expert support and research insights to combat workplace harassment effectively.

While the programme broadly addresses GBVH, Alexforbes has chosen to focus specifically on harassment in the workplace, emphasising issues such as bullying, sexual harassment, and inappropriate behaviours that can harm employee well-being and undermine organisational goals.

Why Harassment in the Workplace is a Business Issue

Harassment in the workplace, including bullying, sexual harassment, and other inappropriate behaviours, has a detrimental impact on employees and businesses alike. For individuals, it creates an unsafe and stressful environment that affects mental health, productivity, and engagement. For businesses, workplace harassment leads to financial and reputational risks, as well as operational inefficiencies.

In South Africa, workplace harassment is estimated to cost the private sector billions each year due to absenteeism, reduced productivity, high turnover, and increased health and safety concerns. By tackling these issues, companies can realise significant benefits, including:

Improved employee safety and morale, creating a more engaged and productive workforce.

Reduced operational costs linked to absenteeism, presenteeism, and staff turnover.

Enhanced financial performance, as respectful workplaces foster better collaboration and innovation.

Stronger reputation, positioning companies as desirable employers and partners for customers and investors.

Positive community impact, as respectful workplace practices spill over into broader societal benefits.

By focusing specifically on harassment in the workplace, Alexforbes aims to create a culture of respect that empowers employees to thrive, ultimately strengthening the organisation’s foundations and long-term success.

What are the benefits of Alexforbes participating?

Through its targeted focus on workplace harassment, Alexforbes stands to gain a range of organisational benefits from participating in the Respect@Work programme:

Access to tailored tools and resources to address and prevent harassment in the workplace effectively.

Confidential research insights to understand harassment dynamics within the organisation, enabling more informed decisions.

Improved workplace culture, with greater respect, safety, and collaboration among employees.

Enhanced reputation, demonstrating leadership in creating respectful and inclusive work environments.

Operational cost savings, as addressing workplace harassment reduces absenteeism, turnover, and associated risks.

Learning from peer organisations and market leaders, adopting best practices for preventing and responding to workplace harassment.

Stronger employee relationships, building trust and fostering a sense of belonging within the organisation.

By addressing workplace harassment, Alexforbes also positions itself as a forward-thinking organisation committed to protecting its employees and ensuring their well-being. This focus aligns with its broader goals of fostering trust, collaboration, and sustainable success.

Components of the Respect@Work Programme

Commitments to action

Participating companies identify and implement 2–3 SMART workplace commitments to address harassment. Progress is supported by tools and skills gained during the programme and regular check-ins with the IFC advisory team.

Learning series

A series of 6–8 virtual events delivered by IFC, covering essential topics such as harassment prevention policies, response mechanisms, awareness campaigns, and strategies to foster respectful workplaces. Sessions feature best practices shared by industry leaders.

Impact measurement

The programme includes baseline and endline surveys to assess existing policies, monitor progress, and measure the impact of interventions on workplace harassment.

Confidential research insights

Each company receives a detailed, confidential summary of research findings, enabling them to address specific challenges and refine their strategies.

Final wrap-up event

IFC will present aggregated and de-identified data, allowing participants to benchmark their progress against other companies and identify further opportunities for improvement.

By focusing specifically on workplace harassment, Alexforbes can pioneer efforts to create a culture of respect and safety. This targeted approach allows the organisation to address key challenges that impact employees while setting a benchmark for other businesses to follow. Through its participation in the Respect@Work programme, Alexforbes is well-positioned to lead by example, demonstrating its commitment to fostering an inclusive, respectful, and high-performing workplace.

Alexforbes (IFC) Respect@Work Programme

2 Chapter

Alexforbes Organisation Profile

1935

Alexforbes, founded in 1935, is a diversified financial services company that provides tailored solutions to meet the needs of both corporate clients and individual customers. Its extensive range of services includes employee benefits, retirement and healthcare consulting, sustainability strategies, and investment and wealth management solutions.

Committed to delivering meaningful and impactful services, Alexforbes operates on a foundation of integrated advice. The company has built a strong reputation through its deep understanding of retirement, healthcare, and investment dynamics, enabling it to provide expert guidance that creates trust and confidence among its clients.

1 Level

As a Level 1 BB-BEE contributor, Alexforbes is primarily focused on the South African market, which accounts for the majority of its revenue.

Additionally, the company extends its services to Botswana, Namibia, the Channel Islands, and maintains a representative office in Nigeria, broadening its reach across multiple regions.

1.5

Alexforbes has a client base of over 1.5 million members.

Alexforbes serves a diverse range of customers, from large institutional clients such as retirement funds and corporates to individuals seeking personalised financial advice. This extensive reach underscores its influence and leadership in the financial services sector.

At the core of Alexforbes’s business model is its vertically integrated approach, which seamlessly combines consulting, solutions, and administration services.

This enables the company to offer a comprehensive range of financial services, including retirement fund consulting and administration, healthcare consulting, investment management, wealth management, and sustainability and ESG consulting. By integrating these elements, Alexforbes delivers tailored financial solutions that meet the specific needs of its clients, ensuring a consistent and impactful customer experience.

Alexforbes Business Lines:

Retirement

Healthcare

Investments

Individual

Impact advisory

• Retirement fund benefits consulting

• Retirement fund actuarial consulting

• Standalone retirement fund administration

• Umbrella fund solutions

• Beneficiary fund administration

• Retirement benefit counselling

• Retirement fund sustainability and ESG consulting

• Corporate and retail healthcare consulting

• Health actuarial and technical advisory consulting

• Absenteeism and disability reporting, management and consulting

• Investment consulting

• ESG consulting

• Multi-manager portfolio construction, manager research and advice

• Investment solutions for institutional clients and individual customers

• Investment management administration

• Financial advice

• Wealth management

• Retirement planning

• Risk and estate planning

Sustainability and ESG advice and solutions including:

• Sustainability strategy development

• Impact measurement and monitoring

• Affordable access to high-quality, sustainability-focused education

Multinational solutions

Namibia and Botswana

Channel Islands

Nigeria

• Differentiator for multinational clients – deliver employee benefit consulting and solutions, retirement, investment, actuarial, health and risk solutions to clients throughout Africa

• Retirement fund consulting

• Actuarial consulting

• Asset and investment consulting

• Standalone and umbrella retirement fund administration

• Employee benefit consulting, providing retirement, investment, health and risk solutions to corporate and individual clients

• Actuarial consulting office

Alexforbes Diversity and Inclusion Forum

The Alexforbes Diversity and Inclusion Forum champions diversity and inclusion, offering assistance, guidance, and resources to ensure that every individual feels valued, respected, and included. By working together, we aim to create a workplace that celebrates and leverages the power of diversity.

The Diversity and Inclusion Forum is dedicated to achieving the following objectives:

1 Raising awareness and educating employees about Employment Equity (EE) and Diversity, while celebrating our diverse workforce.

2 Supporting the achievement of targets outlined in the Group’s EE plan.

3 Addressing staff needs through consultation, initiatives, and feedback on current issues across the forum’s work streams.

4 Collaborating on strategies to overcome obstacles that hinder the achievement of EE targets.

5 Maintaining a strong connection with Alexforbes employees to stay informed about challenges and opportunities within the workplace.

Through these efforts, we strive to create a workplace that values diversity, promotes equity, fosters collaboration, and prioritises the well-being of all employees.

Work Streams of the Forum

The forum operates across four key work streams, each dedicated to fostering inclusion and addressing specific areas of diversity:

1 Age

This work stream addresses age-related biases and discrimination, valuing the diverse perspectives and skills brought by individuals of all age groups. By fostering an inclusive environment that appreciates contributions across generations, Alexforbes can unlock innovation and productivity through a rich diversity of talents.

2 Disability

The disability work stream focuses on creating equal opportunities and ensuring accessibility for individuals with disabilities. It works to remove barriers that limit full participation in the workforce. By implementing inclusive policies, providing accommodations, and raising awareness, Alexforbes can harness the talents and potential of employees with disabilities.

3 Race and Culture

This work stream values the richness of diverse racial and cultural backgrounds, addressing biases, promoting equity, and fostering a sense of belonging. Embracing diversity in race and culture enhances collaboration, broadens perspectives, and strengthens our inclusive work environment.

4 Gender in Business

This stream comprises three focused sub-streams, addressing the unique challenges and opportunities of various groups:

Women in Business:

Advocates for the empowerment and advancement of women, breaking down barriers and fostering an environment where they can thrive professionally.

Men in Business:

Promotes healthy and inclusive models of masculinity in the corporate space, encouraging men to actively participate in diversity and inclusion efforts.

Ensures the workplace is safe, inclusive, and supportive for LGBTQI+ employees, advocating for their rights and recognition within the business sector.

The forum embraces the philosophy of “One Alexforbes, One Diversity and Inclusion Forum,” ensuring that all individuals within our organisation are valued and included.

The Diversity and Inclusion Forum goes beyond compliance and mere obligations. Our commitment to transformation is not only about doing the right thing – it is essential for driving business success and attracting top talent. By embracing diversity and inclusion, we unlock innovation, enhance decision-making, and gain a competitive edge.

We value each individual’s unique contributions and strive to create an environment that sets Alexforbes apart as an employer of choice. Together, we are shaping a better future for our employees, our business, and the communities we serve.

Don Andrews: A short profile

Head: Alexforbes Investment Survey Team

Don is an accomplished senior manager with extensive experience in the investment management industry. He currently leads the Alexforbes Investment Surveys team, overseeing the production, distribution, commercialisation, and communication of surveys to both internal and external stakeholders.

Under his leadership, the team has achieved remarkable success, winning the prestigious Best Investment Survey Provider in Africa award at the New York-based Africa Global Funds (AGF) Service Providers Awards for six consecutive years (2019 to 2024). This accolade reflects the team’s commitment to excellence and innovation.

Don holds a Bachelor of Commerce Honours degree in Financial Analysis and Portfolio Management from the University of Cape Town and a Master of Commerce degree in Business Management from the University of Johannesburg. He is currently in his fourth year of pursuing a PhD in Finance at the University of Johannesburg, demonstrating his dedication to

advancing his academic and professional expertise.

Recently, he successfully completed the Alexforbes Executive Development Programme through the University of Cape Town’s Graduate Business School, further honing his leadership and strategic skills.

Beyond his professional achievements, Don is an active member of the Alexforbes Diversity and Inclusion Forum, where he contributes to creating an inclusive workplace culture. He is also a published author, where his research was presented at the 13th International Business Conference in 2019. His paper, “An index to measure the integrity of investment companies investing responsibly”, highlights his passion for promoting responsible investment practices.

Key Achievements:

• Led the Alexforbes Investment Surveys team to win the AGF Best Investment Survey Provider in Africa award for six consecutive years.

• Published academic research focused on responsible investment integrity.

• Actively contributes to diversity and inclusion initiatives within Alexforbes.

Don’s combination of leadership, academic achievement, and industry expertise makes him a valuable asset to the investment management field.

Senior Finance Business Partner Renaldo T Wagner: A short profile

Renaldo is a highly skilled and versatile Chartered Accountant (SA) with over a decade of experience in the financial services industry. He currently serves as a Senior Finance Business Partner at Alexforbes, where he oversees the enabling services platform with an annual budget of R800 million. Renaldo is also the Chairperson of the Alexforbes Diversity and Inclusion Forum, demonstrating his commitment to creating a collaborative and inclusive workplace culture. He is passionate about championing diversity initiatives that empower individuals and drive meaningful change within the organisation.

In his role, Renaldo works closely with the CFO, group executives, and department heads to provide strategic financial support. His expertise in financial modelling, risk management, and operational efficiency has led to significant achievements, including:

• Reducing the group’s effective tax rate from 39% to 27% through process automation.

• Saving R82.5 million in rental lease costs with robust financial modelling.

• Developing a dynamic Power-BI dashboard for variance analysis, enhancing decision-making for senior managers and business leaders.

Renaldo’s dedication to lifelong learning is evident through his pursuit of professional development. He completed a Bachelor of Business Science (Finance CA) degree, including Honours in Finance, and a Post Graduate Diploma in Accounting at the University of Cape Town. He has also completed leadership and management programmes through the University of Cape Town Graduate School of Business and has passed CFA Level 1 and 2. He is currently striving to attain the prestigious CFA Charterholder designation.

His contributions have been recognised with several accolades, including the Alexforbes Group Integrity Hero Certificate and recognition for innovation in financial reporting. He is known for navigating complex financial environments, delivering strategic insights, and driving impactful change.

Key Achievements:

• Automated financial processes, achieving operational efficiency and significant cost savings.

• Chaired the Alexforbes Diversity and Inclusion Forum, promoting an inclusive workplace culture.

• Recognised for innovation and integrity in financial reporting.

With a career defined by excellence, innovation, and integrity, Renaldo continues to make a meaningful impact in the financial services sector, leveraging his expertise to deliver value and create success.

3 Chapter

The Alexforbes IFC Respect@Work Journey

The IFC Respect@Work programme aims to create a respectful and harassmentfree workplace at Alexforbes. Through initiatives such as webinars, partnerships, policy reviews, and training sessions, Alexforbes has made significant strides in addressing bullying and harassment. Spearheaded by Renaldo and Don, this journey has been supported by meaningful collaborations across the business. These efforts demonstrate the organisation’s commitment to creating a workplace rooted in respect, inclusivity, and dignity. This chapter chronicles the milestones, engagements, and the invaluable contributions of those involved.

Key initiatives of the programme include:

1 Campaigns on bullying and harassment in the workplace:

Conducting webinars to train staff and create awareness.

2 Trainings on bullying and sexual harassment policy:

Implementing training sessions to ensure staff understand and adhere to policies, the Code of Conduct, and relevant guidelines. We will create the Alexforbes ABC Policy Brochure: Understanding AF Policies, a Simple Guide to Your Workplace Rights and Responsibilities.

3 Harassment campaign focal point training for the Diversity and Inclusion Forum:

Equipping forum members with the knowledge and skills to address and manage harassment effectively.

16

The following timeline highlights key milestones in the Alexforbes IFC Respect@Work journey. These dates showcase the organisation’s dedication to creating a respectful and harassment-free workplace through meaningful actions and collaborations.

November 2023:

Programme communication initiated

The IFC Respect@Work Programme was officially introduced to Alexforbes when Carina Wessels, representing the Governance, Legal, Compliance and Sustainability (GLCS) Executive Committee, communicated the programme’s objectives to the Diversity and Inclusion Forum (DIF). This moment laid the foundation for the organisation’s proactive involvement in the initiative.

19

November

2023: DIF accepts leadership

The DIF formally accepted the responsibility to lead the initiative, with Carina Wessels as the Exco sponsor. This endorsement underscored Alexforbes’ readiness to champion workplace respect and inclusion. Renaldo and Don began aligning the forum’s strategy to drive the initiative effectively.

8

December

2023: Commitment to the programme

Alexforbes solidified its participation by signing a formal commitment letter, pledging to create a workplace free from violence and harassment. This step marked a pivotal moment in establishing the organisation’s accountability.

19

March

2024: Peer learning event 1

Don and Renaldo attended the first in-person peer learning event, which introduced the concepts of genderbased violence and harassment in the workplace. This session broadened their understanding and equipped them with strategies to integrate these principles into Alexforbes’ policies and practices.

16 April 2024: Peer learning event 2 and project planning

A virtual session explored the business case for respectful workplaces, emphasising the economic and cultural benefits of a respectful work environment. On the same day, Don and Renaldo engaged in an intense planning session to define the programme’s next steps.

18 April 2024: Establishing baseline

Don and Renaldo collaborated with Nadira ShaboodienAdam, an Employee Relations and Wellness Business Partner, to collect baseline data. This engagement was critical for understanding existing workplace dynamics and identifying areas for improvement.

13 May 2024: Continued planning with IFC

Don and Renaldo resumed strategic discussions with IFC representatives, ensuring that Alexforbes’ approach aligned with the programme’s overarching goals.

21 May 2024: Peer learning event 3

An in-person event focused on aligning policies and procedures with best practices. Risk assessment methodologies were also explored to enhance organisational resilience.

