Weekly Highlights 11 March 2022

Weekly Highlights 11 March 2022 - Issue No. 126 RAF Awards BUMPER Dear Colleagues Edition! Last week’s edition of the Highlights focused on the In this issue recent top prize winners of the RAF Awards. We took the time to have a chat with our distinguished RAF Awards Runners-up: coastal colleagues to find out more about the work they do in the Fund and how they felt about winning the awards. RAF Awards Runners-up: inland This week’s newsletter serves as the second and final instalment of the special RAF Awards editions RAF Hosts Round-table Discussion with Its wherein we put the spotlight on the runners-up in the Stakeholders different categories and acknowledge the good work that they do. The personal accounts shared by all our Values Entrenchment Drive: Profiling Ethics winning colleagues are indeed inspirational and we are Ambassadors certain that the insights imparted from their interviews RAF PRESENTS A Category at SOUTH AFRICAN CSI will motivate all of us to continue doing our work with LEGACY AWARDS diligence and excellence. Did You Know- Lodging a claim as a RAF staff member In both last week’s and this week’s editions, our colleagues demonstrate that there is nothing more GETTING TO KNOW THE REGISTRY-ARTICLE 4 powerful than a positive can-do attitude when confronted with our day-to-day responsibilities. Our Managing change award recipients have also highlighted the importance Managing change Implementing the RAF People of teamwork as well as support from others. This, with Disabilities Strategy therefore, serves as a challenge to all of us to care for People with Disabilities Strategy FAQs our colleagues, put more effort into our work, show up and help out where we can. Salt Awareness week We once more wish to congratulate all our award Covid-19 Statistics recipients and wish them the best of luck for the future! the fun page Enjoy this week’s Highlights! Letters to the Editor Kind regards We invite our readers to share their Internal Communication comments, feedback, and suggestions with us. Readers are encouraged to submit their letters, of no more than 200 words, to [email protected] and TholakeleR@raf. co.za. We are looking forward to hearing from you. Editor: Thabang Mahlatsi ([email protected]) Sub-editor (Acting Editor): Tholakele Radebe ([email protected]) Editor-In-Chief: Anton Janse van Rensburg ([email protected])

RAF Awards Runners- up Coastal CLICK HERE FOR NEXT PAGE 2

Best male Employee First Runner-up: East London - Thandile Camagu Thandile Camagu all shall follow. It means people are watching. Finally, Best Male Employee First Runner-up: East it means my career is valuable to provide services to London receiving his Reward Certificate from people in need. Ms Mpho Manyasha, the ACR&SO Has the road to employee recognition been always easy for you? If not, what obstacles did you en- Please tell us briefly about yourself and your posi- counter on the way? tion in the RAF: what exactly do you do at work? Well, I never strived for it, but it happened as I was I am Thandile, Customer Service Centre (CSC) Of- serving the people in the midst of performing my activi- ficer. I was seconded to Project Shanyela. Currently, ties, working with colleagues under the auspices of the my scope of employment is to deal with direct claims RAF Management. lodged with different types of documents outstanding. So, I request such documents from the claimants. On What would you say to motivate other RAF employ- receipt of the documents, I have them filed for refer- ees to maximise their performance? ence and assessment. Keep up the good work, serve the public/claimants to In which category were you nominated and why do the best of your ability within the scope of your employ- you think you won? ment. Best Male Employee, and I was chosen as the first runner-up. I guess it is because of the effort I put into my work and the input into the execution of the RAF mandate as prescribed by legislation and governed by the Policies and Directives of the RAF. Moreover, I am in pursuit of putting into practice the Batho Pele Prin- ciples in line with the Values of the RAF. Did you expect to win the award, or it came as a surprise to you? No, I did not. It came as a huge surprise. Waking up in the morning to come to work is already a blessing. I did not know I was being observed, even to the point of be- ing selected as a nominee. What does winning this award mean to you and for your career? It means I must keep quiet and do the good work and CLICK HERE FOR NEXT PAGE 3

Best Male Employee Second Runner-up: East London - Sibusiso Makhasi RAF. To accomplish that kind of repute in the work- place, one needs to apply a set of moral principles which encompasses the following traits: productivity, sense of urgency, sense of responsibility, flexibility, courage, discipline, and willingness to go the extra mile. Did you expect to win the award, or it came as a surprise to you? What I know is that I deserve it. Life is designed to give us what we deserve, not what we expect, want, or need. I believe that I have paid my dues for this award. I am truly grateful and feel honoured. Now I have the responsibility to work even harder to defend this title of being the Best Male Employee Second Runner-Up. My target is to be number one in the next financial year. Sibusiso Makhasi What does winning this award mean to you and for Best Male Employee Second Runner-up: your career? East London It means that my efforts are being recognised in the Receiving his Reward Certificate from Ms Fund, which is the greatest feeling ever. In addition, it means that I should keep on doing what I am doing, I Mpho Manyasha, the ACR&SO am on the right path. Please tell us briefly about yourself and your posi- Has the road to employee recognition been always tion in the RAF: what exactly do you do at work? easy for you? If not, what obstacles did you en- counter on the way? I believe I am a force to be reckoned with, self-driven, and always find a reason to be positive each day and to smile even during difficult times. I am positive about life in general. When I touch something, I make sure I turn it into gold. I work as an Administrative Assistant at the Central Archives Filing System (CAFS). My key performance areas are records storage, maintenance, retrieval, and dissemination of these records to Claims Handlers. All in all, I ensure easy access to claims records in the East London Region. In which category were you nominated and why do you think you won? Best Male Employee category where I secured the po- sition of second runner-up. I think I won the award because of my great work ethic. I see myself as a brand at the RAF. Every day my focus is on building a strong brand, and on managing that brand so that my superiors can see me as someone who is reliable and dependable for any project that seeks to accomplish the objectives and goals of the CLICK HERE FOR NEXT PAGE Continues to the next page... 4

Best Male Employee Second Runner-up: East London - Sibusiso Makhasi (Cont.) Life in general is not easy. The most important thing is What would you say to motivate other RAF employ- to soldier on even when we find ourselves in situations ees to maximise their performance? that we think are impossible to solve. Recently, CAFS experienced records metadata loss. We were not able The first-things-first approach is what I use every day. to track, trace and retrieve records from our filing sys- This means that important matters should be dealt with tems. I was delegated to act as a Senior Officer during before others every day. that period and had to lead the team from the front in those trying times. Through teamwork and dedication, I always make sure I have a to-do list beforehand for we managed to restore stability and easy access to each day. So, when I get to the office, I already have a records in the East London Region. This experience schedule and an end goal for the day. has shown the RAF Management and Claims Opera- tions Departments that CAFS is indeed the engine of Always do what is right even when unsupervised. this organisation. The data loss is the major obstacle of many that one has encountered. What is important I do not limit myself; I want to be able to perform every is to remain positive and be solution-focused instead function that is performed in my department. of wasting your energy and time complaining about a problem. Finally, get it right the first time, so that you do not waste time on redoing and refining the tasks performed. CLICK HERE FOR NEXT PAGE 5

