1. CV--- TASMAN (TAS) L. SCOTT
11 A Woodcock Road,
Tamahere, RD 3,
Hamilton , 3283 Telephone
0274 329 894 (Mobile)
(07) 856 8555 ( DDI )
tas.shirley@clear.net.nz (Hm)
tas.scott@mittonelectronet.com (Bus)
Profile
An adaptable, dependable and flexible executive with a strong work ethic and a loyal
commitment to his employer. Experienced in the management of both commercial and
technical business aspects and also in governance roles. Provides clear leadership and
builds strong teams. Proven ability to handle stress and manage change under volatile
circumstances. Successfully leads complex projects in an environment of change and within
tight timeframes. Communicates effectively at all levels with: stakeholders, directors,
management, staff, contractors, media and customers.
Key competencies
 Action and outcome orientation.
 Leadership of people.
 Managing in the political-cultural context.
 Effective communication.
 Building and sustaining relationships.
 Risk management.
 Strategic thinking and management.
 Asset management.
 Compliance knowledge.
 Planning and organising.
 Negotiation.
 Operational management.

2. Curriculum Vitae for Tas Scott
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Careerhistory
Mitton ElectroNet Ltd (October 2014-present)-Part time
Mitton Electronet Ltd is an Electrical Engineering consultancy business wholly owned
by the West Power Group and provides electrical design services to the Electricity Supply
Industry. It employs 60 staff and provides engineering services to network companies in
distribution and Transmission and also to Companies in the hydro generation area.
Tas was appointed a Principal Consultant in the Company and is responsible for specific
business development assignments and providing advice to clients on strategic asset
management matters.
WEL Networks , Hamilton
General Manager , Asset Management ( April 2012 – September 2014)
WEL Networks operates New Zealand’s fifth largest regional electricity distribution network
located in the Waikato including the City of Hamilton and provides service to
85,000 customer connections.
The GM Asset Management is an executive position reporting to the CEO and is
responsible for the provision, operation and maintenance of the electricity infrastructure of the
Company. Specific accountabilities include preparation of the annual Asset Management Plan
which includes planning ,development and maintenance strategies and also work programme
execution. The Companies $30 m Smart Grid investment and metering business development
projects are also managed by this position. Annual expenditure budgets are of the order of
$40 m and 45 staff are employed within the asset management group.
Key Achievements:
 Introduced revised standard connection contracts for major customer connections.
 Introduced “ Condition based Risk Management “ modelling into the maintenance
strategy process.
 Established a “ Disaster Recovery “ Centre and “ Strategic Spares” concept into
the Company infrastructure.
 Established a Metering Business Manager position to develop Retailer metering
Data supply business.
 Established a Works programme Delivery manager position to facilitate timely
delivery of the AMP annual works plan.
 Negotiated the TOP energy smart meter RF mesh establishment contract with TOP
Energy.
 Continued to represent the Distribution Sector on two National Forums,i.e.
the Electricity Engineers Association (safety and technical best practice )
and the Power Engineering Excellence Trust ( professional electrical engineering
training and development).

3. Curriculum Vitae for Tas Scott
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 Appointed to the advisory board of the “ Green Grid “ research project looking
at the impact of PV panels electric vehicles etc on the power system ( Government
funded research project via MBIE )
Orion NZ Limited, Christchurch
Orion NZ Limited operates New Zealand’s third largest regional electricity distribution network
located in Central Canterbury, South Island, New Zealand, including the City of Christchurch.
14,720 km of lines and cables are employed to service 193,000 customer connections within
the network area.
General Manager Network Development ( 2003 - 20011 )
In 2003 Orion’s management team was restructured with the appointment of a new CEO. The
position of General Manager Network Development was created which involved managing the
future investment directions of the refocussed line business.
Responsibilities include planning for capital investment in the network as defined by section
five of the AMP, including potential demand side and /or generation opportunities such as
wind and diesel generation, managing the technical and investment interface with the
transmission company, serving on the University of Canterbury Power Engineering
Excellence Trust Board ( PEET ) and an Electricity Commission advisory Group( now
disbanded with the establishment of the Electricity Authority ) .
Mr Scott was recently appointed to the Connetics Board ( Connetics is a wholly owned Orion
contracting company servicing the utilities industry. )
The GFN sales business in NZ and Australia is also managed by this role.
This position is an Orion corporate manager reporting to the CEO.
Key achievements:
 Negotiated sites for 2x 11.5 MW diesel generators sites and obtained resource
consents.
 Negotiated a wind generation farm site agreement and set up monitoring regime to
assess wind generation potential.
 Acted as Operations Manger for a temporary period due to illness of the incumbent.
 Installed temporary diesel generation to assist with managing a Transpower constraint
into Christchurch and managed the contingency plan for the constraint issue.
 Reviewed Security of Supply Standard for Orion.
 Continued 66kV cable joint replacement programme-published technical paper on the
issue.

