Situated within the Granulation Plant and reporting to the Production Superintendent and Operations Superintendent, I have assumed responsibility for a team of four direct team members and up to 20 staff during plant shutdown projects tasked with delivering optimal production and zero harm safety compliance. In addition to daily safety, production, trouble-shooting and operation tasks, I have been proud to have:• Nominated to lead the Ammonia Decontaminate, Decommissioning and Deinventory (DDI) team, tasked with safely leading a team through the project schedule, on time and on budget• Developed new procedures, including specific Decontamination and Depressuring of Ammonia and Hazardous Chemical vessels without prior site experience to rely upon• Played a key role in driving Granulation production by improving reliability, team engagement and mission alignment, leading to record breaking production and record injury-free days• Recognised as the first female Team Leader appointed to the role Nationally, successfully led the team to ‘finish with pride’ embedding safety and quality culture during 18-month site closure • Rapidly assimilated to all male team, developing strong working relationships and supporting cultural change to embrace positive approach during a time of ambiguity and change • Recognised as culture and values champion, leading the conversation and focus on mental health, fatigue awareness and safety. Consistently nominating others for reward and recognition internal award, and receiving awards regularly throughout tenure• Nominated as a member of the Emergency Response Team (ERT) in 2019, retaining duties and responsibilities throughout tenure• Developed a reputation for providing alternative ideas, aligned to company motto of ‘challenge the status quo’. Bringing improvement, efficiency and quality focus to develop stronger practices

Reporting to the Production Manager, I have continued to work on a 24/7 shift basis, and am responsible for operating a Honeywell Experion DCS Panel across the Granulation Plant, following process, policy and procedure with a view to optimising production targets within safety parameters, coordinating Team Leaders, Permit Issuers and maintenance teams to enable critical plant equipment to be worked on with minimal effect on the plant and production. Added responsibility has included hazardous goods chemical supply chain logistics management. During my time in this role, I was proud to have also;• Played a key role in supporting the plant to attain record annual production. Recommended Process changes which supported ongoing plant operation where others may have unnecessarily brought the plant down, adjusting process parameters accordingly to ensure “on specification” product quality was achieved• Initiated the re-write of resource manuals, identifying opportunities to strengthen and streamline onboarding process for new hires, partnering with the training department to ensure consistency in language and style• Regularly contributed to the development of new procedures, modernising legacy documents, creating from scratch and updating to align with current legislation/ parts/ equipment• Conducted frequent lab sampling, accurately recording results within the DCS system to support efficient decision making and improve quality of product

Reporting to the Team Leader, I supported optimal production across all plant equipment by the safe and efficient execution of manual tasks on gears, valves, pumps and compressors as well as testing product quality and general housekeeping duties. I was also proud to have been:• Recognised and rewarded for completing onboarding training within eight weeks (against 16 week target)• Undertook procedure and policy review from an operations and safety perspective including plant operating instructions, emergency operating procedures and fatigue management• Formulated Job Step Analysis (JSA), Take 5 (risk assessment) and formal risk assessments to ensure personnel and environment safety prior to completing a task• Conducted proactive safety observations of maintenance activities and hazard identification, reporting within SHARES (safety hazard reporting system)

The privately owned Meekatharra Accommodation Centre is 770 km north of Perth and 536 km West of Geraldton. Containing 20 sites, cabins and a workforce accommodation village to accommodate 60. As General Manager, I was responsible for site safety, employing a team of seven, community outreach, budget management, reporting, continuous improvement, catering, government liaison and management of the Caltex Service Station. During my tenure, I was proud to have:• Re-vamped site brand, developing perception from ‘fried food’ to a high-quality catering and stay experience, which increased bookings, increasing revenue by 25% and improving ratings on trip advisor sites• Assessed team member strengths and training requirements, aligning tasks to appropriate team members, providing instruction, direction and mentoring and strengthening onboarding, succession planning and process mapping • Decreased staff attrition, developing strong retention and converting trend of staff staying one month to retaining team members for up to 6-12 months (visa dependent)• Partnered with Government and local school to develop daily healthy lunch catering, event and training catering, delivery to large livestock stations and opening up opportunities to build catering practice as an extra income source• Developed Workforce packages, negotiating mutually beneficial partnerships to suit individual companies' requirements• Developed strong relationships with local suppliers, overseeing trades onsite, negotiating rates and ensuring works completed to a high level of safety and quality standard• Efficiently managed inventory, developed and embedded proactive inventory management process on the back of more regular stocktakes to overcome remote location logistic challenges