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OVERVIEW

OVERVIEW. 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. MISSION STATEMENT.

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OVERVIEW

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  1. OVERVIEW

  2. 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. MISSION STATEMENT • For ourselves we hold dear professionalism, integrity & service, & 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 & strengthened by self-discipline. • For the public we hold fast to our commitment to transforming labour relations by resolving disputes fairly & sharing our knowledge widely. • For Africa we hold high the ideals of equity, social justice & shared prosperity.

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

  5. STRUCTURE

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

  7. DISPUTE RESOLUTION • 96.5% of cases referred in terms of the Labour Relations Act • 2% = Basic Conditions of Employment Act • 1% = Employment Equity Act • .5% = Skills Development Act, Unemployment Insurance Act, Mine Health & Safety Act

  8. CASE REFERRALS vs JURISDICTIONAL CASES

  9. SUMMARY Key statistics for 2004/2005

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

  11. CASELOAD BY SECTOR(OTHER SECTORS LESS THAN 4%)

  12. CASELOAD BY PROVINCE

  13. DISPUTE RESOLUTION EXPERIENCE • Average of 5% increase year on year • Some 500 cases referred per day – 1 per minute of every working day – 35% not CCMA cases • 80% dismissal disputes – majority individual dismissals • Over 75% of referrals not represented by a TU • 71% of cases settled by conciliation – some settled by conciliation only at the arbitration hearing (expensive settlements)

  14. 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

  15. 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

  16. STRATEGIC FOCUS FOR NEXT THREE YEARS Develop appropriate regulatory system • Regulate Dispute Resolution delivery • Regulate labour relations education, training and development

  17. 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

  18. 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

  19. DISCUSSION

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