Service Coordinators

POSITION DESCRIPTION

POSITION DETAILS

Job Title

Service Coordinator – General

Location:

Manila

Functional Unit of Employee:

Operations

Functional Units Served:

All Disciplines (such as HVAC, Fire, Electrical, BMS or general Operational Technologies – OT discipline) or as stipulated in the Job Title. These Disciplines operate across Australia and a small presence in New Zealand delivering hard technical services to all customers of the Group’s operating companies (OpCOs). 

This role forms part of the national Operations Support Centre. All the Operational Support Teams (OSTs) are part of the Corporate Services Group (CSG)* responsible for delivering “shared services” to all OpCOs within the Group.

*CSG provides support services to all Group OpCOs such as GEG, VerdeOS, ART etc.

Business Units Served:

This role services the following geographic regions (i.e. Business Units): National

Reports to

Service Coordination Supervisor - General

Direct Reports:

nil

GROUP ORGANISATIONAL PURPOSE

To enrich people’s lives by transforming the built environment. Our Group companies plays a critical role in proactively assisting the Group to achieve this purpose. This is regardless of whether it is offering its services to other Group Operational Companies – OpCOs (i.e. internal clients) or delivering services directly to external clients.

POSITION SUMMARY

**Refer Appendix A for more details on COSI Service Delivery Model and COSI Steps referenced in this document.

This role is the engine room of GEG’s proactive service delivery. As part of the centralised Service Coordination Teams within the national Operations Support Centre, the Service Coordinator proactively manages work orders through their full lifecycle – received, created, allocated, tracked, completed, made invoice-ready and reported the COSI** way in ARMS – for the frontline Technicians, their Service Managers and the clients they serve. The role reports to a Service Coordination Supervisor (3IC), who reports to a Service Coordination Team Leader (2IC), who in turn reports to the National Operations Support Manager (1IC) – so every Service Coordinator is centrally trained, centrally supported and works to one national standard, regardless of the region, service line or Group company they support.

Your key objective is simple: help the frontline teams you support make the best possible use of their time. In doing so, this role gives them the reliable administrative backbone they need to deliver safely, profitably and consistently – living our founding “help us to help you” compact – and helps GEG keep delivering the 5 outcomes that matter to clients: happier building users, lower costs, less energy use and less risk. This in turn delivers enhanced ESG outcomes (i.e. Environmental I Social I Governance) for our end-customers.

Key Responsibilities

A. Safety

Keep safety first in everything you do: follow GEG safety policies and Golden Rules, keep the safety-critical details within every work order complete and current for the frontline teams who rely on them, and promptly report and escalate any incident, hazard or near miss that surfaces through your work order channels.

B. Work Order Creation and Triage (Primarily COSI Step 9**)

Receive, qualify and register every work request in ARMS – with the correct work order type, priority (P1–P4), project, asset and client details – the same day it arrives, including confirming work orders auto-generated from maintenance schedules, Outstanding Issues (OIs) and approved quotes.

C. Resource Allocation, Scheduling and Procurement (primarily COSI Step 9** and WO allocation for COSI Step 4**)

Allocate the right Technicians and subcontractors to every work order, issue monthly maintenance work schedules, raise subcontractor purchase orders before works commence, and register and schedule the work orders that mobilise building audits.

D. Work in Progress (WIP) Management and Client Updates (COSI Step 9**)

Follow up works in progress daily so ARMS always reflects the true status of every work order, and keep clients and client-facing teams updated on the status of their requests via phone, email, client portals and reports.

E. Completion, Paperwork and Invoicing Support (COSI Step 9**)

Chase, validate and digitise Technician and subcontractor paperwork, review returned work reports for additional-work opportunities, ensure all costs are captured, and drive completed work orders through approvals so they are invoice-ready – protecting GEG’s cashflow via the 4 Weekly KPIs.

