Andrew Bennett +61 408683560

andrew.michael.bennett@gmail.com

Profile I am a Senior Manager with significant experience successfully operating in complex environments within a large global organisation. I have developed deep expertise in program management, transformational change, capability development, business process improvement and strategy execution. My strengths include collaborating with executive leadership teams to develop and implement strategy and the ability to effectively lead diverse, cross-functional teams to deliver value.

I have extensive change management experience, gained through the successful delivery of programs implementing system, business process, organisational design, capability improvement and business development scopes of work. These initiatives have required the establishment and execution of targeted and highly effective stakeholder engagement programs.

Adopting a pragmatic approach to change management, I draw on my experience with change frameworks and methodologies to develop effective management plans appropriate for the organisational context and program objectives. (ADKAR, ChangeTrack Research, Six Sigma, ARIS, Soft Systems)

My change management skills include development of stakeholder management strategies, leading detailed change impact assessments, creating simple and effective communications, analysis of employee surveys and implementation risk mitigation. Where required, I am able to take a hands on approach to the execution of change activities, particularly in the assessment of business impact, integration of initiatives and engagement of line management and supporting functions.

Through leading and driving transformational change, I have developed skills identifying and building the organisational capability required to enable a new strategy, including the deployment of learning frameworks.

I have a strong delivery focus with an integrated and disciplined approach, ensuring initiatives remain aligned with program objectives and deliver real value. I achieve this through the application of suitable program and project management methodologies and processes (PMBOK, CCP, 1GO, Agile, Benefits Realisation).

Education

Masters in Project Management (Hons) – Implementing Strategic Change Completed 2009 University of Sydney Bachelor of Commerce – Accounting & Finance 1990 - 1993 University of Queensland

Capabilities & Achievements

Business Transformation & Change Management

Development and execution of engagement and integration plans to effectively manage organisational transformation; minimising the disruption of implementing strategic change.

- Successful execution of global change management program to support acceptance and implementation of new organisational design protocol (ODP)

- Effective program management for Uranium Mega-Project Readiness initiatives delivering increased capability and capacity while minimising impact on existing operations

- Coaching senior leadership teams through implementation of new operating disciplines and accountabilities

- Development and implementation of a new ODP for Project Owners Teams – Approx. 3,000 employees across five global business units

Program & Project Management

Specialising in implementing strategic programs; scope, budget and schedule management to ensure effective delivery of program objectives.

- Program management of a range of initiatives (34) addressing improvements in Industrial Relations strategy, HR process and systems, IT architecture, site access, project and operations integration, procurement, accommodation, etc.

- Program management for major asset divestment (Yeelirrie sold to Cameco for US$430m); including ongoing management of underlying pastoral, mining & exploration leases

- Project managed successful implementation of a SAP HR & Payroll with flawless execution of complex cutover plan

- Delivered concept and selection studies for a Liquid Fuel Replacement Project - $100m Natural Gas Pipeline and conversion of Olympic Dam smelter and refinery

- Project managed restructure of Uranium business - $2m per annum reduction in costs

Strategy Development & Implementation

Engagement of executive leadership teams to translate strategic objectives into actionable programs of work; driving and managing implementation across diverse and cross functional project teams.

- Uranium Energy Excellence Program & Water Strategy – BHPB CEO HSEC Award

- Olympic Dam Margin Improvement Projects delivering $1.1m in savings

- Cannington strategic procurement and BI projects - $2.5m savings on $280m annual spend

Capability Development

Definition of functional capability and design of supporting learning and development solutions.

- Execution of a Learning & Development Strategy to support the new org and project model, including creation of course materials: Major Capital Project Induction (eLearning), Value Optimisation Management (classroom based) and Project Strategy & Planning (Facilitated Case studies)

- Established global talent succession pipelines for senior project leadership roles

- Implemented global workforce planning and redeployment framework

- Led the review of global mobility framework for major capital project roles

Operations Management

Accountable for safe and effective mine site operations; budget, service delivery and people management responsibilities.

- Management of Cannington warehouse and logistics operations - Zero injuries in 2 years

- 20% increase in Supply function effectiveness measured via corporate supply process review

- Implementation of effective Service Level Agreements with key customers

- Recovery of contaminated (Uranium) EME and disposal – $1.2m

Career Synopsis

BHPB Group Project Management (GPM)

Senior Manager ODP & Learning Nov 13 – Dec 15 Head of Project Capability (acting) Sept 15 – Mar 15

BHPB Uranium\Olympic Dam

Manager Yeelirrie Program Jul 12 – Oct 13 Manager CSG Readiness Jan12 – Jun12 1SAP Uranium R2b Project Lead Mar 10 – Dec 11 Manager Development Projects Mar 08 - Apr 10 Manager Major Projects Jan 06 - Feb 08

BHPB Cannington Mine

Finance Manager (acting) Jun 05 – Dec 05 Supply Superintendent Dec 03 – May 05

BHP Billiton Corporate & Coal Group Business Process Leader, Commodity Analyst and Supply Graduate roles Feb 95 - Nov 03

References

Available upon request.

