Servest Group

Contingency Planning

noreply@blogger.com (Tarnia Roots SA) — Fri, 21 Oct 2011 07:00:00 +0000

No-one really likes to think about disaster, in fact it feels highly pessimistic to anticipate it; but in the modern business world contingency planning is not only prudent it is a prerequisite. Contingency planning is a framework for ensuring a company’s resilience with its ability to continue business in the event of a disaster, thus safeguarding the reputation of the company and brand. More and more we see the effect of natural, economic and technological disasters across the globe, and no company should feel that they are exempt from planning to negate the impact of such events on their business.

The basic definition of a business contingency plan is a series of actions which can be easily implemented in order to keep a business functioning during times of crisis. A very basic example of an infrastructure crisis would be to remember the Eskom load shedding problem of 2008. Many companies were ill-prepared for this, resulting in huge financial losses for those who did not have access to generators. While the service industry couldn’t take care of customers properly, most industrial companies came to a complete standstill with inefficient use of their paid labour.

Nowadays it would be hard to find a business that does not have a back-up generator to see them through possible electrical cuts, meaning that they now have contingency plans in place to deal with future problems.

Typically, creating and maintaining contingency plans involves these key phases:

1. Strategy: Good contingency planning means knowing how to deal with crisis by having the ‘fix it’ solution at hand, but moreover it involves prevention of disaster in the first place. Knowing what your companies high risk areas are and further securing them will go miles towards reducing impact should disaster strike. For example, perhaps an Art Dealer who has a strong-hold safe in place to secure high-value art works would further back up their premises with a top of the range fire alarm. That way theft and fire are less likely to have an impact, reducing overall risk.

2. Business Impact Assessment: One needs to fully comprehend the scope of disasters (natural and unnatural) that could affect one’s business. How would a flood or fire affect the business? How would a death in top management affect the business? How would a large-scale break-in affect the business? How would a server crash affect the business?

3. Develop and Manage: After outlining all possible scenarios, it is necessary to prioritise which are most likely to happen but also which would have the largest impact. An earthquake may be highly unlikely, but for some businesses it may have a much larger impact than, say, an IT disaster. Using statistical analysis to develop and manage contingency plans is wise, and helps truly secure assets, employees and patrons.

4. Exercise, Maintain and Review: It is vital to rigorously test contingency plans to ensure if a disaster occurs people will respond without panicking. All involved should know their roles and how to perform them. Maintaining contingency plans and ensuring all information is up-to-date is very important, such as a change in staff. Contingency planning is not a once-off process and plans should be regularly reviewed to ensure their relevance.

Forward planning for the unexpected, no matter how unlikely, is crucial to successfully manage a business. Having a contingency plan reduces indecision, uncertainty and delays when disaster does strike, and at Servest we understand the importance of never letting our clients down. Having comprehensive contingency plans in place to better service you are among our top priorities.

Organisational Leadership and the motivation of staff

noreply@blogger.com (Tarnia Roots SA) — Wed, 12 Oct 2011 07:00:00 +0000

When describing leadership it is easy to throw around words like strength, presence or even integrity; as by definition a leader is someone who sets a good example for others to follow. But when we turn to the dynamic world of organisational leadership, things start to get a little more complicated.

The 34th President of the USA, Dwight D. Eisenhower, is famously quoted as saying; “Leadership: The art of getting someone else to do something you want done because he wants to do it”. A military man and not one to mince his words, Eisenhower had two fair points. Firstly, leadership involves mentoring people in a particular way; and secondly, it is indeed an art form.

Being a good organisational leader involves a few key tactics that are critical to how staff perform at work. Employees are usually aware of what their jobs are … but do they know why they need to do it? Do they know how to perform their job in the best possible way? And do they know when they are doing it really well?

Enlightening staff on their roles, and clearing up any miscommunication about what is expected of them is extremely important. Having broad definitions with hazy boundaries is a sure-fire way of causing confusion, as the employee is never certain where their job ends and someone else’s begins. A very big part of organisational leadership is the continual assessment of staff work perceptions, making 100% sure that everyone in the office is on the same page.

Pointing out to employees when they have done a good job also lays out the parameters of what is considered top-notch performance. By simply thanking them or saying ‘This is perfect!’ they know what a job well done entails, and can see that they are capable of being really good at what they do. Thanking people thus simultaneously educates and motivates them.

Lastly, outlining how an employee’s role fits into achieving the company’s greater aims and objectives can literally change one’s perspective on how to tackle work. Tasks which may have been treated carelessly are taken more seriously, and the employee gains a sense of self-value that they may have not had before. As Eisenhower said, leadership is about getting things done by empowering people to do them.

At Servest, we too see leadership as an art, and being a strong organisational leader requires being aware of the intricacies of that role. We believe that we should always act towards the greater good of our Staff which is why “we value our staff” is one of our values.

Knowing Your Crime Stats

noreply@blogger.com (Tarnia Roots SA) — Wed, 05 Oct 2011 07:00:00 +0000

Crime is a reality we live in; it undermines the quality of life and drives us to take extreme measures in protecting our loved ones, businesses and personal belongings. We strive to achieve maximum security to ensure content and safety in all aspects of our lives. Crime Awareness begins with knowing the statistics and using them to prevent crime in your area.

Typically crime is divided into five categories:

1. Contact Crime (crimes against people)

2. Contact-related crime (arson and malicious damage to property)

3. Property-related crime (residential and non-residential)

4. Other serious crime (commercial crime, shoplifting etc)

5. Crime detected as a result of police action (illegal possession of firearms, drug-related, drinking and driving)

Interestingly enough, according to the 2010/2011 SAPS Crime Report, South Africa has experienced a general decrease in all of the above areas. In 2009/2010, 2 121 887 cases of serious crime were registered, and in 2010/2011 this dropped to 2 071 487. This suggests a total drop of 2.4% (or 50 400 cases), which exceeds the 1.8% decrease per annum target set by Government.

