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                                 Human Capital Management

Company Values and Beleifs


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Our Values and Beliefs

Profits are best pursued indirectly as part of that deeper business purpose and within the context of a larger stakeholder system

Our ‘Corporate Governance’

Corporate governance is the system of rules, practices and processes by which our company is directed and controlled. Corporate governance essentially involves balancing the interests of the many stakeholders we have in our company – these include its shareholders, management, customers, suppliers, financiers, government and the community. Since corporate governance also provides the framework for attaining our company’s objectives, it encompasses practically every sphere of management, from action plans and internal controls to performance measurement and corporate disclosure.

BREAKING DOWN ‘Corporate Governance’

Corporate governance became a pressing issue following the 2002 introduction of the Sarbanes-Oxley Act in the U.S., which was ushered in to restore public confidence in companies and markets after accounting fraud bankrupted high-profile companies such as Enron and WorldCom.

Most companies strive to have a high level of corporate governance. These days, it is not enough for a company to merely be profitable; it also needs to demonstrate good corporate citizenship through environmental awareness, ethical behaviour and sound corporate governance practices.

Personal Ethics – An Essential Ingredient of Leaders of Tomorrow

The word ethics as called ethicus in Latin and ethikos in Greek, stems from the word ethos which means the science of morals. A simple definition of ethics is: a set of principles of right conduct. Ethics serve as guidelines for analysing ‘what is good or bad’ in a specific scenario. They create a framework for determining right versus wrong, and represent the core value system for every day problem solving. Ethics are the systematic, rational reflection upon a choice of behaviour and can be taught.

Personal ethics are not a conventional set of laws that are passed on from generations by birth; they grow and are crafted over time. Personal ethics are the moral foundation based on values, on which individuals construct their lives. Contributing factors towards their development are family influence, religious beliefs, culture, personal experiences and internal reflection.

  • All businesses operate on the basis of core values – implicit or explicit
  • These include business values and ethical values

Close customer relationships, and creatively developed products and services, are defining characteristics of Jasper International. We deal in the business of helping organisations to become healthy places in which to work, and ethical places in which to trade.

Central to the company vision and values is to grow the idea that business can be ethical and very profitable at the same time. Taking the moral high ground has its difficulties and risks so there will be challenges, but we believe that organisations and the people in them will want to be part of and be associated with something which has and is built upon principles. Embedding ethical values into the way any organisation operates is a challenging and lengthy process; doing so effectively requires patience, consistency and vision. Trust is an essential enabler of successful and effective relationships in any personal or business context. Understanding and managing trust is a critical competency for individuals or organisations that take their ethical values seriously. This thinking is based upon two guiding principles, 1. that business has a deeper purpose beyond maximizing profits and shareholder value, and 2. that business is managed to optimize the value for all of the interdependent stakeholders and because of the interdependent nature of these stakeholders this strategy will result in a higher shareholder value.

We believe that leadership is the productive and moral application of influence and as a leader, you have to take personal responsibility for the organisation’s VALUES. Ours is how we can make this organisation and others as HUMAN as the people that work in them. Leadership therefore is the productive and moral application of influence.

After years of working in many companies both, corporate and public, and with the rapid changes that we all have seen economically and socially it has become apparent that extremes don’t work. We have a core values base that we believe works for us and would work for others:

People come to work with the intent of giving their best, but somehow ‘work’ unwittingly conspires to undermine people’s capability, their spirit and enthusiasm. This will change when (a) the cultural environment switches from an expectation of ‘conformance to rules’ to ‘performance from accountability’ and (b) when people see that they have an opportunity to behave differently.

All people in work are ‘volunteers’ – they don’t have to come. World-class organizations respect the lives of the people who have freely chosen to come and work, and create an environment that enables people to give their best. Emotional satisfaction from a valued job well done is greater than monetary compensation for time-served.

Conscious leadership is leadership which brings out the strengths that are in people, it is leadership that recognizes that when we hire people to work in a company we can of course buy their time and intellect and buy their work but we cannot buy their creativity, motivation and innovative abilities, these are GIFTS that employees give to the company. When the individual passion matches the corporate purpose it is this that results in profits of all kinds – it is well-being, it is happiness, it is environmental protection, it is all of those things.

It is really not a holistic treatment it is more a company way of life.

‘Performance’ is a combination of both delivery of results and the way the Values have been lived out. Principle- and Values-Based Organizations secure long-term good performance over those organizations that are only numbers-based and aggressively chase short-term targets.

Jasper Global Corporation

‘Relationships are Everything’. In business, nothing will succeed without strong interpersonal relationships among work colleagues, clients, suppliers – in fact with everyone.

Relationship maturity is an attitudinal approach not a tactical expedient, and comes from a strong culture that reflects the value of relationships as being greater than the bottom-line. The bottom line is, of course, important but needs to be the outcome of relationships. Relationship-orientation is the biggest differentiators between high-performing businesses and those that struggle.

We aim to ‘bring humanity back to work’. It is a sad reflection that many people seem to live two lives:

  • One at work of necessity, to pay for one’s outside work.
  • Our belief is that a ‘human’ workplace encourages best performance and a balance in all aspects of life.

“If people like you, they’ll listen to you. But if they trust you, they’ll do business with you” Zig Ziglar

We achieve this, by focusing on our three business principles:

  • Helping to Engage with People (Engendering Cooperation)
  • Enhancing Climate and Improving Work Cultures (of Values Based, Results Orientated Environments)
  • Enabling True Value (of People, Technology, Creativity and Innovation)



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