CONFIDENTIAL

CURRICULUM VITAE

KAREL PETRUS JOHANNES NEL Pr Eng

NOVEMBER 2004

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CONFIDENTIAL

CONTENTS

PAGE

1. ADDRESSES AND TELEPHONE NUMBERS 3

2. PERSONAL DATA 3

3. SECONDARY EDUCATION 3

4. TERTIARY EDUCATION 4

5. SPECIAL COURSES, CONFERENCES & SEMINARS ATTENDED 4

6. EMPLOYMENT HISTORY 5

7. GENERAL 7

8. REFERENCES 7

APPENDICES

A. DESCRIPTION OF PRESENT POST 8

B. DESCRIPTION OF PREVIOUS POSTS 10

C. SUMMARY OF MILITARY CAREER 15

D. LIST OF COURSES, CONFERENCES AND SEMINARS ATTENDED 16

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1. ADDRESSES AND TELEPHONE NUMBERS

HOME ADDRESS : 4 Jean Botha AvenueMeerhofHARTBEESPOORT

POSTAL ADDRESS : P O Box 196HARTBEESPOORT0216

TELEPHONE NUMBER : (012) 2591224: 082 414 4881

WORK ADDRESS : ARMOUR TEAMARMSCORPRIVATE BAG X337PRETORIA,0001

TELEPHONE NUMBER : (012) 428-3415

2. PERSONAL DATA

FIRST NAMES : KAREL PETRUS JOHANNESSURNAME : NELIDENTITY NUMBER : 490612 5027 08 0DATE OF BIRTH : 12 JUNE 1949SEX : MALEMARITAL STATUS : MARRIEDCHILDREN : 4NATIONALITY : SOUTH AFRICANHOME LANGUAGE : AFRIKAANSOTHER LANGUAGES : ENGLISH (FULLY BILINGUAL)

GERMAN (UNDERSTAND, READ)MILITARY COMMITMENTS : NO CURRENT COMMITMENTS

SEE APPENDIX C FOR MILITARY CAREERCRIMINAL OFFENCES : NONESECURITY CLASSIFICATION : SECRET FOR ARMY PROJECTSHEALTH : EXCELLENT

3. SECONDARY EDUCATION

LAST SCHOOL ATTENDED : HOERSKOOL STAATSPRESIDENT SWART, BRANDFORT, OFS( 1963 - 1967)

HIGHEST STANDARD PASSED : STD 10SUBJECTS PASSED : AFRIKAANS, ENGLISH,

GERMAN,PHYSICAL SCIENCE, BIOLOGY,MATHEMATICS

DISTINCTIONS OBTAINED : PHYSICAL SCIENCE, BIOLOGYPRIZES & AWARDS : GOLD MEDAL FOR THE BEST

SCHOLAR OF THE YEAR, AWARDED BY THE TOWN COUNCIL OF BRANDFORT

LEADERSHIP ROLES : SCHOOL PREFECTEXTRAMURAL ACTIVITIES : RUGBY, DEBATING

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CONFIDENTIAL4. TERTIARY EDUCATION

UNIVERSITY ATTENDED : UNIVERSITY OF PRETORIA(1969 - 1971 Full time)

DEGREES OBTAINED : B Sc ENG CHEM (1971)B Sc ENG CHEM HONS (1973)M ENG (CHEM) (1987)

SUBJECT OF M THESIS : "'n SYFERREKENAARMODEL VIR ANALISE VAN OORGANGS-TOESTANDE BY MULTI- KOMPONENTDISTILLASIE VAN 'N SISTEEM MET 'N CHEMIESE EWEWIGS- REAKSIE"

EXTRAMURAL ACTIVITIES : SOCIAL TABLE TENNIS & SNOOKERCHRISTIAN WORK AMONGST THE INDIAN COMMUNITY

5. SPECIAL COURSES, CONFERENCES & SEMINARS ATTENDED

A wide variety of courses, conferences and seminars relating to both technical and managerial subjects have been attended - both locally and overseas. Of note is the attendance of the SANDF’s prestigious Executive National Security Programme (ENSP 01/00) from February to June 2000, as well as the attendance of the Presedential Senior Leadership Development Programme (PSLDP) during 2002. A comprehensive list appears in Appendix D.

