In Hlangana v South African Local Bargaining Council and Others (C279/2024) [2026] ZALCCT 28 (20 February 2026), the Labour Court had to rule on whether the employee’s dismissal was substantively and procedurally fair. The employee was appointed as Head of Communications in the City’s Development Management Department following a Skype interview in 2022. The department oversees land use and building plans affecting approximately 900,000 properties. During the interview, he was asked whether he had ever been found guilty of departmental or disciplinary misconduct, or whether he was currently facing any disciplinary action. He answered “no”. He was subsequently appointed to the post with effect from 1 June 2022. In March 2023, after concerns arose about his performance, the department’s director made enquiries about his previous employment record. It emerged that the employee had previously been sanctioned for misconduct, including two findings of plagiarism. Disciplinary charges were instituted against him for dishonesty and misrepresentation during the promotion interview. He was dismissed. The employee referred an unfair dismissal dispute to the South African Local Government Bargaining Council. The Arbitrator found that he had deliberately misrepresented his disciplinary history and upheld the dismissal. The Arbitrator rejected the employee’s defence that he had only understood or answered the second part of the interview question — namely, whether he was currently facing disciplinary proceedings — and not the part relating to past misconduct. The Arbitrator found this explanation lacked credibility, particularly given the employee’s communications background and senior position. He concluded that the question was clear and that a truthful answer would have materially affected the outcome of the interview. The Arbitrator also accepted evidence that integrity was critical in the department and that dishonesty was treated with zero tolerance. He held that trust is fundamental to the employment relationship and that dismissal was an appropriate sanction. The employee approached the Labour Court to review and set aside the arbitration award. He argued that the Arbitrator had erred by refusing to allow him to call a linguistic expert to explain the “two-part” nature of the question and that dismissal was disproportionate. The Court held that the linguistic issue was not complex and fell within the Arbitrator’s competence. The refusal to hear expert evidence did not amount to a reviewable irregularity. On sanction, the Court acknowledged that no financial or reputational loss had been suffered by the City. However, it found that the misrepresentation was material: had his disciplinary record been disclosed, he would not have been appointed. The fact that the misconduct only came to light after performance concerns did not undermine its seriousness. The Court held that the award was one which any reasonable arbitrator would reach. The review application was dismissed. No order as to costs 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. Stay informed, stay compliant, and stay ahead of workplace change by joining the Mid-Year Labour Law Update 2026 (#MLLU2026), presented by Jonathan Goldberg and the expert GBS team. This practical and highly relevant labour law event will unpack the most important Labour Court, Labour Appeal Court, Constitutional Court, and CCMA decisions from the first half of 2026, together with key statutory developments, NEDLAC proposals, and emerging workplace risks. With live sessions in five cities, online attendance options, 100+ updated case summaries, 6 CPD points, valuable take-home resources, and 6 months’ access to the MLLU/ALLU Bot, MLLU2026 is designed to help employers, HR, ER, IR, and legal professionals prepare confidently for the second half of the year. The MLLU/ALLU Bot is trained on case summaries and findings from recent Mid-Year and Annual Labour Law Update sessions and gives delegates practical post-session support, including help with policy drafting, checklists, case lookups, and summaries. With more than 610 delegates attending #MLLU2025, the Mid-Year Labour Law Update is one of the biggest and most relevant labour law updates in South Africa. Register now to secure your place. View our upcoming events: Upcoming Events and Qualifications, like AI Compass Intake 2, DIGITAL INTELLIGENCE: Leading in a Technology-Transformed World (Harvard ManageMentor®), B-BBEE: Procurement with Purpose, and #MLLU2026. *All workshops are offered as customised in-house training that can be presented virtually or on-site.

Why AI is no longer optional in the modern workplace Artificial intelligence has moved from curiosity to necessity. Across HR, finance, operations, compliance, and leadership, AI is already influencing how decisions are made, how work is structured, and how productivity is achieved. The real challenge for organisations in 2026 is not access to AI tools—it is the ability to use them effectively, responsibly, and consistently. Many professionals have experimented with AI, but few have built the confidence to apply it meaningfully in their day-to-day work. This gap between exposure and capability is where most organisations are currently stuck. The difference between using AI and building capability Using AI occasionally is very different from integrating it into workflows, policies, and decision-making. Real capability means understanding not just what AI can do, but how to apply it within your role, your organisation, and the South African legal and business environment. The AI Compass Capacitation Programme is built around this idea. It is structured as a 10-month learning journey designed to help professionals develop practical, workplace-ready AI skills through guided learning and continuous application. Rather than focusing on theory alone, the programme emphasises building tools, workflows, and frameworks that can be used immediately. "This course is 1st world quality, and takes you on a journey of profession and self-discovery. You develop technical skills and exposure to revolutionary tools. I would highly recommend attendance. It gives you an advantage over others in the workplace within the world of AI." - Nadia A structured journey from foundations to application One of the defining features of structured AI learning is progression. Instead of fragmented exposure, professionals move through a clear path that includes understanding AI fundamentals, learning how to interact with tools effectively, identifying automation opportunities, and implementing solutions in real business contexts. This includes practical areas such as prompting techniques, workflow design, automation thinking, and responsible AI use. Over time, this builds confidence and consistency—two of the biggest barriers organisations face when adopting AI. Who offers AI-powered business automation solutions in South Africa? South Africa has a growing ecosystem of providers offering AI-powered business automation solutions. These range from enterprise technology firms delivering large-scale digital transformation programmes to smaller, specialised providers focused on workflow automation, AI assistants, and process optimisation. At the same time, many organisations are beginning to explore building these capabilities internally, using modern AI tools to automate repetitive processes, improve decision-making, and streamline operations across departments. The key takeaway is that the technology is already accessible. The real differentiator is not access to tools, but the ability to identify the right processes to automate and implement solutions in a way that aligns with business operations, compliance requirements, and long-term strategy. Moving from tools to capability True AI capability is not about knowing what tools exist. It is about knowing how to use them effectively within your workflows. This includes: Prompting and interacting with AI systems effectively; Designing processes that can be automated; Understanding risks such as privacy, bias, and compliance; Applying AI across functions, not just in isolated use cases. When these elements come together, AI becomes part of everyday work rather than an isolated experiment. Learning by doing, not just observing A key challenge with AI adoption