| Mathews Motswi | |
| I consider the future of the business when making decisions | Consistently |
| I have ideas for improving the business or our solutions | Consistently |
| I respectfully question how we do things to make improvements | Consistently |
| I speak to colleagues to obtain their expertise and perspectives | Consistently |
| I use my initiative and am not afraid to get involved in solving issues | Consistently |
| I am a pioneer and encourage others to find new and better ways of working | Consistently |
| I invite people with different views to co-develop solutions to problems | Consistently |
| I recognise and reward creativity | Consistently |
| I work with others to turn my best ideas into reality | Consistently |
| I look for ways to use technology to improve the business | Consistently |
Please provide examples of how you have shown vision and the ability to innovate in your career (Approx 100-300 words) | |
| As a Senior Analyst: Business Improvement, leading a team of Industrial Engineers and responsible for the beneficiation operations of Grootegeluk Coal Complex: We implemented Visual Performance Management (VPM) by creating a structured, tiered performance system aligned to Levels of Work, ensuring each organisational layer focused on the correct time horizon and responsibilities. Frontline teams concentrated on shift execution and equipment performance, while supervisors addressed short term variances and managers focused on medium to long term constraints, risks, and improvement initiatives. Tiered boards and dashboards displayed only the metrics relevant to each level, supported by standardised daily and weekly performance dialogues. This alignment strengthened accountability, improved issue escalation, and created direct line of sight from strategic intent to operational execution. We expanded this approach by implementing systems health reporting, shifting the organisation from viewing issues in isolation to understanding the full value chain. Instead of reacting to isolated failures, we introduced integrated reporting that highlighted bottlenecks and interdependencies across mining, engineering, logistics, and processing. These broader systems view improved root cause analysis, reduced recurring production losses, and enabled more strategic optimisation efforts across the value chain. Ealier, as Head of Inbound Logistics, I lead a cross functional team of IT and Safety to implement digital Material Safety Data Sheets (MSDS). This modernised safety management by eliminating outdated manual files and ensuring real time access to accurate, compliant safety information for all materials entering operations. The digitised system strengthened regulatory compliance, enhanced emergency readiness, and improved the overall safety culture across inbound processes. Together, these initiatives—VPM, systems health reporting, and digital MSDS—demonstrate a consistent ability to deliver vision driven, innovative solutions that improve performance, strengthen safety, and enable sustainable operational excellence. |
