STATUS 19 MAY 2008 CONFIDENTIAL COMMERCIAL INTERACTION ROUTINE

STATUS: 19 MAY 2008 CONFIDENTIAL COMMERCIAL INTERACTION ROUTINE MANUAL Version 1. 11

INTERACTION ROUTINES HAVE BEEN DETAILED FOR PRIORITISED COMMERCIAL TASKS 3 Capability building and actions • F Upgrading commercial capabilities • Ensuring cross-pollination of best practices 2 Commercial enabling elements A • Corporate account management and development D Market research C • Establish corporate contracting standards • Branding – corporate communications around E large events 4 Mindsets and behaviours • Group-level optimisation (e. g. , profitability) • Collaborative culture across ODs and with centre • Speeding up commercial decision making – ensuring commercial has a voice in Group decision making 5 Transformation • Clear mandates/roles and interaction routines/protocols between GC acceleration and ODs (including single point of contact for customer) as well as relevant corporate stakeholders Printed 12. 05. 2008 16: 10: 50 B • Pricing processes and tools Working Draft - Last Modified 19. 05. 2008 16: 53: 21 1 Leadership aspirations and conviction • Capturing increased share of wallet by accelerating volume growth • Delivering on the integrated promise Initial priorities Further alignment needs • Branding • Advertising • Corporate strategy Source: Commercial GM Workshop, March 5/6, 2008 1

INTERACTION ROUTINES HAVE BEEN DEVELOPED IN CLOSE COLLABORATION WITH COMMERCIAL GMS Suggested approach for detailing interaction routines Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Overall idea Key steps and timeline • ‘Champions’ assigned to individual tasks • Preparation • Discussion with • Distribution • of ‘straw. GMs on of interaction – Corporate account management (Karl) mans’ as blueprint – ‘Championed – Pricing processes and tools (Ravi) discussion manual to task’ starter by GMs and GC – Establish corporate contracting – Other areas of team as pre-read standards (Lauriette) concern • – Market research (Nosipho) Discussion of critical elements led by individual ‘champions’* Discussion of examples and best practices – Branding – corporate communications around large events (Thoba) • Interaction blueprint circulated up front Printed 12. 05. 2008 16: 10: 50 • Update of • GMs and GC interaction to highlight routines with GM critical areas • Finalisation feedback by team for individual and alignment tasks on routines • Discussion focused on critical tasks • Identification of immediate next steps and concrete actions • 17 -20 Mar • 25 Mar-4 Apr • 8 Apr • 11 Apr *Corporate account management, researching white space opportunities, marketing and sales processes/tools, capability building; other 2 key tasks (corporate marketing standards and corporate communications) to be discussed in subsequent session Source: Team 2

A ACCOUNT MANAGEMENT COMPRISES SEVERAL CRITICAL TASKS I Plan account II Execute plan a Strategic b Transactional/ day-to-day Review III account IV Reinforce account management through relationships Subtasks IIa • Conceptualisation of deals • Negotiations • Implementation of operational improvement levers • Ramp-up of targeted volume growth • Strategic crisis management IIb • Day-to-day account management (CRM) • Day-to-day customer service • Proactive crisis management III • Internal performance reviews (monthly/ quarterly) • Customer satisfaction review (annually) IV • Manage formal relationships – Top management – Transactional – Day-to-day customer service • Direct marketing *Including volume growth, pricing, operational improvements Source: Team analysis 3 Printed 12. 05. 2008 16: 10: 50 I • Develop and align integrated key account plans* Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Main tasks

A TRANSNET‘s CUSTOMERS CAN BE GROUPED BASED ON NATURE OF THEIR INTERACTION WITH TRANSNET AND THEIR SIZE Detailed on following pages "Big & complex" (e. g. , Bidvest) Non-strategic customers (smaller accounts) "Corporate Accounts" (e. g. , Anglo) "Rising stars" (e. g. , UMK) Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Strategic customers (large accounts) "Business as usual" (e. g. , Harmony) Customer group "Big@one" (e. g. , ESKOM) Nature of Transnet interaction • Intensive single • Intensive • Smaller account • Regular Role of Group Commercial • Provide support • Coordinate • Execute • Assist in • Support in crisis OD customer relationship across Transnet and provide integrated view to aid in building multi. OD customer relationships multi-OD customer relationships integrated corporate account management with potential to become strategic customer (e. g. , through expansion plan) building deep strategic relationships • Ensure top management attention relationship with OD(s) Printed 12. 05. 2008 16: 10: 50 to ODs in dealing with major account issues OD customer relationship • Partner/compet itor relationship with other OD(s) management Source: Team analysis 4

A- CORPORATE ACCOUNT MANAGEMENT – PLAN ACCOUNT Role Sub tasks Group commercial OD Other Interaction routines Enabler • Group strategy • GC to synthesize competitive/market • Reports from Working Draft - Last Modified 19. 05. 2008 16: 53: 21 • Develop integrated key account plans – Synthesize strategic • Lead responsible – Identify 3 -4 strategic • Joint responsible • Joint re- • – • GC and ODs to discuss strategic context • CAT** – Develop and dis- • Lead responsible • – • GC to provide methodology/template • Joint methodology/ – Prepare account plans • Consulted • Lead re- • Operations in • ODs to provide input into account plans • Account planning context account objectives seminate account planning methodology (incl. pricing) sponsible ODs – sign-off intelligence from Group Strategy with regards to implications for account and to determine 3 -4 strategic account objectives to ODs to develop key account plans* • GC to set-up account planning timetable/process considering 3 -4 strategic priorities and GC methodology • GC to coach and to role model • ODs to obtain sign-off from Operations Group Strategy templates Printed 12. 05. 2008 16: 10: 50 in ODs (incl. pricing) input capability building • Joint commercial and operations sign-off in ODs – Consolidate account • Lead responsible • Consulted • Operations – • GC to consolidate individual account plans • Joint commercial end – Align (parts of) • Lead responsible • – • GC to discuss account plan with customer • Top management – Feedback with group • Lead responsible • – • GC to provide feedback to group strategy • Regular meetings, plans (incl. pricing) account plan with customer strategy sign-off from ODs and to cross-align between ODs • ODs to support consolidation • GC to obtain sign-off from Operations top management (i. e. , head of logistics, head of procurement, CE) on strategic information/reports provided operations sign-offs relationships feedback form *Including volume growth, pricing, operational improvements **Corporate account team i. e. , corporate account director, key account managers Source: Team 5

