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CCMA Governance & Financial Performance Briefing

Explore the CCMA's governance structure, financial highlights, and operational performance in this comprehensive presentation. Learn about key achievements, strategic objectives, and the impact on workplace relations.

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CCMA Governance & Financial Performance Briefing

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  1. A BRIEFING ON THE 1ST QUARTER 2014-2015 AND ANNUAL 2013-2014 PERFORMANCE REPORT PRESENTATION TO THE portfolio committee on labour 16-17 October 2014 1 CCMA Revolutionising Workplace Relations

  2. NAVIGATING THE PRESENTATION 2

  3. CCMA GOVERNANCE • The Commission for Conciliation, Mediation and Arbitration (CCMA) is a 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 CCMA is governed by a Governing Body made up of an non-executive independent 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 in terms of the PFMA. • The GB appoints the Director, who fulfills the functions of a Chief Executive Officer • The LRA specifically tasks the GB with appointing Commissioners and determining their conditions of service. The GB may not delegate appointment of the Director, appoint /remove Commissioners, deposit or invest surplus money, accreditation and subsidy functions. • The LRA enjoins the GB to establish committees to assist the CCMA 3 CCMA Revolutionising Workplace Relations

  4. THE GOVERNING BODY OF THE CCMA Parliament Executive Authority Minister of Labour Audit Committee Organized Labour Governing Body Organized Business Governance, Social and Ethics Committee Director Essential Services Committee Accreditation & Subsidy Committee Commissioners & Staff Human Resource and Remuneration Committee Finance and Risk Committee 4 CCMA Revolutionising Workplace Relations

  5. REVIEW OF delivery ON STRATEGY 2013-2014 5

  6. SIYAPHAMBILI STRATEGY 2011 - 2015 STRATEGIC OBJECTIVES 6 CCMA Revolutionising Workplace Relations

  7. SIYAPHAMBILI STRATEGY SERVICE DELIVERY PROGRESS YEAR 1 - 4 7 CCMA Revolutionising Workplace Relations

  8. 2013-2014 SCORECARD SYNOPSIS 8 CCMA Revolutionising Workplace Relations

  9. REVIEW OF FINANCIAL PERFORMANCE 2013-2014 9 CCMA Revolutionising Workplace Relations

  10. STATEMENTS AUDITOR GENERAL REPORT • 5th year of unqualified audit. • Significant reduction in audit findings. • Reported surplus of R25.6 million, due to delay in implementation of Labour Law Amendments. • As a result, spending 3.1% below budget 10

  11. STATEMENTS FINANCIAL HIGHLIGHTS FOR THE YEAR Working Capital effectively managed Liquidity rates of 1.10:1 maintained Two months cost cover for short term financial obligations now achieved. BBBEE target set at 65% for procurement exceeded in first year All procurement plans completed on time 11 CCMA Revolutionising Workplace Relations

  12. STATEMENT OF FINANCIAL PERFORMANCE MARCH 2014 • Total expenditure of R583 million • Increase of 14.7% from previous year • Due to 8% inflationary increases and spending on projects: • Labour law amendments • Enhancement Case management system • Creation of employment security unit • Opening of new offices. • Investment income decreased by 27% 12 CCMA Revolutionising Workplace Relations

  13. VALUE ADDED DISTRIBUTION 2014 13 CCMA Revolutionising Workplace Relations

  14. REVIEW OF OPERATIONAL PERFORMANCE 2013-2014 14 CCMA Revolutionising Workplace Relations

  15. 170 673 cases referred 14 223 cases per month, or 3 556 cases per week, or 680 cases each working day 11 % increase over the last 5 years Indicator of economic conditions CASELOAD 15 CCMA Revolutionising Workplace Relations

  16. HIGHLIGHTS FROM OPERATIONS 2013-2014 16 CCMA Revolutionising Workplace Relations

  17. REGIONAL PERFORMANCE Target Set For Each Office = 63% Achievement Of Efficiencies 17 CCMA Revolutionising Workplace Relations