Best Female Employee Second Runner-up: Cape Town - Nono Mlahleki I won purely because the people or person that nomi- nated me knows and understands that I always go the extra mile where my work responsibilities are con- cerned. I’m committed and very zealous with serving both claimants and my colleagues. I believe in provid- ing solutions than complaining. Excellence, leadership and adding value to the organisation are my priorities. I think I won the award because I communicate well with others. I respect others and their views, and I am conscious and consistent in my commitment, profes- sionalism, and teamwork. Did you expect to win the award, or it came as a surprise to you? No, I did not expect the award. It came as a huge sur- prise. Nono Mlahleki What does winning this award mean to you and for Best Female Employee Second Runner-up: your career? Cape Town Winning this award gives me the reassurance that I’m Receiving her Reward Certificate from Mr Ian on the right path. It’s also a validation and recognition of the excellent work and my dedication to the organisa- Barriel, the ACHCO tion. It says my efforts are noticed and it serves as an encouragement to continue working harder. Please tell us briefly about yourself and your posi- tion in the RAF: what exactly do you do at work? What this means for my career is that I need to con- tinue with my journey, both personal and my career I am employed as a Community Service Consultant development growth. This also means I must continue (CSC) in the Origination Unit. I am a positive and hard- to reinvent myself despite limited career opportunities, working individual. I’m resilient and this enables me to especially in my current environment. I know that I am deal with difficult scenarios if and when required. I’m ready and capable to take on a new role, new challeng- a strong communicator, with exceptional interpersonal es, and new responsibilities, where my career growth is skills. I’m a diligent and disciplined worker, who under- concerned. I have built solid competencies to take my stands the importance of teamwork. My role as the CSC involves acting as a mouthpiece for the RAF whilst also ensuring that it is represented positively to the public. I’m responsible for interpreting the RAF Act in the simplest way to the public. I provide sound advice to direct claimants and represented claim- ants. I’m responsible for promoting the RAF Values pro- fessionally. I work closely with internal stakeholders to establish and develop a client service offering. I act as a liaison between claimants and internal departments. In which category were you nominated and why do you think you won? I was nominated in the category of Best Female Em- ployee and became the Second Runner-up. I believe CLICK HERE FOR NEXT PAGE 6

Best Female Second Runner-up: Cape Town - Nono Mlahleki (Cont.) career growth to the next level. What would you say to motivate other RAF em- ployees to maximise their performance? Has the road to employee recognition been always easy for you? If not, what obstacles did you en- I would say to my colleagues, “It is important to know counter on the way? and understand the organisation’s strategic vision and even more important to understand how your Honestly, I would not say the road to recognition has role contributes to the overall strategy and objec- either been easy or not. I’m a self-motivated person; I tives of the organisation. Once this is clear to you, it self-affirm, and my motto is “To add-value in whichever becomes much easier to filter your understanding into space I land myself in’’. Being recognised as an em- your responsibilities.’’ In addition, I would also say, ployee has never been part of my agenda and I attri- “Treat your employment as if it is your own business. bute this to my current working environment. Working Be dedicated, be willing to take accountability, be a with people requires me to show up as a whole and as team player, go the extra mile for your colleagues and authentically as possible. As a leader in my own right, I be willing to learn and always seek for feedback op- recognise that your work will speak for itself. portunities to realign yourself.” CLICK HERE FOR NEXT PAGE 7

Best Female Employee First Runner-up: Cape Town − Natasha Basini counter on the way? Not at all. The new process of claims administration, more especially in the Origination Unit has not been easy. Moreover, having an additional responsibility of being a pre-assessment officer in addition to V and V Officer has and is still an uphill climb. What would you say to motivate other RAF employ- ees to maximise their performance? Natasha Basini Let’s always go beyond what is contained in the score- Best Female Employee First Runner-up: card. Individual growth can never be attained when one is stagnant Cape Town Receiving her Reward Certificate from Mr Ian Barriel, the ACHCO Please tell us briefly about yourself and your posi- tion in the RAF: what exactly do you do at work? I am a Verification and Validation (V and V) Officer in the Origination Unit. My key performance area is to vali- date claims by ensuring compliance with the RAF Act. I acknowledge compliance and raise objections. I am also responsible for the repudiation of non-compliant claims. In which category were you nominated and why do you think you won? I was nominated in the Best Female Category and became the First Runner-up. I won because I always go the extra mile and beyond what is required of me, and someone was appreciative of my efforts. Did you expect to win the award or it came as a surprise to you? The nomination came as a surprise. Being nominated meant my efforts were recognised. What does winning this award mean to you and for your career? It means that I am recognised for what I am/have been doing at the RAF. I regard it as a token of appreciation from RAF Management. It serves as a nod that I am on the right track. Finally, it provides motivation for me to put even more effort and dedication into my work. Has the road to employee recognition been always easy for you? If not, what obstacles did you en- CLICK HERE FOR NEXT PAGE 8

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Best male Employee First Runner-up: Menlyn − Rabelani Netshidzivhani Did you expect to win the award, or it came as a surprise to you? Yes, I believed I had a good chance although I knew the RAF has a great number of employees who are deserv- ing and are readily available to assist claimants in any way they can and practise professionalism in doing so. What does winning this award mean to you and for your career? It’s absolutely amazing! I’m ecstatic and lost for words. I intend to live up to the expectations this award de- mands. This definitely is one of the proudest achieve- ments for me. This nomination has opened my eyes to how much we can accomplish if we assist each other and may augur well for exciting opportunities within the RAF. Rabelani Netshidzivhani Has the road to employee recognition been always Best male Employee First Runner-up: easy for you? If not, what obstacles did you en- counter on the way? Menlyn Receiving his Reward Certificate from Ms Yes, and I believe my managers, Tebogo Tshaka (for- mer), Sello Moleleki (acting), and supervisor, Sipho Mpho Manyasha, the ACR&SO Ledwaba, and my RAF Mobile colleagues have always known that I put RAF claimants first and do so with Please tell us briefly about yourself and your posi- respect and professionalism. I must also state that our tion in the RAF: what exactly do you do at work? leaders are always there to help make it easier to get the job done. I am goal-driven and highly organised. I always take notes, and I use a series of tools to help me stay on What would you say to motivate other RAF employ- top of deadlines. I can almost find common ground with ees to maximise their performance? strangers and I like making people feel comfortable in my presence. This skill helps me when I engage with The main motivation should be seeing the claimants get our stakeholders. what is due to them. At the awards ceremony, the Act- ing COO, Ms Maria Rambauli, called this a press button I am currently working as an Officer: Mobile RAF for our claimants which we must always think of when (trained by the in-house Forensic Investigation Depart- the RAF presses the button for our salaries. Whenever ment), assessing and investigating merits and quantum, I close a file knowing the children and those left behind especially on Loss of Support claims. I also source due to a motor vehicle accident will be getting their information for other claims. dues, I sleep better at night and that’s my motivation. Recognition is also important for employees to work In which category were you nominated and why do harder, but the claimants should be our first motivation. you think you won? Best Male Employee Category (First Runner-up). I be- lieve I won because I always put others first. I practice the RAF Values of Respect, Compassion, Integrity, and work with Excellence when dealing with our claimants in order to assist them with all that is needed legally and that would help settle their claims. CLICK HERE FOR NEXT PAGE 10

