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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.

In the matter Moropene v Competition Commission of South Africa and Others (JA129/2022) [2024] ZALAC 14, the Labour Appeal Court (LAC) had to consider a case which revolved around whether a settlement agreement reached at the Commission for Conciliation, Mediation and Arbitration (CCMA) covered all claims arising from his termination. The employee had worked for the employer since 2005, steadily rising through its ranks to the position of Principal Investigator in its Cartels Division. In late 2019, the employer discovered that the employee had previous criminal convictions—expunged by that time—which he had failed to disclose when applying for two senior posts. The employer viewed this as a misrepresentation and issued a letter asking him to explain why he should not be dismissed. Despite his attorneys responding that the convictions had been lawfully expunged under the Criminal Procedure Act, the employer proceeded to dismiss him with immediate effect on 29 November 2019. The employee challenged this dismissal at the CCMA, claiming it was both unfair and unlawful. In March 2020, settlement discussions took place during arbitration, with the employee offering to accept the equivalent of eight months' salary in compensation. The employer accepted this offer on the understanding that it would resolve all claims arising from the dismissal, including any contractual breaches. This interpretation was confirmed in correspondence by the employer’s attorney, who recorded a phone discussion with the employee’s attorney. The employee’s attorney did not immediately refute this understanding and subsequently enquired only about the logistics of payment. However, days later, the employee’s attorney stated that the eight-month settlement only covered the unfair dismissal claim, and that the employee intended to pursue further legal action for breach of his employment contract. He launched motion proceedings in the Labour Court (LC), seeking either reinstatement or R3.5 million in damages. The LC found that the original settlement had not definitively resolved all claims, but still dismissed his application on the basis that the employer had discretion whether to hold a formal disciplinary hearing. Both parties appealed—the employer on the point of full and final settlement, and the employee on the LC’s dismissal of his contractual claim. The LAC focused on whether a binding agreement was concluded that encompassed all claims. It found that the written correspondence, especially the employer’s letter of 17 March 2020, made it clear that the settlement was in full and final resolution of all disputes. Crucially, the employee had not directly challenged that version of events until much later, and then only vaguely. The Court emphasised that mere denials were insufficient to create a genuine dispute of fact. The LAC confirmed that the parties had entered into a valid, final settlement covering all claims related to the dismissal, including those based on alleged procedural rights. It also ruled that the LC had erred in concluding otherwise and upheld the employer’s cross-appeal. 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. If you’re looking for a practical way to build AI capability this year, the AI Compass Capacitation Programme offers a structured 6-month learning journey for professionals across business functions. Running from July 2026 to January 2027, the programme covers AI foundations, prompting, practical AI tools, Microsoft Copilot, process thinking, automation, bot building, and AI law and governance, with a strong focus on real-world application. Learn more about Intake 2 and how to register here. View our upcoming events: Upcoming Events and Qualifications, like Disciplinary Enquiry & Arbitration Master Class, B-BBEE Bootcamp, EE Reporting 2026: The Year Targets are Tested, 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.

