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Jan Vermeulen | 13 November 2025 Eskom has denied that it excludes any race or gender in its recruitment process, despite fighting in the Labour Appeal Court to be allowed to reject white male applicants from being shortlisted for an appointment. The state-owned power utility recently won its appeal against a Labour Court decision, which found that Eskom’s practice of not shortlisting white males for an advertised post was unlawful. The matter dates back to 2017, when Eskom advertised a post for a “Senior Manager: Outage Execution at Peaking Power Station”. Alwyn Erasmus, who worked at Eskom for 30 years, applied for the position, along with numerous other employees. On his application form, Erasmus indicated that he is an African. He and other candidates who met the minimum requirements were shortlisted. Numerous staff from Eskom’s Human Resources Department interviewed the candidates, and Erasmus was recommended for the post but not appointed. The Presiding Officer found that Erasmus’ appointment would not have caused a decline in the employment equity. However, white males were overrepresented by 16% in the Group Technology Division (GTD). Eskom saw this as a missed opportunity to improve the employment equity at the GTD. Eskom’s Human Resources division confirmed that Erasmus would not have been shortlisted if he had indicated that he was white instead of African. Erasmus requested details about the decision under the Promotion of Access to Information Act, but Eskom refused. Trade union Solidarity then brought the issue to the Commission for Conciliation, Mediation and Arbitration (CCMA) as an unfair discrimination dispute on Erasmus’s behalf. In August 2018, the CCMA issued a certificate of outcome indicating that the matter remained unresolved. Solidarity then approached the Labour Court. In 2024, Judge Hilary Rabkin-Naicker ruled that Eskom’s approach was an unfair form of discrimination that violated the Employment Equity Act. Rabkin-Naicker held that rejecting applicants from non-designated groups at the shortlisting stage created an absolute barrier to prospective employment and advancement, contravening the Act. The Labour Appeal Court overturned this ruling, reasoning that Eskom’s policy of pipelining and giving preference to African males and females was rational. Pipelining involves promoting designated groups, in this case, women and black men, from middle management to reach the desired race and gender balance at the top. “This was a rational way to target a particular class of persons who have been susceptible to unfair discrimination at that level,” the panel of three judges ruled.  “It was conceived to protect and advance them, and it promotes equality.” Eskom disputes media reports Eskom was critical of media reports stating that its Labour Appeal Court victory allowed it to exclude white males from senior management positions. To better understand its position, MyBroadband contacted the power utility with five questions, asking it to answer each one separately. 1. Does Eskom view excluding a specific race or gender from being shortlisted as discrimination? No answer. 2. If not, can you explain why you don’t view this as discrimination? No answer. 3. Do you anticipate that you will, in future, exclude people based on race or gender from being shortlisted to meet your employment equity targets? No answer. 4. In 2022, Eskom chair Mteto Nyati said that to save the company, empowerment rules should be changed. He specifically mentioned employment equity targets. Does he stand by those remarks? No answer. 5. Can you explain where in the ruling it says that excluding someone at the shortlisting stage based on race or gender is not an absolute barrier? No answer. Eskom provides an official statement Instead of answering MyBroadband’s questions, Eskom provided a statement regarding the court ruling and its Employment Equity statement. “While MyBroadband’s questions follow its own public interpretation of the court order, Eskom’s position remains consistent: we follow the rule of law,” an Eskom spokesperson said. “We do not exclude any race, gender or people living with disabilities, as stated in our response to your recent article.” Eskom stated that its HR strategy is grounded in building a high-performance, ethical organisation, powered by an inclusive culture that values diversity. “Our recruitment processes uphold the principles of fairness, representation, and inclusion, in line with South Africa’s Employment Equity Act and constitutional framework,” it said. “Eskom does not practise or support unfair discrimination of any kind.” The power utility maintained that the Labour Appeal Court confirmed that its employment equity plans and practices are lawful, inclusive, and do not exclude any group. “The Court affirmed that equity and representivity considerations may legitimately be applied during recruitment, provided they are not rigid quotas or absolute barriers,” it said. “Our approach to transformation is one of inclusion and redress, not exclusion.” Eskom said employment equity targets guide long-term transformation, while each appointment remains grounded in fairness, competence, and performance. “Transformation and performance are not competing goals; they are mutually reinforcing,” it said.  “Eskom’s strength lies in attracting and developing diverse talent to build a more representative, capable, and ethical organisation that delivers sustainable energy for South Africa.” Solidarity responds to Labour Appeal Court judgment and Eskom MyBroadband also contacted trade union Solidarity for comment on the case and Eskom’s remarks on Twitter. Anton van der Bijl, the deputy CEO and head of legal services, directly addressed our questions. 1. Do you agree with the Labour Appeal Court’s judgment? Whilst we are obviously disappointed with the judgment, we are obtaining legal advice as to whether there are grounds for a further referral of the matter.  2. In its response to our report about the ruling, Eskom made several statements, including “Eskom does not exclude any race group from employment.” Is that true? I think they are disingenuous. Obviously, Eskom’s workforce consists of many races. But they have a strict race-based policy inherent in all employment decisions made. If that were not true, obviously, there would not have been the necessity for us to financially invest heavily in this Court case to ensure that justice prevails. 3. Eskom said: “The Labour Appeal Court affirmed that Eskom’s employment equity measures are lawful, rational, and do not constitute an absolute barrier to any group.” Is this accurate? If that is Eskom’s deduction from this court case, it’s a bit of a stretch of the imagination. The court declared this specific matter, and the specific non-appointment of Mr Erasmus, as not discriminatory. Nothing more, nothing less. 4. Eskom said: “Eskom believes that transformation is about redress, not exclusion.” Do you agree with this statement? Quite logically, if it were about redress, a designated person would have been appointed. Yet Mr Erasmus was “excluded” without someone being “redressed”. How this can be touted as any sort of win, in any way, is beyond imagination. Yet again, we as taxpayers must foot the bill for work not being done due to someone not being appointed based on the colour of their skin. 5. Will you be challenging the Labour Appeal Court’s judgment? If so, where would a further appeal be heard? See my answer to question 1. ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://mybroadband.co.za/news/energy/618158-eskom-responds-to-questions-about-excluding-white-males-from-senior-management-shortlist.html

Seth Thorne | 12 November 2025 The African National Congress (ANC) has hit back at co-governing partner the Democratic Alliance’s (DA’s) proposal to replace Broad-Based Black Economic Empowerment (BB-BEE). In a statement on 11 November, the ANC called it an attempt by the second largest party “to undermine the gains of our struggle, an attempt aimed at rolling back over 300 years of subjugation of our people.” Yet, the Deputy President said that they are open to a review, with possible ‘tweaks’ to address the shortcomings. The DA is one of the country’s most vocal critics against BEE, which has been in place since the early 2000s, arguing that it has become a conduit for state-sponsored corruption, theft, and fraud, ulitmately failing to reform the economy. The DA’s proposed Economic Inclusion for All Bill aims to do away with BEE legislation and, in its place, institute a new public procurement system. “BEE is nothing but state-sponsored fraud and corruption. It’s making people poorer, and we have evidence of that,” said the DA’s Ivan Meyer.  The bill is an amendment to the Public Procurement Amendment Act of 2024, to repeal race-based preferential procurement provisions and replace them with a needs-based empowerment system that is not race-based.  The new proposed system is based on three components for procurement: value for money, economic inclusion and disqualification criteria for those who are implicated in fraud and corruption.  Meyer added that the policy and the goal of promoting an inclusive economy cannot just be abolished; it needs to be replaced. However, the ANC, the largest party in the country with 159/400 seats in the National Assembly, accused the DA of wanting to “undermine the gains of our struggle.” Calling it “an attempt aimed at rolling back over 300 years of subjugation of our people,” the ANC claimed that the party has “pain when they witness the development and transformation of black people.” “We will not relent until the legacy of colonialism and apartheid is erased in the economy, employment and social dynamic.” “We will not capitulate, but the dignity of our people remains the centre of our daily prosecution of our struggle,” added the ANC. Deputy President Paul Mashatile says there’s no need to scrap existing BEE laws, arguing that