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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The comments were made by Sunil Geness, director of global government affairs and CSR at 麻豆原创 Africa, and Sergio Maccotta, senior VP and GM for 麻豆原创 Middle East and Africa 鈥� South.

Geness and Maccotta said businesses that can sense change, make decisions and act with minimal human intervention are reshaping how companies operate and compete. According to 麻豆原创, autonomous operations 鈥� where nearly half of all business processes run independently and most operational work is听automated听or AI-augmented 鈥� are being deployed across finance, supply chain and human resources in industries including energy, retail and manufacturing.

鈥淭his is made possible through AI embedded within enterprise resource planning processes, from finance and procurement to supply chain and HR systems, that understand context and act autonomously,鈥� said Maccotta. 鈥淪elf-optimising systems that learn, improve and adapt in real-time are matched to clean-core ERP architecture to give organisations simplified, cloud-based systems that drive profitability, reduce risk and enhance decision-making.鈥�

麻豆原创 cited data from听听indicating that the global autonomous enterprise market is projected to grow from about $49 billion in 2024 to more than $118 billion by 2030, with adoption accelerating across Europe, the Middle East and Africa.

The company said while few surveys use 鈥渁utonomous enterprise鈥� as a formal category, data on AI, ERP and AI agents reflects technologies underpinning autonomous models.

Recent data for the Middle East and Africa region indicates a market size set to grow at a compound annual growth rate of 8.7%, reaching $10.2 billion by 2032.

鈥淎I is enhancing efficiency and fostering innovation across industries, from automating routine tasks to enabling complex data analysis and providing predictive insights, while also improving decision-making and optimising business operations,鈥� Geness said.

麻豆原创 added that some analysts estimate AI could contribute $1.5 trillion to Africa鈥檚 economy if the continent captures 10% of the global AI market by 2030.

Data sovereignty

麻豆原创 executives said Africa鈥檚 digital transformation continues, with data sovereignty emerging as a key factor.

鈥淔or multinational organisations and technology companies, success depends on the ability to localise without losing global efficiency, to build trust while maintaining innovation, and to invest strategically in infrastructure and partnerships that align with both regulatory demands and customer expectations,鈥� Maccotta added.

The company said Africa鈥檚 data centre market is projected to exceed $9 billion by 2029, although it remains a small share of the global total.

Executives said autonomy does not eliminate human roles but changes them, shifting employees from managing repetitive processes to supervising systems and making strategic decisions.

Maccotta advises business leaders seeking to build autonomous enterprises to start by modernising the core and fixing the data foundation for AI-driven innovation.

鈥淩emember that technology is only part of the story, and that the strategy, people and partners that businesses choose are as important to building a truly connected autonomous enterprise. Focus then on automating processes that protect revenue, improve cashflow or unlock capacity first, and take care to prepare people by prioritising reskilling and upskilling.

“Finally, collaborate with technology partners that act more as advisors than vendors, and can guide the process of redesigning core business processes for the AI era. True transformation happens when businesses combine intelligent systems with visionary leadership, skilled people and trusted partnerships.鈥�

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Here鈥檚 what matters.

The setup

Global growth is expected to tick along at 2.8鈥�3.5% this year, modest but stable. That stability is political gold. When leaders aren鈥檛 in crisis mode, they actually invest in the future instead of just firefighting today.

This year鈥檚 agenda clusters around five challenges including cooperation in a contested world, unlocking new growth sources, investing in people, deploying AI responsibly, and building prosperity within planetary boundaries. Translation = the economy is shifting from post-crisis triage to long-term productivity and inclusion.

Three things to watch

1. Infrastructure & skills investment

Look for announcements on blended finance for green energy, regional supply chains, and large-scale reskilling programmes. If these materialise with real funding and timelines, expect more middle-skill jobs in construction, energy, logistics and digital services over the next 18鈥�24 months.

2. AI beyond the hype

The wild card is artificial intelligence. If Davos produces credible commitments on AI skills, responsible deployment and public-interest applications (health, education, agriculture), we鈥檒l see productivity gains filter into wages and services rather than just shareholder returns. If it doesn鈥檛, expect growing anxiety and regulatory backlash.

3. Climate as economics, not just morality

Nature-positive business models could unlock $10 trillion annually by 2030. For ordinary people, this means stable food prices, affordable energy transitions, and jobs in green sectors, not guilt-driven messaging.

Why this matters to you?

