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CONFIDENTIAL MONTHLY COMMERCIAL GM FORUM 18 April 2008 INTRODUCTORY STATEMENTS FROM LAST WORKSHOP SHOULD GUIDE DISCUSSION TPT is very much about logistics, thats why supply chain management is part of Commercial with TPT. There will, therefore, be differences and our challenge will be to build strategy together so that there is buy in, and aligned reporting Nosipho Source: Team analysis As TRE we focus on rail; we would like to identify other learnings Thoba We need to focus our strategy and not confuse it further Leon Printed 25.04.2008 16:01:32 Budgets and business plans have been submitted, therefore how are we going to change? Lauriette How do we work together Leon What is expected of us as Group Legal. We have a job to do and, therefore, need to understand what Commercial will require of us Saaks Working Draft - Last Modified 25.04.2008 16:02:58 Transnet is not hungry enough. How can Group Commercial optimise asset utilisation for maximum benefit? Irvindra As a team we need to be clear about what our value add is going to be, what our different roles and responsibilities are going to be and what the nature of the matrix working is going to be. There should be no holy cows Ravi We need further clarity on solid and dotted reporting lines Leslie 2 OBJECTIVES OF TODAYs GM FORUM Working Draft - Last Modified 25.04.2008 16:02:58 Establish monthly Commercial GM forum Continue discussion from first workshop on shaping Transnet Commercial team Printed 25.04.2008 16:01:32 Align on detailed interaction routines between Group Commercial (GC) and commercial GMs for key commercial tasks (including reporting) Finish setup phase of GC and agree on concrete action steps Source: Team

3 SUGGESTED AGENDA Timing Topics Working Draft - Last Modified 25.04.2008 16:02:58 08h00-08h30 Welcome, workshop objectives and recap of discussion far 08h30-09h00 so Overview on organisational setup of GC 09h00-12h30 Interaction routines for first commercial tasks 09h00-09h45 09h45-10h00 Corporate account management Tea break 10h00-10h45 Market research 10h45-11h30 Pricing processes and tools 11h30-11h45 Capability building Printed 25.04.2008 16:01:32 11h45-12h30 Tea break 12h30-13h00 Outlook on other commercial tasks 12h30-12h45 Branding/advertising 12h45-13h00 Contracting 13h0016h15* 13h00-15h30 Monthly GM forum 15h30-16h00 Corporate accounts: Review of critical areas and identification cross-OD integration needs of Private sector partnership 16h00-16h15 GC SPOs 16h15-16h30 Closing * Including working lunch Source: Team 4 RECAP: AN INTEGRATED COMMERCIAL APPROACH IS IMPERATIVE TO ACHIEVE TRANSNETs FOUR-POINT GROWTH STRATEGY Strategy dimension s Growth through Priority corridors Cross-divisional operational integration Efficient asset utilisation Cost-effective procurement Shared services

Enablers of/ by GC Increase in share of wallet through crossbusiness coordination Group-level optimisation and decision making Source: Integrated capital, operations and financial customer planning Focused investment for growth Capital portfolio optimisation Strategic asset/ liability Integrated key management account Funding strategy planning Consistent pricing strategies Safety, risk and effective governance Delivery on safety performance Highest standards of corporate governance Risk management Enterprise performance management (EPM) Management of key risk areas for Transnet (e.g., legal, pricing) Standardisatio n of contracts Human capital execution Implementation of HC strategy Talent management Remuneration based on performance value and culture Printed 25.04.2008 16:01:32 Strategy elements Capital optimisation and financial management Working Draft - Last Modified 25.04.2008 16:02:58 Re-engineering integration, productivity and efficiency Attracting and retaining commercial capabilities and skills to accelerate commercial transformation Develop best-inclass capabilities

and skills Team analysis 5 RECAP: IN LAST WORKSHOP, KEY TASKS HAVE BEEN PRIORITISED TO FUEL TRANSNETs COMMERCIAL TRANSFORMATION A Corporate account management and development E Branding corporate communications around large events Source: F Upgrading commercial capabilities 4 Mindsets and behaviours Group-level optimisation (e.g., profitability) Collaborative culture across ODs and with centre Speeding up commercial decision making ensuring commercial has a voice in Group decision making Clear mandates/roles and interaction routines/protocols between GC and ODs (including single point of contact for customer) as well as relevant corporate stakeholders Printed 25.04.2008 16:01:32 D Market research C Establish corporate contracting standards 5 Transformati on acceleration 3 Capability building and actions Ensuring cross-pollination of best practices 2 Commercial enabling elements B Pricing processes and tools Working Draft - Last Modified 25.04.2008 16:02:58 1 Leadership aspirations and conviction Capturing increased share of wallet by accelerating volume growth Delivering on the integrated promise Initial priorities Further alignment needs Branding Advertising Corporate strategy Commercial GM Workshop, 5/6 Mar 2008 6 ROADMAP FOR ESTABLISHING GC DEVELOPED CONSIDERING IMMEDIATE PRIORITIES Current focus Integrating pricing Working Draft - Last Modified 25.04.2008 16:02:58 Shaping first corporate accounts 16 Jun-19 Sep (3 months) Phases

Setting up for success 14 Apr-13 Jun (2 months) Focus 18 Feb-11/18 Apr (1.5 months) Setting up GC Organisational design Interim operating model with ODs Developing and facilitating 2 GM workshops Printed 25.04.2008 16:01:32 Timeline Execution of interim organisation setup/filling in for corporate account executives for 3 accounts* Roadmap and plan for taking over all identified corporate accounts Development of consistent pricing strategy and tool across ODs for 3 accounts (including conceptual foundations, data gathering, tool programming) Training a group of practitioners across ODs that can roll out the tool Filling positions within Group Commercial * Depending on nature of support required, i.e., consolidation of reports/information vs leading role in corporate account management (including account planning and execution) Source: Team 7 RECAP: WITH END OF THE DESIGN PHASE REACHED, ROLES AND RESPONSIBILITIES DETAILED WITH CHAMPIONS Todays focus Suggested approach for detailing interaction routines Key steps and timeline Champions assigned to individual tasks Preparatio Discussion with Distribution Corporate account management (Karl) Pricing processes and tools (Ravi) Establish corporate contracting standards (Lauriette) Market research (Nosipho) Interaction blueprint circulated up front Discussion focused on critical tasks Identification of immediate next steps and concrete actions n of drafts as discussion starter by team GMs on Championed task Other areas of concern Discussion of critical elements led by individual champions* of interaction blueprint manual to Discussion of GMs and GC examples

Update of as pre-read and best interaction practices GMs and GC routines with GM feedback by to highlight Finalisation team critical and alignment on areas for individual routines tasks 17-20 Mar 25 Mar-4 Apr 8 Apr Printed 25.04.2008 16:01:32 Branding corporate communications around large events (Thoba) Working Draft - Last Modified 25.04.2008 16:02:58 Overall idea 11 Apr (18 Apr) * Corporate account management, market research, pricing, capability building discussed in detail; other 2 key tasks (contracting standards, communication around large event) to be discussed in detail in subsequent session Source: Team 8 CRITICAL AREAS FOR THE FIRST TASKS WILL BE DISCUSSED TODAY; OTHERS TO FOLLOW Tasks Critical areas Champion Discussion slot Workshop, 18 Apr 2008 B Pricing processes and tools Pricing philosophy Pricing tools Pricing governance Workshop, 18 Apr 2008 C Establish corporate contracting standards Developing contracting Lauriette Overview, 18 Apr 2008 Detailed discussion in standards following workshop (May 14) Setting of research Nosipho Workshop, 18 Apr 2008 agenda Stocktaking D Market research Ravi E Branding corporate communications around large events Sharing of event calendar Coordination of activities Thoba Overview, 18 Apr 2008 Detailed discussion in following workshop (May 14) F Capability building Assessment of skills Development of training curriculum

Leslie Workshop, 18 Apr 2008 Source: Printed 25.04.2008 16:01:32 Conceptualisation of Karl deals Internal account review Working Draft - Last Modified 25.04.2008 16:02:58 A Corporate account management Team 9 SUGGESTED AGENDA Topics 08h00-08h30 Welcome, workshop objectives and recap of discussion so far Working Draft - Last Modified 25.04.2008 16:02:58 Timing 08h30-09h00 Overview on organisational setup of GC 09h00-12h30 Interaction routines for first commercial tasks 09h00-09h45 09h45-10h00 Corporate account management Tea break 10h00-10h45 Market research 10h45-11h30 Pricing processes and tools 11h30-11h45 Capability building Printed 25.04.2008 16:01:32 11h45-12h30 Tea break 12h30-13h00 Outlook on other commercial tasks 12h30-12h45 Branding/advertising 12h45-13h00 Contracting 13h0016h15* 13h00-15h30 Monthly GM forum 15h30-16h00 Corporate accounts: Review of critical areas and identification cross-OD integration needs of Private sector partnership 16h00-16h15 GC SPOs 16h15-16h30 Closing * Including working lunch Source: Team 10

ORGANISATIONAL BLUEPRINT DEFINED TO REFLECT OVERALL TRANSNET STRATEGY Working Draft - Last Modified 25.04.2008 16:02:58 Provide one face to the customer while incorporating OD-specific expertise Ensure organisational efficiency/do not duplicate structures Printed 25.04.2008 16:01:32 Four design principl es Offer ODs support to leverage existing capabilities Create collaborative change-oriented environment Source: Team 11 CORPORATE ACCOUNT MANAGEMENT AND BUSINESS ENABLEMENT AS KEY PILLARS Group Executive Commercial Corporate Account Executive (Other bulk*) Working Draft - Last Modified 25.04.2008 16:02:58 Corporate Account Executive (Coal) Business enablement manager Administration and reporting manager Corporate Account Executive (Container/Automotive) Contracti ng manager Knowledg e and best practice manager Talent and capability manager Marketing manager Printed 25.04.2008 16:01:32 Corporate Account Executive (Liquid bulk) Pricing manager Foster inter-OD standards and best practices around commercial issues in Transnet Deliver on integrated promise for corporate accounts and increase Transnets share of wallet * Iron ore, manganese, cement Source: Team 12

SUGGESTED AGENDA Timing Topics Working Draft - Last Modified 25.04.2008 16:02:58 08h00-08h30 Welcome, workshop objectives and recap of discussion far 08h30-09h00 so Overview on organisational setup of GC 09h00-12h30 Interaction routines for first commercial tasks 09h00-09h45 09h45-10h00 Corporate account management Tea break 10h00-10h45 Market research 10h45-11h30 Pricing processes and tools 11h30-11h45 Capability building Printed 25.04.2008 16:01:32 11h45-12h30 Tea break 12h30-13h00 Outlook on other commercial tasks 12h30-12h45 Branding/advertising 12h45-13h00 Contracting 13h0016h15* 13h00-15h30 Monthly GM forum 15h30-16h00 Corporate accounts: Review of critical areas and identification cross-OD integration needs of Private sector partnership 16h00-16h15 GC SPOs 16h15-16h30 Closing * Including working lunch Source: Team 13 RECAP: INTEGRATED MANAGEMENT TO ADDRESS CURRENT KEY CHALLENGES Challenge: Transnet is not capturing full potential with their customers Durban port volume distribution Mt (FY 07) Establishment of integrated corporate account management to overcome challenges 60.7 4.9 22.8 33.0 With realisation of . . .

Already on rail10.0 Potential Printed 25.04.2008 16:01:32 Transnet business units close their eyes to the rest of the supply chain Transnet needs to look at the big picture of the customer, at the whole chain of influence Transnet does not understand our business There is no relationship at a strategic level Poor interaction with the customer They do not listen to us; we really need to work together Interaction with different unaligned business units Working Draft - Last Modified 25.04.2008 16:02:58 Challenge: customers are dissatisfied with current Transnet experience 23.0 Volum Trans- Liquid Suie TPT shippe * fuel table d cargo for rail x 30%** = 6.9 mt = Increase d operatin g profit R600m *Conveyed by Transnet Pipelines (formerly Petronet) **Kwazulu-Natal GGP as a percentage of GDP is about 20% Source: Argil (number of respondents = 12); Group CE (Presentation to Board of Directors, 14 Feb 2008); Team 14 OUT OF THE TOP TEN STRATEGIC ACCOUNTS PER OD, 9 HAVE INITIALLY BEEN SELECTED Multination al or multicommodity account Corporate accounts ArcelorMitt al Xstrata BHP Billiton Anglo Assmang Sasol Maersk MSC Special nominees Initial selection to be reviewed continuously, e.g., based on new insights Toyota PPC Total BP Shell MOL 15 Printed 25.04.2008 16:01:32

ArcelorMitt BP Chevron al Xstrata Maersk BHP (incl. MSC Samancor MOL Manganese COS SAFCOR ) Anglo (incl. Panalpina ISS Voigt Kumba) Assmang GM Arcache Foskor Shipping Afrisam Rennies Samancor Ships TAS Chrome Eskom Express Sasol UTI PPC Rohlig Holcim Grindrod Total Toyota Shell Engen Source: Transnet; team Multi-OD relationshi p Working Draft - Last Modified 25.04.2008 16:02:58 Transnet strategic accounts Revenues with Transnet greater than R0.8bn Suggested initial selection OTHER LOGISTICS COMPANIES HAVE SUCCESSFULLY INTRODUCED CORPORATE ACCOUNT MANAGEMENT Case example Working Draft - Last Modified 25.04.2008 16:02:58 Starting situation Solution Integrated key account management Printed 25.04.2008 16:01:32 Company profile Objective establish new division for Leading logistics company with management of corporate accounts Setup approach multiple divisions (air and ocean, 1-year design/setup plan rail, trucking, intermodal, contract Selection of 70 corporate accounts, logistics) 59 000 employees, EUR 14bn piloting of new organisational revenue in 2007 setup/process with 5 accounts 1 500 offices in 150 countries Complex organisational setup; Ambitious growth plans; sustain last organisation reflecting structure of years growth rate of 24% individual customers (e.g., Significant importance of large geographies, commodities) customers Key account management challenges Silo mentality between individual operating divisions preventing integrated supply chain offers to customers Lack of cross-divisional coordination

of Source: activities withSchenker key customers website, Deutsche Bahn annual report 2007, McKinsey 16 CORPORATE ACCOUNT MANAGEMENT ENCOMPASSES SEVERAL CRITICAL COMMERCIAL TASKS I Plan account II Execute plan a Strategic Transactional/ b day-to-day Review account III IV Reinforce account management through relationships Subtask s IIa Conceptualisation/ detailing of deals Negotiations Implementatio n of operational improvement levers IIb Day-to-day account management (CRM) Day-to-day customer service Proactive crisis management Ramp-up of targeted volume growth III Internal performanc e reviews (monthly/ quarterly) Customer satisfaction review (annually) IV Manage formal relationships Top managemen t Transaction al Day-to-day customer service Direct marketing Strategic crisis Including volume growth,management pricing, operational improvements * Source: Team analysis 17 Printed 25.04.2008 16:01:32 I Develop and align

integrated key account plans* Working Draft - Last Modified 25.04.2008 16:02:58 Main task s RECAP: HIGH-LEVEL ROLES AND RESPONSI-BILITIES ALIGNED AT LAST WORKSHOP FOR CORPORATE ACCOUNT MANAGEMENT Role OD Other Plan account Develop and align integrated key account plans* Lead Input/consulted Group Strategy Operations Lead Input/consulted Lead/joint Lead/joint Consulted Joint/informed Group Finance Group Legal, Operations, etc. GCE/COO CopCos/ OpCos Lead/joint Lead Joint/informed Consulted/informed CopCos/ OpCos GCE/COO None None Consulted/ informed Lead Lead Lead - Lead Input Lead Input Group Strategy Lead/none* Joint Informed/lead* Joint Corporate and Public Affairs Execute plan strategic Conceptualisation/detailing of deals Negotiations Implementation of operational improvement levers Ramp-up of targeted volume growth Strategic crisis management Execute plan transactional/day-to-day Day-to-day account management (CRM) Day-to-day customer service Proactive crisis management

Review account Internal performance reviews (monthly/ quarterly) Customer satisfaction review (annually) Reinforce account management through relationships Manage formal relationships Direct marketing * Depending on management level/nature of relationship account management Source: Commercial GM workshop 5/6 March; team Overall idea Corporate account executives working closely together with key account counterparts in ODs on strategic issues (incl. strategic crisis management)** Corporate account executive coordinating different ODs to ensure integration and to capture additional volume ODs developing plan/ execution based on integrated approach OD counterparts responsible for transactional/day-today activities **Activities covered within process step II-a within the overall corporate 18 Printed 25.04.2008 16:01:32 GC Working Draft - Last Modified 25.04.2008 16:02:58 Sub-tasks CORPORATE ACCOUNT EXECUTIVES WILL WORK CLOSELY WITH COUNTERPARTS IN ODs Account contacts Group Commercial ODs Group Executive Commercial Corporate Account Executives Business Enablement Working Draft - Last Modified 25.04.2008 16:02:58 TFR TPT GM Sales, Logistics and Commercial GM Sales and Marketing Market Executives sectors* ME Marketin g T Pipelines Sales Executives sectors** TNPA

