Generated by All in One SEO Pro v4.9.10, this is an llms-full.txt file, used by LLMs to index the site. # 21st Century Remuneration, OD and HR Consultants ## Posts ### [Reflections of a CEO: Why the seat is not the person](https://www.21century.co.za/reflections-of-a-ceo-why-the-seat-is-not-the-person/) **Published:** July 7, 2026 **Author:** Dr Chris Blair **Content:** ## INSIGHTS ## Workforce Trends & Future of Work 1. [Home](https://www.21century.co.za) 2. [Research Hub](https://www.21century.co.za/category/research-hub/) 3. [Insights](https://www.21century.co.za/category/research-hub/insights/) **Reflections of a CEO: Why the seat is not the person** ![Reflections of a CEO](https://www.21century.co.za/wp-content/uploads/2026/07/refelctions-of-a-CEO.webp "reflections of a CEO") ## Executive Summary **CEO leadership self-awareness is the quiet discipline this article puts under scrutiny — and it does so through an unusually candid lens.** Writing after stepping down as Group Director of 21st Century following 28 years in the chief executive role, Dr Chris Blair reflects on a distinction many leaders never fully confront: the difference between being respected as a person and being respected because of the office one occupies. Drawing on recent leadership and organisational behaviour research, the piece argues that CEO power functions as a social and psychological force field, one that can quietly convert positional deference into something a leader mistakes for personal trust. For South African boards, Exco members and senior HR leaders, this distinction carries direct governance weight. Succession planning, leadership assessment and executive performance reviews routinely conflate compliance with conviction, and silence with agreement. Dr Blair’s reflection — grounded in his own transition out of the CEO role — offers a structured way to separate role-conferred authority from earned trust, and to build organisational mechanisms that surface honest dissent before a leadership transition forces the lesson retrospectively. This insight page extends that reflection into the governance and succession-planning implications for South African organisations preparing for, or managing, their own leadership transitions. ## Key Strategic Takeaways ### **Reframed for South African HR and Remuneration Leaders:** - **Role respect and person respect are structurally different and must be assessed separately.** Boards and RemComs conducting CEO performance reviews should distinguish positional compliance from genuine confidence in judgement, character and consistency. - **Silence in Exco and board meetings is not a reliable proxy for agreement.** Psychological safety research shows that silence can equally reflect calculation, resignation or rational self-protection — governance processes should be designed to test for this rather than assume consensus. - **Succession planning should formally separate role-based feedback from person-based feedback.** Outgoing and incoming CEOs benefit from structured 360-degree assessment that distinguishes hierarchy-driven deference from earned trust, well before a transition date. - **Institutionalised disagreement is a governance design choice, not a personality trait.** SA boards should build challenge mechanisms into meeting design, decision rights and risk review processes rather than relying on individual Exco members’ willingness to speak up. - **Leader humility correlates with follower satisfaction and participative decision-making.** RemComs assessing executive leadership competencies should weight self-awareness and visible teachability as measurable governance-relevant attributes, not soft or peripheral traits. - **Long-tenured CEOs face a heightened version of this risk.** Institutional mythology builds over time, and boards overseeing founder-led or long-serving chief executives should pay particular attention to whether genuine challenge has eroded. ## 21st Century Commentary – Insights ### What Role-Person Conflation Means for South African Governance and Succession Practice Dr Blair’s reflection is written from lived experience, but it maps directly onto a structural governance challenge that 21st Century encounters repeatedly in remuneration committee and executive assessment work across South African boards: the difficulty of measuring whether an executive’s authority is functioning as intended, or has quietly calcified into unchallenged deference. ### Exco performance signals and the deference trap In 21C’s RemCom advisory engagements, we consistently find that 360-degree feedback processes for chief executives skew positively in organisations with longer-tenured leaders, regardless of underlying performance variance. This is not necessarily evidence of leadership quality — it is frequently evidence of the downward deference dynamic Dr Blair describes, where Exco members calibrate feedback against career risk rather than candid assessment. RemComs that rely solely on standard 360 instruments without independent, anonymised challenge mechanisms risk systematically overstating CEO effectiveness precisely where rigorous assessment matters most — at succession decision points. ### Succession planning as a structural correction 21st Century’s experience supporting board-level succession processes suggests the most effective corrective is procedural rather than personal: building mandatory, structured dissent into succession review cycles, rather than relying on an outgoing or incumbent CEO’s personal capacity for self-awareness. Boards that wait for a leadership transition to surface this distinction — as Dr Blair candidly describes happening to him — are managing the risk retrospectively rather than proactively. The governance lesson is that institutionalised challenge mechanisms should be built irrespective of how self-aware any individual chief executive happens to be. ### Leadership transition as an organisational diagnostic moment 21C’s organisational development work with boards managing CEO transitions treats the period immediately following a leadership change as a uniquely informative diagnostic window. Patterns of which relationships persist, which Exco dynamics shift and which previously aligned views quietly change are valuable organisational intelligence — but only if captured deliberately, through structured exit and transition reviews, rather than left as an informal, anecdotal observation as Dr Blair describes in his own experience. ## South African Business Implications King IV’s governance framework places explicit emphasis on the board’s role in succession planning and in ensuring that leadership accountability mechanisms function independently of any individual executive’s personality or tenure. The dynamics Dr Blair describes — positional deference masquerading as endorsement — are precisely the risk King IV’s emphasis on objective, structured oversight is designed to mitigate. South African boards overseeing long-tenured or founder-led chief executives should treat formalised, anonymised challenge and feedback mechanisms as a governance requirement rather than a cultural nice-to-have. South Africa’s relatively concentrated executive talent pool in some sectors compounds this risk: where chief executives have unusually long tenures or significant industry standing, Exco and board dynamics are more, not less, susceptible to the deference effect Dr Blair describes, simply because alternative perspectives carry a higher perceived career cost to voice. RemComs and nomination committees should weight this context explicitly when designing succession and leadership assessment processes. ## Related Insights REMCO Annual Governance Cycle https://www.21century.co.za/insights/remco-annual-governance-cycle/Structured oversight of executive performance and succession sits within the broader RemCom governance calendar — see how the annual cycle supports it.Coaching as a Business Strategyhttps://www.21century.co.za/insights/coaching-as-business-strategy/Building genuine self-awareness and visible teachability at executive level is precisely where structured coaching adds the most governance value.Global Workforce & Reward Trends 2026https://www.21century.co.za/insights/global-workforce-reward-trends-2026/Leadership transition pressures sit alongside the broader workforce shifts reshaping organisational design — see the full 2026 trends analysis.Reward Integrity in the Age of Hybrid Intelligencehttps://www.21century.co.za/insights/reward-integrity-hybrid-intelligence/Executive judgement and governance integrity matter as much in pay decisions as in leadership feedback — explore the reward integrity perspective. ## Related Services Remuneration Committee (RemCom) Advisory https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/If your succession and CEO assessment processes rely on standard 360 feedback alone, 21C’s RemCom advisory work builds in independent challenge mechanisms — speak to our team.Executive & Leadership Coachinghttps://www.21century.co.za/people/coaching/Building visible teachability and self-awareness at executive level is a coaching-supported capability, not an innate trait — see how 21C’s coaching offering supports this.Organisational Design & Succession Planninghttps://www.21century.co.za/organisational-development/Structured succession planning that separates role-based from person-based assessment is core to 21C’s organisational design capability. ## Attribution This insight page draws on an article originally published externally by 21st Century. Attribution is provided below in Harvard reference format. ### Published in Moneyweb### Author Dr Chris Blair, Group Director — 21st Century ### Date June 2026 ### Harvard Reference Blair, C. 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[Home](https://www.21century.co.za) 2. [Research Hub](https://www.21century.co.za/category/research-hub/) 3. [Insights](https://www.21century.co.za/category/research-hub/insights/) **Weathering the Storm: Equipping Remuneration Committees for AGM Challenges** ![Executive Pay under scrutiny](https://www.21century.co.za/wp-content/uploads/2024/11/exec-pay-under-scrutiny.jpg "exec pay under scrutiny") ## Executive Summary RemCom AGM shareholder dissent South Africa preparedness is the focus of Dr Chris Blair’s latest governance analysis, which sets out a comprehensive response framework for remuneration committees facing increasingly rigorous AGM interrogation. As elevated shareholder dissent on executive remuneration resolutions continues across South African listed companies, Dr Blair argues that proactive, evidence-based disclosure is the most effective defence — addressing likely lines of questioning on executive pay quantum, performance metrics, long-term incentive structure, new executive arrangements, board oversight judgement, director fees, board composition, gender pay disparities and ESG integration before they surface as adversarial AGM exchanges. For South African RemCom members and company secretaries, this is a practical preparation tool rather than abstract governance commentary. The framework maps directly onto the kinds of probing questions institutional investors and proxy advisers now routinely raise — from why executive pay holds steady against declining performance, to how comparator companies were selected for benchmarking, to whether board composition and gender pay reporting meet rising legislative expectations under the amended Employment Equity Act. This insight page extends Dr Blair’s framework into the specific documentation, benchmarking and disclosure practices South African RemComs should have in place well before the AGM, not assembled reactively once dissent appears likely. ## Key Strategic Takeaways ### **Reframed for South African RemCom Members and Company Secretaries:** - **Executive pay decisions need a documented rationale at the time they are made, not reconstructed under AGM pressure.** RemComs should record the strategic or market justification for base salary adjustments, comparator group selection and special awards as part of the decision itself, not as a retrospective defence exercise. - **Comparator group selection is a recurring scrutiny point and should be defensible by design.** Where international or larger-scale comparators are used, RemComs should document explicitly why those entities are relevant to the South African context, rather than leaving the rationale implicit. - **Short-term incentive metrics should be genuinely stretch targets, not disguised guaranteed pay.** Thresholds set at planned or expected performance levels invite the criticism that incentives simply duplicate base remuneration, and RemComs should be able to demonstrate how targets exceed standard delivery expectations. - **Balanced scorecards must reflect genuine balance, not selective emphasis.** Where non-financial or operational metrics drive payouts despite financial underperformance, or where one dimension such as safety deteriorates while overall rewards grow, RemComs need a documented integration rationale, not a post-hoc explanation. - **Gender pay gap and board composition disclosure are now compliance requirements, not optional transparency gestures.** With EEA4-style annual reporting obligations under the amended Employment Equity Act, RemComs should treat structural pay gap analysis as a standing governance task completed well ahead of reporting deadlines. - **Director ownership guidelines and fee structures should be justified against accountability outcomes, not market comparison alone.** Proposals to expand fee caps or layer equity onto director pay should be explicitly tied to enhanced board accountability or long-term focus, particularly in cost-conscious investor environments. ## 21st Century Commentary – Insights ### Building AGM-Ready Disclosure Into the REMCO Cycle, Not Alongside It Dr Blair’s framework identifies the specific questions South African RemComs should be ready to answer; 21st Century’s RemCom advisory experience adds the practical mechanism for ensuring those answers exist before the AGM, not after the first difficult question. ### AGM readiness should be a scheduled output of the annual cycle, not a separate exercise In 21C’s RemCom advisory work, we consistently find that organisations treat AGM preparation as a discrete activity conducted in the weeks before the meeting, disconnected from the earlier decisions that actually generated the pay outcomes being scrutinised. The more defensible approach, consistent with the structured annual cycle 21C has set out elsewhere in this series, is to capture the rationale for comparator selection, target-setting and judgement calls contemporaneously, as each decision is made, so that AGM disclosure becomes a compilation exercise rather than a reconstruction exercise under time pressure. ### Gender pay gap analysis requires job architecture rigour to be credible 21C’s pay equity analysis work confirms that gender pay gap figures produced without a consistent, defensible job evaluation framework underpinning them are vulnerable to challenge on methodology grounds, not just on the underlying disparity itself. RemComs preparing to disclose gender pay differentials under amended Employment Equity Act requirements should ensure the job architecture supporting that analysis would itself withstand scrutiny, since a methodologically weak gap analysis can generate as much AGM friction as the gap it is meant to explain. ### ESG-linked remuneration needs measurable equity outcomes to avoid the cosmetic criticism 21C’s experience supporting incentive design confirms that ESG metrics genuinely linked to demographic pay equity outcomes, rather than generic sustainability language, are both more defensible at AGMs and more likely to produce the kind of internal pay disparity reduction the source article’s cited research associates with ESG-integrated reward design. RemComs should be able to show a specific, measurable link between ESG-linked incentive metrics and demonstrated equity outcomes, not simply an aspirational ESG commitment statement. ## South African Business Implications King IV’s emphasis on fair, responsible and transparent remuneration is the direct governance foundation for every disclosure area Dr Blair identifies, and South African RemComs should treat AGM-ready documentation as an extension of King IV compliance rather than a separate investor-relations exercise. The amended Employment Equity Act’s annual reporting requirements on gender pay differentials add binding legal weight to what was previously a voluntary transparency choice, meaning RemComs that have not yet built systematic pay gap analysis into their governance calendar face both AGM and regulatory exposure simultaneously. BBBEE and board composition considerations intersect directly with the diversity and inclusive practice themes the source article raises: South African RemComs and nomination committees should treat board composition targets, gender pay equity reporting and BBBEE-aligned transformation commitments as a connected governance narrative at the AGM, rather than addressing each in isolation. Given South Africa’s high unemployment and inequality context referenced throughout this article, RemComs that can demonstrate genuine, measurable progress on pay equity and inclusive board composition are better positioned to convert AGM scrutiny into a credibility-building moment rather than a defensive one. ## Related Insights Navigating the REMCO Annual Cycle https://www.21century.co.za/insights/remco-annual-governance-cycle/AGM readiness is most effective when built into the structured annual governance cycle explored in full in this companion article.Reflections of a CEOhttps://www.21century.co.za/insights/ceo-leadership-respect-self-awareness/Genuine board oversight and challenge, central to defensible RemCom judgement, connects directly to the governance themes explored here.CEO Succession in Southern Africahttps://www.21century.co.za/insights/ceo-succession-southern-africa/Arrangements for incoming executives, a recurring AGM scrutiny point, are explored in full in this companion succession governance article.Job Architecture & JEasyhttps://www.21century.co.za/insights/job-architecture-jeasy/Credible gender pay gap disclosure depends on defensible job evaluation — see how 21C’s JEasy system supports it. ## Related Services Remuneration Committee (RemCom) Advisory https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/If your AGM disclosure needs to be built into your annual cycle rather than assembled reactively, 21C’s RemCom advisory work can help — speak to our team.Job Architecture & Pay Equity Analysishttps://www.21century.co.za/remuneration-consulting/job-architecture/Credible gender pay gap reporting starts with a defensible job evaluation framework — core to 21C’s pay equity capability.RewardOnline National Salary Surveyhttps://www.21century.co.za/rewardonline/Defensible comparator group selection starts with reliable, current SA market data — access 21C’s national salary data platform. ## Attribution This insight page draws on an article originally published externally by 21st Century. Attribution is provided below in Harvard reference format. ### text Moneyweb### Author Dr Chris Blair, Group Director — 21st Century ### Date October 2025 ### Harvard Reference Blair, C. (2025) ‘Weathering the storm: equipping South African remuneration committees for AGM challenges’, October. ### Prepared by 21st Century │ Authority Framework – Insight Page Standard │ Confidential │ www.21century.co.za │ info@21century.co.za ## Recent Insights - [![divergent paths](https://www.21century.co.za/wp-content/uploads/2026/07/divergent-paths.webp)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-10T18:43:06+02:00#### [The Role of Managerial Judgement – Rethinking Performance (Part 4)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) 2026-07-10T18:43:06+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [consistency](https://www.21century.co.za/tag/consistency/), [HR design](https://www.21century.co.za/tag/hr-design/), [leadership](https://www.21century.co.za/tag/leadership/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/)| - [![making judgement visible](https://www.21century.co.za/wp-content/uploads/2026/07/making-judgement-visible.webp)](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-11T16:51:24+02:00#### [Rethinking Performance (Part 5): Calibrating Judgement in Practice](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) 2026-07-11T16:51:24+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [consistent evaluation](https://www.21century.co.za/tag/consistent-evaluation/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [organisational design](https://www.21century.co.za/tag/organisational-design/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [performance calibration](https://www.21century.co.za/tag/performance-calibration/), [performance fairness](https://www.21century.co.za/tag/performance-fairness/), [performance management](https://www.21century.co.za/tag/performance-management/)| - [![tug of war](https://www.21century.co.za/wp-content/uploads/2026/07/tug-of-war.webp)](https://www.21century.co.za/the-tug-of-war-between-hybrid-and-traditional-workplaces/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-11T17:11:16+02:00#### [The Tug of War between Hybrid and Traditional Workplaces](https://www.21century.co.za/the-tug-of-war-between-hybrid-and-traditional-workplaces/) 2026-07-11T17:11:16+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [commuting costs](https://www.21century.co.za/tag/commuting-costs/), [employee retention](https://www.21century.co.za/tag/employee-retention/), [future of work](https://www.21century.co.za/tag/future-of-work/), [hybrid work](https://www.21century.co.za/tag/hybrid-work/), [labour law](https://www.21century.co.za/tag/labour-law/), [return to office](https://www.21century.co.za/tag/return-to-office/), [total reward](https://www.21century.co.za/tag/total-reward/), [workforce strategy](https://www.21century.co.za/tag/workforce-strategy/), [workplace flexibility](https://www.21century.co.za/tag/workplace-flexibility/)| - [![Reflections of a CEO](https://www.21century.co.za/wp-content/uploads/2026/07/refelctions-of-a-CEO.webp)](https://www.21century.co.za/reflections-of-a-ceo-why-the-seat-is-not-the-person/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-11T17:17:14+02:00#### [Reflections of a CEO: Why the seat is not the person](https://www.21century.co.za/reflections-of-a-ceo-why-the-seat-is-not-the-person/) 2026-07-11T17:17:14+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [board governance](https://www.21century.co.za/tag/board-governance/), [CEO succession](https://www.21century.co.za/tag/ceo-succession/), [Exco](https://www.21century.co.za/tag/exco/), [executive coaching](https://www.21century.co.za/tag/executive-coaching/), [governance](https://www.21century.co.za/tag/governance/), [leadership](https://www.21century.co.za/tag/leadership/), [leadership transition](https://www.21century.co.za/tag/leadership-transition/), [organisational culture](https://www.21century.co.za/tag/organisational-culture/), [self-awareness](https://www.21century.co.za/tag/self-awareness/), [South Africa](https://www.21century.co.za/tag/south-africa/)| - [![Executive Pay under scrutiny](https://www.21century.co.za/wp-content/uploads/2024/11/exec-pay-under-scrutiny.jpg)](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-11T17:12:22+02:00#### [Equipping Remuneration Committees for AGM Challenges](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) 2026-07-11T17:12:22+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [AGM](https://www.21century.co.za/tag/agm/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [gender pay gap](https://www.21century.co.za/tag/gender-pay-gap/), [governance](https://www.21century.co.za/tag/governance/), [King IV](https://www.21century.co.za/tag/king-iv/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [REMCOM](https://www.21century.co.za/tag/remcom/), [remuneration disclosure](https://www.21century.co.za/tag/remuneration-disclosure/), [shareholder activism](https://www.21century.co.za/tag/shareholder-activism/)| - [![Values](https://www.21century.co.za/wp-content/uploads/2026/07/values.webp)](https://www.21century.co.za/rethinking-performance-part-1-why-most-performance-systems-are-incomplete/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-11T16:53:53+02:00#### [Rethinking Performance (Part 1): Why most Performance Systems are Incomplete](https://www.21century.co.za/rethinking-performance-part-1-why-most-performance-systems-are-incomplete/) 2026-07-11T16:53:53+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [HR strategy](https://www.21century.co.za/tag/hr-strategy/), [organisational culture](https://www.21century.co.za/tag/organisational-culture/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [people management](https://www.21century.co.za/tag/people-management/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/), [values alignment](https://www.21century.co.za/tag/values-alignment/)| - [![anchor](https://www.21century.co.za/wp-content/uploads/2026/07/anchor.webp)](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T12:31:37+02:00#### [Reward Integrity in the Age of Hybrid Intelligence](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) 2026-07-09T12:31:37+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [AI in HR](https://www.21century.co.za/tag/ai-in-hr/), [executive remuneration](https://www.21century.co.za/tag/executive-remuneration/), [incentive governance](https://www.21century.co.za/tag/incentive-governance/), [KPI design](https://www.21century.co.za/tag/kpi-design/), [pay for results](https://www.21century.co.za/tag/pay-for-results/), [performance management](https://www.21century.co.za/tag/performance-management/), [REMCOM](https://www.21century.co.za/tag/remcom/), [reward integrity](https://www.21century.co.za/tag/reward-integrity/), [South Africa](https://www.21century.co.za/tag/south-africa/), [variable pay](https://www.21century.co.za/tag/variable-pay/)| - [![Remcom governance](https://www.21century.co.za/wp-content/uploads/2026/06/Remcom-governance.webp)](https://www.21century.co.za/navigating-the-remco-annual-cycle/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T12:30:25+02:00#### [Navigating the REMCO Annual Cycle](https://www.21century.co.za/navigating-the-remco-annual-cycle/) 2026-07-09T12:30:25+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [ESG remuneration](https://www.21century.co.za/tag/esg-remuneration/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [JSE](https://www.21century.co.za/tag/jse/), [King IV](https://www.21century.co.za/tag/king-iv/), [LTI](https://www.21century.co.za/tag/lti/), [pay gap reporting](https://www.21century.co.za/tag/pay-gap-reporting/), [REMCO](https://www.21century.co.za/tag/remco/), [remuneration governance](https://www.21century.co.za/tag/remuneration-governance/), [South Africa](https://www.21century.co.za/tag/south-africa/), [STI](https://www.21century.co.za/tag/sti/)| - [![Burnout](https://www.21century.co.za/wp-content/uploads/2026/06/burnout.webp)](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T11:21:53+02:00#### [Navigating Workplace Burnout](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) 2026-07-09T11:21:53+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [annual leave](https://www.21century.co.za/tag/annual-leave/), [burnout prevention](https://www.21century.co.za/tag/burnout-prevention/), [employee engagement](https://www.21century.co.za/tag/employee-engagement/), [employee wellbeing](https://www.21century.co.za/tag/employee-wellbeing/), [HR](https://www.21century.co.za/tag/hr/), [mental health](https://www.21century.co.za/tag/mental-health/), [total reward strategy](https://www.21century.co.za/tag/total-reward-strategy/), [work-life balance](https://www.21century.co.za/tag/work-life-balance/), [workplace burnout](https://www.21century.co.za/tag/workplace-burnout/), [year-end stress](https://www.21century.co.za/tag/year-end-stress/)| **Categories:** Insights **Tags:** AGM, Executive pay, gender pay gap, governance, King IV, pay equity, REMCOM, remuneration disclosure, shareholder activism --- ### [The Tug of War between Hybrid and Traditional Workplaces](https://www.21century.co.za/the-tug-of-war-between-hybrid-and-traditional-workplaces/) **Published:** July 7, 2026 **Author:** Dr Chris Blair **Content:** ## INSIGHTS ## Workforce Trends & Future of Work 1. [Home](https://www.21century.co.za) 2. [Research Hub](https://www.21century.co.za/category/research-hub/) 3. [Insights](https://www.21century.co.za/category/research-hub/insights/) **The Tug of War Between Hybrid and Traditional Workplace Trends** ![tug of war](https://www.21century.co.za/wp-content/uploads/2026/07/tug-of-war.webp "tug-of-war") ## Executive Summary **Hybrid work South Africa return to office decisions have moved from a policy footnote to a genuine boardroom flashpoint, and Dr Chris Blair’s latest article captures why.** Building on his earlier two-part series on the top fifteen global workforce trends, Dr Blair traces how the global push toward stricter office mandates — led by employers such as Amazon, JPMorgan Chase and Dell, and mirrored locally by organisations including iOCO and SARS — has collided with a sharp, geopolitically driven rise in fuel and transport costs. The result is a genuine tug of war: employers citing culture, collaboration and development as reasons to tighten office presence, against employees citing household budget pressure, demonstrated productivity and wellbeing as reasons to resist. For South African HR and remuneration leaders, this is not an abstract debate. Dr Blair’s analysis lands on a conditional, stratified model as the evidence-led middle ground — more office time for collaborative, developmental and high-impact roles, more flexibility for deep-focus and individual-contributor roles — rather than a blanket rule in either direction. This insight page extends that conclusion into the specific governance, retention and total reward implications for South African organisations navigating their own return-to-office decisions against a backdrop of fuel inflation, skills scarcity and an evolving labour law landscape. ## Key Strategic Takeaways ### **Reframed for South African HR and Remuneration Leaders:** - **Blanket return-to-office mandates carry measurable retention risk.** International research cited in the source article shows the majority of remote-capable employees would consider leaving rather than accept a full return to on-site work — a risk South African employers in skills-scarce sectors can ill afford. - **Office mandates should be role-differentiated, not organisation-wide.** Roles requiring collaboration, mentoring or rapid development justify more in-office time; deep-focus or individual-contributor roles can sustain greater flexibility without the same performance trade-off. - **Fuel and transport cost inflation is now a material driver of workplace policy resistance in South Africa.** Remuneration and total reward strategies should explicitly account for commuting cost burden when designing or revising office-attendance requirements. - **Culture and development cannot be restored by physical presence alone.** Forcing attendance without redesigning meeting structures, mentoring rituals and collaboration practices risks producing expensive offices full of disengaged employees rather than genuine cultural renewal. - **Procedural fairness in implementing office-attendance changes carries legal as well as cultural weight.** Changes imposed abruptly and without proper consultation carry fairness risk even where the underlying instruction is lawful in principle. - **South Africa’s operating environment — load-shedding, connectivity variability and uneven home-working conditions — means productivity evidence from other markets does not transfer directly.** Local organisations should validate hybrid productivity assumptions against their own operating context rather than importing conclusions from elsewhere. ## 21st Century Commentary – Insights ### Designing a Defensible Hybrid Policy for the South African Context Dr Blair’s conditional, stratified model is the right starting principle, but translating it into a defensible, consistently applied policy requires structural work that goes beyond the article’s scope. 21st Century’s consulting experience across South African organisations highlights three areas where this translation most commonly succeeds or fails. ### Role differentiation requires job architecture, not manager discretion In 21C’s job architecture engagements, we consistently find that organisations attempting a conditional hybrid model without first mapping roles against collaboration intensity, development stage and deep-focus requirements end up with attendance policies that vary by manager preference rather than role logic. This inconsistency is precisely what generates internal equity complaints and, in the South African context, potential unfair labour practice exposure. A defensible conditional model starts with a role-based classification exercise, not a memo from leadership. ### Total reward must absorb the commuting cost conversation, not avoid it In 21C’s total reward and non-financial benefit design work, we find South African organisations increasingly need to address commuting and transport cost burden explicitly within reward strategy — whether through travel allowances, fuel cost subsidies for mandated office days, or anchor-day models that minimise required commuting frequency. Treating fuel inflation as purely an employee-side problem, when it is materially shaping retention risk and policy resistance, leaves reward strategy disconnected from the actual drivers of attrition. ### Consultative process design reduces both legal and cultural risk simultaneously 21C’s experience supporting organisational change processes confirms that the manner of implementing an office-attendance change matters as much as its substance. Properly consultative processes — engaging affected employees and their representatives before implementation, providing reasonable notice, and explaining the rationale tied to specific organisational outcomes rather than generic culture statements — measurably reduce both grievance volume and the kind of procedural fairness exposure highlighted in recent labour court guidance. Organisations that treat consultation as a box-ticking exercise ahead of a predetermined outcome typically face more resistance, not less. ## South African Business Implications South African labour law continues to recognise an employer’s right to direct where and how work is performed, but recent Labour Court guidance reinforces that such instructions must be implemented reasonably and fairly, with proper engagement, even where lawful in principle. Organisations revising attendance policy should treat consultation and phased implementation as a compliance safeguard, not merely good practice. King IV’s governance expectations around stakeholder-inclusive decision-making reinforce the same point at board level — return-to-office decisions with material workforce impact warrant the same engagement rigour as other significant organisational changes. BBBEE and broader transformation considerations intersect with hybrid policy design in a specific way: employees living further from urban economic centres, who disproportionately bear the cost and time burden of commuting, are also more likely to come from historically disadvantaged communities. A blanket return-to-office mandate can therefore carry an unintended transformation cost, disadvantaging exactly the employees BBBEE-aligned retention and development strategies are designed to support. Layered onto NMW trajectory pressures already compressing lower pay grades, fuel-driven commuting costs represent a real-terms pay cut for the lowest-paid employees least able to absorb it — a dynamic South African RemComs should weigh explicitly when setting or revising attendance policy. ## Related Insights Global Workforce & Reward Trends 2026 https://www.21century.co.za/insights/global-workforce-reward-trends-2026/This article builds directly on the workplace flexibility trend identified in Dr Blair’s original Top 15 Global Trends series — see the full analysis.Reward Integrity in the Age of Hybrid Intelligencehttps://www.21century.co.za/insights/reward-integrity-hybrid-intelligence/AI-augmented productivity and performance measurement are closely linked to the hybrid versus office debate — explore the reward integrity perspective.Coaching as a Business Strategyhttps://www.21century.co.za/insights/coaching-as-business-strategy/Restoring mentoring and development pathways in a hybrid environment is where structured coaching adds the most value.Job Architecture & JEasyhttps://www.21century.co.za/insights/job-architecture-jeasy/A defensible, role-differentiated hybrid policy starts with clear job architecture — see how 21C’s JEasy system supports it. ## Related Services Organisational Design & Job Architecture https://www.21century.co.za/organisational-development/Designing a role-differentiated hybrid policy starts with mapping roles against collaboration and development needs — speak to our team.Non-Financial Reward & Total Reward Strategyhttps://www.21century.co.za/remuneration-consulting/non-financial-reward/If commuting cost is now shaping retention risk, your total reward strategy may need to respond explicitly.Perception / Climate Surveyshttps://www.21century.co.za/remuneration-consulting/non-financial-reward/#perception-surveysUnderstanding how your workforce is genuinely experiencing the hybrid policy starts with reliable engagement data. ## Attribution This insight page draws on an article originally published externally by 21st Century. Attribution is provided below in Harvard reference format. ### Originally published in Moneyweb ### Author Dr Chris Blair, Group Director — 21st Century ### Date April 2026 ### Harvard Reference Blair, C. (2026) ‘The tug of war between hybrid and traditional workplace trends’, April. ### Prepared by 21st Century │ Authority Framework – Insight Page Standard │ Confidential │ www.21century.co.za │ info@21century.co.za ## Recent Insights - [![divergent paths](https://www.21century.co.za/wp-content/uploads/2026/07/divergent-paths.webp)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-10T18:43:06+02:00#### [The Role of Managerial Judgement – Rethinking Performance (Part 4)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) 2026-07-10T18:43:06+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [consistency](https://www.21century.co.za/tag/consistency/), [HR design](https://www.21century.co.za/tag/hr-design/), [leadership](https://www.21century.co.za/tag/leadership/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/)| - [![making judgement visible](https://www.21century.co.za/wp-content/uploads/2026/07/making-judgement-visible.webp)](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-11T16:51:24+02:00#### [Rethinking Performance (Part 5): Calibrating Judgement in Practice](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) 2026-07-11T16:51:24+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [consistent evaluation](https://www.21century.co.za/tag/consistent-evaluation/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [organisational design](https://www.21century.co.za/tag/organisational-design/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [performance calibration](https://www.21century.co.za/tag/performance-calibration/), [performance fairness](https://www.21century.co.za/tag/performance-fairness/), [performance management](https://www.21century.co.za/tag/performance-management/)| - 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[![Executive Pay under scrutiny](https://www.21century.co.za/wp-content/uploads/2024/11/exec-pay-under-scrutiny.jpg)](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-11T17:12:22+02:00#### [Equipping Remuneration Committees for AGM Challenges](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) 2026-07-11T17:12:22+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [AGM](https://www.21century.co.za/tag/agm/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [gender pay gap](https://www.21century.co.za/tag/gender-pay-gap/), [governance](https://www.21century.co.za/tag/governance/), [King IV](https://www.21century.co.za/tag/king-iv/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [REMCOM](https://www.21century.co.za/tag/remcom/), [remuneration disclosure](https://www.21century.co.za/tag/remuneration-disclosure/), [shareholder activism](https://www.21century.co.za/tag/shareholder-activism/)| - 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[![anchor](https://www.21century.co.za/wp-content/uploads/2026/07/anchor.webp)](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T12:31:37+02:00#### [Reward Integrity in the Age of Hybrid Intelligence](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) 2026-07-09T12:31:37+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [AI in HR](https://www.21century.co.za/tag/ai-in-hr/), [executive remuneration](https://www.21century.co.za/tag/executive-remuneration/), [incentive governance](https://www.21century.co.za/tag/incentive-governance/), [KPI design](https://www.21century.co.za/tag/kpi-design/), [pay for results](https://www.21century.co.za/tag/pay-for-results/), [performance management](https://www.21century.co.za/tag/performance-management/), [REMCOM](https://www.21century.co.za/tag/remcom/), [reward integrity](https://www.21century.co.za/tag/reward-integrity/), [South Africa](https://www.21century.co.za/tag/south-africa/), [variable pay](https://www.21century.co.za/tag/variable-pay/)| - [![Remcom governance](https://www.21century.co.za/wp-content/uploads/2026/06/Remcom-governance.webp)](https://www.21century.co.za/navigating-the-remco-annual-cycle/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T12:30:25+02:00#### [Navigating the REMCO Annual Cycle](https://www.21century.co.za/navigating-the-remco-annual-cycle/) 2026-07-09T12:30:25+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [ESG remuneration](https://www.21century.co.za/tag/esg-remuneration/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [JSE](https://www.21century.co.za/tag/jse/), [King IV](https://www.21century.co.za/tag/king-iv/), [LTI](https://www.21century.co.za/tag/lti/), [pay gap reporting](https://www.21century.co.za/tag/pay-gap-reporting/), [REMCO](https://www.21century.co.za/tag/remco/), [remuneration governance](https://www.21century.co.za/tag/remuneration-governance/), [South Africa](https://www.21century.co.za/tag/south-africa/), [STI](https://www.21century.co.za/tag/sti/)| - [![Burnout](https://www.21century.co.za/wp-content/uploads/2026/06/burnout.webp)](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T11:21:53+02:00#### [Navigating Workplace Burnout](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) 2026-07-09T11:21:53+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [annual leave](https://www.21century.co.za/tag/annual-leave/), [burnout prevention](https://www.21century.co.za/tag/burnout-prevention/), [employee engagement](https://www.21century.co.za/tag/employee-engagement/), [employee wellbeing](https://www.21century.co.za/tag/employee-wellbeing/), [HR](https://www.21century.co.za/tag/hr/), [mental health](https://www.21century.co.za/tag/mental-health/), [total reward strategy](https://www.21century.co.za/tag/total-reward-strategy/), [work-life balance](https://www.21century.co.za/tag/work-life-balance/), [workplace burnout](https://www.21century.co.za/tag/workplace-burnout/), [year-end stress](https://www.21century.co.za/tag/year-end-stress/)| **Categories:** Insights **Tags:** commuting costs, employee retention, future of work, hybrid work, labour law, return to office, total reward, workforce strategy, workplace flexibility --- ### [Rethinking Performance (Part 2): Why Behaviour Is So Difficult to Evaluate](https://www.21century.co.za/rethinking-performance-part-2-why-behaviour-is-so-difficult-to-evaluate/) **Published:** July 11, 2026 **Author:** Camille Rabier **Content:** ## INSIGHTS ## Workforce Trends & Future of Work **RETHINKING PERFORMANCE (PART 2)** **Why Behaviour is so Difficult to Evaluate** ![maze](https://www.21century.co.za/wp-content/uploads/2026/07/maze.webp "maze") ## Executive Summary Behavioural performance evaluation South Africa challenges stem not from poor system design but from the inherent nature of behaviour itself — this is the central argument of Part 2 in Camille Rabier’s five-part series on rethinking performance. Having established in Part 1 that performance systems are structurally incomplete when they assess outcomes without assessing how those outcomes are achieved, this second article explains why that gap has proved so persistent and so difficult to close. Rabier identifies five properties of behaviour that together make it genuinely resistant to consistent evaluation: it is context-dependent, meaning the same behaviour can be effective in one situation and counterproductive in another; it is interpretive, meaning observation does not produce a single objective reading but a range of judgements shaped by experience and cognitive bias; it is multi-dimensional, made up of multiple underlying elements that cannot be cleanly isolated; it is continuous, unfolding over time rather than at measurable points; and it is entangled with outcomes, meaning the two cannot be separated even though they are not interchangeable. Together these properties explain why performance systems default to outcomes — not because organisations do not value behaviour, but because behaviour is genuinely harder to specify, observe and compare than outcome data. This insight page extends that analysis into what it means for South African organisations designing or reforming their performance frameworks. ## Key Strategic Takeaways ### **Reframed for South African HR and Remuneration Leaders:** - **The difficulty of evaluating behaviour is inherent, not incidental.** Behaviour is context-dependent, interpretive, multi-dimensional, continuous, and entangled with outcomes — each of these properties individually makes consistent evaluation harder; together they explain why most performance systems simply stop at outcomes. - **Cognitive bias is a structural feature of behavioural evaluation, not an individual failure.** Because behaviour is interpreted rather than simply observed, individual managers bring different lenses — different experience, different priorities, different tolerance for ambiguity — which is why consistency requires deliberate design, not good intentions. - **The same behaviour can represent good performance in one context and poor performance in another.** Context-dependence means there is no universal behavioural standard that can be applied across roles, seniority levels, or team dynamics — any evaluation framework must account for this rather than pretend it away. - **Outcomes cannot be used as proxies for behaviour.** Strong outcomes can be achieved through behaviours that are unsustainable or damaging; effective behaviours may not produce immediate visible results. The same outcome can reflect very different underlying approaches — and these distinctions matter for long-term performance. - **The goal is not to make behaviour objective but to make its evaluation more disciplined.** Accepting that behaviour involves interpretation is not a concession — it is the starting point for designing evaluation systems that structure and anchor that interpretation rather than leaving it entirely to individual managerial discretion. ## 21st Century Commentary – Insights ### What the Properties of Behaviour Mean for South African Performance System Design Rabier’s analysis gives precise language to a set of difficulties that 21C’s performance management and climate survey work consistently surfaces: the gap between what organisations say they value and what they actually differentiate in practice is not explained by a lack of intent, but by the genuine design challenge of making behaviour evaluable. This distinction matters because it shifts the intervention from culture change — telling people to behave better or value behaviour more — to system design: how do you build a performance framework that can actually capture and compare behavioural contribution? ### Inconsistency as a systemic rather than personal failure In 21C’s engagement and performance calibration work, inconsistent evaluation is among the most common sources of perceived unfairness reported by employees. Individuals delivering similar results are rated differently; similar behaviours are assessed differently by different managers. Rabier’s analysis explains why this happens even when managers are trying to be fair: without shared criteria and a structured approach to interpreting context, judgement diverges. The implication for South African organisations is that consistency cannot be achieved through manager training alone — it requires the kind of structural operationalisation that Parts 3 and 4 of this series describe. ### The entanglement of behaviour and outcomes in the South African pay equity context South Africa’s Employment Equity Act and the evolving pay transparency environment make the entanglement of behaviour and outcomes a governance issue, not just a management challenge. Where organisations cannot explain how performance ratings were reached — because behavioural criteria were absent or inconsistently applied — differentiated pay decisions become vulnerable to challenge on grounds of subjectivity or unfairness. 21C’s RemCom and HR advisory work increasingly involves supporting organisations to articulate and document the evidence base for performance differentiation, and outcome-only systems routinely fail to produce the documentation that makes those decisions defensible. ## South African Business Implications The cognitive bias dimension Rabier identifies has a specific South African resonance: in organisations managing transformation-related diversity, the risk that managerial interpretation of behaviour is unconsciously influenced by factors outside of performance — familiarity, communication style, cultural norms around directness or authority — is material and well-documented. Performance systems that leave behavioural evaluation entirely to individual managerial discretion, without shared criteria or calibration mechanisms, are more, not less, exposed to this risk in the South African context. Structured behavioural evaluation frameworks reduce this exposure, not by removing judgement but by anchoring it. King IV’s governance expectations around ethical leadership and organisational culture connect directly to the continuous and context-dependent nature of behaviour Rabier describes: culture is not an event but a pattern of behaviour expressed over time, and governance oversight of culture requires the ability to assess that pattern rather than rely on point-in-time observations. South African boards overseeing organisational culture as a governance responsibility should be asking whether their performance systems can actually capture behavioural contribution over time — or whether they are, by design, measuring only the most recent and visible outcomes. ## Related Insights Why Most Performance Systems Are Incomplete – Rethinking Performance, (Part 1) https://www.21century.co.za/insights/rethinking-performance-part-1-incomplete-systems/Part 1 establishes the structural gap this article explains — the design problem that means behaviour remains outside most performance systems.Making Behaviour Evaluable – Rethinking Performance (Part 3)https://www.21century.co.za/insights/rethinking-performance-part-3-making-behaviour-evaluable/Part 3 moves from diagnosis to design — how the translation model provides a practical mechanism for making behaviour usable within performance evaluation.Reflections of a CEOhttps://www.21century.co.za/insights/ceo-leadership-respect-self-awareness/The interpretive nature of behaviour — and the way positional authority distorts how it is perceived — connects directly to Dr Blair’s reflection on role versus person respect in leadership.Coaching as a Business Strategyhttps://www.21century.co.za/insights/coaching-as-business-strategy/The interpretive nature of behaviour — and the way positional authority distorts how it is perceived — connects directly to Dr Blair’s reflection on role versus person respect in leadership. ## Related Services Performance Management Design https://www.21century.co.za/organisational-development/Understanding why behaviour is difficult to evaluate is the starting point — 21C’s organisational design capability can build the structured frameworks that make it evaluable in practice.Executive & Leadership Coachinghttps://www.21century.co.za/people/coaching/Developing managerial capability to interpret behaviour consistently and fairly is a coaching outcome — speak to our team about how 21C’s coaching supports this.Perception / Climate Surveyshttps://www.21century.co.za/remuneration-consulting/non-financial-reward/#perception-surveysIf inconsistent evaluation is eroding perceived fairness in your organisation, 21C’s climate surveys can diagnose where the gap sits before you redesign the system. ## Attribution This insight page draws on an article originally published externally by 21st Century. Attribution is provided below in Harvard reference format. The URL is not presented as a clickable link, in accordance with 21st Century’s attribution policy. ### text South African Business Matters### Author Camille Rabier, Consultant — 21st Century ### Date May 2026 ### Harvard Reference Rabier, C. (2026) ‘Rethinking performance, Part 2: why behaviour remains the missing link in evaluation’, South African Business Matters, 24 May. ### Prepared by 21st Century │ Authority Framework – Insight Page Standard │ Confidential │ www.21century.co.za │ info@21century.co.za ## Recent Insights - [![divergent paths](https://www.21century.co.za/wp-content/uploads/2026/07/divergent-paths.webp)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-10T18:43:06+02:00#### [The Role of Managerial Judgement – Rethinking Performance (Part 4)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) 2026-07-10T18:43:06+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [consistency](https://www.21century.co.za/tag/consistency/), [HR design](https://www.21century.co.za/tag/hr-design/), [leadership](https://www.21century.co.za/tag/leadership/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/)| - 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The core argument is that organisational values, which explicitly define how work should be done, are rarely translated into the observable, comparable criteria that performance systems actually require. Values operate as broad principles; performance evaluation requires precision. Until that translation is made explicit — from value to behaviour principle to observable behaviour to everyday action — behaviour remains outside the assessment process, and organisations continue to differentiate performance on the basis of what is most visible rather than what is most valuable. This insight page applies that design challenge to the South African performance management context, where the consequences of incomplete evaluation are amplified by pay equity obligations, transformation accountability and the governance expectations that attach to performance-linked reward. ## Key Strategic Takeaways ### **Reframed for South African HR and Remuneration Leaders:** Outcome-only performance systems are structurally incomplete, not merely imperfect. When behaviour is absent from evaluation, performance systems default to what is most visible and defensible — outcomes — while the conditions that create and sustain those outcomes go unassessed and unrewarded. - **Values do not translate automatically into performance criteria.** Most organisations define expected behaviour through their values, but values are expressed as principles rather than observable criteria — making them genuinely unusable within standard performance evaluation frameworks without deliberate operationalisation. - **The consequences of incomplete evaluation are predictable and systemic, not random.** Outcome-only systems produce extractive performance, behavioural optimisation toward what is measured, false equivalence between different contributors, inconsistent managerial judgement, and gradual cultural dilution — all structurally, not through individual failure. - **The solution is a design decision, not a cultural intervention.** Translating values into observable behaviours — from value to behaviour principle to observable behaviour to everyday action — is a system design choice that makes behaviour evaluable, and therefore integrable into performance ratings, promotion decisions and reward. - **Behaviour should inform performance evaluation, not replace outcome assessment.** The goal is not to substitute behavioural assessment for outcome measurement but to integrate both, creating a more complete and defensible view of what performance actually is and how it is achieved. ## 21st Century Commentary – Insights ### What Incomplete Performance Systems Cost South African Organisations Rabier’s analysis identifies a design gap that 21st Century encounters consistently in performance management engagements across South African organisations: the performance framework exists, the values are stated, but the link between the two has never been made operational. The consequences she describes — extractive performance, false equivalence, inconsistent managerial judgement — are familiar patterns that surface repeatedly in 21C’s climate and engagement assessment work, often attributed to individual management failure when they are in fact system-level design outcomes. ### The pay equity dimension of incomplete evaluation In South Africa, the gap between stated values and assessed performance carries a specific additional cost: it makes pay differentiation harder to defend. Where performance ratings rest primarily on outcome data without behavioural criteria, organisations struggle to explain why two employees who delivered similar measurable results have been rated differently, paid differently, or progressed differently. In the context of South Africa’s Employment Equity Act obligations and the evolving pay transparency expectations referenced elsewhere in this series, the inability to articulate a defensible, consistent basis for performance differentiation creates legal and governance exposure that goes beyond management credibility. 21C’s RemCom advisory work increasingly finds that pay differentiation decisions are scrutinised not just for quantum but for the evidence base behind them — and outcome-only systems routinely fail that test. ### Operationalising values is an organisational design task, not an HR communication task The translation model Rabier introduces — value to behaviour principle to observable behaviour to everyday action — requires an investment in role-level design that most organisations have not made. In 21C’s job architecture and grading work, we find that the absence of this translation typically sits at the job profile level: values are listed as expected competencies in generic terms but never specified at the level of the role or the context. The result is that different managers interpret the same value differently, generating the inconsistency in judgement Rabier identifies. Closing this gap is a job architecture and performance system design task, requiring the same level of rigour as grade structure design — not a communication or training exercise. ## South African Business Implications The Employment Equity Act’s requirements around fair, consistent, and non-discriminatory performance evaluation create a specific governance dimension for incomplete performance systems. Where performance ratings are based primarily on outcomes without clear behavioural criteria, organisations are exposed to challenge on the basis that evaluation is subjective, inconsistently applied, or influenced by factors unrelated to performance — precisely the dynamics Rabier describes as the structural consequences of outcome-only systems. South African HR and legal teams should treat the operationalisation of behavioural criteria not as a best-practice aspiration but as a risk management requirement in the current legislative and governance environment. BBBEE transformation commitments — particularly around skills development, talent pipeline investment and equitable progression — depend on performance systems that credibly differentiate on the basis of contribution rather than visibility or relationship proximity. Where outcome-only systems produce false equivalence or inconsistent judgement, the resulting progression and reward decisions carry transformation risk as well as governance risk. Organisations seeking to demonstrate that their performance and progression practices are genuinely equitable need a performance system design that can surface and defend that claim at the level of individual evaluation decisions. ## Related Insights Rethinking Performance, Part 2: Why Behaviour Is So Difficult to Evaluate https://www.21century.co.za/insights/rethinking-performance-part-2-behaviour-difficult-to-evaluate/Part 2 builds directly on the design gap established here, examining the inherent properties of behaviour — context-dependence, interpretive nature, multi-dimensionality — that make it so difficult to translate into consistent evaluation criteria.Reward Integrity in the Age of Hybrid Intelligencehttps://www.21century.co.za/insights/reward-integrity-hybrid-intelligence/Defensible pay-for-results decisions depend on the same foundation this series builds — if you cannot evaluate how performance was achieved, you cannot credibly reward it.REMCO Annual Governance Cyclehttps://www.21century.co.za/insights/remco-annual-governance-cycle/Performance evaluation underpins incentive calibration — the governance case for completing the performance picture sits directly within the REMCO annual cycle.The Great Generational Handoverhttps://www.21century.co.za/insights/great-generational-handover-middle-management/Middle managers are the point at which performance evaluation breaks down most visibly — the self-leadership and judgement demands on this cohort connect directly to the managerial calibration challenge this series addresses. ## Related Services Performance Management Design https://www.21century.co.za/organisational-development/If your performance system is differentiating on outcomes alone, 21C’s organisational design capability can support the translation of values into observable, evaluable behavioural criteria — speak to our team.Job Architecture & Grading (JEasy)https://www.21century.co.za/remuneration-consulting/job-architecture/Behavioural criteria need to be specified at role level to be consistently applied — 21C’s job architecture work builds the foundation that makes performance evaluation defensible.Perception / Climate Surveyshttps://www.21century.co.za/remuneration-consulting/non-financial-reward/#perception-surveysUnderstanding whether your performance system is experienced as fair and consistent by your people starts with reliable engagement and climate data from 21C’s survey capability. ## Attribution This insight page draws on an article originally published externally by 21st Century. Attribution is provided below in Harvard reference format. The URL is not presented as a clickable link, in accordance with 21st Century’s attribution policy. ### text South African Business Matters### Author Camille Rabier, Consultant — 21st Century ### Date April 2026 ### Harvard Reference Rabier, C. (2026) ‘Rethinking performance, Part 1: why most performance systems are incomplete’, South African Business Matters, April. ### Prepared by 21st Century │ Authority Framework – Insight Page Standard │ Confidential │ www.21century.co.za │ info@21century.co.za ## Recent Insights - [![divergent paths](https://www.21century.co.za/wp-content/uploads/2026/07/divergent-paths.webp)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-10T18:43:06+02:00#### [The Role of Managerial Judgement – Rethinking Performance (Part 4)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) 2026-07-10T18:43:06+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [consistency](https://www.21century.co.za/tag/consistency/), [HR design](https://www.21century.co.za/tag/hr-design/), [leadership](https://www.21century.co.za/tag/leadership/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/)| - 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[![anchor](https://www.21century.co.za/wp-content/uploads/2026/07/anchor.webp)](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T12:31:37+02:00#### [Reward Integrity in the Age of Hybrid Intelligence](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) 2026-07-09T12:31:37+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [AI in HR](https://www.21century.co.za/tag/ai-in-hr/), [executive remuneration](https://www.21century.co.za/tag/executive-remuneration/), [incentive governance](https://www.21century.co.za/tag/incentive-governance/), [KPI design](https://www.21century.co.za/tag/kpi-design/), [pay for results](https://www.21century.co.za/tag/pay-for-results/), [performance management](https://www.21century.co.za/tag/performance-management/), [REMCOM](https://www.21century.co.za/tag/remcom/), [reward integrity](https://www.21century.co.za/tag/reward-integrity/), [South Africa](https://www.21century.co.za/tag/south-africa/), [variable pay](https://www.21century.co.za/tag/variable-pay/)| - 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[![Burnout](https://www.21century.co.za/wp-content/uploads/2026/06/burnout.webp)](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T11:21:53+02:00#### [Navigating Workplace Burnout](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) 2026-07-09T11:21:53+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [annual leave](https://www.21century.co.za/tag/annual-leave/), [burnout prevention](https://www.21century.co.za/tag/burnout-prevention/), [employee engagement](https://www.21century.co.za/tag/employee-engagement/), [employee wellbeing](https://www.21century.co.za/tag/employee-wellbeing/), [HR](https://www.21century.co.za/tag/hr/), [mental health](https://www.21century.co.za/tag/mental-health/), [total reward strategy](https://www.21century.co.za/tag/total-reward-strategy/), [work-life balance](https://www.21century.co.za/tag/work-life-balance/), [workplace burnout](https://www.21century.co.za/tag/workplace-burnout/), [year-end stress](https://www.21century.co.za/tag/year-end-stress/)| **Categories:** Insights **Tags:** behavioural assessment, HR strategy, organisational culture, pay equity, people management, performance evaluation, performance management, performance systems, values alignment --- ### [Rethinking Performance (Part 5): Calibrating Judgement in Practice](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) **Published:** July 7, 2026 **Author:** Camille Rabier **Content:** ## INSIGHTS ## Workforce Trends & Future of Work **RETHINKING PERFORMANCE (PART 5)** **Calibrating Judgement for Consistent and Fair Performance Evaluation** ![making judgement visible](https://www.21century.co.za/wp-content/uploads/2026/07/making-judgement-visible.webp "making judgement visible") ## Executive Summary *Performance calibration in South African organisations needs to move from a theoretical framework to a practical mechanism in this fifth and final article of Camille Rabier’s series on rethinking performance.* **We have established across Parts 1 through 4 of this series on Rethinking Performance that:** 1. Performance systems are structurally incomplete without behavioural assessment; 2. Behaviour is inherently difficult to evaluate; 3. A translation model can make it more evaluable; 4. Even well-structured frameworks diverge at the point of managerial application. **This concluding article addresses the final and most practically important question: HOW do you align judgement across an organisation so that similar performance is evaluated through consistent reasoning?** Rabier’s answer is calibration — but calibration understood not as a score-levelling exercise but as a structured process of making judgement visible, comparable, and collectively refined. The objective is not for managers to reach identical conclusions, but to apply a consistent approach to how evidence is interpreted and weighted. This shifts the focus from the conclusions of evaluation to the reasoning behind them: what counts as evidence, how context is accounted for, and how trade-offs between outcomes and behaviour are weighed. Over time, structured calibration builds a shared understanding of what constitutes effective performance in practice — something that no framework document, however well designed, can substitute for. **This insight page applies that argument to the South African HR and governance context, where the consistency and transparency of performance reasoning carries legal, transformation, and governance weight.** ## Key Strategic Takeaways ### **Reframed for South African HR and Remuneration Leaders:** - **Calibration is about aligning reasoning, not reconciling scores.** The purpose of calibration is to ensure that managers apply a consistent logic when interpreting evidence — what counts, how context influences assessment, how outcomes and behaviour are weighed — not to enforce a predetermined rating distribution. - **Differences in evaluation become productive when they are surfaced, not suppressed.** When managers examine why they reached different conclusions about similar performance, those differences reveal where shared understanding is missing — and structured discussion is the mechanism for building it. - **Consistency does not require uniformity — it requires shared logic.** Two managers may assess the same performance differently and both be operating with sound judgement, if the difference is explained by legitimate contextual factors. Calibration distinguishes defensible variation from inconsistency that needs resolution. - **Calibration builds shared understanding that compounds over time.** Each calibration cycle refines the collective picture of what constitutes effective performance in practice — an organisational asset that reduces the burden on individual managers and makes the system more self-sustaining. - **Without calibration, even well-designed performance frameworks will produce inconsistent outcomes.** The model provides structure; calibration ensures it is applied with consistent reasoning. Without both, variation in judgement remains the driver of inequitable outcomes, regardless of how clearly behaviours are defined. ## 21st Century Commentary – Insights ### What Effective Calibration Practice Requires in South African Organisations Rabier’s calibration framework describes what 21C finds missing most consistently in the performance systems we are asked to review: not the absence of a framework, but the absence of a structured process for ensuring that framework is applied with shared reasoning across managers. Calibration is the most commonly under-resourced component of performance system design — treated as an end-of-cycle administrative step rather than as the mechanism that determines whether the system actually delivers consistent outcomes. ### The calibration conversation as a diagnostic tool In 21C’s performance management design and advisory work, the calibration conversation itself is often the most valuable diagnostic available. When managers articulate why they assessed performance as they did — what evidence they weighted, how they accounted for context, where they drew the line between sufficient and insufficient behavioural contribution — the patterns that emerge reveal both where the framework is working and where it is being interpreted in materially different ways. This information is essential for iterating performance system design and for identifying where manager capability development is needed. It cannot be extracted from rating distributions alone. ### Calibration as a transformation governance mechanism In the South African context, calibration carries a specific transformation governance dimension: it is the mechanism most likely to surface and address the unconscious bias risks that uncalibrated managerial judgement introduces into performance and progression decisions. 21C’s experience supporting transformation-aligned performance systems confirms that calibration processes explicitly designed to examine whether similar performance is being assessed consistently across demographic groups — not as an accusation but as a structured inquiry — are among the most effective tools available for building both equitable outcomes and credible evidence that those outcomes are equitable. ## South African Business Implications The Employment Equity Act’s requirement that performance management practices are applied fairly and consistently has, in the context of this series, a precise operational meaning: it requires that managers apply consistent reasoning when evaluating performance, and that divergences are examined and reconciled rather than left unresolved. The calibration process Rabier describes is the mechanism that produces this consistency — and organisations that can demonstrate that their performance systems include structured calibration, with documented evidence of how divergences were examined and resolved, are materially better positioned in employment equity disputes and regulatory scrutiny than those relying on individual manager ratings. King IV’s governance expectations around ethical leadership and accountability reinforce the board’s responsibility to oversee performance management not just as an HR function but as a governance system that shapes how people are developed, rewarded, and retained. The consistency that calibration produces — making similar performance evaluable through consistent reasoning rather than individual manager discretion — is precisely what King IV’s transparency and accountability principles require at the level of organisation-wide performance governance. South African boards should be asking whether their performance systems include calibration as a standing governance element, not as an annual moderation step. ## Related Insights The Role of Managerial Judgement – Rethinking Performance (Part 4) https://www.21century.co.za/insights/managerial-judgement-rethinking-performance-part-4/Part 4 establishes why calibration is necessary — the divergence in judgement that Part 5’s calibration framework is designed to address.Why Most Performance Systems Are Incomplete – Rethinking Performance (Part 1)https://www.21century.co.za/insights/rethinking-performance-part-1-incomplete-systems/The full argument of the series begins here — the structural design gap that all five articles address.Weathering the Storm: AGM Shareholder Scrutinyhttps://www.21century.co.za/insights/remco-agm-shareholder-scrutiny/The documented reasoning that calibration produces is exactly what defensible performance-linked pay decisions require under shareholder and regulatory scrutiny.CEO Succession in Southern Africahttps://www.21century.co.za/insights/ceo-succession-southern-africa/Calibrated performance assessment is the evidence base that makes succession bench decisions defensible — the connection between fair evaluation and credible succession planning is direct. ## Related Services Performance Management Design https://www.21century.co.za/organisational-development/Building calibration into performance systems as a core structural element — not an afterthought — is core to 21C’s performance management design capability.Remuneration Committee (RemCom) Advisoryhttps://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/Where performance evaluation feeds incentive calibration, the consistency of reasoning behind ratings becomes a REMCO governance requirement — 21C’s RemCom advisory work can align the two.Job Architecture & Grading (JEasy)https://www.21century.co.za/remuneration-consulting/job-architecture/Consistent performance evaluation depends on clear role-level behavioural criteria — 21C’s job architecture capability builds the foundation that makes calibration meaningful. ## Attribution This insight page draws on an article originally published externally by 21st Century. Attribution is provided below in Harvard reference format. The URL is not presented as a clickable link, in accordance with 21st Century’s attribution policy. ### First published in South African Business Matters### Author Camille Rabier, Consultant — 21st Century ### Date June 2026 ### Harvard reference Rabier, C. (2026) ‘Rethinking performance, Part 5: calibrating judgement in practice’, South African Business Matters. ### Prepared by 21st Century │ Authority Framework – Insight Page Standard │ Confidential │ www.21century.co.za │ info@21century.co.za ## Recent posts - [![divergent paths](https://www.21century.co.za/wp-content/uploads/2026/07/divergent-paths.webp)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-10T18:43:06+02:00#### [The Role of Managerial Judgement – Rethinking Performance (Part 4)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|2026-07-10T18:43:06+02:00July 7th, 2026|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [consistency](https://www.21century.co.za/tag/consistency/), [HR design](https://www.21century.co.za/tag/hr-design/), [leadership](https://www.21century.co.za/tag/leadership/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/)| - 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[![Framework concept](https://www.21century.co.za/wp-content/uploads/2026/07/Framework-concept.webp)](https://www.21century.co.za/making-behaviour-evaluable-rethinking-performance-part-3/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-10T17:44:32+02:00#### [Making Behaviour Evaluable – Rethinking Performance (Part 3)](https://www.21century.co.za/making-behaviour-evaluable-rethinking-performance-part-3/) By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|2026-07-10T17:44:32+02:00May 2nd, 2026|Tags: [behavioural indicators](https://www.21century.co.za/tag/behavioural-indicators/), [HR design](https://www.21century.co.za/tag/hr-design/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [observable behaviour](https://www.21century.co.za/tag/observable-behaviour/), [organisational design](https://www.21century.co.za/tag/organisational-design/), [performance criteria](https://www.21century.co.za/tag/performance-criteria/), [performance evaluation framework](https://www.21century.co.za/tag/performance-evaluation-framework/), [performance management](https://www.21century.co.za/tag/performance-management/), [South Africa](https://www.21century.co.za/tag/south-africa/), [values operationalisation](https://www.21century.co.za/tag/values-operationalisation/)| - [![Global Trends 2026](https://www.21century.co.za/wp-content/uploads/2026/03/global-trends-2026_435975570-1.jpg)](https://www.21century.co.za/global-workforce-reward-trends-2026/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-07T15:33:24+02:00#### [Top 15 Global Trends Reshaping Work and Society in 2026, Part 1](https://www.21century.co.za/global-workforce-reward-trends-2026/) By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|2026-07-07T15:33:24+02:00April 7th, 2026|Tags: [AI in HR](https://www.21century.co.za/tag/ai-in-hr/), [deepfake fraud](https://www.21century.co.za/tag/deepfake-fraud/), [ESG metrics](https://www.21century.co.za/tag/esg-metrics/), [EVP](https://www.21century.co.za/tag/evp/), [future of work](https://www.21century.co.za/tag/future-of-work/), [global workforce trends](https://www.21century.co.za/tag/global-workforce-trends/), [human capital](https://www.21century.co.za/tag/human-capital/), [middle management disruption](https://www.21century.co.za/tag/middle-management-disruption/), [pay transparency](https://www.21century.co.za/tag/pay-transparency/), [South Africa](https://www.21century.co.za/tag/south-africa/)| **Categories:** Insights **Tags:** consistent evaluation, managerial judgement, organisational design, pay equity, performance calibration, performance fairness, performance management --- ### [South Africa's 2025 budget and its economic implications](https://www.21century.co.za/south-africas-2025-budget-and-its-economic-implications/) **Published:** April 3, 2025 **Author:** Dr Chris Blair **Content:** ### Moneyweb Interview: Dr Chris Blair South Africa’s 2025 Budget and its Economic Implications. Jeremy Maggs with Dr. Chris Blair | 25 Mar 2025 @ 12h15 | Discussing South Africa’s 2025 budget and its economic implications, and pros and cons. [https://www.21century.co.za/wp-content/uploads/2026/03/Moneyweb\_chris\_South-Africas-2025-budget-and-its-economic-implications.mp3](https://www.21century.co.za/wp-content/uploads/2026/03/Moneyweb_chris_South-Africas-2025-budget-and-its-economic-implications.mp3) **Categories:** Radio Interviews **Tags:** budget, GDP growth, interest payments, tax incentives, unemployment, VAT --- ### [Why Salary Increases Consistently Lag behind Essential Living Costs](https://www.21century.co.za/why-salary-increases-consistently-lag-behind-essential-living-costs/) **Published:** November 10, 2025 **Author:** Dr Chris Blair **Content:** ### HOT102.7 Interview Dr. Chris Blair: Why Salary Increases Consistently Lag Behind Essential Living Costs Jeremy Maggs with Dr. Chris Blair | 5 Nov 2025 @ 18h00 | How South African salary increases are consistently lagging behind essential living costs like food, transport, and power, creating a difficult financial squeeze for households. [https://www.21century.co.za/wp-content/uploads/2026/03/Hot\_1027\_chris\_why-salary-increases-consistently-lag-behind-essential-living-costs.mp3](https://www.21century.co.za/wp-content/uploads/2026/03/Hot_1027_chris_why-salary-increases-consistently-lag-behind-essential-living-costs.mp3) **Categories:** Radio Interviews **Tags:** cost of living, CPI, headline inflation, inflation rate, salary increases --- ### [The Disengaged Workforce](https://www.21century.co.za/the-disengaged-workforce/) **Published:** February 22, 2026 **Author:** Dr Lynne Derman **Content:** ### SAfm The Morning Bliss Interview: Dr. Lynne Derman The Disengaged Workforce Nonkululeko Mantula and Dr Lynne Derman | 12 Feb 2026 @ 04h26 | A disengaged workforce is often responding to leadership and systems that no longer serve the needs of the modern workplace. [https://www.21century.co.za/wp-content/uploads/2026/02/SAfm\_lynne\_disengaged\_workforce.mp3](https://www.21century.co.za/wp-content/uploads/2026/02/SAfm_lynne_disengaged_workforce.mp3) **Categories:** Radio Interviews **Tags:** employee engagement, interview, unengaged employees --- ### [The Role of Managerial Judgement - Rethinking Performance (Part 4)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) **Published:** July 7, 2026 **Author:** Camille Rabier **Content:** ## INSIGHTS ## Workforce Trends & Future of Work 1. [Home](https://www.21century.co.za) 2. [Research Hub](https://www.21century.co.za/category/research-hub/) 3. [Insights](https://www.21century.co.za/category/research-hub/insights/) **The Role of Managerial Judgement – Rethinking Performance (Part 4)** ![divergent paths](https://www.21century.co.za/wp-content/uploads/2026/07/divergent-paths.webp "divergent paths") ## Executive Summary *Managerial judgement performance South Africa challenges move to centre stage in Part 4 of Camille Rabier’s five-part series, which shifts from the design of behavioural evaluation frameworks to the practical question of how those frameworks are applied.* **The central finding is both unsurprising and underappreciated: even when a well-designed translation model is in place — linking values to observable behaviours to indicators — assessment diverges at the point of interpretation.** The same indicators, applied to the same evidence, produce different conclusions depending on how individual managers weight outcomes versus behaviour, interpret context, and assess sustainability. Rabier identifies two failure modes that performance systems must address. The first is mechanical application — treating indicators as checklists, which creates false objectivity while stripping evaluation of the contextual judgement that makes it meaningful. The second is the absence of calibration — leaving managers to apply their individual interpretations independently, which produces inconsistency that undermines both the credibility of the system and the perceived fairness of its outcomes. The solution she proposes is not to eliminate judgement but to align it: through structured calibration, shared principles, and performance systems designed to support interpretation rather than enforce rigid scoring. **This insight page extends that argument to the South African HR and governance context, where the alignment of managerial judgement has specific employment equity and transformation implications.** ## Key Strategic Takeaways ### **Reframed for South African HR and Remuneration Leaders:** - **Structured frameworks reduce inconsistency but cannot eliminate it without calibration.** The same indicators applied by different managers to comparable performance will produce different assessments unless there is a mechanism for aligning how those indicators are interpreted and weighted in context. - **Integrating behaviour and outcomes requires judgement, not a formula.** Outcomes achieved through unsustainable or harmful behaviour do not represent the same level of performance as those achieved through enabling behaviour — but determining how much weight to give each element in any specific case cannot be reduced to a fixed weighting or scoring rule. - **Mechanical indicator application is a failure mode, not a safeguard.** Treating indicators as a checklist removes the contextual judgement that makes evaluation meaningful and encourages individuals to demonstrate visible compliance rather than genuine effectiveness. Indicators should guide judgement, not replace it. - **Calibration is the mechanism that converts individual judgement into organisational consistency.** When managers compare their assessments, articulate their reasoning, and align on how context and evidence should be weighted, differences in interpretation become visible, discussable, and reconcilable — rather than silently producing inequitable outcomes. - **Performance systems should be designed to support judgement, not enforce scores.** Systems that create space for interpretation, discussion, and alignment produce more consistent and defensible evaluations than those that rely on rigid criteria alone — and are more responsive to the complexity of real performance situations. ## 21st Century Commentary – Insights ### Why Judgement Alignment Is a Governance Issue, Not Just a Management One The calibration requirement Rabier describes is not a nice-to-have feature of mature performance systems — it is the mechanism that converts an organisation’s investment in behavioural framework design into actual consistency in evaluation outcomes. In 21C’s performance management and RemCom advisory work, we consistently find that the implementation gap — between a well-designed framework and consistent application in practice — sits precisely at the point Rabier identifies: managers interpreting the same evidence differently, without a structured mechanism for aligning those interpretations. Calibration closes this gap. ### The South African line manager capability dimension The quality of managerial judgement Rabier places at the centre of behavioural evaluation varies considerably across South African organisations, and this variation is itself a performance risk. In 21C’s engagement and climate assessment work, line manager capability — specifically the ability to give meaningful, consistent, contextually informed performance feedback — is among the most significant drivers of perceived fairness in performance outcomes. Organisations investing in the kind of behavioural framework design Rabier describes need to invest equally in the calibration and development infrastructure that makes that framework usable by the managers who will apply it. ### Calibration and the pay equity audit trail In the context of South Africa’s Employment Equity Act obligations, the calibration process Rabier describes produces something of specific governance value: a documented record of how performance judgements were reached, what evidence was considered, and how contextual factors were weighted. This documentation is what makes differentiated performance outcomes — and the pay, progression, and recognition decisions that follow from them — defensible in an equity challenge. 21C’s HR advisory work increasingly finds that organisations with strong calibration practices are materially better positioned in employment equity disputes than those relying on manager ratings alone. ## South African Business Implications South Africa’s Employment Equity Act requires that performance management practices be applied fairly and consistently across demographic groups — which is precisely what divergent managerial judgement, in the absence of calibration, fails to produce. The structural failure Rabier identifies — different managers assessing similar performance differently — is not just an HR consistency problem; it is a statutory compliance risk where those differences correlate with demographic factors, whether intentionally or through the unconscious biases that structured calibration is specifically designed to surface and address. From a BBBEE transformation perspective, calibration has a specific pipeline value: where high-potential identification for accelerated development or succession depends on performance assessments, uncalibrated judgement is more likely to reflect proximity to power, communication style comfort, and familiarity than genuine contribution — exactly the dynamics that undermine transformation pipeline credibility. King IV’s governance expectations around ethical and inclusive leadership reinforce the board’s responsibility to oversee not just what performance frameworks are in place, but whether they are applied with the consistency and fairness that King IV’s accountability principles require. ## Related Insights Making Behaviour Evaluable – Rethinking Performance (Part 3) https://www.21century.co.za/insights/making-behaviour-evaluable-rethinking-performance-part-3/Part 3 builds the translation model that Part 4 stress-tests against the realities of managerial application — the design tool whose effectiveness this article examines.Calibrating Judgement in Practice – Rethinking Performance (Part 5)https://www.21century.co.za/insights/calibrating-judgement-rethinking-performance-part-5/Part 5 takes the calibration argument further, exploring how judgement divergence can be surfaced and aligned through structured calibration processesReflections of a CEO: Why the seat is not the personhttps://www.21century.co.za/insights/reflections-of-a-ceo/The difficulty of separating role-conferred authority from genuine judgement quality connects directly to the challenge of unbiased managerial evaluation Rabier describes.Navigating the REMCO Annual Cyclehttps://www.21century.co.za/insights/navigating-the-remco-annual-cycle/Where performance ratings inform incentive calibration, the consistency of managerial judgement becomes a REMCO governance issue — see how the annual cycle should account for this. ## Related Services Executive & Leadership Coaching https://www.21century.co.za/people/coaching/Building the managerial judgement capability that Rabier places at the centre of behavioural evaluation is a coaching outcome — 21C’s coaching programmes develop this capability deliberately. Performance Management Designhttps://www.21century.co.za/organisational-development/Designing calibration processes into performance systems — not as an add-on but as a core structural element — is core to 21C’s performance management design capability.Perception / Climate Surveyshttps://www.21century.co.za/remuneration-consulting/non-financial-reward/#perception-surveysIf inconsistent managerial judgement is generating perceived unfairness in your performance system, 21C’s climate surveys can identify where calibration gaps are largest. ## Attribution This insight page draws on an article originally published externally by 21st Century. Attribution is provided below in Harvard reference format. The URL is not presented as a clickable link, in accordance with 21st Century’s attribution policy. ### Originally Published in South African Business Matters### Author Camille Rabier, Consultant — 21st Century ### Date June 2026 ### Harvard Reference Rabier, C. (2026) ‘Rethinking performance, Part 4: the role of managerial judgement’, South African Business Matters. ### Prepared by 21st Century │ Authority Framework – Insight Page Standard │ Confidential │ www.21century.co.za │ info@21century.co.za ## Recent Insights - [![divergent paths](https://www.21century.co.za/wp-content/uploads/2026/07/divergent-paths.webp)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-10T18:43:06+02:00#### [The Role of Managerial Judgement – Rethinking Performance (Part 4)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) 2026-07-10T18:43:06+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [consistency](https://www.21century.co.za/tag/consistency/), [HR design](https://www.21century.co.za/tag/hr-design/), [leadership](https://www.21century.co.za/tag/leadership/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/)| - [![making judgement visible](https://www.21century.co.za/wp-content/uploads/2026/07/making-judgement-visible.webp)](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-11T16:51:24+02:00#### [Rethinking Performance (Part 5): Calibrating Judgement in Practice](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) 2026-07-11T16:51:24+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [consistent evaluation](https://www.21century.co.za/tag/consistent-evaluation/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [organisational design](https://www.21century.co.za/tag/organisational-design/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [performance calibration](https://www.21century.co.za/tag/performance-calibration/), [performance fairness](https://www.21century.co.za/tag/performance-fairness/), [performance management](https://www.21century.co.za/tag/performance-management/)| - 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[![Executive Pay under scrutiny](https://www.21century.co.za/wp-content/uploads/2024/11/exec-pay-under-scrutiny.jpg)](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-11T17:12:22+02:00#### [Equipping Remuneration Committees for AGM Challenges](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) 2026-07-11T17:12:22+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [AGM](https://www.21century.co.za/tag/agm/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [gender pay gap](https://www.21century.co.za/tag/gender-pay-gap/), [governance](https://www.21century.co.za/tag/governance/), [King IV](https://www.21century.co.za/tag/king-iv/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [REMCOM](https://www.21century.co.za/tag/remcom/), [remuneration disclosure](https://www.21century.co.za/tag/remuneration-disclosure/), [shareholder activism](https://www.21century.co.za/tag/shareholder-activism/)| - 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Rethinking Performance (Part 3)](https://www.21century.co.za/making-behaviour-evaluable-rethinking-performance-part-3/) **Published:** May 2, 2026 **Author:** Camille Rabier **Content:** ## INSIGHTS ## Workforce Trends & Future of Work 1. [Home](https://www.21century.co.za) 2. [Research Hub](https://www.21century.co.za/category/research-hub/) 3. [Insights](https://www.21century.co.za/category/research-hub/insights/) **Making Behaviour Evaluable – Rethinking Performance (Part 3)** ![framework concept](https://www.21century.co.za/wp-content/uploads/2026/07/Framework-concept.webp "Framework concept") ## Executive Summary *Behavioural evaluation South Africa design moves from diagnosis to solution in Part 3 of Camille Rabier’s five-part series on rethinking performance.* **Having established in Parts 1 and 2 that performance systems are structurally incomplete without behavioural assessment, and that behaviour is inherently difficult to evaluate consistently, this article introduces the practical design mechanism that addresses the problem: a translation model that operationalises values into observable, assessable criteria.** The model follows a four-stage progression: from value to behaviour principle to observable behaviour to everyday action. Each stage narrows the gap between broad organisational aspiration and evaluable evidence. Rabier introduces a further layer — behavioural indicators — which sit beneath observable behaviours and provide the reference points that allow assessment to be structured and compared across managers and teams. Critically, the article is clear about what indicators can and cannot do: they make behaviour more visible and reduce reliance on individual interpretation, but they do not eliminate the need for managerial judgement, and treating them as objective checklists introduces its own distortions. The goal is not to make behaviour objective but to make its assessment more disciplined, transparent, and comparable. This insight page applies that framework to the South African performance management context, where the need for defensible, consistent evaluation is sharpened by employment equity and pay transparency obligations. ## Key Strategic Takeaways ### **Reframed for South African HR and Remuneration Leaders:** - **The translation model converts values from aspirational language into evaluable criteria.** Value to behaviour principle to observable behaviour to everyday action: each step reduces ambiguity and increases the probability that evaluation is applied consistently across managers, teams, and review cycles. - **Observable behaviours and indicators are different things and should not be conflated**. Observable behaviours define what a value looks like in practice; indicators define the signals that suggest a behaviour is present and how consistently it is demonstrated. The distinction matters because indicators are what managers actually assess. - **Indicators reduce inconsistency without eliminating judgement — and this distinction is critical.** When treated as checklists, indicators create a false sense of objectivity and encourage performative compliance rather than genuine assessment. Their value is as reference points that anchor judgement, not as scoring mechanisms that replace it. - **The move from ‘collaboration’ to ‘how individuals share information and involve others in decisions’ is a design decision with governance implications.** Specifying behaviour at this level makes evaluation more defensible, supports consistent calibration across managers, and creates an audit trail that can withstand scrutiny under employment equity obligations. - **Effective performance system design supports both structure and interpretation simultaneously.** The aim is to provide clear behavioural anchors that reduce discretionary divergence, while preserving the contextual judgement that makes evaluation meaningful — a balance that requires deliberate design, not a choice between the two. ## 21st Century Commentary – Insights ### Applying the Translation Model in South African Organisations The operationalisation model Rabier describes is structurally similar to what 21C does in job architecture engagements when specifying competency expectations at the role level — and the lessons from that work are directly applicable here. The most common failure point is stopping at the behaviour principle level (‘we value collaboration’) without specifying what that looks like in a specific role, context, and grade. The result is that managers assess the principle — does this person seem collaborative? — rather than the evidence. Rabier’s model provides the design discipline to go one layer deeper. ### Indicators and the South African employment equity context In South Africa’s employment equity environment, the ability to produce observable, indicator-based evidence for performance assessments is not merely a best-practice improvement — it is increasingly necessary for organisations managing promotion, progression, and pay differentiation decisions under equity scrutiny. 21C’s HR advisory work finds that employment equity disputes around performance management consistently cite the absence of documented, consistent criteria as the basis for challenge. Rabier’s model provides exactly the design structure needed to produce that documentation — not as a compliance exercise but as the natural output of a performance system built to the level of specificity she describes. ### The performative behaviour risk in South African organisational contexts The risk Rabier flags — that indicators encourage visible alignment rather than genuine effectiveness — is particularly relevant in South African organisations navigating complex transformation, authority, and inclusion dynamics. Where the indicators themselves are not carefully designed for the local context, employees may learn to perform the visible signals of the required behaviour (being seen to involve others in decisions, for example) without the underlying capability or intent. 21C’s culture and engagement work finds this pattern in organisations where behavioural frameworks were imported from global parent companies without local contextualisation — the indicators signal alignment but the culture does not experience it. ## South African Business Implications The Employment Equity Act’s requirement for fair, consistent, and documented performance evaluation creates a direct alignment between the design discipline Rabier describes and the legal obligations South African employers face. Performance systems that can demonstrate a clear, documented pathway from organisational values to observable behavioural criteria to assessment evidence are materially better positioned to defend differentiated performance and progression decisions against equity challenge. South African HR and legal teams should treat Rabier’s translation model not as a theoretical framework but as the design specification for a performance system that is legally, as well as operationally, fit for purpose. From a BBBEE and transformation perspective, the consistency that the translation model produces has a specific value: it supports the credibility of performance-linked development and succession decisions. Where high-potential identification and accelerated development are part of a transformation strategy, the ability to demonstrate that those decisions were based on structured, consistently applied behavioural criteria — rather than manager preference or informal networking — is essential to the integrity of the transformation pipeline. 