SAS WFD QMS

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RESPONSIBILITY FOR EXCECUTION
21. The TC and ATO are responsible to see that this instruction is complied with.

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NBS/WFD/R/103/2/3

SAS WINGFIELD TRAINING SOP: NO 25/18

Issued by

96719489MC CDR B. GOUSSARD
TRAINING COMMANDER SAS WINGFIELD

Telephone: 021 590 2665 SAS WINGFIELD
SSN: 820 2665 Private Bag X1
Facsimile: 021 590 2662 Goodwood
Enquiries: WO1 S. Tilley 7459

January 2018

DISCIPLINE AT SAS WINGFIELD

INTRODUCTION

1. The aim of this order is to promulgate processes wrt the discipline at SAS
WINGFIELD.

EXECUTION

2. The process must be followed so as to ensure the effective and efficient
discipline takes place at SAS WINGFIELD.

EXECUTION DATE

3. This SOP comes into with immediate effect, and will be reviewed one year
after the date of implementation.

DISCIPLINARY ACTION

4.. Military discipline is the cornerstone of becoming a good military practitioner.
The maintenance and improvement of the disciplinary process at WFD is therefore of
utmost importance. Disciplinary transgressions adversely affect the morale of
learners and staff as well as the provisioning and administration of training.

5. Discipline. Ensure that the dress, bearing and discipline of learners and staff
are of the highest standard and implement immediate corrective measures when
required. The following serves a guide:

a. Self-discipline. Promote a strong sense of self-discipline amongst
staff and learners. Encourage positive initiative: “doing the right thing
at the right time, without being told to so.”

b. Attitude. Positively influence the motives, attitude and actions of
your staff and learners. This is done by first developing a positive and
loyal position towards the SAN.

c. Set the example. Setting the standard and leading by example instills
disciplines in sub-ordinates.

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d. Correction. Ensure that your staff and learners know the difference
between corrective training and punishment. Corrective training
may only be ordered as a redo exercise. In the event that a staff
member or learner fails to redo an action correctly, a report wrt the
member must be submitted to the Master At Arms (MAA).

e. Trials. When one of the learners or staff is charged to appear before a
Court Martial or Civilian Court, the member must be accompanied by
his/her divisional officer of a unit representative.

f. Standing Orders. You are to ensure that the learners and staff are fully
conversant with and enforce the contents of the Ship’s Standing Orders
(SSO) as applicable to them.

6. Identification of disciplinary problems. Senior members do not identify and
correct misbehaviour when it occurs. A record of what occurred and what was done
to correct it must be submitted to the TC and the MAA.

7. The role of the Divisional Officer (DO). The DO remains responsible for the
discipline of all members within his division. To this end the DO is responsible to
monitor discipline and implement actions to improve discipline. Specific actions
include the following:

a. Investigations. The DO must investigate all disciplinary matters to
identify why there is a lack of discipline and whether the lack of
discipline is justifiable in terms of the Military Disciplinary Code (MDC).
DOs must also be fully conversant with the MDC as well as the
procedure for collecting evidence to support charges.

b. Warnings. The DO will issue warnings wrt the discipline to offending
learners. Only the first warning will be verbal. In the event that a
member does not respond as required a letter of reprimand will be
issued and the learner will be supply a written response wrt the
transgression. The letter of reprimand and the learner’s response will
be submitted via the divisional system to the OC.

c. Re-occurring lack of disciplinary problems. In the event that there is no
improvement of learner behaviour, the DO will compile a confidential
report on the members work performance and submit the report to the
OC through the divisional system. The OC is the only authority
appointed by DFHR to make recommendations in terms of the removal
of members due to ill discipline.

8. The role of the MAA. The MAA remains responsible for the implementation of
formal disciplinary actions within the unit. To this end the MAA is responsible to
implement formal disciplinary processes within unit lines. The MAA is furthermore
responsible for the maintenance of morale of the WO1s, WO2s and Senior Ratings
within the unit and he/she normally provides experienced advice to Non
Commissioned Officers (NCOs). Specific actions of the MAA include the following:

a. OCs Defaulters Book. The MAA is responsible for maintaining a
record of all disciplinary transgressions and what actions were taken by
against the offending members. The Defaulters Book serves as an
informal recording of the lack of disciplinary problems.

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b. Corrective Training. The MAA is responsible for the administration of
the corrective training systems within unit lines. The MAA is
responsible for the Corrective Training Register and for ensuring that
the corrective training if formally recorded and relevant to the offence.

c. Military Disciplinary Code. The MAA is responsible for the
administration of the Military Disciplinary Code (MDC). The DO is
responsible to provide the MAA with detailed statements of the
transgressions. If there is sufficient evidence to charge a member, the
MAA must charge the member under the relevant section of the MDC.

9. The role of the GI. The GI is traditionally a senior member of a unit that is
both respected and feared as he sets the highest standards of discipline at a unit.
The involvement of the GI in training is therefore of utmost importance, especially in
relation to parade work. Parade work is an effective tool for the development and
maintenance of discipline. Parade work additionally emphasizes the importance of
team work and instils the values of obedience, loyalty and trust in learners. To
ensure that discipline is maintained, it is thus essential that the GI is present when
learners are on parade.

10. General. In the event that any member fails to maintain his own discipline to
the appropriate standard, interventions must be set in place quickly to rectify the lack
of discipline. Where such interventions are not effective, the removal of the offending
member from the SAN and from the WFD environment must be considered before
he/she adversely affects other members in terms of poor behaviour.

RESPONSIBILITY FOR EXCECUTION

11. The TC and ATO are responsible to see that this instruction is complied with.

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NBS/WFD/R/103/2/3

SAS WINGFIELD TRAINING SOP: NO 26/18

Issued by

96719489MC CDR B. GOUSSARD
TRAINING COMMANDER SAS WINGFIELD

Telephone: 021 590 2665 SAS WINGFIELD
SSN: 820 2665 Private Bag X1
Facsimile: 021 590 2662 Goodwood
Enquiries: WO1 S. Tilley 7459

January 2018

LEARNER ADMINISTRATION AT SAS WINGFIELD

INTRODUCTION

1. The aim of this order is to promulgate processes wrt learner administration at
SAS WINGFIELD.

EXECUTION

2. The process must be followed so as to ensure the effective and efficient
learner administration takes place at SAS WINGFIELD.

EXECUTION DATE

3. This SOP comes into with immediate effect, and will be reviewed one year
after the date of implementation.

MANAGEMENT AND ADMINISTRATION OF LEARNERS' RECORDS AND
ACHIEVEMENTS

Reference 1: SANGP D Ch16
2: SAQA NLRD Procedures

4. Learner Information. Information about past, present and potential learners
will be recorded, maintained and updated. Records will include the following informa-
tion:

a. Rank, full names, surname, mustering, civilian ID number and military
force number and suffix.

b. Contact details.

c. Demographic information (age, gender, race, disability, geographical
location, occupation (if applicable).

d. Education and training background and experience (prior qualifications,
prior learning and previous learning experiences, learning skills,
language skills and preference).

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e. Special learning needs (relevant disabilities or learning difficulties).

f. Additional learning needs (necessary experience and knowledge of
relevant technology).

g. Resource factors (place and time of learning, access to resources,
including electricity and technology, financial resources for additional
learning or support materials).

h. Motivation for entering the programme of learning.

i. Programme(s) for which the learner is registered.

j. Performance during the programme (formative and summative
assessment).

k. Achievement during and at the end of the programme (internal and
external assessment, final assessment, award achieved).

5. Auditing of Learner Information. Learner records and assessment results will
be audited for correct recording, storage and transfer of assessment results. All
assessments, assessment responses and moderator reports for the most recent
qualifying assessment will be stored for a period of 3 (three) years for the purposes of
audits and evaluations by the ETQA body.

6. Records and assessment results will be formally authorised and signed by an
accredited assessor, moderator and the Officer Commanding (or authorised person)
of the unit.

7. Records will be easily retrievable and accessible to authorised staff and the
ETQA body.

8. Confidentiality of Information. Learner confidentiality will be maintained.
Information on learners that are send to the ETQA will be designed in a manner that
keeps the security of learner information in mind. Storage of learner information will
take into account learners’ constitutional right-to-privacy needs.

