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Tasneem Bulbulia | 19 February 2026 The Competition Tribunal has confirmed, as an order, a consent agreement between the Competition Commission and Wilmar SA (formerly Wilmar Continental Edible Oils and Fats). Although it has agreed to enter into a consent agreement and pay a settlement amount of R1-million among other requirements, Wilmar denies having contravened the Competition Act. In December 2016, the commission initiated a complaint against Wilmar and other firms for alleged price-fixing and/or fixing of trading conditions in contravention of the Competition Act. The commission later added allegations of market division against Wilmar and another firm under the Act. The commission and Wilmar have agreed that settlement is a pragmatic resolution to their longstanding disputes. In addition to paying the settlement amount, Wilmar has undertaken a range of public interest and compliance commitments. These include an investment of R49.5-million over five years in several public interest initiatives, outlined below. The education initiative will comprise a combination of learnerships, apprenticeships and bursaries to historically disadvantaged persons and/or otherwise underprivileged candidates. Funding under the education initiative shall be limited to post-school education and training and shall not include primary education. For the school infrastructure development initiative, a specified amount shall be specifically allocated for the eradication of pit latrines at rural schools; and other school infrastructure projects including the construction of new schools and the refurbishment and re-equipment of existing schools. Another initiative, the enterprise and supplier development fund, will be applied towards business incubation initiatives, including the provision of capital to support the establishment and expansion of small, medium-sized and microenterprises and businesses. Beneficiaries of this fund shall be integrated into Wilmar's supply chain and shall receive a guaranteed commercial engagement with Wilmar for a certain specified minimum period. In addition to financial support, the initiative shall provide a comprehensive suite of developmental interventions, including but not limited to structured mentorship, regulatory compliance training and IT enablement. Wilmar has also committed to foreign direct investment, which includes establishing a new rice packaging plant, among others. Meanwhile, in terms of the consent agreement, Wilmar agrees and undertakes not to engage in any anti-competitive conduct that is in contravention of the Act. It will also develop, implement and monitor a competition law compliance programme as part of its corporate governance policy, which is designed to ensure that all employees, management and other functionaries do not engage in conduct that is in contravention of the Act. ‘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/tribunal-confirms-settlement-between-commission-wilmar-2026-02-19

Staff Writer | 22 February 2026 President Cyril Ramaphosa has doubled down on Black Economic Empowerment in South Africa, saying that instead of loosening the laws or heeding calls to abolish them, the country should lean into taking them further. Responding to the debate on his State of the Nation Address last week, the president chided political parties, including those within the Government of National Unity (GNU), for wanting to scrap the laws. He insisted that broad-based BEE (BBBEE) had been fundamental to improving the lives of black people in South Africa, reducing inequality and reversing the injustices of the past. BEE critics have long argued that the laws have only worked for a select few—typically those connected to the once-majority ANC and its control over government contracts—while leaving the vast majority of the population in poverty. BEE proponents, meanwhile, have often cited the yawning gap between black and white wealth in South Africa as evidence of why race-based laws are necessary to make the playing field more equal. However, this same point has been used in response to show exactly why BEE does not work, as the inequalities persist despite the government’s very direct interventions. In his response, Ramaphosa addressed these points directly, noting that between 2006 and 2023, black African households experienced real income growth of 46%, coloured households 29 % and Indian households 19%. This disproves the “myth” that BEE has only worked for the few. “It is no accident that the level of poverty in the black African population fell from 67% in 2006 to 44% in 2023,” he said. “Nor is it any accident that the level of poverty in the coloured population fell from 43% to 25% in the same period.” However, he said that, despite this progress, the average income of white households is still nearly five times higher than that of black African households. “This is the gulf we must close through deliberate and sustained efforts to expand opportunity. Now is not the time to abandon BEE. Now is the time to make it more effective,” he said. Reviewing BEE laws Ramaphosa said that South Africans should stop seeing BBBEE as a cost to the economy, but rather an opportunity for sustainable growth. “That is why I announced in the State of the Nation Address that we are undertaking a review of our Broad-Based Black Economic Empowerment framework to ensure that it supports greater transformation and inclusive growth,” he said. The government has launched several initiatives over the past year that have taken different approaches to BEE—some extremely interventionist, others more flexible. On the interventionist side, the Department of Employment and Labour has forged ahead with new racial Employment Equity targets across 18 sectors in South Africa. These targets, characterised as racial quotas by critics and “flexible goals” by the government, require businesses with over 50 employees to file five-year plans to ensure their workforces reflect the country’s demographics. While the laws allow for exemptions and deviations, companies have to