Weekly Highlights 01 April 2022

Weekly Highlights 01 April 2022 - Issue No. 129 In this issue Dear Colleagues NATIONAL RAF EMPLOYEE AWARDS CEREMONY - As we start the 2022/2023 financial year, we would Winners’ announcement like to thank all RAFzins for their commitment and dedication to the Fund. Your tireless work ensures GETTING TO KNOW THE REGISTRY − ARTICLE 7 that the Road Accident Fund (RAF) is able to deliver on its mandate of providing excellent care to victims our RAF Values: Values Indicators benefit re- of motor vehicle accidents. alisation Our transformation journey to a claimant-centric Values Indicators FAQs organisation whose objective is the quick and hassle- free settlement of claims is well underway. We are RAF johannesburg officials urge learners to particularly proud of all the RAFzins because the be safe on the roads organisation continued to be productive despite the challenges brought about by various waves of the RAF JOHANNESBURG HOSTS ACTIVATION FOR COVID-19 pandemic and the respective restrictions MOTORISTS AND TRUCK DRIVERS IN THE NORTHERN associated with them. We are indeed on the right CAPE path to turn the RAF into a sustainable and equitable RAF CAPE TOWN ACTIVATIONS: Road safety AWARE- Fund serving our claimants to the best of our NESS abilities. COPING WITH CHANGE This period is popularly recognised as graduation season and the RAF would like to congratulate all COVID-19 VACCINE MESSAGE FOR PUBLIC SERVANTS the staff members who have successfully completed their studies and will be graduating this year. It is Covid-19 Statistics indeed a period of celebration and patting yourselves on the back for a job well done. It couldn’t have been the fun page easy juggling the demands of a full-time career and those of your studies. We recognise that it has taken Letters to the Editor a lot of sacrifices to get to this point. You probably had a sleepless night on one or more occasions on We invite our readers to share their your quest to meet your academic obligations. You comments, feedback, and suggestions also had to put off spending time with your family and with us. Readers are encouraged to submit friends because you had back-to-back assignments their letters, of no more than 200 words, to to submit. It is this determination to empower and [email protected] and TholakeleR@raf. develop yourselves that will see you succeed in your co.za. We are looking forward to hearing from future endeavours. you. We hope that as we begin the new financial year you Editor: Thabang Mahlatsi ([email protected]) will continue to provide fantastic claimant service and Sub-editor: Tholakele Radebe ([email protected]) take the Fund forward towards the implementation of Editor-In-Chief: Anton Janse van Rensburg ([email protected]) the new and much-improved business model! Enjoy this week’s Highlights! Kind regards Internal Communication

2021/22 Annual Employee Awards National Awards Ceremony The RAF National Awards ceremony was held in Durban on 24 March 2022 to announce the national winners. It was the culmination of many weeks of hard work by the Knowledge Management Team and the regional award winners were looking forward to it with great anticipation. The occasion was a very special one and will probably linger in our shining stars’ minds for a long time. The event was graced by our Chief Executive Mistresses of Ceremonies Officer, Mr Collins Letsoalo, who was Bongi Nyengane, Manager: Marketing and Communications accompanied by some of the Executives, (Acting) Regional General Managers, (Acting) in East London (left) and Leonie Meyer, Manager: Post- General Managers, Senior Managers and claims Settlement in Cape Town (right) Managers. In his keynote address Mr Letsoalo reminded The two mistresses of ceremonies hosted the us of the RAF mandate and our role in fulfilling event like professionals, kept the audience it. entertained and even shared some insights about what the CEO likes to do in his private time, which is reading. The CEO and Executives The categories were Best Male Employee, The CEO with the finalists and the Management team Best Female Employee, Best Manager and Best Innovation. CLICK HERE FOR NEXT PAGE Continues to 0tCh1oeDntneinceuexemtdbpoeanrg2ne0e.x1..t7page 2