28 May 2024: First one-on-one check-in

Don and Renaldo provided updates to Ana Luiza and Vusa Vundla during a check-in meeting, detailing Alexforbes’ Respect@Work programme progress and identifying areas for future focus.

24

June

2024: Human Capital stakeholder engagement

Don and Renaldo engaged with key stakeholders, including:

• Nadira Shaboodien-Adam: Provided insights into lunchtime webinars and statistics from past sessions, strengthening the foundation for upcoming activities.

• Marge Mantje: Shared her perspective on HR policies and training for new joiners.

• Carin Pimenta, Tracey Hand and Kathryn Pillay: Contributed ideas for a training video series on bullying and harassment and strategies for policy differentiation.

• Christine Letsoalo: Offered valuable statistics from the Academy’s training initiatives.

25

June

2024: Peer learning event 4

A virtual session focused on developing respectful workplace policies and guidelines, further enriching the programme’s strategic framework.

9

July

2024: Executive sponsor engagement

Don and Renaldo updated Carina Wessels on the programme’s progress, highlighting Alexforbes’ leadership among South African companies. The IFC praised the organisation’s proactive approach, particularly its campaigns on bullying and harassment.

11

July

2024: Cross-department collaboration

While gathering information, Don and Renaldo discovered overlapping efforts between Human Capital and Compliance teams on bullying and harassment training. They facilitated a meeting between Nadira Shaboodien-Adam and Tracey in Compliance, creating synergies and collaboration.

17

July 2024:

Planning for next steps

Don and Renaldo prepared for their next one-on-one meeting with Ana Luiza and Vusa Vundla, discussing future directions for the initiative.

18 July 2024: Second one-on-one check-in

In a follow-up meeting, Ana Luiza and Vusa Vundla provided guidance on refining Alexforbes’ strategies, ensuring alignment with IFC’s objectives.

30

July

2024: Peer learning event 5

An in-person session covered effective complaint handling, emphasising robust processes from reporting to resolution.

5 August 2024: Executive sponsor update

Don and Renaldo sent an email to Carina Wessels discussing programme advancements and upcoming campaigns.

10 September 2024: Peer learning event 6

A virtual session explored strategies for proactive prevention, protection, and support within the workplace.

19 September 2024: Third one-on-one check-in

Don and Renaldo engaged with Ana Luiza, Lauren, and Lilian to review progress and outline the next phase of activities.

1

October

2024: Alexforbes Harassment campaign launch

The month-long harassment campaign commenced, raising awareness across the organisation about bullying and harassment prevention.

3

October

2024: Engagement with the Governance, Legal, Compliance and Sustainability Office

Don and Renaldo met with Boye Gbadebo to discuss enhancements to the ABC Policy Document. The following key improvements were proposed:

• Replacing gendered language (e.g., “chairman” to “chairperson”) to remove unconscious bias.

• Simplifying policies by using plain language to replace complex legal jargon.

• Embedding links to services like the Employee Assistance Programme (EAP) for easier access to support.

• Involving the Diversity and Inclusion Forum (DIF) to ensure policies align with diversity and inclusivity goals.

22

October

2024: Peer learning event 7

An in-person session on building a culture of respect highlighted training, awareness, and accountability as core components.

21

November 2024:

Fourth one-on-one check-in

Don and Renaldo met with Lauren and Lilian to discuss progress, to evaluate the campaign’s impact and discuss future initiatives.

22

January

2025: Executive sponsor update

Don and Renaldo met with Carina Wessels to provide her with an update on the Alexforbes IFC journey thus far, including a progress report of the three IFC commitments.

18

and 25 February 2025:

Focal point training

The Alexforbes Diversity and Inclusion Forum members underwent specialised training to address harassment effectively, ensuring sustainability in Alexforbes’s IFC Respect@Work efforts.

The IFC Respect@Work programme has been pivotal in shaping Alexforbes into a workplace that prioritises respect, inclusivity, and accountability. Through campaigns, policy training, and collaborative initiatives, Alexforbes has demonstrated its dedication to creating a harassment-free environment.

By addressing unconscious bias, simplifying policy language, and ensuring accessibility to support services, the organisation continues to lead by example. Don and Renaldo’s leadership, coupled with the support of colleagues across the business, has positioned Alexforbes as a leader in the Respect@Work journey. This chapter captures the essence of their milevstones and sets the stage for continued progress in creating a dignified workplace culture.

4 Chapter

Alexforbes Harassment Campaign

Harassment in the workplace is a serious issue that affects employees’ well-being and productivity. To address this, Alexforbes has developed a comprehensive campaign aimed at educating managers and employees on the various forms of harassment, how they can identify it, and what steps to take when faced with such situations. The campaign aligns with the company’s support for the International Finance Corporation’s (IFC)

Campaign structure and recommendations

The Group Compliance team, in collaboration with the Alexforbes Diversity and Inclusion Forum, recommends that all five modules be included as part of a cohesive harassment campaign and training manual. Each module builds upon the previous one, creating a continuous thread that covers the full spectrum of harassment. This structured approach ensures that employees gain a

Training and Awareness

Flight Plan FY25

Respect @Work Programme, reinforcing Alexforbes’ commitment to creating a safe, respectful and inclusive work environment for all employees. This document outlines five modules that will form the foundation of this campaign, covering different types of harassment, including ethnic, psychological, sexual harassment and workplace bullying, with a focus on the South African context.

holistic understanding of harassment and can see how different types of harassment are interconnected.

Each module is 8 minutes long and includes:

a video

a three-question assessment

Video 1: Harassment in South Africa

HARASSMENT in South Africa. Expected duration of video 8 minutes.

Source: Screenshots from KnowBe4 training material (KnowBe4, 2024)

This module introduces the general concept of harassment in the South African workplace. It explains how harassment can occur in various forms and highlights the importance of recognising and addressing it early. The content is designed to make employees aware of their rights and responsibilities, helping them understand what harassment looks like and the steps they can take if they encounter or witness it.

Through this module, Alexforbes aims to build a culture of respect and accountability. Employees will learn the importance of maintaining a safe and supportive environment, where everyone can work free from fear of harassment or discrimination. This module lays the groundwork for understanding more specific forms of harassment covered in later sessions.

Source: Screenshots from KnowBe4 training material (KnowBe4, 2024)

Alexforbes (IFC)

Video 2: Ethnic harassment in South Africa

ETHNIC HARASSMENT in South Africa.

Expected duration of video 8 minutes.

Source: Screenshots from KnowBe4 training material (KnowBe4, 2024)

Ethnic harassment is a particularly harmful form of discrimination and this module focuses on educating employees about how ethnic or racial bias can manifest in the workplace. It provides real-world examples of ethnic harassment and explores its impact on both individuals and the company as a whole. The module also offers guidelines on reporting ethnic harassment and the steps management must take to address such issues.

By the end of this module, employees will understand the critical importance of celebrating diversity and promoting inclusion. It encourages staff to reflect on their own biases and behaviours, helping them contribute to a workplace that values all cultural and ethnic backgrounds.

Video 3: Psychological harassment in South Africa

PSYCHOLOGICAL HARASSMENT in South Africa.

Expected duration of video 8 minutes.

Source: Screenshots from KnowBe4 training material (KnowBe4, 2024)

Psychological harassment, often referred to as “emotional bullying,” can be just as damaging as physical harassment. This module educates employees on how psychological harassment can manifest in subtle ways, such as manipulation, persistent criticism or exclusion. It emphasises the serious mental health consequences of psychological harassment and the responsibility of both the organisation and individuals in addressing it.

This module also provides practical advice on recognising early signs of psychological harassment and offers strategies for victims and bystanders to take appropriate action. It encourages a proactive approach to creating a psychologically safe workplace for all employees.

Video 4: Sexual harassment in South Africa

SEXUAL HARASSMENT in South Africa. Expected duration of video 8 minutes.

Source: Screenshots from KnowBe4 training material (KnowBe4, 2024)

Sexual harassment is one of the most widely recognised forms of harassment and this module dives deep into its various forms, from inappropriate comments to physical advances. It explains how South African law protects employees from sexual harassment and outlines the support structures Alexforbes has in place for reporting such incidents.

This module stresses the zero-tolerance policy Alexforbes maintains against sexual harassment and empowers employees to come forward with confidence, knowing that their concerns will be taken seriously. It also provides guidance on how to be an active bystander, ensuring that harassment does not go unchecked in the workplace.

Source: Screenshots

Video 5: Workplace bullying in South Africa

WORKPLACE BULLYING in South Africa. Expected duration of video 8 minutes.

Source: Screenshots from KnowBe4 training material (KnowBe4, 2024)

Workplace bullying, though often overlooked, is a problem that can have devastating effects on both personal and professional wellbeing. This module defines workplace bullying and outlines the different forms it can take, from verbal abuse to exclusion or intimidation. It highlights how bullying can affect not only the targeted individual but also the broader workplace environment.

Through this module, employees will gain the tools to recognise bullying behaviours and learn about the policies and procedures Alexforbes has in place to prevent and address such issues. It reinforces the company’s commitment to creating a respectful and inclusive workplace where everyone is treated with dignity.

Source: Screenshots

Alexforbes (IFC)

Regulatory training requirements for the Alexforbes Harassment Campaign

As part of the Alexforbes Regulatory Training Framework, all employees must complete compulsory training modules with a required pass mark of 80%. This applies to 100% of employees who have access to laptops, ensuring everyone completes the training. Each campaign allows multiple attempts at the modules within the set campaign period until a pass mark is achieved.

Weekly registers are generated and sent to the First Line Compliance teams within the business. These teams are responsible for notifying employees who have not yet completed the training. In addition, the system sends automated reminders to employees, starting 7 days after the campaign launch and continuing every 7 days until all modules are successfully passed. Managers also receive

Conclusion

The harassment campaign is an essential step towards building a safer, more respectful work environment at Alexforbes. By addressing harassment in all its forms – whether ethnic, psychological, sexual or workplace bullying – this campaign ensures that every employee understands their rights and responsibilities. Through these modules, Alexforbes not only aims to educate but also to create a workplace culture where all forms of harassment are identified speedily and dealt with, ensuring that the company remains a leader in promoting ethical and respectful work practices.

these reminders for their direct reports and are expected to follow up to ensure the training is completed.

Failure to complete the required training will result in consequence management, following the standard disciplinary process in coordination with HR.

The Compliance department has also diarised to integrate the Harassment campaign training with the Alexforbes Induction Programme. Employees starting in November 2024 will be automatically registered as the campaign launches in October 2024, with October inductees being registered as soon as they are added to the payroll system.

Furthermore, Alexforbes intends to honour its commitment to the IFC Respect @Work Programme by making a success of this harassment campaign. By aligning its internal initiatives with international standards of workplace respect and safety, Alexforbes is taking a proactive stance in ensuring that its employees are protected and supported. This campaign will help safeguard employees, strengthen the organisation’s commitment to inclusivity and diversity and contribute to a healthier, more positive workplace environment.

Alexforbes Harassment Campaign Training Manual

The Alexforbes harassment campaign is a structured programme aimed at raising awareness and educating employees about different forms of workplace harassment. This training manual will help the Diversity and Inclusion Forum, as well as Alexforbes Managers, lead discussions on the five modules, providing in-depth understanding through real-life scenarios and assessments. The five modules covered in this programme are:

1. Harassment in South Africa

2. Ethnic harassment in South Africa

3. Psychological harassment in South Africa

4. Sexual harassment in South Africa

5. Workplace bullying in South Africa

These modules are designed to provide comprehensive knowledge and tools to identify, prevent, and address harassment in the workplace, creating a respectful and inclusive environment for all employees.

Module 1: Harassment in South Africa

Harassment refers to any unwanted behaviour that creates an intimidating, hostile, degrading, or offensive environment. It can be verbal, non-verbal, or physical, and it does not need to be directed at a specific

Practical scenarios of harassment

person to be considered harassment. This module helps employees understand that any behaviour negatively affecting someone’s dignity or well-being can be classified as harassment.

Below are three scenarios illustrating different forms of harassment in the workplace:

Scenario 1:

A manager makes demeaning comments about an employee’s appearance during team meetings, despite the employee showing discomfort. Over time, the employee withdraws, avoids participating in meetings and their performance suffers. Other employees notice but do not intervene.

Scenario 2:

An employee frequently interrupts and mocks a new colleague’s ideas during team meetings. The new colleague, feeling belittled and anxious, begins to avoid contributing. Other team members observe the behaviour but assume it is just part of the team’s culture.

Scenario 3: Demeaning comments from a manager Mocking a colleague’s contributions

Rumour-spreading and isolation

A group of employees spreads rumours about a new colleague’s personal life, creating a hostile atmosphere. As the rumours spread, others begin excluding the new employee from conversations and activities. The new employee feels isolated, which impacts their morale and willingness to engage with the team.

The following questions and responses provide guidance on how employees and managers can address and prevent harassment in the workplace:

1. How should the affected employee in scenario 1 address the manager’s behaviour?

The employee should communicate with the manager and express how the comments are affecting them. If the manager continues to make demeaning remarks, the employee should document the incidents and report the behaviour to HR or a higher-level manager. It is also important for the employee to establish boundaries and clearly convey their feelings regarding the comments.

2. What actions should team members take in scenario 2?

Team members should intervene by either speaking to the colleague privately or reporting the behaviour to management. Every team member has a responsibility to maintain a respectful environment.

3. What is the impact of rumour-spreading on workplace dynamics (scenario 3)?

Rumours can divide teams, lower morale, and cause the targeted individual to feel isolated, which can affect the overall team’s cohesion and productivity.

4. What role does bystander intervention play in stopping harassment?

Bystanders who witness harassment should not ignore it. Reporting the behaviour or offering support to the victim can help stop the harassment and prevent further harm.

5. What steps can management take to prevent harassment from occurring?

Management should enforce a zero-tolerance policy, provide regular training on respectful behaviour and create an environment where employees feel safe to report issues.

Essential concepts: Addressing harassment effectively

In addition to the scenarios, here are some key questions and answers to deepen the understanding of workplace harassment:

1. What is workplace harassment?

Harassment is any unwanted behaviour that makes someone feel humiliated, intimidated or degraded.

2. How does harassment affect employee performance?

Harassment can lead to stress, reduced productivity, and decreased morale, impacting both the individual and team dynamics.

3. What should a bystander do if they witness harassment?

They should report the incident to HR or a trusted manager and support the affected employee.

4. Why is early intervention important? Early intervention prevents the situation from escalating and ensures a safe and respectful work environment for everyone.

5. How can organisations create a culture of respect? Organisations can provide regular training, encourage open communication and take complaints seriously to create a respectful workplace.

Module 2: Understanding ethnic harassment in South Africa

Ethnic harassment involves discrimination or bias based on a person’s ethnicity or race. It can take various forms, including racial slurs, offensive jokes, exclusion or unfair

Practical scenarios of ethnic harassment

treatment in the workplace. This type of harassment often creates a hostile environment, leaving individuals feeling isolated, devalued and treated unjustly.

Below are three scenarios illustrating how ethnic harassment may occur in the workplace:

Scenario 1:

Derogatory remarks framed as jokes

An employee makes derogatory remarks about a colleague’s ethnic background during lunch breaks. The comments, although framed as jokes, reinforce negative stereotypes. As the comments become more frequent, other employees start laughing along. The targeted colleague begins to feel increasingly alienated and disrespected.

Scenario 2:

Bias in promotion decisions

A qualified employee is overlooked for a promotion due to their ethnic heritage, with someone else being chosen without valid reasons. Despite consistently performing well and meeting all promotion criteria, the employee feels their ethnicity is holding them back, leading to frustration and disillusionment with their career prospects.

Scenario 3:

Exclusion based on cultural practices

A group of employees refuses to collaborate with a colleague because of their cultural practices, which differ from the majority of the team. This exclusion prevents the colleague from participating in important projects and discussions, limiting their ability to contribute effectively to the team’s success.

Guided discussion: Addressing ethnic harassment

The following questions and responses help guide discussions on how to recognise and address ethnic harassment in the workplace:

1. How can the colleague in scenario 1 address the derogatory remarks?

They should raise the issue with HR or a manager, explaining that the comments, even if framed as jokes, perpetuate harmful stereotypes and create an unwelcome environment.

