The Black Management Forum (BMF) would like to take this opportunity to congratulate Nicholas Maweni on his appointment as SAMRO’s Independent Chairperson.   

Maweni, who boasts an impressive corporate career spanning more than 17 years, is a former Managing Director of the BMF and was previously the Chief Marketing Officer at IBM, looking after sub-Saharan Africa. Maweni was responsible for Marketing, Communications, Demand Programmes, Workforce and Field Enablement, Corporate Social Responsibility, Corporate Affairs and Market Insights. Maweni also served as the Group Marketing Director of Crossroads Distribution, a logistics, transport and supply chain company in Africa, which owns outfits such as Skynet Worldwide Express.

“The BMF has the utmost confidence in the skills, expertise and experience that Maweni has and looks forward to his leadership of the organisation”, said BMF President Andile Nomlala.”

"Maweni has proved, beyond reasonable doubt that he is is a capable leader and accomplished professional”, Nomlala continued.  

“We have no doubt that Maweni’s leadership experience will be a great asset to SAMRO and we wish him every success in his new role”, Nomlala concluded.

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The Black Management Forum (BMF) would like to take this opportunity to commend Business Leadership South Africa (BLSA) for appointing Ms Busisiwe Mavuso as its Chief Executive Officer (CEO) replacing the outgoing CEO and BMF stalwart, Mr Bonang Mohale.

Mavuso, who started her career in finance in 1995 in the Banking Industry, has previously served as the Managing Director of the BMF and Director at the Black Management Forum Investment Company Limited. She also held the positions of Chief Financial Officer and Operations Director at the BMF. Mavuso has worked for different companies in various industries ranging from Training; Consulting; Telecommunications and Healthcare over the past 22 years.

Mavuso, who is a steadfast ultimate professional, has been involved in the BMF for over 15 years and has been a vocal and active advocate of transformation in our country.

"We see, in Ms Mavuso, a capable leader who has come of age and we are inspired by her resilient and unwavering spirit. We are confident that she will successfully pick up the baton from her predecessor Mr. Mohale”, said BMF President Andile Nomlala.

"We are extremely proud of her progression and honoured to count her as one of the BMF’s stalwarts. We wish her every success in the role and pledge our support”, Nomlala concluded.

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The Black Management Forum (BMF) joins many organisations and the rest of South Africa in commending powerhouse and leadership guru Bonang Mohale on his tenure as Chief Executive Officer (CEO) of the business apex body, Business Leadership South Africa (BLSA).

Mohale is behind the growth of some major South African and multinational companies. He is known for building up extensive experience in various leadership roles, including as Vice President and Chairman of Shell downstream South Africa (Pty) Ltd, Shell South Africa Refinery (Pty) Ltd, and the South African Petroleum Refinery.

Mohale has been involved in the BMF for over 33 years and has been a vocal and active proponent of transformation since the 1980s. He has received numerous awards in recognition of the contribution he has made to the business world and building South Africa.

"We saw a strong defender of business in Mohale who joined BLSA at a crucial time when our country was on the brink of collapse. Through his activism, he helped reshape the hope of our nation and put BLSA at the centre of the public discourse”, said BMF President Andile Nomlala.

"We are extremely proud of his achievements and honoured to count him as one of the giants whose shoulder the BMF can continue to stand upon. We wish him every success with his future endeavours", Nomlala concluded.

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The Soweto Youth Uprising witnessed fatal and non-fatal injuries of over a thousand High School Learners in protest the enforcement of Afrikaans as a medium of instruction in South African schools across the country. The Youth of 1976 collaborated in the quest for freedom of communication and adequate access to education to be taught in the globally recognised language of business (English). Freedom of Speech, Expression and Communication would later be an integral pillar of the Freedom acquired in the new democracy. Access to Free Basic Education was also rolled out nationally for all from 1994. However, the Youth of 2016 to date have in the same vein embarked in the fight to access Free Higher Education and to see the decolonisation of Tertiary curricula in the form of the leaderless #FeesMustFall Movement. 

As the BMF Student Chapter, we would like to take the opportunity to honour the fallen young leaders from what was meant to be a peaceful demonstration. We stand in solidarity with the youth of 1976 on this historic day which will forever be recorded in the history books of our nation.  As the born-free youth and BMF Student Chapter, we encourage the current youth to participate in activities happening across the nation in commemoration of June 16.  

The youth of the day needs to introspect about the Socio-Economic challenges coupled with Political and Leadership nuances faced by all South Africans, especially for black and poor citizens. We need to ask ourselves, “Where is South Africa going” and more importantly “Where do we want to take South Africa” as the power for self-emancipation lies in the hands of the Youth.

In the brave spirit of the ’76 Youth, the BMFsc wishes all members of society a joyful day ahead with positive reflections about the past, present and future.

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The Black Management Forum (BMF) calls for black executives not to apply for senior appointments within state-owned companies (SOCs), including those of Chief Executive Officer (CEO) and Chief Financial Officer (CFO), until the government has developed a clear governance framework for these critical public institutions. This governance framework must also outline the role of the minister of public enterprises, who has clearly overreached his authority and behaved like a de facto CEO within some SOCs.

The BMF is shocked by the resignations of two seasoned black executives – Mr. Phakamani Hadebe and Mr. Vuyani Jarana from Eskom and South African Airways (SAA) respectively - within the past two weeks. “There was a time when some SOCs were reasonably well-run under the leadership of black people such as Reuel Khoza, Thulani Gcabashe and Peter Matlare. However, SOCs have become a slaughterhouse for skilled black leaders and executives whose reputations get tarnished because of factors that are beyond their control” says BMF President Andile Nomlala.

“ It has come to our attention that other black leaders and executives are on the verge of also submitting their resignation letters due to intolerable levels of political interference and the failure of the government to fully support them and address the capital structures and funding models of their struggling SOCs. We would like to have an urgent meeting with the government to address these issues” continues Nomlala.

The BMF believes that there are six issues that the government must urgently address:

  1. Resolve the unique governance conundrum within SOCs where boards and executives must report to multiple government departments with changing ministers who frequently work in silos and do not agree with each other. There must be clarity about the roles of the shareholder, the line Ministers, the board and executive management. For example, at Eskom there are two task teams (the presidential sustainability and ministerial tasks teams) and three ministries (National Treasury, Public Enterprises as well as Minerals and Energy) that all have overlapping areas of responsibility for company policy, which can send confusing signals to the board and executives.
  2. Clarify the role of the Minister of Public Enterprises in turning around SOCs. The government cannot run SOCs it can only supervise them. We note the public humiliation of Hadebe, when the Minister of Public Enterprises reversed an executive decision to freeze salaries.
  3. Identify governance and legislative impediments that curb the agility of SOCs by slowing down decision-making processes. This prevents them from responding to the ever-changing market conditions. Examples include the multiple reporting lines mentioned above and laws such as the Public Finance Management Act. There is a need to streamline the governance and legislative framework to delegate authority to boards and executive management. This is critical, especially in the crisis that many SOCs are in at the moment.