C U R R I C U L U M V I T A E
Hendrik Jacobus Pelser
First Names: Hendrik
Known as: Hennie
ID Number: 540**********
Nationality: South African
Area of Residence: Alberton
Contact: Mobile (Personal - RSA): +27 (0-83-455-****
Mobile (Indonesia - Current):
Home (RSA): +27 (0-11-907-****
1972 Matric (Grade 12)
(Obtained) Stilfontein High School
09.1982 NHD – Electrical Engineering (Elect. - HC)
(Obtained) Vaal Triangle Technikon
01.1991 Management Development Diploma
(Obtained) Executive Education
COURSES: - Decentralisation Management – General
Mining Union Corporation (Gencor) In-house
-Dale Carnegie – HATCH In-house
(Awarded 1st Prize for Best Sales Presentation)
-Basic Project Planning Training
-Basic Open Plan Training Course (limited practical experience)
-Advanced Open Plan Training Course (limited practical experience)
-Project Management (PMI – PMBOK based Bateman in-house course (04.2002))
-Positive Power and Influence programme (Sasol)
-Executive Problem Solving (Sasol)
-Mastering the Art of Facilitation (Sasol)
-Cost Control, Scope Changes and Code of Accounts
-Earned Value (May 2011)
LANGUAGE ABILITIES: Fluent in English and Afrikaans
IT SKILLS: Microsoft: Excel, Word, PowerPoint
Lotus 123, Quattro Pro, Harvard Graphics, Visio, Mind Manager (Mind Map), Excel Pivot table,
HATCH Enterprise Access Cost Control System
Anglo Platinum Limited – Lotus Notes
System of placing Engineering & Staff orders
Exposed to Anglo Platinum SAP Control System:
Reports only due to client system confidentiality
Bateman: Panorama system
Hatch: iPAS PC and iPAS DM.
-Presented a paper on “Risk Adjusted Indicated Total Costs” for presentation during the 1st ICEC and IPMA Global Congress on Project Management, during April 2006, in Slovenia. This also formed part of the 5th World Cost Engineering, Project Management, Cost Management and Quantity Surveying Congress
-The methodology I employed to compile the Project Closure Document, for the Natural Gas Project, was viewed by Sasol Technology Governance Department as a “Best Practice” and incorporated into the Sasol Technology Quality Management System as a guide to be used on all Sasol Technology Projects.
-The system I set up for the reportage of Key Performance Indicators (KPI) on the Tenke Phase 2 Expansion Project, was to be used on all the Client’s (Freeport McMoran) future projects.
ACHIEVEMENT AND AWARDS:
-Sasol - Natural Gas Project:
This Project was awarded the
Project Management Institute –
Project Excellence Award for 2005.
-Tenke Phase 2 Expansion Project
(Fungurume – Democratic Republic of Congo) :
Of all the Projects within Freeport –McMoRan Copper and Gold Company, this Project received top honours for the following:
oProject Controls and Cost Management Award 2012, and
oProject Safety Award 2012
oHATCH Project Award of Excellence – 1st Quarter 2012.
-Cost Engineering Association of SA (membership discontinued)
-American Association for the Advancement of Cost Engineering (AACE) (membership discontinued)
-Project Management Institute (PMI) (membership discontinued)
-Member SA Institute for Certificated Mechanical & Electrical Engineers.
AVAILABILITY: Two weeks to 3 months depending on urgency of
07.2015 – Current
PT. Batutua tembaga Raya,
Pulau Wetar, Indonesia
Appointed as Project Cost Controller:
Wetar Copper Project
-Re-structuring of previous Cost Control System
-Solo performing all Project Cost Control requirements and reporting.
-Achievements: Audited by Investors/Funding Banks appointed Project Auditors during September 2015 as well as January 2016 and received compliments on the way I restructured the Cost Control System and the way I do the Project Cost Control / reporting.
