Operating

board

M Maritz (48)

Group Director – Markham division

Joined the group in 2001

B J Curry (54)

Chief Information Officer – TFG Infotec, TFG Logistics, TFG Services

Joined the group in 1988

J Fisher (43)

BSc (Hons) Mathematics and Computing Science

Group Director – Financial Services

Joined the group in 2013

A D Murray (59)

BA, CA

Chief Executive Officer

Joined the group in 1985

M Mendelsohn (57)

Group Director – Exact, hi, The FIX, SODA Bloc, Next kids, TFG Manufacturing & Design Centre, TFG Merchandise Procurement

Joined the group in 1982

A E Thunström (45)

B Comm (Hons Acc), CA(SA)

Chief Financial Officer

Additional areas of responsibility: Publishing & Insurance, TFG Finance & Advisory, TFG Internal Audit

Joined the group in 2015

D B Gedye (57)

Group Director – Sports division, TFG Property, TFG Store Development, TFG Marketing & e‑commerce

Joined the group in 1979

G S Naidoo (48)

BSocSc (Hons), MA (Ind Psych)

Group Director – Jewellery division, @home division, TFG Human Resources

Joined the group in 2005

S A Baird (50)

Group Director – Foschini division

Joined the group in 1986

RESPONSIBILITY

The operating board is responsible for the group’s strategy formulation and the day-to-day management of all aspects of the operations of the trading and service divisions.

In addition, they are responsible for deliberating and taking decisions or recommendations on all matters affecting TFG’s strategy and operations including risk management, and the succession of executive and senior management. This includes all operational matters such as:

  • merchandise sourcing, buying, planning, warehousing and distribution
  • store location, leasing, operations, design and architecture
  • human resource recruitment, training, development and remuneration
  • information systems acquisition, development and maintenance
  • credit management and customer relationship marketing and systems
  • financial management and administration
  • strategic plan formulation, development, execution and refinement
  • development, review and achievement of budgets in relation to sales, operating expenses and capital expenditure
  • identification, assessment, mitigation and risk management
  • development and refinement of business philosophy and the value system
  • development, monitoring and audit of internal controls
  • development, review and implementation of the employment equity plan
  • development and monitoring of operational policies and procedures
  • development, implementation and monitoring of transformation strategy
  • approvement of transactions regarding investment, disinvestment, refinancing and restructuring in accordance with parameters set by the supervisory board
  • adoption and implementation of corporate governance practices and meeting standards set out in King III