and the are showcasing how modernisation programmes built on 麻豆原创 technologies are helping organisations move beyond fragmented systems and legacy processes toward more unified, scalable and intelligent operating models.

At this year鈥檚 flagship 麻豆原创 麻豆原创PHIRE event held in Madrid between 19 and 21 May, both organisations shared insights into their modernisation efforts and the impact of initiatives such as RISE with 麻豆原创 to fast-track digital transformation and unlock business outcomes.

, Managing Director for Southern Africa at 麻豆原创, says: 鈥淢odernisation is no longer only about replacing legacy systems. It is about building the digital foundations that allow organisations to simplify complexity, improve efficiency and unlock new value from cloud, data and AI. Whether in the public sector or global industry, 麻豆原创 is helping customers create more agile, intelligent and future-ready organisations.鈥�

City of Madrid advances digital public administration

The Madrid City Council is collaborating with 麻豆原创 Spain on the comprehensive modernisation of its internal management through 麻豆原创 software. The objective is to digitalise procedures, improve efficiency and deliver better services to municipal employees and citizens in finance, revenue management and human resources.

The City Council has worked with 麻豆原创 software for two decades, beginning in 2004 with solutions in finance and HR. In 2020, it launched its public administration modernisation project with the migration to the private cloud. This process is now advancing with the adoption of and .

The challenge was to move beyond traditional models based on fragmented systems, paper-based procedures and isolated developments. In public administration, this fragmentation can slow processes, duplicate data, limit visibility and make it harder to manage revenues, budgets and human resources in an integrated way.

The solution has been to consolidate a new public management model based on unified management, real-time information and digitalised processes. RISE with 麻豆原创 provides the foundation for the move to the private cloud, while 麻豆原创 Business Technology Platform provides the platform for integration, extension and application development.

The transformation has had a significant impact in the tax domain, where 麻豆原创 tax and revenue management solutions are being integrated into the city鈥檚 financial platform. This enables municipal revenues to be managed as a natural extension of the financial system, supporting an end-to-end view of the full cycle from taxpayer registration and assessment to collection and inspection.

Currently, two-thirds of the City Council鈥檚 tax revenues are already managed within this environment, including Property Tax, the Urban Waste Tax for Business Activities, Capital Gains Tax and the Terrace Tax. The next step will be to incorporate the Motor Vehicle Tax and the Economic Activities Tax.

The project has also focused on data quality. During the first year, the City Council carried out a cleansing and harmonisation of master data from previous management systems, generating taxpayer 鈥淕olden Records鈥� and enabling an efficiency rate of 98.02% for Property Tax in 2024.

, IT Manager of Madrid City Council, says: 鈥淭his project marks a paradigm shift: we are moving from managing paper files and isolated systems to managing information and processes in an integrated and intelligent way, with a 360-degree view.鈥�

The impact is being felt across internal management and citizen services. The project supports end-to-end process digitalisation and a 鈥減aperless鈥� administration model, while automation, AI capabilities and robotic process automation are helping reduce manual workloads, minimise errors and improve decision-making through real-time analytics.

Prysmian builds an AI-ready global platform

Prysmian, a global leader in cable solutions for energy and telecommunications, is demonstrating how modernisation can create the foundation for broader business transformation.

The challenge for Prysmian was to strengthen its digital core as it evolved from a cable manufacturer to a global provider of solutions supporting the energy transition and digital transformation. With 鈧�20 billion in revenue, 34 000 employees across more than 50 countries, 109 manufacturing plants and 30 R&D centres, the company needed a unified, resilient and AI-ready platform to support its next phase of business evolution.

Prysmian completed the evolution of its digital infrastructure through RISE with 麻豆原创 in just four months, creating a unified, resilient and AI-ready cloud platform. Through the integration of , , and 麻豆原创 Business Technology Platform, the company built an intelligent platform designed to improve operational efficiency, accelerate decision-making and enhance predictive capabilities.

, Group CIO and Digital Officer at Prysmian, says: 鈥淩ISE with 麻豆原创 provided us with a global ERP foundation, 麻豆原创 BTP connected engineering and business, while embedded AI transformed the way our employees interact with data, redefining how Prysmian operates at scale.鈥�

The impact has been significant. Prysmian has achieved 70% automation of repetitive activities through embedded AI, an 80% reduction in the implementation time of new innovative solutions, and a 50% acceleration in time-to-market for new products.