Essentially though, the crimes we worry most about are contact crimes and property-related crimes. We arm ourselves daily against the possibility of muggings, snatch ‘n grabs, hi-jacks et al; and we concern ourselves over the penetrability of our work places and homes.

With regards to contact crime (which includes anything from armed robbery and assault to smash ‘n grabs) figures have generally dropped from 2009/2010. In particular, robbery with aggravating circumstances has dropped by 12% (per 100 000 of the population). With reference to the SAPS report, this is credited to police visibility (among other reasons), but also to general awareness of the public with regards to crime challenges around them.

Looking at business property penetration, statistics report that there has been a 5% decrease since 2009/2010. However, it is also interesting to note that most businesses targeted by crime are in the informal sector, as they are less protected and deal mainly in cash. That said it is only because of intelligent security systems in the corporate world that larger scale businesses are better protected, and the effectiveness of a complete security solution is invaluable to any company and directly influences employee happiness and performance.

Concurrently, research done by Business Against Crime (BAC) which is backed up by international studies has proven that as people are more affected by crime, the more they become hardened by installing better security systems. It is in the best interests of any business to realise their vulnerability as a potential target, and to take actions against this by utilising security service experts with access to the latest defence technologies.

Keeping abreast with crime statistics allows continual security adaptation, in which Servest Security applies an innovative approach in advanced technology to promote effective security to their clients. At Servest Security we stand behind all bastions of justice in our country, supporting the SAPS as well as organisations such as Business Against Crime in ensuring a safer work environment for all.

Trust is a key factor in the effectiveness of Outsourcing

noreply@blogger.com (Tarnia Roots SA) — Fri, 23 Sep 2011 07:20:00 +0000

Trust is a pretty big word. It suggests an implicit faith in whomever the trust is being placed, and it is fair to say that in today’s business world, trust is hard earned. When it comes to utilising an outsourced business solution with your company’s interests at stake, trust is a vitally important factor.

Quite often, when a company decides to outsource work to another company they may not be 100% sure about who to choose. People rely on reputation to guide them in their choices. Even though the client is usually comfortable with their choice, there may still be reservations which can only be erased as time passes, and as services are successfully delivered and needs met.

Establishing the grounds for a transparent, communicative and positive working relationship is exceptionally important and can dictate how business relationships evolve. Generally, the relationship between a client and service provider will either stay very cut and dry or the two parties will start to work in a partnership. It is the sense of partnership that the service provider should aim to reach should they wish for a long term mutually beneficial relationship with their client.

While some outsourced business services may be happy to remain less involved, they run the risk of the client always feeling on the back foot. For example, if a more comprehensive and costly package is recommended by the service provider, the client may feel that their service provider is taking a chance by trying to sell them something they don’t need. The client will also see the service provider as simply another cost to the company, as opposed to an investment that adds tangible value to their business.

Conversely, a transparent and trustworthy relationship is built on an open flow of communication. The service provider wants to know everything about their client, and vice versa, so that their growth and development will be mutually aligned. This proves a genuine interest in their clients well being, which is essential in building trust ability. Feigned interest will show cracks at the first signs of pressure, something the client will notice immediately.

At Servest we offer a variety of outsourced business solutions to a wide range of clients. We know that it is our clients who determine our success, and as such it is in our best interests to build relationships with every buyer, establishing networks of trust that allow for mutually beneficial business partnerships. We want to know our clients, not just service them which is why one of our values is “we are committed to our clients”.

Security Cameras: An effective deterrent

noreply@blogger.com (Tarnia Roots SA) — Wed, 21 Sep 2011 07:00:00 +0000

In the modern office environment, particularly in large offices with many levels and rooms, keeping an eye on what is happening at all times is near to impossible. With the use of security cameras though, potential risks are substantially minimised and recorded footage proves very useful if any criminal activity does take place.

The main purpose of security cameras is to deter would be criminals from committing offences, whether it be theft, violence or vandalism. Security cameras are typically found in any place where the public are free to come and go such as malls, but also in more formal institutions like schools, libraries and offices. Needless to say, one is less inclined to do something illegal if one can be held culpable via a recording of the act.

However, more than acting as a deterrent, security cameras are also a cost effective way to monitor big areas instead of covering the same ground with only security guards. Cameras allow a quiet eye to be cast over isolated areas such as parking lots and back entrances to buildings, and can also alert security staff in CCTV offices to threats before they manifest within a building. That way armed response can be activated, and the situation can be diffused before it escalates to harmful levels.

Within an office, particularly one that is technology based with expensive computers and the processing of sensitive information, security cameras are highly necessary to prevent the temptation of theft. Many companies rely on hard drives and system-backups, and having any critical hardware stolen can amount to major business hiccups and breaches of client privacy.

There is a common misconception that security cameras are an expensive crime prevention method, but in contemporary times the costs of security package deals which include cameras have come down substantially. Security with the integration of Security Guards and technology provides a comprehensive solution that can be adapted to any facility. Insurance companies also recognise security cameras as legitimate and effective crime prevention methodology, and as such the presence of good quality CCTV can reduce hefty insurance premiums.

At Servest Security we fully recommend the use of CCTV and Off-site monitoring, and as any professional security service provider we believe it to be an affordable, practical security measure with a proven track-record in the prevention of crime and the conviction of criminals.

Vehicle Safety and Security

noreply@blogger.com (Tarnia Roots SA) — Fri, 16 Sep 2011 07:00:00 +0000

Cars are an absolute necessity in every day life. We use them to get from A to B efficiently, we spend inordinate amounts of time in them and they are beyond useful; but they can also be a source of great stress due to the fact that they are highly desirable to criminals. Owning a car comes with the likelihood of attempted theft or damage.

