Troy W.

Australian-owned project controls consultancy supporting complex construction, shutdown and turnaround environments across mining, energy, refining and industrial sectors. ► Lead project controls, planning and schedule assurance engagements across major capital and STO programs. ► Help clients improve schedule quality, reporting clarity and delivery confidence on under performing or high-risk work. ► Provide governance frameworks covering planning, cost control, reporting, schedule range analysis and risk management. ► Support projects ranging from shutdown planning through to recovery strategy, controls uplift and execution reporting. ► Total supported exposure across key projects exceeds ~650,000 labour hours, ~75,000 activities and >$1.7bn in project value.

► Analysed in-place planning systems to identify & implement opportunities for improvement, & implemented best practices to reduce waste & increase overall productivity, designed, implemented & reviewed to continually improve a stringent Shutdown Management Framework ► Worked collaboratively with multi-discipline engineering, operations & maintenance interfaces to identify operational & material risks, develop & implement strategies to mitigate risk & track performance ► Developed and implemented new procedures and protocols to enhance the shutdown process & provided supporting documentation and training to ensure successful adoption of new procedures ► Monitor the effectiveness of the new shutdown process and make adjustments as necessary with a focus on continual improvement ► Provide regular updates to management and stakeholders on progress and results

► Overseeing the delivery of 2022 Turnaround Plants: Ammonia, Phosphoric Acid, Granulation & Benefication ► Develop planning and scoping guidelines, defining planning inputs and expectations pertaining to data required for schedule development ► Tracking and monitoring planning processes ensuring compliance with established procedures ► Determining workflow sequences with respective disciplinary stakeholders (including but not limited to Operations, Capital Teams and Turnaround) to create schedule logic for scope integration ► Development of Turnaround schedules from high-level L3 to detailed L5, outlining resource demand profiles, cost reports and schedule forecasts ► Preparation and distribution of daily, weekly & monthly sub-contractor execution forecasts to facilitate progress reporting for management review meetings during execution ► Management of progress tracking tools, daily run-sheets and project profile reporting dashboards outlining: S-curves analysis with respect to completed and remaining labour broken down to plant/contractor level, and Critical path, milestones and high risk works to forecast projection completion dates ► Outlining schedule impact assessments to evaluate “what-if” scenarios of proposed scope and methodology changes ► Ensure daily update, integrity checks, back-ups and baselining of master schedule throughout execution ► Implementation of Emergent Work ensuring communication to relevant personnel and information is recorded

► Overseeing the delivery of 2021 Boiler, HRSG-Gas Turbine, Digestion & Calcination project plans

► Developing and maintaining resource demand, utilizing data to monitor and control shutdown budgets and manage schedule, and working closely with key stakeholders to ensure budgets are comprehensively reported on and adhered to ► Working collaboratively with site contractors and multi-discipline engineering, operations and maintenance interfaces to identify operational and material risks, develop and implement strategies to mitigate risk, and track performance ► Continuously developing improvements to shutdown management frameworks to maximize efficiency and safety, and ensuring shutdown management planning processes and associated documentation is of the highest quality ► Leading by example regarding HSE compliance, and holding meaningful safety interactions to solve issues or discuss opportunities for improvement, and to raise overall site safety awareness (same for all roles below) ► Maintaining detailed awareness of each stage of the shutdown lifecycle, and instilling confidence to key stakeholders via the timely communication of shutdown progress data ► Analyzing and reporting on schedule critical path, critical activities and milestones, as well as creating Extension of Time (EoT) claims and variation submissions ► Ensuring compliance with Management of Change (MoC) processes for additional work scopes and variations ► Using Primavera P6 to construct tender schedules for pre-shutdown, execution and post-shutdown phases.

