ELRC 202324 Annual Report

EDUCATION LABOUR RELATIONS COUNCIL | 2023/24 ANNUAL REPORT

L EDUCATION LABOUR RELATIONS COUNCI

In implementing the recommendation emanating from the Ministerial Virtual Seminar on Teacher Well-Being, the Council adopted the following as a way forward:

• Teacher well-being should be a standing item on the agenda of PELRC meetings.

2.3. Organisational Environment

2.3.1 Funding Model The income of the Council is generated through contributions by the Employer and deductions from educators per the Collective Agreement No. 3 of 2021. With effect from financial year 2023/24, the annual levy has been increased linked to inflation projection (CPI+0.7%). This has resulted in stable income that is linked to expenses which are impacted by inflation. 2.3.2 Human Capital The Council plans to be an employer of choice by ensuring that it attracts professional and credible employees. By doing this, the Council will inevitably attract and retain quality staff. Staff retention is realised by ensuring that remuneration and benefits are aligned with job profiles and that salaries are market-related. The Human Resources (HR) Department continues to strive to uplift staff morale by implementing a sound Employee Wellness Programme. 2.3.3 Information and Communication Technology The Council’s ICT strategy is poised to act as a catalyst for change and to effect streamlined processes. By adhering to ICT governance frameworks and embracing best ICT practices across all operations, the Council can elevate productivity. This approach enables the ELRC to concentrate its ICT resources on fulfilling Council requirements and attaining its objectives seamlessly. Central to ensuring seamless business operations is the imperative for infrastructure modernisation and widespread adoption of cloud-based technologies across the entire value chain. This shift, encompassing end-user connectivity, network hosting, and beyond, is a cornerstone for automation and digitisation efforts. The Council places utmost importance on ICT governance, seamlessly integrating it into its core operations. Progress towards ICT governance objectives is monitored through regular attendance at quarterly risk review meetings by the ICT Steering Committee and the Audit & Risk Committee. As custodians of organisational assets and data, ICT is pivotal in safeguarding these resources during the transition to a digital platform. Recognising the evolving landscape of technology, particularly with the proliferation of cloud and mobile computing, our focus lies in fortifying our information security capabilities. We aim to establish a resilient ICT environment capable of thwarting cyber threats effectively by ISO/IEC 27002 standards. In essence, our ICT strategy is not a roadmap but a dynamic framework designed to propel the Council towards operational excellence, resilience, and adaptability in an increasingly digitised world. As a way of ensuring compliance with HR policies, appropriate workshops are conducted as and when a need arises.

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