Post on 29-Mar-2016
description
Patrick Littler
Vol 2
2012
Bosasa's catering unit, a key part of its Integrated Facilities Management service portfolio, is due to expand to yet another
high density catering environment. The Company's latest contract to prepare and serve meals to over 10,000 Gold Fields
mine workers is a natural business progression on the back of Bosasa's tried and tested catering model and national
footprint.
Worth noting is the fact that Lindela and Bosasa Youth Development Centres catering units have been successfully running
for over 15 years on this model. The DCS operation has an 8 year consistent track record to date. Bosasa's catering pedigree
remains dependable. This business unit has defined its superior capacity through
its on-going, accredited chefs training and custom designed catering
management software. The new mine catering operation is set to be managed by veteran head
of catering, Patrick Littler. Littler has been with the Bosasa Catering unit
for as long as the catering unit has been in existence. He is credited
with managing two massive DCS catering operations concurrently,
namely, Pretoria and Johannesburg. Each one of these operations
has over 5 units totaling over 19,000 meals per day. Aside from
running a tight ship, Littler is also acclaimed for developing and
grooming leadership talent.
Some of his unit leaders joined Bosasa Operations as trainee cooks,
thus cutting their teeth on his preparation counters. Those
interviewed on the Transforming Lives website have confirmed
that they received a range of training courses which made
them well sought after within the industry. Continues on page 4
Bosasa expands intoFFM mines
Letter from the Group CEO Letter from the Editors
It is a privilege to greet you in this latest
dynamic issue of Bosele. To start off with,
we have witnessed over the years of
BOSASA's existence how the level of
commitment to our corporate vision has
become more than mere words. It has
become a living reality as our teams have
grown and become entrepreneurial units of
service excellence. Therefore I would like to thank each one of you
as part of our BOSASA "family" for your unwavering level of
commitment.
Ø For 2012 we made a calculated decision that we will embrace
the challenge of readying ourselves to enter the field of "New
Frontiers". Thus new sectors and service delivery, as well as
intellectual development and stimulation of our employees
through continuous education and training.
Ø Being awarded new contracts we have been granted the
opportunity to embrace the new challenges and areas of growth
and I can confidently state that the inherent culture of
empowerment and learning within BOSASA has proven that our
team members are ready and equipped for the new season within
our group.
Ø One area that I would like to particularly pay attention to in this
BOSELE is the value of "trust" within our group. It is an
indisputable fact that to the measure that you trust yourself, from
the premise of having developed the characteristics of being
committed and loyal, being a person who you yourself can depend
upon in the face of adversity, you will convey this to your entire
team and an ethos of trust will develop among team members. It is
a discipline and you need to continuously check your motives and
the way you deal with certain circumstances. My words of
encouragement therefore would be that you individually truly
focus on becoming a person of trustworthiness, a person that
places high-value on personal and mutual trust. For in growing as
a corporate organization, trust is vital as we continue to enter new
areas of service delivery. We need to remain committed to unity as
a corporate body and what BOSASA stands for, knowing that we
will support one another.
Ø Another area of focus is the communication levels that have
increased at a commendable pace within the group. We are
exposed to unprecedented levels of development within this era of
technological development and forms of communication.
Information technology is hallmarked by an increase in knowledge
and this knowledge increase evidently leads to new services,
ways of operating, systems and effective ways of conveying
messages at a fast pace to team members and people who we are
in relationship with. It is therefore that we as leadership have
identified this as another area of "new frontiers" for the group. We
can proudly state that the new BOSASA website has been
launched, communicating the heartbeat of BOSASA to the world
and that soon Bosele will be in the format of Bosele Pulse in your
email inbox! The functionality of "blogging" and emails, [which
simply means that our leaders are sharing their knowledge and
communication with team members in on-line "letter" format], has
furthered our commitment to being a technologically driven group,
keeping you informed of the implementation of systems and
structures that enhance the synergy of our group.
Ø I personally have launched two websites, TRUTHonline as well
as WATSonline. TRUTHonline has grown beyond the borders of
BOSASA and is a voice for external communication in which we
share values of impact and inputs of various experts in fields with
the larger community. WATSonline is my internal BOSASA
website for all our team members through which I communicate
certain issues of the day pertaining to our group and is for your
personal as well as team development. These topics are to be
discussed in your team meetings and will be used at the Watson
Institute as reference for future development.
