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HR in 2026: Complex, Digital, People-Centric The modern HR function sits at the intersection of legal compliance, digital transformation, and human experience. From adapting to landmark legal developments like equal parental leave to harnessing artificial intelligence for smarter talent decisions, the scope of HR is expanding fast. Organisations that prepare for these shifts proactively will improve compliance, enhance productivity, and strengthen employee engagement in the year ahead. Navigating Legal Change: Parental Leave and Policy Alignment One of the most significant changes affecting HR in 2026 is the move toward gender-neutral and equitable parental leave. Following a Constitutional Court decision, employers are now expected to provide parental leave in a way that does not discriminate on the basis of gender or family structure. This requires revisiting existing leave policies, employment contracts, payroll systems, and UIF submissions to ensure alignment with the new standard. Updating parental leave policies isn’t just about legal compliance. It also sends a clear message to employees about fairness, inclusion, and workplace support during critical life moments. When done right, this strengthens employer brand and contributes positively to workplace morale. Embedding AI into Everyday HR Practices Artificial intelligence (AI) is rapidly reshaping how HR teams work. While its application varies by organisation, HR leaders should consider where AI can add the most value in 2026, including: Talent acquisition : Leveraging AI-powered tools for smarter candidate screening and predictive fit analysis. Employee engagement : Using sentiment analysis and natural-language insights to identify workforce trends before they escalate. Performance management : Augmenting traditional reviews with data-driven insights to support development and fairness. Administrative automation : Streamlining repetitive workflows such as leave tracking, onboarding tasks, and HR reporting. Importantly, adopting AI isn’t just a technology decision—it’s a governance and ethics decision. HR teams should partner with legal, risk, and technology functions to set guardrails that protect privacy, mitigate bias, and maintain human accountability. The Strategic HR Playbook: People, Data, Compliance and Technology As HR responsibilities expand, the role becomes increasingly strategic. A comprehensive HR playbook for 2026 should include: Policy reviews and updates  for all major legal changes (e.g., parental leave, labour law updates, discrimination protections). Technology integration plans  that balance efficiency with fairness and legal compliance. Data-backed decision frameworks  that help HR respond to workforce trends proactively. Leadership and manager enablement  to interpret and apply policies consistently across teams. The organisations that thrive are those that treat HR not as a cost centre but as an engine for culture, capability, and compliance. A Practical Next Step If you’re planning for the year ahead and want a structured roadmap that bridges legal obligations and modern HR tools, the “From Parental Leave to AI: Your 2026 HR Playbook”  virtual session offers practical insights into: Interpreting and applying recent parental-leave developments Building HR playbooks that integrate policy, technology, and people strategy Identifying opportunities for AI augmentation that are ethical and compliant This session is designed to help HR professionals, compliance officers and business leaders enter 2026 with confidence and clarity. You can find full details and register here: From Parental Leave to AI: Your 2026 HR Playbook The Annual Employment Conference #AEC2026 brings together South Africa’s leading labour, HR, and employment-relations experts for a deep dive into the most urgent challenges facing employers in a changing world of work. 2026's conference promises to unpack the economic, technological, and legislative forces reshaping the workplace, offering practical insights on navigating organisational change, managing workforce risks, strengthening compliance, and preparing for the next wave of policy reform. Delegates will gain forward-looking guidance from top practitioners, case-based analysis of emerging employment trends, and strategic tools to build resilient, future-ready workplaces. Register now: https://www.globalbusiness.co.za/gbs-event-details/annual-employment-conference-2026 View our upcoming events: Upcoming Events  and Qualifications ,   like AI Compass Capacitation Programme 2026,  From Parental Leave to AI: Your 2026 HR Playbook, Annual Employment Conference 2026, Advanced Occupational Certificate: HRM Officer (NQF 6), 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. "Global Business Solutions (GBS)—Your Partner in Strategic HR Compliance"

In the matter of National Union of Metalworkers of South Africa obo Motloung and Others v Polyoak Packaging (Pty) Ltd Metal and Engineering Industries and Others (DA02/23) [2024] ZALAC 66; [2025] 3 BLLR 227 (LAC); (2025) 46 ILJ 552 (LAC) (17 December 2024) , the Labour Appeal Court (LAC) heard the case of 19 employees who participated in misconduct in 2018. The events stemmed from a protected national plastics industry strike that began on 15 October 2018. During this time, the employer secured an interim interdict from the Labour Court (LC) on 19 October 2018, which prohibited employees from acts such as harassment, intimidation, and interfering with business operations. Despite this, a group of employees were implicated in violating the court order. The employer identified and charged 21 employees with misconduct, including breaching the interdict, intimidating others, and obstructing company operations. The disciplinary hearing, conducted by the CCMA, led to all 21 being dismissed. NUMSA then referred the matter to the Metal and Engineering Industries Bargaining Council for arbitration. The Arbitrator upheld the fairness of the dismissals for 11 employees, which NUMSA did not contest. For the remaining 10, the Arbitrator found six had been unfairly