Best Female Employee First Runner-up: Menlyn − Tatjana Bekker to be finalised. Maintaining accurate records of files finalised. Statistics − Keeping daily statistics of activities on work allocated and work to be assessed. Submitting daily and monthly statistics as required by Management. Keeping a record of statistics and attending to meetings regarding statistics and other matters. In which category were you nominated and why do you think you won? Tatjana Bekker Best Female Employee First Runner Up. Being highly Best Female Employee First Runner-up: productive, maintaining a high quality of work, always assisting with queries and problems and being very Menlyn consistent in my work made me stand out. Receiving her Reward Certificate from Ms Did you expect to win the award, or it came as a Mpho Manyasha, the ACR&SO surprise to you? On the left is Ms Sphiwe Mampa – Acting Se- It came as a huge surprise; I didn’t know that I had nior Manager: Support Services been nominated or would even think of being a runner- up. Please tell us briefly about yourself and your posi- tion in the RAF: what exactly do you do at work? What does winning this award mean to you and for your career? My name is Tatjana Bekker and I’m a File Closure Of- ficer in the Finalisation Unit. We have various tasks that It feels great to be appreciated and that someone we attend to which include the following: noticed the efforts that I’ve put in. I love my job and it is important to always give my best. Office administration – Checking and updating of in- formation on the files to correlate with the claim system Has the road to employee recognition been always in respect of claim numbers, link numbers, claimants’, easy for you? If not, what obstacles did you en- and attorneys’ details. Attending to queries, e.g., tele- counter on the way? phone enquiries and e-mails, then attaching the check- list of finalised files. No, it is not easy – there are many challenges in our job, e.g., reaching targets and delayed payment periods that make finalising files a real challenge. Assessment of Files − Checking files and ensuring What would you say to motivate other RAF employ- that capital, all costs and expert payments have been ees to maximise their performance? made. Checking all payments on the payment system, checking Claims View notes, the offer system, sum- Be compassionate, consistent, diligent, passionate, and mons register, court orders and the legal costs system truly motivated to give your best each and every day. for information relating to summons, settlement, and undertakings. Data Capturing and Finalisation − Updating Claims View notes once a file can be finalised or updating the status from “F/U” then compile a list of finalised files. Record-keeping − Maintaining accurate records of files CLICK HERE FOR NEXT PAGE 11

Best Male Employee Winner: Johannesburg − BHEKI KHUMALO burg Regional Office. My current duties entail assist- ing caregivers to receive their salaries, which is itself a very daunting task and very challenging. There are many documents required for submission in order for the caregivers to receive their salaries. I have to make sure that all these mandatory documents are submitted, and that each caregiver is officially registered. In which category were you nominated and why do you think you won? Bheki Khumalo The category in which I was nominated was Best Male Best Male Employee: Johannesburg Employee. I think I really deserved to be nominated and Receiving his Reward Certificate from to be the winner given my excellent skills seen by both colleagues and claimants and my hardworking abilities. Mr Khazamula Nkuna I always put in extra hours ensuring that any backlog Manager: Correspondence is cleared and that the caregivers get their salaries and those who submit their mandatory documents are Please tell us briefly about yourself and your posi- officially registered. I also do follow-ups on the caregiv- tion in the RAF: what exactly do you do at work? ers that have not submitted to find out the reasons for non-compliance and also send a spreadsheet to case My name is Sydney Bheki Khumalo, but I prefer to be managers advising them of the caregivers who need to called Bheki. Growing up I knew that I wanted to be submit their documents on a monthly basis. successful, and I knew you needed to work very hard to get there, whether you are running your own busi- I’m very passionate about my work and I always put the ness or working for an organisation as I do. Post-matric, caregiver in my shoes like they always ask us to do. I I used to have a part-time job in a fast-food restaurant also assist with colleagues’ submissions so that their while studying at the same time, which I did for four caregivers can be paid as well. I believe in teamwork years and played sports in between. and assisting one another because we all have one goal which is to assist claimants. On many occasions, In my experience working in the private sector, I learned I request a laptop from my line manager so that I can that there is no shortcut to being successful. So, I told take my work home to assist caregivers. I do follow-ups myself that I would work very hard. I was very dedi- with the team from Treasury. I am always at work to cated, and I knew performing my duties to the best of make sure that emails are attended to and managing my ability would produce a positive outcome. At my absenteeism is very important as well. previous employment, I learned to work with assisting clients and treating them with care, which I enjoyed. So, Living the Values of the RAF is very important and when I gained employment with my employer of choice, knowing what you were employed to do and doing it. the RAF, I was excited because I knew that I was still Nobody is perfect, but make sure you maximise what going to assist in helping claimants. In my current posi- you have. During the Level 5 lockdown, I was work- tion at the RAF, I am a Junior Officer at the Johannes- ing on a full-time basis and finishing very late at night to make sure most or even all the caregivers were paid, and I did this without any complaints. In addition, teamwork and cooperation with claimants have played a huge role to get my work recognised. Did you expect to win the award, or it came as a surprise to you? IIt came as a huge surprise! I would really like to thank the team who put my name forward, I didn’t even know that I was nominated. Many of my colleagues always CLICK HERE FOR NEXT PAGE Continues to the next page 12

Best Male Employee Winner: Johannesburg − BHEKI KHUMALO (Cont.) tell me that I put my work first and this will cause my Some of the claimants have written thank-you emails marriage to fail. In response, I tell them I’m here to to me and that encouraged me to do more, hence the work and personal matters will come after. So, to an- recognition from the employer. swer this question, no, I didn’t expect to win because there are many colleagues at the RAF who work very I feel that it was a great personal triumph to be nomi- hard and are dedicated to their work, especially those I nated as the Best Male Employee and I, therefore, feel was nominated with. very privileged. Besides, I know the Fund has the best employees who are very dedicated to serving the pub- What does winning this award mean to you and for lic with integrity. I am very grateful to be part of those your career? who made it. Of course, there were obstacles because I was competing with the entire region, which I took as Winning this award means a lot to me and it provides a challenge. motivation for me to do much better and to go the extra mile to offer a service to claimants. What would you say to motivate other RAF em- ployees to maximise their performance? Has the road to employee recognition been always easy for you? If not, what obstacles did you en- I would say to colleagues that they should try to go counter on the way? the extra mile and be passionate when doing their work. Also, they should not expect everything to hap- The thing with me is that I do not expect any extra rec- pen overnight. They should show dedication and use ognition for performing my duties that I’m paid for, but the little resources they have to their best advantage. I will accept this recognition with open arms because it Communication with internal and external stakeholders motivates me to do more. I know that the employer is is key. Finally, they should manage their time very well, watching those who go the extra mile and those who keep up to date with their records and keep track of don’t. A happy employee equates to more production. what needs their attention. CLICK HERE FOR NEXT PAGE 13

