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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.

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Presentation on theme: "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."— Presentation transcript:

1 ISOE Presentation 30 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 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 ISOE and 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 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

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

8 SMRI STC St John’s Maccau- vlei Training Force Agri SETA Coaching Secon- dary Trainers “Know How” RSSC Current Specialist Knowledge Mentoring PC Trainer - Coordination - Administration - Special Assignments - Networking - QA SDF COE Eng Training COE Packaging COE Energy COE Sugar COE Agric COE SHERQ COE First Aid COE Management, Supervisory & Leadership COE SAP + PC Training

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

10 Tsb ISOE Service delivery architecture QS Boardroom Komati Mill Boardroom Packaging Rosemary Masuku Training OTJ Trainers x2 Nico Coetzee Pongola Mill Malelane Mill OTJ Trainers x2 Mill office Power Station Malibongwe Mbedle Molatek Finance & Admin Small & Main Boardroom 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

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 Evaluate  x x  ROBOT Skills GAPS Skills GAP Evaluate  x x   x x x x  x x Person 1 Competence 1 Skills Required - Competence 2 Skills Required - Person 2 Competence 1 Skills Required - Competence 2 Skills Required - Competence 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 Competencies required Competencies required Competencies required Job 4... ANNUAL DIVISIONAL TRAINING PLAN Record Evaluation & Judgement LINE MANAGEMENT INITIATIVE Personal Development Plan SUCCESSION NEEDS  x x   STRATEGIC TRN Needs  x x x Tsb Company: (W.S.P) SKILLS Person 1 Person 2 Person 3 Person x   xxx xxxxxx AGRISETA Training/ Development Process DIV TRAINING BUDGET -Course Fees -Travel and Accommodation Allocate Costs Evaluation & Judgement Monthly Reporting (Progress vs Plan) Feedback to Assessed, SETA + Line Management (A.T.R) AGRISETA

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 !


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