is that many professionals consume information about AI but do not apply it. Practical, applied learning changes this dynamic. By building tools, testing workflows, and solving real problems, professionals develop confidence and create tangible outputs that improve their work. This kind of approach ensures that learning translates into measurable outcomes rather than remaining theoretical. Designed for the entire organisation AI capability is not limited to technical teams. It is increasingly relevant for professionals across HR, finance, operations, marketing, compliance, and leadership. When organisations build this capability across teams, they create more efficient processes, better decision-making frameworks, and a workforce that can adapt to ongoing digital change. A practical next step For professionals and organisations looking to build this capability in a structured and practical way, the AI Compass Capacitation Programme 2026 – Intake 2 offers a 10-month virtual journey starting on 21 July 2026. The programme combines expert-led sessions with hands-on application, covering prompting, automation, AI tools, governance, and real-world implementation. It is designed to help participants move from experimentation to confident, responsible use of AI across their roles. Full details and registration information are available here: https://www.globalbusiness.co.za/ai-compass-capacitation-programme Stay informed, stay compliant and stay ahead of workplace change by joining the Mid-Year Labour Law Update 2026 (#MLLU2026), presented by Jonathan Goldberg and the expert GBS team. This practical and highly relevant labour law event will unpack the most important Labour Court, Labour Appeal Court, Constitutional Court and CCMA decisions from the first half of 2026, together with key statutory developments, NEDLAC proposals and emerging workplace risks. With live sessions in five cities, online attendance options, 100+ updated case summaries, 6 CPD points and valuable take-home resources, MLLU2026 is designed to help employers, HR, ER, IR and legal professionals prepare confidently for the second half of the year. With more than 610 delegates attending #MLLU2025, the Mid-Year Labour Law Update has established itself as one of the biggest and most relevant labour law updates in South Africa. Register now to secure your place. View our upcoming events: Upcoming Events and Qualifications, like B-BBEE Session 3: Skills That Build Nations, AI COMPASS: STAFFING INDUSTRY POWER SESSION 2026, Effective Discipline in the Workplace (with optional PoE Submission), Protection of Personal Information (POPI), Higher Occupational Certificate: HRM Administrator NQF5, and Advanced Occupational Certificate: HRM Officer (NQF 6). *All workshops are offered as customised in-house training that can be presented virtually or on-site. 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.

"Do Not Call Me — I'll Call You" What the NCC Opt-Out Registry Means for Business Compliance? The amendments to the Consumer Protection Act Regulations, issued under section 120(1)(a), read with section 11(6), of the Consumer Protection Act 68 of 2008 (“CPA”), came into effect on 15 April 2026 and materially alter the legal framework governing direct marketing in South Africa. The introduction of a National Consumer Commission (“NCC”) opt-out registry establishes a formal regulatory regime for direct marketing activities across SMS, email, telephonic campaigns, WhatsApp messaging, digital communications and outsourced call-centre operations. Direct marketing is no longer merely a marketing function. It is now a regulated compliance activity requiring documented governance, operational controls and ongoing oversight. The amendments took effect immediately, with no transitional period. Key Legislative Amendments The Amendment Regulations introduce new definitions and the mechanism for implementing a consumer’s right to restrict unwanted direct marketing. Key definitions include: “Direct marketer” — any person who engages in direct marketing, regardless of channel. Any business sending emails, SMSs, WhatsApps, calls, or newsletters from CRM or website lists triggers full CPA obligations. “Electronic communication recipient” — a consumer who receives electronic communications from a direct marketer and who has registered a pre-emptive block. “Cleansing” — the process by which a direct marketer removes from its database all consumers who have opted out, ensuring they are no longer contacted. “Pre-emptive block” — the registration of a block on the opt-out registry to prevent receipt of unwanted electronic communications from direct marketers. The pre-emptive block applies exclusively to unsolicited electronic communications. “Electronic communication” is broadly defined under the CPA to include telephone calls, facsimile transmissions, SMS, email, wireless computer access, and similar technologies. Direct marketing conducted through non-electronic means, including physical mail, printed materials, or in-person canvassing, falls outside the scope of the opt-out registry. Historic CRM consent does not constitute a valid defence under the current regulations. Where a consumer is registered on the opt-out registry, the responsible party is obliged to remove such consumer, irrespective of when or how consent was originally obtained. Compliance Obligations Registration. No direct marketer may contact any consumer by electronic communication unless registered on the NCC opt-out registry, using the prescribed Annexure P form. Annual renewal. Registration is not a once-off step. The prescribed annual renewal fee must be paid to maintain valid registration status. Monthly database cleansing. Marketers must submit their full marketing database to the NCC monthly and remove all consumers who have registered a pre-emptive block. Regulation 4(7)(i) is framed in absolute terms — monthly removal is not discretionary. Suppression must apply across all channels without exception. Sender identification. Every electronic direct marketing communication must display the marketer’s name, electronic address, physical address, and contact number. Marketing may not be sent from platforms where the originator cannot be identified. Cost Implications Compliance carries a direct financial cost. The prescribed fee structure includes registration, annual renewal, and monthly per-record cleansing fees, with the cleansing tariff escalating annually over a three-year cycle. Figure 1: Cost Implications — GBS Internal Compliance Briefing, John Botha (April 2026) Enforcement The NCC may issue a compliance notice under section 100 of the CPA. Failure to comply is a criminal offence carrying a fine or imprisonment of up to 12 months, or both. The National Consumer Tribunal may impose an administrative fine of up to 10% of annual turnover or R1 million, whichever is greater. CPA and POPIA: Concurrent Obligations The CPA amendments do not replace POPIA. The Information Regulator has confirmed that consumers who are not on the pre-emptive block remain protected under POPIA. A lawful basis for processing and section 69 compliance are required regardless of NCC registration status. Critically, a consent request under section 69(2) must be solely to obtain consent — marketing content may not be included in the same communication. CPA Obligations Register on the NCC opt-out registry Cleanse database monthly Remove all opted-out records Identify sender in every communication Pay annual renewal fee POPIA Obligations Lawful basis for all processing Prior consent for electronic marketing (section 69(1)) One unsolicited approach to request consent only (section 69(2)) Existing-customer exception applies narrowly (section 69(3)) Maintain consent records independently Recommended Compliance Position Businesses should adopt a conservative compliance model. The legally safer and commercially sounder position is to treat a registered pre-emptive block as overriding prior marketing consent for CPA purposes. Figure 2: Recommended Compliance Position — GBS Internal Compliance Briefing, John Botha (April 2026) The introduction of the NCC opt-out registry marks a significant evolution in South Africa’s direct marketing regulatory landscape. Businesses can no longer approach direct marketing as a low-governance commercial