At the end of the day, Davos outcomes ripple into:

1. Your job: new sectors opening up, skills programmes worth enrolling in, wage pressure easing if productivity rises.
2. Your cost of living: more stable energy and food prices, faster internet, better public services, if infrastructure deals follow through.
3. Your opportunity: a global economy pulling toward inclusive growth means your city and region have a better shot at plugging into value chains locally.

The honest take

Davos won鈥檛 fix the world in a week, but if leaders walk away with credible coalitions, real funding and metrics (not just press releases), the signal is clear = 2026 is about building, not just managing decline.

Sunil Geness is the听Director of Global Government Affairs & CSR Africa, Global Sustainability Lead Africa at 麻豆原创.

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In recent months, young entrepreneurs from across South Africa have taken part in the Future Founder SA Programme, gaining real-world experience, mentorship and start-up capital. The finalists presented ventures shaped by lived experience and a commitment to solving meaningful community and industry challenges. A total of R400 000 in equity-free funding was awarded: R250 000 from 麻豆原创 and R150 000 from FNB.

2025 Winners
鈥� 1^ST Percy Maphologela, EquiXToken
鈥� 2^ND Shantel Tafara, RapidCool
鈥� 3^RD Thando Mzimela, Univio

鈥淣elson Mandela taught us that the soul of a society is revealed in how it treats its young people,鈥� said , Director of Government Relations and CSR at 麻豆原创 Africa. 鈥淏y investing in youth innovation, we build a stronger and more hopeful future.鈥�

The showcase also highlighted the leadership of and from Yoma, whose commitment and vision have shaped the programme. They have poured their hearts, energy, and vision into shaping Future Founder SA. Their belief in young people isn鈥檛 theoretical, it鈥檚 lived, practical, and courageous. Their work reminds us that when young people lead, others follow. They represent something rare and truly inspiring: youth advocating for youth.

鈥淭his is what happens when young people lead. They build, they create and they define the future,鈥� said , Global Revenue Office Operational Excellence Lead and 麻豆原创 Educate to Employ Africa Lead.

Nonkululeko added: 鈥淵oung founders are not asking for charity. They are asking for a fair chance. Their courage reminds us that possibility grows wherever young people are trusted and supported.鈥�

The programme is delivered by Yoma in partnership with Goodwall, ALX Ventures and RLabs, with strategic support from 麻豆原创 and Generation Unlimited. It offers structured skills development, expert-led masterclasses and access to funding, fully online and accessible nationwide.

A special acknowledgement was given to FNB and , Marketing Executive Head: Commercial Segment, for their partnership. Over and above the R150 000 donation towards the capital. On the 4^th of December , the Future Founder SA finalists shared the stage with some of the country鈥檚 most recognised digital innovators, including Checkers Sixty60 and D6 along with the ultimate winner, Vula Medical, stands as a powerful example of purpose at scale.

FNB continues to demonstrate its commitment to youth innovation. Following the 2025 T20 Future of Jobs Summit, 麻豆原创 and FNB began a series of meaningful engagements which led to this moment. Their collaboration is a reminder that when institutions unite behind young people, progress not only happens, it accelerates.

As South Africa continues to face high youth unemployment, the Future Founder SA Showcase stands as a powerful testament to collaboration, innovation and the impact of investing in the country鈥檚 young entrepreneurs.

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For the continent鈥檚 telecommunications industry, in particular, it is a chance to convert political momentum into the practical investments, policies, and partnerships needed to accelerate inclusive connectivity.

The unites the world鈥檚 leading economies, multilateral development banks (MDBs), and technology leaders. With South Africa in the chair, Africa can elevate wireless broadband 鈥� especially 4G and 5G 鈥� as a cornerstone of sustainable growth. By advocating for the expansion of the G20鈥檚 Digital Infrastructure Investment Initiative and embedding broadband priorities into MDB country platforms, African governments can channel global capital and technical expertise into both urban and rural deployments.

The urgency is clear. Mobile Internet penetration in sub-Saharan Africa stood at only 27% at the end of 2023, compared to a global average of 69%, leaving more than 800-million people without meaningful Internet access despite network availability. This represents one of the largest digital divides in the world and underscores why G20-level action is so critical.

