As per Schedule 1 of the Amended General B-BBEE Codes of Good Practice , 51% Black Owned and 51% Black Women Owned is defined as follows:   “51% Black Owned means an Entity in which:   (a)      Black people hold at least 51% of the exercisable voting rights as determined under Code series 100; (b)     black people hold at least 51% of the economic interest as determined under Code series 100; and (c)      has earned all the points for Net Value under statement 100;”   “51% Black Women Owned means an Entity in which:   (a)      Black women hold at least 51% of the exercisable voting rights as determined under Code series 100. (b)     Black women hold at least 51% of the economic interest as determined under Code series 100; and (c)      has earned all the points for Net Value under statement 100;”   Technical Compliance Services  are available to assist Members in understanding definitions under Schedule 1 of the Amended General B-BBEE Codes of Good Practice.

Bongo Ntshangase | 5 August 2025 The provincial government is rewriting the future, with women at the centre of progress. In a world where gender equality still lags in both the public and private sectors, the Gauteng provincial government is making deliberate strides to change this narrative. Its multipronged approach, spanning economic inclusion, education, health and procurement, signals an understanding that empowerment cannot be siloed. It must be systemic, consistent and measurable. One of the most notable shifts is around economic participation. More than 41,000 women in Gauteng accessed work opportunities through the Expanded Public Works Programme and 18,261 were employed through public employment programmes. These numbers are not abstract; they represent women who are now earning, contributing, and in some cases, leading. Significantly, 6,515 women on child support grants were linked to economic opportunities, signalling an important shift from welfare dependence to economic agency. Furthermore, 224 emerging black women-owned firms were empowered through contracting and subcontracting and 60 women-owned companies were registered in public procurement systems. These measures are crucial in tackling the systemic barriers women face in entering and thriving in the business sector. However, these numbers also expose critical gaps. Only 8.83% of the provincial government’s total procurement spend went to women-owned businesses, well below the 40% target. Even more concerning is the drop from 12% in the previous year. This is not just a statistical shortfall; it represents missed opportunities to reshape Gauteng’s economy in a way that is inclusive and just. If public procurement is one of the levers of transformation, then failing to meet these targets stifles progress at its root. The glaring shortfall in procurement spending must be addressed with urgency, transparency and accountability. A drop of R1.76bn in spending on women-owned businesses is not just a number; it’s a regression in the fight for gender equity in enterprise. While the provincial government continues to create enabling conditions, women in business must seize the opportunities presented by registering on supplier databases and strengthening their business capabilities to deliver the required products and services. This should not only be viewed as a way of helping the government meet its targets – it is also about unlocking the full economic potential of women for their advancement, their families and for the development of the Gauteng economy. Gauteng’s commitment to educating and upskilling women is also bearing fruit. A staggering 40,679 women participated in skills development programmes, with an additional 1,200 trained specifically on how to access the 40% public procurement allocation for women. In the 2024 National Senior Certificate exams, female candidates outperformed their male counterparts in all quintiles, an encouraging indicator of growing gender parity in academic achievement. Of the 73,997 female learners who wrote the exams, more than 39,000 achieved a bachelor’s pass. But more impressive still is the surge in girls succeeding in STEM (science, technology, engineering and maths) subjects: 18.05% scored above 60% in mathematics and 13.23% did so in physical science. These results debunk long-held myths about girls and science and they hint at a future where Gauteng’s women not only participate in the fourth Industrial Revolution but also lead it. Women’s empowerment also means control over their health and reproductive lives. Gauteng is pushing forward with targeted reproductive health interventions from increased access to intrauterine contraceptive devices (21,090 administered) to a maternal mortality rate in health facilities of just 10.3 per 100,000 live births, well below the national average. The mother-to-child HIV transmission rate now sits at 0.2%, a stunning victory in the fight against vertical transmission. A notable shift has also occurred in tackling teenage pregnancies. Deliveries among girls aged 10 to 14 decreased by 30%, and those among 15 to 19-year-olds dropped by more than 3,000 in just one year. These gains are due to real interventions like youth-friendly zones in clinics and robust reproductive health education, not just rhetoric.            While these achievements are commendable, to claim victory would be premature. We must also ask: Are these programmes sustainable? Are they monitored for long-term effects? Are women being moved into leadership, ownership and policy-making roles, or are they being locked into low-wage and short-term opportunities? The answer lies in what the province does next. Gauteng has laid the groundwork. Now it must deepen the roots of transformation. The task before the Gauteng provincial government is clear: move from progress to parity, which means doing more than counting women in programmes; it means making women count in every sphere of society. The Gauteng government remains committed to ensuring that August is not only about the celebration of women, but rather a commitment to rewriting the future with women at the centre of progress and building a better future for all. Ntshangase is a communicator in the office of the Gauteng premier ‘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.sowetanlive.co.za/opinion/2025-08-05-opinion-gauteng-must-move-from-progress-to-parity-on-gender-equality/

Lerato Mpembe | 4 August 2025 The Organisation Undoing Tax Abuse (Outa) has raised alarm over what it calls widespread mismanagement and corruption in South Africa’s Sector Education and Training Authorities (SETAs), claiming that billions in public funds meant for youth skills development are being wasted while unemployed young people remain neglected. In a detailed report released as a formal appeal to newly appointed Minister of Higher Education and Training, Buti Manamela, Outa pointed to “serious governance failures” within the SETA structure, with the Construction Education and Training Authority (CETA) identified as a key concern. The watchdog warned that unless immediate action is taken to clean up the R21 billion-a-year sector, the credibility of the country’s entire skills development framework may collapse. “The SETA model is failing. These institutions are bleeding public funds while the youth they should serve are left stranded,” said Outa CEO Wayne Duvenage.“We’re dealing with recycled leadership, dodgy tenders, and investigations that are hidden or ignored. That’s not oversight; that’s a cover-up.” Billions Mismanaged While Centres Decay The SETAs are funded through the Skills Development Levy, a compulsory payroll tax meant to drive training and upskilling across multiple industries. But Outa’s findings suggest that instead of empowering young South Africans with real skills, many SETAs are engaged in questionable procurement practices, wasteful expenditure, and retaliation against whistleblowers. Among the key examples cited is the Services SETA, where Outa questioned how over R1 billion was spent on skills development centres—many of which have reportedly been vandalised, stand incomplete, or are non-operational. Photographic evidence and site inspections revealed dilapidated buildings in several provinces, raising concerns about infrastructure planning, delivery, and oversight. In the case of INSETA (Insurance Sector Education and Training Authority), Outa criticised an R18 million contract awarded to clean up historical learner records. The contract was flagged because of alleged links between the awarded company and former board members, suggesting possible conflicts of interest. CETA at the Centre of Forensic Reports and Retaliation Outa’s strongest focus was on CETA, where two forensic reports uncovered damning evidence:• A 2019 report by Gobodo Forensic and Investigative Accounting, commissioned by the Department of Higher Education and Training (DHET), highlighted irregular tender procedures and victimisation of staff who raised concerns.