Presentation to Portfolio Committee on Agriculture, Forestry Fisheries Embracing Change 14 June 2011

1. Presentation to Portfolio Committee on Agriculture, Forestry & Fisheries Embracing Change 14 June 2011

2. Adopted the Aids Rating® tool to measure the effectiveness of our strategy on HIV/Aids management in the workplace All land- and sea-based operations have Health & Safety representatives and first aiders; all operational sites provide clinic facilities All employees given access to, and receive wellness training, via independent external Kaelo Wellness Programme 2,5% of leviable amount of payroll spent on training in 2010 More than R10m (tbc) spent on the provision of housing for black employees in coastal communities All employees are members of a Pension or Provident Fund, including land- and sea-based employees A total of R87,9m contributed to Employee Provident/Pension Fund over the past 5 yrs. Adopted the Aids Rating® tool to measure the effectiveness of our strategy on HIV/Aids management in the workplace All land- and sea-based operations have Health & Safety representatives and first aiders; all operational sites provide clinic facilities All employees given access to, and receive wellness training, via independent external Kaelo Wellness Programme 2,5% of leviable amount of payroll spent on training in 2010 More than R10m (tbc) spent on the provision of housing for black employees in coastal communities All employees are members of a Pension or Provident Fund, including land- and sea-based employees A total of R87,9m contributed to Employee Provident/Pension Fund over the past 5 yrs.

4. Widespread positive impact on the welfare of fishing communities, not only a handful of individuals Optimal economic growth and stability of the industry Empowerment of fishing communities via skills development; enterprise development and corporate social investment (CSI) Continuous job creation, instead of transformation at the expense of jobs Improved food security Widespread positive impact on the welfare of fishing communities, not only a handful of individuals Optimal economic growth and stability of the industry Empowerment of fishing communities via skills development; enterprise development and corporate social investment (CSI) Continuous job creation, instead of transformation at the expense of jobs Improved food security

5. More rights holders Individuals holding rights unable to contribute to meaningful economic growth and stability Limited access to finance as banks don’t accept rights as surety for loans Lack of business skills and support Fragmentation of the industry Greater challenge in terms of managing compliance Reduced tax benefit to government due to smaller operators Reduced employment and job creation Reduced skills development and training Less distribution of wealth benefits More rights holders Individuals holding rights unable to contribute to meaningful economic growth and stability Limited access to finance as banks don’t accept rights as surety for loans Lack of business skills and support Fragmentation of the industry Greater challenge in terms of managing compliance Reduced tax benefit to government due to smaller operators Reduced employment and job creation Reduced skills development and training Less distribution of wealth benefits

6. The status of transformation within the industry is known – costly (R7-9 million) performance review conducted in 2010 The status of transformation within the industry is known – costly (R7-9 million) performance review conducted in 2010

7. * % black shareholding determined at 37,3% . Figure rejected by DAFF on basis that shareholding in black empowerment partner, Real Africa Holdings, had changed since its 1994 acquisition* % black shareholding determined at 37,3% . Figure rejected by DAFF on basis that shareholding in black empowerment partner, Real Africa Holdings, had changed since its 1994 acquisition

8. * % black shareholding determined at 37,3% . Figure rejected by DAFF on basis that shareholding in black empowerment partner, Real Africa Holdings, had changed since its 1994 acquisition* % black shareholding determined at 37,3% . Figure rejected by DAFF on basis that shareholding in black empowerment partner, Real Africa Holdings, had changed since its 1994 acquisition

11. Table only reflects analysis of employee ownership schemes and broad-based ownership schemes for major shareholders. Brimstone has 13 NGOs, which have approx. 8,5m beneficiaries Tiger Brands has: Thusani Trust – 513; BMT – 1,691; GST – 8,747 Other shareholders: 1,119 shareholders within “other” shareholding 38,449,809 number of shares, which is held by mandated investments, and represents 32% of total shareholdingTable only reflects analysis of employee ownership schemes and broad-based ownership schemes for major shareholders. Brimstone has 13 NGOs, which have approx. 8,5m beneficiaries Tiger Brands has: Thusani Trust – 513; BMT – 1,691; GST – 8,747 Other shareholders: 1,119 shareholders within “other” shareholding 38,449,809 number of shares, which is held by mandated investments, and represents 32% of total shareholding

12. 2 Female Board members – 2010 3 Female Board members – 2011 2 Female Board members – 2010 3 Female Board members – 2011

14. Cumulative: 2006 – 2010 Cumulative: 2006 – 2010

15. Cumulative = 2006 – 2010 BBBEE spend on suppliers in Lamberts Bay: R42,8m BBBEE spend on suppliers in SHB: R290,1mCumulative = 2006 – 2010 BBBEE spend on suppliers in Lamberts Bay: R42,8m BBBEE spend on suppliers in SHB: R290,1m

17. Amount on SED… 2006: R 3 192 320 2010: R 2 444 302 Cumulative: R 12 859 101 = 96% of CSIAmount on SED… 2006: R 3 192 320 2010: R 2 444 302 Cumulative: R 12 859 101 = 96% of CSI

18. OB – canned fish: 600,000 cans per day x 4 x 365 days p/a / 56 weeks = 15 million servings per week BCP & Erongo – horse mackril: 100’916 boxes incl. SA and Namibia and rest of Africa; At average meal of 200g: 1’382’411 meals per day OB – canned fish: 600,000 cans per day x 4 x 365 days p/a / 56 weeks = 15 million servings per week BCP & Erongo – horse mackril: 100’916 boxes incl. SA and Namibia and rest of Africa; At average meal of 200g: 1’382’411 meals per day

21. Project included 25 cadets employed from local community in 2003; skills transfer; investment in training Project included 25 cadets employed from local community in 2003; skills transfer; investment in training

22. The status of transformation within the industry is known – costly (R7-9 million) performance review conducted in 2010 The status of transformation within the industry is known – costly (R7-9 million) performance review conducted in 2010

24. Thank You!