With this in mind, Servest Security suggests practising defensive mindsets when opening your car, driving it, and locking it up:

Safety and security on approach

When setting out to drive, try and focus on the task of getting into your car – as opposed to where you are going. Have your car key in your hand, be observant, look around and act purposefully, particularly at night or in deserted areas.

With reference to the ‘smash-and-grab’ culture that has manifested in South Africa, do not put laptops, handbags or anything that looks valuable on the front or backseats of the car. Take the time to put them in the boot, as many insurers will not pay out for items stolen from the interior of a vehicle.

Safety and security during driving

While you may think that locking your doors and obeying the traffic rules is enough to get home safely, hijackers think differently. Criminals watch for patterns in peoples’ driving habits, which is why a great number of hijackings occur close to homes or places of work. Vary your route as often as possible, and try to be aware of who is around you when idling at red lights.

Key security measures for driving:

* Keep your car in good running order

* Always have enough petrol to get to your destination

* Be aware of the route you are travelling

* Know that hijackers sometimes create minor accidents to force you to stop, if it feels sketchy, drive on and find a policeman to go to the scene and help them.

Safety and security for parking

Using sensible logic, don’t park in dark unlit areas and try and park within the range of a security guard. Once you have parked somewhere safely, don’t unlock the doors until you have put all the internal security measures in place. Put the steering lock on, click the gear lock in place and do a mental check of all valuables that are visible. Always take the radio face out, remove GPS units, and never leave cell phones or wallets on display.

A distinct point to note, particularly with office and mall parking, is to always take your parking ticket or access disk/card out of your car. Criminals can literally drive out of secure parking areas with your vehicle if they find these.

At Servest Security we highly recommend adopting a defensive approach in all aspects of operating a vehicle. Being aware of potential safety and security threats - and acting on minimising these threats is a crucial part of being a responsible driver.

Tips to negotiating an outsourced business solution

noreply@blogger.com (Tarnia Roots SA) — Mon, 12 Sep 2011 07:00:00 +0000

In current times, utilising outsourced business solutions is common practice in any industry. While in some cases outsourcing is driven by the need for a specific skill set, typically it is a financially driven decision where using a contractor is easier on the company pocket. It is essential that a reputable contractor with proven credentials and a solid track record should be chosen.

Before signing on the dotted line though, it is worthwhile to consider a few key factors to make sure you’re getting a reasonable return on your investment:

1. Scope of Work

The Scope of Work, or Statement of work as it is sometimes called, is the primary document that defines what the client expects from the service provider and vice versa. The deliverables relative to the agreed upon fee should be clearly outlined, to avoid confusion and disappointment on both sides.

2. Different service levels are priced differently

Knowing what level of service your business requires determines what you end up paying. A job requiring high service levels would need multiple outsourced staff performing many hours of work, and the contractor will build this into their quote. It is more financially effective, and will help clarify the Scope of Work, if you are able to define the potential workload as a low, medium or high service level task.

3 On termination

................There are many reasons for a business relationship not working out, but typically the client is either dissatisfied with the product they are receiving or they simply evolve to a point where they no longer require the service. Either way, having a properly defined termination clause in place from the get-go is worth the initial legal fees; otherwise breaking a contract can be a very costly exercise.

4. Know how pricing works

The client and vendor usually settle on a fixed contract fee quite quickly, but it is changes to this fee that can cause issues further down the line. Expecting annual increases in line with cost of wage increases is prudent, but also be aware that as a business grows (along with the outsourced workload) that vendors may have to utilise Additional Resource Charges for any work over and above what is stipulated in the Scope of Work. This is also known as “scope creep”.

5. Experience of contractors

It is important to use experienced and reputable contractors when entering into an outsourced agreement. At Servest we understand outsourced business solutions, as we both offer and use them. With an in-depth knowledge of successful outsourcing and client relations, using Servest guarantees you a comprehensive and transparent working relationship to meet your business needs. A reputable contractor with proven credentials and track record should be chosen.

Managing Access: Ensuring Restricted Areas are kept that way

noreply@blogger.com (Tarnia Roots SA) — Fri, 09 Sep 2011 07:00:00 +0000

In our minds, offices generally feel like safe places. They’re productive spaces in which we work and interact while enduring the rigours and stress of business; so it makes sense that we would like them to be free from additional uncertainties such as crime.

Crime is essentially a human element, and to prevent criminals from accessing office buildings there are three key security areas to focus on:

1. Risk Reduction: The first way in which to keep a restricted area off limits is to ensure that every possible precaution is taken to eliminate potential risks. Professional security services are responsible for analysing the geographical area in which the office buildings are situated; keeping up to date with crime statistics and applying security measures that would discourage attempts at perimeter breaches. Additionally, operational teams should ideally work with local police as well as Business Against Crime to share information which benefits the greater corporate community.

2. Effective Perimeter Security: Quite often people tend to think that once a fence is up, or a wall is constructed, that a property is secure. Yes, generally a high fence, razor wire and electrification are good deterrents, but to be truly effective they have to be properly maintained. It is typically only after an intrusion that police will discover cut fencing, or a faulty electrical circuit; which points out the obvious need for continual perimeter monitoring and maintenance. Using a security service that prioritises maintenance and trains staff on the optimum benefits of electric fences is vital for keeping a property border secure.

A professional security service provider will also focus on training staff to analyse risks. For example, a simple thing like noticing a ladder leaning inconspicuously against an office wall should trigger an alert, as the ladder could be there to assist with getting over a high wall or fence. Vegetation and flora should at all times be maintained to prevent overhanging branches facilitating access, and / or overgrowth restricting vision.

3. Access and Egress Control: In most modern business parks, security services are used to implement access and egress strategies. Knowing who is coming in and out of office parks, and recognising the risks with the variety of clients, service providers, employees and vendors is crucial. There is no point having an impenetrable perimeter if criminals can drive straight through the front gate, and as such security booms have to be functioning properly and manned by well-trained staff at all times. Prescribed documentation for access control should be consistently and accurately kept at all times. The immediate report of a defective security mechanism and its swift repair is essential.

