BEE Skills Development Spending part 1

Having established how much the business needs to spend, the next step is to consider what to spend the money on so it will count as contributions to transformation. This section provides guidance on what the company may and may not include as skills development spend. The term “skills development spend” is defined, meaning that unless the spend meets the definition, it will not be included in the measurement. Read the rest of this entry »

BEE Skills Economic Development Calculation and Practical

Calculations of BEE Skills Development

The calculations of skills development spend includes expenditure on learning programmes and in-service training programmes. The following calculation assumes the indicator is subject to adjusted recognition for gender.

Measurement of the skills development spend indicator

The calculation of the adjusted recognition for gender is as follows:

A = B/C + C

A = the adjusted recognition for gender

B = the skills development spend on Black employees divided by the leviable amount

C = the skills development spend on Black women employees divided by the leviable amount Read the rest of this entry »

BEE Skills development Investment must provide an Economic return

The skills development levy was designed to force entities to invest in skills development by paying money to a SETA. This money is recoverable from that SETA when the company invests in skills development. A large majority interpreted the skills development levy as a pure tax, paid the money to the SETA and never reclaimed it. This approach results in zero return and becomes, as mentioned, a straight tax.

The objective of BEE is to stimulate growth, not to invoke taxes. If the skills development initiative is not going to result in a return for the business then it is likely to result in unsubstantial skills training. If it is unsubstantial, then the trainee is not going to be any closer to participating in the mainstream economy and the exercise lacks substance. Strictly speaking, BEE contributions that lack substance are not measurable.

An investment implies that the employee will return from training with the ability to make more money for the company than prior to the training. Whether that training entails operating a computer programme more efficiently or part-time study for a university degree is particular to each business. But it must result in a return for the company greater than the initial investment. Read the rest of this entry »

BEE Business Development Qualifying Contributions part 2

Exemption from Category A and B contributions

Where contributions are made to an entity that is not a Category A or B beneficiary it is not measurable unless the contributions were made, in part, for the purpose of helping that recipient become a Category A or B beneficiary. The contributions may only be included in the measurement once the recipient has qualified as a Category A or B beneficiary. Read the rest of this entry »

Qualifying BEE Small Enterprises, Socio-Economic Development Standards part 3

Qualifying socio-economic development contributions

Socio-economic development contributions consist of monetary or non-monetary contributions actually initiated and implemented in favour of beneficiaries by a measured entity with the specific objective of facilitating sustainable access to the economy for those beneficiaries.

The contributions may be monetary based or non-monetary, such as providing training or sacrificing their employeestime in favour of beneficiary groups, as opposed to incurring a direct expense. The contribution must be “actually initiated and implemented“, meaning it must be exercised and paid for. Future initiatives do not count. Read the rest of this entry »

Guidelines for Shaping Strategic Thought (No 6 & 7)

Investment No. 6: Integrate executive development with the strategy process

Given that Strategy is the process of putting an organisation into a more favourable position in the marketplace relative to its competitors by integrating customer needs, competitive realities and its own internal capabilities, proactive executive development will improve the chances of strategic success. This is because properly trained executives can design and deliver more effective strategies.

It is imperative that the talent pipeline delivers both the quantity and quality of managers who can guide the future strategic thinkingof the organisation. This prevents the planning process from getting too far ahead of the executive development process. It also means that the organisation does not rely on outside talent to fill key management positions. Read the rest of this entry »

LogoAlexa CounterFeedBurner Counter