• A second report by Duja Consulting, commissioned in 2020 for R18.9 million, found procurement irregularities in all 24 contracts it assessed. The report recommended disciplinary steps against officials and raised serious red flags—but the findings were never made public. Despite being handed to then-Minister Blade Nzimande in 2021, the Duja report remains buried. Outa reviewed two legal opinions related to this report and criticised the lack of transparency, calling it an “insult to accountability.” “When R18.9 million is spent on a forensic investigation and the report ends up buried, that’s not negligence, it’s contempt for the public,” said Rudie Heyneke, Outa’s Senior Project Manager. Outa also revealed that one whistleblower who initially exposed procurement issues within CETA was cleared and reinstated—only to face renewed disciplinary action, which the organisation believes is retaliatory. Outa Requests Urgent Action and Oversight Outa has written to Minister Buti Manamela requesting a formal meeting and immediate intervention. The Department of Higher Education and Training, through its spokesperson Mandla Tshabalala, confirmed receipt of the request, saying: “It has only been a few days since the appointment of Minister Buti Manamela, so we do not have all the information at the moment. We are still to gather reports from the SETAs.” Outa intends to table its full dossier—including the Duja draft report, audit summaries, and internal correspondence—to Parliament’s Portfolio Committee on Higher Education and Training, calling for a comprehensive investigation and urgent reform. A System in Crisis: Call for Reform The SETA system, once envisioned as a bridge between education and employment, is under increasing scrutiny. Beyond CETA, Outa also found irregularities at the MICT SETA (Media, Information and Communication Technologies), including over-priced tenders, abandoned training centres, and service providers allegedly linked to board members or executives. “We’re calling for a frank conversation with Minister Manamela,” said Duvenage.“It’s time for a reset. The sector desperately needs transparent leadership, independent boards, and the political will to act on evidence that’s already been paid for.” Outa Raised: • R21 billion in SETA funds being distributed yearly without proper oversight.• Forensic reports ignored or kept confidential despite damning findings.• Whistleblower victimisation continuing despite legal protections.• Abandoned or non-functional training centres, despite high budgets.• Tender processes lacking transparency, with alleged political or personal ties. ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://centralnews.co.za/outa-r21-billion-in-skills-funding-misused-while-youth-are-left-stranded/

Jan Vermeulen | 4 August 2025 Dimension Data co-founders and former executives Jeremy Ord, Grant Bodley, Saki Missaikos, Steven Nathan, and Doc Watson say the allegations against them of fraud and BEE fronting are false and defamatory. “These allegations form part of a sustained and sinister campaign launched by Nippon Telegraph and Telephone Corporation (NTT), the Japanese parent company that acquired Dimension Data in 2010,” the executives said. According to the executives, the campaign against them is to conceal a BEE fronting scheme NTT conceived and implemented in order to exit South Africa. The executives said it also deflects attention from NTT’s responsibility for the poor performance of its African business. “NTT’s also aims to excuse this conduct by promoting a malicious falsehood that this was attributable to our corporate malfeasance. Nothing could be further from the truth,” they said. “We are confident that we will expose the falsity of these allegations in the court cases instituted against us.” However, according to the executives, NTT and its advisors have seen fit to seek to advance their case outside of court. This is to damage their good names and reputations, to drum up support for their prosecution. “We have therefore decided to set the record straight,” they said. Doc Watson and Jeremy Ord co-founded Dimension Data with others in South Africa in the 1980s. They each dedicated more than 35 years of their lives to the business. Saki Missaikos joined in the 1990s after Dimension Data acquired Internet Solutions. In the early 2000s, Grant Bodley joined as an account manager and worked his way through the ranks to become the CEO of the African business. Watson, Bodley, Missaikos, and Ord spent effectively all their working lives at the company. In 2018, Steven Nathan was appointed by the NTT Group as an independent consultant. “Over our hundreds of years of combined service, we have enjoyed an unblemished and sterling track record until NTT launched a coordinated campaign designed to denigrate our good names and reputations,” the executives said. They said this campaign had numerous objectives, including attempting to undo NTT’s BEE transaction that it had conceived and implemented in contemplation of selling the business to the executives. The executives also allege that NTT wanted to claw back amounts they had earned over years of service and attribute its own malfeasance to them. “This is unsurprising as NTT has been implicated in corruption and dishonesty, including the 1990s ‘recruit scandal’, the 2010 bribery probe, and the 2021 government entertaining scandal,” they said. Allegations and procedural ambush According to the executives, NTT instituted legal proceedings against them and denied them access to the documents and emails on the Dimension Data servers, which reveal that the claims against them are baseless. “Rather than launching traditional court proceedings in which we would have been entitled to access to documents and a chance to give evidence and interrogate witnesses, NTT adopted a legal strategy designed specifically to conceal the truth and avoid a fair trial,” they said. “We have been granted leave to appeal against the judgment of the court which decided that the serious allegations of dishonesty could be decided almost entirely on the basis of selected papers NTT chose to disclose.” The executives said that evidence that has subsequently come to light further corroborates their version. “By granting us leave to appeal to the Supreme Court of Appeal, the court recognised that there are sound, rational and reasonable prospects of another court coming to a different conclusion,” they said. “We look forward to the day that NTT’s representatives present themselves to testify, including Messrs Jun Sawada, Tsunehisa Okuno, Aki Hattori, David Sherriffs, Ismail Moola, Barry Curtin, Larry Levin, Hideaki Ozaki and Abhijit Dubey.” According to the executives, it was significant that the two most senior officials of NTT Holdings, Sawada and Okuno, who were central figures in the management buyout (MBO) discussions, did not depose to affidavits. “They evidently elected not to corroborate any allegations made by NTT against us,” they said. “Notably, NTT’s false allegation that the MBO was terminated in 2019 is not corroborated by the people within NTT who would have been best placed to do so, nor in fact by documents they themselves disclosed.” MBO negotiations From January 2019 to April 2021, Ord and Nathan engaged in formal discussions to acquire NTT’s African operations in a management buyout. They said this was at NTT’s instance and request. “NTT decided not to make any reference to the MBO discussions in its founding affidavit in the