activity. Organisations that proactively adapt their compliance frameworks will be better positioned to reduce enforcement exposure, preserve consumer trust, and maintain sustainable marketing operations. This article is for informational purposes only and does not constitute legal advice. For specific legal guidance on compliance obligations, consult a qualified practitioner. Certain content and illustrative material in this article have been sourced from the GBS Internal Compliance Briefing: CPA Direct Marketing & POPIA Obligations, presented by John Botha, Global Business Solutions, April 2026. © 2026 Global Business Solutions (GBS). All rights reserved. Stay informed, stay compliant, and stay ahead of workplace change by joining the Mid-Year Labour Law Update 2026 (#MLLU2026), presented by Jonathan Goldberg and the expert GBS team. This practical and highly relevant labour law event will unpack the most important Labour Court, Labour Appeal Court, Constitutional Court, and CCMA decisions from the first half of 2026, together with key statutory developments, NEDLAC proposals, and emerging workplace risks. With live sessions in five cities, online attendance options, 100+ updated case summaries, 6 CPD points, valuable take-home resources, and 6 months’ access to the MLLU/ALLU Bot, MLLU2026 is designed to help employers, HR, ER, IR, and legal professionals prepare confidently for the second half of the year. The MLLU/ALLU Bot is trained on case summaries and findings from recent Mid-Year and Annual Labour Law Update sessions and gives delegates practical post-session support, including help with policy drafting, checklists, case lookups, and summaries. With more than 610 delegates attending #MLLU2025, the Mid-Year Labour Law Update is one of the biggest and most relevant labour law updates in South Africa. Register now to secure your place. View our upcoming events: Upcoming Events and Qualifications, like AI Compass Intake 2, DIGITAL INTELLIGENCE: Leading in a Technology-Transformed World (Harvard ManageMentor®), B-BBEE: Procurement with Purpose, and #MLLU2026. *All workshops are offered as customised in-house training that can be presented virtually or on-site.

Nearly half of an entire generation is sitting outside the formal economy, not because they lack ambition, not because opportunity does not exist somewhere in this country, but because the bridge between a willing young person and a willing employer has, over time, become too costly for either of them to cross. That is the conversation South Africa needs to have. And it needs to have it honestly. Looming crisis of a locked-out generation We are not here to argue that worker protections are wrong. They are not. Hard-won labour rights matter, and no credible voice in this debate should be calling for their removal. But there is a question that sits beneath the current policy framework that we believe is not being asked loudly enough: is the way we have structured entry-level employment in this country unintentionally making it harder for young people to get their first job? Because that is what the evidence points to. South Africa's compliance framework, viewed in isolation, contains individually reasonable obligations. UIF contributions, skills development levies, bargaining council agreements, procedural requirements around dismissal. Each one defensible on its own terms. But for a small or medium business owner looking at a young, untested candidate and weighing up whether to take a chance, those obligations do not arrive in isolation. They arrive all at once, from day one, with no graduated introduction and no safety net if the appointment does not work out. The rational response, for many employers, is not to hire. And the person who pays the price for that rational response is the young work-seeker who never gets the call. This is not a criticism of any single piece of legislation. It is an observation about cumulative effect. And it leads us to a proposal that we think South Africa is ready to discuss. The 12-month first-job framework What if we created a structured 12-month first-job framework, specifically designed for young, first-time entrants to the labour market? Not a removal of rights. Not a race to the bottom on wages or conditions. But a carefully designed entry-level employment flexibility model that makes the first year of employment more accessible, for both the young person seeking work and the employer considering whether to create that position. The non-negotiables would remain exactly that. The national minimum wage would apply from day one. Protection against unfair discrimination on any ground would be immediate, absolute, and unconditional. Whistleblower protections would apply in full from the first hour of employment. These are not up for discussion and should not be. Lowering the risk threshold Within that protected floor, the framework would offer streamlined dismissal procedures during the first 12 months, reducing the procedural complexity that currently makes employers reluctant to hire without certainty. It would provide meaningful bargaining council flexibility for entry-level workers in sectors where current agreements reflect large-employer realities that bear little resemblance to the world of a small business or a first hire. Certain statutory benefits could also be phased in progressively during the first months of employment, rather than activating all at once on day one. The purpose of this framework is not to protect employers from accountability. It is to lower the threshold of risk enough that more employers take the step of creating a position that currently does not exist. Ultimate employee protection is access The biggest protection for a young South African is access to a first job. That statement should not be controversial. The skills, the reference, the work record, the dignity of formal employment. These are things that flow from being given a chance, and they compound over a working lifetime. Right now, the system protects workers who are already inside the formal economy better than it creates pathways for those still waiting outside it. We cannot regulate ourselves into job creation. But we can design smarter, more responsive frameworks that make entry-level employment less daunting to offer and more accessible to those who need it most. South Africa cannot afford a generation locked permanently outside the economy. If we are serious about tackling youth unemployment, then we need to start removing some of the fear and friction that prevent employers from creating first-job opportunities. That conversation may be uncomfortable. But for millions of young South Africans still waiting for their first opportunity, it is long overdue. 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. Stay informed, stay compliant, and stay ahead of workplace change by joining the Mid-Year Labour Law Update 2026 (#MLLU2026), presented by Jonathan Goldberg and the expert GBS team. This practical and highly relevant labour law event will unpack the most important Labour Court, Labour Appeal Court, Constitutional Court, and CCMA decisions from the first half of 2026, together with key statutory developments, NEDLAC proposals, and emerging workplace risks. With live sessions in five cities, online attendance options, 100+ updated case summaries, 6 CPD points, valuable take-home resources, and 6 months’ access to the MLLU/ALLU Bot, MLLU2026 is designed to help employers, HR, ER, IR, and legal professionals prepare confidently for the second half of the year. The MLLU/ALLU Bot is trained on case summaries and findings from recent Mid-Year and Annual Labour Law Update sessions and gives delegates practical post-session support, including help with policy drafting, checklists, case lookups, and summaries. With more than 610 delegates attending #MLLU2025, the Mid-Year Labour Law Update is one of the biggest and most relevant labour law updates in South Africa. Register now to secure your place. View our upcoming events: Upcoming Events and Qualifications, like AI Compass Intake 2, DIGITAL INTELLIGENCE: Leading in a Technology-Transformed World (Harvard ManageMentor®), B-BBEE: Procurement with Purpose, and #MLLU2026. *All workshops are offered as customised in-house training that can be presented virtually or on-site.