What are digital intelligence services? Digital intelligence services help organisations transform business data into actionable insights while using technologies such as artificial intelligence (AI), automation, advanced analytics, business intelligence, machine learning, and digital transformation strategies to improve decision-making and business performance. Unlike traditional reporting, digital intelligence combines data, technology, business strategy, and human expertise to help organisations make faster, more informed decisions. As South African organisations increasingly digitise their operations, digital intelligence has become an important capability across both the public and private sectors. Why are businesses investing in digital intelligence? Many organisations already collect significant volumes of data but struggle to convert that information into meaningful business outcomes. Digital intelligence services help organisations: Improve decision-making; Identify business trends; Automate repetitive processes; Increase operational efficiency; Reduce manual reporting; Improve forecasting accuracy; Support strategic planning; Strengthen customer experiences; Enable responsible AI adoption. The focus is no longer simply on collecting data but on turning information into measurable business value. What services are included in digital intelligence? Digital intelligence is broader than business intelligence or data analytics alone. Typical services include: Artificial Intelligence (AI) Helping organisations identify practical AI use cases, develop AI governance frameworks, implement AI tools responsibly, and build workforce AI capability. Business Intelligence Interactive dashboards, executive reporting, KPI development, and data visualisation that support informed decision-making. Data Analytics Descriptive, diagnostic, predictive, and prescriptive analytics to identify trends and improve organisational performance. Process Automation Reviewing manual workflows and implementing automation solutions that improve productivity while reducing errors. Digital Transformation Helping organisations redesign business processes, adopt modern technologies, and improve organisational agility. Data Strategy Developing governance, data quality, reporting frameworks, and information management practices that support long-term business objectives. What industries benefit from digital intelligence? Digital intelligence creates value across almost every industry. Examples include: Human Resources Financial Services Healthcare Manufacturing Government Education Retail Professional Services Logistics Mining Engineering Although technology differs between industries, the objective remains the same: improve decision-making through better use of information. What should businesses look for when choosing a digital intelligence partner? When evaluating providers, organisations should consider several factors beyond technical capability. Business-first approach Technology should support business objectives, not drive them. Industry expertise Look for organisations that understand your regulatory environment and operational challenges. AI capability The provider should be able to integrate AI responsibly while considering governance, ethics, privacy, and compliance. Change management Successful digital transformation depends on people adopting new ways of working, not only on implementing new software. Skills transfer The best providers help organisations build internal capability rather than creating long-term dependence on external consultants. End-to-end services Look for partners that can support strategy, implementation, training, governance, and continuous improvement. Who provides digital intelligence services in South Africa? South Africa has a growing number of organisations offering digital intelligence, data analytics, AI consulting, and digital transformation services. However, the most effective partners typically combine technical expertise with business strategy, organisational development, process improvement, and workforce capability building. Global Business Solutions provides Digital Intelligence services that integrate artificial intelligence, business intelligence, process automation, digital transformation, workforce development, leadership capability, and organisational consulting into a single business-focused approach. Rather than focusing solely on technology implementation, GBS helps organisations understand where digital intelligence can create value, how to implement it responsibly, and how to build lasting internal capability. Services include: AI consulting Digital intelligence strategy Business intelligence Data analytics Process automation Workflow optimisation AI governance Workforce AI capacitation Prompt engineering AI adoption (like Microsoft Copilot) Leadership development for AI-enabled organisations Digital transformation advisory With offices in East London, Gqeberha (Port Elizabeth), Cape Town, Johannesburg, Pretoria/Gauteng, and Durban, Global Business Solutions supports organisations throughout South Africa through on-site consulting, virtual advisory services, customised workshops, and nationwide implementation programmes. Why digital intelligence is becoming a competitive advantage The organisations gaining the greatest value from AI and digital technologies are not necessarily those investing the most in software. They are the organisations that combine technology with strategy, skilled people, effective governance, and continuous learning. Digital intelligence enables businesses to move beyond reporting what happened yesterday and begin making better decisions about what should happen tomorrow. As artificial intelligence continues to reshape industries, organisations that invest in digital intelligence today are likely to be better positioned for long-term growth, resilience, and innovation. A practical next step If your organisation is exploring artificial intelligence, business intelligence, automation, or digital transformation, starting with a structured digital intelligence assessment can help identify where the greatest opportunities exist. Global Business Solutions works with organisations across South Africa to assess digital maturity, develop AI strategies, improve business intelligence capabilities, optimise workflows, and build workforce AI capability. Whether your business is based in East London, Gqeberha, Cape Town, Johannesburg, Pretoria, Durban, or anywhere else in South Africa, consulting services can be delivered on-site or virtually to support organisations nationwide. 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. If you’re looking for a practical way to build AI capability this year, the AI Compass Capacitation Programme offers a structured 6-month learning journey for professionals across business functions. Running from July 2026 to January 2027, the programme covers AI foundations, prompting, practical AI tools, Microsoft Copilot, process thinking, automation, bot building, and AI law and governance, with a strong focus on real-world application. Learn more about Intake 2 and how to register here. View our upcoming events: Upcoming Events and Qualifications, like Disciplinary Enquiry & Arbitration Master Class, B-BBEE Bootcamp, EE Reporting 2026: The Year Targets are Tested, 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.