A-IIa CORPORATE ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (1 OF 5) Role Sub tasks Group commercial OD Other Interaction routines Enabler • Lead • Consulted • Group Finance, • GC to align on deal outline with customer • memorandum of Working Draft - Last Modified 19. 05. 2008 16: 53: 21 • Conceptualisation of deals/individual transactions – Scoping of deal responsibility Group Legal, operations, Risk, etc – consulted and relevant Transnet stakeholders understanding • Workplan • Lead • Input • . . . • GC to develop workplan • Workplan – Establishing team and • Lead • . . . • GC to identify key stakeholders and • Team organisation • Meeting schedule – Detailing of deal* • Lead • Input • Group Finance, • Key stakeholders to prepare deal for detailing deal working rhythm responsibility Group Legal, operations, Risk, etc – input resource requirements • GC to establish working mode/interaction structure Printed 12. 05. 2008 16: 10: 50 – Developing workplan components • GC to consolidate and coordinate *Including commercial arrangements, contracting terms, financial implications, service-level agreements, infrastructure implications Source: Team 6

A-IIa CORPORATE ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (2 OF 5) Role Sub tasks Group commercial OD Other • Negotiate contracts with • Lead • – – Develop negotiation • Lead • – – Identify negotiation • Lead • Consulted preparation and execution calendar objectives based on integrated account plan – Identify most effective value levers* responsibility Enabler • – • GC to develop calendar and to share • Best practice • – • GC lead responsible for integrated account • Integrated corporate with ODs Working Draft - Last Modified 19. 05. 2008 16: 53: 21 customers Interaction routines negotiation calendar account plan • GC to break account plan down to immediate negotiation objectives • ODs to provide feedback in corporate • Joint responsibility • – account team sessions • Negotiation preparation training and methodology overarching value-creation opportunities • GC to coach ODs – Develop negotiation • Lead • Consulted • – • GC to draft negotiation package • ODs to provide feedback – Prepare negotiation • Lead • Consulted • – • GC to draft overall tactics (i. e. , who goes to • Mentors and coaches package tactics responsibility training and methodology which meetings) • OD to give feedback based on specific knowledge of customer actors – Prepare for negotiation • Joint meetings responsibility • Joint • – • OD to give feedback based on specific • Role playing • GC to develop top management message • Storyline responsibility – Align top management • Lead • – – Execute negotiation • Lead • – • GCE/COO messages plan responsibility *Including volume, revenue, cost savings **If required Source: Team support** knowledge of customer actors and to inform all relevant stakeholders across ODs/group • GC responsible for executing overall • negotiation plan • ODs to be involved according to overall plan, • incl. initial meetings • GC to coach ODs during negotiation process Mentors and coaches Senior mgmt. for deblocking 7 Printed 12. 05. 2008 16: 10: 50 • ODs to suggest value creation levers • GC to consolidate and integrate with

A-IIa CORPORATE ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (3 OF 5) Role Group commercial OD Other • Implementation • Lead • – • Joint re- • Operations of operational improvement levels – Develop action plans for identified improvement levers responsibility input/ consultation Interaction routines Enabler • GC to provide template • ODs to develop single OD plans • GC to develop multi-OD plans and to have • Integrated account Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Sub tasks plan final say on plan • GC to coach ODs – Identify cross- – Input action plan/expected impact into tracking tool • Lead responsibility • Joint responsibility • – • Joint re- sponsibility • – • Depends on individual level and function/corridors involved • GC to own tracking tool • ODs to enter single-ODs, actions/ • Cop. Cos • On. Cos (for crosscorridor flow) Printed 12. 05. 2008 16: 10: 50 functional owners for implementing levers in corridors • Action and impact tracking tool GC to enter multi-OD action • GC to coach and control quality • Cop. Cos (including Capital projects) – Implement levers • Informed • Cop. Cos – • GC representation on Cop. Cos • GC to update activity/impact status • . . . – Monitor progress and • Lead • – • Monthly reports on action/impact progress • Action and impact – Update customer • Lead • – • GC to outline communication approach • . . . impact on achievements responsibility implementation discussed in Cop. Cos and to identify communication opportunities • GC and ODs to communicate jointly tracking tool Source: Team 8

A-IIa CORPORATE ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (4 OF 5) Role Sub tasks Group commercial OD Other • Ramp-up of targeted • Lead • – – Develop action plans • Joint – Identify cross- – Input action – Determine targeted Enabler • – – • Integrated account • Joint re- • Operations – • • • Lead • – • Tbd • Cop. Cos • Op. Cos* • Joint re- • – • GC to own tracking tool • ODs to enter single-OD, actions/GC to enter • Action and impact responsibility plan; customer demand volume ramp-up for identified growth opportunities plan/expected impact into tracking tool – Ramp-up flows responsibility • Informed input/ consultation GC to provide template ODs to develop single OD plans GC to develop multi OD plans GC to coach ODs multi-OD action • GC to coach and control quality • Integrated account plan Printed 12. 05. 2008 16: 10: 50 functional owners for ramping up flows in corridor responsibility Working Draft - Last Modified 19. 05. 2008 16: 53: 21 volume growth Interaction routines tracking tool • Cop. Cos (including Capital projects) • Cop. Cos/Op. Cos* • GC representation on Cop. Cos/Op. Cos* impleme • GC to update activity/impact status • – ntation – Monitor progress and • Lead • – • Monthly reports on action/impact progress • Action and impact – Update customer • Lead • – • GC to outline communication approach • . . . impact on achievements responsibility *For cross-corridor flows Source: Team discussed in Cop. Cos and to identify communication opportunities • GC and ODs to communicate jointly tracking tool 9

