CGF Articles & Editorials
November 4,
2019 532 532 
We’ve got some exciting news - the partnership between JGL Forensic Services and CGF Research Institute is now official! We’d like to take this opportunity to give you a little more background as to how this came about, and what it means for you, our valued client, going forward.
August 5,
2019 728 728
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 851 851
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 754 754
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.
May 30,
2019 1196 1196
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”.
October 21,
2018 987 987
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.
March 26,
2018 2564 2564
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.
February 28,
2017 4045 4045
By Jené Palmer and reviewed by Terrance M. Booysen
We know that both local and international organisations are continuously having to adapt to operate in uncertain business environments. Locally, the release of the Preferential Procurement Regulations 2017, which places stronger emphasis on ‘radical transformation’, against the backdrop of persisting low economic growth rates are only some of the elements giving rise to further uncertainty.
January 18,
2017 6343 6343
By Jené Palmer and reviewed by Terrance M. Booysen
Board performance, or the lack thereof, has recently been quite prominent in the South African landscape. Unfortunately, the examples of mismanagement, poor oversight and lacklustre governance of our state-owned entities as well as some private sector businesses, abound. Poor and deteriorating financial results, high staff turnovers, lack of strategic direction and transparency as well as little to no stakeholder communication, are but some of the symptoms of a poorly performing board.
July 18,
2016 4493 4493
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.