1. PARLIAMENTARY PORTFOLIO COMMITTEE FOR LABOUR
PRESENTATION TO MEMBERS OF THE NATIONAL PARLIAMENTARY PORTFOLIO COMMITTEE FOR LABOUR
JULY 2014 1
CCMA Revolutionizing Workplace Relations

2. NAVIGATING THE PRESENTATION
CCMA Vision, Mission, Values and Functional Purpose
Corporate Governance
Strategy and Performance Management
The Year Ahead
Delivery Excellence and Challenges
Operating in a Changing Environment 2
CCMA Revolutionizing Workplace Relations

3. CCMA VISION, MISSION, VALUES AND FUNCTIONAL PURPOSE
CCMA Johannesburg Regional Office 3
CCMA Revolutionizing Workplace Relations

4. Vision
To be the premier dispute prevention, management and dispute resolution organisation
Mission
The purpose of the CCMA is to promote social justice and economic development in the world of work and to be the best dispute management and dispute resolution organisation trusted by our social partners
Values
Respect
Excellence
Accountability
Diversity
Integrity,
Transparency, 4
CCMA Revolutionizing Workplace Relations

5. MANDATORY STATUTORY FUNCTIONS
Conciliate Workplace Disputes;
Arbitrate disputes that remain unresolved after conciliation;
Facilitate the establishment of workplace forums and statutory councils;
Compile and publish information and statistics about its activities;
Consider applications for accreditation and subsidy from Bargaining Councils and private agencies;
Supervise ballots for unions and employer organizations;
Provide training and advice on the establishment of collective bargaining structures, workplace restructuring, consultation processes, termination of employment, employment equity programmes and dispute prevention.
CCMA Revolutionizing Workplace Relations

6. DISCRETIONARY STATUTORY FUNCTIONS
Supervise ballots for unions and employer organisations;
Provide training and information relating to the primary objective of the LRA;
Advise a party to a dispute about the procedures to follow;
Offer to resolve a dispute that has not been referred to the CCMA;
Publish guidelines on any aspect of the LRA and to make rules
CCMA Revolutionizing Workplace Relations

7. DR PROCESSES - RIGHTS DISPUTES
CCMA
LABOUR COURT
Rights Disputes
If unresolved
Con-arb
Conciliation
If unresolved
Arbitration
Adjudication
Award
Judgement
CCMA Revolutionizing Workplace Relations

8. DR PROCESSES - INTEREST DISPUTES
CCMA
Interest Disputes
Conciliation
If unresolved
Strike / Lockout
CCMA Revolutionizing Workplace Relations

9. CORPORATE GOVERNANCE
The Governing Body Chairperson, Mr D Dube and the Director, Ms N Kahn living the CCMA values, meeting staff 6
CCMA Revolutionizing Workplace Relations

10. THE GOVERNING BODY Governing Body Chair Daniel Dube Director
Nerine Kahn
Elias Manage was appointed Acting Chairperson in May 2013, serving up until Daniel Dube took up tenure in October 2013.
CCMA Revolutionizing Workplace Relations

11. THE GOVERNING BODY
The Commission for Conciliation, Mediation and Arbitration (CCMA) is a independent statutory body established in terms of section 112 of the Labour Relations Act of 1995 (LRA), as amended.
The CCMA is governed by the Governing Body (GB) in terms of section 116 of the LRA.
The GB is made up of an independent non-executive chairperson and representatives from Government, Organised Labour and Organised Business. The members of the GB are appointed through a process managed by NEDLAC and by the Minister of Labour.
The GB is the Accounting Authority and the Director is the Accounting Officer in terms of the PFMA. The Governing Body Charter clearly and concisely sets out the roles, duties and responsibilities of the GB as well as salient corporate governance principles. 7
CCMA Revolutionizing Workplace Relations

