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

07

08

09

09

10

24

/04

/20

12

-15

38

-GP

G

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:

21

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!