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August, which is celebrated as Women’s Month in our country, is an incredibly significant time for our organisation and our country. As we continue to steadfastly make way for gender equality in the workplace, I am reminded that we must ensure that we don’t forget to advocate for those others who are marginalised in our society such as the LGBTQIA community. I have learned that as we celebrate the power, diversity, and influence of women, we also need to stand up and be activists in the fight against Genderbased Violence (GBV) that plagues our country. As the statistics are so horrendous, it is very likely that within our midst, amongst the people we work with, report to or who report to us, are women and men effected and impacted by GBV. That impact will have an effect on how employees show up at work and we have to be mindful of that. To not pass judgement, to not offer empty advice but offer real and true support.

How our organisation will do this is still to be decided it is important to let you know that this is not a matter we take lightly.

On a lighter note, we commemorate Heritage Day in September, and it was wonderful to celebrate our people’s cultural and heritage diversity. Now that COVID-19 has loosened its hold on us, we were able to enjoy the braai menu on offer at the Canteen as well as have employees dress up in an item or outfit indicative of their culture. Additionally, five lucky shopfloor employees won a Braai Essentials Package to set them up for an enjoyable Braai Day on 24 September. We hope you all enjoyed the day and

possibly even learned something new about a colleague’s culture. If you didn’t, you can learn more about our Hindu colleagues in this issue’s Cultured feature on page 7 and 8.

It has been with pride that I have watched our organisation take on the issue of Workplace Bullying and Harassment with the necessary intent and boldness. When we declared Continental Tyre South Africa a zero-tolerance zone for behaviours and actions that qualify as bullying and harassment, the intention was to ensure that our work environment became even safer, for all employees. I, along with the rest of my peers at EXCO, am purposeful about creating psychological safety for each employee walking through our gates.

This is incredibly important to me as I believe our people can only operate at their best, inspired, and motivated, passionate and innovative, when they feel cared for. That care takes on many forms from time and attention, opportunities for growth and development to coaching and training. It can even take the form of all managers doing their Talent@Shopfloor Management process with the integrity, attention and purpose it requires. The interview with Taryn Grimsel, our Talent & Shopfloor Training Manager, explains the importance of this very well. You can read that on page 15.

We hope you enjoy this issue of the ContiVolve.

"It has been with pride that I have watched our organisation take on the issue of Workplace Bullying and Harassment

Message from the MD,s Desk

by Name Surname

Name Surname Title/Designation

Q Looking back on the year that was, what learnings and takeaways are you bringing into 2022 from 2021?

A I learned the importance of remaining agile and being prepared for any challenges because the start of 2022 was not easier than the previous year. The continued semiconductor shortages and supply chain strains were topped by the war in Ukraine. All this has directly and indirectly impacted the businesses not only in South Africa but globally too. Our strategy has been finalized and more and more I am convinced that we have not only prepared the ground for the future sustainability of our operations in SA but we have huge potential ahead of us. This was also confirmed during the Leadership Conference we held in March.

Another very positive takeaway is that there are many more people who are driving not only the results in our business but are also ambassadors of the cultural change journey within our organisation. However, there is still a lot of work ahead of us on all levels to live the transformation truly.

Lastly, without each and every one of us taking ownership of the change we want to see, we will not progress in areas critical to us – quality, production efficiency, inclusion and customer centricity.

Q What is your vision and expectation for this year and how is that faring with Q1 done with?

A I am not changing the vision every year thus the vision stays the same as we defined it. We just need to take some extra effort in order to overcome the current situation as I described above. For this, flexibility is important as well as the fact that we are staying close to our customers and business partners and within the framework of our strategy. We must make sure that we deliver on our promises – production output, making progress with our quality initiatives, compensate for the unprecedent increase of raw materials & energy costs on the Sales side, and remain committed to creating an inclusive organisation. All of this shall support our customer orientation & satisfaction. We made a lot of progress, but we have to also critically admit that in the first quarter we were lacking behind in many of the mentioned areas.

Q What were your key highlights and lowlights for the first quarter?

A For highlights, I would say our vastly improved BasicsLive results, progressing with the next stage of LT transformation approval and being able to secure uninterrupted production despite all the logistical challenges. The colleagues from Purchasing did a tremendous job (thank you very much to the Team). We were also very successful with the pricing discipline and being able to compensate a good part of the increased costs. Getting additional offtake volume for Non M9 and the introduction of our Vision2030 strategy along with the very open and good exchange amongst colleagues during the Leadership Conference were also highlights for me.

The tragic passing of our colleague Marlene was a major low for me this year. The additional impact of war in Ukraine on the already constrained supply chain and the corresponding shortages of parts for OEM were the other lows for Q1. Other lowlights included the repetition of a quality concern raised by Nissan (and the subsequent frustration that we are repeating the same mistakes) as well as our March sales results.

Q As CTSA enters the third year of its transformation journey, where do you believe we have seen the most growth and change?

