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Why Empowered People Are the Real Cyber Superpower – Not a Liability

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1 year ago

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cybersecurity

System-based interventions – such as smart prompts, real-time nudges, and in-the-moment coaching – can slow users down at critical decision points, helping them make safer choices

JOHANNESBURG, South Africa, May 5, 2025/APO Group/ –It’s time to retire the tired narrative that employees are the “weakest link” in cybersecurity. They’re not. They’re simply the most frequently targeted. And that makes sense – if you’re a cybercriminal, why brute-force your way into secure systems when you can just trick a human?

And that is why over-relying on technical controls only goes wrong. So is treating users like liabilities to be controlled, rather than assets to be empowered.

One of the core principles of Human Risk Management (HRM) is not about shifting blame, but about enabling better decisions at every level. It’s a layered, pragmatic strategy that combines technology, culture, and behaviour design to reduce human cyber risk in a sustainable way. And it recognises this critical truth: your people can be your greatest defence – if you equip them well.

The essence of HRM is empowering individuals to make better risk decisions, but it’s even more than that. “With the right combination of tools, culture and security practices, employees become an extension of your security programme, rather than just an increased attack surface,” asserts Anna Collard, SVP Content Strategy & Evangelist at KnowBe4 Africa.

A recent IBM study revealed that more than 90% of all cybersecurity breaches can be traced back to human error (https://apo-opa.co/3GGeSBF) due to employees being successfully exploited through phishing scams, their use of weak passwords or non-optimal handling of sensitive data. Companies have long seen the upward trend in this threat, thanks to numerous studies, and subsequently employees are often judged to be the biggest risk companies need to manage. This perspective, though, is denying businesses the opportunity to develop the best defence they could have: empowered, proactive employees at the frontline; not behind it.

Shield users – but also train them through exposure

Of course, the first thing companies should do is protect and shield employees from real threats. Prevention and detection technologies – email gateway filters, endpoint protection, AI-driven analysis – are essential to keeping malicious content from ever reaching user’s inboxes or devices. But here’s the catch: if users are never exposed to threats, they don’t build the muscle to recognise them when they do get through.

Enter the prevalence effect – a cognitive bias which shows that the less frequently someone sees a threat (like a phishing email), the less likely they are to spot it when it finally appears. It’s a fascinating and slightly counterintuitive insight: in trying to protect users too much, we may be making them more vulnerable.

That’s why simulated phishing campaigns and realistic training scenarios are so critical. They provide safe, controlled exposure to common attack tactics – so people can develop the reflexes, pattern recognition, and critical thinking needed to respond wisely in real situations.

Many of today’s threats don’t just rely on tech vulnerabilities – they exploit human attention. Attackers leverage stress, urgency, and distraction to bypass logic and trigger impulsive actions. Whether it’s phishing, smishing, deepfakes, or voice impersonation scams, the aim is the same: manipulate humans to bypass scrutiny.

That’s why a foundational part of HRM is building what I call digital mindfulness – the ability to pause, observe, and evaluate before acting. This isn’t abstract wellness talk; it’s a practical skill that helps people notice deception tactics in real-time and stay in their system (critical thinking mode) instead of reacting on autopilot. Tools such as systems-based interventions, prompts, nudges or second chance reminders are ways to induce this friction to encourage pausing when and if it matters.

“Every day, employees face a growing wave of sophisticated, AI-powered attacks designed to exploit human vulnerabilities, not just technical ones. As attackers leverage automation, AI and social engineering at scale, traditional training just isn’t effective enough.”

Just as businesses manage technical vulnerabilities, they need to manage human risk – through a blend of policy, technology, culture, ongoing education

Protection requires layered defence

“Just as businesses manage technical vulnerabilities, they need to manage human risk – through a blend of policy, technology, culture, ongoing education, and personalised interventions,” says Collard.

This layered approach extends beyond traditional training. System-based interventions – such as smart prompts, real-time nudges, and in-the-moment coaching – can slow users down at critical decision points, helping them make safer choices. Personalised micro-learning, tailored to an individual’s role, risk profile, and behavioural patterns, adds another important layer of defence.

Crucially, Collard emphasises that zero trust shouldn’t apply only to systems. “We need to adopt the same principle with human behaviour,” she explains. “Never assume awareness. Always verify understanding, and continuously reinforce it.”

To make this concept more accessible, the acronym D.E.E.P., a framework for human-centric defence:

  • Defend: Use technology and policy to block as many threats as possible before they reach the user.
  • Educate: Deliver relevant, continuous training, simulations, and real-time coaching to build awareness and decision-making skills.
  • Empower: Foster a culture where employees feel confident to report incidents without fear of blame or repercussions.
  • Protect: Share threat intelligence transparently, and treat mistakes as learning opportunities, not grounds for shame.

“Fear-based security doesn’t empower people,” she explains. “It reinforces the idea that employees are weak points who need to be kept behind the frontline. But with the right support, they can be active defenders—and even your first line of defence.”

Empowered users are part of your security fabric

When people are trained, supported, and mentally prepared—not just lectured at once a year – they become a dynamic extension of your cybersecurity posture. They’re not hiding behind the firewall; they are part of it.

With attacks growing in scale and sophistication, it’s not enough to rely on software alone. Businesses need a human layer that is just as adaptive, resilient, and alert. That means replacing blame culture with a learning culture. It means seeing people not as the problem, but as part of the solution.

Because the truth is: the best defence isn’t a perfect system. It’s a well-prepared person who knows how to respond when something slips through.

“Human behaviour is beautifully complex,” Collard concludes. “That’s why a layered approach to HRM – integrating training, technology, processes and cognitive readiness – is essential. With the right support, employees can shift from being targets to becoming trusted defenders.”

Distributed by APO Group on behalf of KnowBe4

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Congo Is Turning Reserves into Bankable Projects – and the Investment Window Is Opening

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3 hours ago

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June 24, 2026

By

Etu Energias

Eni-led LNG expansion and ongoing deepwater investment are pushing the Republic of Congo’s energy sector toward more bankable projects ahead of the Congo Energy & Investment Forum 2027

BRAZZAVILLE, Congo (Republic of the), June 23, 2026/APO Group/ –With LNG exports set to triple to 3 mtpa, upstream oil production targeting 500,000 bpd and a renewed push on local content, the Republic of Congo is positioning itself as one of Central Africa’s most investable hydrocarbon markets. Under the leadership of the newly-appointed Minister of Hydrocarbons, Stev Simplice Onanga, the country is prioritizing industry growth by balancing local content with reserve replacement and project advancement.

 

What sets Congo apart is not the scale of its reserves, but the pace at which those reserves are being turned into commercially viable projects. From Eni’s LNG expansion and TotalEnergies’ deepwater developments to brownfield optimization by Trident Energy and output growth at Ammat Global Resources, capital is flowing into projects with clearer monetization pathways and nearer-term returns.

Ahead of the Congo Energy & Investment Forum (CEIF) 2027 – the country’s leading platform for energy investment and partnerships – the story is shifting away from frontier potential toward bankable projects already under development.

Policy Reform Is De-Risking Investment

Congo’s investment case is being reshaped by the alignment of resource base, regulatory reform and project delivery. Established oil production, expanding LNG capacity and fiscal adjustments are gradually reducing above-ground risk.

Recent reforms led by the Ministry of Hydrocarbons and Société Nationale des Pétroles du Congo have added structure to the sector. The Gas Code, introduced in October 2025, formalizes fiscal terms for gas commercialization, while the Gas Master Plan prioritizes flaring reduction and gas-to-power deployment, targeting 1,500 MW by 2030.

A new upstream licensing round is also under consideration, aimed at attracting fresh capital into both mature and frontier acreage. Together, these measures are improving visibility across upstream, midstream and downstream segments, with recent project activity reinforcing the shift.

The Projects Driving the Next Cycle

Deepwater oil remains central to Congo’s production outlook, with operators progressing both new developments and brownfield optimization. TotalEnergies is advancing work at the Moho licence following the April 2026 Moho G discovery, backed by a $500–$600 million infill drilling program targeting about 40,000 bpd in incremental output.

Local independent Ammat Global Resources is targeting 70% production growth from its Loango and Zatchi fields, where reactivated wells and upgraded platforms have already lifted output by 75%. Perenco continues steady gains, adding roughly 6,000 bpd through its 2025–2026 drilling program.

Trident Energy, after acquiring an 85% working interest in the Nkossa and Nsoko II assets in 2025, is focused on extending field life through subsea optimization and redevelopment work.

While oil continues to anchor revenues, gas is rapidly emerging as Congo’s fastest-growing segment. Eni’s Congo LNG project delivered its first cargo from Phase 2 in February 2026, following the startup of the Nguya FLNG unit in December 2025. Together with Tango FLNG, capacity has risen from 0.6 mtpa to 3 mtpa. Trident Energy has also proposed an FLNG project aimed at adding further capacity across the country’s gas market. The project is expected to operate as shared infrastructure, allowing multiple operators to process gas from their respective fields. This creates an outlet for associated gas that might otherwise be stranded, supporting the country’s broader diversification goals.

Local Content Is Reshaping Investment Terms

Beyond upstream policy, Minister Onanga has positioned local content as a central pillar of Congo’s investment framework, and a key determinant of how capital is structured and deployed.

Decrees 2019-342, 343, 344 and 345 set requirements around subcontracting, workforce localization and training commitments, with the effect being a gradual shift in how projects are structured and how partnerships are formed. Operators are increasingly assessed not only on technical delivery but on in-country value creation, including partnerships with local firms and skills development. Logistics, maintenance and other service areas are increasingly channeled through domestic providers.

At CEIF 2027 – taking place June 1–3 in Brazzaville – attention will shift to what is moving forward and to the investors positioned to take part in that pipeline. Congo’s energy sector is no longer defined by potential alone: projects are moving, capital is being committed and policy is starting to catch up with activity on the ground.

As the Republic of Congo moves from reserves to revenue, the signal to investors is clear: this is already unfolding, not a future opportunity.

Distributed by APO Group on behalf of Energy Capital & Power.

 

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Afreximbank secures double honours at the 2026 International Association of Business Communicators (IABC) Gold Quill Awards for excellence in strategic communications

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3 hours ago

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June 24, 2026

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Afreximbank

The Award of Excellence for IATF2025 recognises the successful communications and stakeholder engagement programme delivered around the fourth edition of the Intra-African Trade Fair, Africa’s premier trade and investment event

CAIRO, Egypt, June 23, 2026/APO Group/ –African Export-Import Bank (Afreximbank) (www.Afreximbank.com) has been recognised with two prestigious honours at the 2026 International Association of Business Communicators (IABC) Gold Quill Awards, one of the world’s most prestigious awards programmes for strategic communications.

 

The Bank received an Award of Excellence in Special and Experiential Events category for the Intra-African Trade Fair 2025 (IATF2025) held in Algiers, Algeria and an Award of Merit in the Social Media category for its Afreximbank Social Media Campaigns, reaffirming Afreximbank’s commitment to delivering impactful communications that advance its mandate of promoting trade, investment and industrialisation across Africa and the Caribbean.

We are delighted to receive these two awards, which attest to the expertise, creativity and efficiency of Afreximbank’s communication

The Award of Excellence for IATF2025 recognises the successful communications and stakeholder engagement programme delivered around the fourth edition of the Intra-African Trade Fair, Africa’s premier trade and investment event. IATF2025 brought together governments, businesses, investors, buyers, sellers and entrepreneurs from across Africa and beyond, creating a platform for trade and investment opportunities while advancing the objectives of the African Continental Free Trade Area (AfCFTA). The communications campaign played a pivotal role in driving global awareness, stakeholder participation, media visibility and engagement before, during and after the event, while showcasing the scale, ambition and dynamism of African enterprise and reinforcing a positive narrative about Africa’s capacity to trade, industrialise and compete on the global stage. Over 120,000 delegates attended IATF2025 in person and virtually, with deals worth over US$50 billion recorded.

The Award of Merit for Afreximbank Social Media Campaigns recognises the Bank’s strategic use of digital platforms to engage stakeholders, amplify its developmental impact and elevate conversations around trade, industrialisation, economic integration and investment opportunities across Africa and the Caribbean. Through a combination of compelling storytelling, thought leadership content, executive advocacy, multimedia production and real-time event coverage, Afreximbank’s social media platforms have continued to expand their reach and influence among policymakers, businesses, investors, development partners and the wider public. Among these platforms is the Afreximbank TV, a digital TV channel that is wholly owned and managed by Afreximbank, whose fifth edition was celebrated with dedicated coverage of IATF2025, providing live coverage of the activities to both pan African and global audiences.

Anne Ezeh, Director & Global Head, Communications and Events at Afreximbank commented: “We are delighted to receive these two awards, which attest to the expertise, creativity and efficiency of Afreximbank’s communications. As a pan African multilateral financial institution, we see storytelling as a powerful tool for advancing our mission — ensuring our initiatives, events, programmes and key announcements not only inform, but also inspire confidence, deepen engagement and amplify Africa’s transformation. These awards reinforce our resolve to continue delivering world-class communications that elevate African voices and projects a bold and authoritative narrative of the continent.”

Ms. Ezeh added that through innovative storytelling, digital engagement and integrated campaigns, the Bank will continue to amplify the impact of its programmes and partnerships  to project a more authentic narrative of Africa, one defined by opportunity, innovation, resilience and growing influence in the global economy.

For more than five decades, the IABC Gold Quill Awards have recognised excellence in strategic communications globally, celebrating programmes and campaigns that demonstrate measurable impact, innovation, creativity and outstanding execution. Widely regarded as the pinnacle of achievement in the communications profession, the awards are judged through a rigorous and independent evaluation process conducted by experienced communication leaders from around the world.

Distributed by APO Group on behalf of Afreximbank.

 

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Islamic Development Bank (IsDB) Institute Unveils 2025 Annual Report During Group Annual Meetings in Baku

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3 hours ago

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June 24, 2026

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IsDBI

In 2025, IsDBI significantly expanded its footprint in Islamic finance transformation, approving 25 new technical assistance projects valued at US$4.14 million and completing 19 projects worth US$3 million

BAKU, Azerbaijan, June 23, 2026/APO Group/ —

The Islamic Development Bank Institute (IsDBI) (https://IsDBInstitute.org) has released its 2025 Annual Report during the 2026 IsDB Group Annual Meetings held in Baku, Azerbaijan, showcasing a year of expanded impact in Islamic finance transformation, innovative solutions, and capacity development.

 

The report highlights how IsDBI strengthened its role as a global knowledge leader by advancing innovative solutions and scaling support to Member Countries through knowledge-based interventions, Islamic finance grants, and strategic partnerships.

In 2025, IsDBI significantly expanded its footprint in Islamic finance transformation, approving 25 new technical assistance projects valued at US$4.14 million and completing 19 projects worth US$3 million, supporting countries in strengthening regulatory frameworks and promoting inclusive financial systems.

Since 2013, the Institute’s interventions in this regard have reached over US$27.57 million across 181 projects benefiting more than 34 countries, underlining its sustained contribution to development outcomes across the Islamic world.

I am pleased to note that the Institute has continued to strengthen its unique role in the global development ecosystem

The Annual Report highlights major progress in IsDBI’s three flagship transformative projects, namely Awqāf Free Zones, Digital Postal Islamic Financial Services, and Smart Countertrade System, which have all advanced to pilot-ready stages. These initiatives aim to address global challenges such as financial inclusion, food and energy security, and trade resilience.

Furthermore, the Institute accelerated its focus on digital innovation in Islamic finance, enhancing its Islamic Finance Artificial Intelligence Assistant (IFAA) and hosting its first AI Hackathon on Islamic Finance, engaging more than 40 teams in developing cutting-edge solutions aligned with industry standards.

Human capital development in Islamic finance also remained a cornerstone of IsDBI’s work in 2025, with the delivery of over 20 training programs reaching around 500 professionals across Member Countries. A key achievement in this area was the Entrepreneurial Mindset Development Program, a flagship initiative equipping emerging leaders from 20 countries with innovation-driven and values-based entrepreneurship skills. The program was designed and implemented in collaboration with Prince Mohammed Bin Salman College of Business and Entrepreneurship, Saudi Arabia.

The Institute also strengthened its thought leadership through flagship publications, global partnerships, and digital engagement, reinforcing its position as a leading voice in Islamic economics and finance.

Commenting on the issuance of the Annual Report, Dr. Sami Al-Suwailem, Acting Director General of IsDBI, said: “I am pleased to note that the Institute has continued to strengthen its unique role in the global development ecosystem by bridging knowledge creation, building human capital, and designing innovative solutions to address economic challenges.”

The 2025 Annual Report is accessible on IsDBI website here (https://isdbinstitute.org/product/isdbi-annual-report-2025/).

Distributed by APO Group on behalf of Islamic Development Bank Institute (IsDBI).

 

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