A-IIa CORPORATE ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (5 OF 5) Role Sub tasks Group commercial OD Other • Strategic crisis • Lead • – – Clarify/understand • Lead • – – Develop response • Lead – Prepare response Enabler • GCE/COD – • Strategic crisis to be directed to GC • GC to establish top-management contact • GC to prepare issue briefings • Issue briefings • Consulted* • GCE/COO- • GC to outline response strategy and align • – • Lead • Input re- • – • GC to develop response • ODs to provide input • Central repository – Share response with • Lead • Informed • GCE/COO • GC to share response with customer top- • . . . – Debrief on crisis • Lead • Informed • GCE/COO • GC to update all key stakeholders • Issue debrief • Central repository management corporate account crisis strategy management/next steps responsibility responsibility revert to GC informed* informed with ODs/GCE/COO if required management contact on outcome of crisis management including, learnings and next steps) of past responses *If required Source: Team 10 Printed 12. 05. 2008 16: 10: 50 corporate account responsibility Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Interaction routines

A-IIb CORPORATE ACCOUNT MANAGEMENT – TRANSACTIONAL PLAN EXECUTION (1 OF 3) Role Group commercial OD Other • Day-to-day account • None • – – Plan yearly/monthly/ • None • Lead re- – Administer account • None • Lead re- – Provide day-to-day • None • Lead management (CRM) weekly non-strategic account interaction • . . . • Integrated CRM tool • – • GC as mentor to ODs • Coaching techniques, • – CRM tool • GC to coach OD on best practices, e. g. , time allocation, contact frequency, contact points e. g. , job shadowing Printed 12. 05. 2008 16: 10: 50 customer contact and support Enabler • ODs to enter planned activities in joint sponsibility Interaction routines Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Sub tasks Source: Team 11

A-IIb CORPORATE ACCOUNT MANAGEMENT – TRANSACTIONAL PLAN EXECUTION (2 OF 3) Role Group commercial OD Other • Day-to-day customer • None • Lead re- • - – Accepting customer • None • Lead re- – Monitoring and • None • Lead re- – Managing deviation • None – Answering day-to-day – Transparency on inter- service orders tracking customer orders OD process flows Enabler • - • – • - • Lead re- • – • – • None • Lead re- • – sponsibility sponsibility Printed 12. 05. 2008 16: 10: 50 customer requests sponsibility Interaction routines Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Sub tasks *Including volume growth, pricing, operational improvements **If required Source: Team 12

A-IIb CORPORATE ACCOUNT MANAGEMENT – TRANSACTIONAL PLAN EXECUTION (3 OF 3) Role Group commercial OD Other Interaction routines Enabler • Proactive crisis • Consulted • Lead re- • . . . • Informed • Lead re- • GCE/COD – • ODs and GC to agree on proactive escalation • Escalation levels thresholds • Issue briefings • OD to proactively alert GC and other key management – Internally alert of severe service crisis proactively sponsibility informed Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Sub tasks stakeholders of a service crisis that surpasses the agreed threshold • Informed • Lead re- • GCE/COD – • Service crisis to be directed to OD • OD to establish customer contact • OD to prepare issue briefings • Issue briefings – Develop response • Consulted • Lead re- • GCE/COO- • OD to outline response strategy and align • – – Prepare response • Informed • Lead re- • – • OD to develop response • GC to provide input • Central repository of – Share response with • Informed • Lead re- • GCE/COO • OD to share response with customer contact • . . . – Debrief on crisis • Informed • Lead re- • GCE/COO • OD to update all key stakeholders on • Issue debrief • Central repository of account service crisis strategy corporate account management/next steps sponsibility sponsibility revert to OD informed* informed with GC/GCE/COO if required outcome of crisis management including, learnings and next steps) past responses *If required Source: Team 13 Printed 12. 05. 2008 16: 10: 50 – Clarify/understand

A-III CORPORATE ACCOUNT MANAGEMENT – REVIEW ACCOUNT (1 OF 2) Role Group commercial OD Other • Monthly/quarterly • Lead • - • Lead • Input • - performance reviews – Consolidate monthly/ quarterly performance responsibility Interaction routines Enabler • ODs to submit monthly/quarterly account • Reporting templates • Agreed reporting performance to GC in agreed format • GC to consolidate information to create overall account perspective methodology • Lead • - • GC to synthesise key performance gaps • E. g. , traffic light – Hold performance • Lead • - • GC to lead review discussion – based on • Corporate account performance gaps review responsibility performance gaps system team meeting • Quarterly account reviews – Follow-up on agreed counter measures – Hold performance dialogues with individual account executives • Lead responsibility • Joint responsibility • - • – • ODs to update GC on action status • GC to lead action tracking discussion in • Action list and tracking • ODs and GC to hold regular performance • Shared KPIs upcoming review meetings • Joint responsibility • - dialogues with account executives system Source: Team 14 Printed 12. 05. 2008 16: 10: 50 – Synthesise key Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Sub tasks

A-III CORPORATE ACCOUNT MANAGEMENT – REVIEW ACCOUNT (2 OF 2) Role Group commercial OD Other Interaction routines Enabler • Customer satisfaction • Lead • - – Develop customer • Lead • Input • - • GC to develop measurement methodology Customer satisfaction methodology measurement – Determine customer • Lead • - • GC to conduct customer satisfaction with • Customer satisfaction – Set customer • Lead • - • Group strategy • GC to set customer satisfaction targets • - – Identify improvement • Joint • – • GC and OD to identify improvement levers in • - – Integration of • Joint • - • ODs to integrate single-OD actions in OD • Integrated key account – Review of customer • Lead • - • GC to regularly (e. g. , annually) re-assess • Customer satisfaction review satisfaction measurement methodology satisfaction baseline for corporate accounts levers improvement levers into overall account plan satisfaction responsibility responsibility – input based on best practice* • GC to get input on content and approach from ODs corporate accounts* • GC to synthesise requests* • GC to share with ODs and other key stakeholders together with ODs and Group survey Printed 12. 05. 2008 16: 10: 50 satisfaction targets responsibility joint meetings plan • GC to ensure that multi-OD improvement levers are integrated in overall account plan customer satisfaction* • GC to synthesise developments* • GC to start with ODs and other key stakeholders Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Sub tasks plan survey *Potentially provided by external partner Source: Team 15

