Andre CV_HRnew

CURRICULUM VITAE

Of

Andre Pienaar

GENERAL

Name: Andre Johan Pienaar

Id No: 590705 5053 087

Marital Status: Married

Transport: Code 8

Address: 4 Colorado Boomdruif Street Weltevreden Park

Tel: (011) 431-1033 (h) 082 219 7287 (cell)Private e-mail: [email protected]

EDUCATION

Matric – 1975 @ Krugersdorp High School BA Honours (Psych) [Previously registered as a Psychometrist] – 1976-1981 @

UPE Higher Dip Ed (PG) – incomplete, needed Geography 3 to finish – 1982 @ WITS Registered for a Health & Safety Certificate Course @ Makrosafe – Feb 2016.

COURSES COMPLETED during working career

Various SHE courses

Various Food Safety courses

Effective Negotiating Skills

Employee Involvement & Participative Management

Kaizen

Eliyahu M. Goldratt’s “Theory of Constraints”

ACCSYS, JARRISON & basic VIP - Time in Attendance and Payroll

Computer literacy: Advanced

CV of Andre Pienaar dated February 3, 2016

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OVERVIEW OF WORK HISTORY

POSITION COMPANY YEARSalesman Hardyboys (white goods) 1983Psychometrist & Assessor SADF 1983-1985Careers Councellor & Psychometrist

Dept of Labour 1985-1986

Careers Councellor & Psychometrist

MEIETB 1986-1989

Personnel Officer SAMCOR 1989-1994Customer Care Consultant SAMCOR 1994-1995HR & SHE Manager GBG Engineering 1995-2002HR & SHE Manager Benteler Automotive SA 2003-2013HR Executive Lynca Meats Apr 2014-Feb 2016

WORK EXPERIENCE

1. Initially worked as a Careers Counsellor at the Department of Labour for 6 months and then for The Metal & Engineering Industries Education & Training Board (MEIETB) – from Oct 1985 – Sep 1989

Responsibilities: Psychometric testing & assessment Careers counselling Recruitment & Placement Technical Training

Reason for leaving: Offered an opportunity within HR.

2. Commenced my Career in Human Resources at SAMCOR (South African Motor Corp now known as FORD MOTOR COMPANY) - from Oct 1989 - May 1995

Job title: Personnel Officer

Responsibilities: Recruitment Salary Administration Organisation Planning Succession Planning Conducting Disciplinary and Grievance Hearings In-plant negotiations Retrenchments

2.1 Spend I year at SAMCOR in Customer Care as a Consultant

Job title: Customer Care Consultant


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Responsibilities: Market Research on Customer Satisfaction IndicesDevelopment of Training and Incentive ProgrammesDealership Training

Reason for leaving: Offered a Management opportunity at one of Samcor’s suppliers.

3. GBG ENGINEERING - from Jun 1995 to Dec 2002

Job title: HR & SHER Manager

Responsibilities:

Recruitment Organization Planning Performance Management Training & Development Industrial Relations

4. Benteler Automotive SA (GBG Eng was taken over by Benteler Deutschland GmbH)- from Dec 2003 – Dec 2013

Job title: HR/SHER Business Partner

Number of employees within HR/Payroll & SHE: 13

Responsibilities:

As the HR/SHER Business Partner, reporting into the Managing Director, I was accountable for driving the HR/SHER agenda within various Business Units (BU) by focusing on the following:

A. Managing and delivering a high quality, professional and valued HR/SHER service to the BU based on a sound commercial understanding:

This entailed:

Critically reviewing HR/SHER market trends on an ongoing basis and providing input to potential solutions to improve efficiency and effectiveness.

Driving the resolution of internal customer issues and constantly looking for opportunities to improve the HR/SHER service.

Implementing local policies in line with regional requirements (Southern Europe), reviewing these and using the appropriate protocols to deal with exceptions.


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Coaching, supporting, mentoring and challenging managers in the application of HR/SHE policies and practices, providing advice and guidance on HR/SHE issues in order to minimize risk and financial loss.

Sharing and leveraging good HR/SHER practices with other HR/SHER Partners in the region.

Reporting HR/SHER performance data in alignment with an agreed Scorecard.

Driving and supporting the development and delivery of cultural change plans and interventions. This was especially a challenge with many expatriate staff which we had in SA.

B. Performance Management:

This entailed:

Developing consistent communications to support the effective adoption of the performance management process (as per Benteler’s Performance Management System – known as an Appraisal Dialogue), explaining the rationale and what is required from managers and employees.

Supporting individuals and managers in developing team and individual objectives in line with the SMART Principle and ensuring that they are relevant to their BU and aligned to business priorities and customer requirements.