I am personally looking forward to witnessing the fruit of an even
Higher-Growth BOSASA group, continuing to pioneer the social
and economic development of our nation and nations beyond.
May we remain "teams2innovate" as we all continue to embrace
and live the BOSASA legend and legacy... One that you have
become a vital part of.
In grace and humility I greet you.
The flood of information on super achievers being discovered at
MBP lately, reminds me of an incident which was life changing to a
motley of students. Back in the seventies UNISA was a grey
monolith that stood stark against the Pretoria, Muckleneuk
landscape. It was a point from which all navigated those days,
unlike the modern Wimpy landmark. A group of students all
studying Psychology, Criminology, Sociology and English met for
their tutorials. They bemoaned their forced sacrifices: loss of
leisure time, the discipline studying required and long drives for
Tuts at UNISA in Pretoria as there was no satellite campus or
national footprint. It was the Apartheid era and no taxi service was
available for students travelling from Soweto at the dead of night in
the heart of winter. Bessie was one such student. We took two
subjects a year. Bessie took five. Unheard of those days and not
permitted today. She was a cleaner in the Johannesburg CBD and
studied by candlelight. No electricity. And Bessie passed all her
subjects. Some of our pampered students failed.
Today at Bosasa we see the same level of drive and initiative.
This Bosele reflects the undaunted achievements of personnel
who are grateful they have work and grateful that they have God
given intellectual potential – which they develop. This tells us of
the stuff of which Bosasa is made - the intellectual property that is
not listed on the JSE. There is scope and opportunity for all to
achieve here. If you have those ingredients: drive, inner integrity,
initiative and preparedness to develop your potential – Bosasa will
find you.
Velile P
hato
Dr T
hembi M
odungwa
Dr D
enise Bjorkm
an
02
“We aim to inform, educate,delight & entertain”
Marketing & Branding Solutions
01 Bosasa expands into FFM mines
02 Group CEO & Editors Letters
03 Contents
05 Making the mine supply chain work
06 Bosasa YDC partners with The Presidents Award Bosasa YDC Exceeds its Auditors’ Expectations
MBP techno powered security at an all time high
Gertrude finds health, energy and LIFE with Bosasa
Bosasa serves its people
WATSonline insert
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On behalf of the BOSASA leadership, we
would like to thank the EkayaMedia
team for launching the dynamic
BOSASA WEBSITE.
A job very well executed."
WELL
DONE!WELL
DONE!
03
~ Gavin
04
Thanks to the business unit's Executive Chairman, Ishmael
Mncwaba's hands-on approach and zest for talent spotting and
development, this catering unit has enjoyed steady growth. He is
lauded for his clients' and employees' relationship management
style.
The new Gold Fields catering venture kicks off with mine workers
sitting at the breakfast table. The miners are on record for
expressing their enthusiasm about Bosasa food. They have only
heard good news about Bosasa food.
Things took a dramatic turn while the Bosasa team was preparing
to move into some Gold Fields' kitchens on a date that was a
month and a half ahead. Bosasa Operations Director Ishmael
Mncwaba responded to an urgent call requesting that Bosasa
move into 3 kitchens in less than 24 hours. True to Bosasa form,
our professional teams were mobilised and ready to supply the
mine kitchens by the next morning.
Bosasa's ability to serve crispy fresh vegetables and well grilled
juicy fillet cutlets comes from our firm control over the supply chain
process. Bosasa has interpreted its non-negotiable standards of
compliance for its suppliers' ease of use. Its quest to maintain its
hard earned stringent compliance accreditation levels is the
inspiration behind its robust stance.
The hand-picked suppliers are taken through Bosasa's quality
management requirements. Group COO, Angelo Agrizzi drives
the supplier management requirements and compliance at the
company's highest level. The quality of food Bosasa serves gives
it its distinctive edge. We have unapologetically relished this
position over the years. The company has no intention of faltering
at any stage.
