Trust in the Workplace

Grow your influence by using trust effectively in the workplace

  • Do people trust you in your workplace?
  • Do you know why they trust you or why they do not trust you?

When people trust you, you are smoothly promoted, you get easier salary increases and your team know they can count on you.

Use the four elements of trust to communicate effectively in the workplace and grow your influence.

Use the element of trust in your cover letter and your resume.

We are here to talk about the importance of trust in the Career Maker System; this concerns any career growth and any career access. We have to engage and relate to many people in whichever career, in this case changing or growing your career. Trust basically consists of four elements: openness, reliability, congruence and acceptance. Openness plays a role; it is how you communicate your cover letter, and how you communicate your CV and your references. You have to be open about what went really well, and also be open about a number of situations where things did not go so well. That’s your opportunity to build trust with openness and share how you handled the not-so-good situations.

Reliability happens when your documents, information and attendance is always on time. You also demonstrate reliability with stories from your past. You will notice that we have storytelling as a very important element. Those stories must reflect reliability. You need to able to be absolutely congruent, when you are; people find it very comfortable to talk to you. Congruency also means to reflect what you hear, and that the question is clear. You answer the question and check that the question was answered, it closes the loop and creates and fosters congruency.

Let’s look at acceptance, acceptance of the other, acceptance of the self. Self-acceptance of both strengths and weaknesses clearly show in your cover letter and CV. Also, when you are talking to people over the phone or during an interview, it needs to show that you accept others as they are. It must also show that you are capable to work, fit, adapt and find ways and solutions forward because people are not perfect. I have never met any perfect people. When you work together or you have applied to change jobs it also shows that we are not as perfect as we would like.

I will briefly mention a few notes on this document. Trustworthy is different from trust and the two are linked. Many people are trustworthy, but they can’t build trust, because they don’t practice to be open, ask questions and share information about themselves. If you ask and share you are two-thirds on the way to success. Be reliable and communicate when things don’t always work as planned, but keep ownership. You can be very trustworthy, but to build trust you have to implement this practically in your daily life.

In this case, it must show in your cover letter, I know it’s tough, but that’s why you tell a story. It must show in your CV and every change in your CV must be told in a few words, but it must build your story. If we read CV’s honestly, many of them do not demonstrate openness, reliability, congruence and acceptance. I hope I’ve briefly covered trustworthiness. On the website we give you a whole document to read, there’s more things you can do if you feel this area needs more attention and you want to grow more skills. The more skills and insight you grow about what trust is and how to build trust, the more you can contribute to the team around you and to your family. In the meantime we want to use it to improve your cover letter, your CV and your current job.

Key questions

  • Why is a job-shadowing contract necessary?
  • What is in a job-shadowing contract?
  • How do you become useful in the workplace?
  • What is a Learnership?

2.1 Introduction

As career guide, you must show prospective job seekers how they can go to work with people who are successful in their area of interest. Now each one can get work experience on their CV.  The same goes for when the career seeker is already working and wants to gain more skills. They must do their own work quickly, come to an agreement with their supervisor and do work with the person they want to learn from.  You have already covered a bit on workplace experience in PCAR04Y, Unit 3.3, so you understand why workplace experience is so important.

The working person that the career seeker wants to learn from does not always know what is expected of them or they are not in the possession of mentoring skills.  You will be provided with some guidelines on writing a short letter that will help the working person in this regard.  Read about this in the next section.

Your goal is to tutor the career seeker on how to be useful in order to learn and gain experience. The career seeker will become useful by experiencing observing, reflecting and then practicing through doing, under tutelage of the working person.  If you are at all unsure what volunteering, reflecting and observing entails please use and for further information. There is a brief summary in Section 2.3.

Most people who go shadowing can be paid when they do a good job and the company decides to pay for work done. Remind the career seekers to inform their supervisors and ask advice from people around them. It will increase the learning experience and also increase the chances of them getting paid. Many should gain employment as part of Learnerships since the people at the company know the person and propose or support their application.  We will discuss Learnerships in Section 2.4.

PCAR053, Unit 2, Activity 1

  1. Look at the following concepts on the Internet:
  2. A total high school program as on Wikipedia
  3. Extern-ship (or a experiential learning activity) There are externships examples for most careers on the web. In an externship, you go to work with people, to gain work skills in an informal way.
  4. Search the web for suitable examples for your area or the specific career seeker.
  5. Give two examples on your Career library!
  6. Capture your personal experiences and discoveries on your Blog.
  7. Record your experiences while completing the above activities in your MiCareer Book as part of your assignments.


The web gives access to many of these examples. The originators of these programs may even communicate directly with you on your request. Expand your access to resources by joining these web sites where they allow you to do so.

Click on the following link to view a brief story of another career seeker. Listen to Linky, a Siwelane-Community Activist. She became involved in a skills development project that helped her and her daughter on their career paths.

2.2 The job-shadowing contract

We offer some sample clauses to get the career seekers and career growers going with regards to requesting work access.

  • I am in a career access and growth program. The jobs and the economy grow as more people get productive. I would like to join the productive people like you and help grow my family, community, and country.
  • I want to shadow you at work to gain work experience.
  • I commit to help where I can and do as I am told.
  • I understand that this is not employment or an interview in any way.
  • I am exchanging value with you and can do other tasks for you in exchange for observing and learning.
  • I commit to share with others directly and on the web where practical what and how I learned. It grows the online career library for the whole country.
  • Would you please help me to reflect what I observed to ensure that I grasp and understand what I learn?
  • I am a mentee who drives my learning processes. As mentor, you should benefit from the exchange since I learn from you. I compensate you by the value exchange method. We do it everyday at home.
  • Inform supervisors and Human resources that you are shadowing.

PCAR053, Unit 2, Activity 2

  1. Discuss the above clauses of a possible contract with career seekers and career growers. Ensure they can explain their objectives with confidence.
  2. Capture your personal experiences and discoveries on your Blog.
  3. Record your experiences while completing the above activities in your MiCareer Book as part of your assignments.


A short letter to the working person will help him/her and the career seeker or grower. Work these clauses into the letter.  This will serve as a possible contract.  Clear communications and setting out of rules will prevent the person being shadowed from feeling threatened or stolen from. Both parties know why they are there and both know their place. This decreases the room for misunderstanding and disappointment.

2.3 Observation, reflection and practice

Ask the career seeker to remember their exploration and observations from their own personality traits in PCAR01V Unit 2 and careers in PCAR01V Unit 6.  Ask them to apply the same process of exploration and observation during job shadowing.  Help the career seekers / growers to continue exploring and discovering their strengths and weaknesses.  The job shadowing is an ideal opportunity for that. See Tutorial letter PCAR01V/103/2008

Observe how people in the workplace do their work, and simply mimic them to practice the same skills.  This way you will learn new skills very fast.

2.4 Learnerships

Go to SAQA’s website for a definition of and information on Learnerships.

SAQA’s mission is to ensure the development and implementation of a National Qualifications Framework (NQF) which contributes to the full development of each learner and to the social and economic development of the nation at large. The learnership campaign is therefore one of the processes that will ensure that SAQA’s commitment is seen to be a vital component of learnerships now and in the future.