Custome r Manager Business Development Manager TRE GM Strategy and Marketing GM Commercial*** CRM New Business Development Regulatory Affairs Commu- Marketin Contract nications g s Manager Manager Manager * I.e., energy, automotive, minerals and mining, agriculture and FMCG and timber ** Mining, container and cars, liquid bulk and agriculture *** Additional functions real estate, procurement Source: Team analysis 19 Printed 25.04.2008 16:01:32 Commercial Manager Tariff and Pricing Manager Supply ComChain mercial Executive CORPORATE ACCOUNT EXECUTIVES SHOULD BE SENIOR PEOPLE WITH DEEP INDUSTRY EXPERTISE PRELIMINARY Working Draft - Last Modified 25.04.2008 16:02:58 Responsibilities/activities Strategic account management The corporate account executive is responsible for the development and maintenance of strong professional relationships at top management level for a group of key customers. He has a profound understanding of the customer, its business needs and the market environment. Based on this knowledge he develops an integrated account strategy and plan in cooperation with ODs to provide one face to the customer and identify new or underdeveloped revenue opportunities. Furthermore, he outlines in cooperation with ODs, GS and knowledge and best practice manager the research agenda Printed 25.04.2008 16:01:32 Account performance management The corporate account executive is in charge of the overall account performance across all ODs. He is responsible for meeting performance objectives, monitoring customer satisfaction, reviewing the monthly account reports and addressing performance issues with specific ODs. He also establishes strategic crisis management and consults the OD when managing concrete crises Coaching of account executives The corporate account executive coaches and helps to develop skills of the key account managers at OD level. This includes setting up guidelines for customer negotiations and sharing knowledge about changes in market environment Skills/background Several years (+15) experience in relevant sectors either in purchasing, strategic management, finance, logistics, operations Strong communication and interpersonal skills Familiarity with industry in relevant commodity sector and thorough understanding of business processes involved At least 5 years of training, group leader and account management experience Source: Team 20 THIS SETUP HAS PROVEN SUCCESSFUL WITH OTHER COMPANIES FOCUSING ON SIMILAR OBJECTIVES

Corporate key account management Schenker AG Xing 21 Printed 25.04.2008 16:01:32 Source: Working Draft - Last Modified 25.04.2008 16:02:58 Michael Renner, Germany Over 15 years of Current position Global Key Account Management experience in inter-national Background account 2001-05 Regional Key Account Management, Europe management and Middle East at Schenker AG andAG planning 2000-01 Regional Sales Management at Schenker 1998-2000 Key Account Management Sales at Schenker AG 1995-98 Route Development USA/Canada east-west bound at Schenker AG 1989-95 Route Development USA east bound at Khne & Nagel 1987-89 Line Management Western Hemisphere at Senator Line FOUR ACCOUNT PORTFOLIOS ALLOCATED TO DEVELOP DEEP INDUSTRY EXPERTISE Commodity Corporate accounts Special nominees Working Draft - Last Modified 25.04.2008 16:02:58 1 Coal Criteria 2 Other bulk** Printed 25.04.2008 16:01:32 Link commodities broadly together with customers Balance the portfolio of the strategic account managers according to complexity of customers* 3 Liquid bulk 4 Containers/ automotive * Complexity of a customer is defined by revenues generated, products offered and subsidiaries to deal with ** Iron ore, manganese, cement Source: Team 22 DETAILED INTERACTION ROUTINES DEVELOPED FOR ALL TASKS; FOCUS TODAY ON CRITICAL ONES Focus of next slides/ afternoon Role Sub-tasks Other

Lead Input/consulted Group Strategy Operations Lead Lead/joint Lead/joint Input/consulted Consulted Joint/informed Lead/joint Lead Joint/informed Consulted/ informed Lead Lead Lead Group functions** GCE/COO CopCos/OpCos Detailed CopCos/OpCos interaction routines GCE/COO developed and codified in overall interaction handbook None None Consulted/ informed Lead Lead Input Input Group Strategy Lead/none* Joint Informed/lead* Joint Corporate and Public Affairs * Depending on management level/nature of relationship ** Incl. Group Finance, Group Legal, Operations Source: Commercial GM workshop March 5/6; team 23 Printed 25.04.2008 16:01:32 OD Working Draft - Last Modified 25.04.2008 16:02:58 Plan account Develop and align integrated key account plans* 1 Execute plan strategic Conceptualisation/detailing of deals Negotiations Implementation of operational improvement levers Ramp-up of targeted volume growthplan transactional/day-to Execute Strategic crisis management day Day-to-day account management (CRM) Day-to-day customer service Proactive crisis management account 2 Review Internal performance reviews Customer satisfaction review

Reinforce account management through relationships Manage formal relationships Direct marketing GC 1 CONCEPTUALISATION OF DEAL; TARGET INTERACTION ROUTINES DEVELOPED, INTERIM SETUP REQUIRED Target role Sub-tasks Other Interaction routines Enabler Scoping of deal Lead responsibility Consulted Group Finance, Group Legal, Operations, Risk, etc Consulted GC to align on deal outline with customer and relevant Transnet stakeholders Memorandum of understanding Work plan Developing work plan for detailing deal Lead responsibility Input ... GC to develop work plan Work plan Establishing team and working rhythm Lead responsibility ... ... GC to identify key stakeholders and resource requirements GC to establish working mode/ interaction structure Team organisation Meeting schedule Detailing of deal* Lead responsiility Input Group Finance, Group Legal, Operations, Risk, etc Input Key stakeholders to prepare deal components GC to consolidate and coordinate Conceptualisation of deals/individual transactions

* Including commercial arrangements, contracting terms, financial implications, service-level agreements, infrastructure implications Source: Team 24 Printed 25.04.2008 16:01:32 OD Working Draft - Last Modified 25.04.2008 16:02:58 GC 1 IN THE INTERIM, INTERACTION MODELS SHOULD BE DISTINGUISHED FOR INDIVIDUAL PROJECTS Corporate account executives not in place yet Key customer relationship man-agement primarily within ODs A New initiative (e.g., based on integrated key account plans) B Ongoing initiative Implementation of new interaction routines with GC in leadership role Prerequisites resources and capabilities available within GC Review of initiatives as part of corporate account review Case-by-case alignment on immediate GC roles and responsibilities, (e.g., project management, support, informed) Cross-business integration need Customer relationships Capabilities within GC/ODs Alignment on migration path towards final interaction routines Printed 25.04.2008 16:01:32 Many projects ongoing within established structures (at times multiple years) Suggested approach for implementing crossdivisional initiatives with corporate accounts* Working Draft - Last Modified 25.04.2008 16:02:58 Current challenges preventing immediate implementation of target interaction routines * Relevant for various sub-tasks, i.e., conceptualisation of deal, ramping up volume, implementing operational improvement measures Source: Team 25 1 SASOL IS AN EXAMPLE OF AGREEMENT ON INTERACTION ROUTINES FOR ONGOING INITIATIVES Situation overview Conceptualisation of wagon PPP deal TFR assets, TFR wagons TFR wagons Sasol Development of

new wagons and IP Maintenance contract sharing arrangement Access and haulage arrangement TRE TFR NOC TFR NOC, TFR infra, TFR safety Source: Sale of existing fleet Printed 25.04.2008 16:01:32 their growing demand TFR-led initiative, started 1.5 years ago; targeted completion date end-Apr 2008 Potential from crossdivisional integration with TRE request-ed to build/maintain wagons Sasol identified as a corporate account; involvement of GC to be clarified Stakeholders involved TRE wagons Working Draft - Last Modified 25.04.2008 16:02:58 Contracting partners Sasol wants to purchase speciality wagons to meet TRE wagons, TFR infra, TFR NOC Team 26 1 SUGGESTED INTERIM INTERACTION ROUTINE FOR SASOL EXAMPLE Responsibility Rationale Project management TFR Time frame of project Established structures/relationships Guardian of overall Transnet interest Content expertise Design of structured transactions Preparation for negotiation GC Expertise from restructuring (e.g., out-sourcing services, drafting service-level agreements) Legal arrangements likely required within deal Development partner TRE Business interest Etc. . . . . . .

Printed 25.04.2008 16:01:32 Coordination support GC Stakeholder involvement/ alignment Content alignment (if required) Working Draft - Last Modified 25.04.2008 16:02:58 Role All stakeholders to be invited/present in key meetings Critical information to be shared Stakeholders being consulted within negotiation preparation Source: Team 27 2 PERFORMANCE REVIEW DATES FOR THE REST OF THE YEAR ARE SET Nosipho 10 Jun MSC, Maersk, Toyota, MOL Sasol, BP, Shell, Total 11 Jul ArcelorMittal, XStrata Ravi 13 Aug Anglo, Assmang, BHP Billiton Paulo 12 Sep Thoba 16 Oct PPC, Branding/Advertising tbd 10 Nov tbd CAE 2 Dec tbd CAE Monthly GM meetings 14 May * Depending on decision on including special nominee accounts ** If position filled; otherwise interim champion within Group Commercial Source: Team Leslie Printed 25.04.2008 16:01:32 Critical areas of all 14 corporate accounts discussion at monthly forum As of May detailed discussion of first set of 2-4 accounts; other accounts to follow in subsequent months In absence of corporate account executives, discussion will initially be led by members of ODs Quarterly strategic account review with commercial

GMs, COO and CEs (optional) Discussion leader per account Working Draft - Last Modified 25.04.2008 16:02:58 Approach Suggested accounts for detailed discussion* CAE Quarterly reviews with COOs to be scheduled 28 IMMEDIATE NEXT STEPS MANAGING CORPORATE ACCOUNTS Immediate actions needed AGREED Lead responsibility Get organisational structure approved by GCE (direct reports) GC (completed) Advertise corporate account executives Group HR Communicate GC organisational setup to key stakeholders across Transnet GC Commercial GMs Prescreen applications and conduct interviews GC/HR Working Draft - Last Modified 25.04.2008 16:02:58 Organisational setup Printed 25.04.2008 16:01:32 Corporate account management Follow interim interaction routines for Sasol (as an example) All stakeholders; led by TFR Conduct monthly account reviews according to schedule/process (including classification of ongoing projects) Identify and secure resources for developing integrated account plans for first set of 3 corporate accounts* GC Commercial GMs Identify FY08/09 volume targets for corporate accounts in priority corridors GC * Anglo, Assmang, BHP Billiton Source: Team GC Commercial GMs 29 GC WILL NOW START TO TAKE A LEADING ROLE FOR THE FIRST 3 CORPORATE ACCOUNTS FOR DISCUSSION Apr Week 14 May 15 16 17

18 19 Jun 20 21 22 23 24 25 Working Draft - Last Modified 25.04.2008 16:02:58 Corporate account management 26 Printed 25.04.2008 16:01:32 Corporate account management Getting started Selection of 3 accounts for pilot of integrated key account approach* Identification of interim GM sponsors for other corporate accounts Alignment on contribution/interaction for other corporate accounts Development of integrated key accounts for selected clients Vision objective, components of plan Process for development Roll-out of process Support for dealing with priority issues by selected pilot accounts Identification of issues and required actions Decision for ownership for specific issues Implementing support Prerequisites for success strong participation of ODs * Current thinking: Anglo, Assmang, Maersk Source: Team 30 SUGGESTED AGENDA Timing Topics Working Draft - Last Modified 25.04.2008 16:02:58 08h00-08h30 Welcome, workshop objectives and recap of discussion far 08h30-09h00 so Overview on organisational setup of GC 09h00-12h30 Interaction routines for first commercial tasks 09h00-09h45 Corporate account management 09h45-10h00 Tea break 10h00-10h45 Market research 10h45-11h30 Pricing processes and tools 11h30-11h45 Capability building Printed 25.04.2008 16:01:32 11h45-12h30 Tea break 12h30-13h00 Outlook on other commercial tasks

12h30-12h45 Branding/advertising 12h45-13h00 Contracting 13h0016h15* 13h00-15h30 Monthly GM forum 15h30-16h00 Corporate accounts: Review of critical areas and identification cross-OD integration needs of Private sector partnership 16h00-16h15 GC SPOs 16h15-16h30 Closing * Including working lunch Source: Team 31 SUGGESTED AGENDA Timing Topics Working Draft - Last Modified 25.04.2008 16:02:58 08h00-08h30 Welcome, workshop objectives and recap of discussion far 08h30-09h00 so Overview on organisational setup of GC 09h00-12h30 Interaction routines for first commercial tasks 09h00-09h45 09h45-10h00 Corporate account management Tea break 10h00-10h45 Market research 10h45-11h30 Pricing processes and tools 11h30-11h45 Capability building Printed 25.04.2008 16:01:32 11h45-12h30 Tea break 12h30-13h00 Outlook on other commercial tasks 12h30-12h45 Branding/advertising 12h45-13h00 Contracting 13h0016h15* 13h00-15h30 Monthly GM forum 15h30-16h00 Corporate accounts: Review of critical areas and identification cross-OD integration needs of Private sector

partnership 16h00-16h15 GC SPOs 16h15-16h30 Closing * Including working lunch Source: Team 32 MARKET RESEARCH IS TYPICALLY CENTERED AROUND GENERATING CUSTOMER INSIGHTS Customer insight research wheel 3. Identify most attractive segments 2. Identify unsatisfied needs 9. Measure communication effectiveness Custome r insight 8. Develop communication Communicate value proposition 7. Select delivery channels 5. Develop granular product/ service offer 6. Define pricing and promotions Refine and deliver value proposition What are current customer demands and how will they develop? How satisfied are customers with products/ services currently offered? How should products/ services be priced with respect to competition and the customers willingness to pay? How should Competitor intelligence products/services be likewise central to create promoted Printed 25.04.2008 16:01:32 4. Define brand strategy and service offering 1. Identify white spaces and

trends Source: Define value proposition Working Draft - Last Modified 25.04.2008 16:02:58 Identify opportunities Key questions competitive advantage Team analysis 33 OFTEN IT IS NOT SUFFICIENT TO SOLELY UNDER-STAND THE DIRECT CUSTOMER ALCOA CASE In B2B business, product specifications are provided by the B2C client Alcoa identified lost drinking opportunities as current CocaCola multi-pack size does not fit in As a consequence fridges Customers only refrigerate a few cans at a time Only cold cans are consumed Customers do not always remember to keep replenishing the fridge Customer This causes a loss in per capita consumption Business actions/results Actions Partnered with a carton design firm to develop a narrower pack that better fit the dead space at the back of Results the fridge Coca-Cola purchase cycle reduced from 10 to 7 days Total can volume grew 10% over 3 months of introduction Strongly improved business relationships with Coca-Cola Learning for Transnet Example coal: It is not sufficient for Transnet to understand its direct customers (e.g., on the coal line) but to understand the underlying demand trends (e.g., world demand for coal) Source: Press search; team analysis; McKinsey PAC practice 34 Printed 25.04.2008 16:01:32 Distinctive insights Working Draft - Last Modified 25.04.2008 16:02:58 Common belief THE COMPETITOR INTELLIGENCE PROCESS IS SETUP WITH REFERENCE TO SPECIFIC QUESTIONS ON COMPETITION Strateg y Who are our main competitors