NAME LISTS

9. This instruction is an internal “roll call” procedure and should not be confused
with the Milqual requirements that require that the course status be updated on the
first day.

10. As soon as is possible, prior to the commencement of the course, the Training
Admin Office (TAO) is to provide preliminary classing-up lists for the various courses.
Learners are to report to the training admin office on when they complete their
drafting routine.

11. The TAO is to ensure that copies of classing are distributed to the following:

a. TC.

b. ATO.

c. TSO.

d. Senior Facilitators at all training sections.

e. Librarian.

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12. The TAO will ensure that an up to date distribution list exists and is adhered
to.

13. The TAO is to report amendments to the classing-up to the members
mentioned in Par 3. The OC is to be furnished with a copy of the finalised classing
up list on the LAN T drive under the folder name “final classing up list.”

14. The Senior Facilitators at all sections are to ensure that the status of their
section is reported to the ATO on a weekly basis and provide an electronic copy of
the weekly training programme to the TC.

STAFF SELECTION, APPRAISAL AND DEVELOPMENT

Reference 1: Appraisal System
2: Career Questionnaires
3: Learning Pathway Logbooks

15. Staff Selection. Candidates are selected for appointment according to their
ability and applied competence-level to fulfill the occupational (job) requirements
described in the occupational profiles, without having regard to arbitrary
discrimination factors, such as race, gender and disabilities.

16. The unit, in collaboration with DFHR, appoints and develops people with
potential at all levels of its business, drawing on the best skills available from within
the relevant labour market.

17. The unit considers itself as an employment equity employer and thus aims to
eliminate all forms of unfair discrimination in the recruitment and selection of staff.

18. Within the policy, with the support of DFHR, the unit will address the issue of
the so-called designated groups that can play a significant role in the unit’s future
success.

19. Only competent and accredited staff will be used for learning provision
services.

20. Post Profile and Delegation of Duties and Responsibilities. The Post Profiles
and Delegation of Duties and Responsibilities, describe the desired staff
competencies for each position within the unit. Post Profiles and Delegations will be
signed and filed on each staff members personnel file and reviewed annually.

21. As the unit’s primary purpose is that of being a service provider of learning
programmes, it will from time to time make use of staff from other providers to deliver
a required service or product. Screening and selection of these providers will be
based on the ability and competence level of these staff members with due regard to
giving preference to providers that represent the so-called design00ated groups.

22. Appraisal and Development. Each staff member (internally and externally)
will be assessed in terms of his/her competence level and a personal development
plan, aimed at continuous upskilling will be in place and formally documented (360
Degree Assessment).

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23. Workplace Skills Plan. Development needs will be integrated in the
company's Workplace Skills Plan, (WSP) which will be formally reviewed on a three-
monthly basis to assess and monitor progress. The TE will be responsible for the
compilation of the WSP for all staff members. The TSCO will be responsible for the
submission of Annual Training Reports (ATRs) to higher authorities when required.

24. Formal performance discussions will be conducted with all staff members
(internally and externally) on a minimum of a six-monthly basis. The performance
discussions will be based on formal performance contracts and development plans
will be put into action to ensure competence and performance improvement.

25. Performance discussions and measurements will take into account the
employees' self-assessment of their performance and competence level, the
manager's assessment, learners' assessment (of trainers), and peer assessments
and external customer assessments.

26. Each staff member will take personal responsibility for his/her development
and performance. Managers will provide assistance, guidance and support.
Performance contracts, measurement reports, development plans and reviews will be
formally documented.

27. Staff development interventions will constitute of accredited learning
programmes based, where possible, on the NQF qualifications and unit standards,
thus leading towards nationally recognised qualifications. These will be reflected in
the unit’s WSP.

NUMBER OF TRAINEES TO BE TRAINED

28. WFD is to train the number of trainees in accordance with the requirements as
specified by DFHR. These are contained in the Unit Business Plan as advised
annually by DFHR. The Unit Business Plan is ultimately derived from the SAN
Strategic Planning Guidelines.

29. Capacity of WFD. The capacity of WFD in terms of accommodation,
transport, facilities, facilitators, equipment and finances must at all times be known
and visible to the OC, XO and TC. When it is likely that training the provisioning or
support of training activities will be adversely affected due to an internal shortcoming
(eg defective equipment), the TC is to be advised immediately.

30. Capacity of External Stakeholders. SFs and DOs are to be aware of the
learner capacity of external training providers. Where the capacity of external
stakeholders will adversely affect the provisioning or administration of training, the TC
is to be advised as soon as possible. SFs and DOs are to take note of the capacities
of vessels when planning experiential training.

31. Co-ordination of WFD capacity with requirements as specific by FHRD. The
TC and TSCO are responsible for the co-ordination of the WFD training capacity with
the requirements for learners as specified by DFHR. All matters that will adversely
affect training must be brought to the OCs, TCs and TSCOs attention as soon as
practically possible in order to identify the co00rrect abatement strategy.

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VISITS

32. Whenever visits to industry are being planned for learners, the following
should be taken into account:

a. Visits should be arranged three months in advance. Should the visit to
another Unit be of a lengthy duration and be for a large group, then it
should be planned at least 6 months to 1 year in advance. This will
afford the host Unit to plan and prepare for the visit.

b. Obtain financial authority and arrange S&T. Ensure that S&T claims
are dealt with within the obligatory time frame.

c. Arrange and confirm accommodation.

d. Arrange and confirm transport.

e. Confirm a procedure for dealing with accounts during the visit.

f. Confirm the dress for the visit. Where necessary, permission for civilian
dress is to be obtained from the OC before hand.

g. Confirm all arrangements at least 7 days before the event is due to take
place.

33. In the absence of the OC, the TC, ATO or TSO will be representing the OC.

34. Letters of Thanks. A letter of thanks will be written to the host(s) in question,
for the OC’s Signature and will be despatched within a week after the visit. The TO
who arranged the visit is responsible for drafting the letter of thanks for the OCs
signature.

INCIDENTATION RECORD OF STUDENTS

35. Incidentation Records (IR) of all students attending courses at WFD must be
kept.

36. The purpose of the IR of students is to keep an up to date report on the non-
academic activities of all students. Commendations, reprimands and warnings are to
be noted in the IR with the relevant dates and by whom administered. Both parties,
i.e. the relevant Divisional Officer and the learner are to Sign the relevant entry.

37. The layout of the IR is as per the ‘MONTHLY PERFORMANCE REPORT AND
RECORD OF DIVISIONAL INTERVIEW’.

38. The IR will form part of the student’s training file and administered on a
monthly basis.

39. The DOs are to monitor these reports at regular intervals and serious warnings
or reprimands are to be brought to the learner’s attention immediately. SFs or DOs
must notify the TC and take the necessary steps to institute remedial action.

40. This document is of vital importance when queries are made re student’s
performance and must be kept for at least 12 months after the completion of the
course.

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41. As the IR is an incidentation record of the student’s performance, it must be
used when drawing up his/her final course report to substantiate the Divisional
Officer’s comments.

RESPONSIBILITY FOR EXCECUTION

42. The TC and ATO are responsible to see that this instruction is complied with.

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NBS/WFD/R/103/2/3

SAS WINGFIELD TRAINING SOP: NO 27/18

Issued by

96719489MC CDR B. GOUSSARD
TRAINING COMMANDER SAS WINGFIELD

Telephone: 021 590 2665 SAS WINGFIELD
SSN: 820 2665 Private Bag X1
Facsimile: 021 590 2662 Goodwood
Enquiries: WO1 S. Tilley 7459

January 2018

LEARNING PATHWAYS AND TASKBOOKS AT SAS WINGFIELD

INTRODUCTION

1. The aim of this order is to promulgate processes wrt the learner pathways and
logbooks (taskbooks and training schedules) at SAS WINGFIELD.

EXECUTION

2. The process must be followed so as to ensure the learning pathway are
logbooks process is adhered to at SAS WINGFIELD.

EXECUTION DATE

3. This SOP comes into with immediate effect, and will be reviewed one year
after the date of implementation.

LEARNING PATHWAYS AND TASKBOOKS

Reference 1: NO Pers 1/2016
2: SANDFO 1/98

4. Purpose. The purpose of the Learning Pathways is to provide a quick
overview for learners in terms of the learning that they will have to successfully
complete in their SAN careers.