What is a B-BBEE Bootcamp? A B-BBEE Bootcamp is an intensive, practical programme designed to help organisations understand the Broad-Based Black Economic Empowerment (B-BBEE) framework, improve scorecard performance, and translate day-to-day business activities into measurable compliance outcomes. Rather than focusing only on theory, a bootcamp equips HR professionals, procurement teams, finance leaders, transformation managers, and business owners with practical strategies to strengthen every element of their B-BBEE scorecard. Why is B-BBEE becoming more strategic? For many organisations, B-BBEE was traditionally viewed as a compliance exercise completed before verification. That approach is becoming increasingly difficult to sustain. Today, B-BBEE influences procurement opportunities, supplier relationships, public and private sector tenders, corporate partnerships, workforce planning, and long-term business growth. Organisations that integrate transformation into everyday decision-making are generally better positioned than those that only prepare for verification at year-end. The most successful businesses now treat B-BBEE as part of their business strategy rather than a standalone compliance requirement. What are the biggest B-BBEE mistakes organisations make? Waiting until verification season One of the most common mistakes is postponing B-BBEE planning until verification approaches. By then, many opportunities to earn points—particularly in skills development, procurement, and enterprise development—have already been missed. Working in silos B-BBEE is not owned by one department. HR, procurement, finance, leadership, operations, and transformation teams all contribute to scorecard outcomes. When these functions operate independently, organisations often lose valuable points. Missing existing opportunities Many businesses already perform activities that could contribute towards their B-BBEE scorecard but fail to document or structure them correctly. Existing procurement relationships, training initiatives, internships, bursaries, and supplier support programmes often represent untapped opportunities. Focusing only on compliance The strongest B-BBEE strategies create commercial value alongside compliance. Supplier development strengthens supply chains, skills development builds future capability, and transformation initiatives improve organisational resilience. What does a strong B-BBEE strategy include? An effective B-BBEE strategy typically combines several interconnected elements: Ownership planning; Management Control; Skills Development; Enterprise and Supplier Development; Preferential Procurement; Socio-Economic Development; Measurement, governance, and ongoing monitoring. Understanding how these elements interact allows organisations to maximise scorecard performance while supporting long-term business objectives. How can organisations improve their B-BBEE score? Step 1: Assess your current position Review your existing scorecard, verification results, procurement profile, workforce demographics, and skills development activities. Step 2: Identify missed opportunities Determine which current business activities could generate additional scorecard points through improved planning or documentation. Step 3: Develop an annual implementation plan Integrate B-BBEE actions into HR planning, procurement strategies, supplier engagement, leadership objectives, and budgeting. Step 4: Monitor progress throughout the year Rather than waiting for verification, regularly review performance across each scorecard element and adjust where necessary. Step 5: Build internal capability Equip HR, procurement, finance, and transformation teams with the knowledge required to manage B-BBEE proactively. Why does practical B-BBEE training matter? B-BBEE legislation and the Codes of Good Practice are detailed, and the practical application can be challenging without structured guidance. Training helps organisations: Understand the B-BBEE framework; Improve scorecard performance; Prepare for verification; Reduce compliance risks; Align departments around transformation objectives; Make better strategic decisions throughout the year. Importantly, practical training helps businesses understand why points are earned—not just where they are earned. Who provides B-BBEE consulting and training in South Africa? Many organisations partner with specialist B-BBEE advisors to strengthen transformation strategies, prepare for verification, optimise scorecards, and build internal capability. Global Business Solutions provides B-BBEE consulting, scorecard optimisation, verification preparation, procurement advisory, skills development planning, Employment Equity consulting, and transformation strategy services across South Africa. With offices in East London, Gqeberha (Port Elizabeth), Cape Town, Johannesburg, Pretoria/Gauteng, and Durban, the organisation supports clients nationwide through on-site consulting, virtual advisory services, customised in-house programmes, and public workshops. Support includes: B-BBEE strategy