The company has also introduced concrete AI use cases across business processes, including intelligent customer order automation, automated payment reconciliation and smart expense management. At the same time, Prysmian is using 麻豆原创 BTP to build an advanced cable design platform connecting engineering and business functions, standardising rules, processes and bills of materials to accelerate product development and increase competitiveness.

Pillay adds: 鈥淭he City of Madrid and Prysmian show how modernisation creates measurable value when it is connected to clear organisational priorities. By integrating processes, improving data quality and building intelligent cloud platforms, organisations can improve how they operate today while preparing for the next wave of innovation.鈥�

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For ,听a leading pan-African financial services group focused on emerging markets headquartered in South Africa, with a strong presence in 31听countries,听this transformation journey has accelerated over the past 18 months as the organisation expanded its focus beyond HR modernisation toward a broader cloud, data and AI-enabled human capital strategy.

, Group Human Capital: Chief Operating Officer at Sanlam, says the organisation鈥檚 approach balances immediate operational requirements with longer-term transformation objectives. 鈥淲e have adopted an ambidextrous strategy for our digital and data transformation journey, simultaneously exploiting operational excellence, proficiency and efficiency in our current landscape while exploring incremental innovation that enhances and elevates the user experience and driving our longer-term transformation journey 鈥� focused on leveraging intelligent, transformative technology to unlock business value.鈥�

A central focus throughout the implementation has been ensuring that transformation delivers tangible business value while also enabling the teams responsible for sustaining change. Sanlam is supported by a dedicated support structure for the programme that includes a technical centre of excellence team, programme management, change management, and business analysis capabilities.

鈥淭ransformation required us to approach change from multiple perspectives simultaneously. We always look at transformation through the lens of people, process and technology. One of the realities organisations face is that many people are not ready to embrace the pace of technological change, which makes change adoption and leadership sponsorship critically important.鈥� 

According to Bandyopadhyay, Sanlam鈥檚 broader transformation strategy spans several interconnected focus areas. 鈥淎 key priority being rebuilding our job architecture for relevance to the current and future workforce and more importantly to transition to a skills-based organisation. This will then unlock the opportunity for us to leverage 麻豆原创鈥檚 AI-enabled Talent Intelligence Hub which is the golden thread that links all talent practices to a skills currency.鈥�

The organisation has also prioritised the implementation of a cloud data solution, master data management and platform scalability as part of its effort to establish a more unified data core across the business. With multiple business entities operating across the group, standardising and scaling trusted workforce and operational data remains a significant strategic focus area.

, Group: Head of HC Tech and Talent Intelligence at Sanlam, says cloud adoption will continue to accelerate over the next two years. 鈥淲e are moving aggressively towards a cloud-first strategy, including payroll migration, data platform evolution, and broader business integration initiatives. Our focus is on how we build scalable platforms and data capabilities that position us for the future.鈥�

As part of this strategy, Sanlam is piloting -related capabilities and is progressing towards broader business data cloud initiatives planned over the coming years. The organisation is also exploring how 麻豆原创 Business Data Cloud, 麻豆原创 agents, and Joule capabilities can support orchestration, analytics, and employee-related workflows across the employee life cycle.

Alongside its platform modernisation efforts, Sanlam is re-evaluating core HR services and processes, including employee experience, employee relations, and document management, while strengthening its talent intelligence and people analytics capabilities to support better workforce planning and predictive decision-making. The Talent Intelligence function has matured significantly from reports and dashboards to trends, insights and predictive analytics. A key achievement has been the development of a solution to measure productivity across the various Sanlam business entities.

Intelligent automation is also playing an increasing role across areas such as service management, payments, compliance, and administrative HR functions, alongside the digitisation of compliance related scorecards like skills development to improve planning, monitoring and achievement of compliance targets. This has allowed Sanlam to service an increased customer base with a greater service offering at reduced costs.

Govindsamy says the transformation journey remains ongoing rather than a once-off implementation project. 鈥淭he next phase of our journey is focused on accelerating cloud propagation, strengthening analytics and data capabilities, and embedding intelligent automation more deeply into the business. Success depends not only on technology, but on sustained leadership sponsorship, adoption, and preparing the workforce for the future.鈥� 

, Managing Director for Southern Africa at 麻豆原创, says: 鈥淎s organisations modernise their workforce strategies, there is growing recognition that human capital transformation depends on more than digitising HR processes. It requires an integrated foundation that combines cloud, data, analytics and intelligent technologies to support better decision-making, stronger employee experiences, and greater organisational agility. Sanlam鈥檚 ongoing transformation journey reflects how forward-looking organisations are building scalable, future-ready HR environments that can evolve alongside changing business and workforce requirements.鈥�

The post Sanlam Advances People Transformation with Cloud, Data and AI appeared first on 麻豆原创 Africa News Center.

