The next phase of artificial intelligence (AI) should be shaped with Africa, not simply about or for the continent, according to 麻豆原创’s Director of Global Government Affairs and CSR for Africa, .

His comments follow the launch of the , announced yesterday by international leaders to expand access to AI, strengthen trust and increase its social and economic impact.

The commission brings together representatives from governments, businesses and international organisations to identify practical ways to unlock AI’s potential while promoting equitable access to the technology.

Its inaugural meeting will take place during the International Telecommunication Union’s (ITU) AI for Good Global Summit, from 7鈥�10 July in Geneva, Switzerland.

The summit forms part of Digital Week, running from 6鈥�10 July, alongside the first UN-mandated Global Dialogue on AI Governance and the WSIS Forum 2026.

Geness, who will participate in discussions at the summit, said Africa should approach global AI governance with a clear agenda centred on economic growth and inclusion.

“Africa must meet that room with clarity, not caution. Our agenda should be simple and bold: AI governance that expands prosperity.

“That means compute access, skills investment, trusted data systems, open standards, local-language innovation, accountable public procurement, and regulation that protects people without suffocating entrepreneurs.

“It means turning the African Union’s Continental AI Strategy from a document into national roadmaps, investment pipelines and regional co-operation. This is technology diplomacy: 54 nations aligning where they can, rather than negotiating as 54 separate voices. This is where I hope to add value.”

Africa’s representation on the commission has been strengthened by the appointment of Rwandan President Paul Kagame as co-chair alongside Salesforce Chair and CEO Marc Benioff.

According to the ITU, the commission aims to promote equitable access to AI and help narrow the global digital divide.

The organisation said an estimated 2.2 billion people remain offline, leaving around a quarter of the world’s population excluded from AI-driven opportunities.

“A key focus of the AI for Good Global Commission will be to bridge digital divides and help ensure that AI becomes a tool for solving global challenges, not deepening inequalities,” the ITU said.

President Kagame said technology should reduce inequality and broaden access to AI’s benefits.

“One thing is certain: technology is supposed to be a force for good, and we have a responsibility to use it accordingly. Let us work together to reduce inequality and allow more of our citizens to benefit from the good AI can deliver to all of us.”

Benioff said AI’s economic potential depends on maintaining public trust.

The promise of AI is built not only on incredible opportunities for economic growth, but on the foundation of trust required for our shared success.”

ITU Secretary-General Doreen Bogdan-Martin, vice-chair of the commission, said collaboration across sectors would be essential to ensure AI benefits people globally.

“No organisation can single-handedly put AI at the service of all humanity. It will take collective leadership and the combined expertise of partners across sectors to ensure AI benefits everyone, everywhere.”

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JSE-listed mining group   has provided an update to shareholders, detailing significant progress on its 麻豆原创 S/4HANA Enterprise Resource Planning (ERP) system re-implementation .

The announcements, following a series of JSE News Service releases since March 2026, highlight the company鈥檚 strategic efforts to fortify its internal controls and address operational challenges.

麻豆原创 S/4HANA ERP Rebuild Nears Final Phase

Following the cyberattack in December 2024 that compromised its previous ERP system, the Wesizwe Board approved the implementation of a new 麻豆原创 S/4HANA system to replace the legacy software.

The primary objective of this project is to strengthen the company鈥檚 internal control environment and drive operational efficiency.

While the initial go-live target was set for early June 2026, the timeline was adjusted to prioritize the finalization of the Audited Annual Financial Statements for the year ended 31 December 2025 (AFS).

The company valued at more than R813 million noted that this step was critical to guarantee data accuracy and integrity within the new system before migration.

With the completion of the 2025 AFS, the re-implementation project has accelerated significantly.

Key milestones achieved include:

• Core System Setup:聽Full configuration of the core system has been finalized.
• Data Standardization:聽All master data has been comprehensively reviewed and standardized.
• Balance Migration:聽The migration of opening balances is currently in its final stages.

