WHY COMPANY SECRETARIES ARE GOVERNANCE’S UNSUNG HEROES (2025-04-10)

By Terrance M. Booysen (CGF Research Institute: CEO)

Lessons from South Africa hint at a digital tomorrow

Looking back to move forward

I have spent 22 years at the helm of CGF Research Institute, watching South Africa’s governance story unfold, sometimes with hope, often with frustration.  State capture left a one-trillion-rand scar (Zondo, 2022), and Eskom’s R78 billion loss in 2023 still stings.  These are not just numbers to me; they’re signs that oversight systems are struggling to find their footing.  Yet through it all, I keep coming back to the Company Secretary - not sitting on the board but working tirelessly behind the scenes.  They are the ones who could turn things around, if only we gave them the right tools.  This is not just a South African tale; it’s a lesson for boards everywhere.

COMBINED ASSURANCE: STRENGTHENING GOVERNANCE AND BUSINESS REPORTING (2025-03-31)

By Terrance M. Booysen (CGF Research Institute: CEO)

In an era of heightened scrutiny over corporate governance and accountability, the responsibilities of directors and executives have evolved significantly.  High-profile corporate failures, including Enron and WorldCom in the United States, HIH Insurance in Australia, and Parmalat in Italy, have underscored the need for robust governance frameworks.  Similar failures in other markets, including cases such as Steinhoff and VBS Bank in South Africa, illustrate that the risks of poor governance and weak oversight are universal.

CALL TO ACTION: DIGITISE THE GOVERNANCE FRAMEWORK ACROSS ALL STATE ORGANISATIONS (2024-11-19)

By Terrance M. Booysen (CGF Research Institute: CEO)

Dear President Ramaphosa

South Africa’s state organisation’s require a modern overhaul that embraces digital solutions to enhance transparency, accountability and efficiency. Digitising the governance frameworks in each State-Owned Entity (SOE) and State Owned Company (SOC) can serve as a catalyst for change, enabling the government to tackle the myriad governance challenges facing these organisations and pave the way for a stronger, more resilient nation.

NO THANKS, NOT FOR US! (2024-10-29)

By Terrance M. Booysen (CGF Research Institute: CEO)

Despite the public outcries about corruption and the demand for increased accountability, in practice, the gravitas of good corporate governance continues to be trivialised. Corporate governance plays a crucial role in shaping the future strategic direction of organisations and guiding their operational conduct.  It is especially important for those holding fiduciary duties or providing advisory services related to corporate governance.

PROPER BOARD INDUCTION IS CRUCIAL FOR NEW DIRECTORS (2024-06-06)

By Terrance M. Booysen (CGF Research Institute: CEO)

An African proverb eloquently captures the essence of being prepared: “Tomorrow belongs to the people who prepare for it today!”

THE LINK BETWEEN YOUR GOVERNANCE FRAMEWORK AND STRATEGIC DEXTERITY (2024-05-07)

By Jené Palmer CA(SA) GCB.D (CGF Research Institute: Director)

Too many board members only view their organisation’s governance framework as a means to assess compliance. The opportunity to leverage the outcomes of governance assessments to drive innovation and strategic change are often missed because organisational leaders do not measure the dexterity of their strategic processes.

FAILED GOVERNANCE IN STATE ORGANISATIONS IS NOT A SIMPLE BAILOUT! (2023-08-10)

By Terrance M. Booysen (CGF Research Institute: Chief Executive Officer)

Given the multiple governance failures seen across South Africa, and mostly within the public sector, there is no doubt that this fragile situation is a national disaster.  The costs of these governance failures are far worse than the actual monetary losses reported to date.  Earlier this year the Reserve Bank estimated that the country’s energy crisis alone is causing losses to the SA economy of approximately $51 million (approximately R942 million) every day.

THE CORPORATE GOVERNANCE FRAMEWORK® - AN ALTERNATIVE TO WHISTLEBLOWING (2023-07-21)

By Jené Palmer (CGF Research Institute: Director)

Whistleblowing can be a courageous act, but it is not always the best option for everyone due to potential risks and consequences.  It is also true that by the time any whistleblowing mechanisms are used, the damage has already been done to the organisation and its stakeholders.  This begs the question then: what is the alternative?

MEASURING THE ORGANISATION’S GOVERNANCE EFFORTS (2022-04-21)

By Terrance M. Booysen and peer reviewed by Jené Palmer CA(SA)

For many years corporate governance has been a sensitive topic for many boardrooms.  In reality, despite the writing of the various codes of corporate governance, the business and state environments remain littered with examples of failed governance.

Given that the South African business landscape still finds itself in deep trouble, one may argue that the introduction of the latest King IV™ Report on Corporate Governance for South Africa 2016 and its outcomes-based reporting has still not had the desired impact in driving governance change.

DIRECTORS’ SENTIMENT INDEX™ REPORT: 5TH EDITION – CGF’S OBSERVATIONS FROM A GOVERNANCE PERSPECTIVE (2020-11-12)

By Glen Talbot (CA)SA and Terrance Booysen and peer reviewed by Jené Palmer CA(SA)

A review of the Institute of Directors in South Africa (‘IoDSA’)’s recently released report for 2020 raises some interesting observations from a governance perspective. It should be noted that the study was concluded prior to the nation-wide lockdown and national state of disaster due to the Corona virus (‘Covid-19’) pandemic. It is likely that the sentiments expressed by respondents may have been significantly more pessimistic had the study been concluded in the second half of 2020.