Job Expired

Job Purpose

Department: Generation

Reports To: General Manager Generation

Job Family: Generation

Job Subfamily: Power Station

Job Purpose

To provide strategic leadership for the management of the Power Station, staff and other key resources necessary for safe, reliable, cost effective generation of power in accordance with demand and capacity in an environmentally friendly manner.

Team size – The job holder manages a team of > 300 employees.

Accountability (Production cost) – The job holder is responsible for managing a production budget of direct impact on more than $50 million.

Strategic role – The job holder makes a significant contribution to the strategic plan for the unit or organization.

Principal Accountabilities/Responsibilities

Life of Plant Plan

Develops and maintains 5 year Technical Plan for the plant

Solutions Analysis

Develops strategic solutions to long-term business needs by anticipating complex issues, challenges and opportunities.

Client & Customer Management (Internal)

Manage relationships with strategic internal customers and act as their business partner, while typically using large support teams to ensure their satisfaction.

Budgeting & Costing

Takes overall responsibility for setting and approving budgets to attain organizational strategy.

Compliance

Provides input into the development of compliance policies, develops underlying procedures and monitors their implementation for area of responsibility within the organization.

Contract Management

Manages and delivers required outcomes for a portfolio of contracts and negotiates service level agreements while planning, coordinating and supervising activities related to major contracts.

Building Capability

Takes responsibility to formally build capabilities within a significant functional area of the business, while personally building capabilities elsewhere in the organization through mentoring and other informal methods.

External Communications

Manages the development and/or operation of aspects of the external communications system with guidance.

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Internal Communications

Manages the development and/or operation of aspects of the internal communications system with guidance.

Leadership and Direction

Takes responsibility for fulfilling business plans for a significant functional business area by effectively leading a large team.

Operational Management

Takes responsibility for supporting the overall organizational strategy by developing and delivering operational plans and outcomes for a large portion of the business.

Performance Management

Takes responsibility for implementing and coordinating a performance management culture for a significant functional area of the organization.

Policy Development & Implementation

Participates in developing policies for area of responsibility, creating underlying procedures and monitoring their implementation within the organization.

Safety, Health and Environment

Takes responsibility for providing particular aspects of the organization’s safety, health and environment service under guidance of senior colleagues.

Strategic Planning

Manages the development and/or delivery of an element of the organization’s strategic planning.

Qualifications

A recognised Degree in Mechanical or Electrical Engineering or equivalent
Professional Membership of a recognised Institution of Engineers
Postgraduate Qualification in Management (e.g. Postgraduate Diploma or MBA) would be an advantage

Experience

Work Experience

A minimum of of 10 year post qualification professional experience

Managerial Experience

At least 3 years experience in planning and managing resources to deliver predetermined objectives as specified by management

Competencies

Behavioral Skills

Initiative

Acts proactively to avoid problems or identifies and takes advantage of opportunities. Specifically, takes action for mid-term gain; for example, acting now to take advantage of opportunities that will pay off in the mid-term.

Focusing others on the customer

Focuses the organization on discovering and meeting the customer’s needs. Specifically, adds value; for example, focusing on others on adding value by addressing the areas that matter most to the customer.

Customer Focus

Identifies and meets the needs of internal and external customers, being continually focused on outcomes for customers. Specifically, improves service; for example, asking for customers feedback and takes action for improvement.

Collaborative Influence

Win the hearts and minds of others across boundary collaborations and to do the right thing, regardless of formal authority. Specifically, creates cross-boundary collaboration; for example, securing organizational support to enable collaborative working between teams/functions.

Attention to Detail

Manages, tracks and attends to multiple pieces of information, bringing order and clarity. Specifically, monitors data or projects; for example, monitoring progress of against milestones or deadlines.

Approach to Thinking

Thinks through situations of varying degrees of complexity and ambiguity, in order to understand them clearly. Specifically, sees multiple relationships; for example, identifying several likely causes or consequences of a situation.

