Corporate Governance
Overview
Governance that reflects how your business is run
Corporate governance defines how authority is exercised, how decisions are recorded, and how accountability is maintained across the business. When governance is not embedded into daily operations, gaps appear under scrutiny.
RVN designs and maintains governance structures, frameworks, and records that reflect how the business is actually run. The objective is not complexity, but demonstrable control and accountability at any point in time.
Governance Policies
Internal Policies
Drafting and maintenance of internal governance policies, including approval processes, conduct standards and internal control guidelines.
Special Purpose Engagements
We conduct assurance engagements for defined reporting needs such as compliance verification, project expenditure, or lender confirmations, providing independent assurance where precision is essential.
Due Diligence Preparation
Preparation and organisation of governance records, including registers, resolutions and supporting documentation for external review processes.
Financial Due
Diligence
Before an acquisition or investment, we evaluate the financial position and performance of a business. Our analysis identifies risks, verifies key data, and supports sound, informed decisions
Special Purpose Engagements
We conduct assurance engagements for defined reporting needs such as compliance verification, project expenditure, or lender confirmations, providing independent assurance where precision is essential.
Transaction Readiness
News & Insights
Latest thinking across our service areas and industries
5 min read
23 October 2025
5 min read
23 October 2025
Frequently asked questions
Corporate governance defines how authority is exercised, how decisions are made and recorded, and how accountability is maintained across the organisation. It extends beyond formal documents to how the business is actually directed and controlled.
Strong governance supports effective decision‑making, protects stakeholder interests, and provides confidence to investors, lenders, and regulators. Weak governance often becomes visible only under pressure, such as during transactions, disputes, or external scrutiny
Governance should be reviewed when a business grows, changes ownership, enters new markets, appoints new directors, or undertakes significant transactions. Governance that worked at an earlier stage may no longer be appropriate as complexity increases.
The board is responsible for oversight, strategic direction, and accountability. Effective boards ensure decisions are properly considered, risks are understood, and leadership is held accountable for performance and conduct.
No. Governance is relevant to any organisation where ownership, management, and decision‑making are separated. As businesses grow or introduce external stakeholders, governance becomes increasingly important regardless of formal regulatory status.
Frequent Asked Questions
Our Experts
Speak with a professional
André Rautenbach
Partner & Director
Lehané Price
In-house Attorney
Marguerite Johl
In-house Attorney