Daniel Moore Email & Phone Number

East Melbourne, Victoria, Au

Oversaw the optimisation of the legacy site remediation process, delivering completed projects that divested property worth $48m and $270m. Transitioned the Botany Groundwater Treatment Plant from a managing contractor back in-house, without disrupting annual turnaround activities, with a zero recordable case injury rate and delivering operating budget savings of $5.2m. Identified the top three common High Potential Incident causes globally and drove focused improvement efforts to improve learnings and drive prevention (consistent trend for over 10 years). Included the roll-out of a Next Gen Safety Leadership program, targeting the development of observed successful leadership behaviours, building trusting relationships with teams and leveraging humble enquiry to better understand front line risk exposure and safety systems effectiveness. Implemented a global mental health strategy that leveraged a psychosocial risk management approach to proactively manage mental health, challenging the Business to consider the impact of how work is designed and executed at a leadership and supervisory level on employees, superseding standard wellness programs which were having little impact. Managed the global Security function, which saw Orica recognised by Interpol, the FBI and the World Customs Organisation as the industry leader in product security, based on processes, governance, collaboration and performance.

Sydney, Nsw, Au

Introduced a Serious Impact and Fatality (SIF) risk management program (including mental health and environmental risk). This exposed and eliminated the associated organisational blind spots (from a historical 5 reports per year to over 50). Changed the risk and incident management stance of the business from reactive to preventative and steered it from Board downwards away from a TIFR focus, to one of proactive risk management. Developed the AGL SIF prevention strategy and associated tools that were adopted by the Australian Energy Council (AEC) OHS Committee as the recommended risk management standard for the industry in Australia. Introduced discipline and control for Worker’s Compensation – resulting in $5m premium cost avoidance over 2 years. The strategic mental health management program was benchmarked as leading in the scheme by AGL’s insurer. Redesigned the quarterly major contractor forums to focus on two-way feedback, good practice sharing and embedding a strategic roadmap that delivered a 50% reduction in contractor injuries. Leveraged the COVID-19 isolation to design and deliver focused safety training and coaching for the top 50 leaders in SIF prevention. Quarterly sessions focused on improving site work team interactions and increased technical knowledge of critical controls. This received an average 96% approval rating each quarter from participants and led to an extended program on HSE leadership skills for Executives in a similar format. Influenced the business to shift focus to SIF prevention, delivering the anticipated ancillary benefit of reducing TIFR by 50% in two years. Reviewed the permit to work system which eliminated 14000 unnecessary, regular permits from across all operating sites to improve efficiency and safety focus.

Hawthorn, Victoria, Au

Shifted Board and Executive Team focus from low level lagging indicators to Serious Injury or Fatality (SIF) prevention. Delivered a year-on-year (positive) reduction in all HSE metrics, with a total of 55% RCR reduction over 5 years. Revitalised Worker's Compensation and injury management, defining and deploying a strategy that delivered a saving of $4.3m in the first year. Designed and delivered a safety leadership development program for site to senior leader levels based on thinking differently, positive behaviours for leaders, legal obligations and a personal case for good leadership (using an actual past SIF incident). This was delivered to over 200 leadership team members across the globe and began a significant shift in safety leadership culture. Designed and implemented a site risk profiling process for teams to target SIF prevention. It included a multi-faceted assessment of exposure, SIF prevention standard compliance, incident history, hazard reporting culture and collaborative, cross-divisionally facilitated HIRAC workshops with team members from the shop floor up to site management. This delivered risk-based, quantitative positive performance indicators to drive proactive risk management and a step change in performance, e.g. the largest site in Victoria with one of the worst performance records in the group had no worker’s compensation claims or lost time injuries in the year after profiling, continuing past when I left the Company two years later.

East Melbourne, Victoria, Au

Member of the Orica corporate Manufacturing Capability team which has a remit of developing and running a global capability program for senior manufacturing site General Managers and their leadership teams, as well as directing and aligning process improvement efforts and best practice systems development.- Created a global program to develop senior site General Managers and their leadership team’s capability through assessment, training, coaching and mentoring. Developed a benchmarked, full spectrum map of defined capability elements, implementation criteria, training packages and best practice tools. Successfully piloted program at a major petrochemical plant in Queensland, followed by two discrete manufacturing sites in China. - Member of the Orica global steering team for manufacturing process improvement.- Led a multi-disciplinary team (Orica and management consultants) in a rapid response project required by the CEO to assess and remedy capacity issues at one of Orica’s largest sites over 20 weeks. Project delivered annual profit improvement of $18m through production capacity increases. - Identified and tailored a strategic deployment process to drive strategy generation and execution, adopted as the standard tool across all manufacturing sites.

