ISOE Presentation 30 May 2011 Joe Stephens

ISOE Presentation 30 May 2011 Joe Stephens

The Tsb Context § § § § Tsb Sugar – Wholly owned subsidiary of Remgro with Head Office in Malelane and was founded during 1965 under the name of Transvaal Suiker Beperk ( See www. tsb. co. za ) Situated in the picturesque Nkomazi region of Eastern Lowveld in Mpumalanga (60 Km East of Nelspruit) 2425 Employees in Service (2 Mills, Molatek , QS and Agric Operations) Farming support to 1400 Commercial farmers and Small scale grower on 47000 ha irrigated land. Sugar is the single most important driver of the economy in our region. Animal feed, Citrus, Bananas and Litchis are also production commodities. 4, 5 mil Tons of cane p. a. are crushed within our Mills, producing approximately 500 000 tons of Refined- and Raw Sugar which are marketed by Quality Sugars under the brand name of “Selati ”. International Companies like, Booker Tate, RSSC and Manangha Sugar Packers form part of the Tsb Group of Companies Group Training is provided from a centralized Learning Academy situated in Malelane

“Simplicity is the new norm for Sophistication”…. Let’s keep it simple ! (Guy Blackbeard)

Strategic alignment of the Tsb ISOE and the Operational needs of the Company and its Bussiness Environment

Determining the Company’s Strategic Focus Areas ?

Three Tier Training Governance Structure CHAIRPERSON Group: Strategic T&D Direction Link to business strategy CHAIRPERSON Divisional Level: Coordinate Link to divisional Strategic Skills Requirements business plan CHAIRPERSON Departmental Training Sub- Link to individual employee skills Committee: Plan directed development skills delivery

ROSE 18% Tsb Strategy 1. Growth 4. Stakeholder Relations 2. Transformation 5. Optimizing Performance 3. Cane Supply 6. Industry Restructure 7. Governance Sugar Related Business and Green Energy Operations

COE Sugar E CO rgy e En g T COE ra in in g Pa COE cka gin g E CO Q ER SH St John’s ers rtn Pa Training Force rnal gic ate Str Agri SETA COE First Aid COE nt, e agem Man visory & r Supe ership Lead PC Trainer Current Specialist “Knowledge How” Mentoring RSSC Secondary Trainers Coaching Company Resources Exte STC C SAP OE Tra + PC inin g urce s E CO ric Ag SMRI Maccauvlei - Coordination - Administration - Special Assignments - Networking - QA Reso En SDF

ROSE 18% Tsb Strategy 1. Growth 4. Stakeholder Relations 2. Transformation 5. Optimizing Performance 3. Cane Supply 6. Industry Restructure 7. Governance Sugar Related Business and Green Energy Operations

Tsb ISOE Service delivery architecture Non Sugar Other sub tropical cultivars Citrus Academy Maroela Group Services Small & Main Boardroom Finance & Admin Champion Mill office Power Station Malelane Mill OTJ Trainers x 2 Champion Packaging GFC Champion QS Central Training Nico Coetzee -Tech Training: - Apprentices &Learnerships - Skills programs - SAP - Desk top L Rad growers Octavius Energy Centre Boardroom Komati Mill OTJ Trainers x 2 Small growers Boardroom Octavius Molatek Malibongwe Mbedle Commercial growers Champion MCP’s (TSB) Champion After land claim Post Settlement Skills Develop Champion RSSC Training Champion Pongola Mill Rosemary Masuku

Addressing Critical Skills and general Performance Improvement NEEDS in our Company and Business environment. . . (“Fill the GAP where business happens. . . ”)

The Training Process linked to the WSP & ATR and other Legislative requirements

Tsb Company: Personal Development Plan Job 1 Description Person 1 Competencies required 4. 5. 6. Competence 1 -a Skills Required -a Evaluate -x -x - Job 2 Description STRATEGIC TRN Needs -a -a -a -x -x - a x x x SKILLS 1 2 3 4 5 6 7 8 ANNUAL DIVISIONAL TRAINING PLAN Person 1 4. 5. 6. Job 3 Competencies required 1. 2. 3. 4. 5. 6. Person 4 DIV TRAINING BUDGET -Course Fees -Travel and Skills GAP Competence 1 Skills Required Evaluate- a x x Person 3 Competence 2 -a Skills Required -a Evaluate -x -x - Person 2 aa x x a x Person 2 Skills GAP Competencies required 1. 2. 3. Description SUCCESSION NEEDS Skills GAPS Accommodation a x x x SCHEDULING TRNG DEPARTMENT LINE MANAGEMENT INITIATIVE J F MA M J J A S O N D Person 1 Person 2 Skills GAP Job 4. . . Competence 2 -x Skills Required Evaluate- a -x x - Competence 6 Review Skills Gaps Allocate Costs (Jobs discussion) Feedback to Assessed, SETA + Line Management (A. T. R) AGRISETA Monthly Reporting (Progress vs Plan) Training/ Development Process Assessment Process Record Evaluation & Judgement RPL Portfolios AGRISETA 1. 2. 3. ROBOT (W. S. P)

ISOE Contribution in terms of CRITICAL Skills § Artisan Training § OTJ Training for x 42 Apprentices in various trades (Institutional training by STC - NQF 2 to NQF 4) § Production Related Qualifications § Sugar Manufacturing – Operations Management Dev Program NQF 4 plus Tech Skills Programs § Energy Generation- Operations Management Dev Program NQF 4 plus Tech Skills Programs § Farm Manager Training § Nat Dip Plant Production NQF 4 x 12

ISOE Contribution in terms of CRITICAL Skills Cont. § Engineer Training Programs x 7 § Graduates in Training x 6 (Various disciplines) § Leader/Management Programs § EIT Programs in place for INTERNSHIP § BSc and BTech Degree Bursaries § Structured Workplace Experience § BBBEE Focussed MDP Programs to selected candidates

ISOE Contribution in terms of Specific Agricultural Training Needs § Cane Supply § Small Scale Cane Growers § § § Cane Husbandry § Capacity Building Administration of their Businesses Irrigation related Technical Skills § Land Claiments v v Managing the Structures v § § Establishing Trusts Study Bursaries to parent connected children (NQF 4 Plant Production x 6 ) Cane Husbandry Administration of their Businesses

ISOE Contribution in terms of Specific Agric Training Needs (Cont. ) § Commercial Growers § § Water Management and Irrigation Generic Needs § Legislative needs § SHE training § § Buholi § Basic Welding and Gas Cutting § Leadership Lead. Man § Technical Skills § Computer Skills § Irrigation

§ § § § § The Process Identify Training NEEDS Plot Competencies on Skills readiness Matrix Design appropriate Training material Develop relevant training material Select appropriate training delivery method § OTJ § Theory (Class Room) § Practical Deliver required Training Assess Competencies § § Theoretical Practical Awarded Certificates Celebrate !!!

Training Delivery. . . § Requirements have to be Defined § Delivery Systems in line with NQF levels § Delivery methods § § § Per discipline Develop Processes Define Responsibilities Develop Learning Material Trainers/Facilitators Train Mentors Train Assessors (and accredit) Class Room Training On the farm training Assessments Final Evaluation Certification & Celebration !!!

Lessons Learnt § Excellence is a way of living! § Keep the ISOE processes Simple ! § The Company and its Business environment mutually depend/ rely on each other ! § Establish friendships § Talk to each other ! § Establish Strategic partnerships § Utilize local expertise § Focus on Needs driven Training § Celebrate successes !!!

“What gets talked about, (and gets measured) gets done!” (Tony Manning)

Questions ? ? ?

Thank you !