a review and amendments can address weaknesses. Responding to the DA’s proposal for non-race-based procurement legislation in Parliament, Mashatile said government reforms under Operation Vulindlela were already aimed at driving growth and job creation. He added that the Department of Trade was reviewing BEE policy to make it more inclusive: “To the extent that there may be weaknesses, let’s correct that… There’s no need to ditch the legislation.” Mashatile said all parties in the Government of National Unity were encouraged to support the review, adding: “You don’t have to throw away the legislation — you review it, amend it, make it better.” The DA welcomed the comments that they would be open to tweaks. DA Deputy Chief Whip Baxolile Nodada said in a subsequent statement that BEE has been “captured by political insiders” and failed to create broad economic opportunity. He reiterated the DA’s call to replace BEE with its proposed Economic Inclusion for All Bill, which introduces a procurement scorecard based on individual means and needs to ensure fair access and value for money. “The DA’s alternative is the only plan before Parliament to truly lift millions out of poverty,” Nodada said. ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://newsday.co.za/south-africa/10372/anc-slams-das-plan-to-scrap-bee-as-rollback-of-300-years-of-struggle/

Vishal Premlall | 10 November 2025 Driving inclusion and changing perceptions in the tyre sector.   As South Africa marks Disability Awareness Month the Tyre, Equipment, Parts Association (TEPA), is proud to highlight how one of its members is putting inclusion into practice - not just through words, but through action. At Super Tyres, inclusion is more than a policy - it’s a purpose. The company currently employs two people living with disabilities and hosts five learners with disabilities as part of its workplace-based learnership programme. These learners represent a diverse range of abilities, including visual impairment, albinism, scoliosis, learning disabilities, and hearing impairments.   The 12-month learnership combines two days a week of classroom learning - completing an NQF Level 2 Business Administration course - with three days of practical experience in a fitment centre. Each learner is supported by a “buddy system”, with a designated Induna (workshop leader) providing mentorship and assistance to ensure a safe, inclusive learning environment.   “We’re not just paying stipends or ticking boxes,” explains Nytanya Loretz, Operations Manager at Super Tyres. “We’re giving learners the platform to showcase their abilities, not their disabilities. Every day, they remind us that talent, commitment and drive know no limits.” Among the standout learners is Sasha Mosehla, who joined Super Tyres through the Siripat Lions Club, today, he works as a tyre fitter, gaining additional skills in wheel alignment and suspension.   For Sasha, the opportunity has been life-changing. “When I put on my uniform, I feel proud,” he says. “People in my community didn’t think someone with a disability could have a proper job.” Now, he’s motivating friends in his community to look for work and believe in their potential. “Sasha’s story,” says Vishal Premlall, TEPA National Director, “captures the essence of what Disability Awareness Month represents: empowerment through opportunity. It also shows what happens when businesses look beyond perceived limitations and focus on capability.”   Another inspiring learner, Skhulile Shabane (27), lives with limited vision in her left eye but refuses to let that define her. Having completed her matric, she is known for her determination, teamwork, and problem-solving skills - qualities that have made her a valued member of the Super Tyres family.   “Teamwork and community are at the heart of who I am,” says Skhulile. “Inclusivity is about acceptance - opening our hearts and minds to differences and embracing everyone equally.” She hopes to one day pursue a career in accounting, continuing to prove that, in her own words, “you don’t have to be great to start, but you have to start to be great.”   Completing the trio of determined learners is Nonceba Portia Mthembu, who works across tyre fitment, housekeeping, and assisting at the sales counter. Known for her strong work ethic and positive attitude, Portia embodies the company’s ethos of “starting from the bottom and working your way up.” She describes Super Tyres as a place where people are given real chances to grow. “It’s supportive and hands-on. We are encouraged to learn, to try, and to take pride in our work. It’s a friendly but hardworking environment that values honesty, teamwork, and loyalty.”   Together, these young South Africans are redefining what inclusion looks like in practice - proving that with the right support and opportunity, people of all abilities can thrive in technical and customer-facing roles alike.   