Note: The 4 Weekly KPIs are: (1) Un-issued Invoices; (2) Completed Work Orders Not Invoiced (previous months); (3) WIP – Maintenance Work Orders (previous months); and (4) WIP – Breakdown, Quoted and Do & Charge Work Orders (previous months).

F. Data Integrity and Client Portal Compliance

Run the daily and weekly data-cleansing disciplines that keep ARMS and client web portals accurate – timesheets, client purchase orders, expected completion dates and aged WIP – so decisions are made on data everyone can trust.

G. Teamwork, Training and Continuous Improvement

Work as one team with your supervisor, your colleagues and the frontline teams you support: attend toolbox and WIP meetings, complete your QRG-based ARMS/COSI training, escalate issues early – including recurring contract set-up errors so they are fixed at the source (i.e. Project Scheduling Engine in ARMS) – and keep finding better and more automated ways of doing things. Do this by suggesting better ways of doing things with your supervisor (as needed).

Refer overleaf for more details including Key Performance Indicators to be applied in evaluating effectiveness of this role in relation to the abovementioned functional responsibilities.

POSITION DETAILS

Position details are grouped under each key responsibility (and applicable work standards)

Performance for each key responsibility is measure via task execution and related KPI measures

Refer Appendix A for more details on COSI Service Delivery Model and COSI Steps referenced in PD

No.

Tasks Involved within each key Responsibility

KPI Measure

Time Frame

A

SAFETY

1

Follow GEG safety policies and Golden Rules in all your work, maintain a clean and safe workspace, and complete all assigned safety training and inductions on time.

100% of assigned safety training and inductions completed by due date; nil breaches of GEG safety policies or Golden Rules.

M

2

Ensure every work order carries the safety-critical details frontline teams rely on – site access requirements, client induction requirements and known hazard notes – before work is allocated.

Remember: Contract Admin should assist here by setting up ARMS Project data correctly as this data is then fed into WOs automatically.

Nil work orders allocated with missing mandatory safety or site-access details.

D

3

Promptly report and escalate any safety incident, hazard or near miss that surfaces through work order channels (calls, emails, client portals or Technician paperwork) in line with GEG procedures.

100% of safety issues escalated to your Supervisor within 24 hours of identification.

D

B

WORK ORDER CREATION AND TRIAGE (COSI STEP 9)

1

Receive and qualify work requests daily (phone, email and client portals) and register work orders in ARMS with the correct work order type, priority (P1–P4), project, asset and client details or instructions.

100% of work requests registered in ARMS the same business day; nil rework due to incorrect work order type or priority.

D

2

Confirm work orders auto-generated from maintenance schedules, Outstanding Issues (OIs) and approved quotes are correctly created against the right project, schedule and client purchase order.

100% of scheduled maintenance work orders confirmed and issued by the first business day of each month.

M

3

Acknowledge client requests and set expected completion dates on every work order in line with contractual P1–P4 SLA response timeframes.

100% of client requests acknowledged within contractual timeframes; expected completion dates set on 100% of work orders at creation.

D

C

RESOURCE ALLOCATION, SCHEDULING AND PROCUREMENT (COSI STEPS 4 & 9)

1

Allocate Technicians and subcontractors to work orders daily – checking resources assigned to the project, confirming availability and ensuring allocated resources are aware of all work order details.

100% of P1/P2 work orders allocated same day; nil work orders unallocated beyond the agreed threshold.

D

2

Raise purchase orders for subcontractors and materials against the correct work order, per the applicable QRGs and Delegation of Authority (DoA), before works commence.

100% of subcontractor works covered by an approved purchase order before site attendance.

D

3

Register and schedule the work orders that mobilise building audits (COSI Step 4) and issue monthly maintenance work schedules to the frontline teams you support.

100% of audit work orders registered and scheduled in line with the audit program; monthly work schedules issued by the agreed date.

M

D

WORK IN PROGRESS (WIP) MANAGEMENT AND CLIENT UPDATES (COSI STEP 9)

1

Follow up internal and external resources daily to confirm the status of works in progress, keeping ARMS status, office comments and expected completion dates current at all times.

