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New CEE baseline data shows a 48.4% drop in employer reporting, White representation still up to seven times EAP at Top Management, and disability inclusion stuck at 1.3% — even as six major court challenges to the EE Amendment Act remain unresolved. JOHANNESBURG — South Africa's employment equity reporting system declined as a result of the focus now being on employers employing above 50 employees (no longer annual revenue as one of the factors of determining designation), with the number of designated employers submitting EE reports falling by 48.4% — from 29,269 to just 15,090 — according to newly analysed baseline data from the Commission for Employment Equity (CEE). Global Business Solutions (GBS), the transformation, labour law and AI capacitation advisory, warns that a near-halving of reports in a single year sets a baseline for the next 5 years from which Ministerial Targets will be pursued. John Botha, Joint CEO of GBS, an newly appointed Commissioner to the Employment Equity Commission, states that "Employers cannot assume the sectoral numerical targets have gone away simply because litigation is under way. Section 53 of the EEA now ties a company's ability to do business with the state directly to its EE compliance status. Employers who fall silent on reporting or who do not make justifiable reasonable progress are putting their government contracts, and ultimately their competitiveness, at risk." A hardening glass ceiling The data reveals a workforce pipeline that functions well at entry and mid-career level — African and female representation is at or above national Economically Active Population (EAP) parity at Skilled and Professionally Qualified levels — but collapses at the point of promotion into senior roles. White representation at Top Management (57.1%) and Senior Management (44.1%) remains up to seven times the White EAP share, while African representation falls to less than half of its EAP share at both levels. Female representation drops from near-parity in the professional ranks to just 29.3% at Top Management. "This is not a recruitment problem — it's a retention and promotion problem," adds Botha. "Employers who focus transformation spend purely on graduate intake will not shift these numbers. The blockage sits at the transition into leadership, and that requires succession planning, sponsorship and accountability at board level." Disability inclusion stalled; litigation still unresolved Representation of employees with disabilities remains flat at 1.3% of the total workforce — identical across the private sector and government, and well below the 3% five-year sectoral target across all eighteen economic sectors. Meanwhile, six major court challenges to the EE Amendment Act, 2022 and its 5-year sectoral numerical targets — brought by the Democratic Alliance, NEASA and Sakeliga, Solidarity, BUSA and the Security Association of South Africa — remain before the courts. To date, no interim relief suspending the targets has succeeded, and the Department continues to implement the amended framework in the interim. The CCMA also recorded 2,577 unfair discrimination referrals under the EEA between April 2025 and January 2026, two-thirds of which were brought on "arbitrary grounds" — a category GBS says reflects employees' continued difficulty in linking workplace grievances to a specific listed ground under the Act. GBS calls for renewed employer focus GBS is urging designated employers to treat the current legal position — including the 5-year sectoral targets — as binding for compliance purposes pending the outcome of pending litigation, to audit succession pipelines for senior-level bottlenecks, and to revisit disability inclusion strategies ahead of the next reporting cycle. "The employers who get ahead of this now, rather than waiting for the courts, will be the ones best placed to hold onto their EE Compliance Certificates — and their government business," concludes Botha. 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.

Why youth and women empowerment matter for South Africa's future South Africa has one of the youngest populations in the world, yet youth unemployment remains one of the country's biggest economic challenges. At the same time, while women continue to make significant contributions across every sector, they remain under-represented in senior leadership, ownership structures, and entrepreneurial ecosystems. For organisations, these challenges present more than a social responsibility—they represent an opportunity. Businesses that invest in developing young talent and advancing women are not only contributing to national transformation but are also strengthening innovation, resilience, leadership pipelines, and long-term organisational performance. What is the role of B-BBEE in youth and women empowerment? Broad-Based Black Economic Empowerment (B-BBEE) was designed to promote meaningful economic participation through ownership, management control, skills development, enterprise and supplier development, and socio-economic development. Within this framework, investing in youth and women is not an isolated initiative. It supports multiple B-BBEE objectives while helping organisations build sustainable talent pipelines and create more inclusive workplaces. Effective empowerment is about creating opportunities that extend beyond employment. It involves equipping people with skills, mentorship, leadership opportunities, access to networks, and pathways for long-term career and business growth. Why are organisations investing in youth empowerment? Building future skills Many industries are experiencing rapid technological change. Internships, graduate programmes, apprenticeships, learnerships, and structured workplace experience help young professionals develop practical skills that organisations will increasingly need. Creating stronger leadership pipelines Organisations that identify and develop young talent early are better positioned to fill future leadership roles internally, reducing recruitment costs and preserving organisational knowledge. Driving innovation Young professionals often bring new perspectives, digital fluency, and fresh approaches to problem-solving. Diverse teams with younger voices are frequently better equipped to respond to changing markets and customer