2021 /22 Annual Employee Awards National Awards Ceremony Winners Best Female Employee Best Manager Winner - Katlego Masha (Head Office), First Runner-up - Winner - Thapelo Rammabi - Head Office, First Runner-up - Genevieve Botha - Menlyn Office (left) and Second Lydia Mulaudzi - Johannesburg Office (left) and Second Runner- Runner-up - Thabisile Mashaba - Durban Office (right) up - Winnie Kola - East London Office. Yvonne Badi (right) East London RGM, collected the prize on her behalf Best Male Employee Best Innovation Winner - Samuel Lee Thaver - Durban Office, Winner - L and D Team for Online Induction First Runner-up - George Rangata - Menlyn Office and Tshepiso Mamanyuwa and Thato Tshikomb Second Runner-up – Vongani Sambo - Head Office - (right) 01 December 2017 was written colaboratively by the RA2F9 March 2022 By Knowledge Management This article Knoweledge Mangement team based in Eco Glades 3 CLICK HERE FOR NEXT PAGE

GETTING TO KNOW THE REGISTRY − ARTICLE 7 by Vannesa Mathope creators, should be adequately skilled to create re- cords, this does not happen as it should. Today’s article focuses on all of us as record creators in the RAF. Whether you work in Correspondence, Originations, Merits, Forensic Investigations, Marketing, Office of the RGM or CEO you are a record creator based on all the annual reports of our organisation. The administration of claims in this organisation is fault- based, according to the Acts. In other words, before accepting liability for a claim, the RAF needs to inves- tigate who was at fault during an accident. As part of its thorough investigations to determine fault, the RAF examines RECORDS submitted by claimants or rep- resentatives (RAF 2019: 33). Furthermore, the annual report states that in its investigations of establishing fault, the RAF uses common law rules, as developed and interpreted by the courts (RAF 2019:33). It is this process that makes the organisation a records-driven institution. I do not want to gloat but it seems like the registry known to us as Correspondence and Docu- ment Management Services is the STAR of the RAF’s compensation story. Based on the annual reports, fault cannot be established without records documents being received, created and maintained. Vanessa Mathope: Registration Officer Menlyn The National Archives and Records Service of Continues to the next page... South Africa (NARSSA) (2007:45) states that “The records management programme should be staffed 4 by personnel with appropriate skills and knowledge to ensure that it is effective, efficient, transparent and accountable.” Furthermore, NARSSA (2007:45) communicates that all records creators should be adequately skilled to create and manage reliable, authentic records. This means all members of the Management team, records management and reg- istry staff (in this case, Correspondence and Docu- ment Management Services employees), and users creating and using records while performing their functions in the RAF (NARSSA 2007:45) should be trained. This requirement is echoed by the RAF’s Records Management Policy. Furthermore, Section 7.12.1 of the RAF’s Records Management Policy reads: “Records Management training and, or, awareness sessions must be conducted annually.” Although there is consensus between NARSSA (2007:45) and Section 7.12.1 of the RAF’s Records Management Policy that records creators, all records CLICK HERE FOR NEXT PAGE