Venturing into the mines poses a unique challenge. Patrick Littler
explains: “The mines have been outsourcing for over 25 years
hence all products used have to be of the highest quality and
reliable brands. They know what they want and they will not
compromise on it.”
But Bosasa is not new to the mining catering environment. What
could have possibly changed? “We have actually come full circle.
The mines are the place at which we kicked off our full facilities
history. But a lot has changed since then,” says Patrick. “There is a
strong mineworker's union influence which in our view genuinely
represents the interests of the workers and we have committed to
respect this.”
Surely it must be challenging to meet these exacting standards.
Patrick explains the challenging nature and demand of certain
products that were not within their procurement scope. “These
products had to be sourced out within 48 hours,” he shares. “We
had to make it happen and we did. Our long term relationships that
we have built over the years with our suppliers came in handy
when we needed them most.”
The menu is quite extensive with protein served 3 times daily as
opposed to the mass catering standard of once daily. “We will also
be serving fresh fruit daily. We are looking at serving breakfast,
lunch and supper plus mid-shift packs, a total of which amounts to
about 10,000 per day,” explains Patrick. Bosasa's credibility has stood it in good stead, making it the
leading providers of quality services that are well sought after by
clients. Such clients require their stature to be matched by service
providers of equal distinction.
With this in its grasp, Bosasa's expansion into the mining sector
places it well on a new growth path. VP
Bosasa expands - Continued from page 1
Bosasa Project Coordinator,Patrick Littler and
Superintendent of Foodand Beverages,Dineo Mokwena
Bosasa staffensuring allruns smoothly
Making the mine supply chain work
Pacesetter wisdom requires that to stay ahead, we must stay on
top of our game, for indeed, we are as good as our last success.
Ask any Comrades runner. Staying power is not for the feeble
minded. Bosasa's staying power in high density integrated
facilities management has made it the vendor of choice. Having
been selected among over 20 leading logistics suppliers, Bosasa
was found and has been contracted to combine elements of
supply chain, logistics and on site preparation and packaging of
carry-meals at Gold Field's Kloof Driefontein
Complex.
When Bosasa was approached to set up a
food supply depot, which would keep the flow
to kitchens in a 15km radius, this would,
normally, have been a moment of pure
bliss. But accepting the offer would
amount to walking a fine line between
being set up for failure or demonstrating,
once and for all, that 25 years of
perfecting the craft of integrated
facilities management has paid off.
Bosasa opted to accept. The 24 hour
notice Bosasa received to move in
was too tight even for an organisation
with well-developed capacity to deliver
such as Bosasa. Director, Ishamel Mncwaba's
confident response was unmistakable. “Yes, we will do it,” he had
said on that breezy autumn afternoon to a momentary deafening
silence of disbelief from the board. KDC Food and Beverages
Superintend, Dineo Mokwena particularly remembers how she
was awestruck by Bosasa's swift response to their call. “Our teams
will be there in 2 hours,” she recalls hearing Ishmael saying.
The situation was made remarkably complicated by the fact that
Bosasa had to obtain supplies when the Easter long weekend
would make it virtually impossible to acquire everything on time. A
way had to be made. Complicating matters further was the union
members' unequivocal call “not to be taken back to the time we
would rather forget about.” This seemingly encrypted code was a
clear message not to supply industrial type, grey products. Bosasa
heeded this call without any “buts” or “ifs”. This meant sourcing
branded consumer items such as Frisco coffee and Albany bread
among many others.
NUM chairman in the Eastside shop steward surface committee,
Seaebata Makalara is the Head Chef in the Masizakhe kitchen,
one of the hostel kitchens at Gold Field's KDC. Says he: “We are
looking for consistency in the supply of food stocks.” Patrick Littler, Bosasa's Head of Projects at Gold Fields has his
hands full. Apart from preparing to start serving hot meals to the
mine workers, he is managing the new supply chain and logistics
aspect of the agreement. His day starts with checking if his
counterpart at Gold Field has any matters to raise about his
service. Then he is off visiting the mines food stores and ensuring
that orders are correctly placed and the kitchens are receiving
their supplies on time and as requested. Says Patrick: “Our goals
are Gold Field's goals. There is no us and them.” For Patrick the
fundamentals are clear. “All we need to accomplish is integrating
our supplier needs with our customer needs as well as distribution
needs,” he explains, almost too simply.