Managing access to the office in a strict and ordered fashion is extremely important in contemporary times. Using a company like Servest Security who tackle office security from every possible angle leaves a comfortable space in which your staff can simply focus on working productively.

The Importance of Middle Management

noreply@blogger.com (Tarnia Roots SA) — Wed, 24 Aug 2011 09:00:00 +0000

In the old-school business pyramid of ‘big boss at the top’ and ‘worker bees’ at the bottom, the half-way point of the diagram was always labelled as ‘middle management’. A fairly innocuous title, it also lends itself to not giving middle management the credit it deserves.

To use a simple analogy, middle management is the cohesive glue that sticks all segments of a business together and provides the medium through which accurate messages are relayed to correct parties. Over time the role of middle management has changed due to the advent of affordable desk top computers, as originally a large part of their jobs involved the literal moving of paper documents from one person to the next.

The evolution of the position has resulted in middle managers taking on a very important and delicate role in dealing with all staff members. A business, no matter what type of business, can only grow and progress with new ideas. As such, one finds that there are creative innovators who come up with great ideas, but who are not capable of pushing the idea from the ‘Ah! Light bulb!’ phase into a workable project with tangible results. It is middle management that facilitates this development, and syncs creative energy with practical forces to meet the aims and objectives of the business.

Aside from helping actualise ideas into real projects, middle managers are also integral in coordinating the work of others. A creative person may have an excellent idea one day, and then feel taken by another a day later and lose focus, so it is the middle managers job to steer the work force back to the projects that will most benefit the business financially. Middle managers straddle the fine line between being business minded and open minded, and make smart choices that will keep everyone happy.

It is this last point that holds the most water and it should be reiterated that middle managers are responsible for setting the tone of the work environment. They have a large amount of power in their hands, and people that know how to create a productive workspace make for excellent middle managers. A company’s success relies on middle management taking care of the core business elements of a company; so that the ideas people are free to focus on being creative.

At Servest we understand the important role that middle management employees play in the functioning of a company. A beautiful lawn only thrives when supported by the best foundations – and superior middle management is akin to the clay layer holding the base, turf and grass all together; keeping staff happy, ideas flowing and business thriving.

Servest Celebrates Women’s Month 2011

noreply@blogger.com (Candice Roots SA) — Fri, 12 Aug 2011 09:17:00 +0000

To celebrate Women’s Month 2011, we are honouring six of our most valuable employees. The success of each of these women throughout their careers with Servest is testiment to their drive, commitment and loyalty to the company. We are thankful, each and every day to have women like Samantha, Mikki, Sandy, Janice, Charmaine and Cindy driving our company forward and for making Servest what it is today. Here is why we think these women deserve to be celebrated:

Samantha Henshall is the financial director of Servest Landscaping Turf Construction and Office Plants and is responsible for the financial matters of each division. She has been at Servest for approximately four years and during this time has added great value to the division’s operations with her endless supply of great ideas. Samantha is approachable, a self starter and an incredible support to everyone around her. Samantha will have another person to appreciate her this Women’s Month, her two month old baby. This is Samantha’s second child and although it’s only been two months, she’s already back at work displaying her impeccible work ethic.

Mikki Roxmouth started as a secretary at Servest Office Plants and has worked her way up to become the Director of Servest Landscaping Turf Construction Gauteng. She has held that position since 2008 and is responsible for the full functioning of the division and the ultimate profitability of the branch. Mikki is very ambitious, driven and exceptionally hard working, but still finds time to volunteer for Servest’s green industry, as she has done for many years.

Sandy Hill has been with Servest for a wonderful ten years. She is being honoured this Women’s Month due to her perseverance, passion and professionalism. She is the Sales Director of Servest Security and is always willing to go the extra mile and do whatever needs to be done in order to achieve what is best for the company.

Janice van Niekerk is charming, loyal, pays attention to detail and never gives up. These positive words are used to describe a woman that has been working for Servest for 11 years. Janice started out in the Security division and is now the manager of Servest Group Sales in Gauteng. This hardworking team player is now in charge of key facility management accounts. Janice’s positive attitude and professional nature attributed to her success.

Charmaine Matsepa has a long history with Servest as she has been a committed employee for 14 years. She started in the parking department at Sandton City and is now a Branch Manager, overseeing the Parking division within Servest Security and Parking. Charmaine’s role puts her in charge of client liaison, contract management, parking admininstration as well as the financial functions of the Parking division. Her fantastic approach to work allows Charmaine to go above and beyond with everything she does.

Our last, but definitely not least, wonderful Servestian is Cindy van der Westhuizen. She is the Landscaping and Turf Maintenance General Manager for the Western and Eastern Cape and has been with Servest for 8 years. Cindy has responsibility for all the Turf and Landscaping clients in these provinces, as well as all aspects of our business in these regions. Cindy is a self-starter and independent, which are perfect attributes for her role. It is very comforting to know our clients in these regions are in exceptionally capable hands.

We hope that the key women in your company are celebrated and receive the recognition they deserve this month… if not every day of the year! Servest wishes everyone a wonderful Women’s Month 2011.

Key Management - Administrative Policies and Procedures

noreply@blogger.com (Tarnia Roots SA) — Fri, 05 Aug 2011 13:00:00 +0000

Keys provide an inexpensive, though imperfect, method of access control for access to properties like buildings and vehicles. For this reason effective Key management is essential in securing any building.

PURPOSE:

To set forth the procedures for control of keys and to provide procedures for requesting keys. To protect the facilities through strict accountability for keys issued to staff.

