Responsibilities • Manage Maintenance of Fixed Plant Assets and Non-Process Infrastructure of a Lithium Hydroxide Concentrator (Spodumene Production of 385 kt/year). • Team of 87 team members, which of those 04 were Superintendents (Direct Reports). Accomplishments • Prioritised, catalogued and acquired $20 M in Critical and Operational Spares . • Design and launched the Shutdown Framework and co-participation of the Work Management Process. • Re-designed organisational chart, including business case for insourcing labour and creation of the Planning and Engineering Department. • Managed the completion of Maintenance Workshop, including tooling and equipment set up for Mechanical, Electrical and Instrumentation disciplines. • Managed infrastructure improvements in medical facilities, airport and camp. • Build Maintenance Budget for Maintenance of Fixed Plan Assets and Non-Processing Infrastructure. • Finalised Operational Readiness for nearly constructed Spodumene Concentrator Plan

Responsibilities • Manages the design and implementation of the asset management strategy (processing plant and mobile assets) in the Greater Brockman and West Angelas.• Lead and Development capability of the Planning\Scheduling and Engineering team, effectively improving the Work Management, Defect Elimination and Assurance Programs.• Manage the prioritisation and deployment of reliability projects.• Manage debottlenecking of mining assets via effective management of Electrical and Control Engineers.Accomplishments• Sustained zero injury during the campaign via the strong application of Critical Risk Management and building the leadership safety culture.• Implemented a Cultural program that transitioned and upskilled 40 professional planners and schedulers as part of the Excellence in Planning in Scheduling. • Implement an innovative way to manage productivity driven projects considerably improving throughput (13 Mtonnes) and reducing costs ($AUD 23 M) in 20/21.• Improvement in 70% on the Critical Risk indicator for Work Management (E.g. asset criticality, tactics, reliability codes, primary compliance, scheduled work and zero based budget). Significantly improved the scores in the Risk Audit.• Managed the deployment of the Asset Integrity assessment across the operation• Continuously enhance the Work Management practices with upskilling programs to Front line Leaders.• Implemented the Defect Elimination APM GE process.• Achieved tier one performance across sites on Primary HME fleet

Responsibilities:• Responsible for all Fixed Plant maintenance activities in the Processing Plant (Mechanical, Electrical, Reliability and Shutdown).• The plant encompass as critical areas: 06 sizers, 03 grizzlies, 01 fixed Stacker, 08 apron feeders, 05 Scrubbers, 05 Desands, 03 tertiary crushers, 13 process screens, 02 Stackers, 01 reclaimer, 01 train load out and 15 Km of conveyor belts (including 02 overland).Accomplishments:• Re-structured the maintenance department with the creation of the Reliability dedicated team for analysis and improvement of maintenance and production bottlenecks;• Improved scope adherence (90%) and time delivery of the major shutdown by implementing the shutdown readiness. During this time the frequency between major outage was increased from 8 to10 1⁄2 weeks and inspection shutdown was eliminated;• Led the maintenance team towards the company achievement of its 55 MTPA;• Achieved 92% availability in the processing plant and 95% in the train loadout plant, by the tenacious focus in reviewing and optimising the critical and rotable spares, maintenance plans, bill of materialsand enhancing the work management practices.

Responsibilities • Optimisation and delivery the engineering capital portfolio of +AU$ 125 million across multiple sites. • Management of technical support across the following engineering disciplines: Mechanical, Electrical, Civil and Structural in support to Operations and Maintenance.• Ensure the application of the BHP Billiton standards to the critical asset such as Critical Machine Risk Management Plan and Structural Integrity management. Accomplishments• Proven strong focus on leadership development combines with high level of employee perception survey (+85%) over two years, the safety outcome was outstanding, achieving + 1000 days recordable injury free in both sites Area C and Yandi. The Capital delivery had high level of delivery (101 and 103% respectively in FY15 and FY16), supporting the long term business strategy.

Responsibilities • Readiness and execution of the Major Shutdowns at the Eastern Pilbara Sites (Whaleback, Eastern Ridge and Jimblebar). Those activities included safety, scope, quality and schedule’s management for approximately 750 contractors. Accomplishments• Achieved 191 days recordable injury simultaneously in three sites in combination with a reduction of 70% in the Total Recordable Injury Frequency due to a strong focus on Safety and Leadership development in addition to the creation and implementation of a safety roadmap. • Increased shutdown effectiveness by applying a consistent shutdown process across Eastern sites. Fast tracked the recruitment and training of approximately 03 Superintendents, 40 Supervisors and 30 conveyors splicer technicians. Designed and implemented a specific splicer technician apprentice program resulting in internal development of a scarce skill set.

