Accountable for the identification and development of the companies below ground assets in Argentina. • Development of high performing teams across drilling, hydrogeology, site operations, supply chain and community relations (CSR)• Successful development and execution of the drilling and hydrogeological programs to deliver JORC Resource and Reserve statements and mine plan for Kachi definitive feasibility study (DFS)• Implementation of internal governance controls across remote sites in Argentina• Development of key programs - stakeholder engagement, safety improvement, risk registers, permitting compliance, tenement lifecycle and supply chain management • Support with Industrial Relations presentations and meetings• Operational presentations to Board of Directors

Accountable for all commercial activities, specifically contracts and procurement for the project. Formulating strategy to ensure timely receipt of materials, services are performed as per specifications and schedule, and disputes are negotiated and settled. * Successfully negotiated and turned around poor performing contracts, optimizing the company’s position with regards to cost, quality and time objectives * Implemented internal governance processes to ensure contract owners understand and meet their commercial obligations proactively * Negotiated long term mining and processing contracts valued at $1.8b over 5 years * Developed a long term strategic sourcing and procurement plan for the business * Established company standards of due diligence, commercial assurance and commercial decision making for the business

Accountable for the Supply Chain, Human Resources, IT, Legal, Visa, Compliance, Corporate Social Responsibility and Export teams for the mine. Total department headcount of 1,000 people plus contractors.• Implemented a turnaround program for all departments by developing detailed 5 year road maps across all teams, cascading down to employee goals & targets aligned with business strategy• Turnaround program governance achieved through a small dedicated change team and software package, providing all reporting requirements to track progress and savings• Achieved on average 20% savings on multisite strategic sourcing contracts implemented, leveraging off the broader groups buying power through the use of a common contract management system • Reduced expat salary costs and head count through the implementation of a talent development & nationalization program

Accountable for the Purchase to Pay, Contracts & Payroll functions for the North Qld Metals Group and for the Central Services Finance team.• Improved systems, processes and automation through the outsourcing of all purchase to pay and contract functions to a strategic partner• Achieved on average 15% cost savings on strategic sourcing projects/contracts across all businesses. Key contracts included cement, haulage, rail, grinding media, shotcrete and labour• Enabled team stability and growth through succession plan development

Accountable for all commercial, administrative and sustainable development functions for the mine. During peak production team consisted of 90 employees and 40 contractors, responsible for an annual budget of $100M.• Successful development and implementation of all teams, systems and processes for greenfield project, departments included finance, HSEC, contracts, procurement, warehouse, human resources, IT and facilities/camp management • Drive improvements across the broader business by hosting benchmarking visits from other sites to share Lady Loretta’s teams achievements and learnings • Secured required permits and implemented community development programs through successful negotiations with government, pastoralists and local communities• Achieved a seamless transition from project to operational site, exceeding all project targets and reaching operational stability ahead of time• Reduced business risk by identifying and implementing key strategic contracts (5 year $200m Ore Haulage contract)• Regularly acted up in Site General Manager role during extended periods of leave• During 3rd year successfully took over and restructured maintenance team to deliver cost savings and implement strategic maintenance plans for the life of the operation

• Achieved significant reductions in reporting cycles and reporting accuracy through the implementation of new a financial reporting system which replaced all spreadsheet and reports used for end of month, budgeting, forecasting and reporting at a site and corporate level • Improved departments skill sets by working with site financial controllers on development programs for site commercial managers• Assisted with ERP standardization projects across NSW and QLD businesses

• Development, delivery and management of annual budgets for the mine with total expenditure of $300M• Successfully implemented turnaround programs for responsible departments: accounting, human resources, contracts, purchasing, warehouse and administration• Reduced contracting companies on site from 50+ down to 6 major contracts• Drove down unit costs by embedded a cost conscious culture within the business• Acted up into Operations Manager / Site Senior Executive role during periods of extended leave• Together with the Operations Manager turned the site around from the worst performing mine in the business to the best performing mine across all KPI’s

Responsibilities- Supervision and development of staff (5 direct, 20 indirect reports)- Drive a proactive safety culture within the team, utilising leading and lagging indicators to improve the safety performance- Supporting and acting for the Metal Products Manager when required- Coordination of the Site Planning & Monthly cost review process within the MRU- Daily, weekly & monthly reporting of metal KPI’s- Coordinating the scheduling of customer orders, production & shipping

Responsibilities- Coordinating the development of Scope of Works and Technical Capability Questions for new and existing contracts- Analysing, formulating, implementing and monitoring contracts- Act on / mediate Non-Conformance issues with contractsAchievements- Consolidation of mechanical trades contractors operating on site from 14 down to 1, developing a strategic alliance contract with the new company

Responsibilities- Corporate reporting for 2 of the Aluminium Smelters and the Power Station- Maintenance and reconciliation of ledger accounts- Calculation of Comalco’s cost of sales for product sourced from the various Aluminium Smelters- Hyperion Reporting for various entitiesAchievements- Assist with the implementation of MySAP computer system across Comalco- Simplifying the end of month Sales analysis from 12hrs down to 5hrs- Six Sigma Green Belt training. Three weeks training completed over a 4 month period- Assist with the streamlining of month end processing in the new SAP computer system