Why early intervention is the most underrated risk-control tool in labour law Every week I see the same pattern play out: a workplace issue that could have been resolved with an early, well-managed conversation ends up as a formal dispute — often at the CCMA — because the organisation waited too long to engage meaningfully. And here’s the key point: South African labour law doesn’t punish employers for having problems. It punishes them for handling problems unfairly — especially procedurally. Section 188 of the Labour Relations Act (LRA) is the starting point: a dismissal (that isn’t automatically unfair) is unfair unless the employer proves a fair reason (conduct, capacity, or operational requirements) and a fair procedure. The “cost” of delay is usually procedural Procedural unfairness isn’t only about what happened at the disciplinary enquiry. It often begins earlier: No clear counselling trail No documented expectations No fair opportunity to improve Inconsistent treatment Long delays with no explanation Even where misconduct or incapacity exists, employers can still be exposed if they can’t show a coherent, fair process. The modern direction: practical fairness, not courtroom theatre The Labour Court has repeatedly warned against importing a criminal-trial model into the workplace. In Avril Elizabeth Home for the Mentally Handicapped v CCMA, the Court criticised rigid “criminal justice” formalism and emphasised that workplace discipline can be more informal — but must still be fair (in substance and basic procedure). That principle is echoed and modernised in the Code of Good Practice: Dismissal (2025), which expressly states it is intentionally general and recognises departures may be justified depending on context and workplace realities. The new Code (2025) makes early intervention more important — not less The 2025 Code repeals the older Schedule 8 approach and consolidates guidance for dismissals relating to misconduct, incapacity and operational requirements. It also emphasises mutual respect and expeditious resolution of disputes. If you’re in HR or leadership, the strategic takeaway is simple: The earlier you address risk, the less formal your intervention needs to be. The later you address it, the more legally exposed you become. A practical framework HR can deploy this week Here’s a simple “early intervention” framework that aligns with the fairness logic in the LRA and the Code: Step 1: Diagnose the category early Is this conduct (misconduct), capacity (performance/ill-health/incompatibility), or operational needs? Section 188 forces this classification because fairness is assessed by reference to these grounds. Step 2: Put expectations in writing Not legal letters. Clear workplace communication that states what is expected, what was observed, and what improvement looks like. Step 3: Give a real opportunity to respond and improve Fairness is not a tick-box. If the employee had no meaningful chance to respond or adjust, you will struggle later. Step 4: Record. Record. Record. Not for “gotcha” purposes — but because the burden often shifts to proof. Closing thought Your best defence at the CCMA is not the chairperson, the initiator, or the lawyer. It’s the quality of the first conversation — and what you did immediately after it. 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. Stay informed, stay compliant, and stay ahead of workplace change by joining the Mid-Year Labour Law Update 2026 (#MLLU2026), presented by Jonathan Goldberg and the expert GBS team. This practical and highly relevant labour law event will unpack the most important Labour Court, Labour Appeal Court, Constitutional Court, and CCMA decisions from the first half of 2026, together with key statutory developments, NEDLAC proposals, and emerging workplace risks. With live sessions in five cities, online attendance options, 100+ updated case summaries, 6 CPD points, valuable take-home resources, and 6 months’ access to the MLLU/ALLU Bot, MLLU2026 is designed to help employers, HR, ER, IR, and legal professionals prepare confidently for the second half of the year. The MLLU/ALLU Bot is trained on case summaries and findings from recent Mid-Year and Annual Labour Law Update sessions and gives delegates practical post-session support, including help with policy drafting, checklists, case lookups, and summaries. With more than 610 delegates attending #MLLU2025, the Mid-Year Labour Law Update is one of the biggest and most relevant labour law updates in South Africa. Register now to secure your place. View our upcoming events: Upcoming Events and Qualifications, like AI Compass Intake 2, DIGITAL INTELLIGENCE: Leading in a Technology-Transformed World (Harvard ManageMentor®), B-BBEE: Procurement with Purpose, and #MLLU2026. *All workshops are offered as customised in-house training that can be presented virtually or on-site.

