In 2025, UWC paired schoolgirls with women scientists through STEM MentHER, expanded practical support through free menstrual products, and created new spaces for staff inclusion. Scholarships, student networks, teaching and community partnerships complemented these activities. The account also explains the policy provisions supporting women’s participation and progression, with the dates of earlier programmes, later reports and policy changes kept explicit.

Gender equity as an institutional responsibility

UWC’s gender-equity work grew from challenges raised by women staff and students about unequal conditions on campus. The Gender Equity Unit was formally established in 1993. UWC’s 2025 International Women’s Day account recalls how this organising helped bring women’s rights into institutional debates about safety, promotion, study leave, research support and discriminatory practices. These earlier gains provide the background to the University’s continuing work on gender justice. [2]

In 2024, the Gender Equity Unit combined research, staff workshops, student training and public engagement. Topics included gender and sexuality, inclusive leadership, institutional transformation and a draft Gender Equity Policy. The policy was discussed in draft form. [3, printed pp. 21–22; PDF pp. 23–24]

A policy framework for dignity, safety and inclusion

Sexual Violence Policy (July 2018)

UWC’s Sexual Violence Policy, implemented on 1 July 2018, sets an institution-wide framework for preventing sexual offences, supporting survivors and holding perpetrators accountable. It applies to students, academic and professional support staff, visitors, invited guests, contractors and service providers. Its principles combine continuing education, timely and fair responses, confidentiality, survivor choice and access to support. The complete relevant provisions and original control information are reproduced below. [42]

The policy recognises that barriers to reporting and vulnerability to sexual offences can be shaped by gender identity, gender expression, sexual orientation and other intersecting aspects of identity. It commits UWC to reducing those barriers and supporting survivors whether or not they make a report through University or law-enforcement processes. These commitments concern sexual violence and its response. [42]

The policy also commits UWC to reasonable protective steps for complainants and others participating in its processes. It treats retaliation against a complainant as a continuing sexual offence, including gender-based violence. The safeguards sit alongside survivor choice, confidentiality and access to medical, counselling and other appropriate support. [42]

Support under section 8.3 includes advice, crisis counselling, help to access medical care and appropriate legal services. Protective measures can include a requested change of residence, changes to academic classes, academic relief, special leave for staff or leave of absence for students, where appropriate. The policy links these measures to mitigating the impact of the incident and of reporting it. [42]

Sexual Harassment and Assault in the Workplace

The workplace Sexual Harassment and Assault policy implemented on 1 January 2014 identifies sexual harassment as unfair discrimination and addresses harassment on grounds of sex, gender and sexual orientation. Its definition of victimisation includes denied promotion, heavier workloads, demotion and biased appraisal; its introduction protects employees against victimisation and retaliation for lodging grievances. It is retained here as the published policy relevant to the 2025 chronology. The later Anti-Harassment and Anti-Bullying Policy expressly repealed it from 25 June 2026. [44] [78]

Grievance Policy

A revised Grievance Policy took effect on 28 November 2025 and applies to all UWC employees. It protects employees who raise concerns against victimisation or retaliation and says that using the procedure should not harm employment status or career progression. Grievance records must be kept separately from staff files. Its limitations are material: disciplinary matters, collective bargaining and matters covered by other specific policies fall outside this procedure, while harassment and bullying complaints are directed to a separate policy. These provisions describe the staff framework for the closing part of 2025. [50]

UWC General Calendar 2025

The 2025 General Calendar locates the Gender Equity Unit within the University’s institutional support framework. It assigns the Unit responsibility for gender- and equity-related policies, alongside counselling, advocacy, referral and educational work on women’s rights, gender identity, sexual orientation and discrimination. This provides year-specific context for the policy framework and the campus support services. [55]

STEM MentHER: women mentors alongside future scientists

In 2025, UWC’s first STEM MentHER cohort paired ten female matriculants with women mentors to help them move from school into university science. Led by Dr Sibaliwe Maku Vyambwera, Dr Rechelle Jacobs and Dr Philomene Nsengiyumva, the programme connected learners with expertise in mathematics, computer science, environmental science, biosciences and other fields. Direct contact with women scientists gave the learners practical guidance and visible role models as they considered study and careers in STEM. [5]

A February 2026 retrospective confirms that the 2025 cohort completed the year-long programme. Regular one-to-one mentoring, workshops and career-development activities supported academic readiness, confidence and clearer career aspirations. The retrospective describes sustained delivery during 2025. [6]

The mentoring approach also has earlier foundations. An October 2024 UWC profile describes chemistry researcher Dr Natasha Ross supporting young women at school, undergraduate and postgraduate levels to pursue science. Her work provides a further example of women scientists acting as mentors and role models across stages of education. [41]

Scholarship support that explicitly welcomes young women

The Mastercard Foundation Scholars Program call for the 2025 academic year explicitly encouraged applications from young women facing social and economic barriers to higher education, alongside other eligible applicants. The full-time scholarships combined tuition support with university accommodation, a monthly stipend and meal allowance, learning materials, a laptop, medical cover and personalised support. The programme also required participation in academic, personal and professional development, including leadership, entrepreneurship and community-engaged learning. Academic admission and the published selection requirements still applied. [7]

UWC’s February 2025 account of the programme’s third cohort describes the continuation of its partnership with the Mastercard Foundation. The programme connects financial assistance with the wider support students need to complete their studies and prepare for work and community leadership. This is an access route that deliberately reaches young women; it is not described as an exclusively women-only scholarship. [8]

UWC’s May 2025 graduation report provides a further account of delivery. Seven Mastercard Foundation Scholars from the first cohort, selected in 2023, graduated in April 2025. The programme prioritises young women alongside refugees, forcibly displaced youth and people with disabilities, and combines tuition support with accommodation, learning materials, mentoring, counselling and leadership development. The seven graduates are the reported programme total, not a women-only count. [81]

Mentoring and practical skills for women entering technology

UWC’s 2022 Academic Reflective Report describes the Sanlam and Women in Tech “This is Me” programme for female Information Systems students. Coordinated within the Department of Information Systems, it combined mentoring and coaching with workplace preparation. Topics included confidence, networking, interviews, presentations, personal branding and entrepreneurship, drawing on a wider network of women in technology. A later academic portfolio explicitly lists coordination of the programme among Dr Fazlyn Petersen’s 2024 roles. [36, printed p. 144] [37]

Women in Technology UWC also advertised an online workshop series with the University of Missouri in October 2022, covering how the internet works and tools for web development. UWC’s Centre for Entrepreneurship and Innovation lists Women in Tech among its student societies, describing an inclusive network for women to develop digital and technology skills. Together, these examples show different routes through which women can build skills, professional connections and confidence. [28] [29]

Young women preparing for media careers

In March 2025, SANEF and UWC’s Chair in Media Inclusion and Diversity hosted the Young Women Leaders in News Media workshop in collaboration with SABC. Students from UWC, CPUT and Rosebank College attended and engaged with experienced media practitioners. UWC’s report announced one-to-one mentoring for senior media and journalism students as the next phase of the collaboration. [82]

SWEEP: a student-women community for economic participation

UWC joined the new 2025 chapters of the Student Women Economic Empowerment Programme, or SWEEP. EDHE’s chapter briefing of 15 April 2025 explicitly names UWC among the new university chapters, and its 2025 launch magazine reports the expansion. SWEEP is designed to connect student women with entrepreneurship skills, peer support and opportunities to build economic independence. UWC’s Centre for Entrepreneurship and Innovation lists its chapter alongside other student enterprise societies. [33, PDF slides  10,14–15] [34] [29]

This builds on earlier engagement between entrepreneurship and gender justice at UWC. At the Studentpreneurs Indaba hosted by the University in September 2023, EDHE’s SWEEP programme convened a discussion about whether economic empowerment can help address gender-based violence. The partner’s account describes a conversation spanning economic opportunity, mental health and social relationships. It places women’s enterprise within a wider concern for safety and autonomy. [38]

Free menstrual products as practical support for participation

In August 2025, UWC launched Students on the Go with the MENstruation Foundation and the Clicks Helping Hand Trust. The initiative provided free sanitary pads through token-operated dispensers. UWC’s launch report confirmed that dispensers were operating at the main campus, the Dentistry campus and the Faculty of Community and Health Sciences in the Bellville CBD. The programme addresses a material cost that can interfere with students’ comfort, dignity and participation in university life. [9]

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The Students on the Go initiative at UWC, launched in August 2025. Credit: Dollie House. Image source.

The Rector’s December 2025 message again reported monthly access to free sanitary pads. The partnership brings a practical student service together with wider efforts to reduce the stigma attached to menstruation. Its value lies in making essential products available where students study. [10]

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UWC and partner representatives at the August 2025 launch. Credit: UWC Institutional Advancement. Image source.

Campus Kids: a longer history of supporting families

Campus Kids forms part of UWC’s history of support for families. A February 2019 University report describes it as an early-childhood centre providing a developmental learning programme. UWC announced its reopening on campus on 1 September 2022 after the pandemic disruption, with day care for children aged two to five. Its campus-vendor directory, consulted in October 2026, lists the day-care centre in the Senate building. These records describe the facility’s history and public listing. [16] [12] [14]

A dedicated space for breastfeeding and expressing milk

In February 2019, UWC’s School of Public Health opened a breastfeeding room for staff, students and visitors. The room included seating, a refrigerator for storing expressed milk and information resources. The initiative responded to the difficulty of finding a suitable private space when combining breastfeeding with work or study. It also connected the School’s public-health advocacy with practical support within its own workplace. [16]

Prevention, first response and safer conversations

UWC’s 2024 Annual Report records gender-equity and student-support activity that included trauma-informed dialogue, first-responder training and listening circles in residences. These approaches bring attention to how students experience safety and how staff and student leaders can respond when someone seeks help. The report also records work toward a Victim Empowerment Room; that proposed facility is distinct from the activities already delivered during the year. [40, printed p. 15 / PDF p. 17]

Learning from student and staff accounts of gender-based violence

The Centre for Student Support Services’ Gender Equity and Empowerment Project combined prevention activities with research into how gender justice is experienced on campus. Its January 2024 report, Walking the Talk, drew on 2022–2023 interviews, programme observations, policy review and student-led digital storytelling. The programme included first-responder training, student-leadership and peer-support training, awareness campaigns, gender dialogues and masculinity forums. Its remit connected violence prevention with gender diversity, empowerment and men’s roles in change. [17, PDF pp. 3–5,8–10]

The research also made implementation problems visible. Participants recognised strengths in UWC’s policy framework while calling for better communication, more trustworthy reporting processes and stronger coordination. The report proposed a more coherent university-wide response. These findings and proposals form part of a learning and accountability process. The companion digital-storytelling report, published in February 2024, used student-generated voice notes to explore safety, gender norms and responses to violence. [17, PDF pp. 4–5] [18]

An earlier report, Collaborating for Change, brought together student and staff perspectives on institutional strengths, weaknesses and opportunities. Its cover is dated February 2023, although it was deposited in the repository as a 2024 resource. Read together, the reports provide a public record of participatory research intended to inform better practice. [27]

Student peer educators widening health and violence-prevention conversations

By December 2025, UWC’s Health Promotion and Wellness Unit described a peer-education programme that had expanded beyond HIV awareness to include gender-based violence and mental wellbeing. Trained student volunteers shared accessible information with their peers, including on sexual health and avoiding sexual violence. The University’s account shows how the programme develops communication, confidence and a sense of service while creating channels through which students can discuss difficult issues. [19]

The 2025–2026 recruitment call invited eligible senior and postgraduate students to volunteer for a year. It explicitly included sexual and reproductive health and rights, mental health and gender-based violence among its priorities, and identified an opportunity for selected peer educators to enrol in Higher Health’s Civic Education and Soft Skills programme. This connects campus awareness work with structured development for the students delivering it. [32]

Making violence-prevention and support more accessible to Deaf women

Research by UWC’s Department of Social Work and Gender Equity Unit examines how Deaf women encounter gender-based violence and the services intended to support them. Ronel Davids and Maria van Staden’s 2024 article, Hear our voices, reports difficulties with terminology, communication and access to support. It recommends specialised preparation for service providers, including Deaf culture and South African Sign Language, so that responses are accessible and appropriate. [39]

The 2024/2025 Research and Innovation Report records submission of a policy brief to the City of Cape Town seeking more accessible trauma, health and justice services for Deaf survivors. It addressed hospitals, Thuthuzela Care Centres and police services. [3, printed p. 21 / PDF p. 23]

