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2022 and the evolving threat landscape (By Quentyn Taylor)

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Whilst 2021 was defined by its exponential growth, 2022 will be focused on the increased sophistication of ransomware and the techniques used to extort companies

DUBAI, United Arab Emirates, April 11, 2022/APO Group/ — 

By Quentyn Taylor, Senior Director, Information Security and Global Response, Canon EMEA (www.Canon-CNA.com)

Ransomware is here to stay

Cyber criminals are adapting every single day. In 2021, hackers realised the recipe for ransomware was simple and delivered an exceptionally high return: exploit one weakness and force companies to pay millions for that mistake. Whilst 2021 was defined by its exponential growth, 2022 will be focused on the increased sophistication of ransomware and the techniques used to extort companies.

What’s more, following the equation of low risk with a high return, attackers will continue to use email compromise and payment fraud techniques. Payment fraud requests a bank account update to the one the fraudster controls. As this process is predominantly controlled by finance in many large corporates, it can slip through the net of the tight security measures implemented company wide.

By the first half of 2021, businesses had seen a 36% growth of ransomware attacks across Europe, the Middle East and Africa (EMEA), the highest growth of any global region during that time period. [1] While ransomware incidents in Europe are likely to stabilise in 2022, it is predicted that they will continue to grow dramatically in other EMEA regions, most notably in Africa and the Middle East. As these two regions move towards a more digital economy, they are increasingly exposed to cyber-attacks. Cyber criminals are taking what they have learnt from Europe and are applying these lessons to a new ground.

Cyber insurers will scale back to mitigate the risks

Cyber insurance is designed to protect companies from the worst financial consequences of cyber-attacks, but, actually, it’s inadvertently driving the ransomware explosion. The last thing cyber criminals want is to go after an uninsured company and risk their pay out not coming through. Insurers provide them with the assurance they need to carry out the attack and demand more from it. As a result, in 2021, more cyber insurance providers were running at a loss and now they have become more wary.

The UK is the most likely in the world to pay cyber criminals. Recent research by security firm Proofpoint’s found that 82% of British firms that have been victims of ransomware attacks paid the hackers to get back their data, compared to a global average of 58%.[2] It’s obvious cyber insurers cannot take the load of the majority of multimillion ransomware operations, so they are cutting back as a result.

This year, we will likely see a larger scale back of cyber coverage and insurance will get more prescriptive to mitigate the risks. Insurers are waking up to the fact that it’s a losing game. Once weaknesses that can be easily exploited present themselves, insurers will start to exclude the vulnerability of the day; and cyber insurance will not provide companies with the mitigation they would have hoped.

Security teams could pay the price for the hyperverticalisation of the IT industry

Hyperverticalisation of the IT industry, where IT professionals increasingly specialise in one area, will continue to be the standard framework for the industry. The benefits of this to enterprise IT teams are obvious, yet, in 2022, security teams may continue to pay the price.

Intensely specialised IT teams may seem like an advantage as it allows more depth of expertise to a role, but it can be a significant disadvantage in that the management between teams becomes increasingly critical. In the past, more generalist teams were able to understand each other’s role so they could detect and resolve problems reactively. Now, there is the risk they can fall between the cracks. For example, the recent issue in the Java package Log4j, meant increasingly specialised operational and development teams were faced with a significant workload for them to work out where they had this package deployed. Hyperverticalisation may seem attractive, and it is but we must also remember it can come with significant risks from a security perspective.

The modern IT landscape is increasingly complicated, and this increased specialisation is needed to meet new demands. However, a balance must be found. Companies should look to ensure that there is a general management layer over the top, blending all these elements together. This is critical to prevent businesses from unintentionally opening themselves up for attack, just because there are gaps in their internal infrastructure.

Legislation will be key for bolstering B2B security postures

We have already seen government legislation enhance IoT security measures in the consumer tech industry. In 2021, the European Commission adopted the Delegated Act on Cybersecurity to the Radio Equipment Directive that aims to secure all IoT devices before they are sold on the EU market.[3] The Act sets out the legal requirements that must be met for manufacturers to ensure products are more secure and the personal data of citizens is protected. Similarly, the UK recently enforced a Product Security and Telecommunications Infrastructure Bill that requires consumer tech companies to strengthen their security stance by banning default passwords and providing transparency to customers in fixing security flaws.[4] These are steps in the right direction, to curb the growing security problems caused by the rise of IoT that make consumers increasingly vulnerable to attack.