expectations. Supporting economic growth Youth employment contributes to broader economic participation, consumer spending, entrepreneurship, and long-term national development. Why is women's economic empowerment important? Women's economic empowerment benefits organisations in measurable ways. Research consistently links diverse leadership teams with stronger decision-making, improved governance, broader innovation, and better organisational performance. However, meaningful empowerment requires more than increasing representation. Organisations should also focus on: Leadership development programmes; Mentorship and sponsorship opportunities; Skills development; Career progression pathways; Inclusive recruitment and promotion practices; Entrepreneurial support for women-owned businesses; Flexible workplace policies that support long-term career growth. Creating environments where women can progress into leadership positions strengthens organisational capability while supporting broader transformation objectives. What are the benefits of investing in youth and women? Organisations that make youth and women empowerment part of their long-term strategy often experience the following: Stronger innovation Diverse teams generate broader perspectives and more creative solutions. Improved succession planning Developing future leaders internally strengthens organisational continuity. Better employee engagement Employees are more likely to remain with organisations that demonstrate genuine investment in growth and opportunity. Enhanced employer brand Inclusive organisations are increasingly attractive to graduates, professionals, investors, clients, and prospective employees. Sustainable transformation Empowerment initiatives create long-term organisational capability rather than focusing solely on compliance outcomes. How can organisations build meaningful empowerment programmes? Step 1: Assess current representation Review workforce demographics, leadership representation, and existing development initiatives. Step 2: Create structured development pathways Develop internships, learnerships, mentorship programmes, graduate initiatives, and leadership development opportunities. Step 3: Remove systemic barriers Review recruitment, promotion, performance management, and workplace policies to identify obstacles to equitable progression. Step 4: Invest in ongoing development Provide coaching, technical training, leadership programmes, and professional development opportunities throughout employees' careers. Step 5: Measure outcomes Track retention, promotion rates, leadership diversity, programme participation, and long-term organisational impact rather than simply measuring participation numbers. How does empowerment support B-BBEE objectives? Meaningful youth and women empowerment contributes to several aspects of organisational transformation. It strengthens skills development initiatives, supports management succession, contributes to enterprise development, encourages inclusive leadership, and helps organisations create more sustainable transformation outcomes. The most successful organisations treat empowerment as an ongoing business strategy rather than a once-a-year compliance activity. Who can help organisations develop youth and women empowerment strategies? Many organisations seek specialist support to design empowerment programmes, strengthen B-BBEE strategies, align skills development initiatives, and build sustainable leadership pipelines. Global Business Solutions provides B-BBEE consulting, skills development advisory services, leadership development, transformation consulting, Employment Equity support, and organisational development 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 facilitation, strategic advisory services, and customised in-house programmes. Support includes: Youth development strategies; Women's leadership initiatives; Skills development planning; Learnership and internship programme design; Leadership development; B-BBEE consulting; Transformation strategy; Employment Equity integration. Why empowerment creates long-term business value The organisations making the greatest progress in transformation recognise that empowerment is not simply about meeting scorecard requirements. When businesses invest in developing young professionals and creating opportunities for women to grow into leadership and decision-making roles, they strengthen organisational capability, improve resilience, and contribute to a more inclusive economy. Empowerment becomes most effective when it is embedded into workforce planning, leadership development, and organisational culture rather than treated as a standalone initiative. A practical next step For organisations looking to strengthen their B-BBEE strategy while creating meaningful opportunities for young professionals and women, B-BBEE 2026 Series – Session 7: Empowering Youth and Elevating Women explores practical approaches to building inclusive workplaces and sustainable empowerment ecosystems. The virtual session takes place on Tuesday, 4 August 2026, and examines how internships, mentorships, leadership pathways, funding initiatives, and supportive organisational cultures can translate empowerment into long-term business and social impact. It also explores how organisations can build environments where young professionals and women can thrive beyond entry-level opportunities and progress into future leadership roles. You can view the full programme and registration details here: https://www.globalbusiness.co.za/gbs-event-details/b-bbee-empowering-youth-and-elevating-women 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 the matter of Aspen Holdings Pty Ltd and Another v Phelane and Another (JA 71/23) [2025] ZALAC 4; [2025] 4 BLLR 409 (LAC) (23 January 2025) The Labour Appeal Court (LAC) considered a ruling of the Labour Court (LC) which had allowed a former employee to file his automatically unfair dismissal claim outside the legal time period. Its judgment provides a clear reminder of the strict approach Courts take when parties fail to comply with statutory deadlines, especially where no proper explanation for the delay is given. The employee, a former group operations quality auditor at the employer, was dismissed in December 2020 after failing to attend his disciplinary hearing. He referred the matter to the