ISOE Presentation 30 May 2011

1. ISOE Presentation30 May 2011 Joe Stephens

2. 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 47000ha 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

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

4. Strategic alignment of the Tsb ISOEand the Operational needs of the Company and its Bussiness Environment

5. Determining the Company’s Strategic Focus Areas ?

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

7. ROSE 18% Tsb Strategy • Growth • Transformation • Cane Supply • Stakeholder Relations • Optimizing Performance • Industry Restructure Governance Sugar Related Business and Green Energy Operations

8. Virtual Tsb Sugar LEARNING ACADEMY COE Sugar COE Energy Assessments, Moderation, QMS, WSP, ATR, Grants, ISO’E Learnerships, Networking, Reporting COE Packaging Performance Analysis, Program Design & Development, Implementation, Research, Learning Material COE Eng Training SDF - Coordination • Administration • Special Assignments • Networking • QA COE SAP + PC Training GENERIC COE Agric PC Trainer SMRI GENERIC COE Management, Supervisory & Leadership Maccau- vlei GENERIC COE SHERQ STC GENERIC COE First Aid St John’s Agri SETA External Resources Strategic Partners Current Specialist Knowledge Secon- dary Trainers Training Force “Know How” Mentoring Coaching RSSC Company Resources

9. ROSE 18% Tsb Strategy • Growth • Transformation • Cane Supply • Stakeholder Relations • Optimizing Performance • Industry Restructure Governance Sugar Related Business and Green Energy Operations

10. Tsb ISOE Service delivery architecture Maroela Non Sugar Mill officePower Station Small & MainBoardroom Finance& Admin Group Services Malelane Mill Champion OTJ Trainers x2 Champion Citrus Academy Commercial growers Small growers MCP’s (TSB) GFC L Rad growers RSSC Packaging QS Champion Central Training Other sub tropical cultivars Nico Coetzee • Tech Training:- Apprentices &Learnerships- Skills programs- SAP- Desk top Octavius Boardroom Komati Mill Energy Centre OTJ Trainers x2 Boardroom Octavius Molatek Malibongwe Mbedle After land claim Training Champion Post Settlement Skills Develop Pongola Mill Champion Champion Champion Rosemary Masuku

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

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

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

14. ISOE Contribution in terms of CRITICAL Skills • Artisan Training • OTJ Training for x42 Apprentices in various trades (Institutional training by STC - NQF2 to NQF4) • Production Related Qualifications • Sugar Manufacturing – Operations Management Dev Program NQF4 plus Tech Skills Programs • Energy Generation- Operations Management Dev Program NQF4 plus Tech Skills Programs • Farm Manager Training • Nat Dip Plant Production NQF 4 x12

15. ISOE Contribution in terms of CRITICAL Skills Cont. • Engineer Training Programs x7 • EIT Programs in place for INTERNSHIP • BSc and BTech Degree Bursaries • Structured Workplace Experience • Graduates in Training x6 (Various disciplines) • Structured Workplace Experience • Leader/Management Programs • BBBEE Focussed MDP Programs to selected candidates

16. ISOE Contribution in terms of Specific Agricultural Training Needs • Cane Supply • Small Scale Cane Growers • Cane Husbandry • Administration of their Businesses • Irrigation related Technical Skills • Land Claiments • Capacity Building • Establishing Trusts • Managing the Structures • Study Bursaries to parent connected children (NQF4 Plant Production x6 ) • Cane Husbandry • Administration of their Businesses

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

18. 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 !!!

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

20. 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 !!!

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

22. Questions ???

23. Thank you !