Loud Enuf and Queer Dubs: spaces for support and visibility

The Gender Equity Unit’s Loud Enuf programme provides a space for LGBTIQ student support and advocacy. In May 2025, the programme participated in Khumbulani Pride in Strand. UWC’s account identifies cooperation with community organisations including Free Gender, Triangle Project, Inclusive and Affirming Ministries, the Desmond and Leah Tutu Foundation and the Forum for the Empowerment of Women. These relationships connect campus inclusion with wider community work. [1] [21]

UWC launched Queer Dubs on 24 October 2025 following staff-led organising earlier in the year. The forum brought LGBTIQA+ staff and allies together around visibility, belonging and institutional inclusion. The 2025 Annual Report places the launch within the University’s gender-equity and inclusion work, following the voluntary staff forum established through the Gender Equity Unit and Human Resources. [22] [4, printed p. 17 / PDF p. 19]

Creative education and community mentoring

The Gender Equity Unit’s published programme descriptions include Edu-Drama, an interactive theatre initiative using performance to engage with violence against women, and a mentoring programme linking student volunteers with learners in communities around UWC. The latter combines social and academic guidance with opportunities to develop trusted relationships. Imbewu, the Unit’s student-run publication, provides another route for students to reflect critically on their experiences. [1]

The Unit’s food-support history also connects gender work with everyday material needs. A historical University account describes donations of non-perishable food, toiletries and sanitary products, with some theatre audiences contributing essentials in place of an admission payment. This illustrates an approach in which cultural activity, dignity and practical support reinforce one another. [24]

Learning across institutions and from girls’ lived experiences

The Gender Equity Unit’s comparative partnership with the University of Missouri began in 2023. Following ethics approval by both universities, implementation began in July 2024, when Missouri researchers engaged UWC leaders, staff and students on equity and inclusion. A manuscript was submitted in December 2024. [3, printed pp. 22–23 / PDF pp. 24–25]

The DAAD-funded IWAAC-10 partnership linked universities in Germany, India, Malaysia and South Africa to develop a research-based social-work curriculum on inequality and the SDGs. UWC explored girls’ educational access, gender norms and empowerment in rural and farming communities, presenting findings at Research Week 2024. [3, printed p. 23 / PDF p. 25]

Business learning supporting a woman-led rural enterprise

In March 2025, UWC reported the experience of Sheleen Cloete, an entrepreneur from Springbok who completed the Centre for Entrepreneurship and Innovation’s Sanlam Fellows Programme. She credited its business coaching and marketing learning with helping her prepare a successful funding application to the National Empowerment Fund. The article describes the financing as a repayable loan supporting her hospitality and commercial-property plans. UWC’s role was the training and coaching that helped her pursue that opportunity. [35]

Women scientists connecting communities with STEM opportunities

AmaQawe ngeMfundo, led by UWC scientist Professor Fanelwa Ngece-Ajayi, works with learners from under-resourced schools to bridge the transition into university science. UWC’s 2025 account identifies its work with Luhlaza and Joe Slovo high schools in Khayelitsha. Its recognition in the NGO category of the 2025 NSTF-South32 Awards highlights women-led community engagement that connects scientific expertise with wider educational opportunity. The University’s Research and Innovation Report describes the programme’s hands-on STEM learning, mentorship, localised instruction and career exposure. [23] [3, printed p. 78 / PDF p. 80]

Opening a space for girls in community sport

She-Bobo at UWC was launched in October 2022 to create football opportunities for girls under eight and under ten, an age group with few dedicated competitive pathways. The University worked with community clubs and partners to provide the launch event’s playing equipment, coaching preparation, transport, meals and match support. The initiative linked participation in sport with a longer-term vision of girls’ development and education. It offers an earlier example of UWC using its facilities and partnerships to widen opportunities for girls. [25]

Institutional information for monitoring participation and student success

UWC’s annual reporting describes institutional systems that follow the student journey from applications through registration to graduation. The 2024 report records the development of Power BI dashboards, and the 2025 report describes near-real-time tracking across these stages. Its 2025 enrolment profile is disaggregated by race and gender to inform monitoring of equity, participation and student success. These systems provide an information foundation for monitoring participation and student success. [40, printed p. 19 / PDF p. 21] [4, printed pp. 18,27 / PDF pp. 20,29]

Keeping routes to support visible

UWC’s 2025 General Calendar identifies the Gender Equity Unit as a route to counselling, support, advocacy and referral for people affected by rape, sexual harassment, and gender or racial discrimination. The Sexual Violence Policy also provides for advice, crisis counselling, medical-care access and appropriate legal services. Together, these published routes make clear where institutional support sits, while the policy retains survivor choice and confidentiality. [55, printed p. 24 / PDF p. 26] [42, section 8.3]

Women’s academic careers, recruitment and equitable reward

Five Year Employment Equity Plan: 1 October 2020 to 30 September 2025

The Five Year Employment Equity Plan approved in November 2020 covered 1 October 2020 to 30 September 2025. It combined equal opportunity and non-discrimination with measures addressing historical disadvantage in employment, including measures for women as a designated group. Its scope is staff recruitment and progression. UWC’s 2025 Annual Report records Council approval of a successor Employment Equity Plan 2025–2030 in November 2025; the earlier plan’s provisions are presented with their original period, without assuming that every programme or target carried forward unchanged. [43] [4, printed 18]

The plan sets out interconnected routes for academic development. The University Staff Doctoral Programme focuses on young, female and Black South African staff, while the Academic Doctoral Advancement Programme Towards Transformation specifies a focus on Black South African women. A Community of Practice for Black Female Academics supports mid-career development. The plan also identifies targeted appointments, accelerated promotions, talent stewardship, nGAP and the Future Professors Programme as routes through which equity and progression can be pursued. [43]

The 2020–2025 plan linked recruitment and selection panels to faculty and divisional equity goals and described skills development for current roles and promotion. Leadership development and talent stewardship were intended to strengthen representation at senior levels. These are the plan’s commitments and programme designs; its projected appointments and participation targets are distinct from achieved outcomes in 2025. [43]

Research Policy, Section 5: Research Capacity Development

The Research Capacity Development policy prioritises research competence among previously disadvantaged staff and women. It combines doctoral-study support, tuition rebates under the relevant HR rules, research-active teams, partnerships and capacity-development funding. For staff with recent doctorates, it provides for mentorship, grant-writing and supervision development, dissemination of findings and a monitored five-year developmental trajectory. This is a framework for staff progression. [51]

Staff Appointments Policy

The Staff Appointments Policy took effect on 27 June 2025. It requires fair, consistent treatment of applicants, transparent vacancies and appointments aligned with the relevant People Plan and employment-equity targets. Its talent-stewardship provisions identify targeted appointments, accelerated promotions, nGAP, Future Professors appointments and developmental roles. The policy covers permanent and contract staff and applicants, with exclusions including Work Study appointments, external service providers and independent contractors. Its repeal of the 2015 Fixed-term Contract Guidelines also changes the documentary context of the older support-staff leave policy. [49]

UWC Reward Foundation

UWC’s published Reward Foundation excludes gender from the determinants of guaranteed pay and commits to equitable pay practices across gender and population groups, correction of remuneration disparities and regular equal-pay audits. The 2025 Annual Report separately records a comprehensive remuneration review, with its report expected in 2026. The policy commitments and the 2025 review process are presented here in their respective timeframes. [48] [4, printed 18]

Parenthood, caring and participation at work

Reading the leave provisions across 2025

The published 2018 institutional wording is reproduced as historical policy text. On 3 October 2025, the Constitutional Court in Van Wyk and the connected Commission for Gender Equality case declared statutory maternity and parental-leave provisions unconstitutional. It suspended the declarations for 36 months and prescribed interim BCEA wording pending remedial legislation. The order distinguishes single or sole-employed parents from households with two employed parents and includes protections linked to birth and recovery. It did not make an equivalent interim change to UIF benefits. The extracts below therefore cannot be read as a complete statement of legal entitlements after that judgment, or as proof that UWC revised its paid-benefit arrangements during 2025. [80, order §§4–5; judgment pp. 35–36]

Academic Leave Policy

The published December 2018 Academic Leave Policy provides maternity, adoption, parenting-partner and commissioning-parent leave. Its maternity provision covers full-time permanent and contract employees, with full-pay eligibility subject to twelve months’ service and the stated salary conditions. It protects return to the same position and continuity of service, provides time for ante- and post-natal care, and prohibits dismissal or retrenchment during maternity leave. Its parenting-partner provision specifies up to ten consecutive working days on full pay, on application and within thirty calendar days of birth or adoption. These are the terms of the cited 2018 text; the late-2025 legal change is explained above. [45]

Administrative and Support Leave Policy

The published Administrative and Support Leave Policy contains a separate parental-leave framework. Its maternity provision covers full-time permanent employees, subject to twelve months’ continuous service for full pay, with payment options that combine UWC and UIF arrangements. It protects return to the same post and continuity of service and provides time for ante- and post-natal care. The cited text also provides parenting-partner leave. Its footnote directs contract staff to the Fixed-term Contract Guidelines, which the Staff Appointments Policy repealed from 27 June 2025; that cross-reference cannot establish the complete later entitlement. The childcare clause is a commitment qualified by financial feasibility. [46] [49, cover and §12.4]

Academic Leave Policy for Faculty of Dentistry and WHO Oral Health Collaborating Centre

Dentistry’s published leave policy recognises the faculty’s academic and provincial clinical responsibilities. The cited 2018 text provides four months of paid maternity leave for qualifying full-time permanent or contract staff, with twelve months’ service required for full pay. It also sets out parenting-partner, adoption and commissioning-parent leave. Its childcare clause expresses a commitment qualified by financial feasibility. These faculty-specific terms are kept separate from the policies for other UWC employees and from the late-2025 legal change. [47]

Flexi-time and Flexi-place Policy

Flexible working arrangements offer another form of workplace support for eligible professional, administrative and support staff. The policy in effect from January 2020 allows approved adjustments to working times and locations so staff can manage work and personal commitments. Eligibility, management approval and operational requirements qualify the provision; academic staff and several other categories fall outside the ordinary scope. [53]

Children on campus and parental supervision

Policy with respect to Children on Campus

The Children on Campus Policy addresses exceptional situations in which an employee needs to bring a child to work. It requires prior authorisation, entry recording and ongoing parental supervision. The policy governs these exceptional supervised visits. [52]

Supporting women in research and professional leadership

Women in Science Advancement Programme

The Faculty of Natural Sciences developed the Women in Science Advancement Programme, WISAP, to help early-career women scholars build research and career-development skills. Its 2024 workshop addressed research purpose and values, presentation and communication, and community-engagement skills. WISAP built on the 2023 Women Advancement Forum International Exchanges, Research and Academia programme, delivered through African Gong, AIMS South Africa and UWC. This provides a documented example of targeted capacity building for women in the sciences. [57]

A continued place for women scientists in the 2025 programme

UWC’s August 2025 calendar advertised a further WISAP event for 29 August. The Rector’s Women’s Month message described it as an opportunity for leading women researchers to inspire and mentor emerging scientists. The same calendar advertised an 8 August Biodiversity and Conservation Biology panel for third-year and postgraduate students about women’s experiences and achievements in science. These announcements show the opportunities UWC promoted during Women’s Month. [11] [58]

Women in Research at Research Week 2025

Research Week took place from 8 to 10 September 2025. A dedicated Women in Research keynote by Professor Liezel Ennion formed part of its programme, alongside Professor Priscilla Baker’s opening scientific presentation and Professor Marieta du Plessis’s address on academic leadership development. Bringing these contributions into a university-wide research event gave students and colleagues opportunities to engage with women’s research expertise and leadership. [61]

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UWC Research Week, 8–10 September 2025. Credit: Photographer not stated on source page; source institution UWC. Image source.