CCMA, alleging that his dismissal was automatically unfair because it amounted to discrimination based on culture and religion. Central to his claim was that his ill health and absence from work were linked to intwaso – a spiritual calling to become a traditional healer, which he said Aspen failed to accommodate. The CCMA issued a certificate of non-resolution on 6 January 2021, which meant the employee had 90 days to file his statement of case in the LC. He filed only on 18 May 2021, making him 41 days late. The employer did not file a response to the statement of case, but instead raised an objection that his referral was outside the statutory timeframe. Only after this point did the employee submit an application for condonation – itself another 36 days late. The LC granted condonation. It held that: The 41-day delay was “not excessive”. Although the explanation was poor, the employee acted on incorrect legal advice and had not acted in bad faith. He allegedly had good prospects of success because his claim related to cultural and religious discrimination. There appeared to be factual disputes that needed to be ventilated at trial. On this basis, the LC exercised its discretion to excuse the late filing. The employer appealed, arguing that the LC misapplied the principles governing condonation. The LAC agreed. The Court emphasised that: An applicant for condonation must give a full, reasonable explanation covering every day of delay. Without such an explanation, prospects of success are irrelevant. Courts must consider both the initial delay and any further delay in bringing the condonation application. Negligence by a legal representative does not automatically excuse a litigant. The LAC found that the employee provided no explanation for the 36-day delay after learning that he needed condonation. This omission was fatal. The LC had simply ignored this second period of non-compliance and therefore misdirected itself. The Court also criticised the LC for relying on the contents of the employee’s statement of case (which was not properly before it) and for assuming good prospects of success without proper evidence. The LAC upheld the appeal and replaced the Labour Court’s order with one refusing condonation. This effectively ends the employee’s attempt to pursue his dismissal challenge. 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, B-BBEE: SED: From Charity to Change, Double-Barrel Webinar: Two Laws. One Morning. Everything You Need to Know, and Disciplinary Enquiry & Arbitration Master Class (Live: PE/Gq, CT & Virtual). *All workshops are offered as customised in-house training that can be presented virtually or on-site.

From today, 1 July 2026, road traffic offences are no longer just a driver’s problem — they are an employer’s problem too. Phase 2 of the Administrative Adjudication of Road Traffic Offences (AARTO) framework has officially commenced in 60 to 62 municipalities across the country, following Proclamations 322 and 323 published in Government Gazettes 54917 and 54918 on 29 June 2026, bringing formal administrative enforcement to major centres including Johannesburg, Tshwane, Ekurhuleni, eThekwini, Buffalo City, Nelson Mandela Bay and Mangaung. Only the Western Cape remains outside this phase, for now. Why this is not just a traffic issue Global Business Solutions (GBS) warns that AARTO Phase 2 is, in reality, a workplace compliance issue. Any organisation whose staff drive company vehicles, claim travel expenses, use pool cars, or rely on a valid licence to do their jobs is now exposed to infringement notices, enforcement action, and potential disciplinary and operational fallout if driver conduct is not properly managed. Is the penalty points system live? Not yet. Importantly, this rollout does not yet activate the Points Demerit System. Section 24 of the Act, which governs demerit points and licence suspension for repeat offenders, is expressly excluded from the current commencement. What goes live today is the administrative infringement and enforcement process — notices, nominations and adjudication. The points-based penalty regime, and full national implementation, is earmarked for 2027. Employers should treat this as a window to get systems and policies right before the stakes — and the consequences for repeat offenders — increase. What employers must do now Identify every employee who drives for work and every vehicle — owned, leased, pooled or reimbursed — in scope. Appoint an accountable AARTO owner and build a central register to track notices and deadlines. Put driver-identification and record-retention systems in place so the correct person is nominated, on time. Update fleet, travel and disciplinary policies to require lawful driving and prompt disclosure of infringements. Train managers and drivers now, before the first notices land. What employees need to know Employees who drive as part of their job must respond promptly to any notice, cooperate honestly with employer reporting processes, and disclose infringements when required. Concealment, repeated non-compliance, or conduct that puts a driving-dependent role at risk can trigger workplace consequences separate from — and in addition to — the statutory AARTO process itself. The bottom line “AARTO Phase 2 turns ad hoc traffic-fine handling into a formal compliance obligation,” says GBS. “Employers that move now — with clear governance, records and policies — protect their people and their business. Those that wait will be managing this under pressure, one notice at a time.” With national rollout and the Points Demerit System expected in 2027, today’s commencement is the first test of how seriously organisations take this shift. 