1. Curriculum Vitae
Pieter Jacobus
du Toit

2. PERSONAL DETAILS
Name: Pieter Jacobus
Surname: du Toit
Identity number: 7303065214083
Passport: Yes, Expiry Date: 26 Aug 2020
Home Language: Good reading, writing and communication skills in both Afrikaans and
English
PC Program Skills: MS Word, Excel, PowerPoint, Outlook and Smart-it bookkeeping
Health: Excellent
Transport: Own & Licensed
Contact number: +27 83 558 7540
E mail: pieterdt1@gmail.com
Personal Profile
I am an experienced and highly motivated Facilities manager with a diverse range of skills in
facilities management. I am self-motivated, committed and have the ability to lead and
promote people skills to focus on service delivery. My range of exposure in various industries
and my ability to integrate well within a team or to work on my own makes me an asset to any
organization.
EDUCATION
Fochville High School Grade 12 (1991)
Subjects: Afrikaans HG
English HG
Accounting HG
Economics HG

3. Math’s HG
Science HG
AFTER SCHOOL TERTAIRY
Potchefstroom University (Jan 1992 – Dec 1993)
Subjects: Accounting (2)
Economics (2)
Personnel management Business economics
COURSES COMPLETED
Air-conditioning & Refrigeration – Samurai School of Training
Ziton Fire Panel (2002)
Fire Fighting (2001)
Project Management Course (2004)
Lexis Nexis – OHSS act (28 & 29 Oct 2004).
4X4 Driving & Recovery course completed @ Heidelberg 4X4 2012
WORK EXPERIENCE
Silencers City Gauteng Own business (OCT 2013 – Present)
Southern Sun (Tsogo Sun) (July 2002 – October 2013)
Facilities Manager (Sandton Sun & Intercontinental Sandton Towers):
(Jan 2009 – Oct 2013)
Reference: Josiah Montsho - 083 6271686
Facilities Manager (THE PALAZZO MONTECASINO)
(May 2007 – Jan 2009)
Reference: Andrew Davidson – 0836497579
Maintenance Manager (SS OR TAMBO)
(JULY 2002 – April 2007)
Reference: Eddy Khosa 084 453 0947

4. Sandton Sun & Intercontinental Sandton Towers (58 000m2)
This 2 hotel property with a combined: Total rooms – 566
Banqueting capacity - +/- 1000 pax
4 restaurant outlets
3 Kitchens
2 lobbies
2 Fitness Center’s
2 Pools 1 heated
All back of house areas
29 technical plant rooms
Employee structure consisted of:
2 x assistant maintenance managers
2 x Administrators
1 x Refrigeration & Air conditioning technician
1 x Kitchen equipment technician
2 x electricians
26 handymen.
Southern Sun - The Palazzo Monte casino (28 000m2)
246 bedrooms
1 Lobby
1 Restaurant
1 Gym
1 Gardens.
1 Kitchen
2 Boardrooms
14 Offices
17 Technical Plant rooms
Employee structure consisted of:
1 x assistant maintenance manager
1 x administrator
12 x Handymen.

5. Southern Sun - OR TAMBO
366 bedrooms
12000 m2 gardens
6 Conference facilities
back of house
9 plant rooms
4 Offices
1 Gym
1 Reception
3 Water features
1 Pool
1 beauty Salon
KPA’S & responsibilities of all above mentioned properties:
Finances
 Accountable for the budgeting, planning & Execution of all Capital (Capex)
requirements.
 Annual budgeting was established with long term Capital expenditure on
asset replacement in mind over a 5yr period.
 Execution of Capex involved the procurement process, implementation
and quality control of the replacements
 Variable monthly expenses. – Budget controlling, authorization & Forecasting.
 Budget control was executed on a daily basis with regards to expenses on
stock, tools, unforeseen expenses like mechanical breakdowns and
general maintenance of buildings like electrical, plumbing, lighting etc....
 Costing & Tender’s.
 On breakdowns or general maintenance that was contracted to
subcontractors was quoted by contractors. I was responsible for the issue
of order numbers and obtaining the best value for money.
 Tenders was establishing the scope of work to be completed, required
standards and timing of set tender's.
 Payroll on Weekly wages, salaries, over time & deductions.
 Spreadsheets was completed on time keeping of casuals on site for the
week.
 Salaries spreadsheets was completed with regards to leave taken on a
monthly basis, deduction to salaries where applicable, sick leave records.
 Utility Management and control.

