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 Acts & Regulations:

 NATIONAL CODE OF PRACTICE

 OHS ACT

 DRIVEN MACHINE REGULATION

 CONSTRUCTION REGULATION

 
Company Documents:

COMPANY PROFILE

 COURSE DIRECTORY

    HRETD Quality
Management
System


The adoption of a quality management system was a strategic decision for HRETD,  influenced by our business environment, changes in
that environment, or risks associated with that environment. Furthermore,
we accommodated varying needs, our particular objectives in regards to the products and/or service that we want to deliver...
 
To download:

Company Profile
Format: PDF Size: 547K
(Right-click and 'Save Target As' to download)
Company Profile

Compiled by GH Clark in March 2010

Approved by PM Clark in April 2010

Human Resources E.T.D. Doc No.: QM01

Organisation Document Revision No.: 01

Organisation Revision Date: March 2010

Review Date: March 2015




1.1 PROFILE

1.1.1 PROFILE

HRETD offers a range of legal compliance training products as well as other training and consulting services.

All HRETD courses are National Qualifications Framework-aligned according to the Skills Development Legislation and national unit standards.

Our lifting machine and equipment courses have historically been accredited through the SAIMH and are aligned to the relevant unit standards, approved by the ETQA via TETA. Construction machines are accredited by the CETA under the umbrella of the TETA. A memorandum of understanding exists between the TETA and CETA.

TETA-Accredited courses:
Category Unit Standard Code
Maintaining Health/Safety/Housekeeping US 8016 NA
Counterbalanced Lift Trucks US 242974 F1 to F3
Counterbalanced Lift Trucks over 15 Tons US 260818 F4
Defined Purpose Lift Trucks US 242981 F6, F7, F12
Advanced Defined Purpose Lift Trucks US 242972 F5, F8, F9,
F13 to F17
Pendant Controlled Overhead Crane US 116235 C30
Cabin Controlled Overhead Crane US 116231 C31
Truck Mounted Crane US 242978 C32
Rigid Heavy Vehicle US 123253 NA
Vehicle Combination/Lowbed Cargo Securement US 123254 NA
Mobile Cranes US 242982 C35, C36,
C39, C40
Heavy Cranes US 116254 C33, C34, C37,
C38, C43

CETA-Accredited courses:
Category Unit Standard
Operate a Grader US 116078
Operate a Rigid Dump Truck US 116097
Operate a Roller US 116089
Operate a Skid Steer Loader US 116210
Operate a Tracked Dozer US 116058
Operate a Tractor US 116177
Operate an Articulated Dump Truck US 116330
Operate a Backhoe/Loader US 116333
Operate an Excavator US 116047
Operate a Face Shovel US 116054
Operate a Front End Loader US 116102
Operate a Wheeled Dozer US 116045


1.1.2 SCOPE

To provide on-site training services to corporate business, parastatal, mining and government in the freight handling, road transport, safety, civil engineering and building industries. HRETD provides training which is a legal requirement in terms of the Occupational Health and Safety Act, 85/1993 Driven Machinery Regulation 18 Sub regulation 11. Construction Regulations 2003 Construction Vehicles and Mobile Plant (21) (1) (d) (i) (ii).

1.1.3 GEOGRAPHICAL AREA

Operating from Pretoria, HRETD provides training services to the whole of South and Southern Africa, including the SADC countries.



1.2 VISION AND MISSION

1.2.1 VISION

To make a contribution to training and development in South Africa and neighbouring countries, which will enable the creation of an informed and skilled workforce for the social upliftment of communities.

1.2.2 MISSION

HRETD are providers of client-focused training in skills development and expertise for industry and mining in the areas of safety, freight handling, lifting machinery, earthmoving equipment and road transport.


1.3 COMPANY REGISTRATION DETAILS
Human Resources Education Training and Development
Reg. No. 1996/015379/07



1.4 STRATEGY AND STRUCTURE OF THE ORGANISATION

1.4.1 Nature of operations

Market research and current practices in the transport, freight handling, technical training and safety industry has influenced the business and the way it operates in the marketplace. The majority of interventions are delivered on the site of the client, utilising the equipment (when applicable) and the venue of the client. The motivation for having chosen this operational system lies in the fact that:

It is practical to train and assess operators on the equipment and in the environment where they perform their daily responsibilities
It is more cost-effective for the client to have their training performed on site, and
The facilitator/assessor is able to relate the learner’s environment to the context of the programme, creating a wider understanding and a higher level of skills transfer to the workplace.

