Bimbo QSR in Waltloo, Gauteng, is one of international Grupo Bimbo’s many operations. With more than 200 bakeries worldwide, the group’s stellar performance is underpinned by a strong and loyal team of employees who are appropriately skilled and motivated to always give their best. Many of these staff members work at an operational level. They are directly responsible for maintaining high productivity and efficiency levels by accurately executing instructions that they receive from their line managers.

Grupo Bimbo has always valued the immense contribution that all its employees, including members of its large global operational team, make towards its success. Therefore, the group is also exceptionally proud of the role that its South African operation is playing in developing its staff. The cornerstone of this initiative is the group’s adult education and training (AET) programme, the first step in employees’ continuous learning journey at Bimbo QSR. Once workers have attained a General Education and Training Certificate in AET, employees have been equipped with foundational workplace literacy skills. This has enabled them to work even more efficiently as confirmed by the bakery’s supervisory team. However, more importantly, these foundational skills facilitate further learning which is encouraged by Bimbo QSR management so that employees can grow in their careers and as individuals.

The initiative is the brainchild of Harold Williams, Bimbo QSR’s Training Facilitator. This is a position that he has occupied for the past two years and has since successfully motivated adult literacy and numeracy training for all members of the company’s operational team who had not completed basic education. In his previous role as a Production Supervisor, Williams supervised most of the employees who now attend AET classes. It always concerned him that hardworking and dedicated workers who were exceptionally good at their roles were unable to climb the ranks as he had done because of their limited educational background.

Many members of the operational team have been working at the bakery for between 20 and 25 years. Over this period, they have gained immense work experience and tacit knowledge which is yet to be formalised by a qualification.

As is the case with so many adults who have under-developed basic education skills, they lacked the confidence to ask for help. In some instances, they were ashamed of their limitations and, therefore, preferred not to bring this to anyone’s attention. Others incorrectly assumed that they were unable or too old to learn.

Williams, therefore, decided to act on their behalf by motivating workplace AET for these staff members to top management. This is in addition to the need for a role at the bakery that specifically oversees adult literacy and numeracy training, as well as other upskilling requirements of low and unskilled employees. His proposal was very favourably received. In addition to being the best person for the job, Williams was given the task of managing the full refurbishment of a redundant building on site into a Training Centre where AET and other training would be facilitated for employees. This would provide an environment conducive to learning for the many anticipated learners.

As part of his duties as the new Training Facilitator, Williams had to find the best AET provider. He wanted to work with a company that specialised in facilitating adult literacy and numeracy training specifically for large groups of employees. His preferred training partner also had to be flexible so that it could accommodate classes around the bakery’s tight production schedules and at the new Training Centre on site. Furthermore, he wanted a training partner that ensured high participation and progression through the various AET levels and that could support this with references. Triple E Training exceeded his expectations and is yet to disappoint. Williams, who has also since completed training facilitation and mentorship courses, continues to work closely with the AET provider’s Training and Development experts in managing the programme.

While achieving buy-in from group management was critical in ensuring the resources required to launch and operate a sustainable AET project over the long term, employees also needed to see value in the initiative. This entailed motivating the value of the training to employees by explaining the importance of literacy and numeracy in modern workplaces and life outside work.

Considering how difficult it is to engage adults in basic skills training, Williams was excited when as many as 20 workers committed to the programme, starting at various levels. They all diligently attended all lessons and passed. They are now completing subsequent AET levels, while demonstrating the same enthusiasm for the training as they did when they started.

“I was also delighted to be approached by an additional 30 employees who wanted to register for AET when they returned to work this year. Then there are those employees who are approaching me at this very late stage to register for the programme. I will only be able to accommodate them next year. The interest that they show in AET is thanks to the positive

influence of their colleagues who have been sharing their own experiences participating in the programme with others. I never anticipated such a sound start to our initiative, so our approach, which includes the exceptionally high quality of training that is being delivered, is definitely working. It’s never easy to convince adults who had poor previous experiences with education to commit to formal training in the workplace – not by a long shot. Yet here we are planning to accommodate additional learners,” Williams says.

At present, AET classes are held on Tuesdays and Wednesdays. Employees are given time off to attend lessons with substitutes standing in for them. As more employees register for the programme, additional classes will be introduced during the working week to accommodate them. By 2030, Williams anticipates facilitating adult literacy and numeracy training five days a week to cater to demand. This while plans are also underway to extend the programme to include family members and individuals from labour sourcing areas. As he notes, many of these individuals are potential future employees of Bimbo QSR. They, therefore, need to be primed for the modern workplace which is increasingly looking for employees who also possess solid “soft” skills. These include literacy and numeracy. A variety of portable skills training programmes are also being considered to prepare seasoned employees for retirement. At present, Triple E Training is also facilitating supervisory training to develop and hone line management skills. The focus is on “achieving people to realise goals”, as opposed to other way around. This is a group mantra that has guided Williams throughout his various management roles. Supervisors with this mindset will be able to motivate employees to always give their best.

The programme has been such a success that it may be emulated at other Grupo Bimbo operations to develop the foundational skills of operational teams. It has already received much acclaim from the group’s global leaders who have visited the Training Centre on at least two occasions. They have reaffirmed ongoing support to ensure the long-term success of the programme. This is especially considering the role that the programme is also playing in making sure that Bimbo QSR remains an employer of choice for hard-working members of its operational teams. It is initiatives such as these that earned Grupo Bimbo the status as one of the World’s Best Employers in 2024 by Forbes magazine.

Marco Maree, a Training and Development specialist at Triple E Training, lauds Bimbo QSR’s approach to training and skills development. “Our client again demonstrates that, if training is done correctly and with the best intentions, it will yield positive results. We’re honoured to be this company’s preferred AET provider,” Maree concludes.