CGF Articles & Editorials
Article by Terrance M. Booysen and reviewed by Bruno Bruniquel (Bruniquel & Associates: Chairman)
As sad as it may be, the incidents of a particular colleague walking past your table and greeting you, or even asking about your weekend activities may not be as ‘innocent’ as you may first have thought.
Article by Terrance M. Booysen and peer reviewed by Sharon van Rooyen (Partner: EY)
It’s a fact. No matter which global or regional surveys a person may refer to, the latest 2014/15 surveys on economic crime all show that crime of this nature is on the increase. Economic crime -- particularly fraud and corruption
-- are causing organisations in both the public and private sector substantial financial losses, and increasing pressure on business to grow their revenues together with market volatility could be just some of the reasons why these crime statistics are increasing.
Presentation by Terrance M. Booysen
...it is imperative that we make a distinction between words such as “accountability”, “responsibility”, “must” and “should” – and specifically so in the context of its use within a boardroom and its organisation.
Article by Terrance M. Booysen and peer reviewed by Megan Grindell (Director: Carter DGF)
Irrespective of where you may live -- and no matter what your line of business and language may be -- universal thoughts most often expressed by people regarding corruption is obscured in darkness and negativity. Corruption is by no means something new; it has followed mankind throughout the ages and it continues to exist in various forms to include grand corruption, political corruption, corporate
and administrative corruption
, as well as petty
and systemic corruption
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.
Article by Terrance M. Booysen and reviewed by Niel Maritz (MKM Attorneys: Senior Partner)
As far back as biblical times, it seems that people were also concerned with the authenticity of a person’s signature. Although there were far fewer people in those ancient times who actually had the power, authority and means to validate official documents, most of those in positions of authority wore and used signet rings. Signet rings were unique to that person who was permitted to sign royal proclamations, among other official documents.
Advertorial issued by CGF Research Institute
What is now crystal clear for directors and prescribed officers -- particularly since the launch of the Companies Act 2008 (‘the Act’) -- is the fact that the personal liability as attached to directors
and prescribed officers
of any type of business operation, is unparalleled to years gone by.
Article by Terrance M. Booysen and reviewed by Andrew Johnston (Altron Limited: Group Company Secretary)
It is interesting to Google the words ‘broken boards’. Unsurprisingly, the search only reveals matters relating to broken skate boards or surf boards, and there is no mention of companies or organisations, where their boards have been ‘broken’ so to speak by its members. Interestingly -- although there was a recent political connotation in this context where a President of a country has been accused of ‘breaking’ a Parliament -- one need not have much imagination to liken such an accusation in a similar context of a Chairman and/or the members of a board being accused of ‘breaking’ their board.
Advertorial by Terrance M. Booysen
As the world witnesses increasing threats upon our environment with greater imbalances placed upon our planet’s bio-diversity, there is -- with good reason -- heightened concern amongst governments, business corporations and civil society in an attempt to slow down the environmental destruction caused by humans.
Article by Terrance M. Booysen and reviewed by reviewed by Tom Davel (I-Pam: Principle Consultant)
Being a director of a board requires the individual to not only understand their fiduciary duties owed to the organisation, it also demands a thorough understanding of the organisation’s business, assets and operations.