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6. EMPLOYMENT HISTORY

6.1 Present Post

NAME OF COMPANY : ARMSCORADDRESS OF COMPANY : PRIVATE BAG X337, PRETORIA,

0001TYPE OF COMPANY : Defence Systems Acquisition JOB TITLE : Senior Manager : Armour Systems

( 96/11/01 till present)MAIN JOB FUNCTIONS : After appointment to the position of Program Manager for Artillery Rockets, this moderate sized program was managed for a period of a year in which the emphasis fell on the development of a new extended range Artillery rocket, a new digital firing system, the field maintenance of the units as well as the limited logistical re-engineering of the product system. Promotion to the position of Manager : Artillery took place in May ‘97 and that implied management responsibilities for all Artillery projects, being Mechanised Guns (G6), Towed Guns (G5), Artillery Rockets (Bateleur) as well as some technology projects, totalling a budget between Rm50-80 pa. Since February 1999 I filled the position of Manager : Armour Systems with an annual budget of about Rm200pa. This included the Rooikat and Olifant systems, as well as some technology projects. During 2000 I was promoted to Senior Manager: Technical, Armour Systems.

See Appendix A : Description of Present Post.

AWARD BY DIRECTOR ARTILLERY: : ARTILLERIEKORPS AANPRYSINGSERTIFIKAAT

6.2 Previous Post

NAME OF COMPANY : LIW -DIVISION OF DENELADDRESS OF COMPANY : P.O.BOX 7710, PRETORIA, 0001TYPE OF COMPANY : Design, Development & Production

of Weapon Systems. (Artillery)JOB TITLE : Programme Manager

(December 1991 till 96/10/31)MAIN JOB FUNCTIONS : After appointment to the Programmes Division of the Artillery Business Unit of LIW (the whole of 1992) much time was devoted in creating an environment in which orderly Program management could be executed. This entailed the development of a Program oriented filing system, functional reporting formats, pricing-, quotation and contracting policies , etc. Since beginning 1992 the incumbent was appointed to the position of Program Manager for the GV6 -program, which entailed a RM165 upgrade on the SANDF 155mm self-propelled Howitzer Systems and their logistical system.

See Appendix B1 : Description of Previous Post (1).

AWARD BY DIRECTOR : ARTILLERY : FRIENDS OF THE ARTILLERY AWARD

6.3 Previous Post at ArmscorNAME OF COMPANY : Armaments Corporation of South

AfricaADDRESS OF COMPANY : Private Bag X337

PRETORIATYPE OF COMPANY : Defence Systems AcquisitionJOB TITLE : Programme Manager

(July 1989 till December 1991)MAIN JOB FUNCTIONS : The post was that of fulfilling a leadership role in a Management team for two major Maritime Defence projects. For the first project the responsibility of the post was the Management of the domestic part of the project, that was envisaged to run over 10 years with an expenditure in excess of R2bn. For the second project the position was similar, save that more attention was devoted to contracting and programme management methodologies. The second project was of comparable magnitude. Both projects also had an international component. Good experience was gained in the efficient management of large and complex projects, especially in terms of Baseline Management. Both projects were however in the design phases but could for financial reasons not be continued till completion.

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CONFIDENTIALREASON FOR LEAVING: A seamless transfer to LIW Artillery Projects (LIW was then part of Armscor) due to the termination of the Maritime Projects at Armscor.

See Appendix B2: Description of Previous Post (2).

6.4 Previous Post at Atomic Energy Corporation of SA

NAME OF COMPANY : Atomic Energy Corporation of SAADDRESS OF COMPANY : Private Bag X256

PRETORIA0001

TYPE OF COMPANY : Research and DevelopmentJOB TITLE : Head

Reactor Process Engineering Division(July 1983 till June 1988)

MAIN JOB FUNCTIONS : The post required the establishment and maintenance of a specialised Engineering function, consisting of about 24 Engineers & Technicians. The Division was to be competent in the field of Nuclear Power Reactor Systems design & analysis. The work consisted of technical leadership to Engineers, Scientists and Technicians working in the fields of Systems Engineering, Process Design, Thermal-Hydraulic Analysis, Plant Cost Estimation and Project Scheduling. It meant fulfilment of various project leadership roles, in leading various multidisciplinary teams in projects varying in value from a couple of ten thousands of Rand up to about two and a half million Rand. Some of these projects were executed in close collaboration with overseas partners and/or specialist consultants in the field of Nuclear Engineering.

