H*****s

• Transport Broking – Cross Border (SADC) • Load planning, Scheduling for North & South bound loads • Ensuring vehicles are loaded both ways • Tracking of loads • Maintaining Load Records • Revenue and Margin tracking • Addressing operational issues and claims • Developing Sub-contractors • Developing business strategy • Contract Management & Compliance • Cash Flow Management

• Dealership Management • Sales Team Management • Workshop Management • New & Used vehicle Sales • Vehicle Technical Analysis & Comparison

• Project Management • Business Development • Operations layout and design • Rail Safety Regulator Compliance

• Management of Vehicle & Yellow equipment workshop • Business Development, rail, road & warehousing • Terminal layout and design. • Project Management & Forecasting. • Imports • CSI Initiatives Management • Rail Safety Regulator Compliance

• Projects • Supply Chain Integration. • Re-contracting Transport (NC, Cross border, VDBP). • Appointing Clearing agent for RSA inland borders. • New projects in Africa (Supply solutions) • Road to Rail projects. • Logistics distribution Hubs. • Internal logistics operational improvements ( scheduling system) • Consultation with Customers to implement logistics solution.

• Managing a team of 5. • Contract Management. • Logistics operations management. • Contract negotiation. • Employee development, training & mentoring. • Departmental Strategy Development & Implementation. • Supplier relationship building. • Import & Export of material • Shipping, planning & chartering • Internal transfers of semi-finished products. • Iron Ore Pellet inventory management. • LC Compliance. • Cost management and control.

• Management for all logistics operations (Rail & Road). • Leading a team of 8 Managers. • Management of the Rail Contract including tariff negotiations. • Implementation of Working Capital Reduction plan, on target to achieve a total reduction of R1.2 billion for 2012. • Managed a Turn around Time improvement of 117% in 6 months. • Developed a 5 year Logistics Operations strategy. • Implementation of the strategy. • Assisting with Logistics Improvement projects in Kazakhstan. • Optimising the Supply Chain and Logistics costs. • Ensuring Logistics operational alignment with other department within the organisation.

• Accountable for the management of Inbound & Outbound Rail Logistics to the production facilities in South Africa and Customers. These include Vanderbijlpark, Newcastle, Saldanha, Vereeniging, Durban harbour, Richards Bay harbour and Domestic Customers. • Annual Raw Material Throughput – 16 Million Tonnes. • Annual Finished Products of 2.1 Million Tonnes • Annual Budget Spend – R 3.4 Billion. • Lead a team of 7 Managers. RELATIONSHIP MANAGEMENT • Developing and managing Buyer-Supplier relationships. • Site visits to suppliers, Transnet stations, customer production facilities to ensure continual improvement of services and to identify and develop new opportunities. • Management of the 24hour Joint Rail Flow Management Centre (JRFM) in Transnet National Command Centre in Parktown, Johannesburg. PERFORMANCE MANAGEMENT • Oversee the collation, interpretation, and representation of Performance Statistics from Operations Level to Exco Level. • Performance Reviews with suppliers, service providers and end-users. • Development of solutions for deviations in performance. • Analysis of Performance Statistics and Reports to determine trends developing and the interventions required. STRATEGY DEVELOPMENT • Development of Logistics Strategy for long-term material supply. This is in line with the long-term growth and expansion of the ArcelorMittal International Group. • Discussions with partners in the supply chain regarding our current position and the new requirements to meet the long-term goals. FINANCE AND BUDGETS • Preparation of the entire Logistics Budget, Inbound, Outbound, Imports and Exports, of R 5.3 Billion p.a. • Preparation, Management and Control of Annual Expense Budget of R12 Million p.a. • Management and Control of Operations Budget of R3.4 Billion p.a. • Member of the team that negotiates the Transnet Freight Rail contract. • Preparation of the Exco Budget Presentation. REPORTING • Weekly Performance Reviews with the Chief Operating Officer on a National Teleconference. • Weekly Performance Reviews with Transnet Freight Rail. • Monthly Performance Reviews with the General Manager Procurement and Logistics, at which the Logistics Exco Report is discussed. • Oversee the reporting of the Total Cost of Ownership Project Expenditure and Savings. STAFF DEVELOPMENT AND MENTORSHIP • Ensuring that adequate training, skills, resources and expertise are in place in terms of Employment Equity. • Development of managers. • Graduate-in-Training Programme – mentoring of graduates doing in-service training in the Logistics Department. • Performance Assessment of staff according to KPIs. • Disciplinary hearings and procedures. SPECIAL PROJECTS Business Improvement Project • Development of a Performance Measurement Reporting System. The system is capable of producing reports within 5 workings days of month-end. The deadline for the reports is 12 working days from month-end. • Establishment of the Joint Rail Flow Management Centre (JRFM) at Transnet Freight Rail’s National Command Centre in Parktown, Johannesburg. ArcelorMittal South Africa is the only company to have a JRFM at the NCC. • Member of the “Optimisation of Shared Services” team. • Member of the “Benchmarking of Logistics Costs” team. The Logistics costs of ArcelorMittal South Africa was benchmarked against other Logistics Departments in the ArcelorMittal International Group. • Member of the Transnet/AMSA “27 Train Project” team. The leader of the ArcelorMittal South Africa Team. The aim of the project was to deliver 27 trains per week. We achieved 30 trains per week. • Leader of the “Demurrage Compliance” team with Transnet. • Member of the “Total Cost of Ownership” Project for the ArcelorMittal International Group. • Member of the “Iron Ore Expansion” project.

BUSINESS IMPROVEMENT PROJECT • Seconded to a Business Improvement Project assessing processes, efficiencies and organisational structures for the Logistics & Raw Material Procurement divisions. • Project steps included: Data gathering and recording of the AS IS processes Workshops with stakeholders Benchmarking with other organisations. Developing and designing a new process to improve Supply Chain Efficiency. Quantifying the Financial benefit. Designing an organisational structure to support the new process. Implementation of the processes according to the chosen implementation methodology. • Potential realisable saving on Logistics of R311 million rand per anum. Actual realised Oct 2011 to Feb 2012 R111million, expect to exceed R311 million by year end 2012.In Addition, increase rail performance from a 68% in Jan 2012 to strike rate of 90% in June 2012. • Developed a strategy for inventory reduction to reduce working capital and improve cash flow. • Established the Demurrage Department which has enabled a reduction of demurrage from R23 million in Oct 2011 to R0.3 million per month.

• Responsible for the development of the reporting system. This was successfully completed and is currently still in use. • Developing and maintaining formal relationships with customers and service providers. • Managing 24hr Joint Rail Flow Management Centre (JRFM) where all movement of products are monitored and tracked (16 Million tons per year).Office situated at Transnet National Command Centre in Parktown JHB. • Managing road transport contractors. • Performance Measurement of Material flows. • Reporting on Performance - Daily, Weekly, Monthly and Quarterly. • Presentation of Performance results to customers and management - daily, weekly and monthly. • Presentation of departmental performance to management, monthly. • Managing 5 junior managers. • Performance assessment according to KPI’s for staff, every quarter. • Acting in the position of Flow Manager when required. Occupational Health and Safety Management