Professional networks through HERS SA

On 25 August 2025, Technology Transfer Office Director Dr Ana Casanueva presented at the HERS-SA Conference, sharing her experience in innovation and entrepreneurship. This contribution connected UWC’s technology-transfer leadership with a national forum for women in higher education. In 2024, Professor Priscilla Baker received the HERS-SA Women in STEM award, while Dr Rekha Rambharose was recognised among the top five in the Emerging Young Women Leaders in Support Services category. Their recognition made women’s leadership in science and alternative educational access more visible. [59] [60]

Scientific role models and mentoring

Professor Priscilla Baker was named the 2025 L’Oréal-UNESCO For Women in Science laureate for Africa and the Arab States. UWC’s account connects her scientific work with her commitment to mentoring and encouraging learners to consider science careers. Her experience also draws attention to the career barriers created by gender stereotypes and caregiving responsibilities. [62]

Women in professional and student leadership

The Faculty of Law publicly lists Women in Law UWC and its 2025/2026 executive. In sport, Stellenbosch University’s 2025 Maties Sport Annual Report records contributions by UWC Director of Sport Elmien Cloete and UWC footballer Koketso Nelly Mamobolo to a Women’s Day event and webinar on Life Beyond the Podium. Hosted by the South African Centre for Olympic Studies and Social Impact, the event brought together university sport administrators, academics and high-performance student-athletes. This gives a documented example of UWC women contributing to a wider discussion about life after sport. [70] [83, printed p. 21 / PDF p. 22]

An all women cohort in the Accelerated Excellence Programme

UWC celebrated the completion of its first all-women Accelerated Excellence Programme cohort in October 2024. The programme selects high-performing second-year students on the basis of first-year academic achievement, with faculty equity considered and selection approved by deans. Monthly lunchtime meetings and four residential modules help participants develop skills for work and further personal development. The 2024 cohort also documented their learning through creative reflections. This was an all-women cohort within a broader student-development programme. [72]

Teaching and public scholarship on gender justice

Thirty years of Women’s and Gender Studies

UWC’s Women’s and Gender Studies programme began in 1995, building on feminist and anti-apartheid activism. Undergraduate teaching and doctoral study followed in 2000, and the programme became a department in 2009. Its thirtieth anniversary in 2025 marked an established platform for undergraduate and postgraduate education, interdisciplinary research and collaboration. Its teaching develops knowledge relevant to people working in gender transformation and sexual rights, and to students preparing to enter those fields. [63]

Research training linked to feminist and community knowledge

The department’s research profile describes Mellon-supported work in Critical Food Studies and New Imaginaries for gender and sexual justice. The projects connect postgraduate scholarship with artists, activists, civil-society organisations and researchers across institutions. Critical Food Studies examines cultural and political relationships to food, including access and control. New Imaginaries, which began in 2018, combines critical scholarship with experimental feminist teaching, art and activism. These projects form part of UWC’s wider history of research on structural inequality and the production of knowledge. [64]

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Critical Food Studies students with project lead Professor Desiree Lewis. Context photograph; photograph date not established. Credit: Photographer not stated on source page; source institution UWC. Image source.

Reconsidering institutional rules and gendered power

The Research Chair in Gender, Transformation and World-making examines the conditions shaping gendered lives and the possibilities for social change. In July 2025, UWC advertised a seminar with Utrecht University’s Professor Linda Senden for 7 August. The announcement described a focus on how law, policy and institutional processes could respond more effectively to structural discrimination and gender stereotypes. It was linked to the Horizon Europe RE-WIRING project, running from 2023 to 2026. [65] [67]

Gender justice through art and public engagement

The RE-WIRING partnership announced the exhibition And I, a Newly Evolved Fish at UWC’s Centre for Humanities Research in Woodstock, scheduled from 8 August to 20 October 2025. Its Southern African artworks explored connections between water, gender, race and colonial histories. The opening programme included a seminar and a public RSVP invitation. Timed to the Women’s and Gender Studies anniversary, the planned exhibition used creative work to broaden engagement with gendered representation and environmental justice. [66]

Partnerships addressing gender inequality in health systems

Imarisha and gendered workplace violence

The Imarisha consortium runs from 1 March 2025 to 28 February 2030 and is led by UWC’s School of Public Health with the United Nations University International Institute for Global Health. Partners in Burkina Faso, South Africa and Tanzania are investigating violence experienced by primary healthcare workers and its gendered dimensions. The programme plans to map employment policies, document workers’ experiences, co-design responses with health workers and communities, and assess how those responses can support lasting change. Its published safeguarding statement includes protection against sexual exploitation, harassment, bullying and other forms of violence during project activities. [68]

Sharing gender transformative practice across Africa

UWC’s School of Public Health hosted the GT4Africa cohort’s first in-person writing workshop from 9 to 13 September 2024. The collective brought together work across six projects, seven countries and thirteen institutions. Participants examined how gender-transformative approaches were designed, put into practice and assessed, while developing publications and discussing how to sustain the collaboration. The workshop connected academic writing with programme experience, including work with men, community health workers and peer mobilisers. [69]

Women’s rights in livelihoods and public policy

Women’s land rights in professional education

PLAAS’s accredited Political Economy of Land Governance in Africa short course included women’s land rights among its 2025 themes. Developed with the African Land Policy Centre, the course was offered online for 31 March to 4 April, bringing gender questions into professional learning on land administration, natural resources and policy. Funding through GIZ and UNECA’s NELGA partnership meant selected participants paid no course fee, although they needed reliable internet access. The programme links gender justice to practical decisions about tenure and land governance. [73]

Listening to women working in public spaces

In July 2024, the Dullah Omar Institute worked with the Commonwealth Human Rights Initiative Africa Office and the Kenyan Section of the International Commission of Jurists on workshops in South Africa, Ghana and Kenya. The project examined the experiences of women earning livelihoods in public spaces and how local law and policy could respond. Its public findings addressed access to basic facilities, consultation, social protection and harmful enforcement practices. A November webinar invited discussion with researchers and representatives of women who had participated in the workshops; the South African findings were also shared in an accessible factsheet. [74] [75]

External scrutiny and staff development

Independent recognition alongside areas requiring action

The Commission for Gender Equality’s 2023/2024 review recognised UWC’s representation of women in leadership and recommended that other institutions learn from its approach. It also identified policy shortcomings, including misalignment of the sexual-harassment policy with the 2022 Code of Good Practice, and recorded planned reviews. Recognition and unresolved weaknesses therefore form part of the same accountability record. The 2025 and 2026 policy changes described here are dated separately. [77, printed 54–56, 59–60]

Staff development and support for Black female academics

The Commission’s report identifies a Community of Practice for Black female academics, doctoral advancement, Developing the Scholar, LEAD and the Future Professors Programme in UWC’s staff-development environment. A later 2025 Annual Report records the launch of Pathways to Associate Professor, offering senior lecturers mentoring, structured coaching and cross-faculty peer learning. The new programme supports senior lecturers across faculties. [77, printed 58] [4, printed 17]

A new employment-equity planning cycle

The Employment Equity Plan 2025–2030 was developed through consultation that included an Employment Equity Barrier Survey and was approved by Council in November 2025. The 2025 Annual Report describes a framework addressing representation, workplace barriers and institutional conditions for inclusion. That approval established the new planning cycle. [4, printed 18]

Policy provisions and reporting year context

The following selected policy sections are reproduced in full with their scope, conditions and control information. These are extracts from the linked originals. Dates distinguish the framework relevant to 2025 from later policy changes.

Sexual Violence Policy

Published implementation: 1 July 2018. The June 2026 workplace-policy repeal names the 2013 workplace policy rather than this institution-wide Sexual Violence Policy.

Original source [42] Sexual Violence Policy

Original control information

INSERT IMAGE: uwc-crest-policy-42-original.jpeg	UNIVERSITY OF THE WESTERN CAPE
	SEXUAL VIOLENCE POLICY	Reference Number	C2018/4
		Implementation Date	1 July 2018
		Revision / Amendment Number	First Revision of previous policy approved by Council C1995/6 (June 1995)
		Revision / Amendment Date	28 June 2018

Relevant definition

Source [42] · PDF pages 4–8; complete numbered definition

12. MEMBER OF THE UNIVERSITY COMMUNITY includes all registered students including post-doctoral fellows and all staff including contractors and members of Council and Convocation as well as visitors on all UWC campuses.

Relevant definition

Source [42] · PDF pages 4–8; complete numbered definition

15. REPORTING is the sharing of information by an individual with a designated Member of the University Community regarding an Incident of sexual violence experienced by that individual, with the intention of initiating a formal process outlined in this Policy.

Relevant definition

Source [42] · PDF pages 4–8; complete numbered definition

17. SEXUAL HARASSMENT includes but is not limited to:

i. Unwelcome sexual attention from a person who knows or ought reasonably to know that such attention is unwelcome;

ii. Unwelcome explicit or implicit behaviour, suggestions, messages or remarks of a sexual nature that have the effect of offending, intimidating or humiliating the complainant or a related person in circumstances which a reasonable person having regards to all circumstances would have anticipated that the complainant or related person would be offended, humiliated or intimidated.

iii. Implied or expressed promise of reward for complying with a request or suggestion for a sexually oriented request; or including, where a person who is in a position of authority rewards attempts to reward or offers to reward inappropriate favours or incentives to those who respond to his/her sexual advances,

iv. Implied or expressed threat of reprisal or actual reprisal for refusal to comply with a request or suggestion for a sexually oriented request;

v. Verbal forms of sexual harassment including unwelcomed innuendoes, suggestions and hints, sexual advances, comments with sexual overtones, sex-related jokes or insults or unwelcomed graphic comments about a person's body made in their presence or directed toward them, unwelcomed and inappropriate enquiries about a person's sex life, whistling of a sexual nature and the sending by electronic means, or otherwise, of sexually explicit texts or pictures.

vi. Non-verbal forms of sexual harassment include unwelcomed gestures, indecent exposure, and the display or sending by electronic means, or otherwise, of sexually explicit pictures and objects

vii. Engaging in verbal, electronic or any other forms of communication aimed at sexually harassing the target,

viii. Sending, delivering or causing the delivery of letters, telegrams, packages, facsimiles, electronic mail or the use of social media or any other object/s of a sexually offensive nature or leaving them where they will be found, given to or brought to the attention of the targeted person/persons. For the sake of clarity, the conduct listed above may amount to sexual harassment, irrespective if it is a once-off incident, behaviour or persistent.

Relevant definition

Source [42] · PDF pages 4–8; complete numbered definition

23. STUDENT any registered UWC student as per the provision of the UWC Statute.

Commitments and scope

Source [42] · PDF pages 8–10; sections 4–6

4. UWC’S COMMITMENT AND STATEMENT OF PRINCIPLES

4.1 The University recognizes the extent and the seriousness of sexual offences and particularly violence, as well as its effects upon the education system. The University acknowledges its responsibility to play a significant role in preventing sexual offences, supporting complainants/survivors, and holding perpetrators accountable. Therefore, the University is committed to providing and maintaining an environment in which sexual violence is totally unacceptable and is not tolerated.

4.2 The University recognizes that anyone can experience sexual offences. An intersectional approach to sexual offences recognizes that individuals may encounter increased vulnerabilities based on their identity or perceived identity including such factors as race,

economic status, gender identity, gender expression, sexual orientation, language, age, ethnicity, culture, ability, faith and/or citizenship status. Complainants/survivors can also experience many barriers to disclosing, reporting, and/or seeking support; barriers can differ based on the lived experience of the complainant/survivor. Guided by the principles of substantive equality, the University strives to reduce these barriers.

4.3 The University recognizes that Sexual Offence is rooted in power imbalances and is underreported because of a range of reasons, which include stigmatization, fear of being labelled, the risk of further trauma and difficulties associated with investigating and imposing sanctions for Sexual Offence. The University commits to support survivors based on their personal experiences, whether or not a criminal offence has been proven, and whether or not the complainant/survivor chooses to make a report through University or external law enforcement processes.

4.4 The University recognizes its institutional responsibility to provide survivor focused support services to individuals affected by sexual offence regardless of where or when such incidents occur and will, to the extent possible, ensure complainants/survivors can self-determine the support and services they wish to access and whether they wish to contact police.

4.5 The University recognizes that confidentiality is key to create an environment and culture where complainants/survivors feel safe to disclose and seek support. The confidentiality of all persons involved in a report of sexual violence will be strictly observed.

4.6 The University is committed to providing on-going training, education, and awareness raising aimed at changing attitudes and behaviours that perpetuate sexual offences.

4.7 The University recognizes the extreme impact that rape culture has on society and will work collaboratively with its community to develop educational programs around this serious systemic issue.

4.8 Reports of sexual offences will be dealt with through the University complaints’ procedures and any person who is found to have committed sexual offences shall be held accountable and subject to sanctions, discipline which may include expulsion and/or termination of employment, where appropriate.

4.9 All University staff in any way associated with the implementation of this policy are required to ensure timeliness of response to reduce the time required to access support services, as well as to ensure the timely resolution of complaints.

4.10 The University is committed to ensuring that its processes for addressing sexual offences are intended to promote fair, just and timely resolution for those filing complaints and for those against whom complaints are made. Both parties will be provided with information explaining the process.

