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

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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

Energy

London Showcase to Bring Venezuela’s Energy Opportunities to Global Investors Ahead of 2026 Summit

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A high-level London industry showcase on July 30 will bring together UK and European investors, financiers and energy leaders to explore emerging opportunities across Venezuela’s oil, gas and power sectors ahead of Venezuela Energy Week 2026

LONDON, United Kingdom, July 17, 2026/APO Group/ –As Venezuela accelerates efforts to revitalize its energy sector and attract international investment, Venezuela Energy Week 2026 will host an exclusive Industry Showcase in London on July 30, bringing together investors, financial institutions, international oil companies, commodity traders and energy executives for market intelligence, networking and partnership development ahead of the flagship conference taking place this October in Caracas.

 

Designed as a strategic preview of the main event, the London showcase will provide UK and European stakeholders with first-hand insight into Venezuela’s evolving investment landscape while creating opportunities for commercial dialogue with industry leaders, potential partners and key decision-makers.

Home to the world’s largest proven oil reserves and significant natural gas resources, Venezuela is entering a new phase of energy development focused on increasing production, expanding gas commercialization and modernizing critical infrastructure. Ongoing reforms and renewed international engagement are creating opportunities for companies able to provide capital, technology and technical expertise.

The timing is particularly significant as several UK and European energy companies continue to strengthen their presence in Venezuela. UK-based majors Shell and BP are advancing key natural gas developments, with Shell preparing for 2027 drilling at the Dragon offshore gas project and BP signing agreements in April to develop the Cocuina-Manakin offshore gas field, marking its return to the Venezuelan market. Spain’s Repsol recently announced plans to increase production from its Venezuelan assets, while Italy’s Eni is relaunching a heavy crude project in the Orinoco Belt. France’s Maurel & Prom, meanwhile, remains a key partner in strategic assets such as the Urdaneta Oeste field. On the trading and commercialization front, Geneva-headquartered energy trader Vitol has renewed its engagement with Venezuelan crude exports, reflecting broader international interest in reconnecting the country’s resources with global markets.

Against this backdrop, the London Industry Showcase will highlight Venezuela’s re-emerging investment potential while creating a platform for strategic networking and direct engagement with government leaders, national energy companies, regulators and private sector partners.

The event is expected to attract representatives from investment funds, export credit agencies, commercial banks, private equity firms, commodity traders, engineering companies, technology providers and UK-based independent energy companies exploring opportunities across Venezuela’s energy value chain.

The showcase will also provide an exclusive preview of Venezuela Energy Week 2026, including ministerial dialogues, executive forums, technical conferences and dedicated business-to-business networking sessions designed to connect international investors with the decision-makers shaping the country’s energy future.

Taking place on October 26–29, 2026 in Caracas, Venezuela Energy Week serves as the country’s premier platform for advancing investment across the oil, gas and power sectors. By bringing the conversation to London – one of the world’s leading financial and energy centers – the Industry Showcase builds momentum ahead of the flagship event while strengthening ties between international capital and one of the world’s most resource-rich energy markets.

To participate in the London Industry Showcase on July 30 or secure your place at Venezuela Energy Week 2026 in Caracas this October, contact info@venezuelaenergyweek.com to learn more about delegate, sponsorship and partnership opportunities.

Supporting Venezuela’s Earthquake Recovery

 

Our thoughts are with the people and communities affected by the recent earthquakes in Venezuela. As the country begins the long process of recovery, we encourage members of the global energy community to support relief and reconstruction efforts through the CAF Recovery and Reconstruction Fund for Venezuela, which channels contributions from individuals, companies and organizations to emergency assistance, essential services and long-term rebuilding efforts.

 

To learn more or make a contribution, please visit the CAF Recovery and Reconstruction Fund for Venezuela (https://apo-opa.co/3RKKqfz).

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

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Events

October 2-4, 2026, Announced as New Date for the Inaugural Alamein Africa Forum

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The Forum which was earlier scheduled to hold in June 2026 was postponed following concerns about the evolving public health situation on the continent at the time

The Government of Egypt and the African Union Commission alongside other key stakeholders and partners are pleased to announce new dates for the inaugural Alamein Africa Forum (www.AlameinForum.com).

 

The Forum which was earlier scheduled to hold in June 2026 was postponed following concerns about the evolving public health situation on the continent at the time.

The inaugural Alamein Africa Forum will now be held between October 2-4, 2026, in Alamein, Egypt following consultations between the relevant stakeholders. It will be held in parallel with the African Union mid-year Summit which will take place in Alamein on 4 October 2026.

Please accept our sincere appreciation for your understanding, flexibility and continued support.

The Forum presents a unique opportunity to engage key policy makers, including African Heads of State and Government, as well as senior leaders from finance, industry and institutional investors to advance Africa’s private sector agenda.

Additional information regarding accommodation and logistics as well as the Forum programme will be made available on the Forum website as soon as next week.

Distributed by APO Group on behalf of Alamein Africa Forum.

 

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Business

The Learning Engine: How Rolls-Royce Turns Every Flight into Better Engineering (By Omar Ali Adib)

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For more than 120 years, Rolls-Royce has engineered solutions to some of aerospace’s most complex challenges

By Omar Ali Adib is the Senior Vice President – Middle East, Africa and Central Asia for the Rolls-Royce Civil Aerospace division (www.Rolls-Royce.com).

 

For more than 120 years, Rolls-Royce has engineered solutions to some of aerospace’s most complex challenges. Aviation has been transformed: aircraft fly further, higher and more efficiently, while advances in materials, digital technology and manufacturing now deliver performance that would have seemed impossible 30 years ago.