Learnerships are defined as the new professional and vocational education and training programmes. They combine theory and practice and culminate in a qualification that is registered on the NQF. A person who successfully completes a learnership will have a qualification that signals occupational competence and which is recognised throughout the country.

To read more on SAQA’s website go to the “focus area” drop down menu and click on learnerships.

Also, read all about learnerships on the skills portal.

Scroll down to the table called: Learnerships: The A to Z. The following topics are covered there:
What is a learnership?
What makes a learnership different?
What are the principles of learnerships?
How is a learnership program developed?
How are learnerships implemented?
How are learnerships financed?
How are learnerships delivered?
How are learnerships assessed?
A to Z courtesy of CPT Learnership Development

Find any learnership on The Skills Portal’s online learnerships database.

You will notice that a learnership can only be done through a specific SETA.  And all of the SETA’s has their way of doing a learnership.  That is why you must contact the specific SETA applicable to your career seeker, who is interested in a learnership.  For example, if your career seeker is interested in becoming a food technologist, they will find a suitable learnership with the Foodbev setaThe service seta also has a very good explanation on learnerships.

To find all the SETA’s, go back to and click on the “Accredited Education & Training Quality Assurance bodies” button on the left of the screen.  You will now find all the names of the SETA’s and links to their websites.

PCAR053, Unit 2, Activity 3

  1. Study the above websites on learnerships.  Take one of your career seekers and see if you can find a learnership for that person.
  2. Capture your personal experiences and discoveries on your Blog.
  3. Record your experiences while completing the above activities in your MiCareer Book as part of your assignments.


Try staying up to date with news about skills development and the service seta’s on The Skills Portal home page.  The more you read about this topic the easier it will become to understand.  The day that you need to help a career seeker with learnerships, you can go and speak to the specific SETA.  They will give you good guidelines on what to do and where to go!  Remember, that is what they are there for, so feel free to make use of that service!

2.6 Conclusion

In this unit, you have learnt how the career seeker can benefit from doing some form of job shadowing.  By just observing experts in the workplace, mimicking them and practicing what you see, you can learn a lot.  Motivate your career seeker to keep on moving and speaking to experts.  This is the only way they will find their passion and find resources to live their passion.

We congratulate you on moving on to the next unit where you share your experiences with career seekers and interested community members, in the workshop.  Remember, as in the previous assignment (of Module 4), the workshop contact will start growing your career guidance network and future business.


The objective of Module 3 Unit 5 is to introduce the career guidance practitioner to information and web sites enabling discussions with and the guidance of career seekers to entrepreneurship as a career option. This is not offered as a training course in entrepreneurship.

All over the world, the future of work and work creation include the concept of entrepreneurial behaviour. In South Africa too, entrepreneurial behaviour is seen as a means of creating more jobs and the desired increase in productivity. This entrepreneurial behaviour should contribute towards reaching the 2014 Millennium development goals. See the websites in Activity 1.

PCAR03X, Unit 5, Activity 1

  1. Skim through these websites for the millennium development goals detailed in them: and
  2. As we can see in (refer back to PCAR02W Unit 4) we have significant challenges to implement the 2014 Millennium development goals in South Africa.  Remember to use this information to create an urgency and action with your local resources and career seeker clients!
  3. List the eight 2014 Millennium development goals from the first two sites above.
  4. Find the life expectancy in South Africa on Gapminder.
  5. Capture your personal experiences and discoveries in your MiCareerBook for the CV exercises.
  6. Record your experiences from completing the above activities in your MiActivity Book as part of your assignments.


We expand entrepreneurship by adding entrepreneurial behaviours, otherwise called “enterprise living”, as a part of the solution. It means we are acquiring and creating a culture of urgency, action, entrepreneurial behaviour and a high work ethic.

Let us get the web sites where we can explain to career seekers what it is all about and create urgency for action with them.


PCAR03X, Unit 5, Activity 2

  1. Skim through these web sites for three definitions of intrapreneur and three definitions of entrepreneurs: and
  2. We include many local sites in PCAR04X Unit 1.
  3. Discuss your ideas about, intrapreneurs and entrepreneurs as a basis for responsible career choices, with your study colleagues, family or friends. Once you have done this, continue with the written tasks.
  4. Write the three definitions, which you best understand and with which you identify. Do this for both entrepreneurial behaviour and for entrepreneurship. Highlight the definition of each concept which you prefer. Explain in two sentences why you chose each one of these two definitions.
  5. Explain at least one difference between the two definitions
  6. Capture your personal experiences and discoveries in your MiCareerBook for the CV exercises.
  7. Record your experiences from completing the above activities in your MiActivity Book as part of your assignments.


  1. I am sure this was a lot of new information and thoughts. I hope you find it as exciting as we did when we collated the information for you. Can you see that the competencies required for successful careers, services and businesses are almost the same? The level of responsibility, risk and return is higher in owner businesses. Live the entrepreneurial behaviour processes!  You will then be successful in the value you will add to others, in careers, services and businesses.
  2. The purpose is to clarify the difference between the usual view regarding entrepreneurship and the idea of entrepreneurship as proposed in the PCAR. This will help your career seeker clients to understand entrepreneurial thinking. It will emphasise why most people can become entrepreneurial thinkers with knowledge and support from experts in the field. However, this can only happen once people accept the challenge to behave in an entrepreneurial manner.


You will need to have a look at what the Global Entrepreneurship Monitor (GEM) report says about entrepreneurial habits and the gaps found within South Africans presently. Jeffry A Timmons is a recognized guru on Entrepreneurship with many books used by many Universities in South Africa to teach Entrepreneurship. Do the following activity to get more information about these books.

Type “Timmons entrepreneurship information” into Google and choose South African web sites. From Timmons’ site, you will get solid information regarding the development of entrepreneurial behaviour. People should remember that gaining knowledge while working, even without pay, is cheaper than learning on your own. Such entrepreneurial behaviours or habits can determine career seekers’ level of success in a business or career. This means that career seekers should start working without pay in order to learn from existing businesses. It might mean that career seekers must work only to gain more knowledge and that only at a later stage, they might earn money. Remember to include the knowledge you gain from being involved with successful people when you calculate a career seekers’ wage. The wage itself might have a low rand value, but the knowledge you gain cannot be calculated in terms of money. Browse through newspapers to find out what training courses cost and you will realise how solid this argument is.  You will be able to apply the knowledge for the rest of your work life and in that manner; you will receive “backpay” many times over.

A great deal is being done in South Africa to promote entrepreneurial behaviour.  The government and business have done everything that can be expected of them and they are still trying to do more. It is now up to each of us to take action in our homes and geographical communities. In the following section, attention is given to three important actions to promote entrepreneurship (which includes entrepreneurial behaviour, entrepreneurial thinking and entrepreneurial habits). It is important to think about these three actions and apply them within the context of your own community.

