Management of the business outcomes of the Design Centre to aligned to the Australia business plan.

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1 Position: General Manager Design Centre Australia Career progression level: 8/9 (TBC) Location Reports to: Australia Managing Director Geography Purpose Development of Geography Design Centre Business Plans aligned to the Opus Strategy and Global Sector initiatives. Leadership and delivery of Design Centre Australia Business Plan initiatives. Delivery of client & commercial outcomes aligned to Australia Business Plan. Key Responsibility Areas NB: These describe the main types of outcomes expected of the position, i.e: the key areas of work activity in which the job is expected to achieve results. Key responsibility area Commercial Acumen Management of the business outcomes of the Design Centre to aligned to the Australia business plan. Ensure effective commercial management of the Business Groups within your Design Centre via your leadership and direction of business and client outcomes.

2 Development and implementation of the Australia and Design Centre Business Plans based on the Sector Strategic Plans. Monitor and hold people to account for profitability of the projects lead within your Design Centre. Actively engage with Sector Leadership to monitor and ensure delivery of projects to the sector business targets. Ensure the highest technical standards and the responsibility for quality projects that exceed clients' expectations. Key responsibility area Client Centricity Lead and manage the Design Centre in creating, maintaining and growing client relationships across the Design Centre region. Actively engage with Sector Leadership on strategic client engagements, growth and building opportunities. Lead and ensure the development of a strong client focussed within the market across Design Centres and Opus. Manage and ensure development of client pipeline and prospects across the Design Centre. Key responsibility area People Lead and develop a high performing team of client focussed and commercially savvy direct reports. Lead and coach your people with strong performance and talent management practices to deliver to their potential. Develop and deliver strategic workforce plans based on pipeline and capability required that are aligned to sector plans. Ensure the management of people based plans and workforce planning within Design Centres. Lead by example and ensure a high level of behaviour and professionalism is developed within the Design Centre. Hold your team accountable for commercial delivery of projects, compliance with Opus policies and agreed client outcomes. Key responsibilities area Innovation Drive and lead a culture of innovation in delivery of projects within Design Centres. Collaborate with internal stakeholders to deliver innovative solutions to business needs. Provide a framework for innovation to be delivered in practices within Opus. Key responsibility area Global Collaboration Proactively engage with Global Sector Leaders and Design Centre General Managers globally. Actively create forums and opportunities to build relationships between Design Centres globally to leverage learnings and opportunities for success. Encourage and support the development of relationships between Business Groups of similar Disciplines globally. PAGE 2 OF 7

3 Key responsibility area Knowledge & Capability Development Ensure the successful implementation of Opus knowledge management frameworks and principles within Design Centre practices. Ensure a clear technical and non-technical capability plan for the Design Centre is implemented and managed. Proactively work with the Human Resources Team to ensure a clear capability map exists for the Design Centre. Key responsibility area Health and Safety Ensure that all projects and activities have an approved safety plan and that health and safety issues are managed through the project plan. All aspects of the site and work will be completed and consistent with the agreed Project Safety Plan. Identify appropriate training requirements for your role and participate in appropriate training. Key responsibility area Self Development Keep professional registrations/licences current. Through the formal Performance Review process, establish personal development needs/goals. Keep up-to-date with developments in the relevant professional s area. Develop and maintain a network of technical/professional support. Regularly reflect on your successes and disappointments and ensure that your service delivery is improved through ongoing innovation and adopting new practices. Share these findings with your team members. Maintain self-awareness, reading one s own emotions and recognising their impact. Have a sound sense of your self-worth and be aware of your capabilities and strengths and know your weaknesses. Assist in maintaining high moral in the team. Contribute to the team by participating in office and community activities. Key Tasks Commercial Acumen Management of the commercial outcomes of the Design Centre to aligned to the Australian business plan. Ensure project profitability within the design centre. Projects are delivered on agreed time, cost, value and quality to clients. Remove project variance. Ensure effective commercial management of the Business Groups within your Design Centre via your leadership and direction of commercial and client outcomes. Development and implementation of the Australian and Design Centre Business Plans based on the Sector Strategic Plans. Performance Indicators Achievement of financial targets of Gross Margin and Project Profitability per agreed Design Centre plan. Achievement of financial targets of Gross Margin and Project Profitability in each Business Groups. Increased gross margins and profitability via commercial management in each Business Group. Agreed Business Plans and Design Centre Plans developed on time and within budget guidance. Management of commercial performance with active review Business Managers profitability and performance management. PAGE 3 OF 7