: See Appendix B3 for Description

REASON FOR LEAVING : Challenging opportunity as Program Manager at Armscor.

6.5 Previous Post at Atomic Energy Corporation

JOB TITLE : Chief Engineer(Aug 1982 - Jul 1983)

MAIN JOB FUNCTIONS : I joined a multimillion Rand developmental project during its beginning stages, and had to do various conceptual designs for Nuclear Power Systems. It was also supplemented by trade-off studies to facilitate the making of sound engineering decisions. This was done in collaboration with a small team of technicians, who did the bulk of the optimi- sation work after the computer programming was done by myself.

6.6 Previous Experience at Armscor

NAME OF COMPANY : Armscor, Internal ProductionDepartment

ADDRESS OF ORGANISATION : General Piet Joubert BuildingVisagie StreetPRETORIA

TYPE OF ORGANISATION : Arms Production - Head OfficePOST HELD : Senior Engineer

(Oct 1980 - July 1982)MAIN JOB FUNCTIONS : I was appointed as a project engineer

to manage the execution of various projects in which different infantry weapons were delivered to the S.A.D.F. It implied responsibility i.r.o. cost & delivery control, schedule implications, and technical quality control of the products. On various occasions technical problems influencing the system's performance in the field had to be investigated. On two such occasions major experimental programs, involving military, engineering & technical personnel were organised.

REASON FOR LEAVING : Better Career outlook at A.E.C.

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6.7 Previous experience at the Atomic Energy Board

NAME OF COMPANY : Atomic Energy BoardThe Company Name was

subsequently changed to Nucor and finally to the AEC.

POSTS HELD : Engineer in training to Principal Engineer(Dec 1971 - Sept 1980)

MAIN JOB FUNCTIONS : The Reactor Development Department was joined after 4 years of Engineering studies as bursary holder of the AEB. Initially much time was devoted to the building-up, operation and maintenance of a small-scale heavy water distillation plant. Another subject that was thoroughly studied was the computer modelling of the controlled combustion reaction of propellants. During the final years charge was taken of a project in which a specialised laboratory, in which the physical & chemical characteristics of high explosives could be evaluated, was erected.In 1984 I succeeded in registering at SACPE as a Professional Engineer.

REASON FOR LEAVING : Quest for more general experience.

7. GENERAL

PRESENT OUTSIDE INTERESTS : Reading, Church work,Water-colour paintingExpert Systems

MEMBERSHIP OF PROFESSIONAL BODIES : SACPESAIChE

8. REFERENCES

Will be supplied on request.

K P J NEL Pr Eng

DATE :

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APPENDIX A : DESCRIPTION OF PRESENT POST

JOB TITLE : SENIOR MANAGER : TECHNICAL, ARMOUR SYSTEMSOCCUPATION : SINCE FEBRUARY 1999.

1. INTRODUCTION

The responsibility of the Senior Manager: Technical, Armour Systems comprizes of the management of a team of specialist Program managers to conduct the entire Armour Business portfolio on behalf of the SANDF. The systems that are being serviced in this portfolio are the Rooikat Armoured car and the Olifant Main Battle Tank. Both these systems are currently in the operating phase, although the Rooikat is also at the end of its production run. Apart from maintenance work, some logistic re-engineering and system development work are being handeled by the team. (The same type of work was also done in the post of Manager : Artillery, though obviously on a different set of products). In summary it could be said that the function of this position is to integrate the various disciplines like line function work, contracts management, engineering management, client- and contractor liason, strategic planning, consultancy e.t.c. so that the team can function in a coherent manner, to satisfy the needs of all stakeholders, yet also mapping a way for Armour for the future.

