Specific Responsibilities Associated Performance Measures 1. Excellence in Commercial Management 2. Excellence in Contract Performance

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1 OUR VISION is to be recognised as the leader in infrastructure service provision POSITION DESCRIPTION Commercial Manager National Maintenance Date reviewed: April 2012 EMPLOYEE NAME: Job Purpose: To achieve profitable and sustainable growth inline with City Care s values and strategic goals of growth, innovation/efficiency and excellence by providing technical expertise in identifying and investigating business opportunities to improve financial performance, contract performance and client relations. YOUR JOB = YOUR + THE IMPROVEMENTS YOU MAKE TO THE BUSINESS

2 Specific Responsibilities Associated Performance Measures 1. Excellence in Commercial Management Work with the Business Development Team and other City Care staff to build attributes, methodologies, and strategic plans that will attract clients, win/retain contracts, and increase business opportunities Maintain an overview of all National Maintenance tender submissions to ensure contract submissions are profitable and uphold City Care s commercial image Lead or participate in the transition process for new contracts Provide commercial input to all strategic and significant tenders, proposals and contract variations Participate in the commercial negotiation of new contracts and significant variations to existing contracts Lead or participate in the transition process for integration of acquisitions into the business Manage the evaluation and due diligence process of any identified acquisition opportunities Ensure expectations of new clients are met or exceeded and that any contract negotiations will enable successful outcomes for both City Care and the Client Identify opportunities for selected awards to increase City Care s industry recognition and public profile Divisional growth attributed to robust commercial practices and enhanced competencies that position National Maintenance as a price maker (not a price taker) The division s performance and growth being inline with City Care s vision, values, and strategic objectives as judged by senior management Financial targets are met or exceeded Documentation of acquisition opportunities meet the required standard for Board evaluation Contract negotiations do not yield unbudgeted obligations 2. Excellence in Contract Performance Monitor the quality and productivity levels of staff working on projects and contracts Assist other City Care staff when required with technical or practical advice in areas of expertise that the job holder has Ensure company and contract systems and processes are in place and encourage the success of the contract Monitor contract requirements to ensure commercial terms of contracts are met Ensure KPIs are being monitored and met Ensure consistency between National Maintenance contracts Participate in regular client contract meetings Maintain an overview of contract delivery to ensure successful and timely delivery of service Communicate and reinforce to operations staff all contractual performance obligations and tender promises Oversee projects to ensure they comply with contract management plans and health and safety quality and environmental plans Create and support the development of the necessary tools for each section to measure staff performance and productivity. Reduce risk through consistent application of commercial contracts based on City Care s terms of trade Conduct annual contractor performance reviews to ensure services meet operational expectations and improvement opportunities are consistently implemented Compliance with contract and company processes and programmes as demonstrated by, internal and external audit results Achieve contract KPIs 3. Excellence in Financial Management Maintain awareness of the delivery of services to specification and on time to achieve high levels of satisfaction Lead excellence in financial reporting and integrity of financial results for National Maintenance contracts Deliver both financial and non-financial information to interested parties (namely General Manager and Branch Managers) Enhance decision making by assisting managers to make better business decisions through understanding of information Maintain an overview of contract financial performance Improve business performance through analysis of financial indicators and provision of relevant information to operational teams Reporting contract performance to General Manager on a monthly basis and contribute to the writing of the monthly Broad Report Identify and develop opportunities that will improve the financial performance of the division Efficiency of contract payments Ability to feedback to the customer IFOT information Financial reports are available on time and are accurate

3 4. Excellence in Client Relationship Management Liaise with clients and ensure their expectations are met and exceeded Create and maintain excellent relationships with clients in order to improve current contract performance and maximise the possibility of securing future profitable work Maintain excellent relationships with external and internal clients (and potential clients) to really understand the business and identify current and future information needs. Identify ways to improve their business effectiveness through technology customer feedback to staff 5. Excellence in Leadership Participate as a member of the senior management team Provide leadership, support, tools and frameworks that allows the senior management team to create clarity of purpose for their own individual business unit sections. Promote and maintain a culture that achieves a high level of morale and encourages performance, productivity, openness, employee satisfaction and trust Instil at all levels a strong customer service ethic, focused on high levels of community satisfaction with the services provided Drive innovation within the team Encourage the sharing of ideas and cooperation between City Care divisions with regards to new business opportunities and improving contract performance Senior Management have access to the necessary performance management tools, systems and direct support 6. Excellence in Managing Procurement Maintain an overview of all procurement and purchasing processes from procure to pay (P2P) including contract management Establish robust Contract Control Group processes for significant contracts that ensures compliance of contractual obligations Develop Supplier Relationship Management models that encourage supplier innovation and an enhanced supply chain experience for City Care Lead and establish partnering and alliance models when active collaboration generates mutual benefits for City Care and its clients Actively manage and optimise the Divisions Total Cost of Ownership (TCO) exposure across all goods and services Contract Control Group processes established and actively applied to significant contracts Demonstrated TCO cost optimisation and savings Appropriate subcontractor and supplier agreements in place for all contracts 7. Excellence in Compliance Management Ensure the successful implementation of approved company policies, plans and programs Ensure that the company s HSE and quality standards are implemented and maintained Ensure business process systems are in place to allow for growth, efficiency and excellence Ensure that a risk assessment and management framework is in place with effectively identifies, manages and protects the division against risk Maintain accurate records, and champion corporate business systems Compliance with company policies and procedures 8. Excellence in Health and Safety Promote continuous improvements in the use of health and safety systems and tools Promote Health and Safety systems across National Maintenance Promote the use of Suggestion for Improvement (SFI) system Continually improve HSE, quality, environmental and traffic management standards and the way we do business Reduction in LTIs Safer workplace 9. Excellence in Communications Establish and maintain a Knowledge Management Database that allows the collection, retention and ability to access easily, our Best Practices and Continuous improvement initiative Ensure communication tools send the right message, are effective and easy to use of the target audience, and are aligned to City Knowledge Management database established and accessible Client Satisfaction as demonstrated by repeat work, forwarded workloads and

