David Harris Email & Phone Number

United Kingdom

United Kingdom

Australia

• Adviser to large utilities, infrastructure and asset businesses spanning from utilities, energy, water, supply chain, logistics to agribusiness. • Business-wide strategic and operational reviews on behalf of Boards to recommend performance and growth opportunities and path for implementation.

New South Wales, Australia

Led successful merger and transformation of WaterNSW, Australia’s largest water supply utility. Led organisational, strategic and cultural transformation to deliver significant enterprise value growth, operational excellence and outstanding customer outcomes. Built a dynamic, customer-focussed organisation that consistently delivered strong performance and with people and operational capability to deliver future growth and respond to market challenges.Grew EV from $2.1B to $3.2B. Grew EBITDA 25%. Delivered sustained 30% Opex reduction. Built strong operational and infrastructure capability and customer services. Tripled 10-Year Capital Investment Forecast to $2.9B. Returned significant equity to shareholder. Achieved year-on-year increase in customer NPS despite adverse crisis market.WaterNSW is a complex fully vertically integrated water utility supplying two-thirds of all water used in NSW including source water protection, bulk water infrastructure and supply, system operation, distribution and retail. • Grew EV from $2.1B to $3.2B• Grew Revenue 20% & EBITDA 25%• Delivered sustained 30% Opex reduction• Regeared balance sheet & refinanced debt portfolios• Led operational excellence & efficiency - delivering repeated, double-digit customer bill reductions• Led Australia in digital customer solutions, water quality management & customer delivery- achieving year-on-year increase in customer NPS• Successfully introduced strong commercial, customer-focused culture change• Drove safety culture. Reduced LTIs from 16 in 2014 to just 1 in 2020• Transformed ‘core’ annual capex delivery resulting in five-fold increase to $252M/pa• Built Major Infrastructure Delivery with key projects delivered on time & on budget – including $500M W2BH Pipeline• Tripled 10-Year core Capital Investment Forecast to $2.9B • Provided strong, positive leadership & stakeholder management in adverse, crisis market• Returned $700M equity to shareholder

Australia

Executive Officer, Production, Water & Environment March 2012 – November 2013Director, Red Energy Pty Ltd, 2010- 2012Executive Officer, Government Relations, Environment, Water & Legal 2010- 2012Executive Officer, Regulatory Strategy, Legal & Water 2006- 2010Executive Officer, Regulatory Strategy & Legal 2002- 2006Key Executive of ELT responsible for successful transformation and strong performance of Snowy Hydro. Tripled EV to $6.5B and doubled EBITDA to $540M in six years. Ultimately, responsible for operations and maintenance of its 4,400MW hydro and gas generating assets. Throughout, responsible for relationships with shareholders and regulators.Snowy Hydro is a major ‘peak’ generator in the Australian energy market and owner of retailer Red Energy. Snowy Hydro earns its income from the sale and trading of wholesale electricity price risk hedging products, has 18 power stations, 4,400MW generating capacity and growing retail footprint.• Intimately involved in setting & delivering strategic direction• Tripled EV & doubled EBITDA in six years in intensely competitive & dynamic electricity generation & retail sectors• Grew Snowy Hydro, Australia’s largest renewable energy generator, into a dynamic, end-to-end energy business delivering record earnings with ‘peak’ generating assets, wholesale price risk hedging business & growing retail footprint• Gained shareholder approval for acquisition of Red Energy & gas fired power plants• Led team to develop business case for expansion of Red Energy into NSW & as Director, oversaw expansion• Instrumental in leading culture change & strong performance - leading transformation in cumulative key business units• Led operational excellence of generating assets - including reducing routine outage time by 42%• Successfully managed stakeholders & regulators to achieve ambitious commercial strategies• Led key negotiations including 3-Year Enterprise Agreement & with CEO, proposed IPO in 2006

Australia

Led combined Snowy Hydro/ Red Energy team to develop business case for expansion of Red Energy into the NSW retail energy market. Subsequently appointed Director to oversee expansion. Red Energy is an energy retailer in the Australian energy market.

Australia

Director, DGJ Projects & Partner, Deacons Corporate/ Commercial 2000-2002Senior Manager, DGJ Projects & Senior Associate, Deacons Corporate/ Commercial 1996-2000 Project Executive, DGJ Projects & Solicitor, Deacons Corporate/ Commercial 1995-1996Director of DGJ Projects and Partner of now Norton-Rose Fulbright. DGJ Projects was a leading specialist regulatory advisory and project management company, owned by major international law firm now known as Norton Rose Fulbright.DGJ Projects often teamed up with investment bankers and specialised in the management of large corporatisation and privatisation transactions in the energy, water, utilities and infrastructure industries and the design and implementation of competition focussed regulatory regimes to attract private sector ownership. Between 1995-2002 I was closely involved in most of the major market reforms, corporatisations and privatisations in those industries with a view to privatisation.• Project manager/ financial advisor on major reforms & corporatisations in energy, water, utilities & infrastructure sectors• Evaluated Government businesses, recommended strategic & organisational changes to make those businesses commercially focussed & ‘bankable’ with a view to corporatisation/ privatisation & implemented recommendations • Advised upon & implemented significant regulatory reforms, transforming ‘old’ market structures to competitive mechanisms to attract private sector investment• Snowy Hydro Corporatisation Project ($1.8B): designed complex corporate & regulatory arrangements so it operated on a level playing field with its private sector competitors & could be privatisedOther Major Projects: • Introduction of full retail contestability in NSW Gas Retail Market (1999-2000)• ACTEW (ACT Electricity & Water) privatisation (1998- 1999)• ACT Govt: new regulatory regime for ACT electricity, water & sewerage (1998-1999)• NSW Govt: privatisation of Irrigation Areas & Districts (1992-2000)

Advanced Management Programme (Amp 184 April & May 2013)

Bachelor Of Laws (Hons)

Bachelor Of Economics