Another entrepreneurial possibility of which you as a career guidance practitioner should be aware of, are franchise opportunities.  Franchising (from the French for honesty or freedom) is simply where you use a method of doing business wherein a franchisor licenses trademarks and tried and proven methods of doing business.  In exchange, the franchisee (the person to whom the permission has been given to use these “trade secrets”, has to make a a recurring payment which is usually a fixed percentage of gross sales or gross profits as well as the annual fees. Good examples of franchised businesses are MacDonalds / B P garages / Scooters Pizzas / etc.  Various tangibles (do you remember that all Wimpies have the same furniture and layout inside?) and intangibles such as national or international advertising (you can recognise the logo in foreign countries too). Training and other support services (for instance regular inspection of kitchens and service standards) are commonly made available by the franchisor, and may indeed be required by the franchisor, who generally requires audited books, and may subject the franchisee or the outlet to periodic and surprise spot checks. Failure of such tests typically involves non-renewal or cancellation of franchise rights.

A business operated under a franchise arrangement is often called a chain store, franchise outlet, or simply franchise.  Read more about franchising on wikipedia.

We list a set of web sites regarding entrepreneurship and franchises to get you and the career seeker started. Follow the links on these web sites to find more resources for you and your career seekers to use. Don’t be disheartened if you bump into difficult web sites. Be aware that some sites are challenging. The processes and required criteria can be tough and even unattainable at a beginner level. (Remember how you battled to ride a bicycle when you were young?) Rather focus on working your way up. Do however take the time to familiarize yourself with these sites, and sift out the ones you can use for future reference.

Assistance in acquiring a FRANCHISED business

Assistance in buying franchises that hold relation with your interests and strengths is also available on the web, from banks and many local businesses near to you.

Not everybody who applies for a franchise licence is given one. Why not? The key is to be awarded the privilege to use a well-known name is your personal ability to run such a venture. You need to prove that you have the competencies required to run one!

  • How can you connect to the franchising world? Find your local franchising body. This is the official web site of the Franchise Association. All you or your career seeker client will ever need to know about franchising and franchises is here.
  • Every bank has franchising assistance. Assist the career seeker to contact the bank of their preference for information.
  • Wikipedia has a clear definition and history of the franchising industry.
  • Access the Small Business Development Agency.

INTERNATIONAL SITES for entrepreneurial career seekers to use

  • Business knowledge and support
  • Our Google search presented too many sites to be included here, so go look at more sites and remember that the number of sites keep growing and the content is updated regularly.


Get your client started with RESOURCES:

  • Department of trade and industry
  • Small business development agency
  • Department of Labour gives support and Learnerships
  • The International Labour Organization supports programs with Chamsa
  • Skills portal has the best summary of Learnerships

How will this help you?

Your client can do the following:

  • The sites above and other specific sites contain opportunities for you and your career seekers.
  • Search for your interest in work and industry in locations closest to you or even internationally.
  • Look for franchises and other organized opportunities. The career seeker can gain competencies by working in a franchise of his/her choice.  Type “franchise” into Google and help your career seeker client find what they need to fit there personal exploration and discoveries from PCAR01V.
  • Business and career opportunities
  • Sample career and enterprise access

Call centre agents and self-training.

Become competent in English spelling and pronunciation and typing skills, Also know your country and its cities. These are basic skills for a call centre operator (and many other jobs). Once you are qualified, you can even work from home or use your skills as a stepping-stone towards the career you really want.

Tourism support, marketing and self-training

Become proficient in English communication and the Internet.  Become knowledgeable about the tourist attractions and tour companies.  Then you can invite tourists to South Africa in partnership with the tourist attractions and tour companies and be part of their experience. Career seekers can use the Internet and local relationships as you did in tutorial letters PCAR01V/102/2007 and PCAR01V/103/2007 to make use of these opportunities.

Get your client started with BUSINESS RESOURCES

  • Encourage people to contribute to business chambers and existing businesses while they learn.
  • Look at the member organizations. Each one has chambers in most places in South Africa and their members can provide assistance to the career seeker. We recommend that you go to a meeting with the local chambers to announce your services and gain access to resources for your future clients.
  • Banks: Have a look at various bank websites and familiarize yourself with the online services that they offer. Let the career seeker fully utilize these banking services – they are often available for free!
  • Financial services industry: Contact local representatives of large financial institutions. They have much in resources, relationships and opportunities for access to business. The industry needs your clients for their business.


Remember that the reason there is such a big emphasis on entrepreneurial (thinking, behaviour, habits, resources and projects) is to empower you to be able to guide career seekers to a new way of living. In spite of there being many jobs available (go to a local job placement agency and ask them how many jobs they are trying to fill), your career seekers might find it better to develop the skills which they already possess by developing themselves into entrepreneurs, than re-skilling themselves to be suitable for existing jobs. The choice is theirs.

Your objective is to be a catalyst for flow of information, resources, opportunity access from existing programs to your constituency. Not to become an entrepreneurship trainer.

Help people get started using their current environment to take the initiative and action. Consider a possible ordinary day for yourself and the career seeker and ask:

  • Do you buy your clothes, have them sewn or sew them yourself?
  • Do you buy your food, or do you grow it?
  • Do you prepare your own food, or do you pay somebody else to do it?
  • Can you bake a cake?  On the other hand, would you prefer to buy a “flop proof”, ready-made one?
  • Who looks after your children, your animals, and the old people in your family?  Do you sometimes need a part-time babysitter?
  • When you travel, do you use your own car, hired transport, public transport?

You and the career seeker can do these and many other things for yourself and others. This is how you learn about service, contribution and self-development.

However, it is also simply clever and good marketing for your own personal career guidance services as career guidance practitioner when you introduce programmes into your own community. You can use school and university projects to access people and resources in your communities. Add great value to the educational programmes which schools and universities offer and in doing so gain powerful marketing for your career guidance practice.

We list a few well-known types of projects and activities below. These well-established projects make it easier for you to attract resources (such as financial assistance, training, networking, counselling, mentoring and advice). You might even be paid for the successful integration of you career seeking clients into the existing job market (this is the principle on which job placement agencies work). The results you achieve will speak for themselves. You can learn much more from established projects than from starting new ones.

  • SIFE of University Students in Free Enterprise helps their local communities. Find the South African SIFE students and contact them to offer your personal skills and your business as career guidance practitioner as a potential part of one of their projects.
  • Business projects for schools are covered in your next activity.
  • Work projects for school learners
  • Work projects for people at home.
  • An implementation in America we can learn from.
  • Many organisations, NGOs (non-governmental organisations), universities, colleges, technicians, technical colleges, and private persons offer courses in how to start a business and how to keep it running at a profit. They also offer financial assistance, training, networking, counselling, mentoring and advice. (Some of these courses are presented in South African schools).
  • You will also find valuable information in the printed media. This means that you have to read your local newspapers. Most papers now have a section on small business and careers. A good source to consult is the weekly newspaper job finder “your national employment guide.” this newspaper focuses on jobs, careers, labour law articles, small business opportunities and self-employment opportunities.


