South Africa is at a turning point in its energy journey. Driven by a commitment to cleaner energy and the swift uptake of solar power, the renewable energy sector is experiencing significant growth. This expansion, spearheaded by both established Independent Power Producers (IPPs) and private sector entities investing in their own renewable energy initiatives, marks a clear shift from the government-led REIPPP programme of the past. However, this rapid growth brings with it a serious challenge: ensuring the availability of a skilled and adaptable workforce to support the development, installation, and long-term maintenance of solar farms and other renewable energy projects across the country. This is where Temporary Employment Services (TES) providers can step in to play a vital role in meeting South Africa’s clean energy needs.

The workforce scaling challenge in the renewables sector
The expertise first honed by established IPPs is now being put to work in the private sector. At the same time, many new companies are starting up, which is good for using local materials and workers in the industry, but this changing situation is making a big difference in the demand for skilled workers at all job levels. Initially, renewable energy projects in rural areas often encountered a scarcity of even basic electrical skills. Today, the influx of projects nationwide is facilitating the growth of semi-skilled and skilled electricians in regions where such expertise was previously limited. However, at the senior management and specialist levels, the national demand is so high that finding the right talent remains a considerable hurdle for individual companies.

Addressing this fluctuating demand for skilled labour in energy projects is a core strength of TES providers and their ability to offer a flexible workforce is exactly what is needed in an industry characterised by project-based work with varying timelines and technical requirements. In addition to providing on-demand access to a competent workforce, TES providers play a vital role in helping companies to navigate the complexities of local regulations and industry standards. Many companies, especially international firms or those new to a region, may lack a deep understanding of local bargaining council agreements, infrastructure limitations, or even the local political landscape.

Providing agile workforce solutions
TES providers, with an established presence and experience in various regions across the country, can offer invaluable insights and support in ensuring compliance to steer clear of difficulties and keep projects on track. They can also bridge language and cultural barriers, fostering smoother collaboration on project sites. This flexibility is not only convenient; it is critical to the efficient execution of projects and for managing costs effectively.

Given the often-reactive nature of renewable energy projects, where timelines can shift and staffing needs can change rapidly, TES providers offer a significant advantage. They can scale workforces up and down with far greater agility than individual companies. Unlike a company based in a metropolitan area trying to manage staffing from afar in a remote region, TES providers have a local presence and established networks within those areas. This allows for the swift mobilisation of skilled workers onto project sites and an equally efficient reduction in workforce as project phases are completed.

More than simply supplying labour, TES providers play a vital role in ensuring compliance with local regulations and industry standards – a significant challenge for companies unfamiliar with the nuances of the South African landscape. TES providers, with their on-the-ground experience, are well-versed in these areas. They understand the local political context, and their learnings drawn from experience in specific regions can help newcomer companies to avoid problems.

Bridging the skills gap for today and tomorrow
Looking ahead, the consistent expansion of the renewable energy sector in South Africa will continue to drive high demand for specific skills, including health and safety professionals, artisans (especially electricians and semi-skilled electricians), junior engineers, construction managers, and quality control specialists.

TES providers are uniquely positioned to help companies secure these critical skills at the right time. Their existing databases offer companies access to individuals with a proven track record on previous projects and they can identify semi-skilled workers ready for upskilling into artisan roles and junior professionals prepared to take on more responsibility. Additionally, the national reach of established TES providers offers a significant advantage over companies trying to build recruitment networks from scratch.

A catalyst for South Africa’s green transition
In short, TES providers are an indispensable part of South Africa going green. Their experience and lessons learned from past projects help companies work better and faster. Because these providers can quickly find and manage workers, renewable energy projects can be built much quicker than if companies tried to do it all themselves.

For businesses venturing into or expanding a presence in South Africa’s green energy world, partnering with experienced TES providers offers a smart move as they play an invaluable role in managing the workforce, from end to end, including payroll, human resources, labour relations, safety and compliance.

Talking to these providers early on is advisable to avoid the usual headaches associated with hiring, following rules, and understanding the local situation. TES providers have solid systems in place to find the workers needed efficiently and because of their ability to scale up or down rapidly, projects stay on schedule, thanks to their ability to get the right people in place at the right time to make South Africa’s green energy future happen.