dismissed and ordered their reinstatement with limited backpay. Four others, though found guilty of some misconduct, were granted compensation as they had not been charged for the specific conduct. These included Tumelo Motloung, whose actions were not aligned with the charges, and three others – Sokhela, Jezile, and Ngubane – whose acts had the potential to impair future workplace relations. Both NUMSA and the employer approached the LC to review the Arbitrator’s ruling. The employer argued that the Arbitrator had irrationally distinguished between employees who stood on the left- and right-hand sides of a road during the protest. The employer presented video evidence showing that all employees had participated in barricading the road, including those who were reinstated. NUMSA, meanwhile, contended that the reinstated workers should receive full retrospective backpay and that the four compensated workers should be reinstated as well. The LC overturned the reinstatement and compensation awards for 7 of the 10 employees, finding the Arbitrator's conclusions to be unreasonable and unsupported by the video evidence and witness testimony. However, it upheld compensation for 2, citing that while their conduct was inappropriate, it was not part of the charges brought against them. The LAC found that the Arbitrator had misread the evidence and that his sympathy for long-serving employees had improperly influenced the outcome. The Court held that all 19 employees were fairly dismissed for their roles in obstructing company vehicles and participating in the barricade. Ultimately, the LAC dismissed NUMSA’s appeal. It confirmed that the dismissals of the 19 workers were substantively and procedurally fair, while only 2 were entitled to compensation. The judgment also criticised the delay in finalising the dispute, which had dragged on for six years, undermining the goal of expeditious dispute resolution envisioned by the Labour Relations Act. The Annual Employment Conference #AEC2026 brings together South Africa’s leading labour, HR, and employment-relations experts for a deep dive into the most urgent challenges facing employers in a changing world of work. 2026's conference promises to unpack the economic, technological, and legislative forces reshaping the workplace, offering practical insights on navigating organisational change, managing workforce risks, strengthening compliance, and preparing for the next wave of policy reform. Delegates will gain forward-looking guidance from top practitioners, case-based analysis of emerging employment trends, and strategic tools to build resilient, future-ready workplaces. Register now: https://www.globalbusiness.co.za/gbs-event-details/annual-employment-conference-2026 View our upcoming events: Upcoming Events  and Qualifications ,   like AI Compass Capacitation Programme 2026,  From Parental Leave to AI: Your 2026 HR Playbook, Annual Employment Conference 2026, Advanced Occupational Certificate: HRM Officer (NQF 6), 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. "Global Business Solutions (GBS)—Your Partner in Strategic HR Compliance"

As the calendar turns and 2026 begins, professionals and organisations alike find themselves at a crossroads: do we approach this year with business as usual, or do we evolve? The beginning of a new year is more than just a symbolic fresh start. For many companies, it marks the opening of new budgets, new development cycles, and a renewed focus on strategy and capability building. For individuals, it's a powerful window to reassess goals and invest in long-term growth. This makes January the ideal time to commit to professional development , especially in areas where the world is changing fast, like artificial intelligence (AI), digital skills, and workplace transformation. The Shift to Digital Has Already Happened. Now It’s About Capacity. Whether you work in HR, ER, labour law, operations, or compliance, you’ve likely already felt the shift. AI tools are no longer theoretical, they're being used daily in drafting policies, automating processes, reviewing documents, and even engaging employees. The question for 2026 isn’t “should we engage with AI?”  — it’s “do we have the capacity to do it ethically, effectively, and with impact?” Across South Africa, many businesses are now realising that true digital transformation isn't just about buying tools or attending short workshops. It’s about building sustained human capacity , the ability to work with AI, prompt it well, integrate it responsibly, and align it with compliance and local labour frameworks like POPIA , EE , and the Cybercrimes Act . January = Budget Alignment + Development Planning For learning and development teams, the start of the year offers a unique opportunity. Not only is there a fresh budget window to work with, but development plans are being shaped now, long before the year’s operational pressures set in. Investing early means you’re not scrambling later. And for professionals seeking relevance, promotion, or even just clarity in a fast-changing landscape, now is the time to commit. A well-structured, long-term training journey  provides the continuity needed to build real skill, especially in complex, high-stakes areas like AI policy, automation, ethical risk, and strategic integration. Building Confidence in a Time of Uncertainty AI is not just a technology trend; it’s a cultural and regulatory shift. And like every shift, it can bring uncertainty — even fear. The antidote to that fear is confidence , built through real knowledge, guided application, and collaborative learning. Programmes that offer more than quick fixes, ones that focus on skills transfer , critical thinking , and real-world integration , are quickly becoming the gold standard. Especially when they’re delivered with a deep understanding of South African legislation, people management, and workplace realities. Make 2026 the Year You Build AI Capacity — Not Just AI Awareness If your role touches people, policy, or performance, now is the moment to think long-term. Not by rushing into tools or hype, but by starting with structured