Super Tyres’ commitment extends beyond its disability programme. Since 2022, the company has trained over 150 learners and employees through its various development initiatives, including the national YES for Youth programme and accredited skills training for permanent staff. Learners are selected through social media outreach, staff referrals, and community partnerships, ensuring opportunities reach those who need them most.   “We commend the approach being undertaken. As a proud TEPA member, Super Tyres is setting an example, other businesses can follow,” notes Premlall. The message is clear. “Start small -  but start. Inclusion isn’t just about compliance - it’s about unlocking potential that might otherwise go unseen. These programmes don’t only change learners’ lives; they change your business for the better. You’ll build empathy, unity, and purpose - qualities that make your company stronger.”   Initiatives like these align perfectly with the association’s broader mission to advance skills development and inclusion within the automotive aftermarket. “When we create opportunities for people with disabilities, we don’t just build better teams - we build a better industry,” concludes Premlall. TEPA is a proud association of the Retail Motor Industry Organisation (RMI). ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://www.autoforum.co.za/View-News-Article.aspx?News=driving-inclusion-and-changing-perceptions-in-the-tyre-sector-25-21-10

LnT Desk | 10 November 2025 Canal Walk has opened its doors to U-turn Homeless Ministries, providing a permanent retail space at Shop 177 on the Lower Level to house the charity’s new thrift shop. This partnership marks a significant expansion of the shopping centre’s social responsibility programme and represents a tangible commitment to addressing homelessness in the Western Cape. A partnership with purpose The collaboration builds on an existing relationship where U-turn’s mobile Thrift Bus has operated from Canal Walk’s bus lane at Entrance 3 for several years. The new permanent store allows the charity to expand its reach and impact whilst providing customers with a unique shopping experience that directly supports homeless individuals. U-turn operates a comprehensive four-phase skills development programme designed to help people overcome homelessness. The thrift shop serves as a crucial component of the charity’s work-readiness phase, where formerly homeless individuals – affectionately known as ‘Champions’ – gain employment skills, earn stipends and build confidence before transitioning to the open labour market. “We believe businesses have a responsibility to address social challenges within their communities,” said Vanessa Herbst, Marketing Manager at Canal Walk. “By providing U-turn with rent-free retail space, we’re creating a sustainable platform for skills development and community engagement that benefits everyone.” The impact has been immediate and measurable. During its opening weekend, the store generated over R50,000 in turnover, demonstrating strong community support. U-turn typically receives between 400kg and 700kg of donated clothing monthly, with expectations that the permanent location will significantly increase donations. Transforming lives through retail experience Champions working at the thrift shop receive comprehensive support including weekly therapy sessions from an interdisciplinary team of social workers, occupational therapists, life coaches and counsellors. All revenue generated returns directly to the programme, covering stipends, therapy, accommodation, transport and skills development. The store offers a carefully curated selection of high-quality preloved and new items including clothing, shoes, accessories, household goods and furniture. Each donation is sorted, washed and selected to meet strict quality standards, creating a modern retail environment that challenges traditional perceptions of charity shops. Success stories demonstrate programme impact Alistar Reynolds grew up in Cape Town during the turbulent 1980s and 1990s, excelling as a sportsman and student until his grandfather’s death left him seeking acceptance in dangerous places. Substance abuse led to crime, imprisonment and ultimately homelessness, leaving him broken and convinced he was beyond saving. When Alistar entered a U-turn service centre, staff recognised potential he couldn’t see in himself. The programme helped him rebuild his life, and upon graduation, he chose to give back rather than pursue culinary school. Today, Alistar manages a U-turn thrift shop, trains baristas and mentors countless people in recovery whilst being a present father and loving son. Bianca Rabbaney left her Athlone home early, drawn by peer pressure into a lifestyle of partying that spiralled into drug dependency and homelessness. Surviving on the streets and dependent on others for basic needs, she discovered U-turn through her future husband’s recommendation. Expecting judgment, she instead found love, warmth and acceptance that completely transformed her life. Today, Bianca is happily married and oversees several