Craig Mccamley Email & Phone Number

Kestrel Mine

• Responsible 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.
• 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.

Kestrel Mine

• Managed 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.
• 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.

Kestrel Mine

• Managed 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.
• 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.

Kestrel Mine

• Managed 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.
• 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.

Kestrel Mine

• Accountable 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.
• 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.

Kestrel Mine

• Responsible 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.
• 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.

Kenmare Mine

Leadership 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.