Best Female Employee First Runner-up: Eco Glades − Lesego Matshaba won because I am very passionate about the work that I do. I work very hard to not only meet the targets set in my KPIs but also to exceed them. I have formed good relationships with internal stakeholders, and I do not limit myself to the work I was employed to do. Lesego Matshaba In addition, I also think that it’s because of my Senior Best Female Employee First Runner-up: Manager: Social and Digital Media, Ms Bridget Peega, as well as my colleagues in the unit. Bridget is an Eco Glades amazing leader who pushes us to be innovative and Recieving her Reward Certificate from creative in our work on a day-to-day basis. She always encourages us to think outside the box and not to ap- Mr Malose Mongwe proach our work in a linear way. It is difficult to engage GM: Programme Management Office online audiences on government services and we have to find new and interactive ways to do so. She also Please tell us briefly about yourself and your posi- encourages us to embody the #ICARE Values and give tion in the RAF: what exactly do you do at work? more than 100% in each and everything we do. I am a Social and Digital Media (SDM) Officer at the She sees value in the work we do and our role here at RAF and have been working for the organisation since the Fund and encourages us to believe in ourselves. I September 2017. I have a background in journalism, don’t think I recognised the potential I had within my- media liaison, TV and promotion scheduling and co- self to be excellent in what I do before I was under her ordinating new media projects. I have qualifications in leadership. So now my thinking is always, “What is Journalism and Digital Marketing. the best way I can accomplish this task? What has not been done before in my space that I can do within this My role at the RAF includes developing and imple- scope of work?” And the difference is now I believe I menting the SDM Strategy, engaging in dialogue and can do it, no matter how big or daunting the task may monitoring queries on all RAF social and digital media be because I have a leader who believes in me and a platforms − these include the RAF intranet, website, team that works so well and seamlessly together. I don’t Facebook, Twitter, Instagram, LinkedIn, and YouTube think I could’ve done it without a great team such as my platforms. I also develop, implement, and monitor social colleagues in SDM. media campaigns that are meant to create awareness about the RAF as a business and government organ- Did you expect to win the award, or it came as a isation, online crisis management and security manage- surprise to you? ment. We also provide support during internal (some) and external events in the form of live coverage which It definitely came as a big shock to even be nominated! includes creating copy, photography, videography, and I was previously nominated and have won in this cat- live posts across RAF social and digital media platforms egory before, so I didn’t even expect to be nominated among other things. again. In which category were you nominated and why do What does winning this award mean to you and for you think you won? your career? I was nominated in the Best Female category. I think I It means a lot to me and the aspirations I have for my career which include not only to grow and be seen as a leader within the social and digital marketing space but also to grow within the Fund and have new doors of opportunity. Continues to the next page CLICK HERE FOR NEXT PAGE 14

Best Female Employee First Runner-up: Eco Glades − Lesego Matshaba (Cont.) Has the road to employee recognition been always What would you say to motivate other RAF employ- easy for you? If not, what obstacles did you en- ees to maximise their performance? counter on the way? Have a look at your performance contract and KPIs and So, the challenge that I feel we face as a unit is con- ask yourself what it is you can do to exceed expecta- vincing stakeholders to take what we do more seriously tions; I do not look at my job and be satisfied with just and receive better support with some of the projects we meeting my targets. Aim for excellence in everything want to embark on. I think we saw the importance of you do, truly internalise, and aim to embody the RAF having an online presence during lockdown: our social Values and it will impact the output of your work. Look and digital media platforms were one of the primary at the relationships you have with your team, line man- sources of communication with our claimants. Each and ager and the stakeholders that you work directly and in- every important announcement regarding the Fund and directly with. In addition, look at what needs to improve the measures we were taking to serve claimants dur- and aim to do that because we cannot achieve anything ing lockdown were almost all exclusively announced on by working in silos. RAF social and digital media platforms. So, you see, we are not playing on Facebook, lol! Otherwise, there are many excellent employees at the RAF who just need to believe in themselves and let their work speak for itself. CLICK HERE FOR NEXT PAGE 15

Best Manager First Runner-up: Eco Glades − Mpho Makgatho • Conducting monthly audit findings follow-ups, to assess whether Management has implemented ac- tion plans on the gaps identified. • Establishing standards of performance, and by review, determine that performance meets the standards, conducting staff performance evalua- tions, coaching and on-the-job training on an ongo- ing basis. In which category were you nominated and why do you think you won? I was nominated in the Best Manager Category. I think the leadership, soft skills, project management and stakeholder management skills that I possess formed part of the nomination motivation, which enabled the panel to make a decision. Did you expect to win the award, or it came as a surprise to you? Mpho Makgatho When I received an email indicating that I was a nomi- Best Manager First Runner-up nee in the RAF Awards, I was really surprised. The Receiving her Reward Certificate from category in which I was nominated was not indicated up until the day of the awards. I must say the nomination Ms June Cornelius on its own was big enough for me and I was humbled, Executive: Corporate Secretariat and this has made me realise that somewhere, some- how, I have done well. Please tell us briefly about yourself and your posi- tion in the RAF: what exactly do you do at work? I’m the Manager: Internal Audit and have been in this role since 1 August 2010. Briefly, my role entails the following key performance areas: • Identifying areas subject to the audit coverage plan, evaluating their significance, and assessing the degree of risk inherent in that environment. • Planning, assigning and supervising the activities and work of the Internal Audit Team; developing and maintaining productive client and staff relation- ships. • Developing procedures, schedules, priorities, and programmes for achieving audit objectives and goals. • Project management to ensure that the audit plan is efficiently and effectively executed, set deadlines are met and quality audit reports are produced with recommendations that add value, ensuring maxi- mum output in the audit area under review. CLICK HERE FOR NEXT PAGE Continues to the next page 16

Best Manager First Runner-up: Eco Glades − Mpho Makgatho (Cont.) What does winning this award mean to you and for Audit Chief Executive to act in that position. This role your career? was accompanied by the added responsibility of ensur- ing that the Internal Audit Department delivered on its This win has reignited the passion that I have, which in- mandate and objectives. This was achieved through dicates that I can still do more in the Audit environment the unity of the Internal Audit Team in ensuring that the and to the RAF as a whole. Internal Audit Department’s bar was raised high. Has the road to employee recognition been always What would you say to motivate other RAF employ- easy for you? If not, what obstacles did you en- ees to maximise their performance? counter on the way? My motivation to colleagues will be around these fac- Over the years I have been recognised, to name a few tors: by the Offices of the Chief Operations Officer, Chief • Focus Human Capital Officer, and Chief Financial Officer, • Determination especially in the role that I play in the monthly audit • Time management findings follow-up process. • Communication • Leadership qualities In 2015-2016 the Senior Internal Audit Manager posi- • Embracing the Values of the organisation tion became vacant. I was recognised by the erstwhile CLICK HERE FOR NEXT PAGE 17