6.  Ensure that correct billing was received in terms of units used on water
and electricity. Comparison was done through own readings taken on a
daily basis. And corrections and claims from council if necessary.
 Annual targets and monitoring of the consumption was done with charts,
including year on year comparison and reporting on current months’
consumption. Budgeting and forecast on billing to be received for finance
department was also completed on a monthly basis.
 Monthly reporting structure.
 On expenses, Utilities, Current Projects,
 Negotiating of Service Level Agreements and managing compliance evaluations.
 SLA’s was negotiated with contractors on monthly services of assets of
the building to the prevention of downtime to equipment that might
influence customer services. This would normally include the frequency of
services to equipment, the cost, level of service criteria and scope of work,
Timing of services and call out procedures in case of emergency.
Human Resources.
 Ensure all employees adhere to policies and procedures.
 Establish P&P within department and ensure implementation.
 Disciplinary procedures as set out according to the Company’s P&P & Labor
relations act.
 Effectively manage department employees in order that they may maximize their
full potentials, effectiveness & productivity.
 Conducting monthly performance appraisals on a one on one basis
 Assist in setting goals for themselves.
 Setting goals in terms of achievement and let them identify their potential
within the work structure.
 Training & development of department employees.
 Identify shortcomings with employees and establish correct training in
order to maximize their potential and performance
Project management.
 Sandton Sun – Project team’s refurbishment of restaurant, Conference facilities,
Upper lobby and integration with Sandton City mall in excess of R400 million.
 Planning and layout in conjunction with Sandton city Shopping mall with matters
affecting hotel operations on continuous basis.

7.  Intercontinental Sandton Towers – Rooms refurbishments projects in excess of
R90 million over period of 8 months.
 Palazzo Hotel – Room refurbishments project in excess of R80 million.
 Southern sun O R Tambo – complete rebuild refurbishments of restaurant, bar,
lobby 132 bedrooms all at the same time. This total project amounts to R 260
million over a period of 18 months.
 In the above projects the following was my role with in the projects to ensure
quality and on time delivery to reference to due dates.
 Planning and layout of project.
 Establishment of clear communications between all contractors involved.
 Set clear goals and responsibilities to teams.
 Identify possible changes during the project and creating a contingency for
it.
 Keeping up to date information to the procurement manager on the
projects.
Technical
 Facilitation of projects with particular reference to refurbishments.
 Managing effective control on external contractors and ensure high quality
workmanship.
 Proactive / reactive maintenance of all major plant equipment.
 Daily inspections were completed to ensure effectiveness of plant and
machinery.
 Action plans for breakdowns and process of contingency in case of
service delivery that affects clients like power failures, water shortage no
hot water etc.....
 Planning & implementation of servicing schedules.
 Maintenance of fixed assets.
 General maintenance - ceilings, building structure, electrical, plumbing,
carpentry, catering equipment, Hvac systems, doors, tiling, carpets, Storm water
systems, Sewerage,
 Daily repairs and maintenance were performed to ensure the overall
standards of the building and keep it well maintained.
 My Role was the setting of goals for each member on a daily basis.
 Inspect the quality control on work completed.
 Pest control.

8.  I ensured that all compliance was reached in terms of the law and relevant
service certificates were received.
 Identify possible threats and eliminating them through precautionary
measures.
 Bms.
 The Building management system was inspected for identified faults on
the points of measurements and eliminated.
 Ensure expansion on the system and additions taken place in order to
effectively manage the building better.
 Fire control & Detection.
 Daily inspections and monitoring.
 6 monthly services
 Improvements on system.
 Generators
 Daily inspections
 Diesel level inspections
 Weekly off load tests.
 Monthly full load test.
 Building central cooling systems. (Chillers)
 Daily inspections
 Monitoring of running conditions.
 Repair any mechanical breakdowns.
 Adjustments to temperatures according to needs of employees and
guests.
 HT & LT electrical.
 Certificate of compliance to all electrical reticulation.
 Phase Balancing
 Annexure 18 Compliance.
 Overload monitoring
 Infrared scans as preventive maintenance.
 Maintain standards trough monthly inspections
 Boiler or Hot water reticulation.
 Daily temp readings
 Inspections of any possible leaks.
 Pressure vessel testing
 General repairs and maintenance of the boilers and heat pumps
 Cooling equipment.
 Daily temperature readings.
 Monthly services and cleaning of cold rooms and underbars for effective
performance.