capacitation that gives you the confidence, language, and frameworks to lead effectively in this new digital world. Whether you're an HR executive, a legal advisor, a transformation specialist, or a business leader, the path to staying relevant and impactful in 2026 starts now, with intentional, supported learning. Want to explore what a 10-month AI capacitation journey could look like for you or your team?Visit the AI Compass Capacitation Programme  page here to learn more. The Annual Employment Conference #AEC2026 brings together South Africa’s leading labour, HR, and employment-relations experts for a deep dive into the most urgent challenges facing employers in a changing world of work. 2026's conference promises to unpack the economic, technological, and legislative forces reshaping the workplace, offering practical insights on navigating organisational change, managing workforce risks, strengthening compliance, and preparing for the next wave of policy reform. Delegates will gain forward-looking guidance from top practitioners, case-based analysis of emerging employment trends, and strategic tools to build resilient, future-ready workplaces. Register now: https://www.globalbusiness.co.za/gbs-event-details/annual-employment-conference-2026 View our upcoming events: Upcoming Events  and Qualifications ,   like AI Compass Capacitation Programme 2026,  From Parental Leave to AI: Your 2026 HR Playbook, Annual Employment Conference 2026, Advanced Occupational Certificate: HRM Officer (NQF 6), 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. "Global Business Solutions (GBS)—Your Partner in Strategic HR Compliance"

In the natural world, few systems rival the precision and productivity of a bee colony. Each bee, whether scout, worker, drone, or queen, plays a distinct role in sustaining the hive. Their success lies not in individual brilliance but in collective purpose, coordination, and relentless execution. This organic model of synergy offers a powerful metaphor for Broad-Based Black Economic Empowerment (B-BBEE), South Africa’s framework for inclusive economic transformation. Just as a bee colony thrives through strategic collaboration, so too does B-BBEE when embraced as a holistic strategy rather than a compliance checklist. Strategy in Motion: Lessons from the Hive A bee colony operates like a well-oiled machine. Scouts identify opportunities in nectar-rich fields that promise growth. Workers build the hive and gather resources. Drones support reproduction and continuity. The queen ensures long-term sustainability. Every action is purposeful, every role essential. This mirrors the strategic pillars of B-BBEE: Ownership : Like the scouts, empowered leadership must venture into new markets, forge partnerships, and chart the course for transformation. Management Control : Decision-making must reflect diversity and inclusivity, ensuring that leadership is representative and responsive. Skills Development : Workers in the hive are trained from birth; similarly, businesses must invest in upskilling black employees to build a resilient, future-ready workforce. Enterprise and Supplier Development (ESD) : Drones support the hive’s ecosystem just as corporates must nurture black-owned SMEs to strengthen the economic value chain. Socio-Economic Development (SED) : The queen’s role in continuity parallels long-term community investment, ensuring that empowerment reaches beyond the boardroom into the heart of society. Synergy Over Compliance: The Hive Mentality True transformation happens when B-BBEE is integrated into the DNA of a business. This means: Training and mentorship   programmes that go beyond tick-box exercises, fostering real capability and confidence. Inclusive procurement   strategies that prioritize black-owned suppliers without compromising quality or innovation. Leadership pipelines   that actively identify and elevate black talent into strategic roles. Community partnerships   that uplift education, health, and entrepreneurship in underserved areas. Like bees, businesses must understand that their survival and success depend on the health of the entire ecosystem. When empowerment is shared, productivity multiplies. Building the Hive: Practical Implementation To emulate the hive’s success, companies must: Conduct  skills audits  to identify gaps and tailor training programs. Create  supplier incubation hubs  to support emerging black entrepreneurs. Establish  mentorship networks  that pair experienced leaders with rising talent. Invest in  SED initiatives  that align with community needs education, digital access, and youth development. These actions aren’t just good ethics; they’re good economics. Empowered teams innovate more, collaborate better, and build stronger brands. The Future Hive: A Vision for Inclusive Growth Imagine an economy where every participant, like every bee, is empowered to contribute meaningfully. Where ownership is diverse, leadership is inclusive, and opportunity is abundant. This is not a utopia; it’s the promise of B-BBEE when executed with strategic intent. Just as bees transform nectar into honey through tireless collaboration, South African businesses can transform potential into prosperity through empowered synergy. The Annual Employment Conference #AEC2026 brings together South Africa’s leading labour, HR, and employment-relations experts for a deep dive into the most urgent challenges facing employers in a changing world of work. 2026's conference promises to unpack the economic, technological, and legislative forces reshaping the workplace, offering practical insights on navigating organisational change, managing workforce risks, strengthening compliance, and preparing for the next wave of policy reform. Delegates will gain forward-looking guidance from top practitioners, case-based analysis of emerging employment trends, and strategic tools to build resilient, future-ready workplaces. Register now: https://www.globalbusiness.co.za/gbs-event-details/annual-employment-conference-2026 View our upcoming events: Upcoming Events  and Qualifications ,   like AI Compass Capacitation Programme 2026,  From Parental Leave to AI: Your 2026 HR Playbook, Annual Employment Conference 2026, Advanced Occupational Certificate: HRM Officer (NQF 6), 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. "Global Business Solutions (GBS)—Your Partner in Strategic HR Compliance"