12. GOVERNING BODY FUNCTIONS
The GB appoints the Director, in terms of section 118 (1) of the LRA. The Director fulfills the functions of a Chief Executive Officer.
The LRA specifically tasks the GB with appointing Commissioners and determining their conditions of service (S117), the GB may not delegate appointment of the Director, appoint /remove Commissioners, deposit or invest surplus money, accreditation and subsidy functions.
The LRA section 122, enjoins the GB to establish committees to assist the CCMA and contract any person or agency to do work or perform any function of CCMA (section 124); accredit Bargaining Councils and Private Agencies 8
CCMA Revolutionizing Workplace Relations

13. Essential Services Committee Commissioners & Staff
Executive Authority
Minister of Labour
Parliament
Organized Labour
Governing Body
Director
Government
Audit Committee
Organized Business
Governance, Social and Ethics Committee
Essential Services Committee
Accreditation & Subsidy Committee
Commissioners & Staff
Human Resource and Remuneration Committee
Finance and Risk Committee
CCMA Revolutionizing Workplace Relations

14. STRATEGY AND PERFORMANCE MANAGEMENT
Members of the Farm Workers’ Committees from the Grahams town and Alexandria area who attended a Best Practice Workshop initiated by the Eastern Cape – Port Elizabeth DM&P Team
CCMA Revolutionizing Workplace Relations

15. SIYAPHAMBILI STRATEGY 2011 - 2015
The Siyaphambili strategic plan was crafted on previous plans as the basis for business continuity, and includes input from all key stakeholder groups (internal and external).
The plan sets out the Goals and Strategic Objectives, Key Performance Areas & Targets for the for the organisation for 2011 to 2015.
The strategic plan determines the allocation of resources and drives the performance management system of the CCMA.
The plan outlines the strategy for the organisation as an entity and is the basis for each team within the organisation to determine their priorities in order that the overall organisational goals are achieved.
CCMA Revolutionizing Workplace Relations

16. STRATEGIC GOALS AND OBJECTIVES
We will position the CCMA to impartially promote social justice and economic development in the world of work
Enrich the role of the CCMA in the Labour Market.
We will deliver professional, user-friendly, quality services with speed
Build skills to achieve professionalism.
Deliver excellent service rooted in social justice ensuring a balance between quality and quantity
We will maintain organizational effectiveness and strive for continuous improvement
Enhance and entrench internal processes and systems for optimal deployment of resources
Align the structure that will enable optimal implementation of the strategy.
Entrench an organisational culture that supports the delivery of our mandate.
Goals
Objectives
CCMA Revolutionizing Workplace Relations

17. SCORECARD 2013-2014 CCMA Revolutionizing Workplace Relations
STRATEGIC OBJECTIVES
SO1: ENRICH THE ROLE OF THE CCMA IN THE LABOUR MARKET
SO2: BUILD SKILLS TO ACHIEVE PROFESSIONALISM
SO3: DELIVER EXCELLENT SERVICE ROOTED IN SOCIAL JUSTICE ENSURING A BALANCE BETWEEN BOUALITY AND BOUANTITY
SO4: ENHANCE AND ENTRENCH INTERNAL PROCESSES AND SYSTEMS FOR OPTIMAL DEPLOYMENT OF RESOURCES
SO5: ALIGN THE STRUCTURE THAT WILL ENABLE OPTIMAL IMPLEMENTATION OF THE STRATEGY
SO6: ENTRENCH AN ORGANISATIONAL CULTURE THAT SUPPORTS DELIVERY ON OUR MANDATE
OVERALL SCORE
CCMA Revolutionizing Workplace Relations

18. THE YEAR AHEAD
Some of the delegates who attended a Job Saving Seminar organised by the Western Cape DM&P Team to promote the CCMA Job Saving Strategy and the Training Layoff Scheme
CCMA Revolutionizing Workplace Relations