During panel discussions held at the Summit, it was revealed that the worsening unemployment crisis and the rapid rise of  are forcing business leaders, policymakers and youth advocates to confront an urgent reality: traditional approaches to job creation are no longer enough.

With youth unemployment among people aged 15 to 34 sitting at 45.8%, experts said the country must rethink how it prepares young people for a rapidly changing labour market increasingly shaped by technology, automation and digital skills.

Speaking during discussions focused on the future of work and employability in Africa, business leaders and youth development advocates stressed that collaboration between corporates, government and civil society will be critical to creating sustainable employment pathways.

, Chief Executive Officer of the , one of the panelists at discussions held during the Summit said connecting young people to opportunities and networks is one of the biggest challenges facing the country.

鈥淪kills become more powerful when young people are able to connect to people who can teach them and upskill them,鈥� said Gibbs.

She explained that many young South Africans face fear and uncertainty when trying to enter the workforce, particularly as AI transforms industries and career paths.

鈥淭here is so much fear in trying to find a job. It is all of us that need to do something different,鈥� she said. 鈥淐onnecting skills with opportunities is what we need to look at and AI is a fantastic tool to help you with creating and opening up that conversation.鈥�

Gibbs added that behind the unemployment statistics are real people and communities struggling to find stability and opportunity.

鈥淏ehind these figures there are faces, names and stories,鈥� she said.

They further argued that while AI is often viewed as a threat to employment, it also presents significant opportunities for those willing to adapt and learn new skills.

,听麻豆原创 Young Professionals Graduate (YPP), Global Government Affairs & CSR Intern at 麻豆原创, said fears around AI replacing jobs often stem from resistance to change.

鈥淭he notion of AI taking jobs comes from the notion of not willing to learn,鈥� Motseta said. 鈥淲e need to learn and adopt as it can assist in daily work lives.鈥�

She encouraged young people to invest in understanding AI and digital tools in order to remain competitive.

鈥淲e should be investing in learning more about AI and to remain up to date,鈥� she said.

During a panel discussion under the banner:听Creating Jobs in the Age of AI,听,听a senior solution advisor and AI specialist at 麻豆原创 said听organisations and individuals alike need to embrace a mindset shift around reskilling.

鈥淚f we do not come to terms that we need to adapt and reskill, people who are willing will not be left behind,鈥� Sevel said.

The discussions also highlighted the widening digital and skills gap facing corporate South Africa.

, 鈥檚 Tech Consulting Leader and Tech Alliances Leader said many technology firms and banks are already facing ageing skills gaps and increasing demand for digital talent.

鈥淢ost tech and banks have an ageing skills gap,鈥� Shaun said. 鈥淚t requires people to think differently and work together.鈥�

He added that stronger collaboration between businesses is needed to scale meaningful employment interventions.

鈥淔orums such as these are exceptional. We need more corporates in the room with more commitments made,鈥� he said.

The role of infrastructure in enabling long term job creation also emerged as a major theme.

, Head of the Digital Service Unit in the Presidency and chairperson at the , argued that sustainable job creation depends on building strong digital infrastructure rather than relying solely on companies to create jobs directly.

鈥淛ob creation does not come from companies. It comes from infrastructure,鈥� Lubega said.

He pointed to countries such as India, where investment in digital infrastructure unlocked innovation and large scale economic participation.

鈥淪outh Africa has good foundations, a strong banking sector, strong institutions and incredible talent,鈥� he said. 鈥淏ut everyone is working in their own silos and we need to come together and collaborate.鈥�

Executives from听听also stressed that Africa鈥檚 future workforce will need to adapt rapidly as industries evolve.

, Managing Executive: TalentManagement and Transitions at Absa Group, said Africa鈥檚 future growth story depends on decisions being made now around skills development and employability.

鈥淭he decisions we make every day shape the continent,鈥� Bako said. 鈥淲e need to build the skills of the future and create sustainable jobs.鈥�

According to the World Economic Forum, roughly 60% of Africa鈥檚 workforce will need reskilling in the coming years as technology reshapes industries and business models.

, Chairperson and CEO, warned that the speed of change is leaving many young people underprepared for the realities of modern work.