Ensuring the satisfaction of a client with needs as assorted as
those of Gold Fields with influential stakeholders such as the
National Union of Mineworkers cannot be easy. Patrick Littler
puts it all down to knowing what the client wants
and attending to its fun-damentals
needs. Seaebata Makalara
concurs: “What pleases me the
most about working with Bosasa is
that they are prepared to comply
with our requirements.”
Dineo had kind words for Bosasa:
“Bosasa treated our challenges with
the urgency we had hoped for. Their
communicat ion is very sharp .
Throughout our discussion with Bosasa,
there were no deadlocks. It is not often
that you meet a service provider who does
not think they know better than what you
need.”
About Bosasa character type, she pointed to the
humility, respect and consideration of our leadership. “Being a big
company as they are but they are respectful of others,” says
Dineo. She added: “Our commitment with the team on board
(Bosasa) is to maintain communication channels that are open at
all times for all issues that require remedial action to be ironed out
as they occur to ensure that there are no gaps that will pull us
apart.”
Kitchen supervisor, Johan Stapelburg was also in agreement:
“We have no reason to believe that Bosasa's coming on board will
not keep our customers happy.” That's the Bosasa way. VP
05
Quality control is vitalto ensuring standards
are met
06
Ÿ The St. Emmanuel Brass Band Ÿ Marimba by the Jabulile Secondary School Ÿ The Bosasa gumboot dance
The event will remain memorable. It gave the participants hope
and encouragement to continue with their good work. Bosasa
takes pride in being part of this meaningful and successful event.VP
Bosasa Youth Development Centres has proudly partnered with
the President's Award for the 8th year running. This year the
awards ceremony was held at Mogale/Leseding Youth
Development Centre in recognition of the hard work demonstrated
by the young participants in the programme.
The President's Award for Youth Empowerment formerly known as
the Gold Shield Award was initiated by former President Nelson
Mandela at the dawn of the new democratic South Africa.
President Mandela replicated the Award programme so that it
represented the values he embraced
The Award Ceremony was for the Bronze and Silver level
participants. The 54 participants are the young people who have
been involved in the care and development of the homes, shelters
and centres of the disadvantaged communities. These are young
people who have expended energy to achieve extraordinary
things. They provided much needed support demonstrating the
spirit of Ubuntu.
A message of achievement resonated throughout the day, driving
all events. Recognition for good work was in itself an accolade for
participants who expressed their appreciation upon receiving their
awards. Participants were acknowledged for their hard work which
made the programme a success.
The testimonies given by the participants were inspirational for the
audience and sincere. There was one particular testimony that
really caught people's attention. Tebogo Marema's authenticity
showed when he shared his contribution. Speaking from the heart
he said: "I believe that giving back, doing what you love,
conquering and aiming, are the driving forces of success. Respect
comes with humility and appreciation". His words impacted
powerfully on the audience. Ms Shoki Tshabalala, HOD of Social
Development was moved by Tebogo's sincerity. She expressed
amazement with the strength of personality he exuded.
“The programme develops young people holistically. It builds them
into becoming self-less members in society, realizing their
potential. It equips them with skills which include cooking,
bricklaying or carpentry. They can use their certificates to get
bursaries, to apply for university entrance or even a job at a later
stage. There is no certificate that guarantees work. This one may
give them an upper hand in comparison with the other 50 000
young people, also searching for like opportunities. It sets them
apart", says Palesa Matuludi, Programme Manager of the
President's Awards.
President's Awards CEO, Martin Scholtz expressed gratitude to
Bosasa Youth Development Centre in a specially designed card.
He wrote "…thank you, Bosasa, for your wonderful support."
The entertainment that followed was impressive. Performances
by the following groups were carefully selected to suit the
occasion:
Bosasa YDC partners with The Presidents Award
07
Bosasa YDC Exceeds its Auditors' Expectations
Surviving an audit is not always easy. Auditors when they
evaluate compliance look for fine detail. They grant no latitude if
there are faults in the system. Items which represent best practice
in an industry, may seem easy to follow. But it also means that
people and processes have to be managed and that deadlines
have to be met. What makes compliance to best practice
standards difficult, is that there are so many variables which
require attention. It is the multi- tasking nature of the Bosasa staff
which makes this possible.
