Responsible for the management of WesCEF's (a subsidiary of Wesfarmers) critical minerals business, including mineral exploration and Lithium marketing and representing WesCEF’s interests in the Mt Holland Lithium Project Joint Venture.• Provided technical input to the Joint Venture Management Committee which oversaw governance of Wesfarmers 50% interest in the Mt Holland Lithium Project. The Mt Holland Lithium Project (a 50/50 Joint Venture with SQM) is developing the Earl Grey open pit and Lithium concentrator south of Southern Cross in WA and a Lithium Hydroxide (LiOH) refinery in Kwinana south of Perth. The estimated capital cost at completion is over A$2b and the project is expected to produce approximately 50kt LiOH per annum (both measures on a 100% basis). The project, at planned capacity, has a 50 year life.• Led a team of experts to collate Lithium and critical minerals industry intelligence and to market and sell both Lithium (Spodumene) concentrate and Lithium Hydroxide to be produced from the Mt Holland Project (Wesfarmers share 25kt LiOHper annum). This includes identifying customers, negotiating offtake agreements and establishing logistics systems and processes associated with product sales. • Responsibility for exploration of critical minerals (in particular Lithium and Rare Earths) and identifying and executing business development opportunities to further Wesfarmers critical minerals business. In this respect I lead a team of expert exploration geologists and minerals tenements specialists and coordinated input from the Divisional Business Development team.

Leadership and management of the implementation of two strategic management systems and risk management programs (group wide initiatives covering all sites and group functions). I led, developed and implemented:• Newcrest’s Material Business Interruption Risk management program. The purpose of this work was to undertake rigorous technical and engineering assessments of specific assets that are considered to pose potential risk of material business interruption. Examples of the assets examined include tailings storage facilities, oxygen plants, mill motors, high voltage electrical infrastructure, underground geotechnical stability and open pit wall stability. Since the implementation of this program Newcrest has experienced no material interruptions to operations, saving tens of millions per annum in lost value compared to previous performance.and• Newcrest’s Critical Control Management (CCM) program. The objective of the CCM system is to ensure the safety of employees by verifying that critical controls are in place and effective for all high-risk tasks. Subsequent to the implementation of CCM and Newcrest’s behavioural safety program (NewSafe) Newcrest’s operations in Australia, PNG, Indonesia and West Africa have been fatality free.

Leadership and management of all aspects of Newcrest’s Telfer Operations. I was responsible for the business outcomes of the operation and for the long term strategic planning of the business. At that time Telfer consisted of a 90mtpa gold & copper open pit, a 6mtpa underground gold & copper mine and a 22mtpa mineral processing facility, producing 550 – 600k oz’s gold, 30kt copper and revenues over A$1b per annum. Infrastructure consisted of a 2000 man village, airstrip, 100mw power station and borefields. The operating workforce consisted of approximately 1,100 people. Additionally there were approximately 100 people working on exploration and expansion projects.Achievements and initiatives in the role included:• Establishing a high performing and stable senior leadership team• Upgrade of the Safety Management System and development of an engaged safety culture• Initiation and implementation of the “NewSafe” behavioural safety program.• Establishing and communicating a compelling vision and engagement of employees in delivery of that vision.• Implementation of the “Edge” continuous improvement program delivering over $100m of annualised cash flow benefits.• Leading the restructure of the site and the continuous improvement plan to drive costs down from approximately $1,400/oz to $900/oz and to extend the mine life.• Leading the improvement of open pit productivity taking production from 45mtpa to 65mtpa.• Initiation and sponsorship of the open pit fleet replacement project.• Leading the establishment of a comprehensive Indigenous Land Use Agreement