4.11 The University is required to act in line with the prescripts of the policy and the criminal procedure requirements, where allegations of sexual violence or sexual offences have been referred to it.

5. POLICY SCOPE

This policy applies to students and staff (both academic and professional support staff¹), visitors, invited guests, contractors, service providers, ie. all members of the university community.

1 Staff processes are defined in the “Policy on Sexual Harassment and Assault in the Workplace” which was approved at Council on 1 January 2014

The formulation of this policy is informed by international treaties, South African law and the policy frameworks which place an onus on universities to address sexual offences and take meaningful actions to address them. These comprehensive policy frameworks locate universities’ responses to sexual offences at the nexus of criminal, civil and labour law. A list of policies and statutes are found in Addendum 1. The policy must also be read with the Student Disciplinary Rules of the University of the Western Cape as well as the HR Policy on Sexual Harassment and Assault in the Workplace, 2014

6. POLICY PURPOSE AND ITS APPLICABILITY

6.1 This policy affirms the University of the Western Cape’s ongoing commitment to promote a conducive learning and living environment by intensifying efforts towards prevention of any acts of sexual offence and violence on any member of the campus community in line with the institution’s zero tolerance approach. The University acknowledges that deeply held social attitudes contribute to the perpetuation of sexual offences and will address it through holistic coordinated interventions to minimise the extent and the impact of sexual offences on campus.

6.2 The policy outlines procedures for reporting, investigation and resolutions of complaints; specialised support and services available to those affected by sexual offences; the processes in place to address reports of sexual offences; education and information strategies to address and prevent sexual offences and affirms the University’s commitment to procedural fairness.

6.3 The University is committed to the effective implementation of the policy and programmes through attention to budgeting; monitoring and evaluation; and the creation of a system of accountability.

6.4 The policy furthermore seeks to align the university’s response through coordination amongst stakeholder roles and services so that it speaks to the needs of the survivor/complainant and is cognisant of the rights of all affected when a report has been received.

Support

Source [42] · PDF pages 14–15; complete section 8.3

8.3 SUPPORT

8.3.1 The Campus Protection Services Unit, the Gender Equity Office, the Centre for Student Support Services, and the Department of Residential Services through the ResLife Office, all have staff who are equipped to provide support and advice, specifically to students, when attempts or acts of sexual violence or sexual offences have taken place.

8.3.2 Support to the complainants/survivors will include access to:

• ▪ Advice and assistance;

• ▪ Supportive measures, including crisis counselling; assistance with access to SAPS where requested; assistance in access to emergency medical care; and, if relevant, legal advice and other services;

• ▪ Protective measures to mitigate the impact of the attack or the reporting thereof upon the complainant. These may include change of student residence, where requested; change of academic classes and academic relief, where appropriate; and/or special leave (staff) or leave of absence (students), where appropriate.

• ▪ Measures to protect the complainant from the alleged perpetrator when not arrested or on bail including removal of the alleged perpetrator from campus, letter of restraint, or (depending on the circumstances) protection orders in terms of the Domestic Violence Act or Protection from Harassment Act or other civil procedures.

8.3.4 In a case where the complainant has sustained severe injuries due to sexual violence and the complainant is rendered unconscious or incapacitated, the decision to contact next of kin lies within the discretion of the attending medical practitioner.

Disclosure and protection

Source [42] · PDF page 16; complete section 8.5

8.5 DISCLOSURE

8.5.1 The University recognizes that an individual who has experienced some form of Sexual Offence may wish for a quiet period to process and reflect before making the decision to or not to make a Disclosure or a Report of the incident.

8.5.2 Notwithstanding these considerations, complainants/survivors of Sexual Offences are encouraged to make a Disclosure and/or Report as soon as they are able to do so.

8.5.3 A Disclosure can be made in confidence to any Member of the University Community. A Member of the University Community who receives a Disclosure is encouraged to inform the Complainant about this Policy and to direct them to the GEU, the CPS or any of the qualifying first responder offices.

8.5.4 On a national level, it is important to note that privacy of information is protected by the Protection of Personal Information Act ( POPI Act) and as such, the institution is not allowed to release any details of the alleged perpetrator, the complainant/survivor or details about the case to the broader campus community, any social media platform, other persons, or media organisations. However, when the University is made aware of a Sexual Offence incident or incidents that pose a risk to the health, security and safety of Members of the University Community, the University will provide generic communication that affirms its commitment to address the threat to their safety.

8.5.5 It is important to note that where a Complainant chooses not to proceed with the investigation or instructs the University not to act on their Disclosure or Report anymore, the Complainant has a right to choose not to participate in such an investigation anymore but is still entitled to receive the University support and professional services outlined in this Policy.

8.5.6 In instances where an allegation of a Sexual Offence is reported or disclosed anonymously, the University has to look into a number of factors, including the information available to substantiate the allegation and to permit a fair process.

8.5.7 RIGHTS OF THE SURVIVOR/COMPLAINANT

The survivor has the right to choose to lay charges or not, to request confidentiality, and to obtain representation, medical-legal advice and to access appropriate support interventions including being removed from a campus location where they do not feel safe.

8.5.8 RIGHTS OF THE ALLEGED PERPETRATOR

The alleged perpetrator has the right to legal representation and appropriate support, including being removed from campus for their own safety.

The University will take reasonable steps to protect Complainants, alleged perpetrators and others who participate in a University process addressing the allegations of Sexual offences from any threats or form of retaliation. Threats of or acts of retaliation against the Complainant directly or at the instance of the alleged perpetrator will be treated as continued Sexual offence, including Gender Based Violence offences.

EMBED POLICY: uwc-sexual-violence-policy-complete.pdf

Open/download Sexual Violence Policy (complete PDF).

Sexual Harassment and Assault in the Workplace

Published implementation: 1 January 2014. The Anti-Harassment and Anti-Bullying Policy expressly repealed this policy from 25 June 2026. Its later provisions are not applied retrospectively. The source retains dated legal references; the 2023/2024 CGE review identified shortcomings.

Original source [44] Sexual Harassment and Assault in the Workplace

Original cover metadata

UNIVERSITY OF WESTERN CAPE (UWC)
POLICY: Sexual Harassment and Assault in the Workplace
DATE OF AMENDMENT: C2013/05
(Implementation Date: 1 January 2014)
Recommended by: SA2013/7
Approved R95/6

No separate control table appears on the original cover.

Scope and definitions

Source [44] · PDF pages 3–4; complete sections 1–2

1. Preamble:

UWC's Mission Statement commits the university to the pursuit of a distinctive academic role in South Africa which, through critical and creative ways, seeks to build an equitable and dynamic society. The mission further emphasises that UWC will strive, among other things, to promote gender equality. It recognises that the promotion of gender equality is important to addressing past inequalities that continue to shape our society, and to enhancing UWC's capacity to take forward its envisaged role. UWC is also cognisant of the fact that this commitment may be substantially challenged by discriminatory practices in the academy which undermine the personal dignity and freedom of any staff member or student and which perpetuate the forms of discrimination and abuse which South Africa's Constitution and other relevant laws seeks to eradicate. As an academic institution UWC is constantly striving to be "a place of quality, a place to grow" where employees and students alike have the opportunity to work, learn and live in an enabling and supportive environment, free from any form of harnssment, intimidation or prejudice. For these reasons UWC exercises zero tolerance towards any form of sexual harassment and sexual related abuse and will pursue all means necessary to eradicate such practices from the workplace.

This policy is applicable to all employees of the UWC including, but not limited to the following: employers/management notwithstanding of being permanent, contract, visiting or exchange academic and administrative and support staff and students including external members of university committees, employees and contractors to the university irrespective of "race, gender, sex, pregnancy, marital status, ethnic or social origin, colour, sexual orientation, age, disability, religion, conscience, belief.· culture, language and birth."¹ The University takes into account the particular nature of the academy and stakeholders involved in the academic environment.

2. Definitions

"UWC" or "university" means the University of the Western Cape; "Alleged offender" means that until a person is proved to be guilty of an offense, the person is an "alleged offender" "Employee" means an employee of the UWC or a person who has agreed to be bound by the rules and policies of UWC relating to staff. It includes all categories of staff i.e. senior management, Deans, Academic or Teaching and Research staff, Administrative and Support staff as well as any person who has dealings with the UWC. "Victimisation" means the re-traumatisation of a person who has been subjected to for example sexual harassment. It include acts of denying promotion opportunities, subjecting the person to bigger workloads, demotions, unfair and bias performance appraisals, using

1 EE Act 55 of 1998, Chapter 2, section 6

authority to create an unbearable work environment as well as verbally discrediting the victim. "Complainant" means a person who lodged a complaint under this policy, or a person against whom an act/(s) of sexual harassment, rape or assault as defined in this policy has or has allegedly been perpetuated. "Confidentiality" means ensuring that the information is accessible only to those authorised to have access to it; "Employee" means an employee of the UWC or a person who has agreed to be bound by the rules and policies of UWC relating to staff. It includes all categories of staff i.e. Senior management, Deans, Academic or Teaching and Research staff, Administrative and Support staff as well as any person who has dealings with the UWC. "ER office" means the Employee Relations office in the Human Resources department; "GEU'' means the Gender Equity office residing under the Office of the Rector and Vice-Chancellor.; "Restraining Order" or "Order of Protection" means a form of legal injunction that requires a party to refrain from doing certain acts; "SAPS" means the South African Police Service; "Student" means a registered student of the University of the Western Cape or a student who has agreed to be bound by the rules and policies of the university relating to students;

Protection and guiding principles

Source [44] · PDF pages 4–7; complete sections 3–7

3. Introduction

All employees, (academic or administrative), job applicants and other persons, who have dealings with the university have the right to be treated with dignity. Sexual harassment at UWC will not be tolerated or condoned. Persons who have been subjected to sexual harassment in the workplace have a right to raise a grievance about it and appropriate action will be taken by the university. The university is placed under a positive duty to implement the policy and take disciplinary action against employees who do not comply with the policy. Allegations of sexual harassment will be dealt with seriously, expeditiously, sensitively and confidentially. Employees will be protected against victimisation, retaliation for· lodging grievances and from false accusations. This policy will be communicated effectively to all employees at the University of the Western Cape.

4. Core purpose

The objective of this policy is to eliminate sexual harassment in the workplace and is predominantly based on the Code of Good Practice on the Handling of Sexual Harassment cases² in the workplace, the Protection of Harassment Act, 17 of2011 and the UWC Code of Conduct. It also provides appropriate procedures to deal with the problem and prevent its recurrence. This policy further encourages and promotes the development and implementation of rules and procedures that will lead to the creation of a workplace that is free of sexual harassment, where employers and employees respect one another's integrity

2 Labour Relations Act 66 of 1995 (section 203(2)

and dignity, their privacy, and their right to equity in the living, learning, teaching and working environment as defined by the nature of the academic environment.

5. Applicable legislation: The primary law guiding the UWC policy is the Constitution of South Africa and thereafter all subsidiary laws, rules and procedures applicable to the eradication of a hostile working, learning, teaching and living environment, such as the Code of Good Practice on the Handling of Sexual Harassment cases in the workplace and the Protection from Harassment Act 17 of 1910. A person not in the employ of UWC, , but who becomes a victim of sexual harassment by a UWC staff member, may lodge a grievance with UWC in instances where the harassment has taken place at the workplace or in the course of the alleged offender's employment with UWC.

6. Guiding principles UWC is committed in creating and maintaining a working teaching, learning and living environment in which the dignity of all employees and students is respected. It will entail the protection of complainants of sexual harassment in order to ensure that employees feel that their grievances are not ignored or trivialised and are free from reprisals. Implementing the following guidelines can assist in achieving these ends:

6.1 All UWC staff members have a role to play in contributing towards creating and maintaining a working environment in which sexual harassment is unacceptable. They should ensure that their standards of conduct do not cause offence and they should discourage unacceptable behaviour on the part of others.

6.2 Management should attempt to ensure that persons such as suppliers, job applicants, contractors, clients and others, who have dealings with the university, are not subjected to or instigators of sexual harassment at the UWC. Any person who is subjected to such behaviour will have the right to file a complaint through the university internal structures.

6.3 The university is required to take appropriate action in accordance with this policy, when instances of sexual harassment occurring within the workplace are brought to their attention.

