Human Capital

The Bogdanov ruling is not a story about one director. It is a test of whether South African companies can detect dishonesty before it reaches the boardroom. On 1 June 2026, the Financial Services Tribunal dismissed an application to overturn sanctions against a former independent non-executive director of a JSE-listed technology group. The Tribunal upheld the JSE's decision.

The Chief Marketing Officer role has transformed - but most organisations are still hiring as if it hasn’t. Artificial intelligence (AI), smartphones, social media, influencers and shifting customer expectations have transformed the way growth is achieved. Yet many organisations continue to misunderstand the evolution of the role.

Most mining losses do not come from commodity prices. Instead, they come from operational friction that compounds across every shift. Mining companies can tell you exactly what they spend on diesel, explosives or labour. They can quantify the cost of downtime, track commodity price fluctuations by the hour and model production scenarios years into the future.

The Compensation for Occupational Injuries and Diseases Act (COIDA) requires the state’s Compensation Commissioner to compensate employees for losses resulting from workplace injuries. This applies when an injury complies with the legal definition. Some employers also acquire workplace injury cover from private insurance companies. However, these companies sometimes reject claims and create unnecessary workplace slip-ups for employees seeking compensation.

Artificial Intelligence (AI) is rapidly reshaping the professional world. It is transforming how businesses operate and how employees remain competitive. AI is no longer a futuristic concept discussed in boardrooms, universities and science fiction movies. It has quietly moved into our offices, our workflows and increasingly, our decision-making processes. Whether we realise it or not, AI is transforming the modern workplace.

Personal problems rarely stay at home. In modern workplaces, financial pressure, emotional stress, family responsibilities and health concerns often spill into performance, morale and team dynamics. As a result, employers must balance operational demands with empathy, fairness and legal compliance.

“I am from a poor family, somewhere in Africa”. Many Africans recognise themselves in this story. Success rarely belongs to one individual. It often emerges as a collective achievement. Someone sacrificed school fees, someone shared food and someone walked beside you through hardship. Grandparents became parents. Aunts became mothers. Older siblings became providers. Communities invested in one child because they hoped everyone would eventually rise. Consequently, success carries expectations.

Many organisations believe they have a communication problem. Teams are working in silos. Messages are being misunderstood. Decisions are not filtering through. People are not taking enough ownership. However, these challenges often signal something deeper.

South Africa is entering what I call a leadership blackout, a slow but unmistakable dimming of the leadership pipeline that many organisations have not yet fully acknowledged. What makes this moment so unusual is that the crisis is not being driven by a lack of talent. It is being driven by a lack of desire.

Nearly seven in ten employees wait until the crisis point to seek help. Delays remain highest in male-dominated sectors. They remain lowest where support enables performance. Our data highlights a persistent gap. This gap exists between mental health need and help-seeking behaviour.