A-IV CORPORATE ACCOUNT MANAGEMENT – REINFORCE THROUGH RELATIONSHIPS Role OD Other Interaction routines Enabler – Top management • Lead • Informed • All - respecting • GC to be primary contract for account top • Agreed contact – Transactional • – • Lead • – • ODs to be primary contact for day-to-day • Agreed contact – Day-to-day customer • – • Lead • – • ODs to be primary contact for customer • Agreed contact – Identification of • Joint • Corporate & • GC and ODs to jointly identify and assign • CRM tool – Execution of plan • Joint • – • Assigned stakeholder to execute direct • CRM tool Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Group commercial Sub tasks • Manage formal relationships responsibility routines management* • GC to involve CEs of ODs as required transactions with, e. g. , plant managers service relationships routines Printed 12. 05. 2008 16: 10: 50 service responsibility routines • Direct marketing opportunities/ development of plant responsibility Public Affairs direct marketing opportunities marketing plan *E. g. , CE, Head of Logistics, Head of Purchasing Source: Team 16

A TRANSNET‘s CUSTOMERS CAN BE GROUPED BASED ON NATURE OF THEIR INTERACTION WITH TRANSNET AND THEIR SIZE Detailed on following pages "Big & complex" (e. g. , Bidvest) Non-strategic customers (smaller accounts) "Corporate Accounts" (e. g. , Anglo) "Rising stars" (e. g. , UMK) Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Strategic customers (large accounts) "Business as usual" (e. g. , Harmony) "Big@one" (e. g. , ESKOM) Nature of Transnet interaction • Intensive single • Intensive multi- • Smaller account • Regular Role of Group Commercial • Provide support • Coordinate • Execute • Assist in • Support in crisis OD customer relationship to ODs in dealing with major account issues OD customer relationship • Partner/compet itor relationship with other OD(s) across Transnet and provide integrated view to aid in building multi. OD customer relationships integrated corporate account management with potential to become strategic customer (e. g. , through expansion plan) building deep strategic relationships • Ensure top management attention relationship with OD(s) management Source: Team analysis 17 Printed 12. 05. 2008 16: 10: 50 Customer group

A TRANSNET‘s CUSTOMERS CAN BE GROUPED BASED ON NATURE OF THEIR INTERACTION WITH TRANSNET AND THEIR SIZE GC’s role along Account Management Process Non-strategic customers (smaller accounts) Planning – Consulted Informed – Strategic execution – Informed – • Strategic crisis mgmt Consulted Informed IIb Day-to-day execution – – Routines already defined Informed – – III Reviewing – – IV Relationship building Informed Consulted – Customer group I IIa "Corporate Accounts" (e. g. , Anglo) "Rising stars" (e. g. , UMK) "Business as usual" (e. g. , Harmony) Printed 12. 05. 2008 16: 10: 50 "Big@one" (e. g. , ESKOM) "Big & complex" (e. g. , Bidvest) Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Strategic customers (large accounts) Source: Team analysis 18

A-I "BIG&COMPLEX” ACCOUNT MANAGEMENT – PLAN ACCOUNT – GC CONSULTED Role OD Other Interaction routines Enabler – Synthesize strategic • Consulted • Lead • Group strategy • OD to synthesize competitive/market • Reports from – Identify 3 -4 strategic • Consulted • Lead • – • ODs to provide strategic context and to • - – Develop and dis- • Lead • – • - • Joint methodology/ – Prepare account plans • Consulted • Lead re- • Operations in • ODs to provide input into account plans • Account planning Working Draft - Last Modified 19. 05. 2008 16: 53: 21 • Develop integrated key account plans context account objectives seminate account planning methodology (incl. pricing) in ODs (incl. pricing) – Align (parts of) account plan with customer • Informed responsible • Lead responsible input ODs – sign-off • – intelligence from Group Strategy with regards to implications for account determine 3 -4 strategic account objectives, GC to provide integrated perspective considering 3 -4 strategic priorities and GC methodology • GC to coach and to role model • ODs to obtain sign-off from Operations • GC to discuss account plan with customer top management (i. e. , head of logistics, head of procurement, CE) Group Strategy templates capability building • Joint commercial and operations sign-off in ODs • Top management relationships Source: Team 19 Printed 12. 05. 2008 16: 10: 50 Group commercial Sub tasks

A-I "RISING STARS" ACCOUNT MANAGEMENT– PLAN ACCOUNT – GC INFORMED Role OD Other Interaction routines Enabler – Synthesize strategic • - • Lead • Group strategy • OD to synthesize competitive/market • Reports from – Identify 3 -4 strategic • Informed • Lead • – • ODs to provide strategic context and to • - – Develop and dis- • Lead • – • - • Joint methodology/ – Prepare account plans • Informed • Lead re- • Operations in • ODs to provide input into account plans • Account planning Working Draft - Last Modified 19. 05. 2008 16: 53: 21 • Develop integrated key account plans context account objectives seminate account planning methodology (incl. pricing) in ODs (incl. pricing) – Align (parts of) account plan with customer • Informed responsible • Lead responsible input ODs – sign-off • – intelligence from Group Strategy with regards to implications for account determine 3 -4 strategic account objectives, GC to provide integrated perspective considering 3 -4 strategic priorities and GC methodology • GC to coach and to role model • ODs to obtain sign-off from Operations • GC to discuss account plan with customer top management (i. e. , head of logistics, head of procurement, CE) Group Strategy templates capability building • Joint commercial and operations sign-off in ODs • Top management relationships Source: Team 20 Printed 12. 05. 2008 16: 10: 50 Group commercial Sub tasks