racially profile their workforces and ensure they meet percentage-based targets by 2030, or face steep fines and penalties. On the more flexible side, the government has shown a willingness to waive strict BEE compliance measures on ownership requirements to attract foreign companies and investment. This is particularly in the telecommunications and mining space—though not without controversy and pushback from both sides of the BEE debate. The Department of Trade and Industry is also in the process of setting up a R100 billion fund for black businesses, with the latest iteration offering BEE points to companies that contribute. Under the proposal, companies that contribute 3% of their net income to a so-called Transformation Fund will earn double the points currently available for a scorecard that measures businesses’ support for greater economic inclusion. The increased number of points will improve companies’ access to government and corporate procurement. ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://businesstech.co.za/news/government/851722/ramaphosa-doubles-down-on-more-bee-in-south-africa/

Pieter Steyn | 17 February 2026 The Codes set out the methodology for calculating a firm’s BBBEE rating.  Significant changes have been proposed to cater for the proposed new Transformation Fund and changes to the BBBEE procurement scorecard. While not yet binding and still open for public comment, the proposed changes indicate Government policy and have important potential implications for business in South Africa . On 29 January 2026, proposed changes to the Codes were published for public comment by the Minister of Trade, Industry and Competition in the Government Gazette.  A minimum 60 day period is required for public comment in terms of the Broad-Based Black Economic Empowerment Act. The proposed Transformation Fund was first announced by the Minister in January 2025 and a draft Concept Document was issued for public comment in March 2025.  The Fund’s purpose is to support firms owned and controlled by “Black People” as defined in the Act.  Details however remain unclear but a website (http://sa-transformationfund.co.za) is operational and indicates that the Fund will be managed by a separate Special Purpose Vehicle (SPV) whose board will be appointed by the Minister.  An “Oversight Committee” will consist of representatives from both the public and private sectors. The Fund represents an important policy shift by Government away from incentivising private sector driven initiatives towards a State driven process. The proposed changes to the Codes introduce contributions to the Fund as an alternative to Enterprise Development (“ED“) and Supplier Development (“SD“).  A firm will currently score 5 points if it spends 1% of its annual Net Profit After Tax (“NPAT“) on ED and 10 points if it spends 2% of its NPAT on SD.  The proposed changes provide that a firm will score 20 points if it contributes 3% of its NPAT to the Fund. Points will be prorated to the extent that the NPAT targets are not met and a firm which does not score a minimum 40% of the total points for ED/SD or Fund contributions will have its BBBEE rating discounted by one level. It is important to note that a firm must choose between ED/SD or contributing to the Fund.  It cannot do both. This means that a firm’s existing ED/SD initiatives will likely be terminated if it decides to contribute to the Fund.  The proposed changes to the Codes do not contemplate a phasing out period for existing ED/SD initiatives by firms who choose to contribute to the Fund. The termination of existing ED/SD initiatives will negatively affect existing ED/SD beneficiaries and have potential legal and other commercial consequences for both the firm and beneficiaries.  These consequences will have to be assessed by each firm. Only 5 additional points will be scored if a firm meets the 3% NPAT target for Fund contributions.  A key consideration for a firm in deciding whether or not to contribute to the Fund will be whether the additional points scored will materially enhance its BBBEE rating. The Fund’s website states that contributions to the Fund will be “mostly tax-exempt under section 56(1)(h) of the Income Tax Act” and that donors may claim a deduction under section 18A of the Income Tax Act.  Tax benefits may be an incentive for firms to contribute to the Fund but each firm will need to assess this and more clarity is required on any such tax benefits. The website also states that firms will be required to sign a “Participation Agreement” with the Fund.  A template of such agreement is not yet provided and it is not clear if it will simply record the payment of the contribution or impose other obligations. This will be a material factor and needs to be clarified. The proposed changes to the Codes also involve significant changes to procurement and supplier targets. The existing available 27 points for preferential procurement have been reallocated by introducing the following new categories – 100% black owned Qualifying Small Enterprises (“QSEs“) with a 15% procurement target for 2 points 100% black owned Exempted Micro-Enterprises (“EMEs“) with a 15% procurement target for 2 points 100% black owned suppliers with a 25% procurement target for 7 points 100% black women owned suppliers with a 12% procurement target for 3 points The existing 2 bonus points will only be scored if a firm meets a 100% procurement target from suppliers 100% owned by Designated Groups (defined as certain unemployed Black people, Black youth, disabled Black people, Black people living in rural/undeveloped areas and Black military veterans).  Currently the 2 bonus points are scored if a firm meets a 2% procurement target from suppliers at least 51% owned by Designated Groups. These changes represent a significant challenge for firms to score procurement points especially as a failure to score the minimum 40% target will result in an automatic downgrade of a firm’s BBBEE rating. The 100% threshold requirement seems too high (for example procurement from a 99.99% Black owned firm would not qualify).  