You need to be aware and allow your clients to become aware of the many opportunities and the local and international resources that are available. Leaders and teachers in schools become aware of how they can earn more money while teaching the learners about enterprise projects. Use these projects to help local leaders raise the money. Perhaps you can explain to them that you need a small percentage of the raised funds, which reflects the proportion of the contribution you made. However, it might be better to first practice you personal skills without such a request.

PCAR03X, Unit 5, Activity 3

  1. Type “What students say about entrepreneurship” into Google search and choose two of the sites that you like and say why you liked them more than you liked some of the others.
  2. Type “School going entrepreneur’s projects” into Google search and choose two of the sites that you like and say why you like.  An example we chose is
  3. Enterprise Northland have a complete program that you can learn from for local projects.  You may even ask them for help.
  4. Look at Life Long Learners and use the information to encourage similar local projects.
  5. Can you encourage Life Long Learner attitudes?
  6. Discuss your ideas on enterprise or entrepreneurial programs at school with people already involved like the teachers and also discuss how such a project can grow your business while you help their learners and the school.
  7. For the written part of this activity, do the following:
  • Can you see how to implement such projects locally? If “yes”, state why. If “no” state why not.
  • Which local projects can you share with others? Can you put the local project on a WEBLOG (The same kind of blog you created for yourself in tutorial letter PCAR01V/102/2007)?

Capture your personal experiences and discoveries in your MiCareerBook for the CV exercises.

Record your experiences from completing the above activities in your MiActivity Book as part of your assignments.

Here is some feedback from people who have dared to develop their entrepreneurial behaviour, thinking, habits, resources and projects:

Lional Brits ( Grade 7) “I’m glad I got the opportunity to start my own business.”

The Bafanas (four youths from Umbonambi) “We learnt how to voice our opinions, pool our ideas and use all our sources. Forward the entrepreneurs programme.”

Jafta Moloi (20 ) “The programme must be supported and it has got to spread around South Africa to create successful entrepreneurs of the future.”

Mpho, who was failing in maths, realised the importance of the subject when he started buying and selling T-shirts.

Siphiwe thought that buying something for $5 and selling it for $10 was like dealing in drugs – illegal. Up until then he was not aware that there is joy in serving others and making a margin for your effort.

These are examples that entrepreneurship educators provided of the experiences of learners who had been exposed to entrepreneurship programmes.  (Source: The International Entrepreneurship Education Forum held in New Mexico, 1995.)

School learner projects from across the world are brought to you via the Internet.  You can also take what you learn worldwide and earn a trip to any destination in the world as others have done working from incentives for doing just this! Students from the University of Pretoria were sponsored to recently attended meetings in Norway. This meant that they did not have to pay anything!  Apply on your own selected web sites and see what can happen when you align yourself with existing programs through being useful to them and to be noticed.


Small services such as delivering newspapers, washing cars, growing and/selling vegetables might be some of the business ideas that you might find around student entrepreneurs.

Keep on consulting the web to find knowledge, resources and opportunities. Become useful to the people and they will notice you.

We hope that this gives you some food for thought.


We challenge you to encourage people to use enterprise living, entrepreneurial behaviour, entrepreneurial thinking, entrepreneurial resources and entrepreneurial projects in all careers. Help people get connected to start careers and businesses.

In short, become entrepreneurial yourself.

In this unit, you gained information on how to help your career seeker clients to become aware of the opportunities to be entrepreneurial in growing careers and businesses. We showed how most people could use entrepreneurial behaviour while accessing knowledge, resources, and opportunities. We highlighted some of the processes to implement in your work life and your career seeker clients’ work lives.

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Business-Project Process Management and Consulting


Cell: 123456

Fax: 123456

Date: September 9, 2005.

Attention: To whom it may concern

Experience and Skills history – Name and Surname

This document may be viewed as a complete Resume with the addition of experience and skills acquired and applied description of roles, and description of projects which I’ve been involved with since the start of my career.

Career summary:

  • Software engineer
  • Support engineer
  • Project manager
  • Implementation consultant manager
  • Programme manager
  • Project Director
  • Business-Project process management and consulting
  • Managing Director
  • Chief Operating Officer
  • Also acted as:
  • Chairman of the board
  • Technical operational director


Name and Surname

1.   1977 until 1986 – Employed by Company X NEW YORK, USA……………. 3

2.   1987 to 1999 – Employed by Company X, SA………………………………………… 3

3   1999 to 2001 Self Employed…………………………………………………………….. 4

3.1    Clients:……………………………………………………………………………………… 4

3.1.1  Company X – Period May’99 until Dec’00…………………………………………….. 4

3.1.2  Company X – Period Jan’00 until Jul’00………………………………………………. 5

3.1.3  Company X and Company X – Period Jan’00 until Dec’00………………………….. 5

3.1.4  Company X – Period Aug’00 until Dec’00…………………………………………….. 6

3.1.5  Company X – Period Sep’00 until (expected completion date Mar’03)…………… 7

3.1.6  Company X – Period Jan’01 until Jul’01………………………………………………. 7

4   2001 to 2003  -Company X…………………………………………………………………. 8

4.1    Managing Director Company X – Period Jul’01 to Feb’03……………………………. 8

5   2003 to Date Self Employed…………………………………………………………….. 8

5.1    Clients:……………………………………………………………………………………… 8

5.1.1  Company X – Period Mar’03 to Jan’04………………………………………………… 8

5.1.2  Company X – Period Jan’04 to Date…………………………………………………… 9

6   Roles, Responsibilities and skill set……………………………………………… 9

6.1    Project Engineer role:……………………………………………………………………. 9

6.2    System Architect role:…………………………………………………………………… 9

6.3    Validation/Deployment manager role:………………………………………………… 10

6.4    Financial and Contractual manager role:…………………………………………… 10

6.5    Managing Director role/responsibilities:………………………………………….. 10

6.6    Chief Operating Officer role/responsibilities:…………………………………….. 11

7   Client, Project and/or System description:………………………………….. 11

7.1    Company X Vanderbijlpark – Energy Control System……………………………….. 11

7.2    Richards Bay  – Coal Terminal Management System…………………………………. 11

7.3    Umgeni Water – Crises Management System………………………………………….. 12

7.4    Company X – Product Packing and Storage System…………………………………. 12

7.5    Company X and COMPANY X – ERP Solution…………………………………………… 12

7.6    Company X – Network Management System……………………………………………. 13

7.7    Company X – Network Management System……………………………………………. 13

7.8    Company X – Consultant to board…………………………………………………….. 13

7.9    Company X – Automated and Integrated HR & Payroll System…………………….. 14

7.10   Company X – ERP Maintenance & Stores System……………………………………… 14

7.11   Company X – COO………………………………………………………………………….. 15

  1. 1977 until 1986 – Employed by Company x.
  • Completed 2 year army as an Engineer (mines and demolitions)
  • Studied higher diploma Computer Science as well as BSC Computer Science.
  • Implement a monitor and control system for the Energy Control Centre (ECC) at Company X VdCompany X.

(Please note a very high level overview of this system in the description of projects and systems at the end of this document).