A-IIa "BIG&COMPLEX“ ACCOUNT MANAGEMENT– STRATEGIC PLAN EXECUTION (1 OF 5) GC INFORMED Role Sub tasks Group commercial OD Other Interaction routines Enabler • Informed • Lead • Group Finance, • OD to align on deal outline with customer • memorandum of Working Draft - Last Modified 19. 05. 2008 16: 53: 21 • Conceptualisation of deals/individual transactions – Scoping of deal responsibility Group Legal, operations, Risk, etc – consulted and relevant Transnet stakeholders understanding • Workplan • - • Lead • . . . • OD to develop workplan • Workplan – Establishing team and • - • Lead • . . . • OD to identify key stakeholders and • Team organisation • Meeting schedule – Detailing of deal* • Informed • Lead • Group Finance, • Key stakeholders to prepare deal for detailing deal working rhythm responsibility Group Legal, operations, Risk, etc – input resource requirements • OD to establish working mode/interaction structure Printed 12. 05. 2008 16: 10: 50 – Developing workplan components • GC to consolidate and coordinate *Including commercial arrangements, contracting terms, financial implications, service-level agreements, infrastructure implications Source: Team 21

A-IIa "BIG&COMPLEX“ ACCOUNT MANAGEMENT– STRATEGIC PLAN EXECUTION (2 OF 5) GC INFORMED Role Sub tasks Group commercial OD Other • Negotiate contracts with • Informed • Lead • – – Develop negotiation • - • Lead • – – Identify negotiation • Informed • Lead • – – Identify most effective • - • Lead • – • Negotiation – Develop negotiation • - • Lead • – • Negotiation preparation – Prepare negotiation • - • Lead • – • Mentors and coaches – Prepare for negotiation • - • Lead • – preparation and execution calendar objectives based on integrated account plan value levers* tactics meetings responsibility responsibilit y responsibility • Best practice negotiation calendar • GC to provide feedback in corporate account • Integrated corporate team sessions to ensure integrated perspective account plan preparation training and methodology – Align top management • Informed • – • OD to develop top management message – Execute negotiation • Informed • Lead • GCE/COO • ODs responsible for executing overall messages plan *Including volume, revenue, cost savings **If required Source: Team responsibilit y support** and to inform GC • Storyline negotiation plan • ODs to update GC on progress, GC to provide feedback to ensure integrated perspective 22 Printed 12. 05. 2008 16: 10: 50 package responsibility Enabler Working Draft - Last Modified 19. 05. 2008 16: 53: 21 customers Interaction routines

A-IIa "BIG&COMPLEX“ ACCOUNT MANAGEMENT– STRATEGIC PLAN EXECUTION (3 OF 5) GC INFORMED Role Sub tasks Group commercial OD Other • Implementation • - • Lead • – – Develop action plans • - • Lead – Identify cross- • Lead for identified improvement levers – Input action plan/expected impact into tracking tool • - responsibility • Lead responsibility • Operations • OD to provide template and develop plans • ODs to align with operations • Integrated account • – • Depends on individual level and • Cop. Cos • On. Cos (for cross- input/ consultation function/corridors involved • – plan corridor flow) • Action and impact tracking tool • Cop. Cos (including Capital projects) – Implement levers • - • Informed • Cop. Cos – • Cop. Cos to update activity/impact status • . . . – Monitor progress and • - • Lead • – • Monthly reports on action/impact progress • Action and impact – Update customer • - • Lead • – impact on achievements responsibility implementation discussed in Cop. Cos tracking tool • . . . Source: Team 23 Printed 12. 05. 2008 16: 10: 50 functional owners for implementing levers in corridors responsibility Enabler Working Draft - Last Modified 19. 05. 2008 16: 53: 21 of operational improvement levels Interaction routines

A-IIa "BIG&COMPLEX“ ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (4 OF 5) GC INFORMED Role Sub tasks Group commercial OD Other • Ramp-up of targeted • - • Lead • – – Develop action plans • - – Identify cross- – Input action – Determine targeted Enabler – • Integrated account • Lead • Operations – • OD to provide template and develop plans • ODs to align with operations • Integrated account • - • Lead • – • Tbd • Cop. Cos • Op. Cos* • - • Lead • – plan; customer demand volume ramp-up for identified growth opportunities functional owners for ramping up flows in corridor plan/expected impact into tracking tool responsibility responsibilit y input/ consultation plan • Action and impact tracking tool • Cop. Cos (including Capital projects) – Ramp-up flows • - • Informed • Cop. Cos/Op. Cos* • Cop. Cos to update activity/impact status • – – Monitor progress and • - • Lead • – • Action and impact – Update customer • - • Lead • – impact on achievements responsibility implementation • Monthly reports on action/impact progress discussed in Cop. Cos tracking tool • . . . *For cross-corridor flows Source: Team 24 Printed 12. 05. 2008 16: 10: 50 • – responsibility Working Draft - Last Modified 19. 05. 2008 16: 53: 21 volume growth Interaction routines

A-IIa "BIG@ONE" AND "BIG&COMPLEX" ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (5 OF 5) - GC CONSULTED Role Group commercial OD Other • Strategic crisis • Consulted • Lead • – • Consulted • Lead management – Clarify/understand corporate account crisis responsibility Interaction routines Enabler Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Sub tasks • Strategic crisis to be directed to OD • Issue briefings • GC to establish top-management contact • OD to prepare issue briefings and share with responsibility GC • - • Lead – Prepare response • Informed • Lead • – • ODs to develop response strategy • ODs to share response strategy with GC • Central repository – Share response with • Consulted • Lead • - • GC briefed by OD for top-management • . . . – Debrief on crisis • Informed • Lead • - • OD to update all key stakeholders • Issue debrief • Central repository strategy corporate account management/next steps • – responsibility meeting • OD/GC to share response with customer top - management contact on outcome of crisis management including, learnings and next steps) of past responses Source: Team 25 Printed 12. 05. 2008 16: 10: 50 – Develop response