Exceeding compliance requirements
Bosasa Youth Development Centres have announced that it has
once again exceeded its external compliance auditors'
expectations. They obtained the prestigious ISO 9001-2008
Quality Management System Certification for all their child and
youth care centres across South Africa.
This was confirmed by DQS
Certification Authority.
Bosasa Youth Development
Centres was audited on its
operat ional pract ices and
administration compliance
aspects. Noted among them
were issues of stock control
and handling as well as
maintenance of stringent pest control. Not
least of these were also alternative cooking methods to
enhance meals and avoid menu fatigue and standard procedures
which had to be documented. A very satisfied Corrie Botes of
Compliance shares his delight. “I am always impressed at the
standards that Bosasa Youth Development Centres staff have
been able to maintain. We set the benchmark and they rise to the
occasion, and in this case they exceeded what was required.”
The Bosasa Track Record Bosasa Full Facilities Management track record has
demonstrated repeatedly that it has pulled all the stops, working
particularly hard to exceed their auditors' expectations. The
auditors noted that Bosasa has made significant strides in its
improvements of employee general and personal hygiene, health
and safety as well as environmental issues. The ISO 9001 HACCP
Management System which enjoys pride of place on Bosasa's wall
of accolades confirms this fact.
Bosasa has been congratulated by its external auditors for
developing integrated systems that have set them ahead of their
competitors. Dbj / VP
08
MBP techno powered security at an all time high
company was given to a particular person because it was no
longer used,” expounds John. “All company property has to
remain within company premises unless there is an agreement of
its departure. Security officers have the discretion to search
whoever enters and leaves the company.”
John explains further, saying: “Bosasa Security could be fully
appreciated if the people working in Mogale Business Park
understood that we provide security to them personally and for
their vehicles while they work in the offices. Some people leave
their vehicles here when they go away on Bosasa business trips
for days. We stay behind and look after their vehicles 24/7.”
MBP birdlife enjoys this same high level protection. Even more so.
When doing patrols within MBP, security officers touch electronic
points on the walls they walk past with their batons. This sends a
signal to the security database indicating which area of the
business park they have patrolled. A spreadsheet can then be
drawn which indicates which areas receive regular patrols as well
as the dates and times at which the security officers had walked
their beats.
Bosasa Security director Stofel Mosehle attests to the combined
capacity of his men and women on the beat and the technology
that makes their life easy. “With all the surveillance technology and
custom designed security software we have at our disposal, it
would all come to naught if our security officers did not rise to the
task of working with technology and doing the actual legwork of a
security officer,” shares Stofel.
The company and employees' safety is entrusted in the
hands of Bosasa Security Officers and they
have taken MBP safety into
their hands with dis-
tinction. MBP solemnly
salutes them. PS/VP
Risk management within an organization is a complex
undertaking but someone has to do it. Bosasa Security, MBP
division, holds the wherewithal to secure all against all risks. The
main security gate at MBP provides one of the two access points,
with the other being the goods receiving gate of the procurement
warehouse. They are manned by top notch security officers
whose advanced knowledge of access control and risk
assessment is regularly put to the test.
When an employee or visitor of Mogale Business Park is asked on
arrival to declare possession of restricted objects such as
firearms, the security officer on duty is PACST trained to read body
language. They can establish with pin point accuracy if the visitor
has anything to hide. They have registered an astounding 98%
success rate with body language valuations. With more than 400
employees, independent contractors and visitors walking and
working around the business park at all hours of the business
days, anyone can arrive at the gate and claim to be visiting or
delivering goods to a Bosasa employee. Bosasa Security officers
will verify such an impending visit or delivery by telephone with the
alleged recipient.
