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Every year, thousands of B-BBEE certificates are relied upon for procurement, tenders and supplier recognition. Yet verification professionals, procurement teams and auditors continue to uncover fraudulent, altered, expired and fronting-related certificates in the marketplace. The scary reality? Many businesses only discover a problem when they are already sitting in a verification audit, facing a tender challenge, or being questioned about their supplier due diligence. A B-BBEE certificate should never be accepted at face value. The 8-Point Checklist to Verify a B-BBEE Certificate Before accepting any certificate, check the following: Is it issued by a SANAS-accredited verification agency? (SANAS is South Africa's national accreditation body responsible for accrediting verification agencies.) Does the certificate display a valid SANAS accreditation number? Is the certificate still valid and within its 12-month validity period? Does the company registration number match the supplier's CIPC records? Is there a valid certificate reference number? Has the certificate been signed by an authorised Technical Signatory? (SANAS requires approved signatories for accredited certificates and reports.) Does the QR code or barcode validate the certificate through the verification agency's system? Does the B-BBEE level correspond with the score achieved? Warning Signs of a Fraudulent Certificate Watch out for: Missing SANAS accreditation details; No Technical Signatory; Poor quality logos or formatting; Altered issue or expiry dates; Incorrect company details; Expired certificates; QR codes that do not link to a verification record; Verification agencies that cannot be independently verified. Fronting: The Bigger Risk A fake certificate is not the only problem. Fronting occurs when ownership, management control or empowerment credentials are misrepresented to obtain an unfair B-BBEE advantage. Examples include: Black shareholders with no real economic benefit Directors with no meaningful decision-making authority Misrepresentation of ownership percentages Artificial structures designed purely to improve a B-BBEE level In these cases, the certificate may appear legitimate, while the information used to obtain it is not. Final Thought If your organisation performs due diligence on tax certificates, audited financial statements and company registrations, then the same level of scrutiny should apply to B-BBEE certificates. One fraudulent supplier certificate can result in incorrect procurement recognition, audit adjustments, tender risk and reputational damage. Trust, but verify. A two-minute certificate check today could save your business millions tomorrow. This article is for informational purposes only and does not constitute legal advice. For specific legal guidance on protected disclosures, employment practices, or compliance obligations, consult a qualified labour law practitioner. © 2026 Global Business Solutions (GBS). All rights reserved. View our upcoming events: Upcoming Events and Qualifications, like B-BBEE Session 7: Empowering Youth & Elevating Women, B-BBEE Bootcamp, Disciplinary Enquiry & Arbitration Master Class, and Occupational Skills Programme: Skills Development Facilitation Practitioner (SDF). *All workshops are offered as customised in-house training that can be presented virtually or on-site.

Artificial intelligence is changing how people work, how organisations structure jobs and how employees build their careers. Some tasks are being automated. Others are being redesigned around collaboration between people and technology. New roles are emerging while established roles are gaining new digital, analytical and decision-making requirements. The World Economic Forum’s Future of Jobs Report 2025 indicates that this shift will affect people across occupations, industries and career levels. Its findings raise a practical question for every professional and organisation: Are your current skills preparing you for the world of work in 2030? Global Business Solutions has developed the complimentary Future Skills 2030 Readiness Assessment to help people answer that question. The online assessment takes approximately three minutes and provides an indicative view of your readiness across digital capability, adaptability, leadership, decision-making and organisational change. Complete the complimentary Future Skills 2030 Readiness Assessment How much will work change by 2030? The World Economic Forum surveyed more than 1,000 employers representing over 14 million workers across 55 economies for its Future of Jobs Report 2025. The report examines how technology, economic uncertainty, demographic changes, geoeconomic pressures and the transition towards greener economies may affect jobs and skills between 2025 and 2030. Employers expect structural changes in the labour market to affect approximately 22% of existing jobs by 2030. The World Economic Forum projects that 170 million roles could be created while 92 million could be displaced, producing a net increase of 78 million jobs. This does not mean that work is simply disappearing. It means that the mix of available jobs, the tasks within those jobs and the capabilities expected from workers are changing. A person may remain in the same occupation while the technology, processes and judgement required to perform that job change considerably. Nearly four in ten core skills may change One of the report’s main findings is that employers expect 39% of workers’ existing core skills to change by 2030. This level of change makes continuous learning a normal part of working life rather than something reserved for a promotion, qualification or career transition. The report estimates that, out of every 100 workers: Only 41 out of a 100 may not require significant training before 2030; 29 may need upskilling to continue in their existing roles; 19 may need reskilling before moving into different roles within their organisations; 11 may require training but may not have access to it. This means that 59 out of every 100 workers may require some form of upskilling or reskilling before 2030. For organisations, the issue is already affecting business plans. 