5. Review and Approval of Learning Pathways. Reviews of learning pathways
are to be done when the requirement arises. Reviews of learning content are to be
done by means of a DACUM process where SMEs provide inputs to Curricula
Designers. The respective SF is responsible for the scheduling the DACUM. The
findings of the DACUM are to be recorded by means of minutes which serve as the
authority to request changes to learning pathways.

6. The learning pathways are to be submitted to the Technical Personnel
Advisory Committee for final approval. Once approved, learning pathways are to be
promulgated by means of Naval Order.

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7. Implementation of Learning Pathways. WFD will be responsible for the
provisioning and administration of technical training up to the point where learners
are trade tested or issued with their respective HET qualifications.

8. Experiential/Practical Learning. The main motivation for the creation of
learning pathways was to ensure that the training of members is relevant to the
requirements of their posts onboard ships and submarines. To this end all pathways
have periods of experiential or practical learning integrated during recess periods or
scheduled as part of the learning pathway.

9. It is the SF’s responsibility to ensure that all experiential/practical learning that
is conducted in workshops or onboard ships or submarine is recorded and formally
available for inspection and submission to higher authorities.

10. Task Books (or Logbooks/Training Schedules). Task books are used to
record experiential or practical learning. Every member will be issued with a training
task book that is to be kept in his or her possession. This task book is to be signed
off by the mentor/instructor after completion of each discipline and module. This task
book is to be used throughout the member’s SAN career.

11. Review and Approval of Task Books. Task books are to be generated by the
respective SF by means of a DACUM process. Task books are to be aligned with the
requirements of ships or submarines.

12. Certification of Completion. The respective ship or submarine is to certify that
a learner has successfully completed a task book. The ship or submarine is
responsible for the submission of a certificate of completion to WFD for record
keeping purposes as well as to the respective career manager for the updating of the
PERSOL system.

Note 1: CBMT Modules will be reinforced by learners performing the task in a
workshop, onboard or at a WFD experiential training workshop eg the
Simulator. The Assessment and Moderation of CBMT modules MUST be done
by WFD Assessors and Moderators. Under no circumstance may members
that are not staffed at WFD sign of that CBMT modules have been completed.

13. Articulation of MERSETA Training Schedules and Task books. The
MERSETA Training schedules for designated trades are to be included as reference
source for the compilation of experiential or practical learning. As the Training
Schedules reflect the requirements of a Competency Based Training (CBT) system
for the specific trade, the actual work progression of members wrt the designated
trade is to be recorded by means of the completion of a training schedule.

Note 2: A Training Schedule is a list of activities that must be performed in the
actual workplace ie a SA Navy Workshop, Ship or Submarine. It may not be
simulated through external Skills Training. The Training Schedule must be
completed prior to members doing the Navy end level test or National Trade
Test.

14. Management of Experiential/Practical Learning. The following responsibilities
are delegated to the SF in charge of learners who have been detached from SAS
WFD for experiential or practical training:

a. Record Keeping. SFs are to record the Force Number, Rank, Initials,
Surname, Mustering, Vessel Type, Qualification History, Start Date,
Duration and End Date of all learning taking place away from WFD.

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b. Articulation with Learning Pathway. SFs are to ensure that the duration
and content of the experiential learning are as required by the Curricula
and Learning Pathway. Learners who are seconded to ships or
training units are placed there for training and the incorrect utilization or
abuse of learners must immediately be reported to OC WFD.

c. Monthly visits. Visits to units that provide experiential training is to be
done at least on a monthly basis for each learner. The progress of the
learner is to be discussed with the learner and the supervisor of the
learner in the workplace. Adverse reports wrt learner performance are
to be submitted in writing to the OC WFD and placed on the member’s
personal and training file for record keeping.

d. Monthly Reports. The SF is to submit a monthly report wrt all learners
and their individual progress during the month. The monthly reports
are to be kept as a Divisional Book and must be placed on the sections’
file and booked out to the TC WFD and ATO WFD for info.

15. Scheduling in Terms of Learning Pathways. Experiential and practical
learning that takes place onboard ships and submarines are to be scheduled at least
three prior to the start of an academic block. The SF is to ensure that the scheduling
is done per individual as previous learning or qualifications to ensure that experiential
learning is effective. The SF is to inform the Career Manager in writing of the
availability of learners for experiential learning so that the necessary drafting
instructions can be promulgated well in advance. The SF is to confirm that learner
report to their respective units with a divisional report stating what is expected of the
learner in terms of training and when the learner should have successfully completed
the training.

OFF-SITE PRACTICAL OR WORKSITE (EXPERIENTIAL) LEARNING
COMPONENTS

Reference 1: CBMT Naval Order 1/2/1995

16. WFD will establish and maintain consultative bodies, such as advisory com-
mittees, with the employers, organisations and interest bodies it serves to foster the
practice of cooperative education and training.

17. Off-site practical or worksite (experiential) learning components will be clearly
specified. Experiential learning will be monitored with task books or logbooks for SAN
training and prescribed training schedules for apprentice training.

18. Structured guides will be determined by the unit, in cooperation with the
relevant employers, organisations or interest bodies. These guides will contain clear
guidelines by which experiential learning is to be conducted and documented.

19. The structured guides will be available and accessible to learners, facilitators,
employers, organisations or interest bodies.

20. The experiential learning will be documented and received in a suitable format.
Such documentation will be used for assessing and guiding the performance of the
candidate during and after such periods of experiential learning.

21. The unit will be responsible for assessing the adequacy of the experiential
learning received and for the assessment of learners' achievements within such

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experiential learning.
22. All learners who undergo periods of experiential learning will be registered for
such experiential learning.

RESPONSIBILITY FOR EXCECUTION

23. The TC and ATO are responsible to see that this instruction is complied with.

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SAS WINGFIELD QUALITY ASSURANCE AUDIT SOP: 28/18
Issued by

96719489MC B. GOUSSARD
TRAINING COMANDER SAS WINGFIELD

NBS/WFD/R/506/1

Telephone: 021 590 2665 SAS WINGFIELD
Extension: 021 590 2665 Private Bag X1
SSN: 825 2665 Goodwood
Facsimile: 021 590 2662 7459
Enquiries: WO1 R.V. Williams
January 2018

QUALITY ASSURANCE AUDITS: SAS WINGFIELD

Appendix: Nonconformity/Observation Report

INTRODUCTION

1. The ISO 9001:2008 clause 8.2.2. Stipulates that organizations SHALL conduct
internal audits to comply with the Standard. Other reasons for conducting internal audits
are as follows:

a. Quality Standard Requirement.

b. Objective, unbiased information.

c. It is a Communication channel.

d. Seek opportunities for improvement.

e. Gives Management confidence in the system.

f. Serves as inputs to the Management reviews.

g. Identifies areas for improvement.

h. Show effectiveness of SAS WINGFIELD’s business processes.

AIM

2. An Audit is a systematic, independent and documented process for obtaining audit
evidence and evaluating it objectively to determine the extent to which audit criteria are
fulfilled. The aim of this SOP is to promulgate the process how Quality Audits will be
conducted with regards to processes at SAS WINGFIELD.

SCOPE

3. The following processes will be covered in this SOP:

a. Planning and Scheduling of Audits.

b. Reporting Meeting.

c. Audit Activities.

d. Closing/Final meeting.

e. Raised non conformities and Observations.

f. Corrective Actions.

g. Audit Report.

h. Follow-up Activities.

PLANNING AND SCHEDULING OF QUALITY AUDITS

4. The Quality Assurance Department (QAD) is the only authority that can plan and
schedule Quality Audits in term of the Business Processes (SOP’s) in the Quality
Management System.

5. The audit schedule will be promulgated by the QAD yearly as part of the Unit
calendar. The QAD can also schedule ad hoc quality audits with regards to procedures in
the QMS as required or determined by the organization or management.

6. The relevant department will be notified by the QAD two weeks prior to the intended
quality audit. The audit scope and objectives will be made visible to the relevant training
centers or department(s).

Note 1: The Training Quality Management System is specifically linked to the Audit
Checklist of the SETA ETQA for accreditation. The supporting SOPs for the
Training QMS have been drawn up to ensure that the activities and tasks performed
by Staff Members are clearly explained in the event of staff changes. The SOPs
therefor deal with Training Related tasks and instructions pertaining to training.

