NTT DATA is a $30+ billion global leader in AI, digital business and technology services, serving 75% of the Fortune Global 100.

The 麻豆原创 solutions will help NTT DATA replace multiple legacy HR systems with one unified platform for people data and processes, strengthening decision-making, employee experience and workforce planning. 麻豆原创 SuccessFactors solutions will serve as the system of record for people and talent data, working alongside NTT DATA鈥檚 existing employee service platform and specialist workforce planning tools. 麻豆原创 Business Data Cloud will connect this data with insights across other business functions.

鈥淭he initiative reflects NTT DATA鈥檚 view of talent as a strategic differentiator and AI as a capability that should be embedded across enterprise organizations,鈥� said , Chief People Officer, NTT DATA, Inc. 鈥淯ltimately, this is about creating an environment where our people feel empowered to do their best work, wherever they are in the world.鈥�

The deployment builds on a strategic partnership between 麻豆原创 and NTT DATA spanning more than 36 years, during which NTT DATA has collaborated as an 麻豆原创 platinum partner, global service partner and global reseller for 麻豆原创. In 2025, NTT DATA adopted 麻豆原创 Cloud ERP Private solutions to modernize its core systems.

麻豆原创 SuccessFactors solutions will now be deployed internally at NTT DATA over a 12-month period, with the company applying its own 麻豆原创 expertise to design and roll out the platform. This will create a single, authoritative source of HR data and processes, laying the foundation for faster, more consistent HR services across the organization. Leading its own implementation will also strengthen NTT DATA鈥檚 ability to guide clients through AI-driven HR transformation, with firsthand experience of the solutions it delivers.

鈥淣TT DATA is demonstrating how AI and cloud technology can redefine the employee experience,鈥� said , Chief Customer Officer and Member of the Executive Board of 麻豆原创 SE. 鈥淲ith a unified, intelligent HR platform, the company will unlock new levels of productivity and scale a people strategy that supports a connected workforce worldwide.鈥�

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The breach, which does not appear to be recorded on the Information Regulator鈥檚 website, is a focus area for the platinum miner鈥檚 audit and risk committee for the next financial year, says its audited annual financial statements for the year to June.

In its 2025 ESG report, Implats 鈥� one of the world鈥檚 major platinum group metals producers 鈥� says there was a 鈥渓imited impact cyber security breach to a managed operation鈥檚 IT environment, which was quickly detected and resolved by the group鈥檚 IT service providers鈥�. In 2024, Implats 鈥渄id not have any material security/cyber security breaches鈥�.

The miner, with a market capitalisation of R208.35 billion, did not identify the affected managed operation, give a precise date, explain the nature of the breach, say whether data was compromised, or quantify any financial or operational impact.

Implats has six mining operations across South Africa, Zimbabwe and Canada, plus refining and processing operations, employing more than 60 000 people across its operations.

South Africa is the world鈥檚 largest producer of platinum, supplying almost three-quarters of the metal 鈥� used in vehicle catalytic converters, jewellery, industrial applications and emerging hydrogen technologies.

Batten down

Dawn Earp, chairman of the audit and risk committee, says its priorities for the year ahead include cyber security, AI and digital risk, and that it will oversee the group鈥檚 cyber security and AI risk management and control environment, including 鈥渢he remediation of actions arising from the recent cyber incident鈥�.

鈥淟earnings from this incident were incorporated into the group鈥檚 security posture to improve maturity,鈥� it said in 2025. Implats adds that the outcome reflected the effectiveness of its layered security strategy and continued investment in digital resilience.

Implats describes cyber security as a material risk because of its potential to disrupt business continuity and compromise sensitive information and intellectual property.

Among its cyber security measures are ongoing cyber security awareness training, annual assessments of the potential impact of cyber breaches on data and operational technology systems, regular audits and penetration testing by independent external specialists, as well as escalation protocols for incident response and breach management.

Earp says key controls, including 鈥渧ulnerability monitoring, ransomware recovery testing and backup management,鈥� operated effectively during the year.

The committee will also monitor risks associated with the integration of IT and operational technology, and oversee AI governance, responsible adoption and compliance with evolving regulatory and ethical requirements.