Detailed Work History Senior Manager ODP & Learning Senior Manager Group Project Management (GPM), BHPB Group Functions November 2013 – December 2015 Accountabilities

- Design of a new Organisational Design Protocol (ODP) for Project Owners Teams globally

- Develop and execute a global change management and communications campaign, engaging functional leaders in design input and review, ensuring regular and timely communication to key project stakeholders

- Lead the development and execution of project plans for the definition and implementation phases; track and report progress ensuring alignment to group requirements and milestones; ensure execution of Learning and Development work stream in agreed timeframe and the effective re-use of project lessons

- Lead the delivery of the learning and development work stream of the Capability Strategy; including development of the learning strategy and design and implementation of key learning & development tools and programs; ensuring integration with other group initiatives

- Coordinate cross-functional and functional SME groups; Lead and facilitate meetings

- Influence and support Senior Business Leadership in the implementation of the ODP design and learning and development initiatives

Achievements

- Successful change management program resulting in broad engagement and buy-in on the new Organisational Design Protocol (ODP) by Senior Project Management Teams globally.

- Successful implementation of the new ODP by the business, creating value through adoption of the new design

- Effective execution of Learning and Development strategy including creation of learning materials: Major Capital Project Induction (eLearning), Value Optimisation Management (classroom based) and Project Strategy & Planning (Facilitated Case studies)

Head of Project Capability (acting) Group Project Management (GPM), BHPB Group Functions Sept 2014 – March 2015 Accountabilities

- Execution of the Major Capital Projects Capability Strategy including governance of ODP

- Lead the design of an Analysis & Improvement (A&I) function within Major Capital Projects

- Member of Global Function Executive Leadership Team Achievements

- Established Global Talent Succession Pipelines for key Senior Project Leadership Roles

- Implemented Global Workforce Planning & redeployment framework

- Negotiation of improvements to BHPB Global Mobility Framework for Major Capital Project roles

Manager Yeelirrie Program Strategy & Development, Uranium CSG July 2012 – October 2013 Accountabilities

- Project Management of an Asset (Yeelirrie) divestment process; including ongoing management of underlying pastoral, mining & exploration leases

- Lead Business Unit work program to ensure that the quality of the Project documentation meet BHP Billiton divestment requirements

- Managed the approvals process through internal and external review processes to ensure timely divestment

- Lead the development of the technical scope of work for all additional study & investigative work to facilitate the divestment

Achievements

- Successful sale agreement signed with Cameco (US$430 million)

- No claw back on initial non-binding offer through extended due diligence phase

- Successfully redeployed project team to new roles within BHPB

Manager CSG Readiness Human Resources, Uranium CSG Jan 2012 – June 2012 Accountabilities Leadership of a program & change management office, established to provide governance & management over implementation of a range of initiatives (34) designed to establish capability and capacity to execute a ‘Mega Project’.

- Develop and execute change and stakeholder management plans

- Execute internal stakeholder (Group & Board) engagement Plan - processes and reporting

- Develop, implement and maintain PMO Processes, standards and templates

- Develop and maintain Board paper approvals schedule coordinating the outputs from the Projects, Finance & Strategy teams

- Focus Uranium Exco on critical path and escalate material issues for resolution

- Develop scopes of work, engagement and management of external resources where required to support work package deliverables

- Development of an Integrated Uranium IR Strategy\Framework that demonstrates effective management of IR risks

1SAP Uranium R2b Project Lead Uranium 1SAP Team March 2010 – December 2011 Project Management of SAP HR Implementation – Leading a team of employees and consultants to implement a new system within Uranium as part of a global SAP release.

- Manage the local implementation team to deliver the 1SAP Global Template fully implemented into the business in accordance with deployment methodology

- Leadership of Change Management program engaging entire workforce – Payroll, ESS

- Accountable for adopting the business process solution provided by 1SAP and facilitating the change through line management

- Develop and/or review estimates and estimating assumptions for the project’s schedule, effort and cost using established estimating models, best practices and past experience

Achievements

- Widely acknowledged as best change management framework and outcomes ever delivered into business

- Recruited & managed high performance team delivering the project on time & under budget

- Flawless execution of complex payroll cutover plan

Manager Development Projects Uranium CSG - Adelaide October 2009 – April 2010 Project managed the implementation, including change management activities, of a new operating model & structure for the Uranium business unit.

