2016 July - CV - Peet Van Schalkwyk (English)

CURRICULUM VITAE – PEET VAN SCHALKWYK (July 2016)

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Mob: +27 849 522 159, Skype: peet.van.schalkwyk, E-mail: vanschalkwykpeet@yahoo.co.uk

EXECUTIVE SUMMARY

A mining executive with strategic vision and leadership skills in challenging environments. He holds extensive
experience in various African and Eurasian countries, and is an accountable leader with business results and
safety as his prime targets. A skilled negotiator with all stakeholders and success at working in complex political
and cultural situations. Proven ability to establish/start-up new projects; and turn around existing operations in
need of restructuring or cultural change. A team builder focused on ethics, accountability, involvement and
recognition to achieve extraordinary business results.

Demonstrated achievements in:
 Consulting
 Strategic Vision and Planning
 Leadership and Team Building
 Change Management
 New Mine Start Ups
 Business Results
 Feasibility Studies & Analysis
 Due-diligence Studies
 Budgeting & Forecasting
 Safety Leadership
 Project Management, Acceleration & Control
 Operational Turn-around
 Metal balancing
 Union Negotiations
 Restructuring
 Executive Presentations
 Analyst & Investor Presentations
 Local Communities
Currently boasts a total of 30 years professional experience in the mining industry.

PROFESSIONAL : B.Sc. degree (majoring in Chemistry and Geology), University of North
QUALIFICATIONS West (formerly Potchefstroom University), South Africa, 1985
: Diploma in Industrial Relations, Business School, University
of the Witwatersrand, Johannesburg, South Africa, 1994

OTHER FORMAL : Management Development Centre - CTU (1993)
TRAINING : Management Development Program (1995)
: Management Coaching, Counseling (1995)
: Strategic Planning and Team Building Development (1998)
: Project Management Framework & Process (2004)
: Maintenance Planning & Scheduling (2004)
: Fundamental Principals of Asset Management (2004)
: 3-D Managerial Effectiveness - Redding (2004)
: Mineral Act and Regulations - South Africa (1992), Mali (2000),
Tanzania (2005), Ghana (2007), Turkey (2010)
: Turkish Labour Law (2011)

PROFESSIONAL : South African Institute of Mining & Metallurgy (since 1986)
AFFILIATIONS : Mine Metallurgical Managers Association (since 1986)

LEADERSHIP ROLES : Vice Chairman of Geology Society (1983 & 1984), Chairman (1985)
: Vice Chairman of Chemical Society (1985) – Potchefstroom University
: Member of Academic Council (1984 & 1985) – Potchefstroom University
: President Northwest Practical Shooting Association (1996 to 1999)
: President Gold Fields Ghana Golf & Tennis Club (2007 to 2010)

NATIONALITY : South African

LANGUAGES : English (fluent), Afrikaans (fluent) and French (basic)


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PROFESSIONAL APPOINTMENTS

Jun 2016 to current : Independent
Senior Metallurgical Consultant
Jun 2014 to May 2016 : SGS Time Mining (Pty) Ltd
Senior Metallurgical Consultant
Jul 2013 to May 2014 : Mining & Metallurgical Executive Consultant
Managing Director
2011 to May 2013 : Gold Fields Limited
Executive Vice President and Head of MENA & Eurasia Region.
(Managing Director of all subsidiary companies in Ghana)
2010 to 2011 : Alamos Gold Inc (Turkey)
General Manager. (Managing Director and Board member of all
subsidiary companies of Alamos Gold Inc in Turkey)

2008 to 2010 : Tarkwa Gold Mine – GFL (Ghana)
General Manager. (Acted as Managing Director /Country Vice President,
for one month during this period)

2007 to 2008 : Damang Gold Mine - GFL (Ghana)
General Manager. (Acted as Managing Director /Country Vice President
for two months during this period)

2005 to 2007 : Geita Gold Mining Limited – AGA (Tanzania)
Process Manager, Head of Metallurgy. (Acted as Managing
Director/General Manager for four months during this period)

2004 to 2005 : Corporate Office AngloGold Ashanti (South Africa)
Project Manager Metallurgy.