听Catalysing investment and innovation

International digital and wireless infrastructure investments, championed at the G20, can unlock precisely the kind of large-scale financing Africa needs. MDB reforms have already increased lending capacity and encouraged blended finance structures that spread risk across public and private partners. By presenting bankable, data-driven proposals 鈥� backed by case studies in education, healthcare, and commerce 鈥� African leaders can ensure that broadband projects rise to the top of G20 infrastructure finance discussions.

The investment case is compelling. The mobile industry contributed $140-billion to sub-Saharan Africa鈥檚 GDP in 2023 and is projected to reach $170-billion by 2030. At the same time, ITU modelling shows that a 10% increase in mobile broadband penetration can boost GDP per capita by 2,5%. These figures make wireless connectivity a growth engine as well as a development imperative.

Global partnerships can also speed technology transfer. Innovative models such as fixed wireless access, already accounting for about 62% of fixed broadband subscriptions in sub-Saharan Africa, and low-earth-orbit satellite links lower deployment costs, making it commercially viable to connect rural schools, community health clinics, and small businesses.

听Driving fair, future-proof regulation

Connectivity alone is not enough. The policy environment must encourage competition and innovation while protecting sovereignty. Rising techno-nationalism threatens to fragment digital markets and raise costs. Africa can counter these risks at the G20 by championing transparent, competitive spectrum allocation and liberalised cross-border data flows.

A regionally unified spectrum policy is critical. Drawing on South Africa鈥檚 Next Generation Radio Frequency Spectrum Policy, African regulators can present a continent-wide approach to spectrum management that promotes open access, supports secondary markets, and ensures technology-neutral licensing. This would lower barriers for new entrants including community networks, and stimulate rural investment.

Of equal importance is the need to build a unified digital ecosystem that creates an enabling environment to close Africa鈥檚 digital divide. To deliver seamless, affordable connectivity across borders, Africa needs not only more towers and fibre, but also harmonised standards and interoperable digital public infrastructure. The G20鈥檚 Digital Economy Working Group, together with the International Telecommunication Union and 3GPP, provides the ideal forum for African nations to influence emerging global standards including those shaping 6G/IMT-2030.

By speaking with one voice through the African Union and regional blocs such as SADC and ECOWAS, Africa can embed its priorities 鈥� universal service, energy efficiency, multilingual support 鈥� into the technical and regulatory blueprints of next-generation networks. Pan-African technical bodies, supported by G20 knowledge-sharing and pilot funds, can further accelerate standardisation and cross-border interoperability.

听Bold action needed for the 5G and 6G eras

Africa is already on the move. As of 2024, 35 telecom operators across 21 African countries have launched commercial 5G networks serving some 26-million subscribers. This number is projected to rise to 400-million by 2030 when 5G will account for about 31% of all mobile subscriptions. At the same time, mobile data consumption is set to soar: average usage per smartphone is expected to nearly triple from 5GB a month in 2024 to 14GB by 2030, driving total regional data traffic from 2.3 exabytes to 11 exabytes per month.

G20 cooperation on research and development, spectrum harmonisation, and cybersecurity will help African countries test 6G technologies early, attract investment, and avoid the adoption lags that have historically left the continent behind new technology cycles.

However, Africa鈥檚 digital transformation will not happen by chance. It requires intentional policy advocacy, coordinated investment, and decisive leadership. As G20 host, South Africa can help the continent:

• Put wireless broadband at the heart of G20 infrastructure finance and sustainable development priorities.
• Secure commitments from MDBs and technology partners to fund large-scale rural and sector-specific projects.
• Promote spectrum and data-flow policies that encourage innovation and fair competition.
• Drive pan-African cooperation on standards and interoperability to create a single, vibrant digital market.

If Africa can achieve these goals, the G20 summit will be remembered not just as a diplomatic milestone, but as the moment the continent took a decisive leap toward universal connectivity and digital prosperity.

The opportunity is historic. With the right strategy and united action, Africa can transform a single year of G20 leadership into decades of inclusive digital growth.

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According to a new report launched in partnership with research consultancy Earth Action, business that fail to scale their plastic data management could face corporate liabilities of more than $20-billion globally by 2030.

