How Skills Development, B-BBEE and a New Generation of Leaders Are Quietly Reshaping South Africa's Economy The biggest transformation happening in South African business today is not artificial intelligence, inflation, load shedding, or even market uncertainty - It's women. And if current trends continue, many organisations could soon find themselves explaining to future generations how leadership positions were once predominantly occupied by men. The reality is simple: women are obtaining more qualifications, building more businesses, entering leadership positions in greater numbers, and becoming increasingly influential in economic decision-making. What makes the trend even more remarkable is that it is happening alongside the rapid growth of black-owned enterprises, increased youth participation in the economy, and a national focus on Skills Development and Employment Equity. In short, South Africa's workforce is quietly undergoing one of the most significant transformations in its history. The Education Revolution Nobody Saw Coming Walk into almost any graduation ceremony today and one trend becomes immediately apparent. Women are everywhere. Across universities, professional institutions, business schools and executive development programmes, women are completing qualifications at unprecedented levels. From diplomas and degrees to MBAs and doctoral studies, they are investing heavily in their personal and professional development. As one business executive jokingly remarked: "The only thing growing faster than inflation is the number of women with postgraduate qualifications." The implications for business are substantial. A larger pool of highly educated women means organisations have greater access to skilled, competent and leadership-ready candidates than ever before. Companies that fail to recognise this shift may find themselves ignoring one of the country's most valuable talent resources. Skills Development: More Than Just B-BBEE Points For years, many organisations viewed Skills Development as simply another B-BBEE compliance requirement. Experts argue that approach may be outdated. Skills Development has become the engine room of future leadership. Every bursary awarded, internship created, learnership funded or mentorship programme launched contributes directly to the development of South Africa's future leaders. Increasingly, those beneficiaries are women, black professionals and ambitious young people who are eager to build careers, businesses and wealth. Ironically, some businesses continue to complain about skills shortages while simultaneously treating training budgets as optional expenses. Critics compare this to sitting on a gold mine and complaining about a lack of treasure. Black-Owned Businesses Drive New Growth Another notable trend is the rise of black-owned enterprises. Across industries ranging from technology and professional services to manufacturing and retail, black entrepreneurs are creating jobs, building wealth and introducing innovative business models. Many of these businesses are led by women who are not only navigating competitive markets but are also balancing family responsibilities, community involvement and further studies. Industry observers often joke that female entrepreneurs appear to operate on a different version of the calendar, somehow fitting thirty hours of work into a twenty-four-hour day. Behind the humour lies an important reality. These businesses are contributing significantly to economic growth, employment creation and transformation objectives while simultaneously expanding opportunities for future generations. Employment Equity Targets Meet a New Reality Employment Equity was designed to improve representation and create fair access to opportunities. Today, organisations face a new challenge. The talent pipeline is evolving faster than many expected. An increasing number of suitably qualified candidates entering the workforce are women and young black professionals. In many sectors, they are no longer the exception. They are becoming the norm. This means businesses must rethink traditional succession planning and leadership development strategies. The future leadership pool may look very different from the leadership teams of the past. For some organisations, that future is exciting. For others, it is creating a mild case of boardroom panic. Youth Are Not Waiting Their Turn Previous generations often spent decades climbing the corporate ladder. Today's youth have different ideas. Many enter the workforce with qualifications, digital skills and entrepreneurial ambitions. They are less interested in waiting for opportunities and more interested in creating them. If a suitable position does not exist, many launch side businesses, online ventures or consulting services. What starts as a side hustle can quickly become a registered company, and in some cases, a direct competitor. Young professionals are increasingly independent, adaptable and confident in their abilities. Employers who fail to engage and develop young talent may find that talent building successful businesses elsewhere. The Divorce Statistic Behind the Headlines One of the more sensitive discussions emerging from these societal changes relates to relationships and family dynamics. As women become more educated and financially independent, they often enjoy greater freedom of choice and decision-making power than previous generations. Experts note that financial independence changes personal and professional expectations. Women today are more likely to ask important questions: Is this relationship healthy? Is this workplace helping me grow? Is this opportunity aligned with my goals? If the answer is no, many feel empowered to pursue