Artificial Intelligence (AI) is reshaping the landscape of information security, presenting both unprecedented opportunities and significant new threats. While AI-driven solutions can enhance threat detection, automate responses, and improve compliance with stringent regulations like the Protection of Personal Information Act (POPIA), the General Data Protection Regulation (GDPR), and the Health Insurance Portability and Accountability Act (HIPAA), they also introduce vulnerabilities that could be exploited by cybercriminals. The challenge for businesses is clear: how can you leverage AI effectively while mitigating the risks it inherently brings?

AI as a force for good in security

AI’s capabilities in cybersecurity are vast. Machine learning algorithms can analyse immense datasets, identifying patterns and anomalies that might indicate a security breach. This allows organisations to detect threats faster than traditional methods, reducing response times and limiting damage. AI also enhances compliance efforts by streamlining data classification, access control, and audit processes, ensuring that businesses adhere to evolving regulatory frameworks.

Beyond detection and compliance, AI is playing a crucial role in automating routine security tasks, freeing up security teams to focus on strategic threat management. The ability of AI-powered security tools to adapt and learn from previous attacks means that businesses can build a proactive rather than reactive security posture.

The other side of the coin

The same technology that enhances security can also introduce new vulnerabilities. Cybercriminals are leveraging AI to launch increasingly sophisticated attacks, such as AI-generated phishing emails that mimic human communication with unnerving accuracy. Deepfake technology can be used to bypass traditional identity verification methods, and AI-powered malware can evolve to evade detection. Attackers are also using AI to analyse network defences and tailor their attacks accordingly, making them more difficult to anticipate and counter.

For example, AI-driven phishing attacks are becoming increasingly difficult to detect. These attacks can analyse an organisation’s communication style, crafting highly personalised messages that trick even the most vigilant employees into revealing sensitive information. Similarly, AI-enhanced malware can continuously evolve to evade signature-based detection methods, making traditional cybersecurity approaches less effective.

Another concern is the risk of over-reliance on AI-driven security measures. The automation of security processes can sometimes lead to complacency, with businesses assuming their AI tools are infallible. The reality is that AI is not perfect – it can make mistakes, and it can be manipulated, and its effectiveness depends on the quality of the data it is trained on. Blind trust in AI without human oversight can create a false sense of security, leading to vulnerabilities being overlooked.

Time to call in the experts

Security compliance officers and third-party cybersecurity experts are essential. Their role goes beyond ensuring regulatory compliance; they act as a crucial check against AI’s potential weaknesses. By conducting thorough audits, fine-tuning AI-driven security systems, and continuously assessing emerging risks, these professionals help organisations build resilient security frameworks.

Security leaders must also prioritise a hybrid approach that combines AI’s analytical power with human intuition and expertise. While AI can process vast amounts of data and detect anomalies, human oversight is necessary to interpret nuanced threats, assess context, and make informed strategic decisions. Regular security audits, penetration testing, and ongoing staff training are essential to staying ahead of AI-powered threats.

Moreover, businesses need to recognise that AI is only as good as the data it is trained on. Biased or incomplete datasets can result in AI misidentifying threats or generating false positives, leading to ineffective security measures. Human intervention is required to fine-tune AI models and ensure they are both accurate and adaptable. Additionally, the ethical implications of AI-driven cybersecurity solutions must be carefully managed to prevent misuse or unintended consequences.

Gaps in compliance strategy

With regulations like POPIA, GDPR, and HIPAA imposing stricter security and privacy mandates, businesses must ensure that AI-driven solutions do not inadvertently lead to compliance breaches. AI’s ability to process vast amounts of data makes it a powerful tool for security, but without proper governance, it can also be a liability.

For example, AI models used in security may inadvertently store or process sensitive personal data in a way that violates data protection laws. Additionally, AI-generated security insights might introduce biases that result in discriminatory or legally questionable decisions. Organisations must take a proactive approach to AI governance, ensuring that AI-driven security measures align with legal and ethical requirements.

