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Experienced, professional and people focused Manager with a proven track record of leading large operational teams in complex work environments, safely, while delivering on production and cost. Strong safety leadership skills with a proven track record of improved safety performance over long periods while leading large departments. Possess a leadership style based on visible felt leadership while having genuine concern for the safety of all employees.Specific knowledge and skill in leading large teams through extensive operational change, safely and with an outcome of improved safety, workplace culture, production and efficiency.Genuine passion and capacity for the development of leadership talent from within an organization through rewarding performance and mentoring/coaching leaders at all levels. A proven record of developing leaders from within large operations over several years with the result of improved workplace culture and employee engagement.Extensive underground coal mining operational experience gained from 25 years of experience in leadership roles. With sound knowledge and skill in managing large scale underground coal mines. Extensive mine planning capability within a Lean management context with a focus on clear, well understood plans and systematic tracking of performance against plan for continuous improvement.Keywords associated with Craig McCamley:Safety, Mining, OH&S, HSE, WH&S, Operational Readiness, Change leadership, Leadership, Change management, Lean, Manager, Longwall, Project management, Productivity, Process improvement, Mentor, Coach, Underground coal, Second class mine manager
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Manager Operational ReadinessRio Tinto Feb 2013 - Oct 2014Kestrel MineResponsible for preparing Kestrel South Mine to be operationally ready by leading 8 key disciplines (including Development, Longwall, People and Training, Coal handling and Preparation Plant, Asset Handover) through a process of risk identification and mitigation. Successfully transitioned a workforce of 500 employees to a new operation to schedule and on cost. Achievements• Developed an OR schedule of tasks with engagement from key operational leaders and then resourced and tracked schedule through to completion. • Partnered with both Project and Operations management teams to coordinate transition activities and gain mutual agreement on timing and method for transition and OR activities.• Executed an extensive communication program for all levels within the operation which resulted in a timely understanding of the schedule and manner of transition.• Levered off the new technology and mining methods to develop and enhance a performance based culture at the new operation.• As reward for over 12 years of focus on safety improvement at Kestrel, the mine was awarded the Rio Tinto CEO Award for Most Improved operation. -
Manager Mining / Manager TransitionRio Tinto Oct 2011 - Feb 2013Kestrel MineManaged the Development at the new Kestrel South mine (80 employees) while also managing all transition activities from the existing mine. Responsible for achieving development rates at the new mine safely while training employees on new equipment and procedures. Achievements• Inaugural operational manager at Kestrel South Mine leading the transition of the Kestrel workforce over the course of 2 years.• Managed employee inductions and site specific training on equipment and mining methods to ensure a rapid on boarding process along with an enhanced workplace culture.• Engaged with the project team to ensure the mine was delivered in a fit for purpose state and that gaps/defects were identified and rectified.
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Mining ManagerRio Tinto Mar 2009 - Oct 2011Kestrel MineManaged the Mining department which was responsible for all mining activities underground with a workforce of 130 employees. Accountable for safety leadership, statutory compliance, performance management, production, budgeting ($110 mil operating and $22 mil capital) and cost management. Achievements• Safety performance continued to improve over the period with close management of incidents and implementation of improvements to a number of safety systems at the operation.• The operation achieved its record production in 2010 of 5.367 mill tonne.• Managed to control costs to within 7% of budget each year.• Led the implementation of “Matesafe” at the operation which is a peer on peer safety interaction system.
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Longwall ManagerRio Tinto May 2007 - Mar 2009Kestrel MineManaged all Longwall production, Longwall maintenance and underground infrastructure activities. The department consisted of 100 employees with 3 Superintendents and a budget of $98 mil.Achievements• Managed the Longwall department through the double hit created by the 2008 Emerald flood and the GFC including operating the mine with access flooded, modified rosters to change production profile and renegotiating contracts.• After the GFC, ramped up production rapidly to take advantage of improved markets. The mine recorded a record earnings figure for the year as a result.• Through operational change and leadership focus on operating hours, improved cutting time off the Longwall from an average of 83 hours per week to average 97 hours per week. • Managed performance by application of performance management processes and a performance based incentive system which rewarded high performance and ultimately led to an enhanced performance based culture.
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Superintendent Longwall ProductionRio Tinto Apr 2005 - May 2007Kestrel MineAccountable for the safe delivery of bulk tonnes from the Longwall system. The role had 7 direct and 50 indirect reports with an operating budget of $35 mil. Key accountabilities of the role were safety leadership, statutory compliance, incident management, production, planning and cost management. Achievements • Initiated a complete reorganisation of the department structure which resulted in improved skills spread across the crews and improved teamwork between crews.• Led the Longwall department through the Corvus fault (1.5 metre thrust fault) three times. Each time Longall recoveries were required which were done safely and efficiently.• Implemented a new system for secondary support in the tailgate which reduced time to erect support, manual handling risks and improved overall ground control.• Participated on the Workplace Agreement update in 2006. The agreement was voted in on the first attempt.
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Superintendent DevelopmentRio Tinto Jun 2002 - Apr 2005Kestrel MineResponsible for leadership of two development units on a 7 day week basis. The role had 9 direct and 70 indirect reports. Accountabilities included safety leadership, statutory compliance, performance management, emergency management, incident management, sequence planning, resource prioritisation and cost management. Achievements • Led the mine Development to achieve a reduction in pillar cycle times from 13 days down to 11 with process improvements and a restructuring of the resources across the shifts.• Development achieved a record 14,710 metres of advance in 2004.• Established a between shift planning and communication tool that resulted in very transparent communication of plans for each shift.• As part of the leadership team was responsible for leading an improvement in safety across the site resulting in 50% fewer injuries.
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Superintendent DevelopmentBhp Billiton Jan 2001 - Apr 2002Kenmare MineLeadership of the Development teams across all shifts at the operation. This included maintaining statutory compliance, meeting development targets, sequence planning, shift planning, performance management and reporting to senior management.
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What is Craig Mccamley's role at the current company?
Craig Mccamley's current role is Experienced Mining Professional.
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Craig Mccamley's email address is cr****@****nto.com
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Craig Mccamley has skills like Coal, Mining, Continuous Improvement, Safety Management Systems, Minerals, Maintenance Management, Change Management, Underground Mining, Contract Management, Operations Management, Project Management, Management.
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