Achievements

- Delivery of a new Organisational Structure with clearly defined functional accountabilities

- Implementation of a new Operating Model with supporting policies and procedures

- Effective governance framework with clearly defined asset appraisal process aligned with corporate requirements

- Successful coaching of executives into new roles and accountabilities Manager Development Projects (Project Inflow) Olympic Dam - Adelaide March 2008 – September 2009

Project managed the implementation of an organisational redesign of Olympic Dam Asset and headcount reduction initiative. Scope included change management activities and oversight of consultants and cross functional operational teams in the development of a proposed operating model.

Achievements

- Successful delivery of a new Organisational design & blueprint with supporting policies and procedures

- Implementation of effective Operating Discipline for Asset Leadership Team

- AUD$2 million per annum reduction in labour costs (33% reduction in middle management)

Manager Major Projects Olympic Dam - Roxby Downs January 2006 – February 2008

Project Management of development projects for Olympic Dam operations.

- Managed projects through the BHP Billiton Investment Review Process & develop Investment Case incorporating probabilistic modelling

- Managed Study Partner contracts for delivery of study reports & ensure all Project activities comply with BHP Billiton HSEC Requirements and Procedures

Achievements

- Concept and Selection Study for a Liquid Fuel Replacement Project - US$80 million Natural Gas Pipeline and conversion of Smelter and Refinery.

- Administration Building refurbishment Project – AUD$1.2 million

- Implement Energy Excellence Program – energy efficiency and GHG reduction projects

- Implementation of Margin Improvement Projects delivering AUD$1.1 million in FY07

Finance Manager (acting) Cannington June 2005 – December 2005 Manager of Cannington’s finance department.

- Member of Cannington Asset Leadership Team

- Lead Capital review and approval process

- Sign-off on End of Year operational reviews and Year End Financial Reports

- Preparation and dissemination of FY06 Operational & Capital Budget Plan

Achievements

- End of Year sign-off on record EBIT FY05 result - $288 million USD against a budget of $146 million USD.

Supply Superintendent Cannington December 2003 – May 2005 Management of the Cannington Supply Department to ensure all material and service requirements are procured via efficient and effective purchasing processes that maximise savings and minimise commercial risk.

- Safe and efficient operation of Warehouse and inbound logistics

- Warehousing for AUD$16 million in inventory

- Management of Inbound Logistics Contract – AUD$5.1 million annual spend

- Negotiation and delivery of Capital Procurement – Fixed Plant, Mobile Equipment and Construction

- Management of relationship with Shared Service Centre

- Development and implementation of Sourcing Strategy for critical materials and services

- Major Service Contracts – Telecommunications, Maintenance, Labour Hire, Bulk Commodities, Aviation and Construction.

- On Site Contractor management – HSEC Operational Terms & Conditions, Safety Updates and Compliance.

- Six Sigma Business Improvement Projects – Two Supply Green Belts – and vendor Performance Management

Achievements

- FY05 $2.5 million in signed-off savings on $280 million annual spend

- Zero injuries in accountable operational areas

- Implementation of effective Service Level Agreement with Maintenance function

- 20% increase in Supply Effectiveness measured via corporate supply process review

Supply Process Leader Regional Supply – Australia July 2003 – November 2003

- Tended and negotiated the supply of a diverse range of commodities covered by more than 25 regional contracts with a combined annual spend in excess of $200M per annum

- Provided Leading Procure to Pay (P2P) Practices knowledge and expertise to Regional Supply Team and Operational Supply Departments

Business Process Leader Global Supply Network, Operational Excellence July 2002 – June 2003

- Assisted Supply operations to plan and implement continuous improvement

- Coach for Six Sigma Plus, process improvement projects

Business Process Leader eBusiness Program, Procurement September 2001 – June 2002

- Coordinated growth and direction of eProcurement application

- Education of operational users in the potential and practicalities of eMarketplace

Business Representative Queensland Business Systems Change Project BHP Billiton Mitsubishi Alliance (BMA) May, 2000 – August, 2001

- Business Representative on SAP R/3 (Version 4.6b) implementation at BMA Coal, including a redesign of Supply Business Processes to incorporate a Shared Business Service Centre

Commodity Analyst BHP Minerals Supply, Global Sourcing Feb 1998 – April 2000

- Provide support to Global Sourcing Managers in Development and Implementation of sourcing and usage strategies for assigned commodities

Commercial Supply Officer BHP Coal Gregory Mine Jan 1997 - Jan 1998

- Seconded to mine site to gain experience in all elements of the onsite Supply function

Supply Graduate BHP Coal Brisbane, QLD Feb 1995 – Dec 1996

- Employed on a Graduate Program for rotation through various functions of Supply