Head of Manufacturing, Supply Chain and Group Quality Assurance

Ammonia, Nitric Acid, Ammonium Nitrate, and Cyanide Manufacturing Globally.

Responsible for the global Initiating Systems and Packaged Explosives manufacturing operations which includes 30 manufacturing sites in 22 countries and around 2500 employees.

In this global manufacturing role, I was responsible for leading the transformation of the manufacturing function by improvement and standardisation of processes. Key Achievements• Over 50 projects in the pipeline with annual savings of $75M• Short term (3 year) projects savings projected $30M pa with FY17 EBIT impact of $9M• Supply of products diverted from external suppliers to internal manufacturing.• Rationalised manufacturing sites• Standardisation and SKU rationalisation plan developed

The Orica Kooragang Island site produces Ammonia, Nitric Acid and Ammonium Nitrate in an integrated continuous manufacturing facility and is the single most important Orica site. The site had an operating budget of $60M/yr, capital budget of $70M/yr, and raw material budget of $200M/yr. In 2011 there were a number of environmental releases from the site that resulted in its temporary shut down by state authorities costing the Group in excess of $100M. Additionally, Orica and the site was at the receiving end of unprecedented negative press for a prolonged period and lost the support and trust of the local community and the regulators as a result of the incidents. I lead the site through this crisis and was the face of Orica in Newcastle, setting the site on a sustainable improvement path and in doing so, regained the trust and support of the local community and regulators over time. I began this improvement journey, initially stopping the bleeding by gaining control and at the same time designing the right management structure followed by a comprehensive site organisation structure, and then hiring the most suitable people available to fill key roles. Once I had the right leadership team on board, we began a cultural transformation process, supported by process and asset improvements that left nothing untouched. Achieving the end goal was a challenging objective and a rewarding experience. Key Achievements• The KI site became the example within Orica of what good looks like.• Vastly improved the safety and environmental outcomes, and stakeholder relationships. • Delivered on all operating license requirements including environmental improvement projects delivered on time to the value of $115m over 30 months.• Strategic management of the site EBA renegotiation. • Halved staffing levels at the same time increased production and improved safety and environmental performance.• Reduced overall conversion costs by $25M pa.

As Business Manager along with my team, we served Orica’s customers in the region across the entire product and services portfolio offering. The North East Region was the single biggest revenue and profit region in the whole of Orica at the time. Having full P&L responsibility for the regional business, negotiating new contracts to grow the business as well as the renewal of expiring contracts to maintain current business, was a priority. In all mine site operations, the safety of our employees and that of the mine site, was our first priority. The focus on safely delivering differentiated service to each customer, maximising value to them and ensuring healthy returns for Orica was a daily goal and part of the culture. Achievements• Excellent safety performance across the region with year on year improvement in safety and environmental performance through strong personal commitment and involvement.• Revenue and profit growth exceeded target each year under my leadership.• Successfully negotiated numerous supply contracts with major customers ranging in value from $20 to $500m.• Strong personal customer relationships at site and at executive levels.• Engaged, committed and well trained teams.

BME is a Mining Explosives and Services supplier to the mining industry in Africa and the biggest open-cut mine sector supplier in South Africa. As Managing Director I was responsible for agreeing with the Omnia Holdings Board an ambitious growth agenda for the business. Full P&L accountability allowed my team and me the freedom to determine and implement the strategy to achieve the agreed targets. Ensuring high levels of SHEC performance at BME manufacturing and operations sites as well as customer sites, was a critical success factor and high on my agenda.Building trust based relationships at all levels in our customers’ organisations was a key success factor in the strongly competitive African market. I achieved this by actively listening, gaining understanding and then acting quickly and decisively.Just prior to my tenure as MD, BME acquired a French electronic detonator Research Company. During my tenure I successfully managed the integration of Delta Caps (acquired by BME) into the BME Business.Achievements• Growth and Profit targets exceeded• Significant advances in Knowledge Based Blasting • World Class SH&E performance across operations• Set up a supply and technology agreements with Chinese Initiation Systems Manufacturers• Strategy development and implementation - Creating a differentiated service offering through knowledge and science in blasting as major theme.• Served on the BME, Omnia Fertiliser, and Delta Caps Boards.

ResponsibilitiesOmnia Fertiliser is a wholly owned subsidiary of the Omnia Group, a large JSX listed diversified chemical and mining services company. As part of my role I took responsibility for the safe and efficient running of the 5 Manufacturing Facilities in the Omnia Group. Additionally I represented Manufacturing and Technical on the Omnia Fertiliser Board, manage capital investment and growth in manufacturing and developed the manufacturing strategy and implemented the same with my team.Achievements• Production targets achieved or exceeded.• CFC and Variable Cost targets consistently met.• Excellent Safety record across the sites.• Significant environmental improvements implemented across all sites.

ResponsibilitiesThe Omnia Sasolburg Factory is a large continuous fertiliser and explosives precursor manufacturing facility by international standards. Achieving safety, environmental, production and financial targets was core to the role. Further, ensuring a stable IR environment during a politically difficult time was extremely important and a hugely beneficial experience. At the same time establishing strong networks with community groups, emergency services and customers formed the backbone of the site culture and speeded up improvement success. As a Major Hazard Facility (MHF), thorough risk management was critical and I ensured steady progress in this area.Achievements• Production records set 2 years in a row for the site for the key plants – Nitric Acid, Ammonium Nitrate and Fertiliser Granulation plants.• Excellent safety and environmental performance with no LTI’s recorded.• Positive and extensive community engagement.• Commissioning of a new 600kt fertiliser granulation complex.• Developed and refined new technology to granulate Calcium Nitrate in a fluidised bed granulator. Later, used the same technology to produce a porous granulated ammonium nitrate granule to be use in mining explosives.

• Operations Manager, Omnia Fertiliser. 02/1997 – 10/2000• Production Manager, AECI Richards Bay. 01/1994 – 01/1997• Process Development Engineer, AECI R&D 1992 – 1993• Process Engineer, AECI Chlor Alkali & Plastics 1989 – 1992