OVERVIEW

Driven by two things – Passion & Pride Vision

To build an international construction, engineering and related services group with a focus on emerging markets, operating in the mining, energy and infrastructure sectors

Mission Building Legacies

Values Value our people Quality and service excellence Integrity, honesty and respect Professionalism and accountability

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Who we are

Basil Read, through its commitment to meeting and exceeding client requirements and expectations, coupled with its unwavering dedication to innovation, quality and excellence, has become one of the leading construction groups in Southern Africa today.

A construction group with a proven track-record and advanced expertise in construction operations including: • buildings, • Civils,• roads, • mining, • engineering, • and developments,

The Basil Read Group has made its mark on the global construction map, having established a wide range of operations further into Africa and abroad.

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About Us

From a small private concern established in 1952, Basil Read has held its own through six decades in a turbulent construction sector.

From economic booms, to recessions, to periods of recovery – Basil Read has remained a JSE-listed blue chip investment since 1987, with results that not only satisfy its shareholders but speak volumes of the group’s phenomenal leadership and strategy for unprecedented success.

Basil Read has built on a heritage spanning back to 1952. Under the guidance of group CEO, Marius Heyns, the company has moved from strength-to-strength to become one of the leading construction companies operating in Southern Africa today.

Basil Read’s strength lies in its ability to offer flexibility in design, cost-effective and innovative solutions, uncompromising safety standards and, most importantly, the ability to meet technically challenging, fast-tracked projects on time and within budget.

It nurtures its client relationships and goes to great lengths to understand the complexities of each and every project, and then deliver through committed teamwork, integrity and hard work.

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NOSHEBO Conference

2012 SHERQ Planning for Construction Work in Remote Locations

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GOOD BUSINESS PRACTICEFirst duty of Business is to -- surviveAnd the guiding principle of

Business Economics =

Not

maximizing Profit : but

Avoidance of Loss: - People

- Property and Plant

- Production

PeopleConstruction-workers are the ‘human capital’ of the

construction industry, and need particular care.

This, related to the need for:• continuous improvement of skills (training),

• reduction of health and safety risks and• actualizing capacity and productivity (input/output)

This all makes the construction worker appear as the centre

of the construction industry.However -- Edward John Phelps (1822-1900) said :

“The man who makes no mistakes – does not usually make anything”.

PhysiologicalHungerThirstSleep, ect

SafetySecurityProtection fromdanger

Self-actualisationGrowthPersonal developmentAccomplishment

Esteem Self-respectAchievementStatusRecognition

SocialBelonging to group(s)Social activitiesLove and friendship

Continuous Improvement

• Heat Stress• Site Accommodation• Health and Hygiene• Potable Water

• Job and Personal Security• Fear of endemic diseases• Emergency medical evacuations

• Low morale caused by remote cross border contracts• Behavioural safety (alcohol / drugs)• Lack of internal communication

• Lack of direction / communication• Managerial stress and burnout• Lack of morale support/insecurity

• Need to be secure in yourself to offer service to others (Best Operating Practices)• Optimising Performance of Excellence

MASLOW LADDER

EXPATRIATE STAFF ON REMOTE PROJECTS AND CROSS BORDER OPERATIONS

• Policies• Resources• Measurement & Analysis• Preventive Actions

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Intervention Obligations

To prevent -- unsafe Acts (Conditions) and unsafe Behaviors --- Employers have a : -

- Moral obligation- Legal obligation- Professional obligation

Any project is measured by:

Performance Time

SHERQCost

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CHALLENGESBasil Read takes the “opportunity” to become “part of the solution rather

than part of the problem” by extensively using various basic project management and SHERQ methodologies when Tendering for any project in remote locations.

Once the Project is then successfully awarded these are again revisited during our Transfer and Project Kick-off / Objective meetings and again during our Project Management Review Meetings (Point Meetings):

• All elements of the Maslow hierarchy • PESTLE analysis• SWOT analysis• Project specific Baseline Risk Assessment• SHERQ Strategy Workshop (Team Building opportunity)• Pre-project Partnering and Alignment Workshops

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Continuous Improvement

Alignment of -----

Project

Processes

People

Enables systems / resources to be developed and maintained

Creates best operating practices across all disciplines on the Project

Gives employees the power, tools and knowledge improving Quality of work, service and life

= Meeting all our Objectives and Goals

Focus on:• Team Building• Problem Solving• Quality Improvement

Management of Information Systems and Techniques

Commitment

DRC Kolwezi

ZIMPLATS Ngezi

TCTA Olifantsriver

St. Helena

Overview on some remote Basil Read Projects

• Nationally: TCTA Olifantsriver Bulk Water Supply Pipeline (Near

Steelpoort - Limpopo/Mpumalanga)