06.2014 – 06.2015
Hatch Goba (PTY) LTD, Johannesburg
Appointed as Lead Cost Engineer, Sasol, Polymers C3 Expansion Project, Secunda, Mpumalanga, South Africa:
-Responsible for the Project Cost Control and Reporting on two Contracts pertaining to Hatch Goba responsibility on this Sasol Polymers Project.
a) Hatch for and on behalf of Sasol Polymers Orders and Contracts pertaining to work areas designated to Hatch as well as
b) Hatch Prime (EPC) Engineering Contract (NEC Services Contract, Option A, Fixed Price), including;
-Setting up of Project Cost Control and Reporting System (Excel based) Full suite of reports, Commitments, payments, Various types of changes, Commitment and Costflow Curves,
-End of job, commitment and costflow variation registers
-Setting up of Change Management Control, Tracking and Recording systems
-Setting and implementing Cost Sheets for Orders and Contracts placed.
-Weekly as well as monthly Cost reporting.
-Pertaining to the Hatch Engineering Contract, responsible for the tracking, reporting and re-forecasting of man hours.
-Client Interface: Requested by the Client to check, correct and refine his own Budget Control and Steering Committee reportage system. Total Project value of R812million, of which a part is controlled by Hatch, as stated above.
oSasol C3 Admin Building Project
oEskom Rotek Project
01.2014 – 04.2014
PT J Resources Nusantara, Jakarta, Indonesia
Appointed as Lead Cost Engineer, responsible for the Cost Control and Reportage functions (continuation of duties as with PCC below plus additional responsibilities) on the following Gold mining Projects:
-Seruyung Gold Expansion Project, Kalimantan, Indonesia.
-Bakan Gold Expansion Project, North Sulawesi, Indonesia.(Involved only in latter stage of Project)
-Tailings Storage Facility, Penjom Gold Mine, Kuala Lipis, Malaysia. (Involved only in latter stage of Project)
-Plant Expansion Project, Penjom Gold Mine, Kuala Lipis, Malaysia. .(Involved only in latter stage of Project)
03.2013 – 12.2013
Professional Cost Consultants (PCC) Australia
Appointed as Project Controls Manager
Long term assignment in the Republic of Indonesia.
A.In position as Project Support Lead for JResources on their Seruyung Gold Expansion Project, Kalimantan, Indonesia.
-Involved with the setting up and refining of the current Project Control Budget.
-Expanding the Budget with the required controls system to afford instantaneous cost status reports to the Client.
-Overseeing Cost Control Function (Client Head Office as well as Project Site) and giving guidance and training to personnel regarding the Project Controls requires of the Client.
-Liase with all Client Departments in Head Office Jakarta as well as on site and satellite offices in Nunukan and Tarakan. (Supply Chain Management – procurement / contracts, Finance, Human Resources, HSE)
-Responsible for setting up Contractor and Vendor Invoice certification and Payment Workflow and responsible for the issue of all Project Payment certificates to Project Finance for payment.
-Commuting between Jakarta, Site as well as the satelite offices in Nunukan (Site Finance) and Tarakan (Site Supply Chain Management)
B.In position as Lead Cost Engineer for JResources on their Penjom Gold Mine Plant Expansion and TSF Stage 10 Raise Projects, Kuala Lipis, Malaysia.
-Involved with the Project Budget,commitments and payments to date evaluation, reconciliation as well as re-forecasting of the Project Cost to conclusion.
10.2006 – 03.2013
HATCH AFRICA (PTY) LTD, Johannesburg
Lead Cost Engineer
Site Cost Engineer
(September 2011 – October 2012)
Tenge Fungurume Mining Copper - Phase 2 Expansion Project:
Long term assignment in the Democratic Republic of Congo:
-(See “Achievements on page 3 of this CV)
-Setting up of System for Daily, Weekly and Monthly Key Performance Indicator (KPI) Reports and KPI’s (For inclusion in Weekly Report to Client) – This system of reportage was commended on by the Client’s Global Construction Manager and by his instruction is to be used on the company’s South American Projects.