REPORTING MEETING

7. On arrival at the relevant department the Audit Team will conduct a Reporting
Meeting with the relevant role players. During the opening meeting the following matters
will be discussed:

a. Introductions.

b. Confirm scope and objectives.

c. Agree timings (start and finish).

d. Confirm availability of personnel.
e. Verify that there are no extraordinary conditions prevailing.
f. Confirm time, place and attendees for closing meeting.
AUDIT ACTIVITIES
8. To achieve the audit objectives in terms of the audit scope the following methods will
be exhausted:
a. By asking open and closed questions.
b. By effective communication.
c. Listening.
d. Verifying information.
e. Taking notes.
f. By observation.
CLOSING/ FINAL MEETING
9. After the audit process has been concluded the closing/final meeting will be
conducted. The following matters will be addressed at the closing meeting:
a. Introduction (if necessary)
b. Confirm the scope and objectives of the audit.
c. Summary of findings (including good points).
d. Presentation of non-conformance and observations.
e. Agreement of corrective action.
f. Thanks for co-operation.
g. Information regarding audit report.
RAISE OF NONCONFORMITIES AND OBSERVATIONS
10. An nonconformity means the non-fulfilment of a requirement eg the ISO 9001: 2008
Standard. The objectives of performing Internal Audits are also to monitor the following:
a. Conformance with the System (QMS).
b. Effectiveness of the QMS.

11. An nonconformity may therefore be raised when the system may not conform to the
Standard or practises does not conform to the QMS. Reasons to raise Observations are
when Practises may be heading out of control or there is an opportunity for improvement.

CORRECTIVE ACTION

12. Having accepted nonconformity or an observation, the audited then needs to
formulate corrective action which will cure the problem and prevent recurrence. It is
important that corrective action addresses the “real” problem and get to the root cause
rather than just treating the symptoms. It is also wise to consider any preventive action
which may be appropriate to prevent similar problems arising elsewhere in the system.

13. To achieve a satisfactory corrective action timescales must support the action. The
following two dates will be determined during the Final Meeting:

a. The 1st for the completion of the action by the audited.

b. The 2nd for when the follow up “audit” will take place.

AUDIT REPORT

14. An Audit Report will be completed after the audit process are finalised. The Audit
Report will briefly summarise the audit findings and rectification action decided upon. The
report will also reflect recommendations if required.

FOLLOW UP ACTIVITIES

15. When nonconformities have been raised and corrective action agreed, it will be
necessary to ‘follow-up’ to ensure that the corrective actions have been taken and that
they have been effective in removing the nonconformity.

16. The follow up audit will be like a mini audit ie samples of evidence will be viewed and
recorded. It does not have to be the original auditor who performs the follow-up audit.
The follow-up audit will be performed to determine the following:

a. Verify effectiveness of actions and implementation.

b. Escalate if necessary.

c. Complete Audit documentation.

d. Close out audit.

CONCLUSION

17. The issuing of the Quality Audit procedure is to ensure that all the relevant parties
are informed regarding their roles and how audits will affect them. The audit procedure is
to check if “we are doing what we say we doing”. The ultimate objective of quality
audits is to check compliance with the ISO 9001:2008 Standard and continuously improve
the Units QMS procedures.

DATE OF EXECUTION

18. This SOP takes effect immediately, and is to be reviewed one year after its
implementation date.

APPENDIX A
TO TRNG SOP 28/16

NONCONFORMITY/OBSERVATION REPORT

Procedure Audit: _____________________Report No: __________________
Department: ________________________ Auditee: _____________________
Auditor: ____________________________Date of Audit: _________________
Standard/Procedure ref: _______________Sheet No: _____ of ____________

NONCONFORMITY/OBSERVATION (Delete one)-To be completed by the auditor
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

Signed (For department):_______________________ Signed (Auditor): _____________

CORRECTIVE/PREVENTIVE ACTION (To be completed by the auditee)
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

VERIFICATION (To be performed by the auditor, giving details of checks made)
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_______________________________________________________________________

Corrective action completed: (Satisfactory/Unsatisfactory)
Signed by Auditor: __________________________ Date: __________________

RESTRICTED

NBS/WFD/R/103/2/3

SAS WINGFIELD TRAINING SOP: NO 29/18

Issued by

98013006MI CDR B. GOUSSARD
TRAINING COMMANDER SAS WINGFIELD

Telephone: 021 590 2665 SAS WINGFIELD
SSN: 820 2665 Private Bag X1
Facsimile: 021 590 2662 Goodwood
Enquiries: WO1 S. Tilley 7459

January 2018

PROCESS TO REGISTER LEARNERS ON SETA MANAGEMENT SYSTEM (SMS)

INTRODUCTION

1. The aim of this order is to promulgate processes wrt to register learners on the
Seta Management System at SAS WINGFIELD.

EXECUTION

2. The process must be followed so as to ensure the effective and learner
assessment takes place at SAS WINGFIELD.

EXECUTION DATE

3. This SOP comes into with immediate effect, and will be reviewed one year
after the date of implementation.

RESTRICTED

RESTRICTED 2

PROCESS TO REGISTER LEARNERS ON SETA MANAGEMENT SYSTEM (SMS)

IDENTIFY SUITABLE CAPTURE LEARNERS COMPLETE MERSETA
CANDIDATES – ON SAS WFD UNIT STD
CONDUCT AN DATABASE
EVALUATION REGISTRATION FORM
AND ATTACH RELEVANT

DOCUMENTATION

FOLLOW UP WITH SEND ORIGINAL LOAD/CREATE
MERSETA TO ENSURE FORMS TO MERSETA LEARNER ON SMS

LEARNERS WERE TO COMPLETE AS A PERSON AND AS
REGISTERED REGISTRATION ON A LEARNER
(2 WEEKS)
SMS

SUBJECT MATTER ADMIN OFFICE TO CAPTURE CREDITS
EXPERT CONDUCT RECEIVE ETQ/FM/005 ON SMS USING
TRNG, ASSESSMENT ETQ/FM/005
REVISION 06
AND INTERNAL SUMMATIVE RESULTS SUMMATIVE RESULTS
MODERATION TEMPLATE
TEMPLATE FROM
MODERATOR

ADMIN OFFICE TO MERSETA QA REQUEST EXTERNAL
ENSURE MODERATION CONDUCTS MODERATION FROM
EXTERNAL
WAS PROCESSED MODERATION MERSETA

(REGISTERED – RESTRICTED
QUALIFICATION OBTAINED)

ADMIN TO RECEIVE
STATEMENT OF
RESULTS FROM

MERSETA – PLACE ON
FILE

RESTRICTED

SAS WINGFIELD TRAINING SOP 30/18 NBS/WFD/R/103/2/3

ISSUED BY SAS WINGFIELD
Private Bag x1
96719489MC CDR B. GOUSSARD Goodwood
TRAINING COMMANDER SAS WINGFIELD 7459

Telephone: (021) 590 2665 January 2018
SSN: 820 2665
Faccsimile: (021) 590 2634
Enquiries: PO E. Oosthuizen

STANDARD OPERATING PROCECURE (SOP) FOR RECORDKEEPING OF MERSETA
CORRESPONDENCE

INTRODUCTION

1. It is essential to keep record of all correspondence between MERSETA and
SAS WFD in one nodal point.

AIM

2. The aim of this SOP is to ensure that all relevant role-players are informed of all
communication between SAS WFD and MERSETA.

SCOPE

3. The following will be covered in this order:

a. E-mail address.

b. Unit Standard Registration documentation.

c. Apprenticeship Contracts.

d. Trade Test Applications.

E-MAIL ADDRESS

4. All role players are to use [email protected] email address when
communicating with MERSETA, the password for the address is Goodwood.

RESTRICTED

RESTRICTED

CORRESPONDENCE PERTAINING TO UNIT STANDARD REGISTRATION
DOCUMENTATION

5. Learners to complete Unit Standard Registration Form and SF to ensure all
relevant documentation is attached and certified as indicated by MERSETA Support
Office/Training Admin Office (TAO).

