Tag: board composition
Is emerging market private equity the most effective way to invest...
Kicking off a debate over how best to make meaningful change through investment, we explore private equity’s unmatched ability to deliver capital to the places it’s needed most. Impact investment, at its core, is the task of identifying a change the world needs and deciding how to make it happen.
Defending cadre deployment will keep governance of SOEs at risk
As long as government’s cadre deployment policy is defended, governance of South Africa’s state-owned entities (SOEs) will remain vulnerable and at risk. This is a reaction to the testimony of President Cyril Ramaphosa before the Zondo Commission of Inquiry into State Capture, who acknowledged that 'massive system failures' with board appointments paved the way for SOE failures. At the same time, the President defended cadre deployment.
Are SA investors more motivated by money or morals?
Investing is a personal choice and a number of influences will hold sway over where people put their money. A personal value system is one such influence and, for most South Africans, this appears to be non-negotiable. This is according to our recently released Global Investor Study 2020, an annual survey that canvassed the views of more than 23,000 wealth investors from 32 locations around the world
REPORT | Process for appointing non-executive directors
We have released a research report investigating the processes for recruiting, selecting and appointing non-executive directors in South Africa. The report is structured to offer practical assistance to prospective non-executives who want to understand what organisations are looking for, and what the processes leading up an appointment are. It also offers guidance for nominations committees.
Board independence: King IV recommends a balanced approach
South African boards should be looking carefully at King IV’s guidance on board composition and director independence rather than simply trying to impose a one-size-fits-all rule. An overemphasis on independence can actually rob boards of institutional knowledge and experience.
Devastating consequences for wrong board appointments
The recent resignations of the CEOs of Eskom and South African Airways have again focussed the spotlight on board performance and effectiveness. Inevitably, the critical question arises: why are these CEOs really leaving? In considering the answer to this question one must include a review of the board’s composition and the extent to which the overall ‘health’ of the board may have influenced any decision to leave or not leave the organisation.
