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The Legal Sector Charter Council recently published Guidance Notice 01 of 2025 .   The purpose of this Guidance Notice  is to provide information required on the measurement of the Legal B-BBEE Sector Codes of Practice. This information for B-BBEE Verification purposes is in addition to physical interviews conducted.   Members are encouraged to take note of this significant Guidance Notice .

The Legal Sector Charter Council recently published a Notice to all Attorneys to participate in a Stakeholder Engagement session.   Part of the Notice stated the following:   “The Chairperson of the Stakeholder Engagement Committee of the Legal Sector Charter Council hereby invites attorneys to a dedicated engagement session with the Legal Sector Charter Council.   The purpose of this engagement is to unpack and provide clarity on the provisions of the Legal Sector Code, with specific focus on how it impacts and applies to attorneys. This will also serve as a platform to raise questions, exchange views, and deepen understanding of the Code’s objectives and implementation.”   The BEE Chamber encourages all interested parties to attend the session.

A High Court Judgement   has been recently released on whether the numerical targets set by the Minister are lawful or not.   The conclusion of this High Court Judgement   stated the following:   “In summary, this Court concludes that an interdictory relief is not appropriate in the circumstances of the present case. A suspension of the exercise of statutory powers is inappropriate and the provisions of section 172(1)(b) of the Constitution finds no application. This Court is not in a position to examine whether the numerical targets set by the Minister (exercise of statutory power) are lawful or not. A Court of review is better placed to conduct such an examination, when considering the rationality or otherwise of the exercise of the statutory powers. This Court disagrees with a contention that the numerical targets set by the Minister are arbitrary and discriminatory of women. Regarding costs, the appropriate order is that of each party paying its own costs.”   Members are encouraged to take note of this significant High Court Judgement .

Mmatumelo Lebjane | 3 September 2025 The object is to bypass tenderpreneurs and strengthen Gauteng's infrastructure. Gauteng Premier Panyaza Lesufi has confirmed the relaunch of the province’s flagship youth employment program, Nasi iSpani, with ambitious plans to train and deploy 45,000 unemployed young people in technical skills. Lesufi briefed the media on Wednesday at the premier's office, Joburg on the upcoming relaunch of his recruitment program. He said Nasi iSpani will be rolled out this weekend across technical schools, which will double as training centres during school holidays. He said young people will be offered training in artificial intelligence, bricklaying, welding, plumbing, painting and other trades.  Lesufi said the aim was to build state capacity, reduce reliance on tenders and simultaneously fight unemployment. “The province will no longer be reliant on tenderpreneurs, who frequently engage in disputes and legal battles with municipalities over contracts. “We cannot have unemployment so high while our schools stand empty during holidays. These are our training centres. This is about equipping young people so they can rebuild the province,” said Lesufi.  The provincial government has allocated R50m to kick-start the program, with other state agencies expected to add resources. Trainees will not only gain skills but also be deployed to complete unfinished government projects, which Lesufi said had cost the state R13bn in delays and legal disputes. These range from incomplete schools and clinics to broken traffic signs and derelict social infrastructure. “Instead of waiting for tenders that get delayed or end up in court, we will use this pool of trained youth to paint our schools, repair traffic lights and fix public facilities. This program is not about politics, it is about dignity and skills.” Lesufi said that while Nasi iSpani offered short-term relief, it was paired with long-term plans. He said the province has been in talks with the department of higher education and the Setas to ensure that the funding of the intended 45,000 young people goes ahead as planned. “We are fighting for permanent jobs but until then, Nasi iSpani is a safety net that ensures no young person is left behind,” he said. “On economic transformation and job creation we have taken a sharpened focus on accelerating inclusive economic growth, with deliberate efforts to unlock investment and create sustainable jobs, and when it comes to service delivery acceleration, we have made a commitment to improving infrastructure, health, education and basic services, with measurable timelines for implementation.” The premier said despite challenges, the program has been a great success and they are working on a vetting process to ensure that those who are recruited are South Africans. ‘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.timeslive.co.za/news/south-africa/2025-09-03-lesufi-relaunches-nasi-ispani-to-train-45000-jobless-youth/