A Random Search Selector is used at the end of every business
day. This machine is presented for a driver to press a button to
search vehicles for any heavy equipment which might be company
property, such as computers, laptops, printers etc. It basically
assists as the selection tool for vehicle inspection and a deterrent
against pilferage. When the red panel pushbutton is depressed by
the exiting driver, the selector will transitorily turn on a red or green
controlled spotlight and produce the corresponding frequency
tone to indicate which option was selected by the selector. Red
means search and green means next vehicle please. Security officers then search the car if the selector is red. The
Random Selector is not designed to sense stolen company goods.
“It just makes a random selection of vehicles,” assures John
Maluleke, coordinator of MBP security. “Surprise searches are
also part of the risk management procedure. They are meant to
break routine,” explains John.
The security officers, male and female, thoughtfully search
the cars and handbags. This is a special kind of search
done once in a while. “While the random selector may be
aimed at heavy things in the cars, in this instance they
search for small items that may belong to the company,”
clarifies Roger Makoti, MBP security shift supervisor.
“There are procedures to be followed when
something leaves the company premises such as a
printer. There are situations where an employee
wants to take work home and decides to take the
printer along. To make it permissible, they need to
fill out a Waybill. Its primary purpose is to give
details of how, where and when that particular
equipment is going and when it's going to be
returned. Other than this, there is a Pass out. Its
main purpose is to prove that something in the
MBP Security Gaurdson duty
Risk Management Solutions
MBP housekeeper, Gertrude Sefekedi, has made exercise her
number one focus in a working day. 1994 was her turning point and
wake up call. “I have little time and little money but I will always fit
in my exercise schedule.” Gertrude believes there is no excuse for
avoiding a healthy lifestyle. “I come from a very poor family who
knew nothing about health. Our CEO Gavin Watson has been a
role model for me. He looks a model of perfect health. He oozes
energy. That is how I want to be”.
High energy levels
After training for a eighteen years and seeing a major difference to
her energy levels, dress size and eating habits Gertrude has
ambitions. She wants to achieve and believes it is not too late to
make something of her life. She believes her energy levels, her
optimism and her lust for learning more will continue to change her
future. She has expansive views on life. “It is the country's poor
attitude to exercise and health that is placing a burden on the
health system. If more people exercised,” she says seriously, “I
believe there will be less crime and less need for doctor's visits”
It is clear that Gertrude is listening to her physical trainer at her
Virgin active Gym which though some people consider expensive,
she considers cheap weighing up the costs of medicine. “I had
high blood pressure and my blood sugar levels
were high. When my doctor examined me
after a year of exercise me he told me to
throw away my pills because I was in perfect
health. That saves me taking off time to go
to clinics, visiting doctors, and filling
prescriptions. I also feel in total control of
my life now and I sleep like a baby.”
Gertrude Sefekedi didn't find it difficult
to compromise a little from the wages
she is getting every month. “I sat down, wrote out a weekly plan,
worked out my budget and decided to make this my hobby. So this
is not a chore. The amount it cost me was less than what I would
have spent on doctors and medication.”
Gertrude has started to recruit family, friends and colleagues at
Bosasa. She has motivated so many people to exercise with her
because they can see the difference to her energy and motivation
levels. “I want to make a difference in other people's lives”
Gertrude's schedule Gertrude goes to Virgin Active everyday. She spends an hour
doing Aerobics from 17h30 to 18h30, She also does boxing,
swimming and the cardio circuit which promotes heart health. “I
always vary my exercises that all parts of my body get the fitness
benefit.”
Influencing others Tebogo Matsimela from eKaya media is impressed with Gertrude
attitude and discipline. “It's so motivating to see her at her age so
passionate about exercising and life in general . It's a great lesson
for all young people who don't exercise at all.” Gertrude invites the
women of Bosasa to join her in a lunch time brisk walk around
MBP. “You go girl”. DBj/ BM.
09
Gertrude finds health, energy and LIFE with Bosasa
I've been a Bosasa Member for 7 years. I would like to thank
Bosasa for their support of me and its service to us, its people. I
want to pass my great appreciation to Bosasa Board of Directors,
staff and especially to Dr Thembi Modungwa.
During 2006 I was diagnosed with a health condition which comes
with symptoms called hallucinations. My family took me to a
hospital but nothing changed. Then during 2009 my Init leader at
Krugersdorp DCS, Ms Rebecca Mofokeng referred me to Dr
Thembi, who then referred me to a clinic in Kagiso. From there I
was transferred to Leratong Hospital where I was admitted for
treatment.
