Post-acquisition, a buyer should regularly monitor BEE scorecard metrics, implement policies to maintain ownership, management, and procurement compliance, engage employees in transformation initiatives, and ensure ongoing reporting and audits. This helps sustain BEE status and preserves business value with stakeholders.

After an acquisition, managing B-BBEE compliance can feel like walking a tightrope you want to protect the deal’s value while doing right by people and policy. The buyer’s first strategic step is to assess the post-deal BEE scorecard early, understanding how ownership, management control, skills development, procurement, and enterprise development will be affected by the new structure. From there, it’s crucial to protect or restructure black ownership carefully, maintain meaningful participation at board and management level, and keep funding commitments to BEE partners realistic and sustainable. Buyers also need to align procurement and supplier strategies, invest consistently in skills development, and communicate openly with BEE partners and employees to build trust and avoid surprises. When handled with intention and empathy, BEE becomes less of a compliance burden and more of a long-term value and credibility driver for the business.

Post-acquisition, a buyer should integrate BEE goals into governance and HR policies, ensuring ownership, management, skills development, and supplier practices align with compliance. Regular scorecard monitoring and audits help track progress, while engaging employees and stakeholders fosters sustainable empowerment. Proactive management maintains credibility and maximizes business value.