  1. 1987 to 1999 – Company x.
  • Appointed at Company x as a Software Engineer: As a Software Engineer, I was either involved and/or responsible for:
    • technical assistance during bid/tender phase,
    • design and development of the systems (mostly industrial related, i.e. real time monitor and control systems for the industrial industry),
    • installation, commissioning and roll-out of these systems,
    • support during warranty/guaranty period.
    • Support Service Division: I created/started this section within Company X after which I managed the internal and external support services, personnel, infrastructure, support contracts with both suppliers and clients, and the update and installation of new releases. This service included:
      • office PC’s/workstations and network,
      • mini production servers for clients e.g. HP400 to 900,
      • operating systems such as Unix,
      • application and development software such as Fortran,
      • data bases such as Informix, etc.
      • The personnel included help desk operator, 1st and 2nd line technical experts on call, suppliers for 2nd and 3rd line support.
      • Implementation Consultation for Prism (ERP products, currently called Protean): We were the agents for this product, supplied by Marcam (Boston, America). I was appointed Implementation Consultant manager and was responsible for:
        • Selling of this service to clients,
        • training and grooming of the consultants,
        • recruitment of consultants and other resources such as technical support personal, and
        • responsible for business results.
        • Chairman of Company X Holding’s board for 1 year.
        • Project manager for Company X and for Clients: My responsibility included:
        • the quality, time, budget, and resource management,
        • conflict management (internal teams, client, and supplier conflicts),
        • report to the business unit and Company X board re. progress, risks, planned initiatives, etc.,
        • sub-contractor management, and
        • financial and contractual terms and conditions.
        • I was responsible the following projects (varies between R4m up to R25m):
        • Upgrade of Energy Control Centre Company X Vanderbijlpark
        • Monitor and control system for Richards Bay Coal Terminal
        • Monitor and control system for Umgeni Water
        • Monitor and control system for Company X
        • ERP Business solution (Prism) for Company X and COMPANY X
        • Telecomms Network Management system for Company X
        • Telecomms Network Management system for Company X
        • Fraud detection system for Company X

3      1999 to 2001 Self Employed

3.1    Clients:

3.1.1  Company X – Period May’99 until Dec’00

The Company X group included the following sub-groups/businesses at the stage when involved with them:

  • Company X knowledge Systems
  • Speble Identification International
  • Channels Measurement Services
  • Erlang Communications

I was responsible for implementing the following processes, procedures, roles/resources, etc. within the group across all projects and to integrate across all other companies and/or subsidiaries:

  • Define project phases and deliverables per phase.
  • Identify owners for each process to develop and improve.
  • Project cash flow for the company with risks.

Understand and manage the impact of the projects on company and initiate risk preventative initiatives.

  • Provide production reports to the board consisting of:
    • Key Success Factors – Monitor and manage initial business reasons of the project.
    • Earned value graphs
    • Financials and Baseline
    • High level project and cash flow schedules
    • Risks and risk preventative initiatives
    • High level progress: activities planned vs. actual
    • Client and Supplier relationships
    • Team (health, efficiency and allocation)
    • Create and manage partnerships with local and international companies (project specific).

My current involvement with Company X is on an ad hoc basis when required.

3.1.2  Company X – Period Jan’00 until Jul’00

Company X manufactures all the HTH products for the South African market. Their client base consist of the big retailers such as Pick and Pay, as well as other non-commercial companies where clean water plays an important role such as Escom (main producer of electricity in SA), all the municipalities, etc.

I was responsible for the implementation of the ERP system, supplied by Wonderware, called Protean and include the following modules:

  • Production
  • Maintenance
  • Procurement
  • Customer Order Management
  • Financials
  • Accounts Payable
  • Accounts Receivable
  • Enterprise Management
  • Integration of all of these modules.
  • Upgrade to the latest version including hardware.
  • Final sign-off by Managing director, Directors or Managers of Production, Sales, Maintenance, etc. and Final audit of the company by external auditors.

At the stage when Company X contacted me, they were at the point to “throw” the system out due to the fact that they did not manage to get the expected services from their suppliers (local implementation and international product suppliers). The key success of this project was dependant on implementing formal processes by which the suppliers and the client (internal staff and management), can be managed to ensure clear and calibrated expectations for all parties involved and to manage the deliverables and milestones as per the agreed schedules and budgets.

3.1.3  Company X and Company X – Period Jan’00 until Dec’00

Company X and Company X contracted me as project director to “rescue” a project for them (they being the prime contractors), in Tanzania for the Government of Tanzania. Charles Kendall (UK) was the sponsor (financial) and Company X and Company X subcontracted the implementation of the HR and Payroll system to a local company in Tanzania. This project was way over budget and not going anywhere due to politics and a huge mismatch in expectations.

My responsibility was to implement the formal processes by which the project can be managed with appropriate penalties when any delays were caused by any of the parties (client included), and to resolve the conflict within the group.

3.1.4  Company X – Period Aug’00 until Dec’00

Richemont contracted me as Business Process Manager for Company X/Supersensor responsible for delivery of the project against the defined Key Success Factors (see below):

Key Success Factors (KSFs):

To ensure clearly defined and agreed to deliverables, initiate appropriate action to complete these deliverables and report on progress to the board. The key objective was to ensure that a clear baseline is defined within the period of 3 months, after which the board can define and agree on a 3-year business plan. Any processes used will be transferred to the existing management team to monitor and manage the rest of the project/business.

These deliverables can be summarised as follows:

  • Supersensor board, funding committee and management teams – clear and agreed roles, responsibilities, meetings and venues, and reporting structure.
  • Product definition – Clearly defined:
    • Design objectives based on the perceived market requirements,
    • Product Specification (PS) based on the design objectives and technical product requirements,
    • Test and Validation Procedures (TVP) for each function as defined in the PS,
    • Field trials and pilots to validate the expected results as defined in the TVPs and to demonstrate key functionality required for 1st prospects, and
    • User and training documentation and material.
    • The following were documented based on board input/requirements, external surveys and expertise:
      • Competitor analysis.
      • Prospect list and Sales forecast.
      • Marketing plan.
      • Supersensor business plan.
      • Wealth unlocking plan.
      • Partners and subcontractors plan/strategy.
      • A detailed project plan was provided based on the 3-year business plan.
      • Expenditure budget was aligned with the project/business plan.

In additional to this, I also acted as the Technical COO of Supersensor to ensure that:

  • The Supersensor operations are managed and executed to ensure that the product(s) are tested (benchmark/factory testing, pilot/field testing, and customer/application testing), after which the results were provided to the board.
  • Management and reporting of the administrative services (financial and HR).
  • Execute appropriate action to incorporate the administrative services of Company X (financial and HR subcontractor) in the management processes of Supersensor and thereby enabling Company X to contribute to the successful commercialisation of the Supersensor technology and business.
  • Address the Company X application development which may utilise the joint technology, expertise and intellectual value of the parties (Company X and Supersensor).

The key success factor here was to provide the exact status of the product to enable the board to make informed business decisions.

