CGF ARTICLES, OPINIONS & EDITORIALS
October 25,
2019 3098 3098 
By Stephen Simmonds (Independent Lead Consultant - Integrated Management Systems: CGF Research Institute) and peer reviewed by Terrance M. Booysen (Director: CGF Research Institute)
The number of management systems has risen dramatically in recent years, reflecting the increasing governance demands being placed on more and more organisations and their boards, and especially so in the wake of a myriad of governance scandals and corporate collapses locally and abroad.
October 21,
2019 2743 2743
We are excited to announce the signing of a Strategic Alliance Agreement with JGL Forensic Services (Pty) Ltd, which was concluded with CGF Research Institute (Pty) Ltd earlier this month. The alliance between the two companies presents unique opportunities for CGF and JGL, and through this partnership, their respective clients are expected to gain better and deeper insights of their business risk operations which enhances future growth and sustainability.
October 7,
2019 2980 2980
Stephen (‘Steve’) Simmonds has been a familiar face and friend of CGF for a number of years, and our association started in early 2015 when he and some of his work colleagues from Metrix Software Solutions attended governance training hosted by CGF. And so a few years later, we are delighted to welcome Steve as the newest member to join our team of Lead Independent Consultants.
October 1,
2019 15416 15416
By Glen Talbot(CA)SA, Travers Cape (CA)SA and peer viewed by Jené Palmer CA(SA): CGF Lead Independent Consultants
If we have both internal and external auditors, we have combined assurance, right? Wrong!
For the board of directors to claim that they have discharged their obligations to implement a Combined Assurance Model requires much more than just the appointment of internal and external auditors.
August 5,
2019 3283 3283
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.
July 24,
2019 3981 3981
By Stephen Simmonds (Director: SynergyGRC) and peer reviewed by Terrance M. Booysen (Director: CGF Research Institute)
In a world where the interconnected and constantly changing relationships between financial, social and environmental issues are becoming more evident, businesses that remain unaware of their impacts and dependencies on their non-financial relationships attract unnecessary risk. Indeed, these organisations also fail to recognise new opportunities for efficiency, growth, resilience and development.
July 17,
2019 3438 3438
CGF is delighted to welcome Travers Cape as a Lead Independent Consultant to our company. Travers has acquired a wealth of experience in senior financial management positions and fulfilled various strategic roles within multinational and local businesses. Being adept at analysing facts, figures and similar detail, Travers will support our clients in the application and verification of their combined assurance processes, including the associated functions that are linked in their annual integrated reports.
June 27,
2019 3222 3222
We are pleased to welcome Glen Talbot as the newest member to join CGF’s team of Lead Independent Consultants. Glen has acquired a wealth of internal audit experience over the last 24 years in various industry sectors including the Financial Services Sector, Public Entities, Media Broadcasting and the Motor Industry. Glen has a keen interest in performing governance assessments with reference to the Corporate Governance Framework®, more especially in the areas of internal audit and combined assurance.
June 5,
2019 4118 4118
By Terrance M. Booysen and peer reviewed by Jené Palmer CA(SA) (CGF Lead Independent Consultant)
The recent resignations of the CEOs of Eskom and South African Airways have again focussed the spotlight on board performance and effectiveness. Inevitably, the critical question arises: why are these CEOs really leaving? In considering the answer to this question one must include a review of the board’s composition and the extent to which the overall ‘health’ of the board may have influenced any decision to leave or not leave the organisation.
May 30,
2019 4332 4332
By Jené Palmer CA(SA) (CGF Lead Independent Consultant) and peer reviewed by Terrance M. Booysen
Visionary leaders do not underestimate the power of the Corporate Governance Framework® in driving organisational culture. These leaders appreciate the importance of a governance framework in nurturing sustainability by driving values-based decision-making to “play the long game”.