Adaptability

Responds to differences and changes in the internal or external context, taking a flexible approach to reach business outcomes. Specifically, adapts tactics; for example, while maintaining the same overall plan or strategy, changing how to accomplish goals in line with changing circumstances.

Holding People Accountable

Holds people accountable to standards of performance both in what and how they do it. Specifically, confronts performance issues; for example, speaking openly and directly about performance problems.

Conceptual Thinking

Thinks through issues by seeing the pattern or big picture, brings facts and ideas together, and develops innovative or creative insights. Specifically, applies models or theories; for example, using a theory to help understand a situation.

Drive for Results

Focuses on assessing, measuring and improving performance. Shows drive and determination to meet short- and long-term goals. Specifically, calculates return on investment; for example, analyzing costs and benefits to inform decisions.

Organizational Systems Thinking

Considers and addresses the organization as a set of interacting systems so as to structure and align organizational ways of working to the strategy or organizational purpose. This is about changing structure, systems, processes (the ‘plumbing’ of the organization) – it is not the interpersonal aspects of leading change. Specifically, coordinates change; for example, making coordinated changes in at least two different systems to support the same strategy.

Strategic Thinking

Focuses on the long-term business strategy and aligns their thinking and planning accordingly. Specifically, clarifies and refines the strategy; for example, translating the overall strategy into actionable local changes or innovations.

Team Leadership

Builds a high performing team by ensuring that the team is focused, motivated and inspired to achieve team objectives. Specifically, sets team direction; for example, communicating and sustaining a clear sense of purpose for the team.

Understanding Others

Takes an active interest in other people. Seeks to understand their individual perspectives and concerns and accurately hears the unspoken or partly expressed thoughts, feelings and concerns of others. Specifically, has deep insight; for example, having a deep understanding of what drives and motivates an individual.

Technical Skills

Resourcing and Workforce Planning

Works without supervision and provides technical guidance when required on ensuring the organization can recruit people with the skills it needs to achieve competitive advantage, while also balancing its resources in order to meet short-term and long-term strategic goals.

Risk Management

Applies expertise to act as the organizational authority on identifying, assessing, prioritizing and managing risks in a production process.

Performance Management

Works without supervision and provides technical guidance when required on building a high-performance culture by designing and delivering programs that accurately assess and recognize the skills and capabilities that the organization needs to achieve success.

Negotiation

Uses comprehensive knowledge and skills to negotiate independently while providing guidance and training to others on how to help the organization by obtaining consensus between two or more internal or external parties who may have different interests.

Managing Change

Uses comprehensive knowledge and skills to work independently while providing guidance and training to others on maintaining high performance while applying a change mindset to the planning, execution and monitoring of business activities during times of change.

Contract Management

Uses comprehensive knowledge and skills to act independently while guiding and training others on monitoring and managing the provision of contracted services.

Data Collection and analysis

Acts as the organizational authority and established expert on analyzing data trends for use in reports to help guide decision making.

Computer skills

Acts as the organization’s authority and established expert on understanding and using standard office equipment and standard software packages to support business processes.

Commercial Acumen

Acts as the organization’s authority and established expert to develop solutions based on an understanding of the business environment and objectives.

Action Planning

Applies expertise to act as the organizational authority on developing appropriate plans or performing necessary actions based on recommendations and requirements.

Costing and Budgeting

Acts as the organizational authority and established expert on costing, budgeting and finance tasks.

Planning and Organizing

Uses expertise to act as organizational authority on planning, organizing, prioritizing and overseeing activities to efficiently meet business objectives.

Policy and procedures

Uses expertise to act as the organizational authority on developing, monitoring, interpreting and understanding policies and procedures, while making sure they match organizational strategies and objectives.

Policy and Regulation

Acts as the organizational authority and established expert on interpreting and applying knowledge of laws, regulations and