Creamer Media | 3 September 2025 Eastcape Midlands TVET College (EMC) has, thanks to its partnership with the Schneider Electric Foundation and Schneider Electric, established a state-of-the-art electrical laboratory, and now joins the ranks of the French Southern African Schneider Electric Education Centre (F’SASEC) network as a Centre of Excellence. Situated at EMC’s Brickfields Road Campus in Uitenhage, Eastern Cape, the laboratory equips electrical apprentices - enrolled in the QCTO (Quality Council for Trades and Occupations) programme - with hands-on experience in advanced electrical and electronic systems. Training is conducted on equipment generously donated by the Schneider Electric Foundation and Schneider Electric. Speaking at the official opening of the centre, Zanélle Dalglish, Global Leader: Training & Education Affairs at Schneider Electric said: “As the skills gap continues to widen, there’s an urgent need to equip young professionals with future-ready capabilities.  “At Schneider Electric, we’re proud to play a role in addressing this challenge by embedding our solutions directly into learning environments. This practical exposure not only enhances technical proficiency but also reinforces our commitment to preparing the next generation of talent for the energy and digital sectors.” Complimenting the newly implemented education benches donated by the Schneider Electric Foundation, more than 300 students have already been upskilled at EMC through Schneider Electric’s circularity equipment donations programme on industry relevant training panels.”   Since 2009, the Schneider Electric Foundation has impacted over a million young people globally through meaningful investment and partnerships, contributing to equitable education and workforce development. Training institutions like EMC are part of the Foundation’s Energy Technical Training programme and play a fundamental role in nurturing talent for the energy transition, especially within underserved communities. Thareef Bloew, Artisan and Technician Training Manager said: “Seeing our students train on Schneider Electric’s state-of-the-art equipment which were generously donated is game-changing,” “These aren’t generic training panels; they’re the exact systems used in industry today.  There’s no doubt our new Centre of Excellence gives them unparalleled confidence and competence from day one. “Furthermore, it aligns with the QCTO Electrician qualification, which is fundamentally built around the pillars of Industry 4.0. Think smart grids, IoT integration, advanced automation and energy efficiency – these aren't futuristic concepts here; they're core to our curriculum. Schneider Electric’s s technology and expertise allow us to deliver this curriculum authentically. Our students aren't just learning about Industry 4.0; they're working with it daily.” Industry-ready equipment  EMC’s School of Occupational Training, which delivers apprenticeships and industry-aligned skills programmes, will now offer learners hands-on training with the latest technology in electrical and electronic systems. The centre has been fitted with advanced training equipment from Schneider Electric that include: Combination motor starter trainers. Three-phase Variable Speed Drive (VSD) trainers. Programmable Logic Controller (PLC) / Human-Machine Interface (HMI) trainers. Domestic household trainers. These systems will support practical learning aligned with the registered QCTO electrical apprenticeship qualification, ensuring learners are trained in line with the demands of today’s energy sector. Testimonies from students echo this transformation. Sivikele Ndzwaiba, a third-year apprentice, shared: “What I like about the Schneider Electric panels is that they allow us to explore new technology, particularly industrial automation. You can write your PLC and visualise operations on your HMI, it’s an efficient and industrial solution.” Stephan Esterhuizen, also from EMC, added: “The PLC-HMI training panel teaches us how to monitor different variables in a factory setting. It’s not just technical know-how; it’s insight into the industry of tomorrow.” In addition to equipment donations, the collaboration also includes: Train-the-Trainer programmes to upskill EMC facilitators. Access to Schneider Electric’s Energy University – a complimentary digital learning platform. Technical support and global best practice sharing. Peer collaboration with other F’SASEC institutions across Southern Africa. As a public TVET institution under the Department of Higher Education and Training, EMC serves communities across the Eastern Cape. Many of its students come from disadvantaged backgrounds, and initiatives like this play a crucial role in breaking barriers and building brighter futures. ‘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/eastcape-midlands-college-and-the-schneider-electric-foundation-launch-electrical-centre-of-excellence-2025-09-03