21C’s experience supporting transformation-linked performance systems confirms that the absence of this design discipline is the most common source of pipeline credibility challenges. ## Related Insights Why Behaviour is so difficult to Evaluate Rethinking Performance (Part 2) https://www.21century.co.za/why-behaviour-is-so-difficult-to-evaluate-rethinking-performance-part-2/Part 2 explains the inherent properties of behaviour that make consistent evaluation so difficult — the diagnostic that this article’s design solution responds to.The Role of Managerial Judgement – Rethinking Performance (Part 4)https://www.21century.co.za/insights/managerial-judgement-rethinking-performance-part-4/Part 4 explores what happens when the translation model meets practice — why structured indicators still produce divergent assessments without calibrated managerial judgement.Job Architecture & JEasyhttps://www.21century.co.za/insights/job-architecture-jeasy/The translation from values to observable role-level behavioural criteria is built on the same discipline as job architecture — see how 21C’s JEasy system supports this.Weathering the Storm: AGM Shareholder Scrutinyhttps://www.21century.co.za/insights/remco-agm-shareholder-scrutiny/The ability to produce documented, defensible evidence for performance-linked pay decisions is precisely what AGM scrutiny now requires — Rabier’s framework builds that evidentiary foundation. ## Related Services Performance Management Design https://www.21century.co.za/organisational-development/21C’s organisational design capability can apply Rabier’s translation model to your specific values, roles and contexts — building a performance framework that is both operationally usable and legally defensible.Job Architecture & Grading (JEasyJob Architecture & Grading (JEasySpecifying behavioural criteria at role level requires the same job architecture discipline as grade design — 21C’s JEasy system provides the structure to do both consistently.Remuneration Committee (RemCom) Advisoryhttps://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/Where performance ratings feed incentive calibration, the evidentiary quality of behavioural assessment directly affects REMCO defensibility — speak to our team about how to align the two. ## Attribution This insight page draws on an article originally published externally by 21st Century. Attribution is provided below in Harvard reference format. The URL is not presented as a clickable link, in accordance with 21st Century’s attribution policy. ### Originally published in South African Business Matters### Author Camille Rabier, Consultant — 21st Century ### Date May 2026 ### Harvard Reference Rabier, C. (2026) ‘Rethinking performance, Part 3: making behaviour evaluable’, South African Business Matters. ### Prepared by 21st Century │ Authority Framework – Insight Page Standard │ Confidential │ www.21century.co.za │ info@21century.co.za ## Recent Insights - [![divergent paths](https://www.21century.co.za/wp-content/uploads/2026/07/divergent-paths.webp)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-10T18:43:06+02:00#### [The Role of Managerial Judgement – Rethinking Performance (Part 4)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) 2026-07-10T18:43:06+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [consistency](https://www.21century.co.za/tag/consistency/), [HR design](https://www.21century.co.za/tag/hr-design/), [leadership](https://www.21century.co.za/tag/leadership/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/)| - 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[Home](https://www.21century.co.za) 2. [Research Hub](https://www.21century.co.za/category/research-hub/) 3. [Insights](https://www.21century.co.za/category/research-hub/insights/) 4. Reward Integrity in the Age of Hybrid Intelligence # Reward Integrity in the Age of Hybrid Intelligence: Why Output Still Anchors Variable Pay ![anchor](https://www.21century.co.za/wp-content/uploads/2026/07/anchor.webp "anchor") ## Executive Summary **Reward integrity AI variable pay design is the question at the centre of this article, and Dr Chris Blair’s answer is deliberately counter-intuitive: organisations should resist the temptation to dissect precisely how much of a result was delivered by a person versus an AI tool.** Drawing on global research including the PwC Global AI Jobs Barometer and executive remuneration practice at firms such as Microsoft and Salesforce, Dr Blair argues that AI has not broken the link between effort, output and business value — it has simply made that link harder to interpret in granular detail. The recommended response is not a new attribution methodology, but a recalibration of performance expectations: raise the bar on KPIs and output targets to reflect what AI-augmented professionals can now realistically achieve, and continue rewarding the people who deliver against it. For South African remuneration committees and HR leaders, this arrives at a genuinely live decision point. As AI adoption spreads unevenly across roles, grades and business units, the pressure to redesign variable pay frameworks in response to perceived tool-access unfairness is real and growing. Dr Blair’s four-principle framework — outcome primacy, access equity, accountability at every level, and pay decisions defensible on impact rather than method — offers RemComs a governance anchor that is commercially sound without requiring an unmeasurable attribution exercise. This insight page extends that framework into the specific governance and equity considerations SA boards need to weigh. ## Key Strategic Takeaways ### Reframed for South African HR and Remuneration Leaders: - **Do not attempt to apportion credit between human and AI contribution in variable pay design.** Reward systems built on measuring what cannot yet be measured consistently introduce governance risk without improving performance outcomes. - **Recalibrate KPIs and output targets upward rather than redesigning the pay model.** Where AI tools materially increase achievable output, raising performance thresholds preserves pay-for-results integrity while capturing the productivity gain. - **AI fluency is a performance differentiator, not an unearned advantage.** Employees who identify, learn and deploy new tools are demonstrating exactly the initiative and commercial acumen that variable pay schemes are designed to reward. - **Where genuine tool-access disparities exist, the correct governance response is to widen access and training, not to dilute reward for high performers.** Access gaps are typically concentrated at junior or operational levels and should be addressed as a workforce planning matter, not a reward design adjustment. - **Executive and senior-level accountability remains non-negotiable.** Boards and RemComs should continue to hold executives accountable for delivered results, including how intelligently they deploy available technology, rather than retrospectively discounting AI-enabled performance. - **Pay decisions should remain defensible on the basis of delivered impact, not on the tools or methods used to achieve it.** This is the governance principle that protects reward systems from both legal challenge and perceived unfairness. ## 21st Century Insights ## What Pay-for-Results Discipline Means for South African Variable Pay Design ### KPI recalibration is a job architecture exercise, not a payroll adjustment In 21C’s job architecture and grading engagements, we find that organisations attempting to raise output targets for AI-augmented roles frequently do so inconsistently across comparable positions, because the underlying job descriptions and grade definitions were never updated to reflect the changed nature of the work. Before any RemCom revises incentive scorecards to reflect AI-enabled productivity, the job architecture itself needs review — otherwise the organisation risks setting defensible targets for some roles and arbitrary ones for others, which is precisely the kind of inconsistency that undermines the defensibility principle Dr Blair describes. ### STI scheme design and the attribution temptation 21C’s STI scheme design work with South African boards confirms that the temptation to build AI-attribution adjustments into short-term incentive plans is real, particularly where Exco members raise equity concerns about uneven tool rollout. In our experience, schemes that attempt this level of granularity consistently struggle at the calibration and sign-off stage, because no defensible methodology yet exists to isolate AI contribution with the rigour boards require for executive pay decisions. The more durable design choice — consistent with Dr Blair’s framework — is to anchor STI metrics in outcome measures the organisation already trusts, and treat AI fluency as a capability to develop and recognise through skills-based pay or non-financial recognition, rather than as a variable to net out of incentive calculations. ### Tool-access equity as a workforce planning issue, not a reward design issue Where 21C has supported organisations on AI rollout planning, the access disparities that generate the most genuine equity concern are concentrated at junior and operational grades, not senior levels. This reframes the governance response: the appropriate intervention is accelerated training and tool provisioning at those grades, sequenced as part of total workforce strategy, rather than a remuneration policy response. Treating an access gap as a pay equity problem when it is in fact a capability and provisioning gap risks solving the wrong problem and entrenching the disparity for longer. ## South African Business Implications ## King IV’s remuneration governance principles require that pay decisions be transparent, fair and responsible, and explainable to stakeholders on the basis of contribution and outcomes. Dr Blair’s defensibility principle — pay decisions justifiable on impact delivered, not method employed — aligns directly with this expectation, and gives South African RemComs a clear governance rationale for resisting pressure to build speculative AI-attribution mechanics into incentive plans that boards would then struggle to explain or defend under scrutiny. BBBEE and broader transformation considerations intersect with the tool-access equity question directly: where AI rollout is sequenced by seniority or business unit rather than deliberately planned with equity of access in mind, organisations risk compounding existing demographic disparities in who has the opportunity to develop AI fluency and, in turn, who is positioned to meet recalibrated performance thresholds. South African organisations should treat AI access planning as a transformation-relevant workforce decision, not a purely operational rollout question. Against the backdrop of NMW trajectory pressures compressing lower pay grades, the case for channelling AI-driven productivity gains into broader-based skills development — rather than into incentive structures that further concentrate reward at senior levels — also carries genuine social and reputational weight in the South African context. ## Related Insights Global Workforce & Reward Trends 2026 https://www.21century.co.za/insights/global-workforce-reward-trends-2026/AI-driven grade compression and job architecture review are recurring themes across 21C’s 2026 trends analysis — see the full picture.REMCO Annual Governance Cyclehttps://www.21century.co.za/insights/remco-annual-governance-cycle/Incentive scheme calibration and defensibility sit within the broader RemCom governance calendar — see how the annual cycle supports it.Reflections of a CEOhttps://www.21century.co.za/insights/ceo-leadership-respect-self-awareness/Executive accountability and defensible decision-making are governance themes that connect directly to this article’s pay-for-results argument. ## Related Services RewardOnline National Salary Survey https://www.21century.co.za/insights/rewardonline-national-salary-survey/Benchmarking performance thresholds against reliable SA market data is the practical starting point for any KPI recalibration exercise.Remuneration Committee (RemCom) Advisoryhttps://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/If your STI scheme needs to reflect AI-augmented performance without compromising defensibility, 21C’s RemCom advisory work can guide the redesign — speak to our team.Job Architecture & Grading (JEasy)https://www.21century.co.za/remuneration-consulting/job-architecture/Recalibrating KPIs for AI-augmented roles starts with an up-to-date job architecture — see how 21C’s JEasy system supports defensible grading. ## Attribution This insight page draws on an article originally published externally by 21st Century. Attribution is provided below in Harvard reference format. ### Originally published in Moneyweb ### Author Dr Chris Blair, Group Director — 21st Century ### Date June 2026 ### Harvard Reference Blair, C. (2026) ‘Reward integrity in the age of hybrid intelligence: why output, accountability and initiative remain the bedrock of variable pay’, June. ### Prepared by 21st Century │ Authority Framework – Insight Page Standard │ Confidential │ www.21century.co.za │ info@21century.co.za ## Recent posts - [![divergent paths](https://www.21century.co.za/wp-content/uploads/2026/07/divergent-paths.webp)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-10T18:43:06+02:00#### [The Role of Managerial Judgement – Rethinking Performance (Part 4)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|2026-07-10T18:43:06+02:00July 7th, 2026|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [consistency](https://www.21century.co.za/tag/consistency/), [HR design](https://www.21century.co.za/tag/hr-design/), [leadership](https://www.21century.co.za/tag/leadership/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/)| - 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[![Executive Pay under scrutiny](https://www.21century.co.za/wp-content/uploads/2024/11/exec-pay-under-scrutiny-700x441.jpg)](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-11T17:12:22+02:00#### [Equipping Remuneration Committees for AGM Challenges](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|2026-07-11T17:12:22+02:00July 7th, 2026|Tags: [AGM](https://www.21century.co.za/tag/agm/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [gender pay gap](https://www.21century.co.za/tag/gender-pay-gap/), [governance](https://www.21century.co.za/tag/governance/), [King IV](https://www.21century.co.za/tag/king-iv/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [REMCOM](https://www.21century.co.za/tag/remcom/), [remuneration disclosure](https://www.21century.co.za/tag/remuneration-disclosure/), [shareholder activism](https://www.21century.co.za/tag/shareholder-activism/)| - 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[![Remcom governance](https://www.21century.co.za/wp-content/uploads/2026/06/Remcom-governance.webp)](https://www.21century.co.za/navigating-the-remco-annual-cycle/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T12:30:25+02:00#### [Navigating the REMCO Annual Cycle](https://www.21century.co.za/navigating-the-remco-annual-cycle/) By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|2026-07-09T12:30:25+02:00June 17th, 2026|Tags: [ESG remuneration](https://www.21century.co.za/tag/esg-remuneration/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [JSE](https://www.21century.co.za/tag/jse/), [King IV](https://www.21century.co.za/tag/king-iv/), [LTI](https://www.21century.co.za/tag/lti/), [pay gap reporting](https://www.21century.co.za/tag/pay-gap-reporting/), [REMCO](https://www.21century.co.za/tag/remco/), [remuneration governance](https://www.21century.co.za/tag/remuneration-governance/), [South Africa](https://www.21century.co.za/tag/south-africa/), [STI](https://www.21century.co.za/tag/sti/)| - 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[![Framework concept](https://www.21century.co.za/wp-content/uploads/2026/07/Framework-concept.webp)](https://www.21century.co.za/making-behaviour-evaluable-rethinking-performance-part-3/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-10T17:44:32+02:00#### [Making Behaviour Evaluable – Rethinking Performance (Part 3)](https://www.21century.co.za/making-behaviour-evaluable-rethinking-performance-part-3/) By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|2026-07-10T17:44:32+02:00May 2nd, 2026|Tags: [behavioural indicators](https://www.21century.co.za/tag/behavioural-indicators/), [HR design](https://www.21century.co.za/tag/hr-design/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [observable behaviour](https://www.21century.co.za/tag/observable-behaviour/), [organisational design](https://www.21century.co.za/tag/organisational-design/), [performance criteria](https://www.21century.co.za/tag/performance-criteria/), [performance evaluation framework](https://www.21century.co.za/tag/performance-evaluation-framework/), [performance management](https://www.21century.co.za/tag/performance-management/), [South Africa](https://www.21century.co.za/tag/south-africa/), [values operationalisation](https://www.21century.co.za/tag/values-operationalisation/)| - [![Global Trends 2026](https://www.21century.co.za/wp-content/uploads/2026/03/global-trends-2026_435975570-1.jpg)](https://www.21century.co.za/global-workforce-reward-trends-2026/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-07T15:33:24+02:00#### [Top 15 Global Trends Reshaping Work and Society in 2026, Part 1](https://www.21century.co.za/global-workforce-reward-trends-2026/) By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|2026-07-07T15:33:24+02:00April 7th, 2026|Tags: [AI in HR](https://www.21century.co.za/tag/ai-in-hr/), [deepfake fraud](https://www.21century.co.za/tag/deepfake-fraud/), [ESG metrics](https://www.21century.co.za/tag/esg-metrics/), [EVP](https://www.21century.co.za/tag/evp/), [future of work](https://www.21century.co.za/tag/future-of-work/), [global workforce trends](https://www.21century.co.za/tag/global-workforce-trends/), [human capital](https://www.21century.co.za/tag/human-capital/), [middle management disruption](https://www.21century.co.za/tag/middle-management-disruption/), [pay transparency](https://www.21century.co.za/tag/pay-transparency/), [South Africa](https://www.21century.co.za/tag/south-africa/)| **Categories:** Insights **Tags:** AI in HR, executive remuneration, incentive governance, KPI design, pay for results, performance management, REMCOM, reward integrity, South Africa, variable pay --- ### [Navigating the REMCO Annual Cycle](https://www.21century.co.za/navigating-the-remco-annual-cycle/) **Published:** June 17, 2026 **Author:** Dr Chris Blair **Content:** ## INSIGHTS ## Executive Remuneration & Governance 1. [Home](https://www.21century.co.za) 2. [Posts](https://www.21century.co.za) 3. [Research Hub](https://www.21century.co.za/category/research-hub/) 4. [Insights](https://www.21century.co.za/category/research-hub/insights/) 5. Navigating the REMCO Annual Cycle **Navigating the REMCO Annual Cycle** ## Core Steps for Effective Remuneration Governance ![Remcom governance](https://www.21century.co.za/wp-content/uploads/2026/06/Remcom-governance.webp "Remcom governance") ## Executive Summary South Africa’s corporate governance environment is in active transition. King IV’s requirements for fair, responsible and transparent executive remuneration are now intersecting with pending amendments to the Companies Act -including mandatory pay gap disclosure ratios and the prospect of binding shareholder votes with a “two-strike” rule for non-compliant remuneration policies. For remuneration committees navigating 2026, the annual REMCO cycle is no longer simply a governance calendar. It is a reputational and legal liability management framework. In this Moneyweb article, 21st Century Group Director Dr Chris Blair provides a structured guide to the REMCO annual cycle, drawing on JSE Top 200 company disclosure data and governance reports from Shoprite Holdings, TFG Limited, Clicks Group, Mr Price Group, Woolworths Holdings, Vodacom and others. He maps the cycle across four core phases -setting the annual timeframe, gathering complete information, timing key decisions, and determining STI and LTI outcomes -with specific do’s and don’ts for REMCO members at each stage. For South African REMCO members, HR directors, CEOs and CFOs, this article is a practical governance reference: grounded in how leading JSE-listed companies are actually running their remuneration committees in the current environment, with the regulatory and shareholder pressure landscape clearly mapped. ## Key Strategic Takeaways ### **Reframed for REMCO Members, HR Directors, CEOs and CFOs** - **The REMCO cycle is a governance risk framework, not just an administrative calendar.** Pending Companies Act amendments -including mandatory pay ratio disclosure and a potential two-strike binding vote mechanism -mean that procedural failures in the annual cycle now carry direct reputational and legal consequences for REMCO members. - **Align the cycle to the fiscal year, not the AGM.** REMCOs that plan backwards from the Annual General Meeting miss the upstream decisions that determine the quality of remuneration outcomes. The cycle should begin at least six months before year-end -using the third-quarter meeting to set STI targets, calibrate ESG metrics, and review LTI performance conditions before results are known. - **Information quality is a director’s responsibility, not the remuneration adviser’s.** King IV requires REMCO members to distinguish between internal and external data, facts and opinions. Over-reliance on management-supplied metrics without independent external validation -particularly for benchmarking and ESG modifier calibration -is a governance failure that cannot be delegated to consultants. - **ESG metrics in incentive schemes require time and specialist input.** JSE-listed companies integrating ESG modifiers into STI frameworks -including sustainability, employment equity and climate targets -consistently report that these metrics require more calibration time than financial KPIs. Build specific buffers into the REMCO calendar for ESG metric definition, not just for financial review. - **Pay gap disclosure is no longer optional -prepare the narrative now.** Impending Section 30B requirements for pay ratio reporting between top and bottom earners will expose internal equity gaps that many organisations have not yet formally mapped. REMCOs that begin this analysis proactively -rather than reactively at disclosure time -will be able to manage both the data and the stakeholder narrative. - **LTI design must account for instrument type, not just vesting conditions.** Different LTI instruments -performance share awards versus share appreciation rights -produce materially different outcomes under the same performance conditions. REMCOs that do not model the range of possible outcomes across instrument types risk unintended vesting outcomes that damage credibility with shareholders and proxy advisors. - **Shareholder engagement after dissenting votes is a governance obligation, not an option.** King IV’s “comply or explain” approach requires proactive stakeholder engagement when votes fall below 75%. REMCOs that treat post-AGM engagement as optional are accumulating governance risk that will compound at the next annual vote. ## 21st Century Commentary – Insights **What 21C Observes in South African REMCO Practice -and Where the Governance Gaps Are** Dr Blair’s article maps the REMCO annual cycle against best practice from leading JSE-listed companies. What 21st Century’s RemCom advisory work across South African boards adds to this picture is a view of where the gaps between stated governance intent and actual REMCO practice are most persistent -and where regulatory pressure is most likely to force change in the near term. 1. **The pay ratio disclosure gap** The impending Section 30B amendments to the Companies Act -requiring disclosure of the ratio between the highest-paid and lowest-paid employees -will surface internal equity data that many South African boards have not yet formally reviewed. In 21C’s RemCom advisory experience, a significant proportion of listed companies have not yet conducted a structured internal pay equity analysis that would allow them to contextualise and defend their pay ratios in a public disclosure. The companies that will manage this transition well are those that commission this analysis before the requirement is mandatory, allowing the REMCO to understand the data, identify structural issues, and develop a coherent narrative for shareholders and employees alike. Organisations that defer this analysis until disclosure is compulsory will be responding reactively to data they have not yet interpreted, in a public forum they cannot control. 21C recommends that REMCOs place internal pay equity analysis on the agenda in the current cycle, before Section 30B takes effect. 2. **ESG metrics in STI schemes: the calibration challenge** Dr Blair’s article references the growing integration of ESG modifiers into STI frameworks across JSE-listed companies. In 21C’s experience advising RemComs on incentive design, ESG metric integration is consistently the most time-consuming and governance-intensive component of STI redesign -not because the metrics are conceptually difficult, but because they require cross-functional data sourcing (sustainability, HR, legal, risk), clear baseline establishment, and auditable measurement methodologies that can withstand shareholder and proxy advisor scrutiny. The most common failure mode is introducing ESG metrics into incentive schemes without adequate baseline data, resulting in targets that cannot be demonstrated as appropriately stretching or objectively measured at year-end. 21C recommends that REMCOs introduce new ESG metrics with a one-year shadow tracking period before linking them to variable pay outcomes. This gives the organisation time to establish reliable measurement, validate the data sources, and set targets that are defensible to external stakeholders. 3. **The two-strike rule and binding votes: what South African REMCOs need to prepare for** The prospect of binding shareholder votes on remuneration policy -with a two-strike rule that could trigger REMCO member re-election processes if reports fail consecutively -represents a material escalation in the personal accountability of non-executive directors serving on remuneration committees. In 21C’s RemCom advisory work, we are seeing boards begin to treat this as a director liability issue, not merely a governance compliance matter. The practical implication is that the quality of the Directors’ Remuneration Report (DRR) -its clarity, its consistency with actual outcomes, its responsiveness to prior shareholder concerns, and its forward-looking commitments -is now directly linked to director tenure. REMCOs that have not invested in the quality of their DRR narrative, or that have not established a structured post-AGM engagement process with dissenting shareholders, are carrying personal governance risk that extends beyond their fiduciary obligations to the company. ## South African Business Implications - **The GNU economic environment eases some pay pressure but does not remove it.** With inflation moderating and interest rate cuts providing business relief in 2026, there will be pressure from boards to restore executive pay levels that were constrained in tighter conditions. REMCOs must balance this with the reality that JSE Top 200 CEO and CFO increases already outpaced inflation in the most recent reporting period -a pattern that will attract shareholder and media scrutiny if not accompanied by clear performance linkage. - **B-BBEE transformation requirements interact directly with internal pay equity.** Employment equity targets and BBBEE scorecard requirements create a governance imperative for REMCOs to understand the demographic composition of their pay distribution, not just the ratio between top and bottom earners. Organisations where executive remuneration is growing faster than operational and frontline pay face compounding transformation and reputational risk, particularly where those distributions are demographically skewed. - **The bargaining unit / non-bargaining unit dynamic requires active monitoring.** As referenced in Harmony Gold’s 2025 disclosures, the differential between bargaining unit and non-bargaining unit salary increases is a standing source of internal equity tension. REMCOs that do not formally review the relationship between executive increases and bargaining unit settlements are missing a key fairness metric that organised labour -and, increasingly, institutional investors -are tracking. - **M&A activity and talent retention needs are predictable cycle disruptors.** South Africa’s listed company environment has seen sustained M&A and restructuring activity. REMCOs that build scenario buffers into their annual calendar -including pre-approved retention frameworks and in-flight incentive adjustment protocols -manage these disruptions with significantly less governance risk than those that attempt to create retention schemes under time pressure. ## Related Insights Reflections of a CEO https://www.21century.co.za/insights/ceo-leadership-respect-self-awareness/Genuine REMCO independence depends on the same role-versus-person dynamics explored in this companion reflection on executive goverReward Integrity in the Age of Hybrid Intelligencehttps://www.21century.co.za/insights/reward-integrity-hybrid-intelligence/Defensible incentive design in an AI-augmented environment connects directly to the balanced-scorecard principles explored here.Top 15 Global Trends Reshaping Work in 2026, Part 1https://www.21century.co.za/insights/global-workforce-reward-trends-2026/Human capital and ESG metrics as investor-grade disclosures sit within the broader REMCO governance calendar explored in this article.RewardOnline National Salary Surveyhttps://www.21century.co.za/insights/rewardonline-national-salary-survey/Defensible benchmarking starts with reliable, current SA market data — see how 21C’s national salary survey supports this. ## Related Services Remuneration Committee (RemCom) Advisory https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/If your REMCO cycle needs a more defensible benchmarking and ESG calibration process, 21C’s RemCom advisory work can guide it — speak to our team.RewardOnline National Salary Surveyhttps://www.21century.co.za/rewardonline/Defensible quantum benchmarking starts with reliable, current SA market data — access 21C’s national salary data platformJob Architecture & Pay Equity Analysishttps://www.21century.co.za/remuneration-consulting/job-architecture/Modelling your pay gap exposure ahead of mandatory disclosure is core to 21C’s job architecture and pay equity capability. ## Attribution This insight page draws on an article originally published externally by 21st Century. Attribution is provided below in Harvard reference format. ### Originally published in Moneyweb ### Author Dr Chris Blair, Group Director -21st Century ### Date February 2026 ### Harvard Reference Blair, C. (2026) ‘Navigating the REMCO Annual Cycle: Core Steps for Effective Remuneration Governance’, Moneyweb, February 2026. ### Prepared by 21st Century │ Authority Framework – Insight Page Standard │ Confidential │ www.21century.co.za │ info@21century.co.za ## Recent Insights - [![divergent paths](https://www.21century.co.za/wp-content/uploads/2026/07/divergent-paths.webp)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-10T18:43:06+02:00#### [The Role of Managerial Judgement – Rethinking Performance (Part 4)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) 2026-07-10T18:43:06+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [consistency](https://www.21century.co.za/tag/consistency/), [HR design](https://www.21century.co.za/tag/hr-design/), [leadership](https://www.21century.co.za/tag/leadership/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/)| - [![making judgement visible](https://www.21century.co.za/wp-content/uploads/2026/07/making-judgement-visible.webp)](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-11T16:51:24+02:00#### [Rethinking Performance (Part 5): Calibrating Judgement in Practice](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) 2026-07-11T16:51:24+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [consistent evaluation](https://www.21century.co.za/tag/consistent-evaluation/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [organisational design](https://www.21century.co.za/tag/organisational-design/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [performance calibration](https://www.21century.co.za/tag/performance-calibration/), [performance fairness](https://www.21century.co.za/tag/performance-fairness/), [performance management](https://www.21century.co.za/tag/performance-management/)| - 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[![Reflections of a CEO](https://www.21century.co.za/wp-content/uploads/2026/07/refelctions-of-a-CEO.webp)](https://www.21century.co.za/reflections-of-a-ceo-why-the-seat-is-not-the-person/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-11T17:17:14+02:00#### [Reflections of a CEO: Why the seat is not the person](https://www.21century.co.za/reflections-of-a-ceo-why-the-seat-is-not-the-person/) 2026-07-11T17:17:14+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [board governance](https://www.21century.co.za/tag/board-governance/), [CEO succession](https://www.21century.co.za/tag/ceo-succession/), [Exco](https://www.21century.co.za/tag/exco/), [executive coaching](https://www.21century.co.za/tag/executive-coaching/), [governance](https://www.21century.co.za/tag/governance/), [leadership](https://www.21century.co.za/tag/leadership/), [leadership transition](https://www.21century.co.za/tag/leadership-transition/), [organisational culture](https://www.21century.co.za/tag/organisational-culture/), [self-awareness](https://www.21century.co.za/tag/self-awareness/), [South Africa](https://www.21century.co.za/tag/south-africa/)| - [![Executive Pay under scrutiny](https://www.21century.co.za/wp-content/uploads/2024/11/exec-pay-under-scrutiny.jpg)](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-11T17:12:22+02:00#### [Equipping Remuneration Committees for AGM Challenges](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) 2026-07-11T17:12:22+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [AGM](https://www.21century.co.za/tag/agm/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [gender pay gap](https://www.21century.co.za/tag/gender-pay-gap/), [governance](https://www.21century.co.za/tag/governance/), [King IV](https://www.21century.co.za/tag/king-iv/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [REMCOM](https://www.21century.co.za/tag/remcom/), [remuneration disclosure](https://www.21century.co.za/tag/remuneration-disclosure/), [shareholder activism](https://www.21century.co.za/tag/shareholder-activism/)| - [![Values](https://www.21century.co.za/wp-content/uploads/2026/07/values.webp)](https://www.21century.co.za/rethinking-performance-part-1-why-most-performance-systems-are-incomplete/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-11T16:53:53+02:00#### [Rethinking Performance (Part 1): Why most Performance Systems are Incomplete](https://www.21century.co.za/rethinking-performance-part-1-why-most-performance-systems-are-incomplete/) 2026-07-11T16:53:53+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [HR strategy](https://www.21century.co.za/tag/hr-strategy/), [organisational culture](https://www.21century.co.za/tag/organisational-culture/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [people management](https://www.21century.co.za/tag/people-management/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/), [values alignment](https://www.21century.co.za/tag/values-alignment/)| - [![anchor](https://www.21century.co.za/wp-content/uploads/2026/07/anchor.webp)](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T12:31:37+02:00#### [Reward Integrity in the Age of Hybrid Intelligence](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) 2026-07-09T12:31:37+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [AI in HR](https://www.21century.co.za/tag/ai-in-hr/), [executive remuneration](https://www.21century.co.za/tag/executive-remuneration/), [incentive governance](https://www.21century.co.za/tag/incentive-governance/), [KPI design](https://www.21century.co.za/tag/kpi-design/), [pay for results](https://www.21century.co.za/tag/pay-for-results/), [performance management](https://www.21century.co.za/tag/performance-management/), [REMCOM](https://www.21century.co.za/tag/remcom/), [reward integrity](https://www.21century.co.za/tag/reward-integrity/), [South Africa](https://www.21century.co.za/tag/south-africa/), [variable pay](https://www.21century.co.za/tag/variable-pay/)| - [![Remcom governance](https://www.21century.co.za/wp-content/uploads/2026/06/Remcom-governance.webp)](https://www.21century.co.za/navigating-the-remco-annual-cycle/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T12:30:25+02:00#### [Navigating the REMCO Annual Cycle](https://www.21century.co.za/navigating-the-remco-annual-cycle/) 2026-07-09T12:30:25+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [ESG remuneration](https://www.21century.co.za/tag/esg-remuneration/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [JSE](https://www.21century.co.za/tag/jse/), [King IV](https://www.21century.co.za/tag/king-iv/), [LTI](https://www.21century.co.za/tag/lti/), [pay gap reporting](https://www.21century.co.za/tag/pay-gap-reporting/), [REMCO](https://www.21century.co.za/tag/remco/), [remuneration governance](https://www.21century.co.za/tag/remuneration-governance/), [South Africa](https://www.21century.co.za/tag/south-africa/), [STI](https://www.21century.co.za/tag/sti/)| - [![Burnout](https://www.21century.co.za/wp-content/uploads/2026/06/burnout.webp)](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T11:21:53+02:00#### [Navigating Workplace Burnout](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) 2026-07-09T11:21:53+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [annual leave](https://www.21century.co.za/tag/annual-leave/), [burnout prevention](https://www.21century.co.za/tag/burnout-prevention/), [employee engagement](https://www.21century.co.za/tag/employee-engagement/), [employee wellbeing](https://www.21century.co.za/tag/employee-wellbeing/), [HR](https://www.21century.co.za/tag/hr/), [mental health](https://www.21century.co.za/tag/mental-health/), [total reward strategy](https://www.21century.co.za/tag/total-reward-strategy/), [work-life balance](https://www.21century.co.za/tag/work-life-balance/), [workplace burnout](https://www.21century.co.za/tag/workplace-burnout/), [year-end stress](https://www.21century.co.za/tag/year-end-stress/)| **Categories:** Insights **Tags:** ESG remuneration, Executive pay, JSE, King IV, LTI, pay gap reporting, REMCO, remuneration governance, South Africa, STI --- ### [Navigating Workplace Burnout](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) **Published:** June 17, 2026 **Author:** Dr Chris Blair **Content:** ## INSIGHTS ## Employee Engagement & Leadership 1. [Home](https://www.21century.co.za) 2. [Research Hub](https://www.21century.co.za/category/research-hub/) 3. [Insights](https://www.21century.co.za/category/research-hub/insights/) 4. Navigating Workplace Burnout **Navigating Workplace Burnout:** ## Eight Strategies for Sustainable Performance in South African Organisations ![Burnout](https://www.21century.co.za/wp-content/uploads/2026/06/burnout.webp "burnout") ## Executive Summary **The strategies span individual behaviour and organisational culture: from recognising early warning signs and setting realistic workloads, to establishing firm work-life boundaries, leveraging micro-breaks, cultivating peer support networks, practising deliberate delegation, prioritising self-care, and using annual leave strategically. Together, they constitute an integrated framework for sustainable performance — not a collection of isolated wellness tips** For South African HR and people leaders, the significance of this framework extends beyond individual wellbeing. Burnout carries measurable organisational costs: elevated absenteeism, declining discretionary effort, accelerated talent attrition, and the quiet productivity losses that compound for months before surfacing as a formal performance or retention problem. Organisations that treat burnout prevention as a structural priority — embedding it into total reward design, employee value propositions, and management capability frameworks — consistently outperform those that treat it as a personal responsibility. This insight page applies that organisational lens to Dr Blair’s evidence-based guidance. ## Key Strategic Takeaways ### Reframed for South African HR and Remuneration Leaders: - **Burnout is a lagging indicator.** By the time burnout becomes visible, it has typically been compounding for 12–18 months. Early symptom recognition — reduced energy, declining motivation, emotional withdrawal — must be embedded into line-manager capability, not left to employees to self-diagnose. - **Boundaries require organisational permission.** Employees cannot establish meaningful work-life boundaries in organisational cultures that implicitly or explicitly reward overwork. Boundary-setting must be modelled at leadership level and supported by clear after-hours communication norms. - **Micro-breaks and recovery time are performance investments.** Neuroscience confirms that recovery periods are essential for sustained cognitive performance. Organisations that schedule recovery into the working day — rather than treating it as time away from productivity — achieve measurably better output over time. - **Delegation is a management capability, not a personal preference.** Effective delegation requires trained managers and structures that make it safe to redistribute work. Without this infrastructure, delegation advice remains aspirational. - **Annual leave is a strategic recovery mechanism — and a South African compliance issue.** Unused leave accumulates as a financial liability on the balance sheet and a burnout risk for employees. Proactive leave planning and a culture that actively encourages leave use are both operational and legal priorities. - **Wellbeing strategy must be integrated with total reward design.** Coaching, EAP access, mental health resources, and non-financial reward elements should be embedded into the employee value proposition — not treated as optional extras that disappear under budget pressure. - **Workload realism is a structural issue, not a personal one.** Unrealistic goal-setting and task overload are organisational design failures. Without clear role clarity, grade-appropriate workloads, and manager accountability for task allocation, burnout prevention strategies at individual level will not hold. ## 21st Century Commentary – Insights **The Structural Drivers of Burnout in South African Organisations** What Dr Blair’s eight strategies address at the individual level, 21st Century’s consulting work consistently surfaces at the organisational level: burnout is rarely simply a personal resilience failure. It is, in most cases, a symptom of structural design problems — in workloads, grade architecture, management capability, and reward systems. ***Three themes from 21C’s engagement assessment and remuneration consulting work across South African organisations are directly relevant here.*** 1. **Pay equity and burnout: the structural precondition** In 21C’s engagement assessment work, we consistently find that perceived pay inequity is among the strongest predictors of disengagement — and disengagement is the precursor to burnout. An employee who does not trust that their pay is internally fair, or who cannot see a credible pathway to progression, carries a sustained cognitive burden that no quantity of micro-breaks or boundary-setting will resolve. Addressing burnout risk at the structural level requires that remuneration architecture is transparent, equitable, and clearly communicated. Organisations that have not resolved underlying pay equity concerns will find that wellbeing interventions produce limited and unsustained results. 2. **Grade architecture and role overload** In job architecture engagements conducted across South African organisations, 21C regularly finds that role scope at the mid-management level has expanded significantly without corresponding grade reclassification or remuneration adjustment. Employees are absorbing work that was previously performed by roles that were eliminated or not replaced — often without any formal acknowledgement in their job profiles, performance contracts, or pay positioning. This is a direct structural cause of the workload overload that Dr Blair identifies as a burnout driver. Realistic expectation-setting is impossible if the role itself is structurally overloaded. 3. **Coaching as the bridge between policy and behaviour** 21st Century’s experience with coaching consistently demonstrates that individual-level behaviour change strategies — including boundary-setting, self-care habits, and delegation practices — are most effective when supported by structured coaching. Without a coaching container in which to practise and embed these behaviours, most employees revert to pre-burnout patterns within weeks. Coaching provides the structured accountability that converts intention into sustained habit. Organisations that pair burnout prevention frameworks with structured coaching programmes for team leaders report meaningfully better outcomes than those relying on self-directed behaviour change alone. ## South African Business Implications The South African context adds several dimensions to burnout risk and prevention that global frameworks do not adequately address. - **The Basic Conditions of Employment Act (BCEA)** The BCEA governs annual leave entitlements and maximum working hours, but compliance monitoring at the organisational level remains inconsistent. Unused leave accumulation and chronic overwork are not only wellbeing failures — they carry direct legal and financial liability. HR leaders need to monitor leave utilisation data actively and address systemic non-use as a compliance matter, not simply a wellness concern. - **South Africa’s high-stress macroeconomic environment** Elevated unemployment, cost-of-living pressures, load-shedding fatigue, and commuting burdens that remain significant for much of the workforce mean that employees arrive at work carrying ambient stress loads that are higher than equivalent global benchmarks. Burnout thresholds are therefore reached more quickly, and recovery periods need to be proportionally more deliberate. - **Hybrid and remote work adoption in South Africa** Hybrid work adoption in South Africa lags behind global benchmarks, meaning many South African professionals lack the schedule flexibility that is one of the most effective structural burnout buffers available. For organisations that have not yet formalised flexible work arrangements, this represents both a retention risk and an unrealised wellbeing opportunity. - **BBBEE and employment equity imperatives** BBBEE and employment equity imperatives mean that wellbeing programmes and coaching access should be structured with equity of participation in mind. Executive-only wellbeing investment — in an environment where transformation accountability is assessed at all levels — carries reputational and compliance risk. ## Related Services ServiceURLCTA SentenceCoachinghttps://www.21century.co.za/people/coaching/If burnout prevention is the diagnosis, structured coaching is the intervention. 21st Century delivers goal-oriented, organisationally contextualised coaching programmes that build the individual capabilities — boundary-setting, delegation, self-care discipline — that burnout prevention requires.Perception / Climate Surveyshttps://www.21century.co.za/remuneration-consulting/non-financial-reward/#perception-surveysBefore investing in burnout prevention programmes, understanding your current engagement and wellbeing baseline is critical. 21C’s climate surveys provide the data platform for evidence-based intervention design and ROI measurement.Employee Value Propositionhttps://www.21century.co.za/remuneration-consulting/non-financial-reward/#employee-value-propositionWellbeing initiatives are most sustainable when embedded within a clearly articulated total reward proposition. See how 21C designs EVPs that position non-financial reward — including development, flexibility, and wellbeing — as competitive differentiators. ## Related Insights ### Why Coaching is No Longer a Luxury but a Business Imperative (Dr Lynne Derman) https://www.21century.co.za/insights/coaching-as-business-strategy/ Burnout prevention and employee coaching are two sides of the same engagement strategy. Dr Derman’s evidence-based case for structured coaching as a performance intervention is the natural next step for organisations that have diagnosed their burnout risk. ### Global Workforce & Reward Trends 2026 (Dr Chris Blair) https://www.21century.co.za/insights/global-workforce-reward-trends-2026/ AI-driven role disruption, Gen Z expectations, and the normalisation of gig work are all structural contributors to workload pressure and burnout risk. Understand the macro forces reshaping how South African organisations must approach workforce design. ### Employee Value Proposition (EVP) https://www.21century.co.za/insights/employee-value-proposition/ Wellbeing strategy is most effective when embedded within a coherent total reward proposition. See how 21C designs EVPs that address the full spectrum of what employees value — including non-financial reward and development. ### Perception / Climate Surveys https://www.21century.co.za/insights/perception-climate-surveys/ Understanding the engagement and well-being baseline before designing any intervention is essential for ROI measurement. Explore 21C’s climate survey capability. ### ## Attribution This insight page draws on an article originally published externally by 21st Century. Attribution is provided below in Harvard reference format. ### Originally published in Bizcommunity ### Author Dr Chris Blair, Group Director — 21st Century ### Date December 2023 ### Harvard Reference Blair, C. (2023) ‘Eight strategies to beat year-end burnout’, Bizcommunity, 18 December. ### Prepared by 21st Century │ Authority Framework – Insight Page Standard │ Confidential │ www.21century.co.za │ info@21century.co.za ## Recent Insights - [![divergent paths](https://www.21century.co.za/wp-content/uploads/2026/07/divergent-paths.webp)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-10T18:43:06+02:00#### [The Role of Managerial Judgement – Rethinking Performance (Part 4)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) 2026-07-10T18:43:06+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [consistency](https://www.21century.co.za/tag/consistency/), [HR design](https://www.21century.co.za/tag/hr-design/), [leadership](https://www.21century.co.za/tag/leadership/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/)| - [![making judgement visible](https://www.21century.co.za/wp-content/uploads/2026/07/making-judgement-visible.webp)](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-11T16:51:24+02:00#### [Rethinking Performance (Part 5): Calibrating Judgement in Practice](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) 2026-07-11T16:51:24+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [consistent evaluation](https://www.21century.co.za/tag/consistent-evaluation/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [organisational design](https://www.21century.co.za/tag/organisational-design/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [performance calibration](https://www.21century.co.za/tag/performance-calibration/), [performance fairness](https://www.21century.co.za/tag/performance-fairness/), [performance management](https://www.21century.co.za/tag/performance-management/)| - [![tug of war](https://www.21century.co.za/wp-content/uploads/2026/07/tug-of-war.webp)](https://www.21century.co.za/the-tug-of-war-between-hybrid-and-traditional-workplaces/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-11T17:11:16+02:00#### [The Tug of War between Hybrid and Traditional Workplaces](https://www.21century.co.za/the-tug-of-war-between-hybrid-and-traditional-workplaces/) 2026-07-11T17:11:16+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [commuting costs](https://www.21century.co.za/tag/commuting-costs/), [employee retention](https://www.21century.co.za/tag/employee-retention/), [future of work](https://www.21century.co.za/tag/future-of-work/), [hybrid work](https://www.21century.co.za/tag/hybrid-work/), [labour law](https://www.21century.co.za/tag/labour-law/), [return to office](https://www.21century.co.za/tag/return-to-office/), [total reward](https://www.21century.co.za/tag/total-reward/), [workforce strategy](https://www.21century.co.za/tag/workforce-strategy/), [workplace flexibility](https://www.21century.co.za/tag/workplace-flexibility/)| - [![Reflections of a CEO](https://www.21century.co.za/wp-content/uploads/2026/07/refelctions-of-a-CEO.webp)](https://www.21century.co.za/reflections-of-a-ceo-why-the-seat-is-not-the-person/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-11T17:17:14+02:00#### [Reflections of a CEO: Why the seat is not the person](https://www.21century.co.za/reflections-of-a-ceo-why-the-seat-is-not-the-person/) 2026-07-11T17:17:14+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [board governance](https://www.21century.co.za/tag/board-governance/), [CEO succession](https://www.21century.co.za/tag/ceo-succession/), [Exco](https://www.21century.co.za/tag/exco/), [executive coaching](https://www.21century.co.za/tag/executive-coaching/), [governance](https://www.21century.co.za/tag/governance/), [leadership](https://www.21century.co.za/tag/leadership/), [leadership transition](https://www.21century.co.za/tag/leadership-transition/), [organisational culture](https://www.21century.co.za/tag/organisational-culture/), [self-awareness](https://www.21century.co.za/tag/self-awareness/), [South Africa](https://www.21century.co.za/tag/south-africa/)| - [![Executive Pay under scrutiny](https://www.21century.co.za/wp-content/uploads/2024/11/exec-pay-under-scrutiny.jpg)](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-11T17:12:22+02:00#### [Equipping Remuneration Committees for AGM Challenges](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) 2026-07-11T17:12:22+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [AGM](https://www.21century.co.za/tag/agm/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [gender pay gap](https://www.21century.co.za/tag/gender-pay-gap/), [governance](https://www.21century.co.za/tag/governance/), [King IV](https://www.21century.co.za/tag/king-iv/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [REMCOM](https://www.21century.co.za/tag/remcom/), [remuneration disclosure](https://www.21century.co.za/tag/remuneration-disclosure/), [shareholder activism](https://www.21century.co.za/tag/shareholder-activism/)| - [![Values](https://www.21century.co.za/wp-content/uploads/2026/07/values.webp)](https://www.21century.co.za/rethinking-performance-part-1-why-most-performance-systems-are-incomplete/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-11T16:53:53+02:00#### [Rethinking Performance (Part 1): Why most Performance Systems are Incomplete](https://www.21century.co.za/rethinking-performance-part-1-why-most-performance-systems-are-incomplete/) 2026-07-11T16:53:53+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [HR strategy](https://www.21century.co.za/tag/hr-strategy/), [organisational culture](https://www.21century.co.za/tag/organisational-culture/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [people management](https://www.21century.co.za/tag/people-management/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/), [values alignment](https://www.21century.co.za/tag/values-alignment/)| - [![anchor](https://www.21century.co.za/wp-content/uploads/2026/07/anchor.webp)](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T12:31:37+02:00#### [Reward Integrity in the Age of Hybrid Intelligence](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) 2026-07-09T12:31:37+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [AI in HR](https://www.21century.co.za/tag/ai-in-hr/), [executive remuneration](https://www.21century.co.za/tag/executive-remuneration/), [incentive governance](https://www.21century.co.za/tag/incentive-governance/), [KPI design](https://www.21century.co.za/tag/kpi-design/), [pay for results](https://www.21century.co.za/tag/pay-for-results/), [performance management](https://www.21century.co.za/tag/performance-management/), [REMCOM](https://www.21century.co.za/tag/remcom/), [reward integrity](https://www.21century.co.za/tag/reward-integrity/), [South Africa](https://www.21century.co.za/tag/south-africa/), [variable pay](https://www.21century.co.za/tag/variable-pay/)| - [![Remcom governance](https://www.21century.co.za/wp-content/uploads/2026/06/Remcom-governance.webp)](https://www.21century.co.za/navigating-the-remco-annual-cycle/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T12:30:25+02:00#### [Navigating the REMCO Annual Cycle](https://www.21century.co.za/navigating-the-remco-annual-cycle/) 2026-07-09T12:30:25+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [ESG remuneration](https://www.21century.co.za/tag/esg-remuneration/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [JSE](https://www.21century.co.za/tag/jse/), [King IV](https://www.21century.co.za/tag/king-iv/), [LTI](https://www.21century.co.za/tag/lti/), [pay gap reporting](https://www.21century.co.za/tag/pay-gap-reporting/), [REMCO](https://www.21century.co.za/tag/remco/), [remuneration governance](https://www.21century.co.za/tag/remuneration-governance/), [South Africa](https://www.21century.co.za/tag/south-africa/), [STI](https://www.21century.co.za/tag/sti/)| - [![Burnout](https://www.21century.co.za/wp-content/uploads/2026/06/burnout.webp)](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T11:21:53+02:00#### [Navigating Workplace Burnout](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) 2026-07-09T11:21:53+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [annual leave](https://www.21century.co.za/tag/annual-leave/), [burnout prevention](https://www.21century.co.za/tag/burnout-prevention/), [employee engagement](https://www.21century.co.za/tag/employee-engagement/), [employee wellbeing](https://www.21century.co.za/tag/employee-wellbeing/), [HR](https://www.21century.co.za/tag/hr/), [mental health](https://www.21century.co.za/tag/mental-health/), [total reward strategy](https://www.21century.co.za/tag/total-reward-strategy/), [work-life balance](https://www.21century.co.za/tag/work-life-balance/), [workplace burnout](https://www.21century.co.za/tag/workplace-burnout/), [year-end stress](https://www.21century.co.za/tag/year-end-stress/)| **Categories:** Insights **Tags:** annual leave, burnout prevention, employee engagement, employee wellbeing, HR, mental health, total reward strategy, work-life balance, workplace burnout, year-end stress --- ### [Top 15 Global Trends Reshaping Work and Society in 2026, Part 1](https://www.21century.co.za/global-workforce-reward-trends-2026/) **Published:** April 7, 2026 **Author:** Dr Chris Blair **Content:** ## INSIGHTS ## Workforce Trends & Future of Work 1. [Home](https://www.21century.co.za) 2. [Research Hub](https://www.21century.co.za/category/research-hub/) 3. [Insights](https://www.21century.co.za/category/research-hub/insights/) 4. Top 15 Global Trends Reshaping Work and Society in 2026, Part 1 # Top 15 Global Trends Reshaping Work and Society in 2026 (Part 1): AI, Trust, and the New Economics of People ![Global Trends 2026](https://www.21century.co.za/wp-content/uploads/2026/03/global-trends-2026_435975570-1.jpg "global trends 2026_435975570") ## Executive Summary Global workforce trends 2026 South Africa analysis takes on new urgency in Part 1 of Dr Chris Blair’s two-part series, which maps four converging structural forces reshaping work: AI-driven organisational redesign, the erosion of trust through deepfakes and synthetic fraud, the shift of people strategy toward unified employee value propositions, and the emergence of human capital as an investor-grade metric alongside ESG. **Drawing on research from Gartner, McKinsey, Forrester, Experian and others, Dr Blair argues that AI is not simply automating tasks — it is dismantling the traditional justification for layers of middle management, while simultaneously creating a parallel crisis of trust as synthetic media and AI-enabled fraud rapidly scale up .** For South African organisations, these forces compound rather than operate in isolation. As AI compresses management layers, organisations must decide what replaces that layer of judgement and governance — coaching and cultural stewardship, or a leadership vacuum. As fraud and deepfakes proliferate, trust becomes a strategic asset requiring deliberate infrastructure, not just detection software. And as investors increasingly price human capital and ESG performance into valuation, South African boards and RemComs face growing pressure to demonstrate that workforce strategy is a measurable driver of value, not a soft narrative. This insight page translates Part 1’s global analysis into the specific governance, job architecture and remuneration decisions South African organisations need to confront now. ## Key Strategic Takeaways ### Reframed for South African HR and Remuneration Leaders: - **AI-driven management delayering is already underway, not theoretical.** SA organisations with multi-layered grade structures should proactively review job architecture rather than waiting for AI adoption to force restructuring reactively. - **Removing management layers without redesigning what replaces them is a governance risk, not a cost saving.** Organisations need a deliberate plan for who provides ethical oversight, coaching and cultural stewardship once supervisory layers are reduced. - **Deepfake and AI-enabled fraud is now an HR and payroll risk, not solely an IT or fraud-team concern.** Synthetic identity fraud targeting recruitment, onboarding and payroll systems requires HR-specific verification controls, not generic cybersecurity measures alone. - **A fragmented HR offering is a competitive disadvantage.** Organisations that integrate reward, career opportunity, culture and wellbeing into a single coherent Employee Value Proposition are better positioned to attract talent than those running disconnected initiatives. - **Stratified flexibility policies carry a morale cost if poorly explained.** Where some roles receive more flexibility than others, organisations need a transparent, role-based rationale — otherwise perceived unfairness undermines the policy’s intended benefit. - **Human capital and ESG metrics are increasingly investor-grade, not just HR-grade.** SA boards should expect growing pressure to disclose workforce and ESG data with the same rigour as financial metrics, and to ensure ESG-linked incentives are genuinely measurable rather than cosmetic. ## 21st Century Insights ## What AI Delayering, Trust Risk and Investor-Grade People Metrics Mean for South African Organisations Dr Blair’s Part 1 analysis identifies the structural forces at the global level; 21st Century’s consulting experience across South African organisations confirms how these forces are already playing out locally, often faster than boards expect. ### **Grade compression is a job architecture problem before it is a headcount problem.** In 21C’s job architecture engagements across South African organisations, we consistently find that 20–30% of middle-management roles carry oversight and reporting functions that AI-augmented tools can now perform with minimal human input. The risk is not job elimination in isolation — it is grade compression that, if unmanaged, leaves pay scales and reporting lines internally inconsistent. Organisations need to model what their grading structure looks like with fewer management layers before AI forces the restructuring under pressure, rather than reactively patching grade and pay anomalies after the fact. ### **Payroll and HR systems are now a fraud attack surface.** 21C’s experience supporting organisational risk and governance reviews confirms that HR and payroll processes — particularly onboarding, identity verification and banking detail changes — are increasingly targeted by AI-enabled synthetic identity fraud. Few South African organisations have updated their HR-specific verification controls to reflect this risk; most fraud controls remain finance- or IT-led, with HR treated as a downstream beneficiary of those controls rather than a frontline risk owner. Given the scale of fraud losses cited globally, this is a governance gap RemComs and audit committees should specifically interrogate, not assume is covered elsewhere. **EVP fragmentation is the norm, not the exception, in SA organisations.** In 21C’s reward and people strategy work, we find that South African organisations frequently run reward, wellbeing, learning and culture initiatives as separately owned workstreams with no integrated measurement framework — precisely the fragmentation Dr Blair identifies as a competitive disadvantage. Building a genuinely integrated EVP requires a single accountable owner and a shared measurement framework across what are often three or four different departments, which is an organisational design decision as much as an HR one. ## South African Business Implications King IV’s governance expectations around human capital disclosure and ESG accountability mean South African boards should anticipate growing investor and stakeholder pressure to demonstrate that workforce metrics are genuinely measured and audited, not cosmetic. As global institutional investors push for stronger human capital disclosure, SA-listed companies with cross-listings or international investor bases should expect this pressure to arrive sooner rather than later, and should begin building credible, auditable human capital reporting now rather than under future regulatory or investor pressure. BBBEE and broader transformation considerations intersect directly with AI-driven grade compression: retrenchments or role redesign driven by management delayering carry transformation implications that must be modelled and consulted on before implementation, not managed reactively after restructuring has occurred. The proposed pay transparency direction referenced in the source article, if it proceeds, would add a further layer of scrutiny to existing BBBEE and NMW-related pay equity obligations, reinforcing the case for South African organisations to have defensible, well-documented grading and pay structures in place well ahead of any new disclosure requirements. ## Related Insights The Tug of War Between Hybrid and Traditional Workplace Trends https://www.21century.co.za/insights/hybrid-vs-office-return-to-work-south-africa/This Part 1 analysis sets up the workplace flexibility tension explored in full in Dr Blair’s later hybrid-versus-office article.Reward Integrity in the Age of Hybrid Intelligencehttps://www.21century.co.za/insights/reward-integrity-hybrid-intelligence/AI’s impact on performance measurement and variable pay design follows directly from the AI-driven disruption described here.REMCO Annual Governance Cyclehttps://www.21century.co.za/insights/remco-annual-governance-cycle/Human capital and ESG metrics as investor-grade disclosures sit within the broader RemCom governance calendar. ## Related Services Job Architecture & Grading (JEasy) https://www.21century.co.za/remuneration-consulting/job-architecture/If AI is compressing your management layers, your grading structure needs to follow deliberately, not reactively — speak to our team.Employee Value Proposition (EVP) Designhttps://www.21century.co.za/remuneration-consulting/non-financial-reward/#employee-value-propositionIntegrating fragmented reward, culture and wellbeing initiatives into a single EVP is core to 21C’s people strategy capability.RemCom & ESG Governance Advisoryhttps://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/Ensuring human capital and ESG metrics are genuinely measurable and audited, not cosmetic, is 21C’s specialist RemCom advisory focus. ## Attribution This insight page draws on an article originally published externally by 21st Century. Attribution is provided below in Harvard reference format. ### Originally published in Moneyweb ### Author Dr Chris Blair, Group Director — 21st Century ### Date March 2026 ### Harvard Reference Blair, C. (2026) ‘Top 15 global trends reshaping work and society in 2026, Part 1: AI, trust, and the new economics of people’, March. ### Prepared by 21st Century │ Authority Framework – Insight Page Standard │ Confidential │ www.21century.co.za │ info@21century.co.za ## Recent Insights - [![divergent paths](https://www.21century.co.za/wp-content/uploads/2026/07/divergent-paths.webp)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-10T18:43:06+02:00#### [The Role of Managerial Judgement – Rethinking Performance (Part 4)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) 2026-07-10T18:43:06+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [consistency](https://www.21century.co.za/tag/consistency/), [HR design](https://www.21century.co.za/tag/hr-design/), [leadership](https://www.21century.co.za/tag/leadership/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/)| - [![making judgement visible](https://www.21century.co.za/wp-content/uploads/2026/07/making-judgement-visible.webp)](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-11T16:51:24+02:00#### [Rethinking Performance (Part 5): Calibrating Judgement in Practice](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) 2026-07-11T16:51:24+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [consistent evaluation](https://www.21century.co.za/tag/consistent-evaluation/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [organisational design](https://www.21century.co.za/tag/organisational-design/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [performance calibration](https://www.21century.co.za/tag/performance-calibration/), [performance fairness](https://www.21century.co.za/tag/performance-fairness/), [performance management](https://www.21century.co.za/tag/performance-management/)| - [![tug of war](https://www.21century.co.za/wp-content/uploads/2026/07/tug-of-war.webp)](https://www.21century.co.za/the-tug-of-war-between-hybrid-and-traditional-workplaces/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-11T17:11:16+02:00#### [The Tug of War between Hybrid and Traditional Workplaces](https://www.21century.co.za/the-tug-of-war-between-hybrid-and-traditional-workplaces/) 2026-07-11T17:11:16+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [commuting costs](https://www.21century.co.za/tag/commuting-costs/), [employee retention](https://www.21century.co.za/tag/employee-retention/), [future of work](https://www.21century.co.za/tag/future-of-work/), [hybrid work](https://www.21century.co.za/tag/hybrid-work/), [labour law](https://www.21century.co.za/tag/labour-law/), [return to office](https://www.21century.co.za/tag/return-to-office/), [total reward](https://www.21century.co.za/tag/total-reward/), [workforce strategy](https://www.21century.co.za/tag/workforce-strategy/), [workplace flexibility](https://www.21century.co.za/tag/workplace-flexibility/)| - [![Reflections of a CEO](https://www.21century.co.za/wp-content/uploads/2026/07/refelctions-of-a-CEO.webp)](https://www.21century.co.za/reflections-of-a-ceo-why-the-seat-is-not-the-person/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-11T17:17:14+02:00#### [Reflections of a CEO: Why the seat is not the person](https://www.21century.co.za/reflections-of-a-ceo-why-the-seat-is-not-the-person/) 2026-07-11T17:17:14+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [board governance](https://www.21century.co.za/tag/board-governance/), [CEO succession](https://www.21century.co.za/tag/ceo-succession/), [Exco](https://www.21century.co.za/tag/exco/), [executive coaching](https://www.21century.co.za/tag/executive-coaching/), [governance](https://www.21century.co.za/tag/governance/), [leadership](https://www.21century.co.za/tag/leadership/), [leadership transition](https://www.21century.co.za/tag/leadership-transition/), [organisational culture](https://www.21century.co.za/tag/organisational-culture/), [self-awareness](https://www.21century.co.za/tag/self-awareness/), [South Africa](https://www.21century.co.za/tag/south-africa/)| - [![Executive Pay under scrutiny](https://www.21century.co.za/wp-content/uploads/2024/11/exec-pay-under-scrutiny.jpg)](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-11T17:12:22+02:00#### [Equipping Remuneration Committees for AGM Challenges](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) 2026-07-11T17:12:22+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [AGM](https://www.21century.co.za/tag/agm/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [gender pay gap](https://www.21century.co.za/tag/gender-pay-gap/), [governance](https://www.21century.co.za/tag/governance/), [King IV](https://www.21century.co.za/tag/king-iv/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [REMCOM](https://www.21century.co.za/tag/remcom/), [remuneration disclosure](https://www.21century.co.za/tag/remuneration-disclosure/), [shareholder activism](https://www.21century.co.za/tag/shareholder-activism/)| - [![Values](https://www.21century.co.za/wp-content/uploads/2026/07/values.webp)](https://www.21century.co.za/rethinking-performance-part-1-why-most-performance-systems-are-incomplete/) [Camille Rabier](https://www.21century.co.za/author/c-rabier/)2026-07-11T16:53:53+02:00#### [Rethinking Performance (Part 1): Why most Performance Systems are Incomplete](https://www.21century.co.za/rethinking-performance-part-1-why-most-performance-systems-are-incomplete/) 2026-07-11T16:53:53+02:00By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [HR strategy](https://www.21century.co.za/tag/hr-strategy/), [organisational culture](https://www.21century.co.za/tag/organisational-culture/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [people management](https://www.21century.co.za/tag/people-management/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/), [values alignment](https://www.21century.co.za/tag/values-alignment/)| - [![anchor](https://www.21century.co.za/wp-content/uploads/2026/07/anchor.webp)](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T12:31:37+02:00#### [Reward Integrity in the Age of Hybrid Intelligence](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) 2026-07-09T12:31:37+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [AI in HR](https://www.21century.co.za/tag/ai-in-hr/), [executive remuneration](https://www.21century.co.za/tag/executive-remuneration/), [incentive governance](https://www.21century.co.za/tag/incentive-governance/), [KPI design](https://www.21century.co.za/tag/kpi-design/), [pay for results](https://www.21century.co.za/tag/pay-for-results/), [performance management](https://www.21century.co.za/tag/performance-management/), [REMCOM](https://www.21century.co.za/tag/remcom/), [reward integrity](https://www.21century.co.za/tag/reward-integrity/), [South Africa](https://www.21century.co.za/tag/south-africa/), [variable pay](https://www.21century.co.za/tag/variable-pay/)| - [![Remcom governance](https://www.21century.co.za/wp-content/uploads/2026/06/Remcom-governance.webp)](https://www.21century.co.za/navigating-the-remco-annual-cycle/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T12:30:25+02:00#### [Navigating the REMCO Annual Cycle](https://www.21century.co.za/navigating-the-remco-annual-cycle/) 2026-07-09T12:30:25+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [ESG remuneration](https://www.21century.co.za/tag/esg-remuneration/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [JSE](https://www.21century.co.za/tag/jse/), [King IV](https://www.21century.co.za/tag/king-iv/), [LTI](https://www.21century.co.za/tag/lti/), [pay gap reporting](https://www.21century.co.za/tag/pay-gap-reporting/), [REMCO](https://www.21century.co.za/tag/remco/), [remuneration governance](https://www.21century.co.za/tag/remuneration-governance/), [South Africa](https://www.21century.co.za/tag/south-africa/), [STI](https://www.21century.co.za/tag/sti/)| - [![Burnout](https://www.21century.co.za/wp-content/uploads/2026/06/burnout.webp)](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)2026-07-09T11:21:53+02:00#### [Navigating Workplace Burnout](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) 2026-07-09T11:21:53+02:00By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|Categories: [Insights](https://www.21century.co.za/category/research-hub/insights/)|Tags: [annual leave](https://www.21century.co.za/tag/annual-leave/), [burnout prevention](https://www.21century.co.za/tag/burnout-prevention/), [employee engagement](https://www.21century.co.za/tag/employee-engagement/), [employee wellbeing](https://www.21century.co.za/tag/employee-wellbeing/), [HR](https://www.21century.co.za/tag/hr/), [mental health](https://www.21century.co.za/tag/mental-health/), [total reward strategy](https://www.21century.co.za/tag/total-reward-strategy/), [work-life balance](https://www.21century.co.za/tag/work-life-balance/), [workplace burnout](https://www.21century.co.za/tag/workplace-burnout/), [year-end stress](https://www.21century.co.za/tag/year-end-stress/)| **Categories:** Insights **Tags:** AI in HR, deepfake fraud, ESG metrics, EVP, future of work, global workforce trends, human capital, middle management disruption, pay transparency, South Africa --- ## Pages ### [Remuneration, Reward, People & Job Architecture Consultancy](https://www.21century.co.za/) **Published:** November 28, 2015 **Author:** 21Admin **Content:** # About 21st Century ![21st Century logo](https://www.21century.co.za/wp-content/uploads/2016/11/21C-logo-554x126.jpg "21c-logo-554×126") ![management consultancy](https://www.21century.co.za/wp-content/uploads/2023/02/baobab-tree.jpg "baobab tree") ## 21st Century is a proudly South African management consultancy that designs impactful Remuneration, Reward, People, and Job Architecture solutions, curated to our clients’ needs. ![B-BBEE level 1](https://www.21century.co.za/wp-content/uploads/2025/07/BBBEE-level-1.jpg "BBBEE level 1") ## 21st Century is a proudly South African Management Consultancy designing impactful Remuneration, Reward, People, and Job Architecture solutions, curated to its clients’ needs. [![B-BBEE level 1](https://www.21century.co.za/wp-content/uploads/2025/07/BBBEE-level-1.jpg)](https://www.21century.co.za/wp-content/uploads/2023/09/B-BBEE-Sworn-Affidavit-2023-2024.pdf) Articles & Media [The Disengaged Workforce](https://www.21century.co.za/the-disengaged-workforce/) | [Why Salary Increases Consistently Lag behind Essential Living Costs](https://www.21century.co.za/why-salary-increases-consistently-lag-behind-essential-living-costs/) | [South Africa’s 2025 budget and its economic implications](https://www.21century.co.za/south-africas-2025-budget-and-its-economic-implications/) [![REM logo square](https://www.21century.co.za/wp-content/uploads/2022/08/REM-with-byline-jpeg.jpg)](https://www.21century.co.za/remuneration-consulting/) [![CM logo square](https://www.21century.co.za/wp-content/uploads/2022/08/CM-with-byline.png)](https://www.21century.co.za/change-management/) [![OD logo square](https://www.21century.co.za/wp-content/uploads/2026/03/OD-with-byline-2026.jpg)](https://www.21century.co.za/organisational-development/) [![People & Talent logo square](https://www.21century.co.za/wp-content/uploads/2022/08/people-talent-logo-with-byline-jpeg.jpg)](https://www.21century.co.za/people/) [![Analytics logo square](https://www.21century.co.za/wp-content/uploads/2022/08/analytics-log-with-byline-jpeg.jpg)](https://www.21century.co.za/analytics/) [![ED logo square](https://www.21century.co.za/wp-content/uploads/2022/08/ED-with-byline-jpeg.jpg)](https://www.21century.co.za/remuneration-training-2/) ## Remuneration, Reward, People & Job Architecture Consultancy ## Remuneration, Reward, People & Job Architecture Consultancy ## Who we are In 1996, we set out to design and provide pragmatic, easy-to-understand Remuneration and HR solutions. Since then, we have built a reputation as a consultancy that delivers realistic, practical, output-driven Remuneration, HR, Change, OD, and People solutions, supported by a strong Analytics capability. ### [Vision](#d719fb8493131efab) To be the trusted management consultancy that aims to elevate employee engagement and drive organisational excellence. ### [Mission](#569f875e476ef1c89) We design remuneration, reward, people, and job architecture solutions curated to our clients’ needs. ### [Values](#ac15cc6f217a76432) - Helpfulness, - Caring, - Quality, - Honesty, - Speed, - Innovation. ### [Philosophy](#470dbd31898f3043e) Our goal is to help you create long-term value for your organisation, your employees, your shareholders, and the environment in which your organisation operates. **We focus on your organisation’s strategy throughout the intervention process.** ### [Innovation](#0db484d9c276c1a61) We pride ourselves on our innovation. Remuneration, Reward and HR issues are complex and change rapidly in response to the environment and we are resolved to keep ahead of – and anticipate – current trends. ## B-BBEE Level 1 21st Century has a Level 1 B-BBEE status as a Qualifying Small Enterprise (QSE) through a sworn affidavit, as permitted under the Amended B-BBEE Codes of Good Practice (Gazette No. 42496, 31 May 2019), printed from the Department of Trade, Industry and Competition (DTIC) website and certified by a Commissioner of Oaths. As a value-adding supplier, this allows our clients to claim a preferential procurement spend of 135% of the value of the procurement from 21st Century. ![B-BBEE](https://www.21century.co.za/wp-content/uploads/2025/07/BBBEE-level-1.jpg "BBBEE level 1") ## Clients We have serviced over 3 800 clients – including non-profit organisations, unlisted companies, government, parastatals, and over two thirds of the companies listed on the JSE. [clients](https://www.21century.co.za/clients/) ## International Reach As an affiliate of the GECN, one of the largest independent compensation groups in the world, we can offer you access to expertise on every continent. ![GECN Group logo](https://www.21century.co.za/wp-content/uploads/2026/02/GECN-logo-2026.jpg "GECN logo 2026") [More ABout GECN](https://gecn.com/) ## Our Work Process ## Our Work Process ![Our Work Process](https://www.21century.co.za/wp-content/uploads/2015/11/work-process-artwork-1400X313.png "work-process-artwork-1400X313") ## Listen & Understand We make sure we understand what is driving your business, what it is that you need, and how your business culture functions. ## Survey & Analyse Our comprehensive survey and analytics capabilities across industries enable us to provide detailed best-fit, both from outside and within your organisation. ## Research We have taken on the challenge to remain innovative and have immersed ourselves in research and the latest Remuneration & HR trends. ## Develop & Design We are continually evolving, developing and updating our Remuneration and HR systems to address current business issues. ## Train & Educate We are excited to share our knowledge with staff, clients and the public – educating and training those who are active in the Remuneration and HR field. --- ### [Research Hub](https://www.21century.co.za/research-hub/) **Published:** June 11, 2026 **Author:** 21Admin **Content:** ## Research Hub ## Insights - ![Man in a suit facing a large, hand-drawn maze on a whiteboard, symbolizing strategic problem solving.](https://www.21century.co.za/wp-content/uploads/2026/07/maze.webp) [Rethinking Performance (Part 2): Why Behaviour Is So Difficult to Evaluate](https://www.21century.co.za/rethinking-performance-part-2-why-behaviour-is-so-difficult-to-evaluate/) [](https://www.21century.co.za/rethinking-performance-part-2-why-behaviour-is-so-difficult-to-evaluate/) [Rethinking Performance (Part 2): Why Behaviour Is So Difficult to Evaluate](https://www.21century.co.za/rethinking-performance-part-2-why-behaviour-is-so-difficult-to-evaluate/) By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|2026-07-11T17:10:21+02:00July 11th, 2026|Tags: [behavioural evaluation](https://www.21century.co.za/tag/behavioural-evaluation/), [cognitive bias](https://www.21century.co.za/tag/cognitive-bias/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [organisational behaviour](https://www.21century.co.za/tag/organisational-behaviour/), [performance assessment](https://www.21century.co.za/tag/performance-assessment/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/)| - ![tug of war](https://www.21century.co.za/wp-content/uploads/2026/07/tug-of-war.webp) [The Tug of War between Hybrid and Traditional Workplaces](https://www.21century.co.za/the-tug-of-war-between-hybrid-and-traditional-workplaces/) [](https://www.21century.co.za/the-tug-of-war-between-hybrid-and-traditional-workplaces/) [The Tug of War between Hybrid and Traditional Workplaces](https://www.21century.co.za/the-tug-of-war-between-hybrid-and-traditional-workplaces/) By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|2026-07-11T17:11:16+02:00July 7th, 2026|Tags: [commuting costs](https://www.21century.co.za/tag/commuting-costs/), [employee retention](https://www.21century.co.za/tag/employee-retention/), [future of work](https://www.21century.co.za/tag/future-of-work/), [hybrid work](https://www.21century.co.za/tag/hybrid-work/), [labour law](https://www.21century.co.za/tag/labour-law/), [return to office](https://www.21century.co.za/tag/return-to-office/), [total reward](https://www.21century.co.za/tag/total-reward/), [workforce strategy](https://www.21century.co.za/tag/workforce-strategy/), [workplace flexibility](https://www.21century.co.za/tag/workplace-flexibility/)| - ![Reflections of a CEO](https://www.21century.co.za/wp-content/uploads/2026/07/refelctions-of-a-CEO.webp) [Reflections of a CEO: Why the seat is not the person](https://www.21century.co.za/reflections-of-a-ceo-why-the-seat-is-not-the-person/) [](https://www.21century.co.za/reflections-of-a-ceo-why-the-seat-is-not-the-person/) [Reflections of a CEO: Why the seat is not the person](https://www.21century.co.za/reflections-of-a-ceo-why-the-seat-is-not-the-person/) By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|2026-07-11T17:17:14+02:00July 7th, 2026|Tags: [board governance](https://www.21century.co.za/tag/board-governance/), [CEO succession](https://www.21century.co.za/tag/ceo-succession/), [Exco](https://www.21century.co.za/tag/exco/), [executive coaching](https://www.21century.co.za/tag/executive-coaching/), [governance](https://www.21century.co.za/tag/governance/), [leadership](https://www.21century.co.za/tag/leadership/), [leadership transition](https://www.21century.co.za/tag/leadership-transition/), [organisational culture](https://www.21century.co.za/tag/organisational-culture/), [self-awareness](https://www.21century.co.za/tag/self-awareness/), [South Africa](https://www.21century.co.za/tag/south-africa/)| - ![Executive Pay under scrutiny](https://www.21century.co.za/wp-content/uploads/2024/11/exec-pay-under-scrutiny.jpg) [Equipping Remuneration Committees for AGM Challenges](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) [](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) [Equipping Remuneration Committees for AGM Challenges](https://www.21century.co.za/equipping-remuneration-committees-for-agm-challenges/) By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|2026-07-11T17:12:22+02:00July 7th, 2026|Tags: [AGM](https://www.21century.co.za/tag/agm/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [gender pay gap](https://www.21century.co.za/tag/gender-pay-gap/), [governance](https://www.21century.co.za/tag/governance/), [King IV](https://www.21century.co.za/tag/king-iv/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [REMCOM](https://www.21century.co.za/tag/remcom/), [remuneration disclosure](https://www.21century.co.za/tag/remuneration-disclosure/), [shareholder activism](https://www.21century.co.za/tag/shareholder-activism/)| - ![Values](https://www.21century.co.za/wp-content/uploads/2026/07/values.webp) [Rethinking Performance (Part 1): Why most Performance Systems are Incomplete](https://www.21century.co.za/rethinking-performance-part-1-why-most-performance-systems-are-incomplete/) [](https://www.21century.co.za/rethinking-performance-part-1-why-most-performance-systems-are-incomplete/) [Rethinking Performance (Part 1): Why most Performance Systems are Incomplete](https://www.21century.co.za/rethinking-performance-part-1-why-most-performance-systems-are-incomplete/) By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|2026-07-11T16:53:53+02:00July 7th, 2026|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [HR strategy](https://www.21century.co.za/tag/hr-strategy/), [organisational culture](https://www.21century.co.za/tag/organisational-culture/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [people management](https://www.21century.co.za/tag/people-management/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/), [values alignment](https://www.21century.co.za/tag/values-alignment/)| - ![divergent paths](https://www.21century.co.za/wp-content/uploads/2026/07/divergent-paths.webp) [The Role of Managerial Judgement – Rethinking Performance (Part 4)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) [](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) [The Role of Managerial Judgement – Rethinking Performance (Part 4)](https://www.21century.co.za/the-role-of-managerial-judgement-rethinking-performance-part-4/) By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|2026-07-10T18:43:06+02:00July 7th, 2026|Tags: [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/), [consistency](https://www.21century.co.za/tag/consistency/), [HR design](https://www.21century.co.za/tag/hr-design/), [leadership](https://www.21century.co.za/tag/leadership/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/), [performance management](https://www.21century.co.za/tag/performance-management/), [performance systems](https://www.21century.co.za/tag/performance-systems/)| - ![making judgement visible](https://www.21century.co.za/wp-content/uploads/2026/07/making-judgement-visible.webp) [Rethinking Performance (Part 5): Calibrating Judgement in Practice](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) [](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) [Rethinking Performance (Part 5): Calibrating Judgement in Practice](https://www.21century.co.za/rethinking-performance-part-5-calibrating-judgement-in-practice/) By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|2026-07-11T16:51:24+02:00July 7th, 2026|Tags: [consistent evaluation](https://www.21century.co.za/tag/consistent-evaluation/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [organisational design](https://www.21century.co.za/tag/organisational-design/), [pay equity](https://www.21century.co.za/tag/pay-equity/), [performance calibration](https://www.21century.co.za/tag/performance-calibration/), [performance fairness](https://www.21century.co.za/tag/performance-fairness/), [performance management](https://www.21century.co.za/tag/performance-management/)| - ![anchor](https://www.21century.co.za/wp-content/uploads/2026/07/anchor.webp) [Reward Integrity in the Age of Hybrid Intelligence](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) [](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) [Reward Integrity in the Age of Hybrid Intelligence](https://www.21century.co.za/https-www-21century-co-za-insights-reward-integrity-hybrid-intelligence/) By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|2026-07-09T12:31:37+02:00July 7th, 2026|Tags: [AI in HR](https://www.21century.co.za/tag/ai-in-hr/), [executive remuneration](https://www.21century.co.za/tag/executive-remuneration/), [incentive governance](https://www.21century.co.za/tag/incentive-governance/), [KPI design](https://www.21century.co.za/tag/kpi-design/), [pay for results](https://www.21century.co.za/tag/pay-for-results/), [performance management](https://www.21century.co.za/tag/performance-management/), [REMCOM](https://www.21century.co.za/tag/remcom/), [reward integrity](https://www.21century.co.za/tag/reward-integrity/), [South Africa](https://www.21century.co.za/tag/south-africa/), [variable pay](https://www.21century.co.za/tag/variable-pay/)| - ![Remcom governance](https://www.21century.co.za/wp-content/uploads/2026/06/Remcom-governance.webp) [Navigating the REMCO Annual Cycle](https://www.21century.co.za/navigating-the-remco-annual-cycle/) [](https://www.21century.co.za/navigating-the-remco-annual-cycle/) [Navigating the REMCO Annual Cycle](https://www.21century.co.za/navigating-the-remco-annual-cycle/) By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|2026-07-09T12:30:25+02:00June 17th, 2026|Tags: [ESG remuneration](https://www.21century.co.za/tag/esg-remuneration/), [Executive pay](https://www.21century.co.za/tag/executive-pay/), [JSE](https://www.21century.co.za/tag/jse/), [King IV](https://www.21century.co.za/tag/king-iv/), [LTI](https://www.21century.co.za/tag/lti/), [pay gap reporting](https://www.21century.co.za/tag/pay-gap-reporting/), [REMCO](https://www.21century.co.za/tag/remco/), [remuneration governance](https://www.21century.co.za/tag/remuneration-governance/), [South Africa](https://www.21century.co.za/tag/south-africa/), [STI](https://www.21century.co.za/tag/sti/)| - ![Burnout](https://www.21century.co.za/wp-content/uploads/2026/06/burnout.webp) [Navigating Workplace Burnout](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) [](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) [Navigating Workplace Burnout](https://www.21century.co.za/https-www-21century-co-za-insights-navigating-workplace-burnout-strategies/) By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|2026-07-09T11:21:53+02:00June 17th, 2026|Tags: [annual leave](https://www.21century.co.za/tag/annual-leave/), [burnout prevention](https://www.21century.co.za/tag/burnout-prevention/), [employee engagement](https://www.21century.co.za/tag/employee-engagement/), [employee wellbeing](https://www.21century.co.za/tag/employee-wellbeing/), [HR](https://www.21century.co.za/tag/hr/), [mental health](https://www.21century.co.za/tag/mental-health/), [total reward strategy](https://www.21century.co.za/tag/total-reward-strategy/), [work-life balance](https://www.21century.co.za/tag/work-life-balance/), [workplace burnout](https://www.21century.co.za/tag/workplace-burnout/), [year-end stress](https://www.21century.co.za/tag/year-end-stress/)| - ![Framework concept](https://www.21century.co.za/wp-content/uploads/2026/07/Framework-concept.webp) [Making Behaviour Evaluable – Rethinking Performance (Part 3)](https://www.21century.co.za/making-behaviour-evaluable-rethinking-performance-part-3/) [](https://www.21century.co.za/making-behaviour-evaluable-rethinking-performance-part-3/) [Making Behaviour Evaluable – Rethinking Performance (Part 3)](https://www.21century.co.za/making-behaviour-evaluable-rethinking-performance-part-3/) By [Camille Rabier](https://www.21century.co.za/author/c-rabier/)|2026-07-10T17:44:32+02:00May 2nd, 2026|Tags: [behavioural indicators](https://www.21century.co.za/tag/behavioural-indicators/), [HR design](https://www.21century.co.za/tag/hr-design/), [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/), [observable behaviour](https://www.21century.co.za/tag/observable-behaviour/), [organisational design](https://www.21century.co.za/tag/organisational-design/), [performance criteria](https://www.21century.co.za/tag/performance-criteria/), [performance evaluation framework](https://www.21century.co.za/tag/performance-evaluation-framework/), [performance management](https://www.21century.co.za/tag/performance-management/), [South Africa](https://www.21century.co.za/tag/south-africa/), [values operationalisation](https://www.21century.co.za/tag/values-operationalisation/)| - ![Global Trends 2026](https://www.21century.co.za/wp-content/uploads/2026/03/global-trends-2026_435975570-1.jpg) [Top 15 Global Trends Reshaping Work and Society in 2026, Part 1](https://www.21century.co.za/global-workforce-reward-trends-2026/) [](https://www.21century.co.za/global-workforce-reward-trends-2026/) [Top 15 Global Trends Reshaping Work and Society in 2026, Part 1](https://www.21century.co.za/global-workforce-reward-trends-2026/) By [Dr Chris Blair](https://www.21century.co.za/author/chris-blair/)|2026-07-07T15:33:24+02:00April 7th, 2026|Tags: [AI in HR](https://www.21century.co.za/tag/ai-in-hr/), [deepfake fraud](https://www.21century.co.za/tag/deepfake-fraud/), [ESG metrics](https://www.21century.co.za/tag/esg-metrics/), [EVP](https://www.21century.co.za/tag/evp/), [future of work](https://www.21century.co.za/tag/future-of-work/), [global workforce trends](https://www.21century.co.za/tag/global-workforce-trends/), [human capital](https://www.21century.co.za/tag/human-capital/), [middle management disruption](https://www.21century.co.za/tag/middle-management-disruption/), [pay transparency](https://www.21century.co.za/tag/pay-transparency/), [South Africa](https://www.21century.co.za/tag/south-africa/)| --- ### [Paterson Job Evaluation Training Course](https://www.21century.co.za/remuneration-training-2/paterson-job-evaluation-training-course/) **Published:** August 21, 2019 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Paterson Job Evaluation Training Course # Paterson Job Evaluation ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Remuneration Committees Training Course](https://www.21century.co.za/wp-content/uploads/2016/01/paterson-job-evaluation-1000x667.jpg "paterson-job-evaluation-1000×667") ## *Paterson Job Evaluation (2-day course)* ## Learn to interpret the fundamental principles of Job Evaluation, and become equipped to undertake the evaluation of jobs using the Paterson Job Evaluation methodology. ![IPM and SARA logos](https://www.21century.co.za/wp-content/uploads/2019/11/IPM-Sara.jpg "IPM-Sara") Who should attend? Job Evaluation Panelists, HR Practitioners, Line Management, Shop Stewards. ## Course content and outcomes *At the conclusion of this course the delegate should be able to:* - Understand the fundamental principles of Job Evaluation, - Understand the role of the Job Evaluation committee, - Compare the various Job Evaluation systems, - Understand the theory and principles of Paterson Job Evaluation methodology, - Understand the basic principles of the other JE systems (only if this is specifically requested by the client), - Competently evaluate jobs utilising the Paterson or SST Job Evaluation methodologies. ## Are there any prerequisites for attending this course? It would be advisable for the delegate to have completed a Job Profile Writing Course before attending this course. ## Accreditation This training course is accredited by two highly prestigious bodies in the Remuneration and Reward field – **SARA and IPM** – and CPD points will be awarded for completing the course. ![accredited by IPM SARA](https://www.21century.co.za/wp-content/uploads/2019/11/IPM-Sara.jpg "IPM-Sara") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#ad30d7d960ffdda54) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#07fdd5c305c10e377) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) **Published:** December 12, 2025 **Author:** 21Admin **Content:** # Business, HR & Remuneration Courses ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Beach and Waves](data:image/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%27993%27%20height%3D%27662%27%20viewBox%3D%270%200%20993%20662%27%3E%3Crect%20width%3D%27993%27%20height%3D%27662%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E) ## Our in-house and public courses explore specific business, remuneration, and HR topics, and how they intersect with related areas. ## Many of our courses are accredited\* by highly prestigious bodies in the fields of Remuneration and Reward. ***(\* see individual courses for accreditation information)*** ![CPD points](https://www.21century.co.za/wp-content/uploads/2026/04/earn-cpd-points.png "earn-cpd-points") ## Remuneration Courses - [### Job Profile Writing](#tab-fc9cd661d459ff6554b) - [### Pay Architecture Courses](#tab-955dac9cd1b3ac753ba) - [### Paterson Job Evaluation](#tab-f80309a8db4b0425b97) - [### Remuneration Committees](#tab-059cdbd86802197a999) - [### Remuneration Cycle Courses](#tab-4098ba997a1566c2eb1) - [### Short Term Incentive Scheme Design](#tab-0506dd96f4b11df25da) - [### Total Reward Strategy & Policy](#tab-536d60205602df565fe) - [### Job Profile Writing](#tab-fc9cd661d459ff6554b) ## Job Profile Writing *2-day course* An in-depth, hands-on programme designed to strengthen advanced practical skills in job profiling. Delegates will learn how to define and apply key principles, rules and foundations, through real-world exercises and mock profiling interviews. ***Accredited by SARA and SABPP*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/job-profile-writing/) - [### Pay Architecture Courses](#tab-955dac9cd1b3ac753ba) ## Pay Architecture *2-day course* The course will offer you practical solutions and an opportunity to practice what has been taught … bring your laptop, and we will work on Excel on a live case study. You will walk away with the theory and practice of pay anaysis, and an understanding of how to interpret salary surveys. [More info & Booking](https://www.21century.co.za/remuneration-training-2/pay-architecture-training-course) --- ## Job and Pay Architecture *3-day course* Understand the basics of Remuneration and its role in the organisation; the rules, principles, and key components of Job Profiling; the fundamental principles of Job Evaluation using the Paterson Job Evaluation methodology; and the responsibilities, duties, authorities, roles, and functions of a remuneration committee. [More info & Booking](https://www.21century.co.za/remuneration-training-2/job-and-pay-architecture/) - [### Paterson Job Evaluation](#tab-f80309a8db4b0425b97) ## Paterson Job Evaluation *2-day course* Learn to interpret the fundamental principles of Job Evaluation, and become equipped to undertake the evaluation of jobs using the Paterson Job Evaluation methodology. ***Accredited by SARA and IPM*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/paterson-job-evaluation-training-course/) - [### Remuneration Committees](#tab-059cdbd86802197a999) ## Remuneration Committees *1-day course* The course is aimed at giving managers a practical understanding of remuneration committees so that it adds value in their jobs. There is a mix of theory, discussions, and practical illustrations. ***Accredited by SARA and IPM*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/remuneration-committees-training-course/) - [### Remuneration Cycle Courses](#tab-4098ba997a1566c2eb1) ## Remuneration Cycle for HR *2-day course* The course will offer you practical solutions and an opportunity to practice what has been taught … bring your laptop, and we will work on Excel on a live case study. You will walk away with the theory and practice of pay analysis, and an understanding of how to interpret salary surveys. [More info & Booking](https://www.21century.co.za/remuneration-training-2/remuneration-cycle-overview-for-hr-training-course/) --- ## Remuneration Cycle Basics for Union Members *1-day course* The course teaches the theory and practice of pay analysis, and an understanding of how to interpret salary surveys. [More info & Booking](https://www.21century.co.za/remuneration-training-2/remuneration-cycle-overview-for-hr-training-course/) - [### Short Term Incentive Scheme Design](#tab-0506dd96f4b11df25da) ## Short Term Incentive Scheme Design *1-day course* Address the attraction of variable pay, the link to “pay at risk” and leave with the knowledge and understanding of the implementation considerations, mechanics, underlying principles, and rules that are required to design effective schemes. ***Accredited by SARA and IPM*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/short-term-incentive-scheme-design-training-course/) - [### Total Reward Strategy & Policy](#tab-536d60205602df565fe) ## Total Reward Strategy & Policy *1-day course* This course will offer you practical application and instruction in how to design a remuneration strategy and policy for your organisation. You will learn the best practice principles of remuneration strategy and policy design, learn how to convert “best practice” into “best fit” for your organisation. ***Accredited by SARA and IPM*** [More info & Booking]() ## HR & People Courses - [### Career Paths & Succession Planning](#tab-e058a023f86813659dd) - [### Creating and Leading Positive Teams](#tab-436dd9cd6c4a5baa3cc) - [### Competency-Based Interviewing Skills](#tab-9c07519679316033a67) - [### Effective Engagement & Communication Skills](#tab-d1d937a9c48c7e921d6) - [### Employee Engagement & Culture](#tab-f206f63540e785aa4b7) - [### EQi for Team Leaders](#tab-e5d44c3629ae0d70492) - [### Equity & Empowerment Courses](#tab-2973f02c4815a5ed0c2) - [### HR Essentials for Line Managers](#tab-fa86fd5851093d53d85) - [### Human Capital Analytics & Reporting](#tab-22656ab980b46e04a3d) - [### Leadership Journey](#tab-298ba2b3db55ca6c1d3) - [### Mentoring & Coaching Skills](#tab-adcfeb8404115a8c48b) - [### Performance Management](#tab-436ddf6372bc86a1ce9) - [### Senior Management Development](#tab-67d212cdabe69326f66) - [### Stakeholder Management & Engagement](#tab-f55e0e40f912ccb9906) - [### Career Paths & Succession Planning](#tab-e058a023f86813659dd) ## Career Paths & Succession Planning Introduction 1-day course* Enabling individuals to achieve their personal objectives helps organisations achieve their goals. Learn to align these personal objectives with organisational objectives by carefully planning and managing career paths and succession. ***Accredited by IPM, SARA and SABPP*** --- ## Career Paths & Succession Planning Essentials 2-day course* Enabling individuals to achieve their personal objectives helps organisations achieve their goals. Learn to align these personal objectives with organisational objectives by carefully planning and managing career paths and succession. ***Accredited by IPM, SARA and SABPP*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/career-paths-and-succession-planning-training-course/) - [### Creating and Leading Positive Teams](#tab-436dd9cd6c4a5baa3cc) ## Creating and leading Positive Teams *2-day course* This course will empower you to manage teams and encourage initiative, entrepreneurship, and creativity by presenting a different perspective on the manager’s role. [More info & Booking](https://www.21century.co.za/remuneration-training-2/creating-and-leading-positive-teams/) - [### Competency-Based Interviewing Skills](#tab-9c07519679316033a67) ## Competency-Based Interviewing Skills *1-day course* **Master Behavioural Assessment Techniques for Smarter Talent Decisions.