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Human Resources

Employment Equity Submission Deadline 2017

Employment Equity Submission Deadline is looming – ensure your EEA2 and EEA4 is submitted online by the 15th January 2018. NO EXTENSIONS WILL BE GRANTED. Non-compliance can result in an R1.5 m or 2% company turnover whichever is the greater.

Read the link below for guidelines on how to submit the EEA2 & EEA reports.

What is the purpose of an EEA2 form?

The EEA2 gives the format for employment equity reports, incorporates the reporting requirements and contains the progress report that has to be completed.

Who Fills in This Form?

All designated employers in terms of the Employment Equity Act, as well as employers that reports voluntarily.

What is the purpose of an EEA4 form?

This form contains the format for reporting income differentials to the Employment Conditions Commission.

Who Fills in This Form?

All designated employers in terms of the Employment Equity Act, as well as employers that reports voluntarily.
Should you require any assistance contact us today! Our expert consultants will assist your company to ensure Employment Equity Submission Deadline is met.



The world’s major economies are entering the digital age, hence technical capacity is becoming extremely important, and the needs for certain skills appears to be critical in order to address the global challenge of unemployment. This digital age has transformed the composition of the labour market for both the industries and career prospects. There is an alarming need to understand the changing needs and behaviour of the labour market

in order for business enterprises to actively use the emerging technologies and develop a talent strategy to guard against technological shocks.

Employment Equity Act Compliance

Government closer to invoking Employment Equity Act Compliance to reverse non-compliance with legislation – Labour Deputy Minister, iNkosi Phathekile Holomisa on 30 October 2017.

A total of 50 JSE Securities-listed companies including the JSE itself reviewed as part of the Director-General Reviews were found to be non-compliant with employment equity (EE) Act.

The Department of Labour Inspection and Enforcement Services (IES) branch is currently as part of its work plan; conducting Director-General Reviews to designated employers where 72 JSE listed companies operating in different sectors were identified as subject of reviews. The reviews started in July 2017.

Employment Equity Transformation – Part 3

This is the final part of our Employment Equity Transformation series.

In the field of Employment Equity Transformation, employers tend to neglect the relationship between HR Strategies and Operational Practices. Whereas Recruitment Procedures are concerned, approach these business units as if they were segmented. By utilising your existing staff as prime targets for development and promotion/succession planning targets, you effectively cause a gap in your business with every internal placement made.

This gap, in turn, provides an opportunity for the business to obtain an external staff member, the need of which would be mandated by your relevant Employment Equity Targets. Targeted advertisements with a specifically small focus area would, by default, yield a higher success rate.

Employment Equity Transformation – Part 2

Following on from Employment Equity Transformation – Part 1

If organisations have dedicated consultants, specialised portfolios or divide the responsibility of maintaining that entity’s BEE, “whatever gets measured, gets improved” holds true.

Invariably, management and improvement of this function is directly linked to the staff members employed on a managerial level in every organisation – deemed the Management Control element on the BEE Scorecard. Practices require that a minimum of one dedicated person be mandated with the responsibility of drafting a strategy for improving upon this scorecard, which gets measured monthly.

Employment Equity Transformation – Part 1

Employment Equity Transformation – Diversity is present when differences in culture, race, ethnicity, language, nationality and religion are represented within a cluster of people. For an organisation, this denotes that diversity promotes and enhances a variety of staff skills and agency success.

Traditionally speaking, different businesses have different norms, views, behavioural tendencies and value systems based on the composition of their management structures, leadership pinnacles, organisational culture and staff compliment. The greater the diversity of agents that conduct your business, the higher the degree of multiformity and the higher success of dealing with complex, interpersonal and operational challenges.