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 changed after the Van Wyk judgment? The Constitutional Court’s landmark decision in Van Wyk v Minister of Employment and Labour fundamentally changed South Africa’s parental leave framework. The Court found that the previous leave provisions unfairly differentiated between birth mothers, fathers, adoptive parents, and commissioning parents, and declared key sections of the Basic Conditions of Employment Act (BCEA) and related UIF legislation unconstitutional. Until Parliament finalises permanent legislative amendments, the Court’s interim orders apply immediately. These interim provisions have significant implications for employers, HR professionals, payroll teams, and labour law practitioners across South Africa. What is the new parental leave entitlement in South Africa? The interim framework replaces the previous distinction between maternity leave, parental leave, adoption leave, and commissioning parental leave with a more equitable system. Key changes include: A single employed parent is entitled to four months of parental leave. Where both parents are employed, they may share four months and ten days of parental leave, either consecutively or concurrently, depending on their agreement. Adoptive and commissioning parents receive the same parental leave rights as biological parents. Parents must provide written notice to their employer before taking leave, in accordance with the BCEA requirements. This represents one of the most significant labour law developments in recent years and requires employers to rethink existing leave policies and workplace practices. Why is the Van Wyk judgment important for employers? For many organisations, the judgment creates obligations that extend well beyond updating a leave policy. Employers now need to consider: Whether existing parental leave policies remain legally compliant. How paid parental leave benefits should be structured. How parental leave requests will be administered where both parents are employed. How to avoid discrimination claims arising from unequal leave benefits. How payroll, HR, and management systems should be updated to accommodate the interim legal framework. The decision also raises broader workforce planning considerations, particularly where extended parental leave affects operational continuity and succession planning. Does the judgment affect paid parental leave? One of the most common questions employers ask is whether the judgment requires employers to provide paid parental leave. The answer is no. The BCEA continues to provide a statutory entitlement to unpaid parental leave. However, employers that currently provide enhanced paid maternity leave should carefully review those benefits. Continuing to provide paid benefits only to one category of parent may expose the organisation to discrimination risks under the new constitutional framework. Every organisation’s circumstances differ, making legal review and policy assessment particularly important. What should employers do now? Rather than waiting for Parliament to finalise legislative amendments, organisations should begin preparing immediately. A practical implementation plan includes: Step 1: Review existing leave policies Compare current maternity, parental, adoption, commissioning leave, and family responsibility leave policies against the Constitutional Court’s interim framework. Step 2: Assess paid leave benefits Review whether current paid benefits remain equitable and legally defensible. Step 3: Update HR and payroll processes Ensure HR systems, leave forms, payroll processes, and employee handbooks reflect the interim legal position. Step 4: Train HR and managers Managers, HR practitioners, payroll teams, and employee relations specialists should understand how the judgment affects workplace decision-making. Step 5: Monitor future legislative developments Parliament has been given time to amend the legislation permanently. Employers should continue monitoring developments and update policies as required. What are the biggest risks if employers do nothing? Organisations that delay reviewing their parental leave framework may face several risks, including: Outdated workplace policies Inconsistent leave decisions Employee grievances Unfair discrimination claims Payroll administration errors Increased legal and compliance exposure The earlier employers prepare, the easier it becomes to implement future legislative changes. Who can help employers implement the Van Wyk parental leave changes? Many organisations are seeking specialist support to interpret the judgment, review leave policies, conduct legal risk assessments, and prepare HR teams for implementation. Global Business Solutions provides parental leave consulting, labour law advisory services, policy drafting, compliance support, and HR training throughout South Africa. With offices in East London, Gqeberha (Port Elizabeth), Cape Town, Johannesburg, Pretoria/Gauteng, and Durban, the team supports organisations nationally through on-site consulting, virtual workshops, and legal advisory services. Support includes: Parental leave policy reviews Labour law compliance assessments HR and payroll implementation guidance Workplace policy drafting Management and HR training Organisational risk assessments Ongoing labour law advisory services Why ongoing labour law updates matter: The Van Wyk judgment illustrates how quickly the employment law landscape can change. Court decisions increasingly have immediate operational consequences long before legislation is formally amended. For employers, staying informed is no longer simply a legal exercise—it is an essential part of workforce planning, governance, and risk management. Organisations that proactively review their policies, educate managers, and prepare HR teams are generally better positioned to adapt to legal developments while maintaining fairness, consistency, and operational continuity. A practical next step For HR practitioners, labour law professionals, payroll specialists, managers, and business leaders wanting to understand the practical implications of the Constitutional Court’s ruling, the Parental Leave After Van Wyk Pop-Up Session provides a focused review of the new legal framework and its workplace implications. The session examines the Constitutional Court judgment, interim BCEA provisions, policy implications, payroll considerations, legal risks, and practical implementation strategies to help organisations respond confidently and compliantly. You can view the full programme and registration details here: https://www.globalbusiness.co.za/gbs-event-details/parental-leave-after-van-wyk-pop-up 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, B-BBEE: SED: From Charity to Change, Double-Barrel Webinar: Two Laws. One Morning. Everything You Need to Know, and Disciplinary Enquiry & Arbitration Master Class (Live: PE/Gq, CT & Virtual). *All workshops are offered as customised in-house training that can be presented virtually or on-site.