Coaching managers to build strong individual and team performance on a regular basis.

Coaching managers to have honest performance conversations during reviews.

Supporting managers in making appropriate performance rating decisions and communicating the reasons and outcomes of these decisions effectively.

C. Talent Management:

This entailed:

Implementing the talent management processes (as per Benteler Talent Management - PTM) to support the current and future development and deployment needs of the BU in line with strategies and plans.

Supporting the recruitment process in the BU, including ensuring effective placement.

Training and supporting managers on the quality and outputs of talent management processes & principles.


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D. Organization Development:

This entailed:

Supporting in the design and implementation of plans for OD initiatives (e.g. change in structure/process).

Ensuring that all change initiatives focused on behavioral and engagement aspects during pre and post implementation.

Supporting the communication and stakeholder engagement of the change, vision and journey to staff, including challenges, risks and benefits.

Anticipating barriers to change and risks, and working to remove these.

Working with leaders to assess the capability of their team/s and help develop capability building plans (covering recruitment, training, coaching, communication, etc.)

E. Learning & Development:

This entailed:

Working with individuals to understand their training and development needs.

Working with managers and staff to ensure they understand the importance of L&D and how it supports them.

Coaching managers in providing feedback and creating development plans with staff – and proposing new programs to management to meet emerging needs.

F. Compensation & Benefits:

This entailed:

Managing the administration of the payroll system (VIP & SAP)

Delivering communications that reinforce consistent messages regarding Comp & Ben.

Keeping abreast of legislative changes that impact Comp & Ben and considering how they may affect local practice. For instance, MIBCO Main Agreement changes.

Working with leaders in the BU to ascertain Comp & Ben requirements for key individuals in their respective teams.

Analyzing information from benchmarking exercises and making recommendations for changes to pay structures and positioning (HAY grading structure).


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G. Industrial Relations:

This entailed:

Adhering to all IR policies and practices in the BU.

Managing and facilitating potential conflict situations to achieve legal and ethical consensus.

Managing the resolution of employee relations issues in the BU, with support from management and guided by local/regional policies.

Supporting and coaching managers in understanding and dealing with industrial relations issues.

H. Employee Engagement:

This entailed:

Reviewing feedback from regional Employee Opinion Surveys surveys as well as other people data [e.g. exit interviews, KPI scorecards] to understand issues associated with engagement in the BU.

Coaching managers to use all opportunities (Appraisal Dialogue, career discussions) to shape strong engagement.

Being the employees’ advocate.

I. SHER:

Besides the full range of HR Generalist functions my responsibilities for SHER included–

Managing a team consisting of a SHE Co-ordinator, RISK Co-ordinator, two SHE Officers and a Weighbridge Controller.

Setting up, monitoring and maintaining a SHER Management System. Ensuring compliance will all SHE Legislation including OHSA, NEMA and

COIDA. Implementing and managing an onsite clinic providing primary health care and

emergency response on a daily basis. Also responsible for reporting and monitoring the occupational injuries and workmen’s compensation claims.

Conducting regular Hazard and Risk Assessments to determine what Standard Operating Procedures (SOP) can be implemented in order to eliminate or mitigate against the hazard or risk.

Establishing an effective ergonomic monitoring system to eliminate or mitigate against strains and injuries related to the handling of heavy parts or equipment or walking excessive distances during the manufacturing process.

Appointing and training of SHE departmental staff, including First Aiders, Fire Fighters and SHE Representatives.

Conducting regular (monthly) SHE Committee meetings in order to manage the SHE process through a more encompassing management team.


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Ensuring that daily “toolbox” talks focusing on SHE matters are conducted especially within manufacturing.

Ensuring that all Forklift Drivers and Hoist Operators are trained and certified on a periodic basis and that all equipment is checked and certified to be in a safe working condition, viz. cranes, slings, chains, couplings, etc.

Ensuring that all hazardous chemicals are properly identified, labelled and safely stored and that the Material Safety Data Sheet (MSDS) is up to date and available for inspection.

Instituting a system to handle spillages of hazardous substances like oil and the safe disposal of the contaminated materials.

Implementing a Waste Management System that requires separation of contaminated from normal waste in particular. Ensuring that the waste removal companies comply with the required NEMA and other related legal requirements in terms of waste disposal.

Monitoring the correct use of all Personal Protective and Individual Protective Equipment (PPE & IPE).

Implementing and monitoring an effective housekeeping and 5S management system linked to an incentive scheme. Ensuring that daily audits take place.

