STEVE ABSON SENIOR ASSOCIATE

Transcription

1 QUALIFICATIONS HNC Civil Engineering, Sheffield Hallam University (UK) HND Engineering Technology, Rotherham Technical College (UK) PROFESSIONAL AFFILIATIONS Member of the Australian Institute of Company Directors (MAICD) Fellow to the Australian Institute of Building (FAIB) Steve is a qualified civil engineer and experienced executive with almost 30 years experience, leading major construction companies and delivering key infrastructure projects. Steve is the current CEO of Infrastructure Association of Queensland (IAQ) and a past president of the Queensland Major Contractors Association. He has held numerous Director and Board roles and is a Member of the Australian Institute of Company Directors (MAICD) and a Fellow to the Australian Institute of Building (FAIB). He lives in Cleveland and in the Redlands area of South East Queensland and is President of Redlands Community Cancer Support dedicated to improving the lives of those affected by cancer. Some recent examples of projects involving Steve s expertise include: CEO of the Infrastructure Association of Queensland (IAQ): the Infrastructure Association of Queensland (IAQ) is the peak body representing the entire infrastructure sector across Queensland. IAQ provides professional representation and value to its members through government engagement, thought leadership and advocacy that supports a sustainable infrastructure industry in Queensland. Abson Executive & Management Services Pty Limited (AEMS): AEMS was established in mid 2015 for Steve to provide Advisory & Consultancy Services to Industry. Services provided so far include financial risk assessment, under-claims on major projects, facilitation, strategy and contract interpretation. Ostwald Bros Pty Limited: Based in Dalby in the Darling Downs, with corporate offices in Brisbane, Ostwald Bros is one of the largest privately owned Resources and Infrastructure Services Groups in Queensland servicing Oil & Gas, Mining and Government Infrastructure capital works and operations. Its diverse Business Units include Contracting, Construction Materials, Facilities & Accommodation, Transport & Bulk Haulage, and Rural Enterprise. These Business Units are vertically integrated to deliver cost-effectiveness. 1

2 April 2012 March Chief Operating Officer (COO) In his Executive role as Chief Operating Officer reporting to the CEO, Steve was responsible for the successful operational performance of the five separate Business Units within the Ostwald Bros Group. Steve was an active member of the Advisory Board along with fellow Executives and Company Directors monitoring performance of the Group Business Units. Under Steve s leadership, Ostwald Bros successfully restructured into a profitable vertically integrated Group, achieving growth of 300% and becoming a major player in Upstream CSG-LNG development and transport infrastructure. Steve s unwavering commitment to safety leadership and his implementation of industry leading training programs produced a reduction in Group TRIFR from >20 to <3.0. In 2014, Ostwald s were recognised by their industry peers securing the prestigious QMCA Safety Excellence Award. Through its commitment to disadvantaged job seekers, indigenous groups, youth and mature aged training and employment, Steve has ensured that the company work closely with all tiers of Oil & Gas Producers, Government, industry associations and unions. A partnership of all of these groups has assisted tackle unemployment and skills development of local people and led to introduction of unique ways to provide career pathways. Ostwald Bros has provided apprenticeship and traineeship development targeting women for non-traditional roles, long term indigenous jobseekers and youth. Abigroup Contractors Pty Limited (now Lend Lease) Abigroup Contractors (now part of Lend Lease Engineering) has delivered some of Australia s most iconic infrastructure projects, including Sydney s M2, and M7 motorways, Melbourne s Peninsula Link and Westgate Freeway as well as the Anzac Bridge in Sydney, Brisbane s Gateway Bridge and the Graham Farmer Tunnel in Perth. February March General Manager (Northern Region) Steve enjoyed a 15 year career with Abigroup Contractors (now Lend Lease Engineering) progressing steadily through the ranks from Project Manager to QLD Civil Engineering Manager to General Manager. In his final 3 years as General Manager, Steve was responsible for all aspects of Abigroup Contractors business in the Northern Region (Queensland & NT), including Building & Civil Engineering. In this role, he retained executive responsibility for delivery and financial performance for all capital works infrastructure projects undertaken in Queensland and Northern Territory. In 2011/2012, Northern Region had an annual Turnover of $1.2Bn. 2 FLAGSTAFF CONSULTING GROUP experience makes a difference

3 Steve served as an active Alliance Leadership Team (Board) member on major infrastructure projects in Queensland, including the highly acclaimed Ipswich Motorway Dinmore to Goodna (Origin Alliance) with a value of $1.6Bn. He also served on Joint Venture (JV) Leadership Groups of several major infrastructure projects (>$100Mn), responsible for strategic project governance and commercial performance. Was a valued member of the Abigroup Contractors Executive Board and retained the necessary levels of authority to make all decisions on behalf of the company during its participation in major projects. SPECIFIC PROJECT EXPERIENCE Infrastructure Projects Ipswich Motorway Upgrade Dinmore to Goodna (Origin Alliance): Design & Construction of the upgrade of major motorway corridor West of Brisbane. Delivered as an Alliance between State Government, three Contractors and two Design companies. Steve acted in numerous key roles including Target Cost Estimate Corporate Reviewer, ALT Member, JV Leadership Team member and Resource Co-ordination Group Chairman. Agreement of risk allocation between owner and non-owner participants; Approval of Target Cost Estimate Adjustments; Performance monitoring of the project. LNG Export Facility - Gladstone Sea Wall: Design & Construction of a Sea Wall in sensitive environmental areas at Port of Gladstone. Development of quarry and haul roads in order to provide select fill material to point of placement. Steve served as a member of the Project Steering Group, responsible for project governance, performance, resourcing, financial control and managing relationships between project participants. Townsville Port Access Road Project: Design & Construction of key infrastructure link to the Port of Townsville. Member of the Project Leadership Group (PLG) with Queensland Main Roads and the Contractor Joint Venture Executive. Establishment and implementation of PLG governance process. Appointment of the ECI Project Director and Project Management Group (PMG);Commercial alignment of the participants; Agreement of risk allocation between owner and non-owner participants; Approval of three separate Risk Adjusted Maximum Prices (RAMP's); Performance monitoring of the project and Safety KPI champion. 3 FLAGSTAFF CONSULTING GROUP experience makes a difference

