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Employment Equity

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Title: Employment Equity


1
Employment Equity
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4
The Year Under Review
4
5
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

5
6
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.

6
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Delivery Excellence and Challenges in 2012/2013
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8
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.

16
2 220 outreach activities were conducted
17
Financial Performance
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18
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.

20
  • 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

26
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).

27
Revolutionising Workplace Relations
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