2000 to 2004 : Morila Gold Mine - RR & AGA (Mali)
Project & Metallurgical Manager, Head of Metallurgy. (Acted as
Managing Director/General Manager for eight months during this period)

1997 to 2000 : Kalahari Goldridge Mining Company Ltd (South Africa)
Project & Metallurgical Manager, Head of Metallurgy. (Acted as
Managing Director /General Manager for three months during this period)

1996 to 1997 : Afrikander Lease Gold Mining Company Ltd (South Africa)
Business Unit Manager.

1986 to 1996 : Vaal Reefs Exploration & Mining Company Ltd (South Africa)
Metallurgical Graduate to Plant Manager.


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PROFESSIONAL POSITIONS AND EXPERIENCE

SENIOR METALURGICAL CONSULTANT (Jun 2016 to current)
Working as independent consultant in the following areas:
 Audits & Surveys: Metal balancing (Mine, Processing Plants & Smelters)
 Trade-off Studies
 Feasibility Studies (PFS & DFS) and Due-diligence Studies
 Process Plant Upgrades, Retrofit Projects, Process Control Strategies and Implementation
 Operational Turnaround
 Safety & Environmental Leadership Studies and Analysis
 Leadership and Team Building and Restructuring
 Change Management, Strategic Vision and Planning
SGS TIME MINING (PTY) LTD, (June 2014 to May 2016), Senior Metallurgical Consultant
Reported directly to Peet Visagie, Business Manager for SGS Time Mining. Responsible for all activities
involving the metallurgical consulting on all mining projects and representing the company and its shareholders
in Asia, mainly Russia, Kazakhstan and Kyrgyzstan, ensuring that the Company’s image and reputation are
held in high regard, ensuring good governance on all matters.
Prepare individual action plans in line with the overall sales strategy to ensure a targeted and focused approach
that consistently contributes to the overall growth aims of the business and maximize profit. Recognize current
sales opportunities and identify new ones to meet required revenue targets within defined areas of
responsibilities.
Key achievements:
 Completed two successful metallurgical metal accounting audits with the view to setup optimization
programmes and trade-off studies, process plant upgrades and retrofit projects, process control strategies and
implementation, water treatment & effluent management, geological services and mineralogical services.
o Gencore/Kazzinc Kazakhstan: Ust Kamenogorsk Metallurgical Complex: Cu, Pb & Zn Plants & Product
Sampling at Ridder & Altyntau Kokshetau
o MMC Norilsk Nickel JSC Russia: Mine, Metallurgical Complex and Smelter Operations.
 Successfully conducted post-commissioning assessments and audits to benchmark to design specifications,
industry best practices or legal requirements and metallurgical accounting and in-process inventory
documentation checks.
 In conjunction with overall sales strategy, create sales strategies to grow the company’s revenue for
designated accounts.
 Successfully identified potential clients to establish new business in order to achieve targeted revenue growth.
 Anticipated and identified client’s needs and pains and translated those into sales opportunities.
 Prepared quotations, service agreements and tenders within set deadlines.
 Ensured timely creation of quotes and professional submission of all information as requested by clients.
 Prepared and submitted timely and accurate reports of potential sales activities, especially client visits / calls.
 Monitored customer satisfaction and maintained positive relationships with current and potential clients
through regular contacts.
 Liaised with technical / operations teams to ensure excellent communication channels exist to facilitate the
successful handover and execution of new and current business.
 Supported marketing strategy and business development teams as appropriate
 Tracked competitor activity.
 Maintained awareness and understanding of all the company’s services, ensuring that the full range of the
company’s services were presented to new and existing clients to maximize sales opportunities.


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MINING & METALLURGICAL EXECUTIVE CONSULTANT (Jun 2013 to May 2014)
Working as independent consultant with a variety of different companies in the following areas:
 Safety & Environmental Leadership, Studies and Analysis
 Feasibility Studies (PFS & DFS) and Due-diligence Studies
 Operational Turnaround
 Leadership and Team Building and Restructuring
 Change Management
 Strategic Vision and Planning
GOLD FIELDS LIMITED, (Sep 2011 to May 2013) Executive Vice President and Head of MENA
& Eurasia Region (Managing Director of all subsidiary companies in Ghana)

Reporting directly to the CEO, totally responsible for all activities involving the managing of all mining projects
and representing the company and its shareholders in the MENA & Eurasia Region, ensuring that the
Company’s image and reputation are held in high regard, ensuring good governance on all matters to deliver a
high level of performance to ensure optimal returns to shareholders.