4 Northern Busway Alliance, Royal Children s Hospital to Windsor: Design, Construction and Operation of new bus lanes to improve capacity to the Brisbane bus network. Delivered as an Alliance model, Steve served as a member of the Alliance Leadership Team, responsible for project governance, performance, resourcing, financial control and managing relationships between project participants. Salisbury to Kuraby Third Track (S2K Alliance): Design & Construction of a 9.5 km third rail track between Salisbury and Kuraby on Brisbane s Beenleigh rail line to carry express trains to and from the Gold Coast. Construction included development of two bridges at creek crossings, and upgrading seven metropolitan railway stations with modern facilities and expanded car parks. Steve served as a member of the Alliance Leadership Group, responsible for project governance, performance, resourcing, financial control and managing relationships between project participants. Nundah Bypass, Sandgate Road Sub Arterial: Project Manager responsible for construction of the realignment of Sandgate Road at Nundah including 300 metres long cut and cover tunnel, rail overpass widenings, bridge works, roadworks, signalised intersections and mechanical and electrical works. Development of key traffic staging to allow traffic through the works during construction. Pacific Motorway Upgrade, Pimpama to Oxenford Package 3: Construction of 10.1 km of 8 lane motorway, including earthworks and drainage, 130,000 m3 concrete pavement, service roads and 11 bridges; constructed under staged traffic management and exacting environmental standards. Steve was responsible for commercial functions, cost control and advising the project team regarding procurement strategies. Building Cultural Centre Bus Station Redevelopment: Steve was the Alliance Manager responsible for planning, design & redevelopment of the busiest bus station in the Brisbane network in Brisbane s CBD. This was a busy urban environment requiring key traffic staging and pedestrian management. Operational interface with Translink to ensure minimal disruption to bus services. Queensland Childrens Hospital (Lady Cilento): Delivered by Queensland Health as a Managing Contractor model, Steve held ultimate operational responsibility for design and agreement of the Guaranteed Maximum Price (stage 1) and design and construction (stage 2). Steve was a member of the project steering group, monitoring of performance and liaison with State Government. 4 FLAGSTAFF CONSULTING GROUP experience makes a difference

5 Sunshine Coast University Hospital PPP: Formation of the Tender team. Participation as Steering Group member through the Tendering phase. Liaison between D&C Contractors and Project Financiers & Sponsor. Agreement of risk allocation between Project Sponsor and D&C. Sign off of the D&C tender price. Transport Steve was ultimately responsible for a Transport Business operations for 2 years. He led a change management program to ensure safety practices were at an acceptable standard and successfully vertically integrated it into a Group structure and re-structured to allow effective external trading. Mining, Oil & Gas Rio Tinto 2 nd Truck Dump Hopper, Clermont Mine: Originally let as a Construct Only Project, the project was converted into an Alliance in order to allow accelerated delivery timeframes and better integrate design & construction activities. The project was considered a huge success and was delivered ahead of schedule and under budget with zero lost time incidents. Steve was responsible for leading the commercial alignment functions, re-drafting of the Contract and monitoring of construction performance. Eurombah Creek Gas Processing Facility, APLNG: This GPF was delivered in record time in order to meet demanding timeframes required by APLNG to deliver export gas to their facility on Curtis Island. Steve was a member of the project leadership group responsible for resourcing and project performance and commercial alignment of the main civil subcontractor with the Main Contractor responsible for Structural, Mechanical and Electrical Works. ECI Contract to Construct 4 x Storage Ponds, QGC Upstream: Design & Construction of water storages under an Early Contractor Involvement model for the purpose of storing water extracted during drilling of CSG wells. Steve was a member of the project leadership group responsible for project delivery. The project was delivered ahead of schedule and under budget. Utilities Water Matters Alliance: Steve served as a member of the Alliance Leadership Group, responsible for project governance, performance, resourcing, financial control and managing relationships between project participants. The project team developed excellent relationships with the client group and Townsville City Council, and were awarded further work. The project received industry recognition for technical and environmental excellence when it won an Institute of Public Works Engineers State Excellence Award. 5 FLAGSTAFF CONSULTING GROUP experience makes a difference

6 PLG Member, Pumps and Pipes Project: Steve was a member of the Project Leadership Group, responsible for project governance, performance, resourcing, financial control and managing relationships between project participants. The project team assisted Gold Coast Water in achieving record levels of capital works delivery. Their satisfaction was demonstrated when Gold Coast Water awarded the team more than 3 years of additional infrastructure work. Grampians Growth Corridor BOOT Scheme: Project Manager for Special Purpose Delivery Vehicle delivering water infrastructure for Grampians Region Water Authority in Victoria. Design, construction and operation of four separate water treatment facilities and 20 km of infrastructure pipeline in regional Victoria. Treatment plants designed with DAFF technology. Key involvement in planning issues with local Shire Councils and authorities. Consulting Management of Claims for a Contractor in order to recover losses on major project. Development of legal & contractual strategy, development of claims and Client negotiation. Expert Review of Project Performance & Financials to support a Due Diligence process for strategic acquisition of a Civil Contractor in Queensland by a Major Contractor. 6 FLAGSTAFF CONSULTING GROUP experience makes a difference