SOUTH AFRICA’S PATH TO DIGITAL GOVERNANCE: A GOVERNANCE FRAMEWORK FOR CHANGE IN THE GLOBAL SOUTH (2025-01-27) By Terrance M. Booysen (CGF Research Institute: CEO) Confronting the challenges at home South Africa finds itself at a critical crossroads, grappling with deep-rooted governance challenges, corruption, and a lack of accountability in its state entities. Notwithstanding these frustrating challenges there is an opportunity for President Ramaphosa to leverage South Africa’s G20 presidency to demonstrate how governance reform -- driven by digital tools -- can create a more inclusive, accountable, and efficient system of directing and controlling organisations - especially within state managed entities. January 27, 2025 Corporate Governance Framework®, General, Governance Framework, Leadership, Sustainable Development Goals governance, framework, Davos2025, transformation Read More >>
FAILED GOVERNANCE IN STATE ORGANISATIONS IS NOT A SIMPLE BAILOUT! (2023-08-10) By Terrance M. Booysen (CGF Research Institute: Chief Executive Officer) Given the multiple governance failures seen across South Africa, and mostly within the public sector, there is no doubt that this fragile situation is a national disaster. The costs of these governance failures are far worse than the actual monetary losses reported to date. Earlier this year the Reserve Bank estimated that the country’s energy crisis alone is causing losses to the SA economy of approximately $51 million (approximately R942 million) every day. August 10, 2023 Corporate Governance Framework®, General, Governance Framework, Leadership, Praefectus™ state organisations, Corporate Governance Framework®, governance failures, governance framework, good governance, leadership Read More >>
HONESTY AND TRUTHFULNESS - CAN THE CORPORATE GOVERNANCE FRAMEWORK® HELP? (2023-08-07) By Jené Palmer (CGF Research Institute: Director) Authentic leaders embrace honesty and truthfulness as core principles of their leadership style. They strive to build trust, inspire their teams and foster an environment of openness and integrity. This approach appears to be cut-and-dried. However, in reality, being honest and truthful can be rather tricky. August 7, 2023 Board of Directors, Corporate Governance Framework®, General, Governance Framework, Leadership, Praefectus™ Corporate Governance Framework®, board of directors, honesty, truthfulness, leadership, truth Read More >>
THE CORPORATE GOVERNANCE FRAMEWORK® - AN ALTERNATIVE TO WHISTLEBLOWING (2023-07-21) By Jené Palmer (CGF Research Institute: Director) Whistleblowing can be a courageous act, but it is not always the best option for everyone due to potential risks and consequences. It is also true that by the time any whistleblowing mechanisms are used, the damage has already been done to the organisation and its stakeholders. This begs the question then: what is the alternative? July 21, 2023 Corporate Governance Framework®, General, Governance Framework, Praefectus™, Stakeholders, Whistleblowers Corporate Governance Framework®, governance framework, whistleblowing, whistleblowers, unethical, stakeholders Read More >>
USING THE CORPORATE GOVERNANCE FRAMEWORK® IN TIMES OF GREAT UNCERTAINTY (2021-11-17) 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? November 17, 2021 Board of Directors, Corporate Governance Framework®, General, Governance Framework, Risk Corporate Governance Framework®, board of directors, assessment tool, risk, governance, fraud, crime Read More >>
DIRECTORS’ SENTIMENT INDEX™ REPORT: 5TH EDITION – CGF’S OBSERVATIONS FROM A GOVERNANCE PERSPECTIVE (2020-11-12) By Glen Talbot (CA)SA and Terrance Booysen and peer reviewed by Jené Palmer CA(SA) A review of the Institute of Directors in South Africa (‘IoDSA’)’s recently released report for 2020 raises some interesting observations from a governance perspective. It should be noted that the study was concluded prior to the nation-wide lockdown and national state of disaster due to the Corona virus (‘Covid-19’) pandemic. It is likely that the sentiments expressed by respondents may have been significantly more pessimistic had the study been concluded in the second half of 2020. November 12, 2020 Corporate Governance Framework®, General, Governance Framework governance, Corporate Governance Framework®, governance framework, iodsa, Institute of Directors in South Africa, IOD’s Directors’ Sentiments Index Read More >>
INVIGORATING THE INTERNAL AUDIT PROFESSION THROUGH ROBUST GOVERNANCE AND CONTROLS (2020-08-18) 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 18, 2020 Audit Committee, Corporate Governance Framework®, General, Internal Audit, Risk internal audit, governance, audit committee, Corporate Governance Framework®, GRC, Chief Audit Executive, CAE Read More >>
INTERNAL AUDITORS PLAY AN IMPORTANT ROLE IN STRENGTHENING THE GOVERNANCE OF AN ORGANISATION (2020-08-12) By Glen Talbot(CA) SA and Terrance Booysen and peer reviewed by Jené Palmer CA(SA) People who occupy positions of authority include not only executive and non-executive directors of the board, but also managers who have the means of influencing or causing material changes in the organisation. The latter, according to the South African Companies Act of 2008, are known as ‘prescribed officers’ and together with the organisation’s directors and internal auditors, can all be held liable for not ensuring that the interests of the organisation are being adequately served and protected. August 12, 2020 Corporate Governance Framework®, General, Governance Framework, Internal Audit, Risk, Stakeholders Corporate Governance Framework®, internal auditors, governance framework, GRC, CGF, stakeholders, assurance Read More >>
SURVIVING DISRUPTIONS IN BUSINESS CALLS FOR MORE AGILE BOARDS AND A ROBUST GOVERNANCE FRAMEWORK (2020-07-23) By Terrance M. Booysen and peer reviewed by Jené Palmer CA(SA) (CGF Lead Independent Consultant) Even prior to the Covid-19 pandemic, the ease of doing business in South Africa was already under great pressure. According to the World Bank’s annual ratings, South Africa’s ranking had deteriorated from 82nd position amongst 190 economies to 84th position in 2019. The Covid-19 saga has clearly made matters far worse for businesses to survive in South Africa, hence requiring greater board agility to weather and beat the socio-economic tsunami we are now facing. July 23, 2020 Corporate Governance Framework®, General, Governance Framework governance framework, disruptions, Corporate Governance Framework® Read More >>
COVID-19: ADDRESSING DEBILITATING RISKS REQUIRES A ROBUST GOVERNANCE FRAMEWORK (2020-04-17) By Terrance M. Booysen and peer reviewed by Jené Palmer CA(SA) (CGF Lead Independent Consultant) The times we are currently living in are unprecedented. Covid-19 has once again highlighted the reasons why governance -- good governance -- is a critical function in a democratic country. April 17, 2020 Corporate Governance Framework®, Ethics, General, Governance Framework Corporate Governance Framework®, ethics, sustainability, governance framework Read More >>