63% of surveyed employers identified skills gaps as a major barrier to organisational transformation. AI skills are growing fastest AI and big data sit at the top of the World Economic Forum’s list of fastest-growing skills for the period to 2030. They are followed by networks and cybersecurity and technological literacy. Demand is also expected to rise for creative thinking, curiosity, lifelong learning, resilience, flexibility and agility. The skills expected to grow fastest include: AI and big data; networks and cybersecurity; technological literacy; creative thinking; resilience, flexibility and agility; curiosity and lifelong learning; leadership and social influence; talent management; analytical thinking; environmental stewardship. The future of work therefore requires more than the ability to use a new application or AI platform. Employees need to understand how technology can support their work. They must assess the quality of AI-generated information, recognise risks, apply judgement and decide when human involvement is required. Managers need to understand how AI changes work allocation, performance expectations, employee development and decision-making. Executives need to consider the effect of AI on strategy, operating models, workforce planning, governance and organisational capability. Human capabilities remain central Analytical thinking remains the most frequently identified core skill in the World Economic Forum’s research, with seven out of ten surveyed employers regarding it as essential. Resilience, flexibility and agility follow, together with leadership and social influence. Creative thinking and motivation and self-awareness also rank among the leading core capabilities. This combination matters. AI can generate text, process information, identify patterns and recommend possible actions. People still need to frame the right problem, assess context, communicate decisions, manage relationships and take responsibility for outcomes. The workers who are prepared for 2030 are therefore unlikely to be those who rely entirely on technology or those who avoid it. They will be those who can work effectively with technology while applying sound judgement and human capability. Entry-level work is already being reconsidered The effect of AI is particularly relevant for emerging professionals and early-career employees. Entry-level roles have traditionally allowed people to gain experience through research, administration, analysis, drafting, customer support and other foundational tasks. Many of these tasks can now be assisted or completed by AI. The World Economic Forum’s 2026 report on AI and entry-level work states that more than one in three young workers globally are employed in occupations with medium to high exposure to AI-driven task change. This creates a difficult question for employers. When AI completes more junior tasks, how will new employees gain the experience required to develop judgement, problem-solving ability and professional confidence? The World Economic Forum identifies four areas requiring attention: access to entry-level work the design of entry-level jobs organisational talent pipelines the relationship between education systems and workplace requirements Organisations may need to redesign early-career roles so that employees use AI while still gaining practical experience, feedback, exposure to decisions and opportunities to build interpersonal skills. Skills readiness differs by career stage Future readiness does not mean the same thing for every worker. An emerging professional may need to build digital confidence, communication skills, learning agility and the ability to work responsibly with AI. A manager may need to focus on coaching, delegation, team development, performance management and leading employees through technological change. An executive may need to consider workforce strategy, organisational learning, talent pipelines, responsible AI adoption and the long-term design of work. For this reason, the Future Skills 2030 Readiness Assessment offers three different pathways: Emerging professionals and early-career talent This pathway considers the capabilities required to enter the workplace, adapt to changing expectations and build a sustainable career foundation. Managers and team leaders This pathway considers readiness to guide employees, develop teams, make decisions and manage change. Executives and organisational leaders This pathway considers strategic leadership, workforce planning and the organisation’s readiness for changes driven by AI and other forces. Five areas of future-skills readiness The assessment provides an indicative view across five areas drawn from the future-skills themes identified by the World Economic Forum. Digital and AI readiness This considers how confidently and responsibly a person uses digital tools, data and AI in their work. Learning agility and adaptability This considers a person’s