GETTING TO KNOW THE REGISTRY − ARTICLE 7 (Cont.) However, our records are poorly managed because we es, whether paper-based or electronic, need to conform have convinced ourselves that the organisation is the to certain conditions and most technological solutions biggest law firm in the country, or that it is the biggest are not designed to manage records according to the insurance company. The RAF is neither. It is a records- NARSSA standards without undergoing substantial cus- driven institution. However, we fail to see this simply tomisations to align them with the unique requirements because we believe what our eyes are showing us, we per organisation. This exercise is often left to ICT and are so focused on presentation that we miss the nar- not records management employees because there is rative. Due to the fact that Correspondence and Docu- a perception that registry employees lack the neces- ment Management Services employees wear overalls sary skills, knowledge and training that would enable and push trolleys, we find it difficult to believe that they them to actively participate in such debates. Research could have any form of training, appropriate skills or has shown that governmental bodies such as the RAF knowledge that could move the organisation forward. manage their records poorly. Very little attention is paid So we exclude them from information governance com- to the management of paper-based records due to the mittees − big mistake. popular belief that technology will resolve record-keep- During the 2007/2008 financial year when the RAF was ing problems. However, this popular belief often results convinced that it was a law firm, a Claims Manage- in more significant service delivery problems than an- ment Solution, Fineos, used by other organisations that ticipated results. Hence this article. perform similar functions to the RAF, was implemented. Fineos was supposed to drive the core business of According to the 2016/2017 Annual Report the above claims administration (RAF 2008:36). This system was realisation was followed by various training initiatives adopted because the RAF was operating similarly to which included Archives and Records Management, paper-based law firms with manual files containing Control Objectives for Information and Related Tech- evidence of accident injuries. However, it was deemed nologies (COBIT), the Information Technology Infra- ineffective given the number of claims that the institu- structure Library (ITIL), and The Open Group Architec- tion processed annually (RAF 2008:36). Additionally, ture Framework (TOGAF) (RAF 2017:134). The RAF Fineos was also already in use by the RAF’s counter- undertook these initiatives to ensure that employees parts in Australia (the Transport Accident Corporation) were adequately skilled and prepared for the envis- and New Zealand (the Accident Compensation Com- aged paperless organisation (RAF 2017:134). These missioners) (RAF 2008:37). My fellow RAFzins, we are training initiatives listed here corroborate my theory in here in South Africa, our records management practic- Article 1 that ICT, the Records Manager’s office and CLICK HERE FOR NEXT PAGE Continues to the next page... 5

GETTING TO KNOW THE REGISTRY − ARTICLE 7 (Cont.) Correspondence and Document Management Services records management functions in the regional offices. have a binding relationship as they are all respon- In Head Office, there is only a mailroom, no CAFS. sible for managing the organisation’s most vital assets Therefore, even if it can be assumed that the office of (records). However, this does not happen as it should. the Records Manager represents Correspondence and Instead, these business units exist and operate in isola- Document Management Services on the committee, tion which results in problems that the Auditor-General this cannot be true. As much as I have worked in the of South Africa has been trying so hard to bring to our mailroom and I have formal training in records manage- attention. However, we keep missing the point. ment, I could not talk about CAFS processes in Article 6 because it would have been hearsay since I have In Article 1, I said that it bothered me that records man- never worked at CAFS regardless of my familiarity with agement forms part of the Information Governance (IG) CAFS processes. Furthermore, in Head Office, there Unit at Head Office. A unit that provides appropriate is no Claims Administration. This means most records standards that should be observed in creating, using, management challenges encountered by the registries retaining, and disseminating organisational information, in the regional offices, Head Office is not privy to them. regardless of its origin. These standards are developed However, these business units do not form part of ICT, through the efforts of a cross-functioning steering com- as it is done at Head Office. Why? Why is it that Cor- mittee that is made up of Information Technology (IT) respondence and Document Management Services is a Governance, Information Security, Information Com- stand-alone unit responsible for facilitating records cre- munications and Technology (ICT) Service Continuity, ation, security, maintenance, use, and disposal? Why Information Communications and Technology (ICT) do these units exist in isolation when they are supposed Risk Management and Records Management while to be collaborating? Correspondence and Document Management Services is excluded (Road Accident Fund Intranet 2020). This In accordance with NARSSA (2007:45), the training is a problem because Correspondence and Document programme should be ongoing and inclusive of vari- Management Services is responsible for performing ous aspects such as policies, procedures, roles, and responsibilities for managing records. According to a Management Directive that was issued on 09 February 2021, “Records Management and Documents Services Unit within ICT developed a new inclusive Records CLICK HERE FOR NEXT PAGE Continues to the next page... 6