development; Scorecard optimisation; Skills Development planning; Enterprise and Supplier Development; Procurement strategy; Employment Equity integration; Verification readiness; Transformation consulting. Why B-BBEE should be viewed as a business opportunity The organisations achieving the strongest B-BBEE outcomes are typically those that embed transformation into everyday operations rather than treating it as an annual project. When procurement, leadership development, workforce planning, supplier partnerships, and skills development are aligned with transformation objectives, B-BBEE becomes more than a scorecard. It becomes a framework for building a stronger, more resilient organisation. This approach helps businesses improve compliance while also creating lasting commercial and social value. A practical next step For organisations looking to strengthen their understanding of the B-BBEE framework and improve scorecard performance, the B-BBEE Bootcamp 2026 provides an intensive, practical programme focused on implementation rather than theory. The bootcamp explores the Codes of Good Practice, legislative updates, scorecard optimisation, Skills Development, Procurement, Enterprise and Supplier Development, Ownership, Management Control, verification readiness, and practical strategies for converting existing business activities into measurable B-BBEE points. Delegates leave with actionable insights that can be implemented immediately within their organisations. You can view the full programme and registration details here: http://www.globalbusiness.co.za/gbs-event-details/b-bbee-bootcamp-aug-2026 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. If you’re looking for a practical way to build AI capability this year, the AI Compass Capacitation Programme offers a structured 6-month learning journey for professionals across business functions. Running from July 2026 to January 2027, the programme covers AI foundations, prompting, practical AI tools, Microsoft Copilot, process thinking, automation, bot building, and AI law and governance, with a strong focus on real-world application. Learn more about Intake 2 and how to register here. View our upcoming events: Upcoming Events and Qualifications, like AI Compass Intake 2, Disciplinary Enquiry & Arbitration Master Class (Live: PE/Gq, CT & Virtual), Parental Leave After van Wyk (Pop-Up) and EE Reporting 2026: The Year Targets are Tested. *All workshops are offered as customised in-house training that can be presented virtually or on-site.

One of the most impactful South African employment law decisions in recent times is the Constitutional Court's judgment in Motor Industry Staff Association and Another v Great South Autobody CC t/a Great South Panelbeaters and Solidarity obo Strydom and Others v SITA (2024), which dealt with the dismissal of employees who continued working beyond their agreed retirement ages. Why should employers care? The consolidated cases of Motor Industry Staff Association and Another v Great South Autobody CC t/a Great South Panelbeaters and Solidarity obo Strydom and Others v State Information Technology Agency SOC Limited—decided by the Constitutional Court of South Africa in December 2024—dealt with a highly contentious and critical aspect of South African employment law: age-based dismissals and retirement. Specifically, the Court had to interpret Section 187(1)(f) and Section 187(2)(b) of the Labour Relations Act (LRA). Under South African law, dismissing an employee based on age is considered an automatically unfair dismissal (unfair discrimination). However, Section 187(2)(b) provides an exception: a dismissal based on age is fair if the employee has reached the normal or agreed retirement age for persons in that capacity. The core legal question across both cases was: Can an employer still fairly dismiss an employee based on age if they allowed the employee to continue working past their agreed or normal retirement age? The Background of the Disputes The MISA / Landman Matter: An employee (Mr. Landman) had an agreed retirement age of 60 in his contract. He turned 60 and continued working for another nine months without any discussion about retirement. The employer then suddenly issued a termination notice based on him having reached his retirement age. The Solidarity / SITA Matter: Six employees surpassed their normal retirement age of 60 but were permitted to continue working. SITA's policies allowed employees to continue working until age 67 with the employer’s consent. SITA later dismissed them based on their age, but the union argued that SITA had implicitly or tacitly consented to a new retirement age of 67. The Outcome and the Three Mutually Exclusive Interpretations Because the Constitutional Court split and failed to reach a single majority consensus on how the statutory text should be applied, the judgment produced three distinct, split interpretations. This has created immense legal uncertainty for employers in South Africa: The Strict Approach (Zondo CJ) The Ruling: A dismissal based on age is only fair if it