alternatives. While education does not cause divorce, social commentators suggest that increased independence enables people to make decisions based on personal fulfilment rather than financial necessity. The result is a society where both men and women are redefining traditional roles and expectations. A New Era of Leadership The convergence of women empowerment, Skills Development, B-BBEE, Employment Equity and youth advancement is creating a powerful shift in the South African economy. Businesses increasingly recognise that transformation is no longer merely a compliance exercise. It is a business strategy. It is an innovation strategy. It is a growth strategy. And perhaps most importantly, it is a leadership strategy. Looking Ahead Imagine a boardroom ten years from now. The CEO is a former learnership candidate. The Chief Financial Officer received a bursary through a Skills Development programme. The Operations Director started as a graduate intern. The Chairperson built her career through a black-owned enterprise supported by supplier development initiatives. And somewhere in that room, someone might quietly ask: "Remember when we thought transformation was just about compliance?" The future of business may ultimately belong to organisations that understand a simple truth: Develop people, empower women, invest in youth, support black-owned businesses and embrace transformation. Everything else is simply administration. The boardroom revolution has already begun. The only question is who is paying attention. 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 EE Code of Good Practice Pop-up, CLAUDE for Employment Relations (Session Options: Aug., Sept. OR Oct.), B-BBEE Bootcamp, Disciplinary Enquiry & Arbitration Master Class, Occupational Skills Programme: Skills Development Facilitation Practitioner (SDF), and National Certificate in Labour Relations Practice (NQF 6). *All workshops are offered as customised in-house training that can be presented virtually or on-site.

The incapacity tribunal into Judge Lepono Lekale Judge Lepono Lekale is, by every ophthalmological measure, permanently and legally blind. His doctors call it "end stage." There is no dispute about the biomedical facts. And yet Lekale believes he will see again. Not because his doctors have changed their minds, but because his traditional healers have told him so — and warned him that stepping down, or accepting medical boarding, would anger his ancestors. That collision — between hard clinical evidence and deeply held cultural belief — sits at the centre of his ongoing incapacity tribunal. It also exposes a gap in South African labour law that has been quietly widening for years: what happens when an employee's healer says one thing, and their doctor says another? The short answer: a traditional healer's note doesn't currently count for paid sick leave Here's the part that matters most for employers and employees alike: under the Basic Conditions of Employment Act (BCEA), a certificate from a traditional healer would generally not qualify as valid proof of incapacity for paid sick leave — including, on the facts as currently understood, in Lekale's own case. Section 23 of the BCEA is specific: A valid medical certificate must come from a "medical practitioner or any other person who is certified to diagnose and treat patients and who is registered with a professional council established by an Act of Parliament." Traditional healers aren't yet covered by that wording in practice, because the statutory council meant to register and professionalise them — under the Traditional Health Practitioners Act (THPA) — is still not fully operational. Until that registration system is up and running and recognised for BCEA purposes, a traditional healer's note remains legally vulnerable. Employers are entitled to reject it as proof of incapacity for paid leave, even while treating the employee fairly in every other respect. That doesn't mean traditional healer evidence is irrelevant. It just means it doesn't unlock a legal entitlement to paid sick leave on its own. A law still catching up with a healing tradition South Africa has long recognised, at a constitutional and cultural level, that traditional healers — diviners, herbalists, traditional birth attendants — are central to how millions of people understand health and identity. The THPA was meant to formalise that recognition by creating a statutory council, registration requirements and professional standards, much like the Health Professions Council of South Africa (HPCSA) does for doctors. But the rollout stalled. For years, the council meant to register traditional healers remained more concept than institution, and the detailed regulations needed to make registration meaningful never arrived. The result: traditional healers are recognised socially and constitutionally, but not — yet — recognised as certifying "practitioners" for BCEA purposes. New draft regulations are finally moving to close that gap, setting out registration requirements and practice standards for traditional healers. Once genuinely in force, healers who register with the new council should be able to issue certificates with the same legal weight as a doctor's note. Until then, the gap persists — and it's employees, not employers, who bear the practical cost of the delay. What the BCEA actually requires Employees are entitled to paid sick leave — broadly, the equivalent of six weeks' worth of working days over a three-year cycle (with a slower accrual rate in the first six months of a job). But that entitlement to paid leave depends on the employee producing adequate proof, and employers can lawfully demand a medical certificate once someone has been off for more than two