-Initiating documentation and procedure for Contractor’s Daily Diaries (- Now included in Clients suite of contractual requirements)
- Initiating procedure and system for the monitoring and reporting Daily, Weekly and Monthly Project KPI (Key Performance Indicators - Now included in Clients suite of contractual requirements)
-Initiating documentation and procedures for Confirmation of Verbal Instructions (CVI’s)
-Initiating Change register to track Changes from CVI (Confirmation of Verbal Instruction) to Site Instruction to culmination into Amendment to Contract.
-Daily liaison with Client Construction Management Team as well as Construction Contractors
Senior Cost Engineer
(February 2011 – September 2011)
Kumba Iron Ore Ltd. – Sishen South Project –
Short term assignment:
-Senior Cost Engineer - Project Closure for the above as follows:
-Managing Package Trend Registers and interrogation of outstanding issues, in view of Project Closure.
Sasol Ltd. – Mafuta Project –
Ongoing and Ad Hoc assignment:
-Senior Cost Engineer - Estimating Services
-Providing (calculation and incorporation) Cashflows and Cashflow Curves for various options of the Project Estimates for the Project Department.
Hatch Ltd. – Project Controls Department
Short term assignment:
-Lead Cost Engineer - Project Manpower Resourcing:
-Setting up high level management reports depicting Project Controls Group manpower resourcing distribution as well as requirements based on Work in Hand and Work in View SAP data.
Senior Cost Engineer
(February 2010 – December 2010)
Anglo Platinum Ltd. - Rustenburg Base Metals Refineries Expansion Project
-Appointed as Senior Cost Engineer - Change Management for the above as follows:
-Managing of Trend and Change Management process and methodology
-Framework management of the Project FFC via the Trend processes
Lead Cost Engineer
(October 2006 to February 2010)
Transnet Ore Line Project (Sishen to Saldanha)
-Appointed as Lead Cost Engineer for the above as follows:
-Lead Cost Engineer: Rail Projects (Ph 1A &B: Oct 2006 to August 2008; Phase 1C Set-up: August 2008 to December 2008)
-Lead Cost Engineer : Port Projects (Phases 1A, B and C as well as Phase 2 Optimisation Study: December 2008 to February 2010) –
-This function serves the following purposes:
Ensuring that the Control Base is properly set up in the IPAS Cost Control System and the project Estimate uploaded and tested in the system
Co-ordinating and ensuring that the sub-structures within the Controls Team communicates and support each other, e.g. The Project Cost Controller is responsible to the Project Manager for Cost Control, but is supported by and interacts with the Planner, Procurement personnel, Materials Manager, Invoice Controller and Contract Administrators.
Ensuring Cost Engineering Governance is adhered to e.g. Controls mechanisms are in place to challenge Contractor’s reports, forecasts, methodologies, progress and measurement. (Controls Quality)
Instituted a methodology whereby the Site Cost Engineer could measure and record certificates of re-imburseable costs incurred by the Client’s own Remedial/Maintenance and Emergency department for work executed on the Project
Developing and installing methodologies and reports to ensure accurate, reliable and timeous controls reportage to project Management
Conducts Monthly Cost Engineering review meetings with Project Managers and contract Administrators where the following are tested;
oCurrent Budgets, Commitments and Expenditures to date, Estimated to Completion costs of contracts and orders as well as the “make-up” thereof
oValidity and status of desired Growth Allowances (Maturity of Design, Scope Definition)
oEnsuring that Project Controls Services interface with the Client, Project Managers as well Contract Administrators on regular basis with regards to Compensation Events and Change Management (Project Change Notices and Trends)
Conducts Monthly Cashflow Forecast meetings with Project Managers as well as Contract Administrators
Monthly meeting with Project and Risk Managers to qualify and quantify Project Risk and associated monetary impact
Liase with estimators to ensure that quarterly escalation models for Estimated to Completion Costs are re-evalauted.