Roy Cokayne | September 2025 A former stockbroker lodged the claim, relating to a BEE transaction involving JSE-listed Northam Platinum. Prominent South African businessman Lazarus Zim has been summonsed by a former stockbroker to pay him nearly R123.7 million plus interest, for allegedly breaching an agreement linked to a broad-based black economic empowerment (BBBEE) transaction involving JSE-listed Northam Platinum . According to court documents, Peter Wayne Roberts lodged the claim at the High Court in Johannesburg and is seeking judgment against Zim for the R123.690 615 payment, interest on this amount at 7% per annum from 21 September 2021 to date of payment, as well as costs and any alternative relief. Zim, who was Northam Platinum’s chair when the deal began in 2014, has indicated through his attorneys that he will defend the matter. The BEE transaction was finalised on 21 September 2021. Moneyweb requested comment from Zim via his attorneys. David Kotzen of David Kotzen Attorneys said on Friday they had discussed this matter with their client and, “As the litigation is underway, it is our advice to our client not to comment at this stage.” Zim, a former chair of Mvelaphanda Resources, Kumba Iron Ore, Telkom SA, and TransHex Group, has also served as CEO of Anglo American South Africa, managing director of MTN International, and president of the Chamber of Mines. He reportedly had links with the controversial Gupta family, the alleged kingpins of state capture, but apparently cut ties with the family in 2010. Roberts was previously the chief investment officer (CIO) of Atisa Group and, in 2023, received a R25 million payout from Discovery Life for a permanent disability claim. The life insurer initially repudiated the payout but was forced to pay it after unsuccessful appeals against a High Court judgment. Roberts claims he entered into an oral agreement with Zim in March 2014, related to the Mining Charter requirement that Northam Platinum must have at least 26% BEE ownership. At the time, Northam Platinum no longer complied with the Mining Charter after an earlier BEE deal collapsed. Zim had previously participated as a BEE shareholder through Afripalm Resources (Pty) Ltd, which, together with Mvelaphanda Holdings (Pty) Ltd, was the primary BEE shareholder of Northam Platinum with a shareholding of 22%. The collapse of the share price of platinum producers, including Northam Platinum, resulted in the principal BEE shareholders in the company breaching their covenants under the financing arrangements, and the disposal of their shareholding in Northam Platinum to remedy this breach. Self-funded BEE structure Roberts claims Zim wished to participate in a new BEE structured shareholding, but in a self-funded structure. Regarding this proposed transaction, Roberts alleges he was to advise and assist in formulating a new self-funded BEE structure, in which Zim and other historically disadvantaged South Africans could participate through corporate vehicles. It is further alleged that Zim would ensure that Roberts would participate to the extent of 20% of the corporate vehicle representing Zim’s interests. Roberts claims he went on to advise on and assist in formulating a self-funded BEE structure, in which one company as the primary vehicle, would hold the entire issue of Northam Platinum shares for ten years. Zambezi Platinum Limited was incorporated on 2 June 2014 as a public company and the primary vehicle to hold the Northam Platinum shares, through which the interests of historically disadvantaged individuals would be indirectly held. Business Venture Investments 1841 (Pty) Ltd was incorporated on 26 September 2014, as a corporate vehicle to be a shareholder of Zambezi Platinum Ltd. Zim allegedly changed the former’s name to Atisa Platinum (Pty) Ltd on 11 May 2015. Roberts claimed Zim would indirectly participate as a shareholder of Atisa Platinum (Pty) Ltd, Zambezi Platinum Ltd and Northam Platinum. It’s further alleged that, on 21 October 2014, Zambezi Platinum and Northam Platinum concluded a framework agreement in terms of which Zambezi Platinum would acquire 31.4% of Northam Platinum’s issued share capital, with a lock-in period of 10 years. Roberts says Zim arranged for 20% of the issued share capital of Atisa Group to be transferred to Micawber 612 (Pty) Ltd, a company 100% owned by him. He claims this was on the basis that Atisa Group would be the holding company of Atisa Platinum. But, according to Roberts, sometime before 11 February 2015, Zim “breached the agreement and altered the structure” of Roberts’s participation by substituting Business Venture Investments No 1848 (Pty) Ltd – a company in which Roberts did not hold any shares – as the holding company of Atisa Platinum. Roberts says shareholders of Northam Platinum approved a transaction on 19 March 2015 that enabled the issue of 159 905 453 shares to Zambezi Platinum. He claims this transaction was implemented on 20 March 2015, resulting in Zambezi Platinum holding 31.4% of Northam Platinum’s issued share capital. Zim participated in the deal through the BVI 1841 Consortium*. (Note, Roberts claims there are several different Business Venture Investment companies, ringfenced and incorporated specifically to hold shares.) It’s alleged that Zambezi Platinum acquired the Northam Platinum shares through the self-funded BEE structure, with funds from the issue of JSE-listed preference shares. This meant the historically disadvantaged individuals were not required to pay any consideration for the Northam Platinum shares, which Zambezi Platinum acquired in terms of the transaction. Roberts claims