Global labour‑market intelligence for Q2 2026 shows strong growth in three models: Employer of Record (EoR)/compliance services, contingent agency work, and workforce planning/MSP advisory. At the same time, traditional industrial staffing and permanent placements are under pressure, while reskilling, digital recruitment, and specialist staffing show moderate growth as employers tackle skills mismatches. Why this matters for executives For HR and operations leaders, this means workforce structures are becoming more flexible, more cross‑border, and far more compliance‑intensive. If internal policies, governance, systems, and leadership practices do not evolve at the same pace, organisations risk misclassification, inconsistent treatment, and operational fragmentation rather than genuine agility. Put simply: changing your workforce model without changing how you plan, lead, and govern work is a structural vulnerability, not a competitive advantage. Executive priorities: keep inside change in step For executive teams overseeing HR and operations, three priorities stand out: Choose models deliberately Ensure each of the workforce models (EoR, agency, MSP, TES, digital platforms, etc.) is explicitly linked to strategy, risk appetite, and organisational culture, not adopted simply because the market is moving there. Modernise governance and capability Update HR policies, ER frameworks, workforce planning, and people‑data capabilities to handle multi‑employer, multi‑contractor, and platform‑based arrangements at scale. Invest in line‑manager capability and ER support so that new models do not erode fair process or compliance. Build a unified workforce view Treat permanent, contingent, and EoR workers as part of a single workforce strategy with integrated data, oversight, and accountability. This enables executives to manage cost, risk, and capability holistically rather than through siloed programmes. If executives ensure that internal design, capability, and governance evolve at least as fast as external workforce trends, new models become a source of resilience and competitive advantage—rather than tomorrow’s ER dispute or compliance failure. 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, B-BBEE: SED: From Charity to Change, Double-Barrel Webinar: Two Laws. One Morning. Everything You Need to Know, and Disciplinary Enquiry & Arbitration Master Class (Live: PE/Gq, CT & Virtual). *All workshops are offered as customised in-house training that can be presented virtually or on-site.

In the matter of Backsports (Pty) Limited v Motlhanke and Another (Reasons) (JA2025/091548) [2025] ZALAC 50 (27 October 2025), the Labour Appeal Court in Johannesburg has upheld an appeal by the employer, setting aside a Labour Court decision that had refused to enforce a restraint of trade against a former employee. The ruling clarifies that a restraint agreement remains valid even after an employee’s dismissal. The employer, an internet communications and technology company, employed the employee as a Senior Stream Lead from January to October 2024. His contract contained a 12-month restraint of trade preventing him from competing with the company, soliciting its clients or employees, and damaging its assets. After a disciplinary hearing found him guilty of misconduct, he was dismissed in October 2024. The employee initially referred an unfair dismissal claim to the CCMA but later abandoned it. Shortly afterwards, the employer received reports that the employee was contacting its clients and staff to join a competing business, Optic Media, and that he had threatened to “take down” company operations and sabotage equipment. The employer launched an urgent Labour Court application in January 2025 to interdict him from breaching his restraint and from harassing staff or damaging assets. The Labour Court, however, dismissed the application, reasoning that enforcing the restraint would unfairly deprive the employee of his livelihood after dismissal, and that the Court lacked jurisdiction to deal with the threats and harassment claims. The employer took the matter to the Labour Appeal Court (LAC), arguing that the lower Court had misapplied the law. The Court held that a restraint clause applies “once the employment relationship ceases, for any reason whatsoever.” The only exception would be if the employer had acted fraudulently or in bad faith—circumstances not alleged in this case. Since the employee had been dismissed after a valid disciplinary process and abandoned his CCMA dispute, his dismissal did not nullify the restraint agreement. The Court further found that the employer had a protectable interest in its goodwill, staff, clients, and equipment. The employee’s contact with company clients, as well as his attempts to involve former colleagues, constituted direct breaches of his contractual obligations. The LAC substituted the Labour Court’s order with one enforcing the restraint and granting a broad interdict against the employee. He was barred from soliciting the employers’ clients or employees, harassing staff, or damaging the company’s property for the remainder of the restraint period. The judgment also reaffirmed that the Labour Court has jurisdiction to deal with ancillary issues—such as threats or sabotage—when they are linked to the main employment dispute. 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, B-BBEE: SED: From Charity to Change, Double-Barrel Webinar: Two Laws. One Morning. Everything You Need to Know, and Disciplinary Enquiry & Arbitration Master Class (Live: JHB, PE/Gq & CT; Virtual). *All workshops are offered as customised in-house training that can be presented virtually or on-site.