Digging deeper

Implats also conducted a deep dive into AI-related risks, including cyber security, data privacy, regulatory compliance and responsible AI practices, Earp says. These measures are intended to support the responsible adoption of AI across the group.

This comes as the miner expects the economic, technological, regulatory and geopolitical environment to remain uncertain, specifically pointing to 鈥渢he accelerating convergence of cyber threats, rapid advancements in AI, evolving regulatory requirements and ongoing economic volatility鈥� as factors that continue to 鈥渟hape boardroom priorities and challenge traditional risk management approaches鈥�.

Implats has also identified investment in automation, digital systems and data analytics as a way of improving operational performance and decision-making. Along with the rest of the mining industry, it is using advanced technologies to improve mineral-resource modelling and metallurgical processes.

鈥淭he mining sector is increasingly adopting automation, AI, data analytics and remote operations to improve safety, productivity and cost-efficiency.鈥�

Getting smarter

Priorities included using digital tools, automation and data analytics to improve mining efficiency and reduce waste, while exploring remote operations and smart-mining technologies to improve productivity and reduce labour intensity, it says.

Its IT strategy is focused on extracting value across support, compute, storage and security. The digital push includes cloud services, 麻豆原创 S/4HANA and further ERP investment, near-real-time reporting, data analytics and data science, process digitisation and robotic process automation.

It is also investing in above- and below-ground connectivity, internet of things integration, IT, operational technology, convergence and cyber security, all of which are embedded in performance metrics.

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• Shoprite CEO Pieter Engelbrecht says rivals can replicate the group鈥檚 Sixty60 platform, but doing so will take years and significant investment
• Sixty60 grew sales almost 35% to R25.5 billion in the 52 weeks to end June, adding a record R6.6 billion to the previous year鈥檚 sales, and is now gaining traction at Shoprite-branded stores.
• Anchor Capital analyst Steph Erasmus called Shoprite the 鈥済orilla in the room鈥�, saying it is bigger than all its rivals in grocery retail and is using that to its advantage.

Shoprite is signalling that rivals can imitate its on-demand service Sixty60, but doing so will take years and significant investment 鈥� money the retail giant has already committed.

And even then, SA鈥檚 largest retail group intends to stay ahead of the game by constantly introducing new features and capabilities to the platform. This will include everything from new agentic abilities for its AI assistant Pixie to broadening its product and adjacent store ranges that can be curated for delivery.

Asked about the threat other retailers鈥� on-demand platforms and apps pose to Shoprite, CEO Pieter Engelbrecht said while a Sixty60 platform and its app features can be replicated, it鈥檚 鈥済oing to take time and money鈥�.

鈥淎nd that doesn鈥檛 mean we鈥檙e standing still. Every single day, we are improving on [Sixty60]. That鈥檚 why you can now 鈥榓sk鈥� [through Pixie] Jamie Oliver what鈥檚 for dinner on the app. You can take a picture of your shopping list, and Pixie will understand your language and your writing.鈥�

Shoprite has a long-standing partnership with the British celebrity chef.

Engelbrecht, who was speaking to News24 after the publication of full-year results on Tuesday, said what Shoprite offers on Sixty60 is 鈥渘ot so unique that nobody else can do it鈥�; the advantage is that the group has done the heavy lifting in terms of significantly investing over many years into several technologies and platforms that ultimately laid the foundation for Sixty60 and helped Shoprite evolve into what it is today.

This includes its 麻豆原创 enterprise resource planning platform, introduced in 2017, which serves as its 鈥渃ore system of record鈥� and connects its core business operations. The system provides a single data source that gives Shoprite access to accurate information about sales and customer habits. It ultimately laid the framework for building out its
Xtra Savings reward programme, and later Sixty60 in 2019.

Another benefit is that Shoprite owns the underlying code that Sixty60 runs on.

鈥淭here are no licence fees and things like that because we developed the code ourselves. We have already made the investment, so every single day we鈥檙e doing something or adding something to it to make the experience better. In the end, it boils down to your level of execution.鈥�

This echoes what he said at an investor presentation earlier that day. Engelbrecht told investors that apart from the money rivals would need to invest, it would take them a long time to reach Sixty60鈥檚 current 鈥渓evel of execution鈥�.