Why productivity matters Labour productivity is usually measured as output per input, most commonly GDP per hour worked, and it is strongly linked to growth, living standards and international competitiveness. Countries with higher output per hour can afford better wages and public services without compromising profitability, which is why productivity has become a central focus of economic policy and corporate strategy worldwide. ​ Where South Africa fits globally On most cross‑country comparisons of GDP per hour worked, South Africa sits well below the advanced economies, at roughly one‑third of US productivity and significantly behind leading European and Asian economies. This reflects structural issues such as skills gaps, unreliable infrastructure, concentrated product markets and persistent labour‑market frictions, which together depress the “output per hour” that firms can achieve. ​ Global levers for higher productivity International evidence highlights a consistent set of levers used by higher‑productivity countries: investment in quality infrastructure, broad adoption of digital technologies, strong basic and tertiary education, supportive innovation systems, competitive business regulation and active labour‑market policies. Countries that combine these with effective workplace practices – good management, performance feedback, worker voice and well‑being initiatives – tend to achieve sustained gains in productivity rather than short‑term cost cutting. ​ What this means for South African employers At firm level, South African organisations cannot wait for macro‑reforms alone; they can raise labour productivity by focusing on how each hour at work is used. Priority actions include: upgrading equipment and digital tools to remove bottlenecks; redesigning jobs and processes to cut rework and downtime; investing in targeted skills development; and setting clear performance expectations backed by fair, data‑driven feedback. Equally important are management practices that build trust and engagement – transparent communication, credible career paths, flexible work where feasible, and psychologically safe teams – because discretionary effort and innovation are crucial multipliers of output per hour. ​ Building a productivity agenda in your organisation For HR and labour‑relations teams, a practical starting point is to measure current productivity (such as value‑added per employee or output per labour hour) and link it to specific operational constraints, rather than using it as a vague slogan. From there, organisations can pilot productivity “sprints” that combine process improvement, digital tools, skills training and work‑organisation changes, while aligning performance management, incentive schemes and joint problem‑solving forums so that employees visibly share in the gains, reducing resistance and CCMA‑type conflict as work is reorganised. The Annual Employment Conference #AEC2026 brings together South Africa’s leading labour, HR, and employment-relations experts for a deep dive into the most urgent challenges facing employers in a changing world of work. 2026's conference promises to unpack the economic, technological, and legislative forces reshaping the workplace, offering practical insights on navigating organisational change, managing workforce risks, strengthening compliance, and preparing for the next wave of policy reform. Delegates will gain forward-looking guidance from top practitioners, case-based analysis of emerging employment trends, and strategic tools to build resilient, future-ready workplaces. Register now: https://www.globalbusiness.co.za/gbs-event-details/annual-employment-conference-2026 View our upcoming events: Upcoming Events  and Qualifications ,   like AI Compass Capacitation Programme 2026,  From Parental Leave to AI: Your 2026 HR Playbook, Annual Employment Conference 2026, Advanced Occupational Certificate: HRM Officer (NQF 6), 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. "Global Business Solutions (GBS)—Your Partner in Strategic HR Compliance"

The Con­sti­tu­tional Court’s “Please Call Me” judg­ment has been a turn­ing point for South African review applic­a­tions and employ­ment law. The pro­trac­ted legal battle between Voda­com and the inventor of “Please Call Me” (Voda­com (Pty) Ltd v Makate and Another [2025] ZACC 13) has taken another dra­matic turn, fol­low­ing a recent Con­sti­tu­tional Court decision that not only reshapes the dis­pute but also sets new stand­ards for judi­cial and arbit­ral review in South African law. In 2001, a Voda­com trainee account­ant con­ceived the “Please Call Me” (PCM) ser­vice, enabling users without air­time to send a free mes­sage request­ing a call back. Voda­com adop­ted the idea, which became a com­mer­cial suc­cess. Years later, a dis­pute arose over whether the employee should be com­pensated for his innov­a­tion. In 2016, the Con­sti­tu­tional Court ordered Voda­com and the employee to nego­ti­ate “reas­on­able com­pens­a­tion” in good faith. If nego­ti­ations failed, Voda­com’s CEO would determ­ine the amount. Nego­ti­ations broke down: the employee sought over R20 bil­lion, while Voda­com offered R10 mil­lion. The CEO ulti­mately awar­ded R47 mil­lion. The review applic­a­tion Dis­sat­is­fied, the employee launched a review applic­a­tion. The High Court set aside the CEO’S decision, remit­ting the mat­ter for recal­cu­la­tion with spe­cific guidelines. Voda­com appealed, but the Supreme Court of Appeal (SCA) dis­missed the appeal and, con­tro­ver­sially, sub­sti­tuted its own order—award­ing the employee bil­lions of rands based on his fin­an­cial mod­els, des­pite no cross­ap­peal seek­ing such relief. Con­court find­ings Voda­com then approached the Con­sti­tu­tional Court, arguing that the SCA’S judg­ment was fun­da­ment­ally flawed. The CC agreed, find­ing: Fail­ure to prop­erly