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PARLIAMENTARY PORTFOLIO COMMITTEE FOR LABOUR

PARLIAMENTARY PORTFOLIO COMMITTEE FOR LABOUR. PRESENTATION TO MEMBERS OF THE NATIONAL PARLIAMENTARY PORTFOLIO COMMITTEE FOR LABOUR JULY 2014. 1. NAVIGATING THE PRESENTATION. 2. CCMA VISION, MISSION, VALUES AND FUNCTIONAL PURPOSE. CCMA Johannesburg Regional Office. 3. 4.

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PARLIAMENTARY PORTFOLIO COMMITTEE FOR LABOUR

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  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 2 CCMA Revolutionizing Workplace Relations

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

  4. 4 CCMA Revolutionizing Workplace Relations

  5. MANDATORY STATUTORY FUNCTIONS CCMA Revolutionizing Workplace Relations

  6. DISCRETIONARY STATUTORY FUNCTIONS CCMA Revolutionizing Workplace Relations

  7. DR PROCESSES - RIGHTS DISPUTES CCMA LABOUR COURT Rights Disputes If unresolved Conciliation Con-arb 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. Executive Authority Minister of Labour Parliament Organized Labour Governing Body Director Audit Committee Government 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 Goals Objectives CCMA Revolutionizing Workplace Relations

  17. SCORECARD 2013-2014 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 CCMA Revolutionizing Workplace Relations

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

  21. OVERVIEW OF 2014 BUDGET & MTEF ESTIMATES 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 CCMA Revolutionizing Workplace Relations

  23. CCMA Revolutionizing Workplace Relations

  24. 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 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 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. 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 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 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 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

  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

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