He rated the Sixty60 platform against rival platforms in the market and said it came out on top.

鈥淚 tested it all. For me, there is no question that Sixty60 is the best online platform. It鈥檚 reliable. That is logically driving the behaviour of customers because they have a great experience.鈥�

This may explain why it continues to command such strong growth 鈥� in the 52 weeks to 28 June, for example, Sixty60 grew sales almost 35% to R25.5 billion, adding a record R6.6 billion in sales. The platform is also gaining traction among Shoprite customers, with the service now available from 137 Shoprite stores.

鈥楧efinitely a need鈥�

Engelbrecht said while Shoprite Sixty60 was not expected to grow as fast as Checkers Sixty60, the group was still 鈥渧ery surprised鈥� by the level of acceptance shown by Shoprite customers.

He said their basket size was 鈥渟lightly smaller鈥� than Checkers shoppers鈥� baskets, but it was 鈥渟till profitable 鈥� There鈥檚 definitely a need for it.鈥�

He also said there was still an opportunity to add all the other parts of its business to Sixty60, combining them with food delivery for a single checkout.

鈥淚t鈥檚 a single delivery, but it鈥檚 actually from four or five different businesses. And that, for me, is probably the top level of convenience you can ask for, and that is what is driving growth.”

The key to the Shoprite group鈥檚 success has been its focus on ensuring 98% stock availability for both online and in-store customers, Engelbrecht told News24. He noted that having suboptimal stock levels could mean a customer ends up receiving only half of what they ordered online.

Over the years, the group has also invested significant capital in improving its tech capabilities and logistics. In the past three years alone, it spent R22.6 billion on digital technology, supply chain upgrades, and store expansions. This equated to R7.8 billion in 2024, R8 billion in 2025, and R6.8 billion in 2026.

In the upcoming year, the group intends to spend R7.7 billion.

Shoprite is also modernising its IT system, with Engelbrecht saying the group will be transitioning to the latest 麻豆原创 S/4HANA platform for financial systems and HR over the next three years.

Engelbrecht also said there were 鈥渓ots of opportunities鈥� for growth for Shoprite in SA, adding that adjacent businesses such as pet (Petshop Science stores now number 185 and have increased sales 74.5%) and pharmacy (standalone Medirite Plus stores now number 22) were 鈥渟lowly but surely starting to contribute鈥�.

鈥淲e鈥檝e still got a long way to go with Outdoor, Uniq by Checkers, Petshop Science, and Medirite Plus,鈥� he said, adding that these adjacent businesses are also helping Sixty60 grow.

Anchor Capital investment analyst Steph Erasmus said his main takeaway from the Shoprite results, particularly the information it shared on Sixty60, was that the retailer is the 鈥済orilla in the room鈥�.

鈥淭hey are vastly bigger than any of their competition in food retail, and they are using that to their advantage, especially in areas like Sixty60 and adding in the adjacencies and the like.鈥�

Erasmus agreed with Engelbrecht about rivals being able to copy the Sixty60 model, saying it 鈥渋s going to take a lot of ammo and a lot of time鈥�.

鈥淚 think Shoprite are just ahead of the curve. They are heading the pack, and it is difficult to see anybody really making a big difference to their market position for the next while.鈥�

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The company outlined its strategy at 麻豆原创 Connect Day 2026, held this week in Kyalami, Johannesburg.

, MD for southern Africa at 麻豆原创, said the company’s role is to support organisations in implementing and scaling agentic AI across end-to-end systems as they transition towards .

Addressing the complexity and cost that continue to challenge organisations migrating systems and platforms, , VP of customer advisory for EMEA at 麻豆原创, said the company’s new agent-led transformation approach could reduce the effort required for multi-year ERP migrations by 35%.

Agentic AI assistants

麻豆原创 has introduced several migration and modernisation AI assistants, including data management, custom code, configuration, test management and change management assistants. According to the company, these are governed by Joule for both developers and consultants and are designed to execute complex business scenarios by reasoning iteratively and interacting with their environment to achieve defined goals.