2. What should an employee do if they believe they were passed over for a promotion due to ethnicity, as in scenario 2?

The employee should request a meeting with their manager to discuss the promotion decision and, if necessary, file a formal complaint if they believe ethnic bias played a role.

3. How can management prevent situations like scenario 3 from occurring?

Management should actively promote diversity and

inclusion in the workplace, ensuring all employees are given equal opportunities to collaborate and contribute.

4. Why is it important to address ethnic harassment early?

Early intervention prevents further harm and reinforces the message that ethnic harassment is unacceptable in the workplace.

5. How can employees educate themselves to avoid unintentionally engaging in ethnic harassment?

Employees should participate in diversity training and be mindful of their own biases. Understanding different cultures and respecting diversity is key to creating an inclusive work environment.

Essential concepts: Understanding and preventing ethnic harassment

In addition to the scenarios, the following questions provide further insight into ethnic harassment and how it can be addressed:

1. What is ethnic harassment?

Ethnic harassment is any unfair treatment or offensive behaviour directed at someone due to their ethnicity or race.

2. How does ethnic harassment impact workplace diversity?

It discourages inclusion, creates divisions among employees, and negatively affects workplace morale.

3. What steps can employees take if they experience ethnic harassment?

They should report the incident to HR and ensure it is documented for further investigation and action.

4. How can ethnic biases manifest in subtle ways? Ethnic bias can appear through exclusion from projects, inappropriate jokes, or assigning stereotypical roles based on ethnicity.

5. What is Alexforbes’ stance on ethnic harassment? Alexforbes has a zero-tolerance policy towards ethnic harassment and encourages reporting any incidents of such behaviour.

Module 3: Understanding psychological harassment in South Africa

Psychological harassment, also known as emotional bullying, involves subtle forms of intimidation, manipulation or exclusion that can severely impact an employee’s mental health. This type of harassment is

often difficult to identify because it typically involves covert or indirect actions but its effects can be just as damaging as more overt forms of harassment.

Practical scenarios of psychological harassment

Below are three scenarios that illustrate different forms of psychological harassment in the workplace:

Scenario 1:

Public criticism by a manager

A manager constantly criticises an employee’s work in front of colleagues, even when the employee performs well. The manager always finds something to criticise and does so publicly, creating an atmosphere of fear and insecurity. Over time, the employee becomes anxious about attending meetings and begins doubting their own abilities.

Scenario 2:

Spreading false information to undermine a colleague

A colleague spreads false information about another employee to undermine their reputation, causing workplace tension. As a result, other employees begin to view the individual with distrust, leading to a lack of cooperation. The affected employee notices the shift in attitudes but is unsure how to address the situation.

Scenario 3:

Deliberate exclusion from key decisions

An employee is intentionally excluded from important meetings and decision-making processes. The exclusion is subtle but consistent, with the employee being left out of key communications and discussions. Over time, this isolation leads to feelings of marginalisation and disconnection from the rest of the team.

Guided discussion: Addressing psychological harassment

The following questions and responses offer guidance on how to deal with psychological harassment in the workplace:

1. What steps can the employee in scenario 1 take to address the manager’s behaviour?

The employee should document specific instances of the public criticism and approach HR or a trusted senior colleague to discuss how the behaviour is affecting their well-being and performance.

2. How can the employee in scenario 2 respond to the rumours being spread about them?

The employee should report the issue to HR or, if they feel safe, address the individual spreading the false information directly. It is important to stop the spread of misinformation before it causes further damage.

3. How can the exclusion in scenario 3 affect team dynamics?

Exclusion can create division within the team, making

collaboration more difficult. It can lower morale, foster distrust among colleagues, and hinder the team’s ability to work together effectively.

4. What are the long-term effects of psychological harassment on mental health?

Psychological harassment can lead to anxiety, depression and a decline in self-esteem, which may also impact the employee’s work performance and personal life.

5. How can management prevent psychological harassment?

Management should foster open communication, provide emotional support to employees and enforce policies that ensure respectful interactions. Regular feedback should be constructive and exclusionary behaviours should be addressed early.

Essential concepts: Recognising and preventing psychological harassment

In addition to the scenarios, the following questions and answers provide further insight into psychological harassment:

1. What constitutes psychological harassment?

Psychological harassment includes behaviours that mentally harm or intimidate an employee, such as persistent criticism, manipulation or exclusion.

2. Why is psychological harassment difficult to identify?

It often involves subtle or covert actions, making it harder to recognise until significant damage has already been done.

3. What are the mental health effects of psychological harassment?

It can lead to anxiety, depression and a decline in work performance, with potential long-term effects on the employee’s overall wellbeing.

4. How can management prevent psychological harassment?

By promoting open dialogue, addressing complaints promptly and fostering a culture of respect and support, management can help prevent psychological harassment.

5. What should an employee do if they feel emotionally bullied?

They should document the incidents, speak to HR or a trusted supervisor and seek support from colleagues or a workplace mental health resource. ethnic harassment and encourages reporting any incidents of such behaviour.

Module 4: Understanding sexual harassment in South Africa

Sexual harassment includes unwanted sexual advances, comments, or physical actions. It creates an unsafe and uncomfortable environment for the victim and it is illegal

Practical scenarios of sexual harassment

under South African law. This module helps employees identify, report and respond to sexual harassment in the workplace.

Below are three scenarios that illustrate different forms of sexual harassment in the workplace:

Scenario 1:

Inappropriate sexual jokes and comments

An employee frequently makes inappropriate sexual jokes and comments to a colleague during work hours. Although the comments make the colleague uncomfortable, they hesitate to speak up, fearing they might be labelled as overly sensitive. As the comments continue, the colleague begins to avoid interacting with the employee altogether.

Scenario 2:

Sexual advances in exchange for promotion

A supervisor implies that a promotion could be offered in exchange for a date. The employee feels trapped, as rejecting the supervisor’s advances could jeopardise their chances for career advancement. They are unsure how to report the situation without risking retaliation.

Scenario 3:

Unwanted physical attention

Despite clearly expressing discomfort, an employee continues to receive unwanted physical attention from a colleague, such as touching or standing too close. Even after being asked to stop, the behaviour persists, making the employee feel increasingly unsafe at work.

Guided discussion: Responding to sexual harassment

The following questions and responses provide guidance on how to handle and report sexual harassment in the workplace:

1. What should the colleague in scenario 1 do to address the inappropriate jokes?

The colleague should report the behaviour to HR or a manager. It is important to assert that these comments are unwelcome and contribute to an uncomfortable work environment.

2. How should the employee in scenario 2 handle the manager’s inappropriate suggestion?

The employee should report the incident to HR or a trusted senior colleague. Sexual advances in exchange for professional benefits are illegal and should never be tolerated.

3. What steps can the employee in scenario 3 take to stop the unwanted physical attention?

The employee should immediately report the

behaviour to HR or management and request that appropriate action be taken to stop the harassment.

4. How can management ensure that employees feel safe reporting sexual harassment?

Management should establish clear, confidential reporting processes and reassure employees that there will be no retaliation for reporting harassment.

5. Why is it important for organisations to have a zero-tolerance policy on sexual harassment?

A zero-tolerance policy ensures that all employees understand the seriousness of sexual harassment and feel supported when they report such behaviour.

Essential concepts: Understanding and preventing sexual harassment

In addition to the scenarios, the following questions provide further insight into sexual harassment and how it can be addressed:

1. What is sexual harassment?

Sexual harassment includes any unwelcome sexual behaviour, such as inappropriate comments, advances or physical contact.

2. How should an employee respond to sexual harassment?

They should clearly state their discomfort, document the incidents and report the matter to HR.

3. What role does management play in preventing sexual harassment?

Management must enforce a zero-tolerance policy, provide support to victims and ensure that there is a safe and accessible reporting process.

4. What is Alexforbes’ policy on sexual harassment?

Alexforbes has a strict zero-tolerance policy on sexual harassment, ensuring that swift and appropriate action is taken against perpetrators.

5. How can employees support colleagues experiencing sexual harassment?

Employees can offer emotional support, encourage their colleagues to report the behaviour and speak up if they witness any harassment.

Module 5: Understanding workplace bullying in South Africa

Workplace bullying involves repeated, unreasonable behaviour directed at an employee or group of employees, creating a risk to their health and safety. Unlike harassment, bullying is not necessarily based on specific characteristics (such as race or gender) but

Practical scenarios of workplace bullying

often revolves around power and control. Bullying can include verbal abuse, humiliation, exclusion or physical intimidation and it creates a toxic environment that negatively affects individuals and the workplace.

Below are three scenarios illustrating different forms of workplace bullying:

Scenario 1:

Assigning menial tasks as punishment

An employee is consistently assigned tasks that are far below their skill level as a form of punishment. Despite having demonstrated their capabilities, they are given repetitive, menial tasks that don’t reflect their experience. This treatment causes the employee to feel undervalued and frustrated, affecting their engagement with the team.

Scenario 2:

Mocking a colleague’s contributions

A group of colleagues regularly makes sarcastic or mocking remarks about a team member’s work during meetings. Although framed as humour, these remarks undermine the team member’s confidence and contribute to a toxic work atmosphere. The targeted employee becomes hesitant to share ideas and participate in discussions.

Scenario 3:

Intimidation by a manager

A manager uses their authority to intimidate an employee by threatening disciplinary action without valid reasons. The employee, despite performing their job well, constantly fears being reprimanded. This atmosphere of fear and unjust punishment creates a stressful and demoralising work environment.

Guided discussion: Responding to workplace bullying

The following questions and responses provide guidance on how to address workplace bullying:

1. How can the employee in scenario 1 address being assigned tasks below their skill level?

The employee should request a meeting with their manager to express their concerns and ask for tasks that better align with their skills. If the issue persists, they should consider escalating the matter to HR.

2. What can a team member do if they witness the behaviour in scenario 2?

They should speak up during meetings to challenge the sarcastic remarks or report the behaviour to management to address the negative atmosphere and support a healthier work environment.

3. How can an employee in scenario 3 respond to the intimidation from the supervisor?

The employee should document instances of unfair treatment and report them to HR to ensure they are protected from unjust disciplinary actions.

4. What impact does bullying have on employee morale and team dynamics?

Bullying lowers morale, creates a toxic work environment and can lead to decreased productivity and high staff turnover.

5. What steps can management take to address bullying in the workplace?

Management should enforce anti-bullying policies, promote a respectful and inclusive work culture and promptly address any complaints of bullying.

Essential concepts: Recognising and preventing workplace bullying

In addition to the scenarios, the following questions provide further insight into workplace bullying and how to prevent it:

1. What defines workplace bullying?

Workplace bullying includes repeated, harmful actions such as intimidation, exclusion, or verbal abuse directed at an individual or group.

2. What are the effects of bullying on workplace culture?

Bullying leads to a toxic work environment, reduced morale, lower productivity and increased staff turnover.

3. How can employees address workplace bullying?

Employees should report incidents of bullying to HR, seek support and document all occurrences for further investigation and action.

4. What is Alexforbes’ approach to workplace bullying?

Alexforbes has strict policies in place to prevent and address bullying, ensuring that all employees work in a safe and respectful environment.

5. How can bystanders help stop workplace bullying?

Bystanders can play a key role by reporting bullying, supporting the victim and speaking up to stop the behaviour before it escalates.

Conclusion

This training manual provides detailed information on the five forms of harassment covered in the Alexforbes harassment campaign. Through these scenarios and discussions, employees will gain a clearer understanding of how to identify and respond

to harassment, contributing to a more respectful and inclusive workplace. It is essential that we all play our part in recognising and addressing these issues to foster a positive and productive working environment.

We want to hear from you! If you have any questions or suggestions, please send an email to Diversity@alexforbes.com.

Alexforbes

5 Chapter

Harassment Campaign Focal Point Training

The Harassment Campaign Focal Point Training represents a vital step in Alexforbes’ commitment to creating a workplace that is free from harassment and discrimination. This chapter provides a detailed overview of the training programme, which has been designed specifically for members of the Diversity and Inclusion Forum (DIF). By equipping focal points with the necessary knowledge and skills, this training ensures that they can play a pivotal role in promoting a safe, respectful, and inclusive work environment.

Objectives of the Focal Point Training

The Harassment Campaign Focal Point Training aims to achieve several critical objectives. At its core, the training seeks to educate focal points on recognising and addressing various forms of harassment. This is achieved by enhancing their understanding of workplace dynamics, relevant policies, and legal frameworks.

The Harassment Campaign itself was launched as part of Alexforbes’ broader efforts to align with the principles of the IFC Respect @Work Programme. Its primary objective is to establish a harassment-free workplace through education, prevention, and advocacy. By empowering employees to prevent, identify, and address harassment, the campaign seeks to foster a culture of respect and accountability. While the initial training focuses on DIF members, it is designed to be scalable, with plans to extend the programme to managers across the organisation in subsequent phases.

Another key objective is to develop the skills needed to create and maintain a safe and inclusive environment. Participants are trained to intervene effectively in situations of harassment, providing guidance and support to affected employees. This training also ensures that focal points are well-versed in the organisational policies and the legal obligations under South African law, enabling them to act as informed advocates.

The desired outcomes of the training are multifaceted. Beyond improving awareness, the programme aims to instil confidence in focal points to handle complaints and to foster a sense of shared responsibility in maintaining a harassment-free workplace. Ultimately, the training supports Alexforbes’ goal of embedding respect and inclusivity into the organisational culture.

Training Modules

The training programme is structured around five comprehensive modules, each addressing a specific aspect of workplace harassment. These modules are designed to build a thorough understanding of harassment and provide practical tools for addressing it.

Module 1

General workplace harassment

• Introduction to harassment and its effects on individuals and teams.

• Discussion on common examples such as gossip, exclusion, and demeaning comments.

• Emphasis on early intervention to prevent escalation.

Module 2

Ethnic harassment

• Exploration of discrimination based on race, ethnicity, or nationality.

• Recognition of overt behaviours such as racial slurs and subtle microaggressions.

• Understanding the impact of such actions on individuals’ mental wellbeing and contributions.

Module 3

Psychological harassment

• Addressing repeated harmful actions, such as constant criticism and exclusion.

• Focus on the potential consequences, including stress, anxiety, and depression.

• Training participants to identify early signs and intervene effectively.

Module 4 Sexual harassment

• Highlighting Alexforbes’ zero-tolerance policy.

• Exploration of complaints involving inappropriate jokes, advances, and physical actions.

• Emphasis on the strong legal protections available under South African law.

Module 5 Workplace bullying

• Addressing actions that harm morale, productivity, and team dynamics.

• Underscoring the need for strong anti-bullying policies and consistent enforcement.

• Emphasis on creating a healthy work environment.

Training methodology

The training programme employs an interactive and participatory methodology to ensure maximum engagement and learning.

Sessions are conducted through workshops, where participants actively engage with the content through case studies, role-playing scenarios, and group discussions. These methods are designed to simulate real-life situations, allowing participants to practice their responses and build confidence in handling harassment cases.

The training is supported by a range of tools and resources, videos, including detailed presentations, policy guides, and scenario-based exercises. These materials are carefully designed to reinforce key concepts and provide practical guidance. To encourage participation, the training incorporates Q&A sessions and breakout discussions, creating a dynamic and collaborative learning environment.

Role of focal points

Focal points play a crucial role in Alexforbes’ efforts to combat workplace harassment

As advocates for the organisation’s zero-tolerance policies, they are tasked with raising awareness about harassment and promoting a culture of respect and inclusivity. They act as the first point of contact for employees who experience or witness harassment, providing guidance and support while ensuring that complaints are handled appropriately.

The training empowers focal points with the skills and knowledge necessary to fulfil these responsibilities effectively. By equipping them to identify and address harassment, the programme ensures that focal points can act with confidence and authority. Their role extends beyond individual cases, as they contribute to broader organisational efforts to create a safe and inclusive workplace.

Implementation plan

The implementation of the Harassment Campaign Focal Point Training follows a phased approach.

The initial rollout is scheduled for February 2025 and will focus on training members of the Diversity and Inclusion Forum. Following this phase, the programme will be expanded to include managers across the organisation, ensuring widespread adoption and impact.