Safety/moderation audits and safety training is also delivered on site, which enables learners to relate the outcomes of the programme to their own work environment and identify possible unsafe conditions and acts in the workplace.

From the above it may be deduced that all business is done in the corporate environment. The company therefore does not have a process that involves the registration of individual learners who arrive at our institution on their own account, but rather a process whereby we register current employees of organisations on their own site for specific skills programmes identified, or learnerships (if required), and render the applicable support, advice and learner interventions during the process.

Administration of learner information, including certification, is processed by the organisation before dispatch, and records kept in a secure environment.

1.4.2 Organogram

Company Organogram available on request

1.4.3 Objectives of the organisation
Aim
The aim of this document is to provide a framework within which management can set objectives for the organisation and clearly identify strategies and actions to achieve the set objectives.

Procedure of strategic planning and implementation
Analyse the external environment
Analyse the internal environment
Set long-term and short-term objectives
Implement strategy through action plans
Strategic implementation and control measures

1.4.4   Strategic planning process

Steps Activities Outcome
Macro-environ-mental analysis to investigate
the climate
in which the business operates
Scanning the macro-
   environment for
   warning signs and
   possible environ-
   mental changes
   that will affect
   the business






Monitoring environ-
  ments for specific
  trends and patterns


Forecasting future
   directions and
   environmental
   changes, and

Assessing current
   and future trends
   and the effects
   that such changes
   may have on
   the organisation

Reference made to:
Skills Development Act
SAQA Act
OHS Act
SDL Act

The above Acts impact on the training and development environ-ment as a dynamic environment.
Training is focused on meeting national standards in skills development

Clients are becoming more knowledgeable about lawful training requirements and thus training will be aligned to unit standards

Needs of current market focus is legal compliance and staff development


HRETD has a competitive advantage in its specialist product knowledge and learner focus. We will need to comply with SAQA legislation and emerging legislation in SADC countries in relation to the NQF, in order to serve the market
Internal
company analysis
Strengths
Weaknesses
Opportunities
Threats
Strengths
Strong marketing ability with contacts in the industry. Good contractors available. Strong resource network. Entrepreneurial spirit

Weaknesses
Relatively new company with growing resources

Opportunities
Ahead of other providers with accreditation, therefore a market
advantage

Threats
Typical challenges facing a
new venture
Setting
organisational objectives for the linking
of objectives
to action plans
Long-term objectives
Grow the business
   into a stable
   financial position
Employ permanent
   and contractual staff
Expand the range of
   products and services
Professional staff
   development

Maintain proper financial controls
Grow business turnover
Market research to establish
desired product range
Short-term objectives
Accreditation
   objective
Assessor training for
   skills development
   employees
Moderator training
   for skills develop-
   ment employees
Implement QMS

Full TETA accreditation
Assessor training
Moderator training
Implement QMS
Strategic control Management control
Ensure that strategy
   is implemented
   as planned
Set standards of
   desired performance
Track actual
   performance and
   use deviations to
   take corrective action
Control measures
Resource allocation
Management commitment and
support
Budget control
Sales budget implementation


1.5 FINANCIAL MANAGEMENT

FINANCIAL POLICY
The aim of the financial policy is to provide a complete picture of the company’s financial activities. The financial system of the business enables the owners to
Draw a meaningful conclusion about the company’s financial position, and be able to compare the financial
results with that of previous years’ operating goals and results.
Offer financial statements for use by management and bankers and prospective creditors.
Establish an adequate financial system for the company.
Establish and implement adequate financial controls.
Implement financial systems according to the principles of GAAP.
Reveal employee fraud, theft, wastage and record-keeping errors.



List of Acronyms used:

GAAP – Generally Accepted Accounting Practices
UIF – Unemployment Insurance Fund
PAYE – Pay As You Earn (employee income tax)
ETQA – Education Training and Quality Assurance
TETA – Transport Education and Training Authority
CETA – Construction Education and Training Authority
SAQA – South African Quality Assurance
SD – Skills Development
NQF – National Qualifications Framework
HRETD – Human Resources Education Training and Development
QMS – Quality Management System

 
 
Acts & Regulations
in downloads:

NATIONAL CODE OF
PRACTICE

OHS ACT
DRIVEN MACHINE
REGULATION

CONSTRUCTION
REGULATION


Other Company documents in downloads:


Course Directory 2017
Format: PDF Size: 470K
(Right-click and 'Save Target As' to download)



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