Cape Town shops while regularly consulting on Johannesburg expansion projects. Known affectionately as Ms B, she serves as an inspiration to Champions under her care and embodies resilience in the face of adversity. U-turn’s ambitious goal extends beyond individual transformation. The organisation plans to create an accessible life-change pathway for every homeless person in South Africa, with new service centres opening in Wynberg and rapid expansion in Gauteng province. Sustainable corporate responsibility model The partnership reflects Canal Walk’s understanding that meaningful corporate social responsibility requires sustained commitment rather than one-off charitable gestures. By providing ongoing support through free retail space, the shopping centre enables U-turn to focus resources on programme delivery rather than overhead costs. How the community can get involved Community members can support the initiative by donating quality preloved items at the store, purchasing Mi-change vouchers to give to people on the street instead of cash, or volunteering with the organisation. The charity accepts clothing, furniture, books, household items and linen, with collection services available. The U-turn Thrift Shop at Canal Walk operates as more than a retail outlet – it represents hope, transformation and the power of community partnership in addressing one of South Africa’s most pressing social challenges. About  U-turn Homeless Ministries  U-turn works to transform the lives of homeless individuals through comprehensive support programmes spanning addiction recovery, skills development, employment training and community reintegration. The organisation operates multiple service centres and retail outlets across South Africa. ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://lifestyleandtech.co.za/company-news/article/2025-11-10/canal-walk-partners-with-u-turn-to-combat-homelessness-at-new-thrift-shop

The Author or Deponent of a Sworn Affidavit must be a duly represented registered Director, Owner, Member or Shareholder of an organisation. This individual also needs to understand the contents of what they are declaring and ensure that there is no misrepresentation in any form. Where an organisation has foreign shareholders, the same principle applies.   A Sworn Affidavit is Invalid if anyone other than the above acts as a Deponent.   Certificate Collection Services  are available to assist Members in understanding the Sworn Affidavit requirements.

SANAS accredited B-BBEE Rating Agencies evaluate compliance based on verifiable evidence, not declarations or statements. Each claim must be backed by traceable data for certain elements, such as payroll records, training invoices, or latest supplier B-BBEE Statuses valid for the Financial Year End being verified.   Common B-BBEE Verification challenges include mismatched initiatives for different Financial Years, missing supporting documentation, and incorrect classification of information.   Automating calculations & evidence management  using centralised data repositories and document tracking reduces audit findings and rework.   Membership Services  are available to assist Members in understanding the B-BBEE Management and Verification process.

VAT is a Total Measured Procurement Spend (TMPS) exclusion as per  Clause 6.1 of Statement 400 of the Amended Generic Codes of Good Practice :   “6.1 Taxation: any amount payable to any person representing a lawful tax or levy imposed by an organ of state authorised to impose such a tax or levy, including rates imposed by a municipality or other local government."   Therefore, to confirm that VAT is an exclusion from an organisation’s TMPS, it must be recorded as such in its Audited Financial Statements or Financial Statements.   Enterprise & Supplier Development Services  are available to assist Members in understanding the Preferential Procurement element.

The Construction B-BBEE Sector Codes of Good Practice differs from others as it does not incorporate Enterprise Development as an element. Therefore, what happens if an organisation is measured on the Amended General B-BBEE Codes of Good Practice, but its Enterprise Development Beneficiary is subject to the Construction B-BBEE Sector Codes of Good Practice?   There is no cross-implementation in Amended General B-BBEE Codes of Good Practice and Sector B-BBEE Codes of Good Practice; an organisation is measured on either/or. In this case, such an Enterprise Development Beneficiary will be subject to the definition laid out in the Amended General B-BBEE Codes of Good Practice if the Measured Entity is measured under this scorecard. Important to note is that where a matter is silent in any Sector B-BBEE Codes of Good Practice, it reverts to the Amended General B-BBEE Codes of Good Practice and not vice versa.   Enterprise & Supplier Development Services  are available to assist Members in hosting beneficiaries outside the ambit of the Sector B-BBEE Codes of Good Practice they are measured on.

