Article by Jené Palmer and reviewed by Terrance M. Booysen
We know that both local and international organisations are continuously having to adapt to operate in uncertain business environments. Locally, the release of the Preferential Procurement Regulations 2017, which places stronger emphasis on ‘radical transformation’, against the backdrop of persisting low economic growth rates are only some of the elements giving rise to further uncertainty.
By Jené Palmer and reviewed by Terrance M. Booysen
Board performance, or the lack thereof, has recently been quite prominent in the South African landscape. Unfortunately, the examples of mismanagement, poor oversight and lacklustre governance of our state-owned entities as well as some private sector businesses, abound. Poor and deteriorating financial results, high staff turnovers, lack of strategic direction and transparency as well as little to no stakeholder communication, are but some of the symptoms of a poorly performing board.
Article by CGF Research Institute
As a Proudly South African company, CGF Research Institute (Pty) Ltd (‘CGF’) was founded in 2004 on the basis of assisting organisations to deal with the challenges of governance, risk and compliance (‘GRC’). Back then, CGF’s board of directors correctly anticipated the complexities that would challenge many South African organisations, both large and small.
Article by Jenè Palmer
Forward thinking organisations have realised that corporate governance does not merely fall into the portfolio of the Company Secretary. Indeed, the draft King IV Report on Corporate Governance for South Africa 2016 (‘King IV’), describes corporate governance as “the exercise of ethical and effective leadership by the governing body” of an organisation.
Article by Terrance M. Booysen
As more pressure is exerted upon organisations to demonstrate good governance across their entire operation, increasingly boards of directors are expected to possess far greater knowledge and understanding of the organisation’s business and its supply chain.
Article by Terrance M. Booysen and peer reviewed by Kenneth Chikwanha (President: ISACA South African Chapter)
There’s a saying that goes along the lines that “the more things change, the more they stay the same”. Rather ironically, this axiom was first coined by a French journalist -- Alphonse Karr -- in 1839 and it is as true then as it is today.
Article by CGF Research Institute (Pty) Ltd
In an independent South African Corporate Governance Climate Survey (‘the Survey’) conducted by De Facto in April 2015, CGF Research Institute (‘CGF’) was ranked by one-hundred and forty business leaders as the leading organisation in the provision of corporate governance training. Sixty nine percent (69%) of the respondents recognised CGF as experts in corporate governance training in South Africa, no doubt as a result of CGF’s well-known delivery of high value and affordable training.
Presentation by Terrance M. Booysen (Breakfast Seminar)
My topic, Unpacking the critical importance of a Corporate Governance Framework® (and the mutually fulfilling roles of ISO standards) may come as a revelation for many of you this morning. But before I delve into the matter of a Corporate Governance Framework®, I wish to state that many organisation’s GRC practices have remained not only static through the years, but also largely fragmented.