What is our current positioning with regard to competitors (e.g., market shares, market segments) What is the expected competitor conduct and sources of advantage Source: Define user 2 needs and identify sources 5 Disseminate and share CI organisation and knowledge manageme nt intelligence 4 Gather data Printed 25.04.2008 16:01:32 What kind of comparative economics do the competitors have Working Draft - Last Modified 25.04.2008 16:02:58 1 Identify users Key questions 3 Analyse data and codify insight McKinsey 35 CASE EXAMPLE DPWN THE MRSC PROVIDES MARKET RESEARCH SERVICES FOR ALL DIVISIONS MRSC* Express Logistics Finance In total ~100-150 units . . . the MRSC provides market research information on Markets and market developments (market intelligence) Brand performance and develop-ment (brand assessment) Customer satisfaction Advertising effectiveness market researchers that create 30 Product development Printed 25.04.2008 16:01:32 Mail Working Draft - Last Modified 25.04.2008 16:02:58 In 64 countries across more than 100 units . . . insights on global express, air and

ocean, mail, logistics and finance * Market Research Service Centre Source: DPWN website; team analysis 36 CURRENTLY, MARKET RESEARCH IS FRAGMENTED AND CONDUCTED ON GROUP AND OD LEVEL NOT EXHAUSTIVE Current information Mostly research on key commodity markets, primarily Manganese Coal Iron ore Cement Chrome Steel Printed 25.04.2008 16:01:32 Rail freight Working Draft - Last Modified 25.04.2008 16:02:58 Transnet Group level Information on macroeconomic trends (global and domestic) Research on key commodities such as iron ore, coal, manganese, steel, vehicles and containers High level competitor analysis, primarily profiles of key logistics players Collection of general reports covering global and domestic topics (e.g., World Bank Logistics Performance Index, State of logistics, Barlow Supply Chain foresight,) Detailed information on commodity markets, primarily Containers Cars Terminals Pipelines Source: Mostly information on commodity markets, primarily Gas Liquid fuels Team analysis 37 PROPOSAL AROUND ROLES AND RESPONSIBILITIES FOR MARKET RESEARCH Research topics Deep knowledge of commodities that customers operate in and macroeconomic data Customer insights Competitor information Insights about competitors, their markets and current/future competitive conduct Joint responsibility Informed Lead responsibility Group Strategy GC Lead responsibility Lead responsibility ODs Strong

involvement Consulted Informed Strong involvement Informed Lead responsibility Lead responsibility Consulted Informed Group Strategy GC ODs Group Strategy Informed Analysis of results and developmen t of actions Execution of actions and progress review Joint responsibility Joint responsibility Consulted Informed Joint responsibility Joint responsibility Consulted Informed Joint responsibility Joint responsibility Consulted Consulted Instituted process Printed 25.04.2008 16:01:32 Deep understanding about customer demands with reference to products/services Informed GC ODs Conduct of market research Working Draft - Last Modified 25.04.2008 16:02:58 Industry trends Roles Definition

of research agenda AGREED Work in progress To be initiated Consolidation of existing information to start immediately; setup of customer insights and competitive intelligence agenda in September 38 SUGGESTED AGENDA Timing Topics Working Draft - Last Modified 25.04.2008 16:02:58 08h00-08h30 Welcome, workshop objectives and recap of discussion far 08h30-09h00 so Overview on organisational setup of GC 09h00-12h30 Interaction routines for first commercial tasks 09h00-09h45 09h45-10h00 Corporate account management Tea break 10h00-10h45 Market research 10h45-11h30 Pricing processes and tools 11h30-11h45 Capability building Printed 25.04.2008 16:01:32 11h45-12h30 Tea break 12h30-13h00 Outlook on other commercial tasks 12h30-12h45 Branding/advertising 12h45-13h00 Contracting 13h0016h15* 13h00-15h30 Monthly GM forum 15h30-16h00 Corporate accounts: Review of critical areas and identification cross-OD integration needs of Private sector partnership 16h00-16h15 GC SPOs 16h15-16h30 Closing * Including working lunch Source: Team 39 RECAP INTEGRATING PRICING IS PIVOTAL IN MANAGING TRANSNETS RISK AND IMPROVING PROFITABILITY Inconsistent pricing approaches within and across ODs . . .

Price increase philosophy Price strategies Price structure Source: Sliding price scales employed only for some accounts Price based on weight mass for some accounts, dry mass for others Demurrage charges applied to some accounts Assmang as major client in manganese sector does not receive any loading/offloading incentives for its smaller iron ore flows Average annual price increase %, planned 14 15 10 5 Printed 25.04.2008 16:01:32 Profitability perspective TPT . . . led to, at times, incomprehensible pricing decisions from customer perspective Regulated pricing in 2 ODs Market/value-based pricing increasingly applied in 2 ODs Price increase based on CPIX for some accounts (e.g., TPT); multidimensional (e.g., value based) price increases for others (e.g., TFR) Portfolio perspective on sector or account profitability for some accounts, stand-alone profitability targets set for others TFR Working Draft - Last Modified 25.04.2008 16:02:58 Degree of freedom/ regulation TNPA 8 9 5 8 9 5 0 2008/09 09/10 9 9 6 5 10/11 5 5 11/12 5 5 5 12/13 5 2

12 CFO presentation to Board, Feb 2008; team analysis 40 GROUP COMMERCIAL WILL LEAD THE DEVELOPMENT OF OVERARCHING PRICING ELEMENTS CONCEPTUAL GC with leading role Working Draft - Last Modified 25.04.2008 16:02:58 Transnet pricing philosophy/strategy GC: Lead ODs: Consulted Source: Integrated pricing strategies (for corporate accounts) GC: Lead ODs: Consulted OD-specific pricing strategies GC: Consulted ODs: Lead Printed 25.04.2008 16:01:32 Pricing tool/ process GC: Lead ODs: Consulted Costing tool/ process GC: Consulted ODs: Lead Pricing governance GC: Lead ODs: Consulted (e.g., monitoring/control of pricing levers; performance measurement) Detailed interaction routines developed Team 41 BASED ON TRANSNET PRICING PHILOSOPHY, PRICING STRATEGIES TO BE DEVELOPED CONSIDERING VARIOUS DIMENSIONS Potential dimensions for pricing strategy Suggested approach a Pricing strategy b c d Source: c Sectors (e.g., containers) d Commodities (e.g., manganese) Customer-based pricing as primary focus within GC Other dimensions reflected within strategies for individual accounts Team 42 Printed 25.04.2008 16:01:32 Transnet

pricing philosophy (e.g., fair return on investment) Working Draft - Last Modified 25.04.2008 16:02:58 b Corridors a Customers INITIALLY, GC WILL TAKE THE LEAD IN DEVELOPING INTEGRATED PRICING TOOL Overall idea Approach for initial accounts Working Draft - Last Modified 25.04.2008 16:02:58 Rollout approach Development of pricing tool for 3 selected corporate accounts Covering different strategic commodities Covering different ODs Providing short- and long-term potential for Transnet; Activities commitment to implement Pricing tool developed and tested to Prerequisites incor-porate a cross-business unit Organisational design of Group Commercial including perspective interim operating model with ODs Pricing concepts Training of practitioners that can roll out the tool Develop a multi-year business unit Access to data strategy Key account plans developed for selected accounts Consider interdependencies Tool can be used in upcoming negotiations in short-term between business unit strategies Resource commitments (for initial accounts) Develop cross-business-unit ODs: governance 1 pricing expert (80%* per OD) Capability building 1 account expert (20% per OD/account) Develop a common understanding Group Commercial: 1 pricing expert (80%) about Transnets strategies and Technical expert (for tool development): 60% interdependencies Consultant support Train tool users Timing Preparation: Mid-Apr to mid-June and Tool development (3 pilots): Mid-June to mid-September * TPT and TFR; less resources likely required for TNPA Transnet Pipelines Objectives Pricing recommendations across all Transnet business units Cross-business-unit governance Printed 25.04.2008 16:01:32 Source: Team 43 THE PRICING TOOL DEVELOPED WITHIN TFR CAN SERVE AS A STARTING POINT Key account pricing tool example TFR Flow-specific profitability view as well as overall account view Working Draft - Last Modified 25.04.2008 16:02:58 Price of next best alternative Printed 25.04.2008 16:01:32 Source: TFR

Minimum requirements 1-year customer profitability analysis Suggested add-on multiyear modelling of customer profitability based on different volume and pricing scenarios 44 THE PRICING PHILOSOPHY AND INTEGRATED TOOL WILL TRANSFORM THE WAY PRICING IS BEING DONE WITHIN TRANSNET Working Draft - Last Modified 25.04.2008 16:02:58 Holistic modelling of customer profitability Ex-post view on customer profitability based on actual performance Multi-year forward looking modelling based on key account plans Printed 25.04.2008 16:01:32 System support to base pricing decisions on comprehensive information Considering multiple dimensions within pricing, i.e., costs, next best alternatives, customer ability to pay Portfolio perspective, i.e., flow-based pricing decisions as well as overall account perspective Incentives for improved asset utilisation and virtuous customer (e.g., reducing customer cancellations) Standardisation and professionalisation of pricing processes across accounts; clear escalation and authorisation guidelines Comprehensive fact base to prepare for annual negotiations and to have win-win dialogues with customers Source: Team 45 GC WILL TRACK PRICING TO IMPROVE TRANSNETs PRICING PERFORMANCE Define strategy Execute Examples of monitoring and control levers Quality of pricing principles Pricing authority and responsibility levels Business assumptions about price Rigour of analytic processes Approval systems Exception processes Specific price analyses required as part of strategy development An approval system could preclude deviation at multiple levels Ongoing review of Future perspective principles Sophisticated on Transnets tiered pricing pricing authorities Prescriptive for strategy definition

pricing decisions Few degrees of and controlling freedom below senior McKinsey Source: management Measure performance Measurement of pricing performance at multiple levels Aggregate business Customer segment/product group Sales region or rep Monthly monitoring of price performance by key markets and segments Combination of frequent routine and exception reports Printed 25.04.2008 16:01:32 Set rules Working Draft - Last Modified 25.04.2008 16:02:58 Pricing governance elements Example on next slide 46 EXAMPLE MEASURING PERFORMANCE OF THE PRICING STRATEGY Working Draft - Last Modified 25.04.2008 16:02:58 Each business unit should prepare specific analyses for overall customer base TPipelines TNPA TPT TFR Pricing strategy planning module Price/value map Price Price waterfall Pocket/net margin Percentage of list price Percentage of volume Source: Suggested revisions to business unit TPipelines 1. TNPA 1.2. TPT 2.3. 1. 3. 2. 3. Printed 25.04.2008 16:01:32 Value Planned action steps regarding price . . . . . . Review by top management/ cross-business unit review committee To ensure consistent overall approach to

pricing To probe/ensure quality on price planning To optimise pricing on cross-business unit customers Implementati on McKinsey 47 PRICING MANAGER WORKS CLOSELY WITH COUNTERPARTS AT ODS Responsibilities/activities Printed 25.04.2008 16:01:32 Development of pricing tools In addition to guidelines, the PPM manages the development of IT-based pricing tools, which facilitate ODs overarching pricing decisions. He, therefore, analyses pricing tools employed across ODs and determines best practices. The PPM coordinates the implementation of the tool across all ODs and is in charge of regular updates and maintenance Skills/background Hands-on experience with pricing processes and strategies Leadership experience (+3 years) as pricing manager Good understanding of logistics and transportation business Strong analytics Excellent communication skills Source: Working Draft - Last Modified 25.04.2008 16:02:58 Development and monitoring of pricing guidelines The pricing and product manager (PPM) defines general pricing guidelines encompassing a set of factors that have to be considered at pricing decisions (e.g., competition intensity, customer ability to pay) The PPM assists corporate account managers and ODs in translating the general pricing standards in individual pricing strategies per customer The PPM is also in charge of continuously monitoring pricing decisions by ODs and ensuring appropriate price points are in place for individual products and customers Relevant factors on pricing decisions over time (such as effects of regulatory decisions, competitors pricing) must be tracked and, if necessary, appropriate measures coordinated with the ODs Likely 2 FTEs required within GC Team 48 REAL LIFE EXAMPLE PRICING MANAGER Global Yield Systems Support Manager at DHL Express UK Working Draft - Last Modified 25.04.2008 16:02:58 Current position (since 2003) Manager, Global Yield Management Systems Education Bachelor in Economics Source: Printed 25.04.2008 16:01:32 Background 2001-03 Global Costing Manager at DHL Worldwide Pelin Baysal, Express 1996-2001 Costing and Pricing Expert at DHL Worldwide UK Express Almost 10 years of experience in pricing LinkedIn 49 IMMEDIATE NEXT STEPS HAVE BEEN AGREED WITH REGARDS TO PRICING AGREED Lead responsible

Timeline Taking stock of pricing practices across Transnet GC/ODs April Advertising GC pricing manager positions GC/Group HR Mid-April Identifying pricing experts within ODs and freeing up required capacity Selecting pilot accounts for tool developments Commercial GMs April GC Commercial GMs April Obtaining ExCo approval for approach for developing integrated pricing and suggested timelines Collecting data for selected accounts GC May ODs May Starting strategy/tool development GC ODs Mid-June to mid-Sep Printed 25.04.2008 16:01:32 Source: Working Draft - Last Modified 25.04.2008 16:02:58 Key next steps Team 50 SUGGESTED AGENDA Timing Topics Working Draft - Last Modified 25.04.2008 16:02:58 08h00-08h30 Welcome, workshop objectives and recap of discussion far 08h30-09h00 so Overview on organisational setup of GC 09h00-12h30 Interaction routines for first commercial tasks 09h00-09h45 09h45-10h00 Corporate account management Tea break 10h00-10h45 Market research 10h45-11h30 Pricing processes and tools 11h30-11h45 Tea break Capability building Printed 25.04.2008 16:01:32

11h45-12h30 12h30-13h00 Outlook on other commercial tasks 12h30-12h45 Branding/advertising 12h45-13h00 Contracting 13h0016h15* 13h00-15h30 Monthly GM forum 15h30-16h00 Corporate accounts: Review of critical areas and identification cross-OD integration needs of Private sector partnership 16h00-16h15 GC SPOs 16h15-16h30 Closing * Including working lunch Source: Team 51 SUGGESTED AGENDA Timing Topics Working Draft - Last Modified 25.04.2008 16:02:58 08h00-08h30 Welcome, workshop objectives and recap of discussion far 08h30-09h00 so Overview on organisational setup of GC 09h00-12h30 Interaction routines for first commercial tasks 09h00-09h45 09h45-10h00 Corporate account management Tea break 10h00-10h45 Market research 10h45-11h30 Pricing processes and tools 11h30-11h45 Capability building Printed 25.04.2008 16:01:32 11h45-12h30 Tea break 12h30-13h00 Outlook on other commercial tasks 12h30-12h45 Branding/advertising 12h45-13h00 Contracting 13h0016h15* 13h00-15h30 Monthly GM forum 15h30-16h00 Corporate accounts: Review of critical areas and identification cross-OD integration

needs of Private sector partnership 16h00-16h15 GC SPOs 16h15-16h30 Closing * Including working lunch Source: Team 52 SUCCESSFUL CAPABILITY BUILDING NEEDS TO UNDERSTAND WHAT CAPABILITIES ARE KEY AND HOW TO IMPLEMENT THEM Working Draft - Last Modified 25.04.2008 16:02:58 Identification of crucial M&S capabilities Approach to bring M&S capabilities to life Transforming capabilities into actions Greater Brand ing ic Pr in g Marketing spend effectiveness CR M Marketing capabilities Which marketing capabilities need to be developed to increase performance? Part-time support Foundational training Bring people to knowledge Offer internal/ external training, including Lesser academia Lower Bring knowledge to people Train the trainers Put capabilities into action Provide on-thejob coaching Higher Resource investment How should M&S capabilities be carried into the organisation? * Expert change agents Source: Team analysis 53 Printed 25.04.2008 16:01:32 l t nne Cha gemen

a n a m ct du ent o pr m w lop e N eve d Depth of impact ne ss Cust o Insig mer hts/i ndus try r me sto C u vi ce ser Sa eff les ec tiv e Apprenticeship with dedicated navigators* OVERVIEW ON KEY MARKETING CAPABILITIES AND POTENTIAL PRIORITIES FOR TRANSNET High Transnet relevanceFOR DISCUSSION Customer insights/industry Deep insights and foresights into current and future customer/industry needs enable detailed understanding of lifetime customer value and changing demand; distinct value propositions for each segment/industry driven off customer insights New product/services development NPSD ideas driven by a deep understanding of market opportunities, customer needs and the drivers that influence customer behaviours in different segments to create sticky products Branding Unique insights developed into attributes defining the brand using mapping techniques; objectives of all functions aligned to brand values to ensure the brand lives within the organisation Deep understanding of relative importance of price to other buying factors; dynamic pricing based on detailed understanding of customers perception of value, needs and the competitive offering; detailed performance tracking against key drivers of price and value perception relative to competition Communication plan reprises the brand positioning statement, showing how each medium reinforces brand identity and addresses key bottlenecks; agency relationship drives focused advertising Unique insights about customers to deliver valued and consistent interactions across channels for each segment and design, implementing and evaluating campaigns that build customer loyalty and increase customer value Pricing Marketing spend effectiveness CRM Channel management In-depth understanding of channel preferences by customer segment with segments receiving consistent, differentiated service levels across all channels Sales effectiveness Most valuable prospects receive preferential treatment; sales activity tailored to individual customers; sales people use well-honed consultative sales model and comprehensive sales support material Deep understanding of different customers drives differentiated service propositions; service levels consistently evaluated across channels with profitability and customer satisfaction metrics Customer service Source:

Team analysis 54 Printed 25.04.2008 16:01:32 What success could look like Working Draft - Last Modified 25.04.2008 16:02:58 Marketing capabilities AN EFFECTIVE ORGANISATION IS A KEY ENABLER OF EXECUTING A GO-TOMARKET APPROACH Facilitates business building adding value to customers and shareholders Enables the building of a critical mass of skilled talent to deliver objectives Team analysis 55 Printed 25.04.2008 16:01:32 Source: Provides the institutional focus required for achieving corporate objectives Working Draft - Last Modified 25.04.2008 16:02:58 Explicit strategy Aggressive performance Clear measurement perfor Rigorous performance mance management imperative approach s Aligned organisational Customerstructures and centric roles organisational Cross-functional foundation processes Integrated systems Talent acquisition, Effective talent development management and retention processes THE DEVELOPMENT OF THE M&S CAPABILITY BUILDING EFFORT SHOULD BE BASED ON A THOROUGH DIAGNOSTIC FOR DISCUSSION Key activities Conduct senior executive and marketing interviews Determine relevance of marketing to performance objectives Inventory current marketing roles Assess organisational enablers that will effect the implementation of a capability building programme (e.g.,

talent mgmt, performance management) Focus on priority capabilities identified, conduct follow-up interviews using relevant sections to identify specific skills and processes to improve Quickly assess priority marketing capabilities required to achieve performance objectives Identify communities Source: Team analysis of interest key groups of people who need to work together to drive marketing Outline programme Clarify marketing capa-bility priorities and detail the skills, pro-cesses and common approaches required to build each capability Calculate the potential impact of specific functional marketing initiatives Outline organisational elements required to ensure successful capability building Assess the competitive and financial pace requirements for improvements Develop programme sequence options with estimated financial impact over time Assess organisational barriers and advantages Conduct executive/ senior marketing workshop to gain support for priorities and refine Printed 25.04.2008 16:01:32 Understand company performance objectives Determine specific skills and processes to build along with drivers and constraints Working Draft - Last Modified 25.04.2008 16:02:58 Diagnosti Understand situation and objectives c approach Assess marketing capability and

organisational enabler gaps 56 EXAMPLE TFR EXISTING KAM TRAINING COVERS MOSTLY GENERAL MANAGEMENT SKILLS Existing training programmes for TFR AE/SAE Vulindlela* (PMO) Target group on request Timeline on request Modules Operat. meeting effectiveness Solving operational * Capability-building-in-a-box problems Time management Source: Commercial team TFR-training programme covers some crucial skills with a strong focus on general management capabilities Some potential gaps exists Target groups (not all AEs and SAEs) Uncovered marketing capabilities (e.g., pricing, CRM) 57 Printed 25.04.2008 16:01:32 KAM curriculum (TFR Rail Academy) Target group AEs and SAEs Timeline currently not proactively driven Modules related to Market/supply Chain dynamics Account management Contract management Interpersonal management Navigator programme (Transnet HC) Target group AEs and SAEs Timeline Scheduled for 2008 10-day process Modules Emotional intelligence Being team leaders Living and leading change Communication with impact Finding, keeping and growing people Sales executive council (SAM) Problem solving Target group ? Timeline ? Modules ? Working Draft - Last Modified 25.04.2008 16:02:58 Innovator programme (Transnet HC) Target group stars, high performers Timeline Scheduled for stars in 2008 3-day workshop/6-9-month learning Modules Project management Relationship management Effective communication Achieving results Coordinating and monitoring Innovation STATUS NOV 2007 EXAMPLE TFR A BROADER CAPABILITY

BUILDING PROGRAMME FOR KAM COULD COVER THE FOLLOWING MODULES Modules with Marketing and Sales Focus STATUS FEB 2008 Key account plan development Module 7 Module 1 Transnet and Freight Rail Overview Understanding the environment Industry Competition Customer TFR strategy Module 2 Transnet and Freight Rail Product Knowledge Forecasting volumes Identifying action levers Developing action plans Module 4 Freight Rail Operations Module 8 Negotiations Preparation Tactics Module 12 Leading win-win customer dialogues Module 9 Key account pricing (incl. budgeting, forecasting, capital planning) Module 13 CRM Module 10 Contracting to deal with business risk Module 11 Cross-functional/ divisional collaboration Module 14 Account monitoring and reporting Module 15 Successful selling in freight rail Laying the foundation personal development Module 5 Freight Rail processes, Systems and terminology Module 6 Freight Rail Business Simulation Source: Key account plan execution and account management Printed 25.04.2008 16:01:32 Understanding profitability Module 3 Transnets corridor approach Working Draft - Last Modified 25.04.2008 16:02:58 Induction, product training & Freight Rail-specific context Module 16 Emotional intelligence (EQ) Module 20 Conflict Management Module 24 Excel foundations Module 17 Professional business behaviour

Module 21 Time Management Module 25 PowerPoint foundations Module 18 Problem Solving Module 22 Leading effective meetings Module 26 Coaching & Mentoring Module 19 Presentation Skills Module 23 Financial Skills Team analysis Suggestion for new TFR capability building programme covers a broader range of M&S topics 58 CAPABILITY BUILDING RELIES ON APPRENTICESHIP, BUTTRESSED BY BASIC TRAINING AND PART-TIME SUPPORT Apprenticesh ip with dedicated navigators* Part-time support Foundational training Bring people to knowledge Offer internal/ external training, including Lesser academia Lower Put capabilities into action Provide on-thejob coaching Bring knowledge to people Train the trainers Resource investment Coach sales managers through workshops and onthe-job training Lead, support problem solving (e.g., launch/lead analyses and check quality of analyses) Challenge line managers in a constructive way to identify improvement opportunities Influence line managers to implement improvement actions Higher Co-create new toolkit and processes High performers in a Train new navigators pivotal role * Expert change agents Source: Team analysis 59 Printed 25.04.2008 16:01:32 Depth of impact

Greater Working Draft - Last Modified 25.04.2008 16:02:58 What makes navigators successful Transforming capabilities into actions CASE EXAMPLES DEVELOPING A POOL OF NAVIGATORS MAY BE RESOURCE INTENSIVE BUT IS CRUCIAL FOR SUCCESS Situation Approach Impact Situation Approach Impact Source: OEM sends dozens of engineers to its partner suppliers Engineers educate suppliers on OEMs production system for as long as 2 years OEM has production costs that are more than 10% lower than those of industry average Printed 25.04.2008 16:01:32 Pharma example Educate suppliers on the OEM production system to comply with production planning and procedures Working Draft - Last Modified 25.04.2008 16:02:58 Automotive example Identification of direct sales to doctors as a core skill in need of upgrading Selection and training of group of best sales people Navigators help shape new KAM processes, selling tools, etc. Commit 50% of their time to mentoring sales people Increase of direct sales to doctors of 20% in 1 year Team analysis 60 UPGRADING COMMERCIAL CAPABILITIES AT TRANSNET APPROACH/ROLES AND RESPONSIBILITIES Role Roll out programm e Determine impact Identify key capability areas to meet transforma-tion objectives; create vision around necessary M&S skills and develop programme Build up capabilities in defined key areas through foundational training and apprentice-ship with dedicated navigators Lead Consulted responsibility Track of progress against milestones, learning, behaviour and impact targets Lead Support responsibility Source:

Support Team analysis Alignment with GHR and Vulindlela Lead Alignment responsibility with GHR and Vulindlela ... Interaction routines GC to design diagnosis to determine capabilities and programmes; ODs to carry out diagnosis; GC/ODs to determine capability gap GC and ODs to identify key areas on the basis of diagnosis; GC to develop programme with input from ODs Timeline Sep 2008 Capability building to be implemented by ODs; development of navigators to be covered by GC From Jan 2009 ODs to provide data and access for GC to commit progress controlling From Jan 2009 Special capability building and talent management function to be created at GC level; commercial talent mapping in June Dec 2008 Timelines to be reviewed 61 Printed 25.04.2008 16:01:32 Set objectives and build programm e GC ODs Other Joint Joint ... responsibility responsibility Working Draft - Last Modified 25.04.2008 16:02:58 Diagnose capabilitie s Explanation Analyse existing capabilities and building programmes in ODs and determine capability gaps TALENT AND CAPABILITY MANAGER ENSURES CAPABILITY BUILDING IN TRANSNET Responsibilities/activities Working Draft - Last Modified 25.04.2008 16:02:58

Commercial talent management The talent and capability manager (TCM) gathers information about existing commercial capabilities in ODs (e.g., by use of annual questionnaire, analysis of use of methodologies/tools) such that capability resources and gaps in commercial knowledge and skills are identified In close cooperation with HR on corporate level and ODs, individual development plans for employees are set up to maintain a high-level of knowledge as well as exciting growth paths for individuals around commercial issues The TCM serves as a contact point for commercial talent with regard to development/learning opportunities and helps them to find and enroll in suitable training programmes Source: Team analysis 62 Printed 25.04.2008 16:01:32 Learning management The TCM, thereby develops together with HR a curriculum of trainings (e.g., set of foundational trainings, on-site workshops) to improve skills and knowledge about tools and methodologies. The curriculum integrates existing learning options on corporate and OD level plus new formats to be elaborated by the TCM The TCM works with HR to ensure capabilities in defined key areas are built up and prepares capability transfer through suitable channels (e.g., navigator programme, job rotations, coaching/mentoring Skills/background programmes) Strong ability to relate with others Demonstrated ability to develop and implement talent management strategies for professionals Advanced business degree with concentration in HR or OD Understanding of Transnet business environment and +2 years of commercial experience within Transnet desired SUGGESTED AGENDA Timing Topics Working Draft - Last Modified 25.04.2008 16:02:58 08h00-08h30 Welcome, workshop objectives and recap of discussion far 08h30-09h00 so Overview on organisational setup of GC 09h00-12h30 Interaction routines for first commercial tasks 09h00-09h45 09h45-10h00 Corporate account management Tea break 10h00-10h45 Market research 10h45-11h30 Pricing processes and tools 11h30-11h45 Capability building Printed 25.04.2008 16:01:32 11h45-12h30 Tea break 12h30-13h00 Outlook on other commercial tasks 12h30-12h45 Branding/advertising 12h45-13h00 Contracting 13h0016h15* 13h00-15h30 Monthly GM forum 15h30-16h00 Corporate accounts: Review of critical areas and identification cross-OD integration needs of Private sector partnership 16h00-16h15

GC SPOs 16h15-16h30 Closing * Including working lunch Source: Team 63 GROUP COMMERCIAL HAS IDENTIFIED INITIAL PRIORITIES WITHIN ALL CORE MARKETING AREAS Traditional Marketing elements rice romotion Ensuring target groups are informed about organisation and the product/service offering? Brand understanding and strategy Advertising Selling Direct marketing Public relations* Employee relations* Developing Transnet pricing philosophy Implementing integrated pricing strategies and pricing tool for corporate accounts Ensuring pricing governance within Transnet Developing and ensuring execution of integrated plans for corporate accounts (e.g., availability of right type of capacity at right time to customers) Managing corporate accounts Developing brand understanding and strategy Coordinating advertising strategies and delivery plans Coordinating Transnet representation at large events Manage strategic relationships with corporate accounts * Driven by functions other than Commercial, i.e., HR, Corporate & Public Affairs Source: Team 64 Printed 25.04.2008 16:01:32 lace Making sure that the product/service is available at the right time at the right place in the right quantities Channel mix Market coverage Developing integrated supply chain solutions for corporate accounts Providing customer insights to Group Strategy Working Draft - Last Modified 25.04.2008 16:02:58 roduct Ensuring organisation creates product/services that customers want Ensuring appropriate value proposition Ensuring product/service characteristics meet customer requirements and are understood Ensuring the appropriate price positioning for the products/services offered Ensuring coverage of cost to serve customers Considering customer ability to pay Initial priorities for Group Commercial HENCE, GROUP COMMERCIAL SHOULD BE ADDRESSING ALL INTEGRAL MARKETING AND SALES ELEMENTS Suggested role Potential interpretation Resulting responsibilities of Group Commercial B Commercial = Sales and

Commercial Enablement C Commercial = Sales and Marketing Source: CRM Coaching/building commercial capabilities at Group/in ODs All of the above, plus Development of brand understanding and review brand Development of brand strategy Coordination of advertising/brand delivery plan across Transnet (including approval of branding/advertisement strategies of ODs, i.e., consistency with overall strategy, balance of emphasis between ODs) Team 65 Printed 25.04.2008 16:01:32 Group Executive Commercial Management of corporate accounts Development of integrated account plans (incl. cross-business decisions making and alignment) Ensuring execution of strategic levers Corporate account review Management of strategic Allrelationships of the above, plus Coordination of large corporate events Centre for excellence in sales, e.g., (as part of corporate account Contracting standards management) Pricing philosophy Working Draft - Last Modified 25.04.2008 16:02:58 A Commercial = Sales PROMOTION ACTIVITIES TYPICALLY CENTRE AROUND DEVELOPING AND DELIVERING A BRAND STRATEGY A Brand understanding and strategy Selling Selling Components Assessing marketing products/ spend services to effectiveness target Developing customers advertising plan Media Frequency Messages Executing advertising plan McKinsey Source: Direct marketing Public relations

Employees relations Providing hospitality to key stakeholders (e.g., at large events) Providing Communicatin company voice g brand and to the general brand values to public (e.g., employees media communication in crisis situation) At times providing financial information Printed 25.04.2008 16:01:32 Advertising Developing brand strategy Brand vision Brand mission statement Brand architecture/positioning Communication concept Brand delivery guidelines Working Draft - Last Modified 25.04.2008 16:02:58 Components Developing and reviewing brand understanding Brand image and performance assessment Identification of strengths and weaknesses of brand Track brand equity Track impact of branding B Brand delivery 66 CURRENTLY PROMOTION ACTIVITIES ARE VERY FRAGMENTED IN TRANSNET Key players involved Providing Transnet voice in crisis situation Communicating financial information Advertising privatisation deals Managing rebranding process (including signage, livery, corporate design, uniforms) Starting to coordinate communication around large events in Group and across ODs ODs Planning and conducting advertising campaigns and promotions Providing hospitality to key stakeholders (e.g., around large events) Selling product and services to target customer Human resources Developing Transnet culture/values (as input to brand strategy) Group Commercial Starting to engage with corporate accounts around large events Starting to sell products and services to corporate accounts Source: Team 67 Printed 25.04.2008 16:01:32 Brand management Establishment of Group

Commercial provides momen-tum to define clear roles and responsibilities Structured processes and interaction routines to be aligned Consistent branding strategy to be developed and implemented Working Draft - Last Modified 25.04.2008 16:02:58 Office of GCE Corporate and Public Affairs Current primary focus/responsibilities INTEGRATION OF PROMOTION ACTIVITIES WILL BE TACKLED IN THREE STEPS BY GROUP COMMERCIAL Current focus Level 3 Level 2 Developing and managing brand across Transnet Level 1 Finish rebranding Coordinate Transnet participation around large events (align event calendar, align/allocate invitees, coordinate marquee) Assess marketing spend effectiveness Fine-tune branding/ advertising strategy Assign roles and responsibilities (Group, ODs) Printed 25.04.2008 16:01:32 One company, one vision to the customer Working Draft - Last Modified 25.04.2008 16:02:58 Professionalising branding/advertising Develop interaction routines (Group, ODs) Develop brand strategy* Develop and coordinate advertising plan (media, frequency, messages) Delivering brand to employees and general public to be coordinated by Group HR and Corporate and Public Affairs Align direct marketing activities (e.g., joint presence at large events) resources Equipping function with required * In collaboration with Group HR and Office of the CE Source: Team 68 LEVEL 1 COMMUNICATION AROUND LARGE EVENTS SHOULD BE COORDINATED Next event

Location Description A Nedbank Golf Challenge December Sun City Golf tournament B J and B Met February Cape Town Horse racing Cape Town Jazz C Cape Town International Jazz March Festival July Durban Horse racing E Standard Bank Joy of Jazz August Johannesbur g Jazz Printed 25.04.2008 16:01:32 D Durban July Working Draft - Last Modified 25.04.2008 16:02:58 Date Corporate event Stocktake on sports events/lounges still to be done Source: Transnet Corporate and Public Information 69 GROUP COMMERCIAL WILL ALIGN CLOSELY WITH KEY STAKEHOLDERS TO ENSURE SUCCESSFUL START-UP Key next steps Key stakeholders 1 Coordinate participation at large events Agree on Durban July approach Share event calendar Identify Transnet stakeholders Set up regular interaction routines Joint presence at SAPEX event Consolidate and assign invitees Coordinate marquee 2 Finalise organisational set-up and create transparency Assign roles and responsibilities (Group, ODs) Develop interaction routines Stocktake on ongoing promotion activities across Transnet 3 Start developing brand/ advertising strategy for Transnet

