Unlocking Value: Why Executives Should Champion Decision-Centric Risk Management
Decision-centric risk management enables organisations to embed risk consideration directly into strategic and operational decision-making, balancing threats and opportunities to drive resilience and value. Unlike compliance-centric models that focus on regulatory adherence and box-ticking, decision-centric approaches are dynamic, collaborative, and geared toward achieving objectives and adapting to change. By integrating real-time analytics, scenario planning, and cross-functional accountability, decision-centric risk management transforms risk from a defensive function to a strategic enabler, empowering executives to deliver better outcomes and su
From Registers to Results: Embedding Risk as a Driver of Decision Quality
Risk management often fails leaders because it is applied as an isolated process, generating static registers and qualitative reports disconnected from real decision-making needs. Organisations must embed risk management within decision quality disciplines, prioritising cultural and contextual foundations before quantitative analytics. Approaches like Pelorus Insights' COURSE™ framework and the Risk Capability Pyramid™ demonstrate how integrating risk into strategic choices—and using robust quantification—enables actionable, fit-for-purpose insights that drive confident, resilient decisions in uncertainty (AuditBoard, 2025; PECB, 2025; Pelorus Insights, 2025).
King V Code on Corporate Governance for South Africa 2025
King V sets out an outcomes-based corporate governance code for South Africa focused on ethical culture, sustainable performance and value creation, prudent control and legitimacy within the organisation’s economic, social and environmental context. It defines universally applicable principles supported by flexible, proportional recommended practices rather than rigid rules, under an “apply and explain” disclosure regime. The Code emphasises ethical and effective leadership, integrated thinking, responsible corporate citizenship, stakeholder inclusivity and robust oversight of risk, technology, remuneration, assurance and stakeholder relationships to support long-term systems value creation.
King V Code on Corporate Governance on a Page
King V on a Page distils the Code into thirteen principles that define what governing bodies should achieve through good governance practices. These principles cover ethical and effective leadership, organisational ethics, sustainable value creation, transparent reporting, and a well‑balanced governing body with clear delegation to committees and management. They also address governance of risk, compliance, data, information and technology, fair and responsible remuneration, assurance, and stakeholder inclusivity. Together, these principles, supported by recommended practices, aim to realise four governance outcomes: ethical culture, performance and value creation, conformance and prudent control, and legitimacy.
King V on Corporate Governance – Foundational Concepts
The King V Foundational Concepts document explains the definition and purpose of corporate governance, positioning it as ethical and effective leadership aimed at four governance outcomes: ethical culture, performance and value creation, conformance and prudent control, and legitimacy. It clarifies King V’s voluntary legal status, its universal principles and proportional, outcomes-based practices, and the “apply and explain” disclosure regime supported by a dedicated Disclosure Framework. The paper sets out underpinning philosophies of systems value, integrated thinking, Ubuntu-Botho, corporate citizenship, stakeholder inclusivity, double materiality and integrated reporting as core lenses for interpreting and applying the Code.
King V Code on Corporate Governance – Disclosure Framework
The King V Disclosure Framework operationalises the “apply and explain” regime by prescribing how organisations must disclose application of the Code’s principles, exceptions on recommended practices, and conclusions on the four governance outcomes. It requires governing body approval, annual review and publication alongside other external reports, and allows cross‑referencing to integrated and other reports to avoid duplication. For each of the thirteen principles, it sets out an exception declaration plus specific qualitative disclosures, focused on satisfaction statements, key activities, and governance judgements needed for stakeholders to assess the quality of governance.
KING V Code on Corporate Governance – Background, Objectives and Key Changes
The King V background paper explains that the review of King IV responds to a far more complex context, including climate change, social inequality, geopolitical instability, digital disruption and evolving sustainability reporting standards. The objectives were to align with new regulatory and reporting developments, simplify and clarify the Code, and standardise disclosure via a separate Disclosure Framework. Key changes include reducing the principles from 17 to 13, sharpening recommended practices, clarifying independence criteria and committee composition, strengthening the governance of data, information and technology (especially AI), and explicitly adopting double materiality for sustainability disclosures.
Indlulamithi South Africa Scenarios 2035
The Indlulamithi South Africa Scenarios 2035 explores three plausible futures for South Africa between 2024 and 2035, built from 26 high‑impact, high‑uncertainty variables and a refined social cohesion barometer. “Hadeda Home” imagines a fragile, compromise-driven democracy with sluggish reform; “Vulture Culture” depicts a populist, authoritarian, economically stagnant and crime‑ridden narco‑state; and “Weaver Work” portrays a cooperative nation with effective coalitions, green and inclusive growth, institutional renewal and social mobilisation. The scenarios aim to inform long‑term, evidence‑based planning and galvanise collective action across sectors.
Unlocking Opportunities: Executives Perspectives on Risks and Opportunities – 2026
The 2026 “Executive Perspectives on Top Risks and Opportunities” survey of 1,540 board and C-suite leaders finds strong optimism for growth despite persistent uncertainty. Leaders see significant revenue potential, with ecosystem expansion through strategic alliances and partnerships a key lever, while geographic expansion is approached more cautiously. Cyber threats, third‑party risks and legacy IT constraints dominate the near‑term risk landscape, and AI is viewed as both a transformative growth driver and a major source of security, integration and talent risks. Over the next decade, customers and competition, security and privacy, AI deployment, markets and economies, and talent challenges are the top long‑term concerns.
Anticipating Risks and Seizing Opportunities – PwC Risk Roadmap 2026
PwC’s Risk Roadmap for 2026 outlines how geopolitical volatility, rapid regulatory change and technological disruption are reshaping the risk landscape, demanding resilience and intelligent risk‑taking from leaders. It highlights macrotrends (geopolitical realignment, regionalism, declining multilateralism), a dense EU regulatory pipeline, and the need to reinvent compliance as a strategic, tech‑enabled capability. Seven “hot topics” are profiled: cyber security, AI, sustainability/internal controls, third‑party risk, supply chain, tax/transfer pricing, and people/organisation, each with risk drivers, red flags and board‑level questions to strengthen assurance, resilience and value creation by 2026.