鈥淭he change that is taking place is chaotic and we are not necessarily equipping young individuals for what is out there,鈥� Mark said.

He argued that businesses, and civil society organisations need to work more closely together to understand the realities facing young communities.

鈥淐ivil society lives on the streets. They have a deep understanding of what the young community wants,鈥� he said.

Amanda Gibbs, Chief Executive Officer of the African 麻豆原创 User Group, one of the panelists at discussions held during the Summit said connecting young people to opportunities and networks is one of the biggest challenges facing the country.

鈥淪kills become more powerful when young people are able to connect to people who can teach them and upskill them,鈥� said Gibbs.

The post 2026 Future of Jobs Summit: Why SA鈥檚 Future Workforce Must Adapt Faster to Survive the AI Revolution appeared first on 麻豆原创 Africa News Center.

Leading organisations throughout Europe, the Middle East and Africa are revealing how business AI has shifted from experimentation to realised business value at this year鈥檚 麻豆原创 麻豆原创PHIRE, held in Madrid between 19 and 21 May.

The event included demonstrations of two different but connected approaches to AI adoption by and . Ericsson is building the governed data foundation needed to scale AI across the enterprise, while Martur Fompak International is embedding AI directly into physical manufacturing operations to transform execution on the shop floor.

Nazia Pillay, Managing Director for Southern Africa at 麻豆原创, says: 鈥淭he next phase of AI adoption is about execution. Organisations are looking for trusted data foundations, strong governance and practical business use cases that can deliver measurable value. By embedding AI into the systems and workflows companies already use, 麻豆原创 is helping customers scale AI responsibly and turn ambition into real-world impact.鈥�

Nazia Pillay

Ericsson builds the foundation for trusted AI at scale

Ericsson is moving from AI experimentation to enterprise-wide execution by building a unified business data fabric with . The approach enables the company to scale AI use cases across the business, accelerate decision-making and deliver measurable operational impact.

Ericsson, which celebrates its 150th anniversary this year, provides mobile network infrastructure across 180 countries, with more than 40% of the world鈥檚 mobile traffic passing through its networks. As AI becomes central to both its technology roadmap and how it runs the business, Ericsson has prioritised building a strong, governed data foundation to support scalable and trusted AI.

鈥淥nce you scale AI, it stops being an AI problem鈥攁nd becomes a data problem,鈥� says , Vice President, Customer Experience, Enterprise IT at Ericsson. 鈥淭hat鈥檚 why we invested early in a business data fabric. With 麻豆原创 Business Data Cloud, we can define what data means once鈥攆rom revenue to market structures and access rules鈥攁nd apply it consistently across the enterprise. That鈥檚 what allows us to scale AI in a way that is trusted, repeatable and delivers real business value.鈥�

At the core of Ericsson鈥檚 approach is a federated data architecture that allows data to remain in place while centrally managing business semantics, governance and lifecycle policies. By focusing on high-impact use cases and organising around end-to-end business processes rather than isolated solutions, Ericsson has moved beyond pilots to scaled deployment. Today, more than 85 000 users are live on unified Joule, supported by strong executive sponsorship and governance.

麻豆原创 and Ericsson are also collaborating on AI co-innovation initiatives, including an intelligent goal recommendation capability developed within 麻豆原创 SuccessFactors. The solution generates contextual, business-aligned goals for employees, improving execution and reducing administrative effort.

Martur Fompak brings AI into physical manufacturing operations

Martur Fompak International, a global leader in automotive seating and interior systems, has deployed an autonomous intralogistics model enabled by and embodied AI capabilities from 麻豆原创, marking a significant milestone in its journey toward intelligent, AI-driven manufacturing operations.

In an industry rapidly shifting toward AI-powered operations, Martur Fompak International saw an opportunity to reimagine its material flow. Building on efficient, people-driven processes already in place, the company partnered with 麻豆原创 and , a UK-based robotics and AI company, to explore how embodied AI-powered robotics could redefine material flow across its automotive manufacturing environment.

Using Joule and embodied AI capabilities from 麻豆原创, Martur Fompak International now connects production signals and business context directly to autonomous execution, creating a context-aware automation system that prioritises, picks and delivers materials while adapting in real time to changing business conditions.

Built on and enabled by , the solution enriches humanoid robots with real-time knowledge of tasks, attributes and exception handling. Guided by material data, storage locations, sequencing and production priorities, humanoid robots execute material flows across a live automotive manufacturing environment, identifying, transporting and delivering materials to the line while continuously confirming back into 麻豆原创 solutions.