POLICY:

A functional and working key control system enhances building security. Every effort should be expended to provide convenience while ensuring that security measures are not violated. Keys will be issued to staff on the basis of need. Staff who require access to the building must receive their keys through a designated person and staff who require access to electronically controlled areas will be authorized by submission of a signed key request form signed by the respective department head. The number of keys will be kept to a minimum. All key requests must be submitted on a key request form following the procedures outlined herein. The issuance of Grand Master Keys will be issued on a limited basis. Terminated employees must return all keys issued to them prior to departing.

KEY ISSUANCE PROCEDURES:

Prepare a Key Request Form for all key requests, including access to electronic locks.

If multiple persons need access to the same electronic lock, then all can be listed on the same form. On issue list the following information in the Key Register.

1. Name of person to whom key will be issued

2. Date of request

3. Department

4. Title

5. Telephone number

6. Building for which key is requested

7. If this is a door key, list room numbers, or indicate exterior door.

8. If other than a door - specify desk key, file cabinet key.

9. If more than one (1) of the same key is needed, list each separately.

10. Purpose for key request

11. Department Head signature is required for all requests.

The Importance of Security Risk Assessments

noreply@blogger.com (Tarnia Roots SA) — Fri, 22 Jul 2011 09:03:00 +0000

Our businesses are our livelihood and they are also where we spend a great deal of our time. Securing of our assets and the lives of our staff is serious business and should be handled as such!

At Servest Security, it is our philosophy to perform a thorough security risk assessment in order to provide a proposal for an effective solution.

We have a two-stage security risk assessment process, which starts with the initial call out by a potential client. Our experienced consultants perform a comprehensive physical survey and based on the findings, observations and information compile a security proposal that is unique to their particular needs.

In addition to this we enter into dialogue with the staff and other stakeholders in order to understand the intricacies of the business.

Once our proposal has been presented and accepted, a follow-up analysis is performed in order to compile a Site Operating Procedure Manual. Only once agreed to and approved by our client this becomes the ‘BLUE PRINT’ of the site and is then implemented immediately.

However, as the economic climate changes, so do crime trends which requires that surveys are conducted every three to six months, and in some cases as often as monthly.

Even though a company or organisation may think they have a good idea of their security needs, they may not have taken into account many of the broader concerns and details that must be considered. We appreciate that an office has to be completely protected to offer an optimal work environment, which is why we insist on performing thorough security risk assessments. And you should insist the same of your Security provider.

The Importance of Acknowledgement

noreply@blogger.com (Tarnia Roots SA) — Fri, 15 Jul 2011 12:57:00 +0000

Love of work is something that manifests from true passion, and it has less to do with money than the psychological satisfaction we get from doing it. Think about your favourite hobby, you look forward to it because you know you’ll feel good while you’re doing it! In the same way, if we’re enjoying our time at the office we look forward to being there.

A large part of loving our jobs comes from knowing that we are valued. It has been proven through office-based research that genuine thanks from superiors creates the right atmosphere for improving performance at work. An employee that feels their hard work is being noticed is more likely to be happy with their job and will continue to perform at a high level. Obviously this makes good business sense, but additionally it creates a trickle down effect of gratitude. Being thanked makes one aware of thanking others.

Acknowledging people and the work they do is really about building relationships. Particularly in large-scale businesses with dozens of employees, it is hard to have one-on-one time with everyone. But by using a heart-felt ‘thank you’, important bonds are made that build mutual respect, which in turn leads to improved relationships between all staff.

Thanking an employee who has really put in extra effort to please a client or has used their own initiative are examples of when patting staff on the back really creates a sense of value. In the same vein, if an employee thanks their boss for the new coffee machine, or a surprise pizza lunch, the boss is far more likely to feel like their effort is valued too. Acknowledgement is certainly not a one-way street.

That said, it is suggested in popular human resource psychology that backing up acknowledgement with tangible rewards is important. Rather than using money, research has proven that rewards which create a long-lasting positive memory are far more effective. As an example, letting an employee choose something that improves their work experience is a good idea, like letting them pick a new plant and container for their office. Again, it’s all about being personal.

All humans naturally want to belong to a group. We’re tribal creatures, we like to be valuable as it makes us feel secure and we operate best when supported by our team members. Acknowledgment of our place within a group, by being thanked and rewarded when we deserve it is hugely important in office place psychology.

At Servest we know the importance of acknowledgement, we understand why saying a simple thank you is crucial to our employee’s happiness and to the success of our business as a whole.

How to find true talent

noreply@blogger.com (Candice Roots SA) — Wed, 06 Jul 2011 15:38:00 +0000

The contemporary world of employment has shifted dramatically in the last ten years. While money is always going to be one of the weightiest factors determining whether someone takes a job or not, there are many other elements that will lend to the appeal of working for one company over another. In popular Human Resources lingo, this is known as Employment Value Proposition (EVP).

Essentially, people want to love what they do. They want to like the space that they perform their work in – whether it’s accountancy or making sandwiches. They want to relate to the people they work with, and they want to feel that their lives outside of work are not coming second to ‘the office’. Money may be the employee’s green light factor, but the EVP of a company is going to determine how long they decide to stick around for and how much value they will add to the company.

Interestingly enough, one of the most pertinent things that affect whether a talented candidate will take up a job offer, is what current or previous employees say about the company. If the staff are unhappy, they may not moan to the boss, but they will moan to their families, friends and perhaps even the random woman at the bus stop … who could be the next person walking through the door for an interview! Repairing word-of-mouth damage to a brand is not easy; in fact it’s near impossible.

EVP often comes down to the humanity in a company. A smart, talented, worth-their-pay employee will be intelligent enough to leave if the experience is not benefiting them financially and emotionally; and those are the ones you really should try to keep! Having someone who grinds their teeth through their job just to reach each pay day means both parties are losing out.

If a company has happy employees it’s unsurprising that the business thrives, and when a business thrives it is noticed by other smart people who then want to work there too. A company like Google or Facebook are perfect examples and show exactly how loving one’s work creates a brilliant product.