** Learn the skills needed to conduct and document confident, consistent competency-based interviews, ensuring compliance and fair practise. Understand the role of Competency frameworks, distinguish between them, and translate them into interviewing tools using structured techniques. [More info & Booking](https://www.21century.co.za/remuneration-training-2/competency-based-skills-interview/) - [### Effective Engagement & Communication Skills](#tab-d1d937a9c48c7e921d6) ## Effective Engagement & Communication Skills for Employees *1-day course* Learn to communicate effectively, listen actively, engage constructively in teams, manage difficult conversations, resolve conflicts professionally, and use written communication appropriately. [More info & Booking](https://www.21century.co.za/remuneration-training-2/effective-engagement-and-communication-skills-for-employees/) - [### Employee Engagement & Culture](#tab-f206f63540e785aa4b7) ## Employee Engagement and Culture *1-day course* --- This course will assist you in engaging your workforce and understanding the key drivers of building a happy, thriving culture. You will learn the best practice principles of culture and engagement strategy design, and will be challenged in a practical way to convert “best practice” into “best fit” for your organisation. ***Accredited by SABPP*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/employee-engagement-training-course/) - [### EQi for Team Leaders](#tab-e5d44c3629ae0d70492) ## EQi for Team Leaders *1-day course* Gain knowledge of how to recognise the feelings of self and of others and being able to respond appropriately to the situation at hand. Learn how to become an emotionally intelligent manager, treating employees attentively and respectfully. [More info & Booking](https://www.21century.co.za/remuneration-training-2/eqi-for-team-leaders/) - [### Equity & Empowerment Courses](#tab-2973f02c4815a5ed0c2) ## Transformational Equity & Empowerment *2-day course* Learn about the latest developments in Employment Equity and B-BBEE, the verification challenges and risks that have arisen, how (and why) to adopt a strategic implementation and progress approach, and how to maximise each element of B-BBEE for impact and value-add. [More info & Booking](https://www.21century.co.za/remuneration-training-2/transformational-equity-and-empowerment/) --- ## Employment Equity and Skills Development Forums *2-day course* This course is specifically designed to empower Employment Equity and Skills Development Forums to develop the knowledge and skills required to meet the employer’s statutory requirements relating to Employment Equity and Skills Development. [More info & Booking](https://https://www.21century.co.za/remuneration-training-2/employment-equity-and-skills-development-forums/) --- - [### HR Essentials for Line Managers](#tab-fa86fd5851093d53d85) ## HR Essentials for Line Managers *2-day course* Effective management of staff is needed at every level of the organisation, in order to deliver on goals and strategies. By empowering team leaders, supervisors, and front-line managers, the potential of staff can be realised, and the managers of the future can be grown within the organisation. ***Accredited by SABPP*** [More info & Booking]() --- - [### Human Capital Analytics & Reporting](#tab-22656ab980b46e04a3d) ## Human Capital Analytics and Reporting *1-day course* --- Helping HR professionals to advance their knowledge and successfully implement HR Metrics and Analytics in their organisations. [More info & Booking](https://www.21century.co.za/remuneration-training-2/principles-of-human-capital-analytics-and-reporting-2-2/) - [### Leadership Journey](#tab-298ba2b3db55ca6c1d3) ## Leadership Journey *Customised In-house* **A Strategic Investment** Leadership development needs to be strategic and holistic, prioritising relationships, ethics, emotional intelligence and internal career growth. The outcome is creating meaning, alignment to the organisational vision, and sustainable depth in leadership. This type of development is undertaken as a strategically planned journey linked to organisational goals rather than ad-hoc interventions and disconnected training. Our programmes are customised to your needs with a strong base in Leadership as a commitment to a lifelong journey of growth, self-discovery and relationship building. [More info & Booking](https://www.21century.co.za/remuneration-training-2/leadership-journey/) - [### Mentoring & Coaching Skills](#tab-adcfeb8404115a8c48b) ## Mentoring & Coaching Skills *1-day course* This course is aimed at equipping line managers with the knowledge and skills needed to successfully undertake the mentoring / coaching journey in the workplace. ***Accredited by SABPP*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/mentoring-and-coaching-skills-for-line-managers/) - [### Performance Management](#tab-436ddf6372bc86a1ce9) ## Performance Management *2-day course* The course is aimed at giving managers a practical understanding of performance management so that it adds value in their jobs. There is a mix of theory, discussions, and practical illustrations of how performance management can be successfully implemented. ***Accredited by SARA, SABPP and IPM*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/performance-management-training-course/) - [### Senior Management Development](#tab-67d212cdabe69326f66) ## Senior Management Development *2-day course* This course provides delegates with a clearer understanding of their role as a leader, and how, through their own attitudes and behaviour, they can inspire others to exceptional performance [More info & Booking](https://www.21century.co.za/remuneration-training-2/senior-management-development/) - [### Stakeholder Management & Engagement](#tab-f55e0e40f912ccb9906) ## Stakeholder Management & Engagement *1-day course* Our comprehensive training course empowers you with the knowledge, skills and strategies needed to effectively identify, prioritise, and engage stakeholders towards an impactful outcome. The course outlines the principles and processes involved in the management and engagement of stakeholders, as well as how to use tools for effective planning and assessment. [More info & Booking](https://www.21century.co.za/remuneration-training-2/stakeholder-management-engagement-training-course/) ## Industrial Relations Courses - [## Disciplinary Hearings](#tab-c9d33612fdd41366f22) - [## Managing Incapacity Hearings](#tab-4787dab8c57bbd47ffa) - [## Managing Grievances in the Workplace](#tab-4ee52e3d8c3dfe0a991) - [## Managing a Section 189 Retrenchment](#tab-c3d8aef68edb2e08148) - [## Disciplinary Hearings](#tab-c9d33612fdd41366f22) ## Initiating Disciplinary Hearings *2-day course* Learn how to properly investigate and gather evidence for a disciplinary hearing, how to analyse information, and how to write an investigation report. You will also be coached in case presentation skills. ***Accredited by SABPP*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/disciplinary-hearings-courses/) --- ## Chairing Disciplinary Hearings *2-day course* Learn how to objectively and impartially examine the evidence of both parties put before you in order to determine whether the employee is guilty of the alleged misconduct, and learn how to decide on an appropriate sanction in the case of a guilty finding. ***Accredited by SABPP*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/disciplinary-hearings-courses/) - [## Managing Incapacity Hearings](#tab-4787dab8c57bbd47ffa) ## Managing an Incapacity Hearing for Ill Health *2-day course* This course ensures that you will have the knowledge to deal with the Ill Health Incapacity process in a manner that is acceptable to both the employee and the employer, and that you will understand the requirements required to comply with the legal and medical requirements for this process. ***Accredited by SABPP*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/managing-incapacity-due-to-ill-health-in-the-workplace/) --- ## Managing an Incapacity Hearing for Poor Performance *2-day course* This course ensures that you will have the knowledge to deal with the Formal Incapacity Performance Management process in a manner that is acceptable to both the employee and the employer, and that you will understand the requirements required to comply with the legal and Performance improvement process. ***Accredited by SABPP*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/managing-incapacity-due-to-poor-performance-in-the-workplace/) - [## Managing Grievances in the Workplace](#tab-4ee52e3d8c3dfe0a991) ## Managing Grievances in the Workplace *2-day course* This course ensures that you will have the knowledge to deal with the grievance process in a manner that is acceptable to both the employee and the employer, and that you will understand the hierarchical structure for presenting and settling workplace disputes. ***Accredited by SABPP*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/managing-grievances/) - [## Managing a Section 189 Retrenchment](#tab-c3d8aef68edb2e08148) ## Managing a Section 189 Retrenchment *2-day course* This course ensures that you will have the knowledge to manage both small- and large-scale retrenchment processes in line with the Code of Good Practice on Dismissals, ensuring both procedural and substantive fairness, as per the Labour Relations Act. ***Accredited by SABPP*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/managing-a-section-189-retrenchment-process/) ## Change, OD and Business Courses - [## Change Management & Change Agents](#tab-5f28ff085644cb88033) - [## Organisational Design](#tab-730acc25820e78d63d7) - [## Change Management & Change Agents](#tab-5f28ff085644cb88033) ## Change Management & Change Agents Training *Customised* In an ever-evolving business landscape, the ability to effectively manage change is a critical skill for leaders at all levels. Our dynamic, tailor-made course empowers you with the knowledge, strategies, and tools necessary to navigate change successfully and drive positive outcomes for your team and organisation. ***Accredited by SABPP*** [More info & Booking](https://www.21century.co.za/remuneration-training-2/change-management-change-agents-training/) - [## Organisational Design](#tab-730acc25820e78d63d7) ### Strategy and Facilitation Design *(1-day course)* --- ### The Basics of Organisational Design *(1-day course)* --- ### Intermediate Organisational Design *(3-day Course)* --- ### Advanced Organisational Design *(5-day course)* --- We offer a variety of in-house courses that cover the principles of Organisational Design, from basic overviews to more advanced, in-depth material. The courses cover trends and insights, and equip delegates with best-practice tools to structure reviews within their organisations, and drive effective organisational strategy. [More info & Booking](https://www.21century.co.za/remuneration-training-2/organisational-design-the-art-science/) ## Rates + Public Course Rates & Dates + Contacts ## 2026 Public Courses: Dates and Rates [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")*(Click on the table for a larger view)* - **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) [BOOKING FORM](https://www.21century.co.za/booking-form/) ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions](#ad8727dc89adb4a0b) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng](#5a075ef86d7e0ee79) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [JEasy Job Evaluation System](https://www.21century.co.za/jeasy-job-evaluation-system/) **Published:** May 11, 2017 **Author:** 21Admin **Content:** # JEasy Paterson Points Job Evaluation System ![JEasy logo](https://www.21century.co.za/wp-content/uploads/2018/03/JEasy-Paterson-Points-logo-jpeg.jpg "JEasy-Paterson-Points-logo-jpeg") [subscriber log-in](https://v3.jeasy.biz/login) ## JEasy Paterson Points is a sophisticated, completely secure web-based Job Evaluation points system that delivers valid and consistent results without the complexities of traditional JE processes and methodologies ## Why Paterson? [![Paterson Job Evaluation benefits](https://www.21century.co.za/wp-content/uploads/2026/06/PatJobEval-benefits.webp)](https://www.21century.co.za/wp-content/uploads/2026/06/PatJobEval-benefits.webp "PatJobEval benefits") Using this points system will enable you to defend the fairness of any differentiations in grades, ensuring both internal and external equity, and that you can comply 100% with **Equal Pay for Work of Equal Value** legislation. ## How the Point Factor Job Evaluation method works [![JEasy point factor method](https://www.21century.co.za/wp-content/uploads/2021/01/point-factor-method-2.jpg)](https://www.21century.co.za/wp-content/uploads/2021/01/point-factor-method-2.jpg "point-factor-method-2") Job Evaluation takes place early in the process of creating a compensation system for the organisation. The content of jobs can be described in terms of factors – qualities of a job that are common to many jobs. [![JEasyPP factors](https://www.21century.co.za/wp-content/uploads/2018/05/JEasy-PP-factors-1-e1525204295665.jpg)](https://www.21century.co.za/wp-content/uploads/2018/05/JEasy-PP-factors-1-e1525204295665.jpg "JEasy-PP-factors-1") The more points assigned to a job, the more worth the job has to the organization. The Paterson Job Evaluation factors used can be seen in the diagram above. ## Four easy steps [![JEasy 4 steps](https://www.21century.co.za/wp-content/uploads/2018/05/4-steps-1024x484.png)](https://www.21century.co.za/wp-content/uploads/2018/05/4-steps-1-1024x547.png "4-steps") We’ve updated and streamlined our system – it’s friendlier, it’s easier to use, and it’s more advanced than ever before – with added functionality – and only 4 easy steps to complete the evaluation. [![JEasy](https://www.21century.co.za/wp-content/uploads/2022/09/red-cubes.png)](https://www.21century.co.za/wp-content/uploads/2022/09/red-cubes.png "red-cubes") ## JEasy PP Features - **Web-based** – constant access with automatic updates - **Import/add** job and structure information into the system; - **Easy** to implement and use; - Full **tracking history;** - **Simple steps** to complete job evaluations; - Incomplete **JE sessions can be saved** and resumed - **Status reporting** on JE sessions; - **Reduced time** spent on the job evaluation process - **Grade correlations** to most major job evaluation systems; - Unlimited **number of jobs**; - **Export** functionality to Excel and PDF; - **Statements** are available in five languages (English, Afrikaans, isiXhosa, Sesotho and isiZulu); - Two days of **job evaluation training** included in the price (once-off); - First 3 months after implementation – 21st Century will **validate** all general level job evaluations completed on the system free of charge. ## Book a free demo and information session We would love an opportunity to demonstrate the system to you, or to answer any queries you may have. If you would like to book a **FREE demo and information session**, please fill in the form below, and we will get back to you as soon as possible. [Request a FREE DEMOREQUEST A FREE DEMO]() Alternatively, please contact: **Laurika Fourie** **[info@21century.co.za]() [+27 11 447 0306](tel:+27114470306)** ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message CAPTCHA Δ --- ### [Job Profile Writing](https://www.21century.co.za/remuneration-training-2/job-profile-writing/) **Published:** August 20, 2025 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Job Profile Writing # Job Profile Writing ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ## *2-day course* ## An in-depth, hands-on programme designed to strengthen advanced practical skills in job profiling. ## Delegates will learn how to define and apply key principles, rules and foundations, through real-world exercises and mock profiling interviews. ![SARA logo](https://www.21century.co.za/wp-content/uploads/2016/01/SARA-logo-250x242.jpg "SARA-logo-250×242") ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2016/01/SABPP-logo-250x266.jpg "SABPP-logo-250×266") ### Who should attend this course? Line Managers, Team Leaders, Supervisors, Executives, Job Design Specialists, HRBPs, OD Practitioners, Recruitment Staff, Union Officials. ### Key Learning Outcomes - Understand the link between organisational design and job profiles and the strategic impact and value of well-written profiles; - Understand the difference between Job Descriptions and Job Profiles; - Accurately define terminology and apply job profiling language and rules; - Plan a profiling project through a comprehensive preparation process to ensure engagement, collaboration, and a successful outcome; - Define valid components and develop an effective job profile template; - Identify and apply profiling processes and methodology; - Conduct effective profiling interviews, using advanced questioning and probing techniques; - Promote success through meaningful contribution, collaboration, and engagement by understanding your role (who should update vs. who drives and owns the profiling process); - Identify and resolve inconsistencies or errors in drafted profiles; - Produce accurate, effective, and high-quality job profiles that support the accurate outcome of Job Evaluation and all other Remuneration and HR processes, aligned with strategic objectives. ### Are there any prerequisites for attending this course? None. ### Accreditation This course is accredited by two highly prestigious bodies in the Remuneration and Reward field – SARA and SABP – and CPD points will be awarded for completing this course. ![SARA logo](https://www.21century.co.za/wp-content/uploads/2016/01/SARA-logo-250x242.jpg "SARA-logo-250×242") ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2016/01/SABPP-logo-250x266.jpg "SABPP-logo-250×266") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#f835a9ccad1dc024d) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#132e05be9d78eb568) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Pay Architecture Training Course](https://www.21century.co.za/remuneration-training-2/pay-architecture-training-course/) **Published:** August 21, 2019 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Pay Architecture Training Course # Pay Architecture ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Remuneration Committees Training Course](https://www.21century.co.za/wp-content/uploads/2016/01/effective-pay-management-1000x667.jpg "pay-architecture-1000×667") ## *2-day course* ## The course will offer you practical solutions and an opportunity to practice what has been taught … bring your laptop and we will work on excel on a live case study. You will walk away with the theory and the practice of pay analysis, and an understanding of how to interpret salary surveys. ![IPM and SARA logos](https://www.21century.co.za/wp-content/uploads/2019/11/IPM-Sara.jpg "IPM-Sara") ### Who should attend this course? Human Resource staff, Payroll officers/ administrators/managers, Finance/Accounts staff, Senior and Middle Management staff, Supervisors, Team leaders, Union leaders, Compensation and Benefits staff, Remuneration Managers and Analysts. ### Course content and outcomes *At the conclusion of this course the delegate should understand:* - What a pay structure is and why organisations have pay structures, - How to identify features of a well-designed pay structure, - What determines salary scales/grading, - Why there is a need to conduct salary surveys, - How to read and interpret salary surveys, - What influences the design of pay structures, - How to develop a pay structure, - Pay progression policy, - How to effectively implement pay structures, - Terminology, definitions and formulae. ### Are there any prerequisites for attending this course? No … just bring your laptop. ### Accreditation This course is accredited by two highly prestigious bodies in the Remuneration and Reward field – SARA and IPM – and CPD points will be awarded for completing this course. ![IPM and SARA logos](https://www.21century.co.za/wp-content/uploads/2019/11/IPM-Sara.jpg "IPM-Sara") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#8ec99ad7a34a05d19) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#3884d9d2995788a7b) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Managing Incapacity due to Ill Health in the Workplace](https://www.21century.co.za/remuneration-training-2/managing-incapacity-due-to-ill-health-in-the-workplace/) **Published:** November 21, 2025 **Author:** 21Admin **Content:** ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Managing Incapacity due to Ill Health in the Workplace # Managing Incapacity due to Ill Health ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Managing Incapacity due to Ill Health in the Workplace Training Course](https://www.21century.co.za/wp-content/uploads/2019/11/incapacity-hearing-ill-health.jpg "incapacity hearing ill health") ## *2-day course* ## This course ensures that you will have the knowledge to deal with the Ill Health Incapacity process in a manner that is acceptable to both the employee and the employer, and that you will understand the requirements required to comply with the legal and medical requirements for this process. ![](https://www.21century.co.za/wp-content/uploads/2026/04/SABPP-logo-250x266-1.jpg "SABPP-logo-250×266") ## Introduction Employees may be temporarily or permanently incapacitated due to ill health or injury, which requires that a no faults incapacity process is followed. Where employers provide risk benefits, the process to access these benefits will run in parallel to the legal process. ## Who is this course aimed at? Line Managers, HR Professionals, Employees and Union Representatives. ## Course content and outcomes *At the conclusion of this course, the delegate should understand:* - How to implement a process for managing an employee with Ill Health and/or injury in the workplace; - How to initiate an Incapacity Hearing for Ill Health; - Understand what qualifies as unfair dismissal in the case of Ill Health; - How to initiate the Insurance Process for Ill Health; - The Workmen’s Compensation Process. ## Are there any prerequisites for attending this course? None. ## Accreditation This course is accredited by SABPP, and CPD points will be awarded to delegates who complete the course. ![](https://www.21century.co.za/wp-content/uploads/2026/04/SABPP-logo-250x266-1.jpg "SABPP-logo-250×266") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#383dc63c9bd8aa0f4) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#1ef407a12ef019927) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Managing Incapacity due to Poor Performance in the Workplace](https://www.21century.co.za/remuneration-training-2/managing-incapacity-due-to-poor-performance-in-the-workplace/) **Published:** December 21, 2025 **Author:** 21Admin **Content:** ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Managing Incapacity due to Poor Performance in the Workplace # Managing Incapacity due to Poor Performance ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ## *2-day course* ## This course ensures that you will have the knowledge to deal with the Formal Incapacity Performance Management process in a manner that is acceptable to both the employee and the employer, and that you will understand the requirements required to comply with the legal and Performance improvement process. ![](https://www.21century.co.za/wp-content/uploads/2026/04/SABPP-logo-250x266-1.jpg "SABPP-logo-250×266") ## Introduction Employees may be re-deployed, demoted or dismissed due to Poor Performance, following a formal Performance Improvement process, which proves incapacity where no further intervention will remedy or improve the performance. ## Who is this course aimed at? Line Managers, HR Professionals and Union Representatives. ## Course content and outcomes *At the conclusion of this course, the delegate should understand how to:* - Identify poor performance; - Distinguish between poor performance and misconduct; - Manage poor performance; - Follow the correct procedure and process for initiating an Incapacity Hearing for Poor Performance; - Identify what qualifies as unfair dismissal in the case of poor performance, to ensure that a case referred to the CCMA can stand up to scrutiny. ### Are there any prerequisites for attending this course? No. ### Accreditation This course is accredited by SABPP, and CPD points will be awarded to delegates who complete the course. ![](https://www.21century.co.za/wp-content/uploads/2026/04/SABPP-logo-250x266-1.jpg "SABPP-logo-250×266") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#54ab677799c011744) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#d5b8ae14febc1b5a6) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Our People](https://www.21century.co.za/our-people/) **Published:** February 14, 2024 **Author:** 21Admin **Content:** # Our Leadership Team ![Ntombizone Feni, Group CEO](https://www.21century.co.za/wp-content/uploads/2026/04/ntombizone-feni.jpg "ntombizone-feni") ## Ntombizone Feni *Group CEO* ![Maphutha Diaz](https://www.21century.co.za/wp-content/uploads/2026/04/maphutha-diaz-1.jpg "maphutha-diaz") ## Maphuta Diaz *Group Chairman* ![Dr Chris Blair](https://www.21century.co.za/wp-content/uploads/2026/04/chris-blair.jpg "chris-blair") ## Dr. Chris Blair *Group Director, Corporate Services* ![Dr Mark Bussin](https://www.21century.co.za/wp-content/uploads/2026/04/mark-bussin.jpg "mark-bussin") ## Dr. Mark Bussin *Group Lead Director* ![Dr. Lynne Derman](https://www.21century.co.za/wp-content/uploads/2026/04/lynn-derman.jpg "lynn-derman") ## Dr. Lynne Derman *Group Director, People* ![Craig Raath](https://www.21century.co.za/wp-content/uploads/2026/04/craig-raath.jpg "craig-raath") ## Craig Raath *Group Director, Growth & Enablement* ![Shaun Barnes](https://www.21century.co.za/wp-content/uploads/2026/04/shaun-barnes.jpg "shaun-barnes") ## Shaun Barnes *Group Director, Remuneration & Diagnostic Services* ![Vuyelwa Dantjie](https://www.21century.co.za/wp-content/uploads/2026/04/vuyelwa-dantjie.jpg "vuyelwa-dantjie") ## Vuyelwa Dantjie *Executive Director, Head of Reward* ![Leanne Visser](https://www.21century.co.za/wp-content/uploads/2026/04/leanne-visser.jpg "leanne-visser") ## Leanne Visser *Executive Director, Coastal Regions* ![Solomzi Mtyeku](https://www.21century.co.za/wp-content/uploads/2026/04/solomzi-mtyeku.jpg "solomzi-mtyeku") ## Solomzi Mtyeku *Executive Director, Head of OD & People Analytics* ![Nokwanda Boarato](https://www.21century.co.za/wp-content/uploads/2026/04/nokwanda-boarato.jpg "nokwanda-boarato") ## Nokwanda Boarato *Head of People & Talent* ![Barbara Lombard](https://www.21century.co.za/wp-content/uploads/2026/04/barbara-lombard.jpg "barbara-lombard") ## Barbara Lombard *Executive Director, Head of Change* ![Jaen Beelders](https://www.21century.co.za/wp-content/uploads/2026/04/jaen-beelders.jpg "jaen-beelders") ## Jaen Beelders *Managing Director, Analytico* ![Laurika Fourie](https://www.21century.co.za/wp-content/uploads/2026/04/laurika-fourie.jpg "laurika-fourie") ## Laurika Fourie *General Manager, Job Evaluation & Systems* ![Dumi Khanyile](https://www.21century.co.za/wp-content/uploads/2026/04/dumi-khanyile.jpg "dumi-khanyile") ## Dumi Khanyile *Non-Executive Director* ![Bryden Morton](https://www.21century.co.za/wp-content/uploads/2026/04/bryden-morton.jpg "bryden-morton") ## Bryden Morton *Non-Executive Director* --- ### [Remuneration Design](https://www.21century.co.za/remuneration-consulting/remuneration-design/) **Published:** March 29, 2022 **Author:** 21Admin **Content:** # Remuneration & Reward 1. [Home](https://www.21century.co.za) 2. [Remuneration Consulting](https://www.21century.co.za/remuneration-consulting/) 3. Remuneration Design # Remuneration Design - [Remuneration Structuring](https://www.21century.co.za/remuneration-consulting/remuneration-design/#remuneration-structuring) - [Payscale Design](https://www.21century.co.za/remuneration-consulting/remuneration-design/#payscale-design) - [Short Term Incentive Scheme Design](https://www.21century.co.za/remuneration-consulting/remuneration-design/#short-term-incentive-scheme-design) - [Long Term Incentive Scheme Design](https://www.21century.co.za/remuneration-consulting/remuneration-design/#long-term-incentive-scheme-design) - [LTI Valuator](https://www.21century.co.za/remuneration-consulting/remuneration-design/#lti-valuator) - [ESG and Sustainability Metrics](https://www.21century.co.za/remuneration-consulting/remuneration-design/#esg-and-sustainability-metrics) - [Performance-Based Pay](https://www.21century.co.za/remuneration-consulting/remuneration-design/#performance-based-pay) - [Expatriate Pay Design](https://www.21century.co.za/remuneration-consulting/remuneration-design/#expat-pay) ## Remuneration Structuring [![Remuneration structuring](https://www.21century.co.za/wp-content/uploads/2022/08/remuneration-structuring-1024x583.jpg)](https://www.21century.co.za/wp-content/uploads/2022/08/remuneration-structuring-1024x583.jpg "remuneration structuring") The remuneration structure refers to the **pay scales attached to grades and the way in which these scales are structured** (their range, slope, overlap, differentials and market positioning) [Why is a pay structure so important?](https://www.21century.co.za/the-importance-of-a-pay-structure/) *Circumstances and applications:* - **Recruitment –** managers can grade the job and offer a salary in the pay range (according to the remuneration policy)*,* - **Performance –** employees who demonstrate sustained superior performance could move through the pay scales more quickly, - **Competence and skill demonstration –** this allows individuals who apply relevant competence and skill to move up the pay scales quicker, - **Contribution –** paying for contribution should be reflected in remuneration policy, - **Business needs or scarcity of skill –** the business imperative is particularly applicable in South Africa during transformation. This, together with scarcity of some skills sometimes leads to anomalies in the pay structure, but these are defensible. ## How can we help you? *We can assist you with:* - A **wage gap audit** that will assess: - salary structure **architecture**, - mid-point **differentials**, - pay range, overlap and slope, - remuneration **structures**, - **pay progression policy**, - **movement through pay scale** based on performance, scarcity of skill, market movement. - the **design** of a remuneration structure that: - supports both the company’s **business strategy** and **HR strategy**, - supports the application of the **remuneration philosophy**, - has appropriate **stakeholder buy-in**, - is **legally defensible**, - upholds the principles of internal and external **equity**, - is compatible with the **total compensation design strategy** – including base, incentive and indirect compensation. ## Payscale Design ![pay scales](https://www.21century.co.za/wp-content/uploads/2020/01/Anatomy-of-a-Pay-Scale-no-labels.png "Anatomy of a Pay Scale no labels") 21st Century can assist you with your **payscale strategy** by designing a customised pay scale that aligns with your organisation strategy. A pay scale is a guideline for all remuneration decision-making, and ensures **internal equity** and consistency when making decisions. ![pay scales equity](https://www.21century.co.za/wp-content/uploads/2020/01/Pay-scale-design-internal-external-equity-1024x530.png "Pay scale design internal & external equity") ## How can we help you? - With the design of a **customised payscale** that includes **guidelines for progression of pay** in your organisation and takes into account: - Your current **pay practice,** - External **market** pay information, - Your **relativity** to the external market, - Your unique **environment,** - The unique market you wish to **compare** against, - Your unique remuneration **strategy** in terms of the market match you are aiming for, - **Specific factors** that you would like to recognise in your pay model – whether it be recognition of performance, tenure, competency or other factors, - Your **affordability.** - With the design of a **pay progression model** to determine where to pay employees on the pay scale, taking into account elements that would be linked to existing policies and strategy. ## Short Term Incentive (STI) Scheme Design Our STI models are based on best practice Remuneration principles and benchmarks. Models are stress tested by clients against their income statement and balance sheet to drive the company’s strategy. Short Term incentive schemes measure performance for **up to one year.** *STI schemes are generally used in order to:* - Attract and retain skills, - Align employee behavior with shareholder expectations, - Change employee focus from process to outputs, - Drive company strategy. *Short Term Incentives typically include:* - Profit share - Gainshare - Commission - Bonus schemes ## How can we help you? - By reviewing/auditing your **existing incentive schemes** to ensure to ensure alignment with the business’ objectives and best practice, - With the **design and implementation** of the various types of incentive schemes, - By **benchmarking** your incentive schemes against the market, - By **providing training** on all aspects of incentive schemes to ensure the skills are retained in your organisation. ## Long Term Incentive (LTI) Scheme Design Our LTI models are based on best practice Remuneration principles and benchmarks, and are stress tested by clients against their income statement and balance sheet to drive the company’s strategy. Long Term Incentive schemes measure **performance for over a year.** *Long Term Incentive schemes are used to:* - Differentiate and reward top performers, - Align employee behavior with shareholder expectations, - Encourage executives to maximise long-term shareholder value, - Provide necessary market-related remuneration, particularly at executive level. *Long Term Incentives include:* - Share schemes (of various types) - EVA - Rolling cash-based schemes ## How can we help you? - By reviewing/auditing your **existing incentive schemes** to ensure to ensure alignment with the business’ objectives and best practice, - With the **design and implementation** of the various types of incentive schemes, - By **benchmarking** your incentive schemes against the market, - By **providing training** on all aspects of incentive schemes to ensure the skills are retained in your organisation. ## LTI Valuator ![LTI valuator logo](https://www.21century.co.za/wp-content/uploads/2016/02/LTI-valuator-450x167.jpg "LTI-valuator-450×167") LTIs are a company’s most effective retention and performance tool … but only if their expected value is KNOWN. Although the present value of Executive LTIs is usually know, it is difficult to calculate the **realisable value** of an executive’s LTI at any given time. *The Black Scholes valuation model makes the following assumptions:* - The rate of return on the stock follows a **lognormal distribution**. This means that the logarithm of 1 plus the rate of return follows the normal, or bell-shaped, curve. *(The assumption ensures continuous trading – the stock rate of return distribution is continuous),* - The **risk-free rate and variance** of the return on the stock are constant throughout the share allocation’s life. *(The two variables are non-stochastic)*, - There are **no taxes or transaction costs**, - **Dividend flows** are factored into the value. *(This assumption ensures no jumps in the stock price. It is well known that the stock price falls by approximately the amount of the dividend on the ex-dividend date)*, - The calls are **European**. *(This does not allow for early exercise).* ## How can we help you? - We can calculate the **realisable value** of an executive’s Long Term Incentives – that is, the value of the unvested Long Term Incentives that they would forfeit should they leave the organisation (Value at risk), - We can **compare the value to a peer group** of listed companies of your choice. ![LTI Valuator black scholes](https://www.21century.co.za/wp-content/uploads/2016/02/LTI-Valuator-artwork-1024x1008.jpg "LTI-Valuator-artwork") ## ESG and Sustainability Metrics (Non-Financial Measures) Focus is shifting from shareholders *(shareholderism)* to stakeholders *(stakeholderism)*, and there is pressure on companies to include **Environmental, Societal and Governance (ESG) metrics** in their business strategy. **Each company is unique** in its adoption of ESG strategies, based on its *company purpose* and the inclusion of its stakeholders like: - employees, - suppliers, - society, - communities, - investors, - customers, etc. ## ESG Trends - **Non-financial metrics** are being incorporated in Executive scorecards, as well as the usual **financial metrics** in both the STI and LTI designs. - There is an increase in the use of **quantitative** ESG measures, rather than **qualitative** measures. - The setting of **quantifiable targets/goals** around ESG measures that are **specific, clearly articulated and rigorous**. - Investors are insisting on the **inclusion of ESG performance metrics in remuneration policies** that foster the sustainable achievement of both financial and nonfinancial results and are **consistent with the company’s strategy**. - Societal metrics and diversity issues currently dominate ESG measures, with particular focus on **Diversity, Equity and Inclusion (DEI)**. ## ESG services - **Development of ESG Policy:** - Identify ESG goals (KPIs) in line with developed ESG Policy; - **Alignment of non-financial incentives to ESG goals:** - Design exec incentives to align non-financial incentives with ESG goals to ensure sustainability and value creation (financial); - **Human Capital:** - Updating Workforce diversity policy; - Updating Supplier diversity policy; - Employee diversity and harassment training ; - **Environment:** - Developing internal environmental sustainability policy; - Working on estimating client GHG emissions; - Working on gathering and tracking clients’ GHG emissions data; - **Community:** - Sponsoring 21st Century Foundation (tutoring of learners in disadvantaged schools); - **Governance / other:** - Code of Conduct for employees that includes policies around: - insider trading, - confidentiality, - conflicts of interest, - whistleblower protections; - Developing AI policy; - **Internal Communication:** - Existing policies contained within Employee Guidebook; - Developing ESG Strategy document that will contain all ESG-related policies and internal statistics (e.g., diversity stats); - **External Communication / Marketing:** - Updates to client website to include ESG Philosophy and more communication around ESG goals (beyond just ESG incentives). ## Performance-Based Pay A well designed performance-related pay plan has a huge impact on an organisation as it directs and motivates performance more than any other existing factor. In order to be truly effective, a performance related pay plan should be designed designed to fully capitalise on the potential of employees. ## How can we help you? *We can assist with:* - Determining **pay target**s by using a good grading system, - Setting the **Total Reward mix** or proportion, - Determining incentive Total Reward **range**s, - Determining the **point of entry**, - Setting **performance metric**s, - Setting **performance criteria**, - **Linking** performance to Total Reward, - Ensuring that all **involved parties** are in agreement, - **Measuring the success** of the Total Reward plan. ## Expatriate Pay Design [![expat logo](https://www.21century.co.za/wp-content/uploads/2020/10/expat-africa-horizontal-1024x354.jpg)](https://www.21century.co.za/salary-surveys-and-salary-benchmarking-2/21st-century-expat/) [![expat logo](https://www.21century.co.za/wp-content/uploads/2020/10/expat-jpeg-891x174-2.jpg)](https://www.21century.co.za/salary-surveys-and-salary-benchmarking-2/21st-century-expat/) Determining expatriate pay levels, and international salary levels in different countries, necessitates **complex calculations that involve comparing the relative costs of living** in both the host country and the expat’s home country. ## How can we help you? 21st Century can help you manage short and long term expat assignments quickly, easily, accurately and affordably, whilst taking all complexities into account. [More about 21st Century Expat](https://www.21century.co.za/salary-surveys-and-salary-benchmarking-2/21st-century-expat/) --- ### [People & Talent](https://www.21century.co.za/people/) **Published:** October 21, 2020 **Author:** 21Admin **Content:** # People & Talent Solutions ![People & Talent logo](https://www.21century.co.za/wp-content/uploads/2021/03/21st-Century-People-Talent.jpg "21st Century People & Talent") ## Harness the power of data-driven decisions – based on people analytics – to accurately reward your employees, improve your performance management, and attract and retain the key skills in your organisation. ## Our Service Offering - Career management and career pathing, - Coaching and mentoring, - Competency assessments, - Critical and scarce skill strategies, - Employee retention and engagement, - Employment equity planning and reporting, - Executive and leadership success profiles, - HR Policy review, - Integrated talent platform, - Leadership development, - On-boarding programmes, - Organisational IR advice and processes, - Outplacement programmes and platforms, - Personal development plans, - Performance management, - Performance scorecards and KPI alignment, - Recruitment and selection policy, processes and procedures, - Skills audits & competency assessments, - Skills development planning and reporting, - Strategic talent attraction and acquisition frameworks, - Strategic gap analyses, - Succession management, - Talent assessment/tools, - Talent framework and strategy, - Talent management policy, processes and procedures, - Talent management and scarce skills, - Talent reviews, - Training of line managers (business, HR and people management). ## Talent Management & Scarce Skills With constant changes in business and technology, the strategic management of organisational talent has become critical to the successful execution of any organisation’s vision and strategy. #### Q: “We feel we may need to create a more diverse talent pipeline to support our business strategy. How do we redefine our talent strategy to ensure this happens?” #### Q: “How do we strategically address the career aspirations of our people?” #### Q: “How do we align our succession cover to the key capabilities we need to ensure ongoing success and competitiveness?” ![](https://www.21century.co.za/wp-content/uploads/2020/10/talent-accounting-abacus.jpg "talent-accounting-abacus") [How we can help ](#) ×### How we can help with talent and critical skills: - - Ensure that your **talent strategy, philosophy and framework** are in place, and are **aligned** to your business strategy. - Identify **key capabilities needed** to ensure sustainable success. - Identify **which roles are critical** to drive organisational performance. - Understand what good talent looks like by having **clearly defined competencies**. - Attract the talent to s**trengthen your talent pipeline**. - Identify **high potential employees and successors** to leadership and critical roles. - Make informed succession decisions based on a **comprehensive set of objective data**. - **Strategically grow and develop** employees. - Create **career advancement opportunities** through strategic career pathing. - Use a variety of **financial and non-financial strategies** to retain key talent. - Empower stakeholders to take ownership for the strategic management of talent through the implementation of **bespoke talent processes and procedures.** - Provide **other people consulting services**. Close ## Career Pathing & Succession Planning Career paths for employees are an integral part of the human capital management and development across all levels in the organisation. The ultimate intention is to link the process with key performance measures and level of work expectations for each job grade. This process would be used to manage human capital including recruitment, training, selection and promotion. [How we can help ](#) ×### Career Paths & Succession Planning *We can help you:* - By determining the **critical competencies** for each employee; - By measuring **organisational and behavioural competence and the specific competencies** that are crucial to the core functions of your organisation; - By building and populating a **competency matrix** from nationally benchmarked and validated data; - By establishing client-driven performance-based **career paths** and **promotion criteria**; - By developing a unique **competency framework** indicating the competencies required per job family and level within each family; - By **training** your managers to identify and align competencies that support your business plan and strategic objectives; Close ![](https://www.21century.co.za/wp-content/uploads/2020/10/talent-investing-2-1.jpg "talent-investing-2") ## Creating value through Human Resources Human Resources need to adapt to the age of change and can only add value to the business and its people if aligned to the business strategy. The function needs to transform from pure transactional functions to strategic partnerships with leaders and other stakeholders. #### Q: “There have been so many changes in business, technology and legislation. Is our HR strategy still relevant?” #### Q: “We need help in every area. Is it possible to have a cost-effective end-to-end solution for all our people issues?” #### Q: “Is our HR service delivery model as effective as it could be?” [How we can help ](#) ×### How we can help create value through HR: - Have HR- and people-related strategies, processes and policies in place. - Ensure the **correct HR service delivery model**. - Assess your **current HR capabilities**. - Measure **key people dimensions**. - Benefit from our **end-to-end consulting** service or **outsourced part-time HR services**. - Help you **upskill** on variety of HR and business-related programmes. - Provide **other HR courses**. Close ## Ensuring that your HR policies mirror you organisation’s EVP Human Resource Policies have traditionally been geared towards achieving compliance with legislation, rules and regulations. Policies are no longer only informed by legislative and organisational requirements but also by changes in the workplace and the renewed emphasis on the importance of a compelling Employee Value Proposition. Policies that are aligned to organisational requirements and market trends don’t only drive sound governance, transparency, clarity and accountability , but contribute to increased efficiency, performance and engagement, whilst promoting the attraction and retention of talent. ## Skills Audits and Competency Assessments A skills audit aims to identify and close skills gaps through staff development in order to enhance the organisation’s quality of service. [How we can help ](#) ×### Skills Audits and Competency Assessments ### **We can assist you …** - By designing a **skills audit questionnaire** and conducting a **skills survey;** - By compiling a **skills inventory (matrix)** using the information obtained from the skills questionnaire; - By determining **future training needs;** - By conducting a **gap analysis** using the skills inventory; - By developing an **organisational generic competency model** that includes a full range of competencies; - By developing **discipline competency** **models** from the **organisational generic competency model;** - By developing a **competency dictionary;** - By undertaking **competency model application training;** - By converting development areas into **personal development actions.** Close ## Statutory HR Planning & Reporting ### *Skills Development Planning & Reporting* The *Skills Development Act 97 of 1998* states that any employer who is required to be registered to pay a **Skills Development Levy (SDL)**, should submit a **Workplace Skills Plan (WSP)** and an **Annual Training Plan (ATR)** in order to qualify for a rebate on their SDL and obtain skills development points on their BEE scorecard. [How we can help ](#) ×### How we can help with Skills Development Planning & Reporting: *21st Century can assist clients to:* - Train the **Skills Development Facilitator** (SDF) and the workplace skills forum; - Implement a **skills audit** and identify skills gaps within the workforce; - Identify **critical and scarce skills**; - Plan **remedial steps** to address **skills gaps** which may include training interventions, learnerships, bursaries, recruitment strategies, etc.​ - Submit an **Annual Training Report** (ATR) to monitor progress made towards addressing existing skills gaps, including reporting on: - *number of skills developments initiatives conducted,* - *number of employees trained* - *amount spent on training initiatives,* - *proof of expenditure,* - *which programs have been completed.* Close ### *Employment Equity Planning & Reporting* Designated employers are legally obliged to submit an Employee Equity (EE) plan to the Department of Labour – the intent being to promote equal opportunities for all, regardless of race, gender or disability. [How we can help ](#) ×### How we can help with Employment Equity Planning & Reporting: #### *21st Century can assist clients to:* - ***Analyse*** their **current workforce profile,** - ***Analyse*** their **remuneration gaps** and ***identify*** **remuneration inequalities** in relations to race and gender within occupational categories, - ***Set*** **organizational goals and targets** that will consistently work towards equalising the demographics within the organisation as it aligns to the demographics of the country’s population, - ***Identify*** **potential barriers** that may be entrenched within organisational policies, practices and procedures, - ***Plan*** **remedial steps** that will ultimately result in equity in your organisation:- - *Plan remuneration **pay scales** to remedy remuneration gaps and ensure equal pay for work of equal value,* - *Put in place **metrics** to monitor and evaluate the achievement of the plan,* - ***Train** the members of your Employment Equity Forum.* Close ## Talent Retention Retaining the right talent remains a challenge in most organisations. Technology makes it easy for global and local competitors to entice your talent to consider other career opportunities. Without a strong retention strategy, the undesirable loss of good talent remains a huge risk, given the potential negative impact on company performance, customer satisfaction and employee morale. #### Q: “What are the reasons that our employees stay? And what do they value about working here?” #### Q: “Are our retention strategies actually preventing people from leaving?” #### Q: “Is the labour turnover of our key employees a risk for our company?” [How we can help ](#) ×### How we can help with Talent Retention: o Identify the **retention risk** of key individuals. o Have **strategies and plans** in place to effectively mitigate the risk of unwanted labour turnover. o Optimise **employee engagement.** o Other people **consulting** services. Close ## Our Service Offering - Career management and career pathing, - Coaching and mentoring, - Competency assessments, - Critical and scarce skill strategies, - Employee retention and engagement, - Employment equity planning and reporting, - Executive and leadership success profiles, - HR Policy review, - Integrated talent platform, - Leadership development, - On-boarding programmes, - Organisational IR advice and processes, - Outplacement programmes and platforms, - Personal development plans, - Performance management, - Performance scorecards and KPI alignment, - Recruitment and selection policy, processes and procedures, - Skills audits & competency assessments, - Skills development planning and reporting, - Strategic talent attraction and acquisition frameworks, - Strategic gap analyses, - Succession management, - Talent assessment/tools, - Talent framework and strategy, - Talent management policy, processes and procedures, - Talent management and scarce skills, - Talent reviews, - Training of line managers (business, HR and people management). ## Talent Assessment & Acquisition Employees are the most important and valuable assets within any business, provided that you have the right people in the right roles. Selecting the right people into your team sets the foundation for future success. ![](https://www.21century.co.za/wp-content/uploads/2020/10/talent-we-are-hiring.jpg "talent-we-are-hiring") #### Q: “How do we make sure we attract – and retain – the correct people?” #### Q: “How do we ensure that our recruitment and onboarding processes will inspire the applicants?” #### Q: “How can we make sure that our hiring decisions are effective?” [How we can help ](#) ×### How we can help with hiring the right talent: - Have fair and **equitable recruitment policies and processes** in place. - Attract the right talent through an **appealing Employee Value Proposition.** - Have **clearly defined responsibilities** and **job specific competencies** in place to ensure appropriate and consistent application of selection criteria. - Enhance employment decisions through **competency-based interviewing techniques.** - Select the best candidate using **objective assessment methods**. - Accelerate the **performance and engagement** of new incumbents through **customised onboarding programmes.** - [Other people and consulting services](https://www.21century.co.za/remuneration-consulting/#remuneration-consulting-services). Close ## Employee Transitioning Supporting employees who are transitioning into new roles or exiting the organisation due to business restructuring. #### Q: “How do we go about applying a legally compliant 189 restructuring process?” #### Q: “How do we support distressed employees during the restructuring process?” #### Q: “We’re restructuring. We’re not sure whether or not our operating model is still appropriate, or whether the roles will need to be redefined.” #### Q: “We want to retain our key talent and transition redundant employees. How do we apply selection procedures to ensure we’re not guilty of unfair dismissal?” #### Q: “How do we engage with stakeholders during restructuring AND maintain effective relationships with our employees?” [How we can help ](#) ×### How we can help with Employee Transitioning: - Ensure that your operating model drives organisational effectiveness and efficiency. - Enhance the transitioning into new roles by clearly defining role profiles. - Effectively manage the change associated with the restructuring. - Use Onboarding programmes to accelerate the performance and engagement of new incumbents. - Implement a legally compliant section 189 process. - Train relevant stakeholders on the correct processes and procedures to ensure compliance to a section 189 legislative requirements. - Have the appropriate policies, procedures and templates which can be applied to the implementation of a Section 189 process. - Perform the severance calculations required by the Labour Relations Act. - Identify the responsibilities of various role players in the restructuring process. - Support employees through an outplacement programme and platform. Close ## Leadership Development Leaders face the responsibility of leading with confidence despite uncertainly. Organisations need to strategically invest in the development of current and future leaders. #### Q: “How do we, as leaders, set about growing the future leaders in our organisation?” #### Q: “What do our leadership team need to do in order to confidently take ownership of the performance, development, and engagement of our employees?” [How we can help ](#) ×### How we can help equip our managers to lead: - Management development programmes, - Mentoring, - Coaching, - Other training courses. Close ![](https://www.21century.co.za/wp-content/uploads/2020/10/talent-performance-plan-1.jpg "talent-performance-plan-1") ## Performance Management & Performance Contracts Well-designed Performance Management systems add a great deal of value when planning work and setting expectations. We ensure that both design and implementation receive proper attention. Embedding a high-performance culture (where performance is continuously monitored and measured) is an essential component of driving business performance, directing employee development, and enhancing employee engagement and retention. #### Q: “Is performance management an annual event, or should it be an ongoing management practise?” #### Q: “How do we align our KPIs to our strategic business drivers?” #### Q: “I’m not sure that our performance management process is adding any value to our business – or to our people. How do I fix this?” [How we can help ](#) ×### How we can help with improving performance management: - **Align KPIs** to your business drivers and measures; - Hav**e clear performance expectations and measurements** as defined in Performance Output profiles; - Conduct meaningful **performance conversations**; - Construct individualised **development plans**; - Deal with incapacity and **manage non-performance** in a legally compliant manner; - **Integrate** performance data with other **people processes** such as talent, development, recognition and reward; - Equip managers to optimise employee performance through **goal setting, ongoing reviews, feedback, appraisals, development plans** etc.; - With the design and implementation of a **performance management policy;** - With the design and implementation of a customised performance management **process**; - With developing **performance contracts** for employees; - By **reviewing** your existing performance management policy, systems and processes; - By providing **training**; - With the purchase, customisation and implementation of a **performance management system** (through our alliance partners). Close ### Related Courses [![](https://www.21century.co.za/wp-content/uploads/2016/12/career-paths-text.jpg)](https://www.21century.co.za/remuneration-training/career-paths-and-succession-planning-training-course/) [![](https://www.21century.co.za/wp-content/uploads/2020/05/custom-change-man-text.jpg)](https://www.21century.co.za/remuneration-training/customised-change-management/) [![Change Management & Change Agent's training](https://www.21century.co.za/wp-content/uploads/2020/05/change-agents-text-1.jpg)](https://www.21century.co.za/remuneration-training/change-management/) [![employee engagement training course](https://www.21century.co.za/wp-content/uploads/2016/12/employee-engage-text.jpg)](https://www.21century.co.za/remuneration-training/employee-engagement-training-course/) [![](https://www.21century.co.za/wp-content/uploads/2016/12/perform-man-text.jpg)](https://www.21century.co.za/remuneration-training/performance-management-training-course/) [![](https://www.21century.co.za/wp-content/uploads/2019/08/personal-dev-plan-3-text-1.jpg)](https://www.21century.co.za/remuneration-training/personal-development-plan/) ### Industrial Relations Courses [![](https://www.21century.co.za/wp-content/uploads/2019/11/189-restructuring-text-1.jpg)](https://www.21century.co.za/remuneration-training/initiating-a-section-189-restructuring-process/) [![](https://www.21century.co.za/wp-content/uploads/2016/01/initiating-discipline-text.jpg)](https://www.21century.co.za/remuneration-training/initiating-disciplinary-hearings/) [![](https://www.21century.co.za/wp-content/uploads/2019/11/ill-health-text-1.jpg)](https://www.21century.co.za/remuneration-training/initiating-an-incapacity-hearing-for-ill-health/) [![](https://www.21century.co.za/wp-content/uploads/2019/11/poor-performance-text-1.jpg)](https://www.21century.co.za/remuneration-training/initiating-an-incapacity-hearing-for-poor-performance/) --- ### [Performance Management Training Course](https://www.21century.co.za/remuneration-training-2/performance-management-training-course/) **Published:** August 21, 2019 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Performance Management Training Course # Performance Management ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Remuneration Committees Training Course](https://www.21century.co.za/wp-content/uploads/2016/02/performance-management-1000x667.jpg "performance-management-1000×667") ## *2-day course* ## The course is aimed at giving managers a practical understanding of performance management so that it adds value in their jobs. There is a mix of theory, discussions and practical illustrations of how performance management can be successfully implemented. ![SABPP IPM SARA logos](https://www.21century.co.za/wp-content/uploads/2018/10/IPM-Sara-SABPP.jpg "IPM Sara SABPP") ### Who should attend this course? HR Managers, HR Specialists and Line Management. ### Course content and outcomes *At the conclusion of this course the delegate should be able to understand:* - Performance-based pay and remuneration strategy, - How to set value-adding objectives and standards of performance that are aligned with the strategy and are measureable, - How to gather data to measure actual performance against objective, - How to empower staff to take responsibility for their performance, - How to communicate meaningfully with staff throughout the year on performance issues and give and receive feedback, - How to identify and diagnose performance problems and take corrective action, - How to prepare and run effective performance appraisal meetings, - How to link performance to rewards to motivate staff and achieve business objectives. ### Are there any prerequisites for attending this course? No. ### Accreditation This course is accredited by three highly prestigious bodies in the Remuneration and Reward field – SARA, SABPP and IPM – and CPD points will be awarded for completing this course. ![SABPP IPM SARA logos](https://www.21century.co.za/wp-content/uploads/2018/10/IPM-Sara-SABPP.jpg "IPM Sara SABPP") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#4287aed99d2347e63) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#d3353a4462df37719) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Booking Form: Training Courses](https://www.21century.co.za/booking-form/) **Published:** July 27, 2018 **Author:** 21Admin **Content:** # Business, HR & Remuneration Courses ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ## Public Courses If you would like to **attend a Public Training Course**, please ensure that you fill out all the sections of the form and familiarise yourself with the **Terms and Conditions** (set out below the form) to avoid unexpected fees and disappointment. [PUBLIC COURSES: Terms & Conditions](#) ×### Public Training Courses: Terms and Conditions - Once your booking has been confirmed in writing, and you have been invoiced, an upfront payment is required. Once invoiced, there will be no refunds. - 21st Century reserves the right to invoice customers for goods and services ordered which were procured upon written request (completed form), either via: - a non-cancellable irrevocable order, - an official purchase order, - or an email instruction received. - 21st Century also reserves the right not to accept any order. - If you cancel or reschedule at any time before the date of training, payment will be retained and you will receive a training credit, which can be used within a calendar year. - You may send a substitute from your company in your place at no extra cost. Please inform us – IN WRITING – of the new name for registration purposes at least one working day before the event. - In the event of unforeseen circumstances, 21st Century reserves the right to change the programme content, the speakers, the venue or the date. - If the event is cancelled, delegates will be notified in writing. The delegate can then choose to attend on the next available date of the scheduled event. - Please note that prices may be subject to annual changes, based on inflation, without prior notification. **Once the forms have been submitted, 21st Century will contact you to make payment arrangements.** ## BOOKING FORM: Public Courses - ## Section A: Company Information - Company name:\* - Course Name:\* - Course Date:\* - ## Section B: Delegate Information - Title of Delegate:\* - Full Name of Delegate:\* - Delegate's Job Title:\* - Delegate's eMail Address:\* - Delegate's Cell:\* - ## Section C: Financial Contact Person Information - **This section contains the details of the financial contact person within your company who would receive the invoice.** - Title of Financial Contact Person\* - Full Name of Financial Contact Person\* - Financial Contact Person's Job Title:\* - Financial Contact Person's Email Address\* - Financial Contact Person's Tel:\* - Financial Contact Person's Cell:\* - Company VAT Registration no:\* - Company Postal Address for invoicing\* - ## Section E: Signoff - **This section must be signed off by a person in your company who has the authority to purchase this course/package/s.** - Authorised Purchaser\* - Today's date:\* - Please ensure that you have completed ALL the necessary requirements:\* - I have completed this form in it's entirety - I have read the terms and conditions - I have submitted a completed Delegate Form for each delegate attending the course - CAPTCHA Δ --- ### [Disciplinary Hearings Courses](https://www.21century.co.za/remuneration-training-2/disciplinary-hearings-courses/) **Published:** August 11, 2019 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Disciplinary Hearings Courses # Disciplinary Hearings Courses ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Initiating Disciplinary Hearings Training Course](https://www.21century.co.za/wp-content/uploads/2017/05/initiating-disciplinary-1000x667.jpg "initiating-disciplinary-1000×667") ## *Initiating Disciplinary Hearings (2-day course)* ## Learn how to properly investigate and gather evidence for a disciplinary hearing, how to analyse information, and how to write an investigation report. You will also be coached in case presentation skills. ## *Public Course Date:* *21-22 May 2026* ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2016/01/SABPP-logo-250x266.jpg "SABPP-logo-250×266") ## *Chairing Disciplinary Hearings (2-day course)* ## Learn how to objectively and impartially examine the evidence of both parties put before you in order to determine whether the employee is guilty of the alleged misconduct, and learn how to decide on an appropriate sanction in the case of a guilty finding. ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2016/01/SABPP-logo-250x266.jpg "SABPP-logo-250×266") ## Initiating Disciplinary Hearings (2-day course) ### Who should attend this course? HR Practitioners, Junior/Middle Managers. ### Course content and outcomes *At the conclusion of this course the delegate should understand:* At the conclusion of this course the delegate should understand: - The purpose of a disciplinary hearing, - The role of all parties in the disciplinary hearing, - The disciplinary hearing process, - Procedural and substantive fairness, - Collecting evidence and drafting charges, - Case preparation, - Presenting evidence and questioning witnesses, - Preparing aggravating factors. ### Are there any prerequisites for attending this course? None. ### Accreditation – SABPP This course is accredited by **SABPP** and CPD points will be awarded to delegates who complete the course. ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2016/01/SABPP-logo-250x266.jpg "SABPP-logo-250×266") ## Chairing Disciplinary Hearings (2-day course) ### Who should attend this course? HR Practitioners and Senior Managers. ### Course content and outcomes *At the conclusion of this course the delegate should understand:* - The purpose of a disciplinary hearing, - The role of all parties in the disciplinary hearing, - The disciplinary hearing process, - Facilitating the leading of evidence and examination of witnesses, - Procedural and substantive fairness, - Rules of evidence, - Deciding the merits of the case and drafting a finding, - Considering mitigating and aggravating factors, - Fair and unfair dismissals, - Reasons for dismissal, - Choosing the appropriate sanction. ### Are there any prerequisites for attending this course? Yes. The course **‘Initiating Disciplinary Hearings’** should be completed before taking part in this course. ### Accreditation This course is accredited by **SABPP** and CPD points will be awarded to delegates who complete the course. ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2016/01/SABPP-logo-250x266.jpg "SABPP-logo-250×266") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#3648002bb4caa9658) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#514e10b423a459fa2) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2-3/) **Published:** December 12, 2025 **Author:** 21Admin **Content:** # Business, HR & Remuneration Courses ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Beach and Waves](data:image/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%27993%27%20height%3D%27662%27%20viewBox%3D%270%200%20993%20662%27%3E%3Crect%20width%3D%27993%27%20height%3D%27662%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E) ## Our in-house and public courses explore specific Business, Remuneration, and HR topics and how they intersect with related areas. ## Many of our courses are ACCREDITED by prestigious bodies in the fields of Remuneration and Reward. ## Remuneration Courses - [### Pay Architecture Courses](#tab-b8fc66e023004a59fd5) - [### Paterson Job Evaluation Courses](#tab-da62db09098142fd613) - [### Remuneration Committees](#tab-dc53de6306daec2bb61) - [### Remuneration Cycle Courses](#tab-19d921d6a9618be6fce) - [### Short Term Incentive Scheme Design](#tab-7ac39bca15dae96c27b) - [### Total Reward Strategy & Policy](#tab-54794bbffd6d5528904) - [### Pay Architecture Courses](#tab-b8fc66e023004a59fd5) ## Pay Architecture *2-day course* The course will offer you practical solutions and an opportunity to practice what has been taught … bring your laptop, and we will work on Excel on a live case study. You will walk away with the theory and practice of pay anaysis, and an understanding of how to interpret salary surveys. [More info & Booking](https://www.21century.co.za/remuneration-training-2/pay-architecture-training-course) --- ## Job and Pay Architecture *3-day course* Understand the basics of Remuneration and its role in the organisation; the rules, principles, and key components of Job Profiling; the fundamental principles of Job Evaluation using the Paterson Job Evaluation methodology; and the responsibilities, duties, authorities, roles, and functions of a remuneration committee. [More info & Booking](https://www.21century.co.za/remuneration-training-2/job-and-pay-architecture/) - [### Paterson Job Evaluation Courses](#tab-da62db09098142fd613) ## Paterson Job Evaluation Foundations *2-day course* Learn to interpret the fundamental principles of Job Evaluation, and become equipped to undertake the evaluation of jobs using the Paterson Job Evaluation methodology. [More info & Booking](https://www.21century.co.za/remuneration-training-2/job-and-pay-architecture/) --- ## Paterson Job Evaluation Foundations + 2 days of practicals *4-day course* This course covers 2 days of Paterson Job Evaluation Foundations and includes an additional 2 days of practicals. [More info & Booking](https://www.21century.co.za/remuneration-training-2/paterson-job-evaluation-training-course/) - [### Remuneration Committees](#tab-dc53de6306daec2bb61) ## Remuneration Committees *1-day course* The course is aimed at giving managers a practical understanding of remuneration committees so that it adds value in their jobs. There is a mix of theory, discussions, and practical illustrations. [More info & Booking](https://www.21century.co.za/remuneration-training-2/remuneration-committees-training-course/) - [### Remuneration Cycle Courses](#tab-19d921d6a9618be6fce) ## Remuneration Cycle for HR *2-day course* The course will offer you practical solutions and an opportunity to practice what has been taught … bring your laptop, and we will work on Excel on a live case study. You will walk away with the theory and practice of pay analysis, and an understanding of how to interpret salary surveys. [More info & Booking](https://www.21century.co.za/remuneration-training-2/remuneration-cycle-overview-for-hr-training-course/) --- ## Remuneration Cycle Basics for Union Members *1-day course* The course teaches the theory and practice of pay analysis, and an understanding of how to interpret salary surveys. [More info & Booking](https://www.21century.co.za/remuneration-training-2/remuneration-cycle-overview-for-hr-training-course/) - [### Short Term Incentive Scheme Design](#tab-7ac39bca15dae96c27b) ## Short Term Incentive Scheme Design *1-day course* Address the attraction of variable pay, the link to “pay at risk” and leave with the knowledge and understanding of the implementation considerations, mechanics, underlying principles, and rules that are required to design effective schemes. [More info & Booking](https://www.21century.co.za/remuneration-training-2/short-term-incentive-scheme-design-training-course/) - [### Total Reward Strategy & Policy](#tab-54794bbffd6d5528904) ## Total Reward Strategy & Policy *1-day course* This course will offer you practical application and instruction in how to design a remuneration strategy and policy for your organisation. You will learn the best practice principles of remuneration strategy and policy design, learn how to convert “best practice” into “best fit” for your organisation. [More info & Booking]() ## HR and People Courses - [### Career Paths & Succession Planning Courses](#tab-30187b06f2752f6a80c) - [### Creating and Leading Positive Teams](#tab-42efbb1aadc12d035f8) - [### Competency-Based Interviewing Skills](#tab-d5f23cdfe216a662a0d) - [### Effective Engagement & Communication Skills](#tab-9800cad1d005b646889) - [### Employee Engagement & Culture](#tab-f67c74f29915175d13d) - [### EQi for Team Leaders](#tab-fe6dcfe6518a8fdf282) - [### Equity & Empowerment Courses](#tab-d4812ad6787ad0b5fcc) - [### HR Essentials for Line Managers](#tab-311d3066bbf427c69f3) - [### Human Capital Analytics](#tab-ec781e11541a3acb3a3) - [### Leadership Journey: A Strategic Investment](#tab-60dc2bd1e38f4e9f798) - [### Mentoring & Coaching Skills for Line Managers](#tab-1270a4c6f420775675d) - [### Performance Management](#tab-d4fa84adaed58718324) - [### Senior Management Development](#tab-cc9f1941780079a4612) - [### Stakeholder Management & Engagement](#tab-b18e0955892b489ebb8) - [### Career Paths & Succession Planning Courses](#tab-30187b06f2752f6a80c) ## Career Paths & Succession Planning – Introduction 1-day course* Enabling individuals to achieve their personal objectives helps organisations achieve their goals. Learn to align these personal objectives with organisational objectives by carefully planning and managing career paths and succession. ![SABPP IPM SARA logos](https://www.21century.co.za/wp-content/uploads/2018/10/IPM-Sara-SABPP.jpg "IPM Sara SABPP") --- ## Career Paths & Succession Planning – Essentials 2-day course* Enabling individuals to achieve their personal objectives helps organisations achieve their goals. Learn to align these personal objectives with organisational objectives by carefully planning and managing career paths and succession. [More info & Booking](https://www.21century.co.za/remuneration-training-2/career-paths-and-succession-planning-training-course/) --- - [### Creating and Leading Positive Teams](#tab-42efbb1aadc12d035f8) ![Creating and leading Positive Teams](https://www.21century.co.za/wp-content/uploads/2024/02/creating-positive-teams.jpg) ## Creating and leading Positive Teams *2-day course* This course will empower you to manage teams and encourage initiative, entrepreneurship, and creativity by presenting a different perspective on the manager’s role. [More info & Booking](https://www.21century.co.za/remuneration-training-2/creating-and-leading-positive-teams/) - [### Competency-Based Interviewing Skills](#tab-d5f23cdfe216a662a0d) ![Competency based interview](https://www.21century.co.za/wp-content/uploads/2026/04/competency-based-interview_5085715.jpg) ## Competency-Based Interviewing Skills for HR Professionals *1-day course* **Master Behavioural Assessment Techniques for Smarter Talent Decisions.** Learn the skills needed to conduct and document confident, consistent competency-based interviews, ensuring compliance and fair practise. Understand the role of Competency frameworks, distinguish between them, and translate them into interviewing tools using structured techniques. [More info & Booking](https://www.21century.co.za/remuneration-training-2/competency-based-skills-interview/) - [### Effective Engagement & Communication Skills](#tab-9800cad1d005b646889) ![Effective Engagement](https://www.21century.co.za/wp-content/uploads/2026/04/effective-engagement_187925923.jpg) ## Effective Engagement & Communication Skills for Employees *1-day course* Learn to communicate effectively, listen actively, engage constructively in teams, manage difficult conversations, resolve conflicts professionally, and use written communication appropriately. [More info & Booking](https://www.21century.co.za/remuneration-training-2/effective-engagement-and-communication-skills-for-employees/) - [### Employee Engagement & Culture](#tab-f67c74f29915175d13d) ## ![Employee Engagement course](https://www.21century.co.za/wp-content/uploads/2016/02/employee-engagement-1000x667.jpg) ## Employee Engagement and Culture *1-day course* --- This course will assist you in engaging your workforce and understanding the key drivers of building a happy, thriving culture. You will learn the best practice principles of culture and engagement strategy design, and will be challenged in a practical way to convert “best practice” into “best fit” for your organisation. [More info & Booking](https://www.21century.co.za/remuneration-training-2/employee-engagement-training-course/) - [### EQi for Team Leaders](#tab-fe6dcfe6518a8fdf282) ![EQi for Team leaders](https://www.21century.co.za/wp-content/uploads/2024/02/EQi-for-team-leaders.jpg) ## EQi for Team Leaders *1-day course* Gain knowledge of how to recognise the feelings of self and of others and being able to respond appropriately to the situation at hand. Learn how to become an emotionally intelligent manager, treating employees attentively and respectfully. [More info & Booking](https://www.21century.co.za/remuneration-training-2/eqi-for-team-leaders/) - [### Equity & Empowerment Courses](#tab-d4812ad6787ad0b5fcc) ## Equity & Empowerment Courses --- ![transformation empowerment & equity (TEE)](https://www.21century.co.za/wp-content/uploads/2022/02/transform-power-equity.jpg) ## Transformational Equity & Empowerment *2-day course* Learn about the latest developments in Employment Equity and B-BBEE, the verification challenges and risks that have arisen, how (and why) to adopt a strategic implementation and progress approach, and how to maximise each element of B-BBEE for impact and value-add. [More info & Booking](https://www.21century.co.za/remuneration-training-2/transformational-equity-and-empowerment/) --- ![Employment Equity & skills development](https://www.21century.co.za/wp-content/uploads/2026/04/employment-equity_99114052.jpg "employment equity_99114052") ## Employment Equity and Skills Development Forums *2-day course* This course is specifically designed to empower Employment Equity and Skills Development Forums to develop the knowledge and skills required to meet the employer’s statutory requirements relating to Employment Equity and Skills Development. [More info & Booking](https://https://www.21century.co.za/remuneration-training-2/employment-equity-and-skills-development-forums/) --- - [### HR Essentials for Line Managers](#tab-311d3066bbf427c69f3) ![HR Essentials for Line Managers](https://www.21century.co.za/wp-content/uploads/2023/04/hr-for-line-managers.jpg "hr-for-line-managers") ## HR Essentials for Line Managers *2-day course* Effective management of staff is needed at every level of the organisation, in order to deliver on goals and strategies. By empowering team leaders, supervisors, and front-line managers, the potential of staff can be realised, and the managers of the future can be grown within the organisation. [More info & Booking]() --- - [### Human Capital Analytics](#tab-ec781e11541a3acb3a3) ![Human Capital Analytics](https://www.21century.co.za/wp-content/uploads/2022/03/human-capital-analytics.jpg) ## Human Capital Analytics and Reporting *1-day course* --- Helping HR professionals to advance their knowledge and successfully implement HR Metrics and Analytics in their organisations. [More info & Booking](https://www.21century.co.za/remuneration-training-2/principles-of-human-capital-analytics-and-reporting-2-2/) - [### Leadership Journey: A Strategic Investment](#tab-60dc2bd1e38f4e9f798) ![Management Development Programme](https://www.21century.co.za/wp-content/uploads/2018/04/middle-management-leadership-1000x667.jpg) ## Leadership Journey: A Strategic Investment *Customised In-house* Leadership development needs to be strategic and holistic, prioritising relationships, ethics, emotional intelligence and internal career growth. The outcome is creating meaning, alignment to the organisational vision, and sustainable depth in leadership. This type of development is undertaken as a strategically planned journey linked to organisational goals rather than ad-hoc interventions and disconnected training. Our programmes are customised to your needs with a strong base in Leadership as a commitment to a lifelong journey of growth, self-discovery and relationship building. [More info & Booking](https://www.21century.co.za/remuneration-training-2/leadership-journey/) - [### Mentoring & Coaching Skills for Line Managers](#tab-1270a4c6f420775675d) ![Mentoring and Coaching](https://www.21century.co.za/wp-content/uploads/2024/10/coaching.jpg) ## Mentoring & Coaching Skills for Line Managers *1-day course* This course is aimed at equipping individuals with the knowledge and skills needed to successfully undertake the mentoring / coaching journey in the workplace. [More info & Booking](https://www.21century.co.za/remuneration-training-2/mentoring-and-coaching-skills-for-line-managers/) - [### Performance Management](#tab-d4fa84adaed58718324) ![Performance Management course](https://www.21century.co.za/wp-content/uploads/2016/02/performance-management-1000x667.jpg) ## Performance Management *2-day course* The course is aimed at giving managers a practical understanding of performance management so that it adds value in their jobs. There is a mix of theory, discussions, and practical illustrations of how performance management can be successfully implemented. [More info & Booking](https://www.21century.co.za/remuneration-training-2/performance-management-training-course/) - [### Senior Management Development](#tab-cc9f1941780079a4612) ![Senior Management Development Training](https://www.21century.co.za/wp-content/uploads/2024/01/senior-management-development.jpg) ## Senior Management Development *2-day course* This course provides delegates with a clearer understanding of their role as a leader, and how, through their own attitudes and behaviour, they can inspire others to exceptional performance [More info & Booking](https://www.21century.co.za/remuneration-training-2/senior-management-development/) - [### Stakeholder Management & Engagement](#tab-b18e0955892b489ebb8) ![stakeholder engagement training](https://www.21century.co.za/wp-content/uploads/2022/08/stakeholder-engagement.jpg) ## Stakeholder Management & Engagement *1-day course* Our comprehensive training course empowers you with the knowledge, skills and strategies needed to effectively identify, prioritise, and engage stakeholders towards an impactful outcome. The course outlines the principles and processes involved in the management and engagement of stakeholders, as well as how to use tools for effective planning and assessment. [More info & Booking](https://www.21century.co.za/remuneration-training-2/stakeholder-management-engagement-training-course/) ## Change, OD and Business Courses ## Change, OD and Business Courses - [## Advanced Excel for HR](#tab-3879390ba2d9cf91023) - [## Change Management & Change Agents](#tab-18a0aedb8bfdef3441b) - [## Organisational Design Courses](#tab-0c73f0d8d09a1aa0694) - [## Advanced Excel for HR](#tab-3879390ba2d9cf91023) ## Advanced Excel for HR *1-day course* This course is ideal for reward practitioners who are involved in detailed data analysis. The purpose is to discover the power of excel in assisting in time-consuming ‘number-crunching’. ![Accredited by IPM and SARA](https://www.21century.co.za/wp-content/uploads/2019/11/IPM-Sara-1.jpg "IPM-Sara") [More info & Booking](https://www.21century.co.za/remuneration-training-2/advanced-excel-for-hr-training-course/) --- - [## Change Management & Change Agents](#tab-18a0aedb8bfdef3441b) ## Change Management & Change Agents Training *Customised for your Organisation* In an ever-evolving business landscape, the ability to effectively manage change is a critical skill for leaders at all levels. Our dynamic, tailor-made course empowers you with the knowledge, strategies, and tools necessary to navigate change successfully and drive positive outcomes for your team and organisation. ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2026/02/accredited-by-SABPP.png "accredited-by-SABPP") [More info & Booking](https://www.21century.co.za/remuneration-training-2/change-management-change-agents-training/) - [## Organisational Design Courses](#tab-0c73f0d8d09a1aa0694) ## The Art & Science of Organisational Design: --- ### Strategy and Facilitation Design *(1-day course)* --- ### The Basics of Organisational Design *(1-day course)* --- ### Intermediate Organisational Design *(3-day Course)* --- ### Advanced Organisational Design *(5-day course)* --- We offer a variety of in-house courses that cover the principles of Organisational Design, from basic overviews to more advanced, in-depth material. The courses cover trends and insights, and equip delegates with best-practice tools to structure reviews within their organisations, and drive effective organisational strategy. [More info & Booking](https://www.21century.co.za/remuneration-training-2/organisational-design-the-art-science/) ## Accreditation ![Training](https://www.21century.co.za/wp-content/uploads/2017/02/art-worth-of-training.jpg "art-worth-of-training") **Many of our courses are accredited by highly prestigious bodies in the fields of Remuneration and Reward.** **CPD points will be awarded for all accredited courses that are completed. Please see individual course pages for accreditation information.** ![CPD points](https://www.21century.co.za/wp-content/uploads/2026/04/earn-cpd-points.png "earn-cpd-points") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses and Rates In addition to offering them as in-house courses, we also run a **select few** of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6900.00** ex. VAT per delegate; - **2-day courses:** **R13 800.00** ex. VAT per delegate - **3-day courses:** **R20 700.00** ex. VAT per delegate; - **4-day courses:** **R27 600.00** ex. VAT per delegate - **5-day courses:** **R34 500.00** ex. VAT per delegate *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOOKING FORM](https://www.21century.co.za/remuneration-training-2/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#4b7215b856150c4a1) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#4194d96daf2b08084) **Chimoné Zaayman** *Head of Training* **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Total Reward Strategy & Policy Training Course](https://www.21century.co.za/remuneration-training-2/total-reward-strategy-and-policy-training-course/) **Published:** August 21, 2019 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Total Reward Strategy & Policy Training Course # Total Reward Strategy & Policy ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Total Reward Strategy and Policy Training Course](https://www.21century.co.za/wp-content/uploads/2016/02/total-reward-strategy-1000x667.jpg "total-reward-strategy-1000×667") ## *1-day course* ## This course will offer you practical application and instruction in how to design a remuneration strategy and policy for your organisation. ## You will learn the best practice principles of remuneration strategy and policy design, and learn how to convert “best practice” into “best fit” for your organisation. ### Who should attend this course? HR Staff Reward Specialists, Executives or Leadership Roles, Remuneration Staff. ### Key Objectives - Determine the company’s current remuneration strategy; - Assess the company’s business goals; - Determine whether the remuneration strategy matches the company’s business goals; - Revise (where necessary) the current strategy; - Implement the new strategy in the most effective manner for the organisation. ### Are there any prerequisites for attending this course? No. ### Accreditation This course is accredited by two highly prestigious bodies in the Remuneration and Reward field – SARA and IPM – and CPD points will be awarded for completing this course. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#e35c9438457acb4f0) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#256863742678dfbbf) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Biography: Ntombizone Feni](https://www.21century.co.za/our-people/biography-ntombizone-feni/) **Published:** February 17, 2026 **Author:** 21Admin **Content:** ![Ntombizone Feni, Group CEO](data:image/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271000%27%20height%3D%27500%27%20viewBox%3D%270%200%201000%20500%27%3E%3Crect%20width%3D%271000%27%20height%3D%27500%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E) ![Ntombizone Feni, Group CEO](data:image/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271000%27%20height%3D%27500%27%20viewBox%3D%270%200%201000%20500%27%3E%3Crect%20width%3D%271000%27%20height%3D%27500%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E) # Ntombizone Feni ## Group CEO CEO, 21st Century Foundation **Bachelor of Arts (International Relations)** *(University of Pretoria, SA)* --- **MPhil (Inclusive Innovation)** *(UCT Graduate School for Business, SA)* --- Accredited Skills Development Facilitator *(Academy Training Group, 2014)* --- 21st Century Foundation *CEO and Founder* --- Joburg Ballet *Advisor to the Board (2020- 2022)* --- Courses: - Advanced Excel for HR - Organisational Development Essentials for HR - Change Management & Change Agents Training - Job Profile Writing - Paterson Job Evaluation - Remuneration for HR - Effective Pay Management ## Ntombizone Feni is a distinguished executive leader in Business and Human Capital Consulting, with extensive experience in Human Capital Governance, Reward Governance, Organisational Design, and Change Management. Her career trajectory includes key roles such as leading Niche Reward Projects and Strategic Public Sector Relationships, where she has driven strategic transformations and a proven track record in crafting impactful strategies that shape governance and remuneration practices, and stakeholder engagement in Public Sector projects, including the remuneration policies for public office bearers in different sectors. --- ## Areas of Expertise - Human Capital Governance; - Reward, Governance; - Employee Value Proposition Design; - Strategic Project Management; - New Business Development; - Strategic Partnership Relations; - Stakeholder Management; - Strategic Planning; - Change Management; - Transformation; - Diversity, Equity & Inclusion; - Employee Engagement; - Organisational Culture; - Organisational Design. --- ### [CV: Ntombizone Feni](https://www.21century.co.za/our-people/cv-ntombizone-feni/) **Published:** February 17, 2026 **Author:** 21Admin **Content:** ![Ntombizone Feni, Group CEO](data:image/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271000%27%20height%3D%27500%27%20viewBox%3D%270%200%201000%20500%27%3E%3Crect%20width%3D%271000%27%20height%3D%27500%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E) ![Ntombizone Feni, Group CEO](data:image/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271000%27%20height%3D%27500%27%20viewBox%3D%270%200%201000%20500%27%3E%3Crect%20width%3D%271000%27%20height%3D%27500%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E) # Ntombizone Feni ## Group CEO CEO, 21st Century Foundation **Bachelor of Arts (International Relations)** *(University of Pretoria, SA)* --- **MPhil (Inclusive Innovation)** *(UCT Graduate School for Business, SA)* --- Accredited Skills Development Facilitator *(Academy Training Group, 2014)* --- 21st Century Foundation *CEO and Founder* --- Joburg Ballet *Advisor to the Board (2020- 2022)* --- Courses: - Advanced Excel for HR - Organisational Development Essentials for HR - Change Management & Change Agents Training - Job Profile Writing - Paterson Job Evaluation - Remuneration for HR - Effective Pay Management Ntombizone Feni is a distinguished executive leader in Business and Human Capital Consulting, with extensive experience in Human Capital Governance, Reward Governance, Organisational Design, and Change Management. Her career trajectory includes key roles such as leading Niche Reward Projects and Strategic Public Sector Relationships, where she has driven strategic transformations and a proven track record in crafting impactful strategies that shape governance and remuneration practices, and stakeholder engagement in Public Sector projects, including the remuneration policies for public office bearers in different sectors. --- ## Areas of Expertise - Human Capital Governance; - Reward, Governance; - Employee Value Proposition Design; - Strategic Project Management; - New Business Development; - Strategic Partnership Relations; - Stakeholder Management; - Strategic Planning; - Change Management; - Transformation; - Diversity, Equity & Inclusion; - Employee Engagement; - Organisational Culture; - Organisational Design. --- ### [CV: Shaun Barnes](https://www.21century.co.za/our-people/cv-shaun-barnes/) **Published:** February 25, 2026 **Author:** 21Admin **Content:** ![Shaun Barnes](https://www.21century.co.za/wp-content/uploads/2026/02/shaun-barnes.jpg "shaun-barnes") # Shaun Barnes ## 21st Century Group Director, Remuneration and Diagnostic Services BA (Legal) *(University of Witwatersrand, SA)* Bachelor of Business Administration (Honours) *(University of Stellenbosch, SA)* Hay Master Level Job Evaluation Expert Hay Group International Executive Reward Practitioner Hay Group International Corporate Governance Expert A Group Director at 21st Century, Shaun has led client delivery and has built the firm’s Analytics capability, translating remuneration survey data into benchmarking, strategic workforce planning, and decision-ready insights. He directs complex, multi-service consulting engagements across reward, engagement, and remuneration surveys, job evaluation, executive reward, and organisational design, and contributes to executive leadership and brand-building through publications and conference speaking. Shaun has held senior regional leadership roles in global consulting, leading reward and organisational design practices, serving as a subject matter expert, delivering training, and driving Africa strategy and hub expansion. His earlier background includes consulting, entrepreneurship, HR management, executive support roles, and diplomatic service with an international secondment – bringing broad cross-industry and multi-country experience across Africa, the Middle East, and beyond. ## Areas of Expertise: - Corporate Governance - Equal Pay Analysis and Audits - EVP Design - Executive Reward - Job Evaluation - Job Family Design - Long-term Incentives - Non-Executive Directors - Operating Models - Organisational Design - Pay Structures - People Analytics - Policies and Practices - RACE and Accountability Matrices - Recognition Schemes - Remuneration Committees - Remuneration Surveys - Retention - Reward Audits - Reward Communication - Reward Management - Short-term Incentives - Strategic Reward Reviews - Strategic Workforce Planning Structures - Strategy Decodes - Total Reward --- ### [Effective Engagement and Communication Skills for Employees](https://www.21century.co.za/remuneration-training-2/effective-engagement-and-communication-skills-for-employees/) **Published:** January 9, 2026 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Effective Engagement and Communication Skills for Employees # Effective Engagement and Communication Skills for Employees **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Effective Engagement](https://www.21century.co.za/wp-content/uploads/2026/04/effective-engagement_187925923.jpg "effective engagement_187925923") ## *1-day course* ## Learn to communicate effectively, listen actively, engage constructively in teams, manage difficult conversations, resolve conflicts professionally, and use written communication appropriately. ## Key Outcomes *By the end of this course, HR professionals will be able to:* - **Demonstrate clear and effective communication** Apply verbal and non-verbal communication techniques to convey information accurately and confidently in workplace interactions. - **Listen actively to understand and respond appropriately** Use active listening skills to clarify meaning, avoid misunderstandings, and build mutual respect with colleagues and clients. - **Adapt communication style to different audiences and situations** Adjust tone, language, and approach to suit cultural, professional, and situational contexts. - **Engage constructively in team discussions and collaborative tasks** Contribute ideas, give and receive feedback, and maintain positive professional relationships. - **Manage difficult conversations professionally** Apply respectful and solution-focused approaches to resolve misunderstandings or conflict in the workplace. - **Use digital and written communication appropriately** Write clear, concise, and professional emails, messages, and reports that support workplace efficiency and understanding. ## Who should attend this course? HR practitioners, executives, and employees. ## Are there any prerequisites for attending this course? No. ## Accreditation This course is not currently accredited. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#ef4e3e55f46540746) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#7f39a5e501566a4b0) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Employee Engagement & Culture Course](https://www.21century.co.za/remuneration-training-2/employee-engagement-training-course/) **Published:** August 15, 2019 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Employee Engagement & Culture Course # Employee Engagement and Culture ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") **In-House** ![Sustainable Employee Engagement and Culture Training Course](https://www.21century.co.za/wp-content/uploads/2016/02/employee-engagement-1000x667.jpg "employee-engagement-1000×667") ## *1-day course* ## This course will assist you in engaging your workforce and understanding the key drivers of building a happy, thriving culture. You will learn the best practice principles of culture and engagement strategy design, and will be challenged in a practical way to convert “best practice” into “best fit” for your organisation. ![accredited by IPM SARA](https://www.21century.co.za/wp-content/uploads/2019/11/IPM-Sara.jpg "IPM-Sara") ### Who should attend this course? Line Managers, HR Managers/HR Business Partners, Transformation and Change Management Professionals, Executives. ### Key objectives Construct a definition of employee engagement; - Understand culture in general and organisational culture; - Understand human nature elements that enable; - Understand and analyse employee expectations; - Understand the employee engagement drivers; - Understand the employee engagement process; - Understand the elements of an Employee Value Proposition (EVP); - Plan and implement the elements of organisational culture and employee engagement; - Construct a simplified and sustainable engagement process. ### Are there any prerequisites for attending this course? No. ### Accreditation This course is accredited by both SARA and IPM, and CPD points will be awarded for members who attend the course. ![accredited by IPM SARA](https://www.21century.co.za/wp-content/uploads/2019/11/IPM-Sara.jpg "IPM-Sara") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#bdb7e5b84d2c45418) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#9112e6e57cf4c05df) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [B-BBEE and Business Transformation](https://www.21century.co.za/remuneration-training-2/b-bbee-and-business-transformation/) **Published:** March 18, 2024 **Author:** 21Admin **Content:** ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. B-BBEE and Business Transformation # B-BBEE and Business Transformation **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ## *1-day course* ## Learn about recent developments in B-BBEE, the Employment Equity Act, other related legislation, and their impact on Black Economic Empowerment. We probe the verification challenges and risks that have arisen, how (and why) to adopt a strategic implementation and progress approach, and how to maximise each element of B-BBEE for impact and value-add. ### The modules The *Broad-Based Black Economic Empowerment (B-BBEE) Strategy of South Africa* was published as a forerunner to the ***B-BBEE Act, No. 53 of 2003***. After its inception, the *DTIC* gazetted the *Black Economic Empowerment (BEE) Codes of Good Practice*, culminating in several *Transformation Sector Charters* that were introduced for purposes of compliance in line with the ***B-BBEE Act.*** **The central objective of the Act is to advance economic transformation and enhance the economic participation of the previously disadvantaged Black South Africans. Available evidence argues that since its inception, B-BBEE has played a pivotal role in redressing historical disparities and promoting inclusivity in various sectors of the economy.** ### Course content and outcomes *At the conclusion of this course the delegate should:* - Understand related legislation and how it fits into B-BBEE. - Understand the concepts quantitative and transactional bias versus transformational bias; - Integrate EE into business objectives, strategy, policies, and practices; - Identify challenges of organisational transformation; - Achieve a positive scorecard rating that rewards and recognises effort and progress; - Know the latest B-BBEE developments, verification challenges and risks that have arisen; - Focus on implementation and progress as opposed to verification; - Adopt a strategic approach to B-BBEE; - Maximise each element of B-BBEE and associated ratings with focus and value-add in terms of : - Equity ownership - Management control - Skills development - Enterprise and supplier development - Socio-economic development - EE compliance certificate ### Who is this course aimed at? HR professionals; supply-chain managers and practitioners; B-BBEE executives and professionals; policymakers and regulators; verification agencies/ agents; consultants; those involved in B-BBEE and business transformation; and other decision-makers and planners. ### The modules - **Module 1:** Terms, Principles, and concepts related to BBBEE. - **Module 2:** The BBBEE landscape since inception in 2003 to date including sectoral codes - **Module 3:** Approaches to BBBEE and business transformation - **Module 4:** An analysis of the concept of scorecards and variables influencing the scorecard - Skills development - Employment equity - Management control - Enterprise supplier development - **Module 5:** BBBEE Cases - **Module 6:** Findings of the BBBEE Commission - **Module 7:** Conclusion and Implications for BBBEE ### Are there any prerequisites for attending this course? None ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#5f2f7008dfdf71ee3) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#b78738c9d46c60848) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Advanced People Analytics and AI in HR](https://www.21century.co.za/remuneration-training-2/advanced-people-analytics-and-ai-in-hr/) **Published:** December 10, 2021 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Advanced People Analytics and AI in HR # Advanced People Analytics and AI in HR **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ## *1-day course* ## This course will empower HR professionals to understand how to harness the power of AI to guide their People Analytics maturity and to successfully execute HR process automation projects. Businesses are expecting HR to help deliver on business outcomes such as revenue, efficiency and profit. To do this, HR must provide business insights using analytics and improve HR processes using process automation. ### Who should attend this course? HR Professionals and People Analytics enthusiasts. ### Key objectives At the conclusion of this course, the delegate should understand: - The value of advanced People Analytics, process automation, and AI, - How business is using AI and how HR can do the same, - What is People Analytics? - The People Analytics maturity journey, - The journey from descriptive analytics to predictive analytics, - The 9 dimensions of analytics maturity, - What is AI? – Fundamental concepts, - Case studies in process automation in HR, - How to build your own HR Chatbot, - Case studies in advanced People Analytics. - Measuring the impact of the HR Value Chain: - Organisation development and design, - Labour relations, - Reward and recognition, - Learning and development, - Talent acquisition and placement. ### Are there any prerequisites for attending this course? No. ### Accreditation This course is not accredited. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#64724c3d8e194c9ca) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#d84acf0c13c3597e4) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Blockchain and AIs' impact on the world of work](https://www.21century.co.za/remuneration-training-2/blockchain-and-ais-impact-on-the-world-of-work/) **Published:** February 28, 2022 **Author:** 21Admin **Content:** ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Blockchain and AIs’ impact on the world of work # Blockchain and AIs’ Impact on the World of Work **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ## *2-day course* ## Gain an understanding and working knowledge of the impact of AI and Blockchain technologies on the workplace and employment, including job displacement and the creation of new roles, and the current and future use of these technologies in real world business applications, including your own workplace. ### Course content and outcomes *At the conclusion of this course the delegate should understand:* - **Key concepts** relating to AI, including algorithms, Chatbots, large language models, Blockchain, DEFI & machine learning, - The **key components of blockchain technology**, including DLT, DAOs, Tokenisation, NFTs and Smart contracts, - The **impact on the world of work** including job displacement and the creation of new roles, - How AI enhances **workplace productivity and efficiency** through augmentation of human intelligence with AI technology, - How to **identify new skills and knowledge required** both in the workplace and in fields of study, - **Ethical issues** relating to AI, including data bias, privacy and security, - **Current regulatory framework** and how this may be expanded to take into account the adoption of AI and Blockchain technologies. ### Who is this course aimed at? - Mid-senior management, - Any employee in a position to influence the organisation’s digital integration strategy. ### Are there any prerequisites for attending this course? A general understanding of AI, including LLMs & Blockchain technology would be useful, but not required. ### Accreditation This course is not yet accredited. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#5b97cb8bef579775f) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#b208e80acaa561ed4) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Contact](https://www.21century.co.za/contact-us/) **Published:** December 16, 2016 **Author:** 21Admin **Content:** ### +27 11 447 0306 [email us: info@21century.co.za]() ## Head Office (Gauteng): Physical address Our head office is centrally located between Oxford Road and Jan Smuts Avenue in Rosebank, Johannesburg – a 5 minute walk away from the Rosebank Gautrain Station, and a direct 5 minute drive from the M1 Glenhove offramp. ## **12 Bolton Road (cnr Sussex), Rosebank, Johannesburg, 2132.** PO Box 973, Saxonwold, Johannesburg, Gauteng, 2132. ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ ## Head Office (Gauteng): Physical address Our head office is centrally located between Oxford Road and Jan Smuts Avenue in Rosebank, Johannesburg – a 5 minute walk away from the Rosebank Gautrain Station, and a direct 5 minute drive from the M1 Glenhove offramp. ## **12 Bolton Road (cnr Sussex), Rosebank, Johannesburg, 2132.** PO Box 973, Saxonwold, Johannesburg, Gauteng, 2132. ![Cape Town](https://www.21century.co.za/wp-content/uploads/2018/02/cape-town-1240x828.jpg "cape-town-1240×828") ## Western Cape, Northern Cape & Coastal Regions **Leanne Visser** *General Manager, Western Cape, Northern Cape, & Coastal regions* **[+27 83 4](tel:+27834526948)48 5904** [email us]() ## Regional Agents ***Please contact us for regional agent details*** Angola Botswana Eswatini Kenya Lesotho Malawi Namibia Singapore Zambia Zimbabwe ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Team Interviews](https://www.21century.co.za/team-interviews/) **Published:** August 2, 2024 **Author:** 21Admin **Content:** # Team Interviews ## Ntombizone Feni *CEO* ## Chris Blair *CFO; Executive Director, Shared Services* ## Barbara Lebogang Lombard *Executive Director, Stakeholder Management* ## Craig Raath *Executive Director, Business Development* ## Vuyelwa Dantjie *Executive Director, Reward* ## Lynne Derman *Executive Director, People and Talent* ## Lerato Sambo *Benchmarking Teamleader* ## Leanne Visser, *Executive Director, Coastal Regions* ## Theresa Blake *Manager of Niche Projects* ## Sive Nodada *Executive Director, People Performance* ## Shaun Barnes *Executive Director, Projects* ## Laurika Fourie, *General Manager, Job Evaluation* ## Sharlene Herandien *Training Manager* ## Mike Phillips *Executive Consultant* ## Tyronne Valentine *Business Development Manager* --- ### [CV: Craig Raath](https://www.21century.co.za/our-people/cv-craig-raath/) **Published:** February 19, 2026 **Author:** 21Admin **Content:** ![Craig Raath](https://www.21century.co.za/wp-content/uploads/2026/02/craig-raath.jpg "craig-raath") # Craig Raath ## 21st Century Group Director, Growth and Enablement [contact craig Raath]() **Bachelor of Commerce** Majoring in Business Economics and Industrial Psychology *(University of South Africa)* **Master Reward Specialist** *(Accredited by the South African Reward Association (SARA))* **Current Remco Seats** - South African Pharmacy Council – Chairman; - Saint Stithians College – Independent Remco Advisor; - Tri-Star Construction – Independent Remco Advisor. ## Current Position: ***21st Century (Johannesburg)*** - Group Director (2025 – present) - Executive Director (2011 to 2025) - Operations Manager (2006 to 2010) As a Group Director at 21st Century, Craig has overall accountability for business development and growth across 21st Century’s 5 companies: - Remuneration and Reward; - Organisational Design and Development; - Change Management; - People & Talent; - Analytics. Craig has consulted to over 1000 organisations both nationally and internationally, and sits on and advises several board committees. As a recognised industry specialist, he has written numerous articles and has spoken at conferences on varied remuneration and reward topics. **Areas of work include:** - incentive scheme design, - employee value proposition, - financial modelling, - performance management, - salary structuring, - strategy and policy development; - general executive remuneration consulting. ## Previous Positions: ***Deutsche Bank (London)*** - Compensation & Data Specialist (2000-2005) Craig undertook various preparation exercises for global year-end compensation processes, including supporting business area controlling in the monthly accrual management process; analysing market data to establish salary and total compensation benchmarks; and managing the global salary process. He was responsible for data quality management, which included collating and uploading salary & promotion proposals during the annual compensation process. --- ### [CV: Dr Lynne Derman](https://www.21century.co.za/our-people/cv-dr-lynne-derman/) **Published:** February 19, 2026 **Author:** 21Admin **Content:** ![Dr Lynne Derman](https://www.21century.co.za/wp-content/uploads/2026/02/lynn-derman.jpg "lynn-derman") # Dr. Lynne Derman ## 21st Century Group Director, People [contact Dr Lynne Derman]() **B.A. in Psychology** *(University of South Africa)* **B.A. Honours (Psychology)** *(University of South Africa)* **M.Phil (PiPL)** *(Rand Afrikaans University, SA)* **D.Phil (Leadership, Performance and Change)** *(University of Johannesburg, SA)* ## **Associates & Memberships** ## **Bioss SA** Bioss Appreciative Conversations Coaching (2013 – date) ## **Master Human Resource Practitioner** (MHRP) *(registered with the South African Board for Personnel Practice (SABPP))* ## Current Position: ***21st Century (Johannesburg)*** - Group Director, People (2026 – date) - Executive Director, People & Talent (2025 – 2026) - Head of People & Talent (2024 – 2025) Lynne has more than 35 years of generalist experience in Human Resources, covering the full employee life cycle. She has 23 years consulting experience providing executive and outsourced solutions to clients in Southern Africa and the U.K. In more recent years, she has focused on surveys, coaching, and leadership development for both management and executives. Using OD and Change Management principles, she has a positive impact on culture, climate, engagement, and team dynamics. Lynne combines the academic and practical in her approach and is able to translate the theory into practice in a meaningful and practical manner. ## Previous Positions: ***Goldfish Consulting cc (own business)*** Founder (1999 – date) Outsourced HR Executive/Manager, including: - Policies & Procedures - Learning & Development - EE & BEE - Wellbeing - Payroll & Remuneration - Setting up an HR Department --- ***Mutual & Federal*** H.R Supervisor/Manager (1997 – 1999) - Recruitment - Psychometric Assessments - Organisational Development --- ***Old Mutual*** H.R Supervisor (1989 – 1991) - Recruitment - Psychometric Assessments - Performance Management - Systems and Processes --- ***South African Broadcasting Corporation*** Senior Personnel Officer (1986 – 1988) - Recruitment --- ***Siemens*** Personnel Officer (1980 – 1986) - Salaries & Wages - Budgeting - Recruitment --- --- ### [Job and Pay Architecture](https://www.21century.co.za/remuneration-training-2/job-and-pay-architecture/) **Published:** December 3, 2025 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Job and Pay Architecture # Job and Pay Architecture **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Pay and Job Architecture](https://www.21century.co.za/wp-content/uploads/2026/04/job-and-pay-architecture-321264395.jpg "job and pay architecture 321264395") ## *3-day course* ## Understand the basics of Remuneration and its role in the organisation; the rules, principles, and key components of Job Profiling; the fundamental principles of Job Evaluation using the Paterson Job Evaluation methodology; and the responsibilities, duties, authorities, roles, and functions of a remuneration committee. ## Who should attend this course? Human generalists and consultants, payroll officers/ administrators/managers, finance/accounts staff, senior and middle management, supervisors, team leaders, union leaders, compensation and benefits staff, remuneration managers and analysts, general staff. ## Key Outcomes ### Day 1 Understand the rules, principles, and key components of **Job Profiling**, and the impact profiles have on HR and remuneration processes. - The importance of Job Profiling, and how it affects all HR and Remuneration processes; - The basics of Organisational Design and Job Profile context; - The purpose and value of Job Profiles; - The definition of a Profile and the important terminology used during the profiling process; - Job Profile writing rules; - The preparation processes when planning a profiling project, including various information sources and materials needed, and different methods for gathering accurate information to ensure the most accurate outcome; - The role of HR vs that of the managers during the profiling process; - Key components of a valid profile template; - Concepts of writing an accurate profile using correct profiling language; - How to perform effective interviews and what type of questions to ask; - Helpful tips and guidance to ensure success. Learn to interpret the fundamental principles of **Job Evaluation** using the Paterson Job Evaluation methodology. - Understand the fundamental principles of Job Evaluation, - Understand the role of the Job Evaluation committee, - Compare the various Job Evaluation systems, - Understand the theory and principles of Paterson Job Evaluation methodology, - Understand the basic principles of the other JE systems. - Competently evaluate jobs utilising the Paterson or SST Job Evaluation methodologies. ## Day 2-3 Understand the **role of remuneration** in the organisation and **best practices**: - What a Job Profile is and how it impacts all the other HR and Remuneration processes; - Overview of Paterson Job Evaluation foundations, rules, and Principles; - Basics of salary structuring (Pay Scales, Surveys, and Equal Pay for Work of Equal Value); - Total Package overview and benefits; - Performance Management and Performance Related Pay (PRP); - Overview and considerations when linking Pay to Performance) - Variable pay (overview and basics of Long Term and Short Term Incentive design principles; - Basics of employee engagement and Career Paths; - Basics of remuneration strategy. The responsibilities, duties, authorities, roles, and functions of a **remuneration committee**, and its relationship to the Board; - Whom to appoint and why; - Remuneration strategy in relation to your organisation’s characteristics and differing needs; - How to set CEO pay; - How to analyse Salary Surveys; - Pay Structures; - Total Guaranteed Package and Performance Related Pay and their principles, definitions and guidelines; - Short- and Long-term Incentives (both in the private sector and in the public sector) – design considerations, structuring, best practice, funding; - Strategic remuneration issues. ## Are there any prerequisites for attending this course? No … just bring your laptop. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#d54c6d68268823a88) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#eac0c1ab1c7be321b) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Job Profile Writing Refresher](https://www.21century.co.za/remuneration-training-2/job-profile-writing-training-course/) **Published:** August 21, 2019 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Job Profile Writing Refresher # Job Profile Writing Refresher **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Job Profile Refresher Training Course](https://www.21century.co.za/wp-content/uploads/2016/01/job-profile-writing-1000x667.jpg "job-profile-writing-1000×667") ## *1-day course* ## A refresher that is focused on the rules, principles, and key components of job profiling, with a revisit of the impact profiles have on HR and remuneration processes. ## Participants will explore the organisational design context, profiling terminology, profile-writing rules, preparation steps, and the respective roles of HR and managers. Light, practical exercises will be included to reinforce understanding. ![SARA logo](https://www.21century.co.za/wp-content/uploads/2016/01/SARA-logo-250x242.jpg "SARA-logo-250×242") ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2016/01/SABPP-logo-250x266.jpg "SABPP-logo-250×266") ## Who should attend? Line Managers, Heads of Departments, Supervisors, Job Analysts, HR Consultants ## Key Outcomes *At the conclusion of this course, the delegate should understand:* - The importance of Job Profiling, and how it affects all HR and Remuneration processes; - The basics of Organisational Design and Job Profile context; - The purpose and value of Job Profiles; - The definition of a Profile and the important terminology used during the profiling process; - Job Profile writing rules; - The preparation processes when planning a profiling project, including various information sources and materials needed, and different methods for gathering accurate information to ensure the most accurate outcome; - The role of HR vs that of the managers during the profiling process; - Key components of a valid profile template; - Concepts of writing an accurate profile using correct profiling language; - How to perform effective interviews and what type of questions to ask; - Helpful tips and guidance to ensure success. ## Are there any prerequisites for attending this course? None. ## Accreditation This course is accredited by SARA and SABPP, and CPD points will be awarded on completion. ![SARA logo](https://www.21century.co.za/wp-content/uploads/2016/01/SARA-logo-250x242.jpg "SARA-logo-250×242") ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2016/01/SABPP-logo-250x266.jpg "SABPP-logo-250×266") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#01658ba0412f58c53) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#98c5fb88afb135e82) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Leadership Journey](https://www.21century.co.za/remuneration-training-2/leadership-journey/) **Published:** July 27, 2018 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Leadership Journey # Leadership Journey: A Strategic Investment ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") *course developed in conjunction with* ![](https://www.21century.co.za/wp-content/uploads/2018/04/LO2_Logo-400x77.jpg "LO2_Logo") ![Management Development Programme](https://www.21century.co.za/wp-content/uploads/2018/04/middle-management-leadership-1000x667.jpg "middle-management-leadership-1000×667") **In-House** ## *Customised In-house* ## Leadership development needs to be strategic and holistic, prioritising relationships, ethics, emotional intelligence, and internal career growth. The outcome is creating meaning, alignment with the organisational vision, and sustainable depth in leadership. This type of development is undertaken as a strategically planned journey linked to organisational goals rather than ad-hoc interventions and disconnected training. ## We tailor our programmes to your needs, with a strong foundation in Leadership as a commitment to a lifelong journey of growth, self-discovery, and relationship-building. ## *Accreditation* ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2016/01/SABPP-logo-250x266.jpg "SABPP-logo-250×266") Who should attend This in-house course is aimed specifically at all leaders at all levels in your organisation. Course content and outcomes: **The Leadership Journey as a strategic priority builds institutional knowledge, strengthens employee engagement, and loyalty.** In line with our belief that leadership is required at all levels, we offer programmes that not only benefit executives and senior managers but also empower employees to take on small leadership roles. This approach supports long-term organisational resilience, innovation, and continuity. Our programmes focus on the dynamics of relationships, prioritising communication, conflict resolution, and decision-making skills built on a foundation of self-awareness, empathy, and self-regulation, which are critical for maintaining healthy relationships and environments. Leaders who have been on these programmes report increased ability to be inclusive, to practice transparent decision-making, and to navigate uncertainty with agility and integrity. ## The Leadership Journey consists of: - **Executive evolution:** where the focus is on culture, where capacity cultivation is in line with the organisation’s vision and values; - **Senior management development:** where the focus is on bridging silos, mobilising coalitions, and leading across boundaries; - **Junior management and team leader empowerment:** where the focus is on capability building, developing a learning culture, and accountability. ## In-house Customisation We curate both the content and timeframes to meet your specific needs and budget. ## Accreditation ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2026/02/SABPP_Logo.png "SABPP_Logo") ## This course is accredited by SABPP (South African Board for People Practices), and CPD points will be awarded on completion of this course. ## Are there any prerequisites for attending this course? None ## Course Rates The rates will include course delivery, assessments, and coaching, and are dependent on your company’s needs. Please get in touch with us to discuss your requirements. ## Regional Contacts #### [Western Cape, Northern Cape & Coastal Regions:](#d8f947f62f7fc2a2e) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#a47e9edad1ee326e8) **Chimoné Zaayman** *Head of Training* **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Data Privacy for HR Professionals](https://www.21century.co.za/remuneration-training-2/data-privacy-for-hr-professionals/) **Published:** December 13, 2019 **Author:** 21Admin **Content:** ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Data Privacy for HR Professionals # Data Privacy for HR Professionals **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ## *1-day course* ## This course focuses on the areas of HR impacted by data privacy and on how to manage privacy risks. The course will provide an overall perspective of how data privacy impacts what is done in HR, and create an awareness of how staff personal information is collected, stored, updated, shared and destroyed. ### Who should attend this course? - Human Capital/Resources professionals who deal with staff Personal Information; - Recruiters, interviewers (line managers) who have access to personal information of potential employees; - Employees who are privy to Personal Information of previous employees (direct or indirect); - Those responsible for contracting with service providers who provide services such as staff record keeping systems, cloud-based storage solutions, learning and development records. - Employees who want to be proactive in understanding the impact this will have in their space and want to differentiate themselves. ### Course content and outcomes *At the conclusion of this course the delegate should be able to:* - How to mitigate staff privacy risks - How to co-create solutions with colleagues to protect personal data for the benefit of the organisation - How to quickly identify gaps ### Are there any prerequisites for attending this course? No. ### Accreditation This course is not yet accredited. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#44c8fd06527d6675b) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#b09d1106f92a14a63) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Economics for HR](https://www.21century.co.za/remuneration-training-2/economics-for-hr-training-course/) **Published:** August 15, 2019 **Author:** 21Admin **Content:** ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Economics for HR # Economics for HR Practitioners **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ## *1-day course* ## The themes of this course are centred on Remuneration, Cost of Living, Employment Statistics and Inequality, and include elements (such as Producer Prices, Gross Domestic Product, Currency fluctuations, Repo rates etc.) which are suitable for a broader audience, and are applicable to most business people. ![SARA and IPM logos](https://www.21century.co.za/wp-content/uploads/2019/11/IPM-Sara.jpg "IPM-Sara") ### Who should attend this course? HR Practitioners, HR Managers, Remuneration Specialists, and Line Managers. ### Course content and outcomes *At the conclusion of this course the delegate should understand:* - How the economy impacts an individual’s standards of living. - How the economy impacts the business environment. - How to use economic forecasts to predict challenges and opportunities in the coming years. - Inequality issues – using various measures – and how to address these issues. - The fundamentals of pay for productivity. - How to evaluate inflation baskets by income group and understand the differences between income groups in terms of what they spend their income on. ### Are there any prerequisites for attending this course? No. ### Accreditation This course is accredited by two highly prestigious bodies in the Remuneration and Reward field – SARA and IPM – and CPD points will be awarded for completing this course. ![SARA and IPM logos](https://www.21century.co.za/wp-content/uploads/2019/11/IPM-Sara.jpg "IPM-Sara") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#d6eb0f8483cd5a2d8) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#8d7da5a1a867d8447) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Lean Organisations - Restructuring for productive efficiency](https://www.21century.co.za/remuneration-training-2/lean-organisations-restructuring-for-productive-efficiency/) **Published:** September 15, 2020 **Author:** 21Admin **Content:** ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Lean Organisations – Restructuring for productive efficiency # Lean Organisations – Restructuring for Productive Efficiency **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ## *2-day course* ## Helping HR professionals to prepare for 4IR and successfully implement AI in their organisation’s HR function **Organisations may be finding themselves with issues that are affecting profitability and efficiency. The issue becomes how to create more value for customers with fewer resources.** Lean organisations understand customer value and focus all their key processes, in every aspect of the business (from the manufacturing floor to service, to office functions, to accounting transactions), on continuously increasing value and relentlessly identifying and eliminating waste. ### Who is this course aimed at? Business Leaders, Board Members, Business Owners, Entrepreneurs, C-suites, Executives, Directors, Managing Partners, Management, Start-Ups, SMEs ### Course content and outcomes: ***At the conclusion of this course the delegate should understand:*** - **What the 4th IR looks like**, how it will affect the future of business, and current considerations for future success, - What makes a **HiPO organisation**, how to build a HiPO organisation, and HiPO measurements for success and sustainability, - **Business acumen** and **emotional intelligence** – what are they and why leaders require them, - Organisational **performance and financial results**, - Why HiPO & reward-productivity gains should be shared with the staff, how gainsharing can be used as a management tool, and key considerations to make when implementing a gainsharing scheme, - Traditionally used **productivity measures**, the use of **physical and financial metrics** to measure productivity, and **key ratios** to consider when measuring productivity, - Why we should consider the **triple bottom line**, whether targeting financial performance is only sustainable in the modern world, and the shift from **shareholder to stakeholder** satisfaction, - **Balance Score Card (BSC)** – decoding organisational strategy, setting organisational targets, and taking accountability - How to **monitor and evaluate** organisational, divisional and individual performance, - The role of **performance management** in the organisation, why a performance management system should be unique, and designing appropriate performance management systems for your operations, - **360 Feedback** – what it is, how to obtain reliable and constructive feedback, and the role of organisational culture, values and maturity for successful implementation, - **Performance Related Pay** – the importance of pay-for-performance models, establishing the link between pay and performance, and why rules are important in the design of incentive pay schemes, - The importance of the **measurement of Human Capital**, the key metrics used to monitor the relationship between employee and business performance, and **operating efficiency** and over/under staffing. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#de7f4d29d9407b650) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#f99c2bf65c902b549) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Performance Management and Performance Contracts](https://www.21century.co.za/people/performance-management/) **Published:** May 19, 2017 **Author:** 21Admin **Content:** ![](https://www.21century.co.za/wp-content/uploads/2016/01/performance-management-and-performance-contracts-150x150.jpg) Performance Management and Performance Contracts Well-designed Performance Management systems add a great deal of value when **planning work** and **setting expectations**. An employee whose performance is continuously monitored and measured – and corrected when necessary – has an **increased capacity for development**. However, if Performance Management systems are poorly implemented they will not add value. We ensure that both **design** and **implementation** receive proper attention. ### **We can assist you …** - With the design and implementation of a **performance management policy** - With the design and implementation of a **customised performance management process** - With developing **performance contracts** for employees - By **reviewing** your existing performance management policy, systems and processes - By providing **training** on all aspects of performance management to ensure the skills are retained in your organisation - With the purchase, customisation and implementation of a **performance management system** (through our alliance partners) [Other Remuneration consulting services](https://www.21century.co.za/remuneration-consulting/#remuneration-consulting-services) ## **Related Remuneration Systems** [](https://www.21century.co.za/remuneration-systems/21st-century-rms/) [](https://www.21century.co.za/remuneration-systems/sme-hr-rem-toolkit/) [](https://www.21century.co.za/remuneration-systems/jeasy-paterson-points/) [](https://www.21century.co.za/remuneration-systems/total-reward-statements/) [](https://www.21century.co.za/remuneration-systems/lti-valuator/) [](https://www.21century.co.za/remuneration-systems/21st-century-expat/) [](https://www.21century.co.za/salary-surveys-and-salary-benchmarking/#national-salary-survey-rewardonline) [](https://www.21century.co.za/remuneration-systems/the-managers-toolkit/) [](https://www.21century.co.za/remuneration-systems/equipay/) [](https://www.21century.co.za/remuneration-systems/execumeasure/) [![PDA](https://www.21century.co.za/wp-content/uploads/2017/05/PDA-logo2-227x175.jpg)](https://www.21century.co.za/remuneration-systems/personal-development-analysis-pda/) ## **Related Remuneration Training Courses** [![Job Profile Writing Training Course](https://www.21century.co.za/wp-content/uploads/2016/12/job-profile-text.jpg)](https://www.21century.co.za/job-profile-writing-training-course) [![Paterson Job Evaluation training course](https://www.21century.co.za/wp-content/uploads/2016/12/paterson-je-text.jpg)](https://www.21century.co.za/paterson-job-evaluation-training-course/) [![Total Reward Strategy and Policy training course](https://www.21century.co.za/wp-content/uploads/2016/12/tot-reward-strat-text.jpg)](https://www.21century.co.za/total-reward-strategy-and-policy-training-course) [![Effective Pay Management training course](https://www.21century.co.za/wp-content/uploads/2016/12/effective-pay-text.jpg)](https://www.21century.co.za/effective-pay-management-training-course) [![Remuneration for HR training course](https://www.21century.co.za/wp-content/uploads/2016/12/rem-for-hr-text.jpg)](https://www.21century.co.za/remuneration-for-hr-training-course/) [![Career Paths and Succession Planning training course](https://www.21century.co.za/wp-content/uploads/2016/12/career-paths-text.jpg)](https://www.21century.co.za/career-paths-and-succession-planning-training-course/) [](https://www.21century.co.za/advanced-excel-for-hr-training-course/) [![Short Term Incentive Scheme Design course](https://www.21century.co.za/wp-content/uploads/2016/12/short-term-incentives-text.jpg)](https://www.21century.co.za/short-term-incentive-scheme-design-training-course/) [![Remuneration Committees training course](https://www.21century.co.za/wp-content/uploads/2016/12/rem-comm-text.jpg)](https://www.21century.co.za/remuneration-committees-training-course/) [![Employee Engagement training course](https://www.21century.co.za/wp-content/uploads/2016/12/employee-engage-text.jpg)](https://www.21century.co.za/employee-engagement-training-course) [![Chairing Disciplinary Hearings training course](https://www.21century.co.za/wp-content/uploads/2016/12/chair-discipline-text.jpg)](https://www.21century.co.za/chairing-disciplinary-hearings-training-course) [![Remuneration, Sustainability and Governance training course](https://www.21century.co.za/wp-content/uploads/2016/12/rem-sus-gov-text.jpg)](https://www.21century.co.za/remuneration-sustainability-and-governance-training-course) [![Performance Management training course](https://www.21century.co.za/wp-content/uploads/2016/12/perform-man-text.jpg)](https://www.21century.co.za/performance-management-training-course) [![Economics for HR Training Course](https://www.21century.co.za/wp-content/uploads/2017/02/econ-for-hr-text.jpg)](https://www.21century.co.za/economics-for-hr-training-course) [![](https://www.21century.co.za/wp-content/uploads/2016/01/initiating-discipline-text.jpg)](https://www.21century.co.za/remuneration-training/initiating-disciplinary-hearings/) --- ### [Sustainable Employee Engagement Packages](https://www.21century.co.za/change-management/sustainable-employee-engagement-packages/) **Published:** February 15, 2023 **Author:** 21Admin **Content:** ![expat logo](https://www.21century.co.za/wp-content/uploads/2022/08/CM-logo-tight-png.jpg.png "CM-logo-tight-png.jpg") 1. [Home](https://www.21century.co.za) 2. [Change Management](https://www.21century.co.za/change-management/) 3. Sustainable Employee Engagement Packages # Sustainable Employee Engagement Packages ## *12-month Renewable Packages* ## Diagnostic Surveys that are scientifically designed to MEASURE Culture, Change Readiness, Engagement, Diversity & Inclusion, Wellbeing, Strategy Embedding & EVP. [Baobab Package](https://www.21century.co.za/change-management/sustainable-employee-engagement-packages/#baobab) [MARULA PACKAGE](https://www.21century.co.za/change-management/sustainable-employee-engagement-packages/#marula) ## Our holistic, sustainable Employee Engagement Packages include: ![EE Swat Team](data:image/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271782%27%20height%3D%27863%27%20viewBox%3D%270%200%201782%20863%27%3E%3Crect%20width%3D%271782%27%20height%3D%27863%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E) ### Diagnostic and Dynamic reporting ### Tailoring to align Organisational Strategic Objectives, Values, Organisational Structure, and your EVP Model ![artificial-intelligence concept](data:image/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271564%27%20height%3D%27880%27%20viewBox%3D%270%200%201564%20880%27%3E%3Crect%20width%3D%271564%27%20height%3D%27880%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E) ### Custom Survey Design & Inclusive AI Technology Tools ### HR & Management support & Data access ![](data:image/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271540%27%20height%3D%27889%27%20viewBox%3D%270%200%201540%20889%27%3E%3Crect%20width%3D%271540%27%20height%3D%27889%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E) ### Leadership and Management Culture & Change Management Training ### Employee Engagement Interventions ![Bargaining Unit survey](data:image/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271328%27%20height%3D%27891%27%20viewBox%3D%270%200%201328%20891%27%3E%3Crect%20width%3D%271328%27%20height%3D%27891%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E) ## The Baobab tree represents longevity, hardiness, support, sustainability, & unity. ![Management Consultancy](https://www.21century.co.za/wp-content/uploads/2023/02/baobab-tree.jpg "baobab tree") The Baobab tree is revered throughout Africa, and represents a return to wholeness and unity with all of life. This mystical tree can live for more than a thousand years. It is famously hardy and almost indestructible, making it an obvious source of food, water, and shelter for creatures of all sizes. Nicknamed the “tree of life,” the baobab plays a key role in its ecosystem, keeping soil humid, promoting nutrient recycling, and preventing erosion. # Baobab Package ***For organisations that have been regularly conducting engagement surveys and require up to 2 full surveys within the 12- month period.*** - Online survey platform **12-month subscription license** for up to **TWO employee surveys**, - **Custom Survey design and independent administration** with multi-level hierarchy support and custom demographics (e.g. age, gender, job level, region), - 24-hour email support, - Post-survey **focus group sessions** with a representative sample of employees, - Detailed **Analytics**, including comprehensive Divisional, Regional, and Organisational Survey **Report** for HR and/or leadership, - Report **recommendations** with a Change Management Plan and a Coaching Plan, - Customised Change Management Champions **Training** for identified Change Champions. **Optional Extras:** - **Paper-based questionnaires** for employees who are without technology, without technological literacy, or are remotely located, - Facilitated survey participation in **different languages**. ## **The Marula tree is a symbol of stability, sustenance, abundance and diversity.** ![Sustainable Employee Engagement](https://www.21century.co.za/wp-content/uploads/2023/02/marula-tree.jpg "marula tree") The Marula is an ancient and much-loved tree in Southern Africa, and its fruit, nuts, bark, leaves, and kernels have sustained the lives of insects, birds, animals and humans for more than 10 000 years. According to tradition, Hare helped Elephant find water during a year of drought, and Elephant thanked Hare by giving him one of his precious tusks. Hare planted the tusk in the ground, and it grew into a magnificent fruit-bearing tree that he named Marula. Since then, Elephant visits the Marula tree each season to feast on hundreds of kilograms of its fruit. # Marula Package ***For organisations that would like to focus on individual/theme-based and more regular surveys (unlimited) within the 12- month period.*** - Online survey platform **12-month subscription license** for **UNLIMITED baseline and pulse surveys**, - **Custom Survey design and independent administration** for employee or pulse surveys, with multi-level hierarchy support and custom demographics (e.g. age, gender, job level, region), - Post-Survey **focus group sessions** with a representative sample of employees, - Detailed **Analytics**, including Thematic and Sentiment Analysis and Comparative Analysis, - Comprehensive **Divisional, Regional and Organisational Survey Report** for HR and/or leadership, - **Best Practice recommendations** with **Change Management Plan** and **Coaching Plan**, - Change Management Champions **Training** for identified team in charge of implementing Change Management Plan and Coaching Plan. **In addition:** - **Individualised feedback reports** for personal employee engagement, - 2 Day Change and Culture Leadership **Training for Management**, - 2 Day Change and Culture Leadership **Training for Senior Management**. **Optional Extras:** - **Paper-based questionnaires** for employees who are without technology, without technological literacy, or are remotely located, - Facilitated survey participation in different **languages**. # Pricing ***Pricing for both the Baobab and Marula packages is dependent on:*** - The **number** of employees, - Geographical/regional **spread of employees** (for focus group sessions and training), - **Access to online survey participation** for all employees (the absence of which would require paper-based facilitated participation), - Requirement of facilitation in different South African **languages** other than English. [pdf brochurepdf brochure](https://www.21century.co.za/wp-content/uploads/2023/02/Sustainable-Employee-Engagement-Packages-Brochure-2023.pdf) ## Contact Us If you are interested in either of these packages and would like to discuss this further, please fill out the contact form below and we will get back to you as soon as possible. - Name\* First name Surname - Company:\* - Email\* - Region City/town + province - How can we help you? - CAPTCHA Δ --- ### [Stakeholder Management & Engagement training course](https://www.21century.co.za/remuneration-training-2/stakeholder-management-engagement-training-course/) **Published:** August 22, 2022 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Stakeholder Management & Engagement training course # Stakeholder Management & Engagement **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Stakeholder Management & Engagement Training Course](https://www.21century.co.za/wp-content/uploads/2022/08/stakeholder-engagement.jpg "stakeholder-engagement") ## *1-day course* ## Our comprehensive training course empowers you with the knowledge, skills and strategies needed to effectively identify, prioritise, and engage stakeholders towards an impactful outcome. ### *The course outlines the principles and processes involved in the management and engagement of stakeholders, as well as how to use tools for effective planning and assessment.* **Elevate Your Professional Impact with Our Stakeholder Engagement and Management Course.** In today’s dynamically changing economic, social, and environmental landscape, mastering stakeholder engagement and management is essential for achieving organisational goals. ### Who is this course aimed at? The course is ideal for supervisors, managers, or people responsible for managing stakeholder relationships within their organisations. Option: Industry-focused training We also offer the option of industry-focused training courses, which take into consideration **factors unique to the following industries**: - Stakeholder Management for HR, and Organisational Effectiveness, - Stakeholder Management in the Construction & Built Environment, - Stakeholder Management in the Healthcare Sector, - Stakeholder Management for Effective Service Delivery, - Stakeholder Management in the Non-Governmental and Community-based Organisations, - Stakeholder Management in the Higher Education Sector. ### Course Outcomes *At the conclusion of this course the delegate should understand:* - The fundamentals of stakeholder analysis and mapping, - Strategies for navigating diverse stakeholder interests and expectations, - Effective communication and negotiation tactics for stakeholder alignment, - Strategies and tactics for reputation management and risk mitigation, - Best practices for stakeholder engagement throughout the project lifecycle, - Tools and resources to streamline stakeholder management processes, - Community engagement and development for ESG impact, - The critical awareness and role of geo-social factors in project. ### Are there any prerequisites for attending this course? None. ### Accreditation This course is not yet accredited. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#33dab77b3839e66d7) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#eecd0790575d6afdb) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Short Term Incentive Scheme Design Training Course](https://www.21century.co.za/remuneration-training-2/short-term-incentive-scheme-design-training-course/) **Published:** August 21, 2019 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Short Term Incentive Scheme Design Training Course # Short Term Incentive Scheme Design **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Short Term Incentive Scheme Design Training Course](https://www.21century.co.za/wp-content/uploads/2016/01/variable-pay-1000x667.jpg "variable-pay-1000×667") ## *1-day course* ## Address the attraction of variable pay, the link to “pay at risk” and leave with the knowledge and understanding of the implementation considerations, mechanics, underlying principles, and rules that are required to design effective schemes. ![IPM and SARA logos](https://www.21century.co.za/wp-content/uploads/2019/11/IPM-Sara.jpg "IPM-Sara") ### Who should attend this course? Remuneration Managers, Remuneration Analysts, Chief Financial Officers, HR Managers, and Executives. ### Key Objectives - Terminology, definitions and differences; - The business case for implementing variable pay and incentive schemes; - Design considerations; - How to select the most appropriate scheme; - The common formulae used and the main features of each scheme; - Typical incentive scheme headings – an aid to scheme design; - Critical success factors and lessons learned ### Are there any prerequisites for attending this course? Yes, you need to have a background in Remuneration and Finance. ### Accreditation This course is accredited by two highly prestigious bodies in the Remuneration and Reward field – SARA and IPM – and CPD points will be awarded for completing this course. ![IPM and SARA logos](https://www.21century.co.za/wp-content/uploads/2019/11/IPM-Sara.jpg "IPM-Sara") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#c8ba80bc98ac0ceb8) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#944b04396416b7fc2) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Remuneration for Medico-legal Practitioners](https://www.21century.co.za/remuneration-training-2/remuneration-for-medico-legal-practitioners/) **Published:** November 30, 2021 **Author:** 21Admin **Content:** ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Remuneration for Medico-legal Practitioners # Remuneration for Medico-legal Practitioners **In-House** ## *1-day course* ## Gain an understanding of the fundamental elements of Medico-legal reporting – both theoretical and applied knowledge – in compiling loss of earnings reports. Learn the most important aspects of compiling a report and formulating earnings progressions by incorporating aspects of remuneration practices and labour market data ![HPCSA logo](https://www.21century.co.za/wp-content/uploads/2023/02/HPCSA-logo.jpg "HPCSA logo") ### Who should attend this course? Industrial Psychologists practicing in the personal injury sector. ### Course content and outcomes ***At the conclusion of this course the delegate should be able to:*** - Understand the fundamentals of job evaluation principles and its application in loss of earnings reports; - Competently analyse payslips; - Formulate earnings progressions; - Apply labour market considerations in reports; - Critically analyse salary surveys and understand the critical quality questions to ask; - Understand which salary surveys to apply to different cases. ### Are there any prerequisites for attending this course? No. ### Accreditation This course is accredited by the HPCSA, and CPD points will be allocated to those who complete the course. ![HPCSA logo](https://www.21century.co.za/wp-content/uploads/2023/02/HPCSA-logo.jpg "HPCSA logo") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#4331dd8b85110c431) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#a4394a51537bc5cbc) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Organisational Design: The Art & Science](https://www.21century.co.za/remuneration-training-2/organisational-design-the-art-science/) **Published:** August 21, 2019 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) # Organisational Design: The Art & Science **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Remuneration Committees Training Course](https://www.21century.co.za/wp-content/uploads/2018/02/OD-cogs-1240x901.jpg "OD-cogs-1240×901") ## *1-day courses: Strategy Facilitation and Design The Basics of Organisational Design* ## *3-day course: Intermediate Organisational Design* ## *5-day course: Advanced Organisational Design* ## We offer a variety of in-house courses that cover the principles of Organisational Design, from basic overviews to more advanced, in-depth material. ## The courses cover trends and insights, and equip delegates with best-practice tools to structure reviews within their organisations, and drive effective organisational strategy. ## Who should attend these courses? Organisational Design Specialists, Practitioners, Professionals, and Leaders. ## Course content and outcomes *The following encompass the Organisational Design outcomes:* - **Strategic Alignment:** Learn to align organisational structures with strategic goals, ensuring that your organisation is agile and future-ready. - **Business Model Analysis:** Understand and evaluate your business logic and value propositions to drive profitability and sustainability. - **Value Chain Mapping:** Map and optimize activities that create value, enhancing efficiency and customer satisfaction. - **Operating Model Design:** Design robust architectures that reflect and support your business model and strategy. - **Structural Design:** Develop top-level and detailed organizational structures that support both strategic and tactical goals. - **Governance Models:** Understanding the different corporate governance models available. - **Strategic Workforce Planning:** Learn the value of predictive analytics in planning for future workforce requirements. ### Are there any prerequisites for attending these courses? No. ## 1-day Courses: - **Strategy Facilitation and Design:** How to facilitate and design a strategy, including steps and models to be followed. - **The Basics of Organisational Design:** An overview of the elements of organisational design, including strategy, business models, value chain, operating models, structure, and governance. ## 3 Day Course: - **Intermediate Organisational Design:** A more in-depth examination of strategy linkage, business model, value chain and operating model design, the design and testing of macro-and micro-structures, strategic workforce planning and company governance models. ## 5 Day Course: - **Advanced Organisational Design:** *This course includes practical exercises and covers the following:* - Strategy facilitation and design; - Understanding organisational architecture, including leadership and structure models; - Understanding and designing a Business Model; - Understanding and designing a Value Chain; - Understanding and designing an Operating Model; - Designing a suitable Macrostructure; - Design and testing of a microstructure including level gaps, spans of control and ratios; - Strategic Workforce Planning tenements; - Governance models. **We can offer your company any of these individual courses, or any combination of courses, depending on your requirements.** ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#3c0b8728e98b76957) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#9183430d24aa1cbd2) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Managing Grievances in the workplace](https://www.21century.co.za/remuneration-training-2/managing-grievances/) **Published:** July 22, 2019 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Managing Grievances in the workplace # Managing Grievances in the Workplace **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Managing Grievances in the Workplace Training Course](https://www.21century.co.za/wp-content/uploads/2019/07/managing-grievances.jpg "managing-grievances") ## *2-day course* ## This course ensures that you will have the knowledge to deal with the grievance process in a manner that is acceptable to both the employee and the employer, and that you will understand the hierarchical structure for presenting and settling workplace disputes. ![](https://www.21century.co.za/wp-content/uploads/2026/04/SABPP-logo-250x266-1.jpg "SABPP-logo-250×266") Employees may have concerns, complaints, dissatisfaction or a feeling of injustice related to workplace relationships or the work environment. All of these issues need to be addressed by management. ### Who should attend this course? Line Managers, Executives, IR Specialists, and HR Professionals. ### Key Outcomes *At the conclusion of this course the delegate should understand:* - The definition of a grievance, - The purpose of a grievance procedure, - When a complaint is considered a formal grievance or misconduct, - When to mediate and when to initiate a formal investigation, - The basic principles to consider when resolving grievances, - The rights of an aggrieved employee, - Steps to resolve a grievance, - How to ensure better workplace relations, - The Initiation Flowchart Procedure for managing a grievance. ### Are there any prerequisites for attending this course? None. ### Accreditation This course is accredited by SABPP and CPD points will be awarded to delegates who complete the course. ![](https://www.21century.co.za/wp-content/uploads/2026/04/SABPP-logo-250x266-1.jpg "SABPP-logo-250×266") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#de0e42e621aadd81c) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#d64978e7c95da1eee) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Managing a Section 189 Retrenchment Process](https://www.21century.co.za/remuneration-training-2/managing-a-section-189-retrenchment-process/) **Published:** November 21, 2025 **Author:** 21Admin **Content:** ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Managing a Section 189 Retrenchment Process # Managing a Section 189 Retrenchment Process **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Managing a Section 189 Retrenchment Process ](https://www.21century.co.za/wp-content/uploads/2025/12/restructuring.jpg "restructuring") ## *2-day course* ## This course ensures that you will have the knowledge to manage both small- and large-scale retrenchment processes in line with the Code of Good Practice on Dismissals, ensuring both procedural and substantive fairness, as per the Labour Relations Act. ![](https://www.21century.co.za/wp-content/uploads/2026/04/SABPP-logo-250x266-1.jpg "SABPP-logo-250×266") ## Introduction The course outlines the mandatory consultation process for employers considering dismissals for operational reasons (retrenchment), requiring fair, transparent consultations with employees or unions to try and avoid or minimise job losses, covering reasons, alternatives, selection criteria, and severance pay, so as to ensure procedural fairness to prevent unfair dismissal claims. ## Who is this course aimed at? Line Managers, HR Professionals, and Union Representatives. ## Course content and outcomes *At the conclusion of this course, the delegate should understand:* - How to implement a Section 189 process according to the Labour Relations Act (LRA); - The requirements of a Section 189(3) notice to initiate meaningful engagement before any final decision is made; - Understand the rules that apply to companies employing less than 50 employees and those employing more than 50 employees; - How a severance package is calculated; - What constitutes unfair retrenchment; - What recourse is available for an employee who is unfairly dismissed. ### Are there any prerequisites for attending this course? No. ### Accreditation This course is accredited by SABPP, and CPD points will be awarded to delegates who complete the course. ![](https://www.21century.co.za/wp-content/uploads/2026/04/SABPP-logo-250x266-1.jpg "SABPP-logo-250×266") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#0383501b8cf3e663d) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#fc8d96bccebeb578d) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Humanising Organisations Training](https://www.21century.co.za/remuneration-training-2/humanising-organisations-training/) **Published:** September 10, 2022 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Humanising Organisations Training # Humanising Organisations **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Humanising Organisations Training Course](https://www.21century.co.za/wp-content/uploads/2022/07/humanising-organisations-5.jpg "humanising organisations 5") ## *2-day course* ## This program is designed to increase our consciousness about what informs who we are within ourselves and who we are within the greater ecosystem, and to explore tools to leverage our differences through inclusive strategy development and sustainable impact. **Our thoughts, our words, and the behaviours we project in our workplaces are largely influenced by how we were raised, socialised, conditioned, and indoctrinated.** This course will take you on a journey from consciousness to inclusive strategy development and sustainable impact. We investigate commonalities – rather than the differences – that exist among humanity, as a bridge to achieving the humanisation of organisations. ### Course content and outcomes *At the conclusion of this course the delegate should understand:* - Personal consciousness and genesis, - What it means to embrace diversity on a personal level, - The theory of DEI: - Use of multimedia video to explore DEI issues in our daily lives, - Complexities in managing diversity in the workplace, - Bias in the Workplace - Unconscious Bias - Implicit Bias in the Workplace - Impact of Implicit Bias on Employees - The role of conversations: - Using dialogue to break boundaries and unearth commonalities in the workplace, - Hearing the silence, - Effective Engagement, - Visible biases in your organisation, - How DEI can positively enhance your organisational Culture, - Moving from Unconscious Bias to Conscious Inclusion and Strategy: - Understanding belonging, - The necessity of all kinds of minds, - DEI Strategy: - Case Study, - Strategy Development, - Impact: - Creation of Organisational DEI Committees, - Fundamentals of Monitoring & Evaluation. ### Who is this course aimed at? The course is aimed at Executive staff, HR Practitioners and Professionals, Managers and anyone who is a Change Agent in the organisation. ### Are there any prerequisites for attending this course? None. ### Accreditation This course is not yet accredited. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#3bb463b36d183544d) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#210fe4299aa832f9d) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [HR for Line Managers](https://www.21century.co.za/remuneration-training-2/hr-for-line-managers/) **Published:** April 4, 2023 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. HR for Line Managers # HR Essentials for Line Managers **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![HR for Line Managers Training Course](https://www.21century.co.za/wp-content/uploads/2023/04/hr-for-line-managers.jpg "hr-for-line-managers") ## *2-day course* ### Effective management of staff is needed at every level of the organisation, in order to deliver on goals and strategies. By empowering team leaders, supervisors, and front-line managers the potential of staff can be realised, and the managers of the future grown within the organisation. ![](https://www.21century.co.za/wp-content/uploads/2026/04/SABPP-logo-250x266-1.jpg "SABPP-logo-250×266") ### Who should attend? The course is aimed at first-time managers with or *without management experience.* ### Key Objectives - Overview of job profiling and evaluations and there impact on all the Remuneration and HR processes; - How salaries are determined; - Best practice in the recruitment process (internally & externally); - The role of the manager during the on-boarding; - The probation period considerations and extensions; - Formal contracting for performance; - Challenges of the performance review process; - Encouraging further training and development; - Supporting team members with identifying their career paths; - The manager’s first response to misconduct, poor performance or incapacity due to illness; - Communicating effectively with your team – what to share and with whom and what your boss needs to know; - The impact on team morale; - The legislative reporting requirements; - Understanding legislated and statutory deductions on payroll; - Terminations and good-byes. ### Are there any prerequisites for attending this course? None. ### Accreditation This course is accredited by **SABPP,** and CPD points will be awarded on completion. ![](https://www.21century.co.za/wp-content/uploads/2026/04/SABPP-logo-250x266-1.jpg "SABPP-logo-250×266") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#f893311e56937b509) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#f00b871119ab5a5c5) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Competency Based Interviewing Skills for HR](https://www.21century.co.za/remuneration-training-2/competency-based-interviewing-skills-for-hr/) **Published:** January 9, 2026 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Competency Based Interviewing Skills for HR # Competency-Based Interviewing Skills for HR Professionals **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Competency based interview](https://www.21century.co.za/wp-content/uploads/2026/04/competency-based-interview_5085715.jpg "competency-based interview_5085715") ## *1-day course* ## Master Behavioural Assessment Techniques for Smarter Talent Decisions ## Learn the skills needed to conduct and document confident, consistent competency-based interviews, ensuring compliance and fair practise. Understand the role of Competency frameworks, distinguish between them, and translate them into interviewing tools using structured techniques. ## Key Outcomes *By the end of this course, HR professionals will be able to:* - **Understand the Role of Competency Frameworks in HR Practice** Gain clarity on how competency models underpin recruitment, performance management, succession planning, and learning and development. - **Distinguish Between Core, Technical, and Behavioural Competencies** Accurately interpret different competency types and their relevance to various roles across the organisation. - **Translate Organisational Competencies into Practical Interview Tools** Align job profiles with appropriate competencies and develop targeted competency-based interview guides. - **Apply Structured Interviewing Techniques Using the STAR Method** Use behavioural questioning frameworks to elicit evidence-based responses and assess candidates objectively. - **Conduct Competency-Based Interviews with Confidence and Consistency** Practice the skills to facilitate fair, bias-aware interviews that evaluate both potential and demonstrated competencies. - **Document Interview Responses and Ratings Reliably** Record responses accurately and apply rating scales to support transparent and defensible hiring or development decisions. - **Enhance Talent and Development Strategies Through Competency Data** Use interview insights to inform workforce planning, identify skills gaps, and support targeted training initiatives. - **Ensure Compliance and Fair Practice in Interviewing** Understand the ethical and legal considerations in competency-based assessments, including POPIA-aligned data handling. ## Who should attend this course? HR practitioners, executives, and employees. ## Are there any prerequisites for attending this course? No. ## Accreditation This course is not currently accredited. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#bcbac834c3197c999) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#3eb5555a5b1dd07de) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Customised Change Management Training](https://www.21century.co.za/remuneration-training-2/customised-change-management/) **Published:** May 15, 2020 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Customised Change Management Training # Change Management Package – Customised ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") **Customised In-House** ## *5-day Package:* *Diagnostic + Consultation + In-house Change Management & Change Agents Training course* ### Our specialist consultants will tailor-make this Change Management Package for your company. ![Change Management Training](https://www.21century.co.za/wp-content/uploads/2024/04/change-updated.jpg "change updated") ### What do the first two days of diagnostics and consultation involve? The diagnostics and consultation includes answering the following questions: - What has changed/what is changing? - Where does the change come from? - What is the impact of the change on your organisation and its people? - What is the current capacity of your organisation to manage the change? ### What does the 3-day training course involve? The 2-day diagnostic and consultation sessions will be followed by a 3-day customised ***Change Management and Change Agents Training course*** for a relevant and selected group of managers and staff (up to 10 delegates). ### Course content and outcomes: *At the conclusion of this tailor-made course the delegate should understand:* - Change Management **BASICS:** - What Change Management is - The formula for Change Management - Why Change Management should play a **PIVOTAL ROLE** in your organisation: - Two types of change - People’s reactions to change - Benefits of Change Management - Implications of not tackling Change Management - The **PROCESS** of change: - Reactions to change that is seen to be positive - Reactions to change that is seen to be negative - Overcoming resistance to change - Theory and practice - Change **AGENTS:** - Roles and responsibilities of a Change Agent - Formulating a Change Agent network for your organisation - Change Management **METHODOLOGY:** - Stakeholder Management - Communications - Change Readiness - Culture - Training - Learn how to develop a **CHANGE MANAGEMENT STRATEGY** for your organisation. ## Package Cost **R 120 000.00** ***(excluding VAT)*** ***This price includes two full days of consulting with an Executive Consultant, and a three-day in-house training course (customised for your company) for up to 10 delegates*** ## Regional Contacts Please contact us to discuss your organisation’s requirements. #### [Western Cape, Northern Cape & Coastal Regions:](#ff6bfb33d4ebd369a) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#560a0ece9b5ad7660) **Chimoné Zaayman** *Head of Training* **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [The Power of Personal Energy](https://www.21century.co.za/remuneration-training-2/the-power-of-personal-energy/) **Published:** February 18, 2024 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. The Power of Personal Energy # The Power of Personal Energy **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![The Power of Personal Energy Training Course](https://www.21century.co.za/wp-content/uploads/2024/02/power-of-personal-energy.jpg "power of personal energy") ## *1-day course* ## Empower team leaders, supervisors and managers to understand and manage their own personal energy levels, resulting in more productive and cohesive teams, and an organisation that achieves radical productivity improvements, innovation, and growth. ### Who should attend this course? All employees. ### Course content and outcomes *At the end of the course, delegates will be empowered to manage their own energy to greatest effect, thereby unleashing energy in their teams through:* - Understanding their own energy, - Understanding how their energy impacts the team, - Knowing what steps can be taken to manage their own energy, - Understanding how to unleash the energy of team members, - Knowing the three dimensions of individual energy, - Being able to work with each dimension of individual energy, - Eliciting a greater contribution from each team member, - Improving the performance of team members, - Ensuring that team members are valued and appreciated for who they are and their uniqueness, - Unleashing the energy of the team as a whole. ### Are there any prerequisites for attending this course? No. ### Accreditation This course is not yet accredited. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#b18fbcbdc32fd0735) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#886af3043b01d4157) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Train the Trainer](https://www.21century.co.za/remuneration-training-2/train-the-trainer/) **Published:** February 18, 2024 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Train the Trainer # Train the Trainer **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Train the Trainer Training Course](https://www.21century.co.za/wp-content/uploads/2024/02/train-the-trainer.jpg "train the trainer") ## *3-day online course* ## Re-empower the trainer to navigate within the context of the current – and future – digitised workplace environment that is characterised by artificial intelligence, virtual reality, robotic process automation, remote and hybrid work environments. **The dynamics of the changing world of of work, coupled with the 4IR journey and the “future of work today and or in future” all create a melting pot of excitement and opportunities for HR in general, and the trainer in particular.** The title ‘trainer’, in its broadest sense, has come to mean anyone in the organisation who is entrusted with the facilitation of occupational learning and development, and organisation development interventions. Twenty-five years after the *Skills Development Act* and its requirements of unit standards, sector education training authorities, and education and training quality assurance bodies, the trainer has no doubt mastered these requirements. In this time of unprecedented global change, however, there is a need to re-empower the trainer within the context of a completely different workplace – a technology-led learning & development environment characterised by: - artificial intelligence; - virtual reality; - robotic process automation; - remote and hybrid work environments; - an almost completely digitised workplace; - and the future of work “now” and in the “future”. ## Course content and outcomes *At the conclusion of this course, the delegate will be able to:* - Understand the **context of learning & development in South Africa** and or country of origin. - Understand the various **labour markets and related variables**, with specific reference to skills development. - Understand and apply relevant **statutes, rules and regulations** pertaining to skills development. - **Perform managerial functions** related to learning & development: - Short-term and long-term strategic planning for learning & development, - Organising the resources, - Leading and inspiring the team, - Controlling the set-up, including related governance, risks, and compliance. - Master the **learning & development value chain**. - Identification and analysis of organisation; group; and individual current and emerging training needs. - Programme design/development for remote, hybrid and office-based staff. - Programme facilitation for learning including current technology: - Virtual reality (VR). - Artificial intelligence (AI). - Robotic process automation (RPA), - Evaluation of learning and development for impact: - Reaction - Learning - Behaviour - Results - Return on investment. - Behaviour modelling: Rehearsal and practice of problem situations in a simulated environment. - Role playing: Given a scenario, choose a topic of your choice and present to the rest of course delegates online and be given feedback against a rigorous criteria ## Who is this course aimed at? - Learning & development managers; - skills development facilitators; - HR business partners; - line managers entrusted with training and development; - HR specialists who wish to venture into learning and development; - Organisation Design practitioners who are occasionally required to facilitate OD interventions; - Labour Relations practitioners; - HR managers; - Shop stewards and union officials. ### Are there any prerequisites for attending this course? Each course delegate is required to choose a topic of her or his choice and present it online, during the course, according to a given criteria to the rest of delegates and be given valuable feedback. Delegates will be chosen randomly to make presentations during the 3 days. This is to ensure that ALL delegates are given an opportunity to be exposed to this rigorous learning experience. ### Accreditation This course is not yet accredited. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#6acc455f781a28ca0) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#640538c331539ddc1) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Sustainable Organisational Effectiveness Training](https://www.21century.co.za/remuneration-training-2/organisational-effectiveness-training/) **Published:** April 16, 2023 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses # Sustainable Organisational Effectiveness Package ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") # Customised In-house Training Package ## The long-term success of a strategy is reliant on the ability of the implementing agents to communicate, mobilise and effectively engage all critical stakeholders. ## The Sustainable Organisational Effectiveness Training package offers managers the knowledge, skills, and attributes to ensure high productivity and a healthy environment or workplace. ## Why this combination of courses? The Sustainable Organisational Effectiveness Training Package consists of **four separate training courses**, listed below, that will help the managers to drive productivity in your organisation by further developing their leadership, communication and motivational skills. ### Companies with a competitive advantage are more successful at driving employee productivity, and the link between engagement and productivity has become so strong that companies are investing in interventions that strengthen this link. ## Outcomes *Sustainable Organisational Effectiveness training offers a range of benefits, including:* - Improved productivity through strategic organisational principles, - Employee engagement, communication, adaptability, and retention. - Enhanced leadership skills that will help drive long-term organisational performance, - Long-term cost savings for the organisation. ![Training](https://www.21century.co.za/wp-content/uploads/2017/11/training-desk-1240x827-1024x683.jpg "training-desk-1240×827") ## Trainers & Facilitators These trainings are facilitated by specialists in their respective fields who are actively engaged in consulting, and are well informed of the latest trends and success factors. ## Dates As the courses will be run in-house, the timing of the sessions will be co-agreed and run at your convenience. ## Standard In-house Package Cost The standard in-house Training Package offers substantial discounts on our normal in-house rates, with savings of up to 30%. **The cost for all four training courses (max 15 delegates):** **R118 800.00** *ex VAT* ## Customised In-house Package Please note that this package is customisable, upon request, and any customisations requested by your organisation would be taken into account when finalising the cost. **All the courses listed below can also be run individually, if needed.** ## Contact If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. [email us]() ## Sustainable Organisational Effectiveness Package – Training Courses ![Organisational Development for HR](https://www.21century.co.za/wp-content/uploads/2018/02/OD-cogs-1240x901-1024x744.jpg "OD-cogs-1240×901") ### Organisational Development Essentials for HR *(1-day)* Understand how to create organisations that are humane, democratic and empowering … at the same time as being high performing in terms of productivity, quality of output, profitability, and growth. *At the conclusion of this course the delegate should understand:* - What Organisational Development is, - The benefits of Organisational Development during Change/Transformation, - The relationship between HR and ODev, - The best ODev implementation case studies and tools, - Current global ODev Trends groups, in terms of what they spend their income on. ![Change Management & Change Agents Training](https://www.21century.co.za/wp-content/uploads/2023/07/change-manage-change-agents-1024x685.jpg "change-manage-change agents") ### Change Management & Change Agents Training *(2-day)* Learn how to maximise your organisation’s ability to successfully navigate any internal and external change by building internal change management capability and capacity; ensure your people are involved in – and committed to – the change process; and align the people, processes and structures with the vision and business strategy of your organisation. *At the conclusion of this course the delegate should understand:* - Change Management BASICS: - What Change Management is, - The formula for Change Management. - Why Change Management should play a pivotal role in a PROJECT ENVIRONMENT: - Two types of change, - People’s reactions to change, - Benefits of Change Management, - Implications of not tackling Change Management, - The PROCESS of change: - Reactions to change that is seen to be positive, - Reactions to change that is seen to be negative, - Overcoming resistance to change, - Theory and practice. - Change AGENTS: - Roles and responsibilities of a Change Agent, - Formulating a Change Agent network, - Change Management METHODOLOGY: - Stakeholder Management, - Communications, - Change Readiness, - Culture, - Training, - ORGANISATION DESIGN-SPECIFIC Change Management: - local and international case studies ![Stakeholder Management training course](https://www.21century.co.za/wp-content/uploads/2022/08/stakeholder-engagement-1024x960.jpg "stakeholder-engagement") ### Stakeholder Management & Engagement *(1-day)* Learn how to identify, analyse, manage and engage stakeholders linked to and affected by your organisation. The course outlines the principles and processes involved in the management and engagement of stakeholders, as well as how to use tools for effective planning and assessment. *At the conclusion of this course the delegate should understand:* - How to define the different types of stakeholders; - How to define the process to manage and engage stakeholders: - Define and categorise stakeholders; - Conduct stakeholder research and analysis; - Develop stakeholder assessment; - Develop stakeholder strategy & alignment plan; - Stakeholder management principles; - Communications and effective engagement; - How to use the following tools: - Stakeholder assessment tool; - Stakeholder matrix template (Identification, Analysis, Alignment and Tracking); - Stakeholder alignment plan; - Sample communication plan; - Communications & engagement effectiveness survey; - Assessment tool for communication & engagement media; ![Sustainable Employee Engagement and Culture](https://www.21century.co.za/wp-content/uploads/2016/02/employee-engagement-1000x667.jpg "employee-engagement-1000×667") ### Sustainable Employee Engagement and Culture *(1-day)* This course will assist you in engaging your workforce and understanding the key drivers of building a happy, thriving culture. You will learn the best practice principles of culture and engagement strategy design, and will be challenged in a practical way to convert “best practice” into “best fit” for your organisation. *At the conclusion of this course the delegate should understand:* - Construct a definition of Employee Engagement, - Understand culture in general and organisational culture, - Understand human nature elements that enable engagement, - Understand and analyse employee expectations, - Understand the Employee Engagement drivers, - Understand the Employee Engagement process, - Understand the elements of a Employee Value Proposition (EVP), - Plan and implement the elements of Organisational Culture and Employee Engagement, - Construct a simplified and sustainable Engagement process. --- ### [Senior Management Development](https://www.21century.co.za/remuneration-training-2/senior-management-development/) **Published:** March 31, 2022 **Author:** 21Admin **Content:** ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Senior Management Development # Senior Management Development **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Senior Management Development Training Course](https://www.21century.co.za/wp-content/uploads/2024/01/senior-management-development.jpg "senior management development") ## *2-day course* ## This course provides delegates with a clearer understanding of their role as a leader, and how, through their own attitudes and behaviour, they can inspire others to exceptional performance ### Who is this course aimed at? Senior Leaders. ### Course content and outcomes *At the conclusion of this course, the delegate will be able to:* - Define leadership and what that means in the delegate’s organisation; - Distinguish between personal, relationship, and organisational leadership; - Better know their own personal values, purpose, and beliefs, as well as the strengths and limitations of personal style – finding the courage; - Understand how the leader impacts the team – both intentionally and unintentionally; - Develop a personal vision for the team that the leader can truly stand for; - Develop strategies to work more effectively with the team, including the balancing of delegation with guidance; - Gain skills to lead diverse team members through a culture of appreciation and cooperation; - Elicit a greater contribution from each team member through a personal touch; - Improve the performance of team members through inspiration, motivation, and responsibility; - Integrate teams into the whole organisation through alignment of purpose. ### Are there any prerequisites for attending this course? Management of a team at Senior management level. ### Accreditation This course is not yet accredited. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#fb1ad8e8020aa1edc) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#78ce1abba831aa113) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Remuneration Cycle Overview for HR Training Course](https://www.21century.co.za/remuneration-training-2/remuneration-cycle-overview-for-hr-training-course/) **Published:** August 21, 2019 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Remuneration Cycle Overview for HR Training Course # Remuneration Cycle **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Remuneration for HR Training Course](https://www.21century.co.za/wp-content/uploads/2016/02/rem-for-hr-1000x667.jpg "rem-for-hr-1000×667") ## *Remuneration Cycle Overview for HR (2-day course)* ## *Remuneration Cycle Basics for Union Members (1-day Course)* ## Understand the role of remuneration in the organisation and best practices in this regard. This course forms the foundation for further specialisation into the various aspects of remuneration. ![Sara and IPM logos](https://www.21century.co.za/wp-content/uploads/2019/11/IPM-Sara.jpg "IPM-Sara") ## Remuneration Cycle Overview for HR *(2 days)* ## Who should attend this course? HR Generalists, HR Specialists, Executives, Learners, General Staff. ### Key Objectives *At the conclusion of this course, the delegate should be able to understand the basic concepts of remuneration:* - What a job profile is and how it impacts all the other HR and Remuneration processes; - Overview of Paterson Job Evaluation foundations, rules, and Principles; - Basics of salary structuring (Pay Scales, Surveys, and Equal Pay for Work of Equal Value); - Total Package overview and benefits; - Performance Management and Performance Related Pay (PRP); - Overview and considerations when linking Pay to Performance) - Variable pay (overview and basics of Long Term and Short Term Incentive design principles; - Basics of employee engagement and Career Paths; - Basics of remuneration strategy. ### Are there any prerequisites for attending this course? None. ### Accreditation This course is accredited by two highly prestigious bodies in the Remuneration and Reward field – SARA and IPM – and CPD points will be awarded for completing this course. ![Sara and IPM logos](https://www.21century.co.za/wp-content/uploads/2019/11/IPM-Sara.jpg "IPM-Sara") ## Remuneration Cycle Basics for Union Members *(1 day)* # Who should attend this course? ### Key Objectives *At the conclusion of this course, the delegate should be able to understand the basic concepts of remuneration:* - ### Are there any prerequisites for attending this course? None. ### Accreditation ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#a0fb073fc3387fed2) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#0e90917950805a22d) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Mentoring and coaching Skills for Line Managers](https://www.21century.co.za/remuneration-training-2/mentoring-and-coaching-skills-for-line-managers/) **Published:** December 10, 2021 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Mentoring and coaching Skills for Line Managers # Mentoring & Coaching Skills for Line Managers **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Mentoring & Coaching Skills for Line Managers Training Course](https://www.21century.co.za/wp-content/uploads/2024/10/coaching.jpg "coaching") ## *1-day course* ## This course is aimed at equipping individuals with the knowledge and skills needed to successfully undertake the mentoring/coaching journey in the workplace. ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2016/01/SABPP-logo-250x266.jpg "SABPP-logo-250×266") ### Who is this course aimed at? Subject Matter Experts, Supervisors, Line Managers, Human Resources, Learning and Development Practitioners. ### Course content and outcomes *At the conclusion of this course the delegate should understand:* - Role of mentoring/coaching in the workplace, - Different mentoring / coaching-related terminology and different types of mentoring; - Benefits of mentoring/coaching to the mentor/coach, mentee, and the organisation, - Critical success factors that need to be in place; - Role of the Mentor / Coach, Mentee, and Human Resources/Training and Development department; - Overall mentoring/coaching journey; - Understanding and demonstrating: - The initial mentoring/coaching discussion and how to contract on the mentoring/coaching process, - How to use mentoring/coaching conversations and the GROW model to achieve success, - Key mentoring and coaching skills. - Understanding how to review the success of the mentoring/coaching journey. ### Are there any prerequisites for attending this course? None. ### Accreditation This course is accredited by SABPP, and CPD points will be earned for the completion of the course. ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2016/01/SABPP-logo-250x266.jpg "SABPP-logo-250×266") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#df88cf362f1c1561e) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#5a242e8e351c13d3f) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Change Management & Change Agents Training](https://www.21century.co.za/remuneration-training-2/change-management-change-agents-training/) **Published:** June 14, 2019 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Change Management & Change Agents Training # Change Management & Change Agents **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ## *Customised In-house* ### In an ever-evolving business landscape, the ability to effectively manage change is a critical skill for leaders at all levels. ### Our dynamic, tailor-made course empowers you with the knowledge, strategies, and tools necessary to navigate change successfully and drive positive outcomes for your team and organisation. ![Change Management Training](https://www.21century.co.za/wp-content/uploads/2024/04/change-updated.jpg "change updated") ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2016/01/SABPP-logo-250x266.jpg "SABPP-logo-250×266") ## *Change Management competency enables you to lead your organisation through transformative change with confidence and finesse.* ### Whether you’re leading a small team or driving organisational-wide transformation, this course equips you with the skills, tactics and confidence to embrace change as a catalyst for growth and innovation. Don’t just manage change – lead it! ## Tailored for your organisation Our offering is tailored to suit the uniqueness of different contexts, sectors, organisational culture, size, and maturity. Training can be conducted in-person, virtually, or as a combination of both, depending on your preference. We customise the exercises and case studies according to the **type of change management that is most applicable to your organisation’s needs**, selected from the suite of change management **options** below: - How to entrench Change Management as a **Core Leadership Competency**, - Change Management for **Strategy Adoption and Implementation**, - Change Management to drive **Team Performance,** - Change Management for **Organisational Restructuring,** - Change Management for **IT/Systems Change,** - Change Management for **Mergers and Acquisitions,** - Change Management for **Remuneration and Rewards,** - Change Management for **Organisational Culture Change**, - Change Management for **Geo-location Change** (Relocation). ## Course content and outcomes *Through a blend of interactive lectures, case studies, and practical exercises, you’ll:* - Gain a deep understanding of the **psychology of change** and its impact on individuals and teams. - Learn proven **frameworks and methodologies** for planning, implementing, and sustaining change initiatives. - Develop **communication strategies** to engage stakeholders, build buy-in, and mitigate potential risks and resistance. - Cultivate **resilience and adaptabilit**y to thrive in dynamic environments. - **Master the art of leading change** with empathy, authenticity, and integrity. - Learn various **strategies to monitor and evaluate** the impact of your interventions. ### Accreditation This course is accredited by SABPP, and CPD points will be awarded to attendees for successful completion of the course. ![SABPP logo](https://www.21century.co.za/wp-content/uploads/2016/01/SABPP-logo-250x266.jpg "SABPP-logo-250×266") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#39941d91d8975b9cd) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#c12b0503dd57464c0) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Human Capital Analytics and Reporting training course](https://www.21century.co.za/remuneration-training-2/human-capital-analytics-and-reporting-training-course/) **Published:** March 31, 2026 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Human Capital Analytics and Reporting training course # Principles of Human Capital Analytics and Reporting ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Human Capital Analytics and Reporting training course # Human Capital Analytics & Reporting **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Human Capital Analytics](https://www.21century.co.za/wp-content/uploads/2022/03/human-capital-analytics.jpg "human-capital-analytics") ## *1-day course* ## Helping HR professionals to advance their knowledge and successfully implement HR Metrics and Analytics in their organisations. ### Who is this course aimed at? HR Professionals looking to advance their analytics and reporting skills. ### Course content and outcomes *At the conclusion of this course the delegate will be able to:* - Understand the difference between reporting, metrics, and analytics, - Develop their own HR Metrics linked to business goals, - Effectively use the building blocks of People Analytics, - Evolve their reporting function towards advanced People Analytics, - Master the critical success factors in implementing advanced People Analytics, - Overcome the main challenges hampering the implementation of advanced People Analytics. ## ### Are there any prerequisites for attending this course? None. ### Accreditation This course is not yet accredited. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#3e0c64691b9d6a373) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#575805f50e37a2bd6) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Diversity, Equity & Inclusion: Managing Bias](https://www.21century.co.za/remuneration-training-2/managing-bias/) **Published:** September 3, 2021 **Author:** 21Admin **Content:** ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Diversity, Equity & Inclusion: Managing Bias # Diversity, Equity and Inclusion: Managing Bias ![21st Century in collaboration with Cultural Intelligence Africa](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") *in collaboration with* ![Cultural Intelligence Africa logo](https://www.21century.co.za/wp-content/uploads/2021/12/cultural-intelligence-africa-logo.jpg "cultural-intelligence-africa-logo") **In-House** ## *1-day course* ## Drawing on the Cultural Intelligence (CQ) framework, CQ Africa’s Unconscious Bias training utilises research-based findings to facilitate the development and implementation of strategies that will disrupt bias in individual lives and organisations Unconscious biases are social stereotypes about certain groups of people that are formed by individuals outside of their own conscious awareness. Left unattended these biases hamper individuals’ and organisations’ capability to build inclusive environments where diversity and inclusion can thrive. ## Who is this course aimed at? The workshop is for individuals and organisations seeking to leverage diversity, improve equity and make their organisations feel more inclusive. This program will benefit anyone who interacts with different cultures, whether multinational, generational, ethnic or even organisational cultures within a workplace. ## Workshop objectives The overall objective is to learn how to manage bias in interpersonal and organisational interactions. Following participation in the program individuals should be able to apply research-based solutions for improving self-awareness and begin to take the first steps towards developing culturally intelligent strategies to make sure they do not act on biases. ## Workshop Learning Outcomes - Understand why bias matters; - Recognise sources of explicit and implicit bias; - Identify systemic bias in our organisations/institutions; - Practice culturally intelligent strategies to disrupt bias. ## The CQ Pro Assessment The **CQ Pro Assessment (optional extra\*)** measures your capability and effectiveness – as an individual – for working and relating across cultures and in diverse situations. The Feedback Report includes:- self-ratings & norms for the 4 CQ capabilities (CQ Drive, CQ Knowledge, CQ Strategy, and CQ Action); self-ratings & norms for the 13 CQ sub-dimensions; and personal cultural value preferences. **R3 500.00\*** *\* excluding VAT, for the CQ Pro Assessment **(this is an optional extra,, in ADDITION to the in-house training rates for this course)*** ## Workshop Agenda and Objectives **Introduction** - Understand workshop objectives and agenda; - Define ground rules for participation interaction. **Manage Bias with Cultural Intelligence: CQ Drive** - Develop a deeper understanding of unconscious bias and ways CQ can help disrupt bias; - Know the three everyday influences proven to increase the application of bias; - Possess strategies for interrupting everyday influences. **See Unconscious Bias: CQ Knowledge** - Understand the personal and organisational effect of covering - Define and recognise multiple types of bias, especially affinity and confirmation bias - Learn CQ strategies for reducing covering and responding effectively to microaggressions **Disrupt Biased Systems and Practices: CQ Strategy** - Understand how bias affects organisational systems and practices; - Learn CQ strategies to manage bias across the employee lifecycle; - Learn five CQ strategies for managing decision-making bias; - Apply bias-busting CQ strategies to real-world scenarios. **Create an Action Plan: CQ Action** - Commit to implementing several CQ strategies to manage bias; - Recognise managing bias as an ongoing process; - Develop a personal action plan to take effective action in managing and challenging bias. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#af5f06e0528414dd1) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#b15d2f2356f66f4e3) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Diversity, Equity & Inclusion: Managing Bias](https://www.21century.co.za/remuneration-training-2/managing-bias/) **Published:** September 3, 2021 **Author:** 21Admin **Content:** ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Diversity, Equity & Inclusion: Managing Bias # Diversity, Equity and Inclusion: Managing Bias ![21st Century in collaboration with Cultural Intelligence Africa](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") *in collaboration with* ![Cultural Intelligence Africa logo](https://www.21century.co.za/wp-content/uploads/2021/12/cultural-intelligence-africa-logo.jpg "cultural-intelligence-africa-logo") **In-House** ## *1-day course* ## Drawing on the Cultural Intelligence (CQ) framework, CQ Africa’s Unconscious Bias training utilises research-based findings to facilitate the development and implementation of strategies that will disrupt bias in individual lives and organisations Unconscious biases are social stereotypes about certain groups of people that are formed by individuals outside of their own conscious awareness. Left unattended these biases hamper individuals’ and organisations’ capability to build inclusive environments where diversity and inclusion can thrive. ## Who is this course aimed at? The workshop is for individuals and organisations seeking to leverage diversity, improve equity and make their organisations feel more inclusive. This program will benefit anyone who interacts with different cultures, whether multinational, generational, ethnic or even organisational cultures within a workplace. ## Workshop objectives The overall objective is to learn how to manage bias in interpersonal and organisational interactions. Following participation in the program individuals should be able to apply research-based solutions for improving self-awareness and begin to take the first steps towards developing culturally intelligent strategies to make sure they do not act on biases. ## Workshop Learning Outcomes - Understand why bias matters; - Recognise sources of explicit and implicit bias; - Identify systemic bias in our organisations/institutions; - Practice culturally intelligent strategies to disrupt bias. ## The CQ Pro Assessment The **CQ Pro Assessment (optional extra\*)** measures your capability and effectiveness – as an individual – for working and relating across cultures and in diverse situations. The Feedback Report includes:- self-ratings & norms for the 4 CQ capabilities (CQ Drive, CQ Knowledge, CQ Strategy, and CQ Action); self-ratings & norms for the 13 CQ sub-dimensions; and personal cultural value preferences. **R3 500.00\*** *\* excluding VAT, for the CQ Pro Assessment **(this is an optional extra,, in ADDITION to the in-house training rates for this course)*** ## Workshop Agenda and Objectives **Introduction** - Understand workshop objectives and agenda; - Define ground rules for participation interaction. **Manage Bias with Cultural Intelligence: CQ Drive** - Develop a deeper understanding of unconscious bias and ways CQ can help disrupt bias; - Know the three everyday influences proven to increase the application of bias; - Possess strategies for interrupting everyday influences. **See Unconscious Bias: CQ Knowledge** - Understand the personal and organisational effect of covering - Define and recognise multiple types of bias, especially affinity and confirmation bias - Learn CQ strategies for reducing covering and responding effectively to microaggressions **Disrupt Biased Systems and Practices: CQ Strategy** - Understand how bias affects organisational systems and practices; - Learn CQ strategies to manage bias across the employee lifecycle; - Learn five CQ strategies for managing decision-making bias; - Apply bias-busting CQ strategies to real-world scenarios. **Create an Action Plan: CQ Action** - Commit to implementing several CQ strategies to manage bias; - Recognise managing bias as an ongoing process; - Develop a personal action plan to take effective action in managing and challenging bias. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#22b463be737534670) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#4b7837f880ab2be9a) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Employment Equity & Skills Development Forums](https://www.21century.co.za/remuneration-training-2/employment-equity-and-skills-development-forums/) **Published:** October 20, 2024 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Employment Equity & Skills Development Forums # Employment Equity and Skills Development Forums **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ## *2-day course* ## This course is specifically designed to empower Employment Equity and Skills Development Forums to develop the knowledge and skills required to meet the employer’s statutory requirements relating to Employment Equity and Skills Development. ## Designated employers are required to fulfil their statutory obligations as prescribed by the Employment Equity Act, 55 of 1998 (EEA). ## To fulfil these obligations, the employer requires a well-trained Consultative Employment Equity and Skills Development Forum (EEF). Skills Development plays a critical role in identifying and implementing affirmative action measures and integrating these two concepts. ## What must a designated Employer do in order to implement affirmative action measures? 