6. Documentation to be submitted to MERSETA by Training Admin Office/MERSETA
Support Office. Training Admin Office to open learner files and ensure copies of Unit
Standard Registration Documentation is filed.

7. Learners will be registered on SMS by MERSETA Support Office/Training Admin
Office and MERSETA.

8. On completion of moderation the internal moderator will request external
moderation from MERSETA.

9. MERSETA will conduct external moderation and on completion release a
Moderation Report which needs to be filed on the MERSETA file kept by MERSETA
Support Office.

10. Statement of results are to be filed on learner files and database kept by the
Training Admin Office is to be updated immediately.

11. Learner files are to be archived for a period of five years and electronically
permanently.

12. Training Admin Office to open course file for every Platform Operator Learning
Opportunity for filing of all course related documentation, course grid, statement of results,
certificates and to be archived for five years and kept electronically permanently.

CORRESPONDENCE PERTAINING TO APPRENTICESHIP CONTRACTS

13. Apprenticeship contract to be completed by learner in duplicate and SF to ensure
all relevant documentation attached as per MERSETA checklist. In case of late
submission of contract (after three months of member joining unit), SF to compile a
covering letter for OC’s signature, providing reasons for late submission.

14. Contracts to be submitted to MERSETA by Wingfield MERSETA Support Office.
SAS WFD MERSETA contract database to be updated immediately and contracts to be
scanned and kept electronically permanently. List are stored on T Drive, Transfer Docs
Directory, MERSETA Folder.

15. On completion of capturing learners on SMS, MERSETA will return duplicate
contract with allocated contract number. Contract to be filed on learner training file by
Training Admin Office as it will be required when applying for MERSETA trade test.

RESTRICTED

RESTRICTED
CORRESPONDENCE PERTAINING TO TRADE TEST APPLICATIONS
16. SF to ensure learner contract is in date. In case of expired contract, extension
needs to be requested. SF to compile letter which will be forwarded by MERSETA Support
Office to relevant MERSETA section. Trade Test application to be completed by learner,
SF to ensure the relevant documentation is attached as per MERSETA checklist. SF to
compile covering letter for OC’s signature to accompany the application. Copy of
application to be placed on learner’s file.
17. Trade Test application to be submitted to MERSETA by Training Admin
Office/MERSETA Support Office. Copy of application to be place on learner’s portfolio of
evidence.
18. MERSETA will request trade test date and communicate the date to Wingfield
MERSETA Support Office once identified.
19. MERSETA will release Trade Test Certificate against signature, copies to be filed
on learner’s portfolio of evidence and original to be handed to learner. TSCO to update
MERSETA Trade Test database.

RESTRICTED

RESTRICTED

SAS WINGFIELD TRAINING SOP 31/18 NBS/WFD/R/103/2/3

ISSUED BY SAS WINGFIELD
Private Bag x1
96719489MC CDR B. GOUSSARD Goodwood
TRAINING COMMANDER SAS WINGFIELD 7459

Telephone: (021) 590 2665 May 2017
SSN: 820 2665
Faccsimile: (021) 590 2634
Enquiries: PO E. Oosthuizen

STANDARD OPERATING PROCEDURE (SOP) FOR REGISTERING LEARNERS FOR
ACCREDITED MERSETA UNIT STANDARDS

INTRODUCTION

1. It is essential to keep record of all correspondence between MERSETA and
SAS WFD in one nodal point.

AIM

2. The aim of this SOP is to ensure that all relevant role-players are informed of all
communication between SAS WFD and MERSETA.

SCOPE

3. The following will be covered in this order:

a. Registering Learners for Accredited Unit Standards .

E-MAIL ADDRESS

4. All role players are to use [email protected] email address when
communicating with MERSETA, the password for the address is GoodWood.

RESTRICTED

RESTRICTED

STANDARD OPERATING PROCECURE (SOP) FOR REGISERING LEARNERS FOR
ACCREDITED MERSETA UNIT STANDARDS

IDENTIFY SUITABLE CAPTURE LEARNERS COMPLETE MERSETA
CANDIDATES – ON SAS WFD UNIT STD
CONDUCT AN DATABASE
EVALUATION REGISTRATION FORM
AND ATTACH
RELEVANT

DOCUMENTATION

FOLLOW UP WITH SEND ORIGINAL LOAD/CREATE
MERSETA TO ENSURE FORMS TO MERSETA LEARNER ON SMS
AS A PERSON AND AS
LEARNERS WERE TO COMPLETE
REGISTERED REGISTRATION ON A LEARNER
(2 WEEKS)
SMS

SUBJECT MATTER ADMIN OFFICE TO CAPTURE CREDITS ON
EXPERT CONDUCT RECEIVE ETQ/FM/005 SMS USING ETQ/FM/005
TRNG, ASSESSMENT SUMMATIVE RESULTS
REVISION 06
AND INTERNAL SUMMATIVE RESULTS TEMPLATE
MODERATION
TEMPLATE FROM
MODERATOR

ADMIN OFFICE TO MERSETA QA REQUEST EXTERNAL
ENSURE MODERATION CONDUCTS EXTERNAL MODERATION FROM

WAS PROCESSED MODERATION MERSETA

(REGISTERED - QUALIFICATION
OBTAINED)

ADMIN TO RECEIVE RESTRICTED
STATEMENT OF
RESULTS FROM

MERSETA – PLACE ON
FILE

STANDARD OPERATING PROCEDURE NO: /18
Issued by

94093515PE CAPT Z.K. MZAZA
OFFICER COMMANDING SAS WINGFIELD

NBS/WFD/R/103/2/6

Telephone: (021) 590 2645 SAS WINGFIELD
Private Bag X 1
Fax: (021) 590 2662 Goodwood
7459
Enquiries: WO1 R.V. Williams
March 2018

STANDING OPERATING PROCEDURE: ADMINISTRATIVE PROCEDURE WITH
REGARD TO PRESENTING ON THE JOB TRAINING (IN THE WORKING
ENVIRONMENT)

Appendix A: Evaluation Report of On the Job Training
B: In-post Training Programme
C: Acknowledgement List

SUPER CESSION OF PREVIOUS INSTRUCTIONS

1. This Standard Operating Procedure (SOP) supersedes all existing and previous
orders or administrative procedures with regard to on-the-job training.

INTRODUCTION

2. On the job training is extremely important as part of a person’s continued
development. Not only do newly appointed members obtain the knowledge, skills and
attitude to effectively and efficiently deal with the functions and responsibilities linked
specifically to a post, but also in general to the organisation. Members serving within
an organisation must be continually updated with regard to changes in current
policies and processes in order to remain effective and efficient.

3. On the job training is necessary to develop personnel to the fullest and to
ensure that they are competent in order to enhance efficiently and productivity in the
execution of all processes. A healthy balance must thus be struck between achieving
formal functional qualifications, whether at a SANDF institution or a recognised and

UO (Part 1) 11/14 RESTRICTED Date: Feb 14
Edition No: Draft 4

Page 2 of 8

accredited further/higher training provider, and competencies obtained through formal
or non-formal means such as exposure or experience gained in the workplace. The
Latter can be achieved through general functional environmental training as a group
or by means of individual specific personal coaching.

4. A member must also be made aware of the internal and external environments
in which he/she is expected to render a service to the client base. If a member
understands his/her clients, their roles and functions, a better service can be
provided. A well trained person is considered to be an expert, and will, as a
competent member, also serve as a happy member of the organisation.

5. It is thus necessary that a SOP be introduced to address the problem areas wrt
informal training within the working environment and which can give guidelines to be
followed and considered in the future.

AIM

6. The aim of this SOP is to standardise administrative procedures wrt presenting
on the job training in the working environment.

SCOPE

7. The following will be dealt with:
a. On the job training management.

b. Requirements to implement on the job training.

c. Procedure for the presentation of on the job training.

d. Mentorship.

e. Record keeping of on the job training.

f. Annual Reports of on the job training.

g. Conclusion.

h. General aspects.