Nolla cited 麻豆原创 research indicating that the highest-ranked strategy for maximising ROI from AI is aligning initiatives with clear business goals.

麻豆原创 said AI currently supports about 30% of tasks in the average business, with that figure projected to reach 48% within two years.

, head of solution advisory at 麻豆原创, said a major challenge in AI-driven digital transformation is what the company describes as the “enterprise paradox” 鈥� the expectation of instant enterprise AI clashing with the operational reality of complexity, manual processes and human behaviour.

Standard Bank’s transformation journey

, executive group CIO for corporate functions at Standard Bank, outlined the bank’s use of 麻豆原创 technology to address operational challenges, including end-of-life systems, expiring vendor support and the need for a modern cloud ERP platform to support future innovation.

The bank completed a large-scale ERP migration and implementation programme. Modernising core enterprise systems required careful planning, strong governance and close collaboration between business and technology teams. The programme established a platform capable of supporting growth, operational resilience and ongoing innovation.

Padiachee said one of the biggest challenges was the pace of technological change.

“Organisations are required to continuously adapt while maintaining stability across critical business operations. Change management is just as important as the technology implementation itself,” she said.

Modernisation, she added, should improve agility without creating unnecessary disruption to business operations.

She also highlighted the human factor. “It’s really about keeping people calm during turbulence,” she said, adding that AI is fundamentally changing how businesses operate. “The focus should move beyond experimentation towards delivering measurable value.”

According to Padiachee, AI initiatives should align with clear business outcomes rather than be driven by the technology’s popularity.

She said one of the most significant lessons from the transformation programme was the complexity of Unicode conversion.

“In hindsight, this work should have started much earlier in the programme. Unicode conversion proved more complex than anticipated and became a critical dependency for implementation. Investing time in foundational technical readiness significantly reduces downstream project risk.”

Padiachee also stressed the importance of high-quality enterprise data that is accurate, trusted, well-governed and accessible.

She advised organisations planning system and platform migrations, as well as AI integration, to begin with a clearly defined use case, establish strong partnerships and maintain robust governance and guardrails.

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, executive: group CIO for corporate functions at Standard Bank Group, explains that the finance organisation was at a crossroads back in 2022.

鈥淲e had to remediate for an end of life, end of support problem, and we also had a unique business problem we needed to solve for.鈥�

Since then, the organisation has successfully migrated group reporting and the ledgers, and has completed two successful month-ends, she says.

Padiachee points out that technology is changing at such a rapid pace it is hard for organisations to keep up.

鈥淎gentic artificial intelligence (AI) is impacting business, and it鈥檚 no longer around experimentation and productive use cases. We are looking at enterprise-scale cases for real business value.鈥�

The big challenges in this scenario she says, are the workforce, the data and cybersecurity.

But central to any change, she adds, is to retain a business agenda regardless of how hard it is.

鈥淭echnology is hard, but the hardest part of change is the soft side,鈥� Padiachee says.

In her particular project, it took months to get to the point of deciding to migrate to 麻豆原创 Rise. Having decided to go forward, the first order of priority was to bring the various teams together.

鈥淚t鈥檚 not just about you and your internal teams. There are a number of stakeholders. And it is a long journey, so you have to ensure you keep people calm during the turbulence.鈥�

Although there were not many role changes, Padiachee explains that there was a lot of rethinking about how work was executed. 鈥淲ith the new platforms, teams have the opportunity to solve things differently.鈥�

Padiachee鈥檚 team built a foundation upon which business processes could be optimised. 鈥淪o we partnered with the business to redesign the data processes. And reshaping the processes meant changing the governance and reporting.鈥�

Getting people to change old habits means reinforcing that they had the ability to be more agile and more efficient, layering more functionality with AI.

Padiachee had to balance complexity, with business, regulation and customers on one side, and a technology platform on the other.

鈥淭hese competing priorities were a challenge,鈥� she says. 鈥淏ut I believe you have to understand where you are now and where you want to go.

鈥淚 am a great believer in architecture: that builds a roadmap about how you want to transform. You can unpack the roadmap and incrementally deliver against it.