Bizcommunity | 3 November 2025 King V, the latest version of the King Codes on Corporate Governance, was released on 31 October 2025. Replacing the King IV in its entirety, the King V will take effect for financial years starting on or after 1 January 2026, although earlier adoption is recommended. The review comes three decades after the first King Report was introduced (in 1994) to promote corporate accountability and ethical leadership in the new democratic South Africa. Named after Prof Mervyn King, the principle-based, voluntary framework has become a global benchmark for governance. It has undergone several revisions to remain fit for purpose: King II (2002), King III (2009), King IV (2016), and now King V (2025). The Institute of Directors in South Africa (IoDSA) owns the copyright of all King Reports. Why now? In the country’s turbulent, rapidly evolving business environment, committing to good corporate governance has become essential. “South African organisations needed an up-to-date, robust benchmark for ethical and effective leadership that equips them to respond swiftly to emerging risks, opportunities and stakeholder expectations, while maintaining strategic coherence and adherence to ethical standards,” says Ansie Ramalho, Chair of the King Committee on Corporate Governance. A changed local and global landscape in the nine years since the launch of King IV put a spotlight on the need for a Code to guide organisations in tackling governance challenges related to anything from the climate crisis, geopolitical conflicts and artificial intelligence, to remuneration governance and regulatory changes. Ramalho says, “Our revision had three overarching goals: i) to align the Code with evolving regulatory and governance developments; ii) to simplify and clarify its structure and content; and iii) to standardise disclosure in support of accessibility, transparency and consistency.” The final King V Report was released months after the King Committee, which consists of industry body representatives and independent experts, rigorously assessed the extensive public commentary received on the King V draft. What’s new? King V builds on the foundations of King IV, which simplifies the transition. The revised Code uses plain language and has minimised jargon wherever possible to make the technical content more user-friendly. In line with this, the principles that outline the desired governance objectives have also been simplified and consolidated (from 17 in King IV to 13 in King V). “Additional refinements include clearer considerations for determining the independence of governing body members and strengthened requirements for independent representation of members on risk and social and ethics committees,” says Ramalho. The King V Report has been deconstructed into four standalone documents for ease of reference: King V Code, King V Glossary, King V Foundational Concepts, and King V Disclosure Framework. “Each element is now directly accessible via a single webpage, eliminating the need to navigate through a lengthy consolidated document,” says Parmi Natesan, CEO of IoDSA. “The Disclosure Framework – which is now a requirement for any organisation that wishes to claim application of King V – is a gamechanger, as it standardises the form and content for corporate governance reporting and will improve transparency, consistency and comparability.” King V is also supported with guidance papers to assist with application and implementation. Together, the documents form a cohesive framework to shape corporate governance in South Africa. “We are very proud of this milestone, which is set to make a positive impact on how good governance, as espoused by King V, will be applied,” says Natesan. King V is available on the IoDSA website: https://www.iodsa.co.za/king-v ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://www.bizcommunity.com/article/new-king-v-code-takes-the-throne-what-to-expect-848663a

Darren Parker | 3 November 2025 Coal miner Exxaro Resources has announced the successful completion of the sale of its entire shareholding in Exxaro FerroAlloys to a consortium made up of FerroAlloys employees, FerroAlloys management and EverSeed Energy – through its wholly owned subsidiary EverSeed Metal Powders – for R250-million. “This divestiture marks another strategic milestone in Exxaro’s journey as we accelerate the delivery of our strategy, focusing on our strong coal base, growing energy solutions business and acquisitive growth ambitions in energy transition metals. “Our FerroAlloys management will continue to drive the . . . performance of the business, ensuring stability and stakeholder alignment. We are confident that EverSeed, alongside the management team and employees, will continue to build a . . . business that contributes meaningfully to South Africa’s industrial base and export potential,” Exxaro CEO Ben Magara said on November 3. EverSeed is a 100% black-owned investor and operator in the resources and energy sectors with a record for developing projects across Southern Africa, Europe and North America. FerroAlloys is a South Africa-based producer of ferrosilicon, serving an established domestic customer base and holding an active export licence. With international markets identified as the next growth frontier, the transaction positions FerroAlloys to expand its footprint into global supply chains. The transaction, which was finalised on October 31, was funded through a combination of buyers’ equity, commercial debt and vendor finance. The post-transaction