Daniel Burger Jansen Van Vuuren

1.FMI – FREEPORT MCMORAN COPPER AND GOLD April 2014 to 30 June 2016. During this period a second Sulphuric Acid plant was constructed on FMI’s Tenke Fungurume mine situated in the Democratic Republic of the Congo. The Acid Plant’s capacity was 1400 tonnes/day, with a budget of $320 million. During this period I headed up the HSE team which consisted of 1 Senior HSE practitioner, 2 HSE practitioners and 3 junior practitioners (local DRC nationals). The project worked approximately 3.5 million man-hours of which 3.1 million was Lost Time Injury free. Employment peaked at 1450 employees for a duration of approximately 4 months. July 2011 to March 2014 – Extension of existing Copper and Cobalt plant I was employed as the HSE Manager for this project and mobilized to site during July 2011 and commenced with alignment of the safety system to comply with the Client’s (FMI/TFM) requirements. Peak employment during the construction phase amounted to approximately 2300 employees, and a total of 7.4 million man-hours had been worked. During this period the HSE team received FMI’s “Best Performance” Safety Award form FMI’s head office in Phoenix Arizona. The project also achieved 5.8 million Lost Time Injury free man-hours. The expansion was completed during March 2014. 2.DOWDING REYNARD & ASSOCIATES – (DRA) DRA provides EPCM services to the global mining industry, and this was my second employment period with DRA. I was recruited to represent DRA’s Safety department on two Greenfields projects: •Uranium processing – Tanzania, Mkuju Rivers. •Platinum Industry - Rustenburg South Africa My role in these projects was to align the DRA safety documentation with the Client’s requirements and to ensure site mobilization is done safely and all contractors comply with requirements from “Day 1”. These projects never got any momentum during the time I represented DRA. Main reasons for suspending these projects were permits and financial constraints. 3.NOSA I was under contract by NOSA on a limited duration contract and was stationed at Nkomati Mine in the Mpumalanga Province of South Africa. I was responsible for writing/reviewing Standard Operating Procedures for their Open Pit Operations. These include Drill and Blast, Load and Haul and subsequent supporting Standard Operating Procedures, which were written with the co-operation of the relevant operations staff. I was employed under a limited duration contract which came to an end. 4.GRD MINPROC GRD Minproc constructed a copper and cobalt plant and infrastructure for Freeport McMoRan in the Democratic Republic of the Congo (DRC). I started the project as an HSE advisor and was promoted to HSE manager for the last 6 months (approx.) of the project. Project was complete and my services were no longer required. 5.GOLD AND BASE MINERALS – (GBM) GBM was contracted to build a gold plant in Burkina Faso, and I was recruited as the project safety officer. My role was to represent Safety on behalf of GBM and the Client, and to ensure safety requirements are met and complied with. This was also my first expat experience. 6.DOWDING REYNARD & ASSOCIATES – (DRA). DRA provides EPCM services to the mining industry and I represented their HSE department as follows: I represented DRA in two roles during my employment period. My first role in DRA was as a Chief Safety Officer appointed under the Mines Health and Safety Act, as set out under Regulation 2.17.4. I was part of the DRA Two Rivers construction team and the project comprised the building of Platinum Concentrator. I was then transferred to Marula Platinum mine where the bulk of the work was to provide underground services to the newly developed sections of the mine, and surface infrastructure which included a housing project to accommodate mine staff. My second role was Regional Safety Manager and my portfolio comprised all HSE responsibilities for all work that DRA undertook in the Eastern Region of the South African mining industry. All the “Site Safety Personnel” had a reporting line to me, as well as to their respective Construction and Project Managers. During this period DRA had 4 Regional Safety Managers and the main objective was to align ALL DRA’s site to ensure that safety standar