Andrew Jenkinson

Direct Reports: 5. Indirect Reports: 250 people. Managed Cleanaway’s Industrial Services East Coast business unit for Eastern/Central States from February to September 2018 and later the Industrial & Waste Resources contracts and business unit for SA and NT from October 2018 to June 2019. ✦ Responsible for delivery of annual business plans, safety and compliance targets, profit targets and strategic growth objectives set by the business. ✦ Managed several Cleanaway contracts including BHP (Olympic Dam), Liberty Primary Steel (Whyalla), Nyrstar (Port Pirie), Rio Tinto (Gove NT & Gladstone Qld), Incitec Pivot (Phosphate Hill Qld), Adelaide Brighton Cement, and Downer Group (SA Metro). ✦ Spent the first 3 weeks of the role travelling across the region to meet clients and operational teams. Dedicated time to have open and honest conversations with the customers and employees, to understand what they were doing well, where they needed support to improve and to set realistic expectations on what was required to meet service and financial expectations. This initial interaction and rapport building reflected in the positive employee engagement survey result that took place shortly after. ✦ After better understanding of the customers’ needs and the organisation, was able to implement changes to achieve expected results: ✦ Put forward a business case to restructure the region ensuring had the right people in the right roles; ✦ Reinforced Cleanaway "Life Saving Rules" and own safety expectations to eliminate unsafe practices; ✦ Addressed aging equipment complaints by focusing teams on correct repair and set up of plant, based on practices viewed from other sites and operators who were achieving better results with same equipment; ✦ Successfully negotiated and closed out three site Enterprise Agreements that were overdue and / or in dispute at the time of my appointment.

Direct Reports: 10 General Managers. Indirect Reports: 1800 people in A&NZ. Led the Contract Logistics business unit in Australia and New Zealand. Member of CEVA's Global Contract Logistics Steering Committee. ✦ Responsible for the delivery of safety performance, service excellence, impeccable execution, continuous improvement and sustainable financial returns for the A&NZ business as key member of the CEVA Logistics Executive Leadership Team. ✦ Accountable for the Profit & Loss (P&L) and Budget of an AUD $300 million revenue portfolio and over 40 logistics facilities (totalling more than 500,000 square metres of warehouse), for all warehousing, transport and value-added services. ✦ Built long-term business partnerships with key account customers, resulting in contract retention, organic growth and improved financial performance for CEVA and our customers. Customers included: Holden, Ford, Toyota, BWM, Apple, Telstra, NBN Co, Caltex, OTR, Western Power, Mitsubishi, PepsiCo, IBM, Lenovo, GHD, Toyo Tyres, Goodyear, Pirelli, Michelin, General Cables. Leadership style generated the following impact on the organisation: ✦ Developed a strong management team made up largely of previous direct reports whose potential were identified early in their careers and through coaching, opportunity and exposure became key senior leaders in the organisation. Three of my team were recognised nationally by being awarded the annual CEVA Logistics EVP (A&NZ) Excellence Award, for their contribution to the business within a given year. ✦ Embedded a Safety Leadership Culture that saw significant decrease in the number of Lost Time Injuries to employees, reducing CEVA's annual Lost Time Injury Frequency Rate (LTIFR) from > 40 to < 2 by the end of 2017. ✦ Embedded a Continuous Improvement Culture that delivered minimum 5% productivity improvement (circa AUD $5M) year on year, implementing LEAN methodologies, KAIZEN focus and best practice through global benchmarking.

Direct Reports: 6 managers. Indirect Reports: 1200 people. CEVA underwent restructure that divided the organisation into 2 regions, (as opposed to the previous Sector based structure). This strategy was intended to maximise resources, as in the previous structure operational teams could report to up to 5 different business leaders in the one facility. Appointed Director of the Southern Region in recognition of previous results and performance as Director of Automotive A&NZ. ✦ Responsible for warehousing & distribution, packaging and other value-added services for CEVA’s Contract Logistics customer base in Victoria, South Australia, Western Australia, Tasmania and Northern Territory. ✦ Supported the Vice President of Contract Logistics in the development and achievement of the overall Business Unit’s contribution of the A&NZ strategy, ensuring a competitive fit between CEVA and its environment.

Direct Reports: 8 managers. Indirect Reports: 400 people within 2 sectors. Previous experience with Automotive customers and operations resulted in my appointment as Director Automotive Sector when CEVA restructured the business by sectors. ✦ Accountable for total Automotive and Tyres Sectors of Contract Logistics operations in Australia & New Zealand, including direct accountability for new business targets and organic growth. ✦ Accountable for P&L and Budget of AUD $180 million revenue portfolio. ✦ Became account director for major Automotive and Tyres contracts held by CEVA. ✦ Focused on continuous improvement and efficiency made the Automotive Sector not only the biggest, but also the most profitable sector in the A&NZ Contract Logistics business. ✦ Sectors growth and performance encouraged benchmarking practices to be rolled out to other sectors in order to deliver more standardised processes and maximise productivity. ✦ As a firm believer in building a strong management team to support the delivery of targets in any business, sought investment in training and appropriate recruitment from CEVA to develop such team. Service and financial results delivered by the Automotive sector demonstrated that such people investment approach did indeed pay for itself many times over in the long run.