Furthermore the thresholds for defining EMEs and QSE’s remain at 2013 levels (R10 million and R50 million annual revenue respectively) and are long overdue for an increase. Amendments have also been proposed to the Codes dealing with QSEs and Equity Equivalent programs to provide for the option of making contributions to the Fund and changing the procurement and supplier targets for QSEs. It is important to note that the current proposed changes only relate to the so called “Generic” Codes.  Codes of Good Practice for specific sectors of the economy (including the Agriculture, Chartered Accountancy, Construction , Financial , Information and Communication Technology (ICT), Forestry, Property, Tourism and Transport sectors) are not affected and remain in place for firms operating in those sectors.  This means that firms covered by Sector Codes will not score points from contributions to the Fund and their procurement scores will not be affected by the proposed changes unless and until the Sector Codes are updated to accord with the changes. The proposed changes are not final or binding and the public commentary period has not yet expired.  The final Codes may differ from the changes proposed on 29 January 2026.  Given the important implications of the proposed changes, business and the public should  consider submitting comments to the Minister and any final changes to the Codes must be carefully assessed. ‘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.polity.org.za/article/unpacking-the-significant-proposed-changes-to-the-generic-codes-of-good-practice-codes-on-broad-based-black-economic-empowerment-bbbee-2026-02-17

Staying competitive and innovative in today’s evolving business landscape demands more than just a solid product or service. It requires an empowered and capable workforce. Skills Development, the proactive investment in employee growth, has become an essential component of a business’s long-term strategy. While this often aligns with Broad-Based Black Economic Empowerment (B-BBEE) compliance, the benefits of Skills Development go far beyond regulatory requirements. Enhancing employees' professional skills enables companies to build an agile, engaged, and growth-driven culture that fuels sustainable business success.   Beyond Compliance: Building a Skilled and Capable Workforce In many South African businesses, Skills Development is often seen as a means to meet B-BBEE targets and gain a competitive edge. However, the value it brings to the business extends far beyond this compliance. When employees receive certain opportunities for training and upskilling, they are empowered to take on more complex and fulfilling roles. A workforce that is continuously developing is not only more capable of meeting the demands of their current roles but is also prepared to adapt to industry changes, ensuring the business remains resilient and future-ready.   Investing in Skills Development means that businesses are showing their commitment to their employees’ growth which leads to increased motivation and a sense of ownership in their work. This investment, in turn, builds loyalty and reduces turnover rates. Skilled and experienced employees are more likely to stay with a company that values their professional growth, which saves on recruitment and training costs while preserving valuable institutional knowledge.   Productivity and Innovation Skills Development drives a culture of continuous improvement, which is important for business growth. When employees are equipped with updated skills and knowledge, they can perform their tasks more efficiently, resulting in higher productivity. Enhanced productivity directly impacts on the company’s profitability, as tasks are completed faster, with fewer errors and less need for rework.   Moreover, employees who are empowered through learning bring fresh ideas and perspectives to the table. Innovation flourishes in environments where employees feel confident to experiment and apply new skills. In competitive industries, this ability to innovate can be a decisive factor in differentiating a business from its competitors. Skills Development Programmes encourage employees to contribute actively to problem-solving and to propose process improvements that can streamline operations and create value for customers.   Leadership Development and Succession Planning Leadership Development is another critical aspect of Skills Development that benefits businesses in the long-term. Investing in programmes that focus on soft skills such as communication, conflict resolution and strategic thinking prepares employees to step into leadership roles. This approach to succession planning ensures the company has a pipeline of competent leaders ready to take on new challenges.   Developing leaders from within means that businesses can benefit from leaders who already understand the company culture, values, and goals. This approach also boosts morale as individuals can see a clear path to advancement and feel encouraged to pursue leadership roles, knowing they have the support and resources to succeed.   Future-Proofing the Business through Adaptable Employees Skills Development also future-proofs businesses by creating a versatile and adaptable workforce. As technology and market demands evolve, businesses must be able to respond swiftly to change. Employees equipped with a diverse skills set are better prepared to take on new roles and responsibilities, helping businesses pivot when necessary. This adaptability is especially valuable in times of economic uncertainty, where the ability to quickly upskill or reskill employees can be the difference between survival and stagnation.   Businesses that prioritise continuous learning demonstrate resilience and readiness for whatever the future brings. This adaptability is not only advantageous in meeting unforeseen challenges but also positions the business as an industry leader, proactive and prepared for innovation.   Skills Development Services are available to guide members on understanding these concepts to implement sustainable Skills Development strategies.