3.1.5  Company X – Period Sep’00 until (expected completion date Mar’03)

Company X has contracted me as programme manager for the implementation of a HR and Payroll system (R30m). The suppliers are Company X and Company X and are responsible for:

  1. Product design, configuration and implementation – Company X.
  2. Data conversion and cleanup – Company X
  3. Reports and Forms – Company X
  4. Interfaces to all financial, time & attendance, and HR systems – Company X
  5. Architecture and Infrastructure (operational & reporting servers, network, and user workstations – 50,000 employees)
  6. Unit, Integration and User Acceptance Testing – Company X
  7. User Education and training – Company X
  8. Internal and External Audits to ensure that the employees is protected as prescribed by law, e.g. tax, working conditions, etc. – Company X & Company X
  9. Change management – Company X

10. Organisation restructuring – Company X

11. Business Re-engineering – Company X

12. Competency based management – Company X

Each of the above are projects in their own and being managed by a project manager reporting to me. My main responsibility is overall project and programme management reporting to Company X board and Company X SteerCom and board.

3.1.6  Company X – Period Jan’01 until Jul’01

I’ve been contracted by Company X to fulfil the role as director projects for all their local and international projects.

  • Immediate responsibilities:
    • Company X – Project Director/Manager.
    • Monthly project reviews – all projects in Company X.
  • Long term objectives/responsibilities (to grow and improve Company X’s project management capability and capacity:
    • Processes.
    • Project management offices (local and international).
    • Training (project managers).
    • Recruitment and Contracting of project managers.
    • Escalation path for all projects.
    • “Rescue Pty Ltd” where required.
    • General – part of Company X’s senior management team.

4      2001 to 2003  -Company X

4.1    Managing Director Company X – Period Jul’01 to Feb’03

Company X approached me to accept the role as Managing Director of Company X due to the fact that I was managing 90% of the resources and finances of Company X as a result of my responsibilities re the Company X project and Project Director role stated above.

During this period we achieved the following:

  • Company turnover growth: R2m pa to R28m.
  • Staff growth: 10 to 35.
  • Business / market sector: Secured 1st of the bigger players in the Financial and Mining industries – FNB bureau with possible growth of 800,000 employees and Company X with 50,000 employees. Previously in the 500 – 2000 employee payroll arena.
  • Added Project Implementation, Consultation, and Support structures and methodologies within the company.

5      2003 to Date Self Employed

5.1    Clients:

5.1.1  Company X – Period Mar’03 to Jan’04

COMPANY X has contracted me for specific project(s) and assignments as defined below:

As Project Manager for the Company X Avantis Plant Maintenance & Stores System (Houston USA):

  • Project scope definition and management
  • Project budget definition and management
  • Project schedule definition and management
  • Project subcontractors and resource (COMPANY X) management
  • Client management (project scope and implementation)
  • Project change control
  • Project scope change
  • Steering Committee reviews and report back
  • Project invoicing (through COMPANY X)
  • Approval of any expenses (within agreed project scope)


  • Involvement within the COMPANY X project management group in order to improve project management disciplines and processes.
  • Involvement with COMPANY X management / business with the intent to secure additional projects in order to utilize the Contractor’s time optimally.

5.1.2  Company X – Period Jan’04 to Date

KSS contracted me on a full-time basis in the capacity as Chief Operating Officer responsible for the following:

  • Finance and Admin,
  • Sales and
  • Technical Services.

The main objective / reason for my involvement with KSS is to be the Managing Director’s (also main shareholder of KSS), 2-IC / “partner” in all aspects of the business ensuring that the operation is aligned with the strategic objectives and that processes are being implemented / enhanced to support these objectives.

More detail re KSS and COO responsibilities are defined under the following headings in this document:

  • Roles, Responsibilities and Skill Set,
  • Client, Project and/or System description.

6      Roles, Responsibilities and skill set

My role is dependent on the client’s needs. Listed below are roles, responsibilities and skills which I’ve applied/gained during my career:

6.1    Project Engineer role:

  • Detail definition of the What with exclusions, assumptions, interfaces, and trace-ability to proposal, client requirement (tender), Acceptance Test Procedure’s, validation and deployment plans, including business, performance and system effectiveness definition and specifications.
  • Risk analysis and preventative initiatives with proactive test plans to manage the risks and allow sufficient time for alternative solutions.
  • Ensure proper test procedures, plans and data to get functionality accepted i.e. ensure that the procedures are in accordance with the PRS and that proactive tests could be done to qualify and understand risk areas. This requires very close and continuous involvement with the client, dev and deployment teams, supplier(s).
  • Major skills: Focus on detail, Proactive planning skills, Verbal and written communication skills, Negotiation skills to calibrate expectations whilst maintaining trust, Maintain helicopter view of project processes and the objective(s) of the application to manage progress (assistance and sound board to project manager), highlight risk areas which needs escalation, Confident, Detailed and Structured, Tactful, Mature – non Defensive, Solution focussed.
  • Responsible for the processes and clarity to ensure sign-off of the system according to the defined and agreed scope and quality.

6.2    System Architect role:

  • Guide, lead and drive the system design with the client, the supplier(s) and us.
  • Ensure that the overall system will comply with the agreed performance, effectiveness and user friendliness.
  • Risk analysis and preventative initiatives with proactive test plans to manage the risks and allow sufficient time for alternative solutions to ensure the compliance above.
  • Ensure proper test procedures, plans and data to test system performance and stress and to do proactive tests to id possible risk areas in time to provide alternative solutions and minimise rework. This requires very close and continuos involvement with the client, development and deployment teams, supplier(s).
  • Major skills: Technical highly and versatile qualified and experienced, Very good design and diagnostic skills, Good verbal and written communication skills, Very good understanding of the application to ensure that the system will conform, Confident, Detailed and Structured, Tactful, Mature – non Defensive, Solution focussed.
  • Overall responsibility to ensure that the system will handle the performance as agreed.

6.3    Validation/Deployment manager role:

  • Ensure appropriate test procedures, plans, environment, and data are available in time for providing alternatives in time and to minimise rework.
  • Ensure sign-off in conjunction with the project engineer and system architect.
  • Plan for appropriate internal integration testing and continuous performance statistics to escalate problem areas.
  • Identify possible risk areas and prioritise testing accordingly.
  • Major skills: Very good logistic and proactive planning skills, Good understanding of the application and high level objectives which have to be met, Good verbal and written communication skills, Confident, Detailed and Structured, Tactful, Mature – non Defensive, Solution focussed.
  • Responsible for getting the system accepted and deployed on all aspects.

6.4    Financial and Contractual manager role:

  • Understand contractual Terms &Conditions to align with project/business financials.
  • Total monitor, control and management of project budget, baseline, forecast, and schedule(s).
  • Manage project schedule and maintain and highlight impact on cash flow and contractual liabilities.
  • Major skills: Financial control and management, excellent verbal and written skills, Contractual Terms and Conditions, Combination of detail and structure.
  • Responsible for tight contractual and financial control and management.

