Corporate governance in South Africa has come a long way in the 15 years since publication of the King I Report. Faced with increasing levels of complexity, South African boards today take an increasingly professional and often highly progressive approach to governance that reflects the high expectations on businesses to play their part in the social transformation agenda. Our study examines the role of the board, the chairmen and the value of independent non-executive directors. It explores the challenges boards face in overcoming talent shortages while achieving balance and diversity of composition.
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