During my stay in Leratong Hospital, my colleagues at DCS in
Krugersdorp were very supportive – even when I was discharged,
going only for my treatment. Ms Rebecca & Dr Thembi were
always on my bedside. Today, I'm a healthy employee of Bosasa –
singing praises of support I received from my colleagues and
bosses.
I gladly refer anyone with health conditions to Dr Thembi and Dr
Denise Bjorkman at Design House. I therefore, with a mouthful say
that the Employee Wellness Programme of Bosasa is alive and
kicking. Bosasa is my personal life saviour – besides Jesus of
course. Well done and keep up the good work.
DCS - Krugersdorp
Jabulane Mkhwanazi
Bosasa serves its people
people, passion and purpose
Gertrude doingwhat she does best
Gertrude making sure everythingis clean for fellow staff
20
leadership in action
T TRU Honlines a in eo e
WATSonlineinnovative leadership
teams2think teams2trust
Internal communicator to our employees and human capital.
External communicator to our Complimentors and extended stakeholders
TRUTHonline remains innovative and is now growing beyond the borders of the BOSASA team with other experts soon tospeak out. Introducing the internal voice of our mentor for our BOSASA staff:
Dear BOSASA team1. Believe that teaming is the balanced involvement of all
relevant functions.2. Align personal work and team activities to optimize
leadership are people with a passion to impact the next contribution to the group.generation of leaders in order to leave the legacy. As 3. Accept and support team decisions after individual views we, the leadership and teams, continue to exhibit trust, have been expressed.mutual respect, a sense of urgency, calculated risk taking, 4. Resolve disagreements within and between work teams by empowering our teams, continuing in teamwork, having a doing what is best for the group.relentless commitment, continue to improvement in our 5. Contribute to the success of others by helping others solve commitment to service excellence and enhance our customer problems, meet deadlines, and work effectively.satisfaction, we will consistently achieve our goals and achieve 6. Openly share relevant information.outstanding group results that will benefit all. The right behavior will produce the right results!
is an empowerment group and This however requires the discipline of cascading relevant we believe people must work in an information to our teams and to make sure the necessary actions environment where they feel enabled to are taken and implemented. Value based leadership will unlock make decisions that contribute to customer the unlimited potential of your team. When shared values are satisfaction and performance of the group.owned by our people, we can expect unprecedented, sustainable performances and the personal joy it brings. 1. Define the boundaries of accountability and freedom to act,
but remains flexible to meet changing business needs.2. Balance decision-making authority and responsibility.3. Drive decision – making authority and responsibility to the
lowest level of competency.We believe everyone embracing the values of 4. Seek and share information with others on decisions that
will do what is best for the customer, affect them. each other, and the communities. 5. Provide opportunities for team members to develop new
skills, expertise, and perspective.1. Act consistently to reinforce our values. 6. Understand how individual work impacts the division's 2. Expect people to perform their mission and be accountable. success. 3. Demonstrate openness and honesty in business 7. Develop the capability of others through active mentoring
relationships. and coaching.4. Eliminate the fear of breaking away from familiar ways of
thinking and acting.5. Share information freely in all directions, both good news and is innovative and risk taking is in our organizational
bad news. bloodstream. This risk taking culture is however calculated and 6. Do not look for or assume motives beyond those stated by well thought through! We accept and encourage informed risk
others. taking.7. Respect and honour matters of confidentiality.
1. Nurture risk taking in the workplace.2. Recognize failures associated with reasonable risk taking
As BOSASA leadership we treat everyone with dignity and should not be punished but used as an opportunity for courtesy. improvement to the underlying processes.
3. Demonstrate the courage to speak freely and challenges 1. Make everyone in your team feel important and able to make the status quo to stimulate change and make decisions to
a contribution. move us forward.2. Listen without interruptions when someone is speaking. 4. Challenge prescribed methods and procedures to better 3. Make no distinction based on position. serve the customer.4. Accept or give apologies when appropriate. 5. Recognize the real risk to business success lies in not 5. Recognize the uniqueness of individuals. challenging and improving processes.