con­sider the facts and issues: The SCA mis­un­der­stood or ignored cru­cial evid­ence, includ­ing fin­an­cial mod­els and expert testi­mony. Inad­equate reas­on­ing: The SCA’S judg­ment was riddled with con­tra­dic­tions and gaps, fail­ing to engage with the com­plex issues. Jur­is­dic­tional error: By sub­sti­tut­ing its own order without a cross-appeal, the SCA decided a case not prop­erly before it, viol­at­ing Voda­com’s right to a fair hear­ing. These fail­ures breached the rule of law and the con­sti­tu­tional right to a fair hear­ing (sec­tion 34). Out­come and sig­ni­fic­ance The Con­sti­tu­tional Court gran­ted © Puzzles by Pap­po­com Voda­com leave to appeal and returned the mat­ter to the SCA for rehear­ing. The court reaf­firmed that all adju­dic­at­ors, whether judges, CEOS, or CCMA com­mis­sion­er, carry a con­sti­tu­tional man­date to prop­erly con­sider the mater­ial issues before them. A fail­ure to do so amounts to a gross irreg­u­lar­ity. Com­mis­sion­ers and decision­makers must now provide adequate reas­ons for their decisions. The Voda­com judg­ment con­firms three routes to review CCMA awards: Sec­tion 145 (LRA): Gross irreg­u­lar­ity, such as fail­ure to con­sider mater­ial issues; Sec­tion 145 read with Sec­tion 34 (Con­sti­tu­tion): Where fair­ness is under­mined; and Dir­ect reli­ance on Sec­tion 34: Assert­ing a con­sti­tu­tional breach of the right to a fair hear­ing. Cru­cially, pro­cess defects—such as inad­equate reas­on­ing or fail­ure to engage with mater­ial evid­ence—now jus­tify review and set­ting aside of awards, even if the out­come might have been reas­on­able. Prac­tical impact The primary inquiry in review pro­ceed­ings is now whether the pro­cess was fair and whether the adju­dic­ator dis­charged the duty of proper con­sid­er­a­tion. The cent­ral­ity of the out­come of reas­on­able­ness is sig­ni­fic­antly reduced. For employ­ers and HR pro­fes­sion­als: The case is a cau­tion­ary tale about the risks of pro­trac­ted lit­ig­a­tion and the import­ance of clear, fair, and final dis­pute res­ol­u­tion mech­an­isms. For employ­ees: It reaf­firms the right to a fair hear­ing and mean­ing­ful engage­ment with their claims. For legal prac­ti­tion­ers: There is a renewed focus on both pro­cess and out­come. The case is a land­mark in SA review law and employ­ment jur­is­pru­dence. The Con­sti­tu­tional Court has elev­ated the duty of proper con­sid­er­a­tion and the require­ment for adequate reas­on­ing into con­sti­tu­tional imper­at­ives that bind both courts and CCMA com­mis­sion­ers. As the legal saga con­tin­ues, this judg­ment will remain a touch­stone for fair­ness, account­ab­il­ity, and the rights of employ­ees to be heard and com­pensated for their con­tri­bu­tions. The Annual Employment Conference #AEC2026 brings together South Africa’s leading labour, HR, and employment-relations experts for a deep dive into the most urgent challenges facing employers in a changing world of work. 2026's conference promises to unpack the economic, technological, and legislative forces reshaping the workplace, offering practical insights on navigating organisational change, managing workforce risks, strengthening compliance, and preparing for the next wave of policy reform. Delegates will gain forward-looking guidance from top practitioners, case-based analysis of emerging employment trends, and strategic tools to build resilient, future-ready workplaces. Register now: https://www.globalbusiness.co.za/gbs-event-details/annual-employment-conference-2026 View our upcoming events: Upcoming Events  and Qualifications ,   like AI Compass Capacitation Programme 2026,  From Parental Leave to AI: Your 2026 HR Playbook, Annual Employment Conference 2026, Advanced Occupational Certificate: HRM Officer (NQF 6), 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. "Global Business Solutions (GBS)—Your Partner in Strategic HR Compliance"

The National Minimum Wage Commission, chaired by Professor Imraan Valodia, has released its annual report and recommendations for the adjustment of South Africa’s national minimum wage for 2026. This follows a comprehensive review process in line with the National Minimum Wage Act (No. 9 of 2018), which mandates annual evaluation and public consultation to ensure the wage remains a robust tool for reducing poverty and wage inequality. Key Highlights Proposed Adjustment: The Commission recommends that the national minimum wage for 2026 be increased by the Consumer Price Index (CPI) plus 1.5% . This recommendation is based on economic indicators, public input, and the need to maintain the real value of the minimum wage. Current Wage Context: As of March 2025 , the national minimum wage stands at R28.79 per hour . Approximately 5.5 million workers are paid at or below this rate, highlighting the importance of compliance and enforcement. Sectoral Impact: The Commission notes persistent challenges with compliance, especially in agriculture and domestic work. Small, medium, and micro-enterprises (SMMEs) are recognised as particularly vulnerable to wage adjustments, and the Commission encourages targeted relief and support measures. Public Participation: Employers, employees, and stakeholders are invited to submit written representations regarding the proposed adjustment. Submissions must be sent to the Directorate: Employment Standards, Department of Employment and Labour, Private Bag X117, Pretoria, 0001, or via email to nmwreview@labour.gov.za by 12 January 2026. Calls to Action for Employers Engage in the Review Process: Employers are strongly encouraged to review the Commission’s recommendations and submit their written representations before the deadline. Your input is vital to ensuring that the minimum wage policy balances worker protection with business sustainability. Assess Business Impact: Evaluate how the proposed CPI + 1.5% increase may affect your operations, especially if you are an SMME or operate in sectors with narrow margins. Consider whether you may need to apply for a temporary exemption if you face genuine financial constraints. The Department of Employment and Labour provides