Best Manager Second Runner-up: Eco Glades – Hlami Mathye drive the achievement of certain communication objec- tives with the overall organisational strategy always being the compass and the barometer to all our com- munication objectives. In which category were you nominated and why do you think you won? It was an honour for me to have been nominated for the regional award for the Best Manager role. I suspect I might have won because the judges might have got scared that there won’t be branding in future employee award events. That’s just on a lighter note! On a serious note, I believe that the whole idea of em- ployee recognition is to create a platform and appreci- ate the spirit of excellence amongst RAF’s talent (staff). So, from the case presented before them, I believe that the panel could recognise a bit of excellence there. Did you expect to win the award, or it came as a surprise to you? Hlami Mathye Being the bubbly personality that I am, when my name Best Manager Second Runner-up was called up by the announcer, I was still getting ready Receiving her Reward Certificate from to ululate for the person who I thought was being called up next since I was the self-appointed cheerleader of Ms June Cornelius the moment. So, I clearly was caught off guard when I Executive: Corporate Secretariat eventually recognised my name. Please tell us briefly about yourself and your posi- tion in the RAF: what exactly do you do at work? I am a proud RAFzin who has had the privilege to be Continues to the next page the custodian of the RAF brand for over a decade together with my team. As the Senior Manager: Mar- 18 keting of the RAF, I am responsible for positioning the RAF brand positively in the minds of the public through various marketing efforts and brand-building initiatives. For us to deploy an impactful Marketing Strategy in the market, we depend on institutional data as well as market intelligence. We take the market research and derive insight that then gets translated into our Com- munications Strategy. Research insight informs all our communication efforts, as such we work closely with the teams from Operations, regional teams, and the Actuarial Services team to gather institutional data from which we derive insights that translates into vari- ous marketing drives and marketing campaigns. We deploy 360-degree marketing campaigns seeking to CLICK HERE FOR NEXT PAGE

Best Manager Second Runner-up: Eco Glades – Hlami Mathye (Cont.) What does winning this award mean to you and for ling can ever be easy! Work is fulfilling because each your career? day presents itself with different challenges which I deem to be opportunities for one to stretch themselves Winning for me means a win for my team. One can and grow! In the journey of tackling each challenge, one never be a great leader without being surrounded by a is met up equally by both applauses as well as con- great team. structive criticism. I see both as forms of recognition. The one says, “Carry on, you are doing great!” whilst It is truly an encouraging gesture to know that one’s the other says, “You can take things up a notch!”, just contribution to the RAFzin family is valued, more so at as somewhat of a nod to pursue excellence! this juncture of our transformation journey as we have been navigating uncharted territory. We can all appreci- What would you say to motivate other RAF employ- ate the fact that it has not been an easy run, so it was ees to maximise their performance? a much-needed psychological boost to stay the course and to continue to give it my all! We happen to be working for the Fund at an exciting time wherein we get an opportunity to right the wrongs What this means for my career is the sobering and of the past. It’s not a time for us to be despondent due exciting realisation that a transforming organisation to the discomforts that come with change and rebuild- always presents endless possibilities where one can re- ing, it’s a time to stand up and be counted as a force invent themselves, so this recognition gesture has also that turned things around for the better. Let’s seize this been a nudge to say, “Let’s take things up a notch!” opportunity and see it for what it is, an urgent call for all of us to become heroes for many of our claimants. We Has the road to employee recognition been always have an opportunity here to do right by them in pursuit easy for you? If not, what obstacles did you en- of better and helping them rebuild their lives, most of counter on the way? whom will not have the opportunity to do so without us. The idea of being someone’s superhero is always ap- I cannot bring myself to think that any road worth travel- pealing! CLICK HERE FOR NEXT PAGE 19

RAF Hosts Round-table Discussion with Its Stakeholders by Thabang Mahlatsi The notions of transparency and accountability were further bolstered by the attendance of the RAF’s CEO, Mr Collins Letsoalo, along with the Fund’s Board Mem- bers. The Fund’s leadership sat in and participated in discussions around a wide range of issues, amongst others, the RAF 2020-2025 Strategic Plan, Operating Model and others to address issues of concern and to solicit feedback. On Tuesday, 01 March 2022, the Road Accident Fund hosted a round-table discussion with a wide range of its stakeholders at Premier Hotel in Mid- rand. This engagement was aimed at discussing a wide range of issues. For the RAF, this engagement with stakeholders is part Some of the topics discussed included: of reaching out to its stakeholders’ network. The main objective is to address issues raised by stakeholders, • The importance of an internal mediation model facilitate collaboration between the RAF and its stake- as a dispute resolution mechanism for the RAF holders, improve service delivery and ultimately achieve (Led by Dr Herman Edeling of the South African the RAF’s strategic objectiives. Medico-Legal Association (SAMLA).) As an organisation whose transformation journey is • High medical costs and the benefits of medical well underway, such platforms enable the Fund to give tariffs to the RAF (Led by Dr Katlego Mothudi, stakeholders a glimpse into what the RAF of the future CEO of the Board of Healthcare Funders.) is envisaged to be − a transparent and accountable entity which cares for its claimants and stakeholders. • Pre-trial mediation as a dispute resolution on RAF court matters (Led by Judge President Legodi of the Mpumalanga Division of the High Courts.) • The Legal Practice Council (LPC) and its mem- bers’ role in the RAF value chain, (Led by Mr Busani Mabunda − LPC Committee Chairperson.) CLICK HERE FOR NEXT PAGE Thabang Mahlatsi is a Specialist: Internal 20 Communications, based in Eco Glades.

Values Entrenchment Drive: Profiling Ethics Ambassadors by Letticia Pinkoane In this week’s edition of the Highlights, we bring I do believe the message goes across and I am glad you the third instalment of our ethics ambassador that misconduct both internally and externally is com- profiles featured as part of the RAF Values En- municated to staff as well. trenchment Drive. 3. Generally, how do you see the RAF Values being Let’s find out below who our next ambassador is and received and adopted within the organisation and what she stands for. your peers? The Values are well received within the organisation even though some colleagues seem to ignore or are not aware of some of the ethically correct practices. 4. Which behaviours are important and required in your role to support others to live up to the RAF Values? To be transparent; ethically honour my commitments; be accountable and responsible for my actions; support and care for others as well as respect both internal and external stakeholders. 5. Do you see your colleagues’ behaviour changing towards adopting and living the RAF Values? Yes, it is changing, even though in some instances there are some behaviours that need to be corrected now and then. Dikeledi Choco Senior Officer: Hospital Case Management Mahikeng 1. How do the RAF Values motivate you when con- ducting your day-to-day activities and engaging with claimants and/or colleagues? The Values motivate me to be fair and communicate honestly with claimants as well as show that I care. They remind me that I am responsible to offer the best assistance possible. 2. The RAF Values have been communicated on a regular and frequent basis; do you think that em- ployees do get the message, and if not, what do you think can be done better? CLICK HERE FOR NEXT PAGE Letticia Pinkoane is a Manager: Change Management, 21 based in Eco Glades.