19. BUDGETED INCOME 2014/15 Approved budget: March 2015 Financial Year
R’000s
Sub-total
Total
Grant allocation
687,096
Interest on investment
34,802
Other income
6,774
Total approved budgeted income
728,672
Less: Approved CAPEX budget
48,361
Normal operations CAPEX
11,737
Projects CAPEX (*)
36,624
Less: Approved OPEX budget
680,311
Normal operations OPEX
576,935
Projects OPEX (*)
103,376
Break-even -
(*) Projects for Labour law amendments, Roll out of web-enabled Case Management system, Establishment of Employment security Unit and opening of new offices in Welkom and Vaal triangle area.
CCMA Revolutionizing Workplace Relations

20. BUDGET EXPENDITURE DISTRIBUTION 2014/2015
CCMA Revolutionizing Workplace Relations

21. OVERVIEW OF 2014 BUDGET & MTEF ESTIMATES
Audited outcome
Estimate
Medium-term estimates
R thousand
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
2016/17
Administration
199,024
249,377
291,678
283,835
309,906
336,154
363,024
Institutional Development
8,489
13,871
17,069
38,959
41,894
45,037
48,272
Corporate Governance
2,277
1,849
1,819
906
956
1,007
1,062
Social services
171,556
162,826
197,909
284,459
348,768
366,950
376,450
Total expense
381,346
427,923
508,475
608,159
701,524
749,149
788,808
Total revenue
Surplus/ (Deficit)
31,879
32,232
(8,800) –
CCMA Revolutionizing Workplace Relations

22. SG01 - We will position the CCMA to impartially promote social justice and economic development in the world of work. SO 1: Enrich the role of the CCMA in the Labour Market
KEY PERFORMANCE AREA
TARGET
1.1 The CCMA plays a meaningful role in the facilitation of social dialogue and economic development on identified labour market issues locally and internationally.
The CCMA plays a role in the facilitation of social dialogue on identified labour market issues related to the CCMA mandate.
A 70% quality measure achieved for applicable activities held that facilitate social dialogue
1.2 Provide support and assistance to local, regional and international organizations.
Continue the implementation of agreed projects with identified organisation
1.3 Enhance the quality and effectiveness of dispute resolution under the auspices of the Bargaining Councils and Private Agencies.
An accreditation and subsidy system that promotes the improvement of dispute resolution services in Bargaining Councils and Private Agencies.
Facilitate establishment of Bargaining Councils in accordance with labour market necessity
Maintain and increase the number of accredited Bargaining Councils.
Facilitate the accreditation of Private Agencies
CCMA Revolutionizing Workplace Relations

23. 1.4 User and Stakeholder empowerment capacity building.
KEY PERFORMANCE AREA
TARGET
1.4 User and Stakeholder empowerment capacity building.
Capacity building and awareness raising activities held for targeted sectors with vulnerable sectors prioritized including responding to 100% of User requests.
1.5 Promotion of employment security.
The promotion of employment security through publicity and capacity building activities.
A 70% quality measure achieved for the applicable promotion of job and employment security capacity building activities held.
1.5.1 Establish a job saving unit
Employment Security Unit established to deliver the CCMA Employment Security Strategy
Identified initiatives delivered to enhance delivery of the Employment Security Strategy
1.6 Participate in the process of amending CCMA relevant Employment Law and policy development.
Prepare the CCMA for the commencement and application of the Employment Laws amendments
Revise rules and CCMA forms drafting completed.
Design and Implement The Employment Laws Amendments communication plan
Prepare the CCMA as an employer for the implementation of the labour laws amendments
1.7 Assist, support, promote and enhance the quality of collective bargaining.
Specialist dispute resolution service and post dispute support services maintained.
High impact offers of assistance made in public interest matters (section 150 matters)
Facilitation of the establishment of two (2) collective bargaining structures.
Collective Bargaining Improvement process piloted
1.8 The organisation adds value to the labour market.
The organisation adds value to the labour market as determined by its mandate
CCMA Revolutionizing Workplace Relations