≥ 90% of open work orders carrying current status notes; expected completion dates current on 100% of open work orders.

D

2

Provide daily updates to clients on the status of, or changes to, their work requests – by phone, email, client portals, spreadsheets, reports or via the relevant client-facing team member.

Client status updates delivered at or above client-stipulated compliance levels; nil client complaints due to missed updates.

D

3

Review your aged and open work orders with your Supervisor each week so nothing drifts – every open work order more than 30 days old carries current notes and a documented next action.

≥ 90% of open work orders > 30 days old with current notes and a next action; aged WIP reduced or explained weekly.

W

E

COMPLETION, PAPERWORK AND INVOICING SUPPORT (COSI STEP 9)

1

Attach client purchase order IDs against the correct WO ID.

Chase, Technician and subcontractor paperwork daily. Attach completed work reports from subcontractors against the correct work order*.

Review returned dockets for additional-work opportunities to be actioned via quotes, upgrades or additional work orders.

Note: Our technicians should automatic upload their paperwork using myARMS mobility app.

100% of completed works with paperwork received and validated within 5 business days; 100% of additional-work opportunities identified in dockets flagged for quoting or a new work order.

D

2

Vet and complete work orders via the PTL Control Panel – reviewing and adjusting Labour, Purchases, Inventory and Documentation, requesting limit increases where needed – only once all costs are captured, all client requirements are met and any pending issues are escalated and/or resolved.

Nil work orders completed with uncaptured costs or missing documentation; ≤ 2% of completed work orders reopened for correction.

D

3

Follow up Service Managers and other internal stakeholders so completed work orders and pending approvals are issued for invoicing promptly, actioning the 4 Weekly KPIs report (un-issued invoices; completed WOs not invoiced; maintenance WIP; breakdown, quoted and D&C WIP).

4 Weekly KPIs report actioned every week; completed-but-not-invoiced balance held within the agreed team threshold.

W

F

DATA INTEGRITY AND CLIENT PORTAL COMPLIANCE

1

Complete daily data cleansing – reviewing previous-day timesheets, following up missing Technician, subcontractor and client purchase order paperwork, and updating allocations, portals, spreadsheets and office comments.

Previous-day timesheet exceptions cleared daily; missing client purchase orders followed up within 2 business days.

D

2

Complete weekly data cleansing – reviewing and cleaning up current and ageing WIP, maintenance work orders, and completed work orders not yet issued for invoicing.

Weekly exception reports actioned in full; nil unexplained work orders carried into the following week.

W

3

Maintain client web portal compliance on all assigned contracts – job status updates current, client purchase orders matched to ARMS work orders, paperwork uploaded against client PO IDs – and keep maintenance compliance documentation current and filed to QA standard.

Portal compliance at or above client-stipulated levels on 100% of assigned contracts; nil compliance documents missing or out of date at audit.

M

G

TEAMWORK, TRAINING AND CONTINUOUS IMPROVEMENT

1

Prepare for and attend toolbox and WIP meetings with the Service Managers and Technicians you support, resolving outstanding queries and updating work orders as per activity log comments.

100% attendance at scheduled meetings; agreed actions closed before the next meeting.

2W or M

2

Complete your assigned QRG-based ARMS/COSI training modules and knowledge assessments, applying the one national standard in all your work.

100% of assigned QRG modules and knowledge assessments completed on schedule; ARMS/COSI induction completed within 6 weeks of commencement.

3M

3

Escalate issues promptly to your Service Coordination Supervisor, report recurring project or contract set-up errors so they are fixed at the source with the Contract Support Team, and contribute improvement and automation ideas through team feedback sessions – assisting with other tasks as reasonably required.

100% of escalations raised the same day they are identified; 100% of recurring set-up errors logged and reported for correction; active participation in monthly team feedback sessions.