GETTING TO KNOW THE REGISTRY − ARTICLE 7 (Cont.) Management Policy for the Fund, which was approved by the RAF Leadership.” This replacement was consid- ered ideal because apparently the Document Services Policy that was in place only addressed the mailroom processes. I am assuming that NARSSA (2007:45) was the reason behind the Records Management Policy revision. Additionally, it is also said that this training programme should be extended to all records creators in the RAF, such as members of the management team, personal assistants, and all other employees who are responsible for any part of business activity that involves the creation, capture, and management of records (NARSSA: 2007:45). I am aware that we have been missing the point over the years because we thought the RAF was a law firm or an insurance company, it is neither. Let me spell it out: THE RAF IS A RECORD-DRIVEN INSTITUTION. In the first article when the feature was introduced, there was a section in it: “ABOUT THE WRITER” and you expected a lot of information like my name is so and so, I hold this and that degree…blah blah blah. Robert Mugabe The Late Former President of Zimbabwe Albert Einstein am able to write these weekly articles due to my Corre- spondence experience, not my qualifications. As much However, I deliberately withheld that information be- as I am a happy Registration Officer, registration to me cause Albert Einstein, the German-born theoretical is work, not passion. Therefore, even if I tried to do a physicist once said, “The only source of knowledge is feature called “Getting to know registration,” I would fail. experience.” He also said, “Education is not the learn- Back to the Einstein’s theories, the late former Presi- ing of facts, but the training of minds to think.” It is for dent of Zimbabwe Robert Mugabe had 16 degrees, this reason that even when I had the opportunity to nine of which he studied for and seven honorary de- gloat and tell you all about the education that I have ac- grees while Mark Elliot Zuckerberg, an American media quired, I chose not to. Even though I have been trained magnate, internet entrepreneur, and philanthropist is in records management, I would never rub it in another a proud college dropout. However, Mugabe could not person’s face because all that I have done to get to acquire his riches, while Zuckerberg got very rich from know the registry, was for my own sanity. However, I am pursuing his passion. This proves that: also aware that Einstein was before our time so I need to provide a bit more relatable example of why I believe Sources: references used in this article is available on request that I am able to sustain this feature. I believe it with all The list of my mind that experience is the best teacher. Hence, I Vanessa Mathope is a Registration Officer, based in CLICK HERE FOR NEXT PAGE Menlyn. 7

Our RAF Values: Values Indicators Benefit Realisation by Letticia Pinkoane RAF ICARE Values Indicators • The appraisee • The appraisee • The appraisee • The appraisee • The appraisee • behaves in an • genuinely cares takes responsibility • works in a friendly strives for high • honest, fair and • about people. for all work and respectful levels of quality in ethical manner. activities and manner with others. their work. The appraisee personal actions. The appraisee shows consistency The appraisee is The appraisee The appraisee • addresses in words and always available follows through on shows acceptance discrepancies on actions. and ready to help. • commitments. of different values the spot. and viewpoints. The appraisee The appraisee strives to exceed The appraisee demonstrates real • The appraise • The appraisee • expectations, not models high empathy with the consistently just to meet them. standards of ethics. joys and pains of implements demonstrates others. decisions that have concern and been agreed upon. courtesy towards colleagues and customers. As previously communicated, the Human Capital their Personal Development Plan. They are aimed at Team and Ethics Office developed draft Values providing individuals with the starting point for the de- Indicators for each of the five Organisational ICARE velopment of new skills and behaviours. This includes Values. Following this, an inclusive process was building on current strengths and developing new skills followed to ensure that stakeholders are engaged, in line with the RAF Values, encouraging individual ac- and input elicited on the draft indicators. The Hu- countability and achieving excellence that gives em- man Capital Team and the Ethics Office have con- ployees control over their career paths. ducted the Values Indicators Awareness Sessions and alignment to the Behaviour Change Wheel to Values Indicators are not only for the benefit of the outline the approved Values Indicators that will be employees but mostly that of the employer who is the used for measuring and evaluating performance. custodian of the Values and ethics that define behav- iour in the workplace. The table above outlines the The purpose of this article is to inform the RAFzin RAF Values Indicators which have been communicated community of the benefits of implementing the Values during the awareness sessions and employee engage- Behavioural Indicators linked to the RAF Values. This ments. is aimed at capacitating employees’ understanding relating to the assessment of Organisational Values as contained in the Performance Management process. The process as it relates to the Performance Manage- ment approach is to provide multi-rater feedback on each of the RAF Values. This process allows employ- ees at an individual level to uncover blind spots in their performance behaviour and their display of the Values which enable each employee to understand the behav- iours that they are exhibiting, but never notice them- selves and to correct them in line with the RAF Values. Highlighting blind spots allows an individual to focus Continues to the next page... on their learning and development needs that are ap- plicable to those overlooked behaviours in line with 8 CLICK HERE FOR NEXT PAGE