What is B-BBEE procurement? B-BBEE procurement refers to the way organisations use purchasing and supply-chain decisions to support Broad-Based Black Economic Empowerment objectives. Under the B-BBEE Codes of Good Practice, procurement is not simply about sourcing goods and services at the lowest cost—it is also about supporting empowering suppliers, strengthening black-owned enterprises, and contributing to broader economic transformation. Within the scorecard framework, procurement directly influences Preferential Procurement and Enterprise & Supplier Development outcomes, making it one of the most commercially and strategically important elements of B-BBEE compliance. Why procurement is becoming central to transformation strategy For many years, organisations approached B-BBEE procurement as a compliance exercise focused primarily on collecting certificates and managing audit evidence. That approach is changing rapidly. Businesses are increasingly recognising that procurement decisions shape far more than scorecard outcomes. Procurement influences supply-chain resilience, local economic participation, supplier sustainability, innovation, and long-term business relationships. Organisations that align procurement with transformation strategy often create stronger supplier ecosystems while simultaneously improving scorecard performance. This is why the concept of “procurement with purpose” is gaining traction. It shifts procurement away from transactional buying toward intentional economic participation and sustainable supplier development. What are the benefits of strategic B-BBEE procurement? Stronger B-BBEE scorecard performance Strategic procurement directly contributes toward Preferential Procurement targets and Supplier Development objectives under the Codes of Good Practice. Organisations that manage procurement proactively are generally better positioned during verification and less exposed to year-end scorecard pressure. Improved supplier relationships and stability Long-term partnerships with empowering suppliers often improve reliability, responsiveness, and collaboration across the supply chain. This becomes increasingly important during periods of economic uncertainty or operational disruption. Stronger local economic participation Procurement strategies that prioritise local suppliers and black-owned enterprises contribute to broader economic participation, enterprise growth, and job creation within South Africa. Better operational visibility and governance Modern procurement frameworks increasingly rely on dashboards, supplier tracking systems, and verification-ready documentation. This improves governance, reduces compliance gaps, and creates stronger visibility across procurement activities. More sustainable transformation outcomes Transformation becomes more sustainable when it is embedded in everyday operational decisions such as procurement, supplier onboarding, and enterprise development rather than treated as an isolated compliance process. Why many organisations struggle with procurement compliance Despite its importance, procurement remains one of the more operationally complex areas of B-BBEE implementation. Common challenges include: Outdated or missing supplier certificates Limited visibility across procurement spend Weak supplier-development structures Over-reliance on imports without localisation strategies Fragmented procurement systems and inconsistent reporting Last-minute verification preparation In many cases, organisations only identify procurement gaps close to verification periods, which limits their ability to respond strategically. How procurement with purpose changes the approach A purpose-driven procurement strategy starts by asking broader questions: Which suppliers are strategically important to the organisation? Where can local sourcing be strengthened? Which procurement relationships can support enterprise development? How can procurement contribute to both commercial resilience and transformation objectives? This approach creates alignment between procurement, transformation, and operational strategy. Many organisations are also increasingly exploring import-substitution strategies and supplier-development initiatives to strengthen local supply chains while improving procurement outcomes under the B-BBEE framework. A practical plan of action for organisations Step 1: Assess procurement spend and supplier profile Review procurement patterns, supplier categories, and current B-BBEE recognition levels to identify gaps and opportunities. Step 2: Identify high-impact supplier opportunities Focus on areas where procurement can support empowering suppliers, black-owned enterprises, or local sourcing initiatives. Step 3: Improve supplier governance and tracking Implement structured systems for certificate management, procurement monitoring, and verification readiness. Step 4: Align procurement with broader transformation strategy Ensure procurement decisions support enterprise development, supplier sustainability, and long-term transformation objectives. Step 5: Build internal capability Equip procurement, finance, HR, and transformation teams with the knowledge needed to manage procurement strategically rather than reactively. Who provides B-BBEE procurement consulting and support in South Africa? Many organisations seek external support to improve procurement strategy, supplier development, and verification readiness. This often includes consulting, scorecard optimisation, procurement analysis, supplier management systems, and training. Global Business Solutions provides B-BBEE consulting, advisory, and training support across South Africa, including assistance with procurement optimisation, supplier-development strategy, verification preparation, and procurement governance. Through solutions such as BEE123, organisations can also improve supplier tracking, procurement visibility, and compliance monitoring. A practical next step For organisations looking to strengthen procurement strategy and better align purchasing decisions with meaningful transformation outcomes, the B-BBEE Procurement with Purpose session explores how procurement can support both compliance and sustainable business growth. The session focuses on procurement strategy, supplier ecosystems, verification readiness, and practical approaches to embedding transformation into everyday operational decision-making. You can view full details and registration information here: https://www.globalbusiness.co.za/gbs-event-details/b-bbee-procurement-with-purpose 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. Stay informed, stay compliant, and stay ahead of workplace change by joining the Mid-Year Labour Law Update 2026 (#MLLU2026), presented by Jonathan Goldberg and the expert GBS team. This practical and highly relevant labour law event will unpack the most important Labour Court, Labour Appeal Court, Constitutional Court, and CCMA decisions from the first half of 2026, together with key statutory developments, NEDLAC proposals, and emerging workplace risks. With live sessions in five cities, online attendance options, 100+ updated case summaries, 6 CPD points, valuable take-home resources, and 6 months’ access to the MLLU/ALLU Bot, MLLU2026 is designed to help employers, HR, ER, IR, and legal professionals prepare confidently for the second half of the year. The MLLU/ALLU Bot is trained on case summaries and findings from recent Mid-Year and Annual Labour Law Update sessions and gives delegates practical post-session support, including help with policy drafting, checklists, case lookups, and summaries. With more than 610 delegates attending #MLLU2025, the Mid-Year Labour Law Update is one of the biggest and most relevant labour law updates in South Africa. Register now to secure your place. View our upcoming events: Upcoming Events and Qualifications, like AI Compass Intake 2, DIGITAL INTELLIGENCE: Leading in a Technology-Transformed World (Harvard ManageMentor®), B-BBEE: Procurement with Purpose, and #MLLU2026. *All workshops are offered as customised in-house training that can be presented virtually or on-site.