East Melbourne, Victoria, Au

Developing and facilitating a global strategy for the Minova International division of Orica.Including the assessment of key markets, customers, product offerings, financial projections and competitor analysis. Implementation of a global standard process for strategic deployment to ensure objectives are achieved and strategic direction is sustainable.

East Melbourne, Victoria, Au

Responsible for all manufacturing sites (six Steel and three Chemical), four warehouses, Quality, Engineering and SH&E in the North American region for Minova (a division of Orica).Designed, implemented and facilitated a strategic planning and deployment process that addressed poor regional execution performance. This process was adopted as the global standard in Minova globally.Developed and implemented an Integrated Business Planning process for North American that covered all business functions. Generated a comprehensive five year SH&E plan that significantly reduced All Worker Recordable Case Rate (by 60%). SH&E was noted as the most prominent reason why employees wanted to commit to the company (reported by consecutive, independently facilitated and anonymous employee engagement surveys). Generated an Operations strategy for the region, with key initiatives that drove the Operations function to higher levels of efficiency (35% chemical plant and 50% steel plant OEE improvement in 10 months) and $3.7m benefits in the first 2 years. Trade Working Capital managed down to 8% (compared to sales) against the next best Orica business at 15%.Initiated a Lean Manufacturing implementation across the region, including a program of Lean Six Sigma Green Belt certification for key personnel.

East Melbourne, Victoria, Au

Led the review and started the modification of Orica's SH&E management systems globally to deliver a more practical, business profile appropriate suite of processes and tools.Managed the global corporate SH&E auditing function, developing an annual planning process. This simplified budgeting, improved cost control and delivered functional transparency for the business units (and therefore greater acceptance and enhanced cooperation).Carried out operational and safety due diligence for a large acquisition in Thailand.Lead SH&E resource for the global integration of the Minova acquisition ($1.5b).Developed a "Small Sites SHES program" across the Chemicals business in Asia.

The Woodlands, Tx, Us

Continuous petrochemical plant management.Major Hazard Facility management.Industrial relations - developed an innovative restructuring plan with the site unions to deliver increased productivity, reduce costs and significantly augment Operator skill levels.Operating and capital budget management.Team revitalisation and improvement.Development of manufacturing strategy and corresponding plans.

The Woodlands, Tx, Us

Continuous petrochemical plant management duties.Management of a Major Hazard Facility.Key participant in a detailed business review, deciding the future viability of the plant.Consequently successfully led the closure, decontamination and demolition of the Phenol plant, with zero safety and industrial relations incidents, leveraging scrap costs to completely finance the closure and managing the outplacement of employees (all but three received external employment offers).

The Woodlands, Tx, Us

Batch chemical plant management duties.Team revitalisation exercise that increased Operator engagement, which was visible in quality, safety and productivity metrics.Led a comprehensive "cost of goods sold" analysis exercise to assess the potential for a significant business development opportunity, that was judged viable and pursued as a result.

The Woodlands, Tx, Us

Providing process and project engineering support to a number of plants on site. Responsibilities included: - Engineering, design, costing, construction and commissioning of new plant.- Process engineering for plants to troubleshoot operational issues and improve performance.

Melbourne, Victoria, Au

Contract Process Engineer working on HACCP studies for the water network.

Oslo, Oslo, No

Recruited as part of a new, small, multi-disciplinary team created as an international engineering project management centre of excellence. Duties included:- Benchmarking project performance against industry best practice to identify areas for improvement.- Completed the review of a major site revamp project at a Magnesium refinery in Canada.- Attended development sessions targeting skill building in project management, leadership and benchmarking.

London, Greater London, Gb

Providing project and process engineering support to plants across the Ceramics and Materials Division in the United Kingdom, including technology transfer from European sites. Selected for the following professional development programs:- Year-long graduate training program.- Young Manager's development program.