• Corporate Social Investment(CSI) - Mrs J Dalbock

This portfolio serves to establish awareness of CSI assessing, its advantages and disadvantages. It serves as a platform for sharing of best practices as well as providing information which will facilitate CSI's integration into overall business strategy and guidance on accessing of resources to assist in this process.

• Employment Equity (EE) - Mr C Waterson

This portfolio deals with the application of processes and laws that are designed to address disparities in employment, occupation and income within the national labour market.

• Employee wellness (EWC) - Mr S Odugwu

This portfolio deals with aspects of Health and Welfare including but not limited to HIV Aids projects, TB Awareness and Employee Assistance programmes.

• Human Capital Development (HCD) - Mr L Filtane

Endeavors to assist members to provide skills and developmental opportunities, build capacity for effective & improved individual and organisational performance, increase return on assets and impact on bottom line as well as to link in with other HR initiatives such as career and talent management.

• Industrial Relations (IR) - Mr I Delport

The IR portfolio was established to address those factors which have an influence on the employment relationship.  Examples are the interpretation and application of employment laws, disciplinary action and  union matters.

• Organisation Development (OD) - Ms C Kurten

The OD portfolio serves to assist members with gaining clarity on possibilities to make broad scale organisation-wide changes to increase effectiveness and viability. This includes approaches to topics such as strategic planning, organization design and analysis, leadership development, change management, performance management, coaching, diversity, conflict management, team building and engagement to stimulate new thinking.

• Performance Management (PM) - Mr L Filtane

This portfolios' aim is to measure performance, offer mentoring and coaching, create/maintain a performance culture within an entire organisation, leading to increased skills and improved performance, as well as linking in with other HR initiatives such as career management, talent management and employee development and also to ensure that major decisions are taken on the basis of performance tracking.

• Skills Development (SD) - Mrs L Schofield & Mr P Kemp

The SD's portfolio strives to ensure that members of the Committee and wider Chamber audience are kept up to date with the latest trends within the training and development arena.  The portfolio also aims to offer support and guidance to organisations with respect to addressing the critical skills shortage in the region, through the identification of suitable and credible interventions.

• Talent Management (TM) - Ms M van Vreden & M Cloete

A professional and effective talent acquisition process is commercially important and must translate into the following business benefits: 

• 1. Attract and retain internal and external high calibre talent at speed, that will provide positive contributions to the growth of business
• 2. Portray a professional image to the external applicant market and be viewed as an ‘employer of choice'
• 3. Avoid selection mistakes that result in costly and ineffective business outcomes through fair, defensible and intelligent decisions
• 4. Facilitate the career development of employees via effective internal talent acquisition

The new structure means an added benefit to Chamber members who will now have access to areas of expertise and advice where required and are invited to make contact with Chamber as necessary.