a further transaction was implemented on 21 September 2021, in terms of which Northam Platinum: Acquired all the preference shares in Zambezi Platinum; Acquired 100 693 877 Northam Platinum shares to settle accumulated dividends owed on the preference shares and the redemption of the preference shares; Repurchased 59 211 576 Northam Platinum shares from Zambezi Platinum at R160 per share; and Acquired voting and economic control over Zambezi Platinum, which then made a distribution in cash to its shareholders of R9 473 852 212. He states this resulted in R1 212 653 084 being distributed to Atisa Platinum on 21 September 2021, leading to Business Venture Investments No 1848 (Pty) Ltd acquiring a beneficial value of R618 453 073 – which is 51% of the R1 212 653 084. Roberts alleges that had Zim complied with their agreement, he would have received R123 690 615 on 21 September 2021, which is 20% of the R618 453 073. *Roberts claimed the structure and effect of this transaction was that: Business Ventures 1834 (Pty) Ltd Ltd, held 12.8% of the share capital of Zambezi Platinum and had an effective interest of 20 467 898 Northam Platinum shares. Atisa Platinum (RF) held 100% of the issued share capital in Business Venture Investments 1834 (Pty) Ltd. Business Venture Investments 1849 (Pty) Ltd held 100% of the share capital of Atisa Platinum (RF). Business Venture Investments No 1848 (Pty) Ltd held 51% of the share capital of Business Venture Investments No 1849 (Pty) Ltd and an effective interest of 10 438 628 Northam Platinum shares. ‘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.moneyweb.co.za/mineweb/prominent-sa-businessman-lazarus-zim-sued-for-over-r123m/

Jonisayi Maromo | 1 September 2025 In the latest unemployment figures released for the three months between April and June this year, of the 140,000 people who lost their jobs , 15,000 were in the transport sector. The industry remains one of the top ten sectors measured for economic input by Statistics South Africa. But one of the few female leaders in the sector believes the ongoing job losses can indeed be reversed. Former Presidency deputy director general (DDG) Matsietsi Mekoa , now executive chairperson of Brima Logistics, leads a team of women committed to transforming logistics into a sector that not only supports economic growth but also drives inclusive employment. "The transport sector is capable of stopping the shedding of jobs in transport and also transforming ownership and management patterns that support women. That can be done through how the state policy supports the transport sector as a whole," says Mekoa, who runs one of the biggest women-run logistics companies in the country. Mekoa adds that for every truck, big or small, added to their company's fleet, two jobs are created. While the sector has experienced losses in recent years—both locally and internationally—she believes there's potential for recovery. Brima Logistics is now exploring entry into air cargo, sea, and rail logistics. These plans mark a significant shift from the challenges the company faced during the Covid-19 pandemic, when it had to retrench 40% of its staff. The downturn also threatened a notable policy introduced seven years ago: allocating 10% of company ownership to employees. At Brima’s headquarters in Boksburg, east of Johannesburg, employees reflect positively on the decision, noting that sharing profits has instilled a greater sense of ownership and responsibility among staff. After rehiring many of the employees furloughed during the pandemic, Mekoa recalls the company’s humble beginnings in 2005, when she and her husband started with a single truck in their garage. Today, the business operates across all nine provinces with warehouse hubs in Cape Town, Durban, and Johannesburg. Looking to the future, Mekoa sees opportunities on the continent where others see barriers. "The trade disruptions brought on by rapid changes in trade policies globally also affect Africa. Regional integration of logistics systems is going to become all-important if African countries can work together. South Africa will lead the way in showing the rest of the continent how infrastructure challenges facing the African Continental Free Trade Area can be overcome. As the biggest and most industrialised economy in Africa, South Africa can also use free trade to counter trade policies that are meant to hurt the region," said Mekoa, who is also a former acting CEO of state-owned regional airline SA Express. Mekoa says her experience in the aviation sector and her understanding of the growing demand for air cargo across Africa are key to her vision of an integrated logistics model. Earlier this year, she left her role in the Presidency as DDG responsible for corporate services to focus fully on the business. She credits the company’s two decades of growth to the professional women who have helped shape its trajectory. Two such women are Deorall Parker and Khanyisile Zulu, both of whom joined the company as receptionists and now hold senior leadership positions. Parker, now financial director, reflects on her 15-year journey at the company: "As the business grew and changed, it required me as an individual to change and transform as well. Hard work does not only pay