24. Promoting labour market peace and stability
Collective Bargaining
NUM and Northam Platinum Mine
NUM and Exarro Coal
Platinum Sector – AMCU and Lonmin, Amplats, Implats
Verification Exercise
Bokoni Platinum Mine
Facilitated Task Teams
Glass Sector
National Bargaining Council for the Road Freight and Logistics Industry
Hospitality
Promoting labour market peace and stability
CCMA Revolutionizing Workplace Relations

25. LABOUR LAWS AMENDMENTS
In preparing for these amendments, the CCMA has undertaken a number of activities in order to make sure that the organization is ready to implement these proposed changes to employment laws. 
A national task team led by the Director of the CCMA has been established comprising of experienced commissioners, internal and external technical experts.
Specialist working groups have been established that focus on the most complex sections of the bill such as organizational rights disputes, essential services, temporary employment services, equal pay for work of equal value(specialist commissioner panels)
Training material has been developed
Training has been delivered nationally and is ongoing(also to stakeholders)
Governing Body sub committee is working on Amendments and updating of CCMA rules
Regulations and forms are also being updated with DOL
Communication plan and advocacy programme developed
CCMA Revolutionizing Workplace Relations

26. SG02 - We will deliver professional, user-friendly, quality services with speed. SO2: We will further build skills to achieve professionalism
KEY PERFORMANCE AREA
Year 5
2.1 Ensuring the development and delivery of a Conflict Resolution Practitioner occupational qualification.
Delivery of the LDRP qualification by two public universities following standards identified in the Memorandum of Agreement (MOA)
2.2 Design and development of training materials and courses.
Design, develop and update identified training materials in terms of CCMA and user needs.
Attain a 70% quality measure on identified training material.
2.3 To ensure continuous research and development of effective adult training methodology and techniques including e- learning
Develop and apply quality training methodologies and techniques for identified courses.
2.4 Development and updating of assessment and mentoring methods
Develop and apply quality assessment methods to identified training modules and for the 2014/15 Commissioner Recruitment programme.
Develop and apply quality mentorship methods to the Candidate Commissioner Mentorship Programme.
2.5 Develop and deliver effective human capital training to align with the needs of the organisation and its people
Deliver capacity building initiatives to meet the operational, technical, managerial and corporate service needs of the CCMA and its people.
Capacity building initiatives delivered with a 70% quality measure
CCMA Revolutionizing Workplace Relations

27. CCMA/PUBLIC UNIVERSITY QUALIFICATION DELIVERY
The Industry has partnered with five successful public universities in developing and delivering a Labour Dispute Resolution Practice qualification.
Nelson Mandela Metropolitan University;
Stellenbosch University,
the University of the Witwatersrand;
the University of the Free State
University of the Western Cape.
At the beginning of 2014 the Law Faculty of the University of KwaZulu-Natal was also accepted as a participant in the project.
This ground breaking initiative stands to significantly contribute towards building skills and capacity in the Labour Relations Practice Industry, with all role players in the Industry standing to benefit greatly.
CCMA Revolutionizing Workplace Relations

28. SG02 - We will deliver professional, user-friendly, quality services with speed. SO 3: Deliver excellent service rooted in social justice ensuring a balance between quality and quantity
KEY PERFORMANCE AREA
TARGET
3.1 Entrench the mandate of the LRA (social justice, economic development and labour peace) in all CCMA services and outcomes
The quality of arbitration awards and rulings monitored and evaluated to ensure continuous improvement
The quality of settlement agreements monitored and evaluated to ensure continuous improvement
The quality of conciliation processes assessed and evaluated to ensure continuous improvement.
Settlement agreement outcomes monitored and reported on to promote reinstatement or re-employment outcomes
Monitor Commissioner Performance and address Non Compliance
3.2 Improve accessibility of CCMA services to users
Improve accessibility of services to users.
3.3 Review the impact of the extended mandate.
Develop the Vision
3.4 Transformation of workplace relations with a view to embedding economic development, industrial peace and promotion of social justice.
Targeted workplace change and transformation interventions delivered.
A 70% quality measure achieved for applicable workplace change and transformation interventions held.
CCMA Revolutionizing Workplace Relations

