1. COMMISSION FOR CONCILIATION, MEDIATION AND ARBITRATION
ANNUAL PEFORMANCE REPORT 2016/17
PRESENTATION TO THE PORTFOLIO COMMITTEE ON LABOUR
13 SEPTEMBER 2017

2. Performance Indicator behind schedule. Target not achieved
LEGEND
Implication: ACHIEVED
Performance Indicator is on track or reflects complete implementation. Target achieved
 100% + Complete
Implication: NOT ACHIEVED
Performance Indicator behind schedule. Target not achieved
 0% - 99% Complete

3. COMPARATIVE ANALYSIS: QUARTER 1 TO 4 2016/17
Planned targets
Overall Achieved
% Achieved
Quarter2
Quarter3
Quarter4
CCMA 18 12
67% 19 13
68% 21
86% 33 30
91%

4. ANNUAL PLANNED INDICATORS
ANNUAL 2016/17 PERFORMANCE
ENTITY
ANNUAL PLANNED INDICATORS
ACHIEVED
NOT ACHIEVED
OVERALL % ACHIEVEMENT
CCMA 33 30 3
91% 4

5. STRATEGIC OBJECTIVE PERFORMANCE FOR THE 2016/17 FINANCIAL YEAR
ANNUAL 2016/2017 PERFORMANCE
STRATEGIC OBJECTIVE PERFORMANCE FOR THE 2016/17 FINANCIAL YEAR
STRATEGIC OBJECTIVES
PLANNED TARGET
2016/2017
ACTUAL ACHIEVEMENT
DEVIATION FROM PLANNED TARGET TO ACTUAL ACHIEVEMENT FOR 2016/2017
ENHANCING THE LABOUR MARKET TO ADVANCE STABILITY AND GROWTH 13 12 1
ADVANCING GOOD PRACTICES AT WORK AND TRANSFORMING WORKPLACE RELATIONS 6
BUILDING KNOWLEDEGE AND SKILLS 3
OPTIMISING THE ORGANISATION 11 9 2

6. ANNUAL 2016/2017 PERFORMANCE 6

7. UNDER – PERFORMING TARGETS FOR 2016/17
PERFORMANCE
REASON FOR DEVIATION
One (1) industry sustainability process concluded in identified national sector
The industry sustainability process was not concluded in identified national sector. Terms of Reference (TORs) for the Pulp and Paper sector were developed and signed by all parties.
Achievement of this target was hindered by a strike at SAPPI.
Hundred percent (100%) of the Talent Management and Succession plan implemented
Cumulatively between the 2015/16 and 2016/17 financial years, three (3) main projects were delivered, which translates into a thirty percent (30%) performance.
Non - achievement of this target is attributed to the fact that the target was poorly drafted to mean that the five (5) year Talent Management and Succession Plan will be executed in one (1) year, which is incorrect. Although the target was not achieved, what was planned for execution during the 2017/18 financial year was duly implemented.
Hundred percent (100%) implementation of the Procurement Plan
Effective demand management achieved through implementing sixty percent (60%) of the Procurement Plan (nine (9) projects).
Non - achievement of this target is attributed to delays in the internal procurement process. 7

8. COMPARATIVE ANALYSIS: YEAR ON YEAR (2015/16 AND 2016/17)
APP 2015/16
APP 2016/17
TREND
Planned targets
Overall Achieved
% Achieved
/17
CCMA 29 22
76% 33 30
91%

9. COMPARATIVE ANALYSIS: YEAR ON YEAR (2015/16 AND 2016/17)9

10. THE CCMA IS MAKING A DIFFERENCE ANNUAL DASHBOARD 1APRIL 2016 – 31 MARCH 2017
is the registered caseload (compared to the of the 2015/16 financial year)
3 592 outreach activities were conducted (awareness raising activities, capacity building activities and social justice blockages activities)
24 days was the average to deal with conciliation cases as compared to the legislated target of 30 days
people were capacitated to better understand the law and their rights through the outreach activities conducted
52% of jobs ( out of jobs at stake) were saved compared to employees facing retrenchments (cases referred to the CCMA) (Section 189A)
60 days was the average to deal with arbitration cases against a set target of 60 days
4 Thought Leadership Conversations were convened:
1. “South Africa faces retrenchment crisis”
2. “Equity in the workplace”
3. “Equal Pay for Work of Equal Value”
4. “The Proposed National Minimum Wage”
143 public interest matters were settled (Section 150)
7.4 out of 10 (74%) of cases were settled through conciliation
530 complaints were received and all complaints were investigated and responded to 10