A I see that people are much more open to discuss these topics and engage. I am also happy that we use appreciation of each other more often and generally there are elements of our VUKA training which are observable within the organisation. What is important is that employees are also noticing the improvements which was reflected in our most recent BasicsLive results. I believe we also witnessed significant progress when it comes to programs focused on diversity –such as the Women@Work/Women in Leadership programme. We are on a good track, but we will not lean back rather, we will build on what we have achieved.

Q What further initiatives and interventions can Conti colleagues expect this year?

A Our colleagues from TMOD just finalized the framework of the program which will build on last year’s Men in Conversation discussion. This time we want to go much deeper and unlock some of the traditional biases we might have and hopefully by open discussion and awareness we will put another element into our support of diversity at the workplace. Another example is the project which is looking at the well being of employees which is becoming more & more relevant. I am sure that we will receive many more new ideas and proposals from the colleagues.

Q How are you personally fostering the spirit of diversity, inclusion and belonging within your team and at CTSA this year?

A Being in our second year dealing with Covid, and with many colleagues predominantly working remotely, is creating new challenges for us especially around still feeling part of the team.

As a result, one of the strategic initiatives we plan to roll out for 2022 is a project called “Lifting up the sales force” where we want to discuss what else we can do to foster the element of belonging. Secondly, as I said during the Leadership Conference – diversity is also very much about allowing people with different backgrounds, experiences, knowledge to share their ideas and thoughts freely. Therefore, I am always trying to push (sometimes provoke) more different views / discussions/challenge our status quo. I want to believe that we have a team where everybody can express her/ his opinion without fear or worry. Please allow me to stress one more important topic – and it is the topic of ownership. We must push this topic a lot more because I strongly believe that there is still a long journey ahead of us. If each of us seriously takes the responsibility not only for her/his own actions but also looks to how we can support others, it will be much easier to overcome all our challenges.

Name Surname Title/Designation

What made you apply to the CTSA Graduate in Training programme?

Prior to applying for this proramme, I was doing my in-service training at VWSA. There I learnt a lot about the automotive industry. That is where my curiosity about tyres came about, because that was the one part I lacked knowledge about.

What are your key strengths that you believe will add value to the business?

I believe being young and fresh out of varsity drives me to prove that I can come with new and innovative ideas. I think inside the box; if need be, I expand the box, even changing the box to a sphere, pyramid, etc.

Why do you think you were chosen out of all the applications received?

My values, my personality, and my eagerness to learn more and to become more. Mainly it was my confidence. There is a fine line between arrogance and confidence, and I know how to stay on the latter side of things.

Who is a model of success for you and why?

My Dad. My dad finished and passed matric but then had to go back and repeatmatric again. Today he has his Master’s in Marketing. He has proven that your past does not have to limit you from doing more and achieving much more. All my father wants from me is to do better than him.

What key characteristics do you believe successful organisations have in this day and age?

Being able to adapt with the change in technology, being eager to change and accept new and innovate ideas, are some of the most important characteristics of a successful organisation.

"In the very short time you have been at CTSA, what has stood out for you?

The people. Everyone is so friendly with an open-door policy so you can always ask for help when needed, or just to talk when you need to. They give you the opportunity to grow.

How would you define a successful year as a GIT for yourself?

Gaining more knowledge and definitely growing as a person. Also, if I can complete a task that can benefit the organisation, that would be amazing.

How do you intend to stand out during this program?

My aim is to involve myself as much as I can and to the best of my ability. I will not shy away or be scared to share my ideas. Having a good work ethic will also help me build a bigger work network which will help me stand out among the rest.

When not working hard at Conti, what do you do for fun?

You would find me on the soccer field, where I still play and represent Nelson Mandela University. Due to Covid, whenever I am indoors you will find me playing online games with my friends.

There is a fine line between arrogance and confidence, and I know how to stay on the latter side of things

Name Surname Title/Designation

What made you apply to the CTSA Graduate in Training programme?

Prior to applying for this proramme, I was doing my in-service training at VWSA. There I learnt a lot about the automotive industry. That is where my curiosity about tyres came about, because that was the one part I lacked knowledge about.

What are your key strengths that you believe will add value to the business?

I believe being young and fresh out of varsity drives me to prove that I can come with new and innovative ideas. I think inside the box; if need be, I expand the box, even changing the box to a sphere, pyramid, etc.

Why do you think you were chosen out of all the applications received?

My values, my personality, and my eagerness to learn more and to become more. Mainly it was my confidence. There is a fine line between arrogance and confidence, and I know how to stay on the latter side of things.

Who is a model of success for you and why?

My Dad. My dad finished and passed matric but then had to go back and repeatmatric again. Today he has his Master’s in Marketing. He has proven that your past does not have to limit you from doing more and achieving much more. All my father wants from me is to do better than him.

What key characteristics do you believe successful organisations have in this day and age?

Being able to adapt with the change in technology, being eager to change and accept new and innovate ideas, are some of the most important characteristics of a successful organisation.

"In the very short time you have been at CTSA, what has stood out for you?

The people. Everyone is so friendly with an open-door policy so you can always ask for help when needed, or just to talk when you need to. They give you the opportunity to grow.

How would you define a successful year as a GIT for yourself?

Gaining more knowledge and definitely growing as a person. Also, if I can complete a task that can benefit the organisation, that would be amazing.