6.5    Managing Director role/responsibilities:

  • Financial control and processes including cost management including retrenchment of people in order to align with business capacity/profitability.
  • HR: Career planning processes, performance review processes, salary review processes, employee relations and conflict resolution.
  • Operation execution and management across all business areas and projects.
  • Reporting: Board meetings, executive meetings.
  • Sales & Marketing processes, execution and guidance.

6.6    Chief Operating Officer role/responsibilities:

  • Finance & Admin:
  • Sales:
  • Technical Services:

7      Client, Project and/or System description:

7.1    Company X Vanderbijlpark – Energy Control System

The Energy Control System (ECC) system at Company X Vanderbijlpark, monitors and controls all the energy sources in use by Company X. Company X is a steel manufacturing company and their main products (supplied locally and in the international markets) are:

  • profiles for construction purposes,
  • sheet metal as in rolled steel for manufacturing such as corrugated iron for roofs and panels for motor cars,
  • steel rods as well as wire for fencing, etc.

Because of Company X’s huge demand and use of electricity, they have an agreement with the supplier (Escom), which limits the usage of electricity per month. They also have different rates for different times in the day in order to spread the usage of Company X across the periods when the demand from the other users, such as household, re less. The “incentives” for Company X is in a form of penalties for exceeding the demand and bonuses in the form of reduced rates when working within the agreed usage. These penalties are of serious nature and can results in hundreds of thousands of rands per month.

It is not that simple an exercise to manage this demand within a company such as Company X, because of the fact that they are working with melted steel which can not be kept “on hold” in order to limit the usage of electricity during a specific hour. Very accurate planning is required to melt and process the steel and final products within the agreed electricity usage. The forecast from each plant is therefore sent to the ECC, which also includes gas, water, steam, etc. The ECC will then monitor the usage based on this forecast and control the usage by firstly informing these plants of any “abuse” so that they can reduce the usage, after which these plants can be stopped by the ECC, should it require such drastic measures.

The ECC is also responsible for the safety aspects regarding the distribution of these sources e.g. the pressure in the gas pipes, overflow due to unforeseen problems when they have a plant breakdown and can therefore not use the sources as per the forecast, etc. The objective during such unforeseen breakdown and therefore, is to burn for example access gas and to use the heat to generate steam. This new form of energy is then used to drive a steam alternator, which can then produce electricity to an island of users within Company X.

7.2    Richards Bay  – Coal Terminal Management System

Monitor and control system for Richards Bay Coal Terminal (RBCT). RBCT’s main objective is to off-load coal from the trains, which transports the coal from the different mines within SA to Richards Bay, after which the coal is temporally stored in stacks (separate stacks for separate grades), then reclaimed from the stacks, transported to the harbour where it is loaded on ships for export to other countries.

The system provides an easy and more intelligent mechanism to pre-plan the off-load, and load, of the coal by creating plans for the transport routes of the coal based on the arrival schedule of the trains and the arrival schedule of the ships. The system will keep these plans (stacked one after the other), and can be initiated when the train and/or ship arrives.

There is also safety and performance factors which have an influence on the possible routes and duration of the transport such as cooling of the coal whilst laying in the sun to prevent ignition, once the coal is on a conveyer the conveyer can not stop – also to prevent heating in the sun, etc.

The return on investment for this system from RBCT’s point of view is to minimise the penalties which are payable should the duration to loan a ship exceed the agreed duration – these penalties are calculated per minute which you exceed and of serious nature.

7.3    Umgeni Water – Crises Management System

Monitor and control system for Umgeni Water Purification and Distribution. This system manages the distribution of water from rivers, dams, etc. to the purification areas, after which it gets distributed to the consumer.

The quality of water produced to the consumer is very important, i.e. ensure clean and healthy water. It is therefore crucial to know the source and route of the water to prevent it from getting to the consumer should they detect any problems with it.

The system also enables the user to manage crisis situations such as floods.

7.4    Company X – Product Packing and Storage System

Monitor and control system for Company X Product Packing and Storage. This system manage the receipt of the chocolate products at a pre-store area, the packing and sealing of the different products, and the distribution of these products to the designated areas in the store where it will be distributed to the rest of SA.

This system also allows for stock taking due to the fact that the complete production of the factory has to go through the packaging area before shipment.

7.5    Company X and COMPANY X – ERP Solution

ERP Business solution (Prism) for Company X and COMPANY X Product Manufacturing and Distribution. This system assist the client to manage their products from where they order the resources, all the way through production until it arrives at the planned destinations. It handles customer orders, delivery notes, invoicing, stock control, price structure and discount, client help and complaint desk, etc.

These solutions includes the following modules:

  • HR pay roll
  • Production
  • Maintenance
  • Procurement
  • Customer Order Management
  • Financials
  • Accounts Payable
  • Accounts Receivable
  • Enterprise Management
  • Integration of some and all of these modules.

7.6    Company X – Network Management System

Company X Telecommunication Network Management system. This system provides a standard monitor and control system for all telecommunication equipment and routes such as satellites, routes such as fibre, copper, radio, etc. Standard meaning it collects and sends info to and from different technologies from a standard and central management system. This then allows for other systems such as billing, to collect and send information to this standard interface in stead of having to interface to each of these different technologies in the field.

The system also provides the user with other management information such as planning of the network based on the current network and load on the network, allocation of support teams where they can be most cost effective based on the density and usage of the network in specific areas around the country.

The project consisted of 5 subcontractors which were managed by the prime contractor, i.e. us. These suppliers included HPS, Siemens, ATIO, etc.

7.7    Company X – Network Management System

Company X Telecommunication Network Management system. Same as above but for SA.

Company X Fraud Detection system. This system is created to detect when anyone wants to defraud Telkom by means of using the service with no intention to pay for it. It is based on the way in which the brain recognises similar patterns, e.g. if you show someone a picture of a bird and then only show the tips of the wings and head, it will still recognise it as a bird or a possibility that it might be a bird. In the same way the system is taught what a “complete” fraud looks like after which it will alarm the user when it detects something similar. It also teaches itself every time it receives more information which are fraud specific.

The main subcontractor here was based in England which made cross company management an essential skill/requirement.

7.8    Company X – Consultant to board

Company X Group has the following products and/or solutions which are either being distributed or developed for distribution:

  • Element Manager for equipment used in the Telkom industry.
  • Building management systems.
  • Equipment calibration services.
  • Asset management services.
  • Consultation for process control systems such as railway control and management.
  • Tracking systems for the industrial market as well as within the sports arena (cycling, running, and other marathons, i.e. to track the athletes within any given race.
  • Venture capital projects (local and international).
  • Manufacture of medical equipment and products for the US market.

The design objectives of Company X at the point when I was contracted as COO were to “provide an electronic tag that will hold at least an EAN13 code that can be readily attached to any item. It should be flexible and rugged. Its form factor should allow it to be compatible with the more common standardised labels. The data should be readily programmable by the customer. Once programmed the data should be non-alterable. When used in conjunction with a suitable reader, should provide an operating range of at least 1.5 meters under license free conditions”.