ROeuarlRisAaFtViaonlu(CeoswSns:oioutfhuVpttihtpnha.eot)Arhctleforthiubcuenaotrsraedyane’fsdesrsrtuooosaIfedns.dicators Benefit •vF AioadcfnarnooimTncdrmtechhgmaqspieednuueotyehiscRnttnoatecesaAtrbrairefvnFlveteoiaia,ecovltbhVtlnieioelimaecwswallsyeusi.csneutwsgelhtmuIbenreredeniocethfafieottosper:ensngnpaelgaseysmadeurnroitnlepgrbopyceerpfsorsor-i-s main with the organisation because they feel valued followed accordingly. Openness can lead to more and affirmed. productive employees, teams, and a more cohesive • Effective Personal Development Plans become the environment. lending spot when blind spots are identified and feedback from evaluation is used as part of continu- • They empower managers and employees in that ous improvement. Without proper feedback, issues they feel that they have the voice to raise concerns often become chronic and boil over. on behaviours that are not aligned to the RAF Val- • The Values Indicators become the bridging gap ues during performance reviews. to change organisational culture as they enable employees to transition to the new way of work. • The open and constructive communication that This sort of change comes from individuals as the takes place during the engagements helps expose foundation of behavioural change through construc- hidden issues and reduces Management and em- tive feedback to effect personal change that spurs ployee turnover over the period. Management and professional change. employees feel that their opinions matter and re- Wotahuoecnaruosdwtrmeiicesllmvlotfhecmauoiscinrmna,iindclti,traumaahtcinoenmtsnngpaotshanuornareinennnerdgtsty. Wosautenar dkccealsahrueiomplfdpaoeonr rrtastsn.eadWancsdehucpoaptrhoeertrf.or Woatuuhectrrnecaweaemntciplsh,lttpiiaavcraneicatricdsleeopcnsduoo/tiansnnmcctsdtlaifuoibooncsirnlnteitseiyn,ar.fnaoyr Wsatenadkwewihlliotthrldereaertssopiuemrcpt,artially Idnaauwpbtnpthepeeidreexlosywscetfp,eeoixelewsplpufrsfsteerfoiiotoorkrrwirnitnenvmaitanoelolallcwctsndseolotceeeanagedrlnisvnivgvdoiidesceeaf,rtereooadnouu.tfrrlyan recognising our www.raf.co.za responsibility to them. 0860 23 55 23 RAF_Road RAF Road @RAF_SA ShhAttortttppuicssrlc::e//e//wwisn:wwAwws..ieraednsgeJeaotrruacrhinngainal gtoesf.ynInsetnte/opmvuasb.tciloiconamtai/o3nn6d/02P-8do4eli4cg5yre6·e7N-9fo4eveIendmdbiabccaektro-b2rse0n1oe4ffCiDtsuO/sIt:o1m0e.7r5V4a5lu/aejipfo.2r 0th1e4.N3.a2t.io2n4a5l Technology Information Service CLICK HERE FOR NEXT PAGE Letticia Pinkoane is a Manager: Change 9 Management, based in Eco Glades.