Reconciliation of client indicated expended costs (Client Payment Schedules) and the Project Cost Report
Coordinating and issuing of monthly Project Cost Reports and Graphs
Ensuing that presentations to the Client reflects and balances to data supplied in supporting documentation
Checks and sign off Routing Slips for EPCM, Sub-Contract, Contract and Order Invoices before being submitted to the Client for payment
Conducts “ad hoc” investigations, comparisons and verifications as required by Project Management
Conducts final Cost Engineering reconciliation of completed Port Projects in view of Project closures.
Reason for intended leaving: Seconded to new Hatch Project
12.2002 – 09.2006 SASOL TECHNOLOGY (OIL AND GAS)
Senior Cost Controller
(Cost Engineering Department)
-Employed as Senior Cost Controller (Level 5A / Patterson grading D3)
-Part of team compiling course material and presenting courses in line with Sasol Technology Career Development Plan. Also involved in “pilot roll-outs” for above courses
Sasol - Natural Gas Project:
-(See “Best Practice” and “Achievements on page2 & 3 of this CV)
-Functioning as the Cost Control Lead/Specialist
-Cost coordination of all projects (Capital as well business) contained within the Sasol Natural Gas Project folder
-Preparation of Cost reports for Project Steering Committee meetings, reporting in Natural Gas Project Management Meeting, liaising with Sasol Technology Cost Controllers, Project Managers, Portfolio Managers as well as Sasol Internal Clients, e.g. Sasol Gas and Sasol Petroleum
-Close cooperation with Sasol Technology Financial and Procurement Departments
-Liaising and evaluation of Engineering Contractors’ Monthly Cost reports
-Preparing of overall Natural Gas Monthly Cost Report, as well as Sasol Technology internal Cost reports regarding this Project
-Conducting a quarterly total Cost Engineering review meeting with Project Director, Project Managers as well as Cost Controllers and Project Lead Planner
-Collating Project figures and cash flows as well as Project growths/deviances for financial models to be calculated for quarterly Sasol Board meetings
Sasol – Project Turbo:
-Appointed as Project Controls Team Co-ordinator in the Modular Leadership Team (MLT) on three Secunda based Modules of Project Turbo
-The establishment of this function served the following purposes:
-Serving as a “funnel” or single source contact between Project Managers and the respective groups making up the Controls Services Team. This came about to re-channel the stream of information influx, from the Controls Services Teams to the project Managers and eliminate an “information overload”
-(This does not eliminate the normal communication between the Project Manager and his Cost Controller and Planner, but to cement the operation between the individual groups within the Controls group assigned to a specific project)
-Co-ordinating and ensuring that the sub-structures within the Controls Services Team communicates and support each other, e.g. The Project Cost Controller is responsible to the Project Manager for Cost Control, but is supported by the Invoice Verification Team (EPCM and MEIP), Site Cost Engineers and Quantity Surveyors
-Ensuring that communication between the Planner and Cost Controller is constant and co-ordinating resources which may be required by the Planner are sourced
-Ensuring Cost Engineering Governance is adhered to in the Modules e.g. Controls mechanisms are in place to challenge
-Contractor’s reports, forecasts, methodologies, progress and measurement. (Controls Quality)
-Developing and installing methodologies and reports to ensure accurate, reliable and timeous Controls reportage to Project Management
-Ensuring that Project Controls Services interface with Engineering Contractors (Managing Contractor) on monthly Project Cost and Forecast Review, as well as weekly Compensation Event review, meetings
-Reporting all MLT Cost related issues in Client’s Steering Committee
-Ensuring that Controls Services Team assist and attend meetings, for the revalidation of Control Bases of the Projects within the Synfuels module, attended also by the project Management Team, EPCM and MEIP Contractors (Owner’s Costs, Engineering Contractor Costs and Construction Contractor Costs)
-Interfacing with other Service Departments rendering services to the Projects e.g. Financial (Cash/Cost flow management meetings), Commercial ( Discuss Contractual issues as well as controlling QS Services required, by this function, on the modules), Engineering (Reforecasting)
-Responsible for co-ordination of in depth EPCM and MEIP invoice checking and Quantity Surveyor management (See “Other Duties: Quantity Surveyors and Invoice Verification” on page 10 of this document)
-Ad hoc involvement in other Projects whilst working on Project Turbo
-Training related duties – member of Project Engineering Department team setting up standards and procedures for Cost Engineering Training and development
Sasol – Octene Train 3 Project
-Involved on this project in a Cost Control Specialist function. Consulted by Cost Controller and Project Manager on an ad hoc basis
-Reviewing Cost Reports with Cost Controller.
