Steve Fox Email and Phone Number

Management of woodchip mill and export shipping terminal. Responsible for entire operation - encompassing operations, maintenance and ship loading functions.Rationalise workforce by creating a new organisational structure and transitioning from a contract labour force to owner operator. Implement positive cultural change, vision and technical advancement. Implement sustainable environmental solutions across site to maintain environmental licence to operate.

Develop the processing fundamentals of a green fields mine from Bankable Feasibility Study to an operational plant. Engage a Project Management Contractor and an Engineering Procurement and Construction Contractor to design and build a 55 million tonne per annum processing plant and stockyard. Accountable for an operating budget of circa $110 million per annum. Provide data to, and meet with, representatives of the project investors and banking organisations to update and provide surety on the project development and viability. Assume the Registered Manager duties as an alternate on a regular basis. Establish and implement Safe Systems of Work.Created the department organisational structure and financial and operational budgets for the life of mine. Developed operational readiness plans for the structured growth and success of the project. Produced and implemented a commissioning and ramp-up production schedule. Established and implemented metallurgical test work regimes to provide levels of confidence for plant design and equipment selection as well as product quality for investor and marketing purposes. Successfully led the processing department in all Independent Technical Engineer and Debt Raising enquiries to provide technical and organisational information and data. Evaluation and selection of business systems for use across multiple disciplines and implementation of LEAN systems into a new organisation. Built a positive safety and operational culture with an emphasis on margin maximisation via productivity gains rather than austerity measures. Representative on AMIRA International projects to develop an international standard for the measurement of Transportable Moisture Limits for Iron Ore Fines and Moisture Reduction Techniques within ore handling plants. Member of the Australian Standards Committee for iron ore sampling and analysis.

Lead the processing department through an aggressive ramp up schedule to deliver 23 MTPA to market. Manage an owner/operators team of 65 staff and three contracting companies (approximately 90 people) responsible for the operation and maintenance of the processing plant and stockyard/train load out. Assume the Registered Managers duties on a routine basis and statutory responsibilities.Established automated production reports and delay accounting systems to better control operations, increase efficiency and highlight areas for improvement. Reduction of train load times from an average of 15 hours per train to less than 4 hours per train resulting in significant benefits to the supply chain. Optimisation of stockyard operations including the handling of 5 MTPA of third party ore. Champion the implementation of the Major Hazards program and embed into the culture of three different organisations. Ramped up production rate from 9.6 million tonnes annualised to 19.2 million tonnes annualised in an 8 month period.

Lead the processing department in a green fields iron ore operation from procurement through commissioning and into production. Develop department financial and operational budgets and employ and train unskilled national staff to operate fixed and mobile plant. Work closely with our projects team to influence both Mining and Processing Department infrastructure and capital projects. Design, build and manage the Mine Laboratory and develop the team to operate the facility.Took the Processing Department from a bare pad of earth to a fully operational $19 million crushing and screening facility producing saleable product in 3 months. Developed and implemented all operational and maintenance protocols. Assembled and trained a team of local African staff. Designed and built an $8 million laboratory to service the mine in 12 weeks. Involved in the design of the Stage 2 wet processing plant inclusive of HAZIDs, HAZOPs and technical design reviews. Working to deliver on an aggressive production budget, within the constraints of a third world country, monsoonal climate and limited financial budget.

Lead a team of 61 employees to safely and efficiently crush high grade ore and beneficiate low grade ore to a saleable product via dense medium separation techniques. Meet and exceed business plans and develop personnel. Directly manage operations budget of $70 million and influence maintenance budget of $150 million.20% increase in plant availability, maintain plant utilisation at above 90% over an 18 month period. Produced record plant tonnages during 2009/10 financial year. Reduction in cost per tonne of ore from $12/tonne to $7/tonne over 2 years. Steady decline in TRIFR over 2009-2010. Project owner for a number of plant upgrades ranging from $1 million to $25 million, resulting in increased plant efficiencies and outputs. Continual de-bottle necking of process. Development and promotion of staff into supervisory positions. Led the business into the adoption of the LEAN visual management process and a champion of this system.

Lead a team of 27 employees, Safety Leadership, QA/QC, Project Management, Recruitment, Business improvement and operating excellence. Directly manage a budget of $10 million. Directly manage production activities to service 7 individual mine sites analysing approximately 375,000 samples per year.21% increase in productivity levels during 2006 and 2007 combined with a 40% reduction in cost per sample during the same period. Instrumental in major process developments including, upgrade of Laboratory Information Management System and Delay Accounting software. Key member of project team responsible for substituting method for reactive shale identification within Mt. Whaleback Mine. Estimated cost savings of $20 million over life of mine. Restructured laboratory to provide better safety and operational leadership to facilitate increasing operational demands. Rationalisation of sampling techniques resulting in a cost saving of $600,000 for financial year 2007.

QA/QC of laboratory operations. Trouble shooting and standardisation of analytical equipment including 4 XRF Spectrometers and 10 Thermogravimetric Analysers.Implementation of robotics to increase the automation of labour intensive processes and improve safety and quality. This project also increased sample preparation capacity by 25%. Acquisition and commissioning of major analytical equipment to increase laboratory capabilities by 33%.

Electric Arc Furnace operations. Tapping of furnace for alloy production and slag separation. 12 hour continuous shift work. Forklift, bobcat and overhead crane operations.Achievements: Member of team responsible for design and implementation of hydraulic launder covers which provide both safety and operational benefits for furnace operations. A highly regarded, dynamic member of the production team.

XRF analysis to monitor product and furnace parameters on 12-hour continuous shifts to ensure quality specifications of the alloys were maintained. Environmental analyses within an N.A.T.A. Accredited Laboratory to maintain TEMCO’s strict environmental licence conditions.Designed system to allow alloy to be redirected to stockpiles as saleable product rather than waste after shipping sampling regime resulting in savings of hundreds of thousands of dollars per annum.

Working 12 hour shifts and responsible for the operation of the roasting department which incorporated 2 x furnaces and 2 x boilers and an acid plant with associated infrastructure. General operations and housekeeping activities. Operation of a water treatment plant so supply the plant with high quality water. Maintain/inspect pumping systems and pipes carrying water/steam under pressure.

Positions: Professional appointments as a chemist and laboratory Manager in two commercial laboratories and as a process operator with Rio Tinto. Achievements: Managed the A.E.L. Bell Bay Thermal Power Station N.A.T.A. Accredited Laboratory. Won major contracts with mining companies to undertake chemical and environmental testing worth hundreds of thousands of dollars and doubled the workload and revenue of the newly established business. Developed a professional, customer orientated approach by way of working in commercial laboratories as a service provider.Gained experience across heavy industry in the commodity of aluminium with exposure to the operating philosophies of major mining companies.