court proceedings,” the executives said. “When their attempts to mislead the court were laid bare, NTT further misled the court in asserting that those discussions had ended earlier than was factually the case, to bolster their false version presented to the court.” From the start of those negotiations, NTT knew that a management consortium had a potential future interest in the Campus, which was an asset specifically identified as one being sold to the MBO Consortium. “To be very clear, NTT was negotiating the MBO specifically with Steven and Jeremy — on behalf of members of management Jeremy would, in time, identify —  to sell the Campus, amongst the MBO assets, to the MBO Consortium,” they said. “Jeremy personally invited Sonja de Bruyn to be a member of the MBO Consortium and disclosed documents confirm this.” They allege that Identity Partners remains in possession of about R5 million that was misappropriated from the Fund in 2022, when De Bruyn operated a bank account in its name and after she conceded that she had no authority to represent the Fund. “De Bruyn’s statements in the media, including that she was ‘misled and taken advantage of’, are false,” they said. “Her loaded statement that ‘white privileged or powerful men’ abused the BEE structure for our own benefit, is not only false, but also defamatory and designed to distract from De Bruyn’s role in the scheme.” According to the executives, De Bruyn was involved in proposing and then implementing an NTT BEE front despite their best efforts to prevent that outcome. BEE Fronting Accusations “Contrary to the claims against us, it was NTT and its advisors, not us, who developed and implemented a BEE fronting ‘warehousing’ scheme through the use of a vendor-funded private equity vehicle,” the executives said. “The allegations against us are based on a fundamental misunderstanding of the BEE rules that applied in this case.” The executives said that the identity of the transaction’s funders — the limited partners — is entirely irrelevant under those rules, and for good reason. “The rules aim to give black fund managers privileged access to capital from all sources,” they said. “Transformation in this sector could not occur if the investors in the fund vehicles had to be previously disadvantaged.” They said the truth was that NTT put profit before transformation, when around May 2019, they rejected proposals to effect meaningful transformation through the transfer of equity in the business to previously disadvantaged employees and partners. “NTT preferred a scheme that relied predominantly on a sale and rent back proposal Identity had proposed and that had been described by the reputable firms of attorneys employed by NTT, as a ‘warehousing scheme,’” they said.  Vendor loan scheme Ord, Bodley, Missaikos, Nathan, and Watson said that some of them who were involved at the time did their best to ensure that the BEE transaction was legitimate. “We had every interest in doing so as we were buying the business from NTT, and it made commercial sense to have an enduring transaction and legitimate BEE structure in place when we took over,” they said. “NTT, together with Identity Partners, structured a secret vendor loan with terms so restrictive that the BEE Fund and any investor in the fund had no meaningful economic interest in the Campus property, undermining the legitimacy of the empowerment transaction.” They said the fund’s investor was lied to about the terms of the vendor loan, and when it found out about this in September 2022, it filed a complaint with the BEE Commission. “The BEE Commission now says that this matter needs to be investigated which we fully support,” the executives said. “We are confident that the BEE Commission will find that it was NTT that abused empowerment and was the architect of a fronting scheme.” Allegations of misleading regulators and clients One reason NTT postponed the MBO discussions was that, around the time of the Campus transaction, they lowered the “enterprise value” of the South African business, the executives alleged. This was to increase the BEE points they would gain from selling the Campus. However, they did not wish to use that lower valuation in the context of selling us the business. “NTT wanted a low valuation of the business for BEE purposes and a higher valuation in the sale to us,” the executives alleged. “NTT publicly declared the ratification of the Campus transaction — which is critical to their BEE score — in January 2022 and relied on this ratification in their BEE verification.” Had a trial been held, the executives said they are confident former Dimension Data CEO Werner Kapp would have confirmed that the transaction had indeed been ratified, consistent with his statements to clients and the media. “Significantly, NTT relied on the Campus transaction for its BEE rating from November 2019 to September 2022 and then did an about-face,” the executives said. “They reversed their position under the pretext that their affirmation and recognition of the transaction was no more than ‘crisis management.’” According to the executives, these were lies and impacted the entire South African consumer market. Every firm that relied on NTT’s BEE certificates for their own verification, in tenders, or other transactions, was compromised. “It has now emerged that the unfounded premise of NTT’s version (crisis management) is not only false but untenable,” the executives said. “The truth is that NTT themselves say that they found out that the transaction was voidable in May 2021.” However, NTT itself disclosed documents showing they had been considering ratifying the transaction since early November 2021. “They announced that they had ratified the transaction in January 2022 and they also relied on the ratification until September 2022,” the executives said. “There was no crisis and no excuse for lying to their customers, the public and regulators.” Evidently, NTT investigated, realised that the transaction had taken place at market value and was in the best interests of the group and their clients. “In the context of the failed MBO and our agreement to unwind their participation as a result, the sensible thing to do was to ratify the transaction and proceed with our exit,” the executives said. “Instead, NTT persists in misrepresenting the BEE rules and advances the false contention that our indirect participation in the limited partner in the Fund — which was irrelevant to the BEE rating — somehow subverted BEE.” The executives said it was also important to note that once the MBO had failed, they all left the company. “When contacted by NTT’s then lawyers, HSF, regarding our participation, we tendered the Campus back to NTT with zero gain for us,” they said. “We had no need for or interest in the Campus without the business.” Valuation of The Campus The executives also said there was no merit to the allegation or any evidence that the Campus was sold for less than market value. “NTT seek to mislead by presenting a book value of R1.6 billion. That value was universally acknowledged as inflated even before a sale of the Campus was proposed,” they said. “The facts are that the Campus was sold to the highest bidder, it had to be sold within 3 months of the decision to sell, and that the price was within the range of independent valuations obtained for the property.” NTT was also advised by Standard Bank, Webber Wentzel, Eversheds, property consultants, property valuators and others, the executives said. “Documents show that NTT personnel, including David Sherriffs, Barry Curtin, Ismail Moola, Aki Hattori, and others, conducted a detailed and lengthy, independent evaluation of the price.” This evaluation of the property and the entire transaction was conducted before it was approved by management in South Africa and Japan. Call for transparency “The real BEE fronting scheme was developed and implemented by NTT and Identity Partners, with the vendor loan serving as a mechanism to retain economic control, while superficially appearing compliant,” the executives alleged. “In 2019, we were ready to leave NTT, and we stayed on for the sole purpose of pursuing the MBO and rebuilding the business, which NTT did not want, as the African-owned IT icon it had once been.” After two years of negotiating the MBO, in 2021, the executives terminated discussions and left the company. “The unequivocal fact is that there were ongoing discussions about an MBO until the discussions were terminated in 2021,” they said. “Through the MBO, we sought to genuinely achieve meaningful and sustainable broad-based empowerment, as we had done previously. We remain confident that the courts will vindicate our position.” The executives said that Martin Epstein, a property consultant engaged to assist in managing the Campus, has similarly been unfairly targeted. They said Epstein is part of a fictitious narrative constructed by NTT to deflect from its own dishonesty. “Epstein has recently deposed to an affidavit in support of his application to also appeal against the judgment which made damning findings against him,” they said. “Unfortunately, his affidavit contains a number of materially wrong allegations, certain of which we intend to correct, as we cannot allow them to be placed before the court unanswered.” ‘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/business/605194-former-dimension-data-founders-and-executives-accused-of-fraud-hit-back.html

