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Integrity

Articles by our readers about integrity. Do you want to contribute to this category too? Please subscribe to be an author.

Corporate Reputation: It certainly matters

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By Terrance M. Booysen and reviewed by Ian Jacobsberg (Partner: Hogan Lovells)

One hardly needs any reminding of the global economic crash and its devastating effects the world experienced in September 2008. Many businesses were brought to their knees, and countless individuals were financially ruined as a result of what could only be described as reckless trading, backed by the greed of a select group of business executives in the financial services market. And just eight years later the devastation lingers on, and a number of country leaders still cite the global crash as the fundamental reason for their economic woes and the plight of their impoverished citizens.
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Non-profit boards – how to be more effective

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Board members of non-profit organisations are all generally time poor and have competing demands on their attention and focus. However, if an individual accepts a position on a board, then being busy is no excuse for inadequate contribution – if you cannot contribute, don’t nominate. There are a few ways non-profits boards can collectively, and the directors individually, improve their effectiveness and therefore enhance the overall performance of the organisation and these include:
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SOCIAL MEDIA – CHANGING TIMES AND INCREASING RISK

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Many technologists across the world were completely bewildered by the claim Gordon E. Moore made in 1965, when he boldly predicted the rate of change the world would undergo through the rapid development of technology. Famously known as “Moore’s Law”; it supports the notion that every two years the components found on integrated circuits would double, and the size of the components would half in the same period. Simply put, this means that the computing power in various computerised devices is doubling every two years and the size of these devices — which most of us use on a daily basis — is becoming more powerful, and more pervasive. Of course, Moore’s predictions have come to pass, and in fact these predictions may even have exceeded his original thinking. One just needs to consider the average computing power found in cell phones, laptops and Personal Device Assistants (‘PDAs’) which are owned by most ordinary citizens.
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The Trust Question: Can Barclays Rebuild the Brand?

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Article appeared last week on The FCPA blog.

Jes Staley is the newly appointed American CEO of the beleaguered British Barclays Bank. He recently said, “I do believe that trust is returning to our institution. But we will never rest, we are never done. We have to focus on building that trust every day.”
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Blue Wall of Management

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During my investment career I have always been perplexed by the make-up of most firm’s Board of Directors, from my coverage of U.S. stocks to global Stocks, from small cap to mega cap companies, from the buy side to the sell side. I have seen it all, and I have almost universally been disappointed. I have seen a medical doctor sit on the board of one the largest railroads in the U.S., management from top customers sitting on compensation committees, and active Fortune 100 CEO’s that also held three board of director positions. But like most investors, I have just noted the poor board make-up, and included it in the mosaic of information I use to make investment decision, because in reality most board memberships are poorly filled and there was little as investor I could do about it. Unfortunately, I did not think about it much, I did not ask why boards were so poorly filled.

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Board Reviews – Abort, Retry, Ignore, Fail – A New Model is Needed

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The chairman’s presentation at Diligent’s (DIL –NZX) 2013 AGM (June 23rd) included the following brief statement under the heading Strengthened Internal Controls: “The Board is currently undertaking a review of corporate governance matters with the assistance of an outside consultant, including with respect to the desired skill sets for the Board, share administration and other internal processes related to corporate governance.”
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