A feedback mechanism is integrated into the implementation plan to gather insights from participants. Surveys and follow-up sessions will be used to evaluate the effectiveness of the training and identify areas for improvement. This iterative approach ensures that the programme remains relevant and impactful as it evolves.

Challenges and Mitigation Evaluation and Impact

The successful implementation of the training programme may face certain challenges, including resistance to participation and a lack of awareness about its importance.

To address these barriers, Alexforbes has developed a robust communication plan that highlights the benefits of the training. Additionally, incentives such as certification and recognition are offered to encourage participation. By proactively addressing potential challenges, the organisation ensures that the training programme is accessible and effective for all participants.

The impact of the Harassment Campaign Focal Point Training will be assessed through a combination of quantitative and qualitative methods.

Pre- and post-training surveys will measure changes in awareness and confidence, while participant feedback will provide valuable insights into the training experience. Metrics such as case resolution rates will also be monitored to gauge the programme’s effectiveness.

In the long term, the training supports Alexforbes’ broader goals of fostering a culture of respect and inclusivity. By equipping focal points with the tools to address harassment, the programme contributes to a safer and more supportive workplace for all employees.

Conclusion

The Alexforbes Harassment Campaign Focal Point Training is a cornerstone of Alexforbes’ efforts to create a respectful and inclusive workplace.

By providing participants with the knowledge and skills to identify, address, and prevent harassment, the programme empowers them to act as champions of change.

This training is not just a response to existing challenges but a proactive step towards building a workplace culture that prioritises respect, inclusivity, and accountability. As the training is rolled out to DIF members and later to managers, its impact will resonate across the organisation, reinforcing Alexforbes’ commitment to a harassment-free workplace.

6 Chapter

Alexforbes Policy Governance and Employee Compliance Framework

At Alexforbes, creating an inclusive, fair, and compliant workplace is central to our policy governance framework. This document outlines the strategic initiatives designed to improve policy access, comprehension, and compliance across the organisation. Key initiatives include the development of an ABC Policy Document and the Policy Chatbot, which aim to simplify policy interactions for employees while promoting inclusivity and aligning with legal frameworks such as the Employment Equity Act, Labour Relations Act, and the Constitution of South Africa.

The ABC Policy Document and Policy Chatbot: Simplifying policy access and compliance

The ABC Policy Document provides a simplified, accessible version of key Alexforbes policies, such as the Harassment, Ethics, Grievance, Disciplinary, and Whistleblower Policies. These policies are grounded in South African legal frameworks and ensure that employees understand their rights and responsibilities. By using clear language, the ABC Policy Document enables all employees to confidently navigate procedures, such as reporting misconduct or addressing grievances.

Building on the ABC Policy Document, the Policy Chatbox will offer real-time, interactive assistance. This tool, currently under development, will serve as a dynamic resource for employees to ask questions about policies, receive step-by-step guidance, and access relevant information instantly. By leveraging the data within the ABC Policy Document, the Chatbot will streamline policy queries and ensure employees always have access to upto-date information.

Integration of Recent Enhancements

Following discussions between representatives from the Group Legal and Sustainability office and the Diversity and Inclusion Forum, the following enhancements will be incorporated into the ABC Policy Document and the Policy Chatbot:

1. Eliminating unconscious bias

Policies will be updated to remove any form of unconscious bias, such as gendered language. For example, “chairman” will be replaced with “chairperson,” and overall, language will be more inclusive to ensure that all employees feel respected.

2. Clear, concise language

The use of plain language in policies is a priority, ensuring that they are easily understood by everyone. Complex legal jargon will be replaced with clear, actionable steps so employees can follow the procedures without confusion.

3. Support mechanisms

Policies will include embedded links and guidance for accessing support services, such as the Employee Assistance Programme (EAP). These links will make it easy for employees to seek help when they need it most, such as during harassment or grievance cases.

4. Role of the Diversity and Inclusion Forum (DIF)

The Diversity and Inclusion Forum (DIF) should play a key role in reviewing policies to ensure inclusivity and alignment with the organisation’s diversity goals. This involvement guarantees that policies are not only fair but actively support an inclusive workplace culture.

Revised governance framework and compliance with legal standards

The Revised Governance Framework at Alexforbes introduces a structured approach to policy management. Oversight by the Policy Centre of Excellence (PCE) ensures that all policies are regularly updated, compliant with legal standards, and aligned with company values of fairness and respect. Policies will be reviewed, approved, and communicated through the Policy Passport, a centralised repository for all Alexforbes policies, creating transparency and compliance.

Employee Wellness Programme

The Life Employee Wellness Programme (EWP), offers confidential and free support for employees and their dependants. Key services include:

1. Counselling for mental health, relationship issues, stress, trauma, and other personal challenges.

2. Bullying and harassment support: Employees who believe they are being bullied or harassed at work can contact an EWP representative for guidance and support.

3. Legal assistance, including telephonic support and basic legal documents, such as wills and lease agreements.

4. Financial support through debt counselling, budgeting help, and retirement planning.

Access to these services is available 24/7. Employees can also visit the wellness website or contact the EWP via phone, SMS, or email for help at any time, ensuring privacy and protection of personal information. For confidential assistance contact your Employee Wellness Programme on 0800 448 001, International +27873501642, or SMS your name to 31581 and you will be contacted by a specialist who will be able to offer assistance.

Understanding Alexforbes Policies: A Simple Guide to Your Workplace Rights and Responsibilities

The ABC Policy Document

At Alexforbes, it is crucial for employees to familiarise themselves with core company policies such as the Harassment Policy, Ethics Policy, Grievance Policy, Disciplinary Policy, and Whistleblower Policy. These guidelines are designed to protect your rights and foster a fair and respectful work environment. By understanding these policies, you will know the correct procedures for reporting misconduct, resolving grievances, and upholding ethical standards.

The policies are based on key South African laws, including the Employment Equity Act, Labour Relations Act, and the Constitution, which ensure fairness, equality, and protection in the workplace. Compliance with these legal frameworks helps safeguard your rights as an employee and promotes a healthy work culture.

This document aims to break down the essential aspects of each policy, providing you with a clear and simple understanding of how they impact your day-to-day

AF Harassment Policy

The Alexforbes Harassment Policy is here to help protect all employees from unwanted behaviour, ensuring that everyone feels safe and respected at work. It covers what harassment is, what to do if you experience or witness it, and how the company will handle complaints. To help make this policy easier to understand, we’ve put together a series of simple questions and answers. These questions are designed to explain the key points of the policy, so you know your rights and what steps to take if you ever need support.

What does the company aim to prevent with the Harassment Policy?

The policy aims to prevent any form of harassment in the workplace, ensuring everyone is treated with dignity and respect.

Who does the Harassment Policy apply to?

The policy applies to all employees, clients, suppliers, contractors, and anyone else who interacts with the company.

What is the company’s stance on harassment?

The company has a zero-tolerance policy towards harassment and treats all incidents seriously.

What is considered harassment?

Harassment includes unwanted conduct that impairs dignity, creates a hostile environment, or induces submission through threatened consequences.

Can you give examples of harassment?

Examples include bullying, spreading malicious rumours, overbearing supervision, and unwelcome sexual advances.

What is sexual harassment according to the policy?

Sexual harassment includes unwelcome sexual advances, requests for sexual favours, and other verbal or physical conduct of a sexual nature that interferes with work performance or creates an intimidating, hostile, or offensive work environment.

What should I do if I experience harassment?

You should report the incident according to the company’s procedure outlined in the policy, which includes contacting your manager or HR.

Are there any particular forms of harassment that are covered?

Yes, the policy covers physical, personal, discriminatory,

psychological, verbal abuse, and cyberbullying among others.

What is the role of managers in preventing harassment?

Managers are responsible for ensuring that their teams are aware of and adhere to the harassment policy, and they must address any behaviours that could be considered harassment.

What is physical harassment?

Physical harassment includes physical attacks, threats, or assaults, such as hitting, kicking, or destroying property to intimidate.

What is discriminatory harassment?

Discriminatory harassment targets individuals based on race, gender, sexual orientation, religion, disability, or age.

What actions will the company take if harassment is proven?

The company will take disciplinary actions, which can include dismissal, and will take steps to prevent any future harassment.

Can I be penalised for making a harassment complaint?

No, the company protects employees who make complaints or provide information regarding harassment from retaliation.

What is cyberbullying?

Cyberbullying involves using digital platforms to intimidate, offend, or degrade someone, such as spreading lies or sending harassing messages.

What support is available for victims of harassment?

The company provides access to an Employee Assistance Programme (EAP), which includes trauma counselling.

How does the policy define the role of employees in preventing harassment?

Employees are expected to ensure their behaviour is not offensive and to discourage unacceptable behaviour in others.

What is quid pro quo sexual harassment?

This occurs when job benefits, such as promotions or raises, are exchanged for sexual favours.

What will happen if someone makes a false harassment complaint?

Making a false complaint with malicious intent is treated seriously and may also lead to disciplinary action.

How often will the harassment policy be reviewed?

The policy is reviewed every two years, with the next review due in September 2025.

Who approves the harassment policy?

The policy is approved by the Group Executive and Senior Executive Teams.

What tests or training are required for understanding this policy?

The company requires a basic understanding test and some training for all employees.

What is the role of a qualified medical practitioner in cases of harassment?

A medical practitioner may determine if an employee is unfit for duty due to the effects of harassment, which relates to the sick leave policy.

What should managers do specifically to prevent harassment?

Managers should promote the policy, take corrective action early, and ensure the work environment is free from harassment.

What types of behaviour could be considered as harassment under the policy?

Behaviours such as making threats, overloading someone with work, blocking promotion or training opportunities, and isolating individuals can be considered harassment.

How does the company raise awareness about harassment?

The company holds communication and awareness sessions regularly to educate staff about harassment and the policy.

Key processes, steps, and actions outlined in the AF Harassment Policy

What is the first step if I feel harassed?

Report the incident immediately to your supervisor or the human resources department.

What happens after I report harassment?

Your report will be taken seriously, treated confidentially, and an investigation will be initiated promptly.

Who investigates the harassment complaints?

The human resources department usually handles the investigation, sometimes with the involvement of line managers or external investigators, depending on the case.

What should I do if I witness harassment but am not the victim?

You should report the incident just as if you were the victim to help maintain a safe and respectful work environment.

What can I expect during the harassment investigation process?

Expect a thorough investigation where evidence is reviewed, and statements from the involved parties and witnesses are collected.

Is there any protection for someone who reports harassment?

Yes, the policy guarantees protection against retaliation for anyone who reports harassment or participates in an investigation.

How long does it usually take to resolve a harassment complaint?

The resolution time can vary, but the company aims to handle all cases as swiftly and efficiently as possible, depending on the complexity of the situation.

What happens if harassment is proven?

Disciplinary action will be taken against the perpetrator, which could range from a warning to dismissal, based on the severity of the conduct.

What support is available to someone who has been harassed?

The company offers support through its Employee Assistance Programme, which includes counselling and other resources to help employees cope.

What should I do if I am not satisfied with the outcome of the harassment investigation?

You can appeal the decision through the company’s grievance procedure to seek a further review of your case.

We hope these questions have helped to simplify and improve your understanding of the Alexforbes Harassment Policy. By knowing the key processes, steps, and actions outlined in the policy, you can feel more confident about your rights and the support available to you. Remember, the policy exists to create a safe, respectful workplace for everyone, and knowing how to use it ensures you can take the right steps if you ever need to report or address harassment.

AF Ethics Policy

The Alexforbes Ethics Policy outlines the standards of behaviour expected from all employees, helping to create a fair and honest work environment. It covers things like acting with integrity, following company rules, and making responsible decisions. To make this policy easier to understand, we’ve put together a series of simple questions and answers. These questions explain the key points of the Ethics Policy, so you know what is expected of you and how to act in line with the company’s values.

What is the purpose of the AF Ethics Policy?

The policy aims to ensure all employees and service providers act with honesty and integrity in all their dealings.

Who does the AF Ethics Policy apply to?

It applies to all employees and service providers of Alexforbes globally.

What should I do if I’m unsure about the ethicality of a decision?

Consult the ethical decision-making guidelines, and if still unsure, seek advice from senior managers or the Ethics Committee.

What are the ethical decision-making guidelines?

Check if the decision is legal, complies with our policies, aligns with our values, and whether you’d be comfortable if it was made public.

Where can I find the Code of Ethics?

The Code of Ethics is attached to the Ethics Policy and outlines our standards and values.

What should I do if I observe unethical behaviour?

Report it to senior management or through the whistleblower facility as outlined in the policy.

What is the role of the Social, Ethics and Transformation Committee (SETCO)?

They review and approve the Ethics Policy, ensure compliance, and monitor ethics performance across Alexforbes.

Who is responsible for the day-to-day management of the Ethics Policy?

The Ethics Officer, who handles policy-related enquiries and investigates ethical complaints.

What is considered unethical behaviour under this policy?

Any action that goes against the provisions of the Alexforbes policies or the Code of Ethics.

What happens if I report unethical behaviour?

Your report will be treated confidentially, and you will be protected from any form of prejudice or retaliation.

How often is the Ethics Policy reviewed?

The policy is reviewed every three years.

What should I do if I still have doubts after consulting my manager about an ethical issue?

You can contact the Alexforbes Ethics Committee for further guidance.

Is there training available on the Ethics Policy?

Yes, training and awareness are provided through an e-learning platform managed by the compliance division.

What does the Ethics Management Committee do?

They develop and implement the Ethics Policy, monitor compliance, and report on ethics performance to the SETCO.

What is the whistleblower facility?

It’s a mechanism for reporting unlawful or irregular activities confidentially without fear of retaliation.

What is the importance of the Code of Ethics?

It provides practical guidelines to ensure all employees act ethically in their day-to-day business operations.

Can I face consequences for not following the Ethics Policy?

Yes, failing to adhere to the Ethics Policy can lead to disciplinary action.

What should I consider to ensure my actions are ethical?

Consider if your actions are legal, align with company values, and would be acceptable if known publicly.

Who approves the Ethics Policy?

The Social, Ethics and Transformation Committee is responsible for the approval.

What does the term ‘stakeholders’ refer to in the policy?

Stakeholders include employees, clients, service providers, regulators, and the community where Alexforbes operates.

What should I do if I feel pressured to act unethically?

Report the pressure through the appropriate channels mentioned in the policy, such as your manager or the Ethics Committee.

What is the Group Internal Audit’s role concerning the Ethics Policy?

They provide assurance on the adequacy and effectiveness of internal controls related to the policy.

What are the consequences of unethical behaviour?

Consequences can include disciplinary actions up to dismissal, depending on the severity of the violation.

What if I’m unsure about whether something is covered by the Code of Ethics?

It’s best to consult the Ethics Officer or refer to the specific guidelines in the Code of Ethics.

How is ethical performance monitored within Alexforbes?

The Ethics Management Committee monitors and reports on ethical breaches and overall ethics performance to the SETCO.

Key processes and actions from the AF Ethics Policy

The Alexforbes Ethics Policy outlines important steps to ensure that all employees act with integrity and uphold the company’s values. This includes processes for making ethical decisions, reporting concerns, and handling situations where company rules might not be followed. To make these processes easier to understand, we’ve created a series of simple questions and answers. These questions explain the key steps you should follow to ensure your actions align with the Ethics Policy and what to do if you have concerns about unethical behaviour. This guide is here to help you navigate the policy confidently.

What is the first step if I suspect unethical behaviour?

Report your concerns immediately to your manager or use the whistleblower facility outlined in the policy.

How do I use the whistleblower facility?

Follow the procedures provided in the group’s Whistleblower Policy, which ensures confidentiality and protection against retaliation.

What should I consider before making an ethical decision?

Check if the decision is legal, aligns with your employment conditions, complies with our Code of Ethics, feels right, and would be acceptable publicly.

Who should I contact if I’m still uncertain about an ethical decision after initial considerations?

Seek guidance from your senior managers or the compliance officers.

What happens if uncertainty in ethical decision-making persists?

Contact the Alexforbes Ethics Committee for further advice via their designated email.

What is the role of the Social Ethics and Transformation Committee (SETCO)?

SETCO oversees the implementation and effectiveness of the Ethics Policy and ensures compliance.