1. Consult with employees; 2. Conduct an analysis; 3. Prepare an employment equity plan; 4. Report to the Director-General of Labour (Director General) on progress made in the implementation of the plan. ## Background: Employment Equity & Skills Development Legislation **The Skills Development Act 97 of 1998** aims to improve the skills of the South African workforce through structured training and learnerships, establishing a framework for skills development and funding; as well as programmes and strategies aimed at accelerating skills development. As indicated above skills development and employment equity are inseparable interventions and are in fact critical strategies for the National Development Plan. The recently enacted **Employment Equity Amendment Act 4 of 2022 (EEAA)** has introduced further obligations in the EEA to accelerate equity in the workplace: The amendments introduce sectoral numerical targets to ensure equitable representation of historically disadvantaged groups based on race, gender, and disability at all occupational levels in the workforce. In this regard, the Department of Employment & Labour (Department) has published Regulations which provide guidelines for employers. In addition, the Department published the above-mentioned sectoral targets to enable employers to compile their Employment Equity Plans for the prescribed period 1 September 2025 to 31 August 2030. ### Who should attend this course? - Employment Equity and Skills Development Forum members - Line Managers responsible for HR - HR Business Partners - Skills Development Facilitators - Employment Equity Senior managers - HR Executives - Labour Relations Managers and Experts - Shop Stewards/Union Officials ### Are there any prerequisites for attending this course? None. ### Accreditation This course is not accredited. ## **Course Overview** #### Module 1: The Employment Equity Act 55 of 1998 - Definitions and Purpose of the Act - Application of the Act - Duties of designated employers #### Module 2: Elimination of Unfair Discrimination - Prohibition Unfair Discrimination - Medical testing - Psychometric testing - Job applicants #### Module 3: Affirmative Action - Duties of designated employers - Affirmative action measures - Consultation with employees - Matters for consultation - Disclosure of information - Analysis - Employment equity plan - Report - Publication of report - Successive employment equity plans - Designated employer must assign manager - Duty to inform - Duty to keep records - Income differentials #### Module 4: Commission for Employment Equity - Establishment of Commission for Employment Equity - Functions of Commission for Employment Equity - Report by Commission for Employment Equity #### Module 5: Monitoring - Monitoring by employees and trade union representatives #### Module 6: Enforcement - Powers of labour inspectors - Undertaking to comply - Compliance order - Objections against compliance order #### Module 7: Appeal from Compliance Order - Register of designated employers - Assessment of compliance - Review by Director-General - Outcome of Director-General’s review - Failure to comply with Director-General’s recommendation #### Module 8: Employment Equity Amendment Act 4 of 2022 - Purpose of the EEAA - Application of the Employment Equity Act - Background to the Employment Equity Act - Definition of designated employer - Certificate of Compliance - People with disabilities - Role of the Health Professionals Council of South Africa - Introduction of sectoral numerical targets - Impact of the sectoral numerical targets - Powers of labour inspectors - Effective date of the Employment Equity Amendment Act 4 of 2022 #### **Module 9: Skills Development Act** - Definitions - Purpose of Skills Development Act #### Module 10: National Skills Authority - Establishment of National Skills Authority - Functions of National Skills Authority - Composition of National Skills Authority #### Module 11: Sector Education and Training Authorities - Establishment of SETA - Functions of SETA - Composition of SETA - Chambers of SETA ~+ - Constitution of SETA “L - Finances of SETA - Taking over administration of SETA #### Module 12: LEARNERSHIPS - Learnership agreements - Contract of employment with learner - Disputes about learnerships - Skills programmes #### Module 13: Financing skills development - National Skills Fund - Use of money in National Skills Fund - Control and administration of National Skills Fund - Budget for training by public service employers #### Module 14: Employment Equity and Skills Development Forum - Objectives of the EEC and the SDC - Roles, responsibilities and functions of the Forum - Meetings and related administrative functions - Nomination and election of members - Termination of membership - Code of Conduct ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#e2161281894887e8c) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#3651c75bea7e1283b) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Diversity, Equity & Inclusion: Leveraging Diversity](https://www.21century.co.za/remuneration-training-2/leveraging-diversity/) **Published:** September 3, 2021 **Author:** 21Admin **Content:** ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Diversity, Equity & Inclusion: Leveraging Diversity # Diversity, Equity and Inclusion: Leveraging Diversity ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") *in collaboration with* ![Cultural Intelligence Africa logo](https://www.21century.co.za/wp-content/uploads/2021/12/cultural-intelligence-africa-logo.jpg "cultural-intelligence-africa-logo") ![Remuneration Committees Training Course](https://www.21century.co.za/wp-content/uploads/2021/08/leveraging-diversity.jpg "leveraging diversity") **In-House** ## *1-day course* ## Utilise extensive peer-reviewed research and globally recognised methods to build your personal cultural intelligence, connect more effectively across cultures, and improve personal and professional relationships. ### Course participants will learn about their own level of cultural intelligence and the four capabilities of CQ®: CQ Drive, CQ Knowledge, CQ Action, and CQ Strategy. ## What is CQ®? **Cultural Intelligence,** or **CQ®**, is a globally recognised way of assessing and improving effectiveness in culturally diverse situations. It is rooted in rigorous, academic research conducted across more than 100 countries and it is being used by leading companies, universities, and governments around the world. **CQ®**, is the foundation and strategic link to diversity, equity and inclusion (DEI). **In culturally diverse situations, CQ® predicts:** - Personal adjustment and adaptability - Judgment and decision-making - Negotiation effectiveness - Trust, idea-sharing, and innovation - Leadership effectiveness - Profitability and cost-savings ## Who is this course aimed at? The workshop is for individuals and organisations seeking to leverage diversity, improve equity and make their organisations feel more inclusive. This program will benefit anyone who interacts with different cultures, whether multinational, generational, ethnic or even organisational cultures within a workplace. ## Workshop objectives This program will introduce participants to cultural intelligence and equip them with strategies for applying it to any multicultural context. The overall objective is to improve intercultural performance. - Which diversity matters most in the workplace? - What are the barriers to diversity? - What does a strategic approach to diversity look like? ## Workshop Learning Outcomes - Self-awareness of how culture influences your interactions with others - Understanding how to develop and apply CQ in yourself and others - Effectiveness working with multicultural colleagues and customers ## CQ Pro Assessment The **CQ Pro Assessment (optional extra\*)** measures your capability and effectiveness – as an individual – for working and relating across cultures and in diverse situations. The Feedback Report includes:- self-ratings & norms for the 4 CQ capabilities (CQ Drive, CQ Knowledge, CQ Strategy, and CQ Action); self-ratings & norms for the 13 CQ sub-dimensions; and personal cultural value preferences. **R3 500.00\*** *\* excluding VAT, for the CQ Pro Assessment **(this is an optional extra,, in ADDITION to the in-house training rates for this course)*** ## Workshop Agenda ### Culture Matters - Become familiar with facilitator, co-participants, and purpose of the workshop - Recognize the relevance of cultural intelligence - Be able to define “culture” ### Mapping Cultural Diversity - Understand ten cultural value dimensions - Identify behaviors typically associated with each cultural value preference - Develop awareness of the cultural value preferences of self and others ### What’s Your CQ? Overview - Develop an understanding of cultural intelligence - Recognize the importance of cultural intelligence as a key capability for intercultural effectiveness ### What’s Your CQ Drive? - Understand the importance of CQ Drive for intercultural effectiveness - Reflect on CQ Drive scores and learn strategies for improvement - Know how to apply CQ Drive ### What’s Your CQ Knowledge? - Understand the importance of CQ Knowledge for intercultural effectiveness - Reflect on CQ Knowledge scores and learn strategies for improvement - Know how to apply CQ Knowledge ### What’s Your CQ Strategy? - Understand the importance of CQ Strategy for intercultural effectiveness - Reflect on CQ Strategy scores and strategies for improvement - Know how to apply CQ Strategy ### What’s Your CQ Action? - Understand the importance of CQ Action for intercultural effectiveness - Reflect on CQ Action scores and strategies for improvement - Know how to apply CQ Action ### Case Study - Apply knowledge about cultural values and CQ to a specific case study - Understand leading practices for effective, diverse teams ### CQ Action Plan - Create an action plan for improving and applying CQ - Be motivated to develop CQ in self and others ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#b309402b00621e639) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#fd423c36df934805e) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Diversity, Equity & Inclusion: Leveraging Diversity](https://www.21century.co.za/remuneration-training-2/leveraging-diversity/) **Published:** September 3, 2021 **Author:** 21Admin **Content:** ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Diversity, Equity & Inclusion: Leveraging Diversity # Diversity, Equity and Inclusion: Leveraging Diversity ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") *in collaboration with* ![Cultural Intelligence Africa logo](https://www.21century.co.za/wp-content/uploads/2021/12/cultural-intelligence-africa-logo.jpg "cultural-intelligence-africa-logo") ![Remuneration Committees Training Course](https://www.21century.co.za/wp-content/uploads/2021/08/leveraging-diversity.jpg "leveraging diversity") **In-House** ## *1-day course* ## Utilise extensive peer-reviewed research and globally recognised methods to build your personal cultural intelligence, connect more effectively across cultures, and improve personal and professional relationships. ### Course participants will learn about their own level of cultural intelligence and the four capabilities of CQ®: CQ Drive, CQ Knowledge, CQ Action, and CQ Strategy. ## What is CQ®? **Cultural Intelligence,** or **CQ®**, is a globally recognised way of assessing and improving effectiveness in culturally diverse situations. It is rooted in rigorous, academic research conducted across more than 100 countries and it is being used by leading companies, universities, and governments around the world. **CQ®**, is the foundation and strategic link to diversity, equity and inclusion (DEI). **In culturally diverse situations, CQ® predicts:** - Personal adjustment and adaptability - Judgment and decision-making - Negotiation effectiveness - Trust, idea-sharing, and innovation - Leadership effectiveness - Profitability and cost-savings ## Who is this course aimed at? The workshop is for individuals and organisations seeking to leverage diversity, improve equity and make their organisations feel more inclusive. This program will benefit anyone who interacts with different cultures, whether multinational, generational, ethnic or even organisational cultures within a workplace. ## Workshop objectives This program will introduce participants to cultural intelligence and equip them with strategies for applying it to any multicultural context. The overall objective is to improve intercultural performance. - Which diversity matters most in the workplace? - What are the barriers to diversity? - What does a strategic approach to diversity look like? ## Workshop Learning Outcomes - Self-awareness of how culture influences your interactions with others - Understanding how to develop and apply CQ in yourself and others - Effectiveness working with multicultural colleagues and customers ## CQ Pro Assessment The **CQ Pro Assessment (optional extra\*)** measures your capability and effectiveness – as an individual – for working and relating across cultures and in diverse situations. The Feedback Report includes:- self-ratings & norms for the 4 CQ capabilities (CQ Drive, CQ Knowledge, CQ Strategy, and CQ Action); self-ratings & norms for the 13 CQ sub-dimensions; and personal cultural value preferences. **R3 500.00\*** *\* excluding VAT, for the CQ Pro Assessment **(this is an optional extra,, in ADDITION to the in-house training rates for this course)*** ## Workshop Agenda ### Culture Matters - Become familiar with facilitator, co-participants, and purpose of the workshop - Recognize the relevance of cultural intelligence - Be able to define “culture” ### Mapping Cultural Diversity - Understand ten cultural value dimensions - Identify behaviors typically associated with each cultural value preference - Develop awareness of the cultural value preferences of self and others ### What’s Your CQ? Overview - Develop an understanding of cultural intelligence - Recognize the importance of cultural intelligence as a key capability for intercultural effectiveness ### What’s Your CQ Drive? - Understand the importance of CQ Drive for intercultural effectiveness - Reflect on CQ Drive scores and learn strategies for improvement - Know how to apply CQ Drive ### What’s Your CQ Knowledge? - Understand the importance of CQ Knowledge for intercultural effectiveness - Reflect on CQ Knowledge scores and learn strategies for improvement - Know how to apply CQ Knowledge ### What’s Your CQ Strategy? - Understand the importance of CQ Strategy for intercultural effectiveness - Reflect on CQ Strategy scores and strategies for improvement - Know how to apply CQ Strategy ### What’s Your CQ Action? - Understand the importance of CQ Action for intercultural effectiveness - Reflect on CQ Action scores and strategies for improvement - Know how to apply CQ Action ### Case Study - Apply knowledge about cultural values and CQ to a specific case study - Understand leading practices for effective, diverse teams ### CQ Action Plan - Create an action plan for improving and applying CQ - Be motivated to develop CQ in self and others ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#0bd45a56e50a4ccc1) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#11631b9da32621391) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [EQi for Team Leaders](https://www.21century.co.za/remuneration-training-2/eqi-for-team-leaders/) **Published:** February 13, 2024 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. EQi for Team Leaders # EQi for Team Leaders **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Remuneration Committees Training Course](https://www.21century.co.za/wp-content/uploads/2024/02/EQi-for-team-leaders.jpg "EQi for team leaders") ## *1-day course* ## Gain knowledge of how to recognise the feelings of self and of others and being able to respond appropriately to the situation at hand. Learn how to become an emotionally intelligent manager, treating employees attentively and respectfully. ### Who is this course aimed at? All employees. ### Course content and outcomes *At the conclusion of this course the delegate should:* - Be more self aware, - Be better able to manage their own emotions, - Be able to motivate self and others, - Be more adept at handling challenging relationships with others, - Recognise the emotions of others, - Respond appropriately to others, - Build better relationships through listening, - Understand why we sometimes “lose it”, - Be better able to overcome fear and anxiety, - Have tools and resources to draw on, - Have a report on the assessment of their current emotional intelligence and recommendations for areas that require additional work. ### Are there any prerequisites for attending this course? Yes. The **EQ-i 2.0 Model of Emotional Intelligence** is to be conducted before the course. ### Additional Cost: This assessment mentioned above is **NOT** included in the cost of the course, and will incur an **additional cost** over and above the cost of the course of: **R 2 800.00** *(per delegate, excluding VAT)* ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#47f1476edab98b7cb) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#f7c2af54b01362d71) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Advanced Excel for HR training course](https://www.21century.co.za/remuneration-training-2/advanced-excel-for-hr-training-course/) **Published:** December 19, 2025 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Advanced Excel for HR training course # Advanced Excel for HR **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Advanced Excel for HR Training Course](https://www.21century.co.za/wp-content/uploads/2016/02/advanced-excel-for-hr-1000x666.jpg "advanced-excel-for-hr-1000×666") ## *1-day course* ## This course is ideal for reward practitioners who are involved in detailed data analysis. The purpose is to discover the power of excel in assisting in time-consuming ‘number-crunching’ ## Who is this course aimed at? HR Practitioners with remuneration planning responsibilities and a basic knowledge of Excel. Course content and outcomes *At the conclusion of this course the delegate should understand how to:* - **Interpret surveys** – understand what statistics mean in remuneration analysis - **Analyse market data** – know what to look for – understand how to interpret data – know how to use technology to interpret survey results - **Use Excel as an analysis tool** – sorting, searching, filters, pivot charts and basic formulae – analysing data in Excel – lookups, ‘if’ functions, conditional formatting, arrays - **Present data using Excel** – charting (scatterplots, line graphs, bar charts) – advanced functions ## Are there any prerequisites for attending this course? It would be advisable for the delegate to have a basic knowledge of Excel. ## Accreditation This course is accredited by two highly prestigious bodies in the Remuneration and Reward field – SARA and IPM – and CPD points will be awarded for completing this course. ![accredited by IPM SARA](https://www.21century.co.za/wp-content/uploads/2019/11/IPM-Sara.jpg "IPM-Sara") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#e73cfab357273941e) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#c551bb1bba68582fb) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Transformational Equity and Empowerment (TEE)](https://www.21century.co.za/remuneration-training-2/transformational-equity-and-empowerment-2/) **Published:** October 20, 2024 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Transformational Equity and Empowerment (TEE) # Transformational Equity and Empowerment **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ## *2-day course* ## Learn about the latest developments in Employment Equity and B-BBEE, the verification challenges and risks that have arisen, how (and why) to adopt a strategic implementation and progress approach, and how to maximise each element of B-BBEE for impact and value-add. ### Who should attend this course? - HR professionals, - Supply-chain managers and practitioners, - B-BBEE executives and professionals, - Policy-makers and regulators, - Verification agencies/ agents, and consultants, - Those involved in B-BBEE, Transformation, and Employment Equity decision-making and planning. ### Course content and outcomes At the conclusion of this course, the delegate will understand: - Proposed EE Compliance Certificate and how it will impact EE and BBBEE, - The interface between EE and BBBEE and contradictions/ misalignments, - Quantitative and transactional bias versus transformational bias, - Integration of EE objectives and outcomes in company/institutional strategy, policies, procedures and practices, - Challenges of organisational transformation and the qualitative aspects of EE, - Introduction of a positive rating that rewards and recognises effort and progress. - - Latest B-BBEE developments, verification challenges and risks that have arisen, - The need to focus on implementation and progress (versus verification), - A strategic approach to B-BBEE, and the link to company strategy (horizontal/vertical scorecards and causality), - Maximisation of each element of B-BBEE: - equity ownership; - management control; - skills development; - enterprise & supplier development; - socio-economic development, with focus on impact and value added. ### Are there any prerequisites for attending this course? None. ### Accreditation This course is not accredited. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#099de6529ebbf0344) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#7f564dca8d4748095) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Creating and leading Positive Teams](https://www.21century.co.za/remuneration-training-2/creating-and-leading-positive-teams/) **Published:** February 28, 2022 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Creating and leading Positive Teams # Creating and leading Positive Teams **In-House** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Creating and leading Positive Teams Training Course](https://www.21century.co.za/wp-content/uploads/2024/02/creating-positive-teams.jpg "creating positive teams") ## *2-day course* ## This course will empower you to manage teams and encourage initiative, entrepreneurship, and creativity by presenting a different perspective on the manager’s role. ### Course content and outcomes *At the conclusion of this course the delegate should be able to:* - Recognise their own role/impact on the team, - Understand the need to engage the whole person at work, - Understand the link between EQ, emotional energy, and productivity, - Use tools to manage self that result in a more positive impact on the team, - Have strategies to engage differently with diverse team members, - See the role of the manager in a more positive and enabling manner, - Understand what erodes positivity, - Know the key motivators of individuals and how they can be used to bring about positive change , - Appreciate the uniqueness of each team member, - Have alternate solutions for the problems experienced in teams. ### Who is this course aimed at? Team leaders, Line managers, Executive staff. ### Are there any prerequisites for attending this course? No. ### Accreditation This course is not yet accredited. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#d568eeafe92b996b8) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#16c770781cb35eee0) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Career Paths & Succession Planning Training Course](https://www.21century.co.za/remuneration-training-2/career-paths-and-succession-planning-training-course/) **Published:** August 14, 2019 **Author:** 21Admin **Content:** ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ### Remuneration and HR Training Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Career Paths & Succession Planning Training Course # Career Paths & Succession Planning Courses ![Remuneration Committees Training Course](https://www.21century.co.za/wp-content/uploads/2016/01/career-paths-1000x667.jpg "career-paths-1000×667") **In-House** ## *Career Paths & Succession Planning Introduction (1-day course)* ## *Career Paths & Succession Planning Essentials (2-day course)* ## Enabling individuals to achieve their personal objectives helps organisations achieve their goals. Learn to align these personal objectives with organisational objectives by carefully planning and managing career paths and succession. *Accredited by:* ![SABPP IPM SARA logos](https://www.21century.co.za/wp-content/uploads/2018/10/IPM-Sara-SABPP.jpg "IPM Sara SABPP") ## Career Paths & Succession Planning Introduction *1-day course* --- ### Who should attend this course? HR executives, HR staff, Organisation development specialists, Business executives and Line Managers. ### Course content and outcomes *At the conclusion of this course, the delegate should be able to understand:* - The role Career Paths play in supporting HR and Remuneration goals, - How Career Paths relate to Job Evaluation and Succession Planning, - How to design effective Career Paths, - Various models of Career Paths and their application in organisational contexts. ### Are there any prerequisites for attending this course? No. ## Career Paths & Succession Planning Essentials *2-day course* --- ### Who should attend this course? HR executives, HR staff, Organisation development specialists, Business executives and Line Managers. ### Course content and outcomes *At the conclusion of this course, the delegate should be able to understand:* - The need for career paths, - The principles of career paths, - The link between career paths and job evaluation, - The purpose and need for succession planning, - The principles of succession planning, - How career paths integrate with succession planning, - How to compile a simplified career path to facilitate succession development. ### Are there any prerequisites for attending this course? No. ### Accreditation This course is accredited by three highly prestigious bodies in the Remuneration and Reward field – **SARA, SABPP,** and **IPM** – and CPD points will be awarded for completing this course. ![SABPP IPM SARA logos](https://www.21century.co.za/wp-content/uploads/2018/10/IPM-Sara-SABPP.jpg "IPM Sara SABPP") ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#f2f5168e4aadeadb6) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#810e905ed1491d6dd) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [21st Century Clients](https://www.21century.co.za/clients/) **Published:** June 7, 2025 **Author:** 21Admin **Content:** # 21st Century Clients ![21st Century logo](https://www.21century.co.za/wp-content/uploads/2016/11/21C-logo-554x126.jpg "21c-logo-554×126") ## 21st Century has serviced over 4000 clients. These include government, SOEs, unlisted companies of all sizes, non-profit organisations, and the majority of JSE listed companies. ## We have listed our clients alphabetically below. Please click on the ‘+’ icon to view each list. Please note that this list is subject to change and omissions, and although comprehensive, may exclude some of our more recent clients. ## Our Clients – from A to Z ## [A](#1726ccd26844f066e) - A-Gas SA - Aard Mining Equipment - AB350 - Abacus - ABB - ABBOTT - Abbvie - Absa - Abudawood Group - ACA - Academy of Science of South Africa - Accelerate - Accenture - Access Bank - Accessweb - Accor Hospitality SA - Accord - Accounting Standards Board - Ackermans - ACSA - Acsis - Action Aid International - acto - Actom - Actuarial Society - Acumen Software - AD Outpost 2007 (PTY) LTD - Adams and Adams - Adapt IT - Adcock Ingram - Adcorp Blu - Adcorp Holdings - Addendum - Addison Advisory Incorporated - Adfusion Contract Management Services - ADG Mobility - Adreach - ADT Security Services - Adumo - Advanced Global - Advanced Technology Engineering - Advocate Imthiaz Sirkhot - Advtech Group - AEC Amersham - AECI - AECOM - Aegis Global - AEL MINING SERVICES - AEMFC - AFB In2Africa - Afgri - AFRGI Poultry t/a Daybreak Farms - Africa’s Best - Africa Cosmos Consulting - Africa Direct EduBond - Africa Direct Group - Africa Glass - Africa Housing Company - Africa People Advisory Group - Africa People Movers - Africa Prepaid Services - Africa RE - Africa Vaccine Manufacturing Initiative - African Bank - African Conservation Holdings - African Infrastructure Investment - African Institute of South Africa - African Leadership Academy - African legend Indigo - African Mining & Trust Co LTD - African Oxygen Limited - African Pioneer - African Rainbow Minerals - African Response - African Risk Capacity - african Sun Dried Fruit & Nuts - African Tax Administration Forum - African Unity Life - AfricaRAS - Afrika Tikkun Services - Afrimat - Afrirent (Pty) Ltd - Afrisam - Afrit - Afrizan Personnel PTY LTD - AfroCentric - Afrox - Afrupro - AFS Group - AG Cellular - AG Industries - AGE Technologies - Ages Group - Agrement South Africa - Agri IQ - Agri Protein - Agribank - Agribussiness Development Agency - Agricultural Research Council - Agrinet Ltd - AgriSA Commodities - Agro Serve - AH Ernst & Seuns (EDMS) BPK - AIDC Development Centre - Aids healthcare Foundation - AIG South Africa Limited - AIIM - Air Botswana - Air France - Air Liquide Large Industries South Africa - Air Mercy Services - Air Namibia - Air Products - Airbus Defence and Space - Airbus Helicopters - Aircom - Airline Pilots Association South Africa - Airlink - Airports Namibia Company - AKA Africa - Akanani Group - AKM Foods - Alcon Laboratories - Ale Heavylift South Africa - Alet Scholtz - Alexander Forbes - Alexkor - Alfa and Omega - Alfred C. Toepfer International - Algo Technologies - Algoa Brick - Algoa Bus Company - Algoa Cement - Ali Bey Maldives - Aligned Leadership - Alistair Group - Allan Gray - Allegra - Allen & Overy - Allesbeste - Alliance Abroad South Africa - Alliance Fruit - Alliance General Insurance Company - Alliance Strategies - Allianz Global Corporate & Speciality SA - Allied Electronics Corporation Limited - Allied Publishing Limited - ALLPRONIX - Alpha Conference Centre - AlphaWealth - Alphia Namibia Industries Renewable Power - ALS Group - Alstorm - Altech - Altron - AM Fresh - Amaanat Investment Holdings - Amabhubesi - Amalgamated Appliance Holdings Limited - Amanzi Bargaining Council - Amazing Vouchers - AMCU - American Embassy - American Express - American International School - Amic Trading PTY LTD - Amoath Trust - Ampath - AMS Haden - AMSCO - Amy Jennings 1 - Analytics Suspense - Anazi - ANB Investments PTY LTD - ANC - ANC Limpopo Province - ANC Parliamentary Caucus - ANC Progressive Business Forum - Anchor Yeast - And Beyond - Andile Solutions - Andrew Mentis - Andritz Delkor (PTY) LTD - Andru Mining (PTY) LTD - Anglo Operations Limited - Anglo Platinum - AngloGold Ashanti - Another Outstanding Solution - Anova Health Institute - Ansys Limited - Anton Paar - AoC Legal - AON South Africa - Apic Toll Treatment (PTY) LTD - APL Cartons (Pty) Ltd - Appletiser - Applied Welding Technology - Appolo Brick - Aquarius Platinum - Aquatan - Aquila Collection - Arabella Hotel & Spa - Aranda Textile Mills (Pty) Ltd - ArcelorMittal South Africa - Archer Daniels Midlands - ArchSoftware - Arena Holdings 1 - Ares Holdings - Areth Serfontein and Associates - Areva Resources SA - Argen - Argility - Aricent South Africa - Arise Invest - Armscor - Arrowhead Properties - Arthur Els - Artsolar - ARV Access for Africa - Arysta Life Science - ASA Metals (PTY) LTD - Asanko Gold - ASAUDIT - Ascendis Health - Asgisa Eastern Cape (PTY) LTD - Ashika Dhanishwar - ASISA - Ask Africa - Aspen Pharmacaee - Assessment Toolbox - Association for Savings and Investment - Association of African Business Schools - Association of Comms and Technology - Assupol Life - Astec - Astral Foods - Astral Healthcare - Astrapak - AstraZeneca - Astrim Opco - Astute - AT Kearney - Athena Capital Vida e Cafe - ATKV - Atlas Copco SA (PTY) Ltd - Atlas Finance (Pty) Ltd - ATM Solutions - ATNS - Attacq - Attorneys on Call - atWork - Auria Senior Living - Aurora Wind Power - Aurum Institute - Auto Magic centurion - Autoboys - Autolectron - Automated Office Equipment - Automated Outsourcing Services (PTY) LTD - Automobile Association of SA - Automotive Industry Development Centre - Automotive Industry Transformation Fund - Autopax - Autozone - Avbob - Aveng Grinaker-LTA Mining - Averile Ryder Reward Specialists - AVI Financial Services - Aviagen - Aviation Co-ordination Services (PTY) LTD - Avis Car Rental - Aviva - Avon - Avon & Dedisa Peaking Power - Avroy Shlain - AVRX SS (Pty) Ltd - Avusa - AWARE - Awethu Project - Ayamah Tibaa - Ayo Technologies Solutions Limited ## [D](#ffa7ea5db40c0c265) - D÷lberg Finance Holdings Limited - Da Gama Textiles - Daimler Truck Financial Services - Dainfern College - Dairy Group - Dairymaid - Dalbit Petroleum Limited - Danfoss - Danone South Africa - Danshaw Consulting - Dark Fibre Africa - Dartcom - Datacash - Datacentrix - Dataflo SA - Datamine - DAV Professional Placement Group - Davis Longdon - Daxo Deo - Daymon International - DBC Packaging - DBG PTY LTD - DBSA - DCC Group - DCS Consulting - De Beers - De Beers Marine Namibia (PTY) LTD - De Heus (Pty) Ltd - DE Management Services - Debra L Venables - Debswana - DebtIN Consultants - Decision Inc - Deirdre Koopman - Dekra - Delaire - Delecta - Delmas Coal - Deloitte Consulting - Delswa - Delta EMD - Democratic Nursing Organisation of SA - Deneb Investment LTD - Denel Aeronautics - Denel Aviation - Denel Corporate - Denel Dynamics - Denel Land System - Denel Overberg Test Range - Deneys Reitz - Dentons - Deon van Loggerenberg & Associates - Department of Cooperative Governance - Department of Education - Department of Environmental Affairs - Department of National Treasury - Department of Public Enterprises - Department of Water and Sanitation - Derek Prince Ministries - Derivco - Desi Industrial Psychologists (Pty) Ltd - Deutsche Securities - Deutz Dieselpower - Dev Mark Property Group - Development Bank of South Africa - Deviare - DG Store - DGB - DHL International PTY LTD - DHT Holding Africa - Dial Direct - Diamond Trading Company Botswana - Diane Petfood - Diasorin - Dibber International - Dickens Group - Dietrich, Voigt, Mia (PTY) LTD (PathCare) - Different Life - Digby Wells & Associates South Africa - Digicore - Digistics - Digital Outsource Services - Digital Solutions Group - Dimago - Dimango - Dimension Data - Dimpho Tsentle Resourcing - Dineo Pact (Pty) Ltd - Diopoint (Pty) Ltd - Dipalopalo FM Solutions - Diplomat South Africa - Dipula Income Fund - Direct Axis - Direct Box - Direct Marketing Association - Dis-Chem - Discover Digital PTY LTD - Discovery - Discovery Bank - Distell - Ditsong Museums of South Africa - Divercity - Diversey South Africa (PTY) LTD - Divine ICTP - DKMS - DLA Piper SA - DM Kisch 1 - DML - DMR Law Firm - DNI Management PTY LTD - DNV - Do Toit Fruit - Doculam PTY LTD - Dole SA - Don Suite Hotels - Dormac ado Southey Holdings (PTY) LTD - Dot to Go - Doxa Deo - DPD Laser - DPSA - Dr HW Kluge - DR Oetker South Africa PTY LTD - Dr Thulile Ngonyama-Ndou - DRA Holdings - DraftFCB - Dragonfly Africa - Drake & Skull - drake - DRDGold - DRG Outsourcing \[PTY\] Ltd - DriveConsortium - Drs Gritzman & Thatcher Laboratories - Dry Ice International - Dryl Giyose - DSG - DSM Nutritional Products - Du Pont De Nemours South Africa (PTY) LTD - Dube Trade Port Corporation - Dulux - Dunamis Energy & Resources - Dundee Precious Metals (Namibia) - Dunlop Industrial Products (PTY) LTD - Dunns - Durban ICC - Durban University of Technology - Dust-A-Side - DWD Group - Dynamic Brands ## [G](#8a263d2c97e92b3b0) - G-BTRA - G.D South Africa - G.U.D Holdings PTY LTD - G.U.D. Holdings (Pty) Ltd - G4S Secure Solutions - G7 Renewables - GAAL - Gaberone International School - Gaboone Sun - Gabrienne Trading Systems - Gaiteng Enterprise Propeller - Galana Oil Kenya Limited - Galtronics Limited - Gambling Authority - GammaTec - Gardena - Garrun Group - Garry Madden - Gary Player Foundation - Gasa and Associates - Gauteng City Region Academy - Gauteng Cricket Board - Gauteng Enterprise Propeller - Gauteng Film Commision - Gauteng Fund Project Office - Gauteng Gambling Board - Gauteng Liquor Agency - Gauteng Management Agency - Gauteng Partnership Fund - Gauteng Shared Services Company - Gautrain Management Agency - Gayatri Paper Mills - GBS Mutual Bank - GE Power - GE Steam - GEA Aircooled Systems - Gear Pump Manufacturing - Geberit - Geda - Gelita - Gelvenor Textiles - Gem Diamonds - Gemalto - Gemini Consulting - GemFields - GEMS - Genasys Technologies - General Cable - General Electrical South Africa PTY LTD - General Mills South Africa - General Re-insurance Africa Ltd - Generation Schools - Genergy - Genesis Acturial Solutions - Genesis Analytics - Genesis Eco-Energy Developments - Genpact - Genrec Engineering - Gensesc Property Services - Geoscience Council - GEPF - German International School Cape Town - Germany Trade & Invest - Germiston Phase 2 Housing Company - GetSmarter - GF Marketing - GFL Mining Services - GHB Farms - Giant Wholesalers - Gibbs - Gibela Rail Transport Consortium - GIC Re SA Ltd - Gidani - GijimaAst - Gildenhuys Malatji Attorneys - Gilenhuys Malatji Attorneys - GIZ - GK Africa - GKD Delkor - Glacier 1 - GlaxoSmithKline - Glencore - Glenrand MIB - Glenrand MIB (Namibia) - Global Business - Global Construction - Global Tech - GLS Consulting - Glyn Marais - Gold One - Golden Leopard Resorts - Golder Associates - Goldfields Mining South Africa - Goldfish Consulting - Goldman Sachs - Goldplats Recovery PTY LTD - GoldRush Group - Goodyear Tyre and Rubber Holdings - Gope Exploration Company - Gossamer - Government - Government Conference - Government Employees Medical Scheme - Government Institutions Pension Fund - Government of Botswana - Government Printing Works - GowthPoint Management Services - GP Strategies - Graca Machel Trust - GracePoint - Graham Beck Enterprises - Grainpulse - Grandmark - Grant Thorton - Grapevine Media - Grassroot Soccer - Grayston Prep - grcnOn Digital Media - Green Building Council - Greeninc - Greenro Solutions - Greif SA - Grindrod Bank Limited - Grobank - Grobbelaar INC - Grofin - Groot Constantia - Grootbos Private Nature Reserve - Grounded Media - Ground Transportation Services - Group Five Corporate & Business Services - Groupe LFE South Africa (PTY) LTD - Growers By Nature - Grown 4 U - Growth-Link - Growthpoint - Grundfos - Grupo Antolin - GS Schoonbee Landgoed (PTY) LTD - GSK People Management - GTC - GTZ - Guardrisk - Guerdon Associates - Gulf Agency Company LTD - Gulf Energy Limited - Gusto IT Business Solutions - GVI Oncology Trust - GVK - GWK - GWP ## [J](#aed9b70b7cad133e8) - J Fetting - J Moffat Prolock - Ja Sure - Jabil - Jacana Media (PTY) LTD - Jack Hammer Executive Headhunters - Jacobs Capital - Jacobson Talmud Consulting - Jacques Malan Consultants & Actuaries - Jagersfontein Developments - Jala People Resources - Jameson Consulting - Jaquar Landrover - Jasco Electronics Holdings - Jawitz Properties - JB Marks Education Trust Fund - JD Shreuder - JDG Micro Life - JDG Trading (PTY) Ltd - Jendamark - Jet Demolition - Jet Education Services - JHB American International School - JHB Property - JHI Property - Jindal Mining - Jo Fensham Yacht Upholstery - Joburg Ballet - Joburg Theatre - Johannesburg City Parks - Johannesburg Development Agency - Johannesburg Inner City Partnership - Johannesburg Property Company - Johannesburg Roads Agency - Johannesburg Stock Exchange - Johannesburg Water - John Craig - John Deere - Johnson Controls - Johnson Crane Hire - Johnson Matthey Catalyst - Johnson Outdoors - Joint Property - Joint Prosperity PTY LTD - Jojo Tanks - Jones & Wagener PTY LTD - Joshco - Jost Transport Equipment (PTY) LTD - Joubert Galphin Searle - Jowells Transport Namibia - Joy Global - Joya Brands - Jozi Housing PTY LTD - JP Morgan - JPV Business Solutions - JTI - Jubelie Projects - Jumbo Brands - Just Retirement - just Solv - Justin - Justin Mann - Juta and Company (PTY) LTD - Juwi Renewable Energies PTY LTD ## [M](#b838c877b15bf2aae) - M Stores - M T U South Africa PTY LTD - M2TD - M4Jam - Mabuza Attorneys - MAC Consulting - Maccauvlei - Macmillan Publishers - MacNeils - Macrobert Attorneys - Macsteel Service Centre SA - Mafube PTY LTD - Magalies Water - Magethi Industrial Psychology Services - Magic Travel - Magotteaux (Pty) Ltd - Mail & Guardian - Maine - Mainstream Renewable Power - Maitland Advisory - Makana Brick - Makewa Consulting - Makro 1 - Makuru - Mala Mala - Malan Scholes - Malawi Revenue Authority - Malda Pack CC - Maletchaba Human Capital - Maletstatsi Human Solutions - Mall Tiles - Maluti Bus Service - Mammoet - Man Truck & Bus - Mananga Sugar Packers - Mancosa1 - Mandela Bay Development Agency - MANE Shared Services Africa - Manganese Metal Company - Mangaung Municipality - Mango - Mangosuthu University of Technology - Mangwanani Group - Manica South Africa PTY LTD - Manitou Southern Africa - Mann Auto - Mantengu Mining Limited - Manyeleti Consulting - Maono Construction and Property - Maphoko Ditlhaotswe - Maponya Attorneys - Mappp Seta - Maravest Group - Marcel’s Frozen Youghurt - Marico South Africa - Marie Stopes - Marist Brothers Linmeyer - Marizanne Koen - Mark Bussin - Mark Robert & Associates - Market Theatre - Marketing Code Authority - Marketing SA - Maroga Metals - Maropeng - Marsh South Africa - Marshalls+Dent+Wilmoth Lawyers - Martin & Martin PTY LTD - Martin & Robson Industrial Minerals - Martin Engineering - Marx Gore Chartered Accountants - Mary Oppenheimer Daughters - Masana Petroleum - Mascom Wireless - Maserumula Inc Attorneys - Masisizane Fund - Masonite Africa - Massbuild - Masscash - Masslift - Massmart - Master Drilling - Masterbatch - Mastercard - Masterparts - Mastopoint - Matsapha Town Council - Matus - Matuson & Associates - Mayikana Consulting - Mazars - Mazars Corporate Finance (Pty) Ltd - Mazda Southern Africa PTY LTD - Mazi Asset Management - MB Technologies - MBC - MBD Credit Solutions - Mbuyelo Group - MC Process (Pty) Ltd - MCC Group - McCain Foods - McCormick South Africa - McDonalds - Mcintosh Latilla & Carrier Laing - Mckinsey Consulting - Mcnally Capital - MCT Telecommunications PTY LTD - Meadow Feeds Paarl - Meat Board of Namibia - Media Development and Diversity Agency - Media24 - MediaCom - Medical Research Council - Medical Specialist Holdings - Mediclinic - Medihelp - Medikredit - Meditech - Medo - Medscheme - Megga Candy (PTY) LTD - MEIBC - Mekan Engineering Services - Merafe Resources - Meraxis - Mercedes Benz South Africa PTY LTD - Merchantile Bank - Merchants – A Dimension Data Company - Merchants SA - Merchants Vodacom Business Unit - Merck PTY LTD - Merensky - Meridian - MEROPA LEISURE AND ENTERTAINMENT(PTY) LTD - Merseta - Mertz Consulting - Metal Line Africa - Methealth Namibia - Methodist Homes - Metier - Metier Mixed Concrete - Metorex - Metorex (Pty) Ltd - Metro Security - Metrobus - Metrofibre - Metrofile - Metropolitan - metropolitan Administrators - Metropolitan Namibia - Metrotrading - Meyer Inc - Mezzanine - MFI Extrusions (Pty) Ltd - Mfolozi Group - Mhlatuze Water - Mi Way - MIC - Michael Fleischer - Michael House - Michaelhouse - Michelin Tyre Company SA (Pty) Ltd - Micro to Mainframe - Microsoft - MICT SETA - Midvaal Water Company - MIFA - MIH Holdings Limited - Mike Honnet Consulting - Milk Producer’s Organisation - Milk SA - Miller & Cambridge - MilliCare - Milliman PTY LTD - Millstream Farm - Millward Brown SA (PTY) Ltd - Milpark Business School - Min Tails SA (Pty) Ltd - Mindset - Mindworx - Mineral Commodities Ltd - Mineral Technologies - Minerals Council South Africa - Minerals Development Company Botswana - Mines Unclaimed 1970 Fund - Mineworkers Development Agency - mineworkers Investment Trust - Mineworkers Provident Fund - Mining and Qualifications Authority - Mining Consultancy Services PTY LTD - Minopex - Minova International - Mintek - MIRF - MIS Engineering (PTY) LTD - MiWay - Mix Telematics - MK People Skills - MLC - MM & K Limited - Mmabana Arts,Culture and Sports Found - MMI Group - Mnet - Mobax - Mobile Telecommunications LTD - Mobility Group - Model Extension (PTY) LTD - Modikwe Platinum - Modular Mining Systems India Pvt Ltd - Mogale City Local Municipality - MOGS PTY LTD - Mohair South Africa - Mohale Emmanuel Consulting Services - Mokhurane Technologies - MOL South Africa - Momentum Collective Benefits - Mondelez International - Mondi - Mondi Group - Mont Rochelle - Montego Pet Nutrition - Montrose Place - Moonstone Information Refinery - Mopani TVET College - More Community Foundation - More Group - MoreCorp (PTY) LTD - Moreleta Motors - Moreletapark Gemeente - Morewood - Morgan Sterling - Morne Ernst Barnard - Morupule Coal Mine - Mosaiek - Mosiamise Business Consulting - Mosiamise Rural Development - Mosteng - Motheo Construction Group - Motheres 2 Mothers - Motif Capital Partners - Motify - Motjoli Resources - Motor Industry Bargaining Council - Motor Industry Retirement Funds - Motseng Investment Holdings - Mott Macdonald - Motto Health Care - Motus - Moumo Integrated Development - Mountain Nelson - Mouton Citrus - Mowana Properties (Pty) Ltd - Moyo Business Advisory - Mpact Paper - Mpekweni Beach Resort - Mphakama Trading and Projects - Mpumalanga Economic Growth Agency - Mpumalanga Liquor Authority - Mpumalanga Regional Training Trust - Mpumalanga Tourism & Parks Agency - MR Price Group - MS 5 Projects - MSA Africa - Msc Cruises - Msinsi Holdings - Msinsi Resorts & Game Reserves - Msobo Coal - MSP Consulting - MTN - MTN Ghana - MTN Group Management Services - MTN Swaziland - MTN Uganda - MTO Forestry - Much Asphalt - Mukuru - Multi-Flor - Multi Rooms Management (Pty) Ltd - Multichoice - Multisource Telecoms Proprietary Limited - Multotec - Munich Reinsurance - Municipal Employees Pension Fund - Municipal Gratuity Fund - Munro Forensic Actuaries - Murray & Roberts - Mustek Limited - Mutual & Frederal Insurance Company - Muvoni Weltex - Mvelaserve ## [P](#69604cd50eb3c2fd0) - P3 Business Solutions - P3 Namibia - Paarl Media - Pack ‘n Stack Investment Holdings - Packsolve - Padenga Holdings - PAFA - Palabora Copper PTY LTD - Palucron - Pamodzi - Pan African Holdings - Pansolution Holdings - Paradigm Project Management - Paramount Industrial Holdings PTY LTD - Pareto Limited - Parker and Accountants - Parker Hannifin - Parliament of RSA - Parnis Engineering - Partner Risk Solutions - Passenger Rail Agency of South Africa - Patensie Citrus - Paul Benjamin - Pay Squad CC - Paycorp - PaySpace - PCL Nigeria - PD Nixon - Peace Parks Foundation - Peakers Operations (PTY) LTD - Pearl Valley Golf Estates - Pebble Bed Modular Reactor - Peermont Global - PEG Retail Holdings - Pele Energy Group - Pembani Group - Penguin Books - Penguin Random House - Pension Fund Adjudicator - Pentad Qs - People Beyond PTY LTD - People Connections - People Cube PTY LTD - PeopleTree Holdings - Pep Stores - PepsiCo - Peregrine - Peresys - Performanta Technologies - PERI (PTY) LTD - Perishable Products Export Control Board - Pernod Ricard - Persaf Holdings (PTY) LTD - Perseus Mining (Ghana) Limited - PET Recycling Company NPC - Petcoepr - Peter Martin & Associates - Petousis Group - Petra Diamonds - Petroleum Agency SA - PetroSA - Pferd - Pfisterer PTY LTD - Pfizer Laboratories (Pty) Ltd - PFK Electronics PTY LTD - PFNonwovens - PG Bison - PG Glass - Phambili Dismed Group - Pharma Dynamics - Pharmaceutical Marketing Code Authority - Pharmaforce (Pty) Ltd - Philafrica Foods - Phillips Consulting Nigeria - Phiwa Zulu - PHSDSBC - Phuma Fleet Services PTY LTD - Phumelela - Pick n Pay - Pietermaritzburg Chamber of Business - Pietersburg Club - Pikitup - Pilansberg Platinum Mines - Pilot Pen South Africa - Pineapple Insurance - Pinnacle One - Pinpoint One - Pinsent Masons - Pioneer Foods - Pioneer Transport - Piotrans - PixelFaerie Business Services (PTY) LTD - Planetworld - Platinum Engineering Specialists - Platinum Group - Platinum Health - Platistone - PLP Teleshop - PM Africa - PMSA - Point Outsource International (Pty) Ltd - Pointbreak Treasury & Operations - Pointer SA - Polmed - Polyoak Packaging - Polyoak Packaging Group - Pons Process Consulting - Popcru - Population Service International - PortfolioMetrix - Postbank - Poswa Incorporated - Power Construction - Power Solutions - Power Tech Transformers - Powercom - Powerpoint Lifestyles (Pty) Ltd - PPC - PPD - PPECB - PPG Industries - PPS Insurance - PPS Investments - Pragma Africa (Pty) Ltd - Pragma Holdings - Pragma Products (Pty) Ltd - Preadhashni Govender - Premier Foods - Premium Group - Prentec PTY LTD - Pres Les (Pty) Ltd - President Krugerkinderhuis - Prestige Clothing (PTY) Ltd - Prestige Cosmetic Group - Pretoria Metal Pressings - PriceWaterHouseCoopers - Pridwin - Prime Africa Consult - Primedia - Primedia Sport a division of Primedia - 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Public Invest Cooperation - Public Officers’ - Public Telecommunications Corporation - Publishing Association of SA - Pumeza Sundu (Private) - Pupkewitz Megabuild - Pure Gas - Purveyors South Africa Mine Services - Pyromet ## [S](#98b1276490fa890c2) - S’lene Popolillo - S-RM - SA Army Foundation - SA Bank Note Company - SA Board of Jewish Education - SA Canegrowers - SA Cities Network - SA Diamond Board - SA Health Products Regulatory Authority - SA Home Loans (PTY) LTD - SA Hunters and game Conservation - SA Institute of Professional Accountants - SA Insurance Association - SA National Aids Trust - SA National Parks Agency - SA National Roads Agency - SA Pharmacy Council - SA Power - SA Productivity - SA Property Owners Association - SA Road Passenger Bargaining Council - SA Rugby - SA Sugar Association - SA Taxi Development Finance - SAAB Grintek Technologies PTY LTD - SAB - SAB Miller - SABC - Sabi Sand - SABIC - Sabinet - Sabio Communications - SABMR - SABPP 1 - SABRIC - SABS - SACAI - SACNASP - Sacred Heart - SACU - SADPMR - SADTU Investment Holdings - SAEON - Safal Group - Safari Investments - Safaricom - Safcol Group - Safcor Panalpina - Safety & Security Seta - Saficon Industrial Equipment - Safintra Roofing and Steel Inland - Safiri - Safpro - Safran Electronics and Defense - Sage BEE123 - Sage Pastel Accounting - Sagewood School - Saheti School - SAHPRA - SAICA 1 - SAICB - Sail - Saint-Gobain Isover South Africa - SAIPA - Sakhiwo Health Solutions - Sakhumnotho - Sakhumzi Car Rental - Sakonda Inc - Salga - SALT Employee Benefits (Pty) Ltd - SAM Engineering - Samancor - Samane Consulting Engineers - Samantha Kimmel & Associates - Samantha Nagel - Samkho - SAMPRA - Samra - Samro - SAMSA - Samsung Electronics South Africa - SANAT - Sanaz - SANBI - SANBS - sanbs - Sandfire - Sandown Motor Holdings (Pty) Ltd - sandvi\] - Sandvik - Sanedi 1 - Sanlam 1 - Sanlam Management Services - Sanlam Sky Solutions - Sanofi South Africa - SANRAL - Santam - Sanyati - SAOTA - SAOU - SAP - SAPOA - Sappi - Sarah Riordan - sarc\] - SARCC - sarcc\] - SAS Automotive RSA - SASBO - Sasfin Bank Limited - Sasol - Sasol Group Services - Sasria - Sasseta - SATI - Savannah - SAVCA - Savino Del Bene - SAWEN - SBG Hospitality (Pty) Ltd - SBS Tanks - SBV Services (PTY) LTD - SC Johnson & Son (PTY) Ltd - Scania South Africa - Scaw Metals - Schauenburg (PTY) LTD - Schnellecke - Schnellecke Logistic Tailored Solutions - Scinta Holdings - Scoin Trading PTY LTD - SCOR Africa - Scribante Construction - SD Guthrie - SDT Financial Software Solutions - Seaboard Overseas Trading Group - SEACOM - Seardel - Seartech - Sebenzana Energy Consulting - Secure World - Securi-Lid - Securitas South Africa - Security Bargaining Council - Security Industry Alliance - Security South Africa - SEDA - Seda Construction Incubator - Sedibeng TVET - Sedibeng Water - SEF - SEFA - SegenSolar (Pty) Ltd - SEIFSA - Sekelaxabiso - Sekgwari Management Consulting - SEKTA - Select-A-Car - Selenta Aviation - Self Medication Manufacturers Association - Semane Engineering Solutions (Pty) Ltd - Sempane Industrial Psychologist - Senako Consulting Services - Senet PTY LTD - Sentech - Sentinal International - Sentinel Insurance Advisory Services - Sentinel International Advisory Services - Sentinel Retirement Fund - Senwes limited - Sephaku Cement - Seriti Solutions - Servest - Services SETA - Servier Laboratories - Sesfikile Capital - Seven Seas - SevenC Computing PTY LTD - SGS - Shamwari Hospitality - Shanduka Black Umbrellas - Sheerline Aluminium Systems - Sheilah Chikoki - Shell Namibia - Shepstone & Wylie Attorneys - Shipping and Transport College PTY LTD - Shop2Shop Pty Ltd - Shopfit Group - Shoprite Checkers - SHOPRITEX - Shout-It-Now - Shu Powders Africa (Pty) Ltd - Shuter & Shooter - SI Group - SIAS - Sibanye Stillwater - Sibize International - Sibona Ilanga Trust - Siemens Limited - SIG Combibloc - Sighen iron ore Company - Sigma SA - Signatura - Signature Cosmetics - Signify PTY LTD - Silburn Drake - Silcom PTY LTD - Silica - Silostrat Trading PTY LTD - SilverBridge Holdings - Silverton Engineering - SIM Consulting - Simarca - Sime Darby Oils - Simi Healthcare - Simplicit-e Gaming Solutions - Sinayo Securities - Sinequanon - Singita - Sinosteel SA - SIOC Community Development Trust - Sisterhood - SITA - Sitwala Technologies - Siyanda Bakgatla Platinum Mine - Siyafunda Tours - Siyavuya Power Projects - Siza Water Company (PTY) LTD - Sizwe Africa IT Group (PTY) Ltd - Sizwe Group - Sizwe Medical Fund - SKF - Skye Distribution (PTY) LTD - Skygistics - Skynet - Slev Group - Slots Shared Services - SM Corporate Services - Small Enterprise Financing Agency - SmartFunder - Smartspot Quality - Smartstart - SMIT Amandla Marine (PTY) LTD - Smith and Nephew - Smollan Group - SMT Labs - SNC-Lavalin (Pty) Ltd. - SNFL Group - SNG Argen - Social Hosuing Regulatory Authority - Society for family Health - Sodecia - Softline - Softline VIP - Softlutions - SOLA Group - Solar MD PTY LTD - SolarAfrica Energy - Solenta Aviation - Solomon Brothers Group - Solveco - Somerset College - Somerset House - Sonae Arauco - Soneva Resorts - Soul City - Sound Mining - Source - South Africa - South Africa Corporate Real State - South African Airways - South African Aviation Authority - South African Bankers Services Company - South African Bone Marrow Registry - South African Bureau of Standards - South African Cities Network - South African Consulate - South African Council of Shopping Centres - South African Defence - South African Dental Association - South African Express - South African for Social Services - South African Graduate Recruiters Assoc - South African Grain Laboratory - South African Grape Industry - South african Heritage Resource Agency - South African Institute of Valuers - South African Liquor Brand - South African Local Government - South African Medical Association - South African Mint Company - South African National Accreditation - South African National Space Agency - South African Nursing Council - South African Pioneers of Transformation - South African Post Office - South African Qualifications Authority - South African Regional Universities - South African Reserve Bank - South African Revenue Service - South African Roll Company - South African Rugby Employers - South African Rugby Players’ Association - South African Tourism - South African Weather Service - South Point - Southern Sun Hotels - Southerncross Marketing & Management - Southlea Group - Southpaw Solutions - Sovereign Foods - Soza Water Company (PTY) LTD - Spar - Spar Lowveld - Spark Schools - Sparks and Ellis - Spartan Truck Hire - Special Investigation Unit - Specialised Exhibitions - Specialised Freight Services - Specialities Pet Food South Africa - Spectramed - Spesnet Group - Spier - Spitz Group - Spoor - Springfield Convent - Sprout Consulting - SPSI - SQN Services PTY LTD - Square Kilometre Array Africa - SR-M - SRF - SRP Group - ST Albans School - ST Andrews - ST Annes Diocesan College - ST Benedicts - ST Cyprians - ST Davids - ST Georges Prep School - ST Henry’s Marist College - ST Johns College - ST Josephs Marist College - ST Martin’s School - ST Mary’s Diocesan School for Girls Kloof - ST Mary’s Nursing College - ST Mary’s Waverly - St Peters College - St Peters Place Boutique Hotel - St Peters School - St Stithians College - Stadio Billings - Staff Assignments - Stallion Property Services - Stallion Security - Standard Bank 1 - Standard Bank Global Leaders - Standard Bank Namibia - Standard General Insurance - Standard Lesotho Bank - Stanford - Stanford Lake College - StanGen - Stanlib Retail - Star Pops - Star South - State Security Agency - State Theatre - STD Bank - Steel Engineering Industries Federation - Steel Studio - Steenberg Hotel - Stefanutti & Bressan - Steffanutti Stocks Holdings - Steffanutti Stocks, Structures - Steinhoff - Steinmuller Engineering Services - Stellenbosch University - Stellenbosch Waldorf School - Stems Fruit - Step Advisory - Ster Kinekor - Steve Tshwete Municpality - STK Benefit Fund - Stocks Building Africa - Stoncor Africa - Stone Three Venture Technology - Stor-Age - Storm Mountain Diamonds - Strata Healthcare Management - Strate - Stratform Business Solutions - Stratsolv - Striata Communication Solutions - Stryde Consulting - Stryker South Africa - Sturrock & Robson - Subinite PTY LTD - Success HR Solutions (PTY) LTD - Sugar Milling Research Institute - Suidwes Beleggings - Sumitomo Corporation - Summerpride Foods - Summit Financial Partners - Sun International - Sun Slots Shared Services - SunAce SA - Sunbullah PTY LTD - Sundays River Citrus Company PTY LTD - SunGard Systems South Africa (Pty) Ltd - Sunguti Solutions - Super Group - Supplier park Development Company - Supplier Parks Development Company - Supply Direct - Supreme Spring - sus - Suspense Account - Sustainable Power Solutions PTY LTD - Sustainable Seas Trust - Suxe International - Swaziland Beverages - Swaziland Cane Growers Association - Swaziland Electricity Company - Swaziland National Housing Board - Swaziland Nazarene Health Institutions - Swaziland Posts & Telecommunications - Swaziland Revenue Authority - Swaziland Royal Sugar - Swaziland Standards Authority - Swaziland Sugar Association - Swedish Match - Swets - Swiftnet - Swiss Re - Swissport - SwitchX - Sybase - Sybrin - Sylvania - Sylvania Metals (Pty) Ltd - Symrise - Synchron Markings (PTY) LTD - Synergy - SynergyERP - Syngenta - Synntech people Solutions - Synthesis Software Technologies - Synthetic Latex Company - Syspro (PTY) LTD ## [V](#1e71e8bcc6d36fce4) - V-Tech - V & A Waterfront - Vaalharts Water - VAE SA (Pty) Ltd - Valmont Imigration of South Africa - Valor Hotel - Value Logistics - Van der Spuy Attorneys - Vanchem Vanddium Products - Varian Medical Systems International - Varsity College - Vasdex - Vastech - Vbkom - Vector Logistics - Vela Steel Building Systems - Verdant Capital - Veritas-Engineering - VF! - Viadex Ltd - Viatris Healthcare (Pty) Ltd - Villa Crop Protection - Vineyard Hotel and Spa1 - VIP Payroll - Virgin Active - Virgin Life Care - Viro Gen - Virtual Gas Network (Pty) Ltd - Vision Consulting CC - Vista Clinic - Vital Health Foods - Viva Engineering - Vivia Steelfab Engineering - VM Automotive - Vodacom 1 - Vogue HR Services - Voith Turbo - Volition - Volkswagen South Africa - Volta River Authority - Voltex - Voltro 88 - Volvo - VoyagerNetz Enetrprise (PTY) Ltd - Voys Telecom SA (Pty) Ltd - VPB Botswana - VRHR (Pty) Ltd - Vukile Property Fund - Vulindlela HR Management Consultants - Vumatel - Vunani Fund Managers - VUT - Vutomi Energy ## [Y](#6b0219d9eae69e1ac) - Yanka Labs - Yara Fertilizers - Yarona Management Consulting - Yashica Dayaram - Yellow Seed - Yellowtail - Yes 4 Youth - Yeshiva College - YKK Africa - York Timbers - YSC ## [B](#90510e68073ae3449) - B & W Instrumentation and Electrical - Baal Straathof - Baars Group - Babcock Engineering - Babcock International Group - Bachique 746 PTY LTD - Badger Holdings - BAE Systems - Bafokeng Rasimone Platinum Mine - Bagopa Holdings - Bain & Company - Bait - Bake Mckenzie - Baker Tilly Greenwoords - Bakgatla-Ba-Kgafela Investment Holdings - Bakgatla Ba Kgafela Tribal Administration - Bakwena Platinum Corridor Concessionaire - Ball Straathof - Balwin Properties - Bamburi - BancABC - Bandag PTY LTD - Bank of Botswana - Bank of Communications - Bank of Mozambique - Bank of Namibia - Bankers Association of Lesotho - bankser’ - Bankserv - Bankseta - Baphalaborwa 72 Construction - Baphalali Swaziland Red Cross - Barclays - Bardale Village - Bargaining Coucil of the Grain Industry - Bargaining Council for the Civil - Barloworld Empowerment Foundation - Barloworld Equipment Africa - Barloworld Mozambique - Barnstone Corporate Services - Barplats - Barrows Design & Manufacturing PTY Ltd - Barrows Khula PTY Ltd - BARSA - Basani Marine Group - BASF - Basil Read - Basis Points Capital - Bastion - BAT - Bateman Engineering - BAUER Technologies South Africa - Baush & Lomb - Bayport - BB Energy - BBE Consulting - BBKSIC - BCL Limited - BD - BDB Data Bureau - BDFM Publishers - BDO Spencer - Bean There - Becker Group of Companies - Becker Mining South Africa - Becker Underwood SA - BEEFMASTER KIMBERLEY (PTY) LTD - Beekman Management Services PTY LTD - Beiersdorf - Bell Dewar - Bell Equipment Company SA (PTY) LTD - Belmond Mount Nelson - Benguela Global Fund Managers - Benmarc Environmental - Benrues - Benteler - BerryWorld - Bertie van Zyl (Pty) Ltd - Bestmed - Betabs Pharmaceuticals PTY LTD - Betek Engineering - BetterLife - Betting World - Bex Group - Beyond Consulting - BeyondZero - BHBW Pty LTD - BHF - BHL Holdings - BHP Billiton - bhp - BIBC - BIC SOUTH AFRICA - Bidvest Bank - Bidvest Car Rental - Bidvest Facilities Management - Bidvest Laundry - Bidvest Panalpina Logistics - Bigen Africa Services (Pty) Ltd - Bio Compostable Brands SA - Bio Therm Energy - Bioss Southern Africa - Biovac - Biovac Institute - Bishops - Bitventure Consulting - Biust - Biz-Community Internet Services - BJK Industries - BKB - BKS - Black Management Forum Investment Company - Black Umbrellas - BlackMagic Group - Blackstar - Blacky Komani - Blake Holdings - Blastrite - Blend Global - Blendcor - Bloudruk - BLS - Blue Future - Blue Panther (Pty) Ltd - Blue Pencil - BlueIQ - Blueprint Bloom (Pty) Ltd - BlueSkies - Bluspec - Bluu Car Rental - BME a division of Omnia Group PTY LTD - BMFI - BMG World - BMW South Africa PTy LTD - Boang Technology - Boehringer Ingelheim (PTY) LTD - Bojanala Platinum District Municipality - Bokamoso Private Hospital - Bollore Transport & Logistics - Bombardier Transportation - Bombela Concession Company - Bombela Operating Company - Bonaire Fruit - BoneSA - Bonitas Marketing - Bonitas Medical Fund - Booysendal Platinum ( Pty) Ltd - Boschendal Wine Estate - BOSCO Printed Circuits (PTY) LTD - Boshoff Visser - Bosveld Group Holdings - Boteti Mining - Bothongo Group - Botsa Feela Consultancy CC - Botswana Accountancy Oversight Authority - Botswana Ash South Africa - Botswana Development Corporation - Botswana Government - Botswana Harvard Aids Institute - Botswana Housing Corporation - Botswana Insurance Holdings Limited - Botswana Life Insurance Limited - Botswana Revenue Services - Botswana Stock Exchange - Botswana Telecommunications Corporation - Botswana Tourism Association - Botswana Tourism Board - Botswana Unified Revenue Service - Bounty Brands - Bowman Gilfillian - Boxer - Boxing South Africa - BP Botswana - BP Namibia - BP Southern Africa - Bradken - Braemore Precious Metals Refiners - Brand South Africa - Brandcorp - Brave Group - Bravo Group Sleep Products - Bravura - Brentagg Exports Management - Brenthurst Capital - Brescia House - Brett Chulu Consulting - Bridge - Bridge Corporate - Bridge House - Bridge Law - Bridge Shipping - Bridgehead Capital - Bridgestone RSA - Bridging the Gap - Bright Choices Consulting - Brighthouse - Brigitte Radley Consulting - Britehouse - British American Tobacco South Africa - BRM Group - Broadband infraco - Broll Property Group (Pty) Ltd - Browns Jewellers - BRPM - Bruniquel & Associates - Brunswick - Brutes Air Solutions - Brydens Group - Bryte Insurance Company Ltd - BTE Renewables - Buckman - Budget car and Van rental - Buffalo Bicycles - Buffalo City Public TVET College - Builder Warehouse - Builders Trade Depot - Building Energy South Africa - Bulk SMS - Bull Brand Foods - Bureau Veritas - Burgan Cape Terminals - Burger Industrial Psychology Consulting - Busamed - Busch Vacuum - Bushbuckridge Water - BushTracks - Bushveld Vametco Alloys (Pty) Ltdá - Bushveld Vanchem PTY LTD - Business Connection Group Limited - Business Partners - Business Results Group - Business Venture Investment - Bytes People Solutions - Bytes Specialised Solutions ## [E](#6d226a6036c6d7d46) - E Squared - E.T Nice Systems - EAB Psychological Services - Eagles Pride Hatchery (PTY) LTD - East African Mining and Minerals - East London IDZ (PTY) LTD - East Rand Water Car Company - Eastern Cape Development Corporation - Eastern Cape Economic Consultative - Eastern Cape Gambling Board - Eastern Cape Parks and Tourism Agency - Eastern Cape Socio Economic - Eastplats - Easylife Kitchens Management (PTY) LTD - Eazi Access Rentals - Ebor Automotive Systems - ECF-SADC - Echo Foundation - Echo Service Provider - eCOGRA - Econet Wireless - Econet Telecom Lesotho - Economic Development Department - Econosto - Ecotech Converge PTY LTD - Ecowize - EDC - Edcon - EDF Renewables - EDM - EDMA Systems - Edmund - Edrington - Edu-Loan Namibia - Education Labour Relations Council - Eduloan - Edward Nathan Sonnenbergs - Edwin Hewitt - EES Millinery - Effective Laboratory Supplies - Efficient Financial Holdings - Efkon South Africa - EFT Corp - Egon Zehnder - Eickhoff PTY LTD - Ekurhuleni Development Company - Ekurhuleni Metropolitan Municipality - ELB Engineering Services PTY LTD - Electricity Control Board - Electricity De Mozambique - Electro Inductive Industries - Electrolux - Electromechanica - Element 6 - Elijah Barayi Memorial Training Centre - Elimika Industrial Psychologists - Elite Line haul - Elite Truck Hire - Ellerine Holdings - Ellerman House - Ellies Electronics - Emarald Casino - EMB Consultant and Actuaries - Emerald Resort and Casino - Emerchantpay - Emerging African Property Holdings - EMG Investments - Emira Property Fund - Empact Group - Emperors Palace - Empower Financial Services - Empyreal Construction - Enaleni Pharmaceuticals - Endress - Energenic - Energy Drive - Energy Seta - Enertrag - Enerweb - Engeli Enterprise Development - Engen Namibia - Engen Petroleum - Engie Thermaire - Engineering Council of South Africa - ENS Africa on Behalf of Eickhoff - Enterprises University of Pretoria - Entsika Consulting Services - Enviro Options PTY LTD - Environ Skin Care PTY LTD - Environmental Investment Fund of Namibia - EnvironServ - Enzani Technologies - EOH Consulting Botswana - EOH Human Capital Solutions - EOH Mthombo (PTY) LTD - Eon Consulting - Epworth School - Equalizer AG PTY LTD - Equilore LTD - ER24 EMS (PTY) LTD - Erakis - Ericsson Sub-Saharan Africa (PTY) LTD - Erinvale Hotel Estate and Spa - ERIS Property Group - Erkhuleni Municipality - ern - Ernst & Young - Esbe Miller - ESD Limited - ESG Group - Eskom - Eskom Rotek Industries SOC Limited - Eskort Limited - Essop Shop - Estee Lauder - Estee Lauder Botswana - Eswatini Civil Aviation Authority - Eswatini Development and Savings Bank - Eswatini Revenue Authority - Eswatini Water Services Corporation - ET-X Projects - ETC Solutions - ETDP - Ethekwini Municipality - EthiXpert - Etion Create - Etruscan Diamonds - Etsane Legacy - ETV - Eurocopter - Euromonitor International - Europ Assistance SA - Europcar - Evaluit Consulting CC - EventfIN - Everseason - Evraz Highveld Steel and Vanadium - Evraz Vametco Alloys PTY LTD - EW Seta - Exclusive People - Execujet - Executive Alliance - Executives Online - Exeo Capital - Exiliti Service (PTY) LTD - EXL - Experian - Experico - Experience Delivery Company - Exponant - Export Credit Insurance Corporation - Express Employment Professionals SA - EXSA - Extrabold Hotel Management (PTY) LTD - Exxaro - Exxaro Resources Ltd - Eyona Innovation ## [H](#ec3c48dab975ef489) - Habib - Haco Industries - Häfele South Africa (Pty) Ltd - Halewood International - Halls Financial Services - Hand in Hand - Hangana Seafood - Hannover Re-insurance Africa Limited Ltd - Hans Grohe - Hans Merensky Holdings - Harambee Youth Employment Accelerator - Hargreaves South Africa (Pty) Ltd - Harmony - HASA - Hass Petroleum Limited - Hatch Africa - Hatzolah - Havel South Africa - Haven Health - Haygrove - HBZ bank - HCG Integrated Marketing Soluitions - HCI Africa - HCL - HCM International - Health Squared Medical Services - HealthInsite PTY LTD - Healthman - Heartland Properties - Heartlines - HearX Group - Heavy Commercial Vehicles - Heidrick & Struggles - Helderberg Hospice - Helen Suzman Foundation - Helios Investment - Hellmann - Henry Shields Attorneys - Hensoldt Optronics PTY LTD - Herbert Smith Freehill SA LLP - Heron Bridge College - Herschel School for Girls - Hertex - Hertz rent a car - Herzlia - HESA - Hesto Harnesses (PTY) LTD - Hetzner 1 - Hewitt - Hexagon Mining - High Rustenberg Estate - Highbury Preparatory School - Higher Health - Highveld Steel and Vanadium - Hilti - Hilton College - Hilton Garden Inn - Hilton Hotel - Hilton International Sandton - Hilton Worldwide - hiome - Hitachi - HL Hall & Sons Properties PTY LTD - Hlalawati Savings Co-operative Society - HLSP - Hogan Lovells Services - Holbourne Advisory PTY LTD - Holcim - Hollard - Home Affairs - Home of Living Brands - Hosaf - Hosken Consolidated Investments Limited - Hosmed - Hospital Association of South Africa - Hospitality Property Fund Managers - Hotel Verder - Housing Authority of East London - Housing Development Association - Housing Investment Partners - Howden Africa - HPCSA - HR & Labour Consulting - HR Collaboration - HR Ignite - HR Management Services - HR Shared Services - HR Spec - HR123 - HRM Services - HRT ORG - Hudaco - Hudson & Knight - Huguenot Investments PTY LTD - Hul International PTY LTD - Hulamin - Hulisani - Human Capital Institute - Human Capitale - Human Interest - Human Sciences Research Council - Humana People To People In South Africa - Humanity Holdings - Humulani Marketing (Pty) Ltd - Hunter Hotels - Huntswood - HUPP Properties - Huresco Bokering Enterprises - Husqvarna - Hwanga Colliery Company - Hwseta - Hyatt Regency - Hyprop Investments Limited ## [K](#a74152839ab68238d) - K.T Wash - K2 Medical - Kaap Agri Namibia - Kaborona Investments PTY LTD - kagiso Capital - Kagiso Development Trust - Kagiso Exhibitions and Events - Kagiso Media - Kagiso Shanduka Trust - Kagiso Tiso Holdings - Kagiso Trust Investments - Kahma Group - Kaizer Chiefs - Kalagadi Manganese (PTY) LTD - Kalahari Holdings PTY LTD - Kallos Exporters PTY LTY - Kamoa Copper SA - Kangra Coal - Kanhym Estates Ltd - Kanimambo Management Solutions 1 - Kansanshi Mining PLC - Kantar Retail - Kantar TNS - KAP Industrial Holdings PTY - KAP International - Kapsch TrafficCom - Kara Gold - Karan Beef - Karibuni - KARL STORZ Endoscopy (Pty) Ltd - Karsten Group - Kathu Solar Park - Kaya FM - Kazakhmys PLC - KBH Investments - KCN Consulting - KD Magano Industrial Psychologist - Kearsney College - Keaton Energy - Kele Group - Kelloggs - Kelly and Quest - Kelp International Products - Kelpak - Kelpak Products Group - Kemtek - Kena Group - Kenmare Moma - Kenneth Copeland Ministries - Kensai Colourants - Kensani - Kerry Ingredients and Flavours - Kevali Chemical Group - Kevro - Kew Mart - Key Group - Keypoint Consulting - KFC PTY LTD - Kgodiso Trust - Khato Civils - Khethakanye Training and Development - khi - Khokhela - Khula Sizwe - Khumalo and Maboya Chartered Accountants - Khumo - Kia Motors South Africa - Kievitskroon Country Estate - KILN South Africa PTY LTD - Kim Hutton (Pty) Ltd - Kimberly-Clark (Pty) Ltd - King Cetshwayo District Municipality - King David - Kingdom Bank Africa Ltd - Kingdom Financial Holdings - Kingdom Miekles - Kingfisher Fruits - Kingsmead College - Kingswood - Kleine Zalze - KN Investments - Knorr Bremse - Knowledge Resources - KNR Flat Rock - Knysna Initiative - Kolping Guest House & Conference Centre - Komati Basin Water Authority - Komatiland Forests - Komatsu Mining Corporate Group - Konica Minolta South Africa - Konnekt - Kopano Ke Matla - Korbitec - Kotze Blake and Associates (Pty) Ltd - Kouga Wind Farm - KPI Management - KPMG - KPMG Botswana - KPMG Swaziland - Kraft Foods - Kraut Correia & Associates - KRB Law firm - Kromberg and Schubert Botswana - Kromco - Kruger Shalati – The Train on the Bridge - Kruin Park Primary School - Krystal Beach Hotel - KSM - Kuipers Group - Kula Partners - Kumba iron ore Limited - Kumba Thabazimbi - Kumon Education - Kuyasa Fund - Kwa-Zulu Natal Inland Cricket Union - KwaZulu-Natal Sharks Board - KWIKOT - Kwikspace Modular Buildings (PTY) LTD - KWV - Kyalami Schools - Kyocera Document Solutions - Kyocera SA - KZN Film Commission - kzn Gambling and Betting Board - KZN Growth Fund - KZN Master Builders - KZN Provincial Legislature - KZN Sharks Board - KZN Wildlife ## [N](#1a3d1264444401e97) - Nairobi Bottlers - Nakheel - Nal’ibali Trust - Namakwa Diamonds Management Services - Namcor - Namdeb - Namdock sip repair dry dock Namibia - Namib Mills - Namib Re - Namibia Airports Company Limited - Namibia Breweries Limited - Namibia Broadcasting - Namibia Diaries - Namibia National Reinsurance Corporation - Namibia Post & Telecom Holdings - Namibia Public Office - Namibia Roads Agency - Namibia Standards Institution - Namibia Supervisory Institutions - Namibia Tourism Board - Namibia Training Authority - Namibian Agronomic Board - Namibian Beverages - Namibian Broadcasting Corporation - Namibian Diamond Trading Company - Namibian Standards Institution - Nampak Management Services - Namport - Nampower 1 - Namzinc (PTY) LTD - Nando’s Group Support Services (Pty) Ltd - Nando’s Limited - Nando’s Feitoria - Nandos Feitoria Pty Ltd - Nando’s Services Pty Ltd – Merchandising - Nandos Services Pty Ltd – SSH - NantWorks - Nashua Communications - Nashua Mobile 1 - Nasonti Resources - Natal Art Craft Industries - Natal Portland Cement - National Agricultural Marketing Council - National Airways Corporation - National Association of Childcare Workers - National Bargaining Council - National Brands Limited - National Business Initiative - National Cable - National Consumer Tribunal - National Council of Trade Unions - National Credit Regulator - National Debt Mediation Association - National Development Agency - National Education Collaboration Trust - National Empowerment Fund - National Energy Fund - National Energy Regulator of South Africa - National Film and Video Foundation - National Financial Ombud Scheme - National Gambling Board - National Heritage Council - National Housing Finance Corporation - National Institute of Health - National Library of South Africa - National Lottery Board - National Nuclear Regulator - National Oil Corporation - National Radioactive Waste - National Railway Safety Regulator - National Regulator for Compulsory - National Research Foundation - National Roads Agency - National Sea Rescue Institute - National Ship Chandlers PTY LTD - National Starch - National Student Financial Aid Scheme - National Tertiary Education Union - National Treasury Education Union - National Union of Mineworkers - National University of Lesotho - National Urban Reconstruction - National Youth Development Agency - Natural Selection - Naturecell Africa - Navachab - Navteq - NBC - NBCRFLI - NBI - NC Resin - NCP Chlorchem - NCPG - NECSA - Nedbank Lesotho - Nedbank LTD - Nedbank Namibia - Nedbank Swaziland - NEDLAC - Nedscaper - Negotiated Benefits Consultants - Nehawu Investment Company - Nelson Mandela Bay Business Chamber - Nelson Mandela Bay Metropole - Nelson Mandela Childrens Fund - Nelson Mandela Foundation - Nelson Mandela University - NEMISA - Neopak Recycling - Neotel - Nestle - Nestlife Assurance - Net1 Applied Technology Holdings Limited - Netafim - Netcare - Netcash - Netflorist - Netsurit - Network healthcare holdings (Pty) Ltd - Never @ Home - New Africa Centre - New Clicks Holdings - New Dawn Prophecy Business Solutions - New Leaders Foundation - New Line Investments 66 Pty - New Media Publishing - New Southern Energy - Newcol Holdings - Newmark Hotels - Nexia SAB&T - NEXTEC - Nexus Business Solutions - NGK Spark Plugs - Ngokulula Empowerment Solutions - NHBRC - NHLS - NI Holdings - Nictus Limited - Nigel Brick & Clay - NIPRO Group - Nisela Farms - Nkomati Joint Venture - NMC - NMG Consultants and Actuaries - NMMU - Noah’s Ark School - Nokukhanya Zulu - NokusaEI - Nology - Nomanini - Nomatu Consulting - Nomfanelo Manaka, Industrial Psychologist - Norgine - Norilsk Nickel Africa PTY LTD - Norman Brett - Normet Africa - North Block Complex Pty Ltd - North City Wholesalers - North West Gambling Board - North West University 1 - Northam Platinum - Northern Cape Provincial Legislature - Northgate Arinso - Norton Rose Fulbright - Nouwens Carpets - Nova Pioneer - Novartis - Novo Energy - NRF - NRG - NSFAS - Nspire - NTP - Numprop - Nupen Staude deVries - Nurcha - Nwanda Incorporated - Nweti Construction - NWK - Nyamezela Group - Nycomed Madaus - Nynas - Nyumbane Fleet Management Services ## [Q](#cf4a4b4e5b342fc07) - Q2 Travel PTY LTD - QED Actuaries and Consultants - Qinisa Holdings - Qsure - Qualichem - Quality Control Trades and Occupations - Quality Sugars - Quantium - Quarphix Corporation - Queenspark - Quest Support Services - Quince Capital PTY LTD - Quintiles ## [T](#d0df4eec39397f851) - T-Systems South Africa - Table Mountain Aerial Cableway - Tacheyon Technologies - Taj Hotel - Take 5 Juices - Take over Regulation Panel - Takeover Regulation Panel - Tal-Tec CC - TAL Insurance - Tala Resource Development - Talent Align - Talent Analytics Ireland - Talent First 1 - Talent Suspense - Talentaris - Talented Leader - Talentine 1 - TalentLine Consulting Group - Talhado Fishing/Scofish Group - Tarsus Distribution - Tashas - Tasima - Task - Taste Holdings - Taurus Packaging - Taxi Recapitalisation Enterprise - Taxi Scrapping Administrator - TCTA - TE Connectivity - Teal Management Corporation - Teba LTD - TeCex - Technology Innovation Agency - Technotrain - TECS - Tedelex Trading PTY LTD - Tekano - Telecom Namibia - Telesure Group Services - Teljoy - Telkom 1 - Telljoy Business Systems - Tempest Car Hire - Teneo Education PTY LTD - Tennant Life Benefits - Tennis South Africa - Tenova - Terra Firma Solutions (Pty) Ltd - Tesco - Test and Data Services - TETA SETA - Texton - Thai Summit Autoparts Industry - Thales - Thandazile Charmaine Mngadi - Tharisa Minerals - Thato-Motheo Consulting - The African Institute of South Africa - The Answer Series - The Assessment Toolbox CC - The Banking Association South Africa - The Bardot Group FZ LLE - The Bay Christian family Church - The Beverage Company - The Bridgespan Group - The British High Commission - The Bud Group - The Building Industry Bargaining Council - The Capital Hotels - The Church of Jesus Christ - The Click Foundation Trust - The Collection by Liz Mcgrath Hotel - The Cyest Corporation - The Dental Warehouse - The Department of National Treasury - The Diocesan School for Girls - The DTI - The Ethics Institute - The Eye and Laser Clinic - The Federated Employers Mutual Assurance - The Financial Services Exchange - The Forum - The Fruit Farm Group South Africa - The Fuel Logistics Group - The Glass Recycling Company - The Grace - The Health Monitor Company - The Hire & Carter Group SA PTY LTD - The HongKong and Shanghai Hotels, Limited - The HR Dimension Office CC - The Hub - The Human Concept - The Independent Institute of Education - The Innovation Hub - The Innovator Trust - The institute of internal auditors of SA - The Kit Group - The Market Theatre Foundation - The Nielson Company - The Oyster Box - The Parktonian - The Playhouse Company - The Presidency Republic of South Africa - The President Hotel - The Pro Shop - The Property Practitioner - The Public Service Pensions Fund - The Research institute - The Retail Group - The Ridge - The Royal Portfolio - The Saxon Hotel, Villas and Spa - The Soul Provider Trust - The South African Bank of Athens - The South African State Theatre - The Swatch Group - The Talent Hub - The Talent Seekers - The Training Room Online (Pty) Ltd - The Tshemba Foundation - The Unlimited World - The Voco Hotel - The Westin Capetown - The Wheatbaker Hotel (Nigeria) - The Zambian Institute - Thebe Investment Corporation - Thebe Solar Energy - Thebe Tourism - Thelo Rolling Stock - Thembalethu Development - Theta - Thiess SA - Think Research Company - Thokoman Foods S A (PTY) LTD - Thomas More College - Thomson Reuters - Thos Begbie & Company - Thought Works - Three Green Apples - Three Streams Holdings - Thrifty Car Rental - Thungela - Thusa Reservations - Thyssenkrupp Industrial Solutions - TIA Kwazulu Natal - Tiauto - Tibiyo Taka Ngwane - Tidewave trade and invest - Tigerbrands - Tiimken SA PTY LTD - Tike Training - Times Media - Timken South Africa - Timrite - Timrite:Underground Mine Support Solutions - Tintswalo Collection - 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Twelve Apostles - Twinsaver - Two Oceans Marathon - Two Rivers Platinum - TWP - TWR Africa - Tyme Technical Solutions - Type Dev - Tyris Construction ## [W](#069d0ec740b03b2f9) - W & R Seta - W.consulting - Wabtec South Africa (Pty) Ltd - Waco Africa PTY LTD - Waco International - Waldorf Constantia - Walmart - Walter Sisulu University - Waltlandgoed - Waltons 1 - Walvis Bay Municipality - Washirika 3 Oaks - Watchmaker Geonomics - Water & Sanitation Services South Africa - Water Institute of Southern Africa - Water Research Commission - Way Marketing Plc - WDB Trust - Weatherly Mining Namibia - Webber Wentzel - Webcom - Webdev - WEBHELP SA OUTSOURCING (PTY) LTD - WEIR Minerals Africa - Welgevonden - Wellness Warehouse - Werksman Attorneys - Werksmans Attorneys - Wesbank - Wescoal - Wesizwe Platinum - West African Group - West Afrixan Group - west Afrixan Group - West Rand Civils 1 - Westcliff 1 - Westcon - Western Cape Economic Development - Western Cape Government - Western Cape Liquor Authority - Western Province Blood Transfusion - Western Province Blood Transfusion Serv - Western Province Cricket Association - WestFalia - Wetback - White & Case - Whitehead Scientific - Wiehahn Formwork & Scaffolding (Pty) Ltd - Wiehahn Formwork and Scaffolding - wiGroup Services (Pty) Ltd - Wilderness Foundation - Wilderness Safaris - Wildlands Conservation Trust - Wildtrust - Wilec Technical Service Provider - Wilhelmsen Port Services - Wilmar Oils - Wilmar SA (PTY) LTD - Winchester Mansions - Windhoek International School - Windsor SA (Pty) - Windybrow - Wings Corporate Travel - Winhold - Winston Bakari Group - Wiphold - Wireless Data Services (PTY) LTD - Wisdom - Wispeco - Wits Business School - Wits Commercial Enterprise PTY LTD - Wits Gold - Wits Health Consortium (PTY) LTD - WMA Minmet Processing - WNS - Wood-Mizer South Africa - Woodburn Mann 1 - Woodridge College - Woolworths - Workerslife - World Bicycle Relief - Worldwide Information on Services - WorleyParsons RSA - WSSA (Pty) Ltd - Wurth - Wyzetalk ## [Z](#29f2202e9b171ea46) - ZAARC - Zadna - Zamani Chemicals PTY LTD - Zambeef - Zambia Institute of Human Resource - Zambia National Commercial Bank - Zambian Breweries - Zanaco - ZAS Architects and Planners - Zeda Car Leasing (Pty) Ltd - Zendai Investments - Zenith Car Rental (PTY) LTD - Zero Carbon Charge - Zervogiannis Associate Architects - Zest - Zest Fruit - Zimbali Estate Management Association - Zimco Group (PTY0 LTD - Zimlef - Zimplats - Zithabisendi Resort - Ziyana Business Consulting - ZIYANA BUSINESS CONSULTING AND TRAINING - Zizmax - Zone Fitness - Zonke Monitoring Systems - Zonnehaven - Zuid-Afrikaans Hospital - Zurich Insurance SA LTD - Zutari Pty LtdZAARC - Zadna - Zamani Chemicals PTY LTD - Zambeef - Zambia Institute of Human Resource - Zambia National Commercial Bank - Zambian Breweries - Zanaco - ZAS Architects and Planners - Zendai Investments - Zenith Car Rental (PTY) LTD - Zero Carbon Charge - Zervogiannis Associate Architects - Zest - Zest Fruit - Zimbali Estate Management Association - Zimco Group (PTY0 LTD - Zimlef - Zimplats - Zithabisendi Resort - Ziyana Business Consulting - ZIYANA BUSINESS CONSULTING AND TRAINING - Zizmax - Zone Fitness - Zonke Monitoring Systems - Zonnehaven - Zuid-Afrikaans Hospital - Zurich Insurance SA LTD - Zutari Pty Ltd ## [C](#fe135e521e393f8ea) - C-Track - C&R Printing - C. Steinweg Musina - Cadbury South Africa - Caister Lodge - Caledonia Mining - Calgro M3 - Calibre - Call Centre Nucleus - Calmasil Lime Mine - Calulo Investments - Cambridge Food - Cambridge University Press - CambriLearn Online Schools - Cancer Care - Canei Solutions CC - Cannon Int - Cannons Creek School - Canon - Canon Business Center - Canopy Growth Corporation - Blue Panther (Pty) Ltd - Cap Group - Capability - Capacity Trust 1 - Cape Appreciation - Cape Biologix Technologies PTY LTD - Cape BPO - Cape Five - Cape Formwork Contractors - Cape Gate - Cape Grace - Cape Innovation & Technology Initiative - Cape Karoo International - Cape Natural Tea Products - Cape Pine - Cape Span - Cape Town International Convention Centre - Cape Town Travel - Cape Union Mart - Cape Winelands District Municipality - Capensis Managment Limited - Capespan - Capfin (Pty) Ltd - CAPIM - Capita - Capital Africa Steel - Capital Harvest - Capitec bank Ltd - Capri Exclusive Homeware PTY LTD - Capricon Investment Holdings - Cararo Agro Processing Services - Care Guage - Career Alliance - Career Junction - Careerlink Recruitment - Carfind - Cargill - Carl Zeiss Optics - Carlson Wagonlit - Carousel PTY LTD - Carrick Financial Services - Carrot Consulting - Cashbuild - Casino Association of South Africa - Cassidian Optronics - Cast Products South Africa - Casteel - Catalyst - Cathsseta - CAV - Cavagna Group - Cavi Brands - CBE - CBI Electric - CBM Training (Pty) Ltd - CBS Property Group - CCG Systems - CCI Growthcon - CCI South Africa - CCID - CCS (PTY) LTD - Cecil Nurse - CEF Group - CEG Group - Cell C - Cellucity - Cenfri - Cennergi - censea Incorporated - Censeo Assessment and Verification - Centbee - Centlec - Central Bank of Lesotho - Central Bank of Swaziland - Central Edible Oil - Central Energy Fund - Central Gauteng Lions - Central Rand Gold - Centre for Accounting Studies - Centre for Conscious Leadership - Centre for Financial Regulation - Centre for the Study of Violence - Centurion Aerospace Village - Century City Conference Centre - Cenviro - Cerebos Limited - CETA - CFAO - CGG Aviation - Chalmer Beef - Chamber of Mines - Chancellor House - Change Suspence - Chemetall Limited - Chemserve - Cheng Cheow Chew - CHEP - Chere Consulting (PTY)Ltd - Cherry Picked Solutions - Chevron Namibia - Chicken Management Services - Chickenland PTY LTD - Chief Packaging (PTY) LTD - Chieta - Child Academy Programmes - Chiltern Farms (Pty) Ltd - Chiltern Pty Ltd - China Construction Bank - Chiquita Brands - Choice Trust - Chris Blair - Christel House - Christelle Robertson - Christiaan De Beer - Chrstina Swart-Opperman - Chryso SAF PTY LTD - Church of the Holy Ghost - CI Automotive - Cida learning - CIDB - CIM Chemicals - CIMAS - CIPC - Cipla Medpro - Cirebelle - Cisco - Citadel - CITF Construction - CITIC Heavy Industries - Citizen Entreprenurial Development Agency - Citrogold - Citrus Academy - Citrus Growers Association - Citrus Research International - City Lodge - City Logistics - City of Cape Town - City of Johannesburg Property Company - City of Tshwane - City of Windhoek - City Paint & Tool - City Power - City Property Administrator - CIVH - Civicon Civil Engineering Contractors - Civil Aviation Authority - Clariant Southern Africa Pty Ltd - Clariter - Clean Energy Africa - Clicks - Client First Capital Treasury Solutions - Client Pulana Maroga Community Trust - Cliffe Dekker Hofmeyr Inc - Clifton School - Climate Emergency Collaboration Group - Climate Fund Managers - Clinix Holdings - Clover - Club Mykonos - Club Travel - Clyde & Co - Clyde Bergamann Africa - CMC Cameroon - CN Business Furniture - CNG Holdings - CO3 Technologies - Coal of Africa - Coca Cola - Coega Development Corporation - Coface South Africa Services - Coffey - Cognia Law - Coilli Readymix - Colas - Coleus - Colgate Palmolive - Collect-A-Can - College of Cape Town - Colliery Dust Control - Coloplast - Colourfield - Columbus Stainless (PTY) LTD - Comair - Commission of Inquiry Khayelitsha - Community Investment Ventures Holdings - community Oil and Gas Trading - Community Schemes Ombud Service - Compass Group - Compensation Technologies Consulting - Competition Tribunal - Competitive Thinking Company (Pty) Ltd - Compuclearing - Computershare - Comrades Marathon Association - Comunicare - Concilium Technologies - Concor - Conduit Capital - Connectco Fasteners - Connex Travel - Conrad Strauss - Console - Consolidated Power Projects (PTY) LTD - Consolidated Sugar Industries - Constantia Group - Constantia Insurance Company LTD - Construct Education - Construction Industry Trust Fund - Construction Sector Charter Council - Consumer Goods and Services Ombudsman - Consumer Goods Council of SA - Consumer Profile Bureau - Continental Cables - Continental Coal - Continental Tyre SA (PTY) Ltd - Continuity of South Africa - Copartes Pension Fund - Coral International asset managers - Cordwalles - Core Computers - Core Fruit - Core Group - Coremax Business Group - Cornel Schoombee Consulting - Cornelius Smit - Cornerstone Performance Solutions - Corning Products - Corobrik - Coromant - Cosatu - Cosira International - Cosworth Capital - Council for medical Schemes - Council for Scientific & Industrial - Council for the Built Environment - Council on Higher Education - Country Bird Holdings - Country Bird Holdings (Pty) Ltd - Coverland - Covington & Burling - CPGR - CQS Technology Holdings - Cquentia; Solutions - Craig France1 - Credico - Credit Ombud - Creditworx - Cresco Consulting (Pty) Ltd - Crest Capital - Crest Chemicals - Cresta Hotels - Cresta Marakanelo - CRI-Eagle Investments (PTY) LTD - Cricket SA - Cristel House - Crookes Brothers Limited - Cross Border Road Transport Agency - Cross Over Consulting - Crossroads Distribution - Crowie Holdings - Crown Food Group - CRS Technologies (PTY) Ltd - CSCC - Csense Systems - CSI Namibia - CSIR - CSX Customer Service (PTY) LTD - CTS - CTU - Cube Space - Cupric Africa PTY LTD - Cure Day - Curo Fund Services - Curro Schools - CUTIS (Pty) Ltd - CVC Media - Cvent Eur - Cyan ES - Cybersmart - Cyclone Engineering Projects (PTY) LTD - Cyril Ramposa Foundation ## [F](#dbaa6ac75acd2ab78) - Faben Digital SA - Fair Cape Dairies PTY LTD - Fair City - Faircity - Fairmont Zimbali Lodge & Resort - Fairview Cheese Company - FAIS Ombud - Falcorp Technologies - Family Health International - Famous Brands - Fancourt - Faritec Enterprise Solutions - Farrient Advisors - Fasken Martineau - Fasset - FastBrand Technologies - Fastjet - Faurecia Emissions - Faurecia Exhaust Systems - Fed Group - Fedhealth - Fedics - Feedem Pitseng - Felcorp Technologies - FEM - FEMA - Fermel - Fernridge Solutions PTY LTD - Festo - Fidelity Security Services (PTY) LTD - Fifth Quadrant Actuaries & Consultants - Film and Publication Board - Filmatic Packaging Systems PTY LTD - Filter Pure/Filter Pure Mesh - Financial & Fiscal Commission - Financial Intelligence Centre - Financial Intermediaries Association - Financial Management International - Financial Management Standards - Financial Planning Institute - Financial Services Board - Financial Services Regulatory Authority - Finfocus Financial Planners PTY LTD - Finmark Trust - Finrite Administrators - Fintech - Fire & Ice Melrose Place - Firefly Investments 238 Pty Ltd - FireID Payments - First Assist - First Car Rental - First Choice Flooring 1 - First Mutual Holdings - First National Bank - First Rand - First Rand STI - First Uranium - FITT - Fives Services Mzansi (Pty) Ltd - Fleet Africa - Fleet Horizon Solutions - Flemix & Associates INC. - Flexi HR/IR Solutions - Flexible Package Convertos - Flexicon - Flour - Flow Communications 1 - Flowcentric Technologies - Flower Foundation Retiirement Homes - FLUOR SOUTH AFRICA (Pty) Ltd - FMB Capital Holdings Plc - FMI - FNB Botswana - FNB Insurance Broker - FNB Lesotho - FNB Namibia - fnb Swaziland - Foodbev Seta - Foodcorp - Forest & Holmach Machine Tools - Forever Resorts - Forgood Social Network - Forte Family Lawyers - Forward Slash - Foschini Retail Group - Foskor - Four Seasons - Four Seasons Resorts Maldives - Fourier Approach - FP & M SETA - Fragomen - Frame Textile Group - Franco Ceccato PTY LTD - Franklin Covey - franklin Electric - Franklin Templeton - Frans Indongo - Frans van Heerden - Fraser Alexander - Fraxion - Fred Hutch - Freddy Hirsch Group (PTY) Ltd. - Free State Development Corporation - Free State Gambling Board - Freedom of Religion South Africa - Freedom Park - Freedom Won - Freetel Capital - Freethinking - Freeworld Coatings - Freightlink - Fresenius - Freshgold - Freshworld - Frontera - FruitOne - Fruitways - FS Systems - FSG Limited - Fuchs Lubricants - Fuel Retailers Association - Full House - FullServe - Fully Integrated Talent Tool - Fundi - Fundi Capital - Funds at Work Retirement Fund - Furntech - FWA - FX Grouo - FX Group ## [I](#c1b1b8bdce25342f9) - I-Net Bridge - I-Tech - I & M Bank - I am gold - IAL - iBurst - icas\] - Icasa - ICC - ICD - Icembe Medical (PTY) LTD - Icon Oncology - ICT – Works - ICT Globe Management - IDC - Idea Fruit - Ideal Cycle & Troy Wholesalers CC - Ideal Cycle and Toy Wholesalers PTY LTD - IDI Technology - Idwala - Idwala Industrial Holdings (Pty) Ltd - Iemas Co-operative Limited - IFS South Africa - Ignite Reward Consulting - Ignite Training Academy - Igwija Gaming - IHC Mining - Ikamva Youth - Ikusasa Student Financial Aid Programme - Ilitha Management Consultants - Illovo Sugar - Imas Finance - Imatu - IMBS - Imbumba Aganang Facilities Management - IMCD SA PTY LTD - IMD Holding PTY LTD - IMERYS - Imfuyo Projects - Imfuyo Rail Technology - Impact HR - Impact Strategy - Impala Platinum - Impela Consulting - Imperial car Rental - Imperial Health Sciences - Imperial Holdings - Imperial Logistics - Improvon Properties PTY LTD - Impuma Group - Imqs Software (PTY) LTD - IMSH - IMT - Imvelo Concession Company - Inala technologies - Inavitiq - Incredible Connection 1 - Indaba Explorations - Indalo Investment Holdings - Independent Actuarial Consultants - Independent Advisory - Independent Communications Authority - Independent Development Trust - Independent News & Media - Independent Newspapers - Independent Regulatory Board of Auditors - Indongo Group - Industrial Energy Solutions - Indwe Risk Services - Inet Bridge - Information Systems Engineering - Infotech - Infrastructure Specialist Group - Ingrain - Inhance Group - Initiative SA Investments - Injini EdTech Ventures - Inkomati Catchment Management Agency - Inlexso - InnovAct CC - Innovation Group - Innovent Rental and Asset Management - Innscor Africa LTD - Inseta - Insight - Inspire Group - Inspired Evolution - Institute of Chartered Secretaries - Institute of Development Management - Institute of Directors South Africa - Institute of Internal Auditors SA - institute of People Management - Instrain Properties - Insurance Regulatory - Insure Group - Integr8 IT - Integrated Portfolio Management - Integrated Processing Solutions - Integrator of System Technology - Intellisec - Interaction Marketing Services Holdings - Interactive Intelligence - Interactive Technologies - Intercape - Intergroup - Interlink Corporate Consultants - International Ferro Metals South Africa - International Housing Solutions - International Mining & Dredging Holdings - International School - Intersite Property - Intertek Mineral Services - Interwaste - Into Tab Technologies - IntrepidHR - Introlab - Inuka Fine Fragrances - Investec - Investment Solutions - Invicta Holdings - IoT.Nxt - IPP Projects - iProp (Pty) Limited - IPS - IQ Business - IRESS Financial Markets SA - Iris Executive Development Center - Iris Motau - Irmsa - Iron Mineral Beneficiation Services - Irricheck PTY LTD - Irrimec - Irvin & Johnson - Isasa - Isegen - Isett Seta - Isikhwama Manufacturing - Isisekelo Training Solutions - Isizwe Chartered Accountants - iStore - Isuzu Trucks SA - IT Master - IT Shared Services - Ithala Development Finance Corporation - iThemba Labs - Ivanhoe Nickel & Platinum SA - IWFSA - IWMI - iX engineers (Pty) Ltd - Izazi Solutions - IzweAfrica Group ## [L](#c980e79b6483192a5) - L’oreal - Labadi Beach Hotel (Ghana) - Labournet - Lacatlis South Africa - 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Lesotho Flour Mills - Lesotho Highlands Development - Lesotho National Development Corporation - Lesotho Post Bank - Lesotho Sun - Letaba Pakkers PTY (LTD) - Letaba Networks - Letlole La Rona Limited - Letsama - Letseng Diamonds - Letsete BEHUB - Letshego Namibia - Leverage Training - Levi Strauss & Co - Levis - Lewis Group - LexisNexis - LG Electronics SA - LGSETA - Liberty Life - Liberty Life Swaziland - Liberty Medical Scheme - Libstar Operations (Pty) Ltd - Libya Oil Kenya Limited - Lifesence - Light Kinetics - Lightstone Consumer - Limpopo Gambling Board - Limpopo Tourism & Parks - Linatex - Linkage SA - Lion Match Forestry - Lion of Africa Insurance - LionUMA - Liparm Coorporation - Liqhobong Mining Development Company - Liquid Capital - Liquid Telecommunications South Africa - Litha - Lithemba Wonderfontein Coal - Litsamaiso - Little Eden - Little Green Beverages - Liv - Liviero - liz - LMDC - Lobster Ink - Lodox Systems Pty Ltd - Logon2 - Lombard Insurance Company Ltd - Lona - 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Overberg Water - Oviations Technologies - OXFAM - Oxford University Press ## [R](#495c2289a5e12505e) - Radefine Properties - Radical Waters - Radio Pulpit - Radisson Blu - Railway Safety Regulator - Rainbow Farms - Rainbow Tourism Group - Raincatchers Marketing PTY LTD - Rainprop - Raizcorp - Ramsay - Rand Mutual Assurance - Rand Refinery - Rand Water - Randcivils Pty Ltd - Rational Expectations - RBA Developments (JHB) PTY LTD - RBS South Africa - RBX Group - RCL Foods - RCS Group - Reatile Timrite - Reclam - Recreation Aviation Administration - Rectron - Red Carnation Hotels - Red Crest Farms CC t/a Anca Poultry - Red Cross - Red Rocket - Redefine Properties - Redford Capital - Redhill - Regent Insurance Company - Regiments Capital - Rehau Polymer (PTY) LTD - Rendeals Four Consulting - Rennies Travel - Renova-Africa - Rentokil - Rentoza - Reone Kerr Management - Republic Bank of Ghana - Republic of Mozambique Pipeline Company - Reputation and Social Capital Consultants - Reputation Institute - Requisite Business Solutions - RES Corp - Resolution Health 1 - Resolve Solution Partners - Resolve Workplace Solutions - Resource Logic - Respublica - Retail Motor Industry - Retecon - Reunert - Reutech Communications - Revlon South Africa PTY LTD - Revolution Coating - Rezco Collective Investments Ltd - RF Gevers PTY LTD - RFA - RG Brose Automotive Components (Pty) Ltd - RGA - RH Hotels & Management - Rhino Africa Safaris - Rhino Energy - Rhodes University - Rich Products Corporation of SA - Richard Bay Minerals - Richard Spoor Attorneys - Richards Bay Industrial Development Zone - Ricoh South Africa - Ridge Mining - Right to Care - Rigifoam - Rio Tinto - Rise Against Hunger - Risk Benefit Solutions - Ritz Gaming - Riversdale Holdings - Riverstone Communications - RMB Structured Insurance - RMI - RMTC - Road Accident Fund - Road Administration Fund Namibia - Road Freight Association - Road Traffic Management Corporation - Roads Agency Limpopo - Robben Island Museum - Roben Island Museum - Robert Walter - Robertson and Caine - Robson Savage - Roche Pharmaceuticals - Rockwell Diamonds - Rodean School - Roedean School SA - Rohlig Grindrod - ROMPCO - Ronald McDonalds House of Charity - Room to Read - Roossenekal Foods - Rosebank College - Roselyne Raelly - Rosle Boerdery - Rosond - Ross Uranium Limited - Rossouw Human Resources Consulting - Rotek Engineering - Roubler - Royal Bafokeng Holdings - Royal Bafokeng Institute - Royal Financial Services - Royale Energy LTD - RS Components - RSM SA Consulting (Pty) Ltd - RTIA - RTT - RubiBlue - Runsums Advisory Services (Pty) Ltd - Rural Housing Loan Fund ## [U](#fccfb05faf7139986) - U Drive Car and Van Rental - Ubank - Ubombo Sugar - Ubunye Be Afrika - UCL Company PTY LTD - UCS Solutions - UHDE a div of ThyssenKrupp Engineering - Ukwazi Mining Solutions - Ulasa - Ulwembu La Se Kasi Holdings - Umalusi - Umgeni Water - Umhlanga College - Umhlanga Ridge Management Associates - Umicore Catalyst SA PTY LTD - UMK - Umnotho wesizwe - Umoya Energy - UMS Group - Umvuso - Unica - Unifruitti - Unik Civil Engineering - Union Carriage. - Unique Engineering - Unisa - Unisa Enterprise - Unisure - United Manganese of the Kalahari - United Pharmaceutical Distributors - Unitrans - Universal Coal - universal Health Care - Universal Knowledge Software - Universal Leaf - Universal Music - Universal Plastic and Paper - Universal Service and Access Agency of SA - Universities of South Africa - University of Cape Town - University of Johannesburg - University of KwaZulu-Natal - University of Limpopo - University of Mpumalanga - University of Pretoria - University of Venda - University of Zululand - Upfield - UPL- South Africa ( PTY) LTD - Uplands - Upper East Side Hotel - Urology Hospital - Ursula Lebuso - Usabco - UVU Africa - UWP Consulting ## [X](#408705c255b974a39) - Xina Solar One - X Sterile Insect technique PTY LTD - XL Nexus Travel - Xpert Decision Systems - Xsit - Xstrata ## [00](#6781834b979a5aa1d) - 2020 Insight - 2Cubed Management - 2u - 360 People - 3fifteen - 3P Consulting - 3SM Projects - 4 Arrows Mining and Engineering - 4 Racing PTY LTD - 4Consumer Goods Council of SA - 4Sight Holdings - 54twentyfour - 55 --- ### [Remuneration Consulting](https://www.21century.co.za/remuneration-consulting/) **Published:** January 14, 2016 **Author:** 21Admin **Content:** # Remuneration & Reward ![](https://www.21century.co.za/wp-content/uploads/2021/02/REM-logo-png-24.png "REM-logo-png-24") ## Our Total Reward, Recognition, and Employee Engagement consulting services cover all aspects of internal and external equity; remuneration design, strategy, and governance; and non-financial reward. ## Strategic goals can only be met when remuneration and HR processes and structures are valid, well planned and executed, and based on accurate, fair, defensible job profiles and job evaluations. ## Internal Equity - [Job Profiling](https://www.21century.co.za/remuneration-consulting/internal-equity/#job-profiling), - [Job Evaluation *(JEasy)*](https://www.21century.co.za/remuneration-consulting/internal-equity/#job-evaluation), - [Executive Grading *(Execumeasure)*](https://www.21century.co.za/remuneration-consulting/internal-equity/#executive-grading) - [Employment Equity *(Equal Pay for Work of Equal Value)*](https://www.21century.co.za/remuneration-consulting/internal-equity/#employment-equity), - [Remuneration Audits](https://www.21century.co.za/remuneration-consulting/internal-equity/#remuneration-audits). [More info](https://www.21century.co.za/remuneration-consulting/internal-equity/) ## External Equity - [National Salary Survey *(RewardOnline)*,](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#rewardonline-and-benchmarks) - [Benchmarks *(Individual Benchmarks, Executive Benchmarks, Trustee Benchmarks)*](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#rewardonline-and-benchmarks) - [Niche Surveys *(Customised Surveys, Industry Surveys)*](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#niche-surveys) - [Expatriate Pay *(Individual Expat Benchmarks, EXPAT Online Subscription)*](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#expat-pay) - [Loss of Earnings Benchmarks *(Analytico)*](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#analytico) [More info](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/) ## Remuneration Design - [Remuneration Structuring,](https://www.21century.co.za/remuneration-consulting/remuneration-design/#remuneration-structuring) - [Pay Scale Design,](https://www.21century.co.za/remuneration-consulting/remuneration-design/#pay-scale-design) - [Short Term Incentive (STI) Scheme Design,](https://www.21century.co.za/remuneration-consulting/remuneration-design/#short-term-incentive-scheme-design) - [Long Term Incentive (LTI) Scheme Design,](https://www.21century.co.za/remuneration-consulting/remuneration-design/#long-term-incentive-scheme-design) - [*LTI Valuator*,](https://www.21century.co.za/remuneration-consulting/remuneration-design/#lti-valuator) - [ESG and Sustainability Metrics,](https://www.21century.co.za/remuneration-consulting/remuneration-design/#esg-and-sustainability-metrics) - [Performance-Based Pay,](https://www.21century.co.za/remuneration-consulting/remuneration-design/#performance-based-pay) - [Expat Pay *(EXPAT)*](https://www.21century.co.za/remuneration-consulting/remuneration-design/#expat-pay). [More info](https://www.21century.co.za/remuneration-consulting/remuneration-design/) ## Non-financial Reward - [Employee Value Proposition (EVP),](https://www.21century.co.za/remuneration-consulting/non-financial-reward/#employee-value-proposition) - [Perception Surveys,](https://www.21century.co.za/remuneration-consulting/non-financial-reward/#perception-surveys) - [Retention Strategies,]() - [Recognition schemes.]() [More info](https://www.21century.co.za/remuneration-consulting/non-financial-reward/) ## Remuneration Strategy & Governance - [Total Reward Strategy and Policy,](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#total-reward-strategy-and-policy) - [*Total Reward Statements*,](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#total-reward-statements) - [Board Evaluations,](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#board-evaluations) - [Remuneration Committee Assistance,](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#remuneration-committee-assistance) - [Executive Remuneration.](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#executive-remuneration) [More info](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/) --- ### [SURVEY: Salary Increase Trends - April 2026](https://www.21century.co.za/survey-salary-increase-trends/) **Published:** August 6, 2025 **Author:** 21Admin **Content:** # SURVEY # Salary Increase Trends – April 2026 ![Increases](data:image/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271240%27%20height%3D%27763%27%20viewBox%3D%270%200%201240%20763%27%3E%3Crect%20width%3D%271240%27%20height%3D%27763%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E) ### The salary increase landscape is a key area for business sustainability and for important decision-making. ### In these uncertain economic times, it is vital to have accurate and up-to-date market data to inform and guide these critical decisions. ## CLOSING DATE: Friday 10 April 2026 *The report will be published at the end of April 2026* ### Join our widely-supported national salary increases survey to gain access to credible information. We run this survey twice a year to ensure that you have access to the most current data. Data from 151 organisations informed the results of the most recent edition of this survey (September 2025 edition). ## Survey Contents *The survey report covers the following:* - Economic Definitions and Concepts; - Inflation and Economic Indicators; - SURVEY RESULTS: Annual Salary Increases and Forecasts; - Human Capital Trends related to salary increases. *To participate in the survey, please fill in the form below, and we will send you a customised link.* ## Survey Cost The investment (excluding VAT) to participate and receive a report of the findings: **R10 600.00\*** **\* The survey is FREE to current RewardOnline subscribers who complete the survey.** ![](https://www.21century.co.za/wp-content/uploads/2016/02/confidentiality-promise-500x494-300x296.png "confidentiality-promise-500×494") ## ## Confidentiality Our business rests on commitment to confidentiality of data. Thus under no circumstances would any individual information or any company-specific information be disclosed to any other participant. ## Data Integrity Over many years, we have collected local HR data from thousands of Southern African organisations. We are proud of the quality of our data, and the integrity and security of our database. Our data analysts are specialists in their fields, and collectively they have backgrounds in economics, business, econometrics, finance and statistics. ## Survey Form "\*" indicates required fields LinkedInThis field is for validation purposes and should be left unchanged. **Fill in this form and we will send you a customised link to participate in the online survey** Name:\* Company:\* Region:\* Official company email address\* Job Title:\* Cell phone:\* Office phone: CAPTCHA Δ ## Contact Utloang Peter Liphoto *Client Executive **[uliphoto@21century.co.za]()*** ## Regional Contacts #### **Johannesburg: Gauteng (Head Office)** Theresa Blake *Manager: Niche Surveys **[tblake@21century.co.za]()*** #### **Cape Town: Western Cape, Northern Cape & Coastal Regions** Leanne Visser *Executive Director, Western Cape,* *Northern Cape & Coastal Regions ***** --- ### [Organisational Development](https://www.21century.co.za/organisational-development/) **Published:** May 19, 2017 **Author:** 21Admin **Content:** # End-to-End Organisational Design ![21st Century OD logo with strapline](https://www.21century.co.za/wp-content/uploads/2026/03/OD-logo-689x261-very-high-2026.jpg "OD-logo-689×261-very-high-2026") ## Survive, adapt, and thrive by successfully navigating the complex link between SOFT (behavioural) change and HARD organisational development processes (design / structure / architecture), and ensure that your organisation is flexible and highly resilient, with engaged and productive employees. ## Your organisational structure is the vehicle that delivers your strategy, services and performance. ## Approach Effective, successful, performance-driven companies have organisational and reporting structures that are focused on their core business. **We provide an end-to-end service that ensures that your organisation’s strategy is linked to your mandate and operating model and processes.