consecutive days or absent more than twice in an eight-week window. The HPCSA, for its part, holds registered doctors to strict ethical standards: certificates must follow real clinical assessment, be honest, and avoid unnecessary private detail. A doctor who signs off on incapacity without examining a patient risks disciplinary action. Traditional healers currently sit outside this regulatory net entirely — not because their diagnoses lack meaning to patients, but because no equivalent statutory ethics regime yet applies to them. None of this means employers should reflexively bin every traditional healer's note. The law sets a floor, not a ceiling: many employers already choose, as policy, to treat THP certificates as supporting evidence for short absences or unpaid leave, as a form of cultural accommodation — they're just not obliged to pay for it. The case that changed the conversation: Kievits Kroon The leading authority here isn't really about pay — it's about fairness. In Kievits Kroon Country Estate v Mmoledi, an employee was dismissed after taking unauthorised leave to attend training prescribed by a traditional healer, who'd diagnosed her with a "calling" to become a healer herself. Her employer treated the absence as misconduct and fired her. The Labour Appeal Court disagreed — and reinstated her. The court didn't pretend the traditional healer's note met BCEA certification standards; it didn't. But it insisted that sincerely held cultural and religious beliefs can't simply be dismissed as fabrication or laziness. An employer confronted with that kind of absence has to engage with the context, not just apply a rigid box-ticking test. The upshot: a traditional healer's note won't get you paid sick leave under the BCEA but ignoring it entirely — treating it as if it doesn't exist — can itself be legally risky for an employer. Back to Lekale: where biomedical fact meets contested prognosis Lekale's situation goes further than a few days' absence. It's a full incapacity question: can he still do the job at all, and for how much longer can a decision be deferred? Labour law is fairly clear that employers (or, in this case, the judicial body assessing him) aren't required to accept a traditional healer's prognosis over overwhelming, registered medical evidence. Where doctors say the condition is permanent, decision-makers are entitled to rely on that. But the process still matters enormously. Fair practice generally requires: Independent, documented medical assessment of diagnosis, prognosis and functional limits; A genuine opportunity for the employee to raise their own beliefs and evidence, traditional or otherwise; Honest consideration of accommodation — lighter duties, flexible arrangements, redeployment — before any move toward dismissal or removal. If the medical evidence is clear that someone can't perform the essential functions of the role, and no reasonable accommodation exists, the law doesn't require the process to be held hostage indefinitely by a competing spiritual prognosis. The test throughout is reasonableness — would a reasonable decision-maker, weighing operational needs, medical fact and the person's beliefs, have acted this way? Why this also matters as a discrimination question There's a sharper edge here too. The Constitution and the Employment Equity Act both protect against unfair discrimination on grounds of religion, culture and belief. An employer that happily accepts every GP's sick note but categorically sneers at every traditional healer's note — without ever checking registration status or considering softer options like unpaid leave — is exposed to a real discrimination claim, particularly where that blanket policy disproportionately affects employees from cultures where traditional healing is central to health and identity. Equally, where a disability is medically established, the EEA's reasonable accommodation duty kicks in regardless of how the underlying condition is discussed culturally. Refusing to accommodate — while also being dismissive of someone's cultural framework for understanding their own illness — compounds the legal risk considerably. The practical takeaway For employers and HR practitioners watching how the Lekale matter unfolds, the lessons are already fairly settled law, even before the tribunal concludes: A traditional healer's certificate, on its own, does not currently trigger paid BCEA sick leave. Section 23 requires certification from someone registered with a statutory professional council — and traditional healers aren't there yet. That doesn't mean the note is worthless. It can matter enormously to a fairness enquiry, per Kievits Kroon, and dismissing it out of hand can itself be discriminatory or procedurally unfair. Incapacity decisions should rest on independent medical evidence, not competing prognoses — but must genuinely engage with the employee's beliefs and explore accommodation before any final step is taken. Watch the regulations. Once the Traditional Health Practitioners Council is fully operational and registration takes effect, traditional healers' certificates are expected to carry the same legal weight as a doctor's note — changing this analysis substantially. Until then, South African workplaces remain caught between two systems of legitimacy: one built on statutory registration and clinical evidence, the other on cultural and spiritual authority that the law recognises — but, for now, doesn't yet fully pay for. 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 EE Code of Good Practice Pop-up, B-BBEE Session 7: Empowering Youth & Elevating Women, CLAUDE for Employment Relations (Session Options: Aug., Sept. OR Oct.), 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.