Balancing AI’s promise with proactive defence

AI is undeniably transforming information security, but it is not a silver bullet. The same technology that enhances protection can also be weaponised by bad actors. Businesses must approach AI-driven security with a balanced strategy, leveraging its strengths while remaining vigilant against its vulnerabilities.

By integrating AI with robust governance frameworks, continuous human oversight, and expert-led security strategies, organisations can harness the power of AI without falling prey to its risks. The key to securing the future lies in using AI not as a replacement for human expertise, but as a tool that enhances and strengthens security measures in an ever-evolving threat landscape. Ultimately, technology alone won’t save your business from cyberthreats. The key to resilience lies in a strategic blend of AI, expert oversight, and proactive security planning.

SynergERP, a local Sage Platinum Reseller and trusted business solutions provider, has taken a strategic step forward in its project execution journey by standardising a project management methodology and implementing Project Portfolio Office’s PPO as its chosen portfolio and project management tool.

Founded in 1993, SynergERP specialises in delivering end-to-end enterprise resource planning (ERP) solutions, with a focus on Sage X3 and Sage Intacct. With clients across a broad range of sectors, including manufacturing, distribution, financial services and professional services, the company is well known for its deep industry knowledge, long-term client partnerships and a commitment to driving digital transformation.

According to Wessel Coetzee, joint managing director at SynergERP, as the business has grown – both in terms of client base and larger, more complex projects – the limitations of its informal project management environment began to surface.

Despite having experienced project managers in place, SynergERP needed a consistent, consolidated approach to project execution. Project data was decentralised and managed using different tools, making it difficult to gain oversight and deliver the level of governance and efficiency needed to support ongoing growth.

“While our business is very much project driven, we realised that our project management had become a somewhat of an afterthought,” explains Coetzee. “Each project manager had their own way of working, often based on client preferences, and there was no central view or dashboard to see how our projects were tracking overall. Reporting was quite informal, and we relied on checking with each project manager as to the status of their projects.

“We realised this had to change in order to elevate our project management delivery and take the business to the next level.”

Building a solid project management foundation

In 2024, as part of a broader leadership transition, SynergERP made the decision to formalise its operations and appointed a project management consultant to establish a structured project methodology and best practices. While technology wasn’t the initial focus, it quickly became clear that the methodology would require a fit-for-purpose project management application to embed best practices and scale consistently.

“PPO was recommended to us and, while as a technology company our first instinct is always to build something ourselves, this would have taken hundreds of hours,” he continues. “The more we looked into it, the more it made sense to use PPO to support the roll-out of our new project management methodology and aid in the development of a formal Project Management Office (PMO).

“PPO was already fit-for-purpose and aligned with what we were trying to achieve. It wasn’t just about getting a tool – it was about supporting our broader PMO development and methodology.”

SynergERP’s decision to implement PPO was underpinned by several key goals. Coetzee maintains that, at a management level, the main goal was transparency and centralisation. “We needed one source of truth, somewhere we could see all our projects, track progress and generate consistent reports. PPO gave us that out of the box.

“And at the project manager level, it was about giving the team the right tools. There’s a lot of administration and governance required in project management, and we wanted something that made their jobs easier, not harder. PPO doesn’t just enable processes; it embeds the project management methodology into the tool, making it easier to follow and easier to report on.”

Delivering results

While SynergERP is still in the process of formalising its project management environment, since implementing PPO, the organisation has already seen a significant difference in the way it manages and delivers projects.

“With a single, standardised project management methodology rolled out across all project teams, we’ve definitely seen improvements in visibility, consistency and efficiency. PPO doesn’t just enable our project processes; it reinforces them,” says Coetzee. “The tool makes it easier to follow the methodology and has significantly improved how we manage and track our projects.”

SynergERP is also seeing better project management resource allocation, while still in early stages. “Many of our projects are lengthy and run over several months. PPO has been helpful in allowing us to keep track of budgeted versus actual hours, as well as forecasting remaining effort.”

A major factor in the success of the PPO implementation has been the high level of user adoption among SynergERP’s project managers. According to Coetzee, the team has embraced the project management software enthusiastically.

