Mark Ezzy

Maintenance Supervisor, Primary, Copper Smelter

Given my vast experience within the Copper Smelter, I was responsible for ensuring all major shutdown activities progressed in a safe, timely and cost effective manner. Significant tasks include: - Primary maintenance within the CIP IsaSmelt - Leading daily prestart safety meetings - Identifying and rectifying issues before they arise - Integrating the works amongst other crews and activities - Monitoring progress of critical equipment change out against critical paths - Striving for hassle free start up through well planned commissioning

As Manager I was responsible for leading a team of 43 engineering and maintenance personnel whilst ensuring the Engineering & Maintenance Strategies were met in a responsible, sustainable and cost effective manner aligned with the Processing & Smelter departmental strategies. Focused on operational/Production outputs especially uptime & continuity. Achievements: Followed section 50 of the Mining and Quarrying Safety and Health Act 1999. Ensured minimum statutory competencies are maintained as part of my obligation in the role as maintenance manager at the Lead Smelter. Completed XCEED safety leadership training with management team including multidisciplinary training. In the smelter a major challenge was to influence our people to have a VOICE and COURAGE to act on unsafe acts. Supported consistent leadership from my supervisory team on Zero Tolerance for poor safety and work performance. Completed major structural and plant improvements Blast Furnace crucible replacement in 9 days. Involved in a 270M Lead Stack lift replacement and Blast Furnace TP3 Flue and inline expansion joint replacement. Reviewed projects and organised meeting to liaise with smelter team on operations and maintenance to focus on creating value and prioritizing our projects around safety and production. Improved asset management practices for change management, scheduling, audit and statutory compliance along with shutdown management. Conducted on-on-one sessions once a month and occasionally weekly to discuss maintenance and engineering teams’ effectiveness and review plant downtime with both superintendents. Initiated quarterly communication sessions with the maintenance team with focus on safety, production and costs. Ensured effective contractor management with regular meetings and visits to supplier and contractors were carried over the past 12 months between Xstrata and Contractors/Suppliers.

Sea Swift is the largest privately owned shipping company who provided a service to the community as a distributor of freight from Cairns to the Torres Straight Islands and the surrounding region.; Lead a team of 6 staff/51 trade workers. Responsibilities included managing the engineering and purchasing divisions of Sea Swift. Formulating engineering and purchasing strategies, policies and plans in conjunction with the CEO. Overseeing the maintenance requirements to optimise efficiency and provide work schedules and budgets. Achievements: Followed OHS guidelines, with awareness and working knowledge of spill control systems. Ensured warehouse complied with OHS regulations at all times. Improved safety, proactive approach - daily tool box talks, monthly communication meetings, Job Safety Analysis, increased education of safety within division. Completed safety leadership training within the supervisory team and leading hands from the engineering work groups with key improvements made within our department. Improved scheduling and maintenance practices. Created initial engineering budget and working within this plan (both capital and operating expenditure). Increased training and retention of personnel within Engineering and Purchasing division.

Responsible for the management and control of maintenance activities aiming to ensure the safe and efficient operation of Copper Smelter and Mines Power Station. Improve maintenance performance through development and utilization of systems, Leadership and resources. Achievements: Improved Safety outcomes for the year met all safety targets through weekly safety observations and fortnightly Housekeeping Inspections and well as ensuring compliance for Lead blood testing and testing of Arsenic in Urine within the maintenance team. Through strong leadership and accountability developed an ownership culture within our maintenance team. Reported back information to all maintenance employees at on a regular basis in a monthly communication session held away from the work place focusing on HSEC, Costs actual versus budget, Feedback from monthly report for each individual plant areas, training, plant improvements and initiatives. Reported back to General Manager HSEC meeting, Monthly cost review. Cost management against budget remained under budget, particularly considering major breakdowns, Roof Block replacement on the Isasmelt vessel, ruptured superheater tubes on waste heat boiler. Cost analysis driven down to supervisor level with focus on reduction in costs of consumables, utilising alternatives. Significant input into development of maintenance planning tool (Work Pack) Focus on plant availability which was improved after focus on repetitive occurrences and capturing the incidents in an investigation form focusing on the root cause.

As Superintendent I was responsible for the weekly maintenance activities within the Copper Smelter and leading a crew of 40 multidisciplinary tradesmen.