What does the Ethics Officer do?

The Ethics Officer manages daily enquiries related to the policy, conducts investigations, and reports to the Ethics Management Committee.

What does the Group Internal Audit do in relation to the Ethics Policy?

They provide objective assurance on the adequacy and effectiveness of the policy’s internal controls.

What training is required for understanding the Ethics Policy?

All employees must complete training and awareness sessions provided through an e-learning platform by the compliance division.

How is the Ethics Policy updated?

The Ethics Management Committee reviews and updates the policy as necessary, documenting any changes in the policy update section.

We hope these questions have made the Alexforbes Ethics Policy clearer and easier to understand. By knowing the key processes, steps, and actions outlined in the policy, you can ensure that your behaviour reflects the company’s values and ethical standards. Remember, following the Ethics Policy helps create a fair and responsible workplace for everyone, and knowing what to do in challenging situations ensures you can act with integrity.

AF Grievance Policy

The Alexforbes Grievance Policy is designed to help employees raise concerns or complaints about unfair treatment or other workplace issues. It outlines the steps you can take to address these problems in a fair and structured way. To make this policy easier to understand, we’ve put together a series of simple questions and answers. These questions will explain the key points of the Grievance Policy, helping you to understand your rights and the steps you can follow to resolve any workplace concerns.

What is a grievance?

A grievance is any personal dissatisfaction or feeling of unfairness you have about your work or workplace that you formally bring up with the company.

Who can use the grievance policy?

All full-time employees, temporary employees, and fixedterm contractors can use this policy.

What might be considered a grievance?

Issues like sexual harassment, feeling victimised, racism, or being unhappy with a performance rating are considered grievances.

Can I raise a grievance about my salary?

No, grievances about terms and conditions of employment, like salary, should not be raised under this policy.

What should I do if I have a grievance?

Start by talking about your grievance with your line manager.

What if my manager doesn’t resolve my grievance?

If your grievance isn’t resolved within two working days, you should fill out a grievance submission form and follow up with your manager.

What happens after I submit the grievance form?

A meeting will be arranged with your line manager, the person you have the grievance against, and a human resources representative to discuss the issue.

What if my grievance is about a group issue?

If it’s a collective grievance involving a group of employees, it should be referred to senior management.

How quickly should my grievance be addressed?

The line manager should resolve the grievance and complete the solution form within three working days after the meeting.

What if I am not satisfied with the solution provided?

You can escalate the grievance to the next level of management within three working days.

What is the next step if the grievance remains unresolved at the second stage?

You can request a formal grievance hearing by submitting a written application to the next senior manager.

What is the role of Human Resources in the grievance process?

Human Resources ensures fair and equitable treatment during the grievance process and helps manage the proceedings.

What happens during a formal grievance hearing?

Both parties present their sides, and a senior manager or nominee will chair the hearing and decide on the matter.

Who attends the formal grievance hearing?

The aggrieved employee, a representative, relevant witnesses, and the head of Human Resources or their nominee.

When will I know the outcome of the formal hearing?

The chairperson will provide their decision in writing within two working days after the hearing.

What if I disagree with the decision made at the formal hearing?

You have the right to refer the matter to the Commission for Conciliation, Mediation and Arbitration (CCMA).

Can I be represented by someone during the grievance process?

Yes, you can choose a representative to support you during the grievance meetings.

What should I include in the grievance submission form?

Detail your grievance and the resolution you are seeking.

What should managers do when they receive a grievance?

Managers should arrange a meeting, discuss the grievance, and try to resolve it as swiftly and fairly as possible.

How are grievances documented?

Through the grievance submission and solution forms, which are kept in the employee’s personal file.

Is the grievance process confidential?

Yes, the process is handled confidentially to protect the interests of all parties involved.

What should I not use the grievance policy for?

You should not use it to challenge disciplinary actions, change company policies, or alter any terms of your employment contract.

How often is the grievance policy reviewed?

The policy is reviewed periodically, with the last review done by the Group Executive Committee.

Who approves the grievance policy?

The policy is reviewed and approved by the Group Human Resources and the Group Executive Committee.

What should I do if I need help understanding the grievance policy?

Contact Human Resources for guidance or further explanation on the policy.

Processes

and steps

outlined in the AF Grievance Policy

The Alexforbes Grievance Policy outlines the important steps you can take if you have a concern or feel you’ve been treated unfairly at work. It provides clear guidelines on how to raise a grievance, what happens during the process, and how the company will handle your complaint. To make these processes easier to understand, we’ve created a series of simple questions and answers. These questions explain the key steps involved in the Grievance Policy, so you know exactly what to do and what to expect if you need to raise an issue.

What is the first step in the grievance process?

Initially, discuss your grievance verbally with your line manager.

What should I do if my grievance is not resolved after the initial discussion?

Complete the grievance submission form (Annexure A) and formally submit it to your line manager.

What happens during a grievance meeting?

A meeting is arranged with your line manager, the involved person, and a Human Resources representative to try and resolve the issue.

What if my grievance is still not resolved after this meeting?

If unresolved within three working days, you can escalate the grievance to the next level of management.

How do I escalate my grievance?

Submit the grievance submission form to the next level of management within three working days.

What is a collective grievance?

A collective grievance involves a group of employees, and it must be referred to senior management.

What is the procedure for a collective grievance?

It follows the formal grievance hearing process, and the group must appoint up to three representatives for any meetings.

What is the formal grievance hearing?

If grievances reach this stage, it involves a formal meeting chaired by a senior manager or nominee, where a final decision is attempted.

What if I am not satisfied with the outcome of the formal grievance hearing?

You have the right to refer the matter to the Commission for Conciliation, Mediation and Arbitration (CCMA).

What should managers do to prepare for a formal grievance hearing?

Managers should ensure privacy, understand the company policy, consult all relevant documents, and allow adequate time for the hearing.

We hope these questions have made the Alexforbes Grievance Policy easier to understand. By knowing the key processes, steps, and actions outlined in the policy, you can confidently raise any concerns and understand how they will be handled. Remember, the policy is in place to ensure that all employees are treated fairly, and knowing how to use it helps you address any issues in a constructive and supportive way.

AF Disciplinary Policy

The Alexforbes Disciplinary Policy sets out the rules and standards expected from all employees, as well as the actions that can be taken if these rules are not followed. It explains how the company handles misconduct and what steps are involved in the disciplinary process. To make this policy easier to understand, we’ve put together a series of simple questions and answers. These questions will help you better understand the key points of the Disciplinary Policy, including your rights and responsibilities if any issues arise.

What is the purpose of the disciplinary policy?

The policy ensures consistent and fair treatment of misconduct within the workplace.

Who does the disciplinary policy apply to? It applies to all employees of the company.

What is considered misconduct?

Misconduct is behaviour that doesn’t meet the company’s accepted standards, like theft, dishonesty, or failing to follow rules.

What is poor performance?

Poor performance is when an employee consistently fails to meet the expected standards of their job.

Who is responsible for maintaining discipline?

Line managers maintain discipline, with support from Human Resources.

What are the general principles of discipline mentioned in the policy?

The policy aims to be fair and flexible, treat employees with dignity, and correct unacceptable behaviour rather than punish.

What is the informal disciplinary process?

It might involve a verbal warning, written warning, or final written warning, depending on the situation.

What does a formal disciplinary process include?

A formal process may include a disciplinary enquiry where the employee can defend themselves against allegations.

What should happen before a disciplinary action is taken?

There should be a thorough investigation to confirm the facts of the case.

What happens if I am absent from work without permission?

You might receive a verbal warning for a first offence, escalating to dismissal for repeated offences.

What could lead to immediate dismissal?

Serious offences like theft, fraud, or violence can result in immediate dismissal.

Can I be represented during the disciplinary process?

Yes, you can be assisted by a colleague during the disciplinary enquiry.

What is a written warning?

It’s a formal notice given to you by your manager about misconduct, noting that future breaches might lead to more severe consequences.

What does ‘suspension’ mean in this policy?

It means you may be sent home from work, typically with pay, while an investigation or formal disciplinary process is ongoing.

Can I appeal a disciplinary decision?

Yes, you can request a review if you think the decision was unfair, typically within five days after receiving a final warning or dismissal.

What are mitigating factors?

These are considerations that might lessen the severity of the disciplinary action, like showing remorse or having a previously clean record.

What are aggravating factors?

These are issues that could increase the severity of the disciplinary action, such as the seriousness of the offence or a breach of trust.

What if I miss the disciplinary hearing?

The hearing might proceed without you if you don’t provide a valid reason for your absence.

What are my rights during a disciplinary hearing?

You have the right to be heard, present evidence, call witnesses, and question any witnesses against you.

How is a disciplinary hearing conducted?

It’s chaired by an unbiased person who listens to both sides, reviews evidence, and makes a decision based on the facts presented.

What if I am found guilty of misconduct?

Depending on the severity, you might receive a warning, or in serious cases, be dismissed.

How long is a warning valid?

Verbal warnings last 3 months, written warnings 6 months, and final written warnings 9 months.

What happens after a warning period expires?

The warning is considered expired, but records of it remain on your file for reference if there are further incidents.

Can I be dismissed for a first offence?

Yes, if the offence is severe enough, such as theft or violence.

What should I do if I disagree with a warning?

Discuss it with your manager or HR to understand the reasons, and if still unresolved, you may follow the review process.

Processes and steps outlined in the AF Disciplinary Policy

The Alexforbes Disciplinary Policy outlines clear steps for dealing with misconduct and ensuring that all employees follow company rules. It explains the process for handling disciplinary issues, the actions that might be taken, and the rights of employees throughout. To make these processes easier to understand, we’ve created a series of simple questions and answers. These questions explain the key steps and actions in the Disciplinary Policy, helping you understand what to expect if disciplinary procedures are ever necessary and how the process will be handled fairly.

What is the first step if misconduct is suspected?

Conduct a thorough investigation to gather facts before any disciplinary action is considered.

What happens after an investigation confirms misconduct?

Depending on the severity, either informal or formal disciplinary actions can be initiated, starting with a warning or progressing to a disciplinary enquiry.

What is the informal disciplinary process?

This can involve verbal, written, or final written warnings, depending on the nature and frequency of the misconduct.

When is a formal disciplinary enquiry necessary?

It’s required for serious misconduct or if the informal process has not resolved the issue.

How is an employee notified of a formal disciplinary enquiry?

The employee receives a written notice (see Annexure B: Notice to attend a disciplinary enquiry) that outlines the allegations, the time and place of the enquiry, and their rights during the process.

What rights does an employee have during a disciplinary enquiry?

The right to be present, be represented by a colleague, call and question witnesses, and examine any evidence used against them.

What happens if an employee fails to attend a disciplinary enquiry?

The enquiry may proceed in their absence if they do not provide a valid reason for their non-attendance.

What factors are considered before deciding on a disciplinary action?

Factors include the severity of the misconduct, the employee’s disciplinary history, any mitigating or aggravating circumstances, and the consistency of disciplinary actions for similar offenses in the past.

Can an employee be suspended during the investigation?

Yes, suspension on full pay is possible if the alleged misconduct is serious and the employee might interfere with the investigation or pose a risk to the company.

How can an employee challenge a disciplinary decision?

They can request a review of the decision by filling out a Review Form (Annexure D), typically within five days of receiving the decision.

We hope these questions have made the Alexforbes Disciplinary Policy clearer and easier to understand. By knowing the key processes, steps, and actions outlined in the policy, you can be better prepared if any disciplinary matters arise. The policy is in place to ensure fairness and consistency, and understanding how it works helps protect your rights while maintaining the standards expected at work.

AF Whistleblower Policy

The Alexforbes Whistleblower Policy is designed to protect employees who report wrongdoing or misconduct within the company. It outlines the steps for raising concerns and ensures that anyone who speaks up is protected from retaliation. To help make this policy easier to understand, we’ve put together a series of simple questions and answers. These questions explain the key points of the Whistleblower Policy, helping you understand your rights and the process for reporting issues in a safe and confidential manner.

What is the purpose of the Whistleblower Policy?

To provide a safe way for employees and stakeholders to report unethical or illegal activities without facing any negative consequences.

Who can use the Whistleblower Policy?

All employees and stakeholders of Alexander Forbes and its subsidiaries.

What kind of activities should I report under this policy?

Any unethical, unlawful, or irregular activities such as theft, bribery, discrimination, or safety violations.

How can I make a report if I witness unethical behaviour?

You can report it internally to a manager, the Ethics Officer, or use external channels like the Whistleblowers hotline.

Can I report something anonymously?

Yes, you can make anonymous reports via telephone, email, WhatsApp, or online through a service managed by an external party.

What is the contact information for anonymous reporting?

You can call 0800 006 656, email information@ whistleblowing.co.za, or use other contact methods listed in the policy.

What should I include in my report?

Details about the nature of the conduct, involved parties, any evidence you have, and anything else that might help the investigation.

What happens after I make a report?

The company will acknowledge your report, review the information, and the Ethics Committee will decide the next steps.

Are my details kept confidential when I report something?

Yes, your identity will remain confidential unless you agree otherwise.

What does ‘good faith’ mean in the context of making a report?

It means you genuinely believe the information you are reporting is true and are not making the report for personal gain or out of malice.

What protections do I have if I make a disclosure?

You are protected from any negative consequences at work, like being unfairly treated or losing your job.

What if someone retaliates against me for making a report?

The policy ensures disciplinary action against anyone who treats you unfairly for reporting a concern.

Can external stakeholders like clients or suppliers also make reports?

Yes, they can report any misconduct related to Alexander Forbes.

What is a ‘protected disclosure’?

A disclosure made through proper channels that is protected by law to ensure you don’t face any harm for making it.

What if I need legal advice before making a report?

You can discuss your concerns with an external legal adviser; disclosures for the purpose of obtaining legal advice are protected.

What shouldn’t I report under this policy?

Normal work-related grievances that do not involve unethical or illegal activities should not be reported under this policy.

Who handles the investigation of reports?

The Ethics Management Committee handles investigations, unless they involve its members, in which case other senior figures manage the process.

How long does it take to process a report?

Initial steps are usually decided within 21 days from receiving the report.

What actions are taken if wrongdoing is found?

Appropriate measures are taken, which can include disciplinary actions or legal proceedings against those responsible.

Can I withdraw my report if I change my mind?

Once a report is made, it generally cannot be withdrawn as the company may have legal obligations to investigate.

What if my report is about a senior manager or executive?

Reports involving senior personnel are handled by the Chairperson of the Board and other high-level committees to ensure impartiality.

How often is the Whistleblower Policy reviewed?

The policy is reviewed and updated as needed, typically annually.

What is the role of the Social, Ethics and Transformation Committee in this policy?

They oversee the management and effectiveness of the whistleblower system and policy reviews.

What if my report is false?

Intentionally making false reports can lead to disciplinary action or legal consequences.

Where can I find more information about the policy?

You can refer to the company’s internal policy documents or contact the Ethics Officer for more details.

Processes and steps outlined in the AF Whistleblower Policy

What should I do if I suspect unethical behavior at work?

Report it using the internal reporting channels such as speaking to a senior manager, the Chief Audit Executive, or the Ethics Officer.

How can I report something anonymously?

You can report anonymously by calling Whistleblowers South Africa, sending an email, using WhatsApp, or through their internet portal.

What happens after I report a concern?

Your report will be acknowledged, reviewed by the management ethics committee, and appropriate investigations will be initiated.

What types of activities should I report?

Report activities like theft, bribery, intimidation, accounting manipulation, unsafe practices, discrimination, or any attempt to conceal these actions.

What details should I include in my report?

Include as much information as possible, such as the nature of the conduct, involved parties, any evidence, and the impact of the activity.

Can I seek legal advice before reporting?

Yes, you can discuss your concerns with an external legal adviser to understand your rights and the implications of making a disclosure.

What protections do I have if I make a disclosure?

You are protected from any form of retaliation, discrimination, or disadvantage as a result of making the disclosure.

What are the consequences if someone retaliates against me for reporting?

Disciplinary actions, including dismissal, can be taken against anyone who retaliates against a whistleblower.

How does the company ensure my report is handled confidentially?

Reports are treated with the utmost confidentiality, with information shared only among those directly involved in handling the case.