Improving your companies EVP by understanding what the real needs of your staff are, and what they individually require to work optimally, is a much more progressive way of attracting future talent than throwing money at recruitment agencies. No longer do we need to look at monkeys as metaphors, we can simply be human and have our talents nurtured to their fullest in our work environments.

The Principle of Sustainability

noreply@blogger.com (Candice Roots SA) — Mon, 27 Jun 2011 18:00:00 +0000

Sustainability is a word that gets bandied about a fair amount these days. We all know it has something to do with environmental awareness - but what does it actually mean? Quite literally, if something is sustainable it is able to endure and carry on into the future without limitation. Since 1987 though, the word sustainable has been linked to the word development by a virtual iron-shackle of environmental integrity. This definition was created by the United Nations at the Brundtland Commission:

“Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs”.

Essentially this suggests that economy, environment and society shouldn’t be negatively affected by any development – a rather tricky web to weave.

To use a very basic example, a factory that pumps waste into a nearby river may be profiting well from cutting corners; but downstream the water will be unusable for local communities, and will adversely affect the fauna and flora which live in the riparian zone. The development in this case is unsustainable as society and the environment are worse off from its existence.

Now to be fair, most of us are not large scale factory owners - but the principle of sustainability should apply throughout our lifestyles regardless. One of the simplest ways to instil sustainability in one’s own life is to remember the mantra of ‘reduce, reuse and recycle’.

Reducing our consumption habits is the easiest way to begin practicing sustainability, from sharing a lift, switching to energy-saving light bulbs or deciding not to buy anymore plastic packets; it’s a good place to start. Choosing products with less packaging or packaging that is fully recyclable adds to this, and before you know it you’ll be thinking in a sustainable way about all your purchases.

Reusing things is also a simple method of being greener, and it doesn’t just have to mean shoving your lunch sandwich in a margarine tub! Many top notch designers and home-grown craft initiatives use everything from beer caps to car parts to make incredibly clever items. Purchasing goods made from recyclables means you’re being eco-savvy as well as supporting local people and the local economy.

Recycling is of course a no-brainer these days, with more and more people taking it upon themselves to drop off their sorted trash at recycling depots. It has to be said it does make one feel pretty good about doing that, an added bonus to being environmentally conscious!

At Servest we strive for sustainability.

Outsourcing Excellence

noreply@blogger.com (Candice Roots SA) — Thu, 23 Jun 2011 07:05:00 +0000

International trends point towards a growing number of organisations of every size outsourcing various business functions to companies that specialise in them. By outsourcing, companies are able to reduce overheads, offload non-core functions and focus personnel on mission-critical projects. The executive team is also freed from the day-to-day processing of problems thus increasing overall efficiency.

The quality of the outsourced company, however, is only as good as the people who comprise the team. According to Mike Myatt, Chief Strategy Officer, N2growth, “Quality human capital is a catalytic asset that can be effectively leveraged across the enterprise to generate creativity, momentum, velocity, client loyalty, a dynamic corporate culture and virtually every other positive influencing force in the corporate universe. It is quality talent that designs best practices, understands the value of innovation, overcomes obstacles, breaks down barriers, creates growth and builds a lasting brand.”

That's where we come in. With a track record spanning 20 years of excellence and service delivery, and a highly qualified workforce, Servest’s six divisions provide businesses with complete service solutions in the following areas: Cleaning, Hygiene, Office Plants, Landscaping, Turf and Security services. A brief overview:

Servest Cleaning: We are a leading cleaning services pro

vider and offer a wide range of cleaning service solutions through our network of offices.

Servest Hygiene: We are one of the largest suppliers of integrated washroom services, equipment sales, pest control and deep cleaning services in South Africa

Servest Office Plants: We are an industry leader i

n the greening of interior environments and offer a wide range of services.

Servest Landscaping: Our cutting edge techniques will not only fulfill your aesthetic and functional needs at a price that makes sense, but we will put an environmentally friendly smile on your face.

Servest Turf: Projects include the prestigious Metropolitan Golf Course and a number of soccer fields for the 2010 Soccer World Cup, namely the Moses Mabhida Stadium in Durban, the Peter Mokaba Stadium in Polokwane, the Orlando Stadium in Soweto and the Mbombela Stadium in Nelspruit.

Servest Security: Our services include everything from guarding and access control systems to VIP protection and retail security services.

How may we serve you?

The Business of Principles: Success Through Integrity

noreply@blogger.com (Candice Roots SA) — Fri, 10 Jun 2011 18:00:00 +0000

Honesty, accountability and trustworthiness are traits that businesses spend a lot of money advertising and promoting, but how many put as much effort into practicing the qualities they claim to posses? More than ever, transparency and accountability are qualities that businesses are measured by. Integrity is not simply a nicety, it’s a fundamental necessity.

What does this mean for business? Managers, executives and owners must practice integrity not only in their personal capacity, but inspire it in the behaviour of their employees and the impression the company leaves as a whole. Integrity is a top down trait. It’s impossible for staff to maintain a culture of integrity if they aren’t following their leader’s example.

Recognising where and how a leader needs to foster integrity is a big step towards a sustained business strategy that people want to be a part of. These are some of the fundamental areas to focus on.

The foundation of integrity is trust, and this is built on relationships. These can take time, and trust accumulates in tiny increments. Once in place the loyalty and faith trust instils is a phenomenal asset, one that needs to be continuously nurtured and renewed. It can be a fragile and delicate thing, easily ruined. How much trust do your stakeholders have in your company?

Integrity in action is important, particularly in efforts at self-improvement. Essentially, innovation boils down to humility. It’s acknowledging that perfection is a goal, not a state of existence. Brands that claim they are the pinnacle of perfection inspire doubt because we instinctively recognize this as impossible while those that display a culture of continual improvement show characteristics people can trust.

Responsibility is an aspect of corporate culture that has phenomenal value. Sometimes things go wrong. Such is life.