6.4 The Code of Good Practice on the Handling of Sexual Harassment Cases in the workplace as well as the Protection from Harassment Act 17 of 2010 recognises the primacy of collective agreements regulating the handling of sexual harassment cases, and is intended as a substitute for disciplinary codes and procedures containing such measures, where these are the subject of collective agreements, or the outcome of joint decision making by an employer and a workplace forum. However, collective agreements and policy statements should take cognisance of and be guided by the provisions of this code.

7. Definition of sexual harassment

7.1 UWC recognises that sexual harassment in the working environment is a form of unfair discrimination and is prohibited on the grounds of sex and/or gender and/or sexual orientation.

7.2 Sexual harassment as defined by the Protection from Harassment Act 17 of 2010 means any:

7.2.1 Unwelcome attention or conduct of a sexual nature from a person who knows or ought reasonably to know that such attention is unwelcome;

7.2.2 Unwelcome explicit or implicit behaviour, suggestions, messages or remarks of a sexual nature that have the effect of offending, intimidating or humiliating the complainant;

7.2.3 Implied or expressed promise of reward for complying with a sexually- orientated request; or

7.2.4 Implied or expressed threat of reprisal or actual reprisal for refusal to comply with a-sexually orientated request

7.2.5 It includes acts such as:

7.2.5.1 "following, watching, pursuing or accosting of the complainant, or loitering outside of or near the building or place where the complainant resides, works or carries on business, studies or happens to be;

7.2.5.2 Engaging in verbal, electronic or any other forms of communication aimed at sexually harassing the complainant, whether or not conversation ensues;

7.2.5.3 Sending, delivering or causing the delivery of letters, telegrams, packages, facsimiles, electronic mail or the use of social media or any other object/s of offensive nature to the complainant or leaving them where they will be found, given to or brought to the attention of the complainant

7.2.6 UWC believes that such acts violate the rights of an individual which may constitute a barrier to equity in the workplace, taking into account all of the following factors:

• • whether the harassment is on the prohibited grounds of sex and/or gender and/or sexual orientation;

• • whether the sexual conduct was unwelcome;

• • the nature and extent of the sexual conduct;

• • and the impact of the sexual conduct on the employee

7.3 Sexual attention becomes sexual harassment if:

7.3.1 The behaviour is persisted in, although a single incident of harassment can constitute sexual harassment; and/or

7.3.2 The recipient has made it clear that the behaviour is considered offensive; and/or;

7.3.3 The alleged offender should have known that the behaviour is regarded as unacceptable.

EMBED POLICY: uwc-sexual-harassment-and-assault-in-the-workplace-complete.pdf

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Grievance Policy

Council revision: 27 November 2025. Implementation: 28 November 2025. The cover expressly repeals the former 2015 grievance procedure. Clause 3.3 refers to an Anti-Harassment & Bullying Policy, while the publicly supplied successor’s control table gives 25 June 2026 as implementation. The cross-reference is preserved; it does not prove that the successor operated in 2025.

Original source [50] Grievance Policy

Original control information

INSERT IMAGE: uwc-crest-policy-50-original.jpeg	UNIVERSITY OF THE WESTERN CAPE
	GRIEVANCE POLICY	First Council Approval Reference Number	C2015/01 (09 April 2015)
		Latest Revision / Amendment Number and Date of approval	C2025/05 (27 November 2025)
		Implementation Date of Amended Policy	28 November 2025
		Policies repealed	Repeal of the Grievance Procedure for Academics, Senior Management and All Staff not covered by any Collective Agreement at UWC (C2015/01)
		Policy Owner	Human Resources
		Executive Portfolio	Executive Director: HR
		Contributors	UWCEU, HR, EMC, HRC, SA, IF, EEF, Senate, Council
		Circulated by:	Human Resources
		Circulated to:	UWC employees

Purpose scope definitions and limitations

Source [50] · PDF pages 3–4; complete sections 1–4

1. Purpose and Scope This Grievance Policy applies to all employees of the University of the Western Cape (UWC).

1.1 The purpose of this policy is to provide a fair and transparent process for addressing workplace grievances, in line with the Labour Relations Act, No. 66 of 1995 (LRA), and best practices in South Africa.

1.2 UWC is committed to maintaining a work environment where employees can raise concerns without fear of victimisation or retaliation. All grievances will be treated confidentially and addressed promptly.

1.3 Employees are encouraged to use this grievance procedure without fear that it will negatively affect their employment status or career progression. Records related to grievances will be kept separate from staff files and in line with the provisions of the POPIA Act.

2. Definitions

2.1 "Act" refers to the Labour Relations Act, No. 66 of 1995.

2.2 "Grievance" means any dissatisfaction or complaint by an employee regarding their employment conditions, treatment by colleagues or supervisors, or any other work-related issue.

2.3 "Employee Representative" refers to a fellow employee or a representative from a recognised trade union who assists the employee in the grievance process.

2.4 "Line Manager" refers to the immediate supervisor or manager to whom the employee reports. In the case of the Rector and Vice Chancellor, “Line Manager” means the Council of the university.

2.5 "Chairperson" refers to the individual designated to preside over a formal grievance hearing, including: a) the person designated by Council to officiate at the formal Grievance hearing of the Rector and Vice Chancellor; or b) the person designated by the Rector and Vice Chancellor or his/her nominee to officiate at the formal Grievance hearing of a member of the University’s senior management; or c) the person designated by the Executive Director: Human Resources or his/her nominee to officiate at the formal Grievance hearing of the employee concerned.

2.6 "UWC" refers to the University of the Western Cape, the employer.

3. Principles

3.1 Grievances should be addressed as soon as possible to prevent escalation and to maintain a positive working environment and culture that is aligned to the values of the University.

3.2 Time limits for each stage of the grievance procedure should be established and adhered to, with flexibility for mutual agreement to extend or shorten these periods.

3.3 Harassment or bullying complaints should be addressed through UWC's Anti-Harassment & Bullying Policy.

3.4 Employees have the right to be assisted by a fellow employee or a representative from a recognised trade union during the grievance process.

3.5 Where mutually agreed, parties do have the option to decide on a mediated process and the Office of the Executive Director: Human Resources can direct matters for prompt resolution.

4. Limitations This grievance procedure does not apply to:

4.1 Disciplinary actions or disputes arising from disciplinary processes.

4.2 Collective bargaining issues.

4.3 Matters covered by other specific policies or agreements.

4.4 Matters that forms part of normal management duties and functions.

Confidentiality

Source [50] · PDF pages 5–6; complete section 9

9. Confidentiality and Protection of Personal Information

9.1 The university will handle all grievance proceedings with strict confidentiality. Personal information related to these matters will be kept secured and deleted or destroyed according to the Protection of Personal Information Act, Act 4 of 2013 and relevant data protection standards.

9.2 Information will only be shared with individuals directly involved in the grievance process, with all parties reminded of their duty to uphold confidentiality to protect the privacy and rights of all parties involved.

EMBED POLICY: uwc-grievance-policy-complete.pdf

Open/download Grievance Policy (complete PDF).

General Calendar 2025

The General Calendar applies to the 2025 academic year. Its Gender Equity Unit entry sets out the Unit’s remit and services.

Original source [55] General Calendar 2025

Original cover metadata

2025 GENERAL CALENDAR
2025 General Calendar
NOTICE
All particulars in this Calendar are applicable from 2025. The rules contained in this Calendar is only applicable to the 2025 academic year. The University reserves the right to amend any regulation or provision at any time without prior notice.
Although every attempt has been made to ensure that the information is accurate, the University does not accept any liability concerning inaccuracies of any of the contents in the Calendar.
Please check the University website (www.uwc.ac.za) for the latest version of this Calendar.

No separate control table appears on the original cover.

Gender Equity Unit

Source [55] · PDF page 26; complete Gender Equity Unit entry

GENDER EQUITY UNIT

The Gender Equity Unit is responsible for research, workshops and programmes regarding women, gender and gender identity, sexuality, sexual harassment, violence and sexual orientation at the University. The Unit is also responsible for formulating and monitoring the University's Gender and equity related policies.

The Unit offers: a. Counselling, support, advocacy and referral for victims of rape, sexual harassment, gender and racial discrimination. b. Workshops, seminars, research projects and programmes regarding gender sensitivity, women's rights, and lesbian, gay, transgender and queer rights. c. Creating and reviewing gender-related resource materials that provide students and staff as well as members of the broader community with information that may not always be obtainable elsewhere. d. A safe space for women and men to meet and discuss issues that are affecting them or just to have an informal chat over coffee. e. Consultancy on gender sensitivity in the workplace, the classroom and in the university residences. f. Gender awareness raising, policy education and development for student governance. g. Mobility training in collaboration with organisations working with disabled persons. h. Sign language classes.

i. Network opportunities and solidarity with similar institutions and community organisations and individuals. j. Conducting gender-related research. k. Writing and publishing women and gender-related publications.

Open/download General Calendar 2025 (complete 159-page original PDF)

Employment Equity Plan 2020 to 2025

The stated plan period ended on 30 September 2025. The Annual Report records Council approval of a 2025–2030 successor in November 2025. The extracts below reproduce the 2020–2025 plan.

Original source [43] Employment Equity Plan 2020 to 2025

Original cover metadata

UNIVERSITY OF THE WESTERN CAPE
FIVE YEAR EMPLOYMENT EQUITY PLAN
1 October 2020 to 30 September 2025
APPROVED BY COUNCIL - 26 NOVEMBER 2020 (REF NUMBER: C2020.04 (5.9)

No separate control table appears on the original cover.

Scope

Source [43] · PDF page 13; complete section 5

This EE Plan applies to all permanent, fixed-term and part-time employees of UWC, including academic, professional, administrative and support staff from both designated and non-designated categories. As defined in the Employment Equity Act, Act 55 of 1998, ‘designated employees’ are understood to be Black people, women or people with disabilities, with ‘Black people’ being a generic term meaning Africans, Coloureds and Indians. This plan does not apply to external service providers, external contractors, Council members or students unless specifically appointed through the UWC HR contracting processes.

Development programmes and employment equity principles

Source [43] · PDF pages 13–15; complete sections 7–8

7. CONTEXT The 5-year Employment Equity Plan must harmonise with all other strategies and plans that UWC implements. EE must be considered and integrated into every working aspect of the University, and this plan should be read within that institutional context. In addition to the IOP 2020–2025, the EE Plan synchronises with the following key strategies: Programmes included in the portfolio of the DVC: Research & Innovation

1. Developing The Research Scholar (DTS): A programme aimed at developing staff who do not have their PhDs as holistic academics. Sixty percent of the participants are female.

2. University Staff Doctoral Programme (USDP): Aims to assist staff to obtain their PhDs and focuses on young (under

40 years of age), female and black South African participants.

3. Academic Doctoral Advancement Programme Towards Transformation (ADAPTT): Focuses on staff completing their PhDs. Eighty percent of participants must be black females and South African.

4. Community of Practice: Black Female Academics: Focuses on mid-career female academics to move their careers forward.

5. Black Academics Advancement Programme (BAAP): Focuses, with the National Research Foundation (NRF), on

supporting black academics under 40 years of age to advance their careers.

6. Nurturing Emerging Scholars Programme (NESP): Recognises the potential of students or graduates and seeks to actively direct them towards a career in academia through making structured, attractive prospects and opportunities visible and available to them. Programmes included in the portfolio of the DVC: Academic

1. The Targeted Appointment Fund (Annexure C) was established to address the representation of academic staff relative to South African demographics, particularly at the professorial level.

2. The New Generation of Academics Programme (nGAP) is an initiative implemented by the Department of Higher Education and Training (DHET). This programme targets staff under 40 years of age, with a preference for staff from designated groups. It involves the recruitment of highly capable scholars as academics against carefully designed and balanced equity considerations and in the areas of discipline where the needs are greatest. UWC anticipates 18 nGAP employees being absorbed into the staff establishment between 2022 and 2025 (Annexure D).

3. The Programme for Academic and Professional Leaders (P4APL) is open to staff members who are interested in academic leadership and who would be eligible for a Head of Department position. This is a year-long programme in which participants are required to participate in self-insight exercises and attend six two-day modules scheduled across the year. Monthly meetings and peer networking activities are also included. Participants are expected to work in groups to address a project related to the IOP. The modules include the Higher Education Landscape, Leadership and Communication, Developing an Entrepreneurial Mindset and Internationalisation of Higher Education.