Key achievements:
 Implemented successful safety programs, with zero fatalities and only 3 LTI’s since Sep 2011.
 Developed rigorous regional business strategy aligned with corporate strategy and guidelines, local country of
operation statutory and business guidelines, internationally undersigned Codes of Practice.
 Set up competitor intelligence to recognize market trends and to enhance the identification of potential growth
opportunity.
 Integrated the multiple business units into an overall business entity with common character, values, culture
and climate aligned with corporate guidelines.
 Strategic allocation of resources across the region to address challenges, effect maximum growth as well as
maximum ROI.
 Set up a business design that facilitates performance and growth and is based on SST output and value
generation principles and properly resourced.
 Ensured rigorous, accurate and quality business and financial reporting.
 Delivered the Gold Fields franchise and brand through operational effectiveness. This was done by ensuring
the profitability potential of the operations through clear strategic objective setting and strategic resource
allocation to enable the meeting of targets.
 Ensured growth potential of existing as well as new opportunities through clear strategic direction and objective
setting and strategic resource allocation to enable achievement of growth targets.
 Put strategies, structures and resources in place to enhance the speed of project turnover for ounces growth.
 Balance the regional business portfolio to ensure the maintenance of profitability margins and targeted NCE
according to corporate directives.
 Development of Long-term Plans, Strategy, Growth and Sustainability of the Region.
 Set up annual and five and ten year Business Plans, Asset Reviews and Risk Management.
 Re-capitalisation of the Damang Mine in Ghana.
 Closure of no-profitable South Heap Leach operation at the Tarkwa Gold Mine.
 Set up a Regional Central Office (Johannesburg, South Africa) that provided guidance to “across border”
operations.


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ALAMOS GOLD INC (Kuzey Biga, Dodu Biga, Alamos Eurasia), Turkey (Aug 2010 - Aug 2011). General
Manager. (Managing Director and Board Member of all three subsidiary companies of Alamos Gold Inc in Turkey)

Totally responsible for all activities involving the set-up of two mining projects (projected costs US$ 300M), and
representing the company and its shareholders in Turkey ensuring that the Company’s image and reputation
are held in high regard, ensuring good governance on all matters. Managed the Environmental Impact
Assessments and project pre-feasibilities for both projects, and motivated employees to deliver a high level of
performance to ensure optimal returns to shareholders.

Key achievements:

 Implemented a successful safety program, with zero LTI’s for the project.
 Successfully implemented stakeholder engagement with various Governmental Departments,
Ambassadors, Regional Governors, Regional Sub-Governors, Provincial Directorates, departments and most
importantly, village leaders (Muthars) and surrounding communities.
 Successful implementation of Sustainable Social Development programme.
 Submitted the Environmental Impact Assessments for the two mine projects to the Ministry of Environment
and Forestry.
 On track with completion of pre-feasibility study to meet planned completion date.
 Completion and implementation of all in-country control policies.

TARKWA GOLD MINE, (Gold Fields Ltd), Ghana, West Africa (Nov 2008 - Mar 2010) General Manager
(Acted as Managing Director /Country Vice President for one month during this period)

An open pit operation, mined 137 Mtpa waste and ore, processed 23 Mtpa ore (12 Mtpa milling/CIL and 11 Mtpa
Heap Leach) and delivered +700 koz gold per annum. Total workforce comprised 4,283 employees, of which
about half and 54 expatriates, were employed directly by Tarkwa.

Completely responsible for all activities involved in the operation and representing the company and its
shareholders in Ghana ensuring that the mine’s image and reputation were held in high regard ensuring good
governance on all matters. Managed the mining/processing operations, led and motivated employees to deliver
a high level of performance to ensure optimal returns to shareholders.