Commercial GMs Brand management Group Commercial Corporate and Public Affairs Etc. Commercial GMs Group Commercial Office of the CE Brand management Group Commercial Commercial GMs Office of the CE (Corporate and Public Affairs, Brand Group HR * Depending on speed of filling vacanciesManagement) Group CE Source: Team Timeline* 1 marketing manager and support As usual ASAP Monthly GM Forum 1 FTE (20%) Individual discussions As usual May-June Depending on development by in-house/outside partner JulySeptember April-July 1 FTE 1 FTE (40%) as usual Printed 25.04.2008 16:01:32 Group Commercial Required resources Working Draft - Last Modified 25.04.2008 16:02:58 0 Equip Group Commercial with required resources AGREED Alignment meeting to be scheduled for Friday, April 25th 70 SUGGESTED AGENDA Timing Topics Working Draft - Last Modified 25.04.2008 16:02:58 08h00-08h30 Welcome, workshop objectives and recap of discussion far 08h30-09h00 so Overview on organisational setup of GC 09h00-12h30 Interaction routines for first commercial tasks 09h00-09h45 09h45-10h00 Corporate account management Tea break 10h00-10h45

Market research 10h45-11h30 Pricing processes and tools 11h30-11h45 Capability building Printed 25.04.2008 16:01:32 11h45-12h30 Tea break 12h30-13h00 Outlook on other commercial tasks 12h30-12h45 Branding/advertising 12h45-13h00 Contracting 13h0016h15* 13h00-15h30 Monthly GM forum 15h30-16h00 Corporate accounts: Review of critical areas and identification cross-OD integration needs of Private sector partnership 16h00-16h15 GC SPOs 16h15-16h30 Closing * Including working lunch Source: Team 71 OVERVIEW AND BACKGROUND Working Draft - Last Modified 25.04.2008 16:02:58 Printed 25.04.2008 16:01:32 Different Markets, customers & service requirements/expectations Infrastructure provision & operational requirements Varying degrees of investments levels Regulatory, Legal & Compliance requirements Challenges, Risks & Mitigation Strategies Hence Master agreement Customization per varying degree of differences Source: Team 72 VARIOUS PLAYERS ARE INVOLVED IN AN EXPORT ENVIRONMENT Shipping Lines Ships Agents Working Draft - Last Modified 25.04.2008 16:02:58 Road / Rail Transporter Foreign Transporters Printed 25.04.2008 16:01:32 Exporter Exporters Agent / Forwarder Exporters Bank

SA Revenue Services Inspection Agencies Chamber of Commerce Source: Terminal Operators Port Authority Local Customs Foreign Port Authority Foreign Terminal Operator Foreign Customs Importer Importer Bank Importer Clearing Agent Consulate Offices Insurance Companies Team 73 TYPE OF AGREEMENT HAS TO BE SUITED TO CUSTOMER AND COMMODITY SEGMENT Working Draft - Last Modified 25.04.2008 16:02:58 Customer Segments Terminal Operators Cargo Owners (Clearing & Forwarding agents) Shipping Liners (Shipping agents) Printed 25.04.2008 16:01:32 Commodity segments Containers, Automobiles, Bulk (dry, liquid & break) Source: Team 74 A COMMERCIAL AGREEMENT TYPICALLY HAS THE FOLLOWING STRUCTURE Working Draft - Last Modified 25.04.2008 16:02:58 Parties third party guarantor/surety, Definitions & recitals factual background, Basis rights & obligations, Conditions precedent ministerial approvals, Performance Measures/Standards, Printed 25.04.2008 16:01:32 Payments, Incentives & Penalties, Warranties, Indemnities & Protections, Conflicts & Dispute Resolutions, Confidentiality, Notices, etc. Terminations, expiry, extensions, cancellations, etc. Source: Team 75 CASE EXAMPLE A CONTRACTING TEMPLATE ENSURES CONSISTENCY OF CONTRACT TERMS ACROSS ALL BUSINESS UNITS EXAMPLE CHEMICAL INDUSTRY 1 Price setting and adjustments Non-negotiable, quarterly formula-based price escalation mechanisms in place ... ... ... 2 Risk exposure management Quarterly input cost recovery agreement in place to offset costs incurred by changes in customer requirement ... ...

... 3 Legal terms Total liability from any customer claims not to exceed purchase price of product in question ... ... ... 4 Other basic terms and conditions 20% order cancellation penalty in place 30-day notice necessary to renew contract ... ... Source: Printed 25.04.2008 16:01:32 Authorisation Compliance Working Draft - Last Modified 25.04.2008 16:02:58 Reason for noncompliance Contract terms All BUs require ... either compliance or justification and authorisation for non-compliance McKinsey 76 REGULATORY ENVIRONMENT IS CRUCIAL WHEN DECIDING ABOUT CONTRACTING STANDARDS Working Draft - Last Modified 25.04.2008 16:02:58 Regulatory environment Government policy direction affecting Transnet (pipelines, ports & rail) Economic regulators established in pipeline and port sectors Regulators empowered to control Transnets pipeline and port tariffs & overturn certain decisions Competition in pipeline, port and rail operations promoted Emphasis on creating BEE opportunities Printed 25.04.2008 16:01:32 TNPA example (different from other ODs) Landlord Port Authority governed by the Ports Act & White Paper Constitution, PAJA and PAIA govern the regulatory aspects Discussion paper insights: Relationship between TNPA & other ODs to be scrutinized Economic regulations, anti-competitive practices, measures, third party claims, monopolistic conducts, etc. Price-cap form of tariffs vs. rate of return tariffs TNPAs commercial transactions mainly property matters (landlord and tenants) Different licenses & agreements governed by different sections of the Act Source: Team 77 SETTING OF CONTRACTING STANDARDS Task Process Cooperation with Group Legal to set legal contracting standar Printed 25.04.2008 16:01:32 Cooperation with Group Compliance, Public Policy Regulation Unit and legal department of ODs to align on issues regulatory Cooperation with Group Finance to discuss consistent penalty mechanisms Cooperation with ODs, Group Finance and Group Risk Cooperation with ODs and Group Legal 2 Establish consistent

payment mechanisms Cooperation with Group Finance in determining consistent payment policy (e.g., early payment discount) 3 Consult ODs for customer- specific contract issues Contracting manager (CM) as first person to contact for ODs when dealing with customer contracts Source: Working Draft - Last Modified 25.04.2008 16:02:58 1 Establish corporate standard for contracting Define standards for legal terms Define standards for compliance with regulation Define penalty mechanisms Establish risk management ground rules Define service-level agreement templates Team 78 CONCLUSION Working Draft - Last Modified 25.04.2008 16:02:58 Standard clauses use across ODs depends much on: parties respective bargaining powers varying degrees of service, operational, investments requirements Printed 25.04.2008 16:01:32 Always ensuring protection of business interests Clear notification to all about standard legal documents or masters Prior specific clearance from relevant Legal Divisions Source: Team 79 CONTRACTING MANAGER JOB DESCRIPTION PRELIMINARY Responsibilities/activities L.L.B. (admitted to Bar) Deep understanding of contracting principles and processes (e.g., risk management) Minimum 4 years experience in the contract management/procurement field Understanding of Transnet regulatory requirement Source: Team 80 Printed 25.04.2008 16:01:32 Skills/background Working Draft - Last Modified 25.04.2008 16:02:58 Developing legal contracting standards The CM works with Group Legal to define principles for legal terms and drafts standard contracts in close cooperation with Group Risk and legal department of ODs The CM develops contracts for and deals with any contracting issues existing with corporate accounts in close collaboration with Group Legal and legal departments of ODs The CM drives the development of service level agreements together with key stakeholders in ODs for corporate accounts. He/she ensures compliance with existing/upcoming regulation in cooperation with Group Compliance and specifies penalty mechanisms for specific commodities. Changes in regulatory environment and its impact on contracting standards have to be tracked continuously for alignment with Public Policy and Regulation Unit, Group Compliance and ODs The CM sets guidelines of how to settle disputes with customers and provides support to ODs in cases of legal wrangle Establishing consistent payment mechanisms In cooperation with Group Finance and Group Legal, the CM will be in charge of establishing consistent

payment mechanisms that have to be aligned and coordinated across ODs SETUP OF CONTRACTING STANDARDS SHOULD BE DISCUSSED AROUND SPECIFIC CUSTOMER EXAMPLES TO BE DISCUSSED Timeline Gather existing contracts for strategic accounts among ODs GC, ODs Immediately Review existing contracts and identify cross-OD issues GC Group Legal Next 6 weeks Set up specific contract standards in working groups (e.g., risk management, basic legal terms) for three pilot accounts ODs GC Group Legal Group Risk Group Compliance Next 4 months Establish CM as advisor/consultant on contracting issues GC ODs Immediately Source: Printed 25.04.2008 16:01:32 Stakeholders Working Draft - Last Modified 25.04.2008 16:02:58 Action Team 81 SUGGESTED AGENDA Timing Topics Working Draft - Last Modified 25.04.2008 16:02:58 08h00-08h30 Welcome, workshop objectives and recap of discussion far 08h30-09h00 so Overview on organisational setup of GC 09h00-12h30 Interaction routines for first commercial tasks 09h00-09h45 09h45-10h00 Corporate account management Tea break 10h00-10h45 Market research 10h45-11h30 Pricing processes and tools 11h30-11h45 Capability building Printed 25.04.2008 16:01:32 11h45-12h30 Tea break 12h30-13h00 Outlook on other commercial tasks 12h30-12h45

Branding/advertising 12h45-13h00 Contracting Monthly GM forum 13h0016h15* Corporate accounts: Review of critical areas and 13h00-15h30 identification of cross-OD integration needs 15h30-16h00 Private sector partnership 16h00-16h15 GC SPOs 16h15-16h30 Closing * Including working lunch Source: Team 82 REVIEW ACCOUNT; INTERACTION ROUTINES DEVELOPED Role OD Other Interaction routines Enabler Monthly/quarterly performance reviews Consolidate monthly/ quarterly performance Lead responsibilit y Lead responsibilit y ... ... Input ... ODs to submit monthly/quarterly account performance to GC in agreed format GC to consolidate information to create overall account perspective GC to synthesise key Reporting templates Agreed reporting methodology Synthesise key performance gaps Hold performance review Lead responsibilit y Lead responsibilit y ... ... ...

... GC to lead review discussion based on performance gaps Follow-up on agreed counter measures Lead responsibilit y ... ... Hold performance dialogues with individual account Source: executives Joint responsibilit y Joint responsi -bility ... ODs to update GC on action status GC to lead action tracking discussion in upcoming review meetings ODs and GC to hold regular performance dialogues with account executives performance gaps E.g., traffic light system Corporate account team meeting Quarterly account reviews Action list and tracking system Shared KPIs Team 83 Printed 25.04.2008 16:01:32 GC Working Draft - Last Modified 25.04.2008 16:02:58 Sub-tasks MONTHLY ACCOUNT REVIEW: THE ODs WILL PROVIDE INPUT BASED ON AGREED TEMPLATE STATUS: DD.MM.YYCORPORATE ACCOUNT C Key projects A Account KPIs Objective 2011/ 12 Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd

Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Tbd Impact Timeline Working Draft - Last Modified 25.04.2008 16:02:58 Current performance Plans Actual 2006/ Budge 07 2008/ YTD t YTD YTD 09 Owner I. Revenues (RM) D Key relationships Customer side Name, title Transnet side (OD) Name, title Printed 25.04.2008 16:01:32 Com A Com B Com C Other commodities* Other revenue Total II Volume (unit tbd) Com A Com B Com C Other commodities* B Specific account challenges** E 08/09 negotiations*** Providing overview of monthly account situation across 5 dimensions; covering financial and general business issues * Besides the strategic commodities (coal, iron ore, manganese, automotive, containers, liquid bulk) **

E.g., train cancellations, customer loading/offloading, service design *** E.g., average weighted price increase, volume commitments Source: Team 84 GROUP COMMERCIAL CONSOLIDATES THE MONTHLY REPORTS EXAMPLE MITTAL REPORT FOR: MARCH 08 A C Account KPIs (based on TFR and TPT reports) Plans Actual YTD 2008/09 Rm Iron ore Coal Other** Other rev. Total II 941.278 967.534 860.334 0* 0* 1,009.065 872.08 886.313 75.131* 82.570* 321.6 257.386 301.561 17.988* 17.988* 15.967 0 21.534 0* 0* 2,287.9 2,097.002 2,069.74 93.12* 100.559* Volume TFR

TFR Stabilise iron ore train service Additional 25,200 tons per week to 27 trains/week II. Iron ore expansion project Additional 2mt by 2015 III. JRFM Improved supply chain management TPT & joint planning I. Migration of cargo from Dbn RB II. Provision of suitable cargo handling facilities at RCB MPT III. Improved service levels at RCB DBT measured by SLAa D Key relationships I. 2011/12 I. Revenues Impact Timeline Owner June 2008 Divyesh Kalan April 2008 April 2008 Loven Naidoo Ali Motala Johann Botha Victor Mkhize Malusi & Warren Iron ore (Mt) 7.54 7.65 7.51 8.24 9.28 Customer side Transnet side Coal (Mt) 6.12 5.72 6.22 5.79 6.59 TFR TFR Other 2.01 1.99 2.41 2.22 3.38 Coal (Mt)

1.86 1.85 2.11 2.02 2.22 Other 1.21 1.61 1.48 1.53 1.63 B Specific account challenges TFR Operational challenges between Pyramid South and Newcastle, Bijlkor and Richards Bay Constraints Crew (Klerksdorp), offloading (Bijlkor) Locomotive shortages in Newcastle and Vryheid Reliability - loading equipment (Richards Bay), 38 class locomotive Erratic shipping patterns affecting import coal Customer unable to utilise new generation CFR wagons for lime E 2008/09 negotiations TPT Contract expiry date 31 March 2009 Key negotiation objectives*** Minimise current storage arrangement Ensure commodity profitability Maintain market share Negotiation status and next steps RCB DBT negotiations concluded 30% tariff adjustment Cargo migration from DBN to RCB completed RCB, SLD & DBN MPTs negotiations pending Customer satisfaction at both RCB terminals

* ** *** Source: TPT TFR TPT Senior management (e.g., escalation, approval) Commercial transactions (e.g., regular sales visits) Customer service (e.g., day-today operations) Printed 25.04.2008 16:01:32 TPT TPT Contract expiry date 31 March 2009 Key negotiation objectives*** Additional charges against erratic shipping patterns Improve pricing procedure, incentives for additional volumes Closing yield gaps Revenue protection against change in traffic mix Negotiation Maximisestatus returnand on assets on captive traffic next steps Negotiations Focus capital settled spend within supply chain on 17,5% weighted average on 10 March 2008 No numbers for TFR reported Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers, liquid bulk) E.g., average weighted price increase, volume commitments, etc TFR; TPT; team Working Draft - Last Modified 25.04.2008 16:02:58 Current performance Budget YTD 06/07 YTD Key projects Objective 85 ACCOUNT REVIEW DISCUSSION SHOULD BE STRUCTURED AROUND 3 ISSUE BUCKETS PRELIMINARY Accounts affected Commercial Pricing of priority services / Tracking and tracing of customer containers interaction Security concerns TFR-TPT-T pipeline TFR-TPT BP, SHELL TFR-TPT BP, PPC

Supply chain Quality of rail-port interface not sufficient (long TAT) managemen t (operations integration) TFR-TPT ArcelorMittal, Assmang, BHP, MSL, MOL, Maersk, Xstrata BHP, Sasol Increase Natcor performance Capital planning Source: TFR-TPT Capacity constraints/unreliable TFR-TPT services at specific ports (Richards Bay, Durban) Maersk ArcelorMittal, Assmang TFR, TPT; team, 86 Printed 25.04.2008 16:01:32 ODs involved Working Draft - Last Modified 25.04.2008 16:02:58 Issues requiring cross-OD support INITIAL TEMPLATE WAS SET UP TO START WITH THE TRACKING OF CORRECTIVE ACTIONS Timeline ... ... ... ... Status Working Draft - Last Modified 25.04.2008 16:02:58 Account Issues/decided Steps by action stakeholders Printed 25.04.2008 16:01:32 Source: Team 87 MONTHLY REPORTING ANGLO REPORT FOR: MARCH 08 A C Account KPIs (based on TFR and TPT reports) Plans Actual YTD 2008/09 I. Increase wagon capacity II. Reduce loading times to 2011/12 1,360.1 1,080.1 67.101 131.84