an exemption system for qualifying employers Ensure Compliance: The Commission highlights ongoing issues with non-compliance. Employers are reminded of their legal obligations under the National Minimum Wage Act. Enhanced enforcement is expected, and non-compliance may result in penalties. Participate in Sectoral Dialogue: Employers are urged to engage with industry associations and bargaining councils to ensure that sector-specific concerns are represented in the national dialogue. The Commission also recommends that wage adjustments be linked to sectoral economic indicators and profitability Support Targeted Relief and Incentives: Advocate for and utilise available support measures, such as the Employment Tax Incentive (ETI), to help absorb increased labour costs and support youth employment. Additional Recommendations The Commission calls for improved enforcement, transparency in exemption processes, and the publication of exempted employers. Employers are encouraged to participate in future focus groups and public hearings to ensure a broad and inclusive stakeholder engagement. The Commission urges alignment of wage-setting with broader national goals, including the National Development Plan and Sustainable Development Goals For further information, access the full report at www.gpwonline.co.za or contact the Department of Employment and Labour. The Annual Employment Conference #AEC2026 brings together South Africa’s leading labour, HR, and employment-relations experts for a deep dive into the most urgent challenges facing employers in a changing world of work. 2026's conference promises to unpack the economic, technological, and legislative forces reshaping the workplace, offering practical insights on navigating organisational change, managing workforce risks, strengthening compliance, and preparing for the next wave of policy reform. Delegates will gain forward-looking guidance from top practitioners, case-based analysis of emerging employment trends, and strategic tools to build resilient, future-ready workplaces. Register now: https://www.globalbusiness.co.za/gbs-event-details/annual-employment-conference-2026 View our upcoming events: Upcoming Events  and Qualifications ,   like AI Compass Capacitation Programme 2026,  From Parental Leave to AI: Your 2026 HR Playbook, Annual Employment Conference 2026, Advanced Occupational Certificate: HRM Officer (NQF 6), 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. "Global Business Solutions (GBS)—Your Partner in Strategic HR Compliance"

Why this notice matters The December 2025 notice under the Occupational Health and Safety Act sharpens long‑standing Environmental and General Safety Regulations and ties them to explicit criminal penalties for non‑compliance. For employers, this is not an abstract legal tweak: it directly affects space planning, housekeeping standards, emergency readiness, risk assessment systems, and first‑aid staffing at every workplace. ​   Space, clutter, and usable floor area The Environmental Regulations now spell out that, in indoor workplaces (other than building sites), employers must provide at least 2.25 m² of effective open floor area per employee and maintain sufficient clear space at every machine so work can be done safely. “Effective open floor area” excludes areas blocked by furniture, storage, or machinery, so crowded offices, workshops, and warehouses may need re‑planning, decluttering, or reduced occupancy to comply. ​ In practice, this means HR and facilities must work together to map floor areas, count occupants per zone, and redesign layouts so workstations, circulation routes, and machine access points are free of obstructions. Space standards also give health and safety reps a concrete benchmark for objections where overcrowding or “hot‑desking” creeps into unsafe territory. ​   Housekeeping, building integrity, and fall hazards The regulations reinforce a basic but often neglected truth: a safe workplace starts with housekeeping. Employers must keep indoor workplaces clean and orderly, maintain floors, walkways, stairs, and passages in good repair, skid‑free and unobstructed, and ensure roofs and walls are sound and lea k‑free.​ All openings, hatchways, stairways, and open sides where a person could fall must be boarded, fenced, or otherwise guarded, with temporary removal allowed only when necessary for access or moving materials, and then under controlled conditions. Where overhead work could result in falling objects, the employer must install catch platforms or nets or clearly fence off danger areas, which has immediate implications for contractors, maintenance teams, and multi‑storey plants. ​   Flooding, fire, and escaping the building Where there is a substantial risk of flooding, employers must have systems to receive immediate warning of imminent flooding and must warn people in writing before erecting constructions that could cause water to accumulate or converge. For sites near dams, rivers, or stormwater channels, this calls for documented flood‑risk assessments, integration with local early‑warning systems, and clear internal communication protocols. ​ Fire precautions and means of egress are also tightened: escape doors should, as far as practicable, open outwards, stay clear and be easy to open from inside; stairways need substantial handrails; fire‑escape stairs must be non‑combustible, unobstructed and must not discharge into enclosed dead‑ends. Workplaces must have at least two escape routes where appropriate, and all escape routes must be suitably wide and graded, forcing employers to re‑look at locked doors, grilles, internal security barriers, and mezzanine structures that compromise evacuation. ​   Fire‑fighting equipment and emergency planning Employers must provide an adequate supply of suitable fire‑fighting equipment at strategic points, taking into account the size, construction, and location of the workplace and the nature and quantity of flammable materials present. Equipment must be maintained in good working order, which practically means an inventory, inspection schedule, service records, and clear signage so