2. LINE FUNCTION WORK

The well balanced team consisted of 8 Engineers, 3 Administrative Officers and one secretary, subdivided in a Rooikat team, an Olifant Team, an Ammunition specialist and a technology Program Manager. All manpower related issues/ work was the responsibility of the Senior Manager : Technical, Armour Systems e.g. Training matters, Renumeration matters, Performance appraisal, mentoring, etc. This also included team related operating budget management.

3. CONTRACTS MANAGEMENT

The Armour business of about Rm140 pa. was conducted by means of more than 50 contracts on about 10 contractors. Armscor has a well developed, formal contracting methodology for all types of contracts, and with various checks-and-balances built-in. The Senior Manager : Technical, Armour Systems has the responsibility to vet all submissions for new contracts, as well as for contract revisions before submitting them to the various authorisation committees. The progress of the different contracts are being managed by means of a business plan, which also serve as a basis for reporting to the SANDF as well as to top management. A further area that needs supervision is the conclusion of contracts, and the management of all issues to make this possible. 4. ENGINEERING MANAGEMENT

Engineering Management on the different Programmes is being handeled by the specific Program Manager and his team, or is contracted out to some extent. The role of the Armour Team Manager in this respect is limited, except in a mentoring role, or involvement in problem solving. Some direct involvement however do exist, especially in the technology development area, where I decided to be part of the development team, parttaking in design reviews e.t.c.

5. CLIENT AND CONTRACTOR LIASON

A vital part of the success of business in the defence environment is transparancy to top management, and especially to the SANDF, as well as to the different contractors as far as possible. Apart from the day to day communication that Program managers have with their respective Project Officers and Contractor Project Managers, much communication needs to take place to higher levels of the client, and contractors, especially since budgets are allocated from these higher levels. Apart from informal communication, various forums do exist where the different parties are brought together for transfer of information and decisionmaking purposes. This function also includes a formal process of managing correspondence of all programs.

6. STRATEGIC PLANNING

The Defence Force and Armscor have developed a very good acquisition model for complex systems through the years, and this is well documented, but is also developing further by reason of the greater emphasis on the maintenance of systems. The application of this methodology in any program needs some strategic thinking about the future of the program , as this planning fixes the future for the life cycle of the system to a large extent. Although this is the responsibility of the Program Manager, the Team Manager acts in this process as mentor, catalyst and also part of the revision team. Previous experience on a variety of projects is of great value in this area.

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CONFIDENTIAL7. CONSULTANCYArmscor, and the whole of the Defence Environment are currently in the process of change and major adaptations are being made, some in a controlled fashion, and some forced by a lack of funds. Armscor, existing as a Corporate Headquaters- environment is in a state of flux, and busy with a re-think of many areas, including areas like new Enteprise management Systems for conducting the business, Employment Equity Act, Weapon System management, New Strategic Thinking Process, Acquisition reform process e.t.c. These changes are being investigated by various groups in which the Senior Manager : Technical, Armour Systems is making a contribution.

8. GENERAL

This position affords the opportunity to manage projects at a high level. Not only does it call for experience in the environment, but also the need for people skills. Of particular importance is the ability to be able to adapt to a fast-changing environment, still working within a buereaucratic environment, and influencing people to move along with the developments, while keeping up their participation and morale.

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CONFIDENTIALAPPENDIX B1 : DESCRIPTION OF PREVIOUS POST (1)

JOB TITLE : PROGRAMME MANAGER : GV6 PROGRAMOCCUPATION : JANUARY 1992 TO OCTOBER 1996

1. INTRODUCTION

The post of Program Manager for the GV6 Program at LIW Artillery involved various management aspects as were dictated by the nature of the contracts, the requirements of the client, the working methodologies of the organisation as well as the history of the program. The most significant part of the program was a major upgrade program of the GV6-systems (155mm Self-Propelled Howitzer) of the SANDF , including main equipment- and logistical system development work. Although the first contracting was done in 1987, the contract and the program was thoroughly revitalised since 1991. The essence of the functions of the job will be described in terms of its involvement in line function work, contractual management, engineering management, management communication, management and customer reporting, and cost control.2. LINE FUNCTION WORK

Because of the large scope of the work involved in terms of client interface activities and program control functions, a small team of people (7 - 10) was dedicated to the GV6 Program management function. Line management functions e.g. supervision, mentoring, appraisals etc. were done for them. Two of these subordinate posts were administrative and secretarial respectively, while the others were technical posts, with either engineers or technicians filling Project management positions on different segments of the program.