A-IIa "RISING STARS" AND "BUSINESS AS USUAL" ACCOUNT MANAGEMENT – STRATEGIC PLAN EXECUTION (5 OF 5) - GC INFORMED Role Group commercial OD Other • Strategic crisis • Informed • Lead • – • Informed • Lead management – Clarify/understand corporate account crisis responsibility Interaction routines Enabler Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Sub tasks • Strategic crisis to be directed to OD • Issue briefings • OD to establish top-management contact • OD to prepare issue briefings and share with responsibility GC • - • Lead – Prepare response • - • Lead • – – Share response with • Informed • Lead • - • OD to share response with customer top- • . . . – Debrief on crisis • Informed • Lead • - • OD to update all key stakeholders • Issue debrief • Central repository strategy corporate account management/next steps • – responsibility • Central repository of past responses management contact on outcome of crisis management including, learnings and next steps) of past responses Source: Team 26 Printed 12. 05. 2008 16: 10: 50 – Develop response

A-IV "BIG&COMPLEX" ACCOUNT MANAGEMENT – REINFORCE THROUGH RELATIONSHIPS – GC CONSULTED Role OD Other Interaction routines Enabler – (Top) management • Consulted • Lead • All - respecting • ODs to inform GC on (top) management • Agreed contact – Transactional • – • Lead • – • ODs to be primary contact for day-to-day • Agreed contact – Day-to-day customer • – • Lead • – • ODs to be primary contact for customer • Agreed contact – Identification of • - • Lead • Corporate & • CRM tool – Execution of plan • - • Lead • – • CRM tool Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Group commercial Sub tasks • Manage formal relationships responsibility routines meetings • ODs to prepare (top) management meeting briefings • GC to participate in (top) management meetings transactions with, e. g. , plant managers service relationships routines Printed 12. 05. 2008 16: 10: 50 service responsibilit y routines • Direct marketing opportunities/ development of plant responsibility Public Affairs *E. g. , CE, Head of Logistics, Head of Purchasing Source: Team 27

A-IV "BIG@ONE" ACCOUNT MANAGEMENT – REINFORCE THROUGH RELATIONSHIPS – GC INFORMED Role OD Other Interaction routines Enabler – (Top) management • Informed • Lead • All - respecting • ODs to inform GC on (top) management • Agreed contact – Transactional • – • Lead • – • ODs to be primary contact for day-to-day • Agreed contact – Day-to-day customer • – • Lead • – • ODs to be primary contact for customer • Agreed contact – Identification of • - • Lead • Corporate & • CRM tool – Execution of plan • - • Lead • – • CRM tool Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Group commercial Sub tasks • Manage formal relationships responsibility routines meetings • ODs to prepare (top) management meeting briefings • GC to participate in (top) management meetings (if required by GC) • ODs to update GC on (top) management meetings without GC participation transactions with, e. g. , plant managers service relationships routines Printed 12. 05. 2008 16: 10: 50 service responsibilit y routines • Direct marketing opportunities/ development of plant responsibility Public Affairs *E. g. , CE, Head of Logistics, Head of Purchasing Source: Team 28

B PRICING PROCESSES AND TOOLS (1 OF 2) Role Sub task Group commercial Other Interaction routines Enabler • Consulted • PPRU – input on • GC to elaborate pricing philosophy • _ – Establish corporate standards for pricing • Define pricing philosophy (e. g. , competition • Lead intensity, customer ability to pay, incentivisation of asset utilisation, regulation) • Manage regulatory environment responsibility • Input – Define pricing strategy for corporate accounts • Lead reflecting commodities/ sector/corridor strategies responsibility overall regulatory strategy and compile pricing paper • GC to update OD Ex. Co and Group Strategy • Input • GCE – lead • _ • _ • Translate corporate pricing standards into • Lead • Input • PPRU – input • GC and ODs to develop corporate • Customer, commodity • Align pricing strategies with corporate • Lead • Input • - • GC to develop overall pricing • _ • Track influential factors on pricing strategy • Joint • - • GC and OD to track influential • Lead • – • ODs to develop pricing strategic in a pricing strategy for corporate accounts (e. g. , defining necessary cost advantage against competition, regulatory framework) over time (e. g. , enhanced offers by competitors, new entrants; demand shifts, regulatory changes) and refine strategy when necessary – Define OD-specific pricing strategy responsibility • Consulted responsibility pricing strategy while taking into account the findings from market intelligence • GC/OD to update OD Ex. Cos and Group Strategy strategy for corporate accounts and to align with ODs and competitor reports Printed 12. 05. 2008 16: 10: 50 account plans responsibility factors on pricing strategy line with Transnet pricing philosophy • GC ensures consistency with • _ overall pricing approach – Assure compliance of pricing strategy with legal terms and manage regulatory environment Source: Team • Lead responsibility • Input • PPRU – input Group Legal - input Working Draft - Last Modified 19. 05. 2008 16: 53: 21 OD • PPRU to brief GC on regulatory context • GC to provide pricing and legal standards to ODs and account directors 29