11. OUTREACH MAP: 1 APRIL 2016 – 31 MARCH 2017
Limpopo:
186 Capacity Building & Outreach Activities
Gauteng:
902 Capacity Building & Outreach Activities
North West :
194 Capacity Building & Outreach activities
Northern Cape :
177 Capacity Building & Outreach Activities
Mpumalanga:
191 Capacity Building & Outreach Activities
KwaZulu- Natal:
346 Capacity Building & Outreach Activities
Free State:
261 Capacity Building & Outreach Activities
Western Cape:
741 Capacity Building & Outreach Activities
National Office
Regional Offices
Awareness Raising
Capacity Building
Eastern Cape:
594 Capacity Building & Outreach Activities
Outreach Services
Social Justice

12. IMPACT ANALYSIS: CONTRIBUTION TO GOVERNMENT OUTCOMES AND TRIPLE CRISIS
OUTCOME 4: The CCMA saved 52% of jobs of employees facing retrenchments (cases referred to the CCMA), translating into more than jobs saved.
OUTCOME 4: The CCMA facilitates pre – or – post wage negotiations. The CCMA continues to stabilize the labour market and promote economic development through the facilitation of public interest matters to resolve protracted strikes that costs the South African economy billions of rands, investor confidence and consequently job losses. CCMA facilitated public interest matters in the following sectors during the period under review: (1) Agriculture (2) Aviation (3) Government (4) Metal (5) Mining (6) Motor (7) Public Transport (8) Pharmaceutical (9) Petrochemical
OUTCOME 11, 14: The CCMA has established strategic partnerships in order to contribute towards the protection of vulnerable groups against worst effects of poverty and ensure an inclusive society and economy which minimises inequality. As at 31 March 2017, a total of vulnerable employees were assisted through the CCMA and Sheriffs Board partnership whereby CCMA awards have been enforced 12

13. IMPACT ANALYSIS: CONTRIBUTION TO GOVERNMENT OUTCOMES AND TRIPLE CRISIS
OUTCOME 4: The CCMA has a number of transformation in the workplace interventions and a number of capacity building programmes that aims to directly respond to the Sub – Outcome of Outcome 4 which states that “Workplace conflict is reduced and collaboration between government, organised business and organised labour is improved”. 342 interventions have been delivered as at the end of 31 March 2017 to enable timely intervention with the ultimate goal of minimizing workplace disputes
OUTCOME 11, 14: The CCMA has, conducted outreach services (inclusive of awareness raising activities, capacity building activities and social justice blockages activities and helped people better understand the law and their rights
OUTCOME 11: The CCMA is playing an instrumental supportive role to other similar Commissions, both in Africa and internationally. The CCMA recently hosted the Bangladesh delegation who were on a study tour to study CCMA’s business model. The CCMA’s Case Management System is being extend to the Labour Court and some SADC countries. The CCMA has initiated the resuscitation of the SADC Forum . CCMA training has been expanded to other SADC countries 13

14. COMPLAINTS RECEIVED AND RESOLVED: 2016/17
TOTAL COMPLAINTS RECEIVED
COMPLAINTS IN PROGRESS
/ UNRESOLVED
COMPLAINTS RESOLVED
% RESOLVED
CCMA
530
100%
Total 14

15. CCMA REGIONAL OFFICES COMPLAINTS RECEIVED AND RESOLVED: 2016/17
PROVINCE
TOTAL COMPLAINTS RECEIVED
COMPLAINTS IN PROGRESS
/ UNRESOLVED
COMPLAINTS RESOLVED
% RESOLVED
KwaZulu-Natal 63
100%
Gauteng
214
Eastern Cape 45
Mpumalanga 29
Limpopo 26
North West 34
Free State 22
Western Cape 78
Northern 19 10
Total
530 15