4. The Future Professors Programme (FPP) is a DHET-funded initiative to prepare promising early-career academics to become a new cohort of South African professors across the disciplines. Initiatives and Strategies in the portfolio of the Executive Director: Human Resources

1. Talent Stewardship

Talent stewardship “is a conscious, deliberate and planned approach undertaken to attract, retain, diversify and develop people with the required competency and capability to meet current and future organisational capacity needs” (Talent Stewardship Guide, Annexure E). When harmonised with the EE strategy, talent stewardship contributes significantly to the building of a diverse and representative workforce profile at all levels.

2. Recruitment and Selection

All UWC’s appointments, policies and standing orders are directly linked to its EE strategy, as it is the duty of recruitment and selection panels to focus on faculty and divisional EE goals and targets in the appointment process. To support the University’s transformation agenda regarding gender and employment equity, a specific policy called the Accelerated Promotions and Equity Appointments Sub-Committee of the Joint Appointments Committee of Senate and Council provides an alternative appointment route to follow when filling an academic vacancy. This policy creates opportunities for a committee to identify potential candidates from designated groups to fill vacant positions and, through a series of specified steps, possibly appoint suitable candidates who have the added benefit of furthering the EE goals.

3. Skills Development Plan and Priorities

The University furthers its IOP and EE goals through skills programmes and interventions that are designed to ultimately improve individual, departmental and institutional performance. Staff are developed in both their current roles and for possible promotional opportunities, with a particular focus on employees from designated groups. Leadership development is a key priority and can contribute significantly to equitable representation across senior levels of the workforce. Talent stewardship seeks to attract, retain, diversify and develop people with the required competencies and capabilities to meet current and future operational and strategic needs, aligned with the IOP and the EE Plan. There are also a number of targeted and awareness programmes, including an employment equity training course/ programme. A full account of the alignment of staff development and training opportunities with EE is appended as Annexure F.

8. PRINCIPLES OF EMPLOYMENT EQUITY Employment Equity aims to achieve equality in the workplace through the promotion of equal opportunities, fair treatment, non-discrimination and the implementation of affirmative action measures to redress the disadvantages in employment experienced by designated groups. The principle of Employment Equity extends beyond simply treating persons in the same way and includes the implementation of special measures and the accommodation of differences.

Open/download Employment Equity Plan 2020 to 2025 (complete 47-page original PDF)

Research Capacity Development

The cover records C2020/04 version 2 and both 26 November 2020 and 4 November 2019 under revision dates. The original entries are reproduced below.

Original source [51] Research Capacity Development

Original control information

INSERT IMAGE: uwc-crest-policy-51-original.jpeg	UNIVERSITY OF THE WESTERN CAPE
	RESEARCH CAPACITY DEVELOPMENT	Council Approval Reference Number	C2009/04
		Implementation Date	26 November 2009
		Revision / Amendment Number	C2020/04 version 2
		Revision / Amendment Date	26 November 2020 4 November 2019
		Policy Owner	Department for Research Development
		Executive Management Portfolio	DVC (RI)
		Contributors
		Circulated by:	Department for Research Development
		Circulated to:	SR (10 Nov 2019 and 14 August 2020)

Cover title: SECTION 5: RESEARCH CAPACITY DEVELOPMENT.

Research capacity development

Source [51] · PDF pages 2–3; Preface and complete sections 5.1–5.2

Preface The University is committed to developing and to increasing the research competence and expertise of its staff, particularly among those previously disadvantaged and women, by providing opportunities for new and inexperienced researchers to develop their research and publication skills. The University remains committed to promoting the development of staff members that do not have doctoral qualifications or who are not actively doing research and publishing.

5.1. Support for Staff for Attainment of Doctoral and Masters Qualification

Faculties of the University are at varying stages of development in their research programmes, and not all departments have an active tradition of research, innovation or publication. The University’s strategy is to vigorously expand participation in research by all instructional and research staff, including professional support staff. In the pursuit of the target of 75% of instructional and research staff obtaining doctoral degrees by 2030¹, UWC will pursue a “grow-our-own-timber” approach to developing people of the designated groups. UWC’s diversity and equity strategy should ensure that staff members are afforded the opportunity for staff development and completion of their higher degrees. This should include a planned schedule of leave and support in research active teams at the level of departments and research entities.

The University is committed to supporting staff to complete doctoral level studies. As an expression of that commitment, the following strategic initiatives are applied:

• • Full tuition rebates for staff registering at UWC for their programmes and partial rebates at partner institutions with whom we have such agreements

• • Active engagement with capacity building initiatives that form part of the University Capacity Development Programme supported by DHET and state-funded agencies.

• • Strategic partnerships that can offer dual degrees and staff exchange

• • Budgetary allocations for matching funds on capacity building initiatives and funding instruments (e/g/ Thuthuka, Black Academics Advancement Programme, etc))

• • Strategic application of the University Capacity Development Grant for doctoral completion

Tuition rebates, for staff registering for their programmes at UWC or at designated partner institutions, are in line with the relevant HR Policy (Section D10: Subsidization and rebates of fees in respect of staff and their families). UWC will explore strategic partnerships - and staff exchange - which offer opportunities for joint doctoral degrees, aligned with the Draft Policy Framework for the Internationalisation of Higher Education in South Africa². This model matches research expertise and supervision skills established at UWC with the requisite expertise elsewhere, based on the notion of partnership and collaboration. Strategic funds should be provided by the University to promote visits by staff registered for doctoral degrees to such foreign partnership institutions. The University actively engages with capacity building initiatives that form part of the University Capacity Development Program which includes the University Staff Doctoral Programme and Academic Doctoral Advancements Programme Towards Transformation supported by DHET and other state funded agencies. Budgetary allocations for matching funds are made on such capacity building initiatives and funding instruments (e.g. the NRF Thuthuka programme).

1https://www.nationalplanningcommission.org.za/assets/Documents/NDP_Chapters/devplan_ch9_0.pdf 2https://static.pmg.org.za/170428DraftPolicyFrameworkonInternationalisationofHEinSAv2.pdf

5.2. Support for Staff after completion of a doctoral degree

i. The University needs to create the environment for staff with recent doctoral qualifications to develop further into established and productive researchers with the ability to successfully compete for external research grants, take on and supervise Masters and Doctoral students, establish national/international research networks, etc. Support for such staff members includes time off and support, including sabbatical leave, to undertake research at leading national/international institutions in their respective research areas, developmental workshops on successful research grant writing and research supervision. Moreover, such staff members must be provided appropriate mentorship and assistance in disseminating their research findings, e.g. in the form of conference presentations and publications. As an expression of its commitment, the university supports staff to optimally leverage various capacity building instruments (e.g. BAAP, USDP, UCDG, Thuthuka).

ii. The University needs to create the environment for staff with doctoral qualifications to develop further into leading researchers with the ability to successfully compete for national (other than NRF, MRC, HSSRC, etc) and international research grants, take on and supervise Masters and Doctoral students, expand national/international research networks, improve national/international research standing, including obtaining and/or improving NRF rating, etc.

It is important that a five-year developmental trajectory be agreed upon and monitored for each qualifying staff member.

EMBED POLICY: uwc-research-capacity-development-complete.pdf

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Staff Appointments Policy

Council approval: 26 June 2025. Implementation: 27 June 2025. The full repeal list is retained below. The repeal of the Fixed-term Contract Guidelines affects the cross-reference in the older support-staff leave policy.

Original source [49] Staff Appointments Policy

Original control information

INSERT IMAGE: uwc-crest-policy-49-original.png	UNIVERSITY OF THE WESTERN CAPE
	STAFF APPOINTMENTS POLICY	Council Approval Reference Number	C 2025/02 (26 June 2025)
		Implementation Date	27 June 2025
		Revision / Amendment Number	n/a
		Revision / Amendment Date	n/a
		Policy Owner	ED: Human Resources
		Circulated by	Human Resources Department
		Circulated to	UWC Employees
		Repealed	1. Appointment of Management Staff Policy (Peromnes Grades 8 to 5). Approval date: (2006/1 on 17 March 2006). 2. Policy on the Appointment of Permanent Professional, Administrative and Support Staff (PASS) Grades 9 to 16. Approval date: 1992 (COUNCIL 92, HRC 15-6-92, Reviewed: 2006 (C2006/1). 3. Fixed-term Contract Guidelines. Approval date: 2015, approved by EMC. 4. Recruitment and Selection Strategy. Approval date: 2009, EMC.

Purpose and scope

Source [49] · PDF page 3; complete sections 1–2

1. Introduction and Purpose of the Policy

1.1 The University of the Western Cape (UWC) intends to attract, select and appoint candidates that best fit UWC's needs based on the excellence and relevance of their role. This policy is to be read in conjunction with the Technical Guidelines on staff appointments.

2. Scope

2.1 This Policy applies to all University staff (Permanent and Contract) and applicants.

2.2 This policy excludes, among others, Work Study appointments, external service providers, independent contractors, extra-ordinary academic appointments.

Key principles

Source [49] · PDF pages 5–6; complete section 5

5. Key Principles of the Policy

5.1 All applicants shall be treated fairly, consistently and with respect.

5.2 All selection processes shall be conducted in a manner that preserves confidentiality².

5.3 Declaration of conflict of interest shall be applied as contained in the UWC Disciplinary Code³.

5.4 All vacancies shall be dealt with transparently to ensure equal opportunity.

2 Refer to POPIA

3 UWC Disciplinary Code

5.5 No applicant may be shortlisted or appointed if they do not meet the minimum criteria set out in the advertised position.

5.6 Appointments shall be in line with People Plan, Employment Equity targets and Equity plan of the respective area.

5.7 Must ensure that the whole selection process is carried out in a fair and transparent manner and that recruitment and selection procedures and policies are followed correctly.

5.8 The official retirement age of the University is 65 years and no applications will be considered for any permanent position beyond this age.

Talent stewardship

Source [49] · PDF page 11; complete section 11 with its footnotes

11. Talent Stewardship Talent Stewardship is focused on strategically important positions to attract, retain, diversify and develop people that possess the necessary skills, competencies and capabilities to meet both current and future organisational capacity requirements. This process involves integrating various initiatives to enable a continued pipeline of talent and is contained in the Talent Stewardship guideline. Some of the initiatives identified include, but are not limited to the following:

11.1 Targeted Appointments¹²

11.2 Accelerated Promotions¹³

11.3 nGAP appointments

11.4 Future Professors Appointments

11.5 Developmental roles (line managers can identify these roles within their establishment)

12 Refer to the Guidelines on the Targeted Appointments Fund.

13 Refer to the Ad Personam Promotion process.

Fixed term conditions

Source [49] · PDF page 12; complete section 12.4

12.4 Conditions of employment for employees on fixed-term contracts

12.4.1 An employee employed in terms of a fixed-term contract will not be treated less favourably than an employee employed on a permanent contract performing the same or similar work.

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Reward Foundation

The original cover records Council approval on 1 December 2006 and an October 2007 revision date. The remuneration review begun in 2025 is described separately above.

Original source [48] Reward Foundation

Original cover metadata

UNIVERSITY OF THE WESTERN CAPE (UWC)
REWARD FOUNDATION
DECEMBER 2006
Document Name: Reward Foundation
Revision Date: October 2007
Approved by Council (C 2006/1 on 1st December 2006)
Page i of 15

No separate control table appears on the original cover.

Guaranteed pay determinants

Source [48] · PDF page 9; complete sections 3.4.1–3.4.3

3.4.1 Primary Pay Determinant – Guaranteed Remuneration The primary pay determinant will be based on the size of the role the person fulfils as defined by the rank or grade according to the JE system. Every employee in the organisation will be assigned a rank and a rank or a role with a JE category that provides for the establishment of a range of pay for each role. The basis for pay will be determined by benchmarking this with comparable roles in other South African Higher Education Institutions. It is the stated policy of UWC to pay staff within a range around the 50^th percentile of the market (HEI). The market comparison will be performed using total cost of employment, including direct benefits, variance pay and variable pay, but excluding leave and other indirect benefits.

3.4.2 Secondary Pay Determinants – Guaranteed Remuneration The following pay determinants will be taken into consideration to determine where a person may be paid within a pay range of the role’s rank:

• External market, where appropriate

3.4.3 Non-Pay Determinants – Guaranteed Remuneration The following will not be used as pay determinants of guaranteed pay:

• Disability.
• Future potential.
• Gender.
• Geographical differences.
• Length of service.
• Marital status.