What should I do if I’m not sure whether something is a reportable issue?

When in doubt, it’s best to report the issue. The Ethics Officer or another designated person can help determine if it falls under the policy’s scope.

We hope these questions have helped simplify and improve your understanding of the Alexforbes Whistleblower Policy. By knowing the key processes, steps, and actions outlined in the policy, you can feel confident in reporting any wrongdoing, knowing that you are protected. The policy ensures that concerns are addressed in a safe, confidential, and fair manner, encouraging a transparent and ethical workplace for all.

Conclusion

The ABC Policy Brochure, paired with the Policy Chatbox, seeks to achieve 100% staff buy-in and a clear understanding of the policies along with their supporting regulations. Empowered staff will have a better grasp of their responsibilities, rights, and protections, ensuring they feel confident in navigating workplace procedures.

This comprehensive approach not only creates compliance but also promotes a culture of fairness, inclusivity, and accountability throughout Alexforbes. As policies evolve, the ABC Policy Brochure will adapt, ensuring it remains an effective tool for supporting a transparent and informed workforce.

Key South African Legislation

Referenced in Alexforbes Policy Documents

This is a comprehensive list of the South African legislation that plays a critical role in shaping the five core Alexforbes policies: Harassment, Ethics, Grievance, Disciplinary, and Whistleblower Policies. These laws provide the legal framework that supports the company’s commitment to fairness, equality, and the protection of employees’ rights. Each policy references specific acts to ensure compliance with national standards and promote a safe, respectful, and transparent workplace. Understanding these laws helps employees recognise their rights and the legal safeguards that protect them in various situations at work.

Alexforbes (IFC)

Employment Equity Act, No. 55 of 1998

Referenced in the AF Harassment Policy for provisions related to unfair discrimination and harassment.

Labour Relations Act, No. 66 of 1995

Cited in the AF Disciplinary Policy and potentially influencing elements of the AF Grievance Policy concerning fair labor practices and disciplinary proceedings.

Basic Conditions of Employment Act, No. 75 of 1997

Referenced in relation to employment conditions and standards, likely mentioned within the disciplinary contexts.

Protected Disclosures Act, No. 26 of 2000

Central to the AF Whistleblower Policy, providing protection to whistleblowers from retaliation.

Companies Act, No. 71 of 2008

Mentioned in the AF Whistleblower Policy, providing rights of protection for whistleblowers under section 159.

Promotion of Equality and Prevention of Unfair Discrimination Act, No. 4 of 2000

Cited in the AF Whistleblower Policy to highlight legal frameworks against discrimination that could be reported under the whistleblower mechanism.

Constitution of the Republic of South Africa, Act 108 of 1996

While not directly cited in the provided excerpts, this Act underpins many principles mentioned across the policies, particularly in terms of fundamental rights and equality.

This list covers the major pieces of legislation that are directly referenced in the policies provided and are crucial for ensuring compliance and governance within the various frameworks of Alexforbes’ policies.

South African Basic Conditions of Employment Act, 1997

Q: What is the purpose of the Basic Conditions of Employment Act?

A: The Act sets the minimum conditions of employment to ensure fair labour practices for all employees.

Q: Who does the Act apply to?

A: It applies to all employees and employers except members of the National Defence Force, the National Intelligence Agency, and the South African Secret Service.

Q: How many hours can I work in a week?

A: You can work up to 45 hours a week.

Q: What are the daily limits for working hours?

A: You can work up to 9 hours a day if you work 5 days a week or fewer, and up to 8 hours a day if you work more than 5 days a week.

Q: Can I be required to work overtime?

A: Yes, but only if you agree to it. You cannot work more than 3 hours of overtime a day or 10 hours a week.

Q: Am I entitled to a break during work?

A: Yes, if you work more than 5 hours continuously, you are entitled to a meal break of at least one continuous hour.

Q: What rest periods am I entitled to?

A: You must have a daily rest period of at least 12 consecutive hours and a weekly rest period of at least 36

consecutive hours, which should include Sunday unless otherwise agreed.

Q: What is sick leave entitlement?

A: You are entitled to the number of days you would normally work in a six-week period over a three-year cycle.

Q: What proof do I need for sick leave?

A: If you are absent for more than two consecutive days or more than twice in eight weeks, your employer may ask for a medical certificate.

Q: What is maternity leave entitlement?

A: You are entitled to at least four consecutive months of maternity leave.

Q: Can I be required to work during maternity leave?

A: No, you cannot work for six weeks after the birth of your child unless certified fit to do so by a doctor.

Q: What is family responsibility leave?

A: You are entitled to three days of paid leave per year for the birth or illness of your child or the death of a close family member.

Q: What information must be included in my employment contract?

A: Your contract must include details such as the employer’s name and address, your job title, working

hours, wage rate, overtime rate, leave entitlements, and notice period.

Q: What records must my employer keep?

A: Your employer must keep records of your name, job title, time worked, wages paid, and your date of birth if you are under 18.

Q: When must I be paid?

A: You must be paid at least monthly or at the end of each pay period.

Q: What details should my payslip include?

A: Your payslip should include the employer’s name and address, your name and job title, the pay period, total pay, deductions, and net pay.

Q: Can my employer make deductions from my pay?

A: Only if you agree in writing, or if the deduction is required by law, a court order, or a collective agreement.

Q: What happens if my employment is terminated?

A: You must receive notice of termination, pay for any outstanding leave, and severance pay if applicable.

Q: What notice period is required for termination?

A: If employed for four weeks or less, one week’s notice is required. If employed for more than four weeks but less than a year, two weeks’ notice is required. If employed for a year or more, four weeks’ notice is required.

Q: What is severance pay?

A: If you are dismissed for operational reasons, you are entitled to one week’s pay for each year of service.

Q: Can I request a certificate of service?

A: Yes, upon termination, you are entitled to a certificate stating your period of service and your job title.

Q: Can basic conditions of employment be changed?

A: Yes, but only through collective agreements or determinations by the Minister, and they cannot reduce protections like working hours, night work conditions, annual leave, maternity leave, and sick leave.

Q: Where can I find information about my rights?

A: Your employer must display a summary of the Act in the workplace, and you can also request copies of relevant documents from your employer.

Processes, steps or actions mentioned in the Basic Conditions of Employment Act, 1977

Q: What steps must an employer take to change an employee’s working hours?

A: The employer must consult with the employee and obtain their agreement in writing before changing working hours.

Q: How should an employee request annual leave?

A: The employee should submit a written request to the employer, who must then approve and schedule the leave according to company policy and operational requirements.

Q: What process should be followed if an employee is sick for more than two consecutive days?

A: The employee must provide a medical certificate from a registered medical practitioner upon returning to work.

Q: How does an employer calculate severance pay?

A: Severance pay is calculated as one week’s remuneration for each completed year of continuous service with the employer.

Q: What process should be followed for termination of employment?

A: The employer must provide written notice as per the required notice period and pay any outstanding wages, leave pay, and severance pay if applicable.

Q: How should an employer handle a request for family responsibility leave?

A: The employer should grant the leave if the employee provides reasonable proof of the event (such as the birth or illness of a child, or the death of a close family member).

Q: What steps must an employer take if they want to change the terms of an employment contract?

A: The employer must consult with the employee and obtain their written agreement to any changes in the terms of the contract.

Q: How does an employer ensure compliance with the working time regulations?

A: The employer must keep accurate records of time worked, ensure rest periods and meal breaks are observed, and not exceed the maximum allowable working hours and overtime.

Q: What process should an employer follow if they need to deduct money from an employee’s wages?

A: The employer must obtain written consent from the employee or ensure the deduction is permitted by law, a collective agreement, or a court order.

South African Employment Equity Act, 1998

Q: What is the Employment Equity Act?

A: The Act aims to promote equality in the workplace by eliminating unfair discrimination and implementing affirmative action measures.

Q: Who does the Act apply to?

A: The Act applies to all employers and employees in South Africa, except for members of the National Defence Force, the National Intelligence Agency, and the South African Secret Service.

Q: What is unfair discrimination?

A: Unfair discrimination is treating someone differently based on race, gender, age, disability, or other personal characteristics in a way that is unfair.

Q: What should I do if I believe I am being discriminated against at work?

A: Report the issue to your employer, trade union, or a labour inspector. You can also refer the dispute to the Commission for Conciliation, Mediation, and Arbitration (CCMA).

Q: What are affirmative action measures?

A: These are steps taken by employers to promote equal opportunities and fair treatment of people from designated groups, such as black people, women, and people with disabilities.

Q: Who are designated groups?

A: Designated groups include black people (Africans, Coloureds, and Indians), women, and people with disabilities.

Q: What is an employment equity plan?

A: It is a plan that outlines the measures an employer will take to promote employment equity, including goals, timelines, and strategies.

Q: How does an employer create an employment equity plan?

A: The employer must consult with employees, conduct an analysis of the workforce, and develop a plan with specific goals and measures to address employment equity.

Q: What information should be included in an employment equity plan?

A: The plan should include objectives, numerical goals for representation, timelines, strategies for affirmative action, and methods for monitoring progress.

Q: What are the responsibilities of an employee in promoting employment equity?

A: Employees should participate in consultations, provide

feedback, and support the implementation of the employment equity plan.

Q: Can my employer ask for my medical information?

A: Employers can only request medical information if it is required by law or justifiable for the job. Testing for HIV status is prohibited unless authorised by the Labour Court.

Q: What is psychometric testing?

A: It is a type of assessment used to measure an employee’s mental capabilities and personality. Such tests must be valid, reliable, and fair.

Q: What happens if there is a dispute about unfair discrimination?

A: The dispute can be referred to the CCMA within six months. If unresolved, it can be taken to the Labour Court for adjudication.

Q: What is the role of a labour inspector?

A: Labour inspectors monitor compliance with the Act, investigate complaints, and can issue compliance orders to employers.

Q: What should an employer do if they receive a compliance order?

A: The employer must comply with the order within the specified period or object to it by making written representations to the Director-General.

Q: What happens if an employer fails to comply with the Employment Equity Act?

A: The Director-General can apply to the Labour Court to impose fines or other penalties on the non-compliant employer.

Q: What is the purpose of the Commission for Employment Equity?

A: The Commission advises the Minister of Labour on issues related to employment equity and monitors the implementation of the Act.

Q: What should I do if my employer does not consult with employees about the employment equity plan?

A: Report the issue to a trade union, labour inspector, or the Director-General of the Department of Labour.

Q: How often must an employer report on employment equity?

A: Designated employers must submit annual reports to the Director-General, detailing progress in implementing the employment equity plan.

Q: What is reasonable accommodation?

A: Reasonable accommodation refers to adjustments

or modifications made to a job or workplace to enable people from designated groups to participate and advance in employment.

Q: What are income differentials?

A: Income differentials refer to differences in pay and benefits among employees in different occupational levels and categories.

Q: How can income differentials be addressed?

A: Employers must take steps to reduce disproportionate income differentials through collective bargaining, compliance with sectoral determinations, and applying norms set by the Employment Conditions Commission.

Q: Can an employer dismiss an employee for reporting discrimination?

A: No, dismissing an employee for reporting discrimination is prohibited. Employees are protected from retaliation.

Q: What is the role of senior managers in the employment equity plan?

A: Senior managers are responsible for monitoring and implementing the employment equity plan and ensuring its success.

Q: What happens if an employer does not prepare an employment equity plan?

A: The Director-General can apply to the Labour Court to

impose fines on the employer for failing to prepare and implement an employment equity plan.

Q: What is the purpose of public hearings held by the Commission for Employment Equity?

A: Public hearings allow the Commission to gather input from the public and stakeholders on issues related to employment equity.

Q: How can I find out about my employer’s employment equity plan?

A: Employers must make the plan available to employees for copying and consultation and display related notices prominently in the workplace.

Q: What are the consequences of failing to report on employment equity?

A: Employers who fail to report can face fines and other penalties imposed by the Labour Court.

Q: What should I do if I experience harassment at work?

A: Report the harassment to your employer, trade union, or a labour inspector. Harassment is considered a form of unfair discrimination.

Q: How does the Act protect employees’ rights?

A: The Act protects employees from unfair discrimination, promotes equal opportunities, and ensures fair treatment through affirmative action measures.

Processes, steps, or actions mentioned in the legislation

Q: What steps must an employer take to eliminate unfair discrimination in the workplace?

A: Employers must review their employment policies and practices, identify any discriminatory elements, and take measures to eliminate such discrimination.

Q: How does an employer implement affirmative action measures?

A: The employer must identify barriers to employment for designated groups, make reasonable accommodations, and develop strategies to ensure equitable representation in the workforce.

Q: What is required in an employment equity plan?

A: The plan must include objectives, strategies for affirmative action, numerical goals for representation, timetables, and procedures for monitoring progress.

Q: What is the process for reporting on employment equity?

A: Designated employers must submit annual reports to the Director-General, detailing progress in implementing their employment equity plan.

Q: How should an employer conduct an analysis of employment policies?

A: Employers must collect information on their workforce, identify barriers to employment for designated groups, and develop a profile of underrepresented groups within the company.

Q: What are the steps for consulting employees on employment equity?

A: Employers must consult with representative trade unions and employees, discuss the analysis and employment equity plan, and seek agreement on implementation measures.

Q: How does an employer handle a compliance order from a labour inspector?

A: The employer must take the specified steps within the given period to address non-compliance or appeal the order if they disagree with it.

Q: What actions must an employer take to monitor and implement an employment equity plan?

A: Employers must assign senior managers to oversee the plan, provide them with necessary authority, and regularly

review and adjust the plan to ensure progress.

Q: How should an employer disclose information during consultation?

A: Employers must provide all relevant information to consulting parties to enable effective consultation, following guidelines similar to those in the Labour Relations Act.

Q: What steps should be taken if an employer fails to comply with the Employment Equity Act?

A: Labour inspectors can request written undertakings for compliance, issue compliance orders, and if necessary, apply to the Labour Court to enforce compliance.

Promotion of equality and prevention of unfair discrimination Act

Q: What is the Promotion of Equality and Prevention of Unfair Discrimination Act?

A: It is a law that aims to prevent unfair discrimination and promote equality in South Africa.

Q: Who does the Act apply to?

A: The Act applies to everyone in South Africa, including individuals, companies, and the government.

Q: What is unfair discrimination?

A: Unfair discrimination is treating someone differently in a way that is unjust, based on personal characteristics like race, gender, age, disability, or religion.

Q: What should I do if I experience unfair discrimination?

A: You can report it to the Equality Court or another relevant authority like the South African Human Rights Commission.

Q: What is the purpose of Equality Courts?

A: Equality Courts are special courts that handle cases of unfair discrimination, hate speech, and harassment.

Q: How do I file a complaint in the Equality Court?

A: You need to notify the clerk of the Equality Court about your complaint, and they will help you with the process.

Q: What is hate speech?

A: Hate speech involves any words that could incite harm or hatred against someone based on their race, gender, ethnicity, or other personal characteristics.

Q: What actions can be taken against someone who engages in hate speech?

A: The Equality Court can issue orders such as fines, apologies, or even refer the case for criminal prosecution.

Q: What is harassment under the Act?

A: Harassment is unwanted conduct that demeans or humiliates someone, or creates a hostile environment, based on personal characteristics like gender or race.

Q: What should I do if I am harassed at work?

A: Report the harassment to your employer, who should take action. You can also file a complaint with the Equality Court.

Q: What is an example of unfair discrimination on the basis of gender?

A: Denying a woman a job because she is pregnant is an example of unfair discrimination based on gender.

Q: What is an example of unfair discrimination on the basis of race?

A: Providing inferior services to people of a certain race compared to others is an example of racial discrimination.

Q: What are some grounds for unfair discrimination listed in the Act?

A: Grounds include race, gender, sex, pregnancy, marital status, ethnic or social origin, colour, sexual orientation, age, disability, religion, conscience, belief, culture, language, and birth.

Q: Can discrimination ever be fair?

A: Discrimination may be considered fair if it is intended to protect or advance disadvantaged groups and is justifiable.

Q: What is the role of the Equality Review Committee?

A: The Committee advises the Minister on the operation of the Act and makes recommendations to improve its effectiveness.