• Internationally (Cross Border – Africa): DRC Kolwezi - Kamoto Mine Phase 4 Rehab Zimplats Ngezi – Phase 2 Concentrator

• Internationally (Cross Ocean – Atlantic): St. Helena Island Airport (Refer Video)

TCTA Olifantsriver BWS Piping

(Near Steelpoort) Project

Overview

De Hoop Dam

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Route of Pipeline(Below Dam towards Steelpoort)

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Route of Pipeline towards Pumpstation

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Pump-station

Some challenges

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SWOT ANALYSIS SHERQ Strategy Workshop

(17/02/12)

• STRENGTHS

• 1. Well selected project team• 2. Good Pre-project Planning• 3. SHEQ System in place• 4. Commitment and Responsibility• 5. Communication lines clearly spelled out• 6. Strong Technical team• 7. Buy in from executive level• 8. Professional client

• WEAKNESSES

• 1. Local Labour - unskilled• 2. SHEQ team not advised of Sub contractor appointments• 3. Method Statements to be revised from Tender stage, plus meeting deadlines in submittals.• 4. Non Compliance of local sub contractors• 5. Baseline Program not yet approved• 6. Accommodation arrangements• 7. Location / Logistics• 8. New Team- especially Line management• 9. Establish a Project specific Clinic for Medicals

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SWOT Analysis(Continued)

OPPORTUNITIES

• 1. Training and experience• 2. Uplifting the community and BEE Contractors• 3. Implementation of Behavioral Based Business (Not only in Safety)• 4. Skills Development• 5. Exposure to the Basil Read group way of operating.• 6. Exposure to a formal EDMS (Doc-IT) System

THREATS

• 1. Not all rights to the servitude• 2. Inadequate Security• 3. Strike• 4. Traffic on public roads / Access protocols not followed• 5. Open Excavations• 6. Theft• 7. Not reporting accidents or near miss• 8. Different tribal authorities• 9. Various Stakeholders• 10. Access to certain areas.• 11. Environmental issues

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Malotti Lodge (Offices & Accommodation)

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Kamoto Mine

REHABILITATION PROJECTPHASE 4

AT LUILU PLANTKOLWEZI

DEMOCRATIC REPUBLIC OF THE CONGO

Distances to Key Places

• Johannesburg to Kolwezi +- 2,300 km• Johannesburg to Lubumbashi +- 2,000 km• Johannesburg to Beit Bridge +- 530

km• Beit Bridge to Chirundu +- 870

km• (Across Zimbabwe)• Chirundu to Kasumbalesa +- 570

km• (Across Zambia)• Kasumbalesa to Lubumbashi +- 90 km.

Visa Information

• 3 types of Visas• Normal Travel Visa. +- R6,000.00 +- 2

days to get.• VET Visa (work permit bridge visa) +-

$1,000.00 +- 1 month to get.• Entry & Exit Visa (Travel) $ 250.00 +- 1

month to get.• Work Permit 1 or 2 year. $1,000.00 +- 1

year to get.

Existing Infrastructure

• Roads are poor between towns but are in the process of being upgraded.

• Roads are potholed in towns but are being repaired.

• Hotels are available but expensive $100/ night.

• Car hire limited.• Need a local driver to drive you around.

Potential Challenges• Guilty until proven innocent. (Law)• Limited infrastructure.• Tropical Diseases (Yellow Fever / Malaria)• Language Problems• Culture Problems• Expensive (everything)• Far from SA• Visa Problems• Work Permits Expensive

Ngezi Zimplats MineZimbabwePhase 2

Contract

Overview

Ngezi Phase 2

Overland Conveyors

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Penstock Tower No 1

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On-site “Kitchen”

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Challenges / Frustrations / Risks• Limited infrastructure• Various MVA incidents (stray animals on roads)• Maintenance of Plant and Equipment• Everything is “cash” (Petty cash crucial) • Zimplats Safety Culture • Procurement and delivery of sub-standard items• Import / Export admin and major delays at

Border posts • Lead times on critical path items from RSA• No Social Interaction activities• Work Permits Expiry / Entry issues• Local Payroll Administrators• Network connectivity

St Helena IslandAirport Project

Overview

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SHAP

View from Airport

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Access Road to new Airport

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New Quarry

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Wind Energy supply

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SHAP Site Offices

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Jamestown

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Project Risk Analysis and Challenges

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Introduction to SHAP

• VIDEO

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