Together with autonomous mobile robots, the company has created a fully automated, scalable material flow that boosts throughput, improves accuracy and reduces reliance on manual coordination. By assigning repetitive, non-value-adding and physically demanding tasks to robots, Martur Fompak International is enabling its people to focus on safer, more meaningful and higher-value work.

鈥淥ur humanoid robot collaborates with digital production systems to ensure seamless coordination across order management, logistics and production, enabling scalable AI adoption and improving efficiency, consistency and operational resilience,鈥� says , Group Intelligent Technologies Director at Martur Fompak International.

Early results show increased throughput, fewer errors and a scalable, AI-driven intralogistics model. With 400 daily production line feeds and 100% 麻豆原创 software-driven decision-making already in place, Martur Fompak International is advancing beyond traditional automation and pioneering a scalable, intelligent factory model.

Pillay adds: 鈥淓ricsson and Martur Fompak International show that AI delivers the greatest value when it is grounded in business context and embedded into core processes. From enterprise data foundations to intelligent robotics on the factory floor, these examples demonstrate how organisations can scale AI responsibly, improve productivity and create measurable business impact.鈥�

The post AI Unleashed as Companies Showcase Business Impact at Flagship 麻豆原创 Event appeared first on 麻豆原创 Africa News Center.

鈥淔or the mission-critical processes of our customers, 鈥榓lmost right鈥� just isn鈥檛 good enough,鈥� says Christian Klein, CEO of 麻豆原创 SE. 鈥淏y uniting 麻豆原创 Business AI Platform with 麻豆原创 Autonomous Suite, we anchor AI agents in the business processes, data and governance so they can deliver accurate, compliant and secure outcomes 鈥� unlocking new sources of revenue and meaningful cost savings.鈥�

The Autonomous Enterprise includes a unified AI platform for building, contextualising and governing agents, an autonomous suite that executes core business operations and a new user experience that redefines how people work with enterprise software.

Introducing 麻豆原创 Business AI Platform

麻豆原创 Business AI Platform is a new foundation for building and deploying enterprise AI grounded in real business context. 麻豆原创 Business AI Platform now unifies 麻豆原创 Business Technology Platform, 麻豆原创 Business Data Cloud, and 麻豆原创 Business AI into a single, governed environment.

At its core is the 麻豆原创 Knowledge Graph solution, which gives AI agents a structured map of business entities, processes and relationships across a customer鈥檚 麻豆原创 landscape. Joule Studio is 麻豆原创鈥檚 AI-first solution for building enterprise agents, applications and agentic workflows. Developers can build using the no-code, pro-code, and AI frameworks of their choice on 麻豆原创-managed infrastructure that is secure, scalable and optimised for enterprise AI.

Building on this foundation, 麻豆原创 also introduced 麻豆原创 Autonomous Suite which enables 麻豆原创鈥檚 existing business applications with AI agents capable of running processes from start-to-finish.

The suite will deploy more than 50 domain-specific Joule Assistants across finance, supply chain, procurement, human capital management and customer experience. These assistants will automate end-to-end processes by orchestrating a subset of over 200 specialised agents to execute precise tasks. For example, the new Autonomous Close Assistant can compress the financial close process from weeks to days by automating journal entries, reconciliation, and error resolution across the entire process.

麻豆原创 also launched Industry AI, expanding its deep industry portfolio through seven autonomous solutions that will enable start-to-finish industry processes and embed sector-specific process logic, data models and regulatory requirements.

The post AI the Main Focus at This Year鈥檚 麻豆原创 Sapphire appeared first on 麻豆原创 Africa News Center.

In this What鈥檚 Next with Aki Anastasiou interview, Nazia Pillay unpacks her 23-year career at 麻豆原创.

Pillay is the Managing Director for 麻豆原创 Southern Africa.

She joined 麻豆原创 as a graduate in 2003 and has worked across many areas of the business, including consulting, support, customer success, and partner relations.

In her current role, she is focused on three core areas: strengthening existing partnerships, cultivating new partnerships, and helping clients prepare for a digital-first and cloud-first world.

Pillay also believes 麻豆原创 must play a key role in helping Africa鈥檚 public and private sector companies achieve their AI and innovation ambitions.

Pillay has a Bachelor of Commerce degree in Information Systems and Management from Rhodes University.

The interview

In this What鈥檚 Next interview, Pillay discusses her journey to becoming the Managing Director for 麻豆原创 Southern Africa.