RAF PRESENTS A Category at SOUTH AFRICAN CSI LEGACY AWARDS by Noluthando Mvabaza and Benedict Kola The RAF’s Corporate Social Responsibility (CSR) The RAF takes its corporate social responsibilities seri- Team and Marketing Team were among the attend- ously and it is always involved in initiatives where it can ees of the inaugural South African CSI (Corporate make a huge difference in communities. As a proud and Social Investment) Legacy Awards on 24 February responsible corporate citizen, our CSR programmes 2022, held at The Venue, Summit Place, Pretoria. seek to make a sustainable contribution and create The CSR Unit was invited to be among the category meaningful participation for all vulnerable groups. This presenters at the awards and the Marketing Team complements the RAF’s primary responsibility of allevi- was in attendance to promote the Fund’s brand. ating the suffering of those affected by the negligence on our roads. Participation in this awards ceremony was a strategic initiative for the RAF’s CSR efforts as we continue to pursue our newly adopted Values of Integrity, Compas- sion, Accountability, Respect, and Excellence. Noluthando Mvabaza, RAF CSR Manager, presenting one RAF’s Marketing and CSR teams at the CSI Legacy of the awards category. award. The South African CSI Legacy Awards are an initiative The RAF wishes to congratulate all the winners of the of the Corporate Social Responsibility News South Af- day! rica (CSRNEWSSA), South Africa’s leading Corporate Social Responsibility news, media and publishing firm. Noluthando Mvabaza is a Manager: Corporate Social 22 They aim to highlight the importance of CSR in our so- Responsibility, based in Eco Glades ciety whilst celebrating individuals and corporations that do their part in solving society’s social and economic Benedict Kola is a Promotions and Activations challenges. Coordinator based in Eco Glades CLICK HERE FOR NEXT PAGE



GETTING TO KNOW THE REGISTRY: ARTICLE 4 by Vanessa Mathope Vanessa Mathope: Registration Officer NARSSA (2007:vi) describes these systems as filing Menlyn systems adopted by organisations to identify, classify and arrange business records according to systematic The National Archives and Records Service of categories such as a File Plan. According to section South Africa (NARSSA) Policy Manual of (2007:15) 13(2)(b)(i) of the National Archives and Records Ser- reads: “RECORDS CLASSIFICATION SYSTEMS vice of South Africa Act,1996, the National Archivist FOR PUBLIC RECORDS” then continues to say that shall determine the records classification systems to be “records that are correctly arranged and stored are applied by governmental bodies. easily accessible and facilitate transparency and accountability that are the cornerstones of democ- What do records classification systems do and why racy.” Furthermore, NARSSA (2007:15) articulates are they significant in this feature? that in accordance with section 13(2)(b)(i) of the National Archives and Records Service of South Af- Records classification systems provide a way of hav- rica Act, (Act No 43 of 1996), the National Archivist ing intellectual control over all the records of a body shall determine the records classification systems (NARSSA 2007:15). How? You may ask. They provide to be applied by governmental bodies. This means a means of knowing what records exist and where that the record-keeping business units (Correspon- they are kept (NARSSA 2007:15). The governing body dence and Documents Management Services as emphasises that intellectual control is provided in the well as Records Management in Head Ofice) are File Plan and the schedule of records other than corre- the main characters in this records classification spondence systems where individual records are either systems story. The National Archivist speaks to the listed according to a hierarchical subject structure in the records manager and since Correspondence and case of the File Plan or according to a document type in Document Management Services units are en- the case of the schedule (NARSSA 2007:15). trusted with records management functions in the Records classification systems facilitate the retrieval of regional offices, they have a binding relationship records to enable bodies to provide efficient services with the records manager based on the nature of to the public (NARSSA 2007:15). Furthermore, well- their work. organised records: What are records classification systems? • Enable an organisation to find the right information easily and comprehensively to comply with the re- quirements of the Public Finance Management Act 1999, the Promotion of Access to Information Act 2000 and the Promotion of Administrative Justice Act 2000; • • Enable an organisation to perform its functions suc- cessfully and efficiently; and • • Support the business, legal and accountability re- quirements of an organisation (NARSSA 2007:15). The Road Accident Fund’s records classification system The RAF has an approved File Plan. In case you are wondering how I know this, please look at the 2015/2016 Annual Report on page 125. NARSSA (2007: iv) and the RAF’s Records Management Policy (RAF 2021:4) define a File Plan as a pre-determined classification plan by which records are filed and/or electronically indexed to facilitate the efficient retrieval and disposal of records. Out of all the reports I have CLICK HERE FOR NEXT PAGE Continues to the next page... 24

GETTING TO KNOW THE REGISTRY: ARTICLE 4 (Cont.) Africa this is a language that we should all be speaking. This is to ensure that all records that are received or created throughout these institutions’ claim processing activities are filed uniformly. However, this is not hap- pening as it should. Hence this article. reviewed, the 2015/2016 Annual Report is important to Remember, adequate records management practices me because it was the first time that the organisation are a product of a collaborative effort between all em- included information relating to records management. ployees of an organisation (NARSSA 2007:45). There- According to this annual report, the organisation’s ap- fore, if the File Plan is used by one office and not all of proved File Plan was evaluated (RAF 2016:125) by us (RAFzins), then we are not complying with section the National Archivist, I assume. This is in conformity 13(2)(b)(i) of the NARSSA Act and section 7 of our Re- with section 13(2)(b)(i) of the NARSSA Act since the cords Management Policy. This is a problem because National Archivist determines the records classifica- it results in our records lacking authenticity, reliability, tion systems to be applied by governmental bodies usability, and not having integrity. NARSSA (2007:52) such as the RAF. My assumption could be accurate and ISO 15489-1 (2016:4) argue that regardless of the because in its business report, ICT announced that number of times that records are used they must re- the institution’s File Plan that was developed internally, main authentic, reliable, usable, and have integrity. The and which was approved by NARSSA, was praised as RAF must be aware of how significant it is to maintain the “best written” upon review by the National Archivist these characteristics because there is a registry in all (RAF2016:127). The details were very sketchy. Hence, offices that the organisation has countrywide, including I am filling the gaps with assumptions. its Head Office in Centurion (RAF 2019:270). Records management in Head Office, as well as Correspon- Anyway, from the above information we know that the dence and Document Management Services in the RAF’s approved classification system is a File Plan regional offices, exist to maintain these characteristics. based on the 2015/2016 Annual Report. According to the RAF’s Records Management Policy a File Plan is There are twelve business units in the RAF’s Pretoria a pre-determined subject classification plan, by which Office, classified into two pillars − Claims Operations records are filed and/ or electronically indexed to facili- and Support Services (Road Accident Fund Intranet tate the efficient retrieval and disposal of records (RAF 2020). Within Claims Operations there is Origination, 2021:4). This means that regardless of whether records Direct Claims, Determination, Litigation, Post-claims are paper-based or electronic, they should be filed ac- Settlement, and Quality Assurance, while Support Ser- cording to the RAF’s approved File Plan. According to vices consist of Marketing and Communication, Human the Management Directive that was issued to inform Capital, Facilities Management, Finance, Correspon- the RAF employees of the Records Management Policy dence, and Document Management Services and ICT to be used when creating, managing, storing, and Operations (Road Accident Fund Intranet 2020). There- disposing of records, a File Plan has been implemented fore, because the File Plan has not been “fully imple- in the organisation because the directive had a file plan mented” (it is not in use) in this office, and others don’t reference number 1/7/5/P/15. To most of us (myself even know what it is, the registry in this region does not included, at registration we speak link and claim num- have central control of the records. Remember, records bers), these are just numbers but in the office of the management is simply knowing what you have, where records manager, in Correspondence and Document you have it and how long you should keep it. Please Management Services from all regional offices, ICT and read the NARSSA and the RAF’s Records Management the National Archives and Records Service of South Policy’s definition of the File Plan again so that you can understand what I am saying about having central control of records. For ease of reference, regardless of where the record may be in the organisation, THE CLICK HERE FOR NEXT PAGE Continues to the next page... 25