The 5 Bonus Points for Skills Development in exchange for meeting Absorption targets can meaningfully impact an organisation’s overall B-BBEE Scorecard. At a B-BBEE Verification, an organisation will be measured against c lause 2.1.3 of Statement 300   of the Amended General B-BBEE Codes of Good Practice , which states:   "Number of Black People absorbed by the Measured and Industry Entity at the end of the Internship, Learnership and Apprenticeship programme under Paragraph 2.1.2.1"   Skills Development Services are available to guide members in accessing the Bonus Points on offer.  Please note that the General Amended B-BBEE Codes of Good Practice requirements may differ from those of the B-BBEE Sector Codes of Good Practice.

Raymond Parsons | 16 February 2026 Commenting on President Cyril Ramaphosa's delivery of his State-of-the-Nation Address (Sona) in Parliament last week, North-West University Business School economist, Raymond Parsons said the focus on crime reduction, water security, SMME support, and Eskom reforms aims to drive inclusive, job-rich growth. Sona stresses swift implementation and investor confidence as South Africa seeks to seize a “window of opportunity” to strengthen its economic future, Parsons said. Expanding on these points, Parsons noted: In the usual wide-ranging Sona President Ramaphosa emphasised the extent to which South Africa is now at a turning point and needs to capitalise on recent positive developments to build a much bigger, stronger and better economy. The Sona outlined several of the factors that are now needed to generate the higher inclusive job-rich growth required for South Africa to meet its pressing socioeconomic challenges. These include the immediate imperatives of successfully combating violent crime and additional steps to ensure water security, as well as several other key supportive infrastructural and policy measures. In particular, Sona broadly recognised how essential it now is to make South Africa a preferred investment destination by creating a policy environment and growth outlook in which a sufficient number of firms will feel justified in making fresh plans for expansion. Driving growth forward The Sona proposals therefore ranged from further necessary assistance to SMMEs to dealing with the uncertainty around the unbundling of Eskom. The Eskom situation stresses why growth-friendly reforms must be seen as irreversible, if investor confidence is to be retained. It is also necessary to expedite the intended upgrading of public-private sector partnerships to enlarge the capacity for effective delivery. Ultimately, the outcome of the Sona again depends on a pivot in the commitment to expedite implementation of what is planned, as well as what the Budget on Wednesday, 25 February 2026 is able to safely finance. Realistic timelines also need to be enforced. Implementation, in collaboration with the private sector, remains the name of the game. The Sona itself referred to a unique ‘window of opportunity’ to now build on better economic news and to translate it into tangible improvements in citizens’ livelihoods on the ground. This injects urgency into the implementation of the half-forged policies and projects that must now make a big difference to South Africa’s future economic performance, if the GNU’s GDP growth target of 3.5% by 2030 is to be reached. ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://www.bizcommunity.com/article/ramaphosa-sona-maps-out-urgent-steps-for-south-africa-job-rich-growth-951364a

Kgomotso Lebele | 11 February 2026 South Africans are no strangers to instability. Some major public and private organisations have experienced rapid leadership turnover over the past two decades, with each change coinciding with operational setbacks and governance strain. Such frequent transitions are clear signals of systemic fragility. High leadership turnover erodes trust, disrupts economic recovery, and ultimately forces organisations into survival mode rather than enabling progressive transformation. Stability is gaining renewed prominence in the private sector. Industry data reveals an upward trend in CEO tenure among the country’s leading companies, highlighting a shift toward valuing sustained leadership as a key driver of organisational performance. Laying the foundation for lasting change Transformation is a long game played with decisions that amplify over time. Policy uncertainty, constant strain on infrastructure, growing social inequality, and geopolitical strain are just some of the hurdles that leaders are up against, proving that more than technical skill, they need time. Time to embed frameworks that last longer than headlines, to align emerging technology with human capability, and turn lip service into service delivery. Accenture research tells us that only about 30% of large-scale transformation efforts achieve their intended outcomes. One of the strongest predictors of success? Consistent leadership alignment. In our country, where transformation agendas too often get lost to short-term gains, leadership continuity means the difference between incremental change and systemic impact.  