willingness and ability to learn, adjust and apply new knowledge as work requirements change. Leadership and influence This considers communication, self-awareness, collaboration, accountability and the ability to guide or influence others. Strategic thinking and decision-making This considers how people analyse information, solve problems, assess consequences and make decisions under uncertainty. Workforce and organisational readiness This considers how prepared leaders and organisations are to develop people, redesign work and respond to changes in skills and technology. Why GBS created the Future Skills 2030 Readiness Assessment Global Business Solutions works with individuals, teams and organisations across workplace development, leadership, digital intelligence and organisational capability. Through this work, we have seen that discussions about AI often begin with technology when they should begin with people. Before selecting a course, introducing a new platform or designing an organisation-wide learning programme, people need to understand their current position. The Future Skills 2030 Readiness Assessment was created as a practical starting point. It helps participants reflect on the capabilities they already have and the areas that may require further attention. It is complimentary, takes approximately three minutes and provides: an indicative readiness score; a view of current strengths; identified development priorities; feedback based on the selected career pathway; possible areas for further learning. The assessment is not a psychometric evaluation, professional certification or formal measure of job performance. It is a self-reflection and development tool based on themes identified in the World Economic Forum’s Future of Jobs Report 2025. How ready are you for 2030? Preparing for 2030 starts with understanding where you are now. Complete the complimentary Future Skills 2030 Readiness Assessment to identify your strengths, examine possible capability gaps and consider where to focus your development. The assessment takes approximately three minutes and consists of five questions. Take the Future Skills 2030 Readiness Assessment Turning your results into a development plan Once you have identified your development priorities, the next step is choosing learning that responds to those needs. GBS can assist individuals and organisations with suitable development options. These may include access to Harvard ManageMentor®, a leadership and management development solution within the Harvard Business Impact® portfolio. GBS provides access to Harvard ManageMentor® in South Africa through its partnership with Connemara. To explore the platform, request a demonstration or discuss possible learning pathways, visit the GBS Harvard ManageMentor® page or contact Kerry de Klerk at sdf@globalbusiness.co.za. As an SDF herself, Kerry can assist with platform demonstrations, enrolment and course selection. Harvard Business Publishing is an affiliate of Harvard Business School. *The Future Skills 2030 Readiness Assessment was developed by Global Business Solutions using future-skills themes identified in the World Economic Forum’s Future of Jobs Report 2025. It does not constitute an assessment or endorsement by the World Economic Forum, Harvard Business Impact® or Connemara. This article is for informational purposes only and does not constitute legal advice. For specific legal guidance on protected disclosures, employment practices, or compliance obligations, consult a qualified labour law practitioner. © 2026 Global Business Solutions (GBS). All rights reserved. View our upcoming events: Upcoming Events and Qualifications, like B-BBEE Session 7: Empowering Youth & Elevating Women, B-BBEE Bootcamp, Disciplinary Enquiry & Arbitration Master Class, and Occupational Skills Programme: Skills Development Facilitation Practitioner (SDF). *All workshops are offered as customised in-house training that can be presented virtually or on-site.

Johannesburg, 27 July 2026 — The Minister of Employment and Labour, Ms Nomakhosazana Meth, has published the Draft Reviewed Code of Good Practice on the Preparation and Implementation of the Employment Equity Plan for public comment. The draft was published in Government Gazette No. 55046 under Notice No. 7719 on 24 July 2026 (view here). It was issued in terms of section 55(1) of the Employment Equity Act, 1998, and is open for written submissions for 60 days from the date of publication. What is changing in the Employment Equity Plan Code? The draft Code explains how designated employers must prepare, implement and monitor their Employment Equity Plans under the amended Employment Equity Act. It introduces clearer requirements relating to sector-specific numerical targets, Economically Active Population data, consultation, reporting and employment equity compliance certificates. This is a substantial review of the existing Code and brings the guidance in line with the Employment Equity Amendment Act 4 of 2022, including the sector-specific numerical targets introduced under section 15A. For designated employers across South Africa, the proposed Code is more than an administrative update. It could change how Employment Equity Plans are developed, assessed and reported once the Code is finalised. Key impacts for designated employers Sector targets must form part of workforce analysis and planning Designated employers will need to assess their workforce against both national and provincial Economically Active Population data and the five-year numerical Employment Equity targets for