0 2,639.2 1,053.9 980.02 68.328 137.04 0.750 2,239.3 264.820 770.0 0* 2.856 0 1037.67 297.041 1260.0 0* 3.213 0 1560.25 Iron ore (Mt) Coal (Mt) Manganese (Mt) Other 28.11 17.96 0.39 0.84 31.58 20.00 0.37 0.89 26.64 19.43 0.39 0.92 0* 48.3 0 0 0* 70.0 0 0 Iron ore (Mt) Other 23.83 0.84 27.61 1.61 23.20 1.48 28.51 1.53 31.97 1.634 Specific account challenges TFR Improved tonnages throughput Free capacity June 2008 April 2008 Samuel M Samuel M April 2008 Gaff M III. Improve turn-around time to Improved revenue 7 days

TPT I. II. Optimal and effective supply chain solution aligned to customer capacity demands Corridor approach D B Owner Free on rail accounts/ Reactive services Stockpile facilities at some sidings Incidents in NATCO Increased coal demand Key relationships Customer side Transnet side TFR TFR Senior management (e.g., escalation, approval) Commercial transactions (e.g., regular sales visits) Customer service (e.g., day-today operations) E TPT TPT Printed 25.04.2008 16:01:32 1,217.4 967.3 74.497 139.08 -0.041 2,398.3 Volume TFR TPT Timeline TFR Budget YTD 06/07 YTD maximum 12 hours per train Rm Iron ore Coal Manganese Other** Other rev. Total Impact

Working Draft - Last Modified 25.04.2008 16:02:58 Current performance I. Revenues II Key projects Objective 2008/09 negotiations TFR TPT Contract expiry date 31 March 2009 Key negotiation objectives*** Improve RCR**** to 20% Achieved from negotiations is the 14% increase for 2008/09 The Contract signed by and back with Transnet for signature Negotiation status and next steps Contract negotiation concluded No numbers for TFR reported impacts Total Revenue for Plans 08/09 & 11/12 Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers, liquidfor bulk) Data TPipelines and TNPA E.g., average weighted price increase, volume commitments, etc not available in the required **** RCR Revenue to Cost Ratio Source: TFR, TPT; team format Contract expiry date 5 yr National Transnet Contract * ** *** 88 MONTHLY REPORTING ASSMANG LTD REPORT FOR: MARCH 08 A C Account KPIs (based on TFR and TPT reports) Plans Actual YTD 2008/09 2011/12 Impact Timeline Owner I. Additional volumes based on Rail/Port capacity April 2008 SAE/Transnet Commercial

II. TAT Reduce from 13 to 10 days 2010 Customer Care TFR Expansion I. Revenues Rm Iron ore Manganese Other** Other rev. Total II 383.228 573.585 99.440 6.443 1,062.69 375.520 432.903 88.373 0 896.79 339.719 405.171 85.949 4.201 835.04 94.223 625.396 62.246 0 781.86 140.562 898.481 83.996 0 1123.04 6.06 2.83 0.66 6.00 2.26 0.57 5.74 2.25 0.63 2.80 2.80 0.20 3.30 3.90 0.20 Volume B Other 5.96 6.00 6.28 0.78 11.62 1.87 2.04 1.63 2.01

2.40 0.40 0.44 0.42 0.44 0.79 Specific account challenges TFR Operational challenges between Pyramid South and Newcastle, Bijlkor and Richards Bay Rail/Port capacity constraints for P.E. Durban train Operational deviations affecting turn around time of wagons Short distances, smaller consignments Rail/Port interface, migration to containers Hector Danisa Provision of additional capacity at PE II. Improvement of service delivery at RCB MPT III. Review of SLA document and process D Key relationships Malusi Mpanza Johann Customer side Transnet side TFR TFR Senior management (e.g., escalation, approval) Commercial transactions (e.g., regular sales visits) Customer service (e.g., day-today operations) E TPT TPT 2008/09 negotiations TFR TPT Contract expiry date 31 March 2008 Key negotiation objectives*** Average price increase Volume commitment Key negotiation objectives*** Ensure 8.5% adjustment

Maintain market share Negotiation status and next steps Tariff increases accepted for Cato Ridge Works and the export Durban flow Negotiation status and next steps Negotiations concluded for RCB PE tariff negotiations not yet concluded TPT Improve customer satisfaction and loyalty Printed 25.04.2008 16:01:32 TFR Iron ore (Mt) Manganese (Mt) Other TPT Iron ore (Mt) Manganese (Mt) TPT I. ** Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers, liquid Data forbulk) TPipelines and TNPA *** E.g., average weighted price increase, volume commitments, etc Source: TFR, ; TPT; team not available in the required format Working Draft - Last Modified 25.04.2008 16:02:58 Current performance Budget YTD 06/07 YTD Key projects Objective 89 MONTHLY REPORTING ARCELORMITTAL SA REPORT FOR: MARCH 08 A C Account KPIs (based on TFR and TPT reports) Plans Actual YTD 2008/09 Rm Iron ore Coal Other** Other rev. Total II 941.278 967.534 860.334 0*

0* 1,009.065 872.08 886.313 75.131* 82.570* 321.6 257.386 301.561 17.988* 17.988* 15.967 0 21.534 0* 0* 2,287.9 2,097.002 2,069.74 93.12* 100.559* Volume TFR TFR Stabilise iron ore train service Additional 25,200 tons per week to 27 trains/week II. Iron ore expansion project Additional 2mt by 2015 III. JRFM Improved supply chain management TPT & joint planning I. Migration of cargo from Dbn RB II. Provision of suitable cargo handling facilities at RCB MPT III. Improved service levels at RCB DBT measured by SLAa D Key relationships I. 2011/12 I. Revenues Impact Timeline Owner June 2008 Divyesh Kalan April 2008 April 2008 Loven Naidoo Ali Motala Johann Botha Victor Mkhize Malusi & Warren Iron ore (Mt) 7.54 7.65

7.51 8.24 9.28 Customer side Transnet side Coal (Mt) 6.12 5.72 6.22 5.79 6.59 TFR TFR Other 2.01 1.99 2.41 2.22 3.38 Coal (Mt) 1.86 1.85 2.11 2.02 2.22 Other 1.21 1.61 1.48 1.53 1.63 B Specific account challenges E TFR Operational challenges between Pyramid South and Newcastle, Bijlkor and Richards Bay Constraints Crew (Klerksdorp), offloading (Bijlkor) Locomotive shortages in Newcastle and Vryheid Reliability - loading equipment (Richards Bay), 38 class locomotive Erratic shipping patterns affecting import coal Customer unable to utilise new generation CFR wagons for lime TPT

2008/09 negotiations TFR TPT Contract expiry date 31 March 2009 Key negotiation objectives*** Minimise current storage arrangement Ensure commodity profitability Maintain market share TPT Senior management (e.g., escalation, approval) Commercial transactions (e.g., regular sales visits) Customer service (e.g., day-today operations) Customer satisfaction at both RCB terminals Printed 25.04.2008 16:01:32 TPT TPT Contract expiry date 31 March 2009 Key negotiation objectives*** Additional charges against erratic shipping patterns Improve pricing procedure, incentives for additional volumes Closing yield gaps Revenue protection against change in traffic mix Negotiation Maximisestatus returnand on assets on captive traffic next steps Negotiations Focus capital settled spend within supply chain on 17,5% weighted average on 10 March 2008 * No numbers for TFR reported Impacts Plans for 08/09 and 11/12 liquid bulk) Data for TPipelines *** E.g., average weighted price increase, volume commitments, etc Source: TFR; TPT; team TNPA not available required format

and in the Working Draft - Last Modified 25.04.2008 16:02:58 Current performance Budget YTD 06/07 YTD Key projects Objective Negotiation status and next steps RCB DBT negotiations concluded 30% tariff adjustment Cargo migration from DBN to RCB completed RCB, SLD & DBN MPTs negotiations ** Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers, pending 90 MONTHLY REPORTING BHP REPORT FOR: MARCH 08 A C Account KPIs (based on TFR and TPT reports) Plans Actual YTD 2008/09 I. Revenues Rm Coal 1,020.71 1,356.08 1,071.10 430.00 Manganese 470.19 487.85 380.57 630.30 821.95 Other** 194.45 212.24 202.78 159.00 180.30 Other rev. 640.00 0 19.14 0 0

2,097.00 1,673.61 1219.33 1622.25 19.68 25.52 21.66 33.00 40.00 Manganese (Mt) 2.79 3.02 2.57 2.90 3.30 Other 0.03 0.10 0.06 2.00 2.40 Manganese (Mt) 1.26 1.81 1.18 1.19 2.08 Other 4.41 4.46 4.37 4.57 4.76 Volume D TFR Coal (Mt) TPT B Specific account challenges TFR Coal Free on rail accounts/ Reactive services Incidents in NATCOR Increased coal demand Manganese Service deviations result in capacity constraints, cancellations, stocking

and business shifting to road TPT Improve customer satisfaction and loyalty Retention of market share Timeline Owner Improved tonnages Free capacity, throughput Improved revenue, throughput 300,000 tons (Chrome) Additional Volume June 2008 April 2008 April 2008 By 2015 2010 Samuel M Samuel M Gaff M SAE A.E. Malusi Mpanza Johann Botha Victor Mkhize Key relationships Customer side Transnet side TFR TPT Senior management (e.g., escalation, approval) Commercial transactions (e.g., regular sales visits) Customer service (e.g., day-today operations) E TPT TFR Printed 25.04.2008 16:01:32 21.93 1,707.29 Total II TFR Increase wagon capacity (Coal) II. Reduce loading times III. Improve turn-around time IV. Expansion TPT(Chrome/Manganese) V. certaininraw materials I. Regain Improvement service level delivery II. SLA document and process III. Meeting of customer quality needs pertaining to the

handling of cargo I. 2011/12 Impact 2008/09 negotiations TFR TPT Contract expiry date 31 March 2009 PE export 30 June 2008, 31 March 2008 Contract expiry date 31 March 2008 Key negotiation objectives*** Maintain RCR**** Achieve price increase for contract period 2008/09 Key negotiation objectives*** Ensure 8.5% adjustment Retain market share Negotiation status and next steps Contract negotiation concluded and implemented Negotiation status and next steps Negotiations concluded for RCB PE tariff negotiations not yet concluded ** *** Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers, liquid bulk) E.g., average weighted price increase, volume commitments, etc Data for TPipelines and TNPA **** Revenue to Cost Ratio Source: TFR, ; TPT; team not available in the required format Working Draft - Last Modified 25.04.2008 16:02:58 Current performance Budget YTD 06/07 YTD Key projects Objective 91 MONTHLY REPORTING BP REPORT FOR: MARCH 08 A C Account KPIs (based on TFR and TPipeline reports) Plans Actual YTD 2008/09 Impact Timeline Owner 2,304m Nov 2007

S&M, SD, Collaboration 1,152m Jan 2008 S&M, SD, Collaboration 2,304 Sep 2008 S&M, SD, Collaboration TFR Budget YTD 06/07 YTD 2011/12 I. IVS Waltloo II. Matola Waltloo III. IVS Zambia I. Revenues Rm Liquid bulk Other** Total II 117.727 136.545 77.689 151.000 311.000 4.586 2.287 5.608 0* 0* 122.313 138.832 83.298 151.000* 311.000* D Volume 701,480 393,447 151,000 311,000 7,555 7,102 10,335

0* 0* TPipeline Liquid bulk (tbd) 716,169 n/a TBD TBD TBD Other B Specific account challenges TFR Profitability on main routes low Schedules for new prices to be concluded before April E Transnet side TFR TFR TPT TPT 2008/09 negotiations TFR * ** *** Source: Senior management (e.g., escalation, approval) Commercial transactions (e.g., regular sales visits) Customer service (e.g., day-today operations) Customer side Printed 25.04.2008 16:01:32 TFR Liquid bulk (MV) 521,409 Key relationships TPT Contract expiry date 31 March 2008 and 2009 Key negotiation objectives*** Re-priced and align Sector prices per

commodity per flow Increase account profitability per commodity Negotiation status and next steps Meeting to finalise prices on 14 April 2008. New schedule to be signed before end of March 2008 No numbers for TFR reported impacts Total Revenue for Plan years 08/09 & 11/12 Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers, liquid bulk) E.g., average weighted price increase, volume commitments, etc Data for TPipelines TFR; TPT; team and TNPA not available in the required format Working Draft - Last Modified 25.04.2008 16:02:58 Current performance Key projects Objective 92 MONTHLY REPORTING MAERSK REPORT FOR: MARCH 08 A C Account KPIs (based on TFR and TPT reports) Plans Actual YTD 2008/09 I. 3 Year superhighway contract Tripling volumes on the Natal II. Port Elizabeth ring fence corridor Doubling volumes III. Evacuating empty containers reducing unit costs 2011/12 Rm to the coast Containers 989.820 939.354 793.160 942.068 Other rev. 246.844 0 171.833 0* 1,236.664 939.354 964.992 942.068* Total II 1116.090 TPT Optimizing resource utilization and growing volumes Customer side TFR 54 46

42 80 1,292,.671 Containers (TEU) 1,245.448 1,112.175 1,223.540 1,466.113 TPT Specific account challenges TFR Wagon supply is problematic in Pretoria, a ring fence concept to counter Through put time of trains and tracking and tracing of containers Service design implementation delays Shunting constraints in Pretoria Stack dates hampers empty evacuation through Durban Improve customer satisfaction & customer loyalty Provision of vessel windows to meet international windows To increase rail usage * ** *** # Senior management (e.g., escalation, approval) Commercial transactions (e.g., regular sales visits) Customer service (e.g., day-today operations) E TFR TPT 2008/09 negotiations TPT Contract expiry date Superhighway 2008/09 to 2010/2011 31 March 2009 Contract expiry date 31 March 2009

Key negotiation objectives*** Increase volume market share on predominantly Superhighway Price increase 6% leveraging discount on empties Long term contract Transnet collaboration with customer Negotiation status and next steps Negotiation partly concluded Key negotiation objectives*** Maintain transhipment volumes Minimise empty discount by offering empty top up service Negotiation status and next steps 7.5% complete Transhipment complete Empty top up service trial effective 1 April 08 PE Red Ground empty handling implemented for road, rail to be connected soonest No numbers for TFR reported impacts Total Revenue for Plan years Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers, liquid bulk) E.g., average weighted price increase, volume commitments, etc Data for Units for TFR Containers require verification Source: TFR; TPT; team Transnet side TPT TFR TPT John Hyde Sidney Bird Sidney Bird Printed 25.04.2008 16:01:32 52 B Bilqees Essa Key relationships TFR 1 June 2008 Started Ongoing 1116.090* D Containers (#) Owner Schedule integrity/TPT profitability 2008/09 I. Optimal berthing slots 2008/09 0* II. Optimal solution for empties Link to rail usage Customer loyalty/satisfaction One year III. Strategic engagement Volume Timeline TFR Budget YTD 06/07 YTD I. Revenues

Impact Working Draft - Last Modified 25.04.2008 16:02:58 Current performance Key projects Objective TNPA not available in the required format 93 MONTHLY REPORTING MOL SA REPORT FOR: MARCH 08 A C Account KPIs (based on TFR and TPT reports) Plans Actual YTD 2008/09 Budget YTD 06/07 YTD TFR Grow empty container utilisation on the Natcor II. Direct business relationship and contract I. 2011/12 I. Revenues Rm Containers 220.745 226.901 174.419 197.563 Other rev. 79.906 0 50.466 0* 300.651 226.901 224.886 197.563 Total II 253.267 TPT Impact Timeline Owner Volume growth 2008/09 Bilqees Essa

A collaborative partnership, growing overall volumes ... ... Schedule integrity/TPT profitability 2008/09 I. Optimal berthing slots 2008/09 0* II. Optimal solution for empties Link to rail usage Customer loyalty/satisfaction One year III. Strategic engagement D Key relationships Customer side TFR TFR 324 0 0 1.8 5.2 Containers (TEU) 319,918 330,000 270,751 279.704 326.039 TPT B Specific account challenges TFR Hardly any decision marking on landside logistics Difficult to grow customer beyond the railage of empty containers Direct performance measurement is difficult TPT Senior management (e.g., escalation, approval) Commercial transactions (e.g., regular sales visits) Customer service (e.g., day-today operations) E Transnet side TPT TFR TPT

