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PROMOTION OF INFORMATION ACT

MANUAL IN TERMS OF SECTION 51 OF THE PROMOTION OF ACCESS
TO INFORMATION ACT, No. 2 of 2000 (“the ACT”)

For

‘TARGET SEARCH & SELECTION cc

[Executive Search & Recruitment]

A. CONTACT DETAILS OF THE COMPANY AND THE INFORMATION OFFICER

Information Officer: Ms. Gail Burns
DOL Registration Number:
APSO Membership Number: TS031-S
Registered Address: Accounting : Target Management Consultants, 120 Sixth Street
Northmead , Benoni, 1501

Postal address: PostNet Suite 437, Private Bag X031, Rivonia, 2128
Telephone number: 0861 1113 565
Facsimile number: 086 762 0894
E-mail: gail@targetsearch.co.za
General email address: info@glasford.com
Website: www.targetsearch.co.za

B. SOUTH AFRICAN HUMAN RIGHTS COMMISSION (SAHRC)
In terms of section 10 of the Act, the Human Rights Commission is required to compile, in each official language, a guide to the act to assist people to exercise their rights under the act. The Human Rights Commission may be contacted at:
Postal Address: Private Bag 2700 Houghton 2041,
Telephone number: + 27 11 877 3600
Facsimile number: + 27 11 877 3750
Website: http://www.sahrc.org.za

C. RECORDS AVAILABLE IN TERMS OF APPLICABLE LEGISLATION:

The following records of Target Search & Selection are available on demand:

D. RECORDS AVAILABLE IN TERMS OF ANY OTHER LEGISLATION N/A

E. DESCRIPTION OF RECORDS HELD BY THE COMPANY:
1. General Admin & Documentation
Job specifications
CV’s
Interview Notes
Contracts & Service Level Agreements
Company Financial Records
Basic Conditions of Employment Act, No 75 of 1997
Compensation for Occupational Injuries and Diseases Act, No 130 of 1993
Companies Act 71 of 2008 read with the Close Corporations Act
Consumer Protection Act 68 of 2009
Employment Equity Act, No 55 of 1998
Labour Relations Act, No 66 of 1995
Occupational Health and Safety Act, No 85 of 1993
Skills Development Act, No 97 of 1998
2)
Staff Documentation:

Staff details, ID Numbers, Tax Numbers, Next of Kin details, physical addresses, EMP201 records
Salary records
Leave records
Disciplinary records
Safety records
Staff Medical certificate

3. Sales and Marketing Material
Company Profiles and brochures
Sales and Statistic records
Service Level Agreements
Letters of Engagement
Company Organogram
4. Financial Records:
Annual financial statements
Bank account details
Tax records
VAT records
Monthly Management Accounts

5. Other:
Software programs, licences and applications

F. REQUEST PROCEDURE
•?The request must be made to the person specified in A above and at the contact details specified in A above.
•?Any request for access to records in terms of the Act must be completed on the prescribed form (Form C) in terms of the Act and the Regulations thereto.
•?The requester must provide sufficient detail on the request form to enable the head of the private body to identify the record and the requester. The requester should also indicate what form of access is required.
•?The requester must identify the right that he or she is seeking to exercise or protect and provide an explanation of why the requested record is required for the exercise or protection of that right.
•?If a request is made on behalf of a person, the requester must then submit proof of the capacity in which the requester is making the request to the satisfaction of the Information Officer.
•?The Information Officer must notify the requester (other than a personal requester by notice, requiring the requester to pay the prescribed fee (if any) before further processing the request.
•?The Information Officer will then make a decision whether to grant the request or not and notify the requestor in the required form.
•?If the request is granted, then a further access fee must be paid for the search, reproduction and preparation, and for any time that has exceeded the prescribed hours to search and prepare the record for disclosure.

G. AVAILABILITY OF THE MANUAL
Target Search & Selection’s information is available for inspection free of charge at the registered address (see A above). In addition, a copy is available from the SAHRC (see contact details in B above) and on the Target Search & Selection website.

