About us

Our group of experts have in-depth experience in various industries and disciplines.

Global Clients

We have had the pleasure in assisting the following clients in various countries across the globe.

South Africa

Listed

Our clients consist of more than 35 of the T100 JSE listed companies and more than 10 of the T40 JSE listed businesses


Private

  • PSG Konsult
  • Diebold (Trust)
  • Hernic
  • BKS
  • BMFI
  • Royal Bafokeng Holdings
  • BMFI
  • PPS
  • Albaraka Bank
  • Tupperware SA
United Kingdom

Listed

Several FTSE listed companies use our services


Private

  • Wates
  • Willis Ltd
Finland

Listed

  • Fortum
  • Outotec
  • Ahlstrom (x2)
  • Paulig
  • Solidium
Norway

Listed

  • Statoil (x3) (now Equinor) (Fortune 50)
  • Hydro
  • Telenor (x2)
  • Orkla (x2)
  • Euronav
Belgium

Listed

  • Euronav
Singapore

Listed

  • Singtel (x3)
  • SingPost
  • Singapore Airlines Engineering Company

Private

  • United World College
Middle East / Rest of Africa

Listed

  • Viva Bahrain
  • Saudi Aramco (Board development)
  • Ecobank (x2)
  • AG Leventis Nigeria

Private

  • SABIC
Russia / Greece

Listed

  • Severstal
  • HCAP
  • National Bank of Greece
  • Athens Stock Exchange
  • Piraeus Bank
  • DEPA
  • Ethniki Asfalistiki

Private

  • Accenture

Case Studies

Selected examples of our most recent work

Leading supplier of branded consumer goods and concept solutions to the grocery sector, specialist retailers, out-of-home sectors and the bakery market.

Main markets are the Nordic and Baltic regions, accounting for around 80% of the turnover of the BCG business, with a presence in selected product categories in Central Europe and India.

Our Board Effectiveness work focused on improving the alignment and impact of the Board, making it a true strategic asset for the organisation.

Assessing the mix of Board competencies.

Identifying improvement opportunities in critical areas of Board effectiveness such as:

  • Engagement with Talent and Succession Planning issues
  • Contribution to the Strategy development process
  • Adequate exposure to layers of Management,
  • Impact on business critical issues and results
  • Assessing Board culture and dynamics

Benchmark of board competencies, composition and governance structures with international and global industry spearheads.

Two board effectiveness programs were delivered to Orkla in successive years.

This Fortune 50 company, now called Equinor, reached a pivotal point in its development as it shifts its focus from the domestic market to a global one.

The Board had also been put together following a large scale merger between Statoil & Hydro two years before; and the Chairman sought to integrate and align the Board around the role it needed to play to drive Statoil’s future success.

Our Board Effectiveness work focused on improving the alignment and impact of the Board, making it a true strategic asset for Statoil. Our groundbreaking work included:

  • Assessing the mix of Board competencies (e.g. is it adequate to probe and challenge Management?)
  • Assessing individual Board member contributions (including 360 degree appraisal)
  • Identifying improvement opportunities in critical areas of Board effectiveness such as engagement with Talent and Succession Planning issues, Contribution to the Strategy development process, adequate exposure to layers of Management, impact on results.
  • Assessing Board culture and dynamics

Three Board performance programs were delivered to Statoil in consecutive years

*At least one of our consultants were leading the effectiveness review process, some reviews were performed in collaboration / with other consulting companies.

One of the largest telecommunications companies globally wanted to check the effectiveness of the work of the Board post strong international expansion and significant changes to the Board.

The Board identified particular challenges facing the Company and Board and wanted to get a view on how to address them.

Our Board Effectiveness work focused on building the collaborative way of working and ways of addressing tough complex issues on the Board, inter alia we:

  • Assessed the mix of Board competencies, i.e. is it balanced but particular enough, including diversity?
  • Assessing individual Board member contributions (including 360 degree appraisal)
  • Identifying improvement opportunities in critical areas of Board effectiveness such as:
    • Succession planning – significant process improvement had not yet delivered appropriate results.
    • Risk and uncertainty at Board level – overall uncertainties linked to the challenges facing the industry.
    • How to extract more value from Board members, both for Board deliberations and Management.
    • How to change the balance from too much presentation on issues, leaving too little time to discuss and debate.

Two Board performance programs were delivered to Telenor in consecutive years, the second was aimed at determining best-practice solutions in particular areas that remained topical after a year of focus.

*At least one of our consultants were leading the effectiveness review process, some reviews were performed in collaboration / with other consulting companies.

A series of public concerns were voiced some time after SingPost embarked on a significant transformation journey – designed to continue to deliver excellence in and transform its core postal services, whilst creating new growth engines in e-commerce logistics.

In addition to a comprehensive Board effectiveness review a comprehensive Corporate Governance Review was undertaken for SingPost in respect of SingPost’s existing disclosures and practices. The following three areas of review were included:

  • Processes and procedures regarding the evaluation and approval of M&A transactions;
  • Processes and procedures regarding the disclosures of Directors’ interests; and
  • Processes and procedures regarding the preparation and approval of SGX announcements for M&A transactions.

A comprehensive framework was designed to support the SingPost Board to take a holistic view of how it can enhance its effectiveness, governance and value-add as a strategic asset to support the future success of SingPost on its key strategic priorities.

A comprehensive Board effectiveness methodology was adopted to triangulate the multiple data points set out.

*At least one of our consultants were leading the effectiveness review process, some reviews were performed in collaboration / with other consulting companies