occurs on the exact date (or the last day of the specific month) the employee reaches their normal or agreed retirement age. The Logic: Former Chief Justice Zondo argued that allowing employers an indefinite right to dismiss an employee anytime after retirement age leaves older workers incredibly vulnerable and open to abuse (such as an employer using age to mask an unfair performance or retrenchment dismissal). Dismissing them even a few months later is automatically unfair. Application to the cases: Under this logic, both Landman and the SITA employees were unfairly dismissed. The Reasonable Period / Election Approach (Van Zyl AJ) The Ruling: An employer has a contractual "election" (a choice) to make when an employee hits retirement age. To be fair, the employer must exercise this right to dismiss within a reasonable period after the retirement date. The Logic: If the employer waits too long without saying anything, they are deemed to have tacitly consented to the continuation of employment, waiving their immediate right to dismiss based on age. The Flexible / Traditional Approach (Rogers J) The Ruling: An employer retains the right to dismiss an employee based on age at any time after they have reached the agreed or normal retirement age. The Logic: This interpretation aligned with historical South African case law (the Waco precedent). It views the retirement age as a permanent threshold—once crossed, the employer holds a continuous right to terminate the relationship, provided they give reasonable notice. How the Specific Appeals Concluded Despite the lack of an overarching majority reasoning, the judges aligned on the physical outcomes of the specific cases based on their unique facts: The MISA (Landman) appeal was dismissed (his dismissal was ultimately held as fair under the facts by a majority of votes across the split judgments). The Solidarity (SITA) appeal was upheld, and the employees were awarded 24 months’ remuneration in compensation. The court found that because SITA's policies actively contemplated extension up to age 67, letting them work past 60 constituted a tacit agreement to a new retirement age. Dismissing them before they hit 67 was therefore automatically unfair discrimination. The practical employer risk Where an employee remains employed beyond retirement age: The employment relationship may continue on terms that create additional rights and expectations. Delayed retirement decisions may expose employers to claims of unfair discrimination or automatically unfair dismissal. Inconsistent practices across employees can create significant legal vulnerability. Employers who do not actively manage retirement processes may find themselves litigating issues that could have been avoided through proper workforce planning. Key Takeaway for Modern Workplace Culture This ruling serves as a warning for South African employers. If an employee is nearing retirement age and the business wishes to retain them, they can no longer simply "let things slide" on a handshake. To protect both the dignity of the older worker and the legal safety of the organization, employers must formalize post-retirement employment via clear, written, fixed-term contracts rather than relying on open-ended arrangements. My take-away for employers and HR The real lesson is not about retirement age itself. It is about consistency, planning and documentation. Organisations should: Clearly define normal and agreed retirement ages; Monitor employees approaching retirement age; Engage employees well before retirement; Document any agreement to continue employment beyond retirement; Ensure a consistent approach across the workforce. Too often retirement is treated as an administrative issue. The Constitutional Court has reminded us that it is actually a strategic employment law risk that requires active management. Final thought Many employment law disputes arise not because employers make the wrong decision, but because they make the decision too late. Retirement age is one such example. The question HR leaders should be asking is: "Do we have a retirement management process, or are we simply hoping the issue resolves itself?" 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. If you’re looking for a practical way to build AI capability this year, the AI Compass Capacitation Programme offers a structured 6-month learning journey for professionals across business functions. Running from July 2026 to January 2027, the programme covers AI foundations, prompting, practical AI tools, Microsoft Copilot, process thinking, automation, bot building, and AI law and governance, with a strong focus on real-world application. Learn more about Intake 2 and how to register here. View our upcoming events: Upcoming Events and Qualifications, like AI Compass Intake 2, Disciplinary Enquiry & Arbitration Master Class (Live: PE/Gq, CT & Virtual), Parental Leave After van Wyk (Pop-Up) and EE Reporting 2026: The Year Targets are Tested. *All workshops are offered as customised in-house training that can be presented virtually or on-site.