their applicable sector. The draft requires sector targets to inform the workforce analysis, the identification of under-representation and the strategies included in the Employment Equity Plan. Employers must identify the correct economic sector Businesses will need to determine their applicable sector by referring to the relevant ministerial notice and the EEA17 form. Where an employer operates across more than one sector, it must apply the numerical targets for the sector in which the majority of its employees are engaged. Numerical planning extends across all occupational levels Employment Equity planning will no longer focus mainly on top management, senior management and professionally qualified occupational levels. Designated employers must also set numerical goals and annual Employment Equity targets at semi-skilled and unskilled occupational levels, taking the applicable EAP into account. Employers must avoid perpetuating over-representation The draft states that a designated employer must avoid perpetuating the over-representation of any group where that group already exceeds the applicable EAP at a particular occupational level. This means employers will need to consider representation at each occupational level when making recruitment, promotion and workforce-planning decisions. The requirement should not be interpreted as an automatic prohibition on appointing an individual from an over-represented group, as the draft also requires employers to consider factors such as qualifications, experience, job requirements, attrition and the available pool of suitably qualified candidates. Compliance certificates carry greater commercial consequences A designated employer may not receive a certificate of compliance under section 53(2) of the Employment Equity Act unless it submitted a compliant Employment Equity report during the preceding year. Because these certificates can affect contracting with organs of state, employers will need to ensure that their annual reporting is complete, accurate and compliant. Newly designated employers receive a limited grace period An employer submitting its first Employment Equity report after becoming a designated employer will not be assessed against its annual Employment Equity targets in that first report. This gives newly designated employers time to establish the required analysis, consultation, planning and reporting processes. Consultation obligations are wider and more structured Designated employers must consult with representative trade unions, employees or employee representatives when conducting an analysis, preparing and implementing an Employment Equity Plan and submitting Employment Equity reports. Consultation must represent employees from designated and non-designated groups across all occupational levels. Members of the Employment Equity consultative forum must also be trained and capacitated to perform their roles and responsibilities. The draft further requires regular, structured meetings to be held at least quarterly, with the discussions properly recorded. Exceeding sector targets does not end the planning obligation Employers that have already exceeded their five-year sector numerical Employment Equity targets must continue setting annual targets aimed at achieving the applicable EAP for other designated groups. An employer cannot allow its Employment Equity Plan to remain unchanged simply because its overall workforce has reached or exceeded a sector target. Why the draft Employment Equity Plan Code matters The section 15A sector-target regime was introduced through the Employment Equity Amendment Act 4 of 2022. The draft Code incorporates these targets into the practical process for analysing a workforce, preparing an Employment Equity Plan and setting annual numerical goals. It also explains how sector targets must interact with national and provincial EAP data. Employers must consider the analysis report, applicable EAP data, five-year sector targets, annual objectives, corrective measures, time frames and available resources when developing their Employment Equity Plans. Employers that delay reviewing the proposed requirements could prepare their next Employment Equity Plan using a framework that may soon change. Who is affected by the proposed Code? The Code applies to designated employers required to prepare, implement and monitor an Employment Equity Plan. A designated employer generally includes an employer with 50 or more employees. Certain organs of state and employers bound by qualifying collective agreements may also be designated employers even where they employ fewer than 50 people. How to comment on the draft Employment Equity Plan Code The Department of Employment and Labour has invited employers, trade unions, industry bodies, employees and other interested parties to submit written comments during the 60-day public comment period. Written submissions may be sent to: christina.lehlokoa@labour.gov.za tsholofelo.ndlovu@labour.gov.za The Gazette also includes a public-comment template that allows contributors to identify the relevant paragraph of the draft Code, state their comment and propose an amendment. Given the proposed changes to sector targets, occupational-level planning, consultation and compliance certification, designated employers should review the draft Code and consider submitting formal comments before the public-comment period closes. Frequently asked questions What is the Draft Reviewed Employment Equity Plan Code? It is proposed guidance for designated employers on preparing, implementing, monitoring and