CGF Articles & Editorials
By Terrance M. Booysen (Director: CGF) and peer reviewed by Hennie Viljoen (CIPC: XBRL Programme Manager)
Standards affect almost every aspect of daily living. They set a certain benchmark level of quality or attainment, and they may be used as a measure, norm or model in comparative evaluations. Standards may also regulate social and societal interactions and they are most often used to manage and guide operations to ensure safety, quality and functionality. In essence standards are as important as they are influential; and the wider the range of their adoption, the easier it is to achieve -- albeit initially -- a common level of quality and comparison.
We are pleased to welcome Junadi Jooste as the newest member to join CGF’s team of Lead Independent Consultants. Junadi has acquired a wealth of business experience over the last 15 years in various industry sectors including Public Entities, the Financial Sector as well as Media Broadcasting. Junadi specialises in a broad range of Company Secretarial functions.
By Terrance M. Booysen and peer reviewed by Michael Judin (Director: Judin Combrinck Inc.)
Most modern, well-governed organisations are acutely aware of the need for their businesses to be run in an ethical and socially-conscious manner and for this ethos to be communicated to their stakeholders. This being the case, it is well documented that the influential set of so-called Millennials -- unlike their older generational ‘Baby Boomers’ and Xennials -- actively support organisations whose tenets are based upon transparency, including the preservation of society and the environment.
By Dr Dicky Els and Jene’ Palmer, and reviewed by Terrance M. Booysen
The Board is responsible for overseeing and monitoring the execution of the organisation’s strategic plan by, inter alia, driving a culture of accountability through appropriate and transparent reporting and disclosure. In today’s increasingly competitive business environment, stakeholders are demanding more information on the social and ethics risks facing the organisation.
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.
By Terrance M. Booysen (Director: CGF) & Anton van Wyk (Partner & Risk Assurance Leader: PwC)
Organisations can no longer operate only for the economically-driven rationale of generating a profit for their shareholders and investors. Organisations are an integral part of the societies and the environments in which they operate. As such, they affect -- and are affected by -- both internal and external stakeholders, and are consequently accountable to them.
By Terrance M. Booysen and peer reviewed by Professor Michael Katz (Chairman: ENS Africa)
With the media spotlight on the dismal state of governance in some of South Africa’s public and private organisations, as well as many of its state-owned enterprises, there cannot be enough said about the enormous role and duties expected of the directors of an organisation.
CGF is delighted to welcome a renowned South African Human Capital specialist, Hannes Janse van Rensburg as the newest member of its team of Lead Consultants.
Hannes has a multi-disciplined business background that covers the full spectrum of Human Capital services, Adult Education at tertiary level as well business
By Terrance M. Booysen
Recent local and international headlines have been explosive in their exposure of the involvement of large organisations in the perpetuation of political instability and increased racial tensions in South Africa, as well as the alleged facilitation of so-called ‘state capture’. These headlines have brought into sharp focus the importance of strong, ethical leadership within organisations such that the organisation is not only seen to be, but is operating an ethical business.
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.