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CGF Articles & Editorials

JGL FORENSIC SERVICES PARTNERS WITH CGF RESEARCH INSTITUTE (PTY) LTD (2019-11-04)

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.

INTERNAL AUDIT REQUIRE GREATER REPRESENTATION ON THE BOARD (2019-08-05)

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.

GENERATING EXTRA VALUE AND BUSINESS RESILIENCE THROUGH THE ‘SIX CAPITALS’ (2019-07-24)

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.

NEW APPOINTMENT: OUR GOVERNANCE SERVICES STRENGTHENED WITH APPOINTMENT OF TRAVERS CAPE (CA(SA), MBA) (2019-07-17)

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.

BOARDS THAT PLAY THE INFINITE GAME (2019-05-27)

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”.

WTS BUSINESS SERVICES BOLSTERED BY THE DIGITISED CORPORATE GOVERNANCE FRAMEWORK® SOFTWARE ̴ PRAEFECTUS™ (2018-10-22)

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.

WHY ALL ORGANISATIONS SHOULD PUBLISH A MEANINGFUL INTEGRATED REPORT (2018-03-26)

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.

DO YOU REALLY NEED A CORPORATE GOVERNANCE FRAMEWORK®? (2017-02-28)

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.

HIGH PERFORMING BOARDS (2017-01-18)

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.

CGF’s GOVERNANCE SERVICES CONTINUE TO GROW (2016-07-18)

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.