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Corporate governance

Independent Trustee article

The Importance of Independent Trustees

The Role of Independent Trustees in Family Business Trusts In March 2017, the Chief Master of the High Court introduced critical reforms in the administration of trusts across South Africa. One of the most significant changes involves the mandatory appointment of an independent trustee in certain family business trusts. This reform was introduced to strengthen governance, improve accountability, and safeguard beneficiaries’ interests. What is an Independent Trustee? An independent trustee is someone who plays an impartial and oversight-focused role in the management of a trust. Their presence is particularly important in family trusts, where potential conflicts of interest may arise due to personal relationships between trustees and beneficiaries. Key Characteristics of an Independent Trustee: They must have no familial or personal connection to the trust’s founder, trustees, or beneficiaries. They must understand the duties of trusteeship and ensure that the trust functions in accordance with its deed. While they don’t need to be a professional by law, they must possess the knowledge and skill necessary to actively contribute to the trust’s administration. Often, they are attorneys, accountants, advocates, or fiduciary practitioners who belong to the Fiduciary Institute of Southern Africa (FISA). They must not be disqualified under the Trust Property Control Act, 1988. They cannot be a beneficiary or have any interest in the trust property. Ideally, they should have experience in the sector in which the trust operates. When is an Independent Trustee Required? According to the updated directives: If the trust deed requires it; When all trustees are also beneficiaries; and When all beneficiaries are related to one another. In such cases, the Master must appoint an independent trustee. Where the deed is silent, the Master may still insist on one and request nominations from the founder, trustees, or vested beneficiaries. However, the decision ultimately rests with the Master, who may choose a different qualified individual. Important Additional Guidelines If the Master chooses not to appoint an independent trustee, the trust may be required to submit audited financials annually or have the trustees provide security. If the independent trustee resigns, and the deed allows, they must be replaced by someone who meets the same independence criteria. Where the deed does not specify remuneration, the Master may invoke Section 22 of the Trust Property Control Act to determine a fair fee for the independent trustee. Conclusion The appointment of an independent trustee is no longer just a best practice—it is a regulatory necessity for many family trusts. These reforms are designed to enhance fiduciary responsibility, reduce internal conflicts, and ensure that trusts are managed in the best interests of all beneficiaries. It is advisable that trust founders and trustees review their trust deeds, and if necessary, amend them to reflect these changes. At SA Corp Registrations, we can assist you with: Appointing or replacing an independent trustee Amending trust deeds Resignations and compliance Full inter vivos trust registrations

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King III King IV article

The Difference between King III and King IV

Understanding the Shift from King III to King IV: A Guide for South African Organisations On 1 November 2016, the King IV Report on Corporate Governance for South Africa™ officially replaced King III, taking effect for all financial years beginning on or after 1 April 2017. While still a voluntary framework, King IV is mandatory for listed companies and others as prescribed by legislation. Why King III Was Replaced The transition to King IV was prompted by major shifts in the global governance landscape. The need for greater accountability, inclusive capitalism, and sustainable business practices led to a more forward-thinking and stakeholder-oriented governance model. Although small and medium-sized enterprises (SMEs) are not legally required to comply with King IV, many are choosing to adopt its principles to enhance transparency, build trust, and strengthen relationships with stakeholders. King IV Structure at a Glance King IV simplifies corporate governance into: 17 core principles 208 recommended practices Sector-specific supplements for: Municipalities Non-Profit Organisations Retirement Funds SMEs State-Owned Entities This structure is more practical, adaptable, and relevant to organisations of all sizes and across sectors. Key Concepts Introduced in King IV King IV brings several important elements to the forefront of governance in South Africa, including: A strong emphasis on outcomes-based governance Increased transparency in reporting Accessibility and clarity in language for easier implementation Greater focus on balanced and independent board composition Clear delegation of responsibilities to management and board committees The need for competent governance professionals Regular performance evaluations for the governing body Strengthening of the Social and Ethics Committee’s role A deeper focus on risk oversight and regulatory compliance Emphasis on fair and responsible remuneration policies Shareholder advisory votes on remuneration Introduction of a combined assurance model Guidance on responsible tax policy Support for shareholder activism Consideration of mandatory audit firm rotation Adoption of dispute resolution processes Conclusion As governance expectations continue to evolve, it’s no longer sufficient to rely on compliance alone. King IV encourages organisations to embed governance into their culture, align it with long-term value creation, and demonstrate real commitment to ethical leadership and responsible corporate citizenship. Whether you are a large listed company or a growing SME, adopting the principles of King IV can drive meaningful change, build stakeholder trust, and position your organisation for sustainable success.

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