Tarkwa Gold Mine key achievements:

 Implemented a successful safety program - achieved 3 quarters with zero LTI’s.
 Achieved a progressive Lost Time Injury frequency rate of 0.13, the lowest since 2005. A BEQ study in
Feb 2009 indicated that near-miss and hazard reporting needed to improve.
 Tarkwa Gold Mine was awarded the Best Improved Mine Award based on safety statistics in Ghana in Dec
2009. The award was given by the Inspectorate Division of the Minerals Commission of Ghana and is based
on the percentage improvement shown in statistical safety performance for the calendar year of 2008 as
opposed to 2007.
 Maintained all of the accreditation ratings (ISO14001:2004 and OHSAS 18001 compliance, conformance
with SOX and ICMI (International Cyanide Code).
 Successful commissioning of new 12 Mtpa CIL expansion plant in Dec 2008.
 Successful establishment of a strong HOD team.
 Built sound relations with all community stakeholders around the mine. Actively involved in establishing an
Agri-business project on the mine’s catchments area to help create employment for community members and
also to serve as a legacy for the area after the closure of the mine. Refurbishing of the local regions soccer
pitch and construction of public stands to promote goodwill between mine and local government.


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DAMANG GOLD MINE (Gold Fields Ltd), Ghana, West Africa (Apr 2007 - Oct 2008)
General Manager (Acted as Managing Director /Country Vice President for two months
during this period)

An open pit operation, mined 25 Mtpa waste and ore, processed 5.2 Mtpa ore and delivered 220 koz gold per
annum. Total workforce was 1,633, of which 410 (21 expatriates) were employed directly by Damang.

Totally responsible for all activities involved in the operation and representing the company and its shareholders
in Ghana ensuring that the mines image and reputation were held in high regard ensuring good governance on
all matters. Also managed the mining/processing operations, led and motivated employees to deliver a high
level of performance to ensure optimal returns to shareholders.

Damang Gold Mine key achievements:

 Implemented a successful safety programme - achieved one year with zero LTI’s, and won the Gold Fields
Ltd Presidential Safety Award/Shield in 2008 (Best Improvement in Safety over a three year period).
 Led unparalleled transformation through business education, cultural change, accountability and leadership
development at all levels.
 Re-established the gold production levels and improved operation profit.
 First Gold Fields mine to be ICMI (International Cyanide Management Code) accredited. Maintained all of
the accreditation ratings (ISO14001:2004 and OHSAS 18001 compliance, conformance with SOX).
 Completed the underground project feasibility study along with the assessment on owner mining.
 Re-establishment of the Damang pit access ramp so that major losses to output were not experienced.
 Increased process plant throughput to higher levels via a sustained and improved maintenance approach.
Completed a Leach Tank project four months prior to plan date, increasing recovery by 3%.
 Improved the working relationships with various contractors, delivering benefits for all concerned.

GEITA GOLD MINING LTD (AngloGold Ashanti Ltd), Tanzania, East Africa (Mar 2005 - Apr 2007)
Process Manager – Head of Metallurgy. (Acted as Managing Director/General Manager for four
months during this period)

Managed the Geita Metallurgical Operations, (6.8 Mtpa), SABC Milling, Gravity, Carbon in Leach (including
Tailings Storage Facility) entirely and reported directly to the Managing Director. Part of the executive
management team.

Ensured that the metallurgical process operated at its maximum capacity and efficiency under conditions of
optimum safety. The plant obtained two LTI-free years, and received a Merit Award from the Mine Metallurgical
Managers' Association of South Africa.

Geita Gold Mine key achievements:
 Ensured stable and healthy Industrial Relations climate and continuously trained and developed local
metallurgical personnel with special focus on the metallurgical graduates.
 In addition, responsible for all metallurgical technical developments, which could benefit the process.
 In June 2005, a successful modification to the existing 22-foot ball mill installed at the Geita Gold Mine was
implemented. This entailed improving the power draw from 6.8 to 8.1 MW, to increase the total plant throughput
on ‘hard’ and ‘blended’ material at maximum rates of 671 tph (5.8 Mtpa) and 820 tph (6.8 Mtpa) respectively.
Received a Merit Award for his paper at a SAG 2006 conference in Vancouver.
 Presented metallurgical quarterly results to board of Directors.
 Actively occupied in the annual local artisanal miners’ forum to convey information on safe working practices.
 Involved in the organising of and participating in annual May Day cycle race in surrounding villages.
 Actively involved in the sponsorship of local football championships and donated a trophy.
 Involvement in designing of an exhibition at the 30th
Dar Es Salaam International Trade Fair.