reporting on Employment Equity Plans under the Employment Equity Act. How long is the public-comment period? The draft is open for written public comment for 60 days from its publication on 24 July 2026. Do sector targets replace EAP targets? No. Designated employers must consider both the applicable five-year sector numerical targets and national or provincial Economically Active Population data when analysing representation and developing their Employment Equity Plans. Must employers set targets at every occupational level? The draft requires numerical goals and annual targets at all occupational levels. The five-year sector targets apply to the four upper occupational levels, while targets at semi-skilled and unskilled levels must be informed by the applicable EAP. What happens if an employer has already exceeded its sector targets? The employer must continue setting annual targets towards the applicable EAP for designated groups that remain under-represented. Can a newly designated employer fail its first annual target assessment? The draft states that a newly designated employer will not be assessed against annual Employment Equity targets in its first report after becoming designated. Why does the compliance certificate matter? A section 53(2) compliance certificate can affect an employer’s ability to contract with organs of state. Under the draft Code, a certificate cannot be issued unless the employer submitted a compliant report during the preceding year. This article is for informational purposes only and does not constitute legal advice. For specific legal guidance on protected disclosures, employment practices, or compliance obligations, consult a qualified labour law practitioner. © 2026 Global Business Solutions (GBS). All rights reserved. View our upcoming events: Upcoming Events and Qualifications, like B-BBEE Session 7: Empowering Youth & Elevating Women, B-BBEE Bootcamp, Disciplinary Enquiry & Arbitration Master Class, and Occupational Skills Programme: Skills Development Facilitation Practitioner (SDF). *All workshops are offered as customised in-house training that can be presented virtually or on-site.

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Global Business Solutions (GBS) is a leading consulting and training firm in Workforce Solutions (labour law, HR consulting, IR, B-BBEE, and EE), Leadership/EQ, and Digital Intelligence/AI. We have delivered future-focused solutions for workforce excellence for 35+ years. Our diverse range of services empowers businesses to achieve their objectives. We provide consulting, training (accredited and non-accredited), collaboration, and coaching on CORE, INTERMEDIATE, and ADVANCED levels. to Global Business Solutions Welcome Welcome Welcome Welcome Future Thinking, Now! 100% Recommendation Rating on Facebook Latest News AI Compass Capacitation Programme 2026 - Intake 2 Tue, Jul 21 Virtual Event More info Register Now B-BBEE Session 7: Empowering Youth & Elevating Women Tue, Aug 11 Virtual Event More info Register Now B-BBEE Bootcamp Wed, Aug 12 Virtual Event More info Register Now Load More Who We Are GBS is... At the heart of Global Business Solutions (GBS) lies the innovative convergence of Workplace Solutions , Leadership/EQ , and Digital Intelligence (AI) . We are not just consultants. We are architects of a resilient and dynamic future for your business. We provide business solutions . Learn More SPECIFIC SCOPE OF SERVICES SPECIFIC SCOPE OF SERVICES SPECIFIC SCOPE OF SERVICES SPECIFIC SCOPE OF SERVICES Bytes Bot Development (Automation, Augmentation and Generic) Process and Systems Mapping AI governance and workplace AI policy rollout for South African organisations, including AI acceptable use policies, POPIA-aware data handling rules, staff guidance, risk controls and practical implementation support. Copilot for 365 (Teams, Excel, Word, Outlook, etc.) AI For Series (Incl. 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This collective experience reflects the cumulative careers of our top labour law attorneys, consultants, facilitators, legal practitioners, and senior advisors, many of whom have spent decades supporting organisations in navigating complex workplace, compliance, and labour relations environments across both the public and private sectors . Our team holds more than 120 professional qualifications , including honours and degree-level qualifications, postgraduate diplomas, and specialised certifications in labour law, human resources management, industrial psychology, business management, finance, and compliance-related disciplines. Importantly, GBS includes highly qualified labour law attorneys, senior labour relations specialists, appointed Employment Equity Commissioners, leadership with Visiting Professor status at recognised academic institutions, and representatives who have participated in national social dialogue structures such as NEDLAC , enabling us to combine regulatory insight, academic thought leadership, legal expertise, and practical workplace implementation. With accredited facilitators, assessors, and moderators forming part of our delivery capability, we provide clients with both strategic advisory support and accredited training solutions aligned to South Africa’s evolving legislative and regulatory framework. This depth of expertise enables GBS to deliver industry-leading solutions in Employment Equity, B-BBEE advisory, labour law compliance, disciplinary and industrial relations support, workplace transformation, and strategic people practices . 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