Trust, consistency and the power to transform Continuity builds trust, and trust is the driver of transformation. Clients who believe that leadership will not change with every market shock invest deeper. Employees who believe there's a steady hand at the helm commit to the long haul. These are not abstract ideals. Trust directly translates into resilience when crisis hits and it’s time for bold moves. Some of our country’s greatest turnaround stories are case in point. Despite fluctuating metal prices and an unpredictable global economic outlook, one of the platinum group metals miners remains profitable, reporting revenue of R32.9 billion — a 6.9% increase from the previous year. The multinational bank and financial services group delivered headline earnings of R45 billion and a return on equity of 18.5%, reflecting the depth of its diversified portfolio and its continued focus on creating value for stakeholders. These wins are not accidents; they are the proof points of leadership continuity, real-world examples of decision-makers who stayed, steered, and executed through the turbulence.  Leading past survival We need to let go of the notion that leadership continuity is about avoiding change. In fact, it is precisely what enables the right kind of change. Without it, there will be no reinvention of any kind. No investment in innovation, no inclusivity and diversity in talent pipelines, no shaping industries that are fit for the future. Just more cycles of reactive stagnation.  We are a resilient, growing nation, but our country’s transformation agenda is crying out for leadership that sticks around. Yes, the economy is growing, but we can do more than 0.6%. We owe our youth better than a 46% unemployment rate. And together we can rise to meet the estimated R2 trillion needed for infrastructure upgrades in 2030. What we can’t do is tackle any of these challenges without leaders who are in it for the long haul. A different ending: shifting the lens to accountability and courage At Accenture, we believe that true transformation is built on more than innovative strategies or technological investment – it requires leaders who are committed to staying the course. Leadership continuity is not about resisting change; it is about having the presence, accountability, and courage to guide organisations through complexity, build trust, and turn long-term vision into lasting impact.  By prioritising consistent leadership, organisations can move beyond reactive cycles, embed meaningful frameworks, and create sustainable growth that benefits employees, stakeholders, and the nation as a whole. In today’s dynamic environment, continuity is the differentiator between incremental adjustments and transformative outcomes, and we urge leaders to recognise its value and act accordingly. *Kgomotso Lebele, Country Managing Director, Accenture South Africa ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://insurancebiz.co.za/news/kgomotso-lebele-leadership-continuity-the-crucial-caveat-in-sas-transformation-agenda.html

ENCA | 13 February 2026 JOHANNESBURG - Approximately eight million people were officially unemployed in South Africa in the third quarter of 2025, representing an official unemployment rate of 31.9 percent, according to Statistics South Africa. Youth unemployment among 15- to 24-year-olds stood at 62.4 percent in the first quarter of 2025. While President Cyril Ramaphosa said during his Thursday night State of the Nation Address that the government has created over 2.5 million opportunities through the Presidential Employment Stimulus, more still needs to be done to decrease unemployment. Over R10.98-billion has been allocated to Labour Activation Programmes for the 2025-26 year, aiming for 240,000 job placements, with a long-term target of 690,000. But Marc Lubner, CEO of the Afrika Tikkun Group, says “throwing money” at the problem will not fix it. “Sure, we need a budget, but the issue that is concerning is how the funds are utilised and deployed,” he says. Lubner adds that it is disappointing the crisis of youth unemployment is still being looked at in isolation. “It’s not on education alone. It needs an integrated approach, recognising that a child grows up in an environment where there are a series of resource lacks from both social and physical infrastructure. We need to look at the linkage.” In his address, Ramaphosa said the government would introduce regulatory changes to make it easier for businesses to participate in the youth employment service. “In the coming year, we will expand our public employment programmes, including the Community Works Programme, EPWP and the Presidential Employment Stimulus.  “We will ensure they are better coordinated efforts to provide income support, skills development and pathways into longer-term work, particularly for young people and women,” Ramaphosa said. But Lubner cautions that while creating skills training opportunities is important, it is equally critical to ensure individuals entering these programmes are well prepared. “You can’t take an 18-year-old out of school and anticipate that they’re going to move into the work environment with the necessary social skills. One must look at a holistic approach; you have to have fundamentals taught at an early age.” ‘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.enca.com/news-top-stories/sona-2026-jobs-promise-under-scrutiny

Reabetswe Maputla | 10 February 2026 According to Statistics SA, the unemployment level of black women as of 2025 is 40.2%, despite affirmative action. Decades after the end of apartheid, women in South Africa remain disproportionately concentrated in certain jobs. One of the reasons the Employment Equity Act exists is to help advance people from historically disadvantaged groups into all levels of employment. Yet the employment gap between men and women is getting bigger, posing the question: does society even want women in leadership roles, let alone workplaces? Women are not only the most educated but also the most unemployed people in South Africa. South Africa’s overall unemployment rate is 33.2%, according to Fast company, which highlights the future of business and work culture. But joblessness, according to the Cape Argus, is higher among women at 35.9%, compared to 31.0% for men. According to Statistics SA, the unemployment level of black women as of 2025 is 40.2%, despite affirmative action. The unemployment rate for graduates stands at 12.2%, and female graduates experience a significantly higher rate of 15.0%, compared with 8.9% among males, according to the Cape Argus. During apartheid, women were limited to administrative, teaching, nursing, services, clerical and domestic jobs. The few women employed in post-apartheid South Africa continue to dominate those sectors, despite having qualifications which, in theory, should put them in other sectors. Occupational segregation continues to thrive in post-apartheid SA. Statistics SA shows that 17.6% of employed women are in administrative posts compared to 5.5% of employed men. Only 0.4% of men in South Africa do domestic work, whereas women dominate the industry. Daily News estimates that 27.2% of employed women, around two million, are limited to informal work. This includes jobs without contracts, pension benefits or medical aid. Men continue to dominate in executive and managerial roles and women continue to be left behind. Business Tech, SA’s largest and most influential business news website, shows that men account for 61% of these roles compared to women at 30%. Even when women are given a seat at the table, it’s tainted by the gender pay gap. IOL shows that as of 2025, women earn 23% to 35% less than men for the same work. Organisational culture in workplaces shows that women continue to be left out of strategic processes and debates and still have to work harder than their male counterparts to be taken seriously. Work allocation continues to be biased, with women being expected to take minutes, for example, despite their levels at work or qualifications. Women are given administration-type jobs regardless of the work done by the whole team. Women are often allocated to arrange conferences, do catering and find venues. Such tasks takes a significant amount of time out of their schedule. This makes it more challenging for women to do the tasks that advance their careers and fit their job descriptions. The Cape Times shows that women in SA head 43.2% of households, on top of earning less than men. Women are also often passed over for promotions. The 2025 Working Women’s Report, produced by RecruitMyMom, a specialist SA talent agency focused on working women, shows 19% of women in SA wait five years for a promotion, with 23% never getting promoted. Women also experience sextortion to keep their jobs or get benefits. Authority figures in workplaces may demand sexual favours from women with the promise of career benefits or a change in work conditions. Thus, women are on the receiving end of corruption, as well as violation of human rights. Despite strides in the fight against inequality and the implementation of affirmative action policies such as employment equity, the statistics don’t lie and women are still at a significant disadvantage. This disadvantage makes many question whether men even want women in these workspaces that women are fighting so hard to be included in, as well as what the future of the workforce is. ‘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/news/opinion/south-african-women-remain-locked-out-of-economic-power/

