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.

ISOE Presentation 30 May 2011

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 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

“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 StructureThree Tier Training Governance Structure

CHAIRPERSON

CHAIRPERSON

CHAIRPERSON

Group:Strategic T&DDirection

Departmental Training Sub-Committee: Plan directed skills delivery

Divisional Level: Coordinate Strategic Skills Requirements

Link to business strategy

Link to divisional business plan

Link to individual employee skills development

Sugar Related Businessand

Green Energy

1. Growth2. Transformation3. Cane Supply

4. Stakeholder Relations5. Optimizing Performance6. Industry Restructure

7. Governance

Tsb Strategy

Operations

SMRI

STC

St John’s

Maccau-vlei

TrainingForce

AgriSETA

Coaching

Secon-dary

Trainers“KnowHow”

RSSC

CurrentSpecialist

Knowledge

Mentoring

PC Trainer

- Coordination- Administration- Special Assignments- Networking- QA

SDFCOE

Eng T

raining

COEPackaging

COE

Energy

COESugar

COE

Agric

COE

SHERQCOE

First Aid

COE

Management,

Supervisory &

Leadership

COESAP + PCTraining

Sugar Related Businessand

Green Energy

1. Growth2. Transformation3. Cane Supply

4. Stakeholder Relations5. Optimizing Performance6. Industry Restructure

7. Governance

Tsb Strategy

Operations

Tsb ISOE Service delivery architecture

QS

Boardroom

Komati Mill

Boardroom

Packaging

Rosemary Masuku

Training

OTJ Trainers x2

Nico Coetzee

PongolaMill

Malelane Mill

OTJ Trainers x2

Mill officePower Station

Malibongwe Mbedle

Molatek

Finance& Admin

Small & MainBoardroom

Group Services

Maroela

Post Settlement Skills Develop

Champion

After land claim RSSC

Champion

Other sub tropical cultivars

Champion

Non Sugar

Small growers

Octavius

Energy Centre

Citrus Academy

Champion

L Rad growers

Octavius

Commercial growers

Champion MCP’s (TSB)

Champion

GFC

Champion Central Training

-Tech Training:- Apprentices &Learnerships- Skills programs- SAP- Desk top

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

Evaluate

Evaluate

xx

ROBOTSkills GAPS

Skills GAP

Skills GAP

Skills GAP

Evaluate

Evaluate

xx

xx

xx

x

x

Person 1Competence 1Skills Required----

Competence 2Skills Required----

Person 2Competence 1Skills Required----

Competence 2Skills Required----

Competence 6

----

----

----

----

SCHEDULING TRNG DEPARTMENT

Person 1

Person 2

J F M A M J J A S O N D

Assessment Process

RPL Portfolios

Review Skills Gaps

(Jobs discussion)

Job 1

Description

Job 2

Description

Job 3

Description

Competenciesrequired

1. 4.2. 5.3. 6.

Competenciesrequired

1. 4.2. 5.3. 6.

Competenciesrequired

1. 4.2. 5.3. 6.

Job 4...

ANNUALDIVISIONALTRAINING

PLAN

Record Evaluation& Judgement

LINE MANAGEMENT

INITIATIVE

Personal Development Plan

SUCCESSIONNEEDS

-----

xx

STRATEGICTRN Needs

----

xx

x

Tsb Company: (W.S.P)

SKILLS

Person 1

Person 2

Person 3

Person 4

1 2 3 4 5 6 7 8

x

x x x

xxxxx x

AG

RIS

ETA

Training/Development

Process

DIV TRAINING BUDGET-Course Fees-Travel and Accommodation

Allocate Costs

Evaluation & Judgement

MonthlyReporting(Progress

vsPlan)

Feedback toAssessed,

SETA + LineManagement(A.T.R)

AGRISETA

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 QualificationsSugar Manufacturing – Operations Management Dev

Program NQF4 plus Tech Skills Programs

Energy Generation- Operations Management Dev Program NQF4 plus Tech Skills Programs

Farm Manager TrainingNat Dip Plant Production NQF 4 x12

ISOE Contribution in terms of CRITICAL Skills Cont.

Engineer Training Programs x7EIT Programs in place for INTERNSHIP

BSc and BTech Degree Bursaries

Structured Workplace Experience

Graduates in Training x6 (Various disciplines)Structured Workplace Experience

Leader/Management ProgramsBBBEE Focussed MDP Programs to selected

candidates

ISOE Contribution in terms of Specific Agricultural Training Needs

Cane SupplySmall 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

ISOE Contribution in terms of Specific Agric Training Needs (Cont.)

Commercial Growers Water Management and Irrigation

Generic NeedsLegislative needs SHE training

Leadership Buholi

LeadMan

Technical Skills Basic Welding and Gas Cutting

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 methodOTJ

Theory (Class Room)

Practical

Deliver required Training

Assess Competencies Theoretical

Practical

Awarded Certificates

Celebrate !!!

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 !!!

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 !