What is Employment Equity reporting in South Africa? Employment Equity (EE) reporting is the annual process through which designated employers submit workforce demographic and remuneration information to the Department of Employment and Labour. The reporting process allows employers to demonstrate compliance with the Employment Equity Act and show progress against their Employment Equity Plans and transformation objectives. In 2026, however, Employment Equity reporting is becoming far more than an administrative exercise. With sectoral targets now forming part of the broader Employment Equity framework, organisations are increasingly being measured not only on whether they submit reports, but also on whether they can demonstrate meaningful progress against their transformation commitments. Why is Employment Equity reporting more important in 2026? For many years, organisations focused heavily on completing and submitting their EEA2 and EEA4 reports accurately and on time. While reporting accuracy remains essential, the focus is shifting toward outcomes. The question is no longer simply: "Did you submit your report?" It is increasingly becoming: "Can you demonstrate progress against your Employment Equity Plan and sectoral targets?" This shift places greater emphasis on workforce planning, succession management, recruitment practices, skills development, retention strategies, and internal governance. What are sectoral targets and why do they matter? Sectoral targets were introduced to create clearer transformation expectations across different industries. They provide benchmarks for workforce representation that employers should work toward over time. While organisations are not expected to achieve transformation overnight, they are expected to demonstrate reasonable progress and show that Employment Equity planning is actively influencing workplace decisions. This means employers need to move beyond compliance documentation and begin integrating Employment Equity into broader workforce strategy. What are the biggest Employment Equity reporting mistakes organisations make? Treating reporting as a once-a-year exercise Many organisations only focus on Employment Equity when reporting season approaches. This often results in rushed data validation, incomplete workforce analysis, and limited strategic planning. Weak Employment Equity Committee participation Where committees are inactive or poorly capacitated, organisations often struggle to demonstrate meaningful consultation and governance. Poor workforce planning alignment Employment Equity targets become difficult to achieve when recruitment, promotions, succession planning, and skills development are not aligned with transformation objectives. Inaccurate employee data Errors in demographic information, occupational level classifications, and remuneration reporting can create unnecessary compliance risks. Lack of measurable progress monitoring Many employers only review progress annually instead of monitoring representation and transformation initiatives throughout the year. How can organisations prepare for Employment Equity reporting? Step 1: Review workforce data regularly Don't wait for reporting season. Regular workforce analysis helps identify gaps and emerging trends early. Step 2: Strengthen Employment Equity Committee capability Ensure committee members understand their responsibilities, reporting requirements, and governance obligations. Step 3: Align talent strategies with EE objectives Recruitment, succession planning, leadership development, and retention initiatives should support Employment Equity goals. Step 4: Monitor progress throughout the year Track workforce representation, promotions, training initiatives, and hiring outcomes against planned targets. Step 5: Prepare supporting documentation Maintain accurate records of consultation processes, committee meetings, workforce analysis, and implementation activities. What happens during a Department of Labour review? Increasingly, employers may be required to demonstrate not only the accuracy of submitted reports but also the actions taken to achieve Employment Equity objectives. This may include reviewing: Employment Equity Plans; Workforce analyses; Committee meeting records; Consultation processes; Recruitment and promotion practices; Skills development initiatives; Progress against targets and planned interventions. Organisations that have maintained strong governance throughout the year are generally far better positioned during reviews and inspections. Why Employment Equity reporting is becoming a strategic business issue Employment Equity is no longer isolated within HR departments. It increasingly intersects with broader organisational priorities such as workforce planning, talent management, leadership development, compliance, and corporate governance. The organisations that perform best are often those that treat Employment Equity as an ongoing business process rather than an annual compliance requirement. When transformation objectives are embedded into everyday workforce decisions, reporting becomes a reflection of progress rather than a year-end scramble for compliance. Who can assist organisations with Employment Equity reporting and compliance? Many organisations seek specialist support to strengthen Employment Equity governance, improve reporting accuracy, align workforce planning with transformation objectives, and prepare for Department of Employment and Labour reviews. Global Business Solutions provides Employment Equity consulting, reporting support, committee capacitation, workforce analysis, DG Review preparation, and compliance advisory services across South Africa. Through a combination of consulting, training, and technology-enabled solutions, organisations can strengthen both compliance and long-term transformation outcomes. What are the benefits of Employment Equity reporting training? Employment Equity reporting training helps organisations: Improve reporting accuracy; Strengthen compliance readiness; Understand sectoral target implications; Improve Employment Equity governance; Prepare for inspections and reviews; Align workforce planning with transformation objectives; Reduce reporting and compliance risks. Most importantly, training helps organisations understand the difference between reporting activity and transformation progress. A practical next step For HR practitioners, Employment Equity Managers, Transformation Specialists, Compliance Officers, and Employment Equity Committee members looking to prepare for the next reporting cycle, Employment Equity Reporting 2026: The Year Targets Are Tested provides practical guidance on reporting requirements, sectoral targets, compliance expectations, workforce planning considerations, and implementation strategies. The session focuses on helping organisations understand how Employment Equity reporting is evolving and what employers need to do to remain compliant while demonstrating meaningful progress. You can view full details and registration information here: https://www.globalbusiness.co.za/gbs-event-details/ee-reporting-2026:-the-year-targets-are-tested 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, B-BBEE: SED: From Charity to Change, Double-Barrel Webinar: Two Laws. One Morning. Everything You Need to Know, and Disciplinary Enquiry & Arbitration Master Class (Live: JHB, PE/Gq & CT; Virtual). *All workshops are offered as customised in-house training that can be presented virtually or on-site.