Yershen Pillay | 3 August 2025 Imagine a South Africa where the sun powers communities, waste fuels industries and rural youth become green tech pioneers. That future is within reach, if we act now. As the world grapples with rising climate risks, deepening inequality and economic fragility, the question is no longer whether we must go green, but how fast, how far and how inclusively we can do it. For South Africa, a country with one of the highest youth unemployment rates in the world and a pressing need for economic transformation, green entrepreneurship presents an unprecedented opportunity. It’s time to stop treating sustainability as an afterthought. We must centre it in our economic planning not only as a moral obligation, but as a strategic advantage. Done right, green entrepreneurship can create industries, unlock innovation and restore ecosystems. It can uplift and empower rural and poor communities. And perhaps most importantly, it can give our youth a future worth believing in. Why Green? Let us begin with the fundamentals. Why go green? First, it’s cleaner. Climate change is not a distant threat. It is already here, disrupting agriculture, displacing communities and damaging infrastructure. A green economy curbs emissions, reduces pollution and protects biodiversity. Second, it’s cheaper in the long run. Renewable energy, for example, has become more cost-effective than fossil fuels in many parts of the world. Green technologies are increasingly modular, scalable and economically viable. Third and most importantly, it is sustainable. Green models align long-term economic growth with environmental stewardship, creating resilience rather than extraction. Green entrepreneurship is about building a more humane and sustainable society. It’s about finding that sweet spot where innovation, inclusion and impact converge. In short, green is the new gold. Our Natural Advantage South Africa is not starting from zero. We are blessed with abundant sunlight, strong mineral reserves, rich biodiversity and a dynamic, youthful population hungry for opportunity. We also have growing pockets of innovation and entrepreneurship from agri-tech hubs to clean energy startups that are quietly but steadily rewriting the script. South Africa has a unique opportunity to lead in the green hydrogen economy. With 70% of the world’s platinum reserves a key component in hydrogen fuel cells, South Africa could manufacture electrolyser and fuel-cell components locally. Initiatives like the Sasol–Green Hydrogen National Programme and CHIETA’s Green Hydrogen Skills Centre are already laying the groundwork for a future-ready hydrogen economy. We could establish modular production units, support hydrogen-powered logistics solutions such as forklifts, and develop containerized hydrogen hubs. The market is already forming; we must act quickly to own it. Green ammonia presents another bold opportunity particularly in fertiliser production, where decarbonisation is urgently needed. With the right investment, South Africa could pioneer ammonia-based solutions for both agriculture and green shipping fuels. Imagine small-scale ammonia plants serving farming cooperatives bringing industrial solutions to rural economies. Circularity, Construction, and Clean Chemistry Green plastics are another critical frontier. Traditional plastics, derived from fossil fuels, are polluting our oceans and choking landfills. The world is crying out for circular, biodegradable alternatives and we can meet that demand. We must support green plastics incubation programmes that partner with sugar mills, breweries, and food producers to convert waste into sustainable polymers. We can create hubs for 3D filament production and foster circular design thinking in product development. This is a global export opportunity waiting to be unlocked. In the building and construction sector, eco-brick manufacturing and energy-efficient home retrofitting offer a dual solution addressing the housing crisis while reducing carbon emissions. South Africa has the capacity to train artisans in green building techniques and insulation materials derived from recycled waste. This is job creation that is both practical and green. Our chemical industry, too, is poised for transition. We must accelerate the move away from fossil-based inputs toward biofuels, biodegradable plastics, green solvent and eco-friendly industrial cleaners. These are not futuristic ideas, they are tangible opportunities, and the market appetite is growing. Water, Agriculture, and the Green Workforce Innovation doesn’t stop with materials and machinery. Water, one of our most threatened resources, offers a powerful area for entrepreneurial disruption. Technologies like metal-organic frameworks (MOFs), pioneered by scientists like Professor Omar Yaghi, enable the harvesting of clean water from the air even in arid regions. Supporting “waterpreneurs” throughstartup funding and cooperatives could revolutionise water access in drought-prone areas. In agriculture, the potential is equally massive. Green agriculture from organic and regenerative farming to hydroponics and aquaponics, is already the fastest-growing subsector in African agribusiness. Add smart sensors, AI and data-driven planting techniques, and you have the makings of a digital green food economy. Our youth must be the architects of this transformation. But to truly unlock green entrepreneurship, we must build the green workforce. This requires investment in training programmes for solar technicians, biogas specialists eco-plumbers and green artisans. We must integrate green career guidance into schools and TVET colleges and develop digital platforms that connect green-certified professionals with market demand. Funding the Future Of course, entrepreneurship requires more than good ideas, it requires resources. The Chemical Industries Education and Training Authority (CHIETA), in recognition of this need, has allocated R40 million toward entrepreneurship development, with a focus on green startups. This is an important step but it must be scaled, replicated, and embedded across the ecosystem. We need dedicated grant windows for green SMMEs, especially youth- and women-led ventures. We must create green incubation hubs in rural areas, aligned to local value chains. We must incentivise public-private partnerships that offer skills development, market access, and compliance support. Big picture thinking alone won’t change lives. We need boots-on-the-ground implementation, backed by funding, training, and political will. From Green Shoots to Green Systems The opportunity is clear. So is the urgency. South Africa doesn’t need to choose between growth and sustainability. With green entrepreneurship, we can drive both. We can re-industrialise our economy, build climate resilience and create dignified livelihoods – all at the same time. This is not about wishful thinking. It’s about bold planning, smart policy, and entrepreneurial energy. If we invest now in ideas, in infrastructure, and in people, we can turn green from a buzzword into a backbone of our economy. Because green isn’t just good. Green is gold. Let’s mine it sustainably, inclusively and boldly. ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://insideeducation.co.za/green-is-the-new-gold/