29. INCREASING ACCESSIBILITY - CCMA SERVICE DELIVERY CENTRES
National Stakeholder Leadership Opened two new offices :
Vaal and Welkom
CCMA Revolutionizing Workplace Relations

30. KEY PERFORMANCE AREA
TARGET
3.5 Promotion of user compliance and removal of social justice blockages in the CCMA DR processes
User engagements were held to address identified user DR compliance problem areas and targeted social justice blockages following the operational plans
3.6 Improve the quality of service delivery to ensure speedy dispute resolution.
Review and agree new efficiencies (where necessary)
All regions to meet a minimum of 63% of the targeted efficiencies.
All cases conciliated within 30 days.
Delivery of awards by commissioners and awards sent to parties must be done within 14 day period.
CCMA Revolutionizing Workplace Relations

31. OPERATING EFFICIENCIES
CCMA Revolutionizing Workplace Relations

32. CASE DISTRIBUTION BY ISSUE 2013-2014
CCMA Revolutionizing Workplace Relations

33. CASE DISTRIBUTION BY SECTOR 2013-2014
CCMA Revolutionizing Workplace Relations

34. SG03 - We will maintain organizational effectiveness and strive for continuous improvement. SO 4: Enhance and entrench internal processes and systems for optimal deployment of resources
KEY PERFORMANCE AREA
YEAR 5 (2014/2015)
4.1 Entrench a culture that focuses on performance and service delivery excellence.
Organisation that is performance driven that rewards excellence.
4.2 Improve and strengthen organisational capacity for holistic external and internal communication.
Ensure effective internal and external communication
4.3 Top of mind awareness of risk management principles and consideration in all planning and decision making throughout the decision.
Entrench risk, control and good governance values in the organization.
4.4 Best practice policies and governance structures implemented.
Implement the policy plan that will enhance the policy approval process
Training and induction (new GB members) provided to the GB and its committees in order to enhance the oversight role and execution of fiduciary responsibilities
Annual evaluation of the performance of the Governing Body and the committees has been conducted
4.5 Ensure public finance management compliance and that the organisation operates as a going concern.
Unqualified audit reports.
Compliance with PFMA and Treasury Regulations
Identified areas of DTI’s code of good practise adopted
Implement agreed BBBEE targets
4.6 Review the Information Communication Technologies (ICT) application architecture to meet the strategic needs of the organization.
Implement the revised ICT strategy and benchmark against best practice
4.7 Efficiently and effectively manage the facilities required by the organisation
Improve user accessibility of CCMA infrastructure
CCMA Revolutionizing Workplace Relations

35. SG03 - We will maintain organizational effectiveness and strive for continuous improvement.  SO 5: Align the structure that will enable optimal implementation of the strategy
KEY PERFORMANCE AREA
TARGET
5.1 Source and retain the best talent for the organisation.
Skilled Human Capital plan implemented with depth in staffing levels
5.2 Promote skills development, employment equity and women in Commissioner and leadership positions.
More women in leadership and Commissioner roles. Continuous professional development of staff, embedded.
5.3 Align the organisational design that facilitates delivery of the strategy.
Implement the revised organisational structure
CCMA Revolutionizing Workplace Relations

36. EMPLOYMENT EQUITY
CCMA Revolutionizing Workplace Relations

37. CCMA Revolutionizing Workplace Relations

38. SG03 - We will maintain organizational effectiveness and strive for continuous improvement. SO 6: Entrench an organisational culture that supports delivery on our mandate
KEY PERFORMANCE AREA
TARGET
6.1 Ensure effective development, implementation, evaluation and reporting on the strategy.
Siyaphambili Strategy fully implemented with all targets achieved.
Develop strategy
6.2 Foster a dynamic organisational culture informed by the values of the organisation.
The organisational culture is strengthened by the values of the organisation
CCMA Revolutionizing Workplace Relations