GETTING TO KNOW THE REGISTRY: ARTICLE 4 (Cont.) CHAIN OF CUSTODY REMAINS WITH THE REGIS- (NARSSA 2007:8). Section 13(2)(b)(ii) and 13(2)(b)(iii) TRY, known to us (RAFzins) as Correspondence and of the NARSSA Act (Act No. 43 of 1996) provides for Documents Management Services. the National Archivist to determine the conditions for the electronic reproduction of records and the conditions for The Standard Operating Procedure (SOP) that ac- the management of these electronic records systems. companied the Records Management Policy when the This means even ICT subscribes to the File Plan and directive was published also says that the File Plan has that means records, regardless of their format, belong been implemented across the board in the RAF. The to the registry. Therefore, Correspondence and Docu- SOP in section 4 speaks so much of the File Plan from ments Management Services units are custodians of all page 3 throughout the entire document. I like section paper-based and electronic records created, received 4.1(a) which says, “The current RAF File Plan is ap- and maintained in the regional offices. This confirms my proved, therefore only amendments will be considered theory from Article 1 that ICT, the records manager’s in this process”. Please read it again. If you still don’t office as well as Correspondence and Document Man- get it, this means that we (RAFzins) should all be fil- agement Services need to be working together to en- ing according to the approved File Plan regardless of sure that the RAF’s records are adequately managed. whether you are in Correspondence or Finalisation. However, this does not happen as it should because of Then section 4.2 (a) says, “File Plan and highlighting a language barrier. ICT speaks of indexing, the records the “zero tolerance” approach to non-compliance with manager’s office speaks File Plan, Correspondence the File Plan”. seldom speaks, all the other business units speak clas- sification languages which make sense to them but the On page 5 of the RAF’s Records Management Policy, reality is we should all be speaking records manage- the No.3 Policy Statement reads: “In recognition of the ment because the policy, the SOP and the directive say value of proper Records Management within the RAF so. The approved File Plan is not optional but compul- towards accountability, good governance and transpar- sory. ency, this policy exists to protect and govern the man- ner in which records are managed and utilised from The 2015/2016 financial year marked the end of the creation to disposal. This policy will enable the RAF to first year of the “e-Enablement Plan.” Remember I achieve information accessibility, business enhance- sarcastically name-dropped the e-Enablement Plan ment and improvement. This policy will also assist the in one of the previous articles, it will become clearer RAF to meet its obligations for accountability while why as we proceed. As a records management profes- ensuring that it protects its rights and interests and sional, who understands records management and its those of its employees, stakeholders and the public. significance in corporate governance and compliance, All records created and received by the RAF must be I am not pleased that records management has only managed in accordance with the Records Manage- been allocated a sentence or paragraph in the previous ment principles contained in Section 13 of the National annual reports while ICT had many pages since 2002 Archives and Records Service of South Africa Act, (Act with the same script, throughout the examined annual No 43 of 1996). The RAF’s Electronic Records must be reports, it was clear that the RAF sought a single plat- managed according to the principles promoted by the form for claims management (RAF 2010:70). According National Archives and Records Service” (RAF 2021:5). to the annual reports, the RAF resorted to technology This simply means that electronic records are subject with the hope of eliminating the institution’s dependency to the same requirements provided in the NARSSA on paper, streamlining business processes, reducing Act (Act No. 43 of 1996) that apply to other records organisational risk, optimising productivity, and improv- ing service delivery (RAF 2019:143-149; 2018:123-128; CLICK HERE FOR NEXT PAGE 2016:124-127). However, this has not happened be- cause recent annual reports demonstrate that this in- stitution’s operations are still largely paper-based (RAF 2020:127; 2019:143-149; 2018:123-128; 2017:124- 127). The RAF is a record-driven institution. Please bear this in mind as you wait for next Friday’s article. Sources: references used in this article is available on request. The list of Vanessa MatbhaospeedisInaMReengliysntration Officer 26

Managing change In today’s rapidly changing world we all have to deal with, and manage, change in our lives. Change is a reality in all areas of our lives – at a personal, family, social, and professional level. Are you ready for change? It is one thing to want to achieve something Are you handling change well? but a totally different matter as to whether you are ready to set about achieving it. The If you are beginning to feel overwhelmed by road to change has several phases to it, and a lot of changes around you it may be time here we examine each one. to turn to a professional counsellor for help. PHASE 1: Pre-contemplation Some signs that may indicate you need to You know you need to change something in see an expert include: your life but you have plenty of excuses. • Your emotions are getting out of control PHASE 2: Contemplation You may start crying for no clear reason, fly You have experienced a ‘light-bulb moment’ into a fit of rage, or you may feel depressed, when you realised you must do something lonely, or full of despair. about your situation. • Your everyday routine may be affected PHASE 3: Preparation You may be eating more or less than usual, You are more active in exploring your perhaps you have difficulty concentrating options and are seeking out others who are during the day, or you may even experience on similar journeys. memory loss. PHASE 4: Action • Your relationships may be suffering You are actively employing strategies for You may have withdrawn from life or don’t change and making it a priority. feel like being with anyone else, or perhaps PHASE 5: Maintenance you are taking your frustrations out on You have achieved your goals and have those around you. replaced your negative thoughts with • Your sleeping patterns have changed positive ones. You may find it hard to sleep, or you might PHASE 6: Transformation sleep more than usual, or even try to stay You have made positive changes to your life in bed to avoid the rigours of everyday life. and are proud of your achievements. Millions of people seek counselling help There is no set amount of time that each every year for a range of differing problems. phase lasts for. What matters is that you The important thing is to seek help when just progress from one phase to another. you need it. Copyright HealthInSite - www.healthinsite.net Healthy lifestyle CLICK HERE FOR NEXT PAGE Continues to the next page 27

Tips to cope with change No matter who we are, we all are subject to changes and challenges in our lives. During traumatic, difficult, or trying times there are many simple things you can do to help you to cope. • Positive self-talk Using some positive self-talk can be useful as well as focussing on your strengths and the things you feel confident about. • Look after your physical health Ensure you eat a well-balanced diet, get 7 to 8 hours sleep a night, and some moderate exercise on most days. Avoid over-indulging in alcohol, caffeine, and smoking. • Get organised If you are dealing with numerous changes, it can help to get organised by creating timetables and schedules and doing tasks in advance where possible. • Take time out Make sure you schedule time for you to do whatever relaxes and re-charges you. • Talk to someone Sometimes having someone else to talk to can help you get perspective or find a solution, so seek out a trusted friend, family member, or colleague. • Seek help This may be as simple as asking family members or friends to help out with household chores. Copyright HealthInSite - www.healthinsite.net Healthy lifestyle CLICK HERE FOR NEXT PAGE 28

