Tag: CorporateGovernance

The Plaintiffs operated restaurant businesses and appointed the defendant as their insurance broker. The defendant's mandate required it to procure commercial insurance on the Plaintiffs' behalf. On 4 June 2019, the defendant obtained policies from Renasa Insurance Company Ltd. However, these policies did not include an extended business interruption clause covering losses arising from infectious disease outbreaks.

In the seventeenth and eighteenth centuries, one of the most revolutionary ideas in human history emerged - the corporation. Today, the concept seems entirely ordinary. Companies own assets, enter into contracts, raise capital, employ people, and continue operating long after their founders have passed away.

Environmental, Social and Governance (ESG) discussions in South African boards generally default to carbon, community impact and governance process. While those remain essential, they do not tell the full story of organisational sustainability. A business may define sustainability narrowly. However, it still fails if it cannot protect data and recover quickly from cyber disruption in a digital economy.

The South African Reserve Bank’s Prudential Authority (PA) has confirmed its intention to derecognise Moody’s Investors Service South Africa as an eligible external credit assessment institution (ECAI). The regulator has also introduced a 24-month transition period that will run until April 2028.

Since the Code of Good Practice on the Prevention and Elimination of Harassment in the Workplace (Code) came into effect, harassment claims have increased. These include sexual harassment, racial discrimination and gender-based bullying. They also include harassment based on arbitrary or prohibited grounds.

For decades, businesses assumed that information in the public domain was harmless. Artificial Intelligence (AI) has ended that assumption. By aggregating thousands of public data points, AI can reconstruct strategy, pricing and expansion plans. Under the King V Report on Corporate Governance for South Africa, protecting confidential value in this environment has become a board-level governance responsibility.

When you stand at the Johannesburg Stock Exchange (JSE) to discuss transformation, something clarifies. Not because the room is clever, although it often is. Instead, the building reflects the behaviour of markets. Capital gets priced there every day. Narratives do not move tickers; performance does. When performance disappoints, the market responds immediately. It marks you down and moves on.

In South Africa’s evolving corporate landscape, the role of the Non-Executive Director is undergoing a quiet but significant transformation. Increasingly, the expanding role of the Non-Executive Director reflects this shift. Previously, organisations primarily tasked Non-Executive Directors with oversight and compliance. Today, however, they expect Non-Executive Directors to contribute meaningfully to strategy, risk navigation and long-term value creation.

One category of employees who are well protected under the Employment Equity Act (EEA) is those who are ill or injured. Employers cannot mistreat employees who are ill or injured. If they do, they risk serious consequences. This reality highlights the hidden cost of mistreating ill employees.

Value-Added Tax (VAT) remains one of the most powerful revenue instruments available to the South African fiscus. In practical terms, it continues to rival personal income tax as a primary contributor to government revenue. It also remains indispensable to the South African Revenue Service (SARS)’s collection mandate. This reality matters.