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OVERVIEW

The CCMA aims to transform labour market relations by delivering high-quality, low-cost dispute resolution and prevention services, promoting social justice and economic growth. They prioritize professionalism, integrity, accountability, and teamwork.

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OVERVIEW

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  1. OVERVIEW

  2. CCMA VISION To promote social justice and economic growth with the social partners by transforming relations in the labour market This will be achieved by delivering high quality, low cost, dispute resolution and prevention services

  3. CCMA MISSION STATEMENT For ourselves we hold dear professionalism, integrity and service and the value of sharing trustworthy relationships For the CCMA we hold ourselves accountable for sustaining our vibrant diverse community, united by a thirst for learning and strengthened by self-discipline For the public we hold fast to our commitment to transforming labour relations by resolving disputes fairly and sharing our knowledge widely For Africa we hold high the ideals of equity, social justice and shared prosperity

  4. CCMA CCMA VALUES • Integrity • Non-discrimination, embracing diversity • Maturity • Accountability • Service and teamwork

  5. CCMA CCMA STRUCTURE

  6. CCMA AREAS OF FOCUS • Dispute resolution: • Pre-conciliation • Conciliation • Arbitration • Con/Arb • Facilitation • Dispute management • Institution building

  7. CCMA Key statistics for 2003/2004

  8. CCMA CASELOAD BY ISSUE Note: Other includes BCEA, EEA, SDA, UIA

  9. CCMA CASELOAD BY SECTOR(OTHER SECTORS LESS THAN 5%)

  10. CCMA CASELOAD BY PROVINCE

  11. CCMA DISPUTE RESOLUTION EXPERIENCE (past 8 years) • Average of 86 000 disputes referred per annum • Some 510 cases referred per day – 1 per minute of every working day • 97% of all jurisdictional cases are scheduled within 30 days • More than 80% are dismissal disputes – majority individual dismissals • Over 75% of referrals not represented by a Trade Union • More than 70% of cases settled by conciliation – some settled by conciliation only at the arbitration hearing (expensive settlements)

  12. CCMA DISPUTE RESOLUTION EXPERIENCE (Amendments) • s188A Pre-dismissal arbitration • 99 referrals - increase of 725% over 2002/2003 • s189A Facilitation • 182 referrals - increase of 379% over 2002/2003 • s143 applications received : 4648 • CCMA (66%) • Bargaining Councils (37%)

  13. CCMA STRATEGIC FOCUS FOR NEXT THREE YEARS Improve the basic CCMA dispute resolution services • Implement a performance management system to ensure adherence to all dispute resolution requirements • Make optimal use of expedited dispute resolution process • Design & implement a quality control system to ensure a nationally consistent dispute resolution service

  14. CCMA STRATEGIC FOCUS FOR NEXT THREE YEARS Establish specialist services with distinctive competencies • Conduct high impact dispute management and institution building interventions • Conduct strategically important and complex dispute resolution interventions • Effectively market the specialised services • Generate income from specialist services • Develop legal capacity to effectively deal with legal matters and challenges facing the institution

  15. CCMA STRATEGIC FOCUS FOR NEXT THREE YEARS Develop appropriate regulatory system • Regulate dispute resolution delivery • Regulate labour relations education, training and development

  16. CCMA STRATEGIC FOCUS FOR NEXT THREE YEARS Strengthen research capabilities • Conduct well targeted, high quality research to guide and support the work of dispute resolution, specialised services and registry • Establish networks and links with research institutions

  17. CCMA STRATEGIC FOCUS FOR NEXT THREE YEARS Improve support services • Develop and implement a culture of internal customer service • Develop and implement a comprehensive functional HR service • Continually enhance fully functional, accessible, world class operating and reporting systems, ensuring data integrity

  18. CCMA DISCUSSION

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