off, but also produces a strong character in oneself. Young women should never doubt that they cannot achieve greatness in this industry and that they can grow this sector by the principles of ubuntu and fierce dedication," she says. She also stresses the importance of transformation and local support for South African logistics companies. "The greatest challenge that the logistics industry is facing is transformation in the sense that international giants still set the rules in our own country and we are fighting for recognition and trust from our own people, which is really sad as a black-owned business. Local logistics companies still have to prove their worth in this country, and the only way to overcome it is by us uniting as South Africans and breaking those boundaries that are set by international giants," she says, calling for stronger policy support for young people and women in the sector. Zulu, now sales and marketing director, also credits the company’s employee ownership scheme with shifting internal culture. "The employee ownership model has been transformative. It shifts the mindset from simply being an employee to thinking and acting like an owner. It instills a deeper sense of accountability, commitment, and pride in our work, while also fostering a culture of shared responsibility and collective success across the company," she says. Zulu, who rejoined Brima after furthering her studies and gaining experience in business development, is focused on broadening access for women in logistics. "I want to be remembered as someone who created pathways and opportunities for women to enter, thrive, and lead this sector with confidence. One of the sector’s greatest challenges lies in poor infrastructure, particularly in relation to roads, rail, and ports. While the government plays a critical role in addressing these issues, this reality also creates opportunities for us as logistics players to find innovative solutions to ensure reliable and efficient service delivery." In a sector facing multiple challenges—from job losses to infrastructure constraints—stories like these offer a glimpse into the kind of leadership and transformation that could shape a more inclusive and resilient future for transport and logistics in South Africa. Last month, IOL reported that the official unemployment rate in South Africa rose to its highest in one year as the jobless population surged by 140,000 in the three months to June, resulting in a total of 8.4 million individuals seeking work. The increase in unemployment has raised concerns, with the official unemployment rate jumping by 0.3 percentage points from 32.9% in the first quarter to 33.2% in the second quarter.  This is the highest jobless rate since the second quarter of 2024. According to the Quarterly Labour Force Survey (QLFS) results for the second quarter of 2025, the labour market showed a modest increase in employment numbers, but this was coupled with a worrying rise in the unemployment rate.  Statistics South Africa said there was an increase of 19,000 employed persons, bringing the total to 16.8 million. ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://iol.co.za/news/south-africa/2025-09-01-from-presidency-to-the-steering-wheel-how-daring-women-are-creating-jobs-in-south-africas-transport-industry/

Ciaran Ryan | 1 September 2025 Business organisations Sakeliga and the National Employers’ Association of SA say they’ll appeal the ‘deeply flawed judgment’ at the Constitutional Court. The Pretoria High Court last week dismissed a case brought by two business organisations, seeking to halt implementation of race and gender employment targets for 18 economic sectors under the Employment Equity Amendment Act (EEAA), which became law in January 2025. The case was brought by business organisations Sakeliga and the National Employers’ Association of SA (Neasa), after numerical employment targets for businesses with more than 50 employees in the 18 economic sectors were published in April. Businesses that fail to meet these targets face dire consequences. The state argued that these were targets rather than quotas, intended to increase the representation of blacks, women and people with disabilities in the workplace. Criticism of the Act The Act has been criticised for seeking to turn businesses into enforcers of arbitrary state policy and for denying business owners agency over their own employment choices. The court found that the minister had set numerical targets rather than goals, and the application to interdict the implementation of the new employment equity regulations was not a constitutional matter, as was argued by the business groups. “The application for an interdict or suspension falls to be dismissed,” says the ruling by Judge Graham Moshoana, adding that the court was in no position to examine whether the numerical targets set by the minister were lawful or not. Each party was ordered to pay their own costs. Plans to appeal Neasa and Sakeliga say they will now appeal their case directly to the Constitutional Court (ConCourt) to set aside what they describe as a “deeply flawed judgment”. The case before the Pretoria High Court was split into two parts: Part A, which asked the court to interdict or suspend the implementation of