GOVERNANCE, RISK MANAGEMENT AND COMPLIANCE Governance Governance within the CBE is anchored by robust, multi-tiered structures designed to uphold academic integrity and ensure ethical decision-making across all operations. The College operates through a comprehensive framework of committees, including the College Leadership Team, the Higher Degrees Committee, and the Research Ethics Committee, whose decisions are ratified by the Board of College and ultimately the University Senate. In 2025, this governance model has been further strengthened by the first line of defence approach, where every staff member is encouraged to take responsibility for quality and compliance within their specific functional areas. This culture of accountability ensures that the College remains agile and transparent, particularly as it navigates the complex regulatory requirements of both l ocal and international academic environments. CBE Leader Team Risk Management Risk management in the CBE has evolved into a proactive discipline. Through a risk management workshop, the College has identified key risks. Following this, it implemented a rigorous risk mitigation process that frequently revisits internal and external threats. A significant focus for 2025 has been the management of ‘complacent’ AI use to ensure that the integration of artificial intelligence into the curriculum is matched by responsible governance and ethical standards. Key risks and their responses are below: The ageing professoriate The risk: A significant portion of the CBE’s senior academic leadership and NRF-rated scholars are approaching retirement. This presents a threat to institutional memory, research output stability, and the continuity of high-level postgraduate supervision. Mitigation: The College has intensified its succession planning and mentorship framework, which pairs senior professors with early career researchers and senior lecturers. The opportunity: This transition allows for a strategic re-profiling of the faculty. As vacancies arise, the CBE will be able to recruit emerging scholars who have received mentorship, ensuring the academic body remains aligned to the UJ Strategic Plan 2035. Staff resignations and talent attrition The risk: The global and local competition for high-calibre academics, particularly those with professional designations like CA(SA), CFA or expertise in Data Science leads to the risk of brain drain. Mitigation: To counter this, the CBE has enhanced its value proposition for staff; by focusing on fostering a culture of excellence and global visibility, the College increases staff loyalty. The opportunity: Natural attrition provides an opening to strengthen transformation and diversity. It allows the College to attract diverse, top-tier talent that brings fresh industry 82 College of Business and Economics | Annual Report 2025
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