4 Monitor and hold people to account for commercial profitability of the projects lead within your Design Centre. Actively engage with Sector Leadership to monitor and ensure delivery of projects to the sector commercial targets. Client Centricity Lead and manage the Design Centre in creating, maintaining and growing client relationships across the Design Centre region. Actively engage with Sector Leadership on strategic client engagements, growth and building opportunities. Lead and ensure the development of a strong client focussed within the market across Design Centres and Opus. Manage and ensure development of client pipeline and prospects across the Design Centre. Meet and report with Sector Leaders on commercial progress to strategic clients, bids and projects. Collaborate with Sector Leaders on opportunities and solutions to commercial outcomes. Increased client engagement, satisfaction or NPS scores. Increase in number of client pipeline and prospects tracked. Quality of strategic client feedback increases and resolves current client concerns. Client based capability training and development is completed across all client facing roles. Good feedback from Global Sector on strategic client relationships. Retention of key clients. People Leadership Lead and develop a high performing team of client focussed and commercially savvy direct reports. Lead and coach your people with strong performance and talent management practices to deliver to their potential. Ensure the management of people based plans and workforce planning within Design Centres. Lead by example and ensure a high level of behaviour and professionalism is developed within the Design Centre. Hold your team accountable for commercial delivery of projects, compliance with Opus policies and agreed client outcomes. To manage, mentor, coach and develop the HR Service delivery team, proactively providing support and guidance. Recruit, lead and manage the team demonstrating Opus values and principles. Recruit and retain a team of technical professionals with the appropriate mix of skills and competencies to deliver against the business strategy. Organise the available resources to ensure their optimum use to deliver to agreed client service levels ensure right people are aligned to work. Enhance the leadership and performance culture within the team, setting clear expectations, holding Successful commercial outcomes on project delivery. OPS scores. People performance issues managed successfully to increase performance. Poor performance correctly coached and managed to conclusion. All Talent Processes are completed for eligible employees. Increased engagement score for Design Centres and reflection of increased leadership. Behavioural people issues are managed appropriately and within policy and guidelines. Behaviour consistent with Opus values and principles. PDPRs in place for all the team, regular WIP and team meetings. Recruitment and retention of high performing talent. The performance and development of the team is appropriately planned and managed consistent with Opus process and business needs. Effective alignment of resources to client demands and needs The team has role clarity, is clear on purpose and responsibilities, and understand how they PAGE 4 OF 7

5 people accountable and actively managing and enabling delivery. Promote a continuous learning environment, identifying targeted development and learning opportunities for team members. Ensure the implementation of development plans and the delivery of effective coaching and mentoring of individual team members. Innovation Drive and lead a culture of innovation in delivery of projects within Design Centres. Collaborate with internal stakeholders to deliver innovative solutions to business needs. contribute to the geography plan and business strategy. Capability is maintained with the team to meet current and future client needs. Opportunities for development are maximised to build capability in team. Design centre understand what innovations means to our clients. Business processes in place and supported within the Design Centre to encourage innovation. Provide a framework for innovation to be delivered in practices within Opus. Global Collaboration Proactively engage with Global Sector Leaders and Design Centre General Managers globally. Actively create forums and opportunities to build relationships between Design Centres globally to leverage learnings and opportunities for success. Reduced time to resolution of client issues. Design Centre using collaboration tools. Design centre teams involved in discipline groups and sharing knowledge enterprise knowledge sharing activities. Encourage and support the development of relationships between Business Groups of similar Disciplines globally. Knowledge & Capability Development Ensure the successful implementation of Opus knowledge management frameworks and principles within Design Centre practices. Ensure a clear technical and non-technical capability plan for the Design Centre is implemented and managed. Knowledge management business processes are in place and utilised. Technical and non-technical capability plan in place for the Design Centre. Capability map developed for the Design Centre. Proactively work with the Human Resources Team to ensure a clear capability map exists for the Design Centre. PAGE 5 OF 7

6 Position Dimensions 1. Direct Reports 2. Functional Relationships: Internal 3. Functional Relationships: External Business Managers x (X), Area Managers (x), Group Managers (x) Global Sector Leaders Regional Managing Director Director of Delivery General Manager Global People Head of HR Geography General Manager Design Centres (Globally) Finance Partner Strategic Human Resources Business Partner Market Sector Leaders General Manager of Technical Capital General Manager Client Solutions GMT National Strategic Clients Professional Engineering Bodies Professional General Manager Business Forums 4. Financial Delegation Per Our Way 5. Travel Required Yes Person Specification 6. Qualifications 7. Experience 8. Skills Relevant University Degree. Post graduate management qualification or equivalent management experience preferred. Professional Engineering Registration. At least 10 years management, at least 5 years at general management level in medium to large enterprises. Proven people leadership experience. Experience in effective resource management across a region or business. Experience of working in a matrix national or global, multiple site organisation preferred. Proven experience of delivering and managing change. Financial and business acumen. High level of decision quality. Strategic agility and planning. Able to deliver outcomes on time and to agreed standard. PAGE 6 OF 7

7 Operational Planning and management. People leadership capability. Managerial courage. Proven business development skills. Advanced relationship management capability. Advanced listening and interpersonal skills. 9. Behaviours Approachable, Inclusive and collaborative style. Curious. Engaging, motivating, inspirational leadership style. Challenging of the status quo. Client centric approach. Committed to continuous improvement. Resilient, comfortable with change and ambiguity. Focused on achieving through influence, coaching and collaboration. Builds credibility quality and generates a sense of trust. Action oriented. Ability to deal with a variety of audiences and levels of management. Seen as an influencer and someone who can action change. Persistent with a high level of work ethic and professionalism. A passion for infrastructure and new innovations that enhance communities. Employee: Name Signature Date Manager: Name Signature Date PAGE 7 OF 7

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