Accountable for leadership of 350 people across regions of APAC, EMEA and Americas (North and South), delivering employee relations, talent, performance & remuneration, payroll & employee data management & HR advisory services through a shared services business model within the Human Resources function to all Rio Tinto businesses and employees.This role was also assigned accountability for Fixing the HR Basics, returning the HR basic deliverables of Payroll, EDM and Recruitment to an acceptable level of services following a HR Transformation implementation which had achieved efficiency gains however had not met all effectiveness goals.♦ Positively shifted engagement (measured through Net Promoter Score) by 50% in a 6 month period whilst undertaking significant organisational change ♦ Key member of the HR Senior Leadership team for Rio Tinto, reporting to the Head of Human resources ♦ Built and led a programme of work to step change the effectiveness of the HR function across the hygiene factors of Payroll and EDM with a focus on three towers - Measurement, Execution and Systems♦ Trialled and implemented AI and RPA technologies into the processing of the hygiene factors to improve outcomes and efficiency♦ Lifted the business focus of the advisory services, step changing the leader and employee experience ♦ Continued to drive productivity gains within global teams, including functional suppliers and outsourced providers through Lean♦ Delivered multiple high value initiatives for the businesses to maximise safety and cash position of the business♦ Managed and strengthened key partnerships across the functions and operations, as well as external businesses through benchmarking and best practice sharing♦ Key team member in the development of the Rio Tinto people strategy

Accountable for leadership of 120 people across Australia, Singapore, India, China, japan & Indonesia, delivering employee relations, talent, performance & remuneration, payroll & employee data management & HR advisory services through a shared services business model to all Asia Pacific based Rio Tinto businesses and employees.This role was newly formed as part of the transition of the Rio Tinto HR model, and as such involved significant change management, stakeholder engagement, system and process development as well as team stabilisation across a geographically spread and culturally diverse landscape.♦ Sourced internally and externally a team of 120 HR professionals across the HR taxonomy, including a diverse high performing leadership team♦ Built the credibility of a HR shared services operating model through delivery and robust escalation management, to operating businesses that had traditionally not leveraged shared services♦ Utilised a robust business understanding to influence shared services to ensure system design considered direct and in direct operational impacts ♦ Delivered 20% productivity gains within 12 months of establishing the team through full leverage of outsource providers and implementation of standard work and reporting♦ Developed and implemented an engagement model for customers to drive win/win outcomes for the operating business and shared services♦ Led several operating system pilots to build momentum for the broader HR function and team in order to influence the longer term improvement methodology and overall performance of the function♦ Influenced the HR function to develop a road map of improvement focus areas for customers (operating businesses and internal HR customers) , with a view to focusing on the critical few

Accountable for all human resource and training functions, including people and culture 5 year plan, labor productivity improvements, leadership coaching and development, technical skills development, labor relations, talent management and delivering through a matrix human resources model. ♦ Led human resource and training aspects of the recovery from the mine high wall failure ♦ Delivered a 25% headcount reduction in 6 weeks, while building trust with employees and external third parties (legislative, community and Unions) ♦ Key leader in the achievement of a record 91 days injury free during failure and recovery, and the Rio Tinto CEO Safety Award♦ Post reductions, implemented Foundational Behaviors and Operating Systems to enable leaders to engage the workforce and return to full production♦ Managed KUC benefits and retirement budget ♦ Proactively led the restructure of the KUC Senior Leadership Team in line with changes in business context and operating model♦ Developed and gained support from senior leaders on 5 year plan for People and Culture, including a detailed pathway to achieve goals♦ Drove leaders to make step change improvements in Union interactions increasing business flexibility♦ Developed and implemented new Operator and Maintainer reward and recognition program increasing the effectiveness of spend through creating high line of sight for all employees between outcomes and payment ♦ Implemented a talent management process for GM Leadership Team resulting in the succession planning of 100% of GM and Manager talent moves over a 2 year period ♦ Reduced human resource and training spend from $11M to $6M over 4 years while maintaining license to operate service delivery♦ Implemented human resource transformational activities which included outsourcing transactional activities to internal and external service providers

Accountable for all human resource functions, including annual process delivery, increasing efficiency of license to operate activities, human resource team development, leadership coaching and development, talent management and implementation of a matrix human resources model.♦ Key stakeholder and contributor to the development of the KUC 5 Year Big Goal and Vision♦ Delivered a step change in felt accountability by Leaders for business results and alignment of reward and recognition process with outcomes, resulting in increased business safety, production and cost performance♦ Implemented a quarterly process based on shared experiential learning to remove business silo’s and align GM Leadership Team around business challenges and direction ♦ Drove systemization of performance review moderation, headcount, employee termination, recruitment and offer processes resulting in improved business outcomes and human resource and leader efficiencies♦ Commenced diversity and inclusion working group, focused on creating an inclusive culture and increasing business presence in the diverse communities of Salt Lake City♦ Set direction and expectation for the human resource team to move to a position of business partnering though understanding business context and drivers, resulting in increased engagement at GM level and influence on the strategic direction of the business ♦ Expanded an established outsourcing model for the management of recruitment and benefit management

