Louisa Pretorius Email and Phone Number

Advisory Services

Reporting to Vice President, Maintenance and Engineering Centre of Excellence (MECoE), the core responsibility of the role entails: Change Leader and Coach (Manager) to structure the BHP Operating System (BOS) transformation into MECoE areas ranked by highest value; oversee and coordinate deployment in each area with prioritised activities to deliver business impact as per plan. Responsibilities included:• Deploy, embed and Sustain BOS within the MECoE to deliver value to the business; coach and develop capability within MECoE;• Align stakeholders and facilitate changes for the MECoE leadership team, Heads of Functions, Managers, and teams;• Lead, reinforce and sustain a Continuous Improvement Culture.

Reporting to Maintenance Manager, the core responsibility of this role entailed: leading the safe delivery of in Field Mining Equipment maintenance execution activities. Responsible to set team objectives and KPIs in alignment with overall business direction, lead, empower and develops the Maintenance Execution teams to deliver safe, high quality maintenance performance, work with Production stakeholders, our customer, to execute scheduled work and maximise equipment availability, implementation of: Responsibilities included:• initiatives to improve maintenance performance;• maintenance strategies and work schedules;• business plan objectives and budget to drive and improve maintenance performance;• Implementation and Embedding BHP Operating System and practices, visualizing our performance and cascading performance and requirements to and from leadership and the front line.

Reporting to General Manager, Newman Operations, the core responsibility of this role entailed: leading the Site Improvement team and provided guidance and direction to Site Improvement reports, promoted an inclusive working environment and was the primary point of contact for Newman Operations Leadership Team for Improvements, connecting our strategic goals to our purpose, visualizing and cascading performance (BHP Operating System application and guidance) along the value streams.Responsibilities included:• driving operating discipline;• to identify, form and drive improvement and portfolio management across cost, productivity, safety and culture;• Guide and lead the end-to-end site improvement process and coordinated the identification and implementation of improvement initiatives, through delivering and support through Rapid Results projects that enabled excellence and supported business priorities for improvement;• Coordinated annual business planning activities for Newman Operation (5 Year Budget and Strategic Business Plan).

Reporting to General Manager, Zinc Processing Mount Isa Mines, the core responsibility of this role entailed: leading the change, set-up and tracking / management of the Site Business Process program through the A3 thinking approach, the development of an Asset Management program and Improvements journey, Innovation and multi-discipline / cross-functional engagement, underpinned by change management and improvement. Business Process program: Facilitated and translated Business Strategic Objectives into Business Plans and Initiatives to achieve Business Expectations / goals. Tracking and coaching on process to ensure effective, efficient and sustainable outcomes and 0ptimization according to key value drivers. Development of a Change Management process and framework that incorporates Process Safety Risks to be the building blocks of an integrated and structured way of work, to translate and successfully meet business expectations Safely, Effectively, Efficiently and Sustainably. Process governance includes levels of work, clear accountabilities and measurable responsibilities, and continuously measuring improvements in the value chain. This enabled teams to take ownership and work as effective teams, identify and remove waste, go back to basics (for example housekeeping (5S)) and think innovatively to create value. Technical Support to Management team (Operations and Assets & Engineering) in conducting RCA’s and Failure Analysis, support community events and safety initiatives. Asset Management Program: Introducing best practices, based on ISO 55001 and Optimization of Maintenance Improvement through equipment strategy improvements, optimization of measures, Defect Elimination improvements and Time Usage Model. Responsible and part of cross-functional team developing an improved Work Management Process.

Responsible for the implementation of Anglo American’s comprehensive operating model. As a strategic company-wide initiative it is designed to transform functional and operational delivery to improve stability, reduce variation and enhance clarity. Through designing work processes that deliver greater predictability (purpose) with less wastage (variation), the Operating Model is enabling assets to realize full potential in a more effective, sustainable and efficient way. This is further complemented by the implementation of effective operational process controls, rigorous data analysis and capacity building programmes, including the integration of Operational Risk Management (ORM) in the Operating Model.Work management: Responsible for the implementation (oversee development) of the maintenance strategies according to work management principles, business expectations and Production strategies, measures and managing cross discipline stakeholders, coaching and assistance to maintenance personnel and adhering to the implementation schedule. I was part of the design team, transition and implementation of the new SAP OM.Resourcing Strategy: Responsible to establish alignment between multi-disciplinary sections regarding resourcing (including manpower, spares, special tools and equipment) by implementing, reviewing and updating all processes, procedures and systems, assist with strategy compilation and implementation, resourcing the strategies and all capital involved in improvement initiatives.Achievements:Kumba Iron Ore Laurel Awards (Runner-up)– Certificate of recognition – Partnership Category (August2017) – Operating Model SAP design and implementation

Position: Senior Engineer (Asset Maintenance Management) AMM (Physical Asset Management): Responsible for AMM standards and governance. Focusing on Defect Elimination, Performance Management, Maintenance Tactics, Work Management, Contractor Management, Strategy Management, Asset Life Cycle Management, Condition Based Monitoring, Shutdown, Facilities, Tools and Workshops and SAP Utilization. To ensure all assets (plant and mining) are managed efficiently and within Anglo, Kumba and Sishen Mine Standards. Development of AMM standards and implementation thereof. Managing a system coordination office, which gives all support and guidance regarding AMM standards and SAP execution.Part of team rolling out the Anglo Operating Model (AOM) at shovels. Sishen Work Management Standard alignment with AOM, updating of Standard, procedures, work instructions and optimisation of staff and processes for implementation on Sishen Mine.Reliability Engineering: Managing the Reliability Engineering section (servicing plant and mining). Continually improving the reliability in mining and plant equipment. Embedded and initiated reliability principles for improvement.