Brad Moffatt GAICD

Lead a team of professionals that are responsible for the development of the Supply Chain strategy; conversion of the strategy into a portfolio of programs and projects; deliver the portfolio to realise the Woolworths Group Supply Chain strategy in line with agreed success criteria to provide Woolworths with a sustainable competitive advantage. The portfolio of work includes network design, Distribution Centre construction and commissioning, best in class integrated supply chain systems, Transport infrastructure and a culture program across Australia and New Zealand. • Accountable for the development, currency and successful delivery of the Woolworths Group Supply Chain strategy using defined measures of success to demonstrate effectiveness. • Lead a team of 60 FTE responsible for the successful delivery of the Supply Chain strategy comprising a portfolio of works managing Capital expenditure in excess of $450m AUD. • Assist in the delivery of the largest scale culture program ever contemplated within Woolworths Supply Chain • Provide regular portfolio level reporting to Executive Committee that articulates the progress being made towards the delivery of the strategy, including spend, benefits and quality. • Responsible for the implementation the Supply Chain business partnering model that will result in Supply Chain being considered critical to the success of Woolworths Food and Drinks businesses.

Design and deliver the transformational strategy to remodel Woolworths logistics capability network. Deliver consistency of process, capability and technology throughout the network. The network comprises of over 8,000 staff across 19 distribution centres and 1 support office. Five direct reports. • Accountability for end to end delivery of logistics operating model within agreed timeframes and budgets. • Drive the culture and performance of the division in alignment with Woolworths values and business expectations. • Collaboration with key stakeholders and service providers to leverage strong working relationships to achieve strategy outcomes. • Accountability for the financial success of the transformation program. • Provide senior leadership and key stakeholders with strategic advice and consultation on transformational progress. • Received endorsement from executive senior management to implement new logistics operating model. • Delivered cost savings and achieve stretch budget targets in FY15.

Delivered continuous improvement programs, managed assets and facilities, minimized business disruptions and delivered a high performance culture through effective engagement with operational teams, identifying and instilling best practice in people, processes and systems. Five direct reports. • Optimal project management, stakeholder management and negotiation and thoughtful leadership. • Executed contingency plans within the logistics network for significant natural disasters including Queensland floods of 2013, 2014 and NSW bushfires in 2014. • Strong and trusting leadership approach delivered a team engagement score of 92% - the highest within the Woolworths logistics network. • Delivered system and infrastructure projects. • Talent management systems implemented allowing for personnel to develop full potential. This included secondments, talent and succession planning, access to cross business projects and empowering employees with higher duty responsibilities.

Directed and lead the delivery of major logistics infrastructure programs, ensuring delivery on time, on budget, within the scope of acceptable quality and agreed business case benefits were achieved. Direct reports; six. • Led the design, construction, commissioning and transition into business of two new General Merchandise and Hardware distribution centres in Sydney. Combined footprint of 130k sqm. • Led the fitout, commissioning and transition into business of a brownfield distribution centre in Victoria. • Executed the refit of automation equipment in Woolworths two highest volume distribution centres in Victoria and NSW. The distribution centres remained operational during the 12 month project. • Installation and commissioning of a water harvesting system in a NSW distribution centre.

Lead the project team to deliver the benefits proposition. • Successful delivery of infrastructure services and logistics projects. Promoted twice through the project management division. • Led the design, construction, commissioning and transition into business of a new liquor distribution centre in Sydney and decommissioning of the replaced distribution centre. • Finalised the commissioning of a major national ambient distribution centre in Sydney, involving construction, recruitment and transition activities. • Led a committed project team, engaged in the delivery of project goals consistently on time and under budget.

Involvement in and driver of strategic project development and business planning. • Provided governance to the A380 interior configuration projects and supported teams with project planning, contract management, risk analysis and financial controls. • Involved in vendor management and contract negotiations. • Assisted in the management of the team to deliver project milestones through influence and negotiation. • Report production on project status for executive general management.

Operational delivery of the Airbus A380 and A330 aircraft into the QANTAS fleet. • Selected to represent QANTAS on working groups hosted by AIRBUS and attended by other A380 launch airlines, to develop the A380 maintenance standards and systems, ensuring aircraft safety and reliability while maximising aircraft availability. • Optimised operational processes and maintenance standards to achieve cost savings and increase resource availability for operational use. • Led a team to ensure the implementation of maintenance systems for the A330 aircraft was delivered on time to be signed off by CASA authorities and meet aircraft introduction timelines. • Demonstrated experience in tax, insurance, legal and treasury in structuring vendor agreements for QANTAS strategic objectives. • Identified and implemented a competitive pricing structure for documentation. Delivered cost saving of 10% to the business with improved quality and service from the selected vendor.