At the time of the development of the Generation I tag the competing technologies were Bar coding and earlier RFID systems. Both of these systems have several drawbacks. Earlier RFID products existed when development of the Company X system was started, but they had certain limitations and Company X believed that they could address those limitations and therefore capture the gap in the market.

My role was to assist with normal operational management and to ensure appropriate project and business plans, put in place to enable Company X to deliver against objectives and milestones, defined by the board/shareholders.

7.9    Company X – Automated and Integrated HR & Payroll System

Gold fields HR & Payroll system. The following objectives were addressed during the definition phase by the project team to ensure that the product and required processes comply:

  • “To address the poor audit, costing and security controls in the current outdated and expensive HR and payroll systems by implementing a solution with the capabilities to improve these controls”.
  • “To address the seven (7) different payrolls currently used by Company X Limited – 50,000 employees.  The current payrolls may be seen as discriminatory in their very nature due to the anomalies in conditions, practices and processes”.
  • “A solution is required to assist Company X Limited in its drive to become a competency based organisation which is committed to developing its people”.
  • “To introduce, in the most efficient and cost effective way, a common and integrated Human Resource and Payroll solution which will assist in centralising certain appropriate HR and Payroll processes and activities”.
  • “The implementation of an integrated HR/Payroll solution creates a window of opportunity to standardise and simplify processes and conditions of employment within Company X Limited.  This opportunity should especially be seen in the light of the status quo of differences and anomalies, which exists between operations and regions”.
  • “To assimilate best practices in the design of HR and Payroll processes and policies”.

7.10   Company X – ERP Maintenance & Stores System

Company X Plant Maintenance & Stores System – Houston USA. Company X is situated in Houston which is one of the hubs of the chemical industry of the USA. It consequently finds itself in an extremely competitive environment. To ensure that Company X remains competitive in the future, the management has instituted various initiatives to improve operational efficiency and effectiveness.

One of the initiatives embarked upon is an improved Plant Maintenance system and procedure. It has become apparent that significant cost savings are possible with an effective Plant Maintenance system that can track and monitor all maintenance costs and activities. Proper planned maintenance and stores management can further improve overall plant efficiency.

Due to the fact that upgraded version of Protean has been deployed throughout DX Service, the intention is to implement the Production Modelling module of Protean as well to optimize the production process. Linking the Plant Maintenance and Production Modelling features of Protean is expected to afford significantly improved operational efficiency and cost savings.

Organizational change drivers (Dx): The recent promotion of Phil Johnson to Vice President with overall management responsibility for Company X, emphasizes the determination of the company to improve operational efficiency and the competitive position of Company X.

The company has also appointed an experienced chemical plant manager to assist Phil Johnson in identifying critical areas that require improvement. Plant Maintenance has already been identified as a high priority item

The business benefits that will be realized from the DX Avantis Plant Maintenance & Stores System will be measured in terms of cost reduction of Plant Maintenance and Stores, improved efficiency in plant maintenance operations and maintenance shutdowns and efficient contractor and maintenance staff management.

Specific objectives that will be obtained as a result of improved business processes using Avantis as an information tool supporting the new processes:

  1. Reduce Maintenance Staff with 50%.
  2. Improve utilization of Maintenance Resources from 30% to 70%.
  3. Reduce Maintenance Cost with at least 25%.
  4. Additional benefits that will be identified as a result of the USC Consulting Group initiative to review the current business processes in order to improve according to best practices, will be incorporated within this project where feasible.

7.11   Company X – COO

Company X (Proprietary) Limited (KSS), a member of the Kunene Bros Holdings group and an empowerment organisation committed to the successful transformation of the South African economy and society, has been providing business benefits to organisations for more than a decade and the main focus areas are:

Network Solutions

With its alignment to global technology leaders such as Cisco Systems, Hewlett Packard, Nortel, IBM and Compaq, KSS is ideally positioned to address any connectivity and communications challenge spanning multiple computing platforms and enabling access to information from anywhere and at any time.

KSS has a proven track-record in providing infrastructure to support effective, resilient, disaster-proof local and wide area networking and the fast-emerging technologies associated with network attached storage and storage area networking.

IT Services

In order to support the complete solutions lifecycle KSS offer a full complement of both Professional and Managed services.

Professional Services: Following the solutions lifecycle from consulting through design and procurement and into integration services KSS is able to provide customers with tailor-made solutions addressing real business needs. All solutions implementation projects are supported with proven project management methodologies, minimizing risks and ensuring smooth on-time and in-budget implementations.

Managed (operational) Services

Completing the solutions lifecycle, KSS offers a range of outsourced services allowing its customers to enjoy all the benefits of outsourcing without any of the risks involved. With services such as:

  • Remote Systems Management (RSM);
  • Comprehensive Care (hardware and software support);
  • Outsourced IT management;
  • Remote or on-site Helpdesk services

and various others, customers can focus on their core business activities with the operational aspects of managing and maintaining their IT infrastructure in the hands of skills professionals. All the above services are offered in terms of comprehensive Service Level Agreements (SLA).

Partnered Services: In order to provider a comprehensive service offering, KSS closely partners with selected industry specialists. These partners are all leaders in fields such Business continuity planning (BCP), IT Recovery services, security penetration testing, information security analysis, training and facilities design and implementation.

Solutions focus

By combining products from world leading suppliers with our own skills and expertise we are able to offer customers turnkey solutions in the following areas:

  • Private data networks (LAN/WAN)
  • Networked Voice integration for IP Telephony (LAN) and Toll Bypass (WAN)
  • WAN optimisation solutions using Enterprise caching, compression and QoS technology
  • Networked Video integration for video conferencing, security and similar requirements
  • Wireless and Remote Access network solutions, both fixed and mobile
  • Security solutions including Firewalls, Intrusion Detection and Content Management.
  • Clustered and consolidated server platforms including SAN and NAS storage technology
  • Unified Messaging (email/fax/voice)
  • Workflow solutions &       Document Management

Vendor Accreditation

KSS has developed its technical strengths by aligning itself to and complying with the standards of the following world-class vendor programmes:

IBM Server Business Partner

  • xSeries & Storage certified
  • x440 Series certification in progress

Cisco Silver Certified Partner

  • Wireless specialization
  • VPN/Security specialization
  • #1 in 2001/2 PSAT customer satisfaction ratings in South Africa
  • #2 in 2002/3 PSAT customer satisfaction ratings in South Africa

Expand Value Added Reseller

  • Sole Expand appointed National support partner.

Mitel IP Telephony Partner

Hewlett Packard VAR

  • Enterprise & Storage Certification
  • #1 Diamond Partner in 2002

Microsoft Solutions Provider

Citrix Silver Partner

Novell Business Expert

Goldmine Business Partner.

8      References

The positions of the following references are as per the time of involvement i.e. not necessary current positions.

Reference Position
Person X Company, position and Contact details
Person X Company, position and Contact details
Person X Company, position and Contact details
Person X Company, position and Contact details
Person X Company, position and Contact details
Person X Company, position and Contact details
Person X Company, position and Contact details
Person X Company, position and Contact details
Person X Company, position and Contact details