Group Operations Manager

Key Job Responsibilities

Operational Delivery

·        Hold monthly reviews of maintenance partners (MP’s), security partners, grid suppliers and fuel supplier contracts, identifying opportunities for improvement and initiating Business Excellence initiatives to drive performance improvement

·        Ensure all OpCo’s adhere to the Operations DMS & ISO certification

·        Drive Business Excellence in the OpCo’s & MP’s organisations

·        Develop HOM’s, Zonal Managers (ZM) to be able to effectively manage MP’s, SHEQ, Supply Chain and Security

·        Support HOM’s/ZM’s with commercial management and supplier compliance to contracts

·        Drive O&M teams to deliver on Opex Reduction programs

·        Develop an Asset Life Management process in each OpCo that may include the set-up of service and repair centres & leading asset refurbishment strategy (DG, battery and rectifiers)

·        Ensure efficient management of spares including the return of all key spares and establish ‘Core Return’ process with key strategic suppliers

·        Ensure Supply Chain has all information required to claim warranty on key spares

·        Ensure that monthly reviews are happening with OpCo operations & SCM on the spare parts dashboard and that they are aligned to the Site Work Orders (SWO) dashboard

·        Be responsible for the development & implementation of Total Productive Maintenance

·        Benchmark performance internally and against other Tower Companies, sharing best practice between OpCo’s

·        Ensures that fixed assets are correctly reported in Siterra and that Siterra and SAP are aligned

·        Ensure the standard day is implemented in each OpCo and is being adhered to

·        Hold a monthly review with each OpCo on the SWO dashboard

·        Preventative maintenance optimisation to ensure where possible all DG’s are maintained every 250 hrs or 3 months – (QSV sites etc)

·        Ensuring sites are converted from configured to optimised with the briefest delay after the SPA group recommendations

·        When required establish and implement HT operations structures, policy, process, systems in new markets

·        Integrate operational structures into HT organisation when and if required

·        Support the recruitment, development, training of operational staff in respective markets

Key Performance Indicators

·        Power Uptime (PUT) – a minimum of 99.99% PUT to be achieved

·        Mean Time to repair (MTTR) – ensure all sites have the correct Expected Response Time (ERT) documented and action plans in place to upgrade autonomy where needed

·        Site Work Orders (SWO’s) – P1’s to be closed within 24 hours, P2’s within 7 days & P3’s within the next PM cycle.

·        Data & Alarms – all sites to have an RMS communicating with a minimum of relays operational.

·        Compliance with Standard Operating Procedure – standard day & week fully implemented and complied to in each Zone/OpCo

·        Preventative Maintenance, Refuelling and LUKU top up – all planning to be aligned, executed to <95% with a 98% efficiency achieved

·        Fuel Consumption – all configured and non-configured sites to achieve >110% of fuel forecast

Role Dependencies

HT policies and procedures

Escalation of any critical risks

Stakeholders Landscape                                

Internal Stakeholders: Interaction and Relationship

Director of Delivery

Director of Technology

Head of Performance Engineering
OpCo Head of Operations & Maintenance

OpCo SHEQ Managers

OpCo Zonal Managers
OpCo Site Performance Analysts

External Stakeholders: Interaction and Relationship

Maintenance Partners

Security Partners

Grid Suppliers

Fuel Suppliers