Luke Fraser | 25 February 2026 Finance Minister Enoch Godongwana says South Africa is finally seeing a shift following over a decade of financial struggles, with debt now stabilising after 17 years. Speaking at the 2026 National Budget, Godongwana said that South Africa is starting to turn the corner. Over the last decade, South Africa has been decimated by state capture, credit downgrades, the Covid-19 pandemic and the grey listing by the Financial Action Task Force (FATF) in 2023. “Faced with this crisis, we chose not to be defined by it. Instead, we turned it into a catalyst for change,” said Godongwana. “We committed to a clear reform agenda and a disciplined fiscal strategy built on three principles: stabilise debt, invest in infrastructure and spend better.” He said that South Africa is now starting to see results, with debt set to stabilise for the first time in 17 years. Debt is now expected to fall in the coming years. The minister said that the budget deficit has narrowed significantly, and debt-service costs are also falling. There have been several key improvements, according to the Minister: South Africa has been removed from the FATF grey list. It secured our first credit rating upgrade in 16 years. Borrowing costs have eased, creating space for growth and development. The consolidated budget deficit has narrowed to 4.5 per cent of GDP for 2025/26, an improvement from 4.8 per cent that we estimated in the 2025 Budget. The deficit falls to 4% in 2026/27 and 3.1% the year after. He noted that gross debt stabilises as a share of GDP in 2025/26, at 78.9%. National Treasury said that the gross debt will then reach 77.3% of GDP in 2026/27 and decline to 76.5% by 2028/29. “The slightly higher debt peak this year reflects weaker nominal GDP growth and our decision to take advantage of strong investor demand in domestic and global markets by increasing issuance in 2025/26,” said the minister. The main budget primary surplus, which ignores income expense, stands at 0.9% of GDP for 2025/26. In the next financial year, the primary surplus is expected to reach 1.6%, and then 1.9% in 2027/28, and 2.3% by 2028/29. The minister added that the growth outlook is steadily improving. National Treasury expects real economic growth of 1.6% in 2026, which will beat its 1.4% estimation for 2025. “This improvement reflects the continued strengthening of economic performance from the second half of 2025,” said the minister. “Over the medium term, growth is expected to average 1.8 per cent, reaching 2 per cent by 2028.” Beats own estimates South Africa has also beaten its own tax goals for the 2025/26 financial year, with tax revenues revised upward by R21.3 billion. Godongwana said that South Africa’s tax system has demonstrated resilience amid slow economic growth. For 2025/26, the gross tax revenue was revised up by R21.3 billion compared to the initial 2025 Budget. This came off the back of higher-than-expected net VAT, corporate income tax and dividends tax collections, improving the in-year outlook. Despite the weak growth environment, South Africa has benefited from a commodity boom, particularly gold and platinum, which have recorded massive price increases over the last year. Following improved results, the government decided to withdraw the R20 billion in tax increases provisionally included in the May 2025 Budget. “The improving fiscal position allows us enough room to withdraw the proposed tax increases, without putting fiscal sustainability or economic activity at risk,” said the minister. Gross tax revenue is estimated to reach R2.01 trillion, which is R21.3 billion above 2025 Budget estimates. Over the medium-term expenditure framework, tax revenues are set to rise from R2.13 trillion in 2026/27 to R2.38 trillion in 2028/29, and the tax-to-GDP ratio will average 26.1% After two years with no inflationary relief, personal income tax brackets and medical tax credits will be fully adjusted for inflation. Other tax thresholds and limits are also adjusted for inflation. ‘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/budget-speech/852137/south-africa-is-turning-the-corner-for-the-first-time-in-17-years/

SA News | 25 February 2026 Transformation will not succeed unless all key stakeholders embrace it, defend it and implement it with conviction.   This is according to the Minister of Trade, Industry and Competition, Parks Tau. He was speaking during the historic engagement session between the Department of Trade, Industry and Competition and all 11 Broad-Based Black Economic Empowerment (B-BBEE) Sector Charter Councils in Pretoria on Tuesday. The session marked the first time that all Sector Charter Councils convened collectively with the custodian of the Broad-Based Black Economic Empowerment Act to assess progress, confront weaknesses, and chart a strengthened, outcomes-focused path for economic transformation in South Africa. Opening the session, the Minister described the engagement as a landmark moment for B-BBEE, noting that while progress has been recorded, the next phase of transformation must place sharper emphasis on impact, accountability and scale. Recent B-BBEE data presented during the session showed black ownership at approximately 29%, JSE-listed companies at 31% black ownership, black women ownership at around 12%, management control between 39% and 51%, and transaction values reaching approximately R600 billion. “These numbers reflect a policy that has made a significant impact in undoing the injustice of the apartheid economy. But transformation works when it is implemented. It fails when it is ignored or circumvented,” said Tau. He underscored that South Africa is at a decisive moment. “Crossroads are not places of collapse; they are places of choice. And now, choices must be made,” he said. A key outcome of the engagement was agreement on the need to move from a compliance-driven approach to an outcomes-based transformation framework. There was also a call to move beyond ticking boxes and focusing only on numbers. “We must ask what has actually changed in ownership, management, skills, enterprise growth and industrial capability,” said Tau. Discussions also focused on the effectiveness of skills development spending, with the Minister noting that over R100 billion had reportedly been spent on skills development over three years. “With that level of investment, we should not be facing the skills crises we see today. Sectors must demonstrate tangible skills outcomes rather than expenditure alone,” he said. The engagement concluded with consensus on a three-point action approach: addressing funding mechanisms, optimising implementation within the current legal framework, and reviewing institutional architecture where systems are not functioning effectively. “We are not here to create conflict. We are here to fix what is not working, strengthen what is working, and ensure that transformation remains central to South Africa’s economic trajectory,” he said. Tau confirmed that feedback from the engagement will be consolidated and presented to Cabinet as part of the ongoing review of the B-BBEE framework. Delegates further agreed that this engagement marked the beginning of a more structured and continuous platform between the government and Sector Charter Councils. “This is not the last engagement; it is the first in this format. If this country does not transform, none of us will succeed,” he said. ‘Disclaimer - The views and opinions expressed in this article are those of the author(s) and not necessarily those of the BEE CHAMBER’. https://www.sanews.gov.za/south-africa/transformation-will-succeed-if-all-defend-it-minister-tau