3. CONTRACTS MANAGEMENT

The GV6 Program consisted of about 15 contracts totalling an annual value of about RM55. Most of the different contracts were delegated to the particular project manager, working in a specific segment of the program, although a co-ordinating and integration function on behalf of all these contracts was retained by the Program Manager. This was retained to the extent that reporting could be done on each contract at both Senior Management and the Customer, Deliveries and Invoicing could be controlled, and Cost reporting could be done. Apart from this, the overall management of the large upgrading contract, which included two major revisions in the time period involved, remained the sole responsibility of the Program Manager. No contract administration support personnel were available in support of this function. 4. ENGINEERING MANAGEMENT

The GV6-upgrade involved a large number of technical improvements, that had to be engineered into the design of the existing system. Apart from the major engineering effort that was needed, technical control was of vital importance. This was planned to be achieved by the process of Baseline Management and Configuration Control. Numerous inconsistencies existed in the product from the previous production run, and these and other non-conformances had to be handled by the formal process of Engineering Change Proposals, Corrective Action Requests etc. As a major part of the system was contracted out to a Subcontractor, control over their part of the product definition documentation also had to be executed. This process was only moderately successful due to inter alia the constant change in engineering working methodologies as dictated by developing computer technologies. An engineer was specifically assigned to this segment of the program, and the Program Manager only supplied the direction as required by the contract and implied by sound engineering practice (The system Acquisition Methodology).

5. PROGRAM COMMUNICATION

Because of the many parties involved in the program, communication was of vital importance - especially written communication.

About 17 different management meetings were held on a regular basis. These included meetings with the customer, with senior management, the sub-contractor and within the program management team. Apart from this a major part of each working day was devoted to informal communication in order to handle queries raised during the execution of the program by the 15 or so officials from other departments also involved in the program (e.g. Engineering, Acquisition, Production, Materials Management etc.). Of note are the four major program review sessions that were organised on behalf of the program as a whole. These sessions proved to be valuable, not only in terms of reporting back and identifying risk areas, but also in terms of team building.

A very time-consuming part of the management function was the handling of program documentation and correspondence. Past experience showed the necessity to have good records and good traceability. For this reason a functional filing system was introduced and meticulously maintained. Communication with the customer in terms of

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CONFIDENTIALletters, faxes, minutes of meetings etc. was kept at a high standard. Apart from this a system of document control was implemented at the department.

5. PROGRAM REPORTING

On takeover of the Program the reporting methodology was very unstructured and ad-hoc. This was changed and improved to a very useable standard format that was used for almost three years. The reporting was structured and presented in such a way that a maximum visibility on program progress, financial progress and program problems was possible. A policy of total transparency towards the customer was followed through the period, even to the extent that the major subcontractor was involved at the management meetings with the customer. This contributed much to the spirit of teamwork that existed on the program.

7. COST CONTROL.

The company introduced a cost control system for projects, that was also used for the GV6 Program. This system allowed the program management team to structure various accounts for collecting the costs involved in the various parts of the program. This system forms the basis for management reporting on program costs.

8. GENERAL

This position afforded the opportunity to manage in a ‘real-world’ environment. It was a privilege to be able to manage such a complex and large program from the Main-Contractor environment. In this environment many unpredictable events arise that easily threatens the program. Experience was gained in the behaviour of Matrix-organisations, where different programs must compete for scarce resources, and the problems that flows from it. Best of all was the skill acquired to interface with the customer in a professional way, presenting program information to him in such a way (truthful however) to allow the own organisation the maximum freedom to execute the contract.

