CGF ARTICLES, OPINIONS & EDITORIALS
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..
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.
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.
Since 2003, the executive team of CGF realised the complexity of business, furthermore the manner in which boards of directors would grapple with not only a barrage of increasing legislation from local and international sources, but also the business and governance challenges that arise from a myriad of changes spurred by evolving business models, dissipating traditional business boundaries, the complexities of mixed generational workforces, as well as quantum technological developments.
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 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.
Article by Jenè Palmer (CGF Lead Independent Consultant)
It has been painful to watch the likes of Lance Armstrong, Mike Tyson and Hansie Cronje sabotage their futures through poor decision-making. Similarly, many organisations and their boards have failed to demonstrate strong and responsible leadership qualities to motivate and drive their organisations to success. Awareness, decisiveness and accountability are some of the business leadership qualities required to achieve remarkable performances.
Article by Terrance M. Booysen
Corporate governance is one of the key elements many investors consider when they reflect upon the organisation’s success, as well as when deciding upon their investment choices. But when the organisation’s governance system shows signs of stress or failure, not only do astute investors understand the unsettling impact it has upon the organisation’s supply chain, they also become wary about its sustainability which may give rise to them re-considering to ‘weather the storm’ or ‘bail out’ so to speak.