The project is now entering its decisive phase, with the migration to the live production environment imminent. This marks the transition to operational use and will enable user access across the platform.

Near-Term Priorities for ERP Stabilisation:

Management is focused on ensuring a seamless transition and rapid post-go-live stabilization. Priority activities include:

• Targeted on-site user training and refresher programs.
• Back-capturing and processing of transactions from January 2026 to date.
• Integration of additional group entities into the new system.
• Rollout of enhanced functionality, including asset, inventory, and maintenance management.

Wesizwe Platinum reiterated its commitment to executing a controlled implementation and will continue to update shareholders on material developments.

Bakubung Mine Commences Section 189 Consultation Process

In a separate development, Wesizwe Platinum confirmed on 04 June 2026 that it has initiated a consultation process in terms of Section 189(3), read with Section 189A of the Labour Relations Act, 66 of 1995, at its flagship Bakubung Platinum Mine in Ledig, North West Province.

The process stems from an ongoing review of the mine鈥檚 operational and economic position. The company is implementing a turnaround strategy aimed at preserving liquidity, protecting long-term viability, and repositioning the business toward a sustainable 3.5 Mtpa operational model.

Commitment to Transparent Engagement

Wesizwe emphasized that no final decision has been made regarding retrenchments. The Section 189 process serves as a formal, joint consensus-seeking consultation with recognized trade unions and elected employee representatives. Discussions will focus on the reasons for the proposed restructuring, alternatives to retrenchment, and measures to mitigate impact on employees.

鈥淲e recognize the sensitivity of this process and its potential impact on employees, families, host communities, and stakeholders,鈥� the company stated. 鈥淲e remain committed to engaging openly, responsibly, and constructively with all affected parties as the process unfolds.鈥�

Temporary Operational Shutdown as Precautionary Measure

As a precautionary measure, and in alignment with its 鈥榋ero Harm to People and the Environment鈥� value, Bakubung Platinum Mine has instituted a temporary operational shutdown. This measure allows the company to monitor the situation and ensure the safety and security of employees before operations resume.

Wesizwe affirms that operations will recommence once the company is satisfied that it is safe and appropriate to do so. The company remains dedicated to managing this process lawfully, fairly, and responsibly while protecting the long-term sustainability of Bakubung Platinum Mine.

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Organisations across industries are using cloud modernisation to build stronger digital foundations, unlock greater agility and embed artificial intelligence directly into business processes.

Companies across Europe are demonstrating how cloud transformation is creating the foundation for more intelligent, resilient and efficient business operations, with several organisations showcasing recent implementation progress at 麻豆原创 麻豆原创PHIRE, held in Madrid between 19 and 21 May.

, Managing Director for Southern Africa at 麻豆原创, says: 鈥淐loud transformation has become the foundation for the next phase of business innovation. By modernising core systems and moving to more scalable, secure and intelligent platforms, organisations can simplify complexity, strengthen resilience and create the conditions for AI to deliver measurable business value.鈥�

Companies RISE to the cloud

is emerging as a leading force in AI-driven retail transformation, combining large-scale cloud adoption with hands-on co-innovation to shape the future of the industry together with 麻豆原创. Following its successful go-live in 2025, Salling Group now operates what is widely regarded as the largest private cloud deployment of globally.

This transformation has laid the digital foundation for embedding AI directly into core retail processes鈥攖urning ERP from a transactional backbone into an intelligent, real-time decision engine.

For Salling Group, technologies such as and 麻豆原创 Business AI are not incremental improvements, but a fundamental change in how the business operates. From forecasting and replenishment to store operations and reporting, AI is enabling faster decisions, reducing manual workloads, and helping employees focus on higher-value tasks.

Agents automate time-consuming procurement task

The Danish wholesaler has deployed artificial intelligence to automate one of the most time-consuming tasks in procurement: processing supplier order confirmations. The solution consists of multiple AI agents, each responsible for a clearly defined task, orchestrated into a single automated workflow built on 麻豆原创鈥檚 Business AI framework. The outcome is faster processing, improved data quality, and more accurate delivery information for customers.