M

ACADEMIC & TRADES QUALIFICATIONS APPLICABLE TO THIS ROLE

Essential

Desirable

At least 2 years’ experience in administrative support roles for a Hard Technical Services organisation

TAFE qualification in relation to Administrative Support Roles

Willingness to be trained to acquire a working knowledge of GEG systems and processes (ARMS, COSI)

Business Qualifications

WORK EXPERIENCE & SKILLS APPLICABLE TO THIS ROLE

Essential

Desirable

Responsive to your Managers mentoring/coaching and to frontline technical teams and requests for support (i.e. a can-do mentality)

Willingness to assist your colleagues as needed and take on extra responsibilities from time to time

A willingness to learn and implement Project and Work Order Administration processes applied by Hard Technical Service Providers in implementing proactive Asset Management service delivery principles (i.e. Data -> Knowledge -> Action).

ADDITIONAL PERSONAL QUALITIES & BEHAVIOURAL TRAITS APPLICABLE TO THIS ROLE

Essential

Desirable

Emotional intelligence and cultural awareness to ensure you support your work colleagues in a way that optimises the safety, efficiency and productivity of your team.

People person eager to learn and apply lessons learned on how to assist your team and the frontline teams it supports to be high-performing and productive.

Show a results-focused work ethic, with a commitment to continuous improvement

Resilient and willing to adapt to thrive in fast-paced and evolving environments.

Sound communication skills, with the ability to build and maintain positive work relationships.

Comfortable acting as a conduit between technical frontline teams, and your work colleagues and middle managers.

WORK HEALTH & SAFETY RESPONSIBILITIES APPLICABLE TO THIS ROLE

MANAGER

EMPLOYEE

Provide, so far as is reasonably practicable, a healthy and safe workplace for workers, contractors and visitors including:

• Regularly monitor the work area.
• Actively review work procedures to ensure all work are performed in line with GEG procedures, Golden Rules and in a safe manner.
• Actively lead accident/incident investigations for people or areas under your supervision.
• Working with the employees, subcontractors and customer to identify hazards, agree on appropriate controls and monitor through to closure to ensure these are implemented effectively.
• Reinforce to employees and subcontractors the expectation to report all near misses, hazards and incidents as soon as possible

Provide adequate instruction, information, supervision and training for employees to perform their work in a safe manner, including:

• Ensure all new employees are provided with an induction to the work area and duties.
• Facilitate the development of safe work instructions for all techniques, processes, equipment and machinery as required.
• Organise for employees to attend safety training courses as required.
• Provide adequate supervision for employees depending on the nature of the tasks and associated roles.
• Ensure work is only allocated to those competent to do complete those works.

Contribute to workplace health and safety by:

• Maintaining a clean and safe workspace.
• Abide by workplace health and safety policies, procedures and Golden Rules.
• Promptly reporting any safety incidents, hazards or near misses
• Following all emergency activities
• Providing feedback in safety consultation
• Taking reasonable care to protect self and others in the workplace from harm

DIRECTORS / EXECUTIVES / SNR MGR

Ensure, so far as is reasonably practicable, to:

• Continuously learn and remain up to date with Health Safety Environmental and Quality (HSEQ) matters, relevant hazards workers are exposed to, and the work being conducted by employees and subcontractors.
• Ensure appropriate resources are available to eliminate or minimise risk
• Ensure communication processes for HSEQ information are in place within your area of control
• Ensure those within your area are complying with organisational processes and HSEQ legislation.
• Maintain a clean and safe workspace.
• Lead safety by example.