Q: What are some measures to promote equality under the Act?

A: Measures include developing codes of practice, conducting public education campaigns, and supporting disadvantaged groups.

Q: What is the burden of proof in discrimination cases?

A: The complainant must first show a prima facie case of

discrimination. The respondent must then prove that the discrimination did not occur or was fair.

Q: What can the Equality Court do if it finds discrimination has occurred?

A: The Court can order remedies like compensation, changes to policies, and public apologies.

Q: What is the responsibility of employers under the Act?

A: Employers must prevent discrimination and promote equality in the workplace.

Q: Can a person’s HIV/AIDS status be a basis for discrimination?

A: No, discrimination based on HIV/AIDS status is prohibited under the Act.

Q: How does the Act address socio-economic status discrimination?

A: The Act prohibits discrimination based on socioeconomic status and encourages measures to uplift disadvantaged communities.

Q: What should an educational institution do to comply with the Act?

A: Institutions must ensure equal access to education for all students and prevent discriminatory practices.

Q: Can businesses discriminate against customers?

A: No, businesses must provide goods and services equally to all customers without discrimination.

Q: How does the Act handle cases of systemic discrimination?

A: The Act encourages the use of corrective measures and policies to address and eliminate systemic discrimination.

Q: What can individuals do to promote equality in their community?

A: Individuals can raise awareness, report discrimination, and support initiatives that promote equality and fairness.

Q: What is the role of the South African Human Rights Commission under the Act?

A: The Commission helps investigate complaints, assists in legal proceedings, and promotes human rights education.

Q: What happens if an organisation fails to comply with the Act?

A: Organisations can face legal action, fines, and other penalties for failing to comply with the Act’s provisions.

Q: Can religious practices be a basis for unfair discrimination?

A: Practices that unfairly discriminate against individuals based on their religion or beliefs are prohibited under the Act.

Q: What should I do if I witness discrimination?

A: Report the incident to the relevant authorities, such as the Equality Court or the South African Human Rights Commission.

Q: How does the Act contribute to social justice?

A: The Act helps create a more equal and fair society by addressing and eliminating discrimination and promoting the rights of all individuals.

Processes, steps, or actions mentioned in

the

Promotion of Equality and Prevention of Unfair Discrimination Act, 2000

Q: What steps must be taken to file a complaint about unfair discrimination?

A: You need to notify the clerk of the Equality Court about your complaint, who will help you file the necessary forms and schedule a hearing.

Q: How does the Equality Court decide if discrimination has occurred?

A: The Court will hold an inquiry where both parties present their evidence. The Court then decides based on the facts and the law.

Q: What actions can be taken if the Equality Court finds discrimination?

A: The Court can order remedies such as compensation, changes to policies, public apologies, and other corrective measures.

Q: What is the process for reporting hate speech?

A: Report hate speech to the Equality Court, which can then investigate and take action, including referring the case for criminal prosecution if necessary.

Q: How should employers prevent unfair discrimination in the workplace?

A: Employers must review and update their policies to ensure they are non-discriminatory, provide training on equality, and address any complaints promptly.

Q: What steps should be taken if an employee experiences harassment?

A: The employee should report the harassment to their employer, who must investigate and take appropriate action to stop the harassment.

Q: How does the Equality Court handle cases of systemic discrimination?

A: The Court can order broad corrective measures to address and eliminate systemic discrimination, such as changes in policies and practices.

Q: What is the procedure for consulting employees on equality measures?

A: Employers must engage in meaningful consultation with employees and their representatives to discuss and implement equality measures.

Labour Relations Act

Q: What is the Labour Relations Act?

A: It is a law that governs the relationship between employers, employees, and trade unions in South Africa.

Q: Who does the Act apply to?

A: It applies to all employees and employers in South Africa, except members of the National Defence Force, the National Intelligence Agency, and the South African Secret Service.

Q: What are my rights regarding joining a trade union?

A: You have the right to join a trade union of your choice and participate in its activities without facing discrimination or prejudice from your employer.

Q: What should I do if I face unfair treatment at work for joining a union?

A: You can report the unfair treatment to your trade union, the Commission for Conciliation, Mediation, and Arbitration (CCMA), or a relevant labour court.

Q: What is a trade union?

A: A trade union is an organisation formed by workers to protect their rights and interests, such as fair wages and safe working conditions.

Q: How do I participate in forming a trade union?

A: You can join with other employees, create a constitution, elect representatives, and register the union with the Department of Labour.

Q: What is collective bargaining?

A: It is a process where employers and trade unions negotiate terms and conditions of employment, such as wages and working hours.

Q: What should I do if I am unfairly dismissed?

A: You should refer the dispute to the CCMA within 30 days of your dismissal for conciliation and possibly arbitration.

Q: What steps are involved in creating an equality plan for an organisation?

A: The organisation must assess its current practices, set goals for promoting equality, develop strategies to achieve these goals, and monitor progress regularly.

Q: How can individuals promote equality in their community?

A: Individuals can participate in awareness campaigns, support equality initiatives, report incidents of discrimination, and encourage inclusive practices.

Q: What is conciliation?

A: Conciliation is a process where a neutral third party helps the disputing parties reach an agreement without going to court.

Q: What is arbitration?

A: Arbitration is a process where a neutral third party makes a binding decision on a dispute after hearing both sides.

Q: What are my rights if I want to go on strike?

A: You must ensure the issue has been referred to the CCMA or a bargaining council for conciliation, and if unresolved, give your employer 48 hours’ notice before striking.

Q: Can my employer lock me out?

A: Yes, but the employer must follow the same process as for a strike, including referring the issue to the CCMA and giving 48 hours’ notice.

Q: What is a workplace forum?

A: A workplace forum is a group of employees elected to consult with the employer on workplace issues and decisions.

Q: How is a workplace forum established?

A: Employees or a trade union can apply to the employer to establish a workplace forum through elections.

Q: What are my rights during a disciplinary hearing?

A: You have the right to be informed of the charges, to be heard, and to be represented by a trade union representative or fellow employee.

Q: What is an unfair labour practice?

A: Unfair labour practices include unfair treatment related to promotion, demotion, probation, training, benefits, and disciplinary action short of dismissal.

Q: How do I report an unfair labour practice?

A: You can refer the dispute to the CCMA or a relevant bargaining council within 90 days of the occurrence.

Q: What are organisational rights?

A: Organisational rights are rights granted to trade unions, such as access to the workplace, deduction of union fees from wages, and time off for union activities.

Q: How does a trade union gain organisational rights?

A: A trade union must prove it is sufficiently representative of the employees in the workplace to gain organisational rights.

Q: What is a bargaining council?

A: A bargaining council is a body established by trade unions and employers’ organisations to regulate and negotiate terms and conditions of employment in a specific sector.

Q: How do I know if my employer is part of a bargaining council?

A: You can ask your employer or check with your trade union or the Department of Labour.

Q: What is a collective agreement?

A: A collective agreement is a written agreement between an employer and a trade union setting out the terms and conditions of employment.

Q: Can a collective agreement apply to non-union members?

A: Yes, if the agreement specifies that it applies to all employees in the bargaining unit, including non-union members.

Q: What is a lockout?

A: A lockout is when an employer prevents employees from working during a labour dispute, often to enforce terms of employment.

Q: What should I do if I disagree with a decision made by the Labour Court?

A: You can appeal the decision to the Labour Appeal Court if you believe the decision was incorrect.

Q: How are trade union representatives elected?

A: Trade union representatives are elected by union members according to the union’s constitution and rules.

Q: What is the role of the CCMA?

A: The CCMA helps resolve labour disputes through conciliation, mediation, and arbitration.

Q: What happens if my employer fails to comply with a CCMA ruling?

A: You can apply to the Labour Court to enforce the ruling.

Q: What is the process for dismissing an employee for operational requirements?

A: The employer must consult with the affected employees or their representatives, consider alternatives, and provide proper notice and severance pay.

Q: What are my rights regarding workplace safety and health?

A: You have the right to a safe and healthy work environment, and your employer must comply with health and safety laws and regulations.

Processes, steps, or actions mentioned in the South African Labour Relations Act, 1995

Q: How can an employee form a trade union?

A: Employees can come together to form a trade union by creating a constitution, electing representatives, and registering the union with the Department of Labour.

Q: What is the process for filing a dispute about unfair labour practices?

A: The employee must refer the dispute in writing to the Commission for Conciliation, Mediation, and Arbitration (CCMA) or a relevant bargaining council. The dispute will first go through conciliation and, if unresolved, may proceed to arbitration or the Labour Court.

Q: How does an employee exercise the right to strike?

A: The employee must ensure that the issue in dispute has been referred to the CCMA or a bargaining council for conciliation. If conciliation fails, the union must issue a notice of the strike to the employer at least 48 hours before the strike commences.

Q: What steps must an employer take to lock out employees?

A: The employer must ensure the dispute has been referred to the CCMA or a bargaining council for conciliation. If conciliation fails, the employer must issue a notice of the lockout to the union at least 48 hours before it begins.

Q: How does a trade union gain access to the workplace?

A: A representative trade union can notify the employer and arrange to enter the workplace to recruit members or communicate with them. The union must respect any reasonable conditions set by the employer to prevent disruption of work.

Q: What is the procedure for registering a bargaining council?

A: Trade unions and employers’ organisations can apply for registration by submitting a constitution and relevant documents to the Registrar of Labour Relations. The Registrar will publish a notice, and after a review period, may approve the registration.

Q: How does an employee lodge a complaint of unfair dismissal?

A: The employee must refer the dispute to the CCMA within 30 days of the dismissal. The dispute will go through conciliation, and if unresolved, may proceed to arbitration or the Labour Court.

Q: What is the process for resolving a dispute over a collective agreement?

A: Disputes about the interpretation or application of a collective agreement should first be resolved through the procedures specified in the agreement. If unresolved, the dispute can be referred to the CCMA for conciliation and arbitration.

Q: How can an employer change the terms of employment contracts?

A: The employer must consult with the affected employees or their representatives and reach an agreement. Any changes must comply with labour laws and collective agreements.

Q: What steps must be taken to establish a workplace forum?

A: Employees or a trade union can apply to the employer to establish a workplace forum. The forum is set up through elections, and it facilitates consultation and joint decision-making on workplace issues.

South African Protected Disclosures Act, 2000

Q: What is the Protected Disclosures Act?

A: It is a law that protects employees who disclose information about illegal or unethical activities in their workplace.

Q: Who is protected under the Act?

A: All employees in both the private and public sectors are protected under the Act.

Q: What is a protected disclosure?

A: A protected disclosure is when an employee reports information about illegal or unethical conduct by their employer or colleagues.

Q: What should I do if I discover illegal activities at my workplace?

A: You should report the activities to your employer, a legal advisor, a member of the Cabinet or Executive Council, or another authorised body.

Q: What types of conduct can be reported under the Act?

A: Conduct such as criminal offenses, failure to comply with legal obligations, miscarriages of justice, endangerment of health or safety, damage to the environment, and unfair discrimination.

Q: Can I be fired for making a protected disclosure?

A: No, you are protected from being dismissed or facing any other negative consequences for making a protected disclosure.

Q: How can I report a protected disclosure to my employer?

A: You can follow the procedures set out by your employer for reporting such issues or report directly to your employer if no procedure exists.

Q: What should I do if my employer retaliates against me for making a disclosure?

A: You can approach any court, including the Labour Court, for relief, or pursue other legal processes available under the law.

Q: Can I report a protected disclosure anonymously?

A: While the Act does not explicitly address anonymous disclosures, it is advisable to report through authorised channels to ensure protection.

Q: What happens if I report misconduct to a legal advisor?

A: The disclosure is considered protected, and the legal advisor can provide guidance on further steps.

Q: What is the role of the Public Protector under this Act?

A: The Public Protector can receive disclosures and investigate issues related to public sector misconduct.

Q: What is the role of the Auditor-General under this Act?

A: The Auditor-General can receive and investigate disclosures related to financial misconduct in public bodies.

Q: Can I make a disclosure to someone outside my organisation?

A: Yes, disclosures can be made to legal advisors, members of the Cabinet or Executive Council, the Public Protector, the Auditor-General, or prescribed persons or bodies.

Q: What is considered an occupational detriment?

A: Occupational detriment includes any negative action taken against you at work, such as disciplinary action, dismissal, suspension, demotion, harassment, or discrimination.

Q: What should I do if I suspect my employer will retaliate if I make a disclosure?

A: You can request to be transferred to another position to avoid retaliation.

Q: How can I prove that my disclosure is protected?

A: Ensure your disclosure is made in good faith, based on a reasonable belief that the information is true, and through the correct channels.

Q: What is the consequence for employers who retaliate against employees making disclosures?

A: Employers can face legal action, including orders to cease retaliatory actions and compensation for affected employees.

Q: Are independent contractors protected by this Act?

A: No, the Act protects only employees, not independent contractors.

Q: Can I receive a reward for making a disclosure?

A: You cannot make a disclosure for personal gain, but you may receive any reward that is legally payable.

Q: How does the Act promote a culture of transparency?

A: The Act encourages employees to report misconduct without fear of retaliation, thereby promoting ethical behaviour and accountability.

Q: What if my disclosure involves confidential information?

A: Disclosures involving confidential information are protected if they are made in accordance with the Act’s provisions.

Q: Can an employer ask me to sign an agreement to not disclose certain information?

A: Any agreement that attempts to exclude the provisions of this Act or discourage disclosures is void.

Q: What if my employer does not have a procedure for making disclosures?

A: You can report the misconduct directly to your employer or to an authorised person or body.

Q: How are disputes about occupational detriment resolved?

A: Disputes can be referred to the CCMA, the Labour Court, or another relevant authority for resolution.

Q: Can a disclosure be made after leaving the employer?

A: Yes, former employees can also make protected disclosures about their previous employer.

Q: What is considered a good faith disclosure?

A: A good faith disclosure is made honestly and without malice, based on a reasonable belief that the information is true.

Q: Can disclosures be made to the media?

A: Disclosures to the media are generally not protected unless they meet specific conditions outlined in the Act, such as the lack of action on previous disclosures.

Q: What protection is offered if I make a disclosure to a member of the Cabinet or Executive Council?

A: Such disclosures are protected if they are made in good faith and involve issues within the member’s area of responsibility.

Q: Can disclosures be made about conduct outside South Africa?

A: Yes, disclosures about conduct outside South Africa are protected if the conduct falls within the categories of impropriety outlined in the Act.

Q: What should I do if I need guidance on making a protected disclosure?

A: Seek advice from a legal advisor or refer to the guidelines issued by the Minister, which explain the provisions of the Act and available procedures.

Processes,

steps, or actions mentioned in the South African

Protected Disclosures

Act, 2000

What steps should I take to make a protected disclosure?

You should report the information in good faith to your employer, a legal advisor, a member of the Cabinet or Executive Council, or another authorised person or body.

How do I ensure my disclosure is protected under the Act?

Ensure your disclosure is made in good faith, based on a reasonable belief that the information is true, and through the correct channels outlined in the Act.

What should I do if I face retaliation for making a protected disclosure?

You can approach any court, including the Labour Court, for appropriate relief, or pursue any other process allowed by law, such as filing a complaint with the CCMA.

How do I report misconduct to a legal advisor?

Make the disclosure in good faith with the objective of obtaining legal advice. The disclosure will be protected under the Act.

What is the process for reporting a disclosure to the Public Protector or Auditor-General?

Report the disclosure in good faith, ensuring that the information is substantially true and falls within the jurisdiction of the Public Protector or Auditor-General.

What should I do if I suspect my employer will conceal evidence related to my disclosure? You can make the disclosure to an external body or

person prescribed in the Act if you believe evidence will be concealed or destroyed.

How can I request a transfer if I fear retaliation after making a disclosure?

You can request a transfer to another position within the same division or to another division or organ of state. The terms and conditions of employment must remain the same.

What actions should an employer take to protect employees who make disclosures?

Employers should ensure that employees are not subjected to any occupational detriment and should implement procedures for handling disclosures responsibly.

How do I make a general protected disclosure?

Make the disclosure in good faith, reasonably believe the information is true, and do not make the disclosure for personal gain. Ensure the disclosure meets the conditions set out in the Act.