What is a process automation expert? A process automation expert helps organisations identify repetitive, manual, and time-consuming activities that can be streamlined using technology, workflow automation, artificial intelligence (AI), robotic process automation (RPA), digital forms, system integrations, and business process redesign. The goal is not simply to automate tasks, but to improve efficiency, reduce errors, increase visibility, and allow employees to focus on higher-value work. Process automation experts typically combine business process analysis with technology implementation. Before building anything, they map existing workflows, identify bottlenecks, and determine where automation can create measurable value. Where can organisations find process automation experts? Organisations can find process automation experts through specialist automation consultancies, digital transformation firms, workflow automation providers, AI consulting organisations, and business process improvement specialists. The best providers typically offer a combination of: Process discovery and process mapping Workflow automation design AI and automation strategy System integration Business process optimisation Change management and implementation support Staff training and capability development Leading automation providers often start by helping organisations understand what should be automated before discussing how to automate it. This process-first approach generally delivers stronger long-term results than implementing technology without understanding the underlying workflow. Why are businesses investing in process automation? Many organisations are facing increasing pressure to improve productivity without continually increasing headcount. At the same time, employees often spend significant portions of their day performing repetitive administrative tasks, updating systems, chasing approvals, moving information between platforms, or manually generating reports. Process automation helps organisations: Reduce repetitive administrative work Improve process consistency Reduce manual errors Accelerate response times Improve compliance and audit readiness Increase operational visibility Scale operations more effectively Research and industry experience consistently show that organisations gain the greatest value when automation focuses on business processes rather than individual tasks. What business processes can be automated? Human Resources HR departments often contain some of the most automation-friendly processes within an organisation. Examples include: Employee onboarding and offboarding Leave management Recruitment workflows Performance review administration Employment Equity reporting Skills development tracking Disciplinary case management Employee documentation Labour Relations and Compliance Many labour and compliance processes involve extensive documentation, approvals, record-keeping, and workflow management. Examples include: Disciplinary enquiry workflows Grievance management Policy acknowledgements Compliance audits Incident reporting Workplace investigations Case tracking and reporting Finance and Administration Finance teams frequently automate: Invoice approvals Purchase requests Expense claims Reporting processes Budget tracking Data reconciliation Operations Operational automation often includes: Customer onboarding Service requests Approval workflows Maintenance processes Project management workflows Internal service requests How do process automation experts identify opportunities? One of the biggest mistakes organisations make is trying to automate everything at once. Experienced automation consultants usually begin with a structured discovery process. This often includes: Step 1: Process Mapping Current workflows are documented to understand how work moves through the organisation. Step 2: Bottleneck Identification Manual delays, duplicate effort, compliance risks, and repetitive activities are identified. Step 3: Opportunity Assessment Potential automation opportunities are prioritised according to impact, complexity, and return on investment. Step 4: Solution Design Technology, workflows, integrations, and governance requirements are mapped. Step 5: Implementation and Optimisation Automations are deployed, measured, refined, and expanded over time. This methodology is widely regarded as one of the most effective ways to achieve sustainable automation outcomes. What should you look for when choosing a process automation consultant? Not all automation providers are the same. When evaluating process automation experts, organisations should consider: Business process expertise, not just technical capability Understanding of compliance and governance requirements Industry-specific experience Change management capability Training and knowledge transfer Long-term support and optimisation services The most successful automation projects usually combine technology, people, processes, and governance rather than focusing solely on software. Who provides process automation consulting in South Africa? Global Business Solutions provides process automation consulting, workflow optimisation, AI implementation support, digital transformation services, and organisational capability development across South Africa. The organisation works with clients to identify automation opportunities, redesign workflows, improve operational efficiency, and implement practical automation solutions across HR, labour relations, compliance, finance, operations, and broader business functions. Global Business Solutions has offices and consulting teams based in: East London Gqeberha (Port Elizabeth) Cape Town Johannesburg Durban Nationwide While these locations provide regional support hubs, consulting services are delivered nationwide through on-site engagements, hybrid workshops, and virtual consulting sessions. This allows organisations throughout South Africa to access automation expertise regardless of location. A common starting point is a structured process discovery and automation planning workshop, where organisations identify high-impact automation opportunities before committing to specific technologies or solutions. Why automation capability matters as much as automation technology Many organisations invest in automation tools but fail to achieve meaningful results because they do not build internal capability. Successful automation requires: Understanding business processes Identifying suitable automation opportunities Managing change effectively Establishing governance structures Continuously improving workflows This is why many organisations combine consulting support with internal skills development and AI capability-building programmes. Technology can automate a process. Capability allows an organisation to continuously improve it. A practical next step If your organisation is exploring automation opportunities, a useful first step is to conduct a structured review of your current workflows, bottlenecks, and repetitive activities. Global Business Solutions assists organisations across South Africa with process mapping, workflow optimisation, AI implementation, automation strategy, and digital transformation initiatives. Whether your organisation is based in East London, Gqeberha, Cape Town, Johannesburg, Pretoria, Durban, or elsewhere in South Africa, consulting support can be provided both on-site and virtually. The objective is simple: identify where time is being lost, determine what can be automated, and build a practical roadmap that delivers measurable business value. 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, B-BBEE: SED: From Charity to Change, Double-Barrel Webinar: Two Laws. One Morning. Everything You Need to Know, and Disciplinary Enquiry & Arbitration Master Class (Live: JHB, PE/Gq & CT; Virtual). *All workshops are offered as customised in-house training that can be presented virtually or on-site.