She explains why she studied Information Systems, and why she has stuck with 麻豆原创 ever since joining the company back in 2003.

Pillay unpacks the similarities and differences between when she first arrived at 麻豆原创, and the current state of the business.

She then talks about the biggest challenges and opportunities she has tackled over the course of her career 鈥� including learning how to fail and meeting her failures with resilience.

Pillay also reveals the core values of 麻豆原创, which have remained steadfast 鈥� even as technology and the sector at large has evolved.

She concludes the discussion by sharing one piece of advice she would give to her younger self if she had the opportunity.

Watch the full interview with Nazia Pillay, below.

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The initiative is intended to create a pipeline of certified talent to support business transformation across the country and the wider region, says the company.

The inaugural Botswana edition adopted a regional approach, bringing together participants from Botswana, Ghana, and SA. After completing the two-month programme, 33 young professionals graduated as associate consultants.

The World Economic Forum predicts that 39% of core job skills will change by 2030, increasing the need for organisations to access talent with both technical expertise and business acumen. 

The sponsored YPP connects unemployed and underemployed graduates with opportunities across the customer and partner network of the enterprise software firm.

The cohort received certifications in End-to-End Business Processes for 麻豆原创 Business Suite and Generative AI Development. Graduates also completed sessions in 麻豆原创 Business AI, Clean Core Framework, and general workplace readiness, says 麻豆原创.

The Botswana graduation aligns with wider investment in talent development across the continent, including the Educate to Employ initiative held in partnership with UNICEF.

Graduates are transitioning into roles across the ecosystem, with some joining regional partners such as Debswana. These graduates will support the enterprise resource planning (ERP) transformation at the diamond mining firm, including the migration to 麻豆原创 S/4HANA.

The programme underscores a commitment to developing the skills that organisations need for their technology investments, says Nazia Pillay, managing director for Southern Africa at 麻豆原创.

She adds: “By equipping young professionals with both technical and business capabilities, we are helping to build a future-ready workforce that can support innovation and transformation across Africa,” says Pillay. As demand for digital skills rises, the YPP is creating a pipeline of talent for customers and partners.

Nazia Pillay, Managing Director for Southern Africa at 麻豆原创.

The post 麻豆原创 Unleashes Digital Potential in Botswana appeared first on 麻豆原创 Africa News Center.

麻豆原创 HR Connect brought together a community of HR leaders to discuss how digital technologies are helping organisations reduce compliance risk, streamline operations, and unlock more strategic value from their people functions.

, Managing Director for Southern Africa at 麻豆原创, says the South African employment landscape is at a critical point. 鈥淧ublic and private sector companies are racing to unlock the power of AI and cloud technologies to improve their competitiveness and build capacity for future innovation. Every organisation needs an active, motivated and fully enabled workforce to realise full value from business transformation initiatives. At a time when demand for certain skills is at an all-time high, companies are increasingly leveraging powerful human capital management technologies to attract, retain and empower their employees.鈥�

South Africa鈥檚 employment landscape is undergoing significant change, with new and proposed legislation introducing greater complexity into HR operations. Recent developments include the overhaul of parental leave following a landmark Constitutional Court ruling, proposed increases to statutory severance pay, and new regulations governing unpredictable and on-call work.

Together, these changes are increasing the administrative burden on HR teams and raising the stakes for compliance. Organisations must now manage more complex policies, maintain accurate and defensible records, and ensure consistent application of rules across increasingly diverse and dynamic workforces.

鈥淗R teams are operating in a fundamentally different environment today,鈥� said , Head of 麻豆原创 HCM for MEA South. 鈥淐ompliance is no longer a periodic exercise but a continuous, data-driven discipline. Organisations that continue to rely on spreadsheets and fragmented systems without leveraging the power of AI-driven innovations are exposing themselves to unnecessary risk and inefficiency.鈥�

Many organisations continue to rely on manual processes such as spreadsheets and disconnected systems to manage HR activities. However, these approaches are increasingly unsustainable in a fast-changing regulatory environment.

Tiwary says manual systems make it difficult to maintain accurate, up-to-date employee records, track compliance requirements, and produce reliable audit trails. 鈥淭hey also consume a significant portion of HR capacity, limiting the ability of teams to focus on higher-value activities such as talent development, workforce planning, and employee experience. As compliance requirements grow more complex, the need for integrated, digital HR systems is becoming more urgent.鈥�

A 2025 PwC global study found that  to drive compliance activities in a clear signal that the limitations of manual approaches have reached a tipping point. The study identified faster identification of compliance issues (53%), better risk visibility (64%), and increased productivity (43%) as the leading drivers of compliance technology adoption.