employees can find and use extinguishers quickly. ​ This regulatory emphasis dovetails with broader emergency preparedness: evacuation drills, updated fire plans, clear assembly points, and role allocation (fire marshals, floor wardens) become demonstrable compliance tools rather than “nice‑to‑have” policy statements. For multi‑tenant buildings, employers must ensure their plans align with the landlord’s systems and that responsibilities are clearly allocated in lease or service agreements. ​   Risk assessments as a living system General Safety Regulation 2 requires every employer and user of machinery to evaluate risks arising from their activities and to take necessary steps to make conditions safe for any person at or affected by the workplace. This pushes risk assessment beyond a once‑off document toward an ongoing, auditable process that feeds into training, safe‑work procedures, permits‑to‑work, and contractor management. ​ In practical terms, employers should maintain a current OHS risk register, record control measures, assign responsible persons, and review risks when processes, equipment, or staffing change. Machinery users must integrate manufacturer guidance, lock‑out procedures, and guarding standards into this system and must be able to show inspectors that risk assessments are communicated and embedded, not just filed. ​   First aiders, shifts, and certificate management Under General Safety Regulation 3, any workplace with more than ten employees must have at least one certified first‑aider readily available for every 50 employees, or for every 100 employees in shops and offices . First‑aiders must hold valid competency certificates issued by specified organisations or providers approved by the Chief Inspector, so employers need to verify provider status and keep copies of certificates on file. ​ Coverage must be planned per site, per shift, and with leave and remote work patterns in mind, not just per headcount on the organogram. HR and OHS teams should maintain a first‑aider register, track certificate expiry dates, organise refresher training, and ensure clear signage in workplaces showing where first‑aid boxes are located and who the responsible first‑aiders are. ​   Criminal exposure and the case for proactive audits The amended Environmental Regulations (including housekeeping, flooding, and fire precautions) and key General Safety Regulations (including risk assessment and first aid) now carry explicit criminal penalties for contraventions. Breaches can lead to fines, imprisonment of up to six months, and additional daily fines or imprisonment for continuing offences, capped at a further ninety days of imprisonment. ​   This enforcement framework raises the stakes for boards, executives, and line managers who can no longer treat OHS compliance as a delegated technical matter. A pragmatic response is to launch structured OHS audits focusing on space standards, housekeeping, structural integrity, escape routes, fire equipment, risk assessments, and first‑aid coverage, with action plans, deadlines, and accountability built into performance management and health and safety committee agendas. The Annual Employment Conference #AEC2026 brings together South Africa’s leading labour, HR, and employment-relations experts for a deep dive into the most urgent challenges facing employers in a changing world of work. 2026's conference promises to unpack the economic, technological, and legislative forces reshaping the workplace, offering practical insights on navigating organisational change, managing workforce risks, strengthening compliance, and preparing for the next wave of policy reform. Delegates will gain forward-looking guidance from top practitioners, case-based analysis of emerging employment trends, and strategic tools to build resilient, future-ready workplaces. Register now: https://www.globalbusiness.co.za/gbs-event-details/annual-employment-conference-2026 View our upcoming events: Upcoming Events  and Qualifications ,   like AI Compass Capacitation Programme 2026,  From Parental Leave to AI: Your 2026 HR Playbook, Annual Employment Conference 2026, Advanced Occupational Certificate: HRM Officer (NQF 6), 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. "Global Business Solutions (GBS)—Your Partner in Strategic HR Compliance"

Why an advanced HR qualification matters now In the modern workplace, HR roles are evolving from administrative and transactional functions to strategic partners in business growth, culture, and transformation. Organisations expect HR professionals to deliver talent strategy, digital fluency, employment-relations insight, and measurable impact—not simply process compliance. The NQF Level 6 Advanced Occupational Certificate in HRM prepares HR practitioners to make that leap. The growing expectation: HR as strategic enabler Rather than just administering policies, today’s HR officers are expected to help shape organisational architecture, workforce planning, L&D initiatives, and employee relations frameworks. The qualification for HRM Officer (NQF 6, SAQA ID 121151) is designed precisely to build those competencies: it combines knowledge modules (organisational architecture, learning & development, and employment relations) with practical skill development and workplace application. ( SAQA+2institutebm.org.za+2 ) Key components of the NQF 6 qualification Completing the HRM Officer qualification involves three linked components: Knowledge modules : Anchored in strategic HRM, such as talent management and organisational design. ( SAQA+1 ) Practical skill modules : Operationalising frameworks, managing workforce plans, and facilitating talent-oriented processes. ( SAQA+1 ) Workplace/experience modules : Embedding learning in a workplace context, reinforcing real-world application and credibility. ( institutebm.org.za ) Together, these components ensure that the learner can not only understand modern HR theory but also put it into practice in a way that boosts the department’s effectiveness and organisational value. Transforming your role (and your organisation) For HR professionals or HR teams looking