Consistency is a much overlooked aspect of integrity. A brand identity is spread across many platforms and mediums. It’s very easy, particularly at the ground level, for a mixed message to go out about your brand. These mixed signals can create confusion, and who trusts something they don’t understand?

Lastly, there’s community. Putting your money where your mouth is, walking the talk, and any number of clichés that nevertheless hold true. Until people see a business upholding promises, they will struggle to accept their claims. True integrity cannot be replaced with PR stunts and photo-ops. These are too easily exposed for the superficial exercises they are. A company is a part of a community no matter how big or small it is, and its continual involvement to improve that community is a measure of its authenticity.

As a business, are you doing these things, or paying lip service to them? How is your company delivering on its statements and claims? Give people a reason to trust you, and the benefits will be exponential.

Making a Difference on World Environment Day

noreply@blogger.com (Candice Roots SA) — Fri, 03 Jun 2011 18:00:00 +0000

June 5, 2011 sees the 11th edition of the official World Environment Day, a United Nations initiative to raise awareness of environmental issues across the planet. Sustainability and environmentalism are at the core of the Servest Group's business ethic. We believe in building a business that not only sustains the future of our people, but also our planet. For us, protecting the environment is an obligation, not a choice. We promote environmental awareness among employees, customers, suppliers and communities by monitoring our environmental impact and using resources responsibly. The Servest Group are conscious of waste management, use environmentally friendly chemicals where possible, advocate indigenous plants and focus on reducing our Carbon Footprint as well as assisting clients in reducing theirs. So in light of these values, we want to suggest ways that individuals across South Africa can get involved and make a difference.

The week leading up to World Environment Day is World Environmental Week, and the focus of these two initiatives is not about trying to tackle large environmental issues, but rather to focus on small changes that individuals can make in their personal capacity that will make a large and lasting positive impact. Essentially the initiative strives to give a human face to environmental issues, thus empowering individuals to make a difference, and also to advocate cooperation between nations to make a global difference.

According to the United Nations Environmental Programme (UNEP), the theme for this year aims “to stress the importance of biodiversity for human well-being, reflect on our achievements to safeguard it, and encourage a redoubling of our efforts to reduce the rate of biodiversity loss.”

So in line with empowering individuals to make a difference to the environment in their everyday activities, here are a list of small and simple changes you can make, that will add up to a massive worldwide change…

- Recycle Household Waste

Every household generates tons of waste and refuse every year, and sadly a large portion of this can be recycled. Having separate bins for Plastics, Paper and Metals is just one small change you can make to prevent these materials becoming wasted landfill, and instead being recycled and reused.

- Conserve Water

Water is a valuable commodity, and even in countries with an abundance there is a need to conserve it. Simple changes such as ensuring taps and toilets don't leak can make an difference, as can monitoring your water bill to look for sudden rises in cost which could indicate a leaking pipe. Another way to conserve water is to only water your garden in the late evenings when evaporation by the sun will be minimized.

- Reduce Your Electricity Useage

The simple act of switching off lights, TVs and other devices when leaving a room can make a massive difference in terms of reducing electricity waste. A little know fact is that when appliances such as TVs and DVD players are in standby mode, they are still using electricity. By switching these devices off properly you can make a small difference that adds up to a big one.

- Use Environmentally Friendly Cleaning Products

Many soaps and detergents contain chemicals that are damaging to the environment. By buying products that are are certified as environmentally-friendly, and haven't been tested on animals, you can lessen the impact of these toxins and unethical practices on the environment.

By implementing just a few small changes in your daily routine and habits, you can become one of billions of people whose small differences add up to big changes.

Quality vs Price: The Outsourced Business Services Dilemma

noreply@blogger.com (Candice Roots SA) — Fri, 27 May 2011 18:00:00 +0000

Competition in any business environment can be beneficial for buyers/consumers, offering a range of alternatives and encouraging undercutting and thus lower prices. But in some instances this can have more disadvantages to buyers… Let's look at the instance of a competitor entering the outsourced services industry. In any environment an existing business's clients are vulnerable to competitors, and surprisingly a Harvard Business School study has revealed that many business's most valuable clients, those with the longest tenure, are often the ones most vulnerable to being poached by a competitor. (For more information, download the PDF of the HBS working paper.) http://www.hbs.edu/research/pdf/11-084.pdf

The reason for this often comes down to undercutting. A new or existing competitor may approach an existing client with a lower price, and while every client will evaluate service quality in conjunction with price, often price proves to be the winner. The willingness to trade price off against service quality is often too tantalising for many business owners, and this leaves many service providers with a dilemma… Delivering higher levels of service raises a service provider's costs, thus raising the price of the service to the client, and making the provider susceptible to a cheaper competitor. Alternatively a provider can reduce their service quality and thus their price, but this leaves them similarly vulnerable to competitors if their clients are sensitive to service levels.

Service providers face financial loss if they attempt to retain clients in a price-war, but the reality is that the long-term implications of reduced service levels can hurt clients even more. Buyers essentially shoot themselves in the foot when they over-focus on price or quality, as an inherent necessity of outsourcing is maintaining a long-term relationship in order to capture optimal value.

The best way to resolve this dilemma is for both service providers and clients to realise that there is no trade-off between price and service quality, and that all outsourcing agreements need to be structured in a way that provides optimal value. The answer is to build a relationship where both parties look out for each other's best interest and work towards a shared goal, benefiting from a symbiotic relationship.

Servest Group: A Level 4 B-BBEE Organisation

noreply@blogger.com (Candice Roots SA) — Wed, 11 May 2011 18:00:00 +0000

Over the last decade and a half very few topics within our country have generated the debate and discussion as the policy of black economic empowerment. To the man on the street the term is largely linked to affirmative action and the idea of increasing employment opportunities amongst previously disadvantaged communities. Whilst the strategy definitely includes employment equity as an element, broad based black economic empowerment (B-BBEE) is more a holistic strategy for national economic growth, and aims to address the weakest part of South Africa’s economy: inequality.