ON THE JOB TRAINING MANAGEMENT

8. On the Job Training Environment. On the job training is conducted in the
normal working environment during normal working circumstances. It consists of in-
post training, general personnel development and familiarisation. It is necessary to
follow a structured on the job training programme within all unit lines.

a. In-Post Training. In-post training is provided to a member with regards to
aspects directly connected to the specific post. Certain skills and some
knowledge and attitudes have been assimilated during formal courses and/or
academic training. Specific posts and working environments though, require
skills, knowledge and attitude which a member does not necessarily possess

SOP /18 RESTRICTED Date: MAR 18
Edition No: Draft 1

Page 3 of 8

and which have to be acquired by means of in-post training. This is
supplementary to formal functional courses, but is related to the post the
member occupies. It is applicable when a new policy is implemented,
procedures change or new techniques are implemented and thus must be
formally taught to the member within the work place.

b. General Personal Development. General on the job training can be
appropriate for instances where various sections brief each other or discuss
their various activities in a planned manner on a fairly regular basis. To
ensure that personnel do not stagnate in a particular environment, all these
aspects must be covered as far as possible. The various sections will then
develop a mutual understanding and the individuals’ general development will
benefit from the exercise. This kind of on-the-job training is categorised as a
general personal development programme.

c. Familiarisation Training. Familiarisation training consists of induction and
acquaintanceship training. Induction training, whether formal or informal,
covers the internal situation, eg the various facets within a specific section,
whereas acquaintanceship training covers the external environment, iow
the client base, eg the nature, etc. This can either be thought a formal
programme or visits to and briefings by the different sections within a unit.
If a staff member understands a client, better client service can be
provided.

9. Purposeful and Planned Training. Differentiation between on the job training
and the traditional help offered to a newly appointed member must be drawn. The
difference is planning and a fix training programme. The traditional of help to a new
member is unplanned and spontaneous, whereas on the job training is planned on
purpose and the training is presented in an ordered way and managed properly.

10. On the Job Training Principles. On the Job Training must be implemented to
train the newly appointed members in order to acquaint them with aspects related to
their specific posts. The same principle applies to persons having been in a post for
some time, to train them officially in cases of change in policy, procedures and
techniques. Furthermore the unique circumstances of the environment in which a
member is required to operate effectively and efficiently should be taught. The
Divisional Officer or Head or Head of Section decides on the type of training and on
which level it should be presented. On the job training can be implemented for
groups of members or can be directed towards a specific individual. To summarise:
on the job may be used in all work situations where needs arise to train personnel on
any level, but where a formal course is not required.

11. On the job Training Presentation. The immediate supervisor is responsible for
on the job training in a working environment for he/she knows precisely the need for
on the job training in the department and is able to determine what training his/her
subordinates need. The Divisional Officer or Head of Section may decide to use own
staff members to do the training or may use experts in certain fields as speakers and
trainers.

SOP /18 RESTRICTED Date: MAR 18
Edition No: Draft 1

Page 4 of 8

REQUIREMENTS TO IMPLEMENT ON-THE-JOB TRAINING

12. Duty Sheets. Of extreme importance is that every member must have proper
and up to date duty sheet, which the direct supervisor has discussed with the
subordinate in question. The duty sheet must be compiled to be understood clearly
and in English. Should a member have difficulty in understanding English, such a
duty sheet must be translated in the official language that the individual can
understand best. The supervisor must ensure that a person receives his/her duty
sheet before on-job training commences. A person who has not yet received a duty
sheet will not feel motivated to do the job or receive training. A person should also
have a job description, which clearly and step-by-step explains a person’s duties and
how to perform them. The sum of all members’ duty sheets and job descriptions is
the starting point for specific in-post induction and acquaintanceship training, as well
as for general personal development.

13. Knowledge and Skills. The greater the supervisor’s experience, knowledge and
background, the greater the chance for success with on the job training. Should the
supervisor acquaint him/herself properly with the contents of this SOP, on the job
training will be successful.

14. Attitude. The most important pre-requisite for success of on the job training is a
positive attitude. The subordinates of a positive supervisor will do well. When a
supervisor detects a lack of training, it remains his/her duty to address the matter and
implement on-the-job training. On the job training requires a supervisor to put some
effort into the matter and plan training properly to ensure that knowledge and skills,
as well attitudes are addressed. The effort will lead to a department whose aims
have been reached, and qualified and happy personnel.

15. Control of the Training Programme. If a lot of people are involved in training
without a structured programme, it could result in disaster. It is suggested that within
a section only one “trainer” is appointed. All training should, however, be monitored
by the Divisional Officer or Head of Section, as a single point of control.

PROCEDURE FOR THE PRESENTATION OF ON THE JOB-TRAINING

16. Proposed Procedure. This document must not be considered as a rigid
procedure, but rather as an endeavour to provide guidelines within which a number
of methods for training may be accommodated.

a. Phase 1: Determine Training Needs. Specific and general training needs
must be determine to ensure that the tasks will be executed better and more
effectively after the completion of training. Suggested guidelines are as
follows:

i. Analyse Tasks. A detailed analysis of various tasks related to specific
posts must be completed, while keeping in mind the knowledge, skills
and attitudes a person needs in order to fill the post effectively. A
person’s duty sheet and job description must be studied thoroughly
and each tasks listed in the duty sheet and job description must be
analysed to determine what is required from a person who occupies
the post. The following must be determined (knowledge, skills and
attitudes in terms of each task on the duty sheet):

SOP /18 RESTRICTED Date: MAR 18
Edition No: Draft 1

Page 5 of 8

(1) What does the person need to know ito the task and
environment when performing the task?

(2) What is physical required of the member to do in the post?

(3) What attitude is required in order to successfully fill the post?

ii. Individual Training Needs. Concentrate only on those aspects the
person still has not yet mastered. All the knowledge, skill and attitudes
required are considered and those aspects not yet mastered will
determine the training need. Should the supervisor want to check on
the member’s ability to master duties, the following must be done:

(1) Person has to physically performed tasks in practise.

(2) Person must be interviewed and be tested orally.

(3) Person must be subjected to a written test.

b. Phase 2: Determine Objectives. The next step is to formulate identified
training needs as objectives. Objectives are to be clearly stated to ensure
that the supervisor, as well as the subordinates in training, understands what
aim is strived for and what measurements are used to measure and to test
improvement. Objectives must be clear, unambiguous and measurable.

c. Phase 3: Plan Training. This phase consist of planning and preparing of on-
job training:

i. Training Methods. The trainer may use a variety of methods in
presenting training. The choice of methods depends on the
circumstances and factors such as subject, audience, available time,
room used, etc. The following methods may be considered:

(1) Demonstration.

(2) Lecture.

(3) Guest speaker.

(4) Video show.

(5) Self-study material (help and supervision of supervisor).

(6) Person to person teaching.

(7) Mentoring.

ii. Sources. Various sources may be used to aid on-job training, eg:
(1) Text books.

SOP /18 RESTRICTED Date: MAR 18
Edition No: Draft 1

Page 6 of 8

(2) Directives.

(3) Policies, SANDF’s, DODI’s, Instructions, SOP’s etc.

iii. Prepare for Learning Experience. The training determines the
method of training during this phase as described above. All
preparations are at this stage.

iv. Compile Programme (Time Schedule). It is important to compile a
programme/time schedule in order to ensure proper planning and
that the subordinate receives the complete training programme.
Unforeseen circumstances may interrupt the training programme,
thus the training programme must be flexible so that training is not
abandoned in such cases.

d. Phase 4: Present Training. The subordinate is physically trained and
supplied with objectives, the programme/time schedules and study
material. The presentation of training should be within groups, or could in
certain instances be one-on-one as required. It is suggested that a fixed
date and time per week is scheduled, and is placed in the unit programme.
The time should not exceed more than one period of 40 minutes.

d. Phase 5: Evaluate Training. To determine whether objectives have been
attained, evaluation can take place by using a variety of methods such as
written/oral tests or by physically testing the skills. An official examination
is not necessary. A unique manner to get all members to buy in is for a
member to be tasked to address a particular topic, where other members
are utilised afterwards to assess the presentation. As soon as the person
and/or group attain an objective or group of objectives, he/she/they
progress to a new objective/group of objectives. If a person does not
master an objective, the exercise is repeated with possible supplementary
training. A mentorship programme must be considered.

MENTORSHIP

17. During the on the job training programme it may become apparent that an
individual member is struggling to meet the on the job training programme objectives
or is in need of more time to master it or require more personalised on the job
training, which cannot be offered by the various aspects of the on-job training
programme.

