CCMA ANNUAL REPORT

Commission for Conciliation, Mediation and Arbitration Annual Report 2022/23

3. FOREWORD BY THE CHAIRPERSON

financial constraints due to budget reductions, which has constrained the organisation in meeting its competing needs and increasing caseload. The challenge of the limited income generation alternatives and the marketing restrictions of the CCMA’s services have resulted in a limited contribution of improving the organisation’s financial situation. During the 2022/23 financial year, the CCMA conducted its Organisational Strategy’s Mid-Term Impact Assessment, which sought to assess the extent to which the organisation has progressed in its implementation of its five (5)-year Strategy. This assessment covered the performance attained against the outcome indicators from the first two (2) and a half years’ of the Imvuselelo - The Revival, the 2020/21-2024/25 Strategy. The results of the Mid-Term Impact Assessment highlighted that the CCMA remains on track with its delivery on all outcome indicators as well as its realisation of the impact. In this regard, a total of 12 out of 15 (80%) outcome indicators have been achieved and exceeded in some instances. The CCMA is committed to navigating through the challenges experienced to ensure that the impact statement is achieved by the end of the current Strategy. The impact of promoting effective dispute resolution in essential services has been moderate. There has, however, been a notable contribution by the Essential Services Committee (ESC) towards minimising the number of unnecessary strikes in essential services. The ESC, through its interventions, has managed to clarify several misconceptions and has changed the overall mindset of parties. Furthermore, the ESC has engaged stakeholders to make inputs on legislative changes, which has assisted in identifying gaps and ambiguity in current legislation. The aforementioned enabled the ESC to make inputs to the National Economic Development and Labour Council (NEDLAC) in reviewing the legislation and ensuring that there is certainty in the application of the law.

Prof. Enos Senise Ngutshane Chairperson of the Governing Body

3.1. INTRODUCTION The Commission for Conciliation, Mediation and Arbitration (CCMA) is a highly efficient dispute resolution institution that has many challenges ahead of it. Despite these trials and tribulations, I am proud that the CCMA rose to the occasion to ensure that its mandate of expeditious dispute management, prevention and resolution remained uncompromised. All this happens at a time when the labour market needed the CCMA’s support, the most in ensuring labour peace and equity. 3.2. HIGH-LEVEL OVERVIEW OF THE STRATEGY AND PERFORMANCE The 2022/23 financial year marked the third year of the implementation of the CCMA’s five (5)-year Strategy, the Imvuselelo - The Revival, The 2020/21-2024/25 Strategy. For the last two and half years, the CCMA, like many other government departments and public entities, has been inundated with challenges emanating from the COVID-19 Pandemic and subsequent national lock down. The CCMA has been facing a major challenge of

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