Greg Bacon Email & Phone Number

Brookfield, Qld, Au

Brisbane, Queensland, Australia

Supporting the Pembroke Resources team in sustainably developing and growing the Olive Downs Steelmaking Coal complex in central Queensland.

Adelaide, South Australia, Australia

Supporting the Olympic Dam Asset President and the Asset Lead Team, in this strategic role accountabilities include:- Defining and implementing Olympic Dam improvement strategy to deliver exceptional business results- Coaching the Olympic Dam lead team in the application of the BHP Operating System (Lean)- Leading the design of the South Australian Copper Province Organisational Design

Moranbah, Queensland Australia

Supporting the deployment of the BHP Operating System (Lean based) at their largest open cut metallurgical coal mine. In this role I coach and support the Site BOS Project Lead and the General Manager Operations in the application of the BOS practices as well as providing strategic guidance on the deployment approach and other aspects of business transformation. This is a significant cultural change project, working at all levels of the organisation to change leadership practices and mindsets & behaviours of all site employees to deliver a step change in business performance.

Brisbane, Queensland, Australia

Supporting clients in operational transformation through management operating systems, executive coaching and leading process and asset improvement initiatives. We specialise in helping businesses identify their full potential, align on critical few priorities and deliver rapid, sustainable transformational change, leveraging significant senior level operational experience in mining and minerals processing industries.

Brisbane, Queensland, Australia

Supporting Operational transformations for our global heavy industry clients.Currently assisting a nickel operation in delivering full potential performance in the Oceanic Region.

Brisbane, Australia

Partnering with our clients to transform heavy industry businesses to deliver operational excellence, leveraging an exceptional team and extensive operational and business improvement skill sets.

Sudbury, Ontario Canada

Supported the client in establishing an integrated scheduling system for their underground mining operations to establish a platform for Short Interval Control. Identified key gaps in current state practices, leveraging front line team member experiences, and led the engagement process with the North Atlantic Lead Team to understand the opportunity and sponsor the project going forward. Project became the number 1 priority for the Head of North Atlantic Mining Operations with a value projected at $100M. Following successful pilot at one of the mines, the project was handed over to the client for deployment across all mines.

Tom Price

Accountable for two operations over 2,500 employees and contractors (one residential and one FIFO workforce), feeding over 50Mtpa of high grade iron ore into the broader supply chain. Key achievements include:- Halved the recordable injury frequency rate in first twelve months through leadership coaching and implementation of HSEE Committee's across the Division- Took first steps towards rebuilding relationships with the traditional owners of the land we operated on and introduced a meaningful environmental focus for the leadership team- Implemented a fixed asset recovery program to improve reliability and maximise throughput of ageing and run down plant- Led a significant cost improvement programme which delivered material, yet sustainable margin improvement- Initiated first Cat Autonomous retrofit programme for a Rio Tinto operation at Marandoo- Justified key community infrastructure investment projects covering housing and child care and worked actively with the Ashburton Shire to commence a Pilbara Mountain Biking strategy

Brisbane, Australia

Accountable for leading Group Reviews across Rio Tinto covering critical control frameworks, key business risks and specific subjects of interest as defined by the Board Audit Committees and Executive Committee.

Yarwun Alumina Refinery - Gladstone, Australia

I was asked be the Bauxite & Alumina CEO to drive the delivery of nameplate capacity of the refinery following a significant expansion which was commissioned in 2012. The Operations team had not been able to achieve greater than 80% of the nameplate capacity and the project ($2.4B) had become a shareholder concern for Rio Tinto. I led a cross functional capability assessment of the refinery operations, including technical assessments, asset integrity and operating discipline. I presented a transformation strategy to ExCo, including a recovery strategy for the assets, a small capital improvement portfolio of projects to release bottlenecks and a operating model to support more effective leadership outcomes. Following endorsement from ExCo, I was asked to lead the execution of the strategy. Shortly after I was asked to lead the transformation in the GM Operations role and was suceesfully able to deliver nameplate capacity within 7 months. This was a very intense period with significant interest in our progress, including regular updates to the B&A and Rio Tinto Aluminium ExCo teams. Despite this intense pressure and most importantly, the transformation was achieved with improved safety performance, employee satisfaction and moving from loss making cost performance to being a stable, free cash flow positive refinery. Following this success, I decided to pursue other opportunities within the business. I was asked to move into an Operations Director role to onboard the new General Manager to ensure the sustainability of the refinery performance. After a 6 month period, my release was approved.

Brisbane, Queensland

Led the corporate Business Improvement and Asset Management teams for the Bauxite & Alumina business unit. For the first year of this period I was Manager - Business Improvement within the team.

Gladstone, Queensland

Accountable for reliability and maintenance activities within the refinery. For last two years was also accountable for leading all contractor teams on site.

Emerald, Queensland

Accountable for leading all underground mine development activities, including two internal 24/7 continuous miner panels and two contractor mining teams in mains development. Also accountable for equipment maintenance.

Emerald, Queensland

Accountable for surface operations at Kestrel Coal Mine, including Coal Handling and Preparation Plant, ROM and Product stockpile assets, tailings facility and rail load out. Also accountable for underground maintenance teams and business improvement strategy for the site.

Brisbane, Queensland

Led reviews of site asset utilisation strategies and performance, and supported implementation of improvement programmes. Included hands on support and coaching of site leaders.

Wagerup, West Australia

Accountable for engineering support to Operations teams in Precipitation and Calcination Operating Centres, including Mechanical, Electrical, Reliability and Project Engineering support. Also accountable for functionally leading site Reliability Engineering team and strategy.

Pinjarra, West Australia

Provided reliability engineering support to the Operations Team in the Raw Materials, Digestion and Evaporation areas. Also led the site Valve Improvement team.

Newman, West Australia

Maintenance engineer for iron ore Beneficiation Plant. Also led major shutdown activities for all iron ore fixed plant processing facilities at the mine.

Weipa, Queensland

Supported fixed plant operations at Weipa Bauxite mine.

Young Professionals Programme, Business Administration And Management, General

Sponsored attendance through the Rio Tinto Raising Talent programme

Bachelor Of Engineering (B.E.)

Activities and Societies: President of the Mechanical Engineering Student Society

Education record

Activities and Societies: First XV Rugby Union