B PRICING PROCESSES AND TOOLS (2 OF 2) Role OD Other Interaction routines Enabler • Lead • _ • GC to define KPIs for • Pricing standard KPI – Analyse best-practice pricing processes across • Lead • _ • GC to consult and analyse ODs • _ – Design best practice pricing processes and • Lead • _ • GC to design best-practice • Best practice analysis – Train employees to understand use new • Joint • _ • GC to train employees unless • Training format design – Track processes and continuously improve • Lead • _ • GC to track adherence to best • _ – Analyse tools employed across ODs and • Lead • _ • GC to consult and analyse ODs • _ – Define tool requirements (e. g. , customer • Lead • Consulted • _ • GC to define tool requirements for • Best practice analysis – Coordinate tool development for selected pilot • Joint • _ • GC and OD to adapt tools to OD • Best practice tools – Continuously track requirements for tool • _ • GC to continuously track use of • _ • Track adherence to pricing strategy over time and assure pricing consistency (within account and between competitor accounts) responsibility measurement of adher-ence to pricing strategy and consistency and in contracts; compile report about adherence and consistency; define corrective measures Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Group commercial Sub task system • Design processes ODs and other companies coordinate rollout across ODs (e. g. , customer interaction model, administration processes) them responsibility and other competitor best practices processes based on analysis and to roll the out across ODs training by ODs is more suitable practice processes and to analyse them for further improvement potential and material • Develop pricing tools determine best practices specific supply chain views) corporate accounts; train users updates; make adaptations responsibility • Lead responsibility and other companies for best practices OD specific environment and roll them out tools and analyse them for improvement potential; make adaptations Source: Team 30 Printed 12. 05. 2008 16: 10: 50 processes/tools responsibility

C ESTABLISHING CORPORATE CONTRACTING STANDARDS Role Sub tasks Group commercial OD Other Interaction routines Enabler • Define standards for • Lead • _ • Group Legal: • GC to elaborate • _ • Define standards for • Lead • Input • Group Legal: • GC to define standards Y R • _ – Establish corporate legal terms compliance with regulation mechanism responsibility review A N I Review • Public Policy Regulation unit – input • Lead responsibility standard legal terms; design standard contracts and circulate them within organisation for compliance with regulation and compile report • Consultation • Group Finance • GC to develop overall • _ M I L penalty mechanism • Establish dispute • Lead • _ • Group Legal – • GC to define standards • _ • Establish risk manage- • Lead • _ • Group risk – Input • GC to define standards • _ • Define service level • Lead • Input • Group Legal • GC to coordinate service • _ • Group Finance, • GC to define consistent • _ • GC to consult ODs at Printed 12. 05. 2008 16: 10: 50 • Define penalty responsibility Working Draft - Last Modified 19. 05. 2008 16: 53: 21 standards for contracting • _ resolution guidelines ment ground rules agreement templates responsibility E R responsibility P – Establish consistent • Lead – Consult ODs at customer- • Consultation payment mechanisms specific contract issues responsibility • _ Review Group Legal – • input _ for dispute resolution for risk management rules level agreements between customers and ODs payment mechanism customer-specific contract issues Source: Team 31

D MARKET RESEARCH Research topics Deep knowledge around commodities customers operates in and macroeconomic data Customer insights Competitor information Insights about competitors, their markets and current/future competitive conduct • Joint responsibility • Informed • Lead responsibility Group Strategy GC • Lead responsibility ODs • Strong involvement • Consulted • Informed • Consulted Analysis of results and development of actions Execution of actions and progress review • Joint responsibility • Consulted • Informed • Joint responsibility • Consulted • Informed Group Strategy GC ODs Group Strategy • Informed • Lead responsibility • Consulted • Informed Printed 12. 05. 2008 16: 10: 50 Deep understanding about customer demands with reference to products/services • Informed GC ODs Conduct of market research Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Industry trends Roles Definition of research agenda FOR DISCUSSION Source: Team 32

E BRANDING – CORPORATE COMMUNICATIONS AROUND LARGE EVENTS Role Group commercial OD Other Interaction routines Enabler • Develop a communication strategy • Lead • _ – Develop overall strategy for corporate image • Lead • _ • GC to develop strategy for • _ – Determine all relevant target groups for • Lead • _ • GC to identify all relevant target • Brand strategy paper • Lead • _ • GC to identify suitable events for • _ – Choose additional channels (e. g. , brochures, • Lead • _ • GC to identify suitable additional • Detailed communication and brand identity communication (e. g. , customers, employees, investors, government) responsibility Transnet image and brand identity groups for corporate communications Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Sub task Printed 12. 05. 2008 16: 10: 50 • Design and implement a tailored communication strategy in suitable channels for all target groups – Choose suitable events to convey image to target groups; make a detailed communication plan for events; implement newsletters, etc. ); develop and implement communication plan responsibility all target groups to elaborate detailed communication plan (message, channel, etc. ) and implement channels for all target groups and to elaborate detailed communication plan (message, channel, etc); and implement plan Source: Team 33

F COMMERCIAL CAPABILITY BUILDING Role GC ODs Other • Consulted Set objectives and build programme • Identify key capability • Lead areas to meet responsibility transformation objectives; create vision around necessary M&S skills and develop programme • Build up capabilities in defined key areas through foundational training and apprenticeship with dedicated navigators • Lead • Alignment responsibility with GHR and Vulindlela Roll out programme Determine impact • Support • Track of progress against • Lead • Support responsibility milestones, learning, behaviour and impact targets • Alignment with GHR and Vulindlela • . . . • GC to design diagnosis to determine capabilities and programmes; ODs to carry out diagnosis; GC/ODs to determine capability gap • GC and ODs to identify key areas on the basis of diagnosis; GC to develop programme with input from ODs • Capability building to be implemented by ODs; development of navigators to be covered by GC • ODs to provide data and access for GC to commit progress controlling Source: Team analysis 34 Printed 12. 05. 2008 16: 10: 50 Diagnose capabilities • Analyse existing capabil- • Joint • . . . ities and building responsibility programmes in ODs and determine capability gaps Interaction routines Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Explanation

Working Draft - Last Modified 19. 05. 2008 16: 53: 21 BACKUP Printed 12. 05. 2008 16: 10: 50 35