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APPENDIX B2 : DESCRIPTION OF PREVIOUS POST (2)

JOB TITLE : PROGRAMME MANAGER : MARITIME DIVISION, ARMSCOR

OCCUPATION : SINCE JULY 1989

1. INTRODUCTION

It was a privilege and a very rewarding opportunity to have been involved with the management of two cardinal projects on behalf of the SA Navy. Though the particulars of the projects cannot be disclosed here, it is sufficient to say that both had a total budget in excess of R2bn and a scheduled running time of more than ten years. The average annual cash flow was between Rm100 and Rm200. These projects were still in the design phase, but could, due to financial reasons, not be brought to their logical end. Expertise developed during this period will be discussed hereunder.

2. CONTRACTING

Due to the magnitude of the projects an elaborate network of contractors and consultants was developed for the execution thereof. The contracting with these parties, was the responsibility of the Armscor Management team. This was done by the placing and management of a number of large contracts on main contractors, allowing them to subcontract on a wider basis. Specialised contracts, for instance those of a clandestine nature, or those with a significant overseas component were directly administered by the Armscor team. Some experience was gained in fields like international contracting, international finance, shipping and insurance. The management of the abovementioned contracts included the usual control over schedule, milestones, deliverables, invoice payments and corrective actions.

3. TECHNICAL ASSURANCE

Whereas the major part of the Engineering was contracted out, the Technical Assurance function, whereby product integrity could be verified and assured, resided in the Armscor Management team. This was done by a specialised technical group under the direction of Programme Management. Some experienced was gained in areas like design reviews, configuration management, technical parameter management and technical risk management. Much attention was also devoted to setting up quality management systems at contractors. This work is foundational to the whole concept of Base- line Management described hereunder.

4. BASELINE MANAGEMENT

Progress in large scale projects is measured in terms of the achievement of major milestones, called baselines, which is a formal representation of all current project information - technical and managerial. This pro- gression in terms of subsequent baselines also represents a reduction of project risk and serve as a basis for the further commitment of project funds. The management of such baselines is a highly structured and formal process, and the achievement of such a milestone is verified by means of a System Assurance Audit. At two occasions were such baselines formalised and approval obtained. This afforded the opportunity to gain valuable experience in strategic project planning as well as thinking through the work of all the disciplines involved in the execution of such projects.

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CONFIDENTIAL5. GENERAL

Contact with pure technical matters were mostly of an indirect nature due to the position of programme manager. On the technical side some experience was gained in the fields of ship systems, ship construction yard technologies and shipyard management computer control systems. Another field of endeavour that was partially explored was that of system logistics of which a fair understanding was gained.

Seeing that Management is getting things done via other people - these skills were needed and expanded during this period. Because this involves the lives of other people this always is the most sensitive and challenging area of Management work. These projects afforded ample opportunity for practising these skills i.r.o. a client (the SA Navy), own staff and contractors.

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APPENDIX B3 : DESCRIPTION OF PREVIOUS POST (3)

JOB TITLE : HEAD REACTOR PROCESS ENGINEERING DIVISIONOCCUPATION : JULY 1983 TO JUNE 1989

The job was definitely one of the most interesting and rewarding I had in my whole career, affording me to be involved in managerial and technical aspects. It was most challenging to work in a high-tech environment, together with a team of highly gifted and well trained people. The post was most satisfactory because I had to utilise all the skills I acquired in my career thusfar, to be successful. The following aspects need to be mentioned in particular.

1. TECHNICAL

As leader of a relatively young group of engineers and technicians, working in the specialised field of Nuclear Power Plant design I was to a greater or lesser extent directly involved in work such as Conceptual process design, simulation of the operation and transients of such systems on mainframe and personal computers, and costing of such systems. This work necessitated a thorough knowledge of international codes and standards applicable to this field, and, needless to say, also of the theory and practice of Quality Assurance. The stringent Safety requirements placed on Nuclear Reactors, places this work in an entirely different category of technical excellence than most of the equivalent work done in the industry.

2. SYSTEMS ENGINEERING

The acquisition of a Nuclear Reactor, being such a highly complex System, calls for a sophisticated management system. Such a system was developed and thoroughly documented within the U.S.A. Defence family. I was part of a small team who studied this philosophy in detail, and adapted it, with inputs from several experienced International Architect-Engineering Companies, to suit the needs of the Nuclear Industry. This led to the publication of various procedures, prescribing the management of such a project, and putting into the correct perspective items such as Configuration Management, Quality Assurance, System documentation control, Safety Analysis, Project Costing and -Scheduling.

