Gen Z, which includes people born between 1995 and 2010, is now the largest generation in South Africa. It is projected to make up about 40% of the country’s workforce by 2030.

What stands out about this generation is that it places a premium on agile, values-driven and tech-enabled frameworks.

Those already earning an income favour “poly-jobbing”, with the 2024 Old Mutual Savings & Investment Monitor showing that that 73% of Gen Zs are “managing multiple income-generating activities simultaneously”.

Effectively, traditional methods that worked in the past probably won’t now, meaning that companies will need to approach compliance, risk and governance in an entirely different way.

It is a trend that has not gone unnoticed by Muhammad Ali, managing director of South African standardisation specialist World Wide Industrial & Systems Engineers (WWISE).

Though the pandemic accelerated Gen Z’s desire for flexible work environments and better work-life balance, this shift also brought new challenges.

“Many younger employees are juggling multiple jobs, often without disclosure, which compromises both quality and compliance,” Ali says. “They prefer freedom from deadlines, and that often clashes with structured compliance expectations.”

“Gen Z is not the generation to believe in the long haul or ‘trust the process’. They’re results-driven, value immediacy and seek flexibility, often challenging the rigid structures of legacy compliance systems. Gen Z brings a different energy – one that is balanced, independent and highly digital.”

However, companies are beginning to understand that compliance requirements can be met provided they align with what matters to this generation.

Ali says WWISE has seen a sharp increase in demand for solutions focused on mental health and wellness. Companies are realising that managing psychological risks isn't simply good practice – it’s essential for productivity and retention.

Internationally-recognised standards like SANS 16001 and ISO 45003, which deal with wellness, health and psychological safety, are being adopted more widely.

The key is for ISO management systems to evolve and remain relevant, Ali adds.

“Gen Zs won’t engage with text-heavy policies and procedures. They want information presented in engaging, digital formats – videos, infographics, gamified eLearning and even virtual reality.”

But while Gen Z may be less focused on traditional documentation, they care deeply about ethical governance, so long as the purpose is clear. Ali says they ask the right questions: “why does this matter?’ and ‘what impact does it have?” being two examples.

“That level of scrutiny, when channelled properly, can bridge the gap between superficial tick-box compliance and authentic, values-driven governance.”

He foresees a major transformation in risk and compliance frameworks, such as manual systems using traditional computer office software becoming obsolete. The future lies in the use of data visualisation, automation, machine learning, blockchain and AI to embed compliance into operations without disruption.

Ali warns companies that they need to adapt quickly or risk becoming irrelevant.

“Organisations must invest in innovative tools and methods that resonate with Gen Z. Those who resist change will be left behind.”