ownership structure of FerroAlloys will see EverSeed owning 60%, FerroAlloys management owning 30% and the FerroAlloys employee share ownership plan holding the remaining 10%. This structure promotes broad-based black economic empowerment (BBBEE) and inclusive participation, which is aligned with Exxaro’s transformation agenda as outlined in the company’s Sustainable Growth and Impact Strategy. “The acquisition of FerroAlloys is squarely aligned with EverSeed’s long-term strategy to build and operate essential industrial businesses. The structure aligns interests across management and employees. With management and employees invested alongside us, we will deliver continuity for customers . . . and safe, disciplined and sustainable growth into the future,” EverSeed CEO Kerwin Rana said. With effect from the closing date, all contracts, obligations and commitments of FerroAlloys will remain in force in the interests of business continuity. Employees of FerroAlloys will remain employed by the entity, with all terms and conditions of employment transferring unchanged to the new ownership. “We are pleased to be taking this . . . business into the next phase of its sustainable growth and we are delighted to have on board our majority shareholder, EverSeed, who shares our aspiration for a leading, safe and efficient industrial business.” “With an active export licence in place, we are well positioned to expand our business into international markets, marking the next frontier of our growth journey,” FerroAlloys GM Thindo Nemavhola said.  ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://www.engineeringnews.co.za/article/exxaro-completes-sale-of-its-ferroalloys-business-to-bbbee-consortium-2025-11-03

Nicola Mawson | 31 October 2025 With youth unemployment above 60 percent, IT leaders stress the urgent need for strategic skills development, mentorship programmes and anti-fragile organisational thinking. South African organisations must adopt more strategic approaches to skills development and embrace anti-fragility to navigate an era of rapid technological change and economic uncertainty, industry leaders said during a session at the recent IT Indaba. With youth unemployment exceeding 60 percent in South Africa, the urgency for action has never been greater, yet many businesses still lack the strategic frameworks needed to address the crisis. Ebrahim Rahman, head of IT at Epson, noted that mentorship and skills development in business is vital. “Mentorship programmes are extremely important and should be formalised within business,” Ebrahim said. He noted that many programmes exist in pockets without a strategic approach and don’t link skills development to performance metrics or bonuses. There is also a gap in accountability, said Ebrahim. He asked: “How many of you have got a KPI that talks to skills development as an IT leader?” With youth unemployment exceeding 60 percent in South Africa, Ebrahim stressed the need for targeted action. Aligning graduate roles “We should actually have the most aggressive plan to address this, but we don’t have it at that strategic layer as yet,” Ebrahim said. At Epson, a practical approach has been to reinvest savings into hiring graduates, aligning their roles with long-term roadmaps. The focus, Ebrahim argued, should be on people rather than technology. “With youth unemployment being so high, we need to have plans, and we need to find ways to solve this problem.” Warren Hero, product lead for Sars architecture design, emphasised the importance of diversity and inclusion. “Diversity is being asked to the dance. Inclusion is having the opportunity to dance. So, making sure that somebody gets onto the dance floor and that they actually dance,” he said. Head of operations and partnerships at non-profit Digital Skills Africa, Jezeiyn Naidoo, said that there are gaps in digital literacy. He noted that not everyone has a fundamental baseline of education in digital skills, while stressing that AI isn't just for technical teams but also for operational staff. Digital Skills Africa, present in Nigeria, Kenya, Ghana and South Africa, provides access to industry certifications at no cost to marginalised communities while also facilitating mentorship opportunities. Organisations can prepare for future skills needs by integrating emerging roles into teams, educating leadership, and creating a curriculum that provides “a fundamental understanding” of AI for the workforce, said Jezeiyn. A role of the future Jezeiyn added that an emerging role in the US, which is entering Africa, is that of a go-to-market engineer. This role is one in which the employee makes sure data, tools and workflows all work together to drive growth. Their work gives sales, marketing and product teams a shared foundation from which to execute.  