Printed 25.04.2008 16:01:32 Containers (#) John Hyde Sidney Bird Sidney Bird 253.267 Volume Working Draft - Last Modified 25.04.2008 16:02:58 Current performance Key projects Objective 2008/09 negotiations TFR TPT Contract expiry date March 2009 . . . Contract expiry date 31 March 2009 ... Key negotiation objectives*** Increase volume and prices Improve direct relationships Key negotiation objectives*** Increase prices, maintain volumes Minimise empty discount by offering empty top up service Negotiation status and next steps Negotiation concluded Negotiation status and next steps Volume and prices concluded Empty top up service implemented April 08 on trial basis Improve customer satisfaction & customer loyalty Provision of vessel windows to meet international windows To increase rail usage * ** *** No numbers for TFR reported impacts Total Revenue for Plan years Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers, liquid bulk) E.g., average weighted price increase, volume commitments, etc Data for TNPA not available # Units for TFR Containers require verification Source: TFR; TPT; team in the required format 94 MONTHLY REPORTING MSC LOGISTICS REPORT FOR: MARCH 08 A C

Account KPIs (based on TFR and TPT reports) Plans Actual YTD 2008/09 Budget YTD 06/07 YTD TFR Cape Cor 1 BMW cargo I. 2011/12 I. Revenues II. Buffer closer to Port Rm Containers Other** Total II 1,125.922 1,076.162 974.479 1163.778 85.526 0 63.179 0* 1,211.448 1,076.162 1,037.658 1163.778* 1443.674 Impact Timeline Owner Volume growth for TFR, ensuring volumes for TPT and TNPA Flexibility in TAT Of wagons 2008/09 Intermodal Sector TFR Operations 2008/09 Working Draft - Last Modified 25.04.2008 16:02:58 Current performance Key projects Objective TPT Schedule integrity/TPT profitability 2008/09 I. Optimal berthing slots 2008/09 II. Optimal solution for empties Link to rail usage Customer loyalty/satisfaction One year 1443.674 III. Strategic engagement

John Hyde Sidney Bird Sidney Bird 0* Volume D TFR Key relationships Customer side Containers (TEU) 78,282 Other 164,138 138,893 100.000 140.000 2,185 0 2,467 0 0 Containers (TEU) 989,149 892,039 902,909 1.008.042 1.191.489 TPT TFR B Specific account challenges TFR According to Cape Cor 1 the MSC/BMW business is unprofitable The availability of wagons and Natcor operational performance is not stable Security and pilferage concerns on route TPT Improve customer satisfaction & customer loyalty Provision of vessel windows to meet international windows To increase rail usage * ** *** Source: Senior management (e.g., escalation, approval) Commercial transactions (e.g., regular sales visits) Customer service (e.g., day-today operations) E Transnet side

TPT TFR TPT Printed 25.04.2008 16:01:32 2008/09 negotiations TFR TPT Contract expiry date March 2009 Contract expiry date 31 March 2009 Key negotiation objectives*** Increase prices, volumes and profitability Key negotiation objectives*** Increase prices, maintain volumes Minimise empty discount by offering empty top up service Negotiation status and next steps Cape Cor 1 concluded SLA needs to be concluded and signed by end May 2008 Negotiation status and next steps Volume and prices concluded No numbers for TFR reported Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers, liquid bulk) E.g., average weighted price increase, volume commitments, etc Data TFR; TPT; team for TNPA not available in the required format 95 MONTHLY REPORTING PPC REPORT FOR: MARCH 08 A C Account KPIs (based on TFR and TPT reports) Plans Actual YTD 2008/09 Budget YTD 06/07 YTD Rm II

Timeline Owner TFR New business -Batsweledi production expansion R124m May 08 II. Optimise.-Riebeeck West R11m Oct 08 III. R70m Oct 08 Khazamula Makhuvele/Crede nce Mokgatlhe Khazamula/ Credence Credence Mokgatlhe I. 2011/12 I. Revenues Coal 129.785 129.450 117.292 166.000 208.000 Other** 254.607 306.977 263.597 206.739 345.243 Other rev. -0.374 0 2.048 0 0 384.393 436.427 382.890 372.739 553.243 Total Impact production ex Optimise business-Key Account plans

TPT I. Customer business changed drastically with reduced volumes II. Customer no longer segmented as a strategic customers Volume D Key relationships TFR Customer side Coal (Mt) 0.881 0.842 1.000 TFR 1.000 Other 3.196 3.609 3.207 3.400 3.300 Other 0.125 0.240 0.132 0.200 0.120 TPT B Specific account challenges TFR Power outages Pyramid South area Locomotive failures and unavailability Cable thefts around Central Reef Unplanned occupations Customer loading delays at Dwaalboom TPT Senior management (e.g., escalation, approval) Commercial transactions (e.g., regular sales visits) Customer service (e.g., day-today operations) E Transnet side TPT TFR

TPT 2008/09 negotiations TFR TPT Contract expiry date 30 September 2008 Contract expiry date 31 March 2008 (not renewed) Key negotiation objectives*** Negotiate and implement mandate Improve account profitability Acquire new business Key negotiation objectives*** Standard base rates applied Negotiation status and next steps Complete (achieved 12,7% rate increase) Signing of new contract (April 08) Negotiation status and next steps Customer informed that standard noncontract tariffs will be applied Improve customer satisfaction & customer loyalty Printed 25.04.2008 16:01:32 0.832 ** Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers, liquid bulk) *** E.g., average weighted price increase, volume commitments, etc Data for TNPA Source: TFR; TPT; team not available in the required format Working Draft - Last Modified 25.04.2008 16:02:58 Current performance Key projects Objective 96 MONTHLY REPORTING SASOL REPORT FOR: MARCH 08 A C Account KPIs (based on TFR, TPT and TPipeline reports) Plans Actual YTD 2008/09

Liquid bulk Other** Other rev. Total II Timeline Owner R25 Mil R4 Mil Improved TAT/capacity. (R29 Mil see above) Avails capacity 1,500m3 Rm286 Rm5.7 July 2008 July 2008 June 2008. A.E. A.E. A.E./ Fuel Sector. March 2009 April 2008 April 2008 Fuel Sector Johan Fourie Johan Fourie TFR Budget YTD 06/07 YTD I. Imported U L P II. Jet Fuel to O R T I A III. Block Load working 2011/12 Rm Coal Impact 187.380 184.518 173.558 0* 0* 56.307 49.511 53.113 44.000 55.000 242.881 216.063 241.433 259.211* 293.775 9.593 0 8.787 0*

0* 495.569 450.093 476.805 303.211 348.775 IV. Exit HAS business to TFR V. VI. Depots PPP approval 57 wagon air brake trains TPT I. Migration of cargo from DBT to MPT in RCB to ensure optimal use of DBT facilities Volume D TFR Coal (Mt) 3.637 3.594 3.634 0 0 Liquid bulk (MV) 932.277 848.755 913.304 225.000 275.000 Other 569,874 577,040 720,424 1.400 1.800 195,349 199,996 244,271 130,000 150,000 TPT Other TPipeline 2,373,399 Liquid bulk (tbd) n/a TBD

TBD TBD Key relationships Specific account challenges TFR Natcor challenges impact on available capacity to move volumes / demand. (Island View movements) Wagon availability (to be manufactured by Sasol) Train cancellations and delays reliability of rolling stock Late placements of empties at leading points TPT Improve customer satisfaction & customer loyalty * ** *** Source: Transnet side TFR TFR Senior management (e.g., escalation, approval) Commercial transactions (e.g., regular sales visits) Customer service (e.g., day-today operations) E B Customer side TPT TPT Printed 25.04.2008 16:01:32 2008/09 negotiations TFR TPT Contract expiry date 31 March 2008 Contract expiry date 31 March 2008 Key negotiation objectives*** Volume commitment/weekend offloading Siding upgrades to handle increased volumes Imported ULP Key negotiation objectives*** Profitability of commodity to be addressed

Negotiation status and next steps Meeting dated 1 April 2008 to negotiate Sasols counter offer Chemical contract negotiations concluded Negotiation status and next steps Not yet concluded, 1st offer not accepted next round planned for 9 April 08 RCB MPT ready to take cargo No numbers for TFR reported impacts on Total Revenue for Plan years Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers, liquid Data forbulk) TNPA E.g., average weighted price increase, volume commitments, etc TFR; TPT; team TPipelines not and available in the required format Working Draft - Last Modified 25.04.2008 16:02:58 Current performance I. Revenues Key projects Objective 97 MONTHLY REPORTING SHELL REPORT FOR: MARCH 08 A C Account KPIs (based on TFR and TPipeline reports) Plans Actual YTD 2008/09 Budget YTD 06/07 YTD 2011/12 I. Revenues Rm Liquid bulk Total II 123.182 142.826 123.182 142.826 113.501 380.000 420.000* 113.501 380.000 420.000 666,784 1.680.000 1.800.000 Impact Timeline Owner

I. TFR IVS Alberton 124,800 Sep 2008 II. IVS Witbank 57,000 Sep 2008 III. IVS-Kimberley 57,000 April 2008 IV. IVS Kroonstad 57,000 April 2008 V. IVS Swaziland 48,000 April 2008 S&M, SD, Collaboration . S&M, SD, Collaboration S&M, SD, Collaboration S&M, SD, Collaboration S&M, SD, Collaboration Volume TFR Liquid bulk (MV) 611,385 D 745,922 n/a TBD TBD TBD B Specific account challenges TFR Profitability on main routes not profitable Pricing on priority services Schedules for new prices to be concluded before April Senior management (e.g., escalation, approval) Commercial transactions (e.g., regular sales visits) Customer service (e.g., day-today operations) E Transnet side TFR TFR

TPT TPT 2008/09 negotiations TFR Customer side Printed 25.04.2008 16:01:32 TPipelines Liquid bulk (tbd) 882,300 Key relationships TPT Contract expiry date 2007/08 : 31 March 2008 2008/09 : 31 March 2009 Key negotiation objectives** Re-priced and align Sector prices per commodity per flow. Increase profitability per commodity to minimum. of 120% for 2008/09. Increase Account profitability from 128% to 137% for 2008/09. Negotiation status and next steps No disputes received thus far still in negotiations Energy Levy was an issue, now been sorted out New schedule to be signed before end of April 2008 ** Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers, liquid bulk) *** E.g., average weighted price increase, volume commitments, etc Source: TFR; TPT; team Contract expiry date ... Key negotiation objectives*** ... Negotiation status and next steps ... Data for TPipelines and TNPA not available in the required format Working Draft - Last Modified 25.04.2008 16:02:58 Current performance Key projects Objective 98 MONTHLY REPORTING TOTAL SA REPORT FOR: MARCH 08 A C Account KPIs (based on TFR and TPipeline reports) Plans Actual YTD 2008/09 2011/12 I. Revenues

Rm Coal Liquid bulk Other** 191.291 160.894 0* 0* 56.950 58.650 58.144 93.000 118.000 1.968 1.105 4.799 0* 0* 234.295 251.048 223.839 93.000 118.000 Coal (Mt) 3.500 3.815 3.396 0* 0* Liquid bulk (MV) 0.352 0.344 0.384 0.450 0.534 Other 3,679 5,550 5,392 0 0 1,328,265 Liquid bulk (tbd) n/a

TBD TBD TBD Total II 175.375 Impact TFR I. Pipeline slippage IVS - Bethlehem R11 Mil. II. Block Load working Efficiencies / improved TAT / Capacity (R11 Mil) III. Exit HSA business to TFR Depots Avails capacity 1,500m3 IV. WPMS enforced Improved TAT. (13 to 7 days) Timeline Owner June 2008 June 2008 Dave Cloke Dave Cloke March 2009 Dave Cloke Fuel Sector Fuel Sector April 2007 Working Draft - Last Modified 25.04.2008 16:02:58 Current performance Budget YTD 06/07 YTD Key projects Objective Volume D TFR B Specific account challenges TFR Natcor challenges impact on available capacity to move volumes demand. Customer does not work weekends ( as an operational preference) Weekly demand outstrips TFR weekly capability Train cancellations reliability of rolling stock. Senior management (e.g., escalation, approval) Commercial transactions (e.g., regular sales visits) Customer service (e.g., day-today operations) E Customer side Transnet side TFR TFR TPT TPT

2008/09 negotiations TFR TPT Contract expiry date ... Key negotiation objectives*** ... Negotiation status and next steps ... Printed 25.04.2008 16:01:32 TPipeline Key relationships Contract expiry date 31st March 2008 Key negotiation objectives** (Average Total SA price increase is 22%) Aligned to RCR**** of 120% Volume commitment/weekend offloading. Siding upgrades to handle increased volumes P/line slippage to Bethlehem Negotiation status and next steps Completed 2008 / 09 rates implemented * ** *** No numbers for TFR reported - impacts Total Revenue for Plan years Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers,Data liquid bulk) for TPipelines and TNPA E.g., average weighted price increase, volume commitments, etc not available in the required **** Revenue to Cost Ratio Source: TFR; TPT; team format 99 MONTHLY REPORTING TOYOTA SA MANUFACTURING REPORT FOR: MARCH 08 A C Account KPIs (based on TFR and TPT reports) Plans Actual YTD 2008/09 Budget YTD 06/07 YTD Rm

Automotiv e Other** Other rev. 60.919 70.392 59.227 70.000 89.333 51.823 57.698 37.804 0* 0* 57.597 0 8.568 0 0 170.341 128.091 105.60 70.000 89.333 TFR Automotive (units)73,183 80,100 76,678 0* 0* Total II Timeline Owner TFR Shuttle service (IsitingoPoint) II. Isitingo to Kaalfontein III. Point to Kaalfontein New service Additional capacity Increase market share June 08 Tba Tba Transnet collaboration I. 2011/12 I. Revenues Impact Volume B 154,298

106,709 Specific account challenges TFR Negotiation done at Transnet level Out sourcing of additional services to rail Conversion of existing wagons to Totoya specifications Staging areas to be updated 198,634 253,494 Customer side Transnet side TFR TFR TPT TPT Senior management Commercial transactions Customer services E 2008/09 negotiations TFR TPT Key negotiation objectives** Average Total SA price increase is 22% Contract expiry date 10 year contract from signature date. . . Negotiation status and next steps Volume targets received from TSAM Revised tariff submitted to TSAM. . . Key negotiation objectives*** Establishment of long-term relationship between Transnet and TSAM. . . Negotiation status and next steps Awaiting final sign-off of tariff submission and Agreement. . . * ** ***

Source: Key relationships Printed 25.04.2008 16:01:32 TPT Automotive (units) 138,587 D Contract under discussion for the new contracting period No numbers for TFR reported Impacts Total Revenues for Plan years Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers, liquid bulk) E.g., average weighted price increase, volume commitments, etc Data for TNPA TFR; TPT; team not available in the required format Working Draft - Last Modified 25.04.2008 16:02:58 Current performance Key projects Objective 100 MONTHLY REPORTING XSTRATA REPORT FOR: MARCH 08 A C Account KPIs (based on TFR and TPT reports) Plans Actual YTD 2008/09 Budget YTD 06/07 YTD Rm II Timeline Owner TFR Expansion Improve TAT Increase wagon capacity Reduce loading 140,000 tons Reduce from 13 to 10 days Improved tonnages throughput Free capacity By 2011 By 2010 June 08 April 08 SAE CC, Gaff M Samuel M Samuel M I. II. III. IV. 2011/12 I. Revenues Coal 808.038 917.741 751.786

830.000 1420.000 Other** 173.412 161.458 157.526 207.747 275.747 Other rev. 8.874 0 0 0* 0* 990.324 1,079.200 909.312 1037.747 1695.747 Total Impact Volume TPT I. II. III. IV. D Key relationships TFR Coal (Mt) 0.014 0.016 0.014 0.990 1.500 Other 0.840 0.772 0.743 1.000 1.300 Other 0.834 0.855 0.887 0.900 0.900

TPT B Specific account challenges TFR Rail/Port interface, poor TAT, migration to containers Short distances, smaller consignments Free on rail accounts/reactive services Incidents in NATCOR E To meet customers growth needs in the provision of capacity at the port of RCB To understand impact of load-shedding on export volumes for Xstrata Improve customer satisfaction and loyalty Transnet side TFR TFR TPT TPT 2008/09 negotiations TFR TPT Contract expiry date 31 March 2008 and 2009 Contract expiry date 31 March 2008 Key negotiation objectives*** Maintain RCR**** at 130% Achieve price and volume increase/commitment Key negotiation objectives*** Ensure 8.5% adjustment Maintain market share Negotiation status and next steps Ongoing discussions with coal customers Negotiation status and next steps