When every fraction of a percentage improvement counts, the fact that modern Trent XWB engines boast a 25% efficiency gain over their 30-year-old predecessors, it’s clear to see the learning curve is steady and steep.

Progress does not only come through dramatic reinvention. It comes through disciplined observation, careful analysis and thousands of incremental improvements which, together, transform engine performance, durability and reliability.

It is easy to think that an aero engine reaches the end of its development when it enters service after years of rigorous testing, modelling and certification. In reality, that is when a new phase of learning begins. Every take-off, climb, cruise and landing generates operational information that deepens our understanding of how engines perform in the real world.

Inside an engine is one of the most demanding environments created by engineering. High-pressure turbine blades rotate at around 13,000 revolutions per minute in gas temperatures approaching 1,500°C—around 200°C above the melting point of their alloy. They withstand immense thermal and mechanical loads, often with little time to cool fully between flights, yet operate safely for up to six years without overhaul.

Commercial aviation leaves little room for complacency. Airlines expect lower fuel consumption, fewer maintenance events and dependable operation. Governments and national carriers rely on aircraft to connect cities, support tourism and trade, move critical cargo and enable economic growth. Every day an aircraft remains in service creates value for both the airline and the wider economy.

Rolls-Royce engines continuously generate operational data, which, combined with inspection and maintenance findings, reveals how components age and where durability can be improved. This understanding spans aircraft operating across oceans and in hot, high, humid and dusty conditions, where intensive utilisation places additional demands on engines.

 

Rolls-Royce powers the world’s leading widebody aircraft. The Trent 1000, in commercial service since 2011, powers the Boeing 787 Dreamliner. The Trent XWB powers every Airbus A350. The Trent 7000 powers the Airbus A330neo, the natural successor to the best-selling A330 family, combining proven aircraft credentials with latest-generation engine technology.

Each engine is designed specifically for its aircraft, yet together they form a living engineering ecosystem. Across the Trent family, advances are shared in aerodynamics, combustion, cooling, digital controls, materials, manufacturing, health monitoring and maintenance. Experience from one programme strengthens confidence and accelerates progress elsewhere.

Every lesson learned today becomes the engineering certainty we deliver tomorrow

The Trent 7000 illustrates this approach. As the newest Trent family member, it benefits from decades of accumulated experience while providing an important platform for validating the latest durability enhancements. Those lessons have informed technologies being incorporated into the Trent 1000 XE, translating proven operational evidence into wider customer benefit.

The same philosophy shapes the Trent XWB. Its latest Trent XWB-84 Enhanced Performance standard has exceeded its certified fuel-burn improvement. Data from everyday airline operations demonstrated savings of around 1.8 per cent—almost double the original target. This improvement translates to around $450,000 in annual fuel savings per aircraft, or around $9 million per year for a typical fleet of 20 Airbus A350-900s.

This ability to learn across Boeing and Airbus platforms gives Rolls-Royce exceptional breadth of operational understanding. It is underpinned by a commitment of more than £1 billion to a comprehensive engine improvement programme across the Trent 1000, Trent 7000 and Trent XWB-84. Crucially, the resulting durability improvements are covered by standard TotalCare agreements for existing customers and their engines in service.

Few measures matter more than Time on Wing: the period an engine remains in service before scheduled removal for overhaul. It affects aircraft availability, fleet planning, spare-engine requirements, maintenance scheduling and airline economics. For governments and national carriers, it also affects route resilience, tourism, trade, cargo movements and national connectivity. Durability is therefore one of modern aerospace’s defining engineering challenges.

For the Boeing 787, the Trent 1000 XE incorporates improved cooling, lighter high-pressure turbine blades that reduce centrifugal loading, advanced thermal-barrier coatings, redesigned combustor interfaces and updated control software to manage thermal loads more consistently. The package will deliver up to three times the durability of the previous standard in certain operating environments.

These enhancements are being installed in new engines and progressively retrofitted across the existing fleet. As of April 2026, around 30 per cent of in-service Trent 1000 engines had received the first phase through a coordinated programme across the Rolls-Royce maintenance network, with the fleet moving steadily towards the XE standard.

Rolls-Royce is expanding its interconnected global MRO network through its own facilities and, increasingly, through joint ventures, strategic partnerships and authorised maintenance centres. Insights from every overhaul strengthen engineering decisions across the network, while bringing capability closer to customers, transferring skills and developing local talent.

 

Across more than a century, progress can be measured through thrust, fuel burn, efficiency and durability. Yet behind those achievements lies Rolls-Royce’s accumulated engineering knowledge. Every programme adds insight, every customer broadens experience, and every solved challenge strengthens future capability.

Behind advances in thrust, fuel efficiency and durability lies more than a century of accumulated engineering knowledge. Every programme, customer and solved challenge strengthens future capability.

That knowledge flows across Civil Aerospace, Defence and Power Systems, where advances in materials, manufacturing, digital engineering, predictive analytics and artificial intelligence allow innovation in one part of Rolls-Royce to drive progress elsewhere.

Aviation’s demands will continue to evolve. Airlines will seek greater efficiency, longer Time on Wing, lower operating costs and reduced environmental impact. Governments will look to aviation to strengthen connectivity, trade and growth. Customers will expect both world-class products and trusted engineering partners throughout the life of their fleets.

That is how Rolls-Royce has evolved for more than 120 years. Every flight teaches us something. Every customer makes us better. Every lesson learned today becomes the engineering certainty we deliver tomorrow.

 

Distributed by APO Group on behalf of Rolls-Royce.

 

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