Luyolo Mkentane | 30 July 2025 The proposed changes call for township-based retail malls and supermarkets to partner with township-based enterprises in sourcing products. Gauteng finance and economic development MEC Lebogang Maile is calling for written submissions on proposed changes to a law giving preference to locals for control of the R400bn township economy. The legislation effectively designates township areas as places “reserved for the exclusive and sole [benefit] of citizens and people who have permanent residency status in the republic”. Proposed changes in the Gauteng Township Economic Development Amendment Bill call for township-based retail malls and supermarkets to partner with township-based enterprises in sourcing products and services. Enterprises that obtain government contracts are “compelled” to spend a “certain percentage of their procurement spend on township enterprises and co-operatives”. SA’s township economy is valued at R400bn, equivalent to almost 8% of GDP annually, and employs about 2.6-million people. The sector includes 30,000 spazas (local supermarkets), which are valued at R200bn a year and are dominated by Somalis, Ethiopians, Pakistanis and Bangladeshis. The amendment bill states a provincial organ of state must, “on such terms and conditions as may be agreed, assist sector township-based enterprises with the provision of buildings, land or premises on which township enterprises may undertake designated business activities”. Enterprises would be exempt from paying any rentals, except for operational costs, for the first three years of operations if they were situated in an urban or periurban area, or the first five years for enterprises operating in a rural area. Maile said the Gauteng Township Economic Development Act was published in the provincial Government Gazette on May 26, 2022. “However, a number of errors and shortcomings in the act that did not fully align with the underlying policy were subsequently identified, delaying the promulgation of the commencement of the act,” he said. The bill seeks to “comprehensively address the said errors and shortcoming and stimulate economic growth in the townships of Gauteng”, he said. “Additionally, it seeks to establish a coherent and comprehensive legislative framework that fosters growth and opportunities in township areas, by refining and strengthening the act. “It includes clearer definitions, new terms and a broader scope to support the growth of township-based enterprises and uplift deprived areas in the province,” he said. “Specific issues related to economic transformation, the facilitation of township-based enterprises and the designation of township enterprise zones are also addressed to promote inclusive economic growth and empower township-based entrepreneurs,” he said. Among other things, the amendment bill was aimed at enabling conditions for the creation and expansion of township businesses, which would “create more job opportunities, attract new investments and promote market access opportunities for township goods and services”. Maile’s economic development department has a budget of R1.6bn for 2025/26 and R4.9bn in the medium-term expenditure framework. ‘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.businesslive.co.za/bd/national/2025-07-30-locals-to-benefit-from-proposed-changes-to-gauteng-township-economy-law/

Dr Chris Blair | 30 July 2025 On 15 April 2025, South Africa’s Department of Employment and Labour introduced a transformative shift in workplace equity with the publication of the final Employment Equity Targets, Regulations, and Administrative Requirements, as detailed in Government Gazette No. 52514. These regulations mandate designated employers to achieve equitable representation of designated groups – Black people, women and people with disabilities – across all occupational levels by 2030. This development presents both a challenge and an opportunity for businesses navigating South Africa’s complex socio-economic landscape. This article explores the changes, their significance, practical steps for compliance, risks of inaction, benefits for companies and South Africa, and key marketplace insights, incorporating recent clarifications and guidelines issued since the initial publication in April 2025.   What Has Changed? The cornerstone of the new regulations is the introduction of mandatory numerical targets under Section 15A(2) of the Employment Equity Act, 1998 (as amended). For the first time, designated employers – those with 50 or more employees or meeting sector-specific turnover thresholds—must meet specific representation goals for designated groups across 18 economic sectors. These sectors, identified under Section 15A(1), include Agriculture, Forestry & Fishing; Construction; Education; Financial and Insurance Activities; Manufacturing; Mining and Quarrying; Public Administration; and Wholesale and Retail Trade, among others. Unlike previous advisory guidelines, these targets are legally binding, requiring employers to align their workforce by 2030 through five-year Employment Equity (EE) plans. The salient characteristics of these targets are their focus on designated groups, excluding white males without disabilities and foreign nationals, and their differentiation by gender rather than specific racial groups. They are not intended to sum to 100%, providing flexibility, and are set as milestones rather than rigid quotas. Recent updates in the Employment Equity Regulations, 2025, which repealed the 2014 Regulations, introduce new templates for EE plans and reporting forms, emphasising a standardised approach to compliance. Compliance is enforced with significant penalties: fines of up to R1,5-million or 2% of annual turnover, whichever is greater. The Department’s proactive enforcement is evident, with over 200 employers already referred to the Labour Court for prior EE violations. This shift from voluntary to mandatory compliance, effective immediately upon publication, demands strategic workforce planning and accountability, with the first assessment scheduled for the 2026 reporting period. Further, the EE Amendment Act No. 4 of 2022, effective from 1 January 2025, empowered the Minister to set these sectoral targets, and subsequent guidelines have clarified that EE plans must span five years from 1 September 2025 to 31 August 2030, with provisions for shorter plans if an employer becomes designated after 1 April 2025.   Why Is It Important? The regulations are a pivotal step in South Africa’s transformation agenda, addressing historical workplace inequalities rooted in apartheid. They aim to ensure equitable access to opportunities for Black people, women, and people with disabilities, fostering a more inclusive economy. For businesses, the stakes are high for the following reasons. Legal Imperative: Compliance is non-negotiable, with severe financial and legal consequences for non-compliance. The Department’s enforcement underscores the urgency of aligning with these requirements. Business Advantage: Research, such as McKinsey’s studies, suggests that diverse teams enhance innovation, decision-making, and financial performance, potentially giving compliant companies a competitive edge. Social Responsibility: By promoting equitable representation, businesses contribute to social justice, reducing inequality and fostering cohesion in a diverse society. Stakeholder Expectations: Customers, investors, and partners increasingly prioritise corporate social responsibility, particularly in the context of Environmental, Social, and Governance (ESG) criteria. Compliance strengthens trust and reputation. However, the regulations have sparked debate. As noted in recent industry analyses, stakeholders argue that the targets are ambitious given South Africa’s low-growth economy, global volatility, and existing regulatory burdens. Some have threatened constitutional litigation, claiming the targets are unachievable, while others believe transformation has been too slow. This tension highlights the complexity of balancing economic realities with social imperatives, with ongoing discussions in June 2025 emphasising the need for practical implementation.   