  18. INCREASING ACCESSIBILITY - CCMA SERVICE DELIVERY CENTRES National Stakeholder Leadership open two new offices (Welkom & Vaal) 18 CCMA Revolutionising Workplace Relations

  19. DISPUTE MANAGEMENT AND PREVENTION INTERVENTIONS 19

  20. WAGE DISPUTES BETWEEN 2012/2013-2013/2014 20 CCMA Revolutionising Workplace Relations

  21. LARGE SCALE RETRENCHMENTS FACILITATION AND NUMBER OF JOBS SAVED 33 694 JOBS SAVED 17 594 JOBS SAVED 21 CCMA Revolutionising Workplace Relations

  22. USHERING IN AN AMENDED LEGISLATIVE FRAMEWORK Employment Equity CCMA arbitrates unfair discrimination cases Equal pay for work of equal value Regulation of non-standard employment Labour Broking Temporary Work Fix Term Contracts 22 CCMA Revolutionising Workplace Relations

  23. Implementing the Employment Equity Act 23

  24. 24

  25. IN A COMPLEX AND TESTING LABOUR MARKET THE CCMA IS DELIVERING SOCIAL JUSTICE • Public University Qualification Delivery Project This ground breaking initiative will significantly contribute to building skills and capacity in the Labour Relations Practice Industry Four Private Dispute Resolution Agencies Accredited This will dramatically increase and improve access to dispute resolution and help to build stability in the labour market. A Historic Constitutional Court Judgment In a victory for, cheap, universal and equitable access to justice the Concourt ruled against an application by Law Society of Northern Province for leave to appeal the Supreme Court of Appeal judgment that the CCMA’s rules around the right to legal representation in arbitration proceedings relating to unfair dismissals was not unconstitutional and invalid. 25

  26. 26 CCMA Revolutionising Workplace Relations The Decent Work Initiative A new and important development linked to the CCMA’s workplace transformation focus was the establishment of a Sector Decent Work Programme. This initiative is in collaboration with the ILO and is being piloted in the Contract Cleaning Sector. The Collective Bargaining Improvement Process animation This innovative process seeks to address the collective bargaining challenge by identifying elements that impact on the negotiations and develop and implement action plans to address them prior to the commencement of the next bargaining round. The CCMA/Public Broadcaster Awareness Raising Campaign focused on vulnerable workers, with 12 radio stations airing 13 episodes themed “Know your rights” .This initiative reach approximately 28 115 000 listeners across South Africa

  27. REVIEW OF 1st QUARTER SERVICE DELIVERY 2015-2014 27 CCMA Revolutionising Workplace Relations

  28. STATEMENT OF FINANCIAL PERFORMANCE FIRST QUARTER Total Expenditure at June 2014 was within approved budget Income from investments at June 2014 Total expenditure within budget Savings of R19.1m due to labour law amendments delay. Investment income increased by 445 % 29 CCMA Revolutionising Workplace Relations

  29. SERVICE DELIVERY 1ST QUARTER 2014-2015 30

  30. A WATERSHED YEAR AND THE STRIKE THAT CHANGED SOUTH AFRICA 31 CCMA Revolutionising Workplace Relations

  31. A CHALLENGING YEAR FOR THE LABOUR MARKET AND THE CCMA 32

  32. THE PUBLIC VALUE RETURN ON THE FISCUS INVESTMENT IN THE CCMA 33 CCMA Revolutionising Workplace Relations

  33. THE WORK OF THE CCMA HAS NOT GONE UNNOTICED • “Few would proclaim for all to hear that in all the years that the CCMA has been around, there have not been real changes that it has brought to the lives of South Africans. • Few would, with conviction, truly demonstrate that the CCMA has been a debit rather than a credit to the lives of all workers in our country. • But then again, there are a few people who would want to sail against the tide and still proclaim that the CCMA has not played a great role or changed the lives of our people”. • THE HON. MINISTER OF LABOUR:MS MILDRED N OLIPHANT, MP AT THE OFFICIAL OPENING OF THE CCMA VAAL OFFICE 34 CCMA Revolutionising Workplace Relations

  34. Revolutionising Workplace Relations 35 CCMA Revolutionising Workplace Relations

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