to move beyond the transactional and become true strategic contributors, the NQF 6 qualification delivers improved credibility, stronger alignment with business goals, and greater ability to partner with senior leadership. It also sends a message to the organisation that the function is serious about professionalisation and leadership. A practical next step If you are interested in building your HR career and equipping yourself (or your team) with future-ready capabilities, the Advanced Occupational Certificate: HRM Officer (NQF 6) is open for registration. For more details, you can view the programme here: link to event page The Annual Employment Conference #AEC2026 brings together South Africa’s leading labour, HR, and employment-relations experts for a deep dive into the most urgent challenges facing employers in a changing world of work. 2026's conference promises to unpack the economic, technological, and legislative forces reshaping the workplace, offering practical insights on navigating organisational change, managing workforce risks, strengthening compliance, and preparing for the next wave of policy reform. Delegates will gain forward-looking guidance from top practitioners, case-based analysis of emerging employment trends, and strategic tools to build resilient, future-ready workplaces. Register now: https://www.globalbusiness.co.za/gbs-event-details/annual-employment-conference-2026 View our upcoming events: Upcoming Events  and Qualifications ,   like AI Compass Capacitation Programme 2026,   From Parental Leave to AI: Your 2026 HR Playbook , Annual Employment Conference 2026, Advanced Occupational Certificate: HRM Officer (NQF 6), 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. "Global Business Solutions (GBS)—Your Partner in Strategic HR Compliance"

In the matter of Sanlam Life Insurance Limited v Mogomatsi and Others (CA12/2022) [2023] ZALAC 15; [2023] 11 BLLR 1166 (LAC); (2023) 44 ILJ 2516 (LAC) (17 August 2023), the Labour Appeal Court (LAC) overturned a Labour Court (LC) ruling that found a former Sanlam ethical hacker had been constructively dismissed. Instead, the Court restored the original CCMA finding that the employee had resigned of his own accord and had not been forced out by intolerable working conditions. The employee joined the employer in June 2017 as a Senior Penetration Tester, responsible for probing the company’s information systems for security weaknesses. His working relationship with the company became strained from late 2018 onwards, following an incident where he applied late for December leave but went on holiday anyway. Although a disciplinary hearing was convened, the charges were later dropped after management accepted there could have been a misunderstanding. From early 2019, tensions continued around issues such as timekeeping, an expired professional certificate, disagreements with team members, missed deadlines, and his exclusion from certain training opportunities and conferences. A significant incident in April 2019 resulted in a final written warning for unprofessional conduct relating to a Santam project. Everything came to a head in May 2019 during a major cyber breach at an affiliate of the employer in Kenya. The rest of the team worked intensively for several days, but the employee did not log in at the agreed time and later accused his colleagues of lying about solving the problem first. His manager instructed him to apologise or face further disciplinary action, warning that resignation was also an option. Instead, the employee went off sick for two days and then resigned on 30 May 2019. He referred a constructive dismissal dispute to the CCMA, claiming that his employer had made his working life intolerable. The CCMA Commissioner rejected the constructive dismissal claim, ruling that the employee had resigned voluntarily. The Commissioner found that although management had acted firmly at times, their conduct did not make continued employment objectively intolerable. The employee then took the matter on review to the LC. For the first time, he relied heavily on arguments about his mental health, alleging stress and depression had played a major role. The LC accepted this broader reasoning, finding that the employer should have handled him more sensitively, and ruled that he had, in fact, been constructively dismissed. It awarded him four months’ compensation. Upon appeal, the LAC was critical of the LC for relying on evidence not presented at the arbitration, particularly relating to mental health. It found: • The employee did not raise mental ill-health during the CCMA proceedings. • Sanlam had no evidence that he was mentally unwell at the time. • The Labour Court conflated incapacity due to illness with constructive dismissal. • The employee failed to prove that the employer made continued employment intolerable. The Appeal Court reinstated the CCMA’s award and dismissed the constructive dismissal claim. No cost order was made. The Annual Employment Conference #AEC2026 brings together South Africa’s leading labour, HR, and employment-relations experts for a deep dive into the most urgent challenges facing employers in a changing world of work. 2026's conference promises to unpack the economic, technological, and legislative forces reshaping the workplace, offering practical insights on navigating organisational change, managing workforce risks, strengthening compliance, and preparing for the next wave of policy reform. Delegates will gain forward-looking guidance from top practitioners, case-based analysis of emerging employment trends, and strategic tools to build resilient, future-ready workplaces. Register now: https://www.globalbusiness.co.za/gbs-event-details/annual-employment-conference-2026 View our upcoming events: Upcoming Events  and Qualifications ,   like AI Compass Capacitation Programme 2026,  From Parental Leave to AI: Your 2026 HR Playbook, Annual Employment Conference 2026, Advanced Occupational Certificate: HRM Officer (NQF 6), 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. "Global Business Solutions (GBS)—Your Partner in Strategic HR Compliance"