Yuneal Padayachy | 11 February 2026 On Thursday, 29 January 2026, the Department of Trade, Industry and Competition (DTIC) took a fundamental step in South Africa’s Broad-Based Black Economic Empowerment (B-BBEE) transformation narrative by publishing Government Gazette Number 54032 . This introduces a suite of draft amendments to the B-BBEE Codes of Good Practice for 60 days of public comment. These proposals signal a forward-looking re-engineering of South Africa’s empowerment landscape and placing greater emphasis on measurable economic participation, strategic funding mechanisms, and equitable enterprise growth. The changes underscore the DTIC’s commitment to outcome-focused measurement, where B-BBEE transformation spend is not only about volume but also about demonstrating enduring economic uplift. The proposals represent one of the most substantial revisions to the B-BBEE regulatory framework in years, aimed at strengthening accountability, refining the empowerment scorecard, and incentivising transformation outcomes across the B-BBEE landscape. The gazette includes a number of draft gazettes which include amendments to: Draft Statement 000 of 2026 Draft Statement 004 of 2026 Draft Schedule 1 of 2026 Draft Statement 103 of 2026 Draft Statement 400 of 2026 Draft Code Series 600 of 2026 The Drafts are not merely technical changes; they reflect a policy direction with practical implications for business transformation, compliance strategy, and economic participation. Some of the major areas that have been introduced are as follows: Introduction of a transformation fund A major proposal is the establishment of a transformation fund as an alternative compliance route to traditional enterprise and supplier development (ESD) spend. Businesses could contribute a fixed percentage, 3% of net profit after tax, into this fund to earn a significant portion of B-BBEE scorecard points (20 points), centralising and scaling funding for Black-owned and Black-managed enterprises. Whilst many have questioned the corporate governance aspects of the transformation fund, others have welcomed it and are eager to understand how beneficiaries can be supported in a sustainable manner. Redesign of preferential procurement and supplier targets The draft scorecards emphasise more nuanced supplier spend targets, including distinct weighting for procurement from 100% Black-owned enterprises and 100% Black-women owned enterprises, signalling a shift toward more outcome-oriented procurement transformation. Equity equivalent investment programme for multinationals Draft Statement 103 introduces the transformation fund as one of the programmes that can be implement under the equity equivalent investment programme. Definition of the transformation fund Draft Schedule 1 of 2026 defines the “transformation fund” as “an aggregated mechanism to accelerate economic transformation and support Black enterprises, particularly exempted micro enterprise (EMEs) and qualifying small enterprise (QSEs). It aims to pool resources from measured entities to create a scalable impact rather than fragmented individual ESD initiatives”. Furthermore, majority of the Amendments have been incorporated under draft statement 400 of the General B-BBEE Codes of Good Practice and has been introduced under the other statements. ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://www.bizcommunity.com/article/draft-gazette-54032-introduces-sweeping-changes-to-b-bbee-codes-517070a

The Employment and Labour Minister recently announced an increase in the National Minimum Wage (NMW) to R30,23  per hour as of 01 March 2026. The increment aligns with the NMW Act of 2018 . The policy framework of this Act is the floor, a level below which no employee should be paid.   The Act dictates that it is illegal and unfair labour practice for an employer to unilaterally alter an employee's working hours or other Conditions of Employment due to the wage adjustment. Notwithstanding, the NMW covers the wage payable for ordinary work hours and excludes allowance payments, such as transport, tools, food or accommodation, or payments in kind such as board and lodging, tips, bonuses, or gifts.   The Act requires that the NMW Commission reviews the prescribed rates annually, then makes recommendations to the Minister on any adjustment, taking into account alternate views like public comment.   Members are encouraged to take note of the increase effective from 01 March 2026.