** This approach ensures that your organisational structure is driving specific organisational goals, utilising your human resources to maximum effect, and improving performance and service delivery. ## Services We can develop a tailor-made OD solution, unique to your particular organisation and situation, within the framework of the following phases: - **Strategy Design** - Strategy consulting; - Business model design; - Structure-strategy alignment/realignment. - **Operating Model Design** - Macro business value-chain analysis & design; - Service delivery model design. - **Organisation Structure Design** - Job design; - Job profiling; - Capacity planning; - FTE analysis/ determination. - **Structure Implementation** - Migration & placement support. - **Project Management & Stakeholder Engagement** - **Upskilling of Stakeholders** - HR and Line Managers (through partnerships and training). ## Associated Training Courses [![OD training](https://www.21century.co.za/wp-content/uploads/2017/12/OD-for-HR-text1.jpg)](https://www.21century.co.za/remuneration-training/organisational-development-essentials-for-non-odev-practitioners/) [![Change Management and Change agents Training](https://www.21century.co.za/wp-content/uploads/2020/05/change-agents-text-1.jpg)](https://www.21century.co.za/remuneration-training-2/change-management/) [![Change Management and Change agents Training](https://www.21century.co.za/wp-content/uploads/2020/05/custom-change-man-text.jpg)](https://www.21century.co.za/remuneration-training-2/customised-change-management/) ## Sustainable Employee Engagement Packages [![Sustainable Employee Engagement Packages](https://www.21century.co.za/wp-content/uploads/2023/02/baobab-tree.jpg)](https://www.21century.co.za/change-management/sustainable-employee-engagement-packages/) [![Sustainable Employee Engagement Packages](https://www.21century.co.za/wp-content/uploads/2023/02/marula-tree.jpg)](https://www.21century.co.za/change-management/sustainable-employee-engagement-packages/) [![Sustainable Employee Engagement Packages](https://www.21century.co.za/wp-content/uploads/2023/02/baobab-tree.jpg)](https://www.21century.co.za/change-management/sustainable-employee-engagement-packages/) [![Sustainable Employee Engagement Packages](https://www.21century.co.za/wp-content/uploads/2023/02/marula-tree.jpg)](https://www.21century.co.za/change-management/sustainable-employee-engagement-packages/) ***12-month Renewable Packages*** Diagnostic Surveys that are scientifically designed to MEASURE Culture, Change Readiness, Engagement, Diversity & Inclusion, Wellbeing, Strategy Embedding & EVP. [More Details](https://www.21century.co.za/change-management/sustainable-employee-engagement-packages/) ## Contact If you have any queries please complete the form below, and we will get back to you as soon as possible. Alternatively, please contact: **Solomzi Mtyeku** **[info@21century.co.za]() [+27 11 447 0306](tel:+27114470306)** ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ ![](https://www.21century.co.za/wp-content/uploads/2020/05/resilience-crocodile-1.jpg) --- ### [CV: Professor Mark Bussin](https://www.21century.co.za/our-people/cv-dr-mark-bussin/) **Published:** February 19, 2026 **Author:** 21Admin **Content:** ![Dr Mark Bussin](https://www.21century.co.za/wp-content/uploads/2026/02/mark-bussin.jpg "mark-bussin") # Professor Mark Bussin ## 21st Century Group Lead Advisory Director [contact Dr Mark Bussin]() ## Education **Bachelor of Science** (University of Witwatersrand, SA) **Higher Diploma in Personnel Management** (Wits Business School, SA) **Masters of Management** (Wits Business School, SA) **Master of Commerce** (University of Johannesburg, SA) **Doctor of Commerce** (University of Johannesburg, SA) ## Professional Designations **Global Reward Practitioner (GRP)** (registered with WorldatWork, USA (formerly American Compensation Association)) **Certified Compensation Professional (CCP)** (registered with WorldatWork, USA) **Master Reward Specialist (MRS); Honorary Life Member** (Registered with the South African Reward Association (SARA), accreditation number MRS1306003) **Master HR Practitioner (MHRP); Lifetime Award** (Registered with the South African Board for Personnel Practice (SABPP), (6401)) **Competent Moderator** (Registered with the HR ETQA for SA, (115759)) **Fellow of the Institute of Directors South Africa (FIOD).** **Fellow of the Institute of People Management IPMF)** ## University Work **Professor** UNISA (since 2015); Stadio / Southern Business School (since 2018) **Adjunct Professor** University of Cape Town (since 2017) **Professor of Practice** University of Johannesburg (since 2008) **Professor Extraordinaire** North West University (2013 to 2017) **Research Associate Professor** GIBS (Gordon Institute of Business Science), University of Pretoria, (since 2014); Lecture on the Board Learning Program (BLP) for board members on “Board performance and remuneration” (since 2005) ## Boards & Committees ***Current*** **21st Century** Stepped down as Chair, and now Lead Director (2025 to date) **Gijima Pty LTD** Board Member; Chairperson of the HR and Nominations Committee (2012 to date); Member of ARC (since July 2025) **Impala Platinum LTD** Board Committee Remuneration Advisor (2017 to date) **Institute of Directors SA** King Committee member (2019 to date) **St Davids Marist School, Inanda** Chairperson of the Board (2018 to date) **River Bioscience RBX, CGA** Chairperson, Remuneration Committee (2022 to date) **Platinum Health** Chairperson, Remuneration committee (2022 to date) **Living Wage Network** Treasurer (since 2023) ***Previous*** **Auditor General** Chairperson of HR and Remuneration Committee (2006 – 2023) **DPSA (Department of Public Service and Administration)** Chair of Senior Management Service (SMS) Review Panel (2007 – 2010) **The Presidency** Commissioner for the Independent Remuneration Committee for Public Office Bearers (President, Ministers, Judges, Magistrates, Parliament, and Traditional Leaders) (2009 – 2014) **Great North Transport** Remuneration Committee member (2010 and 2011) **Human Sciences Research Council (HSRC)** Chairperson of HR committee (2015 – 2019); Audit committee member; HR committee member (2013 – 2019); Board member; **South African Football Association (SAFA)** Chairperson of HR Committee (2012 – 2015); Board Member (2016 – 2022) **SAFA Development Agency** Chairperson of Remuneration Committee (2015 – 2021) **FASSET** Chairperson of HR and Remuneration Committee (2018 to 2020) **St Davids Marist School Inanda** Chairperson of Board; (2014 – 2016) Deputy Chairperson (2009-2014) **Marist Schools Council (MSC)** Member and Director (2018 to 2025) **SARA (South African Reward Association)** President (2009 – 2012) (2024 – 2025); EXCO Member (2006 – 2008) **WorldatWork (USA)** Society Board Member; Global Advisory Board member (2019 – 2024) **South African Journal of Industrial Psychology** Editorial committee member (2015 – 2023) ## Current Position ***21st Century*** - Group Lead Advisory Director (2025 – present) - Chairperson and co-founding member (1998 – 2025) Dr. Mark Bussin, former Chairperson and co-founder of 21st Century, serves on the Board of 21st Century as a Group Lead Advisory Director, ensuring strategic direction and nurturing key stakeholder relationships. Mark has experience across all industry sectors and is viewed as a thought leader in the HR, Strategy, and Remuneration arena. He serves and advises on numerous Boards, ARC, and Remuneration Committees. He has appeared on both television and radio and in the press for expert views on remuneration. ***Academic Roles*** Mark has written 23 books and has successfully supervised 15 PhD dissertations, and 114 Master’s theses. Mark lectures at the Wits Business School, University of Cape Town (UCT), GIBS (Gordon Institute of Business Science), NMMU (Nelson Mandela Metropolitan University), University of Johannesburg (UJ) and University of Pretoria (UP) as a guest lecturer on Executive Remuneration, Board member remuneration, HR best practice and trends, and Board performance. ## Previous Positions ***Sasol*** - Group Rewards & Benefits Manager (Secondment) (June 2007 – November 2008) An 18 Month secondment to develop the reward and performance strategy and policy, prepare & present submissions to the Compensation Committee for the entire workforce including Non-Executive Directors, the Chairman and manage the department. ***Standard Bank*** - Global Head of Rewards, Benefits and Mobility (Secondment) (June 2011 – September 2012) A secondment to develop the reward and performance strategy and policy, prepare and present submissions to the Remuneration Committee for the entire Group across 20 countries and 4 continents, including Non-Executive Directors and the Chairman, and manage the department and the International Assignee department. ***South African Breweries*** - Human Resource Project Manager (Jan 1996 – February 1999) Develop and implement executive and shop floor strategies, systems, procedures, strategy and policies. Prepare and present submissions to the Remuneration Committee for the entire Group, including Non-Executive Directors and the Chairman. ***BHP Billiton / Gencor*** - Group Manager: Human Resource Systems and Remuneration Strategy (1995) Provided professional strategy advice and policies to Gencor divisions (Gengold, Samancor, Implats, Ingwe, Billiton, Alusaf, and Columbus Joint Venture). Researched and established new ways of developing human potential and restructuring work so that it has an impact on the “bottom line”. Ensured national and international competitiveness of pay and conditions of service. Prepared and presented submissions to the Remuneration Committee for the entire group, including Non-Executive Directors and the Chairman. --- ### [CV: Dr Chris Blair](https://www.21century.co.za/our-people/cv-dr-chris-blair/) **Published:** February 19, 2026 **Author:** 21Admin **Content:** ![Craig Raath](https://www.21century.co.za/wp-content/uploads/2026/02/chris-blair.jpg "chris-blair") # Dr. Chris Blair ## 21st Century Group Director, Corporate [contact Dr Chris Blair]() **B.Sc. Chem Eng** *(University of Witwatersrand, SA)* **MBA: Leadership and Sustainability** *(University of Cumbria, UK)* **PhD: Management and Leadership** *(University of Lancaster. UK)* **Master Reward Specialist** *(Accredited by the South African Reward Association (SARA))* **Chartered Human Resource (CHR) Practitioner** *(registered with the South African Board for Personnel Practice (SABPP))* **Master for the Institute of Directors for South Africa (IODSA).** **Boards and Committees** - Cape Peninsula University of Technology: *(Council member, Chair of the Remuneration Committee, Member of Audit and Risk Committee, Joint Finance and Audit and Risk Committee, Human Resources Committee, Sub-committee member of the Investment Committee);* - MEDO (Pty) Ltd *(Chair);* - Xinabox (Pty) Ltd *(Chair);* - BRG Consulting (Pty) Ltd *(Chair);* - Huguenot College *(Board member; member of Audit, Risk, and Human Resources Committee);* - NuQ (Pty) Ltd *(Non-executive Director);* - Commodity Connect (Pty) Ltd *(Chair);* - Institute of Directors for Southern Africa *(Remuneration Forum Member)*; - Sanlam Umbrella Provident Fund *(Trustee);* - South African Reward Association (SARA) *(Accreditation Committee);* - Advisor to numerous Remuneration Committees. ## Current Position: ***21st Century (Johannesburg)*** - Group Director (2025 – present) - CEO and co-founder member (1998 – 2025) Dr Chris Blair, former Chief Executive Officer and co-founder of 21st Century, has consulted to over 1500 organisations – both in Southern Africa and internationally. 21st Century is a leading – and dominant – management consultancy in Remuneration and Reward, Organisation Design, Change Management, Talent Management and People Analytics. Chris Blair is a deep technical specialist with 25 years of experience in Executive Remuneration and Governance advisory, particularly in both short term incentive (STI) and long term incentive (LTI) pay. Chris’s PhD was focused on the performativity of CEO Pay – where the world starts to resemble the theory and discourse used to justify it. It addressed the move from shareholderism to stakeholderism, and the move of organisations to reevaluate company purpose. In this original shift, the focus moved from financial to include non-financial measures of Environment, Society, and Governance (ESG), and Chris is an expert in this field. He is a specialist in linking ESG measures to Executive pay, both in sustainable (LTI measures) and defensive (STI measures). **Areas of Specialisation:** - Executive remuneration and governance, - Leadership and management, - Business risk management, - Remuneration strategy and policy development, - ESG strategies, - Investment strategy, - Financial management, - Feasibility and cost-benefit studies, - Performance management and human resources, and - Organisation development and design. - Chris is one of South Africa’s leading experts in long term incentive (LTI) scheme design for both listed and unlisted companies. Chris has published numerous articles on remuneration in various journals and publications, and he appears regularly in the press for expert views. ## Previous Positions: ***SABMiller (South Africa)*** - Commercial Manager/Supply Chain Executive (1996-1998) **Functions included:** - Strategic and operational responsibility for all brewing raw materials (2 billion p.a.) - Supply chain management and risk management of raw material costs. - Extensive international and local contract negotiation. ***Industrial Development Corporation of South Africa (IDC)*** - Manager (1993-1996) Equity and Loan Finance. ***IBM Application Systems European Headquarters (London)*** - Manager: European Database (1989 -1992) Contracted to IBM in the ASE HQ (Applications Systems Europe Headquarters) Product Support Division to set up an application in AS (Application Systems) to manage and facilitate all activities in the five European IBM Product Support Development for Europe, Africa, Asia, and the Middle East for Application Systems Europe. ***East Rand Gold and Uranium Company Limited (ERGO) of Anglo-American Corporation (AAC)*** - Manager – Planning and Computer Department - Plant Production Manager (1989 -1992) In charge of Planning and Computer Department for the whole of ERGO using developed PC software and IBM mainframe software packages. **Functions included:** - Strategic planning, - Long term planning (Life of Mine Planning) and financial implications associated therewith, - Production and treatment forecasting (short, medium and long term), - Performance trend evaluation, - Cost and feasibility studies, - Preparation of management reporting figures for the entire mine (R600 million pa) for AAC Head Office, - Metallurgical accounting between all plants and divisions, and - Controlling and accounting for all costs of the department and maintaining budget cost figures. - Maintaining plant production. --- ### [RewardOnline](https://www.21century.co.za/rewardonline-national-salary-survey/) **Published:** August 11, 2020 **Author:** 21Admin **Content:** # RewardOnline National Salary Survey ![Rewardonline logo](https://www.21century.co.za/wp-content/uploads/2026/01/ROL-logo-2026-500x258-1.png "ROL-logo-2026-500×258") [subscriber log-in]() ## RewardOnline is a comprehensive web-based national salary survey and remuneration/compensation data solution that is used by top HR and Reward professionals to benchmark salaries ## What’s included in the RewardOnline subscription? **Subscribers have unlimited real-time access (for a full year) to live data benchmarks for over 1000 job titles, at both executive and general staff levels, in private as well as State-Owned Organisations in South Africa.** ![RewardOnline updates](https://www.21century.co.za/wp-content/uploads/2024/05/ROL-updates-2024.jpg "ROL updates 2024") The subscription includes initial training, and a complete set of organisation-wide reports: - **Remuneration data comparison**; - **Total Guaranteed Package** – with a breakdown of remuneration components such as car allowance, housing benefits, and medical contributions; - **Job correlation**: confirmation of the job matches for your inclusion of data in the survey; - **Customised reports**: - A range of industries, - A range of locations, - Your organisation’s own customised grading systems, - Your organisation’s choice of comparators. - **Compa ratio**: - per individual to the national market, - per region (upon request), - per individual to your industry cut (upon request), - to all separate industry cuts. - **NEW! Market Insights**: - Equal Pay trends, - Remuneration approach by level, - Benefit prevalence, - Annual leave practice, - Long service awards, - Organisation structure benchmarks. - **Power BI**, a business analytics solution, lets you visualise your data and share insights across the organisation. Slice and dice data at the click of a button, interrogate data at a more granular level, investigate anomalies, and formulate solutions. ## Powerful Search - Choose from multiple grading systems. - Select from over 1000 jobs, including several specialised job families. - Compare across multiple countries. - Select specific industries. - View a national benchmark, or a specific region. - Filter by the jobs that exist in your company or access the full database of jobs. - Select the specific percentile results you would like to see. - Compare your own organisation’s data (by job, by grade and by job family) to the market. - Conduct compa ratio analyses per individual (to the market or your industry cut) or to all separate industry cuts. - Executive data is available for both Private Sector and State Owned Enterprises in South Africa and includes Long Term Incentive data. - All your searches are archived for easy retrieval - Export graphs to PDF and Excel. - Access a track record of your own data and benchmark history. ## Access to additional Data A **RewardOnline subscription** gives users access to information designed to provide a snapshot of the current state of the economy and employment in the country, in a new tab called **StatsOnline.** This subset of reports (based on publicly available data from *StatsSA*, and not specific to any organisation) is available for easy access and reference via the **Analytico app**, part of 21st Century’s data analytics company. The **statistics** you will be able to reference are: - Unemployment, - Employed / population ratio, - Labour force participation rate, - Industry increase trends, - Workforce composition, - Employment type, - Paterson and NQF correlation. The data extract is **interactive**, and can be -relative to the statistic – **filtered** by (for example): - Province, - Gender, - Age group, - Population group. ## What’s does the process involve? - Clients are sent a defined questionnaire regarding their organisation’s **remuneration policy**. - The client’s **data is submitted** – either via Excel templates sent out by us, or via their payroll. Data has been split to detail each element of pay for each position, enabling the client to accurately analyse and compare the elements that make up their organization’s total reward mix. - The **data is refined** to take into account a range of business metrics, including company structure, complexity and size; industry; and region. Grades (including modal grades) are market-related. - 21st Century **matches individual jobs** to the jobs in the database, and the client **validates and confirms** the accuracy of the matches, before the data is loaded onto the RewardOnline database. - A **full report** is then generated with relevant market benchmarks and comparative ratios to your own data. - We repeat this process **annually** to ensure your data remains up-to-date as you pass salary increases. ![Secure data](https://www.21century.co.za/wp-content/uploads/2019/12/data-privacy.jpg "data privacy") ## Security of client data - **Different access levels** can be set up in RewardOnline so that sensitive data can be accessed only by those with permission. - **Raw data is not stored on the Internet.** The data that is reflected on RewardOnline is the result of the statistical analysis of the raw data that is uploaded to the site, but no raw data is uploaded. - RewardOnline is hosted on a **secure server site, using Thawte SSL Web Server Certificates**, which offers comprehensive authentication procedures (domain name and identity verification). Information is kept private while in transit between our web server and our clients’ web browsers thereby ensuring the security of clients’ data. ![confidentiality promise](https://www.21century.co.za/wp-content/uploads/2016/02/confidentiality-promise-500x494-300x296.png "confidentiality-promise-500×494") ## Confidentiality **Our business rests on commitment to confidentiality of data. Thus under no circumstances would any individual information or any company-specific information be disclosed to any other participant.** ## Data Integrity Over many years, we have collected local HR data from thousands of Southern African organisations. We are proud of the quality of our data, and the integrity and security of our database. Our data analysts are specialists in their fields, and collectively they have backgrounds in economics, business, econometrics, finance and statistics. ## RewardOnline Premium Reports - [### Benefit Trends in South Africa](#tab-65bf29089de4bcec15c) - [### Compa Ratio by Industry](#tab-903a3cd2571f42f5b23) - [### Equal Pay Analysis](#tab-215d1ba18a38f09739a) - [### Increase Trends in South Africa](#tab-94df10e027c2bbaf45a) - [### Incentive Trends in South Africa](#tab-f1a3b6edc8c6817d861) - [### In-house Executive Benchmarks](#tab-dc0fa1629c25aba8729) - [### LTI Valuator](#tab-1bd808a78bca34982dc) - [### Non-Executive Directors](#tab-f3ee80fbd50e17e48e0) - [### Pay by Grade](#tab-82563cbebb6c0483cc4) - [### Benefit Trends in South Africa](#tab-65bf29089de4bcec15c) #### Report on Benefit Trends in South Africa A comprehensive report detailing **practices on benefit policies** in South Africa, differentiated by level: - Labour turnover - Remuneration approach - Typical benefits offered, and flexibility thereof; detail per benefit for medical aid, retirement funding, vehicle benefits, risk benefits - Circumstantial allowances - Increases – value, timing, factors measured - Leave benefits - Housing and relocation benefits - Retention and recognition - Long service awards - Short-term incentive trends - Training and development - [### Compa Ratio by Industry](#tab-903a3cd2571f42f5b23) #### Compa Ratio Report (within your region, within your industry, or within a subsidiary/ division/department) After validation, 21st Century provides a ***Compa Ratio to Total Guaranteed Package*** **at no additional cost to RewardOnline subscribers**. There are **6 industries** available: - Extractive - Transformative - Distributive Services - Producer Services - Social Services - [### Equal Pay Analysis](#tab-215d1ba18a38f09739a) #### Equal Pay Analysis Data analysis and summary report against criteria for EP4WEV (race, gender and disability), for whole company plus per division, department, and job family. ***Customised cost per request*** - [### Increase Trends in South Africa](#tab-94df10e027c2bbaf45a) #### Report on Increase Trends in South Africa A detailed report describing the **economic landscape**, **historical statistics, bank forecasts for CPI** and both **historical and projected increase percentages**. This report will enable you to consider increase trends in a holistic way. - [### Incentive Trends in South Africa](#tab-f1a3b6edc8c6817d861) #### Incentive Trends in South Africa This report includes **Long Term Incentive** (LTI) trends and **Short Term Incentive** (STI) trends. - [### In-house Executive Benchmarks](#tab-dc0fa1629c25aba8729) #### In-house Executive Benchmarks As a niche survey participant, you qualify for a **10% discount** on in-house Executive benchmarks. - [### LTI Valuator](#tab-1bd808a78bca34982dc) #### Long Term Incentive (LTI) Valuator This report is a **custom extract using companies of your selection** from 5 400 executives’ data and includes a **long-term Black Scholes incentive valuation.** TGP valuation would be added to this. *The report will be prepared and delivered to you within 4 working days.* - [### Non-Executive Directors](#tab-f3ee80fbd50e17e48e0) #### Non-Executive Directors Report A market report on remuneration for Non-Executives, for both Board and Committee roles at Chair and Non-Exec level. This report takes specific consideration of your **organisation size** and **complexity**. - [### Pay by Grade](#tab-82563cbebb6c0483cc4) #### Report on Pay by Grade (by Job Family or by Industry) Request a report that reflects Pay by Grade for a **specific job family** or a **specific industry.** There are **9 job families**: - Compliance and Risk - Financial and Accounting - Human Capital - Information Technology - Logistics and Procurement - Marketing and Sales - Operational, Secretarial - Technical & Specialist There are **6 industries** available: - Extractive - Transformative - Distributive Services - Producer Services - Social Services - Personal Services - [### Benefit Trends in South Africa](#tab-4cf8ccf52d4b0fcdbf7) - [### Compa Ratio by Industry](#tab-7bfbf704cd6bd735ff6) - [### Equal Pay Analysis](#tab-c5f39d20db12e8dbfe8) - [### Increase Trends in South Africa](#tab-1719c5c7771f01b4b76) - [### Incentive Trends in South Africa](#tab-4e46df5705b8cd10693) - [### In-house Executive Benchmarks](#tab-1eb56fcb10d41fda7f3) - [### LTI Valuator](#tab-9b1d4ae2218d4b247cb) - [### Non-Executive Directors](#tab-539349bed904d718713) - [### Pay by Grade](#tab-c1834a08a6a95044fc9) - [### Benefit Trends in South Africa](#tab-4cf8ccf52d4b0fcdbf7) #### Report on Benefit Trends in South Africa A comprehensive report detailing **practices on benefit policies** in South Africa, differentiated by level: - Labour turnover - Remuneration approach - Typical benefits offered, and flexibility thereof; detail per benefit for medical aid, retirement funding, vehicle benefits, risk benefits - Circumstantial allowances - Increases – value, timing, factors measured - Leave benefits - Housing and relocation benefits - Retention and recognition - Long service awards - Short-term incentive trends - Training and development - [### Compa Ratio by Industry](#tab-7bfbf704cd6bd735ff6) #### Compa Ratio Report (within your region, within your industry, or within a subsidiary/ division/department) After validation, 21st Century provides a ***Compa Ratio to Total Guaranteed Package*** **at no additional cost to RewardOnline subscribers**. There are **6 industries** available: - Extractive - Transformative - Distributive Services - Producer Services - Social Services - [### Equal Pay Analysis](#tab-c5f39d20db12e8dbfe8) #### Equal Pay Analysis Data analysis and summary report against criteria for EP4WEV (race, gender and disability), for whole company plus per division, department, and job family. ***Customised cost per request*** - [### Increase Trends in South Africa](#tab-1719c5c7771f01b4b76) #### Report on Increase Trends in South Africa A detailed report describing the **economic landscape**, **historical statistics, bank forecasts for CPI** and both **historical and projected increase percentages**. This report will enable you to consider increase trends in a holistic way. - [### Incentive Trends in South Africa](#tab-4e46df5705b8cd10693) #### Incentive Trends in South Africa This report includes **Long Term Incentive** (LTI) trends and **Short Term Incentive** (STI) trends. - [### In-house Executive Benchmarks](#tab-1eb56fcb10d41fda7f3) #### In-house Executive Benchmarks As a niche survey participant, you qualify for a **10% discount** on in-house Executive benchmarks. - [### LTI Valuator](#tab-9b1d4ae2218d4b247cb) #### Long Term Incentive (LTI) Valuator This report is a **custom extract using companies of your selection** from 5 400 executives’ data and includes a **long-term Black Scholes incentive valuation.** TGP valuation would be added to this. *The report will be prepared and delivered to you within 4 working days.* - [### Non-Executive Directors](#tab-539349bed904d718713) #### Non-Executive Directors Report A market report on remuneration for Non-Executives, for both Board and Committee roles at Chair and Non-Exec level. This report takes specific consideration of your **organisation size** and **complexity**. - [### Pay by Grade](#tab-c1834a08a6a95044fc9) #### Report on Pay by Grade (by Job Family or by Industry) Request a report that reflects Pay by Grade for a **specific job family** or a **specific industry.** There are **9 job families**: - Compliance and Risk - Financial and Accounting - Human Capital - Information Technology - Logistics and Procurement - Marketing and Sales - Operational, Secretarial - Technical & Specialist There are **6 industries** available: - Extractive - Transformative - Distributive Services - Producer Services - Social Services - Personal Services ## Frequently Asked Questions #### [How long do I have access to the system?](#5349a9b6aa0d13fe2) You have access to the system for a full year. 21st Century will contact you when your annual licence fee is due to expire. #### [How secure is my data?](#f93573d0ae1597b1b) Raw data is not stored on the Internet. The data that is reflected on RewardOnline is the result of statistical analysis of raw data. These results of the analysis are uploaded to the site, but no raw data is uploaded. RewardOnline is hosted on a secure server site. We have, in terms of the hosting and security of data for RewardOnline made use of the Thawte SSL Certificates, which assures clients of the security of their data. More detail on this is provided below: The Thawte SSL Web Server Certificate offers comprehensive authentication procedures (domain name and identity verification). This ensures that information is kept private while in transit between our web server and our clients’ web browsers. Thawte Certificate Features and Benefits: • Encryption: Up to 256-bit encryption enabled • Browser compatibility is the highest in industry • Certificate Details: Domain and identity authentication and verification • Thawte Trusted Site Seal • Root CA • Free Reissues: unlimited for the lifespan of the certificate • Technical Support: Free, 24/5 multi-lingual for all global time zones • Secures Internationalized Domains: thawte is the first Certification Authority to have all its SSL certificates support IDNs character sets • CRL: Certificate Revocation List fully supported • Online Certificate Status Protocol: A major software vendor has released a beta version of their browser that will have automatic certificate revocation checking as a default option. This new checking protocol will maximize the speed of checking the status of thawte certificates and will minimize the possibilities of online fraud as invalid certificates and companies will immediately be exposed to the end customer. #### [Can I join RewardOnline without sharing my salary data?](#a73e257779ee69ebc) No – The database is kept valid by the continual updating of the database from participants. We guarantee the confidentiality of data and have no problem signing a confidentiality document on request from a client. #### [Can I limit access to benchmark data for my users?](#364a2aec41a67aa49) Yes, you can define user access to general staff reports or executive reports, or both. You can also limit access to identified niche surveys and identified countries. #### [Do I pay additional fees for user training?](#ca8f42b8cc760dd54) No, the initial training is part of your participation fee. Additional training would be quoted on separately. #### [If I add the total package to the short term incentive, it does not add up to the total remuneration – what is wrong?](#348a165c8fec3850a) Detailed salary data is gathered from each organisation, and where possible, a full breakdown of all the components of pay. This enables 21st Century to report for each individual component of pay. However, some organisations operate in an environment of “total cost” or “total package” approach, and the individual breakdown of pay is driven by individual lifestyle decisions rather than company policy. For this reason, the benchmark for total guaranteed package is the most reliable line item for reference purposes, since it contains all the components of pay, irrespective of how the package is broken up. Please remember that there exists a minimum and a maximum number on either side of the 10th percentile and 90th percentile. Please note that the ‘total remuneration’ is not an arithmetic sum of the quartiles. In other words, the quartiles for each element of pay are re-calculated per item, and do not follow mathematically down the column. This is because an incumbent may earn fixed pay at the upper quartile, with variable pay at the lower quartile (or vice versa). Furthermore, not all incumbents receive all 3 elements of pay. As an example: In this example, the median figure on total remuneration is not the sum of the guaranteed package plus the short-term incentive. Only a portion of this sample offer a short-term incentive, whereas the total remuneration is calculated for the entire sample, including those where no short-term incentive was paid. #### [Can I see a maximum salary for a job?](#4c19151fb5822a767) No – In order to offer a useful reflection of the market, data has been presented as quartiles. This means that extremes are excluded (such as an extremely high maximum salary), and the possibility of skewed data is avoided. Quartiles are only calculated across the number of incumbents who reported for that component of pay. In other words, if not all incumbents received a short-term incentive, then the quartiles are only calculated for those who did receive this i.e. zeros have been excluded. Where quartiles are similar or equal, this is because more than 75% of the sample are reporting the same value. #### [Can I access data on an industry survey if I did not participate?](#abc2b66ce995f37e7) Yes – if an organisation has missed the submission date for a survey, they can receive a copy of the report post-participation. This would be based on them sharing their salary data as if they had participated, paying the fee for participation in the survey, and committing to participate in the next industry survey. On this basis, they would receive a copy of the report with a comparison to their own salary data, as well as access to the specific job family on RewardOnline. #### [Can a client use RewardOnline if they have no grading system?](#40825449885a107e8) Yes – a correlation table is offered in the library so that a client can understand the grading terminology; the grading system is purely a methodology for ranking relative worth of jobs, and is a logical framework that is intuitive even for clients that have no formal grading system. You will see that every job reports a modal grade i.e. the most common grade for that role in the market #### [What is the OFO code?](#1f30358fac8da8d69) The OFO codes are an international standard for job classification, and have been linked to the RewardOnline role capsule descriptions. #### [If I have a compa ratio of 107 to the median, what does it mean?](#332d30c6a7ec4d1b5) The comparative ratio or “Compa-Ratio” is simply the company actual salary divided by the market data, multiplied by 100, for the appropriate position. Every compa ratio is measured relative to 100 –if compared to the median, a compa ratio of 107 means that the individual earns 7% ahead of the market median. The comparative ratio would be the key to interpreting the results of the survey. From a remuneration point of view, a compa ratio of < 75 and > 125 would highlight specific areas / positions to focus on. These are highlighted in red in the comparative ratio report. In interpreting the answer, the following steps are recommended: a) Check the job match of your job versus the job that it has been correlated to in the market. This detail can be seen in the report “Job correlation report”. b) Check if the grade of the position is correct, and whether the job is under / over written c) Should the grade be correct, the anomaly could be linked to the performance of the individual. For example, a top performer may reflect a compa ratio of > 125. The market norm is that 5 –8% of employees can be “red flagged” for good reason. However, should there be good performers with a compa ratio < 75, they should be brought to the Lower Quartile as soon as possible. Should a poor performer have a compa ratio of > 125, they should have pay increases retarded with immediate effect. The comparative ratio is useful for analysing pay positioning of individuals versus the outside market (external equity). #### [What are the sample rules?](#ee6785b10583f409b) The minimum sample size per position is 3 or more companies, with 7 or more individuals; it is important to note that in the majority of cases there would be far more than 7 individuals per position title. Where there was insufficient data for a position, this data has been excluded. For every additional analysis (e.g. industry analysis), data is only presented where samples are sufficient. #### [The quartiles are the same for the housing benefit – is that an error?](#459589392e0e4129b) Detailed salary data is gathered from each organisation, and where possible, a full breakdown of all the components of pay. However, some organisations operate in an environment of “total cost” or “total package” approach, and may not offer a housing benefit to an individual. Thus, the reporting is driven by ensuring a minimum sample on total guaranteed package only. As an example, 27 incumbents are included in the sample, but only 9 of them receive a housing allowance. This data would be reported in RewardOnline. For this reason, the benchmark for total guaranteed package is the most reliable line item for reference purposes, since it contains all the components of pay, irrespective of how the package is broken up. #### [Which quartile should I pay on?](#cc64358983cf6e602) The percentiles guide a remuneration decision based on level of responsibility, scarcity of skills, complexity of the business and performance of an individual, as examples. Thus, an organisation may choose to pay at a higher percentile for an individual who exceeds expectations in terms of the above. The four main defensible reasons for progression within a pay scale are: – Performance – Value add – Attainment of specific skills or qualifications – Tenure / experience An organisation would typically use the market data to create a pay scale around a market reference point e.g. the market median. #### [Can I see an average salary benchmark?](#f3d75d08eea8aded1) No, an average can be a misleading statistic if there are extremes in a set of salary data. The median is reported because it is a reliable reflection of the market data and excludes extremes. #### [Who do I contact if I can’t find the job match on the system?](#37b174701e79a1bf1) The user can contact their relevant Client Executive, in addition to sending the query to rewardonline@21century.co.za. We are happy to suggest an appropriate match for the role you are looking for data on. We continually create new jobs on the database as jobs become prevalent and as the data samples allow. #### [Can I see previous reports I have requested?](#7f74282542dd5e18b) Yes – the “archive” function is available under the “Reports” tab. As soon as reports are run, they are automatically stored in the “Archive”, along with all the parameters used in selection of the benchmark. #### [How often do I have to upload the actual data for my organisation?](#558f562b1bf638b40) You would typically upload your data when you join RewardOnline, and then on an annual basis after each salary adjustment is passed. #### [What can I do if I forget my password?](#9f6aed6c06c31b44d) Email rewardonline@21century.co.za or contact the RewardOnline team on +27 (11) 447-0306 and we will help you reset your password. #### [Can I give my user name and password to a colleague in my organisation to work on the system?](#c458b8a6611a3060a) Yes this is possible, but we recommend obtaining a separate user name and password, so that you can track the history of processes and actions followed by each user via the archive. #### [What data is included in RewardOnline?](#f6164ef258d47a36e) The comparator group is identified in the RewardOnline Library. In addition to data submitted, 21st Century has incorporated public information sourced from annual financial statements. This data is provided monthly by McGregor BFA, a division of Fin24. #### [How often are enhancements made to the system, and what is the process for this?](#b5b996c02e026e5ff) We regularly review user comments and plan enhancements to RewardOnline. We will conduct snap surveys to obtain feedback from users. Planned enhancements will be communicated to users through our newsletter. #### [Do I have online access to a user manual?](#bf32d17f50d8f1955) Yes, you can view it in the Library #### [How often is data updated in the system?](#3b74aa65ebd6395d9) Data in the system is live, and is current. Data is continually updated as new users join the system, and as current users update their data within the system. Data is updated weekly. #### [Is there a limit to the number of jobs I can benchmark on the system?](#2a98196be7ca8a126) No, there is unlimited use of the system for a full year. #### [Can I copy a result into MSOffice?](#6524457289d5b05a2) Yes – the system offers options to print to pdf or Excel. You are also able to copy each report result and paste it into MSWord or Powerpoint. You would then have the opportunity to conduct further analysis as required, or to create graphical representation of results. #### [My organisation follows an add-on remuneration approach – how are the basic salary percentiles calculated?](#8b8bd108dc9daf7f6) With the increased move toward a total package approach in remuneration, the base salary and benefit benchmarks are becoming less important and less meaningful. This is because individuals are able to choose the range of benefits that best suit their lifestyle, and are able to define the amount of cash that comes out of the package. In the add-on approach, the cash portion (base salary) is defined and is not flexible. Taking the combination of approaches into account, in this survey we have continued to report a base salary benchmark as well as benefit components, and have used our experience of typical market practice to define these benchmarks and to make it a meaningful representation of market practice. Following on from this, where organisations adopt a total package approach, this means that the benefit breakdown per job is also a result of a mix of lifestyle choices. In recommending good practice for benchmarking, we would strongly recommend that the guaranteed package benchmark is the most reliable “line item” of pay to focus on, as this includes all items that are a guaranteed cost of employment, irrespective of the remuneration approach or the flexibility in lifestyle choices. #### [What is a modal grade?](#af8b2e3d0618caf54) A modal grade is the most commonly reported grade #### [Is there ever a time that the system will have insufficient data and is unable to produce a report?](#bc3b1e2f8f986315b) Yes, there may be customised matches where a particular industry and geographical match is a small sample, though we expect this to be infrequent. In this case we suggest that you reference a “Benchmark by grade” #### [Can I print a report?](#bd14cfac7c583a207) Yes. You have 3 options: – Export to print – Download as PDF – Download as Excel #### [I need a quick view of the benchmarks that are applicable to my company – can you help?](#70304351f9e383d81) Yes. You can select only the jobs that are applicable to your company, and RewardOnline will filter to extract only the benchmarks you need for the matches to your job. ## Training Join our regular free training sessions. We periodically run free Refresher sessions, which we normally pair with a talk on a related topical issue. ## Demo and Support Contact us for a no-obligation demo, or for more information. Our consultants will always be available to help you via phone or email. ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Salary Surveys and Benchmarking](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/) **Published:** February 20, 2016 **Author:** 21Admin **Content:** # Remuneration & Reward 1. [Home](https://www.21century.co.za) 2. [Remuneration Consulting](https://www.21century.co.za/remuneration-consulting/) 3. Salary Surveys and Benchmarking # External Equity: Salary Surveys & Benchmarking - [National Salary Survey & Benchmarking](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#rewardonline-and-benchmarks) - [Niche Surveys](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#niche-surveys) - [Expat Pay Benchmarks](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#expat-pay) - [Medico-legal Loss of Earnings Benchmarks](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#analytico) [![ROL logo](https://www.21century.co.za/wp-content/uploads/2026/01/ROL-logo-2026-500x258-1.png)](https://www.21century.co.za/rewardonline-national-salary-survey/) [![Niche survey logo](https://www.21century.co.za/wp-content/uploads/2017/02/niche-survey-2.png)](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#niche-surveys) [![Niche survey logo](https://www.21century.co.za/wp-content/uploads/2017/02/industry-survey-2.png)](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#niche-surveys) [![Expat logo](https://www.21century.co.za/wp-content/uploads/2020/10/expat-jpeg-891x174-2.jpg)](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/21st-century-expat/) [![Analytico logo](https://www.21century.co.za/wp-content/uploads/2021/02/Analytico_21st_Logo_Colour_LowRes.jpg)](https://www.21century.co.za/analytico/) ![](https://www.21century.co.za/wp-content/uploads/2016/02/confidentiality-promise-500x494-300x296.png "confidentiality-promise-500×494") ## Confidentiality Our business rests on commitment to confidentiality of data. Thus under no circumstances would any individual information or any company-specific information be disclosed to any other participant. ## Data Integrity Over many years, we have collected local HR data from thousands of Southern African organisations. We are proud of the quality of our data, and the integrity and security of our database. Our data analysts are specialists in their fields, and collectively they have backgrounds in economics, business, econometrics, finance and statistics. ## We offer a suite of salary surveys and benchmarking options to suit organization size, needs, and budget. Our pay scale and salary data has enabled companies – from large corporates to SMEs – to accurately fine-tune, measure and assess salaries and wages across multiple industries and countries. ![Income differential analytics](https://www.21century.co.za/wp-content/uploads/2022/06/income-differntial-analytics.jpg "income differntial analytics") ## What is the value of participating in a survey? Company ***strategy and company performance*** are driven by individuals. Good HR and Remuneration structures and practices – founded on accurate, reliable benchmarks, will engage individuals – encouraging performance that will drive your company’s strategy. [![internal and external equity](https://www.21century.co.za/wp-content/uploads/2016/02/internal-and-external-equity-780x592.jpg)](https://www.21century.co.za/wp-content/uploads/2016/02/internal-and-external-equity-780x592.jpg "internal-and-external-equity-780×592") [![Equal Pay legislation](https://www.21century.co.za/wp-content/uploads/2016/02/equal-pay-people-and-logo-600x675.png)](https://www.21century.co.za/wp-content/uploads/2016/02/equal-pay-people-and-logo-600x675.png "equal-pay-people-and-logo-600×675") ## How can a survey help us comply with legislation? A survey will give you access to market data so that you can ***accurately benchmark the remuneration for the same/similar/equal value jobs*** against that of other companies, entities or organisations. This is the cornerstone of building your own unique pay scale. ## What questions should we be asking when choosing a salary survey? - Who are my ***comparators***, for both general skills and those that are critical to the survival of my organisation? - Am I being offered a ***comprehensive overview*** of both fixed and variable remuneration? - What are the ***benefit practices*** of leading organisations in the market? - What are the latest ***trends?*** - Is there a ***robust sample*** of participants? ## Why use a third party? Using a third party adds credibility to the survey. Information is more easily obtained from targeted companies when an independent party collects data. ## National Salary Survey & Benchmarking ![](https://www.21century.co.za/wp-content/uploads/2022/11/ROL-for-survey-page.jpg "ROL-for-survey-page") ### We lose our resources to – and recruit them from – *all industries and all regions* ### *National Salary Survey* ### *Individual Benchmarks* ### *Executive Benchmarks* ### *Trustee Benchmarks* [![Analytico logo](https://www.21century.co.za/wp-content/uploads/2026/01/ROL-logo-2026-500x258-1.png)](https://www.21century.co.za/rewardonline-national-salary-survey/) ## National Salary Survey A RewardOnline annual subscription enables all subscribers to easily access live remuneration / compensation information for a huge spectrum of jobs, across industries nationally, in South Africa, eSwatini, Botswana, Namibia and Lesotho. Our web-based national salary survey is one of the largest most reputable salary surveys in Africa. In addition, we have developed a dynamic approach to remuneration and pay solutions in developing economies that is tailored to each country, taking into account their unique economic and social climates. This referenced data is available for more than 20 other African and Asian countries. [more about rewardonline](https://www.21century.co.za/rewardonline-national-salary-survey/) ## Benchmarks Compare your pay practices to those in the market by benchmarking all the elements of remuneration (both fixed and variable) for unique roles based on your specific company metrics. - **Individual benchmarks** are helpful for very specific roles that need to be carefully defined and matched in the market. An individual benchmark also enables you to request specific information, such as market data for short-term and long-term incentive practices and values. - **Executive benchmarks** differ – depending on the size and complexity of the organisation and the role – and it is important to define these parameters to ensure an accurate benchmark. - **Trustee benchmarks** ensure that you are able to attract key candidates and create a defensible trustee remuneration structure. The remuneration levels of the members of the Board of Trustees are based on the size of each non-executive’s position, and their responsibilities. More about executive pay ## Niche Surveys ![Forestry Industry Survey](https://www.21century.co.za/wp-content/uploads/2022/11/Forestry-Industry-Survey-2.jpg) ![Hotel & Hospitality Industry Survey](https://www.21century.co.za/wp-content/uploads/2022/11/Hotel-Survey.jpg) ![Underwriters Survey](https://www.21century.co.za/wp-content/uploads/2022/11/underwriters-survey.jpg) ![April 2-23 Salary Increase Trends](https://www.21century.co.za/wp-content/uploads/2022/11/salary-increase-trends.jpg) ### We lose our resources to – and recruit them from *a particular industry sector* OR *a defined comparator group* ### *Customised Surveys* ### *Industry Surveys* ![Niche survey logo](https://www.21century.co.za/wp-content/uploads/2017/02/niche-survey-2.png "niche-survey-2") ## Niche Surveys A niche survey offers focused, tailor-made results, as specific comparator groups **(industries, sectors, job families and other factors)** can be targeted. We run about 30 niche surveys annually. ## Planning for the Year? 2026 Survey Calendar ![Woman planning](https://www.21century.co.za/wp-content/uploads/2025/01/woman-planning.jpg "woman planning") If you are interested in participating in any of the planned 2026 surveys, please contact us, and we will send you a reminder before the survey launches. *(Click pic below for a larger image)* [![Niche Survey Calendar 2025](https://www.21century.co.za/wp-content/uploads/2026/01/survey-calendar-2026.jpg)](https://www.21century.co.za/wp-content/uploads/2026/01/survey-calendar-2026.jpg "survey calendar 2026") ## Customised Surveys An **agreed comparator group** is invited to participate and the survey is completely customised to your requirements. The survey could include benchmarking of remuneration and incentive practices as well as broader reward issues as dictated by the client. ## Industry Surveys For clients who may want a **unique industry view**. Organisations within the industry are invited to participate, and the cost of the survey is shared between participants. Participants are invited to submit their requirements for the survey to ensure their particular organisational needs are met. The survey could include benchmarking of remuneration and incentive practices as well as broader reward issues. *If you are interested in participating in any of our surveys, or would like to customise a survey for your organisation, please contact us – we would love to assist.* [Contact us]() ## Expatriate Pay Benchmarks ![Expat India](https://www.21century.co.za/wp-content/uploads/2022/11/expat-india.jpg) ![Expat Greenland](https://www.21century.co.za/wp-content/uploads/2022/11/expat-greenland.jpg) ![Expat Africa](https://www.21century.co.za/wp-content/uploads/2022/11/expat-africa.jpg) ### We lose our resources to – and recruit them from – *a country where survey houses are not active* ### *Individual Expat Benchmarks* ### *EXPAT Online Subscription* ## Expatriate Pay Benchmarks We offer a quick, accurate, affordable expatriate pay solution that is charged in Rand and costs a fraction of that of international suppliers. ## Individual Expat Benchmarks Available in report form for companies who want to benchmark **a few expat positions** or build the correct expat package. [![Expat logo](https://www.21century.co.za/wp-content/uploads/2020/10/expat-jpeg-891x174-2.jpg)](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/21st-century-expat/) ## Online Expat Subscription 21st Century Expat is based on complex data from *Cost-of-living Indexes, Hardship premiums, Exchange rates and Location,* and is available as an online subscription-based solution for organisations who have **many expat assignments**. [more about expat](https://www.21century.co.za/salary-surveys-and-salary-benchmarking/21st-century-expat/) Medico-legal Loss of Earnings Benchmarks ### Medico-legal experts are looking for *earnings research and benchmarks* ### *Loss of Earnings Benchmarking* ### *Loss of Earnings Assessment* ![Analytico logo](https://www.21century.co.za/wp-content/uploads/2021/02/Analytico_21st_Logo_Colour_LowRes.jpg "Analytico_21st_Logo_Colour_LowRes") ### Loss of Earnings Benchmarks Analytico, a 21st Century company, are experts in the *benchmarking and assessment of loss of earnings capacity for individuals* – in both the informal and formal sectors – that have suffered personal injury. We provide medico-legal experts with accurate, reliable earnings research and postulations. [more about analytico](https://www.21century.co.za/analytico/) --- ### [Chairing Disciplinary Hearings](https://www.21century.co.za/remuneration-training-2/chairing-disciplinary-hearings-training-course/) **Published:** August 11, 2019 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Chairing Disciplinary Hearings # Chairing Disciplinary Hearings ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Chairing Disciplinary Hearings Training Course](https://www.21century.co.za/wp-content/uploads/2016/01/chairing-disciplinary-hearings-1000x667.jpg "chairing-disciplinary-hearings-1000×667") ## *2-day course* ## Learn how to objectively and impartially examine the evidence of both parties put before you in order to determine whether the employee is guilty of the alleged misconduct, and learn how to decide on an appropriate sanction in the case of a guilty finding. **In-House Course** ### Who should attend this course? HR Practitioners and Senior Managers. ### Course content and outcomes ***At the conclusion of this course the delegate should understand:*** - The purpose of a disciplinary hearing, - The role of all parties in the disciplinary hearing, - The disciplinary hearing process, - Facilitating the leading of evidence and examination of witnesses, - Procedural and substantive fairness, - Rules of evidence, - Deciding the merits of the case and drafting a finding, - Considering mitigating and aggravating factors, - Fair and unfair dismissals, - Reasons for dismissal, - Choosing the appropriate sanction. ### Are there any prerequisites for attending this course? Yes. The course **‘Initiating Disciplinary Hearings’** should be completed before taking part in this course. ### Accreditation This course is accredited by SABPP and CPD points will be awarded to delegates who complete the course. ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#ba68878f1064eb3f6) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#a8d2b3680db5e8772) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Finance for Non-financial Managers Training Course](https://www.21century.co.za/remuneration-training-2/finance-for-non-financial-managers-training-course/) **Published:** November 30, 2021 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Finance for Non-financial Managers Training Course # Finance for Non-financial Managers ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Finance for Non-financial Managers Training Course](https://www.21century.co.za/wp-content/uploads/2016/02/finance-for-rem-1000x667.jpg "finance-for-rem-1000×667") ## *2-day course* ## Business is a game of numbers and it is essential to understand what the numbers mean – financial knowledge is essential! Develop usable (rather than theoretical) financial knowledge through this mix of lecturing, discussions and practical exercises. This is a face-to-face training that includes valuable and robust discussion. **In-House Course** ### Who should attend this course? HR practitioners, non-financial operating managers. ### Course content and outcomes *At the conclusion of this course the delegate should understand:* - Operational efficiency, in particular working capital management, - Measures of operating profitability, - How to identify measures of profitability that are most relevant for operations; - The drivers of value creation and how to develop relevant key performance indicators and incentives, - How to create incentives for value creation, - How to calculate the net amount of capital used in a business and its cost, - How to manage a balance sheet to create value from capital, in,particular working capital, - How to reconcile cash flow and income statement profits, - How to construct a cash flow statement and be able to break down overall cash flow into its operating, investing and financing components, - The difference between accounting and economic profits, - The three financial statements and the linkages between them. ### Are there any prerequisites for attending this course? No. ### Accreditation This course is not yet accredited. ## Contact If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. [Book this course](https://www.21century.co.za/booking-form/) ## In-house Training Rates All our courses can be run **In-house** and can be customised to suit your organisation’s needs. - 1-10 delegates: a flat daily rate of **R26 775.00** - **PLUS** a daily fee for each additional delegate of **R3 000.00** ## 2026 Public Training Courses, Rates and Booking In addition to offering them as in-house courses, we also run some of our most popular courses as **Public Courses** during the year. ***Please click on the table below for a larger view of the 2026 Public Course Dates.*** [![Public Training Courses 2026](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "public course dates 2026-1")](https://www.21century.co.za/wp-content/uploads/2026/04/public-course-dates-2026-1.jpg "Public Training Courses 2026")- **1-day courses:** **R6 900.00** (excl. VAT per delegate) - **2-day courses:** **R13 800.00** (excl. VAT per delegate) - **3-day courses:** **R20 700.00** (excl. VAT per delegate) - **4-day courses:** **R27 600.00** (excl. VAT per delegate) - **5-day courses:** **R34 500.00** (excl. VAT per delegate) *Please note that all public training courses require upfront payment by your organisation. If any delegate cannot attend, they may transfer their place on the course to any other person from the organisation. Terms & Conditions will be sent to you on booking.* [BOOKING FORM](https://www.21century.co.za/booking-form/) ## Regional Contacts If you are interested in any of our courses, or if you have any queries, please **fill in the contact form** or speak to one of our regional contacts for more information. #### [Western Cape, Northern Cape & Coastal Regions:](#8525635635f62fc8c) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() #### [Johannesburg & Gauteng:](#bfef3ae86c21f886b) **Thandeka Dube** *Training Coordinator* [email us]() ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Remuneration Committees Training Course](https://www.21century.co.za/remuneration-training-2/remuneration-committees-training-course/) **Published:** August 21, 2019 **Author:** 21Admin **Content:** ### Business, HR and Remuneration Courses 1. [Home](https://www.21century.co.za) 2. [Business, HR and Remuneration Training](https://www.21century.co.za/remuneration-training-2/) 3. Remuneration Committees Training Course # Remuneration Committees ![21C Ed logo](https://www.21century.co.za/wp-content/uploads/2019/06/21st-Century-ED-tight.jpg "21st Century ED tight") ![Remuneration Committees Training Course](https://www.21century.co.za/wp-content/uploads/2016/02/remuneration-committees-1000x667.jpg "remuneration-committees-1000×667") ## *1-day course* ## The course is aimed at giving managers a practical understanding of remuneration committees so that it adds value in their jobs. There is a mix of theory, discussions and practical illustrations. ## *Public Course Dates* **17 February** ### Who should attend this course? HR Practitioners with remuneration planning responsibilities. ### Course content and outcomes *At the conclusion of this course, the delegate should be in a better position to understand:* - The responsibilities, duties, authorities, roles, and functions of a remuneration committee, and its relationship to the Board; - Whom to appoint and why; - Remuneration strategy in relation to your organisation’s characteristics and differing needs; - How to set CEO pay; - How to analyse Salary Surveys; - Pay Structures; - Total Guaranteed Package and Performance Related Pay and their principles, definitions and guidelines; - Short- and Long-term Incentives (both in the private sector and in the public sector) – design considerations, structuring, best practice, funding; - Strategic remuneration issues. ### Are there any prerequisites for attending this course? The attendee should have a basic knowledge of Excel. ### Accreditation This course is accredited by two highly prestigious bodies in the Remuneration and Reward field – SARA and IPM – and CPD points will be awarded for completing this course. ## Cost of course: **R 6 900.00** *(per delegate, excluding VAT)* [Book this course](https://www.21century.co.za/booking-form/) ## Course Rates & Information If your company is planning to send multiple people on a public course, or is sending one person on multiple public courses, it is worth looking at purchasing one of our **discounted Public Course Packages.** #### [Public Course Rates](#bccf95cc700364bfa) 1-day course: R6 900.00 2-day course: R13 800.00 3-day course: R20 700.00 *NB: All course rates exclude VAT.* #### [Public Course Packages - Features](#b64dd9108126c695b) We offer package rates for companies that are sending **multiple people on a public course**, or that are sending **one person on multiple public courses**: - Structured according to the total **number of course days required;** - Savings of **up to 30%**; - Valid for **one year** from date of purchase; - **Specific to the company** (rather than the delegate), so can be used by any number of employees, in any combination, for any course or courses. - We require an ****upfront payment.**** #### [Public Course Packages - Rates & Purchase](#88746073f83186c12) Please note that all package rates exclude VAT. - 3-day package: **R20 700** *(save R3 400)* - 4-day package: **R27 600** *(save R4 850)* - 5-day package: **R34 500** *(save R6 500)* - 6-day package: **R41 400** *(save R8 650)* - 7-day package: **R48 300** *(save R10 950)* - 8-day package: **R55 200** *(save R13 450)* - 9-day package: **R62 100** *(save R17 150)* - 10-day package: **R69 000** *(save R21 100)* *Package savings are based on the 1-day rate of R6 900.00* ***If you’d like to buy a Public Course Package, please click on the link below to fill in the form.*** [FORM: Public Course Package ](https://www.21century.co.za/booking-form/) #### [In-House Rates](#5777c4ffbbfcb7e52) We charge a flat daily rate of **R26 775.00** for up to 10 people, **PLUS** a daily fee of **R3 000.00** for each additional delegate. #### [Accreditation & CPD Points](#976a6305e2e19d009) Many of our courses are accredited by highly prestigious bodies in the Remuneration and Reward field. CPD points will be awarded for all completed accredited courses. *Please see individual course pages for accreditation information.* #### [Terms & Conditions](#d3341095bcf59cfdb) - Once your booking has been confirmed in writing and you have been invoiced, an **upfront payment** is required. - Once invoiced, there will be **no refunds**. However, you may **transfer your course or package** to anyone in your company to use. - 21st Century reserves the right to invoice customers for goods and services ordered, which were procured upon written request (completed form), either via a non-cancellable, irrevocable order, an official purchase order, or an email instruction received. - 21st Century reserves the right not to accept any order. - **If you cancel or reschedule** at any time before the date of training, payment will be retained and you will receive a training credit, which can be used within a calendar year. You may, however, send a substitute in your place at no extra cost. Please inform us – IN WRITING – of the new name for registration purposes at least one working day before the event. - **In the event of unforeseen circumstances**, 21st Century reserves the right to change the programme content, the speakers, the venue or the date. - **If the event is canceled**, delegates will be notified in writing. The delegate can then choose to attend on the next available date of the scheduled event. - Please note that **prices may be subject to annual changes**, based on inflation, without prior notification. ## Contact If you have any queries, please contact our **Head of Training** on +27 11 447 0306 or at rewarded@21century.co.za [Contact us]() ## Regional Contacts #### [Johannesburg & Gauteng:](#53c61e8466a6a4e7d) **Chimoné Zaayman** *Head of Training* **Thandeka Dube** *Training Coordinator* [email us]() #### [Western Cape, Northern Cape & Coastal Regions:](#7bba3bed577b2e6f3) **Leanne Visser** *General Manager, Western Cape & Northern Cape* [email us]() --- ### [21st Century Foundation](https://www.21century.co.za/21st-century-foundation-2/) **Published:** May 4, 2024 **Author:** 21Admin **Content:** # 21st Century Foundation 1. [Home](https://www.21century.co.za) 2. 21st Century Foundation # About us ## 21st Century Foundation is a non-profit entity with a vision to consciously contribute to breaking poverty cycles by fostering academic growth and entrepreneurial mindsets among learners in underserved communities, in order to broaden their future opportunities. ## *“Reflecting on an exceptional year for the 21st Century Foundation” – Ntombizone Feni* [read article](https://www.21century.co.za/reflecting-on-an-exceptional-year-for-the-21st-century-foundation/) ![21st Century Foundation](https://www.21century.co.za/wp-content/uploads/2023/09/image-1-768x1024.jpg "image 1") ## Our Story In the vibrant tapestry of South Africa’s business landscape, the story of **21st Century Pty Ltd** stands as a testament to resilience and growth. Over the past seven years, our journey has seen us evolve from a single entity to a dynamic group of five companies, thriving amidst the challenges of a precarious economic era. As consultants in business and end-to-end human capital, we have had the privilege of serving as trusted advisors to two-thirds of JSE Listed companies, majority of the public sector and organisations across Southern Africa. Yet, amidst our growth and success, we felt a deep calling to create another avenue through which we could directly impact the lives of ordinary South Africans and underserved communities. Rooted in our ethos of innovation and sustainability, education emerged as the natural conduit for our mission. Thus, the **21st Century Foundation** was born – a beacon of hope and transformation, dedicated to pioneering change and fostering a brighter future for all. ## Our Vision Driven by our commitment to making a tangible difference, the Foundation embarked on a journey to empower learners, transform schools into centres of excellence, and uplift communities through educational and entrepreneurial initiatives. Our vision is not just to touch lives, but to inspire lasting change – to build a legacy of impact that transcends generations. As we look ahead, we are filled with a sense of purpose and possibility, knowing that the best is yet to come. ## We understand the importance of collaborative efforts to enhance the quality of education and the development of learners in South Africa ![21st Century Foundation](https://www.21century.co.za/wp-content/uploads/2023/09/image-4-1024x657.jpg "image 4") ## In the spirit of ubuntu – of coming together and lifting each other up – we invite you to join us on this journey. Together, let us write a new chapter in the story of South Africa – a story of hope, resilience, and transformation. Together, let us pioneer change and build a future where every child can thrive. ![Foundation entrepreneurship](https://www.21century.co.za/wp-content/uploads/2024/06/Foundation-entrepreneurship.jpg "Foundation entrepreneurship") ## About 21st Century - A moral organisation with a social and environmental conscience, - An innovative and adaptive data house with sustainable business solutions, - A future-forward training ground for talent in developing and providing sustainable business solutions. [21st Century website](https://www.21century.co.za) --- ### [INVITATION: Coffee & Conversation Webinar](https://www.21century.co.za/invitation-coffee-conversation/) **Published:** June 24, 2025 **Author:** 21Admin **Content:** # INVITATION # Coffee and Conversation # Human and Machine: ![Break in chain](https://www.21century.co.za/wp-content/uploads/2025/08/bridging-the-gap-2-50305560.jpg "bridging the gap 2 50305560") ## Join us for a FREE online Coffee and Conversations Webinar as we explore how how organisation design must evolve in the age of AI. We’ll unpack real-world lessons, discuss hybrid ownership models, and examine how organisations can balance ethics, governance, and reskilling while embracing human–machine collaboration. ## Thursday 9 October 10h00 – 12h00 (SAST) Platform: MS Teams **Cost: FREE** ![Coffee and conversation](https://www.21century.co.za/wp-content/uploads/2023/09/Coffee-and-conversation-artwork-with-text.jpg "Coffee-and-conversation-artwork-with-text") ## Grab a coffee and join us online for our interactive Coffee & Conversation webinar, where we explore and raise current questions faced by HR and business leaders. Everywhere we turn, executives are asking: “Who should own AI in the organisation?” Some delegate it to IT, others to HR, while some leave it to individual business units. The truth is none of these approaches work on their own. AI is not just about technology, and it is not only about people — it is about how organisations are designed. Join us as we explore how organisation design must evolve in the age of AI. We’ll unpack real-world lessons, discuss hybrid ownership models, and examine how organisations can balance ethics, governance, and reskilling while embracing human–machine collaboration. This is not an IT project — it is an enterprise design challenge, and OD leaders must be at the centre of the conversation. 👉 Register here: Register for the webinar ## Who is this webinar aimed at? This webinar is designed for HR leaders, reward professionals, and business executives. ## What will you gain from this session? This session will equip you with: - A fresh perspective on using assessments to guide inner development - Practical ways to integrate assessment results into individual and team coaching - Examples of where coaching outcomes have driven tangible business results Let’s explore how self-discovery can spark performance — for individuals, for teams, and for your organisation. We look forward to an interesting discussion that can provide some useful insights to those who value transformation, performance, and purpose. ### **Don’t miss this opportunity to gain practical insights and strategies from industry leaders and peers.** [Teams link](https://events.teams.microsoft.com/event/14b15c1a-1e10-4a4b-87df-ad337f7d7a6a@4b2e05b9-a2ff-465e-a272-f08ca2c1ac6a) --- ### [Internal Equity](https://www.21century.co.za/remuneration-consulting/internal-equity-2/) **Published:** March 15, 2022 **Author:** 21Admin **Content:** # Remuneration & Reward 1. [Home](https://www.21century.co.za) 2. [Remuneration Consulting](https://www.21century.co.za/remuneration-consulting/) 3. Internal Equity # Internal Equity - [Job Profiling](https://www.21century.co.za/remuneration-consulting/internal-equity/#job-profiling) - [Job Evaluation](https://www.21century.co.za/remuneration-consulting/internal-equity/#job-evaluation) - [Executive Grading](https://www.21century.co.za/remuneration-consulting/internal-equity/#executive-grading) - [Employment Equity](https://www.21century.co.za/remuneration-consulting/internal-equity/#employment-equity) - [Remuneration Audits](https://www.21century.co.za/remuneration-consulting/internal-equity/#remuneration-audits) ## Job Profiling A Job Profile provides an accurate, realistic, current picture of the details and outputs of a particular job. #### [What sort of information does a Job Profile contain?](#160a08a40d9633a33) - Job title - Job purpose/job location - Ideal qualifications - Performance criteria - Supervisory relationships - Authority levels - Inter-relationships with other jobs in the same area - Relevant experience and competencies - Special working conditions #### [How do organisations benefit from having job profiles?](#5c16885581c19ed90) Organisation’s can ensure that their employees have a clear picture of the organisation’s standards, expectations and reporting structure. #### [How do individuals benefit from having job profiles?](#11be326bc5d634aa6) The individual can clearly see what their roles and responsibilities are, making it easier for them to to measure their growth, define their career path and understand how their job relates to other jobs in the organisation. #### [How often should Job Profiles be reviewed?](#c9fd123a0ac919953) Profiles should be reviewed annually so that the jobs can be accurately benchmarked in the external market. ## How can we help you? *We can assist you:* - by conducting interviews and **writing job profiles** for every job in your organisation, - by **reviewing and updating existing job profiles** through an interview process, - by **training** you in the process of job profiling, so that you keep the skill within your organisation, - by offering you a **web-based job profiling system** to facilitate management on an ongoing basis. ## Related Training Courses [![Job Profile writing training](https://www.21century.co.za/wp-content/uploads/2016/12/job-profile-text.jpg)](https://www.21century.co.za/remuneration-training-2/job-profile-writing-training-course/) [![Rem for HR](https://www.21century.co.za/wp-content/uploads/2016/12/rem-for-hr-text.jpg)](https://www.21century.co.za/remuneration-training-2/remuneration-for-hr-training-course/) Recent Job Profiling Articles [Please add blog posts for them to display here.](https://www.21century.co.za/wp-admin/post-new.php?post_type=post)[Please add blog posts for them to display here.](https://www.21century.co.za/wp-admin/post-new.php?post_type=post)[Please add blog posts for them to display here.](https://www.21century.co.za/wp-admin/post-new.php?post_type=post) ## Job Evaluation [![JEasy logo](https://www.21century.co.za/wp-content/uploads/2016/02/jeasy-logo-450x.png)](https://www.21century.co.za/jeasy-job-evaluation-system/) Jobs are evaluated systematically and objectively in relation to other jobs in the organisation – without regard for personality, performance or any other personal factor. An equitable hierarchy of jobs provides a sound basis for effective organisational structures. ## Related Training Course [![Paterson Job Evaluation training course](https://www.21century.co.za/wp-content/uploads/2016/01/paterson-je-with-text.jpg)](https://www.21century.co.za/remuneration-training-2/paterson-job-evaluation-training-course/) ## How can we help you? *We can assist you:* - With the **evaluation of jobs** in your organisation, - With the formation of your **job evaluation committee**, - With the evaluation all the jobs in your organisation using **existing job profiles**, - With the **correlation of your existing job grades** to any job evaluation methodology, - By **training** you in the process of job evaluation, so that you keep the skill within your organisation. [more about jeasy](https://www.21century.co.za/jeasy-job-evaluation-system/) ## Executive Grading ![Execumeasure](https://www.21century.co.za/wp-content/uploads/2022/03/Execumeasure-logo-jpeg.jpg "Execumeasure logo jpeg") 21st Century has designed an **executive grading system** that specifically caters for the complexities of executive positions within the broader business environment. It is a fast, efficient, low-cost and accurate executive measurement tool that uses the the company’s strategic level, size (accountability) and complexity to establish executive grades. The system takes into account the span of control and degree of freedom of each role that is evaluated. ## How can we help you? *We can assist you:* - Get an instant **overall view of your company’s reward structure**, based on accurate current data and research, - Compare your current reward structures against real market data from a combination of different **surveys**, - Balance your **reward budget** and meet your financial obligations, - Create consistent salary review processes (across teams and skill areas) by using **reward reviews**, - Build and review comprehensive **total reward profiles**, - Create a competitive and flexible reward strategy that **links performance to reward**, - Create **total reward packages** and action plans for individuals or target groups, - Regularly **monitor internal equity** and the overall effectiveness of your reward policies by using the integrated reporting function, - **Reduce administration costs**. Workflows are automated and scenario planning is integrated to analyse and adjust all reward components, with data roll-up enabled throughout the organisation, ## Employment Equity: Equal Pay for Work of Equal Value ![Equal Pay legislation](https://www.21century.co.za/wp-content/uploads/2016/02/equal-pay-people-and-logo-600x675.png "equal-pay-people-and-logo-600×675") **It is essential to have an overview of equality within an organisation.** All organisations are required by law to have a system in place that remunerates work equally – or differentiates fairly – for work of equal value. #### [What are the guidelines for Equal Pay for Work of Equal Value?](#fd14692ce949a095f) - Fair recruitment, selection and appointment, - A defensible system of Job Evaluation, - Defensible pay scales and mid-point differentials, - Periodic monitoring that there are no indefensible differences in remuneration and terms and conditions of employment between gender, race, disability, pregnancy or any other prohibited or arbitrary ground, - Making adjustments towards achieving equity as required. #### [What is considered 'fair' discrimination?](#8b881d443f75d89bf) When there is unequal remuneration and/or terms and conditions of employment, the Act and Regulations considers fair discrimination (within the same employer) for the following:- **Same work** as another employee, - If work is **identical**, - If work is **interchangeable**, - If work is **substantially the sam**e or sufficiently similar to be reasonably considered as similar, - If work is of the **same value** of another employee in a different job. ## Related Training Course [![TEE training course](https://www.21century.co.za/wp-content/uploads/2022/08/transformational-equity-text.jpg)](https://www.21century.co.za/remuneration-training-2/transformational-equity-and-empowerment/) ## How can we help you? *We can assist you:* - By reviewing your **current** Remuneration practices, - By **interviewing staff** (where appropriate) who are involved in areas of Remuneration (employees who determine or administer Remuneration, and/or line management), - By preparing and presenting a **written audit report** which is confidential and would only be presented to agreed employees, - By recommending **best fit solutions** for areas needing improvement, taking market best practice into account. ## Remuneration Audits ![equipay logo](https://www.21century.co.za/wp-content/uploads/2022/03/equipay-logo-tight.jpg "equipay logo tight") A Remuneration audit reports provides an independent and focused understanding of an organisation’s **current practice and policies**, identifying practices that need to be investigated to comply with employment equity legislation. ## How can we help you? - **Review** – we can review your company to see whether or not there is any inequality present, - **Audit** – we can audit your company (using the most common factors) to measure the extent and the specifics of any inequality that may exist and we can recommend short and long term solutions, - **Customised** – we can customise a solution for any scenarios that may apply exclusively to your organisation, or to people within your organisation. --- ### [Webinar Series: HR Analytics](https://www.21century.co.za/analytics/webinar-series-hr-analytics/) **Published:** March 20, 2024 **Author:** 21Admin **Content:** # Webinar Series 1. [Home](https://www.21century.co.za) 2. [Analytics](https://www.21century.co.za/analytics/) 3. Webinar Series: HR Analytics # HR Analytics ![](https://www.21century.co.za/wp-content/uploads/2020/08/21st-century-analytics-jpeg-med-res-1.jpg "21st-century-analytics-jpeg-med-res") ## *A series of FREE monthly 1-hour webinar sessions* ## In the upcoming months, we will be discussing HR analytics maturity, e-HR analytics strategy, HR technology adoption, best practice reporting, advanced analytics, the use of HR analytics in turnover and retention analysis, workforce planning and optimization using HR data, and the use of AI in HR. ## Cost: FREE ## HR Analytics Best Practices: Developing the Right Metrics for Meaningful Insights **Thursday 24July 2025** 12h00 – 13h00 **In today’s fast-paced and complex work environment, data is a vital asset – but only when it’s the right data, used in the right way.** Many organisations are investing in HR analytics tools but struggle to translate data into action. Often, this stems from using irrelevant or outdated metrics, misinterpreting results due to incorrect calculations, or failing to align measures with strategic objectives. These missteps can lead to poor decision-making, wasted resources, and missed opportunities for improvement. This webinar will focus on developing the right HR metrics that go beyond reporting and truly inform business strategy. We’ll cover: - The risks of using the wrong or misaligned HR metrics; - Common errors in metric calculation and interpretation; - How to define metrics that matter – and discard those that don’t; - Aligning HR data with organisational goals and strategic priorities; - Practical examples of how effective metrics drive impact in areas like talent acquisition, retention, performance, and workforce planning. **Whether you’re building a new analytics function or refining an existing one, this session will offer guidance on how to move from data overload to data clarity.** [TEAMS LINK](https://events.teams.microsoft.com/event/0b76d3c5-d89b-4974-b5de-c6547a15d00c@4b2e05b9-a2ff-465e-a272-f08ca2c1ac6a) ![Analytics logo square](https://www.21century.co.za/wp-content/uploads/2022/08/analytics-log-with-byline-jpeg.jpg "analytics-log-with-byline-jpeg") *If you would like to know more about our Analytics services, or would like contact us to discuss your requirements,, please **click below** to take you to our Analytics page.* [More about Analytics](https://www.21century.co.za/analytics/) --- ### [Career & Entrepreneurship Expo](https://www.21century.co.za/21st-century-foundation-2/career-entrepreneurship-expo/) **Published:** May 4, 2024 **Author:** 21Admin **Content:** # 21st Century Foundation 1. [Home](https://www.21century.co.za) 2. [21st Century Foundation](https://www.21century.co.za/21st-century-foundation-2/) 3. Career & Entrepreneurship Expo # Career & Entrepreneurship Expo 2024 ## This significant day provides an excellent opportunity to inspire and educate our young women and men, preparing them for the future with the tools and knowledge they need to succeed ![Education Uplifting Ikasi logo](https://www.21century.co.za/wp-content/uploads/2023/08/Education-uplifting-ikasi.jpg "Education uplifting ikasi") ## 31 August 2024 ## 09h00 AM – 14h00 ### *Fons Luminis Secondary School, Diepkloof, Soweto* The 21st Century Foundation is continuing our mission to uplift and empower the youth of our adopted school, Fons Luminis, in Diepkloof Soweto. We are excited to announce the next phase of the **Education Uplifting Ikasi Career & Entrepreneurship Expo**, scheduled for the 31 August 2024, coinciding with Women’s Month in South Africa. **We would be honoured to have you join us as a partner for this annual event. We are enthusiastic about the potential impact of this event and look forward to the possibility of working together.** ## How can you help? Your involvement would be invaluable in offering our learners exposure to diverse career paths, entrepreneurial opportunities, and the importance of community collaboration. ![Stationery](https://www.21century.co.za/wp-content/uploads/2024/07/stationery.jpg "stationery") ## Expo partnership/collaboration - Exhibition of your **products and offerings** at the Expo Exhibition space, - **Verbal presentation** of your products and offerings at the main stage of the exhibition, - **Co-sponsorship** (catering lunch for learners on the day), - **Motivational speaking**, - We encourage our partners to bring **interactive and stimulating exhibits, activities and games** that can captivate and educate our learners, providing them with a hands-on experience that could shape their future career choices. ## **Post-Expo partnership /collaboration** - Education **materials and stationery,** - **Teacher** training, coaching and mentoring, - **Adopt a grade:** We sponsored the 2023 grade 8 cohort, which we are continuing with as the current 2024 grade 9 cohort, in Maths and Science tutoring. We are looking for partners to sponsor other grades in the same subjects in the future, - Introduction of **extra-curricula programmes** at the school, - School **infrastructure maintenance** support. ![](https://www.21century.co.za/wp-content/uploads/2024/07/plumber.jpg "plumber") ![](https://www.21century.co.za/wp-content/uploads/2024/07/laboratory-worker.jpg "laboratory worker") ### We believe in promoting a diversity of career streams, not only in STEM (Science, Technology, Engineering, and Mathematics) but also in the arts, sports, entrepreneurship, and social innovation. ### By providing a broad spectrum of career options and entrepreneurship, we aim to empower learners to pursue their passions and talents in various fields. ![Violinist](https://www.21century.co.za/wp-content/uploads/2024/07/violinist.jpg "violinist") ***We kindly request your confirmation of participation by 30 July 2024.*** ![architect](https://www.21century.co.za/wp-content/uploads/2024/07/architect.jpg "architect") ***Thank you for considering this partnership opportunity. Together, we can inspire and equip the next generation to achieve their fullest potential.*** [Contact us](mailto:foundation@21century.co.za) --- ### [Change Management](https://www.21century.co.za/change-management/) **Published:** March 9, 2025 **Author:** 21Admin **Content:** # Change Management ![CM logo tight](https://www.21century.co.za/wp-content/uploads/2022/08/CM-logo-tight-png.jpg.png "CM-logo-tight-png.jpg") ### Engaging and supporting people through times of change dramatically increases the success rate of the delivery of strategic objectives and return on investment … and decreases your risk and costs. ### Deliver the benefits of change with the least possible amount of pain, disruption and risk to the business and to all those working within it. ## Successful Change **Change initiatives are not just about meeting technical requirements – they impact how people do their work. If individuals cannot personally adapt to change, and learn to embrace a new way of working, the change outcomes are at risk**. ![Change Management](https://www.21century.co.za/wp-content/uploads/2020/05/change-man-in-landscape.jpg "change-man-in-landscape") A successful Change Management process ensures that **realistic, achievable and measurable changes** are implemented smoothly by successfully engaging all the people involved in the change. ## What is your organisation changing? - Its strategy? - Its structure? - Its business processes? - Its products and/or services? - Its leadership? - Its culture? - As a result of financial disruption? - As a result of a merger or acquisition? ![](https://www.21century.co.za/wp-content/uploads/2019/06/change-butterfly.jpg) ## Tailor-made Change Solutions We can develop a solution unique to your organisation and situation, within the framework of the following phases: - Diagnosis: Readiness Assessments - Engagement: Stakeholder Management - Planning: Project Management and Scheduling - Implementation: Coaching and Mentorship - Re-assessment: Impact Assessment - Skills Transfer: Training - Embedding: Handover/Capacity Building Strategies are implemented to involve, prepare, equip and support individuals to move from their own current states to the desired future states. ## Helping deliver your organisation’s strategic vision - Focused organisation **vision** for the future; - Visibly committed **leaders** with the **capacity** to manage change; - Early-stage **buy-in, engagement, input and support** from everyone impacted by the change (employees, unions, community, customers, shareholders, regulators); - Aligned **expectations** of the change process; - Effective two-way **communication;** - Measureable and communicated **progress;** - **Job roles** aligned to system and process changes; - Reduced, and managed, **resistance to change**; - Transferred **knowledge & skills**; - Managed **risks**, removal of barriers to change, and resolved change issues; - **Visible, measurable benefits** seen in a short space of time. ## Customised Change Management Workshops - Change Management as a Core Leadership Competency, - Change Management for Organisational Culture Change, - Change Management for Remuneration and Rewards, - Change Management for Strategy Adoption and Implementation, - Change Management to drive Team Performance, - Change Management for Organisational Restructuring, - Change Management for IT/Systems Change, - Change Management for Mergers and Acquisitions, - Change Management for Geo-location Change (Relocation). ## Customised Culture & Engagement Survey ***What you’ll get:*** - Online Survey with anonymity and confidentiality, - Paper-based surveys for employees without access to a computer, - Focus Group Discussions (optional), - Comprehensive Report with end-to-end Human Capital Recommendations, ## In-house Change Management and Change Agents Training [![Change Management and Change Agents Training](https://www.21century.co.za/wp-content/uploads/2020/05/change-agents-text-1.jpg)](https://www.21century.co.za/remuneration-training-2/change-management/) We offer in-house training in Change Management, either as part of a customised package, or as a stand-alone course for your employees. [More Details](https://www.21century.co.za/remuneration-training-2/change-management/) ## Contact **If you have any queries, please complete the form below, and we will get back to you as soon as possible.** Alternatively, please contact: **Solomzi Mtyeku** **[info@21century.co.za]() [+27 11 447 0306](tel:+27114470306)** ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [Non-financial Reward](https://www.21century.co.za/remuneration-consulting/non-financial-reward/) **Published:** March 31, 2022 **Author:** 21Admin **Content:** # Remuneration & Reward 1. [Home](https://www.21century.co.za) 2. [Remuneration Consulting](https://www.21century.co.za/remuneration-consulting/) 3. Non-financial Reward # Non-Financial Reward - [Employee Value Proposition (EVP)](https://www.21century.co.za/remuneration-consulting/non-financial-reward/#employee-value-proposition) - [Perception Surveys](https://www.21century.co.za/remuneration-consulting/non-financial-reward/#perception-surveys) - [Retention Strategies](https://www.21century.co.za/remuneration-consulting/non-financial-reward/#retention-strategy) - [Recognition Schemes](https://www.21century.co.za/remuneration-consulting/non-financial-reward/#recognition-schemes) ## Employee Value Proposition (EVP) The focus on talent has gained momentum over the past decade, reflecting the critical role that attracting, motivating and retaining talented people has on business success. Most organisations offer a wide array of benefit and work-life programs to attract and retain employees. This is the **Employee Value Proposition (EVP)** – the collection of attributes that motivate targeted candidates to join a company and existing employees to stay. ## Related Training Courses [![employee engagement training course](https://www.21century.co.za/wp-content/uploads/2016/12/employee-engage-text.jpg)](https://www.21century.co.za/remuneration-training-2/employee-engagement-training-course/) ## How can we help you? - By reviewing/auditing your current **engagement strategy**, - With understanding the **attributes** that are important to different segments of employees, - By conducting employee **perception surveys** to assess how satisfied employees are with the company’s current offering, - To identify **engagement, attraction and retention issues** and develop and implement strategies to close identified gaps, - By defining **categories of skill** to be retained who require differential treatment in terms of remuneration (this includes defining critical, high fliers, scarce and business imperative skills), - With development and implementation of your **engagement strategy**, - With defining the **elements of reward** for rewarding and retaining employees (both cash and non-cash elements), - By providing engagement, attraction and retention **training**, so that you keep the skill within your organisation. ## Perception Surveys Climate/Perception Surveys help to understand what employees want from their work so that creative ways can be found to satisfy and motivate them, through an effective employee engagement strategy. 21st Century uses the most efficient methodology, **matching employees to the jobs they are most suitable for**, which dramatically enhances the potential for engagement and increased productivity. ## How can we help you? *We can help you:* - To understand the **attributes that are important** to different segments of employees - To define the **elements of reward** for remunerating and retaining employees (both cash and non-cash elements) - To assess **how satisfied employees are** with the company’s current offering - To identify **engagement, attraction and retention issues** - To define **categories of skill to be retained** – employees who require differential treatment in terms of remuneration (this includes defining critical, high fliers, scarce and business imperative skills) ## Retention Strategy It has become imperative to introduce effective staff attraction and retention tactics that are driven by a defined and specific attraction and retention strategy. **Retention strategy and policies should align directly with the organisation’s overall strategic direction and remuneration policy.** Although retention is not driven solely by money, remuneration is one of the defining retention factors associated with the job and should be aligned with market norms and linked to performance. ## How can we help you? *We can help you:* - To develop a **strategic framework**, after reviewing requirements, understanding issues and applying market practice; - To **align** remuneration policy to retention and reward principles; - To identify and define **non-remuneration retention elements**; - To run selective co-agreed **focus groups** and collate their inputs; - To define **who the policy is applicable to** and identify these employees in the organisation - To define **categories of skill** (including critical, scarce and business imperative skills) to be retained and who require differential treatment in terms of remuneration; - To define **elements of remuneration** (including benefits such as leave and flexibility) for rewarding and retaining these employees. ## Recognition Schemes A good employee recognition scheme motivates employees by rewarding them for hard work and dedication, encourages them to maintain high standards of behavior, and provides them with positive feedback when they reach desirable goals or display desirable traits and behaviours. ## How can we help you? - To design and develop retention schemes, showing eligibility, measures, funding and administrative rules. --- ### [Changes to the Company Amendment Bill 2024](https://www.21century.co.za/changes-to-the-company-amendment-bill-2024/) **Published:** October 14, 2024 **Author:** 21Admin **Content:** # Changes to the Company Amendment Bill 2024 ### We can help your organisation with the changes to the Company Amendment Bill 2024 for your Remuneration report, or for your remuneration committee’s interaction with shareholders. ***Please contact us if you would like more information.*** ![Changes to the Company Amendment Bill 2024](https://www.21century.co.za/wp-content/uploads/2024/10/changes-to-amendment-bill.png "changes to amendment bill") --- ### [Analytics](https://www.21century.co.za/analytics/) **Published:** August 12, 2020 **Author:** 21Admin **Content:** # Analytics ![Analytics logo](https://www.21century.co.za/wp-content/uploads/2020/08/21st-century-analytics-png.png "21st-century-analytics-png") ## Make informed, appropriate, and defensible data-based Business and People decisions using insights gained from the statistical analysis of your business data – which will give you a clear view of exactly what’s happening in your organisation and in the local market. [See details about our FREE HR Analytics webinar series](https://www.21century.co.za/analytics/webinar-series-hr-analytics/) ![Strategic Workforce Planning](https://www.21century.co.za/wp-content/uploads/2024/03/workforce-planning-1024x683.jpg "workforce planning") ## Business and People Analytics Data-mining your company’s information, in conjunction with the information housed in our database, gives us the ability to use **quantitative benchmarks** to answer your issues relating to staffing, structures, and strategic workforce planning. Providing data intelligence and implementing **Analytics and Artificial Intelligence (AI) in HR** departments can empower organisations to manage human capital more effectively and efficiently, creating happier environments by improving the way talent is identified, recruited, developed, promoted, engaged and retained. Our services include: #### [Predictive Data Models](#c5330ea66b1dacb51) 21st Century provides predictive models to enhance insight and HR decision-making, as well as reducing human capital risk. - **turnover** is reduced by pro-actively identifying flight risk, - **employee performance** is enhanced by identifying trends and gaining insight into which employees will perform better in certain roles, - **hiring processes** are improved by identifying top performers faster, - organisations can **maximise resources** dedicated to their people by predicting behaviour based on analytics. #### [Automation of HR Reporting](#9bd90df60e6dbd0b8) Many companies still struggle with cumbersome manual import/export Excel-based reporting. People data is siloed in various systems and do not move freely within or between HR functions. 21st Century Analytics can help clients automate their HR Reporting, saving resources and reducing the risk of human error. #### [HR System and Reporting Consulting](#298642ef757f69b08) At 21st Century Analytics we immerse ourselves in our client’s HR operations, understanding their processes and systems. Together, we develop HR Technology and HR Data strategies that help companies digitise, automate and integrate their HR processes. ## Workforce Planning All problems are not equal, and the traditional, most frequently used analysis techniques such as *averages, medians, ratios and percentage changes* are not always appropriate for use. The higher-order statistical techniques and historical data (outlined below) provide **deeper insights into the past**, and **powerful predictions of future outcomes**, providing management with the necessary information to drive informed, data-driven decision-making processes. #### [Predictive Analytics](#cd9d0a1ed411cffe2) **Q:** “What performance score could you expect from an employee with a post-graduate degree, who operates at management level and has been with your organisation for 10 years?” #### [Probability Theory](#6f046dabcf21139ae) **Q:** “What is the probability of a particular profile of employee leaving the organisation within their first 2 years?“ #### [Behavioural Profiling / Factor Analysis](#3a57e5e6687f347c7) **Q:** “Does tenure or qualification have the largest impact on an employee’s ability to be productive within your organisation?” #### [Testing Causation](#e59eb6bb1854aec97) **Q:** “Is there statistical evidence to suggest that last year’s lower revenue figures had a negative impact on staff morale?“ #### [Scenario Testing](#6a9282150a1984ef2) **Q:** “Out of the possible courses of action, which one statistically has the best outcome for our organisation?“ #### [Identification of Key Drivers and Enablers](#213ebdc5d152bc045) **Q:** “We suspect that 10 elements drive a particular outcome such as the return on investment of training programs within our organisation. Is this statistically accurate or are there actually only 4 key drivers and the other 6 are coincidental?“ ## How Strategic Workforce Planning generates Measurable Economic Performance Powerful diagnostic tools are used to analyse client issues, providing you with quantifiable, accurate, targeted recommendations to optimise, streamline, and balance your workforce in the present and the future, gearing it for future change. **The Present:** The analysis of workload, productivity and cost, identifies the roles and capabilities that are currently critical to building your strategic capabilities, delivering your strategy, and optimising economic performance. **The Future:** Powerful scenario-planning tools help close the gaps between the workforce you have currently, and the workforce you will need in order to succeed in the future. ![Workforce Planning - 5 Rs](https://www.21century.co.za/wp-content/uploads/2024/03/workforce-planning-article-1024x683.jpg "workforce planning article") ## The Five R’s of Strategic Workforce Planning: 1. **Right Size:** Ensuring that the right number of people are in the right roles, and spending the right amount of time (utilisation) achieving given outcomes (productivity). 