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CORPORATE OFFICE (AngloGold Ashanti Ltd), South Africa (Sep 2004 - Feb 2005)
Manager Metallurgy: Corporate Projects

Spent five months at AngloGold Ashanti Corporate Office in Johannesburg to complete technical projects and
gain corporate experience.

Chairman of the EWAR & AOPM Cyanide Audit Team from 2003 to 2007 to prepare the various mine sites for
ICMI accreditation. Drafted the East & West Africa Region (EWAR) Cyanide Code. The EWAR Cyanide Code
seeked to encourage improvement to assist the EWAR in improving cyanide management, thereby minimizing
risks to employees, communities and the environment from the use of cyanide in gold mining, and reducing
community concerns about its use.

Completed a literature survey regarding cyanide destruction technology on the various AngloGold Ashanti
plants across the globe. The objective was to summarize the various technologies about the destruction/removal
of cyanide from metallurgical process liquors/streams with the view to roll out the best practice to other sites.

Coordinator/organiser for Metallurgy AngloGold Ashanti Arsenic Stabilising/Destruction Workshop at Obuasi
Gold Mine, Ghana, West Africa. The objective of the Workshop was to stimulate discussions of technologies
regarding the removal of arsenic from metallurgical process liquors/streams.

Investigated the JKMet Account software with possible application on various mine sites.

MORILA GOLD MINE (AngloGold Ashanti Ltd), Mali, West Africa (Jul 2000 - Sep 2004)
Metallurgical Manager/Project Manager – Head of Metallurgy. (Acted as Managing Director/General
Manager for eight months during this period)

AngloGold acquired 50% (as well as managerial control) of the 80% Morila share from RandGold Resources Ltd
in July 2000.

Commissioned the Morila Gold Plant successfully in Oct 2000. Design throughput was reached within 5 days.
Highlight of Metallurgical career. Also responsible for the successful Phase II expansion project of the Morila
Plant (US$ 45M) in April 2004, which included the addition of a secondary crusher circuit, a new cyclone cluster
and four CIL tanks. Instrumental in the establishing of the Mine-to-Mill project which increased the plant
throughput from 4.8 to 6.0 Mtpa.

Managed the risk assessment and operational procedures of metallurgical department. Managed the set-up of
all Cyanide Transport, Handling, Operating and Disposal Procedures to meet the International Cyanide
Management Code. The plant obtained two LTI-free years.

Responsible for the production of the metallurgical process schedules. Liaison and coordination with Mineral
Resources, Mining and other department heads to ensure that treatment schedules were adhered to. Ensured that
gold balance in plant was managed to set procedures. Managed all engineering aspects in the Metallurgical
Plant ensuring maintenance standards were maintained, as well as the construction of the TSF by cycloning
process. Operator-managed.

Managed the Development Programmes of identified Malian high-flyers to replace expatriates. Ensured
metallurgical operation complied with World Bank Environmental Standards.

Local Community involvement:

 Actively involved in setting up local teams to participate in the annual Morila Triathlon.
 Received honorary membership from the local regional Hunter’s Association.
 Chief organiser of a cleaning-up project in surrounding villages.
 Involved in HIV/Aids peer education programmes (presented by PSI, Mali).


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MORILA GOLD MINE (RandGold Resources Ltd), Mali, West Africa (Jan 2000 - Jul 2000)
Metallurgical Manager/Project Manager – Head of Metallurgy

Part of the design team for Morila Project in Mali. Project Manager ensuring the construction of the plant was
completed in 10 months, 2 months ahead of schedule and US$ 500k under budget of US$ 95M.