Jezeiyn said the role illustrates that “skills are not siloed”, with individuals needing knowledge across AI, cloud and cybersecurity to support organisational growth. Another topic that Warren brought up was the idea that organisations need to be anti-fragile, a concept introduced by Nassim Taleb in his book, Antifragile: Things that Gain from Disorder . “It is not enough for organisations to be robust, what we’re looking for is for organisations to be anti-fragile.” Unlike fragile items, like a porcelain cup that breaks when dropped, or even robust tools that eventually wear out, anti-fragile systems thrive under disorder, said Warren. “The idea of anti-fragility is this understanding that what we want is for organisations to gain from randomness, to gain from disruption.” Drawing on management thinking, Warren highlighted that “the problem in times of disruption isn’t the disruption, it’s the fact that we think with tomorrow’s or yesterday’s logic”. Organisations can leverage capabilities connecting their business and operating models, particularly in digital contexts, to generate what Warren termed “digital dividends”, which allow companies to move from “linear performance to exponential performance”. By linking capabilities to the business model, organisations can unlock digital dividends to thrive in an unpredictable environment, Warren said. “A loyal customer is the result of an engaged employee. Purpose, play and potential are the things that we have to bring to bear.” ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://cio-sa.co.za/articles/skills-development-anti-fragility-key-to-thriving-amid-disruption/

Darren Parker | 29 October 2025 The National Empowerment Fund (NEF), an agency of the Department of Trade, Industry and Competition (dtic), has announced a combined funding commitment of R51-million to advance transformation in South Africa’s legal and professional services sectors. The announcement was made by NEF CEO Mziwabantu Dayimani at the Legal Sector Codes Summit, in Sandton, on October 23. The summit was conceptualised by the NEF and convened in partnership with the Legal Sector Charter Council to unpack the implications of the Legal Sector Codes (LSC), gazetted by Trade, Industry and Competition Minister Parks Tau in September 2024 in terms of Section 9(1) of the Broad-Based Black Economic Empowerment Act and to punt the transformation agenda. Alleging ongoing exclusion of black professionals in the legal profession, Dayimani announced an initial R1-million contribution to the Legal Sector Transformation Fund (LSTF), which is provided for in the LSC. The LSTF will be used for skills and enterprise development initiatives for black legal practitioners in specialised areas of legal practice, helping them compete for valuable contracts from both the private sector and government. Dayimani said the pledge reflected the NEF’s belief that transformation required investment in addition to policy directives. “Transformation of the legal profession cannot be achieved through regulation alone. It requires resources, partnerships and intentionality. This R1-million allocation is a catalytic gesture, a call to action for others to join in expanding this fund so that transformation in the legal sector moves from principle to practice,” he said. He added that the NEF would work with partners to mobilise additional resources from organisations responsible for the skills development mandate, ensuring that the LSTF grew into a national vehicle for inclusion. “We are treating this as an initial allocation. The need is far greater, and transformation must be financed with the same urgency as it is legislated,” Dayimani said. Alongside the skills development initiative, the NEF also launched the R50-million Professional Services Fund (PSF) to provide working capital and growth finance to black-owned law firms and other professional service providers. Dayimani said capital remained the greatest barrier to growth for black firms. “Law firms and other professional firms often struggle with cashflow and access to working capital. This prevents them from increasing their job creation potential and their capacity to absorb young entrants into the profession,” he said. The PSF will provide funding from R250 000 to R5-million a firm, with financial instruments such as term loans, bridging finance, and revolving credit facilities; investment decisions based on the strength of mandate letters or contracts; back-office support for financial statements at no cost; and mentorship, turnaround services, and market linkages to help firms scale and thrive. The LSC introduce specific and time-bound transformation targets over a period of five years, which would effectively force: 50% black ownership and 25% black women ownership within five years; 50% management control representation for black practitioners; 3.5% skills development spend on training black candidates, particularly women, youth, people with disabilities, and those from rural areas; 60% target for briefing of black advocates of which 30% for black women advocates; and 80% target for procurement of legal services from black firms and advocates for the public sector. Several large law firms, such as Bowmans, Webber Wentzel and Werksmans, are currently involved in litigation to have the LSC set aside. Concerns cited include that it does not recognise how large law firms operate in practice; that it sets unrealistic ownership targets; that it disregards the transformation initiatives undertaken by large law firms; that it excludes non-lawyers when evaluating the management composition of large firms; that it focuses too narrowly on what firms spend on briefing black advocates while ignoring what is spent on other black-owned service providers; and that it fails to take into account the role that large law firms play in attracting foreign direct investment. Critics have also contended that the LSC applies to less than 5% of law firms, thereby excluding the majority of firms from its transformational requirements. This, it is argued, undermines the core purpose of the LSC. ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://www.engineeringnews.co.za/article/nef-commits-r51m-to-drive-transformation-in-the-legal-sector-2025-10-29