“We’ve seen a real shift in how our project managers work and think about delivery. The feedback has been very positive, in particular around the quarterly webinars hosted by PPO, which highlight new functionalities and updates. These have been beneficial in instructing the team to understand how to best use the project management application to run projects more effectively and essentially make their lives easier.

“As a business, SynergERP has actually taken some of the practices we’ve seen in PPO’s approach and used them to improve our own Sage Intacct implementations. From the start, everything has been seamless. Whenever we’ve needed support, the PPO team has been quick to respond, very supportive and communicated clearly. It has genuinely been a great experience.”

SynergERP has embraced the use of PPO to assist in turning project management into a core strength, says Guy Jelley, CEO and co-founder of Project Portfolio Office. “By developing a structured project management methodology and implementing PPO to support it, SynergERP has reinforced its commitment to delivering innovative solutions to clients while improving operational efficiencies within the business itself.

“The introduction of PPO marks a strategic step forward in SynergERP’s journey towards continuous improvement and excellence in project execution.”

Looking ahead

“Our rollout of PPO isn’t just a systems implementation,” concludes Coetzee. “It’s part of a broader transformation to improve how we deliver, operate and serve our clients. That said, there’s more we can explore going forward. We’ll continue to evolve our use of PPO, just as the project management tool itself keeps improving.”

Castle Milk Stout, in partnership with CONTRALESA and leading heritage institutions, reaffirms its long-standing commitment to cultural remembrance and the safeguarding of African wisdom systems through its continued support of Ancestors Day, observed on 8 May 2025.

First introduced in 2021, Ancestors Day has grown into a nationally recognised observance that calls on South Africans to pause, reflect, and honour those who came before us. Over the past four years, Castle Milk Stout has worked to position this moment not as a campaign, but as a movement—one rooted in restoration, dignity, and the acknowledgment of cultural identity as a cornerstone of national unity.

At the heart of this commitment is the brand’s deeper purpose: Castle Milk Stout exists to inspire Africans to rediscover African traditions and values in a modern world. This belief continues to drive the brand’s long-term mission to preserve cultural wisdom and restore pride in African identity—especially among a generation navigating the tension between legacy and the now.

This year, Castle Milk Stout’s involvement extends beyond celebration. It enters the realm of stewardship. Through strategic partnerships with CONTRALESA, the National Heritage Council, the CRL Rights Commission, and other stakeholders, the brand continues to elevate dialogue around ancestral heritage, visibility, and respect—particularly among younger generations who stand to inherit these narratives.

In 2025, a significant milestone emerged when the City of Tshwane became the first municipality to introduce policy provisions allowing employees to take spiritual leave for ukuthwasa, the ancestral initiation process. Castle Milk Stout regards this as a landmark moment—an example of how cultural identity is beginning to receive recognition not only in communities but within formal structures of governance.

Remembering our ancestors is not about nostalgia—it is about knowledge, accountability, and continuity. The creative platform, “Don’t Let Their Stories Disappear,” is a direct invocation of that belief. It reflects Castle Milk Stout’s broader brand mission: to act as a cultural companion to African consumers by amplifying tradition through platforms that are accessible, inclusive, and future-facing.

Thomas Lawrence, Marketing Director for Castle Milk Stout, explains the significance of this year’s message:

“Our work around Ancestors Day is not about ceremony for its own sake. It is about preserving a legacy of wisdom and honouring the foundations that hold our society together. As a brand, we remain deeply committed to creating spaces where African traditions are not only respected but are seen as essential to our national identity and progress. We stand behind those who keep this knowledge alive—not just as custodians of the past, but as architects of the future.”

Castle Milk Stout encourages all South Africans to mark the 8th of May in ways that are personal and meaningful—whether through storytelling, reflection, prayer, or traditional rituals. The day serves as a national invitation to pause and honour the lineages that continue to shape our present.

Castle Milk Stout’s partnership with CONTRALESA and Chapter 9 institutions remains an essential component of its long-term strategy to support the official recognition of Ancestors Day. As that conversation continues at both cultural and policy levels, the brand will maintain its role as a facilitator of dialogue and a respectful amplifier of ancestral knowledge.