Q
: What words of wisdom would
you give to member companies in
our Industry? Integrity and a strong moral compass to uphold
the stature and sovereignty of the Federation
and all those it interacts with.
A Q
: In acknowledging the challenges currently
confronting the South African economy in
general and the metals and engineering sector
in particular, it’s critical for all SEIFSA member
Associations and other stakeholders to work
together. We need to better harness our
collective strength. These difficult conditions
are likely to prevail for some time and we must
prepare ourselves as best we can in a metals and
engineering market that is likely to experience
further contraction in the short term.
This year’s wage negotiations will be tough. It is
likely that there will be a significant gap between
the expectations of labour and business.
Now is the time for business leaders to consider
positions and to ensure that those are properly
communicated through the representative
process.
Notwithstanding the irresponsible comments
from some of South Africa’s leaders, our recent
descent into junk status will impose hardship
on all South Africans, most notably those who
can least afford inflation-led cost increases. Just
as this burden applies to people, it also applies
to business, and we need to carefully manage
for any mis-match between revenue and cost
streams.
I am strongly of the view that on the SEIFSA Board
and in the Executive and Management Team, we
have people with extensive and vast experience
and I am confident that as we steer the metals
and engineering sector through the current crisis,
this Team will provide the necessary guidance
and use its considerable leadership experience
to instil confidence and continue to deliver
good, efficient, effective and reliable service and
support to all of SEIFSA’s member Associations
and their member companies.
Q
: What is the one characteristic
that you believe every SEIFSA
President should possess?
A
: One – give me a break.
From big ears through to industry awareness,
commitment to a better South Africa for all
through to ethical behaviour that is beyond
reproach, I could find more than a few special
characteristics. I will, however, rest with two.
: In your view, what lessons has
SEIFSA learnt over the last 73
years in dealing with the trade union
movement that could be applied to
the current situation where unions
have become more militant and
confrontational?
A
:The lessons learnt in dealing with trade
unions in the late 1990s and 2000s
could well be applied to the recent situation
where unions have again adopted a militant,
confrontational approach.
In the late 1990s, employers and the trade unions
decided that a less confrontational, collaborative,
joint problem-solving approach, focusing on the
state of the industry and what was needed to
protect and grow the industry, was in everyone’s
best interest.
As a consequence, negotiation processes into the
2000s became more focused by concentrating on
the critical issues to achieve a settlement. These
interventions markedly improved industrial
relations in the industry. As