There is a current trend in dialogue when addressing the impact of technology and work: that automation is replacing the routine, the clerical, the customer-facing — and that these are, disproportionately, the jobs women do. Call centres. Administrative support. Retail. Data capturing. The narrative is not wrong. But it is incomplete, and its incompleteness matters, because it leaves South Africa's productivity and decent work agenda looking like a threat to women's employment rather than what it could actually be: one of the more powerful levers we have for genuine structural transformation. This Women's Month, it is worth asking a sharper question than "will technology take women's jobs?" The better question is: “whose productivity agenda are we designing, and for whom?” The gendered blind spot in productivity policy South Africa's productivity and decent work conversations — the kind happening inside the ILO's Productivity Enhancement for Decent Work programme, inside NEDLAC social dialogue, inside sector strategies — are typically conducted in gender-neutral language. Productivity is framed as a national competitiveness issue. Decent work is framed as a labour standards issue. Both framings are correct. Both are also insufficient, because neither asks who currently occupies the roles most exposed to productivity-driven change, and whether the transition pathways being designed actually reach them. Women are not evenly distributed across South Africa's labour market. They are concentrated in sectors and occupational categories that are simultaneously among the most exposed to technological substitution and among the most under-resourced when it comes to reskilling investment. When productivity strategy is silent on gender, it does not become neutral. It defaults to whoever already has access to training, mobility, and the social capital to move into higher-value roles. That default is not evenly distributed either. This is the structural transformation blind spot: we can raise productivity, digitise processes, and still entrench exactly the labour market segmentation we say we are trying to fix. Reframing productivity as an inclusion tool, not a threat The alternative framing is this: productivity enhancement, deliberately designed, is one of the few policy levers capable of shifting women from vulnerable, informal, or precarious employment into higher-value, more secure work — provided the transition is built with intent rather than assumed as a byproduct. This is not a soft argument. It is the argument the productivity and decent work agenda should be making for itself. Productivity gains that come purely from headcount reduction do not build an economy; they hollow out demand. Productivity gains that come from skills upgrading, better work organisation, and technology deployed to augment rather than simply replace labour — that is the version of productivity that produces decent work. And decent work, in South Africa's context, cannot be separated from the question of who has historically been excluded from it. Applying a Keep, Improve, Strengthen, Stop lens to this specifically for women in the labour market starts to make the agenda concrete rather than aspirational: Keep — the sectors and roles where women already hold ground and where productivity investment can consolidate rather than displace: care work formalisation, agro-processing, parts of the services economy where South Africa retains comparative advantage. Improve — access to the reskilling and activation infrastructure that already exists. Meaningful and targeted Labour Activation Programmes, SETA-funded interventions, and employment services need to be measured not just on throughput but on whether they are reaching women in the occupational categories most exposed to automation, and whether the training on offer moves them up the value chain rather than laterally into an equally exposed role. Strengthen — the social dialogue architecture itself. If women are underrepresented at the tables where productivity and technology strategy gets negotiated — NEDLAC task teams, sector bargaining councils, employment services governance structures — then the resulting strategy will reflect that absence, however well-intentioned it is. Representation is not a courtesy; it is a design input. Stop — treating digital and technological transition as a technical, gender-neutral rollout. Every technology adoption strategy in a workplace is also a workforce composition decision. Pretending otherwise simply moves the decision-making out of view. Why this is a competitiveness argument, not only a fairness argument It would be easy to file this under social justice and move on. That would be a mistake, strategically. South Africa's productivity challenge is, at its core, a human capital utilisation challenge — we are not short of people who could contribute more value; we are short of pathways that let them. Women represent a substantial share of that unrealised productive capacity. A structural transformation agenda that does not deliberately draw women into higher-productivity roles is not a neutral choice; it is a decision to leave capacity on the table