the targets; and Part B, which has yet to be launched and seeks to have several sections of the Act declared unconstitutional. The business organisations say they will now appeal directly to the ConCourt to set aside the Pretoria High Court’s decision, which they claim erred “in not appreciating the constitutional nature of the matter, the suitability of an interdict against the operation of unlawful regulations, and the requirements for consultation before promulgation of regulations, among others.” They will pursue the ConCourt action in parallel with an appeal to the Supreme Court of Appeal. As part of their strategy to frustrate the implementation of the race, gender, and disability targets, the business organisations say they will assist employers in maximising resistance to, and minimising the harm caused by, the regulations to themselves, their employees, and the public. Complying with the regulations Sakeliga and Neasa believe complying with these regulations is impossible, which means tens of thousands of employers must now pursue strategies to mitigate their harm. “No serious businesses anywhere can be expected to run their hiring off a government spreadsheet. The roughly 50% quotas for men and women, regardless of their differences, are obviously impossible to meet, and the racial quotas are even more far-fetched and disruptive to businesses, workplace harmony, and staff relations,” they say in a statement. They advise employers that they are under no obligation to racially classify themselves on the EEA1 forms they are expected to submit to the Department of Employment and Labour. In this case, employers will be expected to fill in the racial classification on the forms, which poses serious legal and practical pitfalls. The organisations advise businesses to add a condition to all EEA1 forms that they cannot be held accountable for the racial classification performed on the form, as there are no criteria or guidelines to govern how the classification should be made. They add that employers should set targets for the first four years in line with actual business realities, adding that any five-year targets included on the requisite forms are provided solely because they are legally required and that such targets cannot realistically be met. ‘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.moneyweb.co.za/news/south-africa/high-court-dismisses-case-to-halt-employment-equity-quotas/

As per Schedule 1 of the Amended General B-BBEE Codes of Good Practice , a “Start-up Enterprise” means a recently formed or incorporated Entity that has been in operation for less than 1 year.  A start-up enterprise does not include any newly constituted enterprise which merely a continuation of a pre-existing enterprise.   Further rules applicable to Start- Up Enterprises include:   Start-up Enterprises are deemed to have qualifying B-BBEE Status in accordance with the principles of paragraph 4 of Statement 000 of the Amended General B-BBEE Codes of Good Practice. a Start-up Enterprise may be measured in terms of the QSE scorecard, or the Generic scorecard should they choose to. a Start-up Enterprise must submit a QSE scorecard when tendering for any contract, or seeking any other economic activity covered by Section 10 of the Act, with a value higher than R10 million but less than R50 million. For contracts of R50 million or more they should submit the Generic scorecard. The preparation of such scorecards must use annualised data.   Technical Services  are on hand to assist with the understanding the requirements of Start-Up Enterprises.

As per Schedule 1 of the Amended General B-BBEE Codes of Good Practice , a B-BBEE Controlled and B-BBEE Owned Company is defined as follows:   “ B-BBEE Controlled Company  means a juristic person, having shareholding or similar members interest, in which black participants enjoy a right to Exercisable Voting Rights that is at least 51% of the total such rights measured using the Flow Through Principle”   “ B-BBEE Owned Company  means a juristic person, having shareholding or similar members interest, that is B-BBEE controlled, in which Black participants enjoy a right to Economic Interest that is at least 51% of the total such rights measured using the Flow Through Principle;” Technical Compliance Services are available to assist Members in understanding definitions under Schedule 1 of the Amended General B-BBEE Codes of Good Practice.

Under Statement 300 of the Amended General B-BBEE Codes of Good Practice , clause 6 lists various Legitimate Recognisable Training Expenses under the element of Skills Development.   Clause 6 states the following:   6. LEGITIMATE RECOGNISABLE TRAINING EXPENSES   6.1.1 costs of training materials; 6.1.2 costs of trainers; 6.1.3 costs of training facilities including costs of catering; 6.1.4 scholarships and bursaries; 6.1.5 course fees; 6.1.6 accommodation and travel; and 6.1.7 Administration costs such as the organization of training including, where appropriate, the cost to the Measured Entity of employing a Skills Development facilitator or a training manager.   Skills Development Services  are available to assist Members to ensure that they claim all Legitimate Recognisable Training Expenses under the element of Skills Development.

