Communicating with guestsHandling check-ins and check-outsManaging property maintenanceCoordinating cleaning tasksResponding to guest inquiries

Leading the newly formed team to drive Continuous Improvement across the site whilst embedding and maturing the BHP Operating System (BOS) ways of working

Key Responsibilities:• Providing ongoing coaching and support to Managers, Superintendents, Supervisors and Line Technical Specialists in applying and sustaining the BHP Operating System (BOS) practices, tools, and methods on-site• Embedding core routines and behavioural change to deliver value and sustain BOS• Role modelling BOS Principals and use of tools to reinforce new ways of working with a continuous improvement mindset to drive the planned business impact• Building team capabilities and fostering the development of teams to achieve performance objectives, providing direct guidance to Line Technical Specialists• Delivering group training for key initiatives as part of ongoing staff development• Collaborating with other deployment team members to implement and sustain BOSMajor Achievements: • Successfully completed the deployment of the BOS Principals and 14 Practices into the Port & Rail Warehousing Hub at Port Headland • Raised the Operational Excellence Index (OEI) baseline score of 13 to 34 after the 9-month deployment• Coached and trained Managers, Superintendents, Supervisors and Frontline Operators in all aspects of the BOS Principals and Practices• Currently deploying a 2nd wave of BOS to the Mining Warehouse Hub in the Central Pilbara near the South Flank Mine

Key Responsibilities:• Providing governance and oversight to the Business Improvement (BI) teams at the Aluminium Smelters in South Africa and Mozambique to manage and maintain a portfolio of improvement initiatives so that these operations reach their ‘Full Potential’• Reporting the status of the Full Potential portfolio to senior leadership• Coaching and mentoring operational improvement teams in the tools and techniques of improvementMajor Achievements: • Governed a pipeline of Full Potential initiatives valued at USD 76m across the Aluminium Smelter operations• Wrote an Improvement Procedure to provide consistent guidance on how to carry out improvement across the business• Rolled out KaiNexus improvement capture system to Aluminium Smelter operations• Developed fit for purpose training modules and delivered a tailor-made improvement program to up skill the capabilities of Analysis & Improvement and Production Control & Improvement teams

Key Responsibilities:• Leading and project managing national improvement initiatives within Design and Construction to ensure corporate targets could be achieved (including In Field Design Variations, Copper Works, and Spatial Upload initiatives) • Engaging with stakeholders and senior managers to remove roadblocks and maintain support and momentum for improvement initiatives• Supporting and facilitating the roll out of the Business Process Excellence model across the business Major Achievements: • Used process walkthroughs with SMEs to capture potential risks, improvement opportunities and to ensure processes were documented in line with current working practices• Led a 10-person co-located team of SMEs to develop a new process to resolve ‘Long Copper Lines’ in Fibre to the Node (FTTN) designs post-completion • Used Agile principles to design the new process in only 8 weeks• Identified root causes, proposed solutions, developed implementation plans and obtained stakeholder approval, for both In Field Design Variations and Copper Works processes, with piloted results demonstrating a consistent improvement of greater than 10%• Led an initiative to reduce the cycle time for the upload of Designs into SpatialNet, saving 25 hours per Design

Key Responsibilities:• Project managing the Continuous Improvement portfolio of ideas and active projects to consistently track and report ongoing benefits from initiatives to key stakeholders across the Supply Chain network • Defining and implementing change initiatives which achieve identified cost saving with minimal disruption to the Distribution Centre• Actively engaging all key stakeholders to gain acceptance of identified cost saving initiativesMajor Achievements:  Applied ‘As Is’ process mapping, Cause & Effect and Stakeholder Engagement to identify and eliminate waste in the Flowthrough Process, increased pick performance from 125 to 145 picks per hour and generated savings of $100k pa Set up a Performance Centre, at the Senior Management Team level, to transform the morning production meeting into an efficient and effective review of the business key performances indicators Achieved business target of $3m cost reduction for the WA Distribution Centre

Key Responsibilities:  Engaging with major stakeholders to optimise the link between Business Improvement and the business plan, leading to identifying and scoping of high level ‘breakthrough’ initiatives Coaching and mentoring managers, superintendents, and staff across the business in Continuous Improvement  Project managing the Western Australian Six Sigma and Lean training program to provide a standardised training strategy  Project managing the design and development of fit for purpose Belt training, mentoring and accreditation, leading to online training modules and courses  As a member of the Business Improvement leadership team, assisting in defining the direction of Continuous Improvement (Six Sigma & Lean)  Coaching and mentoring a team of 18 Black Belts to gain accreditationMajor Achievements: Facilitated a tri-party workshop between WesTrac, Linfox and Supply to identify and prioritise key issues responsible for the untimely delivery of spares to the mines Identified key risks in a mine ownership conversion project through proposing, developing, and implementing a General Manager / Head of Department level workshop of over 30 people  Doubled productivity and end user satisfaction by leading a team of 6 in the implementation of an improvement ideas and project management system, using PowerSteering Software Demonstrated significant end-to-end Supply Chain productivity upside through coaching Black Belts in the use of predictive statistical analyses in projects  Designed, developed and delivered fit for purpose Continuous Improvement training at all levels within the organisation by engaging with key stakeholders across the business Delivered more than 2400+ hours of Green Belt and 600+ hours of Black Belt training as well as assessed and accredited Green Belts and Black Belts  Obtained National Recognised Training qualifications for Iron Ore’s Green Belt and Black Belt training programme by working closely with a RTO