• About 2% of payroll is allocated towards employee learning and development each year. The intention is that learning and development expenditure focus on ensuring the development of key property related skills, which should be accredited by a recognised SETA wherever possible, and should clearly drive employee competence, operational effectiveness and business results
• A revised performance development process, aimed at driving performance and development, and aligning these to corporate objectives, has been rolled out and will be fully operational in the 2009/10 year
• A revised mentorship programme is being developed to ensure that we develop depth of skill in key areas of the organisation and effectively manage key talented individuals. An important component of this initiative will be to ensure it supports both our employment equity objectives and succession planning process
• With the increased emphasis on training and upskilling of staff, we have committed a senior, experienced member of staff to drive and manage the Learning and Development initiative on a full-time basis 
• A close working relationship has been forged with operational management to ensure learning solutions address gaps in operational effectiveness, such as the initiative covering client satisfaction and tenant retention

Learning and Development projects emphasise:

• Creating competence and capability within the organisation
• Talent management
• Succession planning
• Staff retention
• Creating a talent pipeline (through bursaries and learnerships)