鈥淢y vision, from a Standard Bank perspective, is that we have a roadmap and we are now layering on the next pieces of technology.鈥�

Innovation is key, and it鈥檚 important to allow teams to innovate, Padiachee adds. 鈥淭his keeps them inspired and motivated, and lets them hone their own skills.

鈥淏ut it needs to be in a controlled environment, partnering with vendors, keeping governance and guardrails in place, and safeguarding the data. This allows for agility.鈥�

Innovations then need to be brought back into the mainstream systems, again with guardrails, in a controlled and reviewed manner.

What was the main leadership learning that Padiachee has taken away from the migration?

鈥淧artnership was key for me,鈥� she says. 鈥淚t was important to build the right partnerships with all the stakeholders.鈥�

Leaders should also recognise that the project won鈥檛 always go to plan. 鈥淚t鈥檚 OK if the project is red,鈥� Padiachee says. 鈥淭his highlights issues and provides the focus to unpack and resolve those issues.鈥�

She advises that this environment allows teams to give constructive feedback. 鈥淎nd you can鈥檛 just stand aside and watch the project 鈥� sometimes you have to get your hands dirty to help solve a problem.鈥�

A key to the migration鈥檚 success was understanding the roles of IT and business.

鈥淲e led with a technology problem,鈥� Padiachee says. 鈥淭hat was the highest priority because we were facing end of life and support. We then partnered with business to optimise on that.鈥�

Dealing with rapid change needs to be built into any project, she adds. 鈥淗ave a clear strategy and roadmap, and review that roadmap every six months. Things change so quickly, you may need to pivot along the way.鈥�

Sponsorship is critical for project success, she points out. 鈥淚f you start this journey, you need to ensure you have sponsorship from the right executives.鈥�

A big migration goes beyond technology and business: if organisations don鈥檛 embed culture from the beginning, the project can stall.

鈥淲e laid out key roles for IT and business,鈥� Padiachee explains. 鈥淲e had to bring the entire finance team with us, so business took the lead.

鈥淵ou can deliver the best technology, but if you don鈥檛 have right culture you will fail. And you can鈥檛 bring people in at the end 鈥� they have to be on board from the onset.鈥�

Part of the change management was training, which is an continual process, and onboarding.

If it continues on the path of its current vision, Padiachee believes that Standard Bank will be a future-ready organisation, transformed, and running the best AI-enabled and autonomous finance technology.

She concludes with some key takeaways from her experience in migrating to Rise:

• Start with a business case and ensure solid back-up all the way to the board
• Be very clear what problem you need to solve. You can鈥檛 solve everything, so start small then build from there
• Sponsorship is important
• Build partnerships 鈥� and don鈥檛 be afraid to have the tough conversations
• Strong governance is important
• The role between technology and business is critical, with a solid view of what each does
• Ensure that, at end of the programme, you can go back to the business case and check that you did deliver.

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About the client

The client is a leading power and utilities company in the Kingdom of Saudi Arabia, responsible for generating, transmitting, and distributing electricity to millions of residential, commercial, and industrial customers across the region.

As a key player in supporting the nation鈥檚 economic growth and development, the client continuously invests in modernising its organisation鈥檚 infrastructure and optimising operational efficiency to meet the growing demand for reliable and sustainable energy.

Project overview

The client embarked on a large-scale restructuring initiative, partnering with a leading consulting firm in the Middle East to streamline and unify their business operations across multiple regions in Saudi Arabia. A critical aspect of this transformation was the Data Unification project for huge amounts of master, transaction and historical data, which aimed to standardise and harmonise master data from diverse regional systems into a single, consistent structure.

Recognising the complexity and scale of the 麻豆原创 data transformation required, the consulting firm sought the expertise of EPI-USE Labs. EPI-USE Labs used their PRISM transformation solution, which combines specialist services and proprietary software, including the Data Sync Manager Landscape Transformation (LT) Suite, supported by EPI-USE Labs鈥� global delivery model. This approach helped the consulting firm to complete the 麻豆原创 data transformation efficiently and effectively. This company also contributed significantly by providing 麻豆原创 functional expertise and business knowledge, ensuring the project was a success.

