Mark Finney Email & Phone Number

Horsley Park, Nsw

Overseeing the operations and performance of the $300 +million East Coast division which under my leadership reported a 70% profit improvement in the 5 year period. This was achieved through: • Implementation of medium/ long-term strategies to manage the increasing costs of energy and material resources, driving down energy unit costs despite an increase in fuel prices via the use of alternate fuels and gas and electricity contract negotiations • Margin Improvement through the implementation of a detailed reporting system by customer/product which combined with a disciplined price increase implementation delivered above inflationary increases. • Improved team performance with state GM’s and functional managers working collaboratively with revised national structures to deliver improvements in safety, environmental and P&L performance.Developing new green field business options for lightweight aggregates manufactured from local shale using alternate waste fuels and materials. (Inception to DA submission). Restructured engineering, technical, energy & sustainability support functions from state /divisional based to nationally teams to provide specialist support yielding cost and productivity improvements across all divisions.

Silverwater, Nsw

Responsible for the development of a $200m plus national concrete and aggregates business to strengthen the company profitability across the construction materials sector and provide a strategically critical base for future company growth and leverage across divisions. Including: -• Green field development of a 1 million tonne plus hard rock quarry to supply internal and external customers, acquiring and extending several sand and aggregate quarries to support the overall business.• Development and implementation of a national strategy for growth of the Concrete and Aggregates businesses across Australia including the integration of 4 businesses acquired via acquisition.• Site remediation and commercial development of redundant cement works and quarry.• Operational improvements turning a loss making concrete business to profit across 24 concrete sites.

Adelaide, Australia

Responsible for Site Operations, Purchasing, OHSE, Engineering and Technical support across Australia, with revenue expenditure of $275m and 600+ employees including: -• Development of a five-year strategic plan as part of senior team focused on, and delivering a vertically integrated business with improved profit margins and shareholder value.• Implementing a S.H.E system that reduced DIFR’s and LTIFR by 30%• Implementing an Alternative fuels and Materials program and J.V. with EPA approval in that is delivering several $m’s in energy savings per annum.• Restructuring a previous 2-company structure to a functional team.• Developinga five-year plan that in two years o Exceeded previous record output levels on 7 of the 10 kilnso Delivered a cost reduction program.o Completed standardisation across cement and lime processes.

London/Oxford, United Kingdom

Responsibility for eight cement factories, national logistics with full P&L accountability for paper sack-manufacture for this £360m turnover business. With 12 direct reports, 1650 employees and £230m revenue expenditure:• Developed a five-year strategy as part of the senior team. That Increased profits from £84m in 1999 to £106m in 2000.• Implemented site specific and logistics business plans and continuous improvement initiatives that delivered £12.9m cost reductions in 12 months with a further £40m planned within four years.• Centralised functions from business units and regional structures to functional cost centers.Implemented an operational improvement program with performance measurement and evaluation linked to plant and individual performance incentives based around “McKenzie’s 40% compressible” cost reduction program

Responsible for manufacturing, technical, distribution and engineering functions for 11 factories and support functions in Australia and New Zealand, with 16 direct reports and 600+ employees. Implemented a national manufacturing strategy and site-specific business plans that delivered cost reductions of 17.5% and a working capital reduction of a$9m.

Responsible for all site manufacturing and dispatch operations. Achieved a reduction in unit cost of 15%, and increased site operating profit by approx. £1.5m.

Fully developed the section from a Greenfield site to a two-shift operation. Implemented the Toyota Production System (TPS) and carried out recruitment and training of team members. Trained in Japan and USA in the TPS philosophy and systems

Responsible for 400 and 500 series machine manufacture (Telescopic Handlers and Loading shovels). Responsible for all manufacturing: welding, paint, assembly, inspection and sign out with a reporting staff of 2 managers, five foremen, and up to 180 men. Changes made included: introduction of team leader system, reduction in WIP of £430K, and the adoption of a “Right First Time” policy resulting in a 25% reduction in lead times.

Bsc Hons, Mechanical Eng

Mba

Ffe, Finance