Mawande Amashabalala | 24th August 2025 Construction and Education Training Authority (Ceta) chief executive officer Melusi Shezi says the allegations of governance failure against him are the work of those seeking to get their hands on the R780-million annual revenue of the entity after he introduced tighter controls on procurement processes after taking over. Shezi, who heads the Ceta, which is one of the many sector education and training uthorities (Setas), says his only sin was to improve the performance of the organisation against the wishes of rogue elements who want to loot. When he took over in 2021, Ceta was under administration, performing at a disappointing 24%. However, after Shezi implemented several reforms, including recommending forensic reports, its targets shot up to 98%. Shezi refuted the allegations of governance failures and interference in procurement processes against him, arguing that the improved performance of the entity backs him up. “Obviously, where there is money, there is an interest, whether for good or for bad, there will always be noise about who is in charge of such monies and funds,” said Shezi during a candid interview with Sunday World Engage. Shezi said he was well on course to take the Ceta back to its glory days before the Covid-19 pandemic, when it was collecting levies to the tune of R1-billion a year. The revenue plummeted to a paltry R250-million at the height of Covid-19, however, since Shezi took over in 2021, it went up to R380-million. It then spiked to R400-million, and continued its upward trajectory to R600-million before hitting the impressive R780-million mark. “We are projecting that by 2026, we should be able to go back to reach R1-billion in reve-nue,” he said. Shezi said he was also steadfast in forging equality in an industry largely untransformed along the gender and racial lines. “We have done so many initiatives to ensure that transformation happens, starting from the level of the learnerships, internships, short skills and artisans programmes. “Our strategic focus as Ceta is to ensure that women, youth and people with disabilities and people and entities that operate in rural and township areas are given preference and priority,” said Shezi. Shezi says his enemies are not pleased that he has been working hard to set Ceta on a path to its glory days. If anything, he added, he cannot be accused of introducing governance failures when he is the one who has been fighting to stop such failures. The diagnostic report done by the administrator he found at the helm, he said, had revealed a total collapse of governance at Ceta. “The committees of the boards were operating without delegations. Others took decisions that were supposed to have been taken by theentire board, and they were never ratified. “Some awarded entities where they were conflicted and had an interest in those entities. There was also a total collapse in our accreditation and certification processes in that there were no standard procedures, and there were delays in producing certificates for the learners that would have gone through programmes to the extent that some would have to wait three to five years to get their certificates.” It was for this reason that when Shezi took over, he embarked on a mission to review the procurement process to close the loopholes. “I started with procurement, where we reviewed the processes. We introduced internal controls that were required to make sure that there was segregation of duties, because when I started, the person who prepared the document for an RFQ (request for quotation) was the same person who received responses, and was also the person who decided to award it.  No proper registers were kept. “Then we introduced the rule that the person preparing for this thing to go out is not the one who will be receiving it. Second, we made it electronic. Submissions were made through a particular email, which only SCM (supply chain management) practitioners could send and respond to, while others could only view. “And then we introduce that the RFQ responses, like the tenders, must have an evaluation team, which must include one SCM practitioner. So, we introduced that all tenders whose budget or actual awards is above R5-million must be subjected to a probity audit before the appointment letter is issued,” he continued. “And with those improvements at the time, in my first six months, we did a property audit and internal audit. Internal audit started picking up issues because people were resisting. “We needed to place certain people on suspension because forensic reports were saying they were responsible for corrupt activities in the SMC environment. And guess what they did? They retaliated and went out and said, ‘he’s corrupt, he’s interfering’.” Meanwhile, Shezi, in a leaked Ceta internal memo, warned the staff about the widely criti-cised decision by Minister of Higher Education Buti Manamela to place Ceta under administration. “The Ceta was not formally notified in advance or by the time of this communiqué as reflected in the gazette. So, do not panic at this stage.” Shezi called for calm from Ceta staff members. “It is worth noting that, as previously communicated, Ceta has achieved 98% of its targets as confirmed by the auditor-general during the current audit. “It is also worth noting that there is no investigation report that has been made that concludes that there is financial maladmini-stration at Ceta.” The DA and EFF have both questioned the legality of the decision by Manamela and threatened legal action, while Oupa Nkoane, who was announced as administrator, has rubbished the announcement, saying he only learnt about it from the news, and he was never approached to accept or decline appointment. ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://sundayworld.co.za/news/im-attacked-because-i-stopped-open-season-of-looting-at-ceta-says-ceo/