Employers are increasingly facing cases where employees simply stop coming to work, leaving operations exposed and managers unsure whether they are dealing with absenteeism, abscondment or true desertion. Recent Labour Court and Labour Appeal Court decisions, read with the 2025 Code of Good Practice on Dismissal (effective September 2025), give very useful guidance on how to approach these cases fairly and defensibly. Several key principles emerge from the case law. Desertion is not just being away from work – it is unauthorised absence coupled with an intention not to return. Courts have repeatedly stressed that the employer carries the onus to show facts from which that intention can reasonably be inferred. Long, unexplained silence; ignored calls and messages; failure to respond to written notices; and abandonment of pay and benefits can all support an inference of desertion. By contrast, a plausible explanation (illness, incarceration, family emergency) may mean you are dealing with serious absenteeism rather than abandonment of employment. In a recent Labour Court matter involving prolonged absence of around 16 months under a clear desertion policy, the Court affirmed that desertion is a form of misconduct where a known rule is breached. It rejected the idea that employers carry an open‑ended “humanitarian duty” to search for missing employees. What matters is that the employer has a clear, written rule, has communicated it, and has made reasonable efforts to contact the employee before relying on desertion. Reasonable tracing efforts are practical, not heroic. At minimum, employers should try the employee’s last‑known cell number and email, send messages (SMS/WhatsApp), make enquiries via supervisors or colleagues, and contact the next of kin or emergency contact listed on the personnel file. A written letter or email to the last‑known address, setting out the absence, referring to the rule and inviting the employee to return or explain by a specific date, is crucial. Just as important is keeping a simple record of every attempt – dates, times, numbers dialled, messages sent and any feedback received. This “desertion file” often becomes decisive evidence at the CCMA or in court. The 2025 Code of Good Practice on Dismissal shifts the focus from rigid formalities to substance and proportionality. For desertion, a fair process can usually be followed in seven clear steps: Confirm that there is a clear, communicated rule on attendance and desertion. Verify the absence and make reasonable tracing attempts, keeping a record. Send a written show‑cause or recall notice, warning of possible dismissal. If the employee responds or returns, give them a fair opportunity to explain (informal meeting, phone call or written response). Consider the explanation, length of absence, service record and operational impact, and decide whether true desertion is proved. Record the decision and reasons, including why dismissal (rather than a lesser measure) is appropriate. Communicate the outcome in writing to the employee or to their last‑known address, explaining the decision and their right to challenge it. The Code confirms that a formal courtroom‑style hearing is not mandatory in desertion matters. What is required is a reasonable investigation, a clear opportunity for the employee (if reachable) to respond, and a reasoned, proportionate outcome. When employers combine a clear desertion policy, sensible tracing efforts, and a documented, fair process, they stand a far better chance of having desertion dismissals upheld – and of maintaining operational continuity without sacrificing fairness. 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. Stay informed, stay compliant, and stay ahead of workplace change by joining the Mid-Year Labour Law Update 2026 (#MLLU2026), presented by Jonathan Goldberg and the expert GBS team. This practical and highly relevant labour law event will unpack the most important Labour Court, Labour Appeal Court, Constitutional Court, and CCMA decisions from the first half of 2026, together with key statutory developments, NEDLAC proposals, and emerging workplace risks. With live sessions in five cities, online attendance options, 100+ updated case summaries, 6 CPD points, valuable take-home resources, and 6 months’ access to the MLLU/ALLU Bot, MLLU2026 is designed to help employers, HR, ER, IR, and legal professionals prepare confidently for the second half of the year. The MLLU/ALLU Bot is trained on case summaries and findings from recent Mid-Year and Annual Labour Law Update sessions and gives delegates practical post-session support, including help with policy drafting, checklists, case lookups, and summaries. With more than 610 delegates attending #MLLU2025, the Mid-Year Labour Law Update is one of the biggest and most relevant labour law updates in South Africa. Register now to secure your place. View our upcoming events: Upcoming Events and Qualifications, like AI Compass Intake 2, DIGITAL INTELLIGENCE: Leading in a Technology-Transformed World (Harvard ManageMentor®), Employment Equity Committee Capacitation, and #MLLU2026. *All workshops are offered as customised in-house training that can be presented virtually or on-site.

Why traditional learning models are struggling to keep up The workplace is changing faster than most traditional learning systems can adapt. Organisations are dealing with AI adoption, hybrid work, leadership pressure, skills shortages, operational complexity, and constant change. At the same time, employees are expected to develop new capabilities continuously—often while managing demanding workloads. This has exposed a major gap in corporate learning. Many traditional programmes are too long, too expensive, too theoretical, or too disconnected from daily work. Businesses increasingly need learning that is practical, flexible, measurable, and immediately applicable. That is why short-form executive learning and microlearning platforms are gaining momentum globally. What is Harvard ManageMentor®? Harvard ManageMentor® is a leadership and management development platform from Harvard Business Impact, designed to help professionals build practical workplace capability through structured online learning. The platform forms part of the broader Harvard Business Impact ecosystem and has been used by organisations globally for leadership and workforce development. The programme includes more than 40 short online courses covering areas such as: Leadership and management Strategic thinking Decision-making Diversity and inclusion Communication and presentation skills Budgeting and finance Team management Change and performance management Each course is designed as a concise, self-paced module focused on practical workplace application rather than academic theory. Why microlearning is becoming more effective for modern workplaces One of the biggest shifts in workplace learning is the move toward shorter, applied learning experiences. Employees are more likely to engage with learning that fits naturally into their schedules and solves immediate workplace challenges. Microlearning has gained traction because it offers: Shorter learning sessions that improve retention and completion rates; Flexible access across desktop and mobile devices; Immediate workplace application; Reduced disruption to operational workflows; Easier scalability across organisations. This approach is particularly valuable in environments where teams need continuous upskilling without stepping away from operational responsibilities for extended periods. Why organisations are investing in leadership and management capability again Many organisations are rediscovering that operational performance often comes down to management capability. Poor communication, weak decision-making, inconsistent leadership, and lack of managerial confidence create ripple effects across teams and departments. As a result, companies are increasingly prioritising leadership development that is: Practical rather than theoretical; Scalable across teams; Accessible remotely; Measurable and trackable; Relevant to real business environments; Harvard ManageMentor® was specifically designed around this applied-learning model, combining interactive exercises, workplace scenarios, tools, templates, and expert-led content. Who offers Harvard ManageMentor® courses in South Africa? Through an exclusive partnership with Connemara, Global Business Solutions is one of the only authorised distributors of Harvard ManageMentor® in South Africa under Connemara’s sole distribution rights across Africa. This partnership gives South African organisations and professionals access to Harvard Business Impact® short courses locally, allowing businesses to implement globally recognised management and leadership development programmes within their teams. The solution is designed for both individuals and organisations, including bulk licensing models for companies looking to roll out structured learning across departments or leadership pipelines. Why digital badges and applied credentials matter Professional development