Accountable for all human resource, labor relations and training aspects for 28 studies across Mining, Port, Rail and Infrastructure projects, in all phases from OoM to Implementation. Accountable for safety and operational performance of apprentice and trainee program of +150 apprentices and trainees.♦ Developed long term human resource, labor relations and training strategies to deliver a skilled and engaged workforce to achieve an expansion from 225Mpta to 330Mtpa♦ Designed and built a function and team to lead the human resource and training strategy aspects for 28 studies through OoM, PFS and FS stages and implementation of projects ♦ Engaged with stakeholders across Rio Tinto to ensure that the strategies developed aligned with Rio Tinto direction, reducing duplication of work and regional competition for resources♦ Created an interface between operations and studies such that study development and project implementation did not adversely impact existing operations♦ Developed a detailed 10 year headcount demand model, aligned with regional skills availability in the APAC region to determine sourcing models and benefit offerings ♦ Created a build versus buy strategy to ensure required resources and skills were available and aligned with future business needs♦ Managed the apprentice and trainee program of +150 employees through a third party provider to ensure delivery of safe capable resources to the business ♦ Implemented a Safety Improvement Program for apprentices and trainees through on site leadership resulting in a 20% decrease in AIFR♦ Renegotiated service level agreements and costing models with the third party provider to increase the efficiency of the program resulting in +$1m savings with improved apprentice and trainee delivery into the business

Accountable for all human resource and labor relations functions, including, union negotiations and interaction , annual process delivery, leadership development, talent management and implementation of matrix human resource model across the Ports, Rail and Utilities Divisions of Rio Tinto Iron Ore, +2000 geographically dispersed employees.♦ Human resource lead in negotiations with CFMEU for Train Driver and Car Examiner agreement, including coordinating steering and negotiating committees, preparing business positions and communications ♦ Developed and implemented strategies that increased and sustained direct employee engagement through and post the negotiations ♦ Drove a step change in talent management and senior leader capability through the use of formal and informal talent management and development systems♦ Created diversity initiatives within the client groups resulting in an increase in Aboriginal participation in the workforce from 8% to +20% at target sites♦ Engaged and influenced Rio Tinto business units and human resource matrix functions, to implement changes to processes, systems and procedures to improve service and support provisions across Rio Tinto Iron Ore♦ Redeployed and completed a skill conversion for +50 employees involved in the decommissioning of existing power generation infrastructure and implementation of new power generation infrastructure♦ Led the divisional, cultural and employee change activities, involved in the establishment of the Rio Tinto Operations Centre ♦ Led the divisional implementation of Integrated Operations, linking 10 mines, port, rail and utilities systems, including significant system and cultural changes♦ Drove systemization of performance review moderation, headcount, employee termination, recruitment and offer processes resulting in improved business outcomes and human resource and leader efficiencies♦ Implemented an end to end outsourced recruitment model through an internal service provider

Accountable for implementation of global human resource functionality across Rio Tinto Iron Ore, as part of an overall SAP system implementation, including managing cultural, leadership accountability and system changes. ♦ Ensured all stakeholders fully understood and committed to the targeted system and cultural changes from implementation♦ Completed detailed project and change management planning and implementation, including budgeting and resourcing♦ Managed a team of internal resources and external consultants to deliver the project♦ Influenced and drove global project owners and other functions (e.g. HSE, BI) to make change to system functionality to improve business user experience and cultural outcomes♦ Managed internal stakeholders to accept and utilize standard business operating systems and processes ♦ Achieved go live, on time and under budget, including targeted cultural changes♦ Led post go live support for Leaders and the human resource function

♦ Operational human resource lead in the development and implementation of expatriate remuneration strategy and packages, including localization ♦ Developed and sought stakeholder endorsement for flexible roster options with a focus on employee retention and sustainable business costs across remuneration, accommodation and training♦ Up skilled and coached leaders in case management and performance related issues, including developing standard processes to improve business outcomes and efficiencies♦ Identified and led continuous improvement human resource projects including formalized leader induction to accelerate leader performance in their role♦ Led and developed a team of human resource advisors to introduce human resource support services to geographically dispersed divisions and FIFO sites that had been autonomous for six years♦ Developed and implemented communication strategy to increase direct employee engagement across four FIFO sites for leaders and employees