Responsibilities • Asset owner for 180 Km/132 Kv overhead line, transmission and distribution on site 66 and 11 Kv, including the main switch yard and main switch room. Managed all services maintenance contracts across site and electrical maintenance at Newman Township.Accomplishments• Re-designed the Infrastructure and Services department according to newly built GLD001 policy, with in a highly challenging environment where engagement, communication and change management were crucial.

Responsibilities • Ensure the application of the BHP Billiton standards to the critical asset such as Critical Machine Risk Management Plan and Structural Integrity management. • Drive the continuous improvement of maintenance reliability by reviewing plant bottlenecks, evaluating the critical causes of downtime, maintenance strategies, including Critical Spares and Master Data. Accountable for compliance with statutory legislation in accordance with Mines Safety and Inspection Regulations 1995 (Electrical and Classified Plant). Accomplishments• Focus on Reliability and Asset Management, applying root cause, green belt methodology and master data review (maintenance strategy, bill of materials and critical spares). This approach led to an effective wear management and consequently changing the whole site shutdown interval from 8 to 12 weeks.

Responsibilities • Accountable for condition monitoring, weekly and shutdown planning. • In charge of for maintenance reporting (safety, reliability and cost).• Responsible to ensure an effective planning was carried out through communication with maintenance staff, suppliers, contractors, operations staff and Snr Leadership. Accomplishments• Optimised the shutdown scope and resources, leading to an increase the shutdown interval from four to six weeks. • Recruited, trained and established a process for the maintenance planning department and condition monitoring.• Implemented a focus on Condition Monitoring moving from a reactive maintenance to a reliable and predictable maintenance activities on Crushers, Conveyor Belt and Screens.

Responsibilities • Mechanical maintenance of the plant (major outage, weekly plan, inspection, lubrication, condition monitoring, reliability and corrective). Effectively managed a team of approximately 120 team members between Superintendents, Supervisors and Maintainers.Accomplishments• Reduced 66% of Vertical Mill (from 3.0 to 1.0 stop per 100 hours) by applying Six Sigma Green Belt methodology associated to a rigorous review of FMEA (Failure Mode Effects analysis) and RCM (Reliability Centred Maintenance).• Achieved consistently adherence greater than 85% on internal maintenance audit system.• Led the Maintenance team to a significant improvement on the Health, Safety and Environmental System enabling the achievement of the NOSA five stars certification.• Critically evaluated the Clinker Line number 2, scoped the refurbishment and implemented a full maintenance plan to return to operation (overhaul and sustainable maintenance).• Implemented a process for ramp down and ramp up during major outage, leading the Clinker line to achieve 97% availability across the calendar year.

Manager Corporate Maintenance Dec 2001 – Jul 2002Manager – Mechanical Maintenance Central Maintenance Oct 1997 – Nov 2001Maintenance Engineer Feb 1995 - Sept 1997Responsibilities• Accountable for the execution of all refinery major outages (refurbishment of blast furnace, steel mill, hot mill, cold mill, galvanization, annealing).• In charge of end to end maintenance at foundry, forgery, machinery and industrial air conditioning (chiller, centrifugal compressor and other centralised systems), where activities included technical specifications and commissioning during refinery expansion. • I was in charge of maintenance standards and governance including all refinery maintenance budgetsAccomplishments• Reviewed all maintenance plans with respect to foundry, forgery, machinery and air conditioning areas based on RCM and FMEA, achieving a reduction of 17% on man hour required to execute the plan.• Increased the effectiveness and safety of the shutdown execution by upgrading the ISO 9002 quality system with the introduction of approximately 250 critical safety work instructions.• Led the Maintenance Committee to obtain 20% reduction on warehouse inventory, utilising the ABC methodology. • Redesigned the organisational chart and fully implemented the change management while merging two maintenance departments, developing a common vision and unlocking team potential. • Led the SAP-PM evaluation group which assessed the migration from the tailored maintenance program to Corporate SAP environment.