D MARKET RESEARCH (1 OF 6) PRELIMINARY Role Sub task Group commercial Other Interaction routines Enabler • GC to compose detailed list of research needs and objectives of research • Discuss research agenda in meeting with GS; agree on research outcomes • – • - • GS and ODs to lead detailed customer interviews • Compilation of report with results including logistics implications • GS to lead detailed interviews with potential customers • Compilation of reports with results including service offer implications • GS and ODs to develop and carry out customer satisfaction survey • Compilation of report with results including implications • GS and ODs carry out detailed customer interview • Compilation of reports with results including implications for customer service offer tailoring and customer interaction • GS to determine gaps between explored customer needs and customer offer • Compilation of report with results including ‘blank spaces’ • - • Lead responsibility • – • GS agreement • Generate and translate customer insights – Explore existing customers’ needs • Informed • – • Informed • Support in customer interviews • GS with lead responsibility – Explore potential customers’ needs • Informed • – • GS with lead responsibility – Investigate customer satisfaction • Informed • Support in customer interviews • GS with lead responsibility – Identify customers’ decision making process and sourcing criteria • Informed • Support in customer interviews • GS with lead responsibility – Identify unmet customer needs • Informed • – • GS with lead responsibility • – • - Printed 12. 05. 2008 16: 10: 50 • Create research agenda for ‘white space’ opportunities Working Draft - Last Modified 19. 05. 2008 16: 53: 21 OD • - Source: Team 36

D MARKET RESEARCH (2 OF 6) PRELIMINARY Role Sub task Group commercial Other Interaction routines Enabler • Lead responsibility • – • GC to compile report about implications for strategy development • - • Informed • – • Informed • – • GS with lead responsibility – Explore customer • Informed strategy about market offer, potential moves within market (e. g. , expansion/ contraction of volumes) or within sup -ply chain (e. g. , forward/backward integration) as well as potential cost initiatives (e. g. , reduction of logistics costs) Source: Team • – • GS with lead responsibility – Identify implications from customer insights • Understand customer business and strategy – Investigate customer supply chain • GS to investigate annual reports, press • research, etc. • Compile report about customer supply chain (incl. e. g. , sources of supply, customers and profits generated at supply chain stages) • GS to investigate annual reports, press • research, etc. • Compile report about customer performance including logistics implications • GS to investigate annual reports, press • research, etc. • Compile report about customer strategy and logistics implications Printed 12. 05. 2008 16: 10: 50 – Explore customer financial and operational performance Working Draft - Last Modified 19. 05. 2008 16: 53: 21 OD 37

D MARKET RESEARCH (3 OF 6) PRELIMINARY Role Other Interaction routines Enabler – Identify customer • Informed • – • GS with lead • GS to investigate annual reports, press • - – Identify implications of • Lead • – • GC to compile report about implications for • - • Informed • – • GS with lead • – • Informed • – responsibility • GS with lead responsibility • GS to investigate annual reports, press • - • Informed • – • GS with lead research, etc. • GS to compile report about competitor market offer and implications for customer strategy • GS to investigate annual reports, press research, etc. • GS to compile report about potential competitor moves within current market and implications for customer strategy • Informed • – • GS with lead • GS to investigate annual reports, press competitor market (players, strategies, potential moves) customer business and strategy • Analyse competitor position and strategy – Analyse competitor market offer (price levels, volumes, products offered) – Analyse potential competitor moves within current market (e. g. , expansion/ contraction of volumes, entry/exit into segments, acquisitions/mergers/i nvestments) – Analyse potential competitor moves in supply chain (e. g. , forward/backward integration, vertical joint ventures, longterm contracts with partners) responsibility research, etc. • GS to compile report about customer competition and implications for service offer strategy development research, etc. • GS to compile report about potential competitor moves in supply chain and implications for customer strategy Printed 12. 05. 2008 16: 10: 50 OD Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Group commercial Sub task • - Source: Team 38

D MARKET RESEARCH (4 OF 6) PRELIMINARY Role Sub task Group commercial Interaction routines Enabler – Analyse potential • Informed competitor initiatives to enhance cost position (logistics costs, organisational effectiveness, etc. ) • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to compile report about potential competitor initiatives to enhance cost position and implications for customer strategy • - – Identify implications/impact of competitor moves • Lead responsibility • – • GS with lead responsibility • GC to compile report about implications for strategy development • - • Informed • – • GS with lead responsibility • – – Map market players along supply chain • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - – Estimate profits generated at supply chain stages • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - – Analyse commodity demand • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - – Analyse international • Informed demand patterns and size of relevant market Source: Team • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - • Analyse commodity market Printed 12. 05. 2008 16: 10: 50 Other Working Draft - Last Modified 19. 05. 2008 16: 53: 21 OD 39

D MARKET RESEARCH (5 OF 6) PRELIMINARY Role OD Other Interaction routines Enabler – Reveal growth drivers for commodity demand – Project changes in international demand growth drivers; determine impact on demand in relevant market – Investigate potential substitution goods for commodities and substitution risk – Analyse commodity supply • Informed • – • GS with lead responsibility • - • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - • Informed • – • GS with lead responsibility • - – Analyse international supply patterns and size of relevant supply market – Project potential moves of market players (expansion/ contraction, new entrants/ consolidation, integration along supply chain, etc) Source: Team • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Group commercial Sub task • Report about growth drivers Printed 12. 05. 2008 16: 10: 50 • - 40

D MARKET RESEARCH (6 OF 6) PRELIMINARY Role Other Interaction routines Enabler – Determine impact on supply in relevant market • Informed • – • GS with lead responsibility • GS to investigate annual reports, press research, etc. • GS to investigate and compile report • - – Identify implications/ impact for Transnet and Transnet customers • Lead responsibility • – • GC to compile report about implications for strategy development • - • Informed • – • GS with lead responsibility • – • Informed • – • GS with lead responsibility • GS to investigate and compile report including logistics implications • - – Investigate potential • Informed impact on service delivery • – • GS with lead responsibility • GS to investigate and compile report including logistics implications • - – Identify implications of product-specific trends • – • GC to compile report about implications for strategy development • - • Product-specific research – Explore newest technological trends in logistics • Lead responsibility Printed 12. 05. 2008 16: 10: 50 OD Working Draft - Last Modified 19. 05. 2008 16: 53: 21 Group commercial Sub task Source: Team 41