Barend Jacobus Lombard_updated

Barend Jacobus Lombard
E-mail: basie.lombard@gmail.com
Mobile: +27 84 603 1033
Work experience (summary)
– Deloitte Consulting – July 1996 to June 2008
 During this period, he led various project teams on large scale technology,
transformation and public sector programmes. His client base included SK Telecom
(South Korea), BHP Billiton (South Africa), De Beers (South Africa), Comelco
(Australia), Pacific Coal (Australia), DUBAL (Dubai) and the South African Defense
Force (South Africa). By the time of his resignation he held the position Senior
Manager in the Human Capital Division
– Abu Dhabi Government – July 2008 to May 2009
 During this period he acted as a Change Management consultant to the Department
of Civil Service. In the process he assisted the various AD Government
Organisations in implementing the Oracle HRMS module as well as HR policies and
procedures with regard to Talent Management, Succession Planning, OD practices,
Performance Management Systems and Compensation and Benefits practices.
– Mosenergo (Russia) – June 2009 to July 2009
 During this period he acted as a special advisor on a large ERP implementation. His
role was mainly in setting up the Change Management and Learning work streams
and advising the Senior Project Management Team on leadership alignment
strategies
– DASCAM Consulting (UAE) – August 2009 to November 2009
 During this period he was a senior consultant on a large business improvement
initiative. His role was mainly focused on business process improvement initiatives
– GASCO (UAE) – December 2009 to April 2011
 During this period he managed the GASCO 21 Programme. It is a company- wide
transformation programme aimed at positioning GASCO as a world-class gas
production company whilst becoming the employer of choice in the Gulf Region.
– Deloitte Consulting (South Africa) – May 2011 to June 2013
 During this period he managed the Change, Communication and Training work
stream on a large SAP ECC6 roll-out project with a team of 24 reports, as well as the
Change and Training team on an Oracle implementation in a Telecommunications
organisation.
– KPMG (South Africa) – July 2013 August 2014
 He holds the position of Associate Director and is managing the People, Change and
Training Team on a back office transformation project in a multinational
Telecommunications organisation in South Africa.
– Deloitte (South Africa) – August 2014 till present
 Contracting to Deloitte on a large SAP implementation programme in an oil and gas
organization in South Africa and is managing all organization alignment activities
relating to the changed processes and technologies.

Professional and Leadership Experience
SASOL (SA) – August 2014 till present
Sasol is the largest Oil and Gas Company in South Africa with operations in multiple countries.
Sasol has embarked upon a company-wide transformation programme – scope included
Finance, Operations, SHE, Supply Chain and HR functions and is aimed at redefining the
service delivery model which included the establishment of single SAP instance for all
operations.
Programme Lead: Organizational Alignment
Responsible for managing the Organizational Alignment Stream on the transformation
programme which included the design and implementation of:
– Change Management Strategies to optimize business preparation activities
across all Business Units
– Leadership alignment and coaching strategies
– Change impact assessments in order to understand the impact of the various
initiatives on existing roles and responsibilities within MTN
– Workforce Transition strategies including moving employees from the as-is to the
to-be structures that included role to position mapping and the facilitation of day
in the life and role clarification sessions across all functions.
MTN (SA) – July 2013 till August 2014
MTN is the second largest mobile telecommunications company in South Africa with operations in
22 countries across Africa and the Middle East. MTN has embarked upon a company-wide
back office transformation programme – scope included Finance, Supply Chain and HR
functions and is aimed at redefining the service delivery model which included the
establishment of a Shared Service Centre and a Center of Excellence in order to
standardize back office operations across all operations. In addition, the scope includes
the upgrade and standardization of their enablement technologies across 22 countries with
the pilot go-live scheduled for 1 April 2013.
Manager: WFT / Change Management
Responsible for managing the Change Management and WFT Stream on the back office
transformation programme which included the design and implementation of:

