Tag: CorporateGovernance

King V reframes corporate governance as a competitive necessity. It embeds Environmental, Social and Governance (ESG) factors and integrated thinking at the heart of board decision-making. The question boardrooms across South Africa are now facing is what this framework demands in practice when it comes to overseeing Artificial Intelligence (AI).

White-collar crime in Africa is no longer a predominantly domestic concern. It has expanded onto an international stage, and so has the corporate exposure that comes with it. As capital crosses borders, data moves at the speed of light, and corporate structures become more complex, economic crime has kept pace. It has become more sophisticated, more multinational and increasingly difficult to investigate and prosecute within the confines of a single legal system.

The Financial Intelligence Centre’s attempt to impose retrospective penalties for a period extending fully five years prior to the existence of any lawful authority is not merely misguided, it is a brazen affront to the rule of law.

There is a pattern emerging across boardrooms that is starting to look very familiar. Executives are excited about Artificial Intelligence (AI). Budgets are being allocated. Pilot projects are being launched. Early results are often promising. Yet, despite all this activity, very few organisations are seeing meaningful, enterprise-wide impact.

Boards spend a great deal of time asking questions. They challenge strategy, review financial performance, interrogate financial statements and revisit decisions that made sense six months ago but may no longer make sense today. That is why one question stands out: "Why are executives and boards not doing the same when it comes to their cybersecurity?" My view is simple. As organisations become more digital, it becomes increasingly difficult to justify treating cyber resilience as something that sits outside regular business discussions.

The CEO of South Africa's highest-paying JSE-listed company earns more than 6,000 times the national minimum wage, according to data published by the Labour Research Service. Across the top 20 JSE-listed employers by CEO pay, every company exceeds 939 times that benchmark.

The Bogdanov ruling is not a story about one director. It is a test of whether South African companies can detect dishonesty before it reaches the boardroom. On 1 June 2026, the Financial Services Tribunal dismissed an application to overturn sanctions against a former independent non-executive director of a JSE-listed technology group. The Tribunal upheld the JSE's decision.

In many organisations, the monthly reporting cycle still follows a familiar pattern. Finance teams close the books, extract data from multiple systems, reconcile discrepancies and consolidate figures across entities. They then check reports, make adjustments and eventually compile a board pack.

Enterprise software used to be a decision within the IT lifecycle. However, it is no longer just that. Core platforms such as ERP systems, databases and virtualisation have become embedded in how organisations recognise revenue, control costs and satisfy regulators. These platforms are not back-office systems. They are financial infrastructure. Increasingly, they are dictating capital allocation in ways many CFOs did not sign up for.

South African regulators introduced a more structured approach to climate-related disclosure for insurers. Since then, expectations have tightened to mirror approaches in other markets. Regulators now treat these risks as having direct financial consequences for the sector.