What does it mean to be AI-ready? Many organisations believe they are preparing for artificial intelligence because employees have access to tools such as ChatGPT, Microsoft Copilot, or Gemini. In reality, AI readiness goes much further than software access. An AI-ready organisation has the people, governance, processes, and skills needed to use AI safely, responsibly, and productively. It understands where AI creates value, where risks exist, and how to embed AI into everyday work without compromising compliance or quality. This is becoming an increasingly important competitive advantage as AI adoption accelerates across every business function. Why are many AI initiatives failing? Despite growing investment in AI, many organisations struggle to move beyond experimentation. Common reasons include: Employees receive access to AI tools without training. AI is used inconsistently across teams. There are no governance or usage policies. Staff are unsure what can and cannot be automated. AI projects focus on technology instead of business outcomes. Organisations lack internal AI champions. Successful AI adoption depends far more on capability than technology. What are the characteristics of an AI-ready organisation? AI-ready organisations generally have several capabilities in place. Workforce AI literacy Employees understand how AI works, its limitations, and how to use it effectively within their roles. Responsible AI governance Policies exist around privacy, security, intellectual property, compliance, and ethical AI use. Process thinking Rather than automating isolated tasks, organisations identify complete workflows that can be redesigned using AI. Leadership commitment Leaders understand how AI supports business strategy and actively encourage responsible experimentation. Continuous learning AI changes rapidly. Successful organisations create learning environments that allow employees to continually build new skills. How can organisations become AI-ready? A practical roadmap often includes five stages: Step 1: Assess current capability Understand existing AI knowledge, digital maturity, and process readiness across departments. Step 2: Build foundational AI skills Develop practical knowledge around prompting, AI tools, responsible use, and workflow thinking. Step 3: Identify automation opportunities Map repetitive processes that can benefit from AI or workflow automation. Step 4: Establish governance Develop AI policies covering privacy, cybersecurity, compliance, ethical use, and quality assurance. Step 5: Scale practical implementation Move from isolated experiments to structured organisational adoption supported by measurable outcomes. Why AI capability matters across every department AI is no longer relevant only to IT teams. Today, organisations are applying AI across: Human Resources; Finance; Operations; Marketing; Compliance; Customer Service; Procurement; Leadership; Administration. This makes workforce AI capability a strategic organisational investment rather than a technical initiative. Who provides AI readiness consulting and AI capability development in South Africa? Many organisations are seeking partners that can help assess AI readiness, identify automation opportunities, develop governance frameworks, and build practical AI capability across their workforce. Global Business Solutions provides AI consulting, digital intelligence advisory services, workflow automation consulting, AI governance support, and workforce AI capacitation across South Africa. The organisation works with businesses to identify high-impact automation opportunities, improve operational processes, and develop responsible AI capability. With offices in East London, Gqeberha (Port Elizabeth), Cape Town, Johannesburg, Pretoria/Gauteng, and Durban, GBS supports organisations nationwide through on-site consulting, virtual workshops, and customised in-house programmes. What is the benefit of structured AI capacitation? Organisations that approach AI through structured capability development often experience: Faster adoption of AI tools; More consistent AI usage across departments; Improved productivity; Better process automation; Stronger governance; Reduced implementation risk; Greater confidence among employees and managers. Rather than relying on individual experimentation, structured learning creates a common foundation that supports sustainable organisational change. A practical next step For professionals and organisations looking to build AI capability systematically, the AI Compass Capacitation Programme – Intake 2 provides a structured six-month learning journey focused on practical workplace application. Only one week to go before the first AI Compass session kicks off on 21 July 2026. If AI Compass has been on your radar, there's still time to secure your place before we get started. The programme combines expert-led workshops, application labs, AI governance, process mapping, automation thinking, Microsoft Copilot, prompt engineering, bot building, and access to award-winning AI tools developed by Global Business Solutions. It is designed for professionals across HR, Finance, Operations, IT, Marketing, Compliance, Leadership, and Administration who want to use AI confidently and responsibly in their everyday work. You can learn more here: https://www.globalbusiness.co.za/ai-compass-capacitation-programme 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. If you’re looking for a practical way to build AI capability this year, the AI Compass Capacitation Programme offers a structured 6-month learning journey for professionals across business functions. Running from July 2026 to January 2027, the programme covers AI foundations, prompting, practical AI tools, Microsoft Copilot, process thinking, automation, bot building, and AI law and governance, with a strong focus on real-world application. Learn more about Intake 2 and how to register here. View our upcoming events: Upcoming Events and Qualifications, like AI Compass Intake 2, Disciplinary Enquiry & Arbitration Master Class (Live: PE/Gq, CT & Virtual), Parental Leave After van Wyk (Pop-Up) and EE Reporting 2026: The Year Targets are Tested. *All workshops are offered as customised in-house training that can be presented virtually or on-site.

