STRATEGIC VACANCIES AND AND PERFORMANCE MANAGEMENT 19 MARCH 2010

1. STRATEGIC VACANCIES AND AND PERFORMANCE MANAGEMENT 19 MARCH 2010

2. CURRENT STRATEGIC VACANCIES Transnet regards strategic management to be the Group Exco and the Divisional Executive teams. The table below reflects the current vacancies on strategic management level and the period that the position has been vacant:

3. STRATEGIC MANAGEMENT – DEMOGRAPHICS The table below depicts a summary of the current demographics of the strategic management team (Group Exco and Divisional Exco teams) in terms of race and gender The table below depicts a summary of the appointments as per race and gender for the total period April 2006 to 2 February 2010.

4. PROCESS FOR FILLING OF STRATEGIC MANAGEMENT VACANCIES • The objective is to fill the vacant position with the most suitable candidate available, • therefore the possible candidates are sourced via the following channels (often in • parallel): • Internal adverts • External Advertisement • Nominations from Talent pools • Nominations from Recruitment Agencies (Head hunting) • Recruitment and Selection Process Includes: • Short listing • Interviews • Psychometric Assessments • Reference Checks • The filling of executive positions take up to an average of six months

5. TRANSNET’S RESPONSE TO SHAREHOLDER’S COMPACT OBJECTIVES Required Outcome: Improved customer service delivery and sufficient capacity to promote economic growth

6. STRATEGY IMPLEMENTATION THROUGH ENTERPRISE PERFORMANCE MANAGEMENT • - Reward employees for good • performance • - Short-term incentive scheme • - Long-term incentive scheme • - Gain-share scheme • - Strategic • Performance • Objectives • (SPOs) - Review of strategic objectives - Market / competitor analysis - Capital planning - Top-down target setting - 10-year horizon - Focus on next 5 years - Quantum Leap Blueprint • Next step is to finalise SPOs and align incentive schemes to objectives • Commence with implementation of corporate plans and initiatives • Continuous monitoring , feedback and response to poor performance areas Long-term Planning Rewards & Recognition Enterprise Performance Management • - Monitoring • and reporting • performance • - Assessing root • cause and develop • action plans • Adjusting business to • external environment • Reporting to DPE/Board/Exco/ • Commercial/Corridors • - Weekly/Monthly Dynamic Reports • - Exco workbook / Dashboards Performance Tracking Budgets & Plans - Allocating resources (people, finance) to achieve strategy - Bottom-up, driver based budgeting - Linking budgets to operational plans - Annual Corporate Plan (PFMA)

7. The Performance Management process • PHASE 1: PLANNING FOR PERFORMANCE • MARCH-APRIL • What is the employee expected to do this year? • Agree strategic objectives • Agree key performance areas • Set performance standards • Compile the performance scorecard • Quality assurance of scorecards • PHASE 2: COACHING AND PERFORMANCE REVIEW • ONGOING • How well is the employee doing throughout the year? • Continuous feedback on performance objectives • Review key performance areas • Review the training and development plan • PHASE 4: REWARDING PERFORMANCE • APRIL - MAY • What recognition will the employee get for outstanding performance? • Quality assurance of assessment process • Audit of financial results • Business moderation • Individual moderation • Implement reward • Communicate reward • Audit of reward payments • PHASE 3: FINAL REVIEW AND ASSESSMENT • SEPTEMBER-OCTOBER (midyear) • MARCH (end of year) • How well has the employee done? • Self assessment • Manager assessment of employee • Consensus assessment of performance • Record the assessment results • Develop individual learning plan (ILP)