Key highlights

• Over 4 million classes and characteristics updated
• Over 15 million equipment, orders, notifications and maintenance plans reassigned
• Over 150 million records updated in custom tables
• Data unification of huge amounts of 麻豆原创 master, transaction and historical data
• Complex data harmonisation of millions of data fields
• Automation of complex data mappings at scale
• Consistent, compliant, accurate data with automated validation reports

This joint exercise with EPI-USE Labs has enhanced our rapport and confidence with the client. We were able to deliver operational efficiency and lower the cost due to centralised data management.
  鈥� Project Director, leading consulting firm in the Middle East

The challenge: Fragmented operational data

Following the implementation of Enterprise Asset Management (EAM), the client鈥檚 operational data over the years was fragmented across different regional divisions, each with unique data definitions, structures and naming conventions. The client decided to implement a common unification policy to their equipment and assets across the region. The lack of standardisation made it difficult for them to gain a unified view of their operations, impacting reporting, decision-making, and operational efficiency.

The master, transaction and historical Data Unification project required:

• High-volume data transformations: Millions of data fields needed to be mapped and transformed accurately.
• Complex data harmonisation: Aligning data definitions across all regions while maintaining data integrity.
• Risk mitigation: Manual data transformation was not only time-consuming but also posed a high risk of errors.

To address these challenges, they needed a solution that would automate the transformation process, reduce risks, and enhance efficiency.

Specialist data transformation at scale

EPI-USE Labs was engaged by the consulting firm in the Middle East as a specialist data transformation partner, bringing in the EPI-USE Labs鈥� PRISM solution along with specialist software and consultants to handle the data transformation needs, as one team working with the client.

Components of the solution

• Data identification to preview and validate data in scope.
• Automation at scale: The PRISM solution automated complex data mappings and executed transformations with precision. This significantly reduced the need for manual intervention, accelerating the project timeline.
• Advanced transformation capabilities: The engine not only automated standard transformations but also handled complex scenarios, ensuring seamless data unification across the client鈥檚 regions.
• Data consistency and accuracy: Applying predefined mapping rules provided by the consulting firm and the client ensured that the final transformed data output was both consistent and reliable.
• Effective validation reports: EPI-USE Labs assisted the consulting firm in developing automated validation reports to ensure accuracy and integrity throughout the transformation process.

Collaboration with EPI-USE Labs was critical for such a project for the largest utility client in the Middle East. We received constant support from the EPI-USE Labs data expert team and, together, achieved this success.
  鈥� Project Manager, leading consulting firm in the Middle East

EPI-USE Labs expedited our journey in the data unification project. Their software played a critical role where millions of records were transformed without error and with speed.
  鈥� Functional Lead, leading consulting firm in the Middle East

Collaboration and global delivery model

EPI-USE Labs assembled a skilled team from across the globe, including experts from the UK and Europe, to support the project. The team worked closely with the consulting firm鈥檚 project managers and technical and functional leads through daily interactions, fostering strong collaboration and effective problem-solving.

This global techno-functional delivery model enabled the consulting firm and EPI-USE Labs to provide a precise and reliable software-powered solution, ensuring that not only the data transformation requirements were met, but also that the broader functional needs of the client鈥檚 project were addressed.

Solution stages

1. Input stage

• Data sources: Multiple regional databases with fragmented master data.
• Initial state: Inconsistent structures, varying naming conventions, and siloed data.

2. Transformation stage

• EPI-USE Labs鈥� role: Utilisation of the PRISM solution to automate data transformations; execution of complex data mappings, applying predefined rules; integration of both functional and technical expertise to address evolving project needs; significant volume of data to be referenced.
• Technical approach: Automation versus manual effort, with huge efficiency gains; handling of data inconsistencies and real-time adjustments.

3. Output stage

• Unified master data: Harmonised data model supporting the client鈥檚 restructured business processes.
• Business impact: Enhanced reporting, improved operational efficiency, and reduced risk.