, Group Human Capital: Chief Operating Officer, Sanlam, said: 鈥淲e have adopted an ambidextrous strategy for our digital and data transformation journey, simultaneously exploiting operational excellence, proficiency and efficiency in our current landscape while exploring incremental innovation that enhances and elevates the user experience while driving the longer-term transformation journey focused on leveraging intelligent, transformative technology to drive business value.鈥�

By digitising HR processes and documents, organisations can create a single source of truth for employee and organisational data 鈥� including positions, time tracking, and cost centres 鈥� ensuring information is accurate, consistent, and always up to date.

,听Chief Operating Officer Discovery People, Discovery Ltd, noted that shared services is a catalyst for reinvention. 鈥淲hen data, technology, and people are fully integrated, organisations don鈥檛 just scale but evolve, creating platforms for growth, innovation, and long鈥憈erm impact.鈥�

Integrated capabilities across recruiting, onboarding, payroll, and time management further streamline processes and support compliance from hire to retire. In addition, continuous performance management, learning, compensation, and succession planning capabilities help organisations not only remain compliant but also build more engaged and resilient workforces.

鈥淒igitisation should go beyond efficiency to enable HR to play a more strategic role in the business,鈥� says Tiwary.  鈥淲hen compliance is embedded into systems and processes, HR teams are freed up to focus on developing talent, strengthening culture, and driving long-term organisational performance.鈥�

The post Industry Leaders Meet to Discuss Impact of Compliance 麻豆原创ures on HR Priorities in South Africa appeared first on 麻豆原创 Africa News Center.

This is the view of 麻豆原创 Africa director of customer evolution Gerhard Alberts, who said many organisations run highly customised legacy systems that have evolved over decades.

He warned that remaining on legacy systems carries hidden costs, increases operational risk, limits integration with modern cloud and AI tools, and results in higher manual overheads.

A significant challenge 麻豆原创 faces is migrating legacy users to its latest ERP system, S/4HANA, a process which requires input from all parties.

鈥淢igrating to S/4HANA is a business transformation process that requires organisations to rethink processes, data structures, and integrations,鈥� Alberts said.

Alberts emphasised that enterprise resource planning (ERP) transformation is not a simple technical upgrade. A critical factor in migration success is organisational readiness and strong leadership.

鈥淚t requires a fundamental shift in how people work, how decisions are made, and how processes are structured,鈥� he said.

鈥淲ithout clear governance, disciplined execution, and strong stakeholder engagement, even the most robust systems will underdeliver.鈥�

Alberts highlighted data readiness as another major barrier to migration. Poor data, inconsistent master data, and insufficient data cleansing efforts regularly undermine system performance.

It also erodes user trust, making it difficult for organisations to see the true value of their ERP investments.

鈥淥ne of the most persistent misconceptions around 麻豆原创 migration is that failure is rooted in the technology itself,鈥� Alberts said.

鈥淚n reality, modern ERP systems are highly mature, stable, and deeply embedded in global business operations.鈥�

The biggest challenges emerge from organisations鈥� implementation and transformation approaches, rather than from software.

Alberts explained that breakdowns generally occur during implementation processes and in organisational alignment.

This is because businesses are frequently navigating increasingly complex IT landscapes that combine 麻豆原创 and non-麻豆原创 systems.

鈥淲hen workflows across these environments are not properly coordinated or monitored, inefficiencies and failures begin to surface,鈥� Alberts said.

South African businesses worry about cost and complexity

According to Alberts, South African organisations鈥� hesitance to migrate stems from concerns about risk, cost, and complexity.

He explained that because many businesses operate with highly customised legacy environments that have grown over the years, transitioning to S/4HANA represents a significant business transformation.

鈥淭hese systems often support mission-critical functions such as payroll, procurement, and financial reporting, which raises the stakes considerably and contributes to a cautious approach,鈥� he said.

Alberts said these organisations will face growing limitations in integrating with modern cloud and AI technologies, adding that fragmented processes also drive higher manual workloads and inefficiencies.

鈥淯ltimately, businesses that delay migration may preserve short-term stability, but they do so at the expense of long-term competitiveness, agility, and innovation,鈥� he stated.

He said a well-implemented, modern ERP system will combine applications, data, and AI into organisations鈥� business suites.