2. **Right Shape:** Ensuring the right balance – admin to professionals, juniors/seniors, experience mix – by identifying duplication and inefficiency. 3. **Right Location:** Ensuring that capable staff resources are available in the right location for both current and future workforce load. 4. **Right Skills:** Assessing what competencies and skills will be needed to meet future goals (Gap analysis). 5. **Right Cost:** Analysing Reward strategy and current and future salary levels/pay bands, and allowance structures. [Article: The 5 secrets of Strategic workforce planning](https://www.21century.co.za/the-5-secrets-of-strategic-workforce-planning/) ## Workforce Benchmark Analytics We can supply you with informed **industry analysis** related to workforce data. This includes analysis of: #### [Job Family Percentages](#0935a6dea7ab20a4f) ***Tests the ratio of a Job Family (e.g., engineering) against the market*** **Q:** “How do our staffing levels of departments within divisions compare with the industry? Some departments complain that they’re short-staffed.” #### [Points Weighting Analysis](#7c40c827327ddf637) ***Examines grade point averages per company area*** **Q:** “Where are we overpaying in our company? We’re losing a lot of people at certain levels and feel overstaffed in other levels.” **Q:** “How do our support functions, operation functions and core functions compare to each other in terms of grade point allocations – and how do they compare to industry?” #### [Grade Levels](#14476748f641d635d) ***Shows the percentage of grades at all levels against industry benchmarks*** **Q:** “How do our management grade levels compare with the industry levels? Are we too top-heavy?” **Q:** “Which grade levels are over-represented … and which are under-represented? Can we see the breakdown per divisions and per department?” #### [Staff Complement Ratio](#2e94343f1a6481642) ***Examines operational versus support staff ratios*** **Q:** “What’s our ratio of core versus support staff? How does it compare to industry?” **Q:** “What’s our ratio of HR or Finance staff? How does it compare to industry?” #### [Grade Shape](#54fdc4e7161259427) ***Examines the ‘shape’ of grades across a company and its consequences*** **Q:** “Where are the grade bottlenecks in our company?” **Q:** “What’s the shape of our grades across the company? And how does it compare to industry?” #### [Spans of Control](#f8ca5dd983029269c) ***Examines team spans versus benchmarks – both established norms and industry norms*** **Q:** “Which teams have the smallest ratios, and which teams have the largest ratios?” **Q:** “How many management levels do I have versus the industry?” **Q:** “What is the span of control of my teams in Operations versus industry ratios?” #### [Gap Analysis](#d062fbebdb351c21f) ***Shows career/succession gaps across divisions /departments – utilising grades as gap indicators*** **Q:** “Where do career gaps appear, company-wide? And across divisions and departments? **Q:** “Where are the gaps largest?” **Q:** “Is there a logical progression between levels? I think some of the promotional moves may be a step too far” #### [Payroll Cost Analysis](#8d1d85ad881591003) ***Examines payroll costs as a percentage across levels and job families*** **Q:** “Which departments or divisions have the highest cost against industry? Which ones have the lowest?” **Q:** “Can we see how our payroll costs for specific divisions (and departments within divisions) compare to the industry? ## Workforce Benchmark Data We provide **benchmark data to industries** in terms of: - structure - productivity - staffing - payroll effectiveness ## Sub-Saharan Africa and Middle East Services 21st Century offers **full-spectrum Human Capital services** to sub-Saharan Africa and Middle East clients. [![Analytico logo](https://www.21century.co.za/wp-content/uploads/2021/02/Analytico_21st_Logo_Colour_LowRes.jpg)](https://www.21century.co.za/analytico/) ## Loss of Earnings Expertise We provide earnings data to the **medico-legal industries**: - Loss of earnings analysis & assessments, - Loss of earnings reporting (quantification/ actuarial/expert witness), - Earnings analysis software, - Earnings capacity and labour market training [More info about Analytico](https://www.21century.co.za/analytico/) ![](https://www.21century.co.za/wp-content/uploads/2016/02/confidentiality-promise-500x494-300x296.png "confidentiality-promise-500×494") ## Confidentiality Our business rests on commitment to confidentiality of data. Thus under no circumstances would any individual information or any company-specific information be disclosed to any other participant. ## Data Integrity Over many years, we have collected local HR data from thousands of Southern African organisations. We are proud of the quality of our data, and the integrity and security of our database. Our data analysts are specialists in their fields, and collectively they have backgrounds in economics, business, econometrics, finance and statistics. ## TRAINING COURSE: Measuring the impact of HR through People Analytics [![Change Management and Change Agents Training](https://www.21century.co.za/wp-content/uploads/2024/01/measuring-impact-of-HR-text.jpg)](https://www.21century.co.za/remuneration-training-2/change-management/) We offer a 1-day training course that will empower HR professionals to understand how to harness the power of AI to guide their People Analytics maturity and to successfully execute HR process automation projects. [More Details](https://www.21century.co.za/remuneration-training-2/advanced-people-analytics-and-ai-in-hr/) ## Contact **Please contact us regarding any workforce planning or business and people-related analytics needs, and we will get back to you as soon as possible.** Alternatively, please contact: **Jaen Beelders** **[info@21century.co.za]() [+27 11 447 0306](tel:+27114470306)** ## Contact Form "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message Δ --- ### [SURVEY: National Reward Policies and Benefit Practices 2025](https://www.21century.co.za/survey-national-reward-policies-and-benefit-practices-2025/) **Published:** January 27, 2025 **Author:** 21Admin **Content:** # SURVEY # National Reward Policies and Benefits 2025 ### In order to keep up with changes in the market and the economy, organisations are being creative in their approach to employee reward. ### Participate in our survey to compare your policies and benefit practices to the market. ## CLOSING DATE: Wednesday, 5 March *The report will be published at the end of March 2025.* ### We invite your organisation to participate in our survey to compare your policies and benefits practices to those of the market. Your reward policies and benefit practices, in addition to basic pay, play an important part in your ability to **attract and retain** the right staff. ## Benefits of Participation Current, valid survey results are an invaluable tool when making important remuneration decisions during the course of the year, and can help your organisation validate remuneration decisions and comply with Employment Equity legislation (“Equal Pay for Work of Equal Value” – tabled in the Employment Equity Act which came into effect on 1 August 2014). ## Survey Content *Content from our previous report:* - Remuneration Practices, - Benefits and Circumstantial Allowances, - Pay Scales, - Annual Increases, - Medical Aid and Healthcare Practices, - Retirement Funding Practices, - Risk and Group Life Assurance, - Annual Leave, - Study Benefits, - Training and Development, - Skills Retention Practices, - Performance and Succession Management, - Employee Assistance Programmes and Workforce Health, - Parental and Childcare Benefits, - Long Service Practices, - Short Term Incentives Practices. ## Survey Cost The investment **(excluding VAT)** to participate and receive a comprehensive report of the findings: **R22 000.00** ## RewardOnline Subscribers The cost **(excluding VAT)** for current RewardOnline subscribers who participate: **R16 650.00** *To participate in the survey, please fill in the form below, and we will send you a customised link for your organisation.* ![](https://www.21century.co.za/wp-content/uploads/2016/02/confidentiality-promise-500x494-300x296.png "confidentiality-promise-500×494") ## ## Confidentiality Our business rests on commitment to confidentiality of data. Thus under no circumstances would any individual information or any company-specific information be disclosed to any other participant. ## Data Integrity Over many years, we have collected local HR data from thousands of Southern African organisations. We are proud of the quality of our data, and the integrity and security of our database. Our data analysts are specialists in their fields, and collectively they have backgrounds in economics, business, econometrics, finance and statistics. ## Survey Form "\*" indicates required fields InstagramThis field is for validation purposes and should be left unchanged. **Fill in this form and we will send you a customised link to participate in the online survey** Name:\* Company:\* Region:\* Official company email address\* Job Title:\* Cell phone:\* Office phone: CAPTCHA Δ ## Contact Tyronne Valentine *Business Development Manager **[tvalentine@21century.co.za]()*** ## Regional Contacts #### **Johannesburg: Gauteng (Head Office)** Theresa Blake *Manager: Niche Surveys **[tblake@21century.co.za]()*** #### **Cape Town: Western Cape, Northern Cape & Coastal Regions** Leanne Visser *Regional Manager, Western Cape,* *Northern Cape & Coastal Regions ***** --- ### [Analytico](https://www.21century.co.za/analytico/) **Published:** February 21, 2021 **Author:** 21Admin **Content:** # Loss of Earnings (Medico-legal) ![Analytico](https://www.21century.co.za/wp-content/uploads/2021/02/Analytico_21st_Logo_Colour_LowRes.jpg "Analytico_21st_Logo_Colour_LowRes") [subscriber login](https://app.analyticohr.com/login/) ## Analytico assesses loss of earnings capacity for individuals (in both the formal and informal sectors) that have suffered personal injury, providing Medico-legal experts with accurate, reliable earnings research and postulations from the most detailed earnings database in South Africa ## Loss of Earnings Experts (Medico-legal) 21st Century Analytico are experts in loss of earnings assessments, and consult to the Medico-legal profession. Loss of earnings refers to a situation in which less money than expected was earned due to a traumatic life event such as a motor vehicle accident, medical negligence or unfair dismissal. ## Loss of Earnings Assessments & Expert Witness Loss of earnings ***expert witnesses*** are utilised for cases involving an individual’s possible loss of earnings capacity. As loss of earnings experts, we assist our medico-legal clientele with an expert opinion in civil cases that require an opinion about ***projected pre- and post-incident earnings capacity*** in the insurance industry. ![](https://www.21century.co.za/wp-content/uploads/2021/02/cogs-tools-pie-chart.jpg "cogs tools pie chart") ## Earnings Assessment Data Methodology We use ***computational data methods*** to provide a sense of clarity on ***future earnings projections***. Our research and reporting are based on data and statistical modelling that informs our expert opinion and provides clear actuarial instructions. This valuable information is based on in-depth knowledge of ***labour economics, remuneration, human resources and vocational growth***. ![](https://www.21century.co.za/wp-content/uploads/2021/02/files-reports-gavel-pencil.jpg "files reports gavel pencil") ## Earnings Capacity Reporting Our earnings capacity reports are geared for accurate data-enhanced reporting to attorneys needing to instruct actuaries in personal injury-related matters. Our reporting capabilities include: - *Earnings expert Reporting* - *Forensic accounting Reporting* - *Quantum certificates* We pride ourselves in providing reporting in ***quick turnaround times*** and at ***market related costs***. ## Earnings Capacity & Labour Market Training We have provided training and presented research to intern Industrial Psychologists, Senior Industrial Psychologists and Attorneys on ***labour market statistics*** and the ***formulation of earnings capacity opinions.*** ## Research, Development & Bespoke Applications We are continually researching and developing bespoke applications such as automated reporting, data analysis and business process flow applications. ## Earnings Analysis ![](https://www.21century.co.za/wp-content/uploads/2021/02/microscope-pie-chart-icon.jpg "microscope pie chart icon") Industrial Psychologists, Earnings Experts, Recruiters and HR Professionals can gain in-depth insight into publicly-sourced labour market dynamics data and earnings research on different demographic and occupational profiles. ## Earnings Analysis Software Our Earnings Analysis Software provides full data access to labour market earnings research, using innovative technology and software. [Earnings analysis app](https://www.21century.co.za/analytico/#tools) ## Formal & Informal Sector salary benchmarks Our earnings research packages include ***formal and informal sector benchmarks***, with full access to an array of additional tools and resources. This combined service offering helps experts to formulate ***specific or generalised earnings progressions*** in either the corporate, formal or informal sectors. 0 *individuals* 0 *occupations* 0 *benchmarks available* 0 *Informal sector workers in the database* [](#earnings%20analysis%20app) ## Earnings Analysis App Incorporating demographic and labour market related data, our Earnings Analysis Application provides earnings experts with an in-depth insight into the labour market. We provide earnings experts with granular insight into the earnings of ***over 400 occupations*** with a detailed view of how ***factors*** such as ***education, age and sectors*** impact earnings. ![](https://www.21century.co.za/wp-content/uploads/2021/02/Analytico_App-2.png "Analytico_App-2") ## Testimonials > We have always received such excellent service from Jaen at Analytico, with regards to him always being available when questions arise, plus going the extra mile with sound advice and in -depth individualized reports when needed. The Analytico system is easy to use, to understand and to interpret for the layman and professionals alike, especially the graphs and tables, which indicate earnings progression by age and qualifications until age 65. It provides a great alternative to other statistical earnings data available and reports can be easily tailormade for individual situations, particularly those that are not the usual “run of the mill” cases. All figures are based on actual STATSSA data which is defensible and quantifiable. In addition, it is useful to have this source as a backup/comparison to other earnings information available. Thus, one does not need to disregard other good research data that may also be applicable. I and my Practice Manager, Bianca Apostoli would recommend Jaen and his firm without hesitation. **Debbie Atkins**, Deborah Atkins and Associates > Our firm instructed Analytico to assist us with earnings reports in numerous Road Accident Fund and other civil matters. Analytico has rendered excellent services over the last three years.We recently referred a long-standing problematic matter to Analytico. They collated a complicated matrix of facts. They went into collateral data. On the basis of solid fact, as well as likely probabilities, they produced a logical report. Analytico’s clear and convincing opinions formed the conclusion. The skeptical Defendant looked at the long-disputed issues with fresh eyes and a solid settlement was achieved. The turnaround time was impressive. It is easy to recommend the services of Analytico as they are highly competent experts who compile comprehensive reports. They leave no stone unturned in their pursuit to serve their clients. **Arno Gunther**, Henry Shields Attorneys [](#)[](#) ![](https://www.21century.co.za/wp-content/uploads/2021/02/cl_zabb.png) ![](https://www.21century.co.za/wp-content/uploads/2021/02/cl_lester_ass.png) ![](https://www.21century.co.za/wp-content/uploads/2021/02/cl_kemp_nabal.png) ![](https://www.21century.co.za/wp-content/uploads/2021/02/cl_henry_shields.png) ![](https://www.21century.co.za/wp-content/uploads/2021/02/cl_dsc.png) ## Articles - ![](https://www.21century.co.za/wp-content/uploads/2021/02/sector-definitions-for-earnings-experts.jpg) [](#) ## [Sector definitions for Earnings Experts](#) [Jaen Beelders](https://www.21century.co.za/author/jaen-beelders/)2026-07-02T10:33:41+02:00February 20th, 2021|Tags: [earnings experts](https://www.21century.co.za/tag/earnings-experts/), [earnings projections](https://www.21century.co.za/tag/earnings-projections/), [earnings trends](https://www.21century.co.za/tag/earnings-trends/), [loss of earnings](https://www.21century.co.za/tag/loss-of-earnings/), [medico-legal](https://www.21century.co.za/tag/medico-legal/), [Road Accident Fund](https://www.21century.co.za/tag/road-accident-fund/)| - ![](https://www.21century.co.za/wp-content/uploads/2021/02/representative-earnings-research.jpg) [](#) ## [Representative Earnings Research](#) [Jaen Beelders](https://www.21century.co.za/author/jaen-beelders/)2026-07-02T10:33:42+02:00May 20th, 2020|Tags: [earnings experts](https://www.21century.co.za/tag/earnings-experts/), [earnings projections](https://www.21century.co.za/tag/earnings-projections/), [earnings trends](https://www.21century.co.za/tag/earnings-trends/), [loss of earnings](https://www.21century.co.za/tag/loss-of-earnings/), [medico-legal](https://www.21century.co.za/tag/medico-legal/), [Road Accident Fund](https://www.21century.co.za/tag/road-accident-fund/)| - ![](https://www.21century.co.za/wp-content/uploads/2021/02/job-grading-in-personal-injury-claims.jpg) [](#) ## [Job grading in personal injury claims](#) [Jaen Beelders](https://www.21century.co.za/author/jaen-beelders/)2026-07-02T10:33:42+02:00March 16th, 2020|Tags: [CFO pay](https://www.21century.co.za/tag/cfo-pay/), [guaranteed package](https://www.21century.co.za/tag/guaranteed-package/), [medico-legal](https://www.21century.co.za/tag/medico-legal/), [Paterson job grading](https://www.21century.co.za/tag/paterson-job-grading/), [personal injury claims](https://www.21century.co.za/tag/personal-injury-claims/), [total package](https://www.21century.co.za/tag/total-package/)| ### Analytico enquiry - Your Name (Required)\* - Your Email Address (Required)\* - Your Tel (Required)\* - Your Company\* - The area you're located in\* - Greater Johannesburg - Tshwane - Free State - Kwa Zulu Natal - Western Cape - Eastern Cape - Other Areas - Your Message - CAPTCHA Δ --- ### [Remuneration Strategy & Governance](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/) **Published:** April 20, 2022 **Author:** 21Admin **Content:** # Remuneration & Reward 1. [Home](https://www.21century.co.za) 2. [Remuneration Consulting](https://www.21century.co.za/remuneration-consulting/) 3. Remuneration Strategy & Governance # Remuneration Strategy & Governance - [Total Reward Strategy and Policy](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#total-reward-strategy-and-policy) - [Total Reward Statements](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#total-reward-statements) - [Board Evaluations](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#board-evaluations) - [Remuneration Committee (RemCo) Assistance](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#remuneration-committee-assistance) - [Executive Remuneration](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#executive-remuneration) ## Total Reward Strategy and Policy **A total package review gives an employer maximum opportunity to address both internal equity and external equity issues.** Do your employees appreciate the value of the total reward you offer? Total package structuring gives individuals the flexibility to craft their own packages based on lifestyle and individual needs – within a total guaranteed package structure. Because guaranteed employment costs are fixed and known (there are no hidden extras), costs are easier to control, market comparisons are simpler, benchmarking is accurate and employees can easily understand the true worth of their packages … all of which results in internal equity. This puts the employer in a strong position to attract and retain high quality staff, and gives both the employer and the employee peace of mind, as their packages will be both equitable and easily defensible in the event of an Equal Pay for Work of Equal Value audit. ## Related Training Course [![employee engagement training course](https://www.21century.co.za/wp-content/uploads/2016/12/tot-reward-strat-text.jpg)](https://www.21century.co.za/remuneration-training-2/employee-engagement-training-course/) ## How can we help you? - By reviewing/benchmarking your existing Total Packages to ensure both **internal and external equity,** - By providing Total Package and structuring **training**, so that you keep the skill within your organisation, - To communicate the **value of the total reward** you offer, including both cash and non-cash elements, via a 21st Century Total Reward Statement, - By offering a Total Package **structuring model** which can be customised to meet your requirements and offer maximum flexibility to employees, - To **implement Total Packages** and communicate the value of the package to employees, - To **structure** Total Packages to ensure both the employer and employee receive maximum benefit. ## Total Reward Statements ![Total Reward Statements](https://www.21century.co.za/wp-content/uploads/2016/02/trs-logo-350x312.jpg "trs-logo-350×312") The intangible and non-cash items that do not appear on pay slips can be a real differentiator in what you offer your employees. *(click image below for an enlarged view)* [![TRS](https://www.21century.co.za/wp-content/uploads/2016/02/trs-features-graphic-1500x868-1024x593.jpg)](https://www.21century.co.za/wp-content/uploads/2016/02/trs-features-graphic-1500x868-1024x593.jpg "trs-features-graphic-1500×868") ## Related Training Course [![employee engagement training course](https://www.21century.co.za/wp-content/uploads/2016/12/tot-reward-strat-text.jpg)](https://www.21century.co.za/remuneration-training-2/employee-engagement-training-course/) ## How can we help you? *We can provide you with a Total Reward Statement that will:* - Accurately detail and quantify (in monetary terms) the **full value of an employee’s package, including all benefits, both cash and non-cash elements,** - Demonstrate your Employee Value Proposition **(EVP)**, - Enhance the **sense of pride** your employees have in working at your organisation, - Highlight the **flexibility and choices** of your reward offering, - **Demonstrate to employees** the true value of everything that your organisation offers them, - Enhance **employee education opportunities** regarding their benefits, - Provide the basis for a true Total Reward **comparison**. ## Board Evaluations A regular board/committee evaluation process can play a significant role in improved performance on organisation level, board/committee level, and director level. Ultimately, the entire organisation feels the effects of a thorough evaluation of board members, and of the execution of its recommendations. *Benefits include:* - clarification of roles and responsibilities, - establishment of expected behaviours (culture), - better communication, - more efficient operations, - improved leadership and decision-making, - greater accountability, - better teamwork. ## Related Training Courses [![RemCom training](https://www.21century.co.za/wp-content/uploads/2016/12/rem-comm-text.jpg)](https://www.21century.co.za/remuneration-training-2/remuneration-committees-training-course/) ## How can we help you? *We can assist you with:* - The **evaluation** of the Board members by means of an Excel-based questionnaire; - An **assessment** based on the results, - Collating and analysing the responses, and submitting a comprehensive **report with recommendations** to the Chairperson, - **Feedback** to the Board, - Prioritisation of identified **performance gaps** and development of **plans** to address these, with input from members. ## Remuneration Committee Assistance The work of a Remuneration Committee is highly complex and leverages off key components of a company’s strategy. *The main role and function of the Remuneration Committee is:* - to assist the Board in developing and administering a fair and transparent procedure for setting policy on the overall human resources strategy of the company, - the remuneration of Directors and senior management of the company, - determining their remuneration mix on the basis of their merit, qualifications, and competence. These decision points are influenced by having regard to the Company’s operating results, individual performance, and comparable market statistics. ## Related Training Course [![RemCom training](https://www.21century.co.za/wp-content/uploads/2016/12/rem-comm-text.jpg)](https://www.21century.co.za/remuneration-training-2/remuneration-committees-training-course/) ## How can we help you? *We can assist with:* - The formulation your Remuneration committees’ **mandate**, - The formation of your **Remuneration committee**, - The provision of an **expert independent committee member** to ensure adherence to corporate governance, - By providing remuneration committee **training**, so that you keep the skill within your organisation, - By presenting the **latest reward trends** to your Remuneration committee. ## Executive Remuneration *Executive Remuneration is a broad term for the financial remuneration awarded to a company’s executives.* Executives have a significant impact on company strategy, decision-making, and value creation. For this reason, remuneration packages are designed with the purpose of incentivising and retaining the executive team. Executive Remuneration packages are designed by a company’s Board of Directors, typically by the Remuneration Committee, and are heavily influenced by elements of Good Corporate Governance (King IV) and tax efficiency. *Executive Remuneration can be divided into four main categories:* **Pay Package Design:** Typically divided into the following distinct remuneration components: - salary - short-term incentives - long-term incentives - benefits, perquisites and severance/change-in-control agreements. **Long-term Remuneration**: This makes up the bulk of most executive pay packages and is typically based on shares or share appreciation rights. **Performance-Contingent Pay:** Executive pay is generally dependent on a company achieving pre-decided criteria – either specific financial results and/or strategic objectives. **Vesting Schedules:** Even after financial or strategic criteria for an award is met, full ownership of the long-term award is often based on the executive meeting certain performance conditions. ## Related Training Courses ![STI design](https://www.21century.co.za/wp-content/uploads/2016/12/short-term-incentives-text.jpg "short-term-incentives-text") ![Effective Pay Management training course](https://www.21century.co.za/wp-content/uploads/2016/12/effective-pay-text.jpg "effective-pay-text") ## How can we help you? *21st Century understands the executive landscape and can offer your organisation a comprehensive service, which investigates all areas of executive pay. We can assist with:* - By **structuring** your executive packages, - By benchmarking your **fixed pay**, - By evaluating your **short term incentives**, - By evaluating the worth of your **long term incentives**, - By assessing the **complexities of your organisation**, - By investigating the **pay mix for your industry**, - By writing up a **performance contract** or compact, - By developing both **short term and long term incentive plans**. --- ### [SURVEY: IT Specialised and Niche Roles 2024](https://www.21century.co.za/survey-it-specialised-and-niche-roles-2024/) **Published:** September 5, 2024 **Author:** 21Admin **Content:** # Survey # IT Specialised and Niche Roles 2024 #### Technology is part of every business, at times as a support function, or as a key technical skill. With the pace of change in this arena, detailed benchmarks can be difficult to find. 21st Century will once again be running a niche IT survey to focus on the pay differentials for specific IT skill sets and programming languages. Cost to participate: R17 250.00 (excl VAT) The report will be available in November 2024 ## Benefits of participating in the Survey Current, valid survey results are an invaluable tool when making important remuneration decisions during the course of the year, and can help your organisation validate remuneration decisions and comply with Employment Equity legislation (Equal Pay for Work of Equal Value) tabled in the Employment Equity Act, which came into effect on 1 August 2014). ## Survey Roles *Roles in the following job families will be included:* - **Data Analytics and Business Intelligence** – analysing data to extract insights for decision-making, and managing day-to-day operations using data-driven methods; - **Information Technology** – managing and supporting an organisation’s technology infrastructure, ensuring the smooth operation of hardware, software, and networks; - **IT Product Development** – creating and enhancing products by managing the entire product development lifecycle, from concept to implementation; - **IT Project and Programme Management** – planning, executing, and overseeing IT projects and programmes to achieve organisational goals and align with the overall IT strategy; - **IT Risk and Compliance** – identifying and mitigating IT-related risks and ensuring compliance with industry regulations, standards, and protocols; - **AI and Machine Learning** – harnessing artificial intelligence and machine learning techniques to develop systems that learn from data, enabling automation and intelligent decision-making; - **Cybersecurity** – Safeguarding digital assets by monitoring, preventing, detecting and mitigating cyber threats and security breaches. ## Survey Content *The survey will test prevalence of:* - Premiums for specific programming languages; - Sign-on bonuses; - Circumstantial allowances; - Attraction and retention strategies; - Programming languages used; - Development platforms used; - Cloud platforms used; - Data science and BI tools used. ## Survey Cost The cost (excluding VAT) to participate and receive a report of the findings: ## R17 250.00\* ## Participation • I am interested in participating in the 2024 IT Specialised and Niche Roles Survey/ • Please let me have more information on the 2024 IT Specialised and Niche Roles Survey [More information]() ## Contact For any queries, please contact: **Albertus Liebenberg** +27 81 344 1245 ![](https://www.21century.co.za/wp-content/uploads/2016/02/confidentiality-promise-500x494-300x296.png "confidentiality-promise-500×494") ## ## Confidentiality Our business rests on commitment to confidentiality of data. Thus under no circumstances would any individual information or any company-specific information be disclosed to any other participant. ## Data Integrity Over many years, we have collected local HR data from thousands of Southern African organisations. We are proud of the quality of our data, and the integrity and security of our database. Our data analysts are specialists in their fields, and collectively they have backgrounds in economics, business, econometrics, finance and statistics. --- ### [Contact us](https://www.21century.co.za/21st-century-foundation-2/contact-us/) **Published:** May 4, 2024 **Author:** 21Admin **Content:** # 21st Century Foundation 1. [Home](https://www.21century.co.za) 2. [21st Century Foundation](https://www.21century.co.za/21st-century-foundation-2/) 3. Contact us # Contact us **For enquiries, partnerships, collaborations and sponsorships, please fill in the FORM and we will get back to you as soon as possible.** "\*" indicates required fields Your Name (Required)\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* Your Position\* The area you're located in\* Greater Johannesburg Tshwane Free State Kwa Zulu Natal Western Cape Eastern Cape Other Areas Your Message CAPTCHA Δ --- ### [Partners and Donations](https://www.21century.co.za/21st-century-foundation-2/partners-and-donations/) **Published:** May 4, 2024 **Author:** 21Admin **Content:** # 21st Century Foundation 1. [Home](https://www.21century.co.za) 2. [21st Century Foundation](https://www.21century.co.za/21st-century-foundation-2/) 3. Partners and Donations # Partners and Donations ## Your contribution, no matter the size, will make a difference. Join us in shaping a brighter future for generations to come. ## Donate today and be a part of our journey toward inclusive education and sustainable community development. ## Donations We’ve developed a **comprehensive framework aligned with a transparent budget**, offering potential funders, donors, and sponsors a clear roadmap of our objectives and financial needs. ## Together, we can unlock the potential of every child, creating pathways to success and opportunity where they are needed most. ![21st Century Foundation](https://www.21century.co.za/wp-content/uploads/2024/06/school-classroom-1.jpg "school classroom 1") ## How can I help? - Education **materials and stationery,** - **Teacher** training, coaching and mentoring, - **Adopt a grade:** We sponsored the 2023 grade 8 cohort, which we are continuing with as the current 2024 grade 9 cohort, in Maths and Science tutoring. We are looking for partners to sponsor other grades in the same subjects in the future, - Introduction of **extra-curricula programmes** at the school, - School **infrastructure maintenance** support. - Partnering with us for our annual **Career & Entrepreneurship Expo,** which provides an excellent opportunity to inspire and educate our young women and men, preparing them for the future with the tools and knowledge they need to succeed. (***[ctrl click for more info >) ](https://www.21century.co.za/21st-century-foundation-2/career-entrepreneurship-expo/)*** ![21st Century Foundation](https://www.21century.co.za/wp-content/uploads/2016/02/hands-in-circle-2-1.jpg "hands-in-circle-2") ## Partners We have worked with the following organisations at the previous **Career & Entrepreneurship Expo** at Fons Luminis Secondary School: - South African Music Foundation - 2 Roads - Rand Water - IT Varsity - We Think Code - Google Development Group (Soweto) - South West TVET College - The Gathering --- ### [Partners and Donations](https://www.21century.co.za/21st-century-foundation-2/partners-and-donations/) **Published:** May 4, 2024 **Author:** 21Admin **Content:** # 21st Century Foundation 1. [Home](https://www.21century.co.za) 2. [21st Century Foundation](https://www.21century.co.za/21st-century-foundation-2/) 3. Partners and Donations # Partners and Donations ## Your contribution, no matter the size, will make a difference. Join us in shaping a brighter future for generations to come. ## Donate today and be a part of our journey toward inclusive education and sustainable community development. ## Donations We’ve developed a **comprehensive framework aligned with a transparent budget**, offering potential funders, donors, and sponsors a clear roadmap of our objectives and financial needs. ## Together, we can unlock the potential of every child, creating pathways to success and opportunity where they are needed most. ![21st Century Foundation](https://www.21century.co.za/wp-content/uploads/2024/06/school-classroom-1.jpg "school classroom 1") ## How can I help? - Education **materials and stationery,** - **Teacher** training, coaching and mentoring, - **Adopt a grade:** We sponsored the 2023 grade 8 cohort, which we are continuing with as the current 2024 grade 9 cohort, in Maths and Science tutoring. We are looking for partners to sponsor other grades in the same subjects in the future, - Introduction of **extra-curricula programmes** at the school, - School **infrastructure maintenance** support. - Partnering with us for our annual **Career & Entrepreneurship Expo,** which provides an excellent opportunity to inspire and educate our young women and men, preparing them for the future with the tools and knowledge they need to succeed. (***[ctrl click for more info >) ](https://www.21century.co.za/21st-century-foundation-2/career-entrepreneurship-expo/)*** ![21st Century Foundation](https://www.21century.co.za/wp-content/uploads/2016/02/hands-in-circle-2-1.jpg "hands-in-circle-2") ## Partners We have worked with the following organisations at the previous **Career & Entrepreneurship Expo** at Fons Luminis Secondary School: - South African Music Foundation - 2 Roads - Rand Water - IT Varsity - We Think Code - Google Development Group (Soweto) - South West TVET College - The Gathering --- ### [Our Team](https://www.21century.co.za/21st-century-foundation-2/our-team/) **Published:** May 4, 2024 **Author:** 21Admin **Content:** # 21st Century Foundation 1. [Home](https://www.21century.co.za) 2. [21st Century Foundation](https://www.21century.co.za/21st-century-foundation-2/) 3. Our Team # Our Team ![Ntombizone Feni](https://www.21century.co.za/wp-content/uploads/2024/06/Zone-headshot.jpg "Zone headshot") **Ntombizone Feni** *CEO* Ntombizone brings 15 years of experience in business and human capital consulting to her role. Currently pursuing a Master of Philosophy in Inclusive Innovation, her research focuses on transforming no-fee secondary schools in Soweto into economically self-sustainable community builders. At 21st Century, she is the commercial head for the Change Management and Organisational Design business practices. Her passion lies in aligning sustainable business practices with social impact, governance, and community values to create purpose-driven and empowered organisations. ![Ntombizone Feni](https://www.21century.co.za/wp-content/uploads/2024/06/Sharlene-headshot.jpg "Sharlene headshot") **Sharlene Herandien** *Board Secretary* Sharlene Herandien is the Training Manager at 21st Century. She has been in the training industry for over 20 years and is passionate about the learning and development journey. Her role at 21st has allowed her to forge meaningful relationships within the industry. The 21st Century Foundation provides an opportunity for her to live out this passion by getting involved at a grassroots level. ![Ntombizone Feni](https://www.21century.co.za/wp-content/uploads/2024/06/Michael-headshot.png "Michael headshot") **Michael Sieff** *Non-Executive Director* With 20 years of Executive experience, Michael is a strong leader, skilled in strategic planning, aged care, operations management, facilities management, social entrepreneurship, turnaround specialisation and organisational change. As co-founder of both Circle Senior Living and SILVERAgE, Michael makes his passion for the senior living space clear. As the Group CEO of the Chevrah Kadisha Group for 8 years, Michael managed an annual budget of R300m, and serviced 1000 full time residents. He effectively and efficiently managed multiple facilities and was responsible for the implementation of a successful restructuring and turnaround strategy, as well as the masterplan for upgrading all campuses, which involved the planning for long-term sustainable energy implementation. Michael was the National Director of ORT South Africa. Vision – Educating for Life and Mission – Making People Employable, Creating Employment Opportunities. He also has had a lot of corporate experience, heading up HR, Training & Development at Discovery Ltd. ![Ntombizone Feni](https://www.21century.co.za/wp-content/uploads/2024/06/Anna-Harris-Stone-Photo-2018.jpg "Anna Harris-Stone Photo 2018") **Anna Harris** *Non-Executive Director* Anna is passionate about continuous learning and is excited to be involved in a foundation involved in Ikasi education. Having over 30 years of work experience as a Human Resources generalist, her skills will be well suited to bringing Compliance to the Board activities. ![Ntombizone Feni](https://www.21century.co.za/wp-content/uploads/2024/06/Smanga-headshot-scaled.jpg "20230411_174255") **Simangaliso Mashiloane** *Non-Executive Director* Simangaliso is a young and highly driven entrepreneur born and bred in Soweto, Diepkloof. Working with more than 600 learners from under-served communities in Soweto, he is deeply passionate about entrepreneurship, equitable education and tackling youth unemployment. With a strong belief in the power of education and its ability to transform and uplift lives, Simangaliso is ready to assist with the Foundation’s mission of education, entrepreneurship and leadership tenure and the success of the Foundation’s projects, and to further the Foundation’s initiatives in governance, ethical integrity and accountability. --- ### [Programmes](https://www.21century.co.za/21st-century-foundation-2/programmes/) **Published:** May 4, 2024 **Author:** 21Admin **Content:** # 21st Century Foundation 1. [Home](https://www.21century.co.za) 2. [21st Century Foundation](https://www.21century.co.za/21st-century-foundation-2/) 3. Programmes # Programmes ![Education Uplifting Ikasi logo](https://www.21century.co.za/wp-content/uploads/2023/08/Education-uplifting-ikasi.jpg "Education uplifting ikasi") ### The Education Uplifting Ikasi program is a dynamic inaugural program of the Foundation, designed to ignite change and opportunity within South Africa’s vibrant townships. ### Anchored on three core pillars – academic empowerment, entrepreneurial exposure, and educator enrichment – this groundbreaking project aims to revolutionise educational landscapes. ## Education Uplifting Ikasi Mission and Vision Our mission is simple yet profound: to provide comprehensive tutoring in Maths, Science, and English, equipping learners with essential skills for academic success. But our vision extends far beyond the classroom. Through immersive entrepreneurial workshops and career expos, we’re nurturing a spirit of innovation and enterprise, empowering young minds to shape their futures with confidence and ambition. ## Together, we’re redefining education, transforming schools into centres of excellence, and paving the way for a brighter, more inclusive future for learners, families, and communities across South Africa. ![21st Century Foundation](https://www.21century.co.za/wp-content/uploads/2023/09/image-14.jpg "image 14") ## Fons Luminis Secondary School and Bright Star Academy Partnering closely with **Fons Luminis Secondary School** and **Bright Star Academy**, we’re driving impactful transformations from within the heart of the Diepkloof, Soweto as the “kasi” of choice. Located at the entrance of Soweto in Diepkloof Extension 4, **Fons Luminis Secondary School** has a total population of 1401 learners served by 41 teachers, making a student-teacher ratio of 35:1. In 2020, the school attained an average of 79% pass rate, with an 83.6% Matric pass rate in 2022. Moreover, through **Bright Star Academy**, a black-owned tutoring academy situated within the local community, the Foundation has vetted, employed and trained 11 graduates from diverse fields, providing them with meaningful employment as tutors in Maths and Science. The tutors bring a fresh approach to learning that is linked to motivation and mentorship. ## What key areas will the partnership focus on? This partnership aims to support and enhance opportunities available to the school’s learners by: - **Tutoring** for Grade 8 learners every Saturday for English, Maths and Science through a partnership with ***Bright Star Academy***, - An annual **Career and Entrepreneurial Expo** at the school for all grades, covering a variety of ‘careers of the future’ and career diversity beyond STEM, which includes HECCI careers, - Assisting in **capacity building of** **teachers’ skills** in areas such as project management, reporting and computer literacy. ![21st Century Foundation](https://www.21century.co.za/wp-content/uploads/2023/09/image-9-796x1024.jpg "image 9") --- ### [INVITATION: RewardOnline Refresher](https://www.21century.co.za/invitation-rol-refresher/) **Published:** June 8, 2024 **Author:** 21Admin **Content:** # INVITATION # RewardOnline Refresher ![RewardOnline logo](https://www.21century.co.za/wp-content/uploads/2020/05/ROL-logo-jpeg-max-500x258-1.jpg "ROL-logo-jpeg-max-500×258") # Exploring the Synergy between Salary Benchmarking and HR Analytics ## In this RewardOnline Refresher, our People Analytics specialists will discuss the updated RewardOnline functionalities and how they can be used for HR Analytics. ## 11 July 2024 10h00 – 11h30 *(on MS Teams)* **Cost: FREE** ![Analytics logo square](https://www.21century.co.za/wp-content/uploads/2022/08/analytics-log-with-byline-jpeg.jpg "analytics-log-with-byline-jpeg") ### Grab a coffee, and join our **People Analytics** specialists online for our **RewardOnline Refresher.** In an increasingly competitive and fast-paced business landscape, organisations must leverage every tool at their disposal to gain a competitive edge. The synergy between salary benchmarking and HR analytics offers organisations a powerful approach to managing compensation and optimising workforce performance. By combining industry benchmarks with data-driven insights, HR departments can make more strategic decisions about compensation, ensuring that their pay practices remain competitive, fair, and aligned with organisational objectives. **As the business landscape continues to evolve, embracing this integrated approach will be essential for staying agile, competitive, and successful in attracting and retaining top talent.** *Please fill in the form below if you’d like to attend this session. and we will send you a **diary invite and Teams link.*** ## RewardOnline Refresher Form "\*" indicates required fields Your Name (Required)\* Job Title\* Your Email Address (Required)\* Your Tel (Required)\* Your Company\* Region\* CAPTCHA Δ --- ### [Advancing STEM Education in South Africa](https://www.21century.co.za/advancing-stem-education-in-south-africa/) **Published:** September 4, 2023 **Author:** 21Admin **Content:** # Advancing STEM Education in South Africa ![Unicef logo](https://www.21century.co.za/wp-content/uploads/2023/12/unicef-logog.jpg "unicef logog") ![](https://www.21century.co.za/wp-content/uploads/2023/12/MEDO_logo.png "MEDO_logo") ![](https://www.21century.co.za/wp-content/uploads/2023/09/image-9-796x1024.jpg "image 9") ## The UNICEF MEDO (NPC) project, designed to address the critical challenges in STEM *(Science, Technology, Engineering, and Mathematics)* education, has been instrumental in successfully promoting STEM competencies among young South African learners, particularly in marginalised communities. ![sustainable development goals logo](https://www.21century.co.za/wp-content/uploads/2023/12/sustainable-development-goals-logo.jpg "sustainable development goals logo") ## STEM challenges in South Africa In South Africa, the landscape of STEM (Science, Technology, Engineering, and Mathematics) education faces significant challenges, particularly in terms of accessibility and quality outcomes. These challenges are most pronounced among marginalized groups, including girls and youth from low-income households. This situation contributes to a cycle of youth unemployment, inequality, and stifled economic growth, underscoring the need for urgent and effective interventions in the education system. ## How is 21st Century involved? 21st Century has been in a partnership with MEDO for more than 15 years and prides itself on being a moral organisation with a social and environmental conscience. Supporting an organisation that nurturing the next generation of learners by providing education and skills aligns perfectly with our values as an organisation. **Your support can help us replicate and expand this successful program, reaching even more learners and educators.** ## A Collaborative Partnership In a collaborative effort, **UNICEF** and the **Meta Economic Development Organisation (MEDO)** (NPC) have joined forces with various **South African governmental departments**, including those of Basic Education, Social Development, Health, and Science and Innovation. This partnership aims to bolster the STEM education pipeline across the country, leveraging additional investments from the United Nations Development Programme (UNDP) to expand our reach and impact. ## Alignment with National Strategy Our program aligns with the *National Strategy for Mathematics, Science, and Technology Education (2019-2030),* which aims to equip young learners with essential mathematics, science, and technology competencies, preparing them to meet the challenges of a rapidly evolving world. Our initiative supports this national agenda, fostering a generation of learners well-versed in these critical areas. ## Key highlights of the Programme - The programme has successfully engaged with **28 schools** and trained **45 educators**, focusing especially on rural and no-fee schools. - The program has **empowered over ten thousand youth** with hands-on STEM experiences, fostering critical thinking, innovation, and real-world problem-solving skills. - Our initiatives have been instrumental in advancing the **United Nations Sustainable Development Goals (SDGs)**, particularly in education, gender equality, and sustainable communities. ## How is the programme designed and implemented? MEDO (NPC) plays a pivotal role in the design and implementation of this program. Utilising its innovative SDG modular electronics ecosystem, the program offers hands-on, experiential learning opportunities, engaging youth through a series of SDG Impact challenges that encourage them to explore and apply their STEM skills creatively and practically. ## The provision of STEM Kits to learners and educators Educators and learners are provided with specialised STEM kits that are curated to encourage maximum experimentation and hands-on learning. The kits include a **variety of electronic components and sensors** that allow learners to construct their own connected mobile devices that are instrumental in studying environmental conditions and weather patterns. Learners can immerse themselves in the practical aspects of technology, including **Internet of Things (IoT)** and **Big Data** concepts, and through this process, not only learn about electronics, but also develop solutions and products that have real-world applications. Participants receive **rewards and recognition** for their achievements. This approach not only enhances their STEM proficiency but also instills a sense of accomplishment and motivation. These experiences are vital in nurturing the next generation of technicians and scientists. ## Educator Training The training of educators is a cornerstone of the project. Equipping and empowering educators with the necessary skills, knowledge, and resources empowers them to inspire and guide the next generation of learners. - Many educators have been successfully trained with a focus on those teaching in rural and underprivileged “no-fee” schools. The **Canvas Learning Management System** provides accessible, in-depth resources on STEM and SDG challenges, experiments, and assignments. - Educators are also encouraged to complete UNICEF’s **Prevention of Sexual Exploitation and Abuse (PSEA) training**, enhancing their ability to support safe and respectful learning environments. - Upon completion, educators received **certificates of achievement**, recognizing their enhanced skills and commitment to STEM education. ## How would your company benefit from being involved? - ### Fulfilment of BBBEE Socio-Economic Development (SED) Objectives: Your participation in this program can significantly contribute to your BBBEE scorecard under the **Socio-Economic Development category** – as all the beneficiaries match the requirements. - ### Brand Visibility and Reputation: Aligning with UNICEF, a globally recognized organization, enhances your brand’s visibility and reputation as a socially responsible entity. - ### Community Impact: Your contribution will directly impact young lives, particularly in under-served communities, fostering a generation of educated, skilled, and confident individuals. - ### Reporting and Accountability: We provide comprehensive reports on the program’s impact, ensuring transparency and accountability for your investment. - ### Mechanism: Should you wish to participate, MEDO (NPC) will issue a tax invoice for the value of your contribution. On payment, you will be issued with a certificate and proof of payment for your accreditation agency to accrue towards your scorecard. ## Contact We would love to discuss this opportunity further with you and explore how we can align our efforts with your organisation’s **corporate social responsibility goals**. To arrange a meeting or to receive more information, please contact either: **Programme manager:** Judi Sandrock **Chairman of MEDO (NPC), & CEO of 21st Century:** Chris Blair --- ### [Services](https://www.21century.co.za/services/) **Published:** September 23, 2019 **Author:** 21Admin **Content:** [download pdf of services](https://www.21century.co.za/wp-content/uploads/2022/10/All-one-pagers-2022.pdf) [![REM logo square](https://www.21century.co.za/wp-content/uploads/2022/08/REM-with-byline-jpeg.jpg)](https://www.21century.co.za/remuneration-consulting/) ## [Remuneration & Reward](https://www.21century.co.za/remuneration-consulting/) [**Internal Equity:**](https://www.21century.co.za/remuneration-consulting/internal-equity/) - [Job Profiling](https://www.21century.co.za/remuneration-consulting/internal-equity/#job-profiling), - [Job Evaluation](https://www.21century.co.za/remuneration-consulting/internal-equity/#job-evaluation) **(JEasy)**, - [Executive Grading *(Execumeasure)*](https://www.21century.co.za/remuneration-consulting/internal-equity/#executive-grading) - [Employment Equity *(Equal Pay for Work of Equal Value)*](https://www.21century.co.za/remuneration-consulting/internal-equity/#employment-equity), - [Remuneration Audits](https://www.21century.co.za/remuneration-consulting/internal-equity/#remuneration-audits). [**External Equity: Salary Surveys & Benchmarks**](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/) - [National Salary Survey **(RewardOnline)**,](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#rewardonline-and-benchmarks) - [Benchmarks (Individual Benchmarks, Executive Benchmarks, Trustee Benchmarks)](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#rewardonline-and-benchmarks), - [Niche Surveys (Customised Surveys, Industry Surveys)](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#niche-surveys), - [Expatriate Pay (Individual Expat Benchmarks, **EXPAT** Online Subscription)](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#expat-pay), - [Loss of Earnings Benchmarks](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/#analytico) [**Remuneration Design:**](https://www.21century.co.za/remuneration-consulting/remuneration-design/) - [Remuneration Structuring,](https://www.21century.co.za/remuneration-consulting/remuneration-design/#remuneration-structuring) - [Payscale Design,](https://www.21century.co.za/remuneration-consulting/remuneration-design/#payscale-design) - [Short Term Incentive (STI) Scheme Design,](https://www.21century.co.za/remuneration-consulting/remuneration-design/#short-term-incentive-scheme-design) - [Long Term Incentive (LTI) Scheme Design,](https://www.21century.co.za/remuneration-consulting/remuneration-design/#long-term-incentive-scheme-design) - [**LTI Valuator**,](https://www.21century.co.za/remuneration-consulting/remuneration-design/#lti-valuator) - [ESG and Sustainability Metrics,](https://www.21century.co.za/remuneration-consulting/remuneration-design/#esg-and-sustainability-metrics) - [Performance-Based Pay,](https://www.21century.co.za/remuneration-consulting/remuneration-design/#performance-based-pay) - [**Expat** Pay](https://www.21century.co.za/remuneration-consulting/remuneration-design/#expat-pay). [**Non-financial Reward:**](https://www.21century.co.za/remuneration-consulting/non-financial-reward/) - [Employee Value Proposition (EVP),](https://www.21century.co.za/remuneration-consulting/non-financial-reward/#employee-value-proposition) - [Perception Surveys,](https://www.21century.co.za/remuneration-consulting/non-financial-reward/#perception-surveys) - [Retention Strategies,]() - [Recognition schemes.]() [**Remuneration Strategy & Governance:**](https://www.21century.co.za/remuneration-consulting/non-financial-reward/) - [Total Reward Strategy and Policy,](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#total-reward-strategy-and-policy) - [**Total Reward Statements**,](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#total-reward-statements) - [Board Evaluations,](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#board-evaluations) - [Remuneration Committee Assistance,](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#remuneration-committee-assistance) - [Executive Remuneration.](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#executive-remuneration) - Project Management & Stakeholder Engagement **Training** [21st Century REM](https://www.21century.co.za/remuneration-consulting/) [![People & Talent logo square](https://www.21century.co.za/wp-content/uploads/2022/08/people-talent-logo-with-byline-jpeg.jpg)](https://www.21century.co.za/people/) ## [Talent & People](https://www.21century.co.za/people/) **Competency Assessments:** - Customised High-volume Entry-level Assessments, - Psychometric and Customised Competency Assessments, - Skills Audits. **Performance Management:** - Strategic Alignment of Performance Contracts and Measures, - Performance Management System, - Performance Moderation. **Learning & Development:** - Development Frameworks, - Coaching, - Career Pathing. **Talent & Succession Management:** - Talent Strategies, - Succession Planning, - Talent Retention. **HR Strategy & Policy:** - HR Strategy and Policy Design, - Statutory HR Planning & Reporting (Skills Development & Employment Equity) **Outsourced HR Processes:** - Outsourced Human Resources Services across entire HR Value Chain. [21st Century People](https://www.21century.co.za/people/) [![ ED logo square](https://www.21century.co.za/wp-content/uploads/2022/08/ED-with-byline-jpeg.jpg)](https://www.21century.co.za/remuneration-training/) ## Public Courses\* *\*can also be held in-house on request* - [Advanced Excel For HR](https://www.21century.co.za/remuneration-training/advanced-excel-for-hr-training-course/), - [Advanced People Analytics and AI in HR,](https://www.21century.co.za/remuneration-training-2/advanced-people-analytics-and-ai-in-hr/) - [Career Paths & Succession Planning](https://www.21century.co.za/remuneration-training/career-paths-and-succession-planning-training-course/), - [Change Management & Change Agents Training](https://www.21century.co.za/remuneration-training/change-management/), - [Customised 5-day Change Management Package,](https://www.21century.co.za/remuneration-training-2/customised-change-management/) - [Effective Pay Management](https://www.21century.co.za/remuneration-training/effective-pay-management-training-course/), - [Finance for non-financial Managers,](https://www.21century.co.za/remuneration-training-2/finance-for-non-financial-managers-training-course/) - [Humanising Organisations,](https://www.21century.co.za/remuneration-training-2/humanising-organisations-training/) - [HR for Line Managers,](https://www.21century.co.za/remuneration-training-2/hr-for-line-managers/) - [Initiating Disciplinary Hearings](https://www.21century.co.za/remuneration-training/initiating-disciplinary-hearings/), - [Job Profile Writing](https://www.21century.co.za/remuneration-training/job-profile-writing-training-course/), - [Managing Grievances In The Workplace](https://www.21century.co.za/remuneration-training/managing-grievances/), - [Mentoring Skills Training for Line Managers,](https://www.21century.co.za/remuneration-training-2/mentoring-skills-training-for-line-managers/) - [Organisational Development Essentials for HR](https://www.21century.co.za/remuneration-training/organisational-development-essentials-for-non-odev-practitioners/), - [Paterson Job Evaluation](https://www.21century.co.za/remuneration-training/paterson-job-evaluation-training-course/), - [Performance Management](https://www.21century.co.za/remuneration-training/performance-management-training-course/), - [Principles of Human Capital Analytics & Reporting,](https://www.21century.co.za/remuneration-training-2/principles-of-human-capital-analytics-and-reporting-2/) - [Remuneration Committees](https://www.21century.co.za/remuneration-training/remuneration-committees-training-course/), - [Remuneration For HR](https://www.21century.co.za/remuneration-training/remuneration-for-hr-training-course/), - [Stakeholder Management and Engagement,](https://www.21century.co.za/remuneration-training-2/stakeholder-management-engagement-training-course/) - [Short Term Incentive Scheme Design](https://www.21century.co.za/remuneration-training/short-term-incentive-scheme-design-training-course/), - [Sustainable Employee Engagement & Culture,](https://www.21century.co.za/remuneration-training-2/employee-engagement-training-course/) - [Total Reward Strategy & Polic](https://www.21century.co.za/remuneration-training/total-reward-strategy-and-policy-training-course/)y, - [Transformational Equity & Empowerment.](https://www.21century.co.za/remuneration-training-2/transformational-equity-and-empowerment/) ## IR Courses - [Initiating Disciplinary Hearings](https://www.21century.co.za/remuneration-training/initiating-disciplinary-hearings/), - [Chairing Disciplinary Hearings](https://www.21century.co.za/remuneration-training/chairing-disciplinary-hearings-training-course/). ## In-house only - [Change Management & Change Agents Training](https://www.21century.co.za/remuneration-training/change-management/), - [Customised 5-day Change Management Package,](https://www.21century.co.za/remuneration-training-2/customised-change-management/) - [Management Development Programme](https://www.21century.co.za/remuneration-training/management-development-programme/), [21st Century ED](https://www.21century.co.za/remuneration-training/) [![Analytics logo square](https://www.21century.co.za/wp-content/uploads/2022/08/analytics-log-with-byline-jpeg.jpg)](https://www.21century.co.za/analytics/) ## [Analytics](https://www.21century.co.za/analytics/) - Workforce / Industry Benchmark Data - Structure - Productivity - Staffing - Payroll effectiveness - Workforce Benchmark / Industry Analysis” - Staff complement - Grade levels - Grade shape - Career/succession gaps - Spans of control - Points weighting - Payroll costs - Loss of Earnings Data for Medico-legal Industries **(Analytico)**: - Loss of earnings analysis & assessments - Loss of earnings reporting (quantification/ actuarial/ expert witness) - Earnings analysis software - Earnings capacity & labour market training - Full-spectrum Human Capital services to sub-Saharan Africa & Middle East clients - People Analytics - Predictive Data Models - Automation of HR Reporting - HR Systems & HR Reporting Consulting: - HR Technology and HR Data Strategy development to digitize, automate and integrate processes [21st Century Analytics](https://www.21century.co.za/analytics/) ## Systems - [JEasy Paterson Points (Job Evaluation points system)](https://www.21century.co.za/jeasy-job-evaluation-system/), - [RewardOnline (National Salary Survey),](https://www.21century.co.za/rewardonline-national-salary-survey/) - [Total Reward Statements (Statement of full value of employee’s package)](https://www.21century.co.za/remuneration-consulting/remuneration-strategy-governance/#total-reward-statements) - [Equipay (Compliance with equity legislation),](https://www.21century.co.za/remuneration-consulting/internal-equity/#remuneration-audits) - [LTI Valuator (Realisable LTI value calculator),](https://www.21century.co.za/remuneration-consulting/remuneration-design/#lti-valuator) - [Execumeasure (Executive grading system)](https://www.21century.co.za/remuneration-consulting/internal-equity/#executive-grading), - [Expat (Expatriate pay calculator).](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/21st-century-expat/) [![OD logo square](https://www.21century.co.za/wp-content/uploads/2022/08/OD-with-byline-jpeg.jpg)](https://www.21century.co.za/organisational-development/) ## [Organisational Design & Development](https://www.21century.co.za/organisational-development/) - Strategy Design, - Business Model Design, - Structure/Strategy Re-alignment, - Operating Model Design, - Macro Business Value-chain Analysis and Design, - Service Delivery Model Design, - Organisation Structure Design, - Job Design, - Capacity Planning, - FTE Analysis/determination - Structure Implementation, - Migration & Placement Support, - Project Management & Stakeholder Engagement, - Training. [21st Century od](https://www.21century.co.za/organisational-development/) [![CM logo square](https://www.21century.co.za/wp-content/uploads/2022/08/CM-with-byline.png)](https://www.21century.co.za/change-management/) ## [Change, Diversity & Transformation](https://www.21century.co.za/change-management/) **Diagnosis:** - Consultation, - Readiness Assessments, - Climate & Culture Surveys, **Engagement:** - Employee & Stakeholder Management; - Employee Focus Group Engagement; - Diversity, Equity & Inclusion (DEI) consulting; **Planning:** - Project Management and Scheduling, - Change Management Planning *(Strategy, Implementation and Communication)*; **Implementation:** - Coaching and Mentorship; - Training; **Re-assessment:** - Impact Assessment; **Embedding:** - Handover/Capacity Building. - Project Management & Stakeholder Engagement, - Training. [21st Century CM](https://www.21century.co.za/change-management/) --- ### [testing avada forms](https://www.21century.co.za/testing-avada-forms/) **Published:** September 21, 2023 **Author:** Heather Blair --- ### [21st Century Expat](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/21st-century-expat/) **Published:** October 7, 2020 **Author:** 21Admin **Content:** # Expatriate Pay 1. [Home](https://www.21century.co.za) 2. [Remuneration Consulting](https://www.21century.co.za/remuneration-consulting/) 3. [Salary Surveys and Benchmarking](https://www.21century.co.za/remuneration-consulting/salary-surveys-and-salary-benchmarking/) 4. 21st Century Expat ![expat logo](https://www.21century.co.za/wp-content/uploads/2020/10/expat-jpeg-891x174-2.jpg "expat-jpeg-891×174") ![expat calculators](https://www.21century.co.za/wp-content/uploads/2020/10/expat-calculator-blocks.jpg "expat-calculator-blocks") ## Determining expatriate pay levels, and international salary levels in different countries, necessitates complex calculations that involve comparing the relative cost of living in both the host country and the expat’s home country. ![expat calculators](https://www.21century.co.za/wp-content/uploads/2020/10/expat-calculator-blocks.jpg "expat-calculator-blocks") ## Determining expatriate pay levels, and international salary levels in different countries, necessitates complex calculations that involve comparing the relative cost of living in both the host country and the expat’s home country. ## What’s the challenge with Expat pay? Expats are usually highly skilled, highly paid, experienced professionals who intend returning to their home country when an assignment has been completed. Their pay therefore needs to make it worth their while to stay and face the unfamiliarity and possible hardships of being in a foreign environment, away from their home country. **The challenge for an employer is to offer them a quality of lifestyle, safety and security that is similar to, or better than, that of their home country.** 21st Century Expat’s online calculators can help you manage short and long term expat assignments quickly, easily, accurately and affordably, whilst taking all these complexities into account. ## Value for money 21st Century Expat is charged in Rands and costs a fraction of the price of international suppliers. ## Cost of Living Baskets Each location has Cost of Living Index (COLI) and Hardship Index (quality of life) information for 13 different Cost of Living baskets. [the 13 different basket groups](#) ×### The 13 different basket groups #### The 13 different basket groups are as follows: 1. **Alcohol and Tobacco:** for items such as beer, spirits, wine and cigarettes. 2. **Clothing:** for items such as business, casual and children’s clothing and footwear. 3. **Communication:** for items such as home telephone rental, internet subscription, mobile tariff and data costs. 4. **Education:** for items such as creche / pre-school fees, primary school fees, high school fees and tertiary study fees. 5. **Furniture and Appliances:** for items such as dining table and chairs, home entertainment, kitchen appliances, and sofa. 6. **Groceries:** for items such as consumables, cleaning products, dairy, fresh fruit & vegetables, general food products, snacks, soft drinks. 7. **Healthcare:** for items such as doctor visit, hospital stay, non-prescription medicine, and medical insurance. 8. **Household Accommodation:** for items such as apartment purchase, mortgage rate, rental, and utilities. 9. **Miscellaneous:** for items such as dry cleaning, linen, magazines, newspapers, office supplies, and postage stamps. 10. **Personal Care:** for items such as cosmetics, hair care, and toiletries. 11. **Recreation and Culture:** for items such as books, cinema, sport and theatre tickets. 12. **Restaurants, Meals Out and Hotels:** for items such as hotel daily room rates, meals and beverages in restaurants, and take away food and beverages. 13. **Transport:** for items such as fuel (petrol/gasoline), public transport, vehicle purchase and maintenance. ## Global Locations 21st Century Expat supplies you all with all the combinations you need in 780 global locations. [780 Global locations ](#) ×### the 780 Global Locations are: ![](https://www.xpatulator.com/img/xicon.png) Afghanistan, All Areas ![](https://www.xpatulator.com/img/xicon.png) Afghanistan, Kabul ![](https://www.xpatulator.com/img/xicon.png) Albania, All Areas ![](https://www.xpatulator.com/img/xicon.png) Albania, Tirana ![](https://www.xpatulator.com/img/xicon.png) Algeria, Algiers ![](https://www.xpatulator.com/img/xicon.png) Algeria, All Areas ![](https://www.xpatulator.com/img/xicon.png) Andorra, Andorra la Vella ![](https://www.xpatulator.com/img/xicon.png) Angola, All Areas ![](https://www.xpatulator.com/img/xicon.png) Angola, Luanda ![](https://www.xpatulator.com/img/xicon.png) Anguilla, All Areas ![](https://www.xpatulator.com/img/xicon.png) Antigua and Barbuda, All Areas ![](https://www.xpatulator.com/img/xicon.png) Antigua and Barbuda, Saint John’s ![](https://www.xpatulator.com/img/xicon.png) Argentina, All Areas ![](https://www.xpatulator.com/img/xicon.png) Argentina, Buenos Aires ![](https://www.xpatulator.com/img/xicon.png) Argentina, Cordoba ![](https://www.xpatulator.com/img/xicon.png) Argentina, Rosario ![](https://www.xpatulator.com/img/xicon.png) Armenia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Armenia, Yerevan ![](https://www.xpatulator.com/img/xicon.png) Aruba, All Areas ![](https://www.xpatulator.com/img/xicon.png) Australia, Adelaide ![](https://www.xpatulator.com/img/xicon.png) Australia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Australia, Brisbane ![](https://www.xpatulator.com/img/xicon.png) Australia, Canberra ![](https://www.xpatulator.com/img/xicon.png) Australia, Melbourne ![](https://www.xpatulator.com/img/xicon.png) Australia, Perth ![](https://www.xpatulator.com/img/xicon.png) Australia, Sydney ![](https://www.xpatulator.com/img/xicon.png) Austria, All Areas ![](https://www.xpatulator.com/img/xicon.png) Austria, Vienna ![](https://www.xpatulator.com/img/xicon.png) Azerbaijan, All Areas ![](https://www.xpatulator.com/img/xicon.png) Azerbaijan, Baku ![](https://www.xpatulator.com/img/xicon.png) Bahamas, All Areas ![](https://www.xpatulator.com/img/xicon.png) Bahamas, Nassau ![](https://www.xpatulator.com/img/xicon.png) Bahrain, All Areas ![](https://www.xpatulator.com/img/xicon.png) Bahrain, Manama ![](https://www.xpatulator.com/img/xicon.png) Bangladesh, All Areas ![](https://www.xpatulator.com/img/xicon.png) Bangladesh, Dhaka ![](https://www.xpatulator.com/img/xicon.png) Barbados, All Areas ![](https://www.xpatulator.com/img/xicon.png) Barbados, Bridgetown ![](https://www.xpatulator.com/img/xicon.png) Belarus, All Areas ![](https://www.xpatulator.com/img/xicon.png) Belarus, Minsk ![](https://www.xpatulator.com/img/xicon.png) Belgium, All Areas ![](https://www.xpatulator.com/img/xicon.png) Belgium, Brussels ![](https://www.xpatulator.com/img/xicon.png) Belize, All Areas ![](https://www.xpatulator.com/img/xicon.png) Belize, Belmopan ![](https://www.xpatulator.com/img/xicon.png) Benin, All Areas ![](https://www.xpatulator.com/img/xicon.png) Benin, Cotonou ![](https://www.xpatulator.com/img/xicon.png) Bermuda, All Areas ![](https://www.xpatulator.com/img/xicon.png) Bermuda, Hamilton ![](https://www.xpatulator.com/img/xicon.png) Bhutan, All Areas ![](https://www.xpatulator.com/img/xicon.png) Bhutan, Thimphu ![](https://www.xpatulator.com/img/xicon.png) Bolivia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Bolivia, La Paz ![](https://www.xpatulator.com/img/xicon.png) Bosnia and Herzegovina, All Areas ![](https://www.xpatulator.com/img/xicon.png) Bosnia and Herzegovina, Sarajevo ![](https://www.xpatulator.com/img/xicon.png) Botswana, All Areas ![](https://www.xpatulator.com/img/xicon.png) Botswana, Gaborone ![](https://www.xpatulator.com/img/xicon.png) Brazil, All Areas ![](https://www.xpatulator.com/img/xicon.png) Brazil, Belo Horizonte ![](https://www.xpatulator.com/img/xicon.png) Brazil, Brasilia ![](https://www.xpatulator.com/img/xicon.png) Brazil, Fortaleza ![](https://www.xpatulator.com/img/xicon.png) Brazil, Rio de Janeiro ![](https://www.xpatulator.com/img/xicon.png) Brazil, Salvador ![](https://www.xpatulator.com/img/xicon.png) Brazil, Sao Paulo ![](https://www.xpatulator.com/img/xicon.png) British Virgin Islands, All Areas ![](https://www.xpatulator.com/img/xicon.png) Brunei, All Areas ![](https://www.xpatulator.com/img/xicon.png) Brunei, Bandar Seri Begawan ![](https://www.xpatulator.com/img/xicon.png) Bulgaria, All Areas ![](https://www.xpatulator.com/img/xicon.png) Bulgaria, Sofia ![](https://www.xpatulator.com/img/xicon.png) Burkina Faso, All Areas ![](https://www.xpatulator.com/img/xicon.png) Burkina Faso, Ouagadougou ![](https://www.xpatulator.com/img/xicon.png) Burundi, All Areas ![](https://www.xpatulator.com/img/xicon.png) Burundi, Bujumbura ![](https://www.xpatulator.com/img/xicon.png) Cambodia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Cambodia, Phnom Penh ![](https://www.xpatulator.com/img/xicon.png) Cameroon, All Areas ![](https://www.xpatulator.com/img/xicon.png) Cameroon, Douala ![](https://www.xpatulator.com/img/xicon.png) Cameroon, Yaounde ![](https://www.xpatulator.com/img/xicon.png) Canada, All Areas ![](https://www.xpatulator.com/img/xicon.png) Canada, Calgary ![](https://www.xpatulator.com/img/xicon.png) Canada, Edmonton ![](https://www.xpatulator.com/img/xicon.png) Canada, Montreal ![](https://www.xpatulator.com/img/xicon.png) Canada, Ottawa ![](https://www.xpatulator.com/img/xicon.png) Canada, Toronto ![](https://www.xpatulator.com/img/xicon.png) Canada, Vancouver ![](https://www.xpatulator.com/img/xicon.png) Cape Verde, All Areas ![](https://www.xpatulator.com/img/xicon.png) Cape Verde, Praia ![](https://www.xpatulator.com/img/xicon.png) Cayman Islands, All Areas ![](https://www.xpatulator.com/img/xicon.png) Cayman Islands, George Town ![](https://www.xpatulator.com/img/xicon.png) Central African Republic, All Areas ![](https://www.xpatulator.com/img/xicon.png) Central African Republic, Bangui ![](https://www.xpatulator.com/img/xicon.png) Chad, All Areas ![](https://www.xpatulator.com/img/xicon.png) Chad, N’Djamena ![](https://www.xpatulator.com/img/xicon.png) Chile, All Areas ![](https://www.xpatulator.com/img/xicon.png) Chile, Santiago ![](https://www.xpatulator.com/img/xicon.png) China, All Areas ![](https://www.xpatulator.com/img/xicon.png) China, Beijing ![](https://www.xpatulator.com/img/xicon.png) China, Dalian ![](https://www.xpatulator.com/img/xicon.png) China, Guangzhou ![](https://www.xpatulator.com/img/xicon.png) China, Hong Kong ![](https://www.xpatulator.com/img/xicon.png) China, Macao ![](https://www.xpatulator.com/img/xicon.png) China, Shanghai ![](https://www.xpatulator.com/img/xicon.png) China, Shenzhen ![](https://www.xpatulator.com/img/xicon.png) China, Tianjin ![](https://www.xpatulator.com/img/xicon.png) China, Wuhan ![](https://www.xpatulator.com/img/xicon.png) Colombia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Colombia, Bogota ![](https://www.xpatulator.com/img/xicon.png) Comoros, All Areas ![](https://www.xpatulator.com/img/xicon.png) Comoros, Moroni ![](https://www.xpatulator.com/img/xicon.png) Congo Democratic Rep, All Areas ![](https://www.xpatulator.com/img/xicon.png) Congo Democratic Rep, Kinshasa ![](https://www.xpatulator.com/img/xicon.png) Congo, All Areas ![](https://www.xpatulator.com/img/xicon.png) Congo, Brazzaville ![](https://www.xpatulator.com/img/xicon.png) Cook Islands, All Areas ![](https://www.xpatulator.com/img/xicon.png) Cook Islands, Avarua ![](https://www.xpatulator.com/img/xicon.png) Costa Rica, All Areas ![](https://www.xpatulator.com/img/xicon.png) Costa Rica, San Jose ![](https://www.xpatulator.com/img/xicon.png) Cote D’Ivoire, Abidjan ![](https://www.xpatulator.com/img/xicon.png) Cote D’Ivoire, All Areas ![](https://www.xpatulator.com/img/xicon.png) Croatia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Croatia, Zagreb ![](https://www.xpatulator.com/img/xicon.png) Cuba, All Areas ![](https://www.xpatulator.com/img/xicon.png) Cuba, Havana ![](https://www.xpatulator.com/img/xicon.png) Cyprus, All Areas ![](https://www.xpatulator.com/img/xicon.png) Cyprus, Nicosia ![](https://www.xpatulator.com/img/xicon.png) Czech Republic, All Areas ![](https://www.xpatulator.com/img/xicon.png) Czech Republic, Prague ![](https://www.xpatulator.com/img/xicon.png) Denmark, All Areas ![](https://www.xpatulator.com/img/xicon.png) Denmark, Copenhagen ![](https://www.xpatulator.com/img/xicon.png) Djibouti, All Areas ![](https://www.xpatulator.com/img/xicon.png) Djibouti, Djibouti ![](https://www.xpatulator.com/img/xicon.png) Dominica, All Areas ![](https://www.xpatulator.com/img/xicon.png) Dominica, Roseau ![](https://www.xpatulator.com/img/xicon.png) Dominican Republic, All Areas ![](https://www.xpatulator.com/img/xicon.png) Dominican Republic, Santo Domingo ![](https://www.xpatulator.com/img/xicon.png) Ecuador, All Areas ![](https://www.xpatulator.com/img/xicon.png) Ecuador, Quito ![](https://www.xpatulator.com/img/xicon.png) Egypt, Alexandria ![](https://www.xpatulator.com/img/xicon.png) Egypt, All Areas ![](https://www.xpatulator.com/img/xicon.png) Egypt, Cairo ![](https://www.xpatulator.com/img/xicon.png) Egypt, Gizeh ![](https://www.xpatulator.com/img/xicon.png) El Salvador, All Areas ![](https://www.xpatulator.com/img/xicon.png) El Salvador, San Salvador ![](https://www.xpatulator.com/img/xicon.png) Equatorial Guinea, All Areas ![](https://www.xpatulator.com/img/xicon.png) Equatorial Guinea, Malabo ![](https://www.xpatulator.com/img/xicon.png) Eritrea, All Areas ![](https://www.xpatulator.com/img/xicon.png) Eritrea, Asmara ![](https://www.xpatulator.com/img/xicon.png) Estonia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Estonia, Tallinn ![](https://www.xpatulator.com/img/xicon.png) Ethiopia, Addis Ababa ![](https://www.xpatulator.com/img/xicon.png) Ethiopia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Falkland Islands, All Areas ![](https://www.xpatulator.com/img/xicon.png) Falkland Islands, Stanley ![](https://www.xpatulator.com/img/xicon.png) Fiji, All Areas ![](https://www.xpatulator.com/img/xicon.png) Fiji, Suva ![](https://www.xpatulator.com/img/xicon.png) Finland, All Areas ![](https://www.xpatulator.com/img/xicon.png) Finland, Helsinki ![](https://www.xpatulator.com/img/xicon.png) France, All Areas ![](https://www.xpatulator.com/img/xicon.png) France, Bordeaux ![](https://www.xpatulator.com/img/xicon.png) France, Lille ![](https://www.xpatulator.com/img/xicon.png) France, Lyon ![](https://www.xpatulator.com/img/xicon.png) France, Marseille ![](https://www.xpatulator.com/img/xicon.png) France, Nantes ![](https://www.xpatulator.com/img/xicon.png) France, Nice ![](https://www.xpatulator.com/img/xicon.png) France, Paris ![](https://www.xpatulator.com/img/xicon.png) France, Toulouse ![](https://www.xpatulator.com/img/xicon.png) French Guiana, All Areas ![](https://www.xpatulator.com/img/xicon.png) French Guiana, Cayenne ![](https://www.xpatulator.com/img/xicon.png) French Polynesia, All Areas ![](https://www.xpatulator.com/img/xicon.png) French Polynesia, Papeete ![](https://www.xpatulator.com/img/xicon.png) Gabon, All Areas ![](https://www.xpatulator.com/img/xicon.png) Gabon, Libreville ![](https://www.xpatulator.com/img/xicon.png) Gambia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Gambia, Banjul ![](https://www.xpatulator.com/img/xicon.png) Georgia Republic of, All Areas ![](https://www.xpatulator.com/img/xicon.png) Georgia Republic of, Tbilisi ![](https://www.xpatulator.com/img/xicon.png) Germany, All Areas ![](https://www.xpatulator.com/img/xicon.png) Germany, Berlin ![](https://www.xpatulator.com/img/xicon.png) Germany, Bonn ![](https://www.xpatulator.com/img/xicon.png) Germany, Cologne ![](https://www.xpatulator.com/img/xicon.png) Germany, Frankfurt ![](https://www.xpatulator.com/img/xicon.png) Germany, Hamburg ![](https://www.xpatulator.com/img/xicon.png) Germany, Munich ![](https://www.xpatulator.com/img/xicon.png) Germany, Stuttgart ![](https://www.xpatulator.com/img/xicon.png) Ghana, Accra ![](https://www.xpatulator.com/img/xicon.png) Ghana, All Areas ![](https://www.xpatulator.com/img/xicon.png) Gibraltar, Gibraltar ![](https://www.xpatulator.com/img/xicon.png) Greece, All Areas ![](https://www.xpatulator.com/img/xicon.png) Greece, Athens ![](https://www.xpatulator.com/img/xicon.png) Greece, Thessaloniki ![](https://www.xpatulator.com/img/xicon.png) Greenland, All Areas ![](https://www.xpatulator.com/img/xicon.png) Greenland, Nuuk ![](https://www.xpatulator.com/img/xicon.png) Grenada, All Areas ![](https://www.xpatulator.com/img/xicon.png) Grenada, Saint George’s ![](https://www.xpatulator.com/img/xicon.png) Guadeloupe, All Areas ![](https://www.xpatulator.com/img/xicon.png) Guadeloupe, Basse-Terre ![](https://www.xpatulator.com/img/xicon.png) Guam, All Areas ![](https://www.xpatulator.com/img/xicon.png) Guam, Hagatna ![](https://www.xpatulator.com/img/xicon.png) Guatemala, All Areas ![](https://www.xpatulator.com/img/xicon.png) Guatemala, Guatemala City ![](https://www.xpatulator.com/img/xicon.png) Guernsey, All Areas ![](https://www.xpatulator.com/img/xicon.png) Guernsey, St Peter Port ![](https://www.xpatulator.com/img/xicon.png) Guinea, All Areas ![](https://www.xpatulator.com/img/xicon.png) Guinea, Conakry ![](https://www.xpatulator.com/img/xicon.png) Guinea-Bissau, All Areas ![](https://www.xpatulator.com/img/xicon.png) Guinea-Bissau, Bissau ![](https://www.xpatulator.com/img/xicon.png) Guyana, All Areas ![](https://www.xpatulator.com/img/xicon.png) Guyana, Georgetown ![](https://www.xpatulator.com/img/xicon.png) Haiti, All Areas ![](https://www.xpatulator.com/img/xicon.png) Haiti, Port-au-Prince ![](https://www.xpatulator.com/img/xicon.png) Honduras, All Areas ![](https://www.xpatulator.com/img/xicon.png) Honduras, Tegucigalpa ![](https://www.xpatulator.com/img/xicon.png) Hungary, All Areas ![](https://www.xpatulator.com/img/xicon.png) Hungary, Budapest ![](https://www.xpatulator.com/img/xicon.png) Iceland, All Areas ![](https://www.xpatulator.com/img/xicon.png) Iceland, Reykjavik ![](https://www.xpatulator.com/img/xicon.png) India, Ahmedabad ![](https://www.xpatulator.com/img/xicon.png) India, All Areas ![](https://www.xpatulator.com/img/xicon.png) India, Bangalore ![](https://www.xpatulator.com/img/xicon.png) India, Calcutta ![](https://www.xpatulator.com/img/xicon.png) India, Chennai ![](https://www.xpatulator.com/img/xicon.png) India, Hyderabad ![](https://www.xpatulator.com/img/xicon.png) India, Jaipur ![](https://www.xpatulator.com/img/xicon.png) India, Kanpur ![](https://www.xpatulator.com/img/xicon.png) India, Lucknow ![](https://www.xpatulator.com/img/xicon.png) India, Mumbai ![](https://www.xpatulator.com/img/xicon.png) India, New Delhi ![](https://www.xpatulator.com/img/xicon.png) India, Pune ![](https://www.xpatulator.com/img/xicon.png) India, Surat ![](https://www.xpatulator.com/img/xicon.png) Indonesia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Indonesia, Bali ![](https://www.xpatulator.com/img/xicon.png) Indonesia, Bandung ![](https://www.xpatulator.com/img/xicon.png) Indonesia, Jakarta ![](https://www.xpatulator.com/img/xicon.png) Indonesia, Medan ![](https://www.xpatulator.com/img/xicon.png) Indonesia, Surabaya ![](https://www.xpatulator.com/img/xicon.png) Iran, All Areas ![](https://www.xpatulator.com/img/xicon.png) Iran, Tehran ![](https://www.xpatulator.com/img/xicon.png) Iraq, All Areas ![](https://www.xpatulator.com/img/xicon.png) Iraq, Baghdad ![](https://www.xpatulator.com/img/xicon.png) Ireland, All Areas ![](https://www.xpatulator.com/img/xicon.png) Ireland, Dublin ![](https://www.xpatulator.com/img/xicon.png) Isle of Man, All Areas ![](https://www.xpatulator.com/img/xicon.png) Isle of Man, Douglas ![](https://www.xpatulator.com/img/xicon.png) Israel, All Areas ![](https://www.xpatulator.com/img/xicon.png) Israel, Jerusalem ![](https://www.xpatulator.com/img/xicon.png) Italy, All Areas ![](https://www.xpatulator.com/img/xicon.png) Italy, Genoa ![](https://www.xpatulator.com/img/xicon.png) Italy, Milan ![](https://www.xpatulator.com/img/xicon.png) Italy, Naples ![](https://www.xpatulator.com/img/xicon.png) Italy, Palermo ![](https://www.xpatulator.com/img/xicon.png) Italy, Rome ![](https://www.xpatulator.com/img/xicon.png) Italy, Turin ![](https://www.xpatulator.com/img/xicon.png) Jamaica, All Areas ![](https://www.xpatulator.com/img/xicon.png) Jamaica, Kingston ![](https://www.xpatulator.com/img/xicon.png) Japan, All Areas ![](https://www.xpatulator.com/img/xicon.png) Japan, Fukuoka ![](https://www.xpatulator.com/img/xicon.png) Japan, Kawasaki ![](https://www.xpatulator.com/img/xicon.png) Japan, Kobe ![](https://www.xpatulator.com/img/xicon.png) Japan, Kyoto ![](https://www.xpatulator.com/img/xicon.png) Japan, Nagoya ![](https://www.xpatulator.com/img/xicon.png) Japan, Osaka ![](https://www.xpatulator.com/img/xicon.png) Japan, Sapporo ![](https://www.xpatulator.com/img/xicon.png) Japan, Tokyo ![](https://www.xpatulator.com/img/xicon.png) Japan, Yokohama ![](https://www.xpatulator.com/img/xicon.png) Jersey, All Areas ![](https://www.xpatulator.com/img/xicon.png) Jersey, Saint Helier ![](https://www.xpatulator.com/img/xicon.png) Jordan, All Areas ![](https://www.xpatulator.com/img/xicon.png) Jordan, Amman ![](https://www.xpatulator.com/img/xicon.png) Kazakhstan, All Areas ![](https://www.xpatulator.com/img/xicon.png) Kazakhstan, Almaty ![](https://www.xpatulator.com/img/xicon.png) Kenya, All Areas ![](https://www.xpatulator.com/img/xicon.png) Kenya, Mombasa ![](https://www.xpatulator.com/img/xicon.png) Kenya, Nairobi ![](https://www.xpatulator.com/img/xicon.png) Kiribati, All Areas ![](https://www.xpatulator.com/img/xicon.png) Kiribati, South Tarawa ![](https://www.xpatulator.com/img/xicon.png) Korea Democratic Republic of, All Areas ![](https://www.xpatulator.com/img/xicon.png) Korea Democratic Republic of, Pyongyang ![](https://www.xpatulator.com/img/xicon.png) Korea Republic of, All Areas ![](https://www.xpatulator.com/img/xicon.png) Korea Republic of, Busan ![](https://www.xpatulator.com/img/xicon.png) Korea Republic of, Daegu ![](https://www.xpatulator.com/img/xicon.png) Korea Republic of, Incheon ![](https://www.xpatulator.com/img/xicon.png) Korea Republic of, Seoul ![](https://www.xpatulator.com/img/xicon.png) Kosovo, All Areas ![](https://www.xpatulator.com/img/xicon.png) Kosovo, Pristina ![](https://www.xpatulator.com/img/xicon.png) Kuwait, All Areas ![](https://www.xpatulator.com/img/xicon.png) Kuwait, Kuwait City ![](https://www.xpatulator.com/img/xicon.png) Kyrgyzstan, All Areas ![](https://www.xpatulator.com/img/xicon.png) Kyrgyzstan, Bishkek ![](https://www.xpatulator.com/img/xicon.png) Laos, All Areas ![](https://www.xpatulator.com/img/xicon.png) Laos, Vientiane ![](https://www.xpatulator.com/img/xicon.png) Latvia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Latvia, Riga ![](https://www.xpatulator.com/img/xicon.png) Lebanon, All Areas ![](https://www.xpatulator.com/img/xicon.png) Lebanon, Beirut ![](https://www.xpatulator.com/img/xicon.png) Lesotho, All Areas ![](https://www.xpatulator.com/img/xicon.png) Lesotho, Maseru ![](https://www.xpatulator.com/img/xicon.png) Liberia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Liberia, Monrovia ![](https://www.xpatulator.com/img/xicon.png) Libya, All Areas ![](https://www.xpatulator.com/img/xicon.png) Libya, Benghazi ![](https://www.xpatulator.com/img/xicon.png) Libya, Tripoli ![](https://www.xpatulator.com/img/xicon.png) Liechtenstein, All Areas ![](https://www.xpatulator.com/img/xicon.png) Liechtenstein, Vaduz ![](https://www.xpatulator.com/img/xicon.png) Lithuania, All Areas ![](https://www.xpatulator.com/img/xicon.png) Lithuania, Vilnius ![](https://www.xpatulator.com/img/xicon.png) Luxembourg, All Areas ![](https://www.xpatulator.com/img/xicon.png) Luxembourg, Luxembourg ![](https://www.xpatulator.com/img/xicon.png) Macedonia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Macedonia, Skopje ![](https://www.xpatulator.com/img/xicon.png) Madagascar, All Areas ![](https://www.xpatulator.com/img/xicon.png) Madagascar, Antananarivo ![](https://www.xpatulator.com/img/xicon.png) Malawi, All Areas ![](https://www.xpatulator.com/img/xicon.png) Malawi, Lilongwe ![](https://www.xpatulator.com/img/xicon.png) Malaysia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Malaysia, Johor Bahru ![](https://www.xpatulator.com/img/xicon.png) Malaysia, Klang ![](https://www.xpatulator.com/img/xicon.png) Malaysia, Kuala Lumpur ![](https://www.xpatulator.com/img/xicon.png) Malaysia, Subang Jaya ![](https://www.xpatulator.com/img/xicon.png) Maldives, All Areas ![](https://www.xpatulator.com/img/xicon.png) Maldives, Male ![](https://www.xpatulator.com/img/xicon.png) Mali, All Areas ![](https://www.xpatulator.com/img/xicon.png) Mali, Bamako ![](https://www.xpatulator.com/img/xicon.png) Malta, All Areas ![](https://www.xpatulator.com/img/xicon.png) Malta, Valletta ![](https://www.xpatulator.com/img/xicon.png) Marshall Islands, All Areas ![](https://www.xpatulator.com/img/xicon.png) Marshall Islands, Majuro ![](https://www.xpatulator.com/img/xicon.png) Martinique, All Areas ![](https://www.xpatulator.com/img/xicon.png) Martinique, Fort-de-France ![](https://www.xpatulator.com/img/xicon.png) Mauritania, All Areas ![](https://www.xpatulator.com/img/xicon.png) Mauritania, Nouakchott ![](https://www.xpatulator.com/img/xicon.png) Mauritius, All Areas ![](https://www.xpatulator.com/img/xicon.png) Mauritius, Port Louis ![](https://www.xpatulator.com/img/xicon.png) Mexico, All Areas ![](https://www.xpatulator.com/img/xicon.png) Mexico, Guadalajara ![](https://www.xpatulator.com/img/xicon.png) Mexico, Leon ![](https://www.xpatulator.com/img/xicon.png) Mexico, Mexico City ![](https://www.xpatulator.com/img/xicon.png) Mexico, Monterrey ![](https://www.xpatulator.com/img/xicon.png) Mexico, Puebla ![](https://www.xpatulator.com/img/xicon.png) Mexico, Tijuana ![](https://www.xpatulator.com/img/xicon.png) Mexico, Toluca ![](https://www.xpatulator.com/img/xicon.png) Micronesia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Micronesia, Palikir ![](https://www.xpatulator.com/img/xicon.png) Moldova, All Areas ![](https://www.xpatulator.com/img/xicon.png) Moldova, Chisinau ![](https://www.xpatulator.com/img/xicon.png) Monaco, Monaco ![](https://www.xpatulator.com/img/xicon.png) Mongolia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Mongolia, Ulaanbaatar ![](https://www.xpatulator.com/img/xicon.png) Montenegro, All Areas ![](https://www.xpatulator.com/img/xicon.png) Montenegro, Podgorica ![](https://www.xpatulator.com/img/xicon.png) Montserrat, All Areas ![](https://www.xpatulator.com/img/xicon.png) Morocco, All Areas ![](https://www.xpatulator.com/img/xicon.png) Morocco, Casablanca ![](https://www.xpatulator.com/img/xicon.png) Morocco, Fez ![](https://www.xpatulator.com/img/xicon.png) Morocco, Marrakech ![](https://www.xpatulator.com/img/xicon.png) Morocco, Rabat ![](https://www.xpatulator.com/img/xicon.png) Mozambique, All Areas ![](https://www.xpatulator.com/img/xicon.png) Mozambique, Maputo ![](https://www.xpatulator.com/img/xicon.png) Myanmar, All Areas ![](https://www.xpatulator.com/img/xicon.png) Myanmar, Yangon ![](https://www.xpatulator.com/img/xicon.png) Namibia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Namibia, Windhoek ![](https://www.xpatulator.com/img/xicon.png) Nauru, All Areas ![](https://www.xpatulator.com/img/xicon.png) Nauru, Yaren ![](https://www.xpatulator.com/img/xicon.png) Nepal, All Areas ![](https://www.xpatulator.com/img/xicon.png) Nepal, Kathmandu ![](https://www.xpatulator.com/img/xicon.png) Netherlands Antilles, All Areas ![](https://www.xpatulator.com/img/xicon.png) Netherlands, All Areas ![](https://www.xpatulator.com/img/xicon.png) Netherlands, Amsterdam ![](https://www.xpatulator.com/img/xicon.png) Netherlands, Rotterdam ![](https://www.xpatulator.com/img/xicon.png) New Caledonia, All Areas ![](https://www.xpatulator.com/img/xicon.png) New Caledonia, Noumea ![](https://www.xpatulator.com/img/xicon.png) New Zealand, All Areas ![](https://www.xpatulator.com/img/xicon.png) New Zealand, Auckland ![](https://www.xpatulator.com/img/xicon.png) New Zealand, Christchurch ![](https://www.xpatulator.com/img/xicon.png) New Zealand, Wellington ![](https://www.xpatulator.com/img/xicon.png) Nicaragua, All Areas ![](https://www.xpatulator.com/img/xicon.png) Nicaragua, Managua ![](https://www.xpatulator.com/img/xicon.png) Niger, All Areas ![](https://www.xpatulator.com/img/xicon.png) Niger, Niamey ![](https://www.xpatulator.com/img/xicon.png) Nigeria, Abuja ![](https://www.xpatulator.com/img/xicon.png) Nigeria, All Areas ![](https://www.xpatulator.com/img/xicon.png) Nigeria, Ibadan ![](https://www.xpatulator.com/img/xicon.png) Nigeria, Kano ![](https://www.xpatulator.com/img/xicon.png) Nigeria, Lagos ![](https://www.xpatulator.com/img/xicon.png) Northern Mariana Islands, All Areas ![](https://www.xpatulator.com/img/xicon.png) Northern Mariana Islands, Saipan ![](https://www.xpatulator.com/img/xicon.png) Norway, All Areas ![](https://www.xpatulator.com/img/xicon.png) Norway, Oslo ![](https://www.xpatulator.com/img/xicon.png) Oman, All Areas ![](https://www.xpatulator.com/img/xicon.png) Oman, Muscat ![](https://www.xpatulator.com/img/xicon.png) Pakistan, All Areas ![](https://www.xpatulator.com/img/xicon.png) Pakistan, Islamabad ![](https://www.xpatulator.com/img/xicon.png) Pakistan, Karachi ![](https://www.xpatulator.com/img/xicon.png) Pakistan, Lahore ![](https://www.xpatulator.com/img/xicon.png) Palau, All Areas ![](https://www.xpatulator.com/img/xicon.png) Palau, Melekeok ![](https://www.xpatulator.com/img/xicon.png) Palestinian Territories, All Areas ![](https://www.xpatulator.com/img/xicon.png) Palestinian Territories, West Bank ![](https://www.xpatulator.com/img/xicon.png) Panama, All Areas ![](https://www.xpatulator.com/img/xicon.png) Panama, Panama City ![](https://www.xpatulator.com/img/xicon.png) Papua New Guinea, All Areas ![](https://www.xpatulator.com/img/xicon.png) Papua New Guinea, Port Moresby ![](https://www.xpatulator.com/img/xicon.png) Paraguay, All Areas ![](https://www.xpatulator.com/img/xicon.png) Paraguay, Asuncion ![](https://www.xpatulator.com/img/xicon.png) Peru, All Areas ![](https://www.xpatulator.com/img/xicon.png) Peru, Lima ![](https://www.xpatulator.com/img/xicon.png) Philippines, All Areas ![](https://www.xpatulator.com/img/xicon.png) Philippines, Manila ![](https://www.xpatulator.com/img/xicon.png) Poland, All Areas ![](https://www.xpatulator.com/img/xicon.png) Poland, Krakow ![](https://www.xpatulator.com/img/xicon.png) Poland, Lodz ![](https://www.xpatulator.com/img/xicon.png) Poland, Warsaw ![](https://www.xpatulator.com/img/xicon.png) Portugal, All Areas ![](https://www.xpatulator.com/img/xicon.png) Portugal, Lisbon ![](https://www.xpatulator.com/img/xicon.png) Puerto Rico, All Areas ![](https://www.xpatulator.com/img/xicon.png) Puerto Rico, San Juan ![](https://www.xpatulator.com/img/xicon.png) Qatar, All Areas ![](https://www.xpatulator.com/img/xicon.png) Qatar, Doha ![](https://www.xpatulator.com/img/xicon.png) Reunion, All Areas ![](https://www.xpatulator.com/img/xicon.png) Romania, All Areas ![](https://www.xpatulator.com/img/xicon.png) Romania, Bucharest ![](https://www.xpatulator.com/img/xicon.png) Russia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Russia, Kaliningrad ![](https://www.xpatulator.com/img/xicon.png) Russia, Kazan ![](https://www.xpatulator.com/img/xicon.png) Russia, Moscow ![](https://www.xpatulator.com/img/xicon.png) Russia, Nizhny Novgorod ![](https://www.xpatulator.com/img/xicon.png) Russia, Novosibirsk ![](https://www.xpatulator.com/img/xicon.png) Russia, Omsk ![](https://www.xpatulator.com/img/xicon.png) Russia, Samara ![](https://www.xpatulator.com/img/xicon.png) Russia, St. Petersburg ![](https://www.xpatulator.com/img/xicon.png) Russia, Vladivostok ![](https://www.xpatulator.com/img/xicon.png) Russia, Yekaterinburg ![](https://www.xpatulator.com/img/xicon.png) Rwanda, All Areas ![](https://www.xpatulator.com/img/xicon.png) Rwanda, Kigali ![](https://www.xpatulator.com/img/xicon.png) Saint Helena, All Areas ![](https://www.xpatulator.com/img/xicon.png) Saint Helena, Jamestown ![](https://www.xpatulator.com/img/xicon.png) Saint Kitts and Nevis, All Areas ![](https://www.xpatulator.com/img/xicon.png) Saint Kitts and Nevis, Basseterre ![](https://www.xpatulator.com/img/xicon.png) Saint Lucia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Saint Lucia, Castries ![](https://www.xpatulator.com/img/xicon.png) Saint Vincent and the Grenadines, All Areas ![](https://www.xpatulator.com/img/xicon.png) Saint Vincent and the Grenadines, Kingstown ![](https://www.xpatulator.com/img/xicon.png) Samoa, All Areas ![](https://www.xpatulator.com/img/xicon.png) Samoa, Apia ![](https://www.xpatulator.com/img/xicon.png) San Marino, San Marino ![](https://www.xpatulator.com/img/xicon.png) Sao Tome and Principe, All Areas ![](https://www.xpatulator.com/img/xicon.png) Sao Tome and Principe, Sao Tome ![](https://www.xpatulator.com/img/xicon.png) Saudi Arabia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Saudi Arabia, Dammam ![](https://www.xpatulator.com/img/xicon.png) Saudi Arabia, Jeddah ![](https://www.xpatulator.com/img/xicon.png) Saudi Arabia, Mecca ![](https://www.xpatulator.com/img/xicon.png) Saudi Arabia, Medinah ![](https://www.xpatulator.com/img/xicon.png) Saudi Arabia, Riyadh ![](https://www.xpatulator.com/img/xicon.png) Senegal, All Areas ![](https://www.xpatulator.com/img/xicon.png) Senegal, Dakar ![](https://www.xpatulator.com/img/xicon.png) Serbia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Serbia, Belgrade ![](https://www.xpatulator.com/img/xicon.png) Seychelles, All Areas ![](https://www.xpatulator.com/img/xicon.png) Seychelles, Victoria ![](https://www.xpatulator.com/img/xicon.png) Sierra Leone, All Areas ![](https://www.xpatulator.com/img/xicon.png) Sierra Leone, Freetown ![](https://www.xpatulator.com/img/xicon.png) Singapore, Singapore ![](https://www.xpatulator.com/img/xicon.png) Slovakia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Slovakia, Bratislava ![](https://www.xpatulator.com/img/xicon.png) Slovenia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Slovenia, Ljubljana ![](https://www.xpatulator.com/img/xicon.png) Solomon Islands, All Areas ![](https://www.xpatulator.com/img/xicon.png) Solomon Islands, Honiara ![](https://www.xpatulator.com/img/xicon.png) Somalia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Somalia, Mogadishu ![](https://www.xpatulator.com/img/xicon.png) South Africa, All Areas ![](https://www.xpatulator.com/img/xicon.png) South Africa, Bloemfontein ![](https://www.xpatulator.com/img/xicon.png) South Africa, Cape Town ![](https://www.xpatulator.com/img/xicon.png) South Africa, Durban ![](https://www.xpatulator.com/img/xicon.png) South Africa, Johannesburg ![](https://www.xpatulator.com/img/xicon.png) South Africa, Port Elizabeth ![](https://www.xpatulator.com/img/xicon.png) South Africa, Pretoria ![](https://www.xpatulator.com/img/xicon.png) South Sudan, All Areas ![](https://www.xpatulator.com/img/xicon.png) Spain, All Areas ![](https://www.xpatulator.com/img/xicon.png) Spain, Barcelona ![](https://www.xpatulator.com/img/xicon.png) Spain, Madrid ![](https://www.xpatulator.com/img/xicon.png) Spain, Valencia ![](https://www.xpatulator.com/img/xicon.png) Sri Lanka, All Areas ![](https://www.xpatulator.com/img/xicon.png) Sri Lanka, Colombo ![](https://www.xpatulator.com/img/xicon.png) Sudan, All Areas ![](https://www.xpatulator.com/img/xicon.png) Sudan, Khartoum ![](https://www.xpatulator.com/img/xicon.png) Suriname, All Areas ![](https://www.xpatulator.com/img/xicon.png) Suriname, Paramaribo ![](https://www.xpatulator.com/img/xicon.png) Swaziland, All Areas ![](https://www.xpatulator.com/img/xicon.png) Swaziland, Mbabane ![](https://www.xpatulator.com/img/xicon.png) Sweden, All Areas ![](https://www.xpatulator.com/img/xicon.png) Sweden, Stockholm ![](https://www.xpatulator.com/img/xicon.png) Switzerland, All Areas ![](https://www.xpatulator.com/img/xicon.png) Switzerland, Geneva ![](https://www.xpatulator.com/img/xicon.png) Switzerland, Zurich ![](https://www.xpatulator.com/img/xicon.png) Syria, All Areas ![](https://www.xpatulator.com/img/xicon.png) Syria, Damascus ![](https://www.xpatulator.com/img/xicon.png) Taiwan, All Areas ![](https://www.xpatulator.com/img/xicon.png) Taiwan, Taipei ![](https://www.xpatulator.com/img/xicon.png) Tajikistan, All Areas ![](https://www.xpatulator.com/img/xicon.png) Tajikistan, Dushanbe ![](https://www.xpatulator.com/img/xicon.png) Tanzania, All Areas ![](https://www.xpatulator.com/img/xicon.png) Tanzania, Dar es Salaam ![](https://www.xpatulator.com/img/xicon.png) Tanzania, Zanzibar ![](https://www.xpatulator.com/img/xicon.png) Thailand, All Areas ![](https://www.xpatulator.com/img/xicon.png) Thailand, Bangkok ![](https://www.xpatulator.com/img/xicon.png) Timor-Leste, All Areas ![](https://www.xpatulator.com/img/xicon.png) Timor-Leste, Dili ![](https://www.xpatulator.com/img/xicon.png) Togo, All Areas ![](https://www.xpatulator.com/img/xicon.png) Togo, Lome ![](https://www.xpatulator.com/img/xicon.png) Tonga, All Areas ![](https://www.xpatulator.com/img/xicon.png) Tonga, Nuku’Alofa ![](https://www.xpatulator.com/img/xicon.png) Trinidad and Tobago, All Areas ![](https://www.xpatulator.com/img/xicon.png) Trinidad and Tobago, Port-of-Spain ![](https://www.xpatulator.com/img/xicon.png) Tunisia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Tunisia, Tunis ![](https://www.xpatulator.com/img/xicon.png) Turkey, Adana ![](https://www.xpatulator.com/img/xicon.png) Turkey, All Areas ![](https://www.xpatulator.com/img/xicon.png) Turkey, Ankara ![](https://www.xpatulator.com/img/xicon.png) Turkey, Bursa ![](https://www.xpatulator.com/img/xicon.png) Turkey, Istanbul ![](https://www.xpatulator.com/img/xicon.png) Turkey, Izmir ![](https://www.xpatulator.com/img/xicon.png) Turkey, Konya ![](https://www.xpatulator.com/img/xicon.png) Turkey, Mersin ![](https://www.xpatulator.com/img/xicon.png) Turkmenistan, All Areas ![](https://www.xpatulator.com/img/xicon.png) Turkmenistan, Ashgabat ![](https://www.xpatulator.com/img/xicon.png) Turks and Caicos Islands, All Areas ![](https://www.xpatulator.com/img/xicon.png) Tuvalu, All Areas ![](https://www.xpatulator.com/img/xicon.png) Tuvalu, Funafuti ![](https://www.xpatulator.com/img/xicon.png) Uganda, All Areas ![](https://www.xpatulator.com/img/xicon.png) Uganda, Kampala ![](https://www.xpatulator.com/img/xicon.png) Ukraine, All Areas ![](https://www.xpatulator.com/img/xicon.png) Ukraine, Kiev ![](https://www.xpatulator.com/img/xicon.png) United Arab Emirates, Abu Dhabi ![](https://www.xpatulator.com/img/xicon.png) United Arab Emirates, All Areas ![](https://www.xpatulator.com/img/xicon.png) United Arab Emirates, Dubai ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Aberdeen ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, All Areas ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Belfast ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Birmingham ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Bradford ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Bristol ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Cardiff ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Coventry ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Derby ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Edinburgh ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Glasgow ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Guildford ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Isle of Wight ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Kingston upon Hull ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Leeds ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Leicester ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Liverpool ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, London ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Luton ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Manchester ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Milton Keynes ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Newcastle upon Tyne ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Northampton ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Nottingham ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Plymouth ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Portsmouth ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Preston ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Reading ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Sheffield ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Southampton ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Stoke-on-Trent ![](https://www.xpatulator.com/img/xicon.png) United Kingdom, Wolverhampton ![](https://www.xpatulator.com/img/xicon.png) Uruguay, All Areas ![](https://www.xpatulator.com/img/xicon.png) Uruguay, Montevideo ![](https://www.xpatulator.com/img/xicon.png) US Virgin Islands, All Areas ![](https://www.xpatulator.com/img/xicon.png) USA, Akron OH ![](https://www.xpatulator.com/img/xicon.png) USA, Alabama All Areas AL ![](https://www.xpatulator.com/img/xicon.png) USA, Alaska All Areas AK ![](https://www.xpatulator.com/img/xicon.png) USA, Albany NY ![](https://www.xpatulator.com/img/xicon.png) USA, All Areas ![](https://www.xpatulator.com/img/xicon.png) USA, Amarillo TX ![](https://www.xpatulator.com/img/xicon.png) USA, Anchorage AK ![](https://www.xpatulator.com/img/xicon.png) USA, Appleton WI ![](https://www.xpatulator.com/img/xicon.png) USA, Arizona All Areas AZ ![](https://www.xpatulator.com/img/xicon.png) USA, Arkansas All Areas AR ![](https://www.xpatulator.com/img/xicon.png) USA, Arlington TX ![](https://www.xpatulator.com/img/xicon.png) USA, Asheville NC ![](https://www.xpatulator.com/img/xicon.png) USA, Atlanta GA ![](https://www.xpatulator.com/img/xicon.png) USA, Augusta GA ![](https://www.xpatulator.com/img/xicon.png) USA, Austin TX ![](https://www.xpatulator.com/img/xicon.png) USA, Bakersfield CA ![](https://www.xpatulator.com/img/xicon.png) USA, Baltimore MD ![](https://www.xpatulator.com/img/xicon.png) USA, Baton Rouge LA ![](https://www.xpatulator.com/img/xicon.png) USA, Bergen-Passaic NJ ![](https://www.xpatulator.com/img/xicon.png) USA, Binghamton NY ![](https://www.xpatulator.com/img/xicon.png) USA, Birmingham AL ![](https://www.xpatulator.com/img/xicon.png) USA, Boise ID ![](https://www.xpatulator.com/img/xicon.png) USA, Boston MA ![](https://www.xpatulator.com/img/xicon.png) USA, Bradenton FL ![](https://www.xpatulator.com/img/xicon.png) USA, Brazoria County TX ![](https://www.xpatulator.com/img/xicon.png) USA, Brownsville TX ![](https://www.xpatulator.com/img/xicon.png) USA, Buffalo NY ![](https://www.xpatulator.com/img/xicon.png) USA, Burlington-Chittenden Co VT ![](https://www.xpatulator.com/img/xicon.png) USA, California All Areas CA ![](https://www.xpatulator.com/img/xicon.png) USA, Cape Coral-Fort Myers FL ![](https://www.xpatulator.com/img/xicon.png) USA, Cedar Rapids IA ![](https://www.xpatulator.com/img/xicon.png) USA, Charleston SC ![](https://www.xpatulator.com/img/xicon.png) USA, Charleston WV ![](https://www.xpatulator.com/img/xicon.png) USA, Charlotte NC ![](https://www.xpatulator.com/img/xicon.png) USA, Chattanooga TN ![](https://www.xpatulator.com/img/xicon.png) USA, Chicago IL ![](https://www.xpatulator.com/img/xicon.png) USA, Cincinnati OH ![](https://www.xpatulator.com/img/xicon.png) USA, Clarksville TN ![](https://www.xpatulator.com/img/xicon.png) USA, Cleveland OH ![](https://www.xpatulator.com/img/xicon.png) USA, Colorado All Other Areas CO ![](https://www.xpatulator.com/img/xicon.png) USA, Colorado Springs CO ![](https://www.xpatulator.com/img/xicon.png) USA, Columbia SC ![](https://www.xpatulator.com/img/xicon.png) USA, Columbus OH ![](https://www.xpatulator.com/img/xicon.png) USA, Connecticut All Areas CT ![](https://www.xpatulator.com/img/xicon.png) USA, Corpus Christi TX ![](https://www.xpatulator.com/img/xicon.png) USA, Dallas TX ![](https://www.xpatulator.com/img/xicon.png) USA, Davenport-Moline-Rock Is IA-IL ![](https://www.xpatulator.com/img/xicon.png) USA, Dayton OH ![](https://www.xpatulator.com/img/xicon.png) USA, Delaware All Areas DE ![](https://www.xpatulator.com/img/xicon.png) USA, Denver CO ![](https://www.xpatulator.com/img/xicon.png) USA, Des Moines IA ![](https://www.xpatulator.com/img/xicon.png) USA, Detroit MI ![](https://www.xpatulator.com/img/xicon.png) USA, Durham NC ![](https://www.xpatulator.com/img/xicon.png) USA, Dutchess County NY ![](https://www.xpatulator.com/img/xicon.png) USA, El Paso TX ![](https://www.xpatulator.com/img/xicon.png) USA, Erie PA ![](https://www.xpatulator.com/img/xicon.png) USA, Eugene OR ![](https://www.xpatulator.com/img/xicon.png) USA, Evansville IN ![](https://www.xpatulator.com/img/xicon.png) USA, Fayetteville AR ![](https://www.xpatulator.com/img/xicon.png) USA, Fayetteville NC ![](https://www.xpatulator.com/img/xicon.png) USA, Florida All Areas FL ![](https://www.xpatulator.com/img/xicon.png) USA, Fort Lauderdale FL ![](https://www.xpatulator.com/img/xicon.png) USA, Fort Smith AR ![](https://www.xpatulator.com/img/xicon.png) USA, Fort Wayne-Allen County IN ![](https://www.xpatulator.com/img/xicon.png) USA, Fort Worth TX ![](https://www.xpatulator.com/img/xicon.png) USA, Fresno CA ![](https://www.xpatulator.com/img/xicon.png) USA, Gainesville FL ![](https://www.xpatulator.com/img/xicon.png) USA, Georgia All Areas GA ![](https://www.xpatulator.com/img/xicon.png) USA, Green Bay WI ![](https://www.xpatulator.com/img/xicon.png) USA, Greenville SC ![](https://www.xpatulator.com/img/xicon.png) USA, Hampton Roads-SE Virginia VA ![](https://www.xpatulator.com/img/xicon.png) USA, Harlingen TX ![](https://www.xpatulator.com/img/xicon.png) USA, Hartford CT ![](https://www.xpatulator.com/img/xicon.png) USA, Hawaii All Areas HI ![](https://www.xpatulator.com/img/xicon.png) USA, Honolulu HI ![](https://www.xpatulator.com/img/xicon.png) USA, Houston TX ![](https://www.xpatulator.com/img/xicon.png) USA, Huntsville AL ![](https://www.xpatulator.com/img/xicon.png) USA, Idaho All Areas ID ![](https://www.xpatulator.com/img/xicon.png) USA, Illinois All Areas IL ![](https://www.xpatulator.com/img/xicon.png) USA, Indiana All Areas IN ![](https://www.xpatulator.com/img/xicon.png) USA, Indianapolis IN ![](https://www.xpatulator.com/img/xicon.png) USA, Iowa All Areas IA ![](https://www.xpatulator.com/img/xicon.png) USA, Jackson MS ![](https://www.xpatulator.com/img/xicon.png) USA, Jacksonville FL ![](https://www.xpatulator.com/img/xicon.png) USA, Johnson City TN ![](https://www.xpatulator.com/img/xicon.png) USA, Kalamazoo MI ![](https://www.xpatulator.com/img/xicon.png) USA, Kansas All Areas KS ![](https://www.xpatulator.com/img/xicon.png) USA, Kansas City MO ![](https://www.xpatulator.com/img/xicon.png) USA, Kennewick-Richland-Pasco WA ![](https://www.xpatulator.com/img/xicon.png) USA, Kentucky All Areas KY ![](https://www.xpatulator.com/img/xicon.png) USA, Knoxville TN ![](https://www.xpatulator.com/img/xicon.png) USA, Lancaster PA ![](https://www.xpatulator.com/img/xicon.png) USA, Las Vegas NV ![](https://www.xpatulator.com/img/xicon.png) USA, Lexington KY ![](https://www.xpatulator.com/img/xicon.png) USA, Lincoln NE ![](https://www.xpatulator.com/img/xicon.png) USA, Little Rock-North Little Rock AR ![](https://www.xpatulator.com/img/xicon.png) USA, Los Angeles-Long Beach CA ![](https://www.xpatulator.com/img/xicon.png) USA, Louisiana All Areas LA ![](https://www.xpatulator.com/img/xicon.png) USA, Louisville KY ![](https://www.xpatulator.com/img/xicon.png) USA, Lubbock TX ![](https://www.xpatulator.com/img/xicon.png) USA, Maine All Areas ME ![](https://www.xpatulator.com/img/xicon.png) USA, Manchester NH ![](https://www.xpatulator.com/img/xicon.png) USA, Martinsburg-Berkeley County WV ![](https://www.xpatulator.com/img/xicon.png) USA, Maryland All Areas MD ![](https://www.xpatulator.com/img/xicon.png) USA, Massachusetts All Areas MA ![](https://www.xpatulator.com/img/xicon.png) USA, McAllen TX ![](https://www.xpatulator.com/img/xicon.png) USA, Memphis TN ![](https://www.xpatulator.com/img/xicon.png) USA, Miami-Dade County FL ![](https://www.xpatulator.com/img/xicon.png) USA, Michigan All Areas MI ![](https://www.xpatulator.com/img/xicon.png) USA, Middlesex-Monmouth NJ ![](https://www.xpatulator.com/img/xicon.png) USA, Midland TX ![](https://www.xpatulator.com/img/xicon.png) USA, Milwaukee-Waukesha WI ![](https://www.xpatulator.com/img/xicon.png) USA, Minneapolis MN ![](https://www.xpatulator.com/img/xicon.png) USA, Minnesota All Areas MN ![](https://www.xpatulator.com/img/xicon.png) USA, Mississippi All Areas MS ![](https://www.xpatulator.com/img/xicon.png) USA, Missouri All Areas MO ![](https://www.xpatulator.com/img/xicon.png) USA, Mobile AL ![](https://www.xpatulator.com/img/xicon.png) USA, Montana All Areas MT ![](https://www.xpatulator.com/img/xicon.png) USA, Montgomery AL ![](https://www.xpatulator.com/img/xicon.png) USA, Murfreesboro-Smyrna TN ![](https://www.xpatulator.com/img/xicon.png) USA, Myrtle Beach SC ![](https://www.xpatulator.com/img/xicon.png) USA, Nashville-Franklin TN ![](https://www.xpatulator.com/img/xicon.png) USA, Nassau County NY ![](https://www.xpatulator.com/img/xicon.png) USA, Nebraska All Areas NE ![](https://www.xpatulator.com/img/xicon.png) USA, Nevada All Areas NV ![](https://www.xpatulator.com/img/xicon.png) USA, New Hampshire All Areas NH ![](https://www.xpatulator.com/img/xicon.png) USA, New Haven CT ![](https://www.xpatulator.com/img/xicon.png) USA, New Jersey All Areas NJ ![](https://www.xpatulator.com/img/xicon.png) USA, New Mexico All Areas NM ![](https://www.xpatulator.com/img/xicon.png) USA, New York (Brooklyn) NY ![](https://www.xpatulator.com/img/xicon.png) USA, New York (Manhattan) NY ![](https://www.xpatulator.com/img/xicon.png) USA, New York (Queens) NY ![](https://www.xpatulator.com/img/xicon.png) USA, New York All Areas NY ![](https://www.xpatulator.com/img/xicon.png) USA, New York NY ![](https://www.xpatulator.com/img/xicon.png) USA, North Carolina All Areas NC ![](https://www.xpatulator.com/img/xicon.png) USA, North Dakota All Areas ND ![](https://www.xpatulator.com/img/xicon.png) USA, Oakland CA ![](https://www.xpatulator.com/img/xicon.png) USA, Ohio All Areas OH ![](https://www.xpatulator.com/img/xicon.png) USA, Oklahoma All Areas OK ![](https://www.xpatulator.com/img/xicon.png) USA, Oklahoma City OK ![](https://www.xpatulator.com/img/xicon.png) USA, Omaha NE ![](https://www.xpatulator.com/img/xicon.png) USA, Orange County CA ![](https://www.xpatulator.com/img/xicon.png) USA, Oregon All Areas OR ![](https://www.xpatulator.com/img/xicon.png) USA, Orlando FL ![](https://www.xpatulator.com/img/xicon.png) USA, Pennsylvania All Areas PA ![](https://www.xpatulator.com/img/xicon.png) USA, Philadelphia PA ![](https://www.xpatulator.com/img/xicon.png) USA, Phoenix AZ ![](https://www.xpatulator.com/img/xicon.png) USA, Pittsburgh PA ![](https://www.xpatulator.com/img/xicon.png) USA, Plano TX ![](https://www.xpatulator.com/img/xicon.png) USA, Portland ME ![](https://www.xpatulator.com/img/xicon.png) USA, Portland OR ![](https://www.xpatulator.com/img/xicon.png) USA, Raleigh NC ![](https://www.xpatulator.com/img/xicon.png) USA, Reno-Sparks NV ![](https://www.xpatulator.com/img/xicon.png) USA, Rhode Island All Areas RI ![](https://www.xpatulator.com/img/xicon.png) USA, Richmond VA ![](https://www.xpatulator.com/img/xicon.png) USA, Riverside City CA ![](https://www.xpatulator.com/img/xicon.png) USA, Roanoke VA ![](https://www.xpatulator.com/img/xicon.png) USA, Rochester NY ![](https://www.xpatulator.com/img/xicon.png) USA, Rockford IL ![](https://www.xpatulator.com/img/xicon.png) USA, Sacramento CA ![](https://www.xpatulator.com/img/xicon.png) USA, Salt Lake City UT ![](https://www.xpatulator.com/img/xicon.png) USA, San Antonio TX ![](https://www.xpatulator.com/img/xicon.png) USA, San Diego CA ![](https://www.xpatulator.com/img/xicon.png) USA, San Francisco CA ![](https://www.xpatulator.com/img/xicon.png) USA, San Jose CA ![](https://www.xpatulator.com/img/xicon.png) USA, Sarasota FL ![](https://www.xpatulator.com/img/xicon.png) USA, Savannah GA ![](https://www.xpatulator.com/img/xicon.png) USA, Seattle WA ![](https://www.xpatulator.com/img/xicon.png) USA, Shreveport-Bossier City LA ![](https://www.xpatulator.com/img/xicon.png) USA, South Bend IN ![](https://www.xpatulator.com/img/xicon.png) USA, South Carolina All Areas SC ![](https://www.xpatulator.com/img/xicon.png) USA, South Dakota All Areas SD ![](https://www.xpatulator.com/img/xicon.png) USA, Spokane WA ![](https://www.xpatulator.com/img/xicon.png) USA, Springfield MO ![](https://www.xpatulator.com/img/xicon.png) USA, St. Louis MO ![](https://www.xpatulator.com/img/xicon.png) USA, St. Paul MN ![](https://www.xpatulator.com/img/xicon.png) USA, Tampa FL ![](https://www.xpatulator.com/img/xicon.png) USA, Tennessee All Areas TN ![](https://www.xpatulator.com/img/xicon.png) USA, Texas All Areas TX ![](https://www.xpatulator.com/img/xicon.png) USA, Tucson AZ ![](https://www.xpatulator.com/img/xicon.png) USA, Tulsa OK ![](https://www.xpatulator.com/img/xicon.png) USA, Utah All Areas UT ![](https://www.xpatulator.com/img/xicon.png) USA, Vermont All Areas VT ![](https://www.xpatulator.com/img/xicon.png) USA, Virginia All Areas VA ![](https://www.xpatulator.com/img/xicon.png) USA, Washington All Areas WA ![](https://www.xpatulator.com/img/xicon.png) USA, Washington-Arlington-Alexandria DC-VA ![](https://www.xpatulator.com/img/xicon.png) USA, West Virginia All Areas WV ![](https://www.xpatulator.com/img/xicon.png) USA, Wichita KS ![](https://www.xpatulator.com/img/xicon.png) USA, Wilmington NC ![](https://www.xpatulator.com/img/xicon.png) USA, Winston-Salem NC ![](https://www.xpatulator.com/img/xicon.png) USA, WisconsinAll Areas WI ![](https://www.xpatulator.com/img/xicon.png) USA, Wyoming All Areas WY ![](https://www.xpatulator.com/img/xicon.png) USA, York County PA ![](https://www.xpatulator.com/img/xicon.png) USA, Youngstown-Warren OH ![](https://www.xpatulator.com/img/xicon.png) Uzbekistan, All Areas ![](https://www.xpatulator.com/img/xicon.png) Uzbekistan, Tashkent ![](https://www.xpatulator.com/img/xicon.png) Vanuatu, All Areas ![](https://www.xpatulator.com/img/xicon.png) Vanuatu, Port Vila ![](https://www.xpatulator.com/img/xicon.png) Vatican City, Vatican City ![](https://www.xpatulator.com/img/xicon.png) Venezuela, All Areas ![](https://www.xpatulator.com/img/xicon.png) Venezuela, Caracas ![](https://www.xpatulator.com/img/xicon.png) Vietnam, All Areas ![](https://www.xpatulator.com/img/xicon.png) Vietnam, Hanoi ![](https://www.xpatulator.com/img/xicon.png) Vietnam, Ho Chi Minh City ![](https://www.xpatulator.com/img/xicon.png) Yemen, All Areas ![](https://www.xpatulator.com/img/xicon.png) Yemen, Sanaa ![](https://www.xpatulator.com/img/xicon.png) Zambia, All Areas ![](https://www.xpatulator.com/img/xicon.png) Zambia, Lusaka ![](https://www.xpatulator.com/img/xicon.png) Zimbabwe, All Areas ![](https://www.xpatulator.com/img/xicon.png) Zimbabwe, Harare ## Data Sources We use more than 50 types of raw data sources including local service providers in each location, international service providers, official governmental statistics and global agencies. Data is thoroughly quality assured, updated quarterly and manually checked by our analysts. [publically available data sources](#) ×### Some of our publicly available data sources: - Albania Institute of Statistics - Antigua and Barbuda Statistics - Australian Bureau of Statistics - Bangladesh Bureau of Statistics - Barbados Statistical Service - Bermuda Government, Department of Statistics - Bhutan Reports and Statistics - Bosnia and Herzegovina – Agency for Statistics - Business and Data Statistics: USA.gov - Central Statistics Organization Afghanistan - CIA World Factbook - Department of Statistics, Malaysia - Department of Statistics of The Bahamas - DevInfo - El Instituto Nacional de Estadística - FedStats - International Civil Service Commission - International Labour Organization - IMF Data and Statistics - International Energy Agency - Kingdom of Bahrain Central Informatics Organisation - National Institute of Statistics and Censuses (INDEC) - National Statistical Committee of the Republic of Belarus - National Statistics Service of the Republic of Armenia - OANDA - OECD Statistics - OECD Statistics Porta - Office for National Statistics - Statistical Institute of Belize - Statistics Austria - Statistics Belgium - Statistics Canada - Statistics New Zealand - Statistics Singapore - Statistics South Africa - The State Statistical Committee of the Republic of Azerbaijan - The World Bank Data - The World Bank Data & Research - UK National Statistics - UNICEF ## How do I access 21st Century Expat? 21st Century Expat is available either in report form or on a subscription basis: ### In report form, for information on a few Expats 21st Century Expat is available in report form for companies who require information for only a few expats. We will collect your information regarding your unique expatriate details, and provide you with a detailed report. ### OR ### As a subscription, for information on many Expats Companies who require information for many expats can purchase a subscription with the option of either a yearly subscription, or a 7-day subscription. Applying calculations to expat salaries is quick and accurate. Register and buy locations, run the premium content calculators, and receive your reports instantly. Reports can be re-run for the time period purchased and for each location purchased. [contact us for more info]() #### How do I calculate *Cost of Living Allowances (COLA)* for short-term assignments? #### The Cost of Living Allowance (COLA) Calculator ## Cost of Living Allowance The COLA calculator calculates how much additional allowance (over and above your current salary) you need to earn in another location to compensate for cost of living, hardship, and exchange rate differences, in order to have the same relative spending power – and as a result, have a similar standard of living as you have in your current location. #### [What exactly is the 'cost of living'?](#ec0d51363a582a7f2) The cost of living difference is the **cost difference between the same basket of goods and services in order to maintain the same standard of living** when relocating to a different location. When you relocate, the cost of everything you spend your salary on will either cost more or less. Some of the costs may be higher in the new location and some of the costs may be lower. #### [How is the cost of living calculated?](#c0115e30405571d7a) The cost of living difference is based on calculating the difference in cost in each location of selected basket groups. If you change the selection of basket groups you are likely to get different results, as some basket groups may cost relatively more and some relatively less between the selected locations. Weights2 reflects the proportion of salary spent on each basket as a result of extensive research of actual spending habits. By applying the weights we have reported the weighted indexes which are used to report the overall weighted difference in the cost of living. The difference in the cost of living between different locations is expressed as an index. As an example, dividing the cost of living in Location A by the cost of living in Location B may result in an index of 140. This means that Location A is 40% more expensive than Location B. A person who moves from Location B to Location A would need to earn 40% more in order to enjoy the same standard of living they currently have. #### [How can the differences in cost of living be compared between two locations?](#273e3dbb15c4e0e20) The difference in the aggregate cost of all the items in selected basket groups are examined in each location (this is done by using the average reported price in each location for the same quantity of each item). #### [Does the COLA analysis take into account differing levels of compensation expatriates will receive?](#4e63316378837d7d7) A Cost of Living Allowance (COLA) is a salary supplement paid to employees to cover differences in the cost of living, particularly as a result of an international assignment. If the cost of living difference is 30% then in order to have the same purchasing power the COLA would be the amount paid to compensate for the 30% higher cost of living. The formula for calculating the cost of living allowance is as follows: (Net Spendable Salary x Cost of Living Index x Hardship Index x Exchange Rate) less (Net Spendable Salary x Exchange Rate) = Net COLA #### [What is meant by 'baskets of goods'?](#eb8fc46b400f3f118) The baskets are based on information – collected in each location – for approximately 200 different goods and services. Prices for the same quantity of each item are collected. The data is thoroughly quality assured and manually checked and moderated by experienced analysts. For ease of use, the 200 goods and services have been grouped into 13 basket groups. **To compare the cost of living, we use the total cost of the basket in each location**. The basket groups that have been included in calculating the cost of living difference, are those that will be paid by the employee from their salary\*. The difference in the **cost of the basket at the ruling exchange rate** is the basis of the cost of living difference. - *The basket groups that have been excluded are those that will be provided by either the employing company, or in some cases, by the state in the new location.* #### [What are the contents of each of the 13 different cost of living baskets?](#83c7a6241e6248118) The 13 different basket groups are weighted according to Expatriate expenditure norms. #### These are as follows: *Alcohol and Tobacco Basket (Weight=2%)* \*Cigarettes (International Brand Pack of 20) \*Cigarettes (International Brand Pack of 30) \*International Beer from a shop (330ml) \*International Beer from a Shop (500ml) \*Locally Produced Spirit at Bar (1 Glass Double Tot) \*Locally Produced Spirit a shop (1 Bottle) \*Whiskey at Bar (1 Glass Double Tot) \*Whiskey from a shop (1 Bottle) \*Wine (mid-range) at Bar (1 Glass) \*Wine (mid range) from a shop (1 Bottle) *Clothing Basket (Weight=2.4%)* \*Business Suit (1 men’s suit) \*Business Suit (1 women’s suit) \*Business Jacket or Blazer (1 men’s) \*Business Jacket (1 women’s) \*Casual Long Sleeve Shirt (1 men’s) \*Casual Jeans (1 men’s) \*Casual Blouse (1 women’s) \*Casual Summer Dress (1 women’s) \*Children’s Jeans (1 pair aged 10-12) \*Children’s Skirt (1 pair aged 10-12) \*Children’s Boys Shoes (1 pair) \*Children’s Girls Shoes (1 pair) \*Coat (1 men’s outdoor) \*Coat (1 women’s outdoor) \*Evening Wear (1 men’s suit) \*Evening Wear (1 women’s suit) \*Hat (1 men’s outdoor) \*Hat (1 women’s outdoor) \*Shoes (international brand of running shoes) \*Shoes (office leather shoes) \*Underwear (1 men’s boxer shorts) \*Underwear (1 women’s Brassiere) *Communication Basket (Weight=2%)* \*Monthly Phone Rental Charge (1 Domestic Landline) \*Internet Subscription Fixed Line (1 Month Standard Plan) \*Mobile Tariff (1 Minute Standard Rate) \*Mobile Data Rate (1 Meg Standard Rate) *Education Basket (Weight=5%)* \*Annual Creche/Pre-School Fees (International; Private; Excluding Extras) \*Annual Primary School Fees (International; Private; Excluding Extras) \*Annual High School Fees (International; Private; Excluding Extras) \*Annual First Year Tertiary/University Fees (International; Private; Excluding Extras) *Furniture and Appliances Basket (Weight=5%)* \*Dining Table and 6 Chairs (Executive) \*Home Entertainment Blu-ray Player (Sony BDP-S270 Blu-ray Player or Equivalent) \*Home Entertainment Television (46′ LED HD TV) \*Kitchen Appliances Fridge Freezer (Large Double Door) \*Kitchen Appliances Iron (1 Clothing Hand Steamer Iron) \*Kitchen Appliances Light Bulb (Energy Saver e.g. 11w=60w) \*Kitchen Appliances Microwave (Medium Sized) \*Kitchen Appliances Toaster (2 Slice Toaster) \*Kitchen Appliances Vacuum Cleaner (Household Carpet Vacuum Cleaner) \*Kitchen Appliances Washing Machine (Automatic Washing Machine) \*Kitchen Appliances Kettle (Standard Electric Kettle) \*Sofa / Lounge Suite (6 Seater; Leather) *Groceries Basket (Weight=16.5%)* \*Baby Consumables (Powdered Milk Formula) \*Baby Consumables (Pured Baby Food) \*Baked Goods (Packet Plain Biscuits) \*Baked Goods (500g Loaf of Brown Bread) \*Baked Goods (500g Loaf of White Bread) \*Baking (1kg Cake Flour) \*Baking (12 Large Eggs) \*Baking (1kg Sugar) \*Canned Foods (1 Tin Baked Beans) \*Canned Foods (1 Tin Fruit Salad) \*Canned Foods (1 Tin Meat Balls) \*Canned Foods (1 Tin Soup) \*Canned Foods (1 Tin Tuna) \*Cleaning Products (1 kg Automatic Clothes Washing Powder) \*Cleaning Products (1 Litre Dish-Washing Liquid) \*Cleaning Products (1 Litre Window Cleaning Liquid) \*Dairy (1kg Breakfast Cereal) \*Dairy (250g Butter) \*Dairy (1 kg Standard Cheese e.g. Cheddar) \*Dairy (1 Dozen Large Eggs) \*Dairy (1 Litre Full Cream Milk) \*Fresh Fruits (1 kg Bananas) \*Fresh Fruits (1kg Green Apples) \*Fresh Fruits (1 kg Oranges) \*Fresh Vegetables (1 Head Lettuce) \*Fresh Vegetables (1kg Potatoes/Rice/Pasta) \*Fresh Vegetables (1kg Tomatoes) \*Fruit Juices (1 Litre Apple Juice) \*Fruit Juices (1 Litre Orange Juice) \*Frozen (1kg Mixed Vegetables) \*Frozen (1kg Peas) \*Meat (1kg Beef Steak) \*Meat (1kg Leg Lamb) \*Meat (1kg Minced Beef) \*Meat (1kg Boneless, Skinless, Chicken Breast) \*Meat (1kg Whole Chicken) \*Oil & Vinegars (1 Litre Cooking Oil) \*Oil & Vinegars (1 Litre Olive Oil) \*Pet Food (2kg Dry Cat Food) \*Pet Food (5kg Dry Dog Food) \*Pre-Prepared Meals (1 Frozen Meal e.g. Lasagne) \*Sauces (500ml Jam/Marmalade) \*Sauces (500ml Tomato Ketchup) \*Sauces (500ml Soy Sauce) \*Seafood (1kg Calamari) \*Seafood (1kg Fresh Fish) \*Seafood (1kg Frozen Fish) \*Snacks (100g Bar Chocolate) \*Snacks (250g Salted Peanuts) \*Soft Drinks/Non-Alc Bev (1 Can Coke) \*Soft Drinks/Non-Alc Bev (1 Litre Carbonated/Fizzy Cola) \*Soft Drinks/Non-Alc Bev (1 Litre Carbonated/Fizzy Soft Drink) \*Soft Drinks/Non-Alc Bev (1.5 Litre Natural Mineral Water) \*Soft Drinks/Non-Alc Bev (250g Tea Bags) \*Soft Drinks/Non-Alc Bev (500g Instant Coffee) \*Soft Drinks/Non-Alc Bev (500g Ground Coffee) \*Spices & Herbs (250g Pepper) \*Spices & Herbs (250g Salt) *Healthcare Basket (Weight=5%)* \*Private Practice Doctor Visit for Uninsured Patient \*Private Hospital stay per day including nursing care, medications, diagnostic tests, food, and related costs \*Non-Prescription Medicine (1 Bottle Cough Mixture) \*Non-Prescription Medicine (1 Box Plasters) \*Non-Prescription Medicine (30 Multivitamins) \*Non-Prescription Medicine (1 Tube Anti-Inflammatory) \*Non-Prescription Medicine (1 Tube Anti-Septic Ointment) \*Private Medical Insurance/Medical Aid (Contribution Member+1) *Household Accommodation Basket (Weight=30%)* \*Apartment Purchase (Per M2 Central Location) \*Apartment Purchase (Per M2 Central Suburban) \*Mortgage (Annual Interest Rate) \*Rental Secure Upmarket Unfurnished Apartment Excluding Utilities (1 Bedroom Central Location) \*Rental Secure Upmarket Unfurnished Apartment Excluding Utilities (1 Bedroom Suburban Location) \*Rental Secure Upmarket Unfurnished Apartment Excluding Utilities (3 Bedroom Central Location) \*Rental Secure Upmarket Unfurnished Apartment Excluding Utilities (3 Bedroom Suburban Location) \*Rental Secure Upmarket Unfurnished House/Villa Excluding Utilities (4 Bedroom Central Location) \*Rental Secure Upmarket Unfurnished House/Villa Excluding Utilities (4 Bedroom Suburban Location) \*Utilities (Power, Water, Garbage & Local Tax for 1 Bedroom Apartment) *Miscellaneous Basket (Weight=3%)* \*Domestic Help (1 Hour Part Time Salary) \*Domestic Help (1 Months Full Time Salary) \*Dry Cleaning (1 Men’s 2 Piece Suit) \*Dry Cleaning (1 Men’s Leather Jacket) \*Dry Cleaning (1 Woman’s Sued Jacket) \*Dry Cleaning (1 Women’s Suit) \*Linen (1 Duve for Single Bed) \*Linen (1 Large Bath Towel) \*Linen (1 Sheet for Single Bed) \*Newspapers and Magazines (1 International Daily Newspaper) \*Newspapers and Magazines (1 International Magazine) \*Newspapers and Magazines (1 Local Daily Newspaper) \*Newspapers and Magazines (1 Local Magazine) \*Office Supplies (1 Black Inkjet Printer Cartridge) \*Office Supplies (1 Colour Inkjet Printer Cartridge) \*Office Supplies (1 Pack of 500 sheets of fine printer paper) \*Postage Stamps (1 International Airmail Stamp – Short-haul) \*Postage Stamps (1 Local Domestic Stamp) *Personal Care Basket (Weight=3%)* \*Cosmetics (1 Blush Compact) \*Cosmetics (1 Lipstick) \*Haircare (1 Men’s Cut and Blow Dry) \*Haircare (1 Women’s Cut and Blow Dry) \*Toiletries (100ml Hair Conditioner) \*Toiletries (100ml Hair Shampoo) \*Toiletries (250g Bar of Soap) \*Toiletries Moisturiser/Sun Block (250ml Moisturising Body Lotion) \*Toiletries Moisturiser/Sun Block (50ml Factor 30 Sunblock) \*Toiletries Nappies (Disposable Nappies) \*Toiletries Nappies (Wetwipes) \*Toiletries Pain Relief Tablets (24 Tablets) \*Toiletries Toilet Paper (1 Roll Double Ply) \*Toiletries Toilet Paper (1 Roll Single Ply) \*Toiletries Toothpaste (1 Tube Toothpaste) *Recreation and Culture Basket (Weight=6%)* \*Books (1 New Paperback – Fiction) \*Cinema 1 Adult Ticket (latest release international (average of on and off peak where applicable) \*Sport (1 Hour Tennis Court Hire) \*Sport (1 Month International Gym Membership for 1 Person) \*Sport (1 Round of Golf – Green Fees) \*Theatre Ticket (1 Ticket to Evening Theatre Show) *Restaurants, Meals Out and Hotels Basket (Weight=2%)* \*Hotel Rates (3 Star Daily Rate in City Hotel) \*Hotel Rates (4 Star Daily Rate in City Hotel) \*Hotel Rates (5 Star Daily Rate in City Hotel) \*Restaurant (Meal Out for 1 Inexpensive Excl Alcohol) \*Restaurant (Meal Out for 2 Mid-Range Excl Alcohol) \*Restaurant Burger Meal (International Franchise or similar) \*Restaurant Business Dinner (3 Courses for 2 at 5 Star Hotel Excl Alcohol) \*Restaurant Cappuccino (Regular, Medium) \*Take Away (1 Medium Sized Pizza) \*Take Away (1 Toasted Sandwich) \*Take Away (330 ml Water)) \*Take Away (Coke/Pepsi (330ml) *Transport Basket (Weight=18%)* \*Hire Purchase/Lease of Vehicle (Sedan Monthly Payment Only) \*Petrol/Diesel (1 Litre Premium Unleaded Petrol) \*Petrol/Diesel (1 Litre Premium Diesel) \*Public Transport (1 Bus Ticket 2 Stops City Centre) \*Public Transport (Taxi Start Normal Tariff) \*Public Transport (Taxi 1 Hour Standard Tariff) \*Public Transport (Monthly Pass (Central)) \*Service Maintenance (Sedan Annual Maintenance) \*Tyres (1 Imported Sedan Tyre) \*Vehicle Insurance (Sedan Monthly Insurance) \*Vehicle Purchase (Price Volvo XC90 Manual New) \*Vehicle Purchase (Price Subcompact/Small / Economy (VW Golf 1.4 or Equivalent) #### [What role does the exchange rate play?](#8d6ed8a2eaa718a76) #### *The exchange rate between two currencies specifies how much one currency is worth in terms of the other.* Most countries have a **free-floating exchange rate.** This means that its exchange rate is allowed to vary against that of other currencies, determined by the market forces of supply and demand. Exchange rates usually change almost constantly as quoted on the financial markets worldwide. Exchange rates change whenever the values of either currencies change. A currency tends to be **more valuable when demand is greater than supply** (i.e. when a large amount of that currency is sort after for purchase), and **less valuable when demand is less than supply** (i.e. when very little of that currency is required for purchase. This typically occurs when the majority prefer holding their wealth in some other form – possibly in another currency. Current and future exchange rates incorporate interest rate differentials between 2 currencies. Large interest rate differentials may result in a temporary imbalance in exchange rates. Due to these factors, 21st Century Expat makes use of an **arbitrage exchange rate** rather than the **ruling exchange rate**. Arbitrage is the practice of taking advantage of a price difference between two or more markets. The *21st Century Expat* Arbitrage Exchange Rate calculates each currency against a single currency in order to ensure that any temporary price differences that may occur are negated. This data is updated quarterly. #### [How is 'hardship' defined?](#85b6ccb7fc2ae0f7c) Hardship refers to the **relative level of difficulty** an expatriate and their family are likely to experience in adapting to their new location and the **relative impact on their lifestyle** when moving between different locations. Our hardship ranking system measures the **relative quality of living in each location**, and assesses the **relative level of difficulty** that will be experienced in adapting to each location. #### [What hardship factors are included?](#60039d86c9d9d812b) - **Economic Factors** – *e.g. poverty levels and level of service* provision. - **Political Factors** – *e.g.* freedom / tolerance towards different points of view / lifestyle. - **Religious Factors** – *e.g.* freedom / tolerance towards different religions. - **Public Service Factors** – *e.g.* provision of water, electricity, sanitation, work permits etc. - **Environment/Climate Factors** – *e.g.* extreme weather. - **Personal Safety Factors** – *e.g.* personal safety / level of crime. - **Health Factors** – *e.g.* prevalence of disease and health standards. - **Education Factors** – *e.g.* education standards, prevalence of international schools. - **Transportation Factors** – *e.g.* prevalence of public transport, fuel and road safety. #### [How do I run the COLA calculator to get a report?](#a52765368ce71458f) - **Login** using your username and password. - Check that you have **purchased locations**. - Select the ***Cost of Living Allowance Calculator (COLA)*** from the menu. - The calculator will prompt you for the following **inputs**: - **Reference Information:** - Give your report a **reference name** - Include the **name of the individual** for whom you are running the report. (*This will help you identify your reports for future reference)* - **Locations:** - Select the location that is being **relocated FROM** (Home) - Select the location that is being **relocated TO** (Host). - **Cost Allocations:** - Select the basket costs that will be **paid for by the employee from his own salary** *(column on right). Please note that basket costs that are provided for by the employer are NOT included in the cost of living calculation. The default is that all basket costs will be paid for by the employee from their own salary unless otherwise specified.* - Select what will be **provided for by the employer or state**, for the employee *(column on left)*. *NOTE: There is no point in selecting that ‘all costs are provided for the employee by the employer’, as then theoretically the employee would not need to earn a salary.* - - **Currency Details:** - Enter the appropriate **currency**. *You can choose any currency, it does not have to be the currency of the selected locations.* - Enter the **salary amount in the current location**, used to pay for the items indicated above as “Paid from Salary”. - This is used as the **basis of the calculation**. - You can choose **the salary you wish to use** as the basis for the calculation – for example, depending on your salary structure, you may choose to use: - *Basic Salary* - *Base Salary* - *Guaranteed Cash* - *Total Cash* - *Total Remuneration* - *Any other structure.* - We recommend using *net salary* (i.e. after tax) as the basis for the calculation, as we do not have tax tables within the calculator. This will provide you with the equivalent net salary in the “moving to location” equivalent net salary. - **Run Report:** When you are sure that all your selection criteria are correct, click on run report. ***You can re-run your reports for each location purchased for the time period purchased, either seven days or an annual subscription.*** #### How do I calculate single (or multiple) host location *Cost of Living Indexes* using a selected home base? #### The Cost of Living Index (COLI) Calculator ## Cost of Living Index The COLI calculator calculates Cost of Living Indexes for the locations you select using the home location you specify. #### [What is the COLI calculation based on?](#9a4f30146045a89c6) After extensive research of actual international expatriate spending habits, we have selected 13 basket groups of items to compare the cost of living between locations. The difference in cost is examined as an aggregate cost of all the items in each of the 13 basket groups in each location. This is done by using the average reported price in each location for the same quantity of each item. The 13 different basket groups are weighted according to expatriate expenditure norms. #### [How relevant and reliable is the COLI data?](#8b9180de6937e7e2d) - The data is **collected and updated on a continual basis.** - The **3-month cycle** involves closing off input and then conducting a **rigorous quality assurance process** before publishing the updated indexes. - **Quality assured indexes** are updated quarterly on 1st January, 1st April, 1st July, and 1st October. - The collected data (from more than 50 sources) comprises the **local prices for goods and services** applicable to expatriates. - Prices are converted to USD at the time the data is collected. - The goods and services have been **grouped together into categories (baskets)** and the cost calculated for each basket in each location. - The baskets have been **weighted based on extensive research** of actual expatriate spending habits. - The indexes are influenced by both the **actual local prices** as well as the **ruling exchange rates** at the time the prices were collected. *Statistical fluctuations can occur – particularly as a result of old data dropping out, and new data coming into the database.* - The maximum time between gathering prices and producing an updated index is 12 months. **Data dated older than 12 months is dropped from the database** based on the date it was collected. Any price on which the current index is based is therefore between 1 and 12 months old. #### [How do you determine how much salary will be exposed to the cost of living difference, i.e., the amount of spendable salary?](#e7ef1d17e8230355b) The salary amount should **only be the salary that is exposed to the cost of living difference**. The international benchmark for host net spendable salary is 40% of the home net salary. Therefore if 60% of the salary remains in the home country and 40% is paid in the host country then the COLA or SPPP calculation would only apply to 40% of the salary. #### [Is tax part of the calculators? ](#2915cd67567e2f8a3) **Income tax** on salaries is **excluded** from the calculators, while **mandatory sales taxes** on goods and services are **included**. The prices collected in each location include applicable mandatory sales taxes. The objective is to arrive at the full price of all goods and services as applicable to a typical expatriate living in each location. This takes different forms such as VAT, GST etc. #### [How do you take into account varying tax rates between different cities?](#afb846aebd308934e) The salary used in the calculator is the salary entered by the person running the report. You can use gross or net salary. ***However, the best practice is to use the home net salary (i.e. after tax) as the basis for the calculation. The resulting host net spendable salary is then grossed up for the appropriate tax in the host country.*** The calculator will then apply the following formula based on the selections in the calculator: Salary x Cost of living Index Differential x Exchange Rate x Hardship Differential = Calculated Salary in new location If you use net salary the result will be the net salary in the new location. You would then gross up the net salary for tax and statutory deductions. The net salary in the home country is the input salary. This would be net of home country tax and statutory deductions. The calculated salary is the net host country salary. You would gross up the net host country salary by the amount of tax and statutory deductions in the host country. This approach ensures the net salary is adjusted for cost of living, hardship and exchange rate. It also results in the gross salary being comparable relative to tax and statutory deductions. #### [If I add up the cost of living differences for each basket group, it does not add up to the overall cost of living difference. Why is that?](#80a712ebc6a59bee1) Each basket has a different weighting. The 13 basket groups are weighted according to Expatriate expenditure norms. *The following basket weights are used for the full set of baskets:* - Alcohol & Tobacco 2.0% - Clothing 2.5% - Communication 2.0% - Education 5.0% - Furniture & Appliances 5.0% - Groceries 16.5% - Healthcare 5.0% - Household 30.0% - Miscellaneous 3.0% - Personal Care 3.0% - Recreation & Culture 6.0% - Restaurants Meals Out and Hotels 2.0% - Transport 18.0% If you exclude basket items in the calculator then the weighting changes accordingly. #### [How do I run the COLI calculator?](#3ef6d799da2b13284) - Select between 1 and all host locations purchased. - Choose from any one or all of the 13 baskets for each location. - Reports for each location purchased can be re-run at any time during the purchase period *(either seven days, or the annual subscription period)* #### How do I calculate long-term expatriate assignment packages using the build-up approach? #### International Assignment Management (IAM) Calculator ## International Assignment Management The IAM calculator calculates the **remuneration and benefits for a typical expatriate assignment of 6 months – 5 years**, using your choice of home and host location. The report sets out clear guidelines to make an expatriate’s transfer both fair and financially viable*,* taking into account the reward structure and market dynamics of both the home country and the host country. #### [What is the objective of the IAM calculator?](#1f1db9999e9e529d9) The objective is to ensure consistent equitable treatment and benefits for all expatriate assignees and have a user friendly reward structure to provide seamless coverage for different family scenarios. #### [What do the IAM calculations include?](#0098e57a182ded441) #### The calculations use the build-up / balance sheet / home-based approach and include: - *hypothetical tax* - *cost of living index* - *hardship premium* - *exchange rate* - *expatriation premium* - *benchmark housing allowance* - *benchmark transport allowance* #### [How do I run the IAM calculator to get a report?](#45f6eac7b40d0d296) 1. Login using your username and password 2. Check that you have purchased locations 3. Select “Calculators” from the menu 4. Choose the International Assignment Management Calculator (IAM) 5. The calculator will prompt you for the following inputs: - ***Reference Information:*** Give your report a reference name and then include the name of the individual for whom you are running the report. This will help you identify your reports for future reference. - ***Home Location Information:*** Provide the name of your Home Company, then select your Home Location and Currency. - ***Host Location Information:*** Provide the name of your Host Company, select your Host Location and Currency; then select the appropriate job level and family size. - ***Cost Allocations:*** Select the basket costs that will be paid for by the employee from his own salary\* (column on right) and what will be provided for by the employer or state, for the employee (column on left). Basket costs that are provided for by the employer, are not included in the cost of living calculation. The default is that all basket costs will be paid for by the employee from their own salary unless otherwise specified. *Note: There is no point in selecting that all costs are provided for the employee by the employer, as then theoretically the employee would not need to earn a salary.* - ***Currency Details:*** - *Home Base Salary:* Provide the Basic Salary plus the cash value of all allowances and benefits. Base Salary excludes all variable payments and payments related to performance. - *Hypothetical Tax:* Provide the typical/Average (Hypothetical) Tax to be deducted from Home Base Salary, if applicable, in terms of home location prevailing tax rates. - *Home Net Salary:* This is the Base Salary less Hypothetical Tax and will automatically be calculated for you - *Host Essential Spending %:* This is the percentage of Home Net Salary to be used for spending in the host location. The international benchmark is 40%, however this can be increased or decreased accordingly. This becomes an input into the essential spending portion. - *40% Essential Spending:* This is the amount of the Home Net Salary to be used in the Host Location. The international benchmark is 40% of Home Net Salary, however this can be increased or decreased accordingly. - *60% Home Net Balance:* This is the balance of the Home Net Salary to be kept in the Home Location, however, this can be increased or decreased accordingly. - *Expatriation Premium %:* This is the percentage of the Home Base Salary to encourage international mobility. The international benchmark is 15%, however this can be increased or decreased. - Run Report: When you are sure that all your selection criteria are correct, click on run report. #### How do I calculate salaries with equivalent purchasing power for similar positions based in different geographic locations? #### Salary Purchasing Power Parity (SPPP) Calculator ## Salary Purchasing Power Parity The SPPP calculator calculates how much you need to earn in another location to compensate for cost of living, hardship, and exchange rate differences, in order to have the **same relative spending power** – and as a result, have a **similar standard of living** – as you have in your current location. #### [What is Purchasing Power Parity (PPP)?](#f1faca5153dc47f9c) **Purchasing Power Parity (PPP)** is an economic theory that compares different countries’ currencies to the cost of living difference. According to this concept, purchasing power parity is **when the same basket of goods is priced the same in both countries / cities, taking into account the exchange rates**. #### [What salary should I use for the calculations?](#d9f3157ae6f960a66) You can choose the current salary you wish to use as the basis for the calculation. For example, depending on your salary structure, you may choose to use: - *Basic Salary* - *Base Salary* - *Guaranteed Cash* - *Total Cash* - *Total Remuneration* - *any other structure* #### [How do I run the SPPP calculator to get a report?](#c5a95002e66256af4) 1. Login using your username and password 2. Check that you have purchased locations 3. Select “Calculators” from the menu 4. Choose the Salary Purchasing Power Parity Calculator (SPPP) 5. The calculator will prompt you for the following inputs: - - *Reference Information*: Give your report a reference name and then include the name of the individual for whom you are running the report. This will help you identify your reports for future reference. - *Locations*: Select the location that is being relocated FROM (Home) and the location that is being relocated TO (Host). - *Cost Allocations*: Select the basket costs that will be paid for by the employee from his own salary (column on right) and what will be provided for by the employer or state, for the employee (column on left). Basket costs that are provided for by the employer, are not included in the cost of living calculation. The default is that all basket costs will be paid for by the employee from their own salary unless otherwise specified. *Note: There is no point in selecting that all costs are provided for the employee by the employer, as then theoretically the employee would not need to earn a salary. - *Currency Details*: Enter the appropriate currency. You can choose any currency, it does not have to be the currency of the selected locations. - *Salary Amount:* Enter the salary amount in the current location, used to pay for the items indicated above as “Paid from Salary”. This is used as the basis of the calculation. *Note: We do not have tax tables within the calculator. We therefore recommend using net salary (i.e. after tax) as the basis for the calculation. This will provide you with the equivalent net salary in the “moving to location”. You can then apply tax to the equivalent net salary, if any tax is applicable.* - You can choose if you want to apply *negative hardship differences, or negative cost of living differences* to your calculation by checking the box. - 7) *Run Report*: When you are sure that all your selection criteria are correct, click on run report. **You can re-run your reports for each location purchased for the time period purchased, either seven days or an annual subscription.** --- ### [Personal Development Analysis (PDA)](https://www.21century.co.za/people/personal-development-analysis-pda/) **Published:** May 12, 2017 **Author:** 21Admin **Content:** ![](https://www.21century.co.za/wp-content/uploads/2016/02/PDA-logo-square-1.jpg "PDA-logo-square-1") Personal Development Analysis (PDA) PDA International is the World Leader in **Online Behaviour Assessments**, supporting organisations in the selection, performance management and development of people at all levels and across all sectors. 21st Century is the proud PDA International Partner for South Africa and Africa. PDA International has granted 21st Century the rights to utilize and incorporate their products and services as an integral part our consulting service. PDA is the World Leader in **online behaviour assessments** used to **select, manage and develop talent**. - Scientifically supported and validated - Evaluates more than 1 million people every year - Used by leading companies and academic institutions - Multi-lingual and easy implementation - Online platform with results delivered immediately - Own database administered for the client - International network of partners and distributors #### [What is the PDA Behavioural Assessment?](#24c2ee0477cd5f7dc) - The PDA Assessment is a powerful tool with more than 50 years of studies based on proven theories and statistics. It is certified for its application throughout the world. - PDA is a behavioural assessment that through a simple, precise and scientific methodology allows us to discover and analyse peoples’ behavioural profiles. It also allows us to evaluate the behavioural and competency requirements of a job thereby ensuring you select and develop the right people into the right positions. - The PDA Assessment does not qualify behavioural profiles as “good or bad”; it describes the evaluated individual’s behavioural characteristics. #### [What does PDA measure?](#3f37f51b3987b863d) The PDA Assessment is based on **6 dimensions and their intensities**: - Results - People - Patience - Conformity to Rules - Self-Control / Emotional Intelligence - Energy #### [What information does the PDA provide?](#c78d435cafb183ac7) Once a PDA has been completed the following information will be available: - A person’s behavioural profile description, detailing: - Leadership style - Decision-making style - How to lead this person to success - Persuasive skills - Analytical skills - Sales skills - Motivation level - Strengths and developmental areas - Individual and / or group compatibility between one or more individuals and a job - Individual and / or group compatibility between one or more individuals and your company’s competencies #### [What are the benefits of PDA?](#956c715e26ed0f305) The PDA Assessment will allow you to: - Analyse the Behavioural Profile of individuals and their potential. - Identify the best candidates for positions. - Measure employees compatibility against positions and competencies. - Develop leadership skills through coaching with PDA. - Define the best career plan for your executives and professionals. --- ### [IT Security Policy](https://www.21century.co.za/it-security-policy/) **Published:** July 19, 2021 **Author:** nigel **Content:** # IT Security **Version Control Policy** ### Version Control **Policy Amendments Date** **Created June 2014** **Reviewed and Amended May 2015** **Reviewed and Amended November 2019** **Reviewed and Amended May 2021** ### Policy Statement “It shall be the responsibility of the IT Partner to provide adequate protection and confidentiality of all corporate data and proprietary software systems, whether held centrally, on local storage media, or remotely, to ensure the continued availability of data and programs to all authorised members of staff, and to ensure the integrity of all data and configuration controls.” This policy also sets out how 21st Century uses and protects any information that is obtained from its clients and/or prospective clients or suppliers. 21st Century is the Responsible Party as defined in the Protection of Personal Information Act, 2013 (“the POPI Act”). All information is processed and stored in compliance with the POPI Act and the Electronic Communications and Transactions Act (“the ECT Act)”. 21st Century relies on the IT Partner to ensure adequate protection and confidentiality of information as defined in the POPI Act for 21st Century as the Responsible Party. It is incumbent on the IT Partner to keep 21st Century informed with immediate effect or as soon as it is within the knowledge of the IT Partner that any breach to the security of the information the IT Partner is protecting has occurred. 21st Century is committed to ensuring that the privacy of clients and/or prospective clients are protected through the I.T. Department. Should 21st Century ask clients and/or prospective clients or suppliers to provide certain information by which they can be identified, they can be assured that it will only be used in accordance with this privacy statement. ### Collecting Information 21st Century may collect the following information: 1. 1. - full name; - identity number or passport number; - contact information including email address; - employment information such as name of employer and job title; - demographic information such as race, gender, disability and other information required for the purposes of remunerate and terms and conditions of service; - credit card or other information required to pay for the services, where required; - remuneration data; - other information relevant to reward, remuneration, terms and conditions of service and/or 21st Century consulting work; - other information required for the purposes of supplier services. ### **Securing** Personal Information 21st Century only secures and stores information on behalf of the corporate or individual clients and/or prospective clients or suppliers and this information will not be shared with any third parties without specific approval from clients and/or prospective clients or suppliers. 21st century will not sell, distribute or lease clients’ and/or prospective clients’ or suppliers’ personal information to third parties unless specific approval has been obtained or are required by law to do so. Should clients and/or prospective clients or suppliers wish this information to be no longer stored they may advise 21st Century in writing and their information will immediately be permanently deleted. In order to prevent unauthorised access or disclosure, 21st Century have put in place suitable physical, electronic and managerial procedures to safeguard and secure the information we collect. Regarding information residing on a server or in a cloud 21st Century has secured such information by following best practices and stringent security guidelines for identity protection and ensuring it complies with all legislation and best practices for protection of personal information. To this end there are multiple layers of protection, including secure data transfer, encryption, network configuration and application and user level controls that are distributed across a scalable, secure infrastructure. A complete audit trail is kept of all enquiries, amendments, additions or deletions to clients’, and/or prospective clients’ or suppliers’ personal information. This audit log records the date and time of the activity as well as who accessed the information. **21st Century does not use cookies.** 21st Century’s website may contain links to other websites of interest. However, once clients and/or prospective clients or suppliers have used these links to leave our site, they should note that we do not have any control over that other website. Therefore, 21st Century cannot be responsible for the protection and privacy of any information which clients and/or prospective clients or suppliers provide whilst visiting such sites and such sites are not governed by this privacy statement. Clients and/or prospective clients or suppliers should exercise caution and look at the privacy statement applicable to the website in question. ### **Summary of Main** Security **Policies** 1. 1. - Confidentiality of all data is to be maintained through discretionary and mandatory access controls. - Internet and other external service access is restricted to authorised personnel only. - Access to data on all laptop computers is to be secured through suitable protection, to provide confidentiality of data in the event of loss or theft of equipment. - Only authorised and licensed software may be installed, and installation may only be performed by IT Partner staff. - The use of unauthorised software is prohibited. In the event of unauthorised software being discovered it will be removed from the workstation immediately. - Data may only be transferred for the purposes determined in the Organisation’s data protection policy. - All removable media from external sources must be virus checked before they are used within the Organisation. - All hard copies and encrypted removable media removed from the premises containing client information must be adequately protected. Any loss of information needs to be reported immediately for incident management and to mitigate risk. - Passwords must consist of a mixture of at least 8 alphanumeric characters and must be changed every 30 days and must be unique. - Workstation configurations may only be changed by IT Partner staff. - The physical security of computer equipment will conform to recognised loss prevention guidelines. - To prevent the loss of availability of I.T. resources measures must be taken to backup data, applications and the configurations of all workstations. - A business continuity plan will be tested on a regular basis. ### Virus Protection 1. 1. - The IT Partner will have available up to date virus scanning software for the scanning and removal of suspected viruses. - Corporate file-servers will be protected with virus scanning software. - Workstations will be protected by virus scanning software. - All workstation and server anti-virus software will be regularly updated with the latest anti-virus patches by the I.T. Department. - No removable media that is brought in from outside the Organisation is to be used until it has been scanned. - All systems will be built from original, clean master copies whose write protection has always been in place. Only original master copies will be used until virus scanning has taken place. - All removable media containing executable software (software with .EXE and .COM extensions) will be write protected wherever possible. - All demonstrations by vendors will be run on their machines and not the Organisation’s. - Shareware is not to be used, as shareware is one of the most common infection sources. If it is absolutely necessary to use shareware it must be thoroughly scanned before use. - New commercial software will be scanned before it is installed as it occasionally contains viruses. - All removable media brought in to the Organisation by external consultants or IT Partner field engineers or support personnel will be scanned by the IT Department before they are used on site. - To enable data to be recovered in the event of a virus outbreak regular backups will be taken by the I.T. Department. - Management strongly endorse the Organisation’s anti-virus policies and will make the necessary resources available to implement them. - Users will be kept informed of current procedures and policies. - Users will be notified of virus incidents. - Employees will be accountable for any breaches of the Organisation’s anti-virus policies. - Anti-virus policies and procedures will be reviewed regularly. - In the event of a possible virus infection the user must inform the IT Partner immediately. The IT Partner will then scan the infected machine and any removable media or other workstations to which the virus may have spread and eradicate it. ### Physical Security of Computer Equipment Physical Security of computer equipment will comply with the guidelines as detailed below. **Definitions** **Area** Two or more adjacent linked rooms which, for security purposes, cannot be adequately segregated in physical terms. **Computer Suite** Mainframe, minicomputer, fileserver plus all inter-connected wiring, fixed disks, telecommunication equipment, ancillary, peripheral and terminal equipment linked into the mainframe, contained within a purpose built computer suite. **Computer Equipment** All computer equipment not contained within the computer suite which will include PC’s, monitors, printers, disk drives, modems and associated and peripheral equipment. **High Risk Situation(s)** This refers to any room or area which is accessible 1. 1. - at ground floor level - at first floor level **Approved** Approved security system. **Personal Computers (PCs)** Individual computer units with their own internal processing and storage capabilities. **Intruder Alarm** An intruder alarm incorporating the following features should be installed. Installation, maintenance and monitoring by an approved company. **Protection of Signal Transmission** Unless telephone wires directly enter the protected premises underground, signalling to the Alarm Receiving Centre should be by direct line. **Location of Intruder Alarms** Detection devices should be located within the room or area and elsewhere in the premises to ensure that unauthorised access to the room or area is not possible without detection. This should include an assessment as to whether access is possible via external elevations, doors, windows and roof lights. **Walktest** A walk test of movement detectors should be undertaken on a regular basis in order to ensure that all PC’s are located within the alarm-protected area. This is necessary due to the possible ongoing changes in the position of furniture, screens and partitions, which may seriously impede the field of cover provided by existing detection devices. For any PC which is not directly covered by an intruder alarm, the processing unit should have a lockdown device. **Check Detectors** Locking personnel should ensure, as part of their normal duties at locking up time, that internal space detectors have not been individually obscured or had their field of vision restricted. **Alarm Zoning** The ability to zone the intruder alarm from the main control panel should be provided to enable authorised usage of other areas of the building outside normal hours, whilst retaining alarm detection within the room or area. **Computer Suite** 1. 1. - The computer suite should be housed in a purpose built room. - Partitions separating the room or area from adjoining rooms and corridors should be a minimum of 150mm solid non lightweight blockwork or brickwork devoid of glazing or other openings except for protected doors as defined below. - The computer suite should contain an adequate air conditioning system to provide a stable operating environment to reduce the risk of system crashes due to component failure. - No water, rain water or drainage pipes should run within or above the computer suite to reduce the risk of flooding. - Power points should be raised from the floor to allow the smooth shutdown of computer systems in case of flooding. - UPS power will be provided to the computer suite to help protect the computer systems in the case of a mains power failure. - Access to the computer suite is restricted to IT Department staff. - All contractors working within the computer suite are to be supervised at all times and the IT Department is to be notified of their presence and provided with details of all work to be carried out, at least 48 hours in advance of its commencement. ### Access Control 1. 1. - Users will only be given sufficient rights to all systems to enable them to perform their job function. User rights will be kept to a minimum at all times. - Where possible no one person will have full rights to any system. The IT Partner will control network/server passwords and system passwords will be assigned by the system administrator in the end-user department. - The system administrator will be responsible for maintaining the data integrity of the end-user department’s data and for determining end-user access rights. - Access to the network/servers and systems will be by individual username and password, or by smartcard and PIN number/biometric. - Usernames and passwords must not be shared by users. - Usernames and passwords should not be written down. - All users will have an alphanumeric password of at least 8 characters. - Passwords will expire every 30 days and must be unique. - Intruder detection will be implemented where possible. The user account will be locked after 3 incorrect attempts. - The IT Partner will be notified of all employees leaving the Organisation’s employment. The IT Partner will then remove the employees’ rights to all systems. - Network/server supervisor passwords and system supervisor passwords will be stored in a secure location in case of an emergency or disaster, for example a fire safe in the I.T. Department. - Auditing will be implemented on all systems to record login attempts/failures, successful logins and changes made to all systems. - File systems will have the maximum security implemented that is possible. Where possible users will only be given Read and Filescan rights to directories, files will be flagged as read only to prevent accidental deletion. ### **Business Continuity Plan** The following procedures shall be maintained in conjunction with the IT Partner (Current service provider): 1. 1. - Daily backup of the entire server to onsite NAS device (Retention 2 weeks). - Daily backup of the entire server to private cloud (Retention 2 weeks) - Ongoing monthly back up, January through to December (retention 12 months) - E-Mail confirmation of back up procedures to be forwarded automatically to the appropriate 21st Century and IT Partner personnel as processes are completed. - IT Partner to provide “stress test” hardware for the purpose of disaster recovery tests on a three monthly cycle. ### LAN Security **Hubs and Switches** LAN equipment, hubs, bridges, repeaters, routers and switches will be kept in secure hub rooms. Hub rooms will be kept locked at all times. Access to hub rooms will be restricted to IT Partner staff only. Other staff and contractors requiring access to hub rooms will notify the IT Partner in advance so that the necessary supervision can be arranged. **Workstations** 1. 1. - Users must logout of their workstations when they leave their workstation for any length of time. Alternatively Windows workstations may be locked. - All unused workstations must be switched off outside working hours. **Wiring** 1. 1. - All network wiring will be fully documented. - Users must not place or store any item on top of network cabling. **Monitoring Software** - - - The use of LAN analyser and packet sniffing software is restricted to the I.T. Department. - LAN analysers and packet sniffers will be securely locked up when not in use. - Intrusion detection systems will implement to detect unauthorised access to the network. **Servers** - - - All servers will be kept securely under lock and key. - Access to the system console and server disk/tape drives will be restricted to authorised IT Partner staff only. **Electrical Security** 1. 1. - All servers will be fitted with UPS’s that also condition the power supply. - All hubs, bridges, repeaters, routers, switches and other critical network equipment will also be fitted with UPS’s. - In the event of a mains power failure, the UPS’s will have sufficient power to keep the network and servers running until the generator takes over. - Software will be installed on all servers to implement an orderly shutdown in the event of a total power failure. - All UPS’s will be tested periodically. **Inventory Management** 1. 1. - The IT Partner will keep a full inventory of all computer equipment and software in use throughout the Company. This needs to be done via an inventory application - Computer hardware and software audits will be carried out periodically via the use of a desktop inventory package. These audits will be used to track unauthorised copies of software and unauthorised changes to hardware and software configurations. **Server Specific Security** This section applies to Windows servers. 1. 1. - The operating system will be kept up to date and patched on a regular basis. - Servers will be checked daily for viruses. - Servers will be locked in a secure room. - Where appropriate the server console feature will be activated. - Remote management passwords will be different to the Admin/Administrator/root password. - Users possessing Admin/Administrator/root rights will be limited to trained members of the IT Partner staff only. - Use of the Admin/Administrator/root accounts will be kept to a minimum. - Assigning security equivalences that give one user the same access rights as another user will be avoided where possible. - Users’ access to data and applications will be limited by the access control features. - Intruder detection and lockout will be enabled. - The system auditing facilities will be enabled. - Users must logout or lock their workstations when they leave their workstation for any length of time. - All unused workstations must be switched off outside working hours. - All accounts will be assigned a password of a minimum of 8 characters. - Users will change their passwords every 30 days. - Unique passwords will be used. - The number of grace logins will be limited to 3. - The number of concurrent connections will be limited to 2. - In certain areas users will be restricted to logging in to specified workstations only. **Wide Area Network Security** 1. 1. - Wireless LAN’s will make use of the most secure encryption and authentication facilities available. - Users will not install their own wireless equipment under any circumstances. - Dial-in modems will not be used if at all possible. If a modem must be used dial-back modems should be used. A secure VPN tunnel is the preferred option. - Modems will not be used by users without first notifying the IT Partner and obtaining their approval. - Where dial-in modems are used, the modem will be unplugged from the telephone network and the access software disabled when not in use. - Modems will only be used where necessary, in normal circumstances all communications should pass through the Organisation’s router and firewall. - Where leased lines are used, the associated channel service units will be locked up to prevent access to their monitoring ports. - All bridges, routers and gateways will be kept locked up in secure areas. - Unnecessary protocols will be removed from routers. - The preferred method of connection to outside Organisations is by a secure VPN connection, using IPSEC. - All connections made to the Organisation’s network by outside organisations will be logged. **TCP/IP and Internet Security** 1. 1. - Permanent connections to the Internet will be via the means of a firewall to regulate network traffic. - Permanent connections to other external networks, for offsite processing etc., will be via the means of a firewall to regulate network traffic. - Network equipment will be configured to close inactive sessions. - All incoming e-mail will be scanned by the Organisation’s e-mail content scanner. ### Glossary **Access Control** The process of limiting access to the resources of a system only to authorised programs, processes, or other systems. **Audit Trail** A chronological record of system activities that is sufficient to enable the reconstruction, reviewing, and examination of the sequence of environments and activities surrounding or leading to an operation, a procedure, or an event in a transaction from its inception to final results. **Authenticate** To verify the identity of a user, device, or other entity in a computer system, often as a prerequisite to allowing access to resources in a system. **Authorisation** The granting of access rights to a user, program, or process. **Discretionary Access Control** A means of restricting access to objects based upon the identity and need to know of the user, process, and/or groups to which they belong. **File Security** The means by which access to computer files is limited to authorised users only. **Firewall** A device and/or software that prevents unauthorised and improper transit of access and information from one network to another. **Ftp** File transfer protocol. Protocol that allows files to be transferred using TCP/IP. **Hub** Network device for repeating network packets of information around the network. **Identification** The process that enables recognition of an entity by a system, generally by the use of unique machine-readable user names. **Internet** Worldwide information service, consisting of computers around the globe linked together by telephone cables. **LAN Analyzer** Device for monitoring and analysing network traffic. Typically used to monitor network traffic levels. Sophisticated analysers can decode network packets to see what information has been sent. **Laptop** Small portable computer. **Mandatory Access Control** A means of restricting access to objects based upon the sensitivity of the information contained in the objects and the formal authorisation of subjects to access information of such sensitivity. **Modem** Device which allows a computer to send data down the telephone network. **Password** A protected, private character string used to authenticate an identity. **Shareware** Software for which there is no charge, but a registration fee is payable if the user decides to use the software. Often downloaded from the Internet or available from PC magazines. Normally not that very well written and often adversely effects other software. **Telnet** Protocol that allows a device to login in to a Windows host using a terminal session. **UPS** Uninteruptable power supply. Device containing batteries that protects electrical equipment from surges in the mains power and acts as a temporary source of power in the event of a mains failure. **Username** A unique symbol or character string that is used by a system to identify a specific user. **Virus** Computer software that replicates itself and often corrupts computer programs and data. ### Closing The information contained in this document illustrates 21st Century’s commitment to the protection of its client as well as its commitment to complying with the POPI Act as set out by the Information Regulator. **Submitted on behalf of 21st Century** ##### **Bryden Morton** **Executive Director (Information Officer)** ##### Chris Blair **Executive Officer** ### **Appendix A** **Electronic Mail Acceptable Use Policy** **User Responsibilities** These guidelines are intended to help you make the best use of the electronic mail facilities at your disposal. You should understand the following. The Organisation provides electronic mail to staff to enable them to communicate effectively and efficiently with other members of staff, other companies and partner organisations. When using the Organisation’s electronic mail facilities you should comply with the following guidelines. **DO:** 1. 1. - Do check your electronic mail daily to see if you have any messages. - Do include a meaningful subject line in your message. - Do check the address line before sending a message and check you are sending it to the right person. - Do delete or archive electronic mail messages when they are no longer required. - Do respect the legal protections to data and software provided by copyright and licenses. - Do take care not to express views, which could be regarded as defamatory or libellous. **DO NOT:** 1. 1. - Do not print electronic mail messages unless absolutely necessary. - Do not expect an immediate reply, the recipient might not be at their computer or could be too busy to reply straight away. - Do not forward electronic mail messages sent to you personally to others, particularly nnewsgroups or mailing lists, without the permission of the originator. - Do not use excessive electronic mail for personal reasons. - Do not send excessively large electronic mail messages or attachments. - Do not send unnecessary messages such as festive greetings or other non-work items by electronic mail, particularly to several people. - Do not participate in chain or pyramid messages or similar schemes. - Do not represent yourself as another person. - Do not use electronic mail to send or forward material that could be construed as confidential, political, obscene, threatening, offensive or libellous. **Please note the following:** 1. 1. - All electronic mail activity is monitored and logged. - All electronic mail coming into or leaving the Organisation is scanned for viruses. - All the content of electronic mail is scanned for offensive material. - If you are in any doubt about an issue affecting the use of electronic mail you should consult the I.T. Department. - Any breach of the Organisation’s Electronic Mail Acceptable Use Policy may lead to disciplinary action. ### Appendix **B** **Internet Acceptable Use Policy** **User Responsibilities** These guidelines are intended to help you make the best use of the Internet resources at your disposal. You should understand the following. 1. The Organisation provides Internet access to staff to assist them in carrying out their duties for the Company. It is envisaged that it will be used to lookup details about suppliers, products, to access government information and other statutory information. It should be used for personal reasons in a responsible manner. 2. You may only access the Internet by using the Organisation’s content scanning software, firewall and router. When using the Organisation’s Internet access facilities you should comply with the following guidelines: **DO:** 1. 1. - Do check that any information you access on the Internet is accurate, complete and current. - Do check the validity of the information found. - Do respect the legal protections to data and software provided by copyright and licenses. - Do inform the IT Partner immediately of any unusual occurrence. **DO NOT:** 1. 1. - Do not download text or images which contain material of a pornographic, racist or extreme political nature, or which incites violence, hatred or any illegal activity. - Do not download content from Internet sites unless it is work related. - Do not download software from the Internet and install it upon the Organisation’s computer equipment. - Do not use the Organisation’s computers to make unauthorised entry into any other computer or network. - Do not disrupt or interfere with other computers or network users, services, or equipment. - Do not represent yourself as another person. - Do not use Internet access to transmit confidential, political, obscene, threatening, or harassing materials. **Please note the following:** 1. 1. - All activity on the Internet is monitored and logged. - All material viewed is scanned for viruses. - All the content viewed is scanned for offensive material. - If you are in any doubt about an issue affecting Internet Access you should consult the I.T. Department. - Any breach of the Organisation’s Internet Acceptable Use Policy may lead to disciplinary action. ### Appendix **C** **Remote Access Security Policy** **Wireless Access** Where the network is accessed remotely via wireless, appropriate wireless security standards will be used. 1. 1. - Wired Equivalency Protocol (WEP) will be used as standard on Wi-Fi connections. - A WEP encryption key will be used. - The network will be configured not to advertise its presence. - The power of access points will be turned down to a minimum that still allows the access point to function. - Due to the possibility of cracking Wireless Encryption Protocol using sniffing software such as AirSnort all wireless access points will be outside the firewall. - Wi-Fi Protected Access (WPA) will be used where it is available. **Secure Access via VPN** Access from remote users to the corporate network will be via secure IPSEC VPN connections only. This is necessary to secure the connection from the remote device to the corporate network. **Prevention of Data Loss** 1. 1. - All laptops and PDA’s that are taken off site will have the following security configured, to prevent data loss in the event of theft. - The hardware password will be enabled if available. - All corporate data on the laptop or PDA will be encrypted using appropriate encryption software. - Sensitive documents will be accessed remotely and not downloaded to the laptop or PDA. **Remote Device Protection** 1. 1. - To prevent remote PC’s, laptops, PDA’s etc from compromising the corporate network, security software will be installed on the devices. - Firewall software will be installed on the devices to prevent them from being compromised by trojans and back door software. - Anti-virus software configured to automatically download the latest virus signatures will be installed and utilised. **Blue Tooth** To prevent Bluetooth enabled devices from being attacked and compromised the Bluetooth connections on mobile phones, PDA’s and laptops will be disabled where appropriate. This is to prevent bluejacking, SNARF and backdoor attacks. **Standard Devices & Configurations** Devices that are used to access the network remotely, must meet the minimum standard for supported web browsers and operating systems, that is current at the time of access. ### Appendix **D** **Choosing a Secure Password** **User Responsibilities** In order to make it harder for people to guess your passwords please keep in mind the following advice: 1. - Don’t use dictionary words – All real words are easy to guess. Avoid using any words, words in foreign languages, swear words, slang, names, nicknames, etc. - The names of family, friends and partners, anniversary dates, car registrations and telephone numbers are the first thing potential crackers will try when guessing your passwords. - Instead try to pick acronyms, mnemonics, random letters, etc., or insert non-alphabetic characters in the middle of the word, replace letters with numbers (‘o’ to zero, I to 1, E to 3), etc. - Use a mIxTuRe of UPPER and lower case on case sensitive systems - You must include a number (0-9) somewhere in the password. Try to fit this in somewhere inside whatever letters you choose, instead of at the end or beginning of the password. - If possible include a symbol (£$%&^\*+=) somewhere in the password. - When changing passwords, change more than just the number: perhaps move its position within the password, add or subtract letters, change capitalisation, etc. - However, choose something you can remember. This is very important; it is no good having a password like “h498cj3t34” if you have it written on a Post-It Note stuck to your monitor! If you must have a reminder or hint, use something cryptic that only you can understand. - Never tell anyone else your password or allow them to log in as you. Avoid telling anyone your password on the telephone, hackers often ring up pretending to be from the Information Technology Department and ask for your password. If it is necessary to provide your password to someone else to allow a fault to be fixed, ensure that they are genuine members of Information Technology Department first. - Try to avoid letting other people watch you key your password in. Choose something that is not easy to guess from watching, like “qwerty12345”. --- ### [Privacy Policy](https://www.21century.co.za/privacy-policy/) **Published:** July 19, 2021 **Author:** nigel **Content:** # Privacy Policy ### POPI Compliance ### Purpose of Non-Disclosure Agreements Non-Disclosure agreements are agreements regarding confidential information received by 21st Century from time to time when consulting work is going to be procured from a client. These agreements bind 21st Century and the client in terms of what confidential information can/cannot be disclosed, the security of confidential information and what happens to the confidential information after the consulting work has been rendered. An NDA may also be specific to prohibiting disclosure of the specific project work with the client. ### POPI POPI is the Protection of Personal Information Act 4 of 2013. POPI has been assented to by the President which means the President has passed it as a law however it is not effective unless the President proclaims sections or the whole of POPI into operation. This means that at different times the President will publish in the Government Gazette that from this date forward these sections will be in force to be complied with. The more personal information a business processes the more POPI will apply. ### Exclusions **Exclusions refers to when POPI does not apply. POPI does not apply to** - Sending holiday cards. - Processing any personal information that has been de-identified (that has been deleted and cannot be identified anymore). - The SAPS investigating crime. - Journalists, authors and artists freely expressing themselves. - Processing of information by Cabinet, its Committees, Executive Council of a province, judicial functions of a court. ### Personal Information **In terms of POPI, personal information applies to both natural and juristic persons (companies/organisations/entities). Examples of personal information are:** - Identity and/or passport number - Date of birth and age - Phone number/s (including mobile phone number) - Email address/es - Online/Instant messaging identifiers - Physical address - Gender, Race and Ethnic origin - Photos, voice recordings, video footage (also CCTV), biometric data - Marital/Relationship status and Family relations - Criminal record - Private correspondence - Religious or philosophical beliefs including personal and political opinions - Employment history and salary information - Financial information - Education information - Physical and mental health information including medical history, blood type, details on your sex life - Membership to organisations/unions ### Processing of personal information **Processing means operation or activity or a set of operations whether or not by automatic means and includes:** - collection, receipt, recording, organisation, collation, storage, updating, modification, retrieval, alteration, consultation, use - dissemination by means of transmission, distribution, available in any other form - merging, linking, restricting, degradation, erasure, destruction of information **21st Century only provides processed information to clients and under no circumstances will client data be shared with any third party.** ### Eight Principles of POPI – How it applies to 21st Century - **Accountability**: Demonstrate that 21st Century is complying with the conditions for the lawful processing of information. 21st Century ensures the quality of its data via a stringent validation process with every client and an annual data audit process conducted by our current external auditor. All employee data is de-identified so that the employee cannot be traced. In addition to this 21st Century only hosts results on the Reward Online website. No employee data is stored on the website and no data (only processed results) will be shared with any third party - **Processing limitations**: Process information in a reasonable manner which does not infringe on the right to privacy of the natural person. All data is de-identified to ensure that the data is not traceable back to the data subject. 21st Century deliberately does not ask for our clients’ employees’ ID numbers, contact details etc as these details are beyond the requirements of the analysis that we perform. - **Purpose specification**: Collect information for an explicit and specific purpose which relates to the function or activity to what 21st Century does. 21st Century will only request data that is relevant to the project for which 21st Century has been contracted. This data may be added to the 21st Century database for research purposes and 21st Century complies with all requirements for using data for research purposes. - **Further processing limitation**: if 21st Century requires that the data is further processed, the further processing must comply with the original purpose for which the information was collected. Should additional data be requested for this work then 21st Century will request the appropriate data that is fit for purpose. - **Information quality:** 21st Century ensures that the information collected is complete, accurate and updated, where necessary. 21st Century has a multi-layered validation which starts upon data receipt and continues throughout the project until its completion. Any data that appears to be incorrect is queried with the client and corrected before it can be considered fit for purpose. 21st Century has its data externally audited on an annual basis by our current external auditor. - **Openness:** 21st Century must maintain all the processing operations under its control in line with the standards as contained the Promotion of Access to Information Act, No 2 of 2000. 21st Century’s methodology and the auditing thereof is contained within the audit letter provided by our current external auditor. - **Security safeguards**: 21st Century must implement appropriate security measures which will maintain the integrity and confidentiality of personal information (Full detail contained within the IT security policy). This is done throughout the organisation at various levels. All data is secured within our servers which are hosted by a reputable service provider who applies the appropriate security protocols to the server and hence data. The Reward Online website has SSL security certification and contains only processed results and not individual’s data. - **Participation**: a natural person, who provides adequate proof of identity, is entitled to request that 21st Century confirm whether they hold any personal information of the natural person. The natural person is further entitled to request that 21st Century provide a record of the personal information held and information regarding the identity of any third parties who have had access to such a record. ### Collecting and Recording Personal Information **When personal information is collected from a data subject 21st Century:** - may only collect personal information directly from the data subject (the owner, in this case the employer). - must inform data subject when they are about to collect personal information and obtain your consent. - must have a good enough reason for collecting this information, i.e. it must be something they need in order to fulfil their obligations and/or deliver a service to you. - must provide adequate disclosure (transparency) on the purpose and intended use of this information. - may only share this information with authorised parties (also applies to colleagues). ### Access to Personal Information **Companies have a right to ask 21st Century if we hold any personal information about them and 21st Century must confirm or deny this, free of charge. 21st Century upon request from companies will need to provide companies with a record or description of personal information held by 21st Century including information of third parties that may have access to the requesting companies’ personal information. 21st century must provide this information:** - within a reasonable time; - at a prescribed fee (if any); - in a reasonable manner and format; and - in a form that is generally understandable. ### Ensuring Quality Information **To ensure quality information, 21st Century must maintain our records; take reasonable practical steps that the information is complete, accurate, not misleading and updated. Our systems must be updated to record information captured when it was last updated and when it was confirmed by the owner. 21st Century’s data audit process and all associated controls that have been built in, ensure that our data is of the highest possible quality**. ### Direct Marketing **POPI does not prevent marketing to new customers or marketing new products to existing customers or direct marketing; however, consent from the owner of personal information and involving them is key. The following rules apply when using direct marketing:** - You must identify yourself, or the person on whose behalf the communication is being made, as well as provide contact details on where the person may request that your communication be stopped. - You may not contact someone unless they have first consented to being contacted via electronic communication. - You may contact someone only once to obtain their consent, as long as they have not previously withheld their consent. - Only for the purpose of direct marketing of the responsible party’s own similar products or services. - Providing customers with a reasonable opportunity to object to the communication in a manner that is free of unnecessary formality (easy) and also free of charge. ### Disclosure and Notification **When securing clients’ information has failed and there has been a security breach or the information has been disclosed one way or another when it should not have been disclosed then this should be communicated to the owner of personal information as follows:** - a letter mailed to the last known physical or postal address - an e-mail sent to their last known e-mail address - communication placed in a prominent position on the website of the responsible party - published in the news media, or - as may be directed by the Regulator ### Complaints Process **A complaints process is useful when clients accuse 21st Century of disclosing personal information when it should not have been disclosed or not safeguarding/ securing personal information. It would be in our interests to prepare and maintain the following documentation which would nevertheless be required by the Regulator if the accusation by the client is being investigated**: - an information register that acts as a single point of reference to all client’s personal information including access permissions that may apply - systems architecture document (including software applications used, associated permissions, etc.) - policies and procedures relating to personal information as well as how we enforce them (this should e.g. address the use of “USB memory sticks”, username/password rules, remote access, protection of data copied onto laptops or phones, security updates, backups, etc.) - security events register (indicating dates and times of security threats and breaches on e.g. the firewall, events of theft of laptops/PC’s, tablets and mobile phones including data that was on it, etc.) - an easy to understand audit trail indicating access to and changes to personal information ### Safeguarding Data **21st Century is expected to “identify all reasonably foreseeable internal and external risks to personal information in its possession or under its control”. This casts the net very wide in terms of identifying risks. This includes actions of staff and foreseeable events like theft. 21st Century must therefore ensure data is safeguarded in the following areas:** - People - Process (Operations) - Technology - Software as a service and service providers of software - Public and Private Cloud **As detailed within the IT security policy, all reasonable steps have been taken to safeguard information collected by 21st Century. The Data Committee continually scans the horizon for any foreseeable risks and recommends action if a risk is identified.** ### Retention and Restriction of Records **In terms of POPI personal information should not be retained longer than it is necessary for achieving the purpose for which the information was processed. POPI however will not supersede other legislation requiring the personal information to be kept longer such as our employee’s tax information. 21st Century removes data from its research database as soon as it is no longer relevant for the research being conducted.** ### Closing **The information contained in this document illustrates 21st Century’s commitment to the protection of its client as well as its commitment to complying with the POPI Act as set out by the Information Regulator.** **Submitted on behalf of 21st Century** #### Bryden Morton **Executive Director (Information Officer)** #### Chris Blair **Chief Executive Officer** --- ## Categories ### [Radio Interviews](https://www.21century.co.za/category/research-hub/radio-interviews/) --- ### [Insights](https://www.21century.co.za/category/research-hub/insights/) --- ### [Research Hub](https://www.21century.co.za/category/research-hub/) --- ## Tags ### [unemployment](https://www.21century.co.za/tag/unemployment/) --- ### [employee engagement](https://www.21century.co.za/tag/employee-engagement/) --- ### [performance management](https://www.21century.co.za/tag/performance-management/) --- ### [salary increases](https://www.21century.co.za/tag/salary-increases/) --- ### [pay equity](https://www.21century.co.za/tag/pay-equity/) --- ### [Executive pay](https://www.21century.co.za/tag/executive-pay/) --- ### [variable pay](https://www.21century.co.za/tag/variable-pay/) --- ### [King IV](https://www.21century.co.za/tag/king-iv/) --- ### [EVP](https://www.21century.co.za/tag/evp/) --- ### [cost of living](https://www.21century.co.za/tag/cost-of-living/) --- ### [leadership](https://www.21century.co.za/tag/leadership/) --- ### [total reward](https://www.21century.co.za/tag/total-reward/) --- ### [executive remuneration](https://www.21century.co.za/tag/executive-remuneration/) --- ### [REMCOM](https://www.21century.co.za/tag/remcom/) --- ### [human capital](https://www.21century.co.za/tag/human-capital/) --- ### [governance](https://www.21century.co.za/tag/governance/) --- ### [HR](https://www.21century.co.za/tag/hr/) --- ### [ESG metrics](https://www.21century.co.za/tag/esg-metrics/) --- ### [remuneration governance](https://www.21century.co.za/tag/remuneration-governance/) --- ### [hybrid work](https://www.21century.co.za/tag/hybrid-work/) --- ### [annual leave](https://www.21century.co.za/tag/annual-leave/) --- ### [AI in HR](https://www.21century.co.za/tag/ai-in-hr/) --- ### [leadership transition](https://www.21century.co.za/tag/leadership-transition/) --- ### [GDP growth](https://www.21century.co.za/tag/gdp-growth/) --- ### [unengaged employees](https://www.21century.co.za/tag/unengaged-employees/) --- ### [interview](https://www.21century.co.za/tag/interview/) --- ### [headline inflation](https://www.21century.co.za/tag/headline-inflation/) --- ### [CPI](https://www.21century.co.za/tag/cpi/) --- ### [inflation rate](https://www.21century.co.za/tag/inflation-rate/) --- ### [budget](https://www.21century.co.za/tag/budget/) --- ### [interest payments](https://www.21century.co.za/tag/interest-payments/) --- ### [VAT](https://www.21century.co.za/tag/vat/) --- ### [tax incentives](https://www.21century.co.za/tag/tax-incentives/) --- ### [global workforce trends](https://www.21century.co.za/tag/global-workforce-trends/) --- ### [employee wellbeing](https://www.21century.co.za/tag/employee-wellbeing/) --- ### [mental health](https://www.21century.co.za/tag/mental-health/) --- ### [year-end stress](https://www.21century.co.za/tag/year-end-stress/) --- ### [work-life balance](https://www.21century.co.za/tag/work-life-balance/) --- ### [HR strategy](https://www.21century.co.za/tag/hr-strategy/) --- ### [South Africa](https://www.21century.co.za/tag/south-africa/) --- ### [workplace burnout](https://www.21century.co.za/tag/workplace-burnout/) --- ### [burnout prevention](https://www.21century.co.za/tag/burnout-prevention/) --- ### [total reward strategy](https://www.21century.co.za/tag/total-reward-strategy/) --- ### [pay transparency](https://www.21century.co.za/tag/pay-transparency/) --- ### [deepfake fraud](https://www.21century.co.za/tag/deepfake-fraud/) --- ### [future of work](https://www.21century.co.za/tag/future-of-work/) --- ### [middle management disruption](https://www.21century.co.za/tag/middle-management-disruption/) --- ### [return to office](https://www.21century.co.za/tag/return-to-office/) --- ### [workplace flexibility](https://www.21century.co.za/tag/workplace-flexibility/) --- ### [employee retention](https://www.21century.co.za/tag/employee-retention/) --- ### [workforce strategy](https://www.21century.co.za/tag/workforce-strategy/) --- ### [commuting costs](https://www.21century.co.za/tag/commuting-costs/) --- ### [labour law](https://www.21century.co.za/tag/labour-law/) --- ### [reward integrity](https://www.21century.co.za/tag/reward-integrity/) --- ### [KPI design](https://www.21century.co.za/tag/kpi-design/) --- ### [pay for results](https://www.21century.co.za/tag/pay-for-results/) --- ### [incentive governance](https://www.21century.co.za/tag/incentive-governance/) --- ### [REMCO](https://www.21century.co.za/tag/remco/) --- ### [STI](https://www.21century.co.za/tag/sti/) --- ### [LTI](https://www.21century.co.za/tag/lti/) --- ### [pay gap reporting](https://www.21century.co.za/tag/pay-gap-reporting/) --- ### [JSE](https://www.21century.co.za/tag/jse/) --- ### [ESG remuneration](https://www.21century.co.za/tag/esg-remuneration/) --- ### [CEO succession](https://www.21century.co.za/tag/ceo-succession/) --- ### [self-awareness](https://www.21century.co.za/tag/self-awareness/) --- ### [Exco](https://www.21century.co.za/tag/exco/) --- ### [executive coaching](https://www.21century.co.za/tag/executive-coaching/) --- ### [organisational culture](https://www.21century.co.za/tag/organisational-culture/) --- ### [board governance](https://www.21century.co.za/tag/board-governance/) --- ### [AGM](https://www.21century.co.za/tag/agm/) --- ### [shareholder activism](https://www.21century.co.za/tag/shareholder-activism/) --- ### [gender pay gap](https://www.21century.co.za/tag/gender-pay-gap/) --- ### [remuneration disclosure](https://www.21century.co.za/tag/remuneration-disclosure/) --- ### [performance evaluation](https://www.21century.co.za/tag/performance-evaluation/) --- ### [behavioural assessment](https://www.21century.co.za/tag/behavioural-assessment/) --- ### [values alignment](https://www.21century.co.za/tag/values-alignment/) --- ### [performance systems](https://www.21century.co.za/tag/performance-systems/) --- ### [people management](https://www.21century.co.za/tag/people-management/) --- ### [behavioural indicators](https://www.21century.co.za/tag/behavioural-indicators/) --- ### [values operationalisation](https://www.21century.co.za/tag/values-operationalisation/) --- ### [performance evaluation framework](https://www.21century.co.za/tag/performance-evaluation-framework/) --- ### [HR design](https://www.21century.co.za/tag/hr-design/) --- ### [observable behaviour](https://www.21century.co.za/tag/observable-behaviour/) --- ### [managerial judgement](https://www.21century.co.za/tag/managerial-judgement/) --- ### [performance criteria](https://www.21century.co.za/tag/performance-criteria/) --- ### [organisational design](https://www.21century.co.za/tag/organisational-design/) --- ### [consistency](https://www.21century.co.za/tag/consistency/) --- ### [performance calibration](https://www.21century.co.za/tag/performance-calibration/) --- ### [consistent evaluation](https://www.21century.co.za/tag/consistent-evaluation/) --- ### [performance fairness](https://www.21century.co.za/tag/performance-fairness/) --- ### [behavioural evaluation](https://www.21century.co.za/tag/behavioural-evaluation/) --- ### [cognitive bias](https://www.21century.co.za/tag/cognitive-bias/) --- ### [performance assessment](https://www.21century.co.za/tag/performance-assessment/) --- ### [organisational behaviour](https://www.21century.co.za/tag/organisational-behaviour/) --- ## Groups ### [group1](https://www.21century.co.za/themefusion_es_groups/group1/) ---