An economy cannot achieve its’ full potential without the participation of all its citizens, and to this end South Africa’s B-BBEE policy aims to achieve the following:

Empower more black people to own and manage enterprises. Enterprises are regarded as black-owned if 51% of the enterprise is owned by black people, and black people have substantial management control of the business.
Achieve a substantial change in the racial composition of ownership and management structures and in the skilled occupations of existing and new enterprises.
Promote access to finance for black economic empowerment.
Empower rural and local communities by enabling their access to economic activities, land, infrastructure, ownership and skills.
Promote human resource development of black people through, for example, mentorships, learnerships and internships.
Increase the extent to which communities, workers, co-operatives and other collective enterprises own and manage existing and new enterprises, and increase their access to economic activities, infrastructure and skills.
Ensure that black-owned enterprises benefit from the government's preferential procurement policies.
Assist in the development of the operational and financial capacity of BEE enterprises, especially small, medium and micro enterprises (SMMEs) and black-owned enterprises.
Increase the extent to which black women own and manage existing and new enterprises, and facilitate their access to economic activities, infrastructure and skills training.

A standard code of good practice was developed in 2007 to help businesses achieve their B-BBEE compliance. The 7 elements of the code are outlined below:

B-BBEE SCORECARD

Element Points

Ownership 20

Management control 10

Employment equity 15

Skills development 15

Preferential procurement 20

Enterprise development 15

Socio-economic development 5

TOTAL 100

Servest Group is proud to be recognised as a Level 4 contributor meaning it scores between 65 and 75 points on the above scale. We are rated annually by a SANAS approved rating agency and it remains a strategic imperative to continue our efforts to contribute to South Africa’s broad based economic growth. If you have any questions regarding Servest’s B-BBEE initiatives and the B-BBEE benefits of doing business with Servest, please contact us via our website.

The History of the Servest Group

noreply@blogger.com (Candice Roots SA) — Mon, 25 Apr 2011 18:00:00 +0000

Servest in its current form was started in 1998 by South African Group Chief Executive Dennis Zietsman, and Group Executive Chairman Kenton Fine. With vast experience in the support services industry, their vision was to create a multi-service company that could service a client’s singular need or provide a basket offering. By the end of their first year Servest was providing marine services, security services, cleaning services, and thanks to their first acquisition at the end of 1998, hygiene services.

Armed with an expansive vision, Servest Group listed on the JSE in August of 1999, and equipped with the necessary capital set about a path of national and international growth. In the next 3 years, Servest Group acquired numerous aligned businesses in various industries, such as office automation, casino surveillance, waste management, mail logistics, and laundry services. By the end of 2000, Servest Group had established a presence in the UK, USA and Australia and rounded off its growth with the acquisition of an interior plants business and a landscaping business, two core divisions in its current portfolio.

After having listed in 1999 to facilitate growth, Servest’s next challenge was finding the flexibility to manage all its acquisitions. After rejecting an offer by a major competitor to take ownership of the company, Servest Group senior management, in partnership with African Merchant Bank, made a higher offer, and in 2002 delisted from the JSE. African Merchant Bank subsequently sold out, and the opportunity was taken to broker an empowerment deal with Safika, who now own 25% of the business. A period of rationalisation took place and under-performing divisions and countries were sold.

Today, with over 30,000 employees and nearly 7,000 clients both in the UK and South Africa, the Servest Group is steadily going from strength to strength. It’s just recently acquired a 100% share in a marine services company and continues to seek opportunities to grow its service offerings in order to better deliver on their client’s needs. A huge drive has been made in recent years to consolidate its divisions under a strong and united Servest Group brand, and empower its staff to continue providing world leading, sustainable multi-service solutions.

Servest Group and the Triple Bottom Line

noreply@blogger.com (Candice Roots SA) — Mon, 11 Apr 2011 18:00:00 +0000

Sustainability. It’s one of the most popular political and economic buzzwords of the last decade, and has recently evolved into such a critical imperative that it is shaping the way companies in South Africa, and the World act. But what is it? And what does it mean to companies like Servest and the communities within which we work.

In 1987 the United Nations General Assembly in their Report of the World Commission on Environment and Development: Our Common Future defined a sustainable business as any organisation that participates in environmentally friendly or green activities to ensure that all processes, products, and manufacturing activities adequately address current environmental concerns while maintaining a profit.

In other words, it is a business that “meets the needs of the present world without compromising the ability of the future generations to meet their own needs”.

A new global standard was created to help businesses achieve these sustainable goals – The triple bottom line (or TBL) as it commonly abbreviated draws focus to the 3 key elements of sustainability – People. Planet. Profit

"People" is defined as the ethical and fair treatment of the labour and the community in which a business conducts its afairs. At Servest a priority is given to giving back to South African communities, with a sample of our efforts including:

• Joint Action Management - crèche feeding schemes project.

• Dreamfields - soccer development.

• South African Police Widows and Orphans fund.

• Servest Empowering The Homeless (SETH) skills training scheme.

"Planet" refers to sustainable environmental practices. For Servest this means a commitment by every employee to give back to the environment in which they work. This includes being conscious of waste management, sourcing and using environmentally friendly chemicals where possible and placing as a business imperative the goal of reducing our carbon footprint and helping our clients reduce theirs.

"Profit” Within a sustainability framework, the "profit" aspect needs to be seen as the real economic benefit enjoyed by the host society. It is the real economic impact the organization has on its economic environment.

Achieving our triple bottom line is something we take very seriously at Servest. We are a product of our beautiful country and people, and without a sustainable strategy and a commitment to enforcing it, we place doubt on the ability of future generations to enjoy the same splendour.

At Servest we have embarked on a journey towards Carbon Neutrality and do this, not because we have to or are under pressure to, but because we want to and because we can.