18 If applicable a proper and suitable mentor must be appointed in terms of the
formal mentorship policy.

RECORD KEEPING OF ON THE JOB-TRAINING

19 A record system must be kept up to date to show a member’s on the job training
progress and whether such a member has actually done the training in the specific
area:

SOP /18 RESTRICTED Date: MAR 18
Edition No: Draft 1

Page 7 of 8

a. Keeping Records During Training. During training, records must be kept
to indicate objectives attained. The method ensures that all objectives are
attained (control), as well as an instant idea of progress.

b. Keeping Record of the Training Process. At the end of every month, the
supervisor must write a report to be filed in their person’s unit personal file,
containing the following:

i. Confirming that on the job training has been done.

ii. Objectives of training presented.

iii. Indication of whether training has been passed or failed by the
member.

iv. Method of evaluation utilised.

v. Unit where training has been presented.

vi. Period during which training has been presented (from/to).

vii. Supervisor/presenter who presented the on the job training
programme.

viii. Subjects/aspects dealt with during the training.

ix. Problems encountered.

x. Rectification measures implemented, including mentorship.

20. At the end of each month a summary of training presented, subjects dealt with,
a list of members who attended, problems encountered, etc, must be submitted to the
Officer Commanding or Career Management Section for record keeping.

CONCLUSION

21. On the job training presents the opportunity of preparing a person properly for a
specific post, as well as the general development. Members having been in posts for
a while also benefit from on-the-job training to master change in the working
environment. On the job training is presented in a plan and orderly manner. On the
job training ensures better achievement of knowledge in certain fields and competent
and happy workers.

(Z.K. MZAZA)
OFFICER COMMANDING SAS WINGFIELD: CAPT

RVW/ (C:\INPOST TRAING SOP.DOC)

SOP /18 RESTRICTED Date: MAR 18
Edition No: Draft 1

Page 8 of 8

STANDING OPERATING PROCEDURE: ADMINISTRATIVE PROCEDURE WITH
REGARD TO PRESENTING ON THE JOB TRAINING (IN THE WORKING
ENVIRONMENT)

DISTR

For Action

XO
TC
Log O
ATO
Pers O
1ST Lt
MAA
QA
OHS
Cat O
GI
UCIO

Internal

File: NBS/WFD/R/103/2/6

SOP /18 RESTRICTED Date: MAR 18
Edition No: Draft 1

RESTRICTED

APPENDIX A
TO SOP NO /18
DD MAR 18

EVALUATION REPORT OF ON-THE-JOB TRAINING

1. The following aspects must be included in the evaluation report:
a. Unit where the training has been presented:
------------------------------------------------------------------------------------------------------
b. Supervisor/presenter who presented the on-the-job training:
No:_______________Rank/Appointment:__________Name:_____________
c. Period of training, which has been presented from (date)______________to
______________
d. Objectives dealt with during training:
i.____________________________________________________________
ii.____________________________________________________________
iii.___________________________________________________________
iv.___________________________________________________________

2. Methods of presentation (per objective):
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________

3. Method of evaluation utilized (per objective):
__________________________________________________________________
_
__________________________________________________________________
__________________________________________________________________
_
__________________________________________________________________
__________________________________________________________________

RESTRICTED

RESTRICTED
4. Problems encountered (per objective):

___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
5. Rectification measures implemented:
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
6. Mentorship programme implemented:
_____________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
7. Indication of whether Training has been passed or failed:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

__________________________________________
(SIGNATURE OF APPOINTED TRAINER)

RESTRICTED

RESTRICTED
APPENDIX A
TO SOP NO /18
DD MAR 18

Comments by OC
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________

(Z.K. MZAZA)
OFFICER COMMANDING SAS WINGFIELD: CAPT

RESTR

HUMAN RESOURCES DIVISION SAS WINGFIELD: IN POST TR

S/NO Objective Appointed Trainin

Trainer per

Objective

METHOD Sourc

S-Self Study Refere

L-Lecture Dates

D-Demo

One-on-one

1 Termination of CPO L/D SOP

service Liebenberg

2 Private Housing CPO L/D

Liebenberg

3 Inland CPO L/D

Accommodation Warries

4 Schedule Name CPO L/D

lists Farmer

5 Medical PO Fundi L/D

6 State Housing PO Marnitz L/D

RESTR

RICTED APPENDIX B
TO SOP /18
DD MAR 18

RAINING OBJECTIVES/PROGRAMME (EXAMPLE ONLY)
ng Evaluation

ces Date of Method Date
ences Training Written
s Practical

/18 W/P
W/P
W/P
W/P
W/P
W/P

RICTED

RESTRICTED

APPENDIX C
TO SOP NO /18
DD MAR 18

SECTION NAME: HR DEPARTMENT

IN-POST FUNCTIONAL TRAINING ACKNOWLEDGEMENT LIST (EXAMPLE ONLY)

SUBJECTS DURATION

TERMINATION OF SERVICE DURATION: 1 HR (60 MIN)

PAY SCHEDULES DURATION: 1 HR (60 MIN)

HONOURS AND AWARDS DURATION: 1 HR (60 MIN)

ATTENDANCE LIST

F NUMBER RANK NAME SIGNATURE

TRAINER TRAINEE

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RESTRICTED

SAS WINGFIELD TRAINING SOP 32/18 NBS/WFD/R/103/2/3

ISSUED BY SAS WINGFIELD
Private Bag x1
96719489 MI CDR B. GOUSSARD Goodwood
TRAINING COMMANDER SAS WINGFIELD 7459

Telephone: (021) 590 2665 May 2017
SSN: 820 2665
Faccsimile: (021) 590 2634
Enquiries: Cdr B. Goussard

STANDARD OPERATING PROCEDURE (SOP) FOR REGISTERING LEARNERS
THROUGH SASSETA

Reference 1: CHR Instruction 48 of 2015
2: CHR Instruction 68 of 2015
3: CHR Instruction 58 of 2016

Enclosures 1: CHR Instruction 68
2: Learner List
3: Bursary Agreement
4: Project Deliverable Sign Off Certificate
5: Attendance Register
6: Sample Invoice
7: Flow Of Training
8: SASSETA Project Status Report Template
9: Project Close Out Report Template
10: Artisan Stats
11: Banking Details Form
12: DOD ETD Presentation
13: Project Plan Template
14: SASSETA Learnership Agreement Form
15: Submission of Learner Achievements v5 SPO2 Form

INTRODUCTION

1. It is essential to keep record of all correspondence between SASSETA, DFHR,
Navy HQ, CHRD, External Training Providers and SAS WFD in one nodal point.

AIM

2. The aim of this SOP is to ensure that all relevant role-players are informed of all
communication and correspondence that must be maintained for payment and audit
purposes for the SASSETA Funded Apprenticeship Program.

SCOPE

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3. The following will be covered in this order:

a. Email Address and Contact Numbers.

b. Documents and Templates.

c. Collection of Supporting Documents and Check-Off List.

E-MAIL ADDRESS AND CONTACT NUMBERS

4. SAS WINGFIELD. All role players are to use [email protected] email
address when communicating via email wrt the matter. A File wrt all correspondence will
be kept at the Training Administration Office (Ms L. Liebenberg). The following two
members are responsible for all communication between SAS WINGFIELD and external
stakeholders:

a. Training Commander. Cdr B. Goussard – Cell 073 381 5550, Tel 021 590
2665, Fax 021 590 2699, [email protected].

b. Apprentice Training Officer. Lt Cdr T. Lekola – Cell 061 055 1218, Tel 021 590
2711, Fac 021 590 2699, [email protected].

c. Training Administration Office. Ms L. Liebenberg – Cell 081 568 4197, Tel 021
590 2668, Fax 021 590 2699, [email protected].

5. Chief Human Resources Directorate (To be contacted through Navy Office). Col N.
Rosenkrantz – 084 680 6937, Tel 012 355 5019, [email protected].

6. Navy Office. SSO NETD. Contact Person: Cdr G. Longo – 073 765 9310,
[email protected].

7. Fleet Headquarters. SSO FETD. Contact Person: Cdr T.J. van Niekerk – 082 374
7615, Tel 021 787 5124, Fax 021 787 5181, [email protected].

