Tag: governance

The local business news cycle has taken a dark and repetitive turn. Week after week, headlines are dominated by a relentless spike in organisations falling victim to sophisticated hacks, data breaches, and crippling ransomware attacks. From local municipalities to major political parties like the ANC, no sector seems immune.

Cyber risk is no longer a peripheral IT issue in African supply chains. Instead, it is becoming a core operational threat. According to the Association of Chartered Certified Accountants (ACCA), 70% of organisations report experiencing fraud or economic crime. Cyber-enabled fraud ranks among the fastest-growing categories globally, according to the ACCA Global Economic Crime and Fraud Survey.

South African businesses do not need to look far for a cautionary tale. The fallout from the Steinhoff scandal continues to reveal how weak governance, inadequate scrutiny of business relationships and unchecked transactions can destroy billions in shareholder value. What began as aggressive growth ultimately became one of the country’s most expensive lessons on the cost of insufficient oversight.

Artificial Intelligence (AI) is rapidly moving from experimentation to execution within South African organisations. Organisations increasingly embed AI agents across business functions, including finance, customer service, IT and operations. However, a significant governance concern is emerging.

We note the decision by Cabinet to “finally close the historical e-toll debt”. This decision includes both the “close-out” of historical debt and the “resolution of all outstanding litigation matters”. The Minister of Transport has “welcomed the Cabinet decision”. This raises a question. Did the Department of Transport not drive this process from the outset?

Time has run out for non-compliant trusts. Since 4 May 2026, the South African Revenue Service (SARS) has imposed administrative penalties on trusts with outstanding tax returns. SARS levies these penalties monthly. In some cases, penalties may reach R16,000 per outstanding return.

How do structural advantages persist and evolve, even in the wake of liberation? How does a country shaped by anticolonial struggle become fertile ground for wealth concentration alongside enduring inequality? South Africa holds one of the strongest constitutions globally. At the same time, it remains one of the most unequal societies in the world.

Frontiers of National and International Development offers an incisive interrogation of statecraft and governance in the Global South. Drawing on theory, policy experience and case studies from South Africa and China, Busani Ngcaweni explores how capable and ethical leadership drives national and global development transformation.

Picture a rainy Wednesday morning in Sandton, sometime in the near future. A claims handler opens their laptop. Right away, things move much faster than before. For every new email, the company’s Artificial Intelligence (AI) system drafts a suggested reply. The inbox is also lighter. A public chatbot handles most client and broker queries because it has been trained on policy wordings and continues to improve. Need a meeting? An AI assistant schedules it, sets reminders, and even takes minutes.

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.