39. Above: Senior Commissioner Kaizer Thibedi facilitating a Building Workplace Relations (BWR) intervention for Sun City’s Management and the SACCAWU leadership.
Above: Users and Stakeholders from the Agri-Sector who attended the Agricultural Sector Forum meeting organised by the Western Cape DM&P Team in Oudtshoorn.
Above: Mpumalanga Supermarket Management and SACCAWU representatives who participated in a scoping meeting for the Workplace Change & Transformation Project that was initiated by the East London DM&P Team.
Above: KZN’s DM&P Team members who participated in a community outreach initiative at Chatsworth Unit 3 B on the 18th May 2013
CCMA Revolutionizing Workplace Relations

40. DELIVERY EXCELLENCE AND CHALLENGES
Delegates to the CCMA/ILO Decent Work – Contract Cleaning Sector Summit held in Johannesburg
CCMA Revolutionizing Workplace Relations

41. DELIVERING TO THE BROAD MANDATE
PROACTIVELY FACILITATING IMPROVED COLLECTIVE BARGAINING
PROMOTION OF EMPLOYMENT SECURITY
PROMOTING WORKPLACE EMPLOYMENT RELATIONS
ENHANCING CAPACITY BUILDING SERVICES (OUTREACH)
LABOUR MARKET QUALIFICATION DEVELOPMENT
ATTRACTING FUTURE WORKERS AND COMMISSIONERS TO THE CCMA
REPOSITION, FURTHER STRUCTURE AND BUILD THE CCMA’S RESEARCH UNIT AND CAPACITY
IMPROVED INFORMATION AND STATISTICS
SUPPORT AND CO-OPERATION WITH OTHER LABOUR MARKET INSTITUTIONS AND BODIES FOR BETTER DELIVERY
LEARNING AND CONTRIBUTING TO INTERNATIONAL SHARING OF BEST PRACTICE
UPGRADING CCMA COMMUNICATION TOOLS AND WEBSITE
ASSESS AND RECONFIGURE CCMA ROLES, STRUCTURES AND CAPACITY
CCMA Revolutionizing Workplace Relations

42. CCMA Revolutionizing Workplace Relations
Stakeholder Engagement
Research
Scenario Planning
Strategy 2020
Shaping our 2030 Operating Context
Delivering on our broad mandate
Realising Public Value
Performance Management Framework
Strategy &
Realising the vision
Discretionary Functions
Mandatory Functions
Strategy
Impact Indicators
M & E framework
Innovation & Best Practice
Service Delivery Excellence
User focused
CCMA Revolutionizing Workplace Relations

43. OPERATING IN A CHANGING ENVIRONMENT
CCMA’s role since 2011 has increasingly focused on verification exercises and pronouncing on representivity;
There has been an increase in inter-union rivalry, unprotected strikes and the coalescing of workplace and community demands;
The CCMA has responded with dynamic flexibility and have decisively and responsibly intervened in workplace and sector conflicts to prevent further escalation;
The CCMA has supported Social Partners in their efforts to strengthen collective bargaining and related systems of social dialogue ;
CCMA Revolutionizing Workplace Relations

44. KEY UNDERLYING CAUSES
Societal Fault Lines - Inequality, Poverty & Unemployment
Impatience In The Streets And On Factory Floor
Inadequate Awareness Of Internal & External Labour Market Dynamics
Ineffective Management Of Industrial Relations
Absence Of Meaningful Engagement
Absence Of Trust Across In The Labour Market
Losing Confidence In The Mechanisms Of (Peace) In The Labour Market
Fractious Labour Market
Squeeze Of Profit Making
Adherence To Inefficient Bargaining Processes
CCMA Revolutionizing Workplace Relations

45. Revolutionizing Workplace Relations
CCMA Revolutionizing Workplace Relations