Tag: CorporateGovernance

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.

A paradigm shift is necessary to ensure that shareholders, customers, employees and society benefit from good governance outcomes. The introduction of the King V Code on Corporate Governance for South Africa 2025 (King V) marks a clear turning point. Governance no longer functions as a simple administrative task.

More than one million South Africans now live abroad. In addition, 43% say they do not plan to return permanently, according to the South African Diaspora Report for 2026. For decades, skilled professionals have left to pursue greater opportunity and long-term career progression. As a result, the country’s skills base has shrunk, and economic competitiveness has weakened.

The recent resignation of Angelo Swartz, CEO of Spar, marks a refreshing break from corporate tradition. By leading with candour and sincerity, Swartz delivered a masterclass in transparency. He moved beyond the usual PR-scrubbed departures that dominate executive exits.

The era of corporate governance as a mere compliance exercise is over. New regulatory frameworks, exemplified by the new King V Report on Corporate Governance (King V), take effect on 1 January 2026. These frameworks fundamentally transform how businesses make strategic decisions, allocate capital and manage risk. King V is not a compliance update; it reshapes governance as a strategic and operational imperative.

Corporate reputation now carries measurable value. Companies with strong reputations can realise as much as 4.78% in additional annual shareholder returns. This creates a global 'reputation economy' worth an estimated $7.07 trillion, according to our landmark new study.