There’s a proverb that says, “what’s sauce for the goose is sauce for the gander” - this expression can also generally be interpreted to mean “what’s good for the male is also good for the female.”
Whilst the UK Bribery Act 2010 (‘the Act’) came into effect in July 2011 in the UK and repeals all other anti-bribery legislation in the UK, there are numerous implications the Act may have upon South African companies and its impacts could be felt far and wide, says Terry Booysen, CEO of CGF Research Institute (Pty) Ltd.
The world could learn a few lessons through the actions taken by the United States, considering the manner in which they have taken concrete steps against bribery and corruption.
It sounds like some wonderful advertisement; experience teaches us when an offer ‘sounds too good to be true’, there’s usually some sinister catch behind it.
More organisations are beginning to realise that their ability to produce an annual Integrated Report -- as recommended by the King Report on Governance for South Africa 2009 (King III) -- is not as simple as they may have first believed.
One of the biggest oversights found in many organisations is that they generally do not factor their Human Capital risks, neither integrate these risks within the overall risks of the organisation.
Considering the heightened awareness of governance reporting
and the increased accountability
attached to directors; so much has changed for business leaders since the collapse of Enron and WorldCom in the United States, the HIH Insurance Group in Australia and Parmalat in Italy. Unsurprisingly, South Africa has also had its fair share of corporate failures, most notably those found in the cases of Aurora Mining company, Macmed, Leisurenet, Fidentia and Regal Bank.
Good morning esteemed guests, ladies and gentlemen; and a special welcome to all of those who have travelled from near and afar, in order to attend this special event – the MDG Review Summit & Exhibition of 2012.
There’s much that can be said about the manner in which members of a board are ‘wired’, and it does not take much to recognise those directors who embrace technology and those who don’t.