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CGF ARTICLES, OPINIONS & EDITORIALS

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.

THIS ARTICLE – AND GOOD GOVERNANCE – COULD SOON BECOME OUTLAWED (2022-10-12)

By Terrance M. Booysen and peer reviewed by Dave Loxton (Schindlers Attorneys: Partner)

In the context of the proposed changes set out in the Protection of Constitutional Democracy against Terrorist and Related Activities Amendment Bill (“POCDATARA Bill”) currently before parliament, if it is passed in its current form, this indeed may become the “final straw that breaks the camel’s back”, and all aspirations of holding the South African government to account for poor or no governance may come to an end.

“CATCH ME IF YOU CAN” - A COMMON THEME IN SOUTH AFRICA (2021-12-08)

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

With the dust of the recent Local Government Elections (LGE) now settled and still no consequences against the July rioters in KwaZulu Natal and Gauteng; one has to question if South Africans deserve the real benefits of proper governing as a foundational basis that underpins our constitution, especially when citizens “turn a blind eye” or are part of the problem themselves?

LEVERAGING THE ORGANISATION’S MEMORANDUM OF INCORPORATION TO IMPROVE ITS RISK MANAGEMENT AND SUSTAINABILITY (2019-04-29)

By Lucien Caron (CGF Lead Independent Consultant) and peer reviewed by Terrance M. Booysen

An experienced board member will fully appreciate the various mechanisms contained within the organisation’s Memorandum of Incorporation (‘MOI’) that can be altered to best suit the environment within which the company operates.  More often than not, the MOI is trivialized as simply a ‘founding document’ of the company and once approved, it is filed and gathers dust.  However, over-looking the importance of the MOI -- which contains information about the core elements of the organisation’s governance -- amounts to an injustice to the nature and intent of this document, not least also the company and its stakeholders.

GDPR SUBSTANTIALLY CHANGES THE MANNER IN WHICH PERSONAL DATA IS TREATED (2018-09-10)

By Terrance M. Booysen (Director: CGF) and peer reviewed by Dr. Peter Tobin (GDPR & POPIA Specialist)

In recent months, there has been much discussion and focus on GDPR -- the new European Union (‘EU’) General Data Protection Regulation 2016/679 -- which came into force on 25 May 2018.  This EU legislation aims to strengthen the application and enforcement of data privacy laws, not only through its principles and the obligations it places on organisations, but also through its global reach.

LEADERSHIP IS RESPONSIBLE FOR ACHIEVING GOOD CORPORATE GOVERNANCE OUTCOMES (2018-01-23)

By Terrance M. Booysen and peer reviewed by Professor Michael Katz (Chairman: ENS Africa)

With the media spotlight on the dismal state of governance in some of South Africa’s public and private organisations, as well as many of its state-owned enterprises, there cannot be enough said about the enormous role and duties expected of the directors of an organisation.

POOR GOVERNANCE AND LIPSERVICE CREATES UNSUSTAINABLE ORGANISATIONS (2016-02-08)

Article by Terrance M. Booysen

It is a fact; since the collapse of so many iconic organisations across the world, the subject of corporate governance has intensified.

PROMOTING GOOD GOVERNANCE: IMPERATIVES FOR ACCOUNTABILITY (2015-05-18)

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.