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 Continued wind resource monitoring programme looking at additional areas.
 Commissioned the first resonant earthed system (Ground Fault Neutraliser) in a New
Zealand network April 2007.
 Negotiated an agreement with Swedish Neutral AB to resell Ground Fault Neutralisers
in NZ and Australia.
 Published technical paper on the first application of GFN’s at Orion’s Darfield
substation (Best paper EEANZ conference June 2007).
 Commenced selling GFNs into Australia and NZ Nov 2007. Negotiated first GFN
supply contract to an Australian power company 2008. Negotiated 5 year sales
agreement covering Australia and New Zealand with Swedish Neutral AB 2010.
 Commenced Transpower Spur assets purchase process to rationalise local interface
with the Grid and achieve efficiency gains.-potential $ 40m project.
General Manager Network ( 2001 - 2002)
Responsible for planning, constructing, maintaining and operating the network to meet
customer demand in a timely, cost efficient and safe manner.
The position manages a group of people concerned with the assets of the network and
enabling safe access by outsourced contractors to carry out the bulk of the physical work on
the network. Major responsibilities are long term asset planning and investment, technical and
design standard definitions, operating and health and safety standards, customer connections,
24 hour fault monitoring and response service, control of access of contractors working on the
network, and the control of costs to maintain, operate and expand the network.
Key achievements
 Negotiated and managed amended pole attachment agreement with Telstra-Saturn
Cable TV Company, to enable major roll-out of a wide band telecommunication
network in Christchurch. Secured agreement for TelstraSaturn to pay 70% of all pole
upgrading costs, ie $9M out of total of $13M.
 Completed major CBD reinforcement project, involving a cross city 66kV
interconnection cable and two substations, and achieved improved CBD supply
security, $13M project.
 Completed urgent rural upgrade programme to meet expanded irrigation loading
associated with dairy farming in Canterbury. Met 35% growth in one year successfully,
$8.5M project. No customers refused connection.
 Sponsored major successful upgrade to existing mapping (GIS) system to avoid
continuing obsolescence, $0.8M project. Enabled future integration of all major
information systems to be undertaken more readily and removed risks associated with
single point of expertise.
 Identified problems with existing 66kV oil filled cable joints in respect to ability to
perform at high loads. Potential 3 - 4 year, $6M, project to avoid catastrophic failures
experienced in Auckland.
 Negotiated cable protection agreement with the Christchurch City Council in respect of
major Blenheim Road deviation project to protect Orion's major CBD supply cables.
Avoided potential relocation costs of $2M.
 Chaired two national (Electricity Engineers' Association) technical working parties
(Security of Supply and Risk Based Earthing Design) through to successful publication

5. Curriculum Vitae for Tas Scott
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of guides. Both resources contain very relevant information to industry leaders and
regulators.
 Managed Orion's first venture into a major public art work "Nebula Orion", from an
artistic competition through to successful completion and launch. Gained valuable
corporate PR. $120k project.
 Completed upgrades of Islington 22kV Grid Exit Point and improvements to Addington
66kV Grid Exit Point via negotiated new investment contracts with Transpower ($6M
capital expenditure).
Orion NZ Limited, Christchurch1999 - 2000 (March)
General Manager Gas/ElectricityNetwork Services
Orion NZ Limited was the newly formed "Line Company" resulting from the Government
reforms of June 1998 which forced an ownership split of all Electricity Retailers from Line
Companies. Orion NZ Limited effectively replaced "Southpower" when that brand name was
sold to TransAlta as the retailing arm of the company.
In March 1999 Orion took over Enerco Gas Company and merged operations based in its
Christchurch Head Office. The role was not as broad in scope as previously, but included
responsibility for considerably more (gas pipeline) assets. The focus was to operate, maintain
and provide delivery service of both gas and electricity for Energy Retailers. In practice the
job required considerable restructuring of the company to accommodate the gas asset
management functions. The position was responsible for 150 staff, $15M Opex and $36M
Capex.
Key achievements
 Designed and implemented network management structure for combined
gas/electricity operation. Achieved efficiency gains as a result of lowering staff
overheads by 50%. Estimated annual savings $3M.
 Produced Gas Asset Management Plan and commenced implementation by
contracting out works and adopting standard conditions of contract, thereby getting
control of all major costs.
 Commenced project to update gas mapping records. Enabled valuation (ODV) to be
updated by end of 12 month period and mitigated health and safety risks associated
with excavations in roadways.
 Assessed property's buildings' needs. Disposed of under-utilised assets, $16M
realised.
 Presented paper at International Distribution Conference (CIRED) in Nice, 1999, on
"Major Review of Christchurch CBD Supply Security", a joint paper with EA
Technology, UK. Received high level of interest in topic of contingency planning and
understanding of asset valuation and capabilities.
 Negotiated with Transpower over several years and gained initial 5 year connection
contract, with aggregated Grid Exit Point demand charging basis which reduced
Transpower charges by about $1M pa.
 Reviewed Islington and Addington Grid Exit Point security levels and negotiated
upgrades with Transpower to improve overall security of supply Christchurch City in
line with Orion security of supply standards.