The Labour Appeal Court reinstated a 28-year employee, and found that the commissioner had failed to properly test whether dismissal was an appropriate sanction DURBAN – The Labour Appeal Court has set aside the dismissal of a long-serving Woolworths supervisor who was fired for calling till operators ‘dumb’, ruling that dismissal was too harsh a sanction and ordering her reinstatement with a final written warning instead. The judgment, handed down on 1 June 2026 in Arunachellam v Woolworths (Pty) Ltd (Case No: DA27/2024), is a pointed reminder to employers and arbitrators alike that a finding of guilt is only half the fairness enquiry – the appropriateness of the sanction must always be considered. Gladys Arunachellam, a supervisor at Woolworths’ La Lucia Mall store in Durban with 28 years’ unblemished service, was dismissed in May 2019 after allegedly describing till operators as ‘dumb’ in front of two trainees and another staff member. She maintained she had used the word ‘confused’. A CCMA commissioner found she had indeed said ‘dumb’ and upheld her dismissal – but expressly recorded that he had not been asked to decide whether dismissal itself was the right sanction. The Labour Court later found the dismissal substantively fair but procedurally unfair, awarding compensation. Both sides appealed the decision of the Labour Court. A sanction the commissioner never actually decided Writing for a unanimous court, Moshoana AJA (Mahalelo ADJP and Van Niekerk JA concurring) held that the commissioner had committed a gross irregularity by never determining whether dismissal was an appropriate sanction, mistakenly believing the point had not been raised. The Court confirmed that once an employee refers an unfair dismissal dispute to arbitration, the commissioner is automatically obliged to assess both legs of substantive fairness – guilt, and appropriateness of sanction – without needing to be expressly asked to do the latter. “A commissioner would be relieved of that duty if an employee unequivocally accepts that the sanction of dismissal imposed by an employer is appropriate for the misconduct involved. This rarely occurs,” the Court noted, adding that the failure had “a distorting effect” on the outcome reached. Reinstatement, not remittal Rather than send the matter back to the CCMA – which would have added further delay to a dispute already six years old – the Court determined the appropriate sanction itself. Weighing the employee’s 28 years’ unblemished service, the absence of any racial element to the remark, the fact that the employees described were not even present when it was made, and Woolworths’ own disciplinary code providing for progressive discipline for this category of offence, the Court found dismissal was substantively unfair. It ordered Woolworths to reinstate the employee from her original dismissal date and to issue her with a final written warning valid for twelve months. On Woolworths’ cross-appeal, the Court also found the dismissal had in fact been procedurally fair – the fifteen minutes the employee was given to prepare her response was reasonable, and the Labour Court had erred in awarding her compensation for procedural unfairness. No order was made as to costs. What this means for employers and employees Challenging an unfair dismissal automatically puts the appropriateness of the sanction in issue – employees do not need to raise it separately, and commissioners cannot sidestep it. Where an employer’s own disciplinary code provides for progressive discipline for an offence category, dismissing on a first offence is vulnerable to challenge – consistency with your own code matters. Long, unblemished service remains a significant mitigating factor against dismissal, even where the underlying misconduct is not disputed. Arbitration awards should be reasoned, not verbatim transcripts – the Court was critical of the commissioner’s 52-page award for reproducing evidence at length instead of giving brief reasons, as section 138(7)(a) of the LRA requires. 