☛ Senior Shutdown Scheduler ► Implemented Primavera P6 as the main shutdown scheduling system across the Phosphate Hill asset to optimize time, cost, resources & quality outcomes, migrated all works from MS Project to a P6 EPS, implemented a suite of project controls tools with QRG’s (Quick reference Guides), & provided training for a small team of professionals ► Worked collaboratively with site contractors & multi-discipline engineering, operations & maintenance interfaces to identify operational & material risks, develop & implement strategies to mitigate risk & track performance ► Designed P6 project controls templates including resource profile reports, shutdown tracking tools, daily run sheets, critical path analysis reports, s-curves, & overall plant performance dashboards ► Created a Shutdown Management Framework (SMF), led the implementation processes across all relevant departments, & continually tracked, analyzed & optimized the new SMF ► Facilitated detailed plant performance analysis & maintenance strategy review training workshops for the planning team to increase team capability. ☛ Project Services Consultant ► Provided specialist advice & technical support for the full consolidation of Phosphate Hill’s CAPEX works from MS Excel & MS Project files into a P6 Database, which included a portfolio of 37 projects (total project portfolio value was $71m) ► Worked collaboratively with project teams to provide guidance on project portfolio delivery, including the identification of interdependencies/risks & enabling of resources, resulting in improved efficiencies in line with company goals ► Optimized project performance by developing & implementing clear governance processes, highlighted risks to the health of the projects portfolio, & developed detailed reports.

► Roles deliverables same as listed in above role with UGL, with the addition of assisting the development of the COVID-19 shutdown management risk assessment.

BHPB’s Yandi iron ore operation is a JV with Mitsui and ITOCHU, for which BHPB’s interest 85%. It is part of the Western Australia Iron Ore (WAIO) portfolio, which is an integrated system of 4 processing hubs and five mines connected by more than 1,000 km’s of rail infrastructure and port facilities in the Pilbara Region of WA. ► End to end shutdown scheduling for WAIO’s largest fixed plant asset integrity shutdown to extend the working life of materials handling systems including screen houses, stackers, re-claimers, crusher houses, and km’s of conveyor systems ► Continuously developed improvements to shutdown management frameworks to maximize efficiency and safety, and ensured shutdown management planning processes and associated documentation was of the highest quality ► Used MS Project integrated with 1SAP to prepare and control a highly detailed and multi-resource loaded schedule, and monitored, evaluated, controlled, optimized and reported on the shutdown budget ► Analyzed and reported on schedule critical path, critical activities and milestones to stay abreast of project objectives ► Ensured compliance with Management of Change (MoC) processes for additional work scopes and variations.

Hay Point Shipping Terminal: Shiploader 2 Sustaining Capital Asset Life Extension Project (AU$120m) ► Full refurbishment of wharf structures, as well as removal of the inner and outer ship loader shuttles (300t each), which were transported via heavy lift ship to the Mackay Port for a full rebuild, and then re-installed back at Hay Point Terminal. Jimblebar Mine: LTE Communications Upgrade ► Installation of 7 Greenfields LTE communication towers and upgrades to 2 Brownfields communication towers, which required large earthworks, civil, electrical and communications scopes aspect, across multiple worksites. Kurra Mine Site: Camp Relocation ► De-commissioning and relocation of the mine site camps, which involved a large civil scope for the removal, relocation, installation and fitting out of +100 dongers. Associated Role Deliverables ► Worked collaboratively with a range of internal and external interfaces including multi-discipline engineers, contracts and procurement, project managers, maintenance, production and site contractors to ensure buy-in to the schedule ► Created and communicated daily CP tracking, S-Curves, resource usage, forward forecasting, and safety reports ► Ensured compliance with Management of Change (MoC) processes for additional work scopes and variations. ► Validated End of Month cost claims and EoT requests.

► Planned and coordinated large-scale shutdowns of materials handling systems at the Port, including 2 ship loaders, 2 stackers, bucket wheel reclaimer, car dumper and 15km’s of conveyors and chutes (fortnightly project spend c. $12m) ► Coordinated shutdowns from ramp-down to ramp-up, working closely with multi-discipline interfaces from rail, production and central control, as well as supervisors and contractors to ensure safe and on-budget execution ► Prepared highly detailed shutdown management documents including risk assessments, cost reports, communication guides, and site wide communications for the Port ► Monitored and controlled shutdown budgets, and provided CP tracking, resource utilization and s-curve reports pertaining to shutdown schedules ► Prepared and controlled multi-resourced, highly-detailed and high-frequency shutdown schedules using MS Project.