PROFILE :This is my story- Ronald van Biljon

Ronald van Biljon a Construction Professional with 40 years experience shares THIS IS MY STORY on a construction project he worked on that was both challenging and satisfying.

Please give us a brief summary on your career to date

I started my career as a student in 1980, and spent 26 years of my 40 years in the Industry with one company, where I learnt the most being in a fortunate position to be exposed to varying facets of construction, from structures, to roads and bridges, to infrastructure projects across all spheres. The past 13 years have been in the role of a Senior Contracts Manager, an appointment that has kept me mesmerised throughout my construction life.

Map to Kusile Power Station

Give us details including your role on a project you have worked on that stands out to you

I was the Contracts Manager for one of four JV partners in the execution of the Civil Works for the Kusile Power station for an initial completion value of R 2,9 Billion, which turned into an R 8,34 Billion project which when completed still required a further R 1,4 Billion worth of work to close out the contract.

Turbine House Foundations (Photo ref. Eskom)

What was your position and duties on this project?

The Turbine Hall, with its’ associated structures forming part of the Turbine Generator was my
responsibility when I was seconded to the Project mid-2009. Managing a team size of roughly 250 skilled and semi-skilled blue-collar employees being supervised by a staff compliment of 25.

As the project progressed additional areas formed part of my responsibility, these being the ACC and the Auxiliary Bay connecting the Turbine hall to the Boiler.

Turbine Columns Under Construction (Photo ref. Eskom)

Why does this project stand out to you?

Scope growth was one of the primary reasons for my tenure at Kusile Power Station, with

Sub-ordinates varying in levels of experience requiring guidance and support in their individual

roles. Contributing to the growth of many of these staff members across four companies was a

truly humbling experience, and these memories will remain with me.

From a technical perspective the insight into offering constructible solutions to many of the

challenges the project presented us was both challenging and satisfying when the completed

product was presented in all its grandeur.

What were the important lessons you learnt from this project?

The depth within the industry was tested by requiring as many Engineers and Foremen as would be required, accounting for the Medupi Power Station project requiring similar skills in the same construction period. Grooming these inexperienced staff members to excel in each of their areas of responsibility took time and patience needed to be an important quality for Senior Managers overseeing operations.

Turbine Hall Foundations. (Photo ref. ESKOM)

What mistakes or regrets have you experienced on this project

On occasion we seemed to have overlooked the need to reflect on best practise principles in
search of quicker, smarter methods of construction. The contract was under pressure to perform from the outset, and the increased scope placed a burden on the select few experienced Leaders.

An opportunity to have prepared the new incumbents ahead of dropping them in the “Deep End”would have been to the advantage of the contract, with lessons learnt incurring costs as well astime over a period of 6 years.

Turbine Hall Isle (Photo ref. Eskom)

How did you overcome your mistakes/regrets?

I made it a pre-requisite to assess each manager identified for an area of responsibility to ensure they have the necessary drive and motivation to succeed in their role in site. Mentoring and coaching was required, and I was fortunate to have sourced a few managers to assist me in this a necessary process. Growth in many was exponential, and the project reaped the rewards by investing in this need.

What has been the most satisfying thing for you personally about this project?

In the absence of the Project Manager I was presented the entire project to managing roughly
4500 team members. Exposure to all facets within the portfolio of a Project Manager taught me many skills I otherwise would not have gained in my tenure at Kusile Power Station.

Also read: THIS IS MY STORY - Fabio Companie

The construction industry is said to be one of the toughest industries why did you stay in it for as long you did?

Construction is in my blood. I tried getting out a couple of times, but the adrenalin rush was what got me up in the morning and held my attention throughout every day. The changes that occur daily on a construction site brings about an anticipation of searching for solutions that are never the same. Sharing these with sub-ordinates and seeing it applied provides a level of satisfaction one would rarely find elsewhere.

Turbine Block (Photo ref Alstom)

The construction industry is currently facing various challenges what is your opinion on overcoming these challenges?

The Industry requires a vested interest by the “Experienced Leaders”, as the gap in construction management skills that was forecast early in the 80’s has come. Mentoring and Coaching is the only way to grow our Industry and assist in the generation of successful projects that are completed on Time, Safely, to the satisfaction of the Client, and within Budget. This needs to be seen to overcome our current constraints.

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