How Should Companies Respond? To navigate these regulations effectively, companies must adopt a proactive and strategic approach. The following steps are essential: Access Sector-Specific Targets: Identify your company’s sector among the 18 listed in the regulations. The specific numerical targets, which vary by sector, occupational level, and gender, are detailed in Government Gazette No. 52514, accessible at GPW Online. These targets provide a clear roadmap for compliance. Conduct a Workforce Audit: Assess your current workforce composition against the sector-specific targets. Identify gaps in representation, particularly at senior management and professional levels, where transformation is often most challenging. Develop a Five-Year EE Plan: Create a comprehensive plan outlining how you will achieve the targets by 2030. Include annual goals and strategies for recruitment, training, promotion, and retention of designated groups, ensuring alignment with the Economically Active Population (EAP) demographics. Updated guidelines confirm that plans must commence on 1 September 2025. Implement Affirmative Action Measures: Align hiring and promotion policies with the regulations, ensuring no absolute barriers to employment. The Act’s General Administrative EE Regulations and Codes of Good Practice provide guidance on compliant practices, with new 2025 forms for reporting. Monitor and Report Progress: Establish robust systems to track progress toward the targets. Prepare for annual EE reporting, with the first assessment in 2026. Document efforts to demonstrate compliance, even if targets are not fully met, as reasonable grounds for non-compliance (e.g., skills shortages) can mitigate penalties. Engage Stakeholders: Communicate transparently with employees, unions, and other stakeholders about your EE strategy. Their buy-in is crucial for successful implementation and can prevent resistance or misunderstandings. Seek Expert Guidance: Leverage resources such as HR and legal experts or attend webinars. These sessions provide insights into sector targets, regulatory impacts, and compliance strategies. The regulations offer flexibility: employers can avoid penalties by demonstrating reasonable grounds for non-compliance, such as economic constraints or insufficient recruitment opportunities. However, these justifications must be well-documented and supported by evidence of genuine efforts.   Dangers of Ignoring the Changes Ignoring the new regulations is a high-risk strategy with severe consequences: Financial Penalties: Fines of up to R1.5 million or 2% of annual turnover can be crippling, particularly for smaller enterprises. The Department’s enforcement, with over 200 Labour Court referrals, underscores the seriousness of non-compliance. Legal Repercussions: Non-compliance may lead to costly and time-consuming legal battles, diverting resources from core business activities. Reputational Damage: Failure to comply can erode trust among customers, investors, and employees, damaging your brand in a market that values social responsibility. Missed Opportunities: By not embracing diversity, companies may forgo the benefits of a varied workforce, including enhanced creativity and access to a broader talent pool. Loss of State Contracts: Compliance is a prerequisite for securing government contracts, a critical revenue stream for many businesses. With the first reporting cycle approaching in 2026, and new EE plans required by 1 September 2025, procrastination is not an option.   Benefits for Your Company and Wider South Africa Benefits for you company include: Innovation and Performance: Diverse teams bring varied perspectives, fostering creativity and better problem-solving. Studies indicate that companies with diverse leadership are up to 25% more likely to achieve above-average profitability. Talent Attraction: By prioritising inclusivity, you can access a wider talent pool, attracting skilled professionals from underrepresented groups in a competitive labour market. Employee Engagement: Inclusive workplaces boost morale and retention, reducing turnover costs. Employees who feel valued are more productive and committed. Competitive Edge: Companies that lead in diversity may differentiate themselves, appealing to socially conscious consumers and investors, particularly in the context of ESG priorities. Benefits for the wider South Africa include: Reduced Inequality: Equitable representation in the workforce narrows economic disparities, empowering historically disadvantaged groups and fostering economic inclusion. Social Cohesion: Inclusive workplaces promote understanding and unity, contributing to a more stable and harmonious society. Economic Growth: By expanding access to opportunities, the regulations enable broader participation in the economy, driving growth and prosperity. These benefits align with South Africa’s vision of a transformed, inclusive society. However, achieving them requires overcoming economic challenges, such as low growth and skills shortages, which some stakeholders argue make the targets overly ambitious. The new regulations arrive at a time of economic uncertainty, with South Africa grappling with low growth and global volatility. This context fuels debate about the targets’ feasibility, in sectors like Mining and Manufacturing that face unique challenges due to male-dominated workforces or skills shortages, necessitating tailored strategies. For example, these sectors may need to invest heavily in training programmes to meet targets for women and people with disabilities. The flexibility in compliance – allowing reasonable justifications – offers a pragmatic approach, but companies must proactively document their efforts to avoid penalties. Engaging with employees and unions is critical, as resistance or misunderstanding could hinder implementation. Transparent communication, such as town hall meetings or regular updates, can foster a collaborative approach to transformation. Moreover, the regulations present a strategic opportunity. Companies that exceed targets may position themselves as industry leaders, gaining favour with stakeholders and accessing new markets. The emphasis on gender differentiation highlights the need to address women’s representation, particularly in leadership roles, aligning with global trends in gender equity. This focus could attract international investors who prioritise gender diversity. The marketplace is also increasingly focused on ESG criteria. Compliance with EE targets enhances a company’s ESG profile, potentially attracting investment and boosting brand loyalty. Conversely, non-compliance could deter ESG-focused investors, limiting access to capital in a competitive global market. Finally, the regulations underscore the importance of innovation in compliance strategies. Companies that adopt creative approaches – such as partnerships with training institutions or mentorship programmes – may not only meet targets but also gain a competitive advantage. This proactive mindset is essential in a market where transformation and economic pressures coexist. The Employment Equity Targets of 2025 are a defining moment for South African businesses. They demand immediate action but also offer a pathway to a more inclusive and prosperous future. By understanding the changes, prioritising compliance, and embracing diversity, companies can avoid penalties, unlock business benefits, and contribute to South Africa’s transformation. ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://it-online.co.za/2025/07/30/an-updated-guide-to-employment-equity/