The outcome: A hugely successful project

The successful completion of EPI-USE Labs鈥� scope of the project contributed to the broader objectives of the client鈥檚 data unification initiative. The results included:

• Enhanced efficiency: PRISM transformed millions of data fields quickly and accurately, saving the consulting firm and the client both time and resources.
• Reduced risk: By automating the process, EPI-USE Labs minimised the potential for human error and ensured data consistency across the board in the data transformation.
• Operational continuity: The unified master data model enabled the client to streamline reporting and business processes, laying a strong foundation for continued operational optimisation.
• Compliance: The unified master, transaction, and historical data improved compliance by enabling better regulatory oversight and mitigating risks.

Strategic partnership and future opportunities

This project not only met the technical needs, but also strengthened the partnership between the leading consulting firm in the Middle East and EPI-USE Labs, by aligning closely with their project objectives and demonstrating the effectiveness of EPI-USE Labs鈥� PRISM approach. This project demonstrated that 鈥� together with partners 鈥� EPI-USE Labs can effectively tackle big 麻豆原创 System Landscape Optimisation (SLO)/Data Migration and Landscape Transformation (DMLT) and migration/transformation projects in challenging environments.

About EPI-USE Labs

As a global software solutions and managed services company, EPI-USE Labs helps you to maximise the performance, management and security of your 麻豆原创庐 and 麻豆原创 SuccessFactors庐 systems. Our clients tell us every day how we have transformed their business operations.

Contact us to find out how we can help you solve your business challenges

epiuselabs.com | sales@labs.epiuse.com

EPI-USE Labs is a member of Group Elephant.

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Deputy Executive Mayor and MMC for Finance, Councillor Eugene Modise, announced the rollout on Thursday alongside Executive Mayor Dr Nasiphi Moya, members of the Mayoral Committee and senior municipal officials. He described the initiative as another milestone in the City鈥檚 drive to modernise public administration and improve financial governance.

鈥淓very rand entrusted to the municipality is managed responsibly, transparently and in the best interests of our residents,鈥� Modise said.

Modise said Tshwane鈥檚 procurement system had long relied on manual, paper-based processes and fragmented approval mechanisms that contributed to delays, inefficiencies and, in some instances, abuse.

He said previous audit findings and internal investigations had identified weaknesses in the City鈥檚 supply chain management, including poor record-keeping and inconsistent compliance. These shortcomings, he said, undermined public confidence, increased costs and slowed service delivery.

麻豆原创 Ariba is a fully integrated, cloud-based procurement and supply chain management platform that digitises supplier registration, sourcing, contract management and procurement transactions.

According to Modise, the platform will create a complete digital audit trail for every procurement transaction, ensuring supplier engagements and approval processes are fully traceable and subject to stronger oversight.

The implementation forms part of the City鈥檚 broader 麻豆原创 S/4HANA Upgrade Programme, one of Tshwane鈥檚 largest financial modernisation projects, with an investment of approximately R237 million.

Modise also used the occasion to reject what he described as inaccurate public commentary about Tshwane鈥檚 financial health, saying the municipality鈥檚 latest figures reflected sound financial management rather than financial distress.

He said the City collected approximately R43.93 billion in revenue during the 2025/26 financial year, representing 98% of the revenue projected in its Budget Funding Plan despite ongoing economic pressure on households and businesses.

Revenue collection in June exceeded expectations, with the City collecting more than R4.18 billion, surpassing the monthly funding target by more than R544 million and achieving 115% of its target. By June 26, before the financial year had officially ended, collections had already exceeded R3.6 billion.

Modise said that after paying employee salaries, the municipality maintained a positive cash balance of about R1.8 billion. He added that the  remained fully compliant with its Eskom debt repayment agreement while continuing to reduce its overall debt book.

Linking the City鈥檚 financial performance to the procurement reforms, Modise said sustainable financial management depends on robust governance systems rather than short-term interventions.

鈥淪trong financial management depends on strong systems,鈥� he said, noting that procurement represents one of the largest areas of municipal expenditure.

He said digital platforms such as 麻豆原创 Ariba reduce opportunities for irregular expenditure, improve compliance and oversight, and enable faster, data-driven decision-making through real-time reporting.

Modise said the reforms were intended to build 鈥渁 capable, transparent and financially sustainable municipality that earns the confidence of residents through responsible governance and measurable results.鈥�

He added that the new procurement platform would also simplify doing business with the City by making procurement processes more efficient and accessible for legitimate suppliers.

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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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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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