6. Offer recognition for informed risk taking.
We, the leadership, recognize the potential for the teams to produce superior As leadership we have results over what team members could embraced to recognize time as a achieve as individuals. This value is at competitive advantage.the heart of our group vision and it is called
"teams2value" . . .OUR COMMON VALUES
4. EMPOWERMENT
1. TRUST
5. RISK TAKING
2. MUTUAL RESPECT
3. TEAMWORK6. SENSE of URGENCY
“synergy”.
BOSASABOSASA
BOSASA
BOSASA
Our value based leadership values include the following:
BOSASA
BOSASA
BOSASA BOSASA
Teamwork values include the following:
Empowerment values include the following:
Trust values include the following:
Risk taking values include the following:
Mutual respect values include the following:
Sense of urgency values include the following:
Gavin Watson
1. We place a high priority on time. Deliver work on time to group that will continue to deliver value to our customer and to both internal and external customers. the bottom line of
2. Work to reduce time required to perform assigned tasks. Remove needless steps. Continue to debate and implement these
3. We rather choose to move a a quicker pace than moving value based principles in your respectivetoo slow. teams. We have to develop
4. Act quickly to accomplish our goals and meet our and if wecommitments. desire to become a world class,
5. Assess the situation and acts accordingly. HIGH GROWTH organization. 6. Respond to questions and issues immediately or as soon
as appropriate information is collected.
As we recognize everything wedo as a process that can be eliminated, simplified, or improved.
1. Ask rather than
2. Recognize the value of the change for improvement.3. Focus on the problem prevention rather than problem
resolution.4. Evaluate changing technology and optimizes its use.5. Recognize redundancy and waste must be eliminated.6. Eliminate unneeded processes (practices/systems) without
concern for the impact on specific job assignments.7. Accept self-development as a process that needs
continuous improvement. 8. Recognize processes as the key to performance
improvement.9. Make decisions based on need or opportunity, not
precedent.
As we place high value on delivering what we promise to each other and to our customers.
1. Recognize action rather than rhetoric as the true measure of commitment.
2. Promise and commit only to what can be delivered.3. Demonstrate personal commitment to continued learning
and upgrading of skills.4. Communicate the impact of change to base assumptions
used to make commitments.5. Accept obligation to continuous improvement.
We as satisfy out internaland external customers by exceeding their expectations.Customer satisfaction values include the following:1. Listen attentively to customers.2. Actively solicit input from customers for important
decisions.3. Actively solicit input from customers for improvement
decisions.4. Always asks, “How can I better serve the customer?”5. Respond with urgency to customers feedback, including
both complaints and suggestions.6. Satisfy the customer with quality and service that exceeds
competition and increase customer loyalty to our products by always providing support.
7. Effectively represent the interests of the customer.
As leadership I want to encourage you to continue and if necessary adapt to the above value based culture. Change is inevitable and as leadership we need to have the attitude that we embrace and support constructive change and a set of common values that guide the way we manage and lead our business and teams. Our culture of teamwork is part of our our competitive advantage.
When we implement “teams2value”, where each has a strong desire to contribute and where decisions and behavior are consistent with Our Common Values, we remain a focused
A FINAL WORD OF ENCOURAGEMENT:
7. CONTINUOUS IMPROVEMENT
“How can it be improved?” “Does it need to be improved?”
8. COMMITMENT
9. CUSTOMER SATISFACTION
BOSASA.
BOSASA
BOSASA
BOSASA
THEREFORE:BOSASA
“teams2think”; “teams2value” “teams2deliver”
Continuous improvement values include the following:
Commitment values include the following:
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Visit www.truthonline.co.za for more inspirationaland informative blogs and words from Gavin Watson.
CEO - BOSASA GROUP OF COMPANIES
AND FOUNDER OF TRUTH-ON-LINE
“Education, training, customersatisfaction and optimizing
of financial results is imperativeto implementing our valuesand remain “teams2think.”
~ Gavin Watson
Live one day at a time,
realising that tomorrow is not in your hands.
Make an impact today!
Live one day at a time,
realising that tomorrow is not in your hands.
Make an impact today!