How do you intend to stand out during this program?

My aim is to involve myself as much as I can and to the best of my ability. I will not shy away or be scared to share my ideas. Having a good work ethic will also help me build a bigger work network which will help me stand out among the rest.

When not working hard at Conti, what do you do for fun?

You would find me on the soccer field, where I still play and represent Nelson Mandela University. Due to Covid, whenever I am indoors you will find me playing online games with my friends.

It has been with pride that I have watched our organisation take on the issue of Workplace Bullying and Harassment

The Art of Leading People

Impactfully

We sat down with Attie Higgs, GM:HR, to talk his area of expertise, people. With decades of experience in working with and leading people, we wanted to get his insight on the key ingredients for leading people in a manner that leaves a mark, inspires change, and creates meaningful relationships.

Can you describe your leadership style and how you lead others?

A There are different strokes for different folks. You can’t lead everyone the same way. For me, it starts with building a relationship with the people who work with you. How you start that personal relationship is by showing interest in the person, taking time to understand what makes them tick.

2. What has been one of your biggest challenges as a leader?

Attie: For me, it’s not difficult leading people. However, because people are different and need to be led differently, this can create the perception that you treat people differently and this creates the perceived notion of a lack of fairness. Everyone you lead needs attention, but it is a challenge to give people the same amount of attention. Some people need less attention that others. The form of attention required by everyone will often vary too and finding this balance is part of the challenge of leadership.

3. Leading people is hard as individuals, as you’ve mentioned, are all different, with varied needs, aspirations, and characters. What are some basics principles for leading people that apply to people as a whole?

Attie: The most important thing is to build trust with the individuals you work with. You must have a genuine care for their wellbeing. You have to have empathy. I believe in treating people how I would like to be treated. This is easier said than done for some of us but personally, I genuinely feel for people – whether it’s an employee dealing with a sick child or something else that has an impact on their well-being. If you know what people are going through, then you can read the real reason for why they are acting a certain way. This is a level of self-awareness that I apply on a daily basis. I am fortunate to have a large contingent of females working for me and I always ask myself how would I like someone to treat my wife and then act accordingly. I work from a place of wanting my staff to walk away from an encounter with me in the same manner I would have liked for my wife to walk away from a similar situation.

4. How do you feel traits like empathy and vulnerability play a role in your leadership?

Attie: Both are very critical, and I don’t think leaders understand that at times. I understand that there is an implied power given to me in the eyes of our employees as a result of the position I hold. It is my duty to then show that I am as human as the next person. My position doesn’t make me immune to pain and frustration. When you show your vulnerability – it changes the game. It makes you more accessible to others. It helps build a connection to the people you work with. People trust you more.

5. How do you foster a positive work environment?

Attie: By doing all that I have mentioned already but primarily, by building relationships. I don’t really give much thought to what I do from a leadership perspective, I rather do what I feel in my heart is the right thing to do. It’s instinctual leadership in essence. Sometimes when you do things, you don’t realise the impact of what you are doing until after fact. You only learn the value thereof in hindsight.

6. How do you make room for continuing to learn while leading?

Attie: I learn through practice, more so than learning academically through books. I learn a lot from others, both the rights and wrongs.

7. Leadership requires both strategic, future focused thinking and mindfulness for the day to the day activities. How do you balance planning for the future while being present for your employees?

Attie: Vision 2030 is just that, a vision. Therefore, leaders need to understand the vision and know the fundamentals you need to achieve it. From an HR perspective, there will always be three core fundamentals– attracting people, developing people and retaining people. There’s a vision and actions in place to ensure we succeed in those core basics for HR. You don’t get to your vision by a giant leap; you get there through small steps. It’s about making sure that the steps you are taking now are towards the vision you are aiming for. What you do in the present must be aligned to the future. That’s how I create the balance you speak of.

Impactfully

8. The difficulty lies in the fact that the world changes so quickly and so you also need to be able to change when the need is there. Each year you must evaluate the relevance of your baby steps. In what ways can leaders engender trust and inspire confidence in their teams?

Attie: By showing genuine care for your people. We spend most of our working lives at work, we must make the working environment an enjoyable one. When you give your all and your best to your people, they will return the favour in their output and productivity. One must focus on the positives at play and not give the negatives more energy and attention than is necessary. Evaluate the importance of the things you don’t like and check if you’re giving them too much energy thereby reinforcing and enlarging them to the detriment of your people. Another important element is the manner in which you speak to people, this matters.

9. In your opinion, what makes a great leader?

Attie: Seeing value in everyone irrespective of the position you hold in the company and engaging from that starting point at all times. People by nature are good people, most of the time it is not their intent to cause trouble. Additionally, as a leader, you have to have a balanced approach – it can’t be all work and no play. Evaluate the importance of the things you don’t like. Remember, for the majority of people, family comes first. If your people are not happy at home, they can’t be happy at work and vice versa.

10. How can CTSA equip its leaders to lead with both their heads and their hearts?

Attie: We have to remind them to lead their people and manage the KPIs. If you lead your people, the KPIs will follow.

Attie Higgs General Manager of Human Resources