WHERE WE’vE made a difference
Cebisi personnel have worked for several leading project delivery organisations in senior roles, gaining invaluable experience on a wide variety of projects.
On the processing side, projects have covered metallurgical processes in the iron and steel, ferroalloys, copper, aluminium and other industries and others covered mineral processing such as phosphate and fertiliser manufacture, kimberlite processing and the coal value chain, including coal to liquids and coking coal plants. Projects have included studies and due diligence reviews, through to full design and construction scope, and have been performed for large and small companies, as well as lenders and equity investors.
Cebisi members have also been deeply immersed in commodity logistics in Africa. This covers material handling systems and logistics, from mine to processing plants and ports by rail, with the associated complex control systems. Our team members have performed numerous studies and have executed multi-phased works for both parastatals as well as large, listed companies. Rail, pipeline, and port development have been at the heart of much of this experience both in Africa and around the world.
Cebisi members experience also extends to the automated product distribution, scheduling and tracking systems as well as the distributed energy monitoring, control and cost accounting systems typically found in these operations
Capital investment projects of the future are increasingly driven by the importance of ESG factors. Our membership includes expertise in sustainability and in environmental permitting; project experience covers multiple jurisdictions and industries. This can be coupled with Cebisi experience in brand plan development, corporate identity, advertising, and communication facilitation.
Cebisi members have also had experience as expert witnesses, and financial advice though much of this experience remains confidential.
Project management of all facets of the multibillion-dollar greenfields 500ktpa aluminium smelter in Mozambique, an under-developed country with devastated infrastructure following 20 years of war and floods. In addition to extensive ecological, social and economic aspects, the project involved greenfield port and marine import-export works. Winner of the coveted PMI Project of the Year award in 2001.
Who was involved:
Ian Dryden, Max Clark
Management of a multibillion-dollar, 30+ project rail, port and pipeline capital expansion programme over a 10-year period in South Africa. Amongst many other projects covering phases from Concept to Execution and Close, the programme included a five-year capacity upgrade execution project for a 60mtpa iron ore export railway line and port terminal facility. A comprehensive project lifecycle process was developed and implemented across all capital project divisions of the customer organisation.
Who was involved:
Max Clark, Hannes Lotz,
Neville Searle, Hannes Strydom, Rogan Mey, Carlo Belletti
Technical review of a 6mtpa integrated steel company in Southern Africa, covering steel and all mined resources, as a pre-cursor to the splitting of the company into separate steel and resource companies. Working for a significant shareholder and with other advisers, the review covered geology, mining, beneficiation, steel production, metals processing and environmental issues, risks and liabilities. Subsequently, a technical review for and on behalf of the derived resource company was conducted, covering iron ore, titanium, zinc and coal, as a pre-cursor to the splitting of the company into separate iron and new multi-resource companies.
Who was involved:
Peter Raymond, Rod Beddows, Neville Searle
Implementation of deep-water jetties in Southern Africa, Malaysia and Canada as well as sea walls in the UAE and sea water intakes and outfalls in Southern Africa and Malaysia. Studies and implementation of phase1 of the hydro tunnel in British Columbia, Canada.
Who was involved:
Ian Dryden
Management of a 2-year renewal programme for the marketing division of a Mauritius-based international fund management company. The project included change-management control through a process of brand plan development, corporate identity, advertising and sales programmes as well as customer communication channel facilitation.
Who was involved:
Gordon McIntyre