8. SASSETA Client Liaison Officer (To be contacted through Navy Office). Mr Tim
Tshelwane – 083 763 4674, Tel 011 087 5550, [email protected].

9. Head of Schools Tshwane South College (Head Office). Ms R.M. Ntsimane – 084
524 0159, Tel 012 401 5000, Fax 012 401 5011, [email protected]. Mr S.R. Merton –
079 187 2727, Tel 012 401 5082, Fax 012 401 5011, [email protected].

10. Northlink College. Mr Leon Beech. 082 577 2993, 021 970 9001.

11. College of Cape Town. Mr Louis van Niekerk. 021 404 6708.

12. False Bay College Westlake. Mr Bradley Schrickker – 076 760 2822,
[email protected].

Note 1: There are multiple stakeholders that require the same information in the right
format. When sending e-mails, ensure that all the relevant stakeholders are informed and
the correct stakeholders are for action.

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DOCUMENTS AND TEMPLATES

13. The following SASSETA Funded Apprenticeship documents are to be kept for 5
years:

a. Chief HR Instruction.

b. SASSETA Discretionary Grant Agreement. Available from SASSETA.

c. Primary SASSETA TVET Service Level Agreement if TVET is not primary
training provider. Available from Primary TVET.

d. Letter of Intent for Payment of SA Navy Students. SASSETA (Primary TVET) to
provide for SASSETA Funded Students. Navy to provide for DOD Funded
Students.

e. Learner List with Force Number and ID Number. The Learner list must be
submitted during the 1st week of the program. Learners may not be added or
removed from the Learner List without written authority from CHR and the
SASSETA. Changes may only be made within 3 months of the start of the
project.

f. Learner Contract. SASSETA to return a copy of the Learner Contract once
endorsed (Apprentice / Bursary / Internship Contracts). The contracts need to
be signed and endorsed prior to the enrollment of learners. For SASSETA
payment, the Date of Contract Endorsement is not to be completed as this
information will be completed by the SASSETA depending on the financial year
and whether the learner is being funded by the SASSETA or DOD.

g. Learner Flow of Training. Full Costing and Service Provider for Flow of Training
required for the compilation of the TVET Project Plan. The flow of training must
be submitted during the 1st week of the program and indicate the Training Plan
until completion. When different TVET Colleges provide training, the Costing
and Campus of the respective colleges must be indicated.

h. SPO1/SPO2 Registration Forms from Training Provider. To be provided by
Training Provider. The forms are not part of the documents that must be
submitted to the SASSETA for payment.

i. Work Attendance Register for Workplace Training and Competency Based
Modular Training. To be provided by SAS WINGFIELD.

j. Class Register from TVET Colleges. To be provided by Training Provider.

Note 2: Class and Work Attendance Registers are important source documents for
payment of SASSSETA Funded Apprentices. The Senior Facilitators are to submit the
Class and copies of the Work Attendance Register on a weekly basis to the Training
Admin Office. Senior Facilitators are to personally visit the TVET where learners are in
class during the 1st week to ensure that the Facilitators and Learners are completing the
Class Attendance Register from the 1st day of the Learning Opportunity.

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k. Progress Reports. To be provided by SAS WINGFIELD as part of the weekly
reports from Senior Facilitators.

l. PERSOL / MILQUAL Capture Report. The current 2018/2019 MILQUAL
Scheduled LOs are to be administered as required. From B19 only the actual
Qualification ie Navy Trade Test to be captured through PERSOL on completion
of the Trade Test.

m. Invoices. To be provided by TVET to SAS WINGFIELD. SAS WINGFIELD is to
verify that the invoices correspond to the registration of the learner list and
submit the invoices for payment to the SASSETA (Tshwane South for the initial
33 SAN SASSETA Funded Apprentices).

n. Statement of Results. To be provided by TVET to SAS WINGFIELD and
forwarded to the SASSETA for SASSETA Funded Apprentices.

o. Delivery Sign Off Certificate. To be provided by TVET to SAS WINGFIELD.

p. Certificates. To be provided by TVET to SAS WINGFIELD.

q. Close out Reports. To be consolidated by SAS WINGFIELD once apprentice
completed Trade Test.

r. Shifting of Venues or Changes of Learner requests and approval. (Request
from SAS WINGFIELD, to be approved by SASSETA and CHR). Shifting and
changing of venues must include detailed motivations including the new costing
for the learner. Adding or changing learners must also be motivated and the
costing up to Trade Test must be submitted with the contract, updated learner
lists and Flow of Training.

s. Removal of Learners. The SASSETA and CHR must be informed in writing with
supporting documents if a learner is removed from training ie an one sided
Termination of the Apprentice Contract Termination due to the 2 Chance Rule
or the withdrawal of learner due to any other reason. Once the contract has
been terminated it would not be possible to re-instate the learner on the
apprentice program.

t. Quarterly Status Reports. To be compiled by SAS WINGFIELD will copies of all
supporting documents.

14. Additionally the following documents are to be kept as it relates to the Non-
SASSETA Funded Apprenticeships:

a. List of DOD Funded Apprenticeships.

b. List of DOD Funded Trade Test.

c. SASSETA Funded Trade Tests and Trade Test Numbers.

d. Psychological Profile / Aptitude Test.

e. Evaluation Board Minutes.

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f. Progress Board Minutes.

g. Requests for Discretionary Grants for Equipment / Tools/ Facilities WFD
Internal.

h. Proof of Registration.

i. Training Schedules as per Designated Trade required for RPL or normal Trade
Test.

COLLECTION OF SUPPORTING DOCUMENTS AND CHECK OFF LIST

15. It is important that the supporting documents for the SASSETA Funded
Apprenticeship Project is collected and placed on a quarterly file for submission to the
SASSETA for payment. As missing supporting documents will prevent payment, a Check
Off List is to be maintained for all the SASSETA funded learners in order to forward the
documents for payment at the start and end of the academic block or trimester.

16. As the SASSETA Funded Apprenticeship, MERSETA Apprenticeship (No funding
implication) and DOD Funded Apprenticeships will run concurrently it is imperative that
accounts that will be paid by the SASSETA are not submitted to DFHR for payment.
DFHR must however be informed of all payments made by the SASSETA as this will
reduce the amount of Item 15 Funds required for the payment of apprentice training.

Note 2: There is a significant difference in the supporting documents that needs to be
submitted to DFHR (for DOD funded apprenticeships) and to the SASSETA for payment.
The SASSETA Payment ito the Discretionary Grant is fixed ie R50 000 per apprentice per
year and it must always be at the price quoted by TVET colleges. If a college quotes /
invoices R12 600 for a Module, the account must be exactly the same, inclusive of VAT,
admin fees etc.

17. Once the SASSETA Funded Apprenticeship Project documentation is ready for
submission, the Training Support Co-ordinator is to personally double confirm that the
information and supporting documents are correct prior to writing a covering letter and
submitting the documents for payment.

18. A copy of the documents must be scanned in for electronic storage and a paper
copy is to be maintained at the Training Administration Office for a minimum period of 5
years after the completion of the entire project.

RESPONSIBILITY FOR EXECUTION

19. The ATO is responsible to see that this instruction is complied with and must report
all irregularities to the Officer Commanding and Training Commander

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Process for the Management of SASSETA Funded DOD Skills

Functional DOD
Skills Developmental

Development Skills
Requirements Development
for the next FY Requirement for
the next FY
(Svcs/Divs)
Aug annually (CDHRD)
Aug annually

DOD Consolidates & CDHRD DOD Submits
Committee for Recommends Approves Requirements
Consolidated to SASSETA
SASSETA Oct Annually
Funded Skills DOD
Development Requirement
Sept Annually

SASSETA SASSETA Initiation of Project Management
Advertises Contracting of Projects from
Projects in April onwards
National Media Providers
(including
in Feb drafting of
Annually to call Discretionary

for Providers Grant
Agreements)

s Development

Reporting To:

-SASSETA

Funded DOD
Skills Dev
Committee

- SASSETA

Defence Chamber

Employer Name Training Provider Name
Project Name
Project Code
(Name & Surname)
Learner Details Learning Race Gender Geo
ID Number Programme MF U

Cell / Telephone LS SP Full B W
Number Qual.

Totals 0 0 0 0 0 00