Implementing a very effective visual management system consisting of explicit information on dedicated SHE notice boards.

Implementing a plant evacuation procedure for emergencies like a fire or bomb threat. Conduction regular drills to ensure awareness of the protocol.

Monitoring all scrap removal from the company, viz. steel, wood, cardboard, plastic, oil, etc. and ensuring an effective recycling process.

Monitoring the on site security company, the alarm, armed response and video surveillance systems.

Conducting investigations around theft, fraud or other related cases. Controlling the entry and exiting of employees, vehicles, material, parts and

equipment through the weighbridge and security function. Here I implemented a very detailed Security Procedures Manual that regulates gate procedures.

SPECIAL ACHIEVEMENTS IN MY CAREER THUS FAR INCLUDE:

Setting up the HR and SHER Functions from grass roots level for two Plants – Alberton & PE.

Being responsible for in-plant negotiations of wages and conditions on an annual basis – this was before the annual negotiations were moved to a Sectoral level (RMI/Numsa/Misa).

Extensively involved with Productivity Improvement Programmes (incentive based) within the Plant. Known as Bosle – Benteler Operating System Lean Enterprises.

Involved with the successful implementation and monitoring of ISO 14001 and OHSAS 18001 (SHER Management Systems) – acquired certification on both standards.


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Managed the “change process” with the transition from a locally owned company to one owned and controlled by an international organization with the take over of GBG Engineering by Benteler Automotive.

MY STRENGTHS ARE THE FOLLOWING:

A. I am a very organised and committed person that won’t give up until my objective has been reached.

B. I adapt quickly to changes and cope well under pressure.

C. I have broad generalist HR experience but my true strength lies in conflict resolution.

D. I am very strong on Industrial Relations protocol with 23 years’ experience and expertise. This includes:

CCMA and DRC representation of the company with conciliations and arbitrations – good track record of rulings in company’s favour.

Experience of Interdict preparation (used Deneys Reitz Attorneys)

Setting up of effective Strike Contingency Plans in 2007 & 2010 Motor Industry strikes.

Managed a major retrenchment process in 2013 where over 400 employees’ service was terminated due to a drastic need to adapt to a drop in business.

I reported functionally to the HR and SHER Managers in Southern Europe and have travelled extensively within the Benteler Automotive Group – Spain, Germany, Belgium and Czech Republic.

My reason for leaving: I had been with Benteler Automotive for more than 18 years and the company experienced extensive growth but in the last 3 years the company went through a drastic downward trend in results. Since 2009 the management style was not effective in coping with a drop in business. Decisions were centred around uninformed restructuring, staff cuts and reductions in training costs resulting in a skills drain. I opted for a sustainable retrenchment package.

5. College of Production Technology- from February 2014 – March 2014

Job title: Trainer/Assessor

I worked on a part-time basis for CPT as a Facilitator.

6. Lynca Meats- from April 2014 – February 2016

Job title: HR Executive


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The company is a leading provider within the Food Services Industry both locally and in Africa of pig carcasses, primals and processed meats – including bacon, sausages, ham and ribs. Local customers include Woolworths, Wimpy, Debonairs, Steers, Mug & Bean, amongst others.

In the last 18 months we had to revamp the entire HR function, re-defining reporting structures, setting up new job descriptions, SOPs, policies & procedures, a Code of Conduct, etc. The time & attendance, payroll and benefits structure had to be revised added to the implementation of an effective HR Information System. Much focus is currently being placed on uplifting the knowledge and skill level of the workforce and first-line supervisory level through training and on-the-job coaching. We negotiated a 3-year Wage & Benefits Agreement that effectively improves, what was quite a low and poorly defined, remuneration structure for the operations employees. Many challenges still lie ahead as the company experiences rapid growth year-on-year.

My reason for leaving: Lynca Meats is facing major economic challenges this year and my wife’s company (also Benteler) once again embarked on a retrenchment program. She has the opportunity to keep her position as Finance Manager if she relocates to PE or accepts a position in a lesser capacity in Gauteng. I will be doing a Health & Safety course at Makrosafe at the end of February in Gauteng in order to broaden my scope of expertise and will then spend time in PE looking for either a suitable HR or SHERQ position if we decide to move. Until then, I am open to a solid permanent opportunity locally.

REFERENCE:

1. Previous MD, Dr Wulf Haertel now based at Benteler AG in Germany – contact details > +49.52 54.81-50302. Andy Greenwood - CEO at CPT – contact details > 011 422 15063. Brent Fairlie – CEO at Lynca Meats – contact details > 016 362 0936

SALARY AND BENEFIT EXPECTATIONS - negotiable


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