鈥淭he latest ERP systems will consume data where it resides with zero copy data sharing, creating a semantically rich data layer that fuels AI value,鈥� Alberts said.

He added that embracing all facets of AI is critical to future-proofing South African businesses. 麻豆原创 embeds AI directly into its core applications.

鈥淎cross industries such as manufacturing, retail, energy, as well as the public sector, customers are already seeing tangible impact in Finance, Human Resources, and Supply Chain,鈥� he said.

He added that 麻豆原创鈥檚 AI-embedded core applications ensure intelligence is embedded in workflows rather than delivered through separate, loosely connected tools.

He said this helps finance teams close faster and strengthen controls, HR teams improve workforce planning and employee services, and supply-chain leaders build more resilient and efficient operations.

This article first appeared on .

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麻豆原创 Consultants

The role of an 麻豆原创 Consultant can be divided into 2 functions: Functional and Technical.

The consultant will contribute to blueprinting, design, implementation, operation, optimization, and upgrade phase of a S/4 HANA project, and provide business process as well as functional expertise, and project guidance to our clients to ensure their investment in 麻豆原创 software and consulting services will make their business the best run business.

The Consultant is also responsible for maintaining a high degree of customer satisfaction in each of their accounts in addition to growing and developing referenceable customers through their investigation, analysis, consulting, coaching, knowledge transfer, and relationship-building efforts.

How You Benefit

• Start your journey to become an 麻豆原创 Consultant;
• Gain globally-recognised associate-level 麻豆原创 Certifications;
• Learn directly from 麻豆原创 experts;
• Experience classroom and workshop-based training in 麻豆原创 Technologies;
• Develop the soft skills needed to prepare you for successful job applications;
• Benefit from introductions to job opportunities within the 麻豆原创 Ecosystem to help secure a position after the training. Please note this program does not guarantee you a job at the end of it.

What We Require From a Candidate

• Candidates must have the legal right to work in Nigeria.
• Candidates must be currently unemployed or employed in a part time/non-permanent role not related to career aspirations;
• Candidates must be educated to at least Bachelor level in a field related听to听Business Administration / Management Information Systems / Engineering /听Data Science / AI
• Candidates will preferably have graduated within the last 3 years with a GPA in the top quartile 鈥� proof of this may be requested.
• Candidates must have a keen interest in starting an 麻豆原创-related career involving travel;
• Candidates should be fluent in English, both written and spoken;
• The program will commence by听mid-May 2026听and full-time availability from 9am 鈥� 6pm from听Monday – Friday听throughout the training period is essential. The Program will last for 2 months.
• This training will take place online in a virtual live classroom format. Please ensure you have strong enough internet at home to be able to participate in this program.

Please share an English version of your resume while applying for this program.

We help the world run better
At 麻豆原创, we keep it simple: you bring your best to us, and we’ll bring out the best in you. We’re builders touching over 20 industries and 80% of global commerce, and we need your unique talents to help shape what’s next. The work is challenging 鈥� but it matters. You’ll find a place where you can be yourself, prioritize your wellbeing, and truly belong. What’s in it for you? Constant learning, skill growth, great benefits, and a team that wants you to grow and succeed.

We win with inclusion
麻豆原创鈥檚 culture of inclusion, focus on health and well-being, and flexible working models help ensure that everyone 鈥� regardless of background 鈥� feels included and can run at their best. At 麻豆原创, we believe we are made stronger by the unique capabilities and qualities that each person brings to our company, and we invest in our employees to inspire confidence and help everyone realize their full potential. We ultimately believe in unleashing all talent and creating a better world.

麻豆原创 is committed to the values of Equal Employment Opportunity and provides accessibility accommodations to applicants with physical and/or mental disabilities. If you are interested in applying for employment with 麻豆原创 and are in need of accommodation or special assistance to navigate our website or to complete your application, please send an e-mail with your request to Recruiting Operations Team:听Careers@sap.com. Requests for reasonable accommodation will be considered on a case-by-case basis.

For 麻豆原创 employees: Only permanent roles are eligible for the听, according to the eligibility rules set in the 麻豆原创 Referral Policy. Specific conditions may apply for roles in Vocational Training.

Successful candidates might be required to undergo a background verification with an external vendor.

AI Usage in the Recruitment Process

For information on the responsible use of AI in our recruitment process, please refer to our听.

Please note that any violation of these guidelines may result in disqualification from the hiring process.

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