is increasingly moving toward skills-based recognition. Many professionals are looking for learning pathways that demonstrate practical capability, not just attendance. Harvard ManageMentor® courses include digital certification badges that can be added to platforms such as LinkedIn and professional profiles. This creates visible evidence of completed learning and helps professionals demonstrate ongoing development in competitive workplace environments. What makes modern leadership development effective? The most effective leadership development programmes today tend to share several characteristics: Practical application over abstract theory; Flexible access and self-paced learning; Continuous development rather than once-off workshops; Real-world scenarios and decision-making exercises; Scalable learning frameworks for organisations. This is why many businesses are moving away from isolated workshop models toward ongoing digital learning ecosystems that employees can access when needed. Why this matters for South African organisations South African organisations face unique operational pressures: workforce transformation, economic uncertainty, digital disruption, leadership pipeline development, and increasing pressure to improve productivity while managing costs. Flexible, scalable learning solutions allow businesses to develop leadership and management capability without the cost and operational disruption associated with lengthy traditional programmes. For younger professionals and graduates, short-form executive learning also creates an alternative pathway to develop workplace-ready skills and strengthen employability in increasingly competitive environments. For organisations and professionals looking to access globally recognised management and leadership development courses in South Africa, Global Business Solutions and Connemara now offer access to Harvard ManageMentor® through their exclusive partnership under Harvard Business Impact®. The platform includes more than 37 short online management and leadership courses designed for practical workplace application, flexible learning, and scalable organisational rollout. You can explore the available courses and learning options here: Harvard ManageMentor® South Africa | Global Business Solutions 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. Stay informed, stay compliant, and stay ahead of workplace change by joining the Mid-Year Labour Law Update 2026 (#MLLU2026), presented by Jonathan Goldberg and the expert GBS team. This practical and highly relevant labour law event will unpack the most important Labour Court, Labour Appeal Court, Constitutional Court, and CCMA decisions from the first half of 2026, together with key statutory developments, NEDLAC proposals, and emerging workplace risks. With live sessions in five cities, online attendance options, 100+ updated case summaries, 6 CPD points, valuable take-home resources, and 6 months’ access to the MLLU/ALLU Bot, MLLU2026 is designed to help employers, HR, ER, IR, and legal professionals prepare confidently for the second half of the year. The MLLU/ALLU Bot is trained on case summaries and findings from recent Mid-Year and Annual Labour Law Update sessions and gives delegates practical post-session support, including help with policy drafting, checklists, case lookups, and summaries. With more than 610 delegates attending #MLLU2025, the Mid-Year Labour Law Update is one of the biggest and most relevant labour law updates in South Africa. Register now to secure your place. View our upcoming events: Upcoming Events and Qualifications, like AI Compass Intake 2, DIGITAL INTELLIGENCE: Leading in a Technology-Transformed World (Harvard ManageMentor®), Employment Equity Committee Capacitation, and #MLLU2026. *All workshops are offered as customised in-house training that can be presented virtually or on-site.

On 6 March 2026, the Information Regulator published regulations governing the processing of health information under POPIA (Government Gazette No. 54268). Employers are one of eight categories of responsible parties to which the Regulations apply, in defined circumstances (e.g., processing necessary for implementing laws or collective agreements creating rights tied to health, or for reintegration/support of workers in connection with sickness or incapacity). The regulations took effect immediately with no transitional period. Non-compliance carries administrative fines of up to R10 million and criminal liability of up to 10 years’ imprisonment for serious offences. Sick leave certificates, occupational health assessments, disability documentation, fitness-for-duty reports, and pre-employment medical results all constitute special personal information under POPIA (section 26 read with section 1) — the highest level of protection under South African law. Employer Obligations Lawful basis. Each category of health data processing must be mapped to a documented ground under section 27, read with section 32, of POPIA. A general HR policy does not constitute a lawful basis. Security safeguards. Physical records require locked, secure storage. Electronic records require encryption and access controls. Disposal must prevent unauthorised access. Confidentiality. Disclosure generally requires the employee’s written consent, a court order, or another lawful basis recognised under POPIA (e.g., an applicable section 27 or section 32 authorisation, compliance with a legal obligation, or protection of the data subject’s vital interests). Cross-border transfers. Employers using HR or wellness platforms that store data outside South Africa must satisfy the requirements of section 72 of POPIA. Operator Agreements with Occupational Health Providers Where an employer engages an external occupational health provider, the relationship and respective POPIA roles (responsible party and operator) should be formally documented before services commence — typically via an operator agreement under section 21 of POPIA. In practice, this rarely occurs. An employer in possession of medical files without a documented operator agreement risks holding those records without an adequate lawful basis and security arrangement, and remains accountable for storage, access control, retention, and destruction. Common Deficiencies Health data stored alongside general personnel records — no separation, no restricted access; No documented lawful basis for processing — health information collected routinely without recorded justification; No operator agreement with occupational health providers — medical files received without formal allocation of responsibility; Unrestricted access — HR, payroll, and management personnel viewing health data without a need-to-know basis; No compliant disposal — records discarded rather than securely destroyed. Recommended Steps Map all employee health data: categories, lawful basis, storage location, and access permissions. Separate health records from general HR files and restrict access on a documented need-to-know basis. Review occupational health provider agreements for POPIA roles, operator obligations, storage, access control, retention, and disposal provisions. Assess HR and wellness platform agreements for POPIA-compliant provisions and cross-border transfer compliance. Implement secure destruction procedures for health records exceeding their retention period. Train HR, payroll, and management on the classification and handling of health data as special personal information. 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. Stay informed, stay compliant, and stay ahead of workplace change by joining the Mid-Year Labour Law Update 2026 (#MLLU2026), presented by Jonathan Goldberg and the expert GBS team. This practical and highly relevant labour law event will unpack the most important Labour Court, Labour Appeal Court, Constitutional Court, and CCMA decisions from the first half of 2026, together with key statutory developments, NEDLAC proposals, and emerging workplace risks. With live sessions in five cities, online attendance options, 100+ updated case summaries, 6 CPD points, valuable take-home resources, and 6 months’ access to the MLLU/ALLU Bot, MLLU2026 is designed to help employers, HR, ER, IR, and legal professionals prepare confidently for the second half of the year. The MLLU/ALLU Bot is trained on case summaries and findings from recent Mid-Year and Annual Labour Law Update sessions and gives delegates practical post-session support, including help with policy drafting, checklists, case lookups, and summaries. With more than 610 delegates attending #MLLU2025, the Mid-Year Labour Law Update is one of the biggest and most relevant labour law updates in South Africa. Register now to secure your place. View our upcoming events: Upcoming Events and Qualifications, like AI Compass Intake 2, DIGITAL INTELLIGENCE: Leading in a Technology-Transformed World (Harvard ManageMentor®), Employment Equity Committee Capacitation, and #MLLU2026. *All workshops are offered as customised in-house training that can be presented virtually or on-site.

