Downer EDI Limited (Downer) announced 16th Sep 2022 that its subsidiary, Spotless Facilities Services Pty Ltd, had been awarded a contract to provide works and maintenance services across the SA Housing Authority social housing portfolio in the broader Adelaide metropolitan areas. The contract is valued at approximately $670 million over seven-and-a-half years, with Downer scheduled to commence work from January 2023. Under the contract, Downer will deliver reactive maintenance, vacant restoration and minor works projects to 27,700 social and public housing dwellings. Works will include carpentry, plumbing, electrical, carpentry, roofing and painting, as well as refurbishment and upgrade works, providing crucial maintenance services for public housing residentsEngagement of ~100 Service Delivery Partners - Small to Medium Enterprise in Adelaide (most new to Downer) that amounts to >1000 trades supporting the 4 Contract Areas a large onboarding requirement to have them ready to receive work in <16 weeks. Leading and recruiting a team of 65FTE Organisation structure in a tight labour market requiring Regional Building Managers, Area works Supervisors, Operations Support Group, Zero Harm / Quality Manager, Finance Manager, Account & Relationship Manager and Business and Reporting Analysts, Project Managers etc

Spotless Group operates Integrated Facility Management Services (IFM) contract on behalf of the South Australian Government for the Department of Infrastructure and Transport and comprises of delivery of Major and Minor Projects. This IFM contract is accountable for ~1700 asset locations servicing DIT Corporate (SAPOL, MFS, TAFE, Property etc), SA Health (Hospitals, Health, Dental and Mental Services) and Education (Corporate, High Schools and Primary Schools etc).Management and leadership of all aspects of the contract including Project delivery, Asset Management, Administration and Client Management, Procurement and Service Delivery Partner Management. This has 6 direct reports and a team of Project Managers and Facility Managers, Client Management to manage demobilisation across multiple metropolitan geographic areas.Delivery of a Program of Work including CAPEX and OPEX budgets of ~$120m per year with accountability for safe, high quality, cost effective and reliable facility maintenance services in a government regulated business environment.

Spotless Group operates the Facility Management Services (FMS) contract on behalf of the Department of Planning Transport and Infrastructure for the South Australian Government this comprises the functions of Preventative and Breakdown Maintenance, Replacement/Refurbishment, Major and Minor Projects. This FMS contract is accountable for ~1700 asset locations servicing DPTI Corporate (SAPOL, MFS, TAFE, Property etc), SA Health (Hospitals, Health, Dental and Mental Services) and Education (Corporate, High Schools and Primary Schools etc).Management and leadership of all aspects of the operations including Preventative and Reactive Maintenance and Project delivery, Client Management and Claims Administration. This position has 10 direct reports in Agency Operations Managers and a team of 28 Facility Managers, to manage operational delivery across multiple metropolitan geographic areas. Supported by a dedicated call centre to provide 24 hours responsiveness and administration services. Delivery of a Program of Work including CAPEX and OPEX budgets of ~$120m per year with accountability for safe, high quality, cost effective and reliable facility maintenance services in a government regulated business environment.Required to provide Technical advices and oversight necessary for the operational elements to ensure they deliver outcomes that comply with technical standards, appropriate legislation and codes (BCA etc)

Operations Delivery is responsible for construction and maintenance of assets for Powerline, Electrical Services and Substation including the function of emergency response and supply restoration.As Operations Manager, I led a division with a management team of seven, 420 trade skilled staff, administration services, eight metropolitan depots with a fleet of 160 heavy vehicles and a Contractor workforce across 3 sub-Contractor companies of approx. 120 Trade Skilled Workers. I prepared and managed CAPEX and OPEX budgets of $200m with accountability for strategic, commercial and operational leadership to deliver safe, high quality, cost effective and reliable power services in a regulated business environment. In my time in this role, I drove and successfully implemented a number of programs which improved safety, culture and operational performance.Example Achievements:I successfully instigated and led a major business transformation project to streamline depot construction and maintenance activities. This impacted 300 staff and 6 depots with a new depot commissioned to support the changes. The outcome was reduced staff travel times and fatigue, with improved outage response times which reduced regulatory penalties.I designed and implemented a state-wide roll-out of a daily toolbox structure and visual team-boards highlighting “Safety”, “Performance” and “Actions”. This improved individual accountability for safety and performance and created a culture of open communication about safety and collaboration between depots and business units.

Tomago Aluminium is the 12th Largest Aluminium Smelter in the world and is the largest user of electricity in NSW and has a replacement value of > $3BAUD. The entire operation is 24/7, employing over 1500 people. As part of the Executive Committee, I reported to the CEO with full accountability for production, operations, asset management, fleet management and contractor management. I led a team of five senior managers and 1170 staff consisting of 920 full time operation and maintenance staff, and 250 contractors. My responsibilities as General Manager included strategic and operational planning and leadership of a complex, high risk and cost driven business.My remit included: Process and Technical Support, Operations Superintendents and Frontline Supervisors, Project Teams, Health, Safety and Environment, CAPEX, OPEX and Human Resources.Example Achievements:Responding to external economic drivers, I successfully reduced operating cost of $54/t in 2012 ($29.2M) and $79/t in 2013 ($43.3M) through a range of initiatives.I successfully achieved improved Safety Performance and Total Reportable Injury of a 50% reduction yoy, through behavioral-based programs to coach Managers and Superintendents on employee engagement in safety management activities.I delivered a change in operating platform to reduce a 48-hour processing cycle to 36 hours. This redesign achieved 33% improvement in process control.I improved logistics through an asset optimization project with no CAPEX generating extra profit of $2M p.a.I led a number of restructures, changes to working practices and an operational wide roster change through this period. Some of the changes were contentious but essential and I delivered these with minimal dissent and improved overall employee engagement in my time here.

In this role I was responsible for leading a business unit to produce raw materials with 55 middle managers (production, process, technical support, projects, EH&S, Costs and HR) and 286 operational employees. Key Achievements:I reduced a high personal injury rate high through visible leadership and coaching of staff lead resulting in the reduction of total injuries by 30%.I restructured work organisation and process roster to reduce variation by 25%, improve output and facilitate workforce reduction by 10%. Reduced overtime from 19% to 11%, through optimising resources and supervisory accountability and achieved savings and revenue of >$3M p.a.I implemented an asset optimisation project to reduce environmental emissions recording the best 4-month result for Hf on record (Regulatory Licence).

As Operational Leader, I was responsible for managing a stand-alone casting facility with eight managers and 135 employees;Key Achievements:I improved production with no CAPEX. Generating extra profit of $3M p.aI reduced overtime from 21.3% to 14%, through optimising resources.

Hydro Aluminium Kurri Kurri produced ~180,000 tonnes of primary aluminium per. The Smelter employed over 600 people, operates 24 hours a day and has a replacement value of > $1BAUD. I was promoted seven times in this period.