Employment Equity

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Employment Equity
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The Year Under Review
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Operating In A Changing Environment

• Fragmentation of organised labour in a number of
  sector and a growing number of splinter unions
• CCMAs 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

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In Preparing The CCMA For The Labour Law
Amendments

• An organizational review has been completed
• Action plans to redesign have been developed and
  are in the implement phase
• A targeted training programme has been developed
  and is currently being rolled out
• A programme of updating knowledge internally and
  externally has been developed and is being
  implemented
• A CMS review is underway
• The staffing of the CCMA has been evaluated and
  strengthened where required.

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Delivery Excellence and Challenges in 2012/2013
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Increasing Accessibility - CCMA Offices
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Promoting Labour Market Peace And Stability

• Private Security Sector
• National Bargaining Council for the Sugar
  Manufacturing and Refining Industry
• National Bargaining Council for the Wood, Pulp
  and Paper Industry
• National Bargaining Council for the Road Freight
  and Logistics Industry
• Hospitality Sector - SACCAWU and Sun
  International
• Agricultural Sector - farm workers and Agri South
  Africa
• Mining Sector Lonmin Marikana

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Section 189A Facilitations
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Capacity Building

• A monitoring and evaluation systems to measure
  the impact and effectiveness of training delivery
  was implemented with an impact assessment tool
  having been developed
• Five new, customised, in-house training courses
  were developed
• A personal development planning (PDP) system was
  implemented
• Sixty-nine bursary and three study loan were
  granted
• Substantial progress was made in the development
  and delivery of a Labour Dispute Resolution
  Practice qualification, in partnership with
  universities.

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2 220 outreach activities were conducted
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Financial Performance
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Auditor General Report

• The CCMA has once again recieved a clean
  unqualified audit report whith no matters of
  emphasis.
• The organisation was commended by the Auditor
  General on the improvement of its internal
  controls.
• The improvements were particularly in the area of
  leadership where the organisation exercised
  appropriate oversight responsibility regarding
  financial, performance reporting and compliance
  with applicable laws and regulations.

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Financial Highlights

• The organization managed its working capital
  effectively, with a liquidity ratio of 1,021.
• Monthly cash management and cash forecasting
  assisted the CCMA in maintaining a favorable cash
  position of R71.7m at year-end and ensuring a
  minimum cover of at least 2 months cover to meet
  its short term financial obligations.
• Income from investments grew by 30 year on year
  from R7.6m to R9.8 million due to investment in
  funds yielding favorable returns with lower
  volatility on short term investments.
• Other income grew by 82 year on year through
  higher demand for CCMA gazetted services.

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• As part of entrenching the awareness of legal
  prescripts, a national awareness campaign was
  conducted including training on the Supply Chain
  Management policy and National Treasury
  regulations
• A Risk Management System was embedded in the
  organisation, including risk registers (strategic
  and operational), insurance and OHS. These were
  complemented by an electronic risk management
  tool to track performance
• Internal controls and processes monitoring was
  strengthened, such as the Issues Being Tracked
  for Correction (IBTC), to ensure that findings
  from both Internal and External Audit are being
  addressed and that controls are in place to
  ensure that such issues do not recur

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Statement of Financial Position
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Statement of Financial Performance
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Statement of Changes in Assets
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Value Added Statement
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2012 And The Lessons To Be Learnt

• 1 Socio-economic frustration manifested as a
  labour dispute
• 2 A new form of association emerged Worker
  Committees
• 3 Relying on the law and conventional rules of
  engagement has limitations
• 4 Industrial Relations must be managed as a
  strategic risk in the organisation
• 5 Socio-economic issues cannot be left
  unattended
• 6 We need a paradigm shift in Collective
  bargaining

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And yet the Current Wage Negotiation Season has
been marked by labour market discord and conflict

• To date in the current negotiating season in the
  sample of agreements available the wage
  settlement percentages ranged from 6.9 to
  111.6 averaging 8.43 and representing an
  average real increase of 2.67 on current CPI
  (5.73).

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Revolutionising Workplace Relations