Steve Webster Email & Phone Number

Auckland, New Zealand

As a member of the executive team, I lead a team that develops and delivers our $13 billion capital programme, plus provide support to the regions’ development community enabling them to progress Auckland’s growth.The core accountabilities of the role are:• Developing servicing strategies and the 20-year Asset Management Plan• Producing business cases for the associated capital spend• Managing the design and construction delivery of all infrastructure projects• Managing the relationship with Auckland’s developers• Transacting water and wastewater consenting for developersTwo achievements I am particularly proud of in this role are the introduction of:1. Our 40:20:20 vision for the delivery of infrastructure. A New Zealand first in setting a bold vision for the sustainable delivery of assets…... A 40% reduction in built carbon, 20% reduction in cost and a 20% year on year improvement in the wellbeing and safety of all people involved in delivering our ten-year $13 billion capital programme; and2. Our Enterprise Model, a ten-year collaborative agreement to design and deliver the majority of Watercare’s capital programme. The core principals of this model are programme ahead of projects, sustainable delivery, to provide certainty to our delivery partners, to lift industry capability and to deliver our 40:20:20 vision.I provide clear direction and the tools for our team to deliver, while holding staff accountable and empowering them with the responsibility to achieve some very challenging goals.

Auckland, New Zealand

Leading the delivery of the capital programme, in addition to managing the internal maintenance and laboratory services functions, I was a key member of the executive management team, shaping the future strategy of the organisation. This included procurement, design and construction of assets, in addition to introducing a new operating model to improve the delivery of the capital programme.With a large, multidisciplinary workforce of 350 staff and 500 contractors, we were able to procure, design and build our capital programme, with annual delivery cost of $250m per annum, more than 120 capital projects, with associated values of $1m to $1b each. Within the internal maintenance division we delivered planned and unplanned network, plant and transmission maintenance, while laboratories had 80 staff in a purpose-built laboratory environment.

Auckland, New Zealand

Within Transfield Services I was responsible for Electrical Services, Telecommunications and Facilities Management groups, with over 2000 employees, 400 subcontractors and annual revenue of $400m. Major clients included Transpower NZ, Chorus, Auckland Transport, Meridian Energy, Contact Energy, PowerNet, New Zealand Police, New Zealand Defence Force, Telecom( now Spark), Vodafone and ACC.

Auckland, New Zealand

Leading the Electrical Services business in New Zealand, I oversaw the delivery of maintenance and construction services to the transmission, distribution, industrial and generation sectors with over 700 employees and an annual revenue of $150m. This role required full management of the P&L and balance sheet, plus responsibility for business development and customer relationship management.

Auckland, New Zealand

Managing the trans-Tasman Electrical Services group, with operations in Western Australia, Victoria, New South Wales, Queensland and New Zealand. This role required the delivery of maintenance and construction services to the transmission, distribution, industrial and generation sectors with annual revenue of NZ $350m and 1400 employees.I led a number of key initiatives including the restructure of the Australian business, resulting in improved EBIT, increased revenue and reduction of costs, as well as improved relationships with clients across Australia.

Auckland, New Zealand

Invited by the CEO to take over the New Zealand Electrical Services group, following customer feedback, I was able to turn the business around, improving health and safety performance and rebuilding customer relationships. I managed the delivery of maintenance and construction services to the transmission, distribution, industrial and generation sectors, with over 700 employees and annual revenue of $150m. As a result of my leadership, I was able to increase turnover and profitability in excess of 25%, while also reducing LTIFR by 75% and TRIFR by 60%.

Auckland, New Zealand

Leading the Facilities Management business unit, I managed over 300 employees and 100+ subcontractors, with annual revenue of $70m. During this time I was able to develop and implement common business systems, also research and negotiate successful business expansion opportunities.

Diploma Of Corporate Management, Business Administration And Management, General

Now named Graduate Certificate of Applied Corporate Governance and Risk Management. Delivered by the Governance Institute of Australia

Bachelor Of Engineering (B.E.) (Hons), Civil Engineering

Nzce, Civil Engineering

Education record