16. CCMA SAMPLE OF THE MOST COMMON AND UNIQUE COMPLAINTS RECIEVED
Commissioners misconduct and bias
Commissioners forcing parties to settle
Dispute resolution processes not being duly followed
Delays in processes
Parties unsatisfied with the outcome of the processes
(Summary from the CCMA National Complaints Report 2016/2017)

17. CCMA 2016/2017 APPROPRIATION STATEMENT

18. 2016/2017 ECONOMIC CLASSIFICATION
ITEM
BUDGET
31-Mar-17
R'000
ACTUALS
31 MARCH 2017
VARIANCE
(OVER )/ UNDER
Government Grant
Other Income
20 046
23 537
-3 491
Total Revenue
Compensation of Employees
11 865
Transfer Payments
8 125
5 981
2 144
Case Disbursement
12 187
Goods & Services
9 739
Total Operational Expenditure
35 935
Surplus/(Deficit)
-713
Capital Expenditure
10 523
6 453
4 070
Total Expenditure
40 005
The Grant revenue is as per the drawdown agreement with the Department of Labour, the variance of R10.5m was allocated to Capital Expenditure (Non-Current Assets) budget spending.
Income from rendering services and other income was 12.5% over the budget, exceeding budget mainly due to rendering services income being demand base which varies from year to year.
Income from investments was 19.1% above the budget mainly due to variable interest rates and investments timing differences. Surplus In the 2016/17 financial year R50.6 m of the prior year accumulated surplus were earmarked and budgeted for expenditure related to the implementation of the Labour Law amendments, absorption of the appointment of the full time interpreters and increase in case load and accessibility of the CCMA services. CCMA's approval budget and plan was to close the financial year with the budget deficit of R50.6m after the inclusion of operational expenditure rolled over from the previous financial year. CCMA's annual financial statements indicate a deficit of R713k which is within the approved budget deficit of R50.6m. Expenditure The overall expenditure spend against the budget 2016/17 is reported at 95.5% with overall saving of 4.5%. Employee costs budget saving of 4% was mainly due to the staff vacancies that were not filled during the financial year. Depreciation for the year was over the budget by R3.6m due to the new assets acquired during the financial year.
Administration and Operating expenditure closed with a budget saving of 5% mainly due to the software, building maintenance and legal costs as they are demand base and vary from year on year, as well as savings realised on Travel costs due in part to implementation of cost containment measures.
Subsidies paid during the year was under the budget by R2.1m due to lower inflow of claims on estimated settled and awarded cases from Bargaining Councils.

19. 2016/2017 CCMA EXPENDITURE INFORMATION
ECONOMIC CLASSIFICATION
ADJUSTED
BUDGET 2016/17
R'000
ACTUALS
2016/17
VARIANCE (OVER)/UNDER
Compensation of employees
11 865
Goods and services
21 926
Transfers and subsidies
8 125
5 981
2 144
Payments of capital assets
10 523
6 453
4 070
 TOTAL
40 005

20. 2016/2017 EXPENDITURE INFORMATION (CCMA)
ECONOMIC CLASSIFICATION
ADJUSTED BUDGET
EXPENDITURE
BUDGET VARIANCE
% VARIANCE
R’000 %
Current Payments
33 791
4.11%
Payments for Capital Assets
10 523
6 453
4 070
38.68%
Transfers and Subsidies
8 125
5 981
2 144
26.39%
TOTAL
37 705
4.48%
CURRENT PAYMENTS
ADJUSTED BUDGET
EXPENDITURE
BUDGET VARIANCE
% VARIANCE
R’000 %
Compensation of Employees
11 865
4.03%
Goods and Services
21 926
4.15%
TOTAL
33 791
4.11%

