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Prof. Deon Rossouw

deon.rossouw@tei.org.za

Prof Deon Rossouw previously served as the CEO of The Ethics Institute (based in Pretoria) and currently holds the position of governance associate. He is an Extraordinary Professor in Philosophy at the University of Stellenbosch, and Chairperson of the International Banknote Ethics Initiative.

Deon studied at Stellenbosch University where he also was chairman of the student representative council. His academic career started at Rand Afrikaans University in Johannesburg where he became Professor and Head of the Philosophy Department and served on the Executive Committee of the University. In 2004, he moved to the University of Pretoria where he was Head of the Philosophy Department and Director of the Centre for Business and Professional Ethics. During 2008 to 2009, he spent a year as Program Executive for Business Ethics at the Globethics.net Foundation in Geneva, Switzerland.

Deon is an internationally recognized expert in Business Ethics and the Ethics of Corporate Governance, and published several books as well as academic articles in leading international journals.

He was the Founding President of the Business Ethics Network of Africa (BEN-Africa) and served as President of the International Society of Business, Economics and Ethics (ISBEE).

Deon is a member of the King Committee for Corporate Governance in South Africa. He also chairs the Social and Ethics Committee Forum of the IoDSA.

He has been recognized as a Chartered Director by the Institute of Directors of South Africa, and serve in executive and non-executive positions on a number of governing bodies.

Governance Associate
Doctor of Philosophy
Chartered Director

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Because it works.


The Ethics Institute’s assessments are powerful diagnostic tools that provide a clear picture of your organisation’s ethics management and culture— and more importantly, where and how to improve it. We don’t just measure. We help you move the needle.

Key Results from Recent Assessments


Across a diverse group of organisations, 92.3% showed measurable improvement in their Ethics Culture Maturity Index (ECMI) percentile scores following an ERA and tailored interventions.

Here is what we have seen in practice:

  • Significant Improvements: Most organisations saw double-digit increases in their ECMI scores — some improving by as much as 30 to 40 percentile points.
  • Sustained Growth: Organisations that already had strong ethical cultures managed to strengthen them even further.
  • Gradual Progress: In a few cases, smaller gains pointed to incremental improvement or highlighted areas needing more targeted support.
  • Minor Regression: A small number of organisations experienced temporary setbacks, often linked to internal disruptions such as restructuring or shifting priorities.

Trends by Sector

  • Finance: Organisations in the financial sector consistently demonstrated strong improvements, with several showing substantial percentile gains.
  • State-Owned Enterprises (SOEs): While starting from a lower baseline, SOEs showed meaningful upward trends in ethical culture development.
  • Real Estate: Some maintained high levels of ethical culture maturity, reflecting sustained internal ethics efforts.
  • Retail and Agriculture: More modest progress suggests that further support or deeper systemic engagement may be needed.

What Drives Improvement?


The organisations that achieved the strongest outcomes typically took a structured and strategic approach, which included some or all of the following:

  • Developing a formal ethics strategy and management plan
  • Appointing ethics officers or empowering internal ethics champions
  • Establishing ethics ambassadors to drive awareness at operational levels
  • Rolling out ethics training and awareness initiatives
  • Strengthening whistleblowing protections and safe reporting mechanisms
  • Reviewing and aligning policies, procedures, and governance frameworks with ethical standards

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