Managed training of local employees and team-building sessions prior to commissioning, ensuring that Morila
Gold plant was successfully commissioned. Managed the Risk Assessment and all Hazop’s of metallurgical plant
before commissioning. Set-up all operation procedures for the metallurgical process in both English and French.

Local Community involvement:

 Recruitment of employees from local villages which involved negotiations with traditional leaders.
 Negotiations with traditional leaders to create a mutual understanding and benefit regarding a water pipeline.
Lead negotiations with traditional leaders to establish boreholes equipped with manual pumps.
 Involved in talks and erection of a container bridge across a nearby river to allow farmers and villagers’
access to their crops during the rainy season. Dynamically involved in the extension of local schools and
donation of stationary and other educational aids in the Morila region as part of an ongoing programme
towards social upliftment.
 Involved in an advisory capacity with a local job creation project (Sanso Women’s Association). The project
involved the making of soap and the dyeing of local materials. Equipment was donated by the metallurgical
department.

KALAHARI GOLDRIDGE MINING COMPANY LTD (Harmony), South Africa (May 1997 - Jan 2000)
Metallurgical Manager/Project Manager – Head of Metallurgy. (Acted as Managing Director /General
Manager for three months during this period)

Optimized the biggest heap leach operation in South Africa (1.8 Mtpa). A year later, in conjunction with MDM,
designed and overseen construction of the 1.0 Mtpa Milling and CIL Plant and expansion of the existing heap
leach and CIS process. Both plants were successfully commissioned in 1998.

Responsible to run in-house laboratory which processed both the metallurgical, RC and blast-hole mine samples.

Managed the recruitment of employees from local villages which involved negotiations with local leaders.

VAAL REEFS EXPLORATION & MINING COMPANY LTD (Anglo American Corporation), South Africa
Manager Business Unit, AFRIKANDER LEASE GOLD MINE. (June 1996 - May 1997)

An underground and tailings reclamation operation (surface reserves 1.0 Mt), mined 3.2 Mtpa waste and ore,
processed 2.2 Mtpa ore and delivered 200 koz gold per annum. Total workforce was 1,200, of which 80% were
employed directly by Afrikaner Lease Gold Mine.

Totally responsible for all activities involved in the operation and representing the company and its
shareholders, ensuring that the mines image and reputation were held in high regard ensuring good governance
on all matters. Managed the mining/processing operations, led and motivated employees to deliver a high level
of performance to ensure optimal returns to shareholders.

Interaction in capacity as Business Unit Manager with local farmers to establish positive relations in order to allow
company to conduct environmental clean-up operations.


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VAAL REEFS EXPLORATION & MINING COMPANY LTD (Anglo American Corporation), South Africa
(Jan 1986 – May 1996)
Other appointments were as follows:

Plant Manager Technical Services : December 1995
Plant Production Superintendent : December 1991
Mineral Process Engineer : August 1990
Senior Plant Metallurgist : July 1989
Metallurgical Graduate : July 1988 to June 1989 (Compulsory AAC Training)
Lieutenant - South African Air Force : July 1986 to June 1988 (Compulsory Military Service)
After completion of officer course, seconded as Geologist to South African Geological Survey.

Commenced career in 1982 at Vaal Reefs Exploration & Mining Company Ltd, working as Vacation Student on
various metallurgical processing plants. After completion of B.Sc. degree (majoring in Chemistry and Geology)
at the University of North West (formerly Potchefstroom University), started career as a Metallurgical Graduate
in January 1986. Completed all Anglo American Corporation (AAC) Gold Division training and development
courses which included shift/rotation work on various gold, float, uranium, acid and backfill plants.

Seconded as Senior Plant Metallurgist, Mineral Process Engineer and Plant Production Superintendent to various
processing plants within the Vaal Reefs Group; No.1 East Gold Plant, East Uranium Plant, East By- product Plant,
East Float and Acid Plant (Roaster), No.8 South Uranium Plant, No.8 South Gold Plant, Vaal Reefs Tailings
Storage Facility, Outside Sections and Afrikander Lease Gold Plant and gained valuable experience at the Vaal
Reefs Metallurgical Projects and Planning Department whilst completing various Feasibility Studies.

2016 July - CV - Peet Van Schalkwyk (English)

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