FABRINOX oflbrs

complete mo nufoctu ri ng solutlons.lnc/uding. . batch manufucturing

. project management

. technical advice along with manufocturing design & documentation

witltrn cr i50 environmenl

F S TA B L I S H E D qq?

10 March 2014

To whom it may concern

The first SMI /LMl programme that Fabrinox enrolled employees for was the "Dynamics of Personal Goal

Selting" in 2003.

Experience to date was that an employee would attend a one-day training event and receive relevant

information, but not really the skill to integrate it into an everyday working and living environment.

As General Manager of Fabrinox at the time, I was searching the market for a training programme that wouldadd sustainable outcome and value to both an employee's working and personal environment.

The idea was to invest in the employee as an individual for the reason that as the individual grow and develop itwould have a direct and similar influence in the working environment. Unlike hard core skills training theindividual and working environment cannot be separated from each other in this need for training.

We have found and experienced that the SMI / LMI programmes offersjust that and more because ofthe waythe learning is structured and presented.

A variety of programmes developed in such a way that it applies to all - both individuals and industries

Learning takes place - average t hour per week - over a period of 6 to 8 weeks which allows time tolearn, reflect, discuss and apply the principles

Learning works on 3 senses namely to see (read), hear (listen) and do (writing)

Programme information is well structured, relevant and updated

Programmes are developed and presented to enrich the lives of individuals in such a way that it also

impacts positively on the working environment

lndividuals earmarked for an LMI programme vary from young first time employees, whom have just finishedtheir studies, have extensive text book and/or subject matter knowledge but no or very limited experience and

knowledge on how to conduct themselves in a working environment. The program then introduces them togoal setting, achieving specific outcomes, time management and empowering themselves to achieve high levels

of productivity to name a few on the benefits.

The other would be.employees that have grown to new or higher levels of responsibilities and expectedoutcomes in management and need enforcement of certain basic principles.

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Employees that have successfully completed one of the LMI programmes are able to conduct themselves on a

new level of maturity and self-confidence in the way that they deal with every day issues in the working

environment.

The working relationship with LMI started out as one where Fabrinox would from time to time identify a need

and then nominate certain individual employees for a suitable LMI programme. This relationship has grown

since in the number of employees nominated over the past few years for a variety of programmes offered and

presented by LMl. we foresee that it will further grow and develop to become a mandatory trainingprogramme in certain departments and individual levels of career development in the company'

The LMI programme itself is only half of it. The other very important contributor to its success is the role that€live Dale plays, he is the constant drive and presenter of LMI programmes at Fabrinox.

Clive has walked this road with Fabrinox, patiently and forever passionate about the programmes and theirimpact on the lives of individuals as well as business, since his first meeting with me on 16 October 2002.

We are looking forward to a continued and successful relationship with Clive Dale and the LMI programmes.

Andre VisserFABRINOX: MANAGING DIRECTOR

Ns. Ons moet eers die individu regkry daarna sal die besigheid die vrug pluk.