"MS&A 2000"

Introduction
The MS&A 2000 initiative was a natural follow-on to the MS&A United program and was launched in 1987.  The objective was to create a vision for the Company into the 21st Century.  As with the MS&A United this program was a strategic initiative which spread across the full spectrum of company operations. 

Background: Why MS&A 2000 was Strategically Important
During the late 1980's the political situation within South Africa was particularly fluid.  As over 80% of the company product was exported internationally it was particularly important that the strategic vision and direction of the company should be maintained.  Equally, the company knew that it was essential that any initiative should be an open and honest attempt to convey not only the values but also the strategic vision of MS&A.

It was during this time that many South African companies published their own Codes of Employment Practice.  Many of these codes were based on the Sullivan Principles which were developed by the Reverend Leon Sullivan, a Director of General Motors in the US.  However, one of the difficulties with many of these "Codes" was that they were fine statements of intent (Green) but were often not followed up by implementation within the companies concerned.

The MS&A Board believed that what was required was a statement that was simple and easily understood by all employees and could be implemented in practice.  Equally, the company recognised that the policy statement should cover the major issues and be worded in such a way as to cover the full values spectrum from Purple through to Yellow.

MS&A 2000
The MS&A 2000 statement was part of a total company package which was implemented following the introduction of MS&A United.  This package included the following though this list does not include all aspects of the initiative:

Employment Conditions
The intent and strategy was that MS&A would become the best employer in South Africa and would wherever possible lead the field in terms of remuneration and other employment conditions including Safety and Health (covering the values spectrum Blue / Orange / Green).

At the time many of the multi-national companies in South Africa, particularly the motor companies were seen as the leading employers.  Many of the parent companies were encouraging change by active involvement in the South African economy rather than by disinvestment.  The MS&A Executive Board believed that local South African companies could be equal to if not more competitive than the international firms.

Housing
Up to the early 80's Middelburg had been a conservative white town and had very poor segregated facilities for migrant black workers.  In the early 80's MS&A spent over US $ 12.0 million which was a significant investment to develop the first self contained company residential village for black employees in an urban area.  Due to the legislation at the time the company had to draw up a special "lease" with the Highveld  Administration Board which was the responsible local authority in order to acquire the land for residential purposes in respect of its black employees.  This was the first initiative of of type in South Africa at that time (Blue). 

The project made accommodation available to the majority of the over 2000 black employees within the company.  Some of this was married accommodation with the balance being single accommodation for the migrant workers.

Communication Strategy
In order to ensure that the MS&A 2000 initiative was seen to be effective, all executives, managers and supervisors were provided with practical training on the reasons for the initiative.  Once individuals had been through the training they were required to commit to  the MS&A 2000 values statement.  This statement titled "Our Company Values" was signed by the incumbent as well as the immediate manager as well as the Chairman and Managing Director. This completed and signed document was displayed on the wall of each managers / supervisors office and stated the following:

MS&A 2000

"Our Company Values"

We respect the individual and provide a safe working environment
(Purple / Blue)

We act with integrity in all our undertakings (Blue / Green)

We provide quality products (Blue / Orange)

We foster and encourage ability and ambition (Orange /Green /Yellow) 

Chairman                Managing Director            Manager / Supervisor

April, 1987

The MS&A 2000 initiative was backed up by linked promotional material as well as constant communication through briefing groups and other channels.  At the time the company was also running "values circles" at section level which backed up the message throughout the organisation.

MS&A 2000 was a strategic, integrated approach to the changing of key values within the company.  A number of the messages were initially unpopular to sections of the workforce (such as changing conservative mindsets) but with strategic management and communication the vast majority of the team at all levels of MS&A fully supported the initiatives.

The overall values expressed here was for an integrated Yellow message.

Other MS&A 2000 Initiatives
Some of the other company initiatives introduced included the following:

"ComPots"
This was a job creation community initiative and was created to provide work for the unemployed youth in Mhluzi which is one of the Middelburg suburbs.  Previously this was a depressed black residential area but with the coming of the MS&A Chromeville development in the 1980's there was significant urban renewal in this black dormitory area.

During the late 80's there were large numbers of unemployed and politically active, militant youth in Mhluzi.  At one stage there was a direct confrontation between the youth and some of the MS&A Human Resources employees who worked at the MS&A complex in Mhluzi. The MS&A personnel were warned that unless jobs were created for people there would be violence (Red).

A meeting was called in the soccer stadium at Mhluzi.  Here the leaders of the crowd and the Management team from MS&A  worked out a solution with the self-styled "Comrades" as they were called.  The solution was create a small business, job creation opportunity "ComPots" manufacturing stainless steel cooking pots using off-cuts from the Steel Division at MS&A (Blue/Orange).

This initiative was very successful and provided job opportunities for the previously unemployed and untrained youth in their  20's and early 30's.  

The Middelburg Initiative
During the period of political transition the town of Middelburg, like many of the smaller centres in South Africa was a very conservative environment.  It was at this time that there was significant debate in the very conservative Town Council.

In order to encourage positive change, a number of the MS&A Management team stood as independent Town Councillers.  This was to encourage a debate on positive political change in the town (Blue / Orange / Green). 

The company also held a meeting with the Council where a mock-up of the local newspaper the Middelburg Observer was produced with two different scenarios.  The first was of a successful, prosperous Middelburg with an expanding local economy.  The other was a depressed local economy with the resultant job losses as well as the associated socio-political environment that would accompany this.

This presentation to the Council was made by the CEO of MS&A, John Gomersall and other senior MS&A Managers.  Following this presentation and the debate that followed it was agreed by all on the Council that the high road scenario was the only reasonable option (Orange / Yellow).

Conclusion
In looking at the above these are some of the initiatives that were crucial in assisting in change at the micro-level not only in Middelburg but also within the country as a whole.  As a result of this and other initiatives the Chairman of MS&A, John Hall was asked to lead the National Peace Accord over the transition period leading up to the elections in 1993/4 (Yellow).
    
Alan Tonkin
Global Values Network
31 May, 2002