Providing consulting services for Project Management and Development, Strategy, Environmental Impact Assessment, Risk Assessment, Mine Closure Planning and Approvals.

Responsible for overseeing the Environment Department at the Beverly Uranium Mine, including:* Manage Environmental Advisors, Environment, Occupational Hygiene Technicians and Rehabilitation and Closure personnel,* Oversee recruitment for new positions and management of team expansion,* Manage and improve rehabilitation management systems and compliance monitoring to meet regulatory commitments,* Statutory compliance reporting.

Lead and manage the strategic approach for the environmental approval process to support the Life of Mine plan at the Southern Cross Operations (SXO), Western Australia.Key Responsibilities:* Oversee the development of the SXO Mine Closure Plan.* Scope, award and manage technical studies in support of approvals across multiple disciplines and consultancies to ensure deliveries meet tight deadlines.* Improve relationships with regulatory bodies, negotiate environmental outcomes for approvals and maintain an open and transparent process.* Provide technical and strategic advice to both mine site and corporate based management on approvals pathways and timelines.* Work with and build strong relationships with other departments and technical staff within the business to coordinate the flow of information in relation to mine planning and approval documents.* Ensure alignment with changes in the legislative and regulatory space

Key Responsibilities:* Preparation of approvals, rehabilitation plans and Mine Closure Plans for mining clients.* Undertake site inspections and rehabilitation reports for resource industry clients.* Provide expert advice on mining principals and practicalities to the Geospatial Team in the development of Astron’s Rehabilitation Performance Metrics. * Business Development, liaison and relationship management for key clients.

Major Achievements:* Significant reduction in the risk profile for mine closure of SIGM in the view of the Department of Mines and Petroleum (DMP) through development and execution of an achievable Mine Closure Plan (MCP) in 2016 aligned with the LOM and in accordance with the DMP Guidelines. Management of a significant budget for delivery of 15 technical studies and MCP involving 20+ multi-disciplined consultants. Reduction in historic liability by providing justification to DMP that closure objectives had been met. Process developed considered a benchmark in the industry by DMP for consultation by industry. * Establishment and facilitation of a Rehabilitation Task Force with the Senior Leadership Team to commit to 3 year plan and to undertake rehabilitation on site after an 8 year hiatus. Efficiencies and cost reductions gained by recognising an opportunity to rehabilitate a legacy waste dump by redirecting mine waste to use as capping.* Development of next stage of the above projects by developing a SIGM Rehabilitation and Closure Management System to transition the static MCP to be live.* Numerous key environmental approvals for major projects including Works Approvals, License Amendments, Mining Proposals and EPA approvals.*Spearheaded a project to rationalise annual reporting on site to meet individual regulator needs and reduce company resources required annually by over 85% man hours. Liaison with DMP on EARS 2 system for Mine Rehabilitation Fund (400+ tenements) and Annual Environmental Report to find solutions to technical issues experienced due to the size of the SIGM project.* Major contributor to driving Continuous Improvement in the Environment Department and aligning changing needs of the business and regulators with strategic planning. * Specialist in developing strong, open and transparent relationships with regulators, mining and other service departments on site to facilitate smoother and efficient work flows for all parties.

* Management of contractors for rehabilitation activities on site, including daily supervision, work plans, forward planning, monitoring of activities against contract budgets and machinery availability.* Engagement and management of contractors and consultants on site to meet business needs and ensure efficiency against budget.* Mine Closure Planning and Provisioning.* Air Quality Strategy implementation.* Ensure compliance with environmental legislation and legal obligations on site including NPI and NGERS reporting.* Coordinate and participate in team based Risk Assessments on site.* Strategic planning.* ISO14001 and Environmental Management Systems.

Acting Senior Environmental Officer - 6 months* Apply environmental legislation, policies, codes of practice and regulatory instruments to manage a range of industry regulation issues in the Goldfields, including enforcement.* Advise, liaise and negotiate with industry, local government, other government departments and community groups on industry regulation issues.* Investigate, advise and make recommendations on the environmental performance, compliance and incident complaints of specific proponents within the industry regulation program.* Prepare reports, briefing notes and relevant documentation associated with regulatory breaches.* Compilation of Works Approvals, Licenses amendments and Registrations for proponents.* License compliance inspections over most licensed sites in the Goldfields.* Occupational Health and Safety Representative for Kalgoorlie office.* Mentor and train new staff

An introduction to the Mining Industry my role centred around conducting field audits of mineral exploration activities to determine compliance with Department of Industry and Resources requirements, collation of data and development of annual environmental reports for mining industry and undertaking weed spraying activities on mine sites. I was also responsible for maintaing the company Environmnetal Management System.Much of the role was Drive In - Drive Out based in remote areas of the Goldfields, and I was exposed to 4WD and off road vehicles.

One of only three people in WWF Australia to be in a project based role I was the first Woodland Watch Officer in the Northern Agricultural Region (NAR) and again in a position where I had to build both the role and office. Working remotely with the Western Region team the closest officer was 2 hours away, we were managed from the Perth office, 300 kilometres away. Major duties of the role included:- Negotiating conservation and management agreements with landholders for remnant vegetation- Promote values, incentives for conservation and best practice management of Wheetbelt woodland remnants- Liaise with state government agencies and local government- Develop partnerships with communities and their Natural Resources Management agencies in the NAR- Facilitated and promoted media and communication initiatives within the reagion- Ensure sound record keeping and deliver the necessary reporting for WWF-Australia requirements and those of the National Heritage Trust- Co-ordination of spring botanical surveys in remnant woodland in partnership with the Western Australian HerbariumHighlights include setting up the office and associated systems, creating a network between WWF-Australia in the region and local government, state government agencies, land holders and catchment groups. Negotiating access and completing successful flora survey's in woodlands on private property in the NAR, overhaul of Woodland Watch assessment techniques and development of the Rapid Catchment Appraisal form to standardise assessment through the team.

My first 'real' job out of university and being managed by farmers I started in the middle of seeding. I was the first Community Landcare Coordinator (CLC) of the district and walked into an office with four topographical maps on an otherwise bare desk, a computer, no phone or internet, not even a piece of paper or a pen and six bosses (four of which I had never met) who were largely absent for several months until seeding had finished!Through hard work, dedication and determination I promoted, encouraged and assisted individual landholders and catchment groups to implement land care ethics and activities in the region. Developing most of the role on the run I was able to build a resource hub for the farming community by gathering and communicating information and technology relevant to land holders in the area. Providing an interface between stakeholders including land holders, State and Federal Government Departments, non-government organisations and technical experts to achieve the objects of the project and develop networks. I was also responsible for project implementation, funding, management and budget control for a 2 year Federal National Heritage Trust grant which I saw through to completion, including final reporting.Highlights include the formation of 15 sub-catchment groups (with varying degrees of activity), active engagement with nearly all of the 300 individual land holders giving advise or assisting with grants with the preparation of 11 successful applications and management of 11 different projects from a district to a farm scale, field days, including two for women, visit from the Environment Minister, and set a structure for the professional management of the CLC position and continuation of the Land Conservation District Committee including development of a strategic plan.