Human Capital

The world has undergone enormous and fundamental changes. These changes affect the workplace and employee expectations. At the same time, salaries fail to keep pace with the rising cost of living. However, employee benefits still fail to address these pressures adequately. As a result, South Africans continue carrying a 'hidden tax' linked to cognitive overload, financial stress and disengagement.

The World Economic Forum predicts that nearly 40% of on-the-job skills will change by 2030. The capabilities gaining ground are not just technical. Creative thinking, resilience and analytical thinking are also rising alongside Artificial Intelligence (AI) and big data. In addition, the tasks least likely to be automated require human judgment, the ability to sit with complexity and the capacity to understand people well enough to solve the right problem.

The concept of insubordination means ‘refusal to obey a lawful and reasonable instruction’. Gross insubordination can be a ground for dismissal. However, the employer has the onus of proving that the act was, in fact, one of insubordination and that it was gross (very serious). An employer’s belief that insubordination has occurred can easily trigger an emotional response from the executive who issued the instruction.

When discussing the AI-driven workplace, many people focus on powerful processors, intelligent software and the transformative potential of large language models. However, one critical component often goes unnoticed: the monitor. Far from serving as a mere peripheral, modern displays are evolving into essential productivity hubs. As a result, they enable employees to fully harness the power of Artificial Intelligence (AI).

The Labour Appeal Court (LAC) has handed down a significant decision addressing a question that many employers and legal practitioners regularly confront. Can a disciplinary chairperson reject a lenient sanction emerging from a plea-bargaining process? The LAC answered this question in South African Police Services vs Mkonto and Others. The judgment also highlights the limits of leniency within disciplinary proceedings.

Two remarkable economic turnarounds demonstrate what becomes possible when countries support the right sectors, develop relevant skills and strengthen cooperation between government and business. We exist to create genuine and lasting economic opportunities for young South Africans. We constantly evaluate where we invest, what we support and why those decisions matter.

People are the beating heart of every business. They bring perspective, ingenuity, skills and experience that help organisations excel and deliver results. However, employment relationships do not always work out. A person may not suit their role and responsibilities. They may also fail to align with the company culture or behave poorly in the workplace.

South Africa's hospitality sector faces a paradox. Guests have returned, occupancy rates are recovering, and travel demand has regained strong momentum. According to Tourism Minister Patricia de Lille, South Africa welcomed 10.485 million international visitors in 2025. This marked a historic record and surpassed pre-pandemic figures.

Increasing female CEO representation is critical for business performance, innovation and economic growth. The company also highlights the need to strengthen leadership pipelines and reduce bias within organisations. Research from McKinsey & Company consistently shows that companies with more women in leadership outperform their peers.

Tanzania and Uganda have reached an important stage in their economic development. Infrastructure investment and digital transformation are now beginning to converge across both countries. At the same time, both nations continue expanding physical infrastructure, such as energy and transport networks, while prioritising digital connectivity and services.