3. MANAGEMENT

One of the most challenging and rewarding tasks was to be the project leader of a multidisciplinary team, working on a multimillion rand project, in collaboration with overseas experts. This task afforded the opportunity of bringing together the work of various disciplines into an effective whole, within budget and time limitations. Valuable experience was also gained in the communication of people with a foreign culture. As head of the Division experience was also gained in more mundane managerial tasks such as motivation of people, developing of their careers, merit assessments, promotions, planning and budgeting, and developing of a professional outlook on the work.

4. CONTACT WITH OVERSEAS SPECIALISTS

One of the privileges of this post was the many opportunities I had to travel abroad, and to exchange ideas with experts in the field, residing in North America, Europe as well as the far East. The contact with peo- ples of different cultures benefited me as a person very much, but the most valuable lesson that I learned from these exchanges, was the fact that despite the huge head-start of these countries, our Engineers, Scientists and Technicians are good enough, when given the opportunity and the resources, to perform equally well.

APPENDIX C : SUMMARY OF MILITARY CAREER

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CONFIDENTIAL

In the late 1960's the S.A. Army started to nominate national servicemen for training and service within the Commando-organisation. I was part of one of the first intakes of such servicemen, to complete the basic training course at Danie Theron Combat School at Kimberley, during the period December 1967/January 1968. During the July holiday of 1968 a Section Leaders Course was completed at the same school, and that completed my basic training.

After attending a Candidate Officers Course in 1969 and a Platoon Commanders Course in 1971, I received commission as Lieutenant in the S.A.D.F. on 1971-10-17.

I was fortunate to also complete a number of specialised training courses during my military career. The first was a Basic Field Engineers' Course during 1972, followed by a Unit Intelligence Officers' course in 1975 and a Junior Combined Warfare Course in 1979. These courses brought me into contact with a great variety of disciplines within the S.A.D.F. and illustrated to me the necessity of sound management for successful teamwork.

After attending a Company Second-in-Command course in 1973, I was promoted to the rank of Captain in 1974. The successful completion of the Company Commanders' Course in COIN-operations at Danie Theron Combat School in 1978, led to my appointment as Major in the S.A.D.F. during 1979. A further two courses, namely the Unit Commanders' (Commandant), and Junior Staff Course (Operational Phase), were also successfully completed.

I served as a member in Quaggapoort Commando, Pretoria West, since 1969, and attended quite a number of training camps with the Unit, both locally and on the Northern Transvaal Border. I served as Unit Second-in- Command for an extended period, and also acted as Commander for a period of about six months, and thus valuable experience was gained in the management of a large body of people. In 1982 I received the SADF bronze medal for 10 years uninterrupted service, and in 1990 the silver medal for 20 years of service.

My military career was of much value to me, as it allowed me to come to know many different kinds of people, and to gain a proper understanding of the principles of successful management.

I resigned from the Unit and since February 1990 are being placed on the Reserve for Officers.

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APPENDIX D : LIST OF COURSES, CONFERENCES AND SEMINARS ATTENDED

1. S.A.C.I. Instrumentation workshop. (1976 - 1 week).

2. Pyrotechniques - Philadelphia USA (August 1981 - 1 week).

3. Introduction to QA. QTC - Bob Bruneau (Jan 1982 - 3 days).

4. Preliminary Applied Statistics. QTC - Bob Bruneau (March/April 1982).

5. Procurement QA. QTC - Hero Haquebord (May 1982 - 1 week).

6. Interpretation of SABS 0157. QTC - Hero Haquebord (June 1982 - 2 days).

7. Reliability Engineering. QTC - Hero Haquebord. (July 1982 - 3 days).

8. Systems Engineering. A J A Sparrius. (May 1983 - 2 days).

9. Project Quality Management. TUV. (March 1983 - 2 days).

10. The usage of steam. Spirax-Sarco. (May 1983 - 1 week).

11. Mini Seminar on Value Engineering. CSIR. (June 1983 - 1 day).

12. Reactor Design Course. Belgatom, Brussels, Belgium. (Sept 1983).

13. Radio-active Waste Treatment. Tech Seminars, Idaho Falls Idaho, USA(September 1983 - 1 week).

14. Anticipated Transients Without Scram Conference. American Nuclear Society. Jackson Hole, Jackson, Wyoming, USA. (Sept 1983 - 1 week).