Jeanette Chabalala | 23 February 2026 Business tycoon Sandile Zungu says while control of the economy is firmly in the hands of a minority, 90% of black South Africans have no meaningful management or control of the economy. “It is a despicable situation. It is unacceptable. It has got to be challenged,” Zungu said in an interview with Sowetan editor Sibongakonke Shoba for the podcast show In the Know. According to Zungu, whites make up 10% or less of the population — a figure he says is dwindling — yet control of the economy is firmly in their hands. “The other side of the coin is that 90% of black South Africans, that includes Indians and Coloured South Africans, have no control of the economy. They have no meaningful management or control of the economy,” he said. Zungu was responding to questions on whether there should be changes to the government’s black economic empowerment policy. Zungu said as long as the demographics of SA were not finding expression in the economy, both in management and ownership, that was something that needed to be challenged. On the economy and how it should be revived, Zungu said unemployment had nothing to do with empowerment. That the economy was not transforming enough and not creating enough opportunities for youth employment had nothing to do with empowerment or with the narrow nature of transformation. “It’s very important to state that categorically. More often than not, out of desperate times, people eat this narrative hook, line and sinker that BEE has robbed the economy of an opportunity to create jobs. It’s a lie. It must be dismissed with the contempt that it deserves,” he said. He said empowerment laws must be enacted with the sole intention of hastening black participation. “Tweak them with the sole intention to hasten black participation at a mass scale because our social order, our political order which is stable, is at risk if the margins of the economy are littered with black souls and the centre of the economy is lily white, which is the current situation. It is unacceptable.” Zungu also said the government needed to do better, to work faster and persuade corporate SA to embrace change. He said the failure of the economy to create employment was, in large part, because of the macroeconomic choices the country has failed to make — or the macroeconomic choices that have been “disastrous”. “It could be attended to by a government that is prepared to confront the problems we have.” Zungu cited the sale of Iscor to ArcerlorMittal as an example of lost local control. He said ArcelorMittal SA was quickly absorbed into the parent company’s global supply chain, limiting what it could produce and leaving SA at a disadvantage. “We are far from the markets. Logistics of any supply chain dictate that unless we come up with massive incentives, why must things be made in the southern tip of the world?” he asked. “We were likely going to be a loser,” he said, adding that ArcerlorMittal was a shade of its former self. He added that job losses in towns such as Newcastle in KwaZulu-Natal and Vanderbijlpark in Gauteng have been disappointing. Zungu also said the sugar industry had suffered a massive disappointment over the years. “Government must make a choice and say: ‘I would rather protect those who are benefiting here and creating employment here, and beneficiating primary produce here, [turning] sugarcane into sugar, than protect those who want sugar to land here cheaply’.” ‘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.sowetan.co.za/news/2026-02-23-watch-90-of-black-south-africans-excluded-from-economic-control-zungu/

From time to time, the South African National Accreditation System (SANAS) publishes a list of B-BBEE Rating Agencies   that no longer have SANAS accreditation due to it being withdrawn voluntary or involuntary, or due to its expiry. The core aim of publishing the list is to assist those receiving B-BBEE Certificates in identifying invalid credentials.   This list will further assist B-BBEE Rating Agencies when verifying the element of Enterprise and Supplier Development. It is vital to take note of the date of withdrawal or expiry as a B-BBEE Certificate will remain valid for 12 Months if issued before the date that a B-BBEE Rating Agency lost its accreditation.   B-BBEE Certificates issued by SANAS Accredited B-BBEE Rating Agencies must contain the unique SANAS Accreditation Symbol to ensure that the B-BBEE Verification Certificate is valid.   B-BBEE Verification Services  are available to assist members to ensure that they understand the requirements for Valid B-BBEE Verification Certificates.

Based on the recent Draft Amendments to Statement 400 of the General B-BBEE Codes of Good Practice, the Introduction of a Needs Analysis for Enterprise & Supplier Development initiatives are very much welcomed.   Clause 4.15 of the Draft Amendments to Statement 400 of the General B-BBEE Codes of Good Practice states the following:   Measured Entities who selects to comply with Enterprise Development and Supplier Development as well as those partnering with the Transformation Fund are required to submit a needs analysis, performance metric (with outputs and outcomes such as turnover growth, job growth, increased access to local and international markets, increase in profitability, greater innovation), and an annual Monitoring and Evaluation report (to B-BBEE authorities, inclusive of the Verification Agency) to verify their contributions and impact to the beneficiaries to ensure compliance with the ESD objectives.   A Needs Analysis is a formal, systematic process to identify and evaluate an organisation's business needs. It is specific to an individual or group of employees, customers, or B-BBEE Beneficiaries. Deficiencies identified in the outcome of such an analysis are often referred to as ‘gaps’. In other words, the difference between what is currently done and what should be done.   A Needs Analysis is vital for rolling out a successful Enterprise Development or Supplier Development programme. The BEE Chamber has created a generic template that members can easily adapt to suit their circumstances.   Enterprise & Supplier Development Services   are available to assist members in creating a customised Needs Analysis template according to their gaps or needs.

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