-Sitting in on Project Estimate review meetings
Sasol Petroleum International (SPI)
-Involved on this project in a Cost Control Specialist function. Consulted by Cost Controller and Project Manager on an ad hoc
basis. This is in view of envisaged full time involvement post Project Turbo as Lead Cost Engineer on the China CTL (Coal to Liquid) Project
-Reviewing Cost Reports with Cost Controller as well as revising certain problematic aspects of the current Cost Control Report
-Sitting in on Project alignment meeting with SPI client personnel
Other Duties: Quantity Surveyors and Invoice Verification”
-Responsible for setting up a set of works methodologies for the recently installed Quantity Surveyor Function within the Sasol Technology Cost Engineering Department.
-The QS’s fall under my direct management regarding their involvement in Project Turbo Coordination of QS movements, requirements, appointments and reports
-Interfacing between this function and Project Management, Cost Control, Procurement and Supply Management is vital and well established. A set of reports was also developed as part of the reportage to the above as well as the Project Director
-Project governance: Responsible for the coordination of a combined team from Sastech Cost Control and EOH members, on Project Turbo, tasked to conduct regular investigations into the validity of EMCP and MEIP Contractors invoices.
Reason for intended leaving: Would like to move into a more versatile environment
07.2001 – 11.2002 BATEMAN LIMITED, Boksburg
Consulting as Senior Cost Engineer
-Project related duties – involved with the budget and man-hour control of three project bankable feasibility studies as well as associated trade-off studies (mineral sands, gold and diamonds)
-Further information regarding client, location and project magnitude is classified
Reason for leaving: Advancement
04.1996 – 06.2001 HATCH AFRICA (PTY) LTD, Johannesburg
-Providing accurate and effective cost and time management/information for capital project managers
-Providing special cost engineering services and expertise for capital projects including estimating, planning, contract management and project monitoring
-Liaising with past and current clients with regard to future project involvement.
-Receiving limited training in project expediting (RBM MUP 2000)
(04.1999 – 08.2001)
-Anglo Platinum Limited – Anglo Platinum Converting Process (ACP) Project (R1.6 billion project) (Was involved with this project since Pilot Plant stage through main Project at Waterval Smelter)
-Anglo Platinum Ltd – Mortimer Matte Granulation Plant
-Cost Engineering: Cost control, project re-forecasting (cash flow and commitments) – project value: R27, 678 million)
-Impala Platinum Ltd, Rustenburg
-Did a complete estimate for 10 Shaft decline systems (17th Level to 19th Level and decline shaft bottom) Phase 2: R35 million
-Cost control – capturing of orders and allocation of budget – forecasting cash flows
-Current scope of project entails 570 order packages
-Richards Bay Mineral – MUP 2000 Project
-Assisted with Project Cost Control
-Control of contract and payments outside consultants to Hatch on this project
-Attended monthly site cost meetings, recording and issuing minutes thereof
(05.1997 – 03.1998)
-Involved in Impala Platinum Ltd, Rustenburg
-No 1 Shaft decline project: R638, 370, 002
-Set up project for cost control and spent 8 months on site doing site cost control and cost engineering
-Re-estimate return airway budget for this
(04.1996 – 04.1997)
-Involved in-house service to Coal Business Unit Director regarding manhour control, forecasting and business plan (Coal Unit only)
-Spent 2 weeks in India on site visit of a future possible coal jetty project and audited the Australian Consultant’s estimate
-Saved company £3 million – indirect portion of estimates which were not included
Reason for leaving: Potential not being realised
10.1975 – 03.1996 GENERAL MINING UNION CORP (BILLITON)
Clerk – Time Office
Responsible for the Payroll and Time Keeping of 147 mining personnel.