15. Air Pollution Seminar. University of Pretoria. (Jan 1984 - 3 days).

16. Basic Corrosion Course. Prof R Sandenbergh, UP. (Feb 1984 - 2 days).

17. Project Management in R&D. H. Kerzner. (June 1984 - 1 day).

18. 6th International Conference on Titanium. Munchen, West-Germany.(September 1984 - 1 week).

19. International Conference on Marine Corrosion and Biofouling. Athens Greece. (September 1984 - 1 week).

20. International Conference on Reactor Thermal Hydraulics & Operations. Taipei, ROC. (October 1984 - 1 week).

21. Project Management Symposium. SA Institute of Electrical Engineers. (May 1985 - 2 days).

22. Specialist Meeting on Small Break LOCA. Pisa, Italy. (June 1985 - 1 week).

23. Valve design for special purposes. Sempell. (September 1985 - 3 days).

24. Reactor Design & Analysis. Electrowatt Engineering Services, Brunnen, Switzerland. (November 1985 - 2 weeks).

25. Specialised Pumps Course. Sulzer. Zurich, Switzerland. (December 1985 - 1 week).

26. Radwaste 1986. Cape Town. (September 1986 - 1 week).

27. Nuclear Economics & Reactor Cost Estimation. Electrowatt Engineering Services. (November 1986 - 1 week).

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28. First Systems Engineering Convention. (January 1987 - 2 days).

29. Specification Practices. A J A Sparrius. (May 1987 - 2 weeks).

30. The personal Computer & Process Engineering. University of Pretoria.(22 - 23 February 1987).

31. Project Management. Donn Todd. (15 - 17 February 1988).

32. Introduction to Expert Systems. R Layton Associates. (2 - 4 March 1988).

33. The Second National Systems Engineering Convertion for CHE. (22 February 1988).

34. The Sixth Micromorning on Expert Systems. CSIR. (23 March 1988).

35. The Fifth National Convention of the SA Institute of Chemical Engineers.(15 - 16 August 1988).

36. Business process mapping : By International Quality Technologies (July 1997)

37. ISO 9001 Advanced Course : By International Quality technologies (July 1997)

38. International Defence Acquisition Resource Management Program : Presented by the Naval Postgraduate School, Monterey, California, USA (June 1999) .

39. Executive National Security Programme 01/00 at the SA Defence College from February to June 2000.

40. The Presidential Senior Leadership Development Programme, hosted by the European Union and presented under the auspises of SAMDI/ DIDTETA. During 2002.

The following management-related courses were attended at the internal training centre of the AEC :

1. Management principles & Techniques (1 week).2. Effective Communication (1 week).3. Brainstorming techniques (1 day).4. Successful Interviewing.

The following excellent courses were attended at the Training Department of Armscor.

1. Negotiating Skills - Prof. Kennedy USA - April 1991.2. Joint Management Course - April 1991.3. Competent Toastmaster and Advanced Toastmaster (Bronze)

The following internal courses were attended at LIW :

1. MRPII -Principles & Policies2. Master Scheduler3. Communication Skills4. Harold Kerzner Project management seminar5. Accelerated and Advanced Course on PS6 (Scheduling package)6. ISO9001 Internal Auditor’s Course

The following internal courses were attended at Armscor :

1. Business Process Mapping, 2. ISO 9001, 3. Microsoft Project Central, 4. Hay Job evaluation, 5. ISO 9001:2000 upgrade,6. MS Outlook, 7. MS Project for Managers, 8. MS Excel Pivot Tables, 9. MS Excel Advanced,

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CONFIDENTIAL10. MS Powerpoint advanced, 11. MS Word 2002 Advanced,12. Change Management etc.

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