– Communication and stakeholder enrolment strategies
initiatives on existing roles and responsibilities within MTN
– Workforce Transition strategies including moving employees from the as-is to the
to-be structures as well as the redeployment and retrenchment of employees that
were not suitable to be employed in new service delivery model in line with
country specific legal frameworks
Cell C (SA) – January 2013 to June 2013
Cell C is one of the three largest mobile telecommunications companies in South Africa. Cell C
embarked upon a company-wide business improvement programme which included the
upgrade and standardization of their enablement technologies across 6 business units with
an expected user base of 1500 users.
Programme Manager: Change Management, Communication and Training Team
Responsible for managing the Change Management, Communication and Training Stream on the
Oracle upgrade project which included the design and implementation of:
initiatives on existing roles and responsibilities within Cell C
– Appropriate training strategies to train Cell C employees in the new technologies,
policies and procedures
– Appropriate organisation alignment initiatives to align organisational
infrastructure to new technologies, policies and procedures
Exxaro (SA) – April 2011 to November 2012
Exxaro is a large Resources company is South Africa with operations in South Africa, Namibia
and Australia. Exxaro embarked upon a company-wide business improvement programme
which included the upgrade and standardization of their enablement technologies across
10 business units with an expected user base of 3400 users.
Programme Manager: Change Management, Communication and Training Team
Responsible for managing the Change Management, Communication and Training Stream on the
SAP upgrade project which included the design and implementation of:

initiatives on existing roles and responsibilities within Exxaro
– Appropriate training strategies to train Exxaro employees in the new
technologies, policies and procedures
GASCO (UAE) – December 2009 to April 2011
GASCO is one of the largest gas production companies in the world and is one of many
companies in the Abu Dhabi National Oil Company Group (ADNOC). In 2003 GASCO initiated a
program aimed at transforming their performance culture following the post merger integration of
two gas companies – GASCO and Atheer. The program has since evolved into a full blooded
transformation program aimed at achieving excellence across all company Divisions and
Operations commonly known as the “GASCO 21” Program (GASCO into the 21st
Century). The
G21 Program consisted of 44 “mini projects” covering areas such as business process
improvement, human resources alignment and quality.
Manager: G21 Program
Responsible for the design and implementation of appropriate programmes to address
performance and cultural matters in support of the GASCO vision “Towards Excellence” which
included the project management of:
– Business improvement strategies
– Change impact assessments to understand the impact of the various
initiatives on existing roles and responsibilities within GASCO
– Appropriate training programmes to train GASCO employees in the new
technology, policies and procedures
Achievements
– Designed and implemented 44 business improvement projects across all
GASCO Divisions of which 20 were completed ahead of schedule
– Implemented a company-wide software package called “Ideas Oasis” to facilitate
innovation practices as part of the continuous business improvement drive –
within the first quarter almost 1000 new ideas were registered and assessed in
the system
– Developed a change management and training methodology that was
customised to the programme execution methodology of GASCO
– Facilitated several change management workshops in support of the
implementation of the various G21 programmes

DASCAM Consulting (UAE)
DASCAM is a medium sized consulting firm specializing in OD and Learning projects in the Gulf
Region servicing various large Public and Private sector companies.
Senior OD Consultant
Responsible for the design and implementation of appropriate programmes to address business
process improvement initiatives for a large public sector entity called the Critical National
Infrastructure Authority (CNIA). These activities included the design and Implementation of:
– Business Process improvement initiatives
– “Rightsizing” strategies
– Change impact assessments to understand the impact of the various
initiatives on existing roles and responsibilities within the CNIA
– Appropriate training programmes to train CNIA employees in the new
processes, policies and procedures
Achievements
– Completed business process re-engineering project within four months (in time
for their submission to the annual UAE Government Excellence Awards)
– Facilitated several change management workshops in support of the various
change initiatives
Mosenergo (Russia)
Mosenergo is the largest utility provider in Russia with various utility plants in the Moscow region.
It is also one of the fastest growing companies in Russia with almost 10000 employees.
Special Change Management and Learning Advisor
Responsible for the design and implementation of appropriate change management and learning
programmes in support of the Mosenergo ERP implementation. These activities included the
design and Implementation of:
– Change management and learning strategies
Achievements
– Established and initiated change management strategies within 6 weeks in a
“hostile” environment that was skeptical to the value of change management
techniques
– Trained 6 Russian practitioners in applying change management and learning
techniques