What if no action is taken after I make a disclosure to my employer?

If no action is taken within a reasonable period, you can make a subsequent disclosure to another authorised person or body.

Conclusion

In conclusion, this ABC Policy Document has been designed to make the key policies at Alexforbes easier to understand and follow. By breaking down the Harassment, Ethics, Grievance, Disciplinary, and Whistleblower Policies into simple questions and answers, we hope to provide all employees with a clear understanding of their rights, responsibilities, and the procedures in place to protect them. These policies are vital for creating a workplace that is safe, respectful, and fair for everyone, and knowing how they work will help you confidently navigate any challenges that may arise.

Additionally, the legal framework supporting these policies, which includes important South African legislation like the Employment Equity Act and the Labour Relations Act, ensures that the company remains compliant with national standards. These laws not only protect employees but also promote a culture of fairness and equality within the organisation. We encourage you to refer back to this document whenever you need to clarify any part of the policies, as it serves as a practical guide to your workplace rights and the processes in place to support and protect you.

Alexforbes

7 Chapter

Reflections

Participating in the IFC Respect@Work Programme has been an extraordinary journey, both personally and professionally, for us, Don Andrews and Renaldo T Wagner from the Alexforbes Diversity and Inclusion Forum. Representing Alexforbes in this ground-breaking initiative has been a privilege, providing us with a platform to create meaningful change within our organisation and contribute to the broader fight against harassment in workplaces across South Africa and beyond.

A rewarding journey

This programme has been a truly rewarding experience. Through its various components, we have gained invaluable knowledge and insights into the importance of fostering respectful and inclusive workplaces. The training sessions, collaborative discussions and peer-learning opportunities have not only enhanced our understanding of workplace dynamics but also equipped us with practical tools and strategies to address issues of bullying and harassment effectively.

The implementation of initiatives such as awareness campaigns, policy training and focal point training for our Diversity and Inclusion Forum has been particularly fulfilling. Witnessing the positive impact of these efforts on our colleagues has been inspiring. From improved staff awareness to a heightened sense of safety and respect in the workplace, these changes have reaffirmed the importance of our collective commitment to diversity, equity and inclusion, as well as respect at work.

Inspiring change at Alexforbes

At Alexforbes, we have seen first-hand how the Respect@Work Programme has strengthened our workplace culture. By embedding key principles of respect and inclusivity into our policies and practices, we have set a new standard for how organisations can approach harassment prevention. The launch of the Alexforbes Harassment video training campaign, and the ABC Policy Brochure: Understanding AF Policies, a Simple Guide to Your Workplace Rights and Responsibilities stand out as significant milestones. These resources empower employees by providing clear guidance on their rights and responsibilities, further solidifying our commitment to a respectful workplace.

The journey has also been deeply inspiring in terms of personal growth. As representatives, we have developed leadership skills, enhanced our ability to engage with diverse stakeholders and cultivated a deeper understanding of the nuances involved in addressing workplace harassment. These experiences have not only shaped us as professionals but have also deepened our commitment to driving meaningful change.

Alexforbes

Sharing our work with South Africa and the world

Beyond Alexforbes, we are proud of the opportunity to share our learnings, tools and resources with others. The Respect@Work Programme has provided a framework for addressing workplace harassment that can be adapted by organisations across various sectors and geographies. By participating in this initiative, Alexforbes has contributed to a broader movement, inspiring change and promoting best practices in creating respectful workplaces.

It is humbling to know that the work we have done has the potential to impact not only our organisation but also the lives of employees and communities across South Africa and the world. This ripple effect underscores the importance of collaboration, shared learning and collective action in tackling issues as complex and pervasive as workplace harassment.

Gratitude and commitment

We extend our heartfelt gratitude to the IFC for providing this opportunity and to Alexforbes for entrusting us with this important responsibility. The support, guidance and resources provided throughout this programme have been instrumental in our success. We are also immensely grateful to our colleagues and peers who have embraced these initiatives and worked alongside us to drive positive change.

As we reflect on this journey, we are filled with a sense of pride and purpose. The Respect@Work Programme has been a stepping stone towards building a workplace that truly values respect, diversity and inclusion. While much has been accomplished, we recognise that this is just the beginning. We remain committed to continuing this work, championing respect in the workplace, and sharing our learnings to inspire others to do the same.

Together, we can create workplaces that empower individuals, strengthen communities and shape a future where respect and dignity are at the heart of every organisation.

Appendices

IFC Respect@Work Programme Invitation

IFC Respect@Work Project Plan

The IFC Respect@Work programme aims to foster a respectful and harassment-free workplace at Alexforbes. We have undertaken various initiatives to address bullying and harassment, including webinars, partnerships, policy reviews and training sessions. Our efforts have been supported by collaborations with colleagues across the business. We are also working on implementing the Workplace Respect Index (WRI) to continuously monitor and improve our workplace environment.

Key initiatives include:

Campaigns on bullying and harassment in the workplace:

We plan to conduct webinars to train staff to create awareness and prevent harassment.

Training on bullying and sexual harassment policy:

We have planned to implement training sessions on our policies, Code of Conduct, and other relevant guidelines to ensure staff understand and adhere to them.

Date Action

16-Nov-2023 IFC Respect@Work Programme communicated to DIF

19-Nov-2023 DIF accepts to lead

8-Dec-2023 Participation and commitment letter signed

19-Mar-2024 IFC's peer learning event 1

16-Apr-2024 IFC's peer learning event 2

Harassment campaign focal point training: Ana Luiza and Lauren Kathryn Pires from the IFC suggested this commitment to us late in 2024. Recognising it as an excellent idea, we decided to implement it. The commitment involves providing focal point training on our Harassment in the Workplace campaign to all members of the Alexforbes Diversity and Inclusion Forum.

Description of action

Carina Wessels (GLCS: Exco) communicated the Respect@ Work programme to the Diversity and Inclusion Forum (DIF), proposing that they lead the initiative.

The Diversity and Inclusion Forum accepted to lead the initiative, with Carina Wessels representing us as the Exco sponsor. Exco supported this.

Alexforbes confirmed its participation in the South African Respect@Work programme, committing to assist in creating respectful workplaces free from violence and harassment.

In-person meeting: Introduction to gender-based violence and harassment in the world of work.

Virtual meeting: The Business Case for Respectful Workplaces and Guiding Principles.

16-Apr-2024 IFC Respect @ Workproject planning Intense planning between Don and Renaldo.

18-Apr-2024 Baseline establishment

Engagement with Nadira Shaboodien-Adam (Employee Relations and Wellness Business Partner) to assist in collating necessary data and supporting information for submission.

Date Action

13-May-2024 IFC Respect @ Workproject planning

21-May-2024 IFC peer learning event 3

28-May2024 First one-on-one check-in with IFC

4-Jun-2024 IFC Respect @ Workproject planning

Description of action

Continued planning with IFC.

In-person meeting: Policy and Procedure Best Practice Alignment and Risk Assessment.

Check-in meeting with Ana Luiza and Vusa Vundla.

Project planning session between Don and Renaldo.

Engaged with HC stakeholders to assess synergies and collaboration opportunities:

- Nadira Shaboodien-Adam: Her insights on future lunchtime webinars and past session statistics are instrumental for the IFC project. We will raise awareness about the importance and benefits of these webinars from a DIF perspective.

24-Jun-2024

Engaging with various Human Capital stakeholders

25-Jun-2024 IFC's peer learning event 4

- Marge Mantje: Expressed thanks for the discussion on HR policies and legal frameworks, especially training and awareness for new joiners.

- Carin Pimenta, Tracey Hand and Kathryn Pillay: Discussed the short training video series on bullying and harassment and plan to publish these videos to enhance our initiatives. Carin’s work on discerning policies from processes will aid in the creation of the ABC document on bullying, harassment and grievance policies.

- Christine Letsoalo: Provided valuable statistics related to the training offered by the Academy.

Virtual meeting: Respectful Workplace Policy Development and Guidelines.

Engaged with Executive Sponsor Carina Wessels to provide feedback on progress in the IFC programme so far. Don and Renaldo have conducted four training sessions with the IFC, along with a one-on-one meeting to discuss the three initiatives Alexforbes has committed to.

9-Jul-2024 Engagement with the Alexforbes Executive Sponsor

The IFC was highly impressed with our progress, noting that we are ahead of other South African companies in the programme. This feedback affirmed our efforts and highlighted our leadership in the programme. We are focusing on launching campaigns on bullying and harassment, and conducting focal point training.

Date Action

11-Jul-2024

Set up a meeting where two parties could collaborate and derive synergies

Description of action

While gathering information for our IFC Respect@Work programme, Renaldo and Don found that colleagues in different departments were working on similar topics. For instance, both Nadira in Human Capital and Wellness and Tracey in Compliance were involved in Bullying and Harassment training without knowing about each other’s efforts. We arranged a meeting for them to establish synergies and collaborate. This meeting took place on this date and more meetings between the two parties will follow.

17-Jul-2024

18-Jul-2024

30-Jul-2024

05-Aug-2024

IFC Respect @ Workproject planning

Second one-on-one checkin with the IFC

IFC peer learning event 5

Meeting with Alexforbes Executive Sponsor

10-Sep-2024

IFC's peer learning event 6

Planning between Don and Renaldo in preparation for our one-on-one meeting with Ana and Vusa to discuss the next steps of our project.

Check-in meeting with Ana Luiza and Vusa Vundla.

In-person meeting: Effective Complaint Handling from Reporting to Resolution.

Meeting with Carina Wessels to update her regarding the progress of the programme.

Virtual meeting:

Proactive Prevention, Protection and Support Strategies Planning between Don and Renaldo in preparation for our one-on-one meeting with Ana and Vusa to discuss the next steps of our project.

19-Sep-2024

22-Oct-2024

21-Nov-2024

Third one-on-one check-in with the IFC

IFC's peer learning event 7

Fourth one-on-one check-in with the IFC

Future Dates Future campaigns and training

Check-in meeting with Ana Luiza and Vusa Vundla.

In-person meeting: Building a Culture of Respect through Training, Awareness, and Accountability.

Check-in meeting with Ana Luiza and Vusa Vundla.

We will continuously work on planning and implementing the following initiatives: We aim to suggest and conduct future webinars focused on recognising and addressing bullying, promoting respectful communication, supporting victims of bullying, raising awareness about cyberbullying and fostering a positive work environment. Additionally, we will continue to provide training on relevant policies and legal frameworks.

The Alexforbes Harassment Campaign

Focal Point

Training Presentation

Campaign Training Presentation

2

Introduction to the harassment campaign

Starting point:

• The Alexforbes Harassment Campaign is the foundation for raising awareness and educating staff.

Key focus areas:

• Establishing a harassment-free workplace for everyone.

• Ensuring alignment with the IFC Respect @Work Programme

Pathway to success:

• Education and prevention, we equip employees with tools to prevent, identify and address harassment.

Defining harassment in the workplace

Definition:

• Harassment is any unwanted behaviour that causes discomfort or harm.

Three key types:

• Verbal (offensive comments, insults)

• Non-verbal (exclusion, gestures)

• Physical (unwanted touching, intimidation)

Legal corner:

• Harassment is illegal under SA law and can lead to serious consequences.

Alexforbes

Impacts of harassment on individuals and the workplace

For individuals:

Emotional stress: Increased anxiety and depression.

Mental health: Long-term damage to mental wellbeing.

For the workplace:

Reduced productivity: Harassment lowers collaboration and innovation.

High turnover: A toxic work environment pushes employees away.

Early intervention

Spotting and stopping harassment early saves both the individual and the team from these detrimental effects.

What it is:

• Any action or behaviour that creates a hostile work environment.

Common examples:

• Gossip, exclusion from meetings or continuous demeaning comments.

Impact:

• It damages workplace culture, reducing employee engagement and morale.

Rights and responsibilities:

• Every employee has the right to a respectful work environment and the responsibility to create one.

Scenario 1 (General harassment)

Scenario: A manager repeatedly makes demeaning comments about an employee’s appearance, impacting their confidence and performance.

Discussion points

• How should the employee address the situation?

• What role should bystanders and management play?

Module 1 – General workplace harassment

Scenario 2 (General harassment)

Scenario:

An employee frequently interrupts and mocks a new colleague’s contributions during meetings.

Discussion points

• How can the team respond to this behaviour?

• What steps should management take to ensure this does not continue?

Module 2 – Ethnic harassment

Definition:

• Harassment based on race, ethnicity or nationality.

Impact:

• Discriminatory behaviour isolates individuals, stifles contributions and harms mental wellbeing.

Key examples:

• Overt: Racial slurs or direct exclusion.

• Subtle: Microaggressions or assumptions about someone’s abilities based on their ethnicity.

Scenario 1 (Ethnic harassment)

Scenario:

An employee makes derogatory remarks about a colleague’s ethnic background, framing them as jokes.

Discussion points

• How should the colleague respond to the comments?

• What should bystanders do in this situation?

Scenario 2 (Ethnic harassment)

Scenario:

A manager overlooks a qualified employee for a promotion, preferring someone else without clear reasons and the employee believes this is due to their ethnicity.

Discussion points

• What should the employee do in response?

• How can management prevent ethnic bias in promotion decisions?

Module 3 – Psychological harassment

Definition:

• Repeated, harmful actions that affect a person’s mental wellbeing.

Examples:

• Constant criticism, exclusion from important projects or manipulation.

Impact:

• Stress, anxiety and depression.

• Psychological harassment creates an unsafe environment and hinders productivity.

The importance of early intervention:

• Identifying the signs early on allows management to stop the behaviour before it escalates.

Scenario 1 (Psychological harassment)

Scenario: A manager constantly criticises an employee in front of their colleagues, affecting the employee’s mental health.

Discussion points

• What steps can the employee take?

• How should HR or management address this?

Scenario 2 (Psychological harassment)

Scenario: A colleague spreads false information about another employee, damaging their reputation and isolating them from the team.

Discussion points

• What impact can this have on the victim and the team?

• How should the affected employee and management respond?

Module 4 – Sexual harassment

Definition:

• Any unwelcome sexual behaviour, from comments to physical actions.

Examples:

• Inappropriate jokes, advances or physical contact.

Legal framework and policy:

• AF has a zero-tolerance policy on sexual harassment, and SA law provides strong protections for employees.

Scenario 1 (Sexual harassment)

Scenario: An employee makes repeated inappropriate sexual jokes to a colleague, making them feel uncomfortable at work.

Discussion points

• How should the colleague address the situation?

• What is the role of management in handling sexual harassment complaints?

Scenario 2 (Sexual harassment)

Scenario:

A manager suggests a promotion in exchange for personal favours, leaving the employee unsure of how to respond.

Discussion points

• How should the employee handle the situation?

• What steps should HR and management take to protect employees?

Module 5 – Workplace bullying

Definition:

• Bullying involves repeated, harmful actions aimed at a specific individual or group.

Impact on wellbeing:

• Harassment lowers morale and can lead to long-term mental health issues for those targeted.

Cultural damage:

• Over time, bullying creates a toxic environment.

• Leads to decreased productivity, lower employee engagement and high turnover.

Key factor:

• Implement strong anti-bullying policies and enforce them consistently

Scenario 1 (Workplace bullying)

Scenario:

An employee is regularly assigned tasks below their skill level as a form of punishment, leading to frustration and disengagement.

Discussion points

• What can the employee do to address this?

• How should management intervene to prevent bullying?

Scenario 2 (Workplace bullying)

Scenario:

A group of colleagues mocks a team member’s work during meetings, undermining their confidence and contributing to a toxic team atmosphere.

Discussion points

• How can team members and management respond to this behaviour?

• What impact does bullying have on team dynamics?

Conclusion and discussion

Questions

Harassment campaign training statistics

Region coverage of training completed

Diversity and Inclusion Forum (DIF) focal point training statistics

Sandton and Pretoria Cape Town and Durban Rest of Alexforbes

For more information about Alexforbes and its initiatives, please visit our website at https://www.alexforbes.com/za/en/global/home-global.html.

Should you have any questions or wish to engage with the Diversity and Inclusion Forum, feel free to contact us at Diversity@alexforbes.com. We value your input.