With the coordinated AI agents in place, the company can now automatically identify delays, quantity changes, and price discrepancies 鈥� and respond significantly faster.

鈥淲e have previously tried both robotic process automation (RPA) and traditional automation approaches without really achieving the desired effect. The key difference this time is that we broke the task down into multiple independent AI agents, each responsible for a specific part of the process. Together, they now handle what previously required manual review,鈥� says , IT Director at 尝别尘惫颈驳丑-惭眉濒濒别谤.

The solution was implemented in close collaboration with , which was responsible for making the solution production-ready and fully integrated into 尝别尘惫颈驳丑-惭眉濒濒别谤鈥檚 麻豆原创 landscape.

鈥淏y distributing responsibilities across multiple AI agents, 尝别尘惫颈驳丑-惭眉濒濒别谤 has been able to automate a complex process without losing transparency or control. This has enabled a fast and secure transition from pilot to production and ensures a more robust solution that can easily be expanded as new requirements emerge,鈥� says , 麻豆原创 UX Manager at NTT DATA Business Solutions.

鈥淭his is the first AI agent solution we have put into production. The experience has given us the confidence to consider similar approaches across other areas, including invoice processing and order management,鈥� Frederik Aakerlund concludes.

Pillay adds: 鈥淭hese examples show how cloud modernisation and AI adoption are becoming inseparable. When organisations have a strong digital core, trusted data and scalable cloud infrastructure, they can move beyond experimentation and start embedding intelligence into the processes that matter most. That is where transformation begins to translate into real business impact.鈥�

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麻豆原创 recently hosted a Connect Day during which business leaders discussed how these technologies can be used to drive real results through the firm鈥檚 newly launched Autonomous Enterprise solution. 

Unveiled last month during the 麻豆原创 Sapphire 2026, the solution is positioned to support AI agents, grounded in real business data and governance, to execute core processes end-to-end.

麻豆原创 believes this will result in measurable value across several functions including finance, supply chain, and human capital management.

Nazia Pillay, managing director for Southern Africa at 麻豆原创, said the timing is apt.

鈥淥rganisations are no longer asking whether AI, data, and cloud will shape the future of business. They are asking how to apply these technologies in ways that deliver measurable outcomes, strengthen decision-making and build trust.鈥�

鈥溌槎乖� Connect Day Botswana is an important platform for local leaders to explore how global innovation can be translated into practical strategies that support growth, resilience and sustainable transformation in the region,鈥� she added.

According to 麻豆原创, the value of enterprise AI depends on the strength of the business foundation beneath it.

鈥淎I can only deliver meaningful value when it is connected to trusted data, embedded into business processes and governed responsibly. This is where enterprises need to focus their attention. The goal is not AI for its own sake, but AI that helps people make better decisions, automate routine work, unlock new efficiencies and create stronger organisations,鈥� said Pillay.

She said organisations that establish strong data foundations and move to cloud-based platforms will be best positioned to deploy autonomous capabilities as they mature, while also building enterprises that are more efficient, more resilient, and more competitive.

鈥淏y combining trusted data, cloud-enabled processes, responsible AI and strong partnerships, businesses can become more agile, more resilient and better positioned to serve their customers, employees and communities,鈥� Pillay concluded.

This article first appeared on . 

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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 ,聽a leading pan-African financial services group focused on emerging markets headquartered in South Africa, with a strong presence in 31聽countries,聽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�

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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.

,聽麻豆原创 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:聽Creating Jobs in the Age of AI,聽,聽a senior solution advisor and AI specialist at 麻豆原创 said聽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聽聽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.

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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 post What鈥檚 Next 鈥� 麻豆原创 South Africa Managing Director Nazia Pillay on her Leadership Journey appeared first on 麻豆原创 Africa News Center.