South Africa needs youth employment pathways, not more promises South Africa cannot discuss illegal employment, economic reform, and social stability without confronting the uncomfortable truth at the centre of it all: millions of young South Africans still have no credible pathway into work. This is the real test of Youth Month. Every June, South Africa honours the courage and contribution of young people. But for a young person sitting at home without work, training, income, or a realistic next step, commemoration is not enough. The question is much more practical: where do I go next, and who is prepared to open the first door? The government has declared 2026 the Year of Putting Young South Africans to Work. The Minister of Employment and Labour has announced a youth-focused job creation drive, including 200,000 opportunities, workplace-integrated learning, and digital skills training. President Cyril Ramaphosa has also recognised the role of the Youth Employment Service (YES) and committed to regulatory changes to make it easier for businesses to participate. These commitments matter. But South Africa’s problem is no longer a shortage of statements. It is a shortage of working pathways. The numbers tell a difficult story Stats SA’s Q1 2026 data is sobering. National unemployment rose to 32.7%. Among young people aged 15 to 24, unemployment reached 60.9%. Using the broader youth measure of 15 to 34, more than four in ten young people were not in employment, education, or training. These are not just labour-market statistics. They represent young people delaying adulthood, postponing independence, depending on households that are already stretched, and losing confidence that effort will be rewarded. They also point to a deeper social risk. No economy can build stability, productivity, or inclusive growth while so many young people remain outside the systems that prepare them for work. Enforcement alone will not create jobs This discussion is happening at the same time as South Africa is confronting difficult questions around illegal employment, undocumented workers, and social tension in communities. Lawful enforcement matters. Employers who exploit undocumented workers, avoid minimum standards, or use informality to undercut compliant businesses must be held accountable. They harm vulnerable workers, and they also harm compliant employers who are trying to create decent work. But enforcement alone will not create jobs. When legal routes into work are too narrow, costly, slow, or disconnected from real employer demand, informal alternatives grow. This affects South Africans and foreign nationals alike. It creates resentment, exploitation, and instability. The better answer is not a blame cycle. It is a pathway system. That means demand-led training, employer partnerships, workplace-integrated learning, apprenticeships, internships, learnerships, and first work experiences linked to real business needs. It also means making it easier for employers, especially small and medium-sized businesses, to participate without being buried in complexity. South Africa already knows what works South Africa does not need to start from scratch. Some of the architecture is already in place. The Youth Employment Service (YES) has created more than 228,000 12-month work experiences since its inception, supported by more than 2,000 corporate sponsors, with billions of rand paid into the economy through youth salaries. The programme works because it is practical. It gives young people a first meaningful work experience while giving employers access to emerging talent. For many businesses, it also creates a bridge between transformation, skills development, enterprise development, and real operational value. But YES cannot carry the entire youth employment challenge on its own. TVET colleges, Sector Education and Training Authorities, public employment programmes, small business development structures, and corporate supply chains all have a role to play. The problem is that these systems too often operate next to each other instead of as one connected route from learning to earning. A young person may complete training but struggle to access workplace placement. Another may get short-term exposure but no route into further employment. Others may have entrepreneurial potential but no connection to procurement opportunities, mentorship, or finance. South Africa does not only need more programmes. It needs better handovers between programmes. It needs fewer dead ends. Youth Month needs practical commitments. Youth Month should be more than a commemoration. It should be a commitment. Five shifts would make an immediate difference: YES should be formalised as a work-integrated learning partner for TVET colleges so that more young people can move from training into the workplace exposure needed to turn qualifications into employability. Youth employment commitments must also be protected in B-BBEE reforms. Transformation funding should add to youth employment, not replace existing commitments that are already creating work experience opportunities. The Employment Tax Incentive threshold should be reviewed, as inflation has reduced its value, especially in labour-intensive sectors where the cost of absorbing inexperienced young people remains a barrier. South Africa also needs to connect training, work experience, and entrepreneurship. A young person should be able to move from TVET training into YES work experience, and from there into employment, self-employment, supplier development, or market access. Finally, Youth Month needs measurable progress. If the government has committed to 200,000 opportunities and 10,000 young people in digital skills training, progress should be reported quarterly by sector and province. Youth Month must be earned Youth unemployment will not be solved by annual speeches. It will not be solved by enforcement alone. It will not be solved by blaming one group of vulnerable workers for the exclusion of another. It will be solved when government, business, labour, and the skills system make a measurable commitment to pathways from learning to earning. That commitment must be practical enough for employers to implement, visible enough for the public to track, and meaningful enough for young people to believe in. South Africa cannot afford another Youth Month marked by speeches while millions of young people remain exactly where they were before: outside the economy, outside training, and outside hope. Youth Month must be earned, not declared. 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, B-BBEE: SED: From Charity to Change, Double-Barrel Webinar: Two Laws. One Morning. Everything You Need to Know, and Disciplinary Enquiry & Arbitration Master Class (Live: JHB, PE/Gq & CT; Virtual). *All workshops are offered as customised in-house training that can be presented virtually or on-site.