Technical and Practical Experience:
Pupil Project Engineer
Major Apprentice Electrician:
Electrical training centre
Working and receiving training in the Buffelsfontein
Gold Mine, Gold Plant.
Took part in the construction of the Photometric
Plant within the Gold plant
Work underground at South Shaft in production
Buffelsfontein Goldmine Township maintenance – Received training and did electrical maintenance to mine houses.
Attended technical college for National Diploma
Learner Official/Junior Engineer:
Gained training and experience in training centres
of all disciplines within the Mining Engineering folder (Electrical, Fitting, Boilermaking, Diesel, Plumbing and Platework)
Gained training and experience in Shaft and underground engineering disciplines.
Completed National Diploma for Technicians.
Pupil Project Engineer:
Commenced studies towards Government Certificate of competency.
Accepted by Government Mechanical and Electrical Engineer to sit for Government Certificate of Competency Certificate Examination.
Seconded to variuos mines within the Gencor group (Gold, Copper, Coal and Asbestos) to further train as Junior Engineer as well as to act in vacation positions such as Underground Mechanical Foreman, Plant Engineering Supervisor, Transport Officer.
Undertook the supervision and execution of various Working Cost and Capital mine projects.
Klein Aub Copper Mine, Namibia: Correction of underground water settling dam system.
Coalbrook Colliery: Setting up system of underground transformer identification and maintenance.
Penge Amosite Mine:
Plant: Oversee construction of new “Z” conveyor system as well as vibrating grizzly/feeder
Responsible for the construction of a school for local community.
Oversee and report progress of township housing project as well as roads projects.
Responsible for the estimate for a new off-site Crushing Plant Project.
Responsible for the construction work and installation of Vibrating Feeders on top of the ore silos.
Responsible for the project in rehabilitation of mine dumps of worked out mines.
Senior Estimator & Cost Controller
Estimating and cost engineering of:
-Shaft systems (hard and soft rock mining)
-Materials handling project for Coal plants
-Marine Jetties and onshore facilities
-Auditing of estimates by other parties – local and international
-Setting up project logistics – projects in foreign countries (Kazakhstan – Russia) – established
communication with Russian Trade Delegation based in South Africa
- Process plants (bankable feasibility studies, trade-off studies as well as main project cost engineering)
Buffelsfontein Gold Mine – Tertiary Shaft.
- Senior Estimator - Part of the Gencor Head Office Estimating Team involved with the R1.5 billion Project Estimate. (1990)
Winkelhaak Mines – 2A sub-vertical shaft – Cost
-Circular stacker reclaimer project – cost control
-Discard Handling Project – cost control
-Blinkpan 11 Ventilation Shaft – cost control and estimate
-Incline Winder Project – cost control and estimate
-Aberdeen Ventilation Shaft Project – cost control and estimate
-Slurry Dams project phase 1 – cost control and estimate
-Underground Coal Bunker Project – cost control and estimate
-Slurry Dams Phases 2 & 3 (proposal) – financial estimate and cash flow
-Wilmansrust Ventilation Shaft – estimate and cash flow
-Linear Stacker Repair Project – cost monitoring only
-Railway deviation – cost control
-Estimate of No 5 Seam Longwall Project with 4 options ranging between R300 and R900 million
-Reconciliation and re-allocation of GET invoices, on shaft protection work, to the applicable collieries
Impala Platinum Refineries, Springs
-Cost control of 6 projects totalling R24,76
-Cost control of upgrading of North plant control room air-conditioning and ventilation
-Reconciliation of re-allocation of GET invoices on the Eskom plant, silo investigation and by-pass bon project
-Compiling of civil reports on rehabilitation work within the Ingwe, Samancor and Gengold groups into a monthly management report
Reason for leaving: Retrenched, but immediately offered a Snr. Cost Engineer Consulting position with Gencor Engineering and Technologies (GET)