Pay practices and processes

Source [48] · PDF pages 13–14; complete section 5.4

5.4 PAY PRACTICES AND PROCESSES To support the reward philosophy and strategy and facilitate the reward policies, the following practices and processes have been adopted:

• The delivery of pay, benefits and related services will be correct and on time.
• Secure the assistance of external reward design and management expertise to keep us abreast of forward thinking reward approaches and assisting in the development and implementation of future relevant reward strategies.
• Continually explore and evaluate new reward trends that will support the philosophy and strategies adopted.
• Develop a plan that ensures equitable pay practices across all population and gender groups and sensitively corrects current remuneration disparities for people that are outside of acceptable pay policies. Regular equal pay audits will be conducted to identify and manage inequities that may arise and to address these appropriately.

• Establish a frame of reference for increases and promotion practices that is simple and has a high level of buy-in from people and serves the strategic purposes of the organisation.
• Ensure adequate and transparent communication with our people regarding the reward strategies and policy.
• Equipping leaders with the required remuneration knowledge and tools to adequately and immediately deal with the vast majority of remuneration questions and issues arising.
• Provide the Senior Leadership with the relevant information of changes and pressure points that may arise in the organisation that require amendments for remuneration practices or employment contracts.
• Develop an appropriate implementation plan for changes in reward policies and processes, taking into account the integration and change elements, which will give people the knowledge and understanding as to how the future is expected to develop.

EMBED POLICY: uwc-reward-foundation-complete.pdf

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Academic Leave Policy

Published amendment: December 2018. The extracts reproduce the historical institutional wording. They should be read alongside the 3 October 2025 court order and the legal-context explanation above.

Original source [45] Academic Leave Policy

Original control information

INSERT IMAGE: uwc-crest-policy-45-original.jpeg	UNIVERSITY OF THE WESTERN CAPE
	ACADEMIC LEAVE POLICY	Council Approval Reference Number	Council R88/7 & R93).
		Implementation Date	1987, amended 1993
		Revision / Amendment Number	C2018/6/12
		Revision / Amendment Date	December 2018
		Policy Owner	Human Resources
		Executive Management Portfolio	Executive Director: HR
		Circulated by:	HR Policy Specialist
		Circulated to:	EMC, SA, Senate, Council

Parental leave

Source [45] · PDF pages 12–15; complete section 3.6

3.6 Parental leave:

3.6.1 Maternity Leave Full-time employees, whether permanent or contract, qualify for maternity leave, provided that only those employees who have been in the employ of the University for at least twelve (12) months will qualify for maternity leave with full pay.

Applications for maternity leave should be made at least four (4) weeks, but preferably eight (8) weeks, in advance and should be accompanied by a certificate from a registered medical practitioner detailing the expected date of confinement.

An employee is entitled to take up to a maximum of six (6) months maternity leave but will be required to take a minimum of four (4) months maternity leave of which at least one (1) month must be before the expected date of confinement. (BCEA, Act 75 of 1997, section 25)

The University will pay 100% of salary for the first four (4) months and 50% for the last two (2) months during the maternity leave period for employees earning more than the maximum amount prescribed by

the Department of Labour’s regulations, otherwise payments will be in terms of the provisions laid down by the Department of Labour.

During the maternity leave period all other benefits will remain unaltered. (However, if the employee's contribution exceeds the salary amount for any of the months special arrangements will have to be made between the employee and the University.)

If a period in excess of six (6) months maternity leave is required, the employee will be required to take unpaid leave, unless the staff member is unable to return to work for medical reasons in which case the University may grant normal sick leave.

An employee on maternity leave must inform the University at least one (1) month in advance of the date she will return to work.

No employee shall be required to resign in order to take maternity leave and shall be guaranteed the right to return to the same position at the end of the maternity leave period.

The service of an employee who has taken maternity leave shall be regarded as having been continuous.

No employee of the University shall be dismissed or retrenched whilst on maternity leave.

Pregnant employees will be entitled to take the necessary time off once every month in order to attend ante-natal clinics and a similar arrangement will apply, for up to six (6) months after confinement, in respect of post-natal clinics.

The University remains cognisant of the importance of the safety and health of pregnant and nursing employees in the working environment and shall not require such employee to undertake work that may be prejudicial to their health.

3.6.2 Adoption leave An employee who becomes the parent of an adopted child below the age of two (2) years of age will be entitled to the same benefits as other employees who become biological mothers (those eligible for Maternity leave), provided that in the case of adoption, the employee is only entitled to the Parental leave after adoption. The following will apply if both parents are UWC staff members:

3.6.2.1 Only one staff member will be eligible for Parental leave;

3.6.2.2 The other staff member will be eligible for Parenting Partner leave as per section 3.6.3.

3.6.3 Parenting Partner leave

An employee who becomes the parent of a newborn or an adopted child below the age of two (2) years of age may, on application, be granted parental leave on full pay for a maximum period of ten (10) consecutive working days, to be taken within thirty (30) calendar days of the birth or adoption of the child.

3.6.4 Commissioning Parental Leave

An employee, who is a commissioning parent in a surrogate motherhood agreement, is entitled to: (a) Commissioning parental leave of at least ten weeks consecutively; or (b) The Parenting Partner leave referred to in section 3.6.3.

3.6.5 Childcare facilities: The University is committed to the concept of the provision of childcare facilities although it is recognised that it may not be financially possible to provide an all-encompassing facility.

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Administrative and Support Leave Policy

Published amendment: December 2018. Footnote 2 refers contract staff to the Fixed-term Contract Guidelines. Those Guidelines were expressly repealed by the Staff Appointments Policy from 27 June 2025. That later policy’s clause 12.4.1 addresses less-favourable treatment, but does not itself specify a complete replacement maternity-benefit schedule. The 3 October 2025 court order is also material.

Original source [46] Administrative and Support Leave Policy

Original control information

INSERT IMAGE: uwc-crest-policy-46-original.png	UNIVERSITY OF THE WESTERN CAPE
	ADMINISTRATIVE AND SUPPORT LEAVE POLICY	Reference Number	Council R88/7 Council R93
		Implementation Date	1988, 1993
		Revision / Amendment Number	C2006/1 C2018/6/12
		Revision / Amendment Date	2006, 2018

Cover footer: Approved by Council (C 2006/1 on17 March 2006, amended Dec 2018).

Parental leave

Source [46] · PDF pages 10–13; complete section 5(c)

c) Parental leave:

i. Maternity Leave Full-time permanent employees² qualify for maternity leave, provided that only those employees who have been in the continuous employ of the University for at least twelve (12) months qualify for maternity leave with full pay.

Applications for maternity leave should be made online at least eight (8) weeks, in advance. A certificate from a registered medical practitioner detailing the expected date of birth must be submitted to the Dean or line manager as soon as possible thereafter.

An employee is entitled to take up to a maximum of six (6) months maternity leave but will be required to take a minimum of four (4) months maternity leave of which at least one (1) month must be before the expected date of birth.

2 Refer to the “Fixed term Contract Guidelines” for contract staff

The following options are available: Option 1. Four (4) months only: For the first 4 months of maternity leave the staff member shall receive 100% of monthly salary. This will be made up of the UIF payment of salary together with the payment from the University which is 55% of salary. Reimbursements will be made on a monthly basis, but only on receipt of a bank statement as proof of deposit made by the Department of Labour (DoL). Please note that reimbursement by UWC is only in the case where the payment by DoL and UWC does not add up to 100%.

Option 2. Five (5) months: Four (4) months as above and one (1) month at 100% of salary from UWC. The staff member will return to work the sixth (6^th) month. Option 3. Six (6) months: Four (4) months as above and two (2) months at 50% of the salary with no additional contribution from UWC for the last 2 months.

During the maternity leave period all other benefits will remain unaltered. (Note: If the employee's contribution in any benefit category exceeds the salary amount for any of the months, the employee must make special arrangements).

An employee on maternity leave must inform the University at least one (1) month in advance of the date the employee will return to work.

An employee is not required to resign in order to take maternity leave and is guaranteed the right to return to the same position at the end of the maternity leave period.

The service of an employee who has taken maternity leave is regarded as having been continuous. Pregnant employees are entitled to take the necessary time off once every month in order to attend ante-natal clinics and a similar arrangement will apply, for up to six (6) months after birth, to attend post-natal clinics.

The University remains cognisant of the importance of the safety and health of pregnant and nursing employees in the working environment and will not require such employee to undertake work that may be prejudicial to their health.

ii. Adoption leave An employee who becomes the parent of an adopted child below the age of two (2) years of age will be entitled to the same benefits as other employees who become biological mothers (Maternity leave), provided that in the case of adoption, the employee is only entitled to the Parental leave after adoption. The following will apply if both parents are UWC staff members:

1. Only one staff member will be eligible for Parental leave;

2. The other staff member will be eligible for Parenting Partner leave as per section C (iii).

iii. Parenting Partner leave An employee who becomes the parent of a newborn or an adopted child below the age of two (2) years of age may, on application, be granted parental leave on full pay for a maximum period of ten (10) consecutive working days, to be taken within thirty (30) calendar days of the birth or adoption of the child.

iv. Commissioning Parental Leave

An employee, who is a commissioning parent in a surrogate motherhood agreement is, entitled to: (a) Commissioning parental leave of at least ten weeks consecutively;

or (b) The Parenting Partner leave referred to in section 4.7 (iii).

v. Childcare facilities: The University is committed to the concept of the provision of childcare facilities although it is recognised that it may not be financially possible to provide an all-encompassing facility.

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Dentistry and WHO Oral Health Centre Leave Policy

Published amendment: December 2018. These historical provisions apply to the specified faculty context and should be read alongside the 3 October 2025 court order and the legal-context explanation above.

Original source [47] Dentistry and WHO Oral Health Centre Leave Policy

Original control information

INSERT IMAGE: uwc-crest-policy-47-original.jpeg	UNIVERSITY OF THE WESTERN CAPE
	DENTISTRY AND WHO ORAL HEALTH CENTRE LEAVE POLICY	Previous Reference Number	Council R88/7 & R93
		Implementation Date	1 January 2012
		Revision / Approval Number	C2011/04, C2018/6/12
		Revision / Approval Date	November 2011, December 2018

Faculty scope

Source [47] · PDF pages 1–2; complete sections 1–3

1. INTRODUCTION

1.1 The Faculty of Dentistry at UWC is involved in the management and administration of hospitals for the Provincial Administration of the Western Cape (PGWC) and the leave policies need to take cognisance of this responsibility.

1.2 The UWC remuneration policy for dentistry staff is aligned to the PGWC remuneration policy and approximately half of total staff remuneration costs are recovered by the university from PGWC.

1.3 Due to the PGWC relationships and clinical obligations, it is necessary to consider the PGWC leave and overtime policies and practices in the determination of a leave policy for the UWC Dentistry faculty.

1.4 As a result of the points outlined above, the Faculty of Dentistry leave policy needs to differ in certain respects from the leave policy for academic staff in other UWC faculties.

1.5 Due to the above, the faculty board made a recommendation that the current leave policy is aligned to the PGWC leave policy to have simplify the administration of leave for both sectors.

2. DEFINITION OF TERMS

Unless the context otherwise indicates:

“PGWC” Provincial Administration of the Western Cape

“Academic employees” refers to those employed by the Dentistry Faculty at the university primarily to teach or to do research.

“Management” Refers to the Management of the University of the Western Cape and includes any committee of Management or employee of the University

mandated by Management to carry out Management’s functions in terms of these rules.

“Line manager” refers to an employee of the University to whom another employee of the University has to report to and to whom he/she is accountable.

“Medical practitioner” refers to a person registered as such in terms of the provisions of an Act of Parliament and includes a so registered dentist or a so registered traditional healer.

“Senior management” refers to the Rector, the Vice-rector or Vice-rectors, as the case may be, the Registrar or Registrars, as the case may be, the Executive Director or Executive Directors, as the case may be, and the Deans.

“Sick leave cycle” refers a period of three (3) years from a specific date determined by UWC.

“Day” means working days and does not include weekends and any public holidays.

3. CORE PURPOSE OF POLICY

The purpose of the Academic leave policy is to regulate leave processes and benefits and to manage leave effectively and efficiently.

Parental leave

Source [47] · PDF pages 5–6; complete sections 4.7–4.8

4.7 Parental Leave

I. Maternity leave

Full-time employees, whether permanent or contract, qualify for maternity leave, provided that only those employees who have been in the employ of the University for at least twelve (12) months will qualify for maternity leave with full pay.

Employees qualify for four (4) months maternity leave at full pay.

Applications for maternity leave should be made at least four (4) weeks in advance and should be accompanied by a certificate from a registered medical practitioner detailing the expected date of confinement.

