CGF ARTICLES, OPINIONS & EDITORIALS
April 10,
2025 198 198 
By Terrance M. Booysen (CGF Research Institute: CEO)
Lessons from South Africa hint at a digital tomorrow
Looking back to move forward
I have spent 22 years at the helm of CGF Research Institute, watching South Africa’s governance story unfold, sometimes with hope, often with frustration. State capture left a one-trillion-rand scar (Zondo, 2022), and Eskom’s R78 billion loss in 2023 still stings. These are not just numbers to me; they’re signs that oversight systems are struggling to find their footing. Yet through it all, I keep coming back to the Company Secretary - not sitting on the board but working tirelessly behind the scenes. They are the ones who could turn things around, if only we gave them the right tools. This is not just a South African tale; it’s a lesson for boards everywhere.
March 31,
2025 225 225
By Terrance M. Booysen (CGF Research Institute: CEO)
In an era of heightened scrutiny over corporate governance and accountability, the responsibilities of directors and executives have evolved significantly. High-profile corporate failures, including Enron and WorldCom in the United States, HIH Insurance in Australia, and Parmalat in Italy, have underscored the need for robust governance frameworks. Similar failures in other markets, including cases such as Steinhoff and VBS Bank in South Africa, illustrate that the risks of poor governance and weak oversight are universal.
October 17,
2024 674 674
By Jené Palmer CA(SA) GCB.D (CGF Research Institute: Director
The speed at which governments and regulators are adopting sustainability reporting standards is increasing the pressure in the boardroom. Stakeholders are expecting board members and the c-suite to not only comply with these evolving disclosure requirements, but to embrace the ESG data being collected to minimise risk and drive greater value.
May 7,
2024 5177 5177
By Jené Palmer CA(SA) GCB.D (CGF Research Institute: Director)
Too many board members only view their organisation’s governance framework as a means to assess compliance. The opportunity to leverage the outcomes of governance assessments to drive innovation and strategic change are often missed because organisational leaders do not measure the dexterity of their strategic processes.
April 21,
2022 2908 2908
By Terrance M. Booysen and peer reviewed by Jené Palmer CA(SA)
For many years corporate governance has been a sensitive topic for many boardrooms. In reality, despite the writing of the various codes of corporate governance, the business and state environments remain littered with examples of failed governance.
Given that the South African business landscape still finds itself in deep trouble, one may argue that the introduction of the latest King IV™ Report on Corporate Governance for South Africa 2016 and its outcomes-based reporting has still not had the desired impact in driving governance change.
November 17,
2021 3289 3289
By Terrance M. Booysen and peer reviewed by Jené Palmer CA(SA)
Whilst most corporations across the world have had to make drastic changes to their business operations as a result of the Covid19 pandemic, many business leaders believe that the disruptions caused by the pandemic have inadvertently introduced more advantages than disadvantages. However, are the odds actually stacked against the organisation?
August 18,
2020 6344 6344
By Jené Palmer CA(SA) (CGF Lead Independent Consultant) and peer reviewed by Terrance M. Booysen
The recent public censure and financial penalties imposed by the JSE Limited on Tongaat Hulett Ltd and EOH Ltd for non-compliance with the JSE Listing Requirements, again brings the effectiveness of the internal audit profession (and indeed external audit) into question. Is internal audit adding value?
The question is relevant to both the public and private sector where examples of financial misstatement and the circumvention of internal procurement policies and procedures are increasingly being uncovered. In these circumstances, questions need to be asked about the future role and stakeholder expectations of internal audit.
August 5,
2019 4222 4222
By Terrance M. Booysen and peer reviewed by Jene’ Palmer CA(SA) (CGF Lead Independent Consultant)
A plethora of corporate governance codes has been written across the world, and in spite of their recommendations which inter alia seek to protect stakeholder interests and shareholder value, many governance failures and organisational collapses continue seemingly unabated.
February 23,
2018 8377 8377
By Terrance M. Booysen (CEO: CGF Research Institute) and reviewed by Dr Claudelle von Eck (CEO: Institute of Internal Auditors, South Africa)
New standards, guidelines, codes and laws are being regularly implemented to update and improve the international regulatory environment in which businesses operate. In many instances, these ‘governance instruments’ are implemented in response to the myriad leadership challenges which are being experienced on a global basis.
September 15,
2017 9054 9054
By Terrance M. Booysen
While the board attendance fees paid to Non-Executive Directors (‘NEDs’) may be a strong incentive for certain individuals to avail themselves for these boardroom positions, it may be well worth reconsidering the risk and rewards. The onerous duties and responsibilities which are placed on NEDs -- including the demands made by the organisation’s key stakeholders on the board -- significantly increase the liability factor and make the ‘lure’ of the board attendance fees less appealing.