Lisakanya Venna | 29 July 2025 UK investment and partnerships are turbocharging South African jobs, housing and digital markets — with real on-the-ground impact. On Monday, 28 July, the United Kingdom (UK) Minister for Employment Alison McGovern visited Cape Town ahead of the G20 Employment Ministerial in George this week, engaging with two flagship initiatives supported by the British High Commission that are driving job creation and economic opportunity in South Africa. According to the British High Commission in South Africa, UK firms now employ more than 100,000 South Africans, fuelling vital job creation and strengthening economic resilience in a country grappling with a 32.9% overall unemployment rate and a youth unemployment rate that reached 62.4% nationally for those aged 15 to 24 in the first quarter of this year alone. UK-backed initiatives are also seeking to address deep-rooted structural challenges—in particular, the legacy of spatial segregation that continues to shape South African cities. One such initiative, Divercity, was founded in 2018, with UK-backed British International Investment playing a key role since 2021 in funding urban renewal projects that deliver affordable housing and employment. At Divercity’s Salt River housing development, the Herringbone development, supported by British International Investment (BII), is powering an urban renewal engine aimed at breaking the cycle of spatial segregation that has long plagued South African cities. This project includes funding for more than 2,500 residential units, with more than 5,500 people benefiting from it. The initiative is also expected to create up to 4,000 construction and permanent jobs, offering both roofs and opportunities. “Almost all new affordable housing delivery since 1994 has taken place at the urban periphery, entrenching spatial segregation,” noted Carel Kleynhans, CEO of Divercity, highlighting how their partnership with BII enabled commercially viable affordable housing in prime locations. E-commerce empowerment In a separate initiative, Takealot, South Africa’s largest e-commerce platform, is unleashing the digital economy through its Township Digital Market Access Programme, supported by the UK-SA Tech Hub. The top 50 SMMEs in the programme have already generated about R5.7-million in sales and 39 jobs in one year. More broadly, Takealot has created 21,000 jobs and helped more than  7,500 township Small, Medium and Micro Enterprises (SMMEs) reach new markets, illustrating how public-private innovation can fuel growth. “We are opening up the e-commerce ecosystem, particularly to township-based entrepreneurs and small businesses…“We believe that this approach will meaningfully increase household incomes as we help create more opportunities for entrepreneurship, SMME growth and job creation,” said Fred Zietsman, CEO of Takealot. What this means for you Job seekers: UK investments mean more openings in construction, digital commerce and urban development — especially promising for youth and women. Entrepreneurs and SMMEs: More inclusion in e-commerce platforms can dramatically boost business opportunities. Urban dwellers: Projects like Divercity reduce commute costs and improve living conditions with safer, affordable housing in well-connected locations. Policy buffs: The UK-South Africa alliance models how international partnerships can go beyond aid, driving real economic transformation through sustainable jobs and innovation. ‘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.dailymaverick.co.za/article/2025-07-29-how-uk-investment-is-powering-south-africas-jobs-revolution/

Moneyweb | 30 July 2025 Lobby group Sakeliga has struck an arguably decisive blow in its legal challenge to moves by the Property Practitioners Regulatory Authority (PPRA) to no longer issue fidelity fund certificates to non-Black Economic Empowerment (BEE) compliant businesses. It announced on Tuesday that Minister of Trade, Industry and Competition Parks Tau “has withdrawn his opposition” to its case. This ministry is responsible for driving the government’s BEE agenda through legislation, codes, policies and sector charters. Sakeliga originally filed papers in the North Gauteng High Court against the PPRA and the ministers of human settlements, water and sanitation, and trade, industry and competition. It made these papers public in January. The Minister of Human Settlements, Water and Sanitation (Thembi Simelane, since December 2024) had already indicated that the department would abide by the decision of the court, effectively not opposing the matter. The PPRA falls under the ambit of this department. Sakeliga brought the papers following decisions by the PPRA last year to deny operating licences, in the form of fidelity fund certificates (FFCs), to property businesses that did not meet the regulator’s stipulated minimum BEE score. It argues that this was a “brazen effort to put people out of business unless they comply” and that the case is needed to “resist further overreach”. The first formal warning from the PPRA came in March 2024, when it warned practitioners in the property sector that failure to comply with BEE legislation “may result in the inability to obtain or renew” an FFC. Property practitioners, including estate agents, need these certificates to operate. This followed a webinar in March, during which the PPRA’s legal manager and acting transformation manager, Deli Nkambule, made it clear that the regulator “will not issue an FFC unless a compliant BEE certificate accompanies the application. The accepted level of compliance is 40 points or more (BEE level 8). You will not be issued a BEE certificate if you score below 40 (making your BEE certificate non-compliant).” After sustained pushback from the sector, the PPRA quietly made an about-turn in August, with its chair sending a letter to estate agent industry grouping Real Estate Business Owners of South Africa (Rebosa) stating that the PPRA had sought legal advice and would no longer be requiring level 8 broad-based black economic empowerment (B-BBEE) certificates with new FFC applications. Sakeliga described this at the time as a “tactical retreat”. It argues that the mandatory requirement for a “valid” B-BBEE certificate for the issuing of an FFC “serves no legitimate government purpose”. It says, “there is no relationship between fulfilling the requirements for a fidelity fund certificate and having a B-BBEE certificate.” Currently, there are around 40,000 FFCs issued, mostly to estate agents operating in the country. It highlights that the “certificate requirement extends even to those thousands of businesses that do not participate in BEE (due to falling below certain turnover thresholds), bizarrely requiring them to fork out in the region of R10 000 every year just to buy and submit a ‘valid’ yet ‘non-compliant’ B-BBEE certificate.” Through the case, it is also seeking to roll back the expanded definition of property practitioner, which it says was “unnecessarily expanded by the PPRA” to 12 new categories. Sakeliga says this includes developers, property administrators, landlords, homeowners’ associations, auctioneers, bond originators and even property marketing companies, which “improperly expands the reach of the PPRA over thousands of businesses and hundreds of billions of rand in turnover”. Achieving both outcomes would be seen as a success by the group. It is finalising its replying affidavit and, after filing it, will await a date for the matter to be heard. ‘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.algoafm.co.za/business/blow-for-state-over-bee-requirement-for-estate-agents

Virtual informal learning, otherwise referred to as distance training, has become the norm over the past few years.  Providing evidence of a training intervention according to the Skills Development requirements, includes an attendance register or certificate of attendance (not limited to). However, virtual learning or distance training sometimes poses a challenge in terms of producing an attendance register.   Some Members have arranged for an attendance register to be shared via email or on a document sharing platform at the end of the training initiative which records the attendees for each session allowing the learners to sign once for all sessions.   There is no official clarity on how an Entity should record attendance for a virtual learning or distance training intervention, but it would be important to provide evidence in some form that indicates that the training initiative has taken place.   Skills Development Services  are available to Members in assisting with collating evidence for virtual learning or distance training.

