Reporting to the Managing Director of Kennecott Copper, I am responsible for safe production at the Bingham Canyon mining operations, Copperton Concentrator and Tailings Facilities. This includes managing approximately 2,200 employees and contractors delivering roughly 180 mtpa material moved and 40 mtpa ore milled as well as driving mine life extension.Some highlights associated with this tenure include being at the forefront of a culture change involving over 1,400 employees and numerous contractors. Fostering a culture of recognition and leader-led training to strengthen outcomes, I steered the mine through three significant technical challenges with the potential for significant negative impact.Additional Achievementso Pursued a highly effective commercial strategy, engaging customers across Europe, the United States and South America and partnering with other suppliers to maximise the potential of low-grade molybdenum stores.o Collaborated extensively with the Senior Leadership Team to strengthen understanding across functions and develop and implement plans for containing costs.o Engaged openly with the local community, attending town council meetings and liaising with government officials to foster strong, mutually beneficial relationships.o Drove significant safety and people improvements, leading to an improved safety record in operational areas and increased participation and scores in the internal people survey.o Delivered substantial improvements on key productivity metrics across all Minerals assetso Oversaw a program of innovation and re-prioritisation to deliver short- and long-term improvement pathways for assets. This has included taskforce-style focus areas as well as in-progress R&D projects.

I managed mine production, mobile maintenance and technical services teams for the Argyle Diamond Mine underground block cave operation. This included driving cultural and operational change, designing and implementing a reduced-cost operating model and strategy and ensuring the closure readiness of the operation.I am particularly proud of closing the Argyle mine with improved productivity, cost and safety in its final two years of operation. In addition to reducing AIFR from 2.5 to 0.66 within 18 months, including a significant reduction in the injury severity rate, I delivered an 18.5 per cent increase in underground production in 2019.Additional Achievementso Significantly improved employee engagement and satisfaction, increasing NPS from -47 to +10 by recognising and championing all types of work and workers and implementing a thorough strategy of communication to smooth the path towards closure.o In 2020, I delivered a further 6 per cent increase in production despite a significant weather event shutting down 50 per cent of the underground operation for three months. o Drove innovation, successfully deploying AI to reduce lost loader time, a technology process taken up by Polymathian.o Improved the overall reliability of an ageing loader fleet with a minimal spend.

I managed all underground and open pit mining feasibility works and managed the initial transition to an operational mining project as well as undertaking Registered Manager duties. This included developing the contracts and managing the tender process for the underground mining services contract, and recruiting and leading underground teams.Significantly, I met and surpassed time, budget and market expectations on the Mount Morgans Gold Project underground start-up and its first delivery of gold.

I was assigned to projects at Karara Mining Limited and Rio Tinto Tom Price. At Rio Tinto, I oversaw all open pit mine production and planning functions, providing leadership to all load and haul, drill and blast, road haulage and technical services teams. I also oversaw safety, maintenance, civil road construction and civil non-process infrastructure construction teams in the Operation Manager’s absence. I delivered the start-up of Rio Tinto’s Western Turner Stage 2 project, achieving the targets on all project milestones as well as a record for team culture, productivity and safety.Additional Achievements o Attained an LTIFR of zero at Rio Tinto as well as a TRIFR of zero for the mining and tech services team that directly reported to my position.o Safely and successfully completed and demobilised the Karara contract, including the transition of personnel to the Western Turner Stage 2 project.o Successfully engaged Aboriginal stakeholders, partnering with Wintawari Guruma and Eastern Guruma businesses to provide investment, supervision and training contributing to ongoing community sustainability.

The majority of my experience across these roles centered on long hole open stoping, cut and fill, and sub-level cave operations; and also involved an international assignment in Sudbury, Canada.