Work as part of a consortium to design, draft, implement and administer Social and Labour Plans (SLP) for smaller mining companies. My focus is Local Economic Development, Enterprise and Supplier Development and Social Projects.

Performed supplier development services on contract for Anglo American Platinum. Focus was on onsite technical enablement of HDP SMMEs. Operationally interventions focused on SMMEs that are struggling to complete their contracts, the development of existing suppliers and the matching of new suppliers to upcoming contracts. My experience at my previous employer allowed me to play a key role in the development of the internal team especially with regards to safety and quality management. Parallel to these responsibilities I also drafted a construction execution plan for a housing project that the mine was planning in the local community.

I performed my duties within the Sustainable Development Department at AngloGold Ashanti. Over a period of 16 years I have gained valuable experience in the areas discussed below. My main focus presently is Enterprise & Supplier Development (ESD) and Local Economic Development (LED) Project implementation in the host communities and labour sending areas of the South African Region.Strategy and Budget• Review and understand the local socio-economic environment of host communities.• Review, understand and influence local and provincial planning and development constructs and frameworks• Provide strategic guidance and direct community interventions• Execute regional specific plans and programmes in accordance with project plans• Monitor own costs and expenditureStakeholder Engagement• Maintain a good relationship with the Department of Mineral Resources (DMR) and the Local Municipality.• Engage formal structures in local government to facilitate project implementation • Engage mining development forums to ensure regional developmental issues are addressed• Set up community briefing sessions to understand community needs and to give feedback on SLP implementation.Governance• Internal to the company engage committee structures to guide and monitor progress on the implementation of the SLP• File and keep record of all correspondence with DMR• Facilitate DMR audits on the SLP• Coordinate the timeous publication of SLP reports• Set up project funding structures and governance rules• Ensure funding budgets are set and abide by.Operational• Provide policy and strategy guidelines for Enterprise & Supplier Development• Provide policy, strategic guidelines and operating procedures for the Masakhisane Fund – an AGA owned company specializing in the funding of SMMEs.• Oversee the establishment and operations of Enterprise Development Centres (EDC) in the host communities and labour sending areas. • Project manage the implementation of LED projects

Tau Lekoa Mine is a low cost mining operation employing approximately 3400 employees. As a member of the management committee of the Mine, I reported directly to the General Manager. My main responsibilities were the management of the Environmental, Safety and Health, and Occupational Hygiene departments. I also was responsible for the co-ordination and implementation of the strategic plan at the business unit. My main functions included:• Practice safe working techniques and re-enforce the safety policies, guidelines, and procedures• Provide daily guidance and direction in EHS programs at the employee / supervisor level• Responsible for assisting in the identification of possible losses; evaluating the risk in such loss exposure; developing and implementing a plan to correct or prevent a loss and audit the plan to ensure its effectiveness. • Ensure that contractor personnel working on the property are in compliance with company policies and safety requirements. • Maintain and update as needed SOP’s for all safe work practices and equipment • Provide advice, assist, and audit line management to ensure that effective EHS is implemented and working. • Ensure inspections by regulatory agencies are coordinated and deficiencies minimized and corrected. • Coordinate with Production Manager and General Manager on deficiencies and safety inspections• Review accidents and incidents which occur in the area of responsibility and conduct field audits, reporting and managing the corrective actions. • Maintain filing systems regarding worker training and safety• Maintain working relationships with Department of Mineral Resources and chair or co- chair and lead the Safety Committee for the Business Unit. • Manage Team Base Risk Assessments and the process and regularly conduct training needs analysis.

The top structure of the Industrial Engineering Department consisted of three Industrial Engineering Superintendents that reported to the Regional Head. From 1993 to 1996, I performed typical Industrial Engineering projects aimed at incremental improvements in mining and metallurgical processes. Anglo American then started major rationalisation programs in the gold division that eventually ended up in the formation of Anglogold Ltd in 1999. Within the Vaal River region I was fortunate to be part of the change management team and led some of the projects. I have gained valuable experience in projects that ranged from cost cutting to Business Process Reengineering (BPR). Subsequent to the rationalisation I was seconded to Mines to assist in the strategic planning and the roll out of the strategic plans.

My duties included:- The rationalisation of the material management functions within the metallurgical works. I was amongst other responsible for the setting of inventory levels, the layout and design of store facilities, and the determination of labour requirements.- Bonus Incentive Schemes: The design and administration of these schemes. I also wrote the computer programs for the administration of some schemes.- Improving the use and control of drill steel on the mine. - The testing and evaluation of new drilling equipment. - Optimising the underground materials handling and transportation processes- Manpower planning- Feasibility of Capital Projects

I was one of a team of three that evaluated the viability of manufacturing projects to be relocated to Qwaqwa. Each member of the team was a specialist in either production, marketing or accounting. As Production Specialist I had to assess: the cost of production, the type and number of labour required, the production capacity, the floor space and yard areas required, transportation cost of raw material and final products, maintenance costs and the type and volume of services such as water and electricity required. Although I did not specialise in marketing I did the market evaluation on smaller projects. The job required someone with good communication skills as all negotiations were with the senior management of the proposed project

I did my practical training for my diploma at the AEC. For most of the time I worked under the supervision of a professional Industrial Engineer. The department was responsible for the optimum use of all resources. I was involved in the layout and planning of new factories, workshops and offices, various tasks related to production management (scheduling, line balancing, the planning of workstations, production planning and control and inventory control), investment decisions and manpower planning. I also helped with the installation of a M R P system