Values Indicators – FAQs by Letticia Pinkoane Wotahuoecnaruosdwtrmeiicesllmlvotfhcemauoiscinrmna,iindclti,traumaahtcnioentmsnngpaotsahnuronareinennnerdgtsty. We care for and support Woatuuhectrrnecawaeemnictplsh,lttpiiaavcraneciatrcidsleeopcnsduoo/tiansnnmcctsdtliafuoibooncsirnlnteitseiyn,arf.naoyr Wsatenadkwewihlliotthrldereaertssopiuemrcpt,artially Idnaauwpbtnpthepeeidreexlosyswcetfp,eeoixelewslppufrfssteerfoioitorokrrwriintennvmiatnaoelolalclwctnsdesolotceeeanagedlrnisnvivgvodiidesceefa,rteeoroadnuou.trfrlyan osautnar dkcelsahuiompldpaeonrrtsts.eaWancdeh coatrheerf.or recognising our www.raf.co.za responsibility to them. 0860 23 55 23 RAF_Road RAF Road @RAF_SA Question 1. What are organisational Values Behav- of a unilateral subjective assessment. ioural indicators and why are they important for developing the organisational culture? Question 4. What will be the impact of entrenching the Values if they will be assessed biannually, will Answer 1. Values Behavioural Indicators are the ob- employees adopt the desired, consistent culture? servable behaviours that are associated with the differ- ent RAF Values. As per American business executive, Answer 4. The assessment of organisational Values entrepreneur, and author, Martin Zwiling’s words: “… must be separated from, and not conflated with, the in- values drive behaviour, behaviour drives culture and ternalisation of the Values through the Values Entrench- culture drives performance.” ment Programme. This will allow smooth incorporation of the said Values into employees’ daily activities and Question 2. How were the Values Indicators created interactions with fellow employees and stakeholders. and which process was followed? The assessment will constitute the review of the em- ployees’ efforts over the period under review. Answer 2. Human Capital, in collaboration with the Eth- ics Office, developed draft Values Indicators for each of Question 5. How are the Values Indicators designed the five organisational Values. Following this, an inclu- to create clear, specific behaviours and processes sive process was followed to ensure that stakeholders that employees are supposed to do at work to hon- can provide input (by means of a survey) as well as a our them? series of stakeholder engagement sessions on the draft indicators. Answer 5. The Values Indicators represent a selection of the identified, expected observable behaviours which Question 3. What measures are put in place to en- are presented in simple language to facilitate the under- sure that the Values assessment is objective during standing and internalisation of the Values. This will then performance reviews? be incorporated into the employees’ daily activities and interactions. Answer 3. Organisational Values will form part and par- cel of the performance process in the form of a 360-de- gree assessment. The use of multiple respondents via the 360-degree assessments will minimise the impact CLICK HERE FOR NEXT PAGE Letticia Pinkoane is a Manager: Change 10 Management, based in Eco Glades.

RAF Johannesburg Officials Urge Learners to Be Safe on the Roads by Sibusisiwe Mzila From 24 to 25 March 2022, the RAF Johannesburg To grab their attention and make sure that they listened and Kimberley Customer Service Centre (CSC) to the presentation, learners were given small gifts for hosted road safety activations in various schools answering the questions from the RAF officials cor- in the Northern Cape. RAF officials visited Coles- rectly. The questions were around the rules and signs berg Primary School, SS Madikane School and of the road; the type of clothes to wear at night when Lowryville Primary School in Colesberg. The main walking on the streets; and the meaning of the colours message delivered on the day by the RAF was, “Be of the robots to mention a few. vigilant and be safe on the roads”. The presentations were so interesting that even the These activations form part of the RAF’s mandate to teachers participated during the question-and-answer educate the public about the importance of road safety sessions. Some teachers were also assisted to check to minimise road accidents. A presentation was deliv- their claims after the presentations were completed. ered to the learners about issues of road safety and what they should do on the road to avoid being hit by cars. Sibusisiwe Mzila is a Marketing and Communications Officer based in Johannesburg CLICK HERE FOR NEXT PAGE 11