21. (OVER)/UNDER EXPENDITURE (OVER)/UNDER EXPENDITURE
TABLE 4: STRATEGIC OBJECTIVE 1: ENHANCING LABOUR MARKET TO ADVANCE STABILITY AND GROWTH: LINKING PERFORMANCE WITH BUDGET
2016/2017 EXPENDITURE INFORMATION PER STRATEGIC OBJECTIVE – LINKING EXPENDITURE TO PERFORMANCE
STRATEGIC OBJECTIVE
2016/2017
2015/2016
BUDGET
ACTUAL
EXPENDITURE
(OVER)/UNDER EXPENDITURE
R’000
SO1
18 755
13 525
5 230
62 300
TOTAL
13 525
STRATEGIC OBJECTIVE
2016/2017
2015/2016
BUDGET
ACTUAL
EXPENDITURE
(OVER)/UNDER EXPENDITURE
R’000
SO2
8 238
16 782
(8 544)
28 742
19 779
8 963
TOTAL

22. (OVER)/UNDER EXPENDITURE (OVER)/UNDER EXPENDITURE
TABLE 4: STRATEGIC OBJECTIVE 1: ENHANCING LABOUR MARKET TO ADVANCE STABILITY AND GROWTH: LINKING PERFORMANCE WITH BUDGET
2016/2017 EXPENDITURE INFORMATION PER STRATEGIC OBJECTIVE – LINKING EXPENDITURE TO PERFORMANCE
STRATEGIC OBJECTIVE
2016/2017
2015/2016
BUDGET
ACTUAL
EXPENDITURE
(OVER)/UNDER EXPENDITURE
R’000
S03
10 348
17 278
(6 930)
19 539
18 936
603
TOTAL
STRATEGIC OBJECTIVE
2016/2017
2015/2016
BUDGET
ACTUAL
EXPENDITURE
(OVER)/UNDER EXPENDITURE
R’000
S04
46 179
(42 664)
Total

23. 2016/2017 EXPENDITURE INFORMATION PER PROGRAMME
PROGRAMMES
BUDGET
R'000
ACTUALS
VARIANCE
(OVER)/ UNDER
R '000
Administration
Institutional Development
25 480
35 708
Corporate Governance
5 867
5 194
673
Social Service
70 223
Total
40 005

24. 2016/2017 PROGRAMME 1: ADMINISTRATION
ECONOMIC CLASSIFICATION
ADJUSTED BUDGET
R'000
ACTUALS
VARIANCE
(OVER)/UNDER
COMPENSATION OF EMPLOYEES
GOODS AND SERVICES
911
TRANSFERS AND SUBSIDIES -
PAYMENTS FOR CAPITAL ASSETS
10 523
6 453
4 070
TOTAL

25. 2016/2017 PROGRAMME 2: INSTITUTIONAL DEVELOPMENT
ECONOMIC CLASSIFICATION
ADJUSTED BUDGET
R'000
ACTUALS
VARIANCE
(OVER)/UNDER
COMPENSATION OF EMPLOYEES
14 430
14 697
-267
GOODS AND SERVICES
11 050
21 011
-9 961
TRANSFERS AND SUBSIDIES -
PAYMENTS FOR CAPITAL ASSETS
TOTAL
25 480
35 708

26. 2016/2017 PROGRAMME 3: CORPORATE GOVERNANCE
ECONOMIC CLASSIFICATION
ADJUSTED BUDGET
R'000
ACTUALS R'000
VARIANCE
(OVER)/UNDER
COMPENSATION OF EMPLOYEES
1 616
2 174
-558
GOODS AND SERVICES
4 251
3 020
1 231
TRANSFERS AND SUBSIDIES -
PAYMENTS FOR CAPITAL ASSETS
TOTAL
5 867
5 194
673

27. 2016/2017 PROGRAMME 4: SOCIAL SERVICES
ECONOMIC CLASSIFICATION
ADJUSTED BUDGET
R'000
ACTUALS
VARIANCE
(OVER)/UNDER
Compensation of employees
98 223
59 889
38 334
Goods and services
29 745
Transfers and subsidies
8 125
5 981
2 144
Payments for capital assets -
TOTAL
70 223

28. Thank You…