Implementing the RAF People with Disabilities Strategy by Letticia Pinkoane When business accommodates and welcomes dis- ability within the workplace, we can achieve the following benefits: Increase the number of suitable candidates. Many studies have shown that disabled employees are even more reliable than those with no impairments. Increase employee diversity and inclusivity in our business environment. South Africa has developed relevant legislation to Boost productivity and creativity levels. All employ- overcome the barriers that people with disabilities ees work together to achieve one set goal. So, a much face in the labour force, yet there remain practi- more diverse work culture can boost productivity levels cal issues relating to the implementation of these through using a wider variety of talents. Employees policies. The RAF People with Disabilities (PWD) learn from one another using different strengths and Strategy is aimed at ensuring that there’s inclusiv- experiences, meaning that fresh ideas are brought to ity for people living with disabilities within the RAF the table and performance can be improved. Creativity and to further convey information and improve is also a major factor of a diverse work environment in knowledge on disability management. It is through which those with different viewpoints and perspectives this strategy that the organisation will drive equal can understand issues in a different light – meaning opportunities through employing PWD in various that problems can be solved at a quicker pace and positions where every candidate will be given the decision-making is facilitated. opportunity to fulfil their job role regardless of a disability or impediment. Finally, the PWD Strategy Implementation is aimed at working towards an inclusive organisational culture by removing barriers through reasonable accommodation and education programmes which will positively impact PWDs’ future opportunities for integration. References: By employing PWD, the RAF further promotes equality • South Africa. Employment Equity Act 55 of 1998. Pretoria. and diversity in the workplace, in the sense that any Government printers, 1998. 9. Gida, P. and Ortlepp, K. Em- applicant or employee will be given a fair opportunity ployment of People with Disabilities: Implications for Human to carry out their job and get treated in a fair manner. resource management practices. Acta Commercii, 2007; 135- The cost of hiring a disabled employee doesn’t have to 150. 10. be high. Reasonable alterations may have to be made for disabled employees to go about their tasks without • Alexander, M and Morgan, R. The Employers Perception: any struggle, for example, adapting the premises of Employment of Individuals with Developmental Disabilities. the workplace and adapting equipment for those with Journal of Vocational Rehabilitation, 2005; 23(1):39-49. physical impediments. • South African Journal of Occupational Therapy On-line version CLICK HERE FOR NEXT PAGE ISSN 2310-3833 Print version ISSN 0038-2337 vol.41 n.1 Pretoria 2011 Letticia Pinkoane is a Manager: Change Management, 29 based in Eco Glades.

People with Disabilities Strategy FAQs by Letticia Pinkoane • To promote and facilitate accessible recruitment and retention strategies for PWD within the RAF. • To promote a safe and healthy work environment to all current and prospective PWD in the RAF; and • To develop and implement reasonable accommo- dation policies and guidelines to address disability needs for the workplace in the RAF. 4. How are intellectual disabilities defined in the workplace? 1. What is the definition of a disability in the work- • Intellectual disability is a term used when there place? are limits to a person’s ability to learn at an ex- pected level and function in their daily life. The Code of Good Practice on the employment of People with Disabilities (PWD) defines people with dis- • A person with an intellectual disability may have abilities as those who: significant limitations in the skills needed to live and work in the community, including difficulties • Have a physical, psychosocial, intellectual, neuro- with communication, self-care, social skills, safety, logical and/or sensory impairment which is long- and self-direction and therefore it will be difficult term or recurring, and to consider people with intellectual disabilities because of the nature of the work at the RAF. • Substantially limits their prospects of entry into or advancement in employment. • The common types of intellectual disabilities include autism, Down syndrome, Fragile X syn- 2. How is the South African White Paper aligned drome, Foetal alcohol syndrome, and Prader-Willi with the RAF PWD Strategy implementation? syndrome. • The definition of disability in the PWD Strategy is • Intellectual disability is the impairment of cognitive aligned with the South African White Paper and the World Health Organization provides an overall Continues to the next page... 30 definition that is applied to the RAF. The term ‘dis- ability’ is defined as “an umbrella term, covering impairments, activity limitations and participation restrictions – thus a condition that makes it diffi- cult for a person to do certain activities or interact with the world around them”. 3. What is the RAF’s imperative desire for imple- menting the PWD Strategy? The RAF PWD Strategy aims to achieve the following • To promote awareness, understanding and ac- ceptance of the needs of PWD amongst the employees of the RAF: • To ensure employment inclusion of PWD within the RAF. CLICK HERE FOR NEXT PAGE

People with Disabilities Strategy FAQs (CONT.) functioning, characterised by having an IQ of less enable a person from a designated group to have real than 70, given the average IQ is 100. sonable access to or participate or advance in em- ployment.” 5. How is mental health classified as part of PWD? In addition to the above, the Code of Good Practice Employees are considered as PWD if they: on Employment of Persons with Disabilities indicates that Reasonable Accommodation includes, but is not • Have a physical or mental impairment. limited to: • Which is long-term or recurring; and • Which substantially limits their prospects of entry • Adapting existing facilities to make them acces- sible; into, or advancement in employment. • Adapting existing equipment or acquiring new Mental illnesses that can be covered by Social Securi- equipment including computer hardware and ty disability include depression, anxiety and anxiety-re- software; lated disorders, autism, Attention-Deficit/Hyperactivity Disorder (ADHD), learning disabilities and intellectual • Re-organising work stations; disabilities. • Changing training and assessment materials 6. What is reasonable accommodation? and systems; • Restructuring jobs so that non-essential func- Section 1 of the Employment Equity Act defines reasonable accommodation as “any modification or tions are re-assigned; adjustment to a job or a working environment that will • Adjusting working time and leave; and/or • Providing specialised supervision, training, and support. CLICK HERE FOR NEXT PAGE Letticia Pinkoane is a Manager: Change Management, 31 based in Eco Glades.

World Salt Awareness Week by Thabang Mahlatsi World Salt Awareness Week is marked on 11 - 17 en and on average have higher blood pressure than women March. The awareness is to educate members of particularly at a younger age. They are also less likely to the public that salt can damage their health and it is have their blood pressure measured, to take action to reduc linked to serious health conditions such as stroke it when it is raised or to take blood pressure lowering drugs. and heart failure. There is also increasing research supporting links between our current high salt diets This year’s World Salt Awareness Week focuses on asking and the onset of stomach cancer, osteoporosis, individuals to shake their salt habit, so that we can all live obesity, kidney stones and kidney disease. longer, healthier lives. The World Health Organization (WHO recommends that adults consume less than 5 g (just under We consume salt through the foods we eat or by add- a teaspoon) of salt per day. Alternatively, RAFzins can take ing it ourselves (discretionary salt use). While we can control of their salt intake by reading the label to see how control the latter source, unfortunately we have no much salt the item contains per 100 grams. Use less salt, control how much salt is in the foods we buy either in add less salt to your food at the table, and rather than us- the supermarket or dining out of home. ing salt to flavour your food when cooking, try using herbs, spices, garlic or lemon juice instead. Avoid processed and The research shows that men eat more salt than wom- prepared foods and eat more whole foods. CLICK HERE FOR NEXT PAGE Thabang Mahlatsi is a Specialist: Internal 32 Communications, based in Eco Glades.



THE FUN PAGE Today let’s take a look at the funny side of stakeholder engagement. We hope you enjoy it! 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]