Final negotiation discussion TPT Senior management (e.g., escalation, approval) Commercial transactions (e.g., regular sales visits) Customer service (e.g., day-today operations) Customer side * ** *** No numbers for TFR reported Besides the strategic commodities (Coal, iron ore, manganese, automotive, containers, liquid bulk) E.g., average weighted price increase, volume commitments, etc Data for TNPA not available **** Revenue to Cost Ratio in the required format Source: TFR; TPT; team 101 Printed 25.04.2008 16:01:32 ... ... Victor Mkhize Ensuring stringent quality standards in handling cargo are met at all times. . . Provision of suitable and sufficient weighbridges To improve turnaround of wagons & road vehicles ... Working Draft - Last Modified 25.04.2008 16:02:58 Current performance Key projects Objective SUGGESTED AGENDA Timing Topics Working Draft - Last Modified 25.04.2008 16:02:58 08h00-08h30 Welcome, workshop objectives and recap of discussion far 08h30-09h00 so Overview on organisational setup of GC 09h00-12h30 Interaction routines for first commercial tasks 09h00-09h45 09h45-10h00 Corporate account management Tea break 10h00-10h45 Market research 10h45-11h30 Pricing processes and tools 11h30-11h45 Capability building Printed 25.04.2008 16:01:32 11h45-12h30 Tea break 12h30-13h00 Outlook on other commercial tasks 12h30-12h45 Branding/advertising 12h45-13h00 Contracting 13h0016h15* 13h00-15h30

Monthly GM forum 15h30-16h00 Corporate accounts: Review of critical areas and identification cross-OD integration needs of Private sector partnership 16h00-16h15 GC SPOs 16h15-16h30 Closing * Including working lunch Source: Team 102 CURRENTLY TRANSNET IS FACING ISSUES WHICH CAN ONLY BE COMPENSATED BY HIGH INVESTMENTS AND/OR COOPERATION Transnets current situation Source: Private Sector Participation options within selected Transnet sectors A Terminals Multi-purpose sector Automotive Container B Rail Action needs for Transnet Develop Private Sector Participation strategy for Transnet Analyse options of PSP within selected ODs Which role does GC play? Transnet 103 Printed 25.04.2008 16:01:32 Trying to capture market growth Limitations of infrastructure Low service quality in terms of reliability and predictability Operational efficiencies Investments in infrastructure Private sector participation Study conducted by Transnet in 2006 Working Draft - Last Modified 25.04.2008 16:02:58 Solutions ACCORDING TO TRANSNET STRATEGY PAPER PRIVATE SECTOR PARTICIPATION WILL BE EFFECTIVE IN SELECTIVE SECTORS A Port Terminals Characteristics I Multi-purpose sector

II Automotive Container III Solutions Implication PSP is PSP in multi-purpose sector Private party optimisation beneficia Private companies can of supply chain efficiency l increase their supply chain Strong competition with Very private sector, discountspecific tariffs, specific investments Growing export demandHighly Expansion projects attractiv Tight handling capacity Value-added services e Consolidation of container Global competition & terminal operations Highly geographic isolation Secure handling facilities strategic Fragmentation No PSP efficiency in this sector Transnet sets its business focus on the container and automotive section by expansion & investments Current situation Two approaches for PSP Rail freight problems Suggested approach Underinvestment in rail infrastructure No equal competition due to inappropriate pricing of road freight Non-commercial services with no adequate compensation 1. Vertical integration Long pay-back periods for large investments Revenue risk Transnet Inter-modal corridor strategy on main lines; investments In infrastructure In modernisation of operating systems PSP In secondary feeder (low density) network with specialisation needs Source: single companies maintaining tracks and trains 2. Vertical separation separate train and track ownership Negative Results of privatisation Focusing only on large bulks No modernisation achieved Transnet

104 Printed 25.04.2008 16:01:32 B Rail Working Draft - Last Modified 25.04.2008 16:02:58 Sector POTENTIAL AREAS FOR TRANSNET TEAM COMMERCIAL WITH REGARDS TO PRIVATE SECTOR PARTICIPATION FOR DISCUSSION Contracting Investigate PSP option when defining the contracting strategy Customer needs Source: Printed 25.04.2008 16:01:32 Strategy Develop an inter-modal transport strategy between ports and the hinterland Working Draft - Last Modified 25.04.2008 16:02:58 Pricing Create an adequate pricing strategy which suits Transnet as a whole best Consider PSP in order to serve customers requiring special investments Team analysis 105 SUGGESTED AGENDA Timing Topics Working Draft - Last Modified 25.04.2008 16:02:58 08h00-08h30 Welcome, workshop objectives and recap of discussion far 08h30-09h00 so Overview on organisational setup of GC 09h00-12h30 Interaction routines for first commercial tasks 09h00-09h45 09h45-10h00 Corporate account management Tea break 10h00-10h45 Market research 10h45-11h30 Pricing processes and tools 11h30-11h45 Capability building Printed 25.04.2008 16:01:32 11h45-12h30 Tea break 12h30-13h00 Outlook on other commercial tasks 12h30-12h45 Branding/advertising 12h45-13h00 Contracting 13h0016h15* 13h00-15h30 Monthly GM forum

15h30-16h00 Corporate accounts: Review of critical areas and identification cross-OD integration needs of Private sector partnership 16h00-16h15 GC SPOs 16h15-16h30 Closing * Including working lunch Source: Team 106 SUGGESTED SPOs FOR GROUP COMMERCIAL REFLECT PRIORITIES DEFINED JOINTLY AT LAST WORKSHOP TO BE ALIGNED WITH GCE SPOs Weights 80% Organisation approved and staffed Commercial function established 20% Develop integrated account plans for corporate accounts, including Volume growth plans Consistent contracting Customer engagement Reporting Ensuring implementation of plans 50% Create a pricing framework Develop and implement an integrated pricing tool for selected pilot corporate accounts 30% 20% Printed 25.04.2008 16:01:32 B Volume growth on priority corridors Performance indicators Working Draft - Last Modified 25.04.2008 16:02:58 A Effective commercial execution and pricing Weights GFB volume on 4 priority corridors Coal and iron ore TPT and TPL 107 SIMILAR SPOs WILL BE INTRODUCED FOR COMMERCIAL GMs SPOs 40% Performance indicators 60% Printed 25.04.2008 16:01:32 Commitment to Team Commercial 20% initiatives (e.g., participation in monthly GM

Forums, taking over interim sponsorships for selected commercial tasks, committing resources) required Develop integrated account plans for 50% corporate accounts, including Volume growth plans Consistent contracting Customer engagement Reporting Ensuring implementation of plans Create a pricing framework Develop and implement an integrated pricing tool for selected pilot corporate accounts B OD-specific Weights of dimensions Working Draft - Last Modified 25.04.2008 16:02:58 A Transnet Team Commercial successfully operating Overall weight PRELIMINARY 30% To be specified by OD CE 108 SUGGESTED AGENDA Timing Topics Working Draft - Last Modified 25.04.2008 16:02:58 08h00-08h30 Welcome, workshop objectives and recap of discussion far 08h30-09h00 so Overview on organisational setup of GC 09h00-12h30 Interaction routines for first commercial tasks 09h00-09h45 09h45-10h00 Corporate account management Tea break 10h00-10h45 Market research 10h45-11h30 Pricing processes and tools 11h30-11h45 Capability building Printed 25.04.2008 16:01:32 11h45-12h30 Tea break 12h30-13h00 Outlook on other commercial tasks 12h30-12h45 Branding/advertising 12h45-13h00 Contracting 13h0016h15* 13h00-15h30 Monthly GM forum 15h30-16h00 Corporate accounts: Review of critical areas and identification cross-OD integration needs

of Private sector partnership 16h00-16h15 GC SPOs 16h15-16h30 Closing * Including working lunch Source: Team 109 ROADMAP FOR GC TAKING A SHAPING ROLE IN KEY COMMERCIAL TASKS FOR DISCUSSION Working Draft - Last Modified 25.04.2008 16:02:58 2008 2009 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Setting up of organisation Corporate account management Lead coordinating role for selected accounts GC 3-4 Development along 3 accounts Other Printed 25.04.2008 16:01:32 Pricing development of integrated pricing strategy and development of tool 3 Roll-out strategy/ tools to ODs Capability building set up of capability building programme Market research institutionalisation of knowledge agenda Contracting standards Establishing standards Source: Team Depends on speed of filling vacancies 110 Working Draft - Last Modified 25.04.2008 16:02:58 BACKUP Printed 25.04.2008 16:01:32 111 CORPORATE ACCOUNT EXECUTIVE JOB ROUTINES PRELIMINARY Occasional tasks (yearly) Printed 25.04.2008 16:01:32 Tracking of key account implementation (discuss implementation status with action owners, hold performance discussions) Performance management (define performance goals, define corrective measures based on performance analysis, hold performance dialogues) Customer satisfaction management (discuss implementation status of satisfaction improvement plan and progress with action owners) Operational performance management with operations/CopCos (define operational performance improvement goals and owners, hold performance discussions based on performance analysis) Continuous tasks (weekly) Develop profound understanding of customers (needs, strategy, potential moves, etc.), supply chain and market environment from customer discussions, conferences, press research

Develop and manage formal top-management relationships Direct marketing for top management relationships Coach and develop account managers in ODs Source: Working Draft - Last Modified 25.04.2008 16:02:58 Set research agenda with Group Strategy and knowledge and best practice manager Develop integrated key account strategies and plans with ODs (e.g., synthesise strategic context, define account strategy, develop account planning methodology, align account plans with customer) Develop guidelines for customer negotiations together with ODs (e.g., identify value levers for negotiation, define negotiation objectives) Customer satisfaction management (develop satisfaction improvement plan and owners based on satisfaction analysis) Establish strategic crises management (determine potential crises situations, elaborate according response strategy and action plans with assigned action owners) Regular tasks (monthly) Team 112 PROPOSED STRUCTURE BUSINESS ENABLEMENT FOR DISCUSSION Administration and reporting manager Tasks Development of pricing guidelines Assistance to ODs at pricing decisions Monitoring of compliance with pricing standards 2 Source: 2 Talent and capabilities manager Knowledge and best practices manager Contracting manager Talent Development manage-ment of concepts for in GC/ODs implementation Training of of new tasks staff according (e.g., CRM, to customer development satisfaction needs review) Agenda setting for and coordination of market research Information hub for GC and ODs 1 1 Developing legal contracting standards Assisting in contracting with corporate accounts Consulting ODs in legal issues

concerning contracts Marketing manager Coordination of promotion across ODs Printed 25.04.2008 16:01:32 Numbe r of FTEs Budget management Gathering and compiling of monthly reports Administrative services Pricing manager Working Draft - Last Modified 25.04.2008 16:02:58 Business Enablement Manager 1 Team 113 THE BUSINESS ENABLEMENT MANAGER COORDINATES SUPPORT FUNCTIONS PRELIMINARY Responsibilities/activities Working Draft - Last Modified 25.04.2008 16:02:58 Management of business enablement functions The business enablement manager (BEM) is responsible for the coordination and supervision of all business enablement activities in GC. As head of business enablement, she/he leads the efforts of the optimisation and standardisation of commercial activities within Transnet and directs multiple and complex projects She/he provides the business enablement team leadership in the development and implementation of projects and assigns and reviews tasks. The BEM coaches his/her team on a daily basis and develops team members to offer high-value services to ODs Theto division will corporate serve as a specialist of commercial excellence across Transnet Link ODs and account centre management The BEM discusses jointly with ODs and Corporate Account Executives the strategic perspective and needs for support functions on GC level. To this end he meets with the commercial managers of the ODs on a quarterly basis to improve type and quality of business enablement services offered by GC In cooperation with the Group executive of GC and the GM of the ODs, the BEM discusses the rollout of new commercial projects The function will be responsible for ensuring that the information systems in use within the ODs are integrated into those for the Commercial Division (e.g., reporting on corporate accounts) Skills/background Printed 25.04.2008 16:01:32 BSc At least 20 years experience in operational support, sales environment and business Project management, financial analysis, business analysis, business support systems, contact centres, contract negotiations, engineering Strong communication skills Experience in coaching teams and talent management Source: Team 114 ADMINISTRATION AND REPORTING MANAGER JOB DESCRIPTION PRELIMINARY Responsibilities/activities

Good communication skills Strong time management capabilities High quality and reliability of end products Attention to details Confidence in interacting with ODs Source: Team 115 Printed 25.04.2008 16:01:32 Skills/background Working Draft - Last Modified 25.04.2008 16:02:58 Budget management The administration and reporting manager is responsible for management and revision of the budget of GC. This includes managing all budgeting and accounting transactions on a daily basis and compiling an annual report Preparation of monthly reports Furthermore, the data for the monthly corporate account reports has to be gathered from the ODs and consolidated. This includes ensuring consistency between the data received by the different ODs, the preparation of monthly reports for the OpCo and for corporate account manager meetings as well as other reports done Preparation of quarterly account reviews with Commercial GMs, COO and CES Administrative functions On top of that the finance and reporting role provides other administrative functions, e.g., supporting GC with secretarial functions, scheduling of meetings, provision of bureau equipment, etc. Support in tracking of actions, e.g., corporate account management ADMINISTRATION AND REPORTING MANAGER JOB ROUTINES PRELIMINARY Occasional tasks (yearly) Working Draft - Last Modified 25.04.2008 16:02:58 Compiling of annual financial report Preparation of quarterly account review Regular tasks (monthly) Gathering of corporate-account-specific data Aggregation of OD data for monthly account manager meeting Preparation of OpCo reports Development of a monthly budget report Printed 25.04.2008 16:01:32 Continuous tasks (weekly) Provision of administrative functions on a daily basis (taking phone calls, ordering office supply, etc.) Processing of budget-related data (receipts, expenses, etc.) Source: Team 116 SUPPLY CHAIN EXPERT SUPPORTS CORPORATE ACCOUNT EXECUTIVES PRELIMINARY Responsibilities/activities Must have experience in implementing planning/forecasting system (+2 yrs) Profound understanding of integrated supply chain and logistic concepts Bachelor in Economics or equivalent Source: Team 117 Printed 25.04.2008 16:01:32 Skills/background Working Draft - Last Modified 25.04.2008 16:02:58 Supply chain expert The supply chain expert (SCE) assists the corporate account managers in understanding customer supply chain related matters and in developing corresponding offers Particularly, the SCE evaluates potential agreements with customers regarding their feasibility from an operational point of view. In close cooperation with experts from the ODs, bottlenecks and impact of proposed contracts are scrutinised. In this context, item-specific forecasts are developed and matched against capacity constraints The SCE develops scenarios on how to optimise current process flows such that additional volumes can be accommodated or flow time of goods are reduced

Comparison of supply chain alternatives for customer (national and international) Drives commodity/corridor strategy for implementation in specific supply chains BUSINESS ANALYST SUPPORTS CORPORATE ACCOUNT EXECUTIVES PRELIMINARY Responsibilities/activities Printed 25.04.2008 16:01:32 Skills/background Deep understanding of financial modelling Bachelor in Mathematics or equivalent Source: Working Draft - Last Modified 25.04.2008 16:02:58 Business analyst The business analyst (BA) supports the corporate account managers in developing a holistic understanding of commercial implications of financial data. This includes the calculation of financial key figures like NPV, IRR and linkage of those figures to implications on commercial side The BA develops financial modelling of commercial decisions (e.g., customer expansion plans) and provides commercial input to financial questions Team 118 KNOWLEDGE AND BEST PRACTICES MANAGER COORDINATES DISSEMINATION OF RESEARCH KNOWLEDGE PRELIMINARY Responsibilities/activities Academic and practical experience with a wide array of new product, brand, advertising Strong analytical skills Understanding of Transnet business environment Self-starter strong issue identification and problem-structuring skills Source: Team 119 Printed 25.04.2008 16:01:32 Working Draft - Last Modified 25.04.2008 16:02:58 Agenda setting and co-ordination of market research The knowledge and best practices manager (KBPM) provides input into the research agenda in cooperation with Group Strategy based on input from corporate account executives He/she ensures that customer insights generated by corporate account executives are codified consistently and continuously and are shared with all relevant stakeholders He/she maintains a directory of relevant research information available as reference base for GC and commercial counterparts in ODs He/she provides feedback to Group Strategy on the value of research provided Development of concepts for new business tasks/gathering of best practices The KBPM develops on behalf of GC concepts for new business tasks that are supposed be rolled out across all ODs (e.g., implementation of customer relationship management, setup of customer satisfaction reviews). Therefore, knowledge dispersed among ODs has to be gathered through interviews with all relevant stakeholders (stock-taking). KBPM then needs to gather insights into external best practices The KBPM draft, as a result of the stock-taking, screening on suggested approach/concept including a proposal for the implementation of a certain task, suggesting a work plan, timeline of realisation and identifying crucial roadblocks Information hub of GC Through the KBPMs engagement in shaping market research and gathering of best practices, the KBPM functions as a information hub that gathers comprehensive knowledge across Transnet in the area of competitive insights, market intelligence, customer insights as well as commercial best practices Various stakeholders can reach out to him to learn about relevant sources of information and contact persons in other ODs/corporate functions Skills/background

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