Employee Signature

Signature of Employee

Date

Manager Signature

Signature of Manager

Date

Aug 2026

Last Reviewed by HR

Aug 2026

OUR PURPOSE AND VALUES; BEHAVIOURS EXPECTED OF ROLE; KEY BEHAVIOURAL INDICATORS (KBIs) WE LOOK FOR

OUR “GROUP” PURPOSE

To enrich people’s lives by transforming the built environment

OUR VALUES

We are totally committed to creating an excellent “team based” working environment of all our employees. Accordingly, we expect all our employees to exhibit the following behaviours:

Key Behaviours

Key Behavioural Indicators (KBIs) we look for in our employees

We treat each other with respect and dignity

• Listen and acknowledge others point of view
• Share information openly
• Manages emotions under pressure
• Treats others as you would expect to be treated
• Collaborative - works with others as a team

We respect the law and act accordingly

• Knows and follows relevant policies and rules
• Identifies risks and acts accordingly
• Demonstrates sound judgment and integrity

We are fair and honest in our dealings

• Up front and honest with people
• Gives credit where credit is due
• Acts for the good of the team
• Focus of the issues not the personalities

We use the organisation’s property responsibly and in the best interests of the organisation and its reputation

• Demonstrates respect for the work environment
• Demonstrates respect for company property
• Demonstrates respect for company values, standards and policies
• Always searches for better ways of doing things

We are responsible for our actions and accountable for their consequences

• Takes ownership for successes and failures
• Leads by example
• Follows up on commitments that have been made
• Embraces change
• Willing to accept additional responsibilities

Employee Signature

Signature of Employee

Date

Manager Signature

Signature of Manager

Date

Aug 2026

Last Reviewed by HR

Aug 2026

Appendix A: COSI Explained for OST

The COSI (Cycle of Service Innovation) is GEG’s proactive Service Delivery Model, in continuous use and refinement since the year 2000. It maps every responsibility (i.e. task) involved in serving a client. Who initiates it, who executes it, what each “task” must deliver and how the outcome (i.e. deliverable) resulting from completing the task hands over to the next person – into one repeatable annual cycle of 10 steps, executed and recorded in ARMS.

The 10 steps group into the 3 activities of proactive asset management: A. Make the Asset Visible; B. Keep the Asset Visible; and C. Make Timely Recommendations to Repair, Replace Asset. The COSI is therefore both every person’s job description and our Quality Assurance system: when each step is completed correctly, we deliver proactive asset management and the outcomes that matter to our clients – happier building users, lower costs, less energy use and less risk – which in turn enhances environmental, social, governance (ESG) outcomes.

Contract Support (Project Administration) – primarily involved with COSI Steps 2–3 and 10. Once a project (i.e. contract) is won at Step 1, Contract Support Administrators build the project’s entire administrative infrastructure in ARMS: project registration and files, client details and portal configuration, invoicing and maintenance schedules, asset programs and supplier purchase orders – verified against the COSI QA onboarding process so every contract starts life set up for success. At Step 10 they drive the renewal administration that lets each contract roll cleanly into its next annual COSI cycle.

Service Coordination (Work Order Administration) – primarily COSI Step 9. Service Coordinators also register and schedule the work orders that mobilise each building audit (Step 4) – the audit itself is executed, and its Outstanding Issues (OIs) digitised, by our Auditors using the myARMS mobility app and via post-audit activities. Their home ground is Step 9, where they assist by running the full work order lifecycle: receiving and qualifying requests, registering work orders (manually or auto-generated from maintenance schedules, OIs and approved quotes), issuing monthly work schedules, allocating Technicians and subcontractors, procurement, chasing and digitising completed work reports, and supporting invoicing – so P1–P4 SLA response, maintenance completion and client portal KPIs are met on every contract, every month.

In short: Your role exists to support our frontline teams. Our Auditors make the asset visible, Technicians keep it visible, and Service Managers make the timely recommendations to repair or replace assets. The National Operations Support Teams (in which this role operates within) keep the scoreboard true beneath all ten steps.

By executing your role’s COSI steps to one national standard via ARMS – the same way in every region, service line and Group company – our Contract Support and Service Coordination personnel give every Technician, Service Manager, Account Manager and client the reliable administrative backbone that makes proactive, “help us to help you” service delivery possible.

Join the A-Team and experience the A-Life!