PRESENTATION TO MEMBERS OF THE PARLIAMENTARY PORTFOLIO COMMITTEE FOR LABOUR 10 O CTOBER 2013 Portfolio Committee on Labour CCMA Revolutionising Workplace Relations 1

Navigating the Presentation CCMA Revolutionising Workplace Relations 2 2

CCMA Vision, Mission, Values and Functional Purpose CCMA Revolutionising Workplace Relations 3

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Functional Purpose 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 Revolutionising Workplace Relations 5 5

Corporate Governance CCMA Revolutionising Workplace Relations 6

The Governing Body 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 GB is made up of an independent chairperson and representatives from Government, Organised Labour and Organised Business. The members of the GB are appointed through a process managed by NEDLAC by the Minister of Labour. The GB is the Accounting Authority 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. CCMA Revolutionising Workplace Relations 7 7

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 CCMA Revolutionising Workplace Relations 8 8

The Governing Body CCMA Revolutionising Workplace Relations 9 Director Nerine Kahn Tanya Cohen ended her tenure as Chairperson of the Governing Body of the CCMA in May 2013 with Elias Monage taking up the reins as Acting Chairperson of the Governing Body of the CCMA.

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The Siyaphambili Strategy CCMA Revolutionising Workplace Relations 11

 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  The strategic plan will determine the allocation of resources and will drive the performance management system of the CCMA.  The plan outlines the strategy for the organisation as an entity and will be the basis for each team within the organisation to determine their priorities in order that the overall organisational goals may be achieved. Siyaphambili Strategy CCMA Revolutionising Workplace Relations 12

Strategic Goals CCMA Revolutionising Workplace Relations 13

Strategic Objectives CCMA Revolutionising Workplace Relations 14

Monitoring and Evaluation The CCMA has established a system that enables it to monitor and evaluate the impact of its offerings on the economy in terms of its goals of fair democratisation of the workplace, equity and economic development. It is presented quarterly for review to the Governing Body. To support this a Scorecard has been developed to monitor and track progress of the Siyaphambili strategy CCMA Revolutionising Workplace Relations 15

The Annual Review of the Siyaphambili Strategy CCMA Revolutionising Workplace Relations 16 An assessment conducted on the progress to date against the strategy and an evaluation of its continued relevance in the current labour market context. This identified deep concern with the high levels of social, economic and political challenges that are manifesting within the workplace. In particular, the marked erosion of tripartism, social dialogue and mutual trust in the world of work manifested with hugely adversarial, destructive and sometimes violent workplace relationships. 16

The Annual Review of the Siyaphambili Strategy CCMA Revolutionising Workplace Relations 17

Review Findings and Organisational Response CCMA Revolutionising Workplace Relations 18

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Review of the Scorecard CCMA Revolutionising Workplace Relations 20

Scorecard Synopsis CCMA Revolutionising Workplace Relations 21

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CCMA Staffing CCMA Revolutionising Workplace Relations 23

Organisational Structure CCMA Revolutionising Workplace Relations 24

Staff Turnover CCMA Revolutionising Workplace Relations 25