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International Search Profile

International search profile

Glasford

How do you encourage the sharing of assignments across partner businesses?
All Glasford International Partners operate independently in their geographical regions, so this provides us with strong local expertise in each country. To satisfy your clients’ global hiring needs, it is critical that partners share international assignments..Being able to support our clients with strong local expertise whilst offering a much wider reach also makes us think and act globally. Additionally, Partners benefit from sharing assignments through a fair fee sharing model. The idea of supporting and helping all parties involved is one of the founding principles of our organisation. Glasford International is much more than a global business network; it’s a network of friends sharing knowledge, thoughts and ideas - learning about different cultures - and doing business together!

How are partner businesses branded - are they allowed to retain their identities or are they marketed under a single brand?
Some time ago we considered the issues of single and dual branding and created a model that maximised the benefit of the global Glasford International brand
whilst allowing partners to retain their strong local trading names. Members of Glasford International are under no obligation to change their business
trading name and many retain their local trading names. However, they can elect to use the Glasford International brand as their domestic trading name should
they prefer to do so. Today, about one in four Partners have decided to adopt the Glasford International name and it is the Board’s clear intention to encourage
more Partners to make this transition. However, Partners who do currently use their local brand name also feature the Glasford International identity in their
various marketing material and follow our corporate style guides for conformity purposes. Irrespective of which branding model they adopt, our Partners are proud to be part of Glasford International and the association definitely makes them stronger in their local markets.

How is the network structured?
Glasford International Holdings BV is the holdings company which has a full financial reporting structure. Member companies pay an annual membership fee
and the company has a structure that is comprised of Board Directors, Shareholders and new Partners. Directors lead functional committees that are made up of members, all of whom focus on developing the group’s business performance, which ultimately benefits all members. The accountability for searches depends on which country leads a project and acts as the contact person for the client. There is an agreed fee split for cross-border assignments. A small percentage of the fee is payable to Glasford International Holdings BV and the balance is split between the involved countries by using recommended guidelines that have been designed to reward all parties fairly for the workload involved.

What is the greatest challenge you face in managing an international network of firms?
Managing an international network of independent firms means managing different people, different cultures and different expectations. That’s what
makes this task so exciting. To have the opportunity to involve people from all over the world and get them to work together on global business development
activities, marketing tools or how to establish a knowledge management system is one of the most fascinating responsibilities I have ever experienced.
Two very important factors for success are, firstly how to involve people and secure their commitment and, secondly, how to get everyone thinking globally
and believing in opportunities, not in risks. For me, this makes the whole thing really enjoyable.

What are the benefits of search networks over single firms with multiple offices?
There are several benefits with networks. Having worked in single firms operating globally, I realise that the level of motivation and support for each other
in different parts of the world is much lower in single firms than in networks of independently owned companies. The networks have been established to
primarily drive, support and benefit each other. Thus, I feel that there is a greater supportiveness in networks than the corporate rivalry prevailing in single firms. There is also a far greater willingness to learn from each other in the networks. I believe networks are more flexible and can react faster to changes in customer requirements and regional or cultural challenges.

Where have your biggest areas of growth been, both in terms of geography and sector?
Ten years ago Glasford International was a European search organisation represented in five countries. Today we are one of the fastest growing organisations in the world, with representation in thirtyfive countries. Being represented in most European countries, we have experienced our biggest growth in Asia-Pacific and the Americas. There will be even stronger representation in the Americas, Australia and Africa in the near future. We are specialised across multiple business sectors. Globally most of our clients’ core business is in Manufacturing and Process Industry, ITC and Electronics, Finance and FMCG. In some regions we are also strong in Healthcare/Pharmaceutical, Automotive and Transport sectors

What do you look for in a potential partner business?
We seek Partners that are committed to our common values, methodologies, ethics and to providing the highest standards of professionalism. Our partnership is based on trust and respect for each other, as professional executive search consultants and also as individuals. Every partner takes responsibility for each other and helps Glasford International grow, not only as a global executive search network, but also as network of friends.

David Buchberger
Chairman
Glasford International

March 2003 – The Grapevine www.grapevine.co.uk

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