4 Care s strategic goals, values and brand standards Encourage and support Managers to identify PR opportunities and then implement these to raise City Care s profile as a leading contracting company and employer of choice Maintain a consistent City Care brand by ensuring Managers understand and use the information provided in City Care s brand manual, and by reviewing company collateral Develop, implement and review communication plans / strategies to ensure that client, stakeholder and internal communication needs are met 10. Excellence in ICT Systems Management Assist in the development and/or implementation of systems that will enable City Care to maintain an IT competitive advantage and assist in winning more business In conjunction with the CIO, develop a master ICT plan that supports and enables the National Maintenance contracts Ensure all staff have access to the necessary technology to best enable their jobs Facilitate and action network integration solutions and implement technology to enhance data flow Identify current and future information needs Identify ways to improve the division s effectiveness through technology Client and City Care staff feedback ICT master plan established and resourcing applied to ensure all staff have access to the right technology tools to better enable their jobs 11. General Assist the General Manager with strategic planning and annual budget work Undertake other duties as directed by the General Manager in a timely and accurate manner The General Managers appraisal of these duties Key Working Relationships Internal: General Manager National Maintenance, Corporate Management Team, Branch Managers, Operational Staff, Administration Staff, National Maintenance Support Staff (Human Resources, Health and Safety, Technical Experts, Business Development, Business Processes, Finance), Other Divisional and Branch staff as required External: Clients, Consultant Engineers, Union delegates, Subcontractors, Partners, Professional Associations, Suppliers, Subcontractors and Customers Limits of Authority Financial: Standard materials and sub-contractors $10,000. Non-budgeted expenditure: none. Capital expenditure: none. Tenders/quotes: $100,000 with gross margin 12% minimum for new business or $50,000 with gross margin 15% for contract variations. Decision Making: Unlimited - provided no financial approval is required. All media enquiries must be referred to the General Manager National Maintenance or Chief Executive. Staff Management: No direct reports Company Travel Travel within New Zealand is required to attend management meetings, interact with other National Maintenance Branches, to conduct site/client visits and attend training YOUR JOB = YOUR WORK + THE IMPROVEMENTS YOU MAKE TO THE BUSINESS

5 PERSON SPECIFICATION TRAINING / QUALFICIATIONS Essential: Desirable: Relevant engineering / project / commercial tertiary qualification plus extensive industry Accounting training with practical commercial application experience Strategy and business planning training EXPERIENCE Essential: Desirable: Commercial contracting experience Negotiation experience Client relationship management experience Proven track record in project management Industry, contract management, and contract systems experience with a proven ability to meet goals and achieve targets KNOWLEDGE AND SKILLS Administration and management: Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modelling, leadership technique, production methods, and coordination of people and resources. Industry: knowledge of the materials, methods and tools involved in infrastructure contracting, including water/ waste water, parks and facilities maintenance. Management of Financial Resources: Determining how money will be spent to get the work done, and accounting for these expenditures Public speaking: Ability to speak in front of others in a clear, concise and confident manner. Responsibility & integrity: Is open, honest, and reliable, treats people in a fair, consistent manner, takes responsibility for one s actions/decisions, and shares credit when due. Enthusiastic about learning: Committed to personal development and improving one s performance through being open to feedback, a keen learner even when learning from one s mistakes, and recognising personal strengths and weaknesses. Customer driven: Builds effective relationships with clients, positively promotes City Care, and always acts with the customer in mind to meet and exceed their expectations. Improves performance through people: Identifies the best people for the job. Motivates and develops people and teams to perform well by giving them freedom and support in deciding how they work and dealing with poor performers appropriately. Drives the business: Achieves results by establishing high expectations and clear accountabilities and ensuring staff understand what needs to be achieved, and why. Scopes out tasks and projects accurately in order to coordinate and maximise the use of City Care s resources. Monitors and celebrates success through the use of detailed measurement and keeping others informed of such monitoring and success. Strong, skilful negotiator: Able to negotiate with people and achieve a win win outcome through understanding all points of view, identifying tradeables on differing sides, and being able to take a strong stance without damaging relationships. Tough. Opportunity focussed: Optimises opportunities in line with City Care s strategy by using up to date industry knowledge to anticipate and identify future opportunities and/or threats, turning threats into opportunities, and being willing to take calculated risks. Inspires belief in the future: Highlights the link between City Care s vision and values, the team goals, and individual accountability to engage employees in their work. Instils a passion and commitment for the business and a desire to achieve a common goal by painting a clear and compelling picture of where the work team/city Care could be in the future should employees aim to achieve this common goal. Champions Change: Builds a culture that embraces change and makes change happen by challenging oneself and others to try new and innovative approaches to work, helping others accept new ideas, and setting a clear course even though it may change often.