What is MLLU BotBuddy? MLLU BotBuddy is a labour law AI assistant developed by Global Business Solutions, designed for South African HR, ER, IR, and legal professionals. It provides access to case summaries, legal principles, and practical drafting tools based on content from the Mid-Year and Annual Labour Law Updates. A Practical Shift in Labour Law Support South African employers and HR teams are under increasing pressure to keep up with labour law changes, compliance risks, and workplace governance expectations. In response, Global Business Solutions is introducing a new practical support tool: the MLLU BotBuddy 2026 — a labour law AI assistant designed specifically for workplace application. This new tool is being launched as part of the Mid-Year Labour Law Update 2026, giving delegates exclusive six-month access after attending the event. How the Labour Law AI Assistant Works The MLLU BotBuddy is built to help professionals work more efficiently with labour law knowledge already covered in Global Business Solutions’ update sessions. It is trained on: Three years of case content (from 2023 onward) Processed case summaries and findings from Mid-Year and Annual Labour Law Updates South African Labour Court, Labour Appeal Court, Constitutional Court, and CCMA matters This ensures the assistant is grounded in practical, locally relevant labour law content used in real workplace decision-making. Key Features of the MLLU BotBuddy The MLLU BotBuddy is designed to move beyond basic search functionality and provide actionable support. Core Capabilities: Case search and summaries Quickly find relevant labour law cases and extract key principles Policy clause generation Draft workplace policy clauses based on case-backed legal principles Compliance checklists Generate structured checklists for HR and line management use Practical drafting support Assist with internal documents, disciplinary processes, and procedures Conversation export to PDF Save outputs for internal filing, SharePoint storage, or audit trails Practical Use Cases for Employers and HR Teams The assistant supports a wide range of day-to-day workplace needs, including: Preparing for disciplinary hearings Strengthening misconduct and incapacity processes Updating harassment and discrimination policies Supporting unfair dismissal case preparation Translating legal principles into internal procedures Instead of manually searching through multiple documents, users can: Ask targeted questions Retrieve relevant case law Generate practical outputs instantly From Legal Knowledge to Workplace Action One of the strongest advantages of the MLLU BotBuddy is its ability to translate legal principles into usable workplace content. For example, users can: Request a gender-based harassment clause aligned with case law Generate a disciplinary procedure framework Build HR compliance checklists for internal processes This transforms labour law knowledge into immediate operational tools, helping organisations move from insight to implementation faster. Why This Matters for South African Workplaces In modern HR and compliance environments: Speed matters Accuracy matters Local context matters Generic AI tools may generate content quickly, but they are not grounded in South African labour law realities. By contrast, the MLLU BotBuddy is: Built on South African case law Aligned with GBS labour law update content Designed for practical workplace application This makes it a relevant and reliable support tool for employers, HR teams, and legal professionals. What You Get with the Mid-Year Labour Law Update 2026 The Mid-Year Labour Law Update 2026 provides both legal insight and practical application tools. Delegates receive: 100+ updated case summaries Coverage of key 2026 developments Labour Court, LAC, Constitutional Court, and CCMA rulings Insights into NEDLAC proposals and emerging risks 6 CPD points Live and virtual attendance options (25 May – 11 June 2026) Exclusive 6-month access to the MLLU BotBuddy More Than an Event: A 6-Month Compliance Advantage For many organisations, the value of a labour law update is determined after the session ends. The MLLU BotBuddy ensures that: Knowledge remains accessible Case insights remain usable Drafting support continues beyond the event This transforms the Mid-Year Labour Law Update from a once-off learning experience into a long-term operational tool for compliance and decision-making. Register for the Mid-Year Labour Law Update 2026 Attend the Mid-Year Labour Law Update 2026 and gain access to: Expert legal insights Practical workplace tools Ongoing AI-supported labour law assistance Secure your seat today and strengthen your organisation’s approach to labour law compliance. Register now Frequently Asked Questions Who can access the MLLU BotBuddy? Only delegates who attend the Mid-Year Labour Law Update 2026 receive access, valid for six months. What does the assistant help with? It helps users search labour law cases, generate summaries, draft workplace policies, and create compliance checklists. Is this a replacement for legal advice? No. It is a practical support tool designed to assist with internal preparation and drafting. Is the content relevant to South African labour law? Yes. The assistant is trained on South African case law and update content. How long do delegates have access? Delegates receive six months of access after attending the event. MLLU BotBuddy 2026 is a labour law AI assistant built for South African employers, HR professionals, ER practitioners, and legal teams. Trained on labour law update content and South African case law from 2023 onward, it helps users search cases, generate policy clauses, create compliance checklists, and support disciplinary and workplace processes. Delegates attending the Mid-Year Labour Law Update 2026 receive exclusive six-month access. 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. Stay informed, stay compliant, and stay ahead of workplace change by joining the Mid-Year Labour Law Update 2026 (#MLLU2026), presented by Jonathan Goldberg and the expert GBS team. This practical and highly relevant labour law event will unpack the most important Labour Court, Labour Appeal Court, Constitutional Court, and CCMA decisions from the first half of 2026, together with key statutory developments, NEDLAC proposals, and emerging workplace risks. With live sessions in five cities, online attendance options, 100+ updated case summaries, 6 CPD points, valuable take-home resources, and 6 months’ access to the MLLU/ALLU Bot, MLLU2026 is designed to help employers, HR, ER, IR, and legal professionals prepare confidently for the second half of the year. The MLLU/ALLU Bot is trained on case summaries and findings from recent Mid-Year and Annual Labour Law Update sessions and gives delegates practical post-session support, including help with policy drafting, checklists, case lookups, and summaries. With more than 610 delegates attending #MLLU2025, the Mid-Year Labour Law Update is one of the biggest and most relevant labour law updates in South Africa. Register now to secure your place. View our upcoming events: Upcoming Events and Qualifications, like AI Compass Intake 2, DIGITAL INTELLIGENCE: Leading in a Technology-Transformed World (Harvard ManageMentor®), Employment Equity Committee Capacitation, and #MLLU2026. *All workshops are offered as customised in-house training that can be presented virtually or on-site.