Department of Civil Service (DCS) – Abu Dhabi Government
The Department of Civil Service (DCS) is the strategic human resources arm of the Abu Dhabi
Government and its goal is to provide the most effective and efficient professional HR support to
all ADG departments.
Senior Change Management Consultant
Responsible for providing professional expert advice and consultancy support to the Department
of Civil Service and other government departments on the design and implementation of
appropriate change management programmes to support the various DCS initiatives. These
activities included the design and implementation of:
– Change readiness assessments across the various ADG departments
– Change impact assessments to understand the impact of the various initiatives
on existing roles and responsibilities within the ADG
– Appropriate training programmes to train ADG employees in the new
technologies, policies and procedures
– Customer satisfaction surveys to assess the existing service levels of the DCS
and to recommend interventions to address issues and risks
Achievements
– Developed and executed change management and communication strategies
across the ADG departments to support Oracle roll-out – in the process managed
to build relationships with key stakeholders across the ADG
– Facilitated various HR forums for HR leadership across the ADG to enhance the
success rate of the HR policy and procedure implementations
– Developed a change management and training methodology that was
customised to the programme execution methodology of the DCS
– Designed and delivered various training sessions on the application of change
management in the DCS
– Facilitated several change management workshops in support of the
implementation of the various DCS programmes
Deloitte Consulting (South Africa, Australia, Middle East and South Korea)
Held the position of Senior Manager in Deloitte consulting and in his 12 years with Deloitte led
various programmes in the field of technology adoption, organisational restructuring and strategic
transformation. As a Senior Manager, he was responsible for business development,
recruitment, budgeting, and programme management on large assignments.
Some key clients included:
– DUBAL (UAE) – duration 18 months: DUBAL is one of the largest single Aluminum
smelters in the world and he was involved in their SAP implementation project. His
responsibility was to manage the change management and training work streams.
– Al Jaber (UAE) – duration 6 months: Al Jaber is one of the largest family owned
businesses in the UAE and one of their focus areas is construction. He was involved
in their Oracle implementation project and was responsible for providing change

management and training advice to the senior leadership team of Al Jaber which
included the restructuring of some of the business units in the organisation.
– DIFC (UAE) – duration 3 months: The DIFC the financial free zone in Dubai and he
was involved in their SAP implementation project. His role was to define the scope of
the programme and to provide change management and training support to the
senior programme leadership team.
– Lonmin (South Africa) – duration 12 months: Lonmin has a number of platinum
mines and smelters in South Africa. He was involved in their SAP implementation
project as well as setting up a shared service center for its financial, HR, logistics and
Health and Safety operations. His role was to provide change management and
training advice as well as providing change management support for the set-up of the
shared service center.
– BHP Billiton (South Africa) – duration 18 months: BHP Billiton is the largest
resources company in the world and he was involved in their SAP implementation
programme as well as setting up two shared service centers in South Africa (one for
the coal mining operations and the other for the chrome mining operations). His role
was again focused on change management and training as well as providing change
management support for the set-up of the shared service centers.
– SASOL (South Africa) – duration 18 months: SASOL is a large Petroleum
company in South Africa and he was involved in their SAP programme (Synfuels and
Coal operations) as well as setting up a HR Shared Service Center across its 12
subsidiaries. He was the programme manager for change management and training
work streams across the various projects.
– Department of Transport (South Africa) – duration 12 months: Deloitte’s
mandate was to establish private organisations to govern the Civil Aviation and
National Roads construction operations in South Africa (privatization programme).
His role included global research, designing an appropriate organisation (including
job profiling and performance management systems) and submitting a manpower
plan for the new organisations.
– SK Telecom (South Korea) – duration 12 months: SK Telecom is the largest
mobile phone service provider in South Korea. He was involved in their SAP
implementation programme and was responsible for providing change management
support on the programme.
Other key clients included:
– Australian Defense Force (SAP implementation)
– South African Defense Force (Organisational Transformation and Restructuring)
– De Beers (SAP implementation)
Education
MBL (MBA) – Business School, University of South Africa (1999)
MPA – University of Stellenbosch, South Africa (1996)
Hons. In Public Administration – University of Stellenbosch, South Africa (1995)
B Com – University of Potchefstroom, South Africa (1985)

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