II. Parenting Partner leave

An employee who becomes the parent of a newborn or an adopted child below the age of two (2) years of age may, on application, be granted parental leave on full pay for a maximum period of ten (10) consecutive working days, to be taken within thirty (30) calendar days of the birth or adoption of the child.

III. Adoption leave An employee who becomes the parent of an adopted child below the age of two (2) years of age will be entitled to the same benefits as other employees who become biological mothers (Maternity leave), provided that in the case of adoption, the employee is only entitled to the parental leave after adoption.

The following will apply if both parents are UWC staff members:

1) Only one staff member will be eligible for Parental leave;

2) The other staff member will be eligible for Parenting Partner leave as per section 4.7 (ii).

IV. Commissioning Parental Leave An employee, who is a commissioning parent in a surrogate motherhood agreement is, entitled to: (a) Commissioning parental leave of at least ten weeks consecutively; or (b) The Parenting Partner leave referred to in section 4.7 (ii).

4.8 Childcare facilities

The University is committed to the concept of the provision of childcare facilities although it is recognised that it may not be financially possible to provide an all-encompassing facility.

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Flexi time and Flexi place Policy

Implementation: 1 January 2020. The scope exclusions and operational-approval conditions are reproduced with the flexibility provisions.

Original source [53] Flexi time and Flexi place Policy

Original control information

INSERT IMAGE: uwc-crest-policy-53-original.jpeg	UNIVERSITY OF THE WESTERN CAPE
	FLEXI TIME AND FLEXI PLACE POLICY	Council Approval Reference	C2019-4
		Implementation Date	1 January 2020
		Revision / Amendment Number
		Revision / Amendment Date
		Policy Owner	Human Resources department
		Executive Management Approval	29 May 2019
		Circulated by:	Human Resources department
		Circulated to:	Deans, Departmental Chairs/Directors in Faculties, Executive, HoD’s and staff. Also submitted to union, EMC, IF, HRC and Council.

Preamble purpose scope and definitions

Source [53] · PDF pages 2–3; complete sections 1–4

1. Preamble The University of the Western Cape (UWC) recognises that flexible working hours and workplace arrangements may allow staff members to manage their work and personal commitments more effectively against the University’s operational demands. Staff who are approved to use the flexible working hours and workplace arrangements will be responsible, with their line managers, for managing their productivity and outputs in accordance with the expectations of their roles.

2. Purpose The purpose of this policy is to provide for flexible working hours and workplace arrangements.

3. Scope

3.1 The flexible working hours and workplace arrangements are applicable to the following staff categories:

3.1.1 Permanent and contract UWC Professional, Administrative and Support staff members. This policy does not apply to the following staff categories:

3.1.2 Staff doing shift work;

3.1.3 Part-time staff;

3.1.4 Essential services staff¹;

3.1.5 Academic staff.

3.2 The working hours of shift and part-time staff members are determined in accordance with the departmental /University operational needs.

3.3 This policy must be read with the following policies and guidelines:

3.3.1 The ‘ICT Computer Internet and Email Usage Policy’ approved by Council in June 2017.

3.3.2 The ‘Guidelines for establishing Critical/Non-critical services and positions in the case of a campus emergency and/or closure’, approved by the EMC in April

2016. 3.3.3 The ‘UWC Code of Conduct’ approved by Council in 2005.

1 Deans or Executive members may approve flexi-time applications from essential service staff, if the operational requirements have been met and they are satisfied that services would be fully functional at all times.

4. Definitions

4.1 Senior Management means the Executive Management, the Deans and other senior managers as determined by the Vice-Chancellor and Rector after consultation with the Executive Management members.

4.2 Academic staff members means those persons employed by the University primarily to teach and to do research, including the Vice-Chancellor/Rector, the Deputy Vice-Chancellor(s)/Vice-Rector(s), and the Deans.

4.3 Professional, Administrative and Support Staff (PASS) refers to those staff members of the University who are not employed on academic terms and conditions and who provide full-time professional, administrative and support services to the University.

4.4 Part-time staff are staff members who are required to perform work for less than 173 hours per month.

4.5 Shift workers are staff members who are required to perform work for set periods of time as part of a shift system.

4.6 Working hours refers to the number of hours an employee is required to work in terms of the employee’s contract of employment.

4.7 Flexi-Time refers to the time period, outside of the core working hours when the office is open for work, within which staff members are flexible to choose their preferred starting and finishing times.

4.8 Flexi-Place refers to staff members performing specified work activities or obligations, as required in terms of their contract of employment, from an alternative venue, by mutual agreement with their line manager and approved by the relevant Executive member or Dean.

4.9 An essential service is a service which, if interrupted, could endanger the life, personal safety or health of any member of the University community.

4.10 A maintenance service is a service, which, if interrupted, could result in the material physical impairment, damage or destruction of any working area, plant or machinery.

Flexible working conditions

Source [53] · PDF pages 4–7; complete sections 5–8

5. Normal working hours for UWC professional, administrative and support staff:

5.1 The normal working hours for full time professional, administrative and support staff are from 08h20 to 16h30, daily from Monday to Friday, with a daily lunch break of

45 minutes.

5.2 Heads of Department may set staggered lunch breaks in line with operational requirements.

5.3 The minimum working hours for full-time staff members are 173 hours per month. All part-time staff will work for less hours than full-time staff.

6 Flexi-time arrangements

6.1 General principles

6.1.1 The application of flexible working arrangements is a management prerogative.

6.1.2 The operational needs of the department/ faculty will take preference. Where there is a negative impact on the delivery of service, the applicable working arrangement may be amended or withdrawn by the line manager, relevant Dean or Executive member in consultation with senior management.

6.1.3 It is the responsibility of the line manager to manage the working hours and productivity of staff within this policy guideline.

6.1.4 Participation is optional and staff may elect to maintain their normal working hours.

6.1.5 Once-off requests based on reasons such as late-coming or absenteeism are not allowed and will be addressed via the applicable process.

6.2 Flexible working options

6.2.1 Staff members working flexi-time are required to work their stipulated/contracted hours in consultation with their line managers.

6.2.2 Starting and finishing times may differ according to individual needs.

6.2.3 Notwithstanding the above, staff members must be available to fulfil their contractual hours per working day.

6.2.4 Full-time professional, administrative and support staff members may elect starting and finishing times as follows:

Starting and Finishing Times	{Earlier Flexitime}		{Normal time}	{Later Flexitime}
	7h20 - 15h30	08h05 - 16h15	08h20 - 16h30	08h35 - 16h45	08h50 - 17h00	09h05 - 17h15	09h20 - 17h30

6.2.5 Lunch breaks may not be added to the start or end of the day in order to arrive later or leave earlier.

6.2.6 Where operational needs dictate, staff members on a flexible arrangement should avail themselves for departmental and scheduled meetings outside of the flexi-time arrangement.

7 Flexi-place arrangements

7.1 General principles

7.1.1 Staff members may work from an alternative location to the normal workplace for the purposes of performing specified work obligations or activities.

7.1.2 The flexible working arrangements may not adversely affect the achievement of the department’s goals and outputs.

7.1.3 Senior Management reserves the right to revoke arrangements based on operational needs and/or where abuse of the arrangements has occurred.

7.1.4 A flexible workplace arrangement is not guaranteed to apply to future positions, should the affected staff member change departments or positions.

7.1.5 Staff members must submit valid contact details, and be available and contactable during the nominated times.

7.1.6 Flexi-place arrangements shall endure for a maximum of three days per week.

7.1.7 UWC cannot accept liability in terms of this policy for any health and safety injuries that may occur while staff on flexi-place arrangements are not on UWC’s premises. Staff who receive approval for flexi-place arrangements must complete the Annexure B form, indemnifying UWC against future claims.

7.2 Alternative workplace

7.2.1 Staff members working from alternative locations must have the necessary infrastructure/ resources available and in place to enable them to connect to their normal workplace as required by their departments. The University will not supply any such resource outside of the normal work arrangements, including UWC

office-based resources and facilities such as printers, printing ink, ADSL or telephone landlines.

7.2.2 Where operational needs dictate, staff members must avail themselves for departmental and scheduled meetings outside of the flexi-time and flexi-place arrangements.

7.2.3 The University reserves the right to institute disciplinary action should any abuse of the flexi-place arrangement take place.

7.3 Application and approval process

7.3.1 All applications will be considered in terms of the approved guidelines (refer to section 8).

7.3.2 The staff member must obtain prior written agreement from the line manager.

7.3.3 The line manager must discuss the request with the relevant Executive member or Dean.

7.3.4 An application for approval must be made by completing the ‘Application for Flexi-time and/or Flexi-place arrangement’ form (Annexure A). This form must be accompanied by the ‘Indemnity Form’ (Annexure B) if the application is for a flexi-place arrangement.

7.3.5 The relevant Dean or Executive member will have the authority to approve the flexi-time or flexi-place application.

8 Policy Guidelines

8.1 The following guidelines are applicable:

8.1.1 The approval of flexi-time arrangements will be effective for five (5) days per week for a maximum period of one (1) year.

8.1.2 The flexi-place arrangements will be effective for a maximum of three (3) days per week for a maximum period of one (1) year.

8.1.3 Any subsequent requests will be considered anew within the policy framework.

8.1.4 Staff members must fulfil their contractual hours per working day.

8.1.5 The application of flexible working hours or workplace arrangements is a management prerogative.

8.2 Process:

8.2.1 The application must be in writing (Annexure A and B);

8.2.2 The line manager must recommend the application for approval to the relevant Dean/ Executive member;

8.2.3 The relevant Dean/ Executive member has the right, on the recommendation of the line manager, to revoke an approved application should any abuse of this policy be deemed to have taken place. Such revocation of approval must be made in writing to the staff member with reasons given for the decision. The affected staff member will have three (3) working days in which to lodge an appeal of the decision (see 8.2.4).

8.2.4 In cases where the application was not approved or was revoked, the staff member has recourse to an appeal in writing. This letter of appeal must be directed to the next-in-line manager, together with any documentary evidence.

8.2.5 This decision will be communicated in writing to the relevant Dean/ Executive member who will discuss it with the line manager and the staff member.

8.2.6 The following criteria will constitute an abuse of this policy and may lead to disciplinary action:

8.2.5.1. Non-delivery on agreed-upon work performance goals and objectives within set timeframes;

8.2.5.2. Not being contactable via any designated media (telephone, mobile, email, Skype, etc.) during the agreed-upon hours of work from an alternative workplace;

8.2.5.3. Not adhering to the UWC Code of Conduct and bringing the University into disrepute.

EMBED POLICY: uwc-flexi-time-and-flexi-place-policy-complete.pdf

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Children on Campus Policy

Council approval: 21 June 2007. This is an exceptional children-at-work procedure requiring parental supervision.

Original source [52] Children on Campus Policy

Original cover metadata

UNIVERSITY OF WESTERN CAPE (UWC)
POLICY WITH RESPECT TO CHILDREN ON CAMPUS
DATE OF LAST APPROVAL: C2007/2

No separate control table appears on the original cover.

Complete operative policy

Source [52] · PDF page 2

UNIVERSITY OF THE WESTERN CAPE

POLICY with respect to

CHILDREN ON CAMPUS

The Occupational Health and Safety Act, Act 85 of 1993, governs safety in the workplace. Section 9(1) of this Act, dealing with "General duties of employers and self-employed persons to person other than their employees" provides that:

Every employer shall conduct his undertaking in such a manner as to ensure, as far as is reasonably practicable, that persons other than those in his employment who may be affected directly by his activities are not thereby exposed to hazards to their health or safety.

In view of the statutory provisions referred to above the Council of the University of the Western Cape has decided as follows:

Any employee who may be required to bring his/her child onto the University's campus (or any of its satellite campuses) as a result of circumstances beyond his/her control (e.g. suddenly having nobody to look after the child and such child cannot reasonable be left alone at home) is required to:

1. Inform his/her Head of Department, Supervisor or Foreman (as the case may be) of the circumstances and request authorization to bring the child into campus during normal working hours.

2. Sign the child in at the security gate for record purposes.

3. The parent or guardian employee may not allow such child to leave the parent's/guardian's workplace or his/her presence on his/her own.

4. The parent or guardian employee must take full responsibility for the child while such child is on University premises and the University and its employees will not be liable in law should such suffer any damages or if anything untoward happens to such child.

5. The parent or guardian employee will be responsible for all expenses and/or losses incurred by the University should the child sustain any injury whilst on Campus.

Approved by Council on 21 June 2007 (C 2007/2)

EMBED POLICY: uwc-children-on-campus-policy-complete.pdf

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