at a moment when the economy can least afford to. This is also where the business voice matters, and why business constituencies engaging in NEDLAC and sector-level social dialogue have a genuine stake in getting this right — not as a compliance exercise, but because a workforce strategy that only works for half the available talent pool is, definitionally, a suboptimal productivity strategy. The invitation Women's Month conversations too often default to celebration or grievance — both have their place, but neither is a strategy. The more useful conversation is the design one: how do we build productivity enhancement and technological adoption strategies where the transition pathways for women are not an afterthought bolted onto the policy, but a variable considered from the outset? That is not a rhetorical question. It is a policy design brief. And it is one South Africa's productivity and decent work institutions — from sector bodies to NEDLAC to the ministries shaping employment services reform — are positioned to answer, if the question gets asked loudly enough, by enough people, in the rooms where the decisions actually get made. Bev Jack is the Business lead for the NEDLAC ILO Decent Work Country Programme and the Business Exco member on the Employment Services Board 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 EE Code of Good Practice Pop-up, B-BBEE Session 7: Empowering Youth & Elevating Women, CLAUDE for Employment Relations (Session Options: Aug., Sept. OR Oct.), 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.

The Labour Appeal Court of South Africa has overturned a Labour Court ruling which found that Eskom Holdings SOC Ltd unfairly discriminated against a white male employee by not appointing him to a senior management position. The matter, Eskom Holdings Soc Ltd (Peaking Power Station) v Solidarity obo Erasmus (CA13/2024) [2025] ZALAC 55; [2026] 1 BLLR 20 (LAC); (2026) 47 ILJ 150 (LAC) (5 November 2025), concerned Eskom’s implementation of its employment equity measures and an internal practice referred to as “pipelining”. The employee had worked for Eskom since 1988 and held the position of Senior Advisor Outage Coordinator. In 2017, he applied for the internally advertised position of Senior Manager: Outage Execution at Eskom’s Peaking Power Station division. A staff requisition form completed during the recruitment process initially indicated that a white male should be appointed. However, Eskom’s Employment Equity manager added a handwritten note stating that preference should instead be given to an African male or females of all races. The employee, who is white, mistakenly indicated on his application form that he was African. He was shortlisted, interviewed and ultimately recommended for appointment by the interview panel. Despite this, Eskom declined to appoint him. The utility explained that white males were significantly over-represented in the Group Technology Division at the senior management level and that appointing the employee would undermine Eskom’s employment equity objectives. Eskom instead sought to create a “pipeline” to promote employees from under-represented designated groups into senior management positions. The employee lodged a grievance and later referred an unfair discrimination dispute to the Labour Court. The Labour Court found that Eskom’s shortlisting practices created an “absolute barrier” preventing white males from competing for senior posts and ruled that the practice amounted to unfair discrimination. Eskom appealed the ruling. The Labour Appeal Court found that Eskom’s Employment Equity plan itself had never been challenged and that white males were indeed overrepresented in the relevant division. The Court held that Eskom’s pipeline approach was a rational affirmative action measure aimed at addressing racial and gender imbalances in senior management. The judgment found that the practice sought to advance groups previously disadvantaged by unfair discrimination and therefore promoted substantive equality. Importantly, the Court rejected the finding that Eskom had imposed an absolute barrier against white male candidates. Evidence showed that the employee had in fact been shortlisted and interviewed despite management knowing he was white. The Court also accepted evidence that exceptions to employment equity preferences could be motivated for and that there was no blanket prohibition on appointing white males. The Labour Appeal Court concluded that the employee was not appointed because of Eskom’s lawful employment equity targets and pipeline strategy, rather than unfair discrimination. The appeal was upheld and the Labour Court’s order was replaced with one dismissing the application. No costs order was made. 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 EE Code of Good Practice Pop-up, B-BBEE Session 7: Empowering Youth & Elevating Women, CLAUDE for Employment Relations (Session Options: Aug., Sept. OR Oct.), 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.

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.

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.

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.