Supporting the safe delivery of over $200 million of capital projects. Coaching and up skilling operational leaders in all things, health, safety and environment. Incorporating HOP into our broader business approach. Establishing a consistent and contemporary HSE direction and plan. And having fun with it

- Delivering projects that line up with the organisations strategic direction and supports the sustainability of the industry

South32 was born out of the demerger of BHP Billiton’s smaller more agile assets of which Illawarra Coal is a key asset. Illawarra Coal operates two underground mines, supporting coal preparation plants, logistic change and resource exportation / development sites.Responsible in assisting the implementation and transition of Illawarra Coal from a BHP Billiton operation into a South32 operation; Key objective of this role is to work within the supporting functions (HSEC, HR, External / Corporate Affairs) assist and facilitate the understanding and implementation of the Regional Operating Model. Achievements• Development and facilitation of workshops with functions to implement South32 Regional Operating Model in a sustainable manner. This process gave people greater clarity, certainty and security around their roles within the organization. • Mentored Superintendents through setting up and leading their teams through transition to new model. • Process and systems designs and implementation to allow the HSEC function to perform their roles in a sustainable manner. - Modification of IT systems to streamline activity and automate processes• Working with Board Members, Senior Leadership team and Site Leadership teams in Co-Facilitation of Illawarra Coal’s 5 year strategic plan, Financial Year 16 business plan and operations one year business plans for Financial Year 16

Leading a team of professionals responsible for the reporting of HSEC data to BHP Billiton corporate, government and regulatory groups, which met corporate and legal requirements. Responsible for the implementation, management and enhancements of HSEC information systems.Achievements:• Reduction in duplication and improved efficiency of reporting requirements. Reducing the timeframe for month, quarterly and yearly reporting requirements by more than half. This freed up resources for further improvement activities (such as system enhancements and project work), stakeholder engagement activities and cost reductions initiatives. • Co-leader of an Element (Pillar Y) of Illawarra Coals Project RESET (cost reduction project FY15) resulting in an overall saving to the business of greater than $180 million – bringing the business from a forecast loss to a better than break even result. Pillar Y was responsible for the engagement of all levels of the business in the identification and implementation of cost saving initiatives; resulting in the identification of over $15 million dollars of savings. • Implementing and ongoing improvement to HSEC information system that reduced duplication of work and streamlines communications across support functions within Illawarra Coal. • Lead of HSEC stream for South32 Enterprise Resource Planning (ERP) project during the embryonic phase to develop strategic direction for South32 with regards to HSEC information systems. Working with HSEC Vice Presidents, HSEC Leads and Operational Leads across global assets to develop the initial scope of the project and Legal Day 1 symbolic changes aimed at reducing complexity and improved information transfer.

West Cliff Mine is an underground coal mine with some of the highest risk profile for mine gas and winder operations globally. Part of the Mine site Leadership team and Illawarra Coal HSEC Leadership teams responsible for the development and implementation of Health, Safety and Environmental systems and processes; Leader of HSE Team at mine site with budgetary responsibilities of between $1.5 and $2 million (excluding wages) per annum. Achievements• Reduction in workers compensation premiums, creating a financial and social saving for the business. This was achieved by;• Reductions in recordable injury (medical treatment, restricted work and lost time cases) rates including achieving a record level of injury free days. Achieved through development and delivery of the ‘Leading Zero Harm’ coaching framework for Illawarra Coal, in field leadership, governance frameworks and sound risk management practices. • Site lead for the development and implementation of BHP Billiton Material Risk Framework at Illawarra Coal. Designed to identify potential multiple fatality events, focusing on description of critical controls, the monitoring of the health of controls and increased the awareness and ownership of risk within the business. • Enhancement of the existing Emergency Management processes and training, achieving both compliance to legal and corporate responsibilities and a healthy obsession with disasters. • Designing of a Health and Wellbeing program focused on the Wellness (physical and mental) of staff and operators. • Bulli Seam Operation HSEC Functional Strategy undertaken to achieve transition to integration of two underground mines into the largest underground coal mine in the southern hemisphere. Process brought together HSEC professionals from each mine to work together to standard process and combining working committees allowing for a smoother integration on the two mines.

Port Kembla Coal Terminal (PKCT) is a conglomeration of six coal companies leasing a government owned facility, managed by board with the management contract owned by Illawarra Coal. Part of the site leadership team responsible for the implementation of health and safety programs and the undertaking of a strategic change program designed to unlock process efficiencies, savings and risk reduction. Budgetary responsibility of approximately $500k per annum Achievements• Taking the sites BHPBilliton 15 HSEC standards audit results from below average to above average within 3 years. This greatly improved the risk profile of the operation from a high risk operation to an operation in control of their safety risk and with a continuous improvement cycle. • Safety program design and implementation focused on system design, risk management, education, behavioral safety and critical leadership behaviours. Through the focus of this program the site achieved a record of over 400 days recordable injury free.