6. Curriculum Vitae for Tas Scott
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Southpower Limited, Christchurch 1992 - 1998
General Manager Network Services Division
Reporting to the Managing Director and responsible for the management of the Electricity
Network assets to provide high quality customer service in electricity delivery, included
aspects such as design, provision, operation, maintenance, meter reading, customer service,
despatch, electrical inspection services, network line pricing and network valuation model.
The network business unit of Southpower Limited provided the line function services as
defined in the Electricity Act 1992 and associated regulations.
Annual revenue was $65M in line charges (excluding Transpower charges) with operating
costs of $10M and Capex of $12M pa.
Key achievements
 Reviewed CBD supply security (in light of Auckland CBD black-out), recommended
new standards and action plan adopted by Board.
 Re-established the company's 24 hour, 7 day Control Centre in a more secure location
with modern facilities. This minimised risk due to earthquake, flooding and loss of
supply.
 Contracted out all major physical works on the network using selected but contestable
tendering process. Achieved further cost reductions in specific areas of 10 - 50%.
 Built a new high effective management team to handle core network asset
management and operating functions, thus eliminating further unnecessary staff
overheads (over 50 positions eliminated). Employed "evolutionary" process to
manage impact on business.
 Delivered a completely electronic map record of all electricity network lines and cables
(except street lighting) thus achieving maximum gain from the investment in computer-
based GIS system. Reduction in draughting staff from 25 positions to 6.
 Implemented new commercial terms for customer connections, based on economic
return to the company, which caps maximum investment in any one new connection
and reduces future losses to the company of about $500,000/year.
 Completed introduction of modernised 66kV ripple injection (signalling) system.
Reduced failure rates of ripple receivers from 5% to less than 0.2% pa, which reduced
customer servicing call-out costs by 50%. $12M project.
Southpower Limited, Christchurch 1990 - 1992
Network Services Manager
Responsible to Managing Director via Executive Board (1990), for an expanded version of the
Supply Manager's position to include Network Pricing, Design Services, Inspection Services
and Customer Field Services.
Key achievements

7. Curriculum Vitae for Tas Scott
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 Developed the "Contracting Out" philosophy and associated technical specifications
which eventually produced 30 - 40% savings in costs $3M - $4M pa.
 Developed further the detailed annual budget process, including project job costing, to
identify more clearly where expenditure was warranted. Opex budget controlled to
typically 2 - 3% of target.
 Merged former Riccarton and Port Hills Energy Networks into the Southpower Network
with subsequent rationalisation of assets and reduction in staff overheads.
 Oversaw the introduction of a method for "Line Charges" for internal purposes in
preparation for "retail competition".
 Established a comprehensive business plan for the Network Services Division which
set down for the first time the priorities to be addressed.
Southpower Limited, Christchurch 1989 - 1992
Supply Manager
The company called Southpower was initially a joint venture between the Christchurch MEB
and the Central Canterbury Electric Power Board. The previous position of Chief Engineer
was disestablished.
This position was an interim one with specific focus on monitoring network capacity, planning
extensions, and maintaining and operating the network.
Previouscareerhistory 1972 - 1988
Held various positions of responsibility in the electricity supply industry, ie Chief Engineer
MED, Distribution Engineer CCEPB, Operations Engineer CCEPB, Assistant Engineer NZED
(Hamilton and Wellington).
Educationand qualifications
 Bachelor of Engineering (Electrical), 2nd Class Honours, 1970, University of
Canterbury, Christchurch, New Zealand.
 Master of Engineering (Electrical) 1972, University of Canterbury, Christchurch, New
Zealand.
 Registered Electrical Engineer 1974.
Professionalassociations
 Past President and currently member of Electricity Engineers' Association (NZ)
executive committee. This is the technical/safety body for the electricity industry.
 Fellow of the Institution of Professional Engineers' NZ.
 Member Institute of Directors.
 Trustee of the Power Engineering Excellence Trust (PEET)
Professionaltraining and development
 NZIM - 7 day executive management course, 1984.

8. Curriculum Vitae for Tas Scott
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 Annual Electricity Engineers' Conference, organisation and participation.
 Biannual Australian "Distribution 2000" conference attendance and 6 years on
organising committee.
 Attendance at special purpose industry conferences/seminars, eg health & safety,
regulatory changes, specific technical management topics (Cables 2000).
 Attendance and presentation to international conferences UK and Europe, eg CIRED
1999, EA Technology Centre (UK) 1997.
 Negotiation skills 1998
 Media presentation skills 2000., and 2013
 5 day Institute of Directors—Directors Training course 2009
Personal
 Married with two daughters.
 Community association
- Member Saint Peters Cathedral Vestry-Hamilton
- Past Trustee of Canterbury Hockey Foundation/Canterbury Artificial Surfaces Trust
- Past Chairman, St Mark's School Board of Trustees
- Past President and Life Member, HSOB/Burnside Hockey Club Inc
- Past President, Hillsborough Residents' Association Inc.
Hobbies and interests
 Boating.
 Fishing.
 Model railways.
 Property development
 Classic cars.