Sonja Boshoff | 10 February 2026 There seems to be a trend in our country’s political discourse of turning practical infrastructure questions into identity, and perhaps ideological battles. The current Starlink debate is the most recent example that includes more heat than light. There is far too little focus on the people who pay the price for slow delivery, including our rural communities, small town entrepreneurs, pupils, clinics and transport operators trying to function in a digital economy with unstable connectivity. Let me start with a point that is too often lost in the noise. A minister does not “hand out” licences on demand. Licensing sits with the Independent Communications Authority of South Africa (Icasa), and the process is bound by law. Recent commentary has correctly reminded the public that a policy direction is not a licence, and South Africa’s regulatory architecture must be respected. That is precisely why the debate must mature. The question is not whether South Africa should have rules but whether those rules remain fit for purpose in a technology environment that has changed faster than our regulatory assumptions, particularly where satellite broadband can reach places that fibre and towers do not. Across provinces the same pattern is visible. Communities are expected to learn, trade and comply digitally, while the state and market take years to deliver reliable broadband. A school cannot recover lost learning without stable internet. A small farmer cannot price or sell competitively without connectivity. A spaza shop, guesthouse or workshop cannot operate digital payments or supplier systems without affordable data. Even taxi associations depend on digital communications for operations, safety co-ordination and administration. "Across provinces the same pattern is visible. Communities are expected to learn, trade and comply digitally, while the state and market take years to deliver reliable broadband." South Africa’s economic inclusion challenge is not abstract. It exists in the gap between policy commitments and infrastructure reality. If satellite broadband can narrow that gap faster, it deserves serious engagement, not slogans. At the centre of the controversy is the minister’s proposed policy direction to Icasa. This policy direction is a lawful, deliberate step to better align South Africa’s transformation goals with how they are applied in practice under the Electronic Communications Act. Its intention is to ensure Icasa upholds the full scope of our transformation laws, including ownership and equity equivalent investment programmes (EEIPs), as set out in the Broad-Based BEE (BBBEE) Act. This includes ensuring transformation in telecommunications and broadcasting takes place in the same way it does in other sectors of the economy, by enabling BBBEE rather than narrow deal making. At its core the policy direction seeks to unlock foreign and local investment while expanding internet access. It does so by ensuring all transformation contributions recognised under the BBBEE Act, including equity equivalent investment programmes and deemed ownership, are fairly considered. Icasa’s regulations do not fully reflect these options and only allow for ownership, ignoring EEIPs. EEIPs are not new and are used by multinational firms in other sectors. They are lawful instruments designed to secure measurable empowerment outcomes through skills development, enterprise support, supplier development and localisation. This does not mean a free pass. It means the state can demand enforceable transformation results instead of thin ownership structures that have tended to benefit a connected elite without delivering broad-based inclusion. The uncomfortable truth is empowerment policy has at times been gamed. If transparent and independently verified, a properly structured EEIP can guard against that risk. Critics raise three concerns that deserve serious attention: Relaxing equity requirements undermines transformation; Satellite operators pose risks to sovereignty and data security; and Corporate or geopolitical behaviour could threaten national interests. These are legitimate categories of risk. They are also not unique to Starlink. The correct response is regulation and conditions, not performative rejection. A mature, pro-South Africa position would insist any satellite broadband provider operates under strict and enforceable public interest conditions. At minimum, Icasa and relevant departments should require a credible, audited EEIP with clear targets. This should include ring-fenced investment amounts and timelines, skills pipelines for engineers and technicians, enterprise and supplier development for local small, medium and micro enterprises (SMMEs), and measurable rollout commitments for rural and township areas. There must also be public interest obligations directing connectivity to underserved spaces such as rural schools, clinics and small enterprises. Strong data protection and cybersecurity compliance must be non-negotiable. The Protection of Personal Information Act, lawful interception requirements and transparency on data handling must be codified in licence conditions. Sovereignty cannot be an afterthought. Procurement and localisation should be required where feasible. Even if equipment is imported, installation, maintenance and support ecosystems can be local. That is real job creation. Institutional roles must be respected. Regulators must regulate, politicians must oversee and companies must comply. Public pressure campaigns aimed at influencing regulatory outcomes undermine constitutional boundaries and should be discouraged. Some parliamentary leaders have called for the directive to be withdrawn. That view should be engaged respectfully. However, it would be a mistake to discard the underlying policy question: how do we modernise our framework so satellite broadband can be licensed lawfully, including requirements that benefit the poor? South Africa does not have the luxury of policy paralysis. If enforceable empowerment outcomes can be secured through EEIPs, sovereignty protected through compliance conditions and broadband delivered faster to underserved communities, then engagement is not capitulation. It is governance. If satellite broadband can help a pupil in a remote village access education, a small business expand market access or a taxi association operate more safely and efficiently, then it is worth pursuing. However, it must be pursued on South Africa’s terms, through Icasa’s independent process, with transparent empowerment commitments and strong safeguards for the national interest. That is not abandoning transformation. Done properly, it is transformation, because it delivers capability, opportunity and access where South Africa needs it most. ‘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.businessday.co.za/opinion/2026-02-10-sonja-boshoff-starlink-is-not-the-story-closing-the-connectivity-gap-is/