Sakhosethu Kunene | 28 July 2025 The Kopano Disabled Movement in Kwa-Thema turned Mandela Day into a celebration of giving, proving that community support is a two-way street. Kwa-Thema – The Kopano Disabled Movement (KDM) touched many hearts in the spirit of Mandela Day with their initiative of contributing to the community that supports them. Led by centre manager Kate Malope, the KDM donated to various organisations in the community on Mandela Day to show its gratitude for the support it had received from the community over the years. “Showing humility towards people was the Mandela way, so today we decided to give back to the community that supports us by spending 67 minutes at the Badger Holdings in Selcourt, packing rice hampers for organisations in our community to show our gratitude. “We believed it was a great initiative because we aim to receive and give back,” said Malope. Joining the KDM was the EMPD, which sponsored them with a soup kitchen to feed marginalised groups in the community, along with donations. The General Church of Christ also gave donations. The KDM offers a skills development programme for people living with disabilities to acquire skills, such as beadwork, crocheting, carpentry and agriculture. “Being a disabled woman myself, I want to inspire hope to every other disabled person out there and let them know that they are valued, recognised, have a place in our society and that their dreams too can come true.” For more information about the organisation, call Molape on 079 814 3715 or visit Kwa-Thema Ext 3, 26952 Madiba Street. ‘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.citizen.co.za/african-reporter/news-headlines/2025/07/28/29-af-gen-kopano-xk-2/

Samsung Newsroom | 29 July 2025 As part of Samsung’s R280-million worth Equity Equivalent Investment Programme (EEIP) launched in 2019, in collaboration with the Department of Trade, Industry and Competition (Dtic) – the partners recently opened the third call, inviting all suitable, black-owned ICT and Service Centre SMMEs to take part in this year’s Samsung EEIP Enterprise Development (ED) Programme.   This Samsung ED programme which aims to empower black-owned ICT and Service Centre enterprises to boost the economy and create jobs through entrepreneurship and business support – involves initiatives like grant funding, specialist business development support and access to supply chain opportunities for black-owned and women-owned small, medium and micro enterprises. This programme’s efforts are aligned with the country’s transformation goals and aim to foster a more inclusive economy.    In an effort to inspire potential future participants coupled by Samsung’s need to measure the impact and effectiveness of its CSR initiatives – the company took the time to speak to two of the beneficiaries from the ED programme in the last few years. When asked how Samsung EEIP provided the participating SMME owners with the confidence and support needed to mean business about their businesses , this is what they had to say:   One of the beneficiaries is Thoriso Rangata. He is a 32-year-old, businessman and the owner of KTO Digital, which focuses on Business Process Automation, Software Development Services and Background Screening Software as a Service (SaaS) solution provider. Thoriso says from being part of the programme, he gained the reassurance and confidence he needed.   Thoriso based in Johannesburg, originally from Limpopo, became part of the programme when he responded to a public call for applications in 2020. At the time, his business, KTO Digital, needed support in order to meet the company’s growth objectives. Thoriso is a true example of how the programme is able to empowerment ICT entrepreneurship as well as stimulate job creation and assist in contributing to economic growth.  Since being part of the EEIP programme, Thoriso’s company won the Nedbank Business of the Year Award in 2022. In the same year, his company launched their own product and received accreditation as a credit bureau business.   The support he received from the programme has allowed KTO Digital to create over 20 jobs between 2021 to date. This is in line with the programme’s objective of creating both direct and indirect jobs, with a particular emphasis on Black Economic Empowerment (BEE) and the development of township economy.   These achievements demonstrate how the EEIP programme has provided Thoriso and his team the opportunity to pursue their passions as well as bringing security and stability – not only to his employees but also to their families’ livelihoods. Thoriso explains, “the other direct benefits that KTO Digital received from being part of the programme included: Grant Funding, Asset Financing as well as Continuous Business Mentorship – and this, is exactly what our business needed in order to move forward.”   He added: “As a company, we strongly believe that the skills we acquired from this EEIP programme, which included Business regulatory governance structures and strategic business growth approaches/methods – have contributed to the success of our business to date. This programme has really helped us to achieve our goals, and it has taken our business to new heights.”   Based in Sinoville, Tshwane, the second EEIP beneficiary is Dumisani Mkhwebane – a 38-year-old businessman who co-owns and runs TIA-Solutions – an IT company with Boitumelo Mkhwebane – a 36-year-old, businesswoman. Their business focuses on Secure Scalable IT Solutions by building cloud infrastructure through collaborative team efforts. This provides their customers with resilience from cyber-attacks and contributes to productivity, efficiency as well as business continuity. Dumisani explained further: “As TIA-Solutions, we partner with multinational vendors such as Microsoft, Fortinet and Veritas which allow us to give our customers end-to-end, tailor-made IT solutions that cater to their business needs.”   He also elaborated on how the company entered into the programme, Dumisani said: “We saw an advert on LinkedIn in 2023 about the EEIP Enterprise ED and decided to enter. We then received Capital Investment to buy computer equipment for our internal operations as well as company vehicles. In addition, we received Business Training and Skills development for our employees as well as other vital skills that we needed which included: Business Management Skills, Marketing and how to better position our company.   “The programme has both Financial and Non-Financial benefits for Business Growth and Sustainability,” Dumisani added. “It is for these reasons that we would like to encourage other SMEs to apply to be part of the programme. We strongly believe that the ED programme will help grow other SMEs like it did ours and it will help a great deal in upskilling their workforce.”   Importantly, this Samsung ED programme seeks to inspire potential future participants by demonstrating how the EEIP can help them kick-start their businesses. The tangible results articulated by these beneficiaries are a confirmation of Samsung’s commitment to empowering entrepreneurs and providing a reliable support system to SMEs in the country.   Nicky Beukes, Samsung South Africa EEIP Project Manager concluded: “It is clear from these testimonials that through the reassurance and confidence offered by this Samsung EEIP ED programme – we are slowly, but surely achieving our intention of shifting the perception of potential candidates from “I’m working on something” to “I run a successful business”. As Samsung, we are happy to be delivering according to our programme’s overall and multi-faceted objectives which include the creation of a more inclusive and prosperous society through strategic investments, skills development and entrepreneurial support.”  ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://news.samsung.com/za/testimonials-samsung-eeip-driving-measurable-growth-in-black-owned-smmes