RAF JOHANNESBURG HOSTS ACTIVATION FOR MOTORISTS AND TRUCK DRIVERS IN THE NORTHERN CAPE by Sibusisiwe Mzila The RAF’s Johannesburg Region and Kimberley Customer Service Centre officials braved the scorching heat of the Northern Cape when they hosted a Road Safety Activation at Hanover Truck Stop and Britstown Petrol Station from 26 to 27 March 2022. Complete with a gazebo, promotional RAF goodies and branding, the Johannesburg and Kimberley CSC officials went out prepared to provide much-needed information to motorists who visited the truck stop and petrol and sta- tion. During the activations, they interacted with eager drivers and passengers who listened attentively to what they had to say. The core message conveyed was safety on the road, avoiding distractions such as talking on the phone while driv- ing and ensuring that they keep to the speed limit to avoid collisions. CLICK HERE FOR NEXT PAGE Sibusisiwe OMfzfiiclaerisbaasMeadrkinetJinoghaannndeCsboumrgmunications 12

RAF CAPE TOWN Activations - Road safety AWARENESS by Cape Town Region Road Safety Awareness in Partnership with Land Transport Safety Management Venue: N2 Along Tsitsikamma National Park Date: 27 March 2022 CLICK HERE FOR NEXT PAGE 13

RAF Activations - Road safety awaresness by Cape Town Region Scholar Road Safety Awareness and Back to School Campaign Venue: Groot Brakrivier Secondary School in Groot Brakrivier, Mossel Bay Date: 31 March 2022 CLICK HERE FOR NEXT PAGE 14

Coping with change Coping with change can be difficult, especially when there are many people around you experiencing the same difficulties. Help yourself and your colleagues cope by following these simple steps for coping with change. 1. Keep loved ones close. Your loved ones are 6. Keep on exercising. Exercise relieves stress and an important source of comfort at this time. Ask can make you feel happy. Keep exercising to stay them to help you in whatever way you find most positive. Exercise can also help you sleep better important. which is important for stress management. 2. Keep the mood positive. Whether at home or at 7. Keep writing down your feelings. Keeping a work, try to focus on the positive. While this might journal can help you to feel more aware of your be tough, it can help you and your colleagues feel feelings and can help you work through problems. less anxious. 8. Keep on working. Regardless of the changes 3. Keep communicating. It’s important to know that may be occurring, keep working. It will keep what changes are happening and how they might you busy and this can help keep your mind off affect you so keep talking to your line manager things. and colleagues to get as much information as 9. Keep allowing yourself to feel. Don’t deny the possible. way that you feel. Be aware of your feelings so 4. Keep asking for help. Sometimes change can that you can deal with them thoughtfully. be hard to handle by yourself. Ask for help from 10. Keep up your regular routine. Sticking to your loved ones or a counsellor if you feel you can’t regular routine can give you something to hold cope by yourself. onto while things are changing around you. 5. Keep eating well. Eating a healthy diet at this Change is inevitable but you can control the way time is important to keep you healthy as the stress you deal with it. Follow these tips to make the caused by change can damage your immune most of change. system. Copyright HealthInSite - www.healthinsite.net Life skills CLICK HERE FOR NEXT PAGE 15

https://bathopele.tv 16 CLICK HERE FOR NEXT PAGE



THE FUN PAGE Happy April Fool’s Day RAFzins! This week we take a humorous look at, you guessed it, April Fool’s day. Enjoy! NOTE TO READERS: What kind of content would you like to see on this page in future editions? We would love to hear from you! Kindly send your suggestions to: [email protected]