9.  Door seal replacement
 Plumbing on system
 Kitchen equipment.
 Maintenance of all gas equipment and repairs there off.
 Kitchen layouts and production lines.
 Bain-maries temps to ensure that all food meets Q PRO standards of 65’c
for serving.
 Ice machine repairs and services
 Repairs to all kitchen smalls like blenders mixers etc.....
 HACCP Implementation
Health & Safety
 Ensure H&S of all Guest & hotel employees.
 Implementing of H&S procedures and identifying potential dangers and take
corrective action.
 Coordinating of evacuation procedures
 Business continuity plan.
 Contingency was established in terms of water shortage, electrical
failures, Failure of major plants etc.....
 Appointed as section 8 in terms of OSHA act.
 Remrad systems
 SHE Program implementation & planning
 Access control
 OSH regulations
 Evacuation audio systems
 Construction Regulations
Environmental
 Recycling planning & implementation of waste removal
 Heritage program implementation
 Energy saving studies and effective implementation.
 Water saving implementation
Johnson Controls (based at Holiday Inn JHB. Int. Airport)
References: Ben Ablen 083 231 1409
Started May 2001 – Nov 2004
Position: Team leader (May 2001)
Duties & Responsibilities: Coordinating team members on day to day basis

10. Completing of day to day tasks Liaison with client issues Issue of stock
Position: Assistant Manager (June 2002)
Duties & Responsibilities: As required
Position: Facilities Manager (July 2002)
Duties & Responsibilities:
 Continuous interface with senior management and end users. Services
include the full range of non-core activities from maintenance to
environmental affairs. Manage the budget to deliver the service within the
agreed costs while ensuring that the profit is protected.
 Manage a diverse team of employees and sub –Contractors.
 Interface with and management of suppliers, including the procurement
function, supplier evaluation and measurement.
 Covering all aspects of the business including communication Manage the
facilities management team; supervise support staff and technicians on a
proactive and co-operative basis.
 Ensure, manage and monitor compliance of the service level agreements
(SLA’s) entered into with the client and external service providers.
 Develop and manage effective control mechanisms and procedures.
 Ensure that the following documentation is maintained and continuously
updated – Asset register – Contractual documentation – warranties and
guarantees – statutory compliance certificates.
Experience: Preventative maintenance; Practical; Electrical; plumbing; carpentry;
tiling; building & general repairs High technical background; Processes, procedures
& company policies Confidential
Hydrotech S. A. (1998 – 2001)
Reference: Rita le Roux; Tel 082 303 1401
 The company’s main core business was in the water purifying systems.
 My main responsibilities were managing the technical department.
 I had to oversee the installations, assembling of purifiers, supply technical
information for the correct models on supply & demand for the amount of
water needed in a specific application.
 Ensure that budgets were met to sustain profitability within the department.
 Managed 3 teams of installers to ensure well balanced productivity & quality
was delivered to clients.
Airomatic (1995 – 1998)
Reference: Not available (Company insolvent)
Position held: Internal sales supervisor.
 This position consisted of supervising 7 people in the internal spares
department for Panasonic air conditioners, Scotsman ice machine’s, display
fridges & Rheem air handing units.
 Had an infinite knowledge of these various products to be able to assist

11. internal sales & clients in receiving a good service & correct supply of parts.
 Meet the required sales targets set out, handle all expenses for the
department, to ensure that the department was cost effective.
Hi – speed motor spares (1994 – 1995)
Reference: Not available (Company not in existence)
Position held: Counter salesman
 My responsibilities were to assist walk-in clients with their needs for required
spares needed.
 Ordered spares from suppliers.
 Assist in the daily running of the business.
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