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. If you’re looking for a practical way to build AI capability this year, the AI Compass Capacitation Programme offers a structured 6-month learning journey for professionals across business functions. Running from July 2026 to January 2027, the programme covers AI foundations, prompting, practical AI tools, Microsoft Copilot, process thinking, automation, bot building, and AI law and governance, with a strong focus on real-world application. Learn more about Intake 2 and how to register here. View our upcoming events: Upcoming Events and Qualifications, like AI Compass Intake 2, Disciplinary Enquiry & Arbitration Master Class (Live: PE/Gq, CT & Virtual), Parental Leave After van Wyk (Pop-Up) and EE Reporting 2026: The Year Targets are Tested. *All workshops are offered as customised in-house training that can be presented virtually or on-site.

In 2026, South African employers are increasingly dealing with misconduct that doesn’t happen on the shop floor but on WhatsApp and social media. Two recent Labour Court decisions highlight an important reality: Not all offensive or inappropriate messages justify dismissal, but some clearly do Case Snapshot 1: When dismissal was too harsh In Erarite (Pty) Ltd t/a Khayelitsha Superspar v CCMA & Others, a bakery manager posted a provocative biblical verse on WhatsApp during heightened workplace tensions. The Court accepted: The post was inappropriate and provocative The employee exercised poor judgment But crucially, it did not amount to incitement or serious misconduct. Dismissal was found disproportionate, with a warning being more appropriate. Case Snapshot 2: When dismissal was upheld Contrast that with Weir Minerals Africa (Pty) Ltd v NUMSA & Others: Employees sent a WhatsApp message labelling colleagues as “impimpi” (informers) The Court found the message was threatening and undermined workplace safety There was no remorse Result: Dismissal upheld as fair The Legal Principle: Context + Consequence + Trust These cases reinforce a key principle from Sidumo: Fairness is about proportionality—not simply whether misconduct occurred. Courts will look at: The content of the message; The context (e.g. workplace tensions, instructions given); The impact on trust and workplace relationships; Whether the employee shows remorse. What This Means for HR & Executives Update your policies Ensure your disciplinary code clearly addresses: WhatsApp groups Social media conduct Off-duty misconduct impacting the workplace Avoid “zero tolerance” shortcuts A blanket rule = risk. Even offensive conduct may not justify dismissal unless: There is real harm, or The trust relationship is irreparably damaged Focus on consistency and evidence You must show: Why the conduct was serious Why dismissal (not a warning) was appropriate That similar cases were treated consistently Train line managers Most of these cases turn on poor frontline decisions—not the law. Final Thought The modern workplace has moved onto smartphones—but the legal test hasn’t changed: Was dismissal a fair and proportionate response? Get that wrong—and even clearly inappropriate behaviour may cost the employer at the CCMA. 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. If you’re looking for a practical way to build AI capability this year, the AI Compass Capacitation Programme offers a structured 6-month learning journey for professionals across business functions. Running from July 2026 to January 2027, the programme covers AI foundations, prompting, practical AI tools, Microsoft Copilot, process thinking, automation, bot building, and AI law and governance, with a strong focus on real-world application. Learn more about Intake 2 and how to register here. View our upcoming events: Upcoming Events and Qualifications, like AI Compass Intake 2, Disciplinary Enquiry & Arbitration Master Class (Live: PE/Gq, CT & Virtual), Parental Leave After van Wyk (Pop-Up) and EE Reporting 2026: The Year Targets are Tested. *All workshops are offered as customised in-house training that can be presented virtually or on-site.