鈥淕overnments are implementing Extended Producer Responsibility (EPR) schemes, plastic taxes and reporting requirements to turn the tide on unchecked plastic production and use,鈥� says Director: Global Government Affairs & CSR Africa and Global Sustainability Lead for Africa at 麻豆原创. 鈥淏usinesses need to prepare for the incoming plastic legislation by enhancing their data management and compliance efforts to ensure they gain a clear, accurate picture of their plastic material flows and minimise the environmental impact of plastic products in their supply chains.鈥�

Global effort at minimising plastic waste

March 18th is , an annual initiative that aims to raise awareness of the importance of plastics recycling among business leaders and citizens alike. An attempt at a UN-led Global Plastic Treaty failed last year, with a new round of negotiations planned for August later this year. The proposed treaty includes a cap on plastic production, better management of plastic products and chemicals of concern, and financing to support implementation of the treaty in developing countries.

鈥淏usinesses wishing to mitigate risks regarding plastic products in their supply chain need to implement robust data management to improve compliance and advance their sustainability and circular economy goals,鈥� says Geness. 鈥淪outh African companies also face increasing pressure from government regulations to minimise plastic waste and enhance their recycling efforts, adding further pressure on business leaders.鈥�

South Africa鈥檚 require that companies increase the percentage of post-consumer recyclate to 75% by 2025, and 100% by 2027. Non-compliance can result in fines of up to R5-million or imprisonment for up to five years.

The African Circular Economy Alliance, founded by the UN Environment Programme, includes South Africa as a founding member. The country has also begun implementation of its National Waste Management Plan, which supports .

Technology as enabler

鈥淭echnology can play a leading role in supporting company efforts at circular economy initiatives, including improved management of plastics-related processes and compliance,鈥� says Geness. 鈥淒igital technologies can support waste management and monitoring processes, mitigate pollution, and enhance the efficiency and sustainability of the plastics value chain.鈥�

Due to the complexities of adhering to various regulations and the breadth of modern enterprises鈥� supply chains, Geness recommends implementing a technology platform such as 麻豆原创鈥檚 Responsible Design and Production (RDP) to help build a full, accurate picture of plastic material flows.

鈥淭he platform enables the aggregation of plastic and materiality data, helps to meet Extended Producer Responsibility requirements, and identify areas for potential improvement. This can save businesses millions in costs associated with compliance and administration, while unlocking opportunities for strengthening sustainability efforts.鈥�

Geness notes that emerging technologies can deliver circular economy benefits across the plastic lifecycle. 鈥淎I and IoT enhance efficiency during manufacturing, while blockchain ensures transparency throughout supply chains through immutable and transparent records of plastic materials. IoT-enabled smart packaging can engage consumers any providing recycling information and incentives, while tech-powered advanced recycling technologies can convert waste into valuable resources, closing the loop in circular economy efforts.鈥�

鈥淪outh African companies have an opportunity to go beyond compliance and leverage technology for immense sustainability and circular economy gains, to the benefit not only of our planet but also people and our shared future.鈥�

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It has become a great opportunity for many young people, especially girls, to take up leadership roles within the tech industry.

Sunil Geness, Director of Government Relations at 麻豆原创 Africa, spoke to eNCA.

Click the link below to watch the broadcast insert –

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I recently visited the province of my birth, KwaZulu-Natal following the devastating floods. 听The desperation of the people and scale of the disaster has seen tens of thousands of displaced citizens turning to government to provide a broad range of relief measures, while damage to critical infrastructure including water supplies has prompted the President to declare a national state of disaster.

while damage to roads and schools have seen over 270 000 learners affected, in addition to 66 public healthcare facilities.

Coordinating the ongoing response will require close cooperation between multiple government and private sector entities as well as the active involvement of NGOs who play a vital role in supporting affected communities.

However, while the immediate task is to support those most vulnerable following the floods, there is a broader imperative to ensure public services are accessible and provide sufficient support to vulnerable communities across the country.

SA population has large share of vulnerable communities

Vulnerable groups include people living in poverty, those living with disabilities or dread disease, the elderly, youth and women, indigenous communities, rural and urban informal communities and displaced persons and migrants.

The pandemic has disproportionately affected vulnerable groups as they struggle with a variety of conditions and several barriers which have been exacerbated by the pandemic.

Ensuring essential public services are accessible and effective for vulnerable groups is a vital component of achieving the UN Sustainable Development Goals, especially as it relates to SDG 16, which strives for just, peaceful, and inclusive societies that are supported by strong institutions.

A recent report by the Bureau for Economic Research has found South Africa is not making sufficient progress toward achieving its development objectives. For a country where the official unemployment rate is over 35%, and millions depend on social grants and other measures to survive, this lack of progress is putting citizens – and especially vulnerable communities – at risk.

Stakes higher for public sector digital transformation

Public sector entities are arguably under greater pressure to ensure digital transformation efforts are designed with vulnerable communities in mind. Those depending on social grants or public healthcare facilities need such services to be easily accessible, especially in underdeveloped areas such as informal settlements and rural towns and villages.

UN Secretary-General Ant贸nio Guterres recently called for a 鈥榥ew social contract鈥� as part of post-pandemic recovery, based on inclusivity and sustainability, and highlighted the need for governments to prioritise investment in digital literacy and digital infrastructure to build social cohesion.

Many governments have heeded the call and have made services available in the format of 鈥渄igital by default鈥�. However, this approach often excludes those who need the services most, for example older people and those in lower income groups who are not able to access online information and services as easily as those in the higher income groups generally.

Increasingly governments are deploying cutting-edge technology to deliver public services.听 The most effective approaches often rely on big data analytics and employ the latest technologies such as Artificial Intelligence (AI), robotics, and blockchain to ensure effective outreach and provision of services.听 Consequently, the trend of adopting cutting-edge technologies in the government sector has intensified, which heralds an irreversible shift towards digital transformation. But these services may fail to improve the lives of citizens if there is a lack of trust between society and government.

Fostering trust between citizens and government

The most recent highlights increasing wariness of government and media. This is fuelling a cycle of distrust and demonstrates that government is not seen as able to solve societal problems.

The COVID pandemic and disasters like the KZN floods have highlighted the need for agile government. However, a recent study found that nearly one in ten South Africans consider corruption as the biggest problem that government needs to address.

Reports of mishandled relief funds during the early stages of the COVID-19 pandemic has sowed distrust among the electorate, which has extended to the relief efforts for flood-affected communities in KwaZulu-Natal, where local NGOs are instead being entrusted with providing essential relief measures.

This distrust does serious damage to government鈥檚 agility in the face of crises. An agile government is able to respond to crises as they emerge and can help anticipate an appropriate response. Predictive analytics and the advancement of complex systems analysis with cutting-edge technology can help governments develop agility and anticipation and improve their response to future scenarios.

Technology can also improve management of precious public sector finances, which is fundamental to the state’s efforts at supporting citizens during times of crisis and essential to the ongoing delivery of vital services.

Spend management tools such as Concur can provide system-based automated compliance and the option to embed financial policies in the software to align with regulations such as the Public Finance Management Act. This can help restore a culture of accountability that ensures scarce financial resources are spent responsibly and reach the communities that most need it.

As we hurtle into the 21st century, it will become increasingly important for the emergence of more anticipatory digital transformation functions in government than we have today, allowing us to build better, more inclusive, and more resilient societies.

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By 2025, 麻豆原创 predicts that many public sector organizations will take advantage of new technologies and breakthrough innovations to become more proactive, automated, foresighted, data-driven, and citizen-focused.

The pressure is on for governments to become more responsive and provide more effective services by implementing data-driven strategies to improve efficiencies and reduce wasteful expenditure, particularly as the world recovers from COVID-19 disruption.

Join 麻豆原创, Leadership Magazine, and expert speakers as they identify how ICT in governance may be constructed to facilitate greater accountability, transparency, and the reduction of wasteful expenditure through better financial, public information management, procurement, and administrative systems.听The conversation will also address the challenges and barriers that citizens and government encounter on the process of effective and efficient service delivery.

Event Moderator: Dr Onkgopotse JJ Tabane, Editor: Leadership Magazine

Expert Panel:

1. Ayanda Dlodlo, Minister, Public Service and Administration
2. Sunil Geness, Director Global Government Affairs & CSR, Global Sustainability Lead: Africa, 麻豆原创 Africa
3. Percy Letwaba, Head of Sales: Public Sector and Healthcare, 麻豆原创 South Africa
4. Prof Barwa Kanyane, Executive Dean: Faculty of Management, Commerce and Law (UNIVEN)

Across the continent, African cities are constantly looking for new ways to improve service delivery and enhance living and working ecosystems for citizens. It鈥檚 no surprise that many consider digital technology to be the ideal methodology to help deliver new public services, address existing problems, and reshape citizen engagement. Digital technology holds the key to the successful transformation of cities. It can accelerate and enable economic prosperity and commerce, improve safety and security, and make a real impact on the quality of life for citizens.

Join us on Wednesday, 10 November from 12:00-14:00 (CAT). To find out more or to book your seat, visit

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