PRESENTATION TO THE AD HOC LABOUR COMMITTEE

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• PRESENTATION TO THE AD HOC LABOUR COMMITTEE
  JUNE 2004
• By Mr Edwin Molahlehi

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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.
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CCMA
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.

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CCMA
CCMA VALUES

• Integrity
• Non-discrimination, embracing diversity
• Maturity
• Accountability
• Service teamwork

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CCMA
CCMA STRUCTURE

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CCMA
AREAS OF FOCUS

• Dispute resolution
• Pre-conciliation
• Conciliation
• Arbitration
• Con/Arb
• Facilitation
• Dispute management prevention
• Institution building

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CCMA
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

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CCMA
CASE REFERRALS vs JURISDICTIONAL CASES
Note 2003/2004 up to end of January 2004
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CCMA
SUMMARY

• Key statistics for 2003/2004

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

• CASELOAD BY SECTOR
  (OTHER SECTORS LESS
  THAN 5)

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CCMA
CASELOAD BY PROVINCE
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CCMA
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)

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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

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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

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CCMA
STRATEGIC FOCUS FOR NEXT THREE YEARS

• Develop appropriate regulatory system
• Regulate Dispute Resolution delivery
• Regulate labour relations education, training
  and development

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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

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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

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CCMA

• DISCUSSION