Businesses must continue to evolve their cyber security posture in line with the rising ambitions of attackers

2022 must be the year we see this level of security legislation coming into force in the B2B space. With many businesses planning to continue offering hybrid working options for employees, their risk landscape becomes larger and more complex. Accordingly, organisations need to focus on improving end point security in line with their evolving ways of working. Legislation will provide national guidelines for security teams to adhere to, making it easier for organisations to meet the latest standards. The same legislation will benefit consumers too, perhaps even more so, given it will tighten up security requirements across devices. Whilst businesses will pay more for employees to have a device that has airtight security, most consumers will still opt for a cheaper, less secure device.

Businesses must continue to evolve their cyber security posture in line with the rising ambitions of attackers. Ransomware operations are only set to get more sophisticated and targeted. In response, cyber insurance has been designed to compensate businesses in the event of attacks. However, it is clear organisations won’t be able to rely on it as originally hoped. We must not forget about the other side of the coin to ransomware, payment fraud which is still rampant. While external movers such as government legislation will be key to defining security standards, it is important to consider that small internal changes in lines of communication can make a significant difference. Businesses must be prepared for what is in store and remain committed to deflecting the increasing ambitions of hackers.


[1] bit.ly/3rcVWzS 

[2] bit.ly/3O0ofvg

[3] bit.ly/37BP9sp

[4] bit.ly/37cHjpn

Distributed by APO Group on behalf of Canon Central and North Africa (CCNA).

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Why Your Communications Strategy is Undermining Your Decisions (By Bas Wijne)

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Bas Wijne

As markets become more complex and information moves faster, communications is now part of strategy, embedded in how boardroom decisions are formed, framed, and executed

For organisations operating across multiple African markets, fragmented communications create fragmented decisions

JOHANNESBURG, South Africa, May 13, 2026/APO Group/ —By Bas Wijne, CEO, APO Group (https://APO-opa.com).

 

At last month’s PRCA South Africa conference, the leading PR and communications forum in the region, I joined a panel on PR as a Strategic Advisor: Ethics, Sustainability and Boardroom Influence alongside Annaleigh Vallie (Executive Head of Integrated Communication, Nedbank), and Larry Khumalo-MacArthur (Managing Director and Market Lead, Weber Shandwick Africa). The discussion reinforced that when communications is excluded from the boardroom, decision-making breaks down between formation and execution. In complex organisations, executive decisions are often interpreted differently across stakeholders, leading to early misalignment.

The most effective leadership teams address this by involving communications when decisions are formed.

Without this, the same course of action fractures in execution across stakeholders. The issue is not variation in interpretation itself, but the absence of a structured way to account for it in advance.

Communications is a co-architect that belongs in the boardroom, shaping how intent becomes a decision and how a decision becomes reality. This is especially clear in African markets. Differences in regulatory environments, culture, and stakeholder expectations mean the same announcement can be interpreted in fundamentally different ways across jurisdictions. Consider a single boardroom decision. A multinational announces a restructuring across several African territories – typically involving changes to operating models, workforce alignment, cost structures, and local responsibilities.

In one country, the decision is seen as a move toward efficiency and long-term growth. In another, it signals contraction. In a third, it raises questions about market commitment. The underlying decision stays the same, but its meaning shifts depending on where it lands.

These differences affect how decisions are executed across markets. Alignment weakens, not from a flawed strategy, but from fragmented meaning.

For a co-architect, this means stress-testing decisions before they are final. Advising and assessing how they will land in different markets. Working directly with leadership teams to adjust how decisions are framed, sequenced, and released so that intent translates across markets.

APO Group operates as an example of this co-architect model, serving as a strategic communications consultancy that integrates advisory and execution. We don’t just execute communications – we consult and advise at the boardroom level. We apply this approach across multiple African markets. Africa-Newsroom.com, our pan-African newswire and the only platform of its kind on the continent, distributes to 250+ Africa-focused news sites and 450,000+ journalists in all 54 countries. The same infrastructure that delivers messaging across the continent gives us the monitoring data to test how it will be received before a single line is published. That is what stress-testing means in practice.

When a global Fortune 500 telecommunications operator with multi-market African operations needed transformation across six African countries, they consolidated nine agencies into one partner: APO Group. Before announcing the decision, it was tested in each market. We checked how it signalled efficiency, retreat, or questions about commitment.

That insight was fed directly back into how the announcement was structured, sequenced, and released.

Messaging was then executed through a single coordinated system across all markets, rather than multiple disconnected systems.

The result was a 573% increase in top-tier media placements for the programme across key African markets compared to the previous multi-agency model, driven by unified messaging and faster execution cycles.

For organisations operating across multiple African markets, fragmented communications create fragmented decisions. Integrated communications strengthen delivery. In this environment, communications is part of how leadership decisions hold their meaning as they move across borders.

The question for leadership teams is not whether communications supports decisions, but whether it is involved early enough to ensure those decisions hold their meaning as they move across markets.

And ultimately: is communications shaping the decision itself, or only being asked to manage its interpretation after it leaves the boardroom?

Distributed by APO Group on behalf of APO Group Insights.

 

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Liquid Intelligent Technologies revitalises access to cloud and cyber security services in support of improved national digital resilience

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Liquid Intelligent Technologies

These services will be available to existing and potential customers in Botswana, and at the centre of the new offering is Secure360, the company’s integrated security framework

GABORONE, Botswana, May 13, 2026/APO Group/ –Liquid Intelligent Technologies (https://Liquid.Tech), a business of Cassava Technologies, a global technology leader, brings cloud and cyber security solutions and services to businesses and enterprises of all sizes in Botswana. The announcement comes as Liquid celebrates a decade of operations in the country.

 

These services will be available to existing and potential customers in Botswana, and at the centre of the new offering is Secure360, the company’s integrated security framework that enables organisations to move beyond reactive breach response towards proactive intelligence, protection and assurance. The solution combines local delivery with continental-scale infrastructure and global technology partnerships to provide organisations with enterprise-grade digital security and cloud capabilities aligned with national digital priorities.

When organisations engage with Liquid Intelligent Technologies in Botswana, they are connecting to the strength of Cassava’s integrated digital ecosystem

“Over the last decade, Liquid has deployed over 1174.08 km of fibre, bringing multi-terabit capacity and unmatched resilience to the region. By establishing a 730km backbone along the A1 road, we’ve positioned Botswana as a critical hub, linking networks from Zimbabwe, South Africa, Kenya, Zambia, the Democratic Republic of Congo, and Sudan,” said Odirile Tamajobe, Managing Director of Liquid Intelligent Technologies Botswana. “Now, by bringing the cloud and cyber security services into the country, we are empowering local businesses with world-class digital solutions, ensuring they can compete and win on the global stage.”

The expansion of Liquid’s offerings in the market reflects the broader Cassava strategy to deliver integrated digital infrastructure and platforms through its One Cassava approach.

“When organisations engage with Liquid Intelligent Technologies in Botswana, they are connecting to the strength of Cassava’s integrated digital ecosystem,” said Ziaad Suleman, CEO of Cassava Technologies SA and Botswana. “Beyond cloud and cyber security, customers can access data centres, AI readiness reviews, and tailored technology journey roadmaps, all within a unified platform designed to support secure innovation and long-term digital resilience”.

As Botswana advances on its Vision 2036 ambitions to expand digital services across government, financial services, telecommunications, and critical infrastructure sectors, Cassava’s digital services aim to strengthen national digital resilience, fostering pride and confidence in the country’s progress.

Distributed by APO Group on behalf of Liquid Intelligent Technologies.

 

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Verdant IMAP Act as Financial Advisor and Arranger to Metro Africa Xpress (MAX) on its USD 8 Million in Debt Capital Raise

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Verdant IMAP

The transaction establishes a foundation for further institutional capital deployment into the business

JOHANNESBURG, South Africa, May 13, 2026/APO Group/ –Metro Africa Xpress (MAX), Africa’s leading electric mobility platform, has secured USD 8 million in debt funding from Triple Jump, marking a key milestone in scaling its clean mobility operations.

Triple Jump, a Netherlands-based impact investment manager with a strong track record of financing inclusive financial institutions and clean energy businesses across emerging markets, represents one of MAX’s first international institutional lenders. Its participation underscores confidence in MAX’s operating model, asset-backed lending structure, and long-term scalability within Africa’s evolving mobility sector.

The funding will support:

  • Expansion of MAX’s electric vehicle (EV) fleet
  • Rollout of battery swap infrastructure
  • Continued development of its Pay-As-You-Go (PAYGO) financing platform

MAX’s model is designed to lower barriers to asset ownership for commercial drivers (“Champions”), enabling income generation through access to productive mobility assets while reducing operating costs relative to internal combustion alternatives.

Operating across Nigeria, Ghana, and Cameroon, with Nigeria as its core market, MAX is building an integrated ecosystem comprising:

  • Purpose-built EVs adapted for local conditions
  • Battery swapping infrastructure to address charging constraints
  • IoT-enabled fleet management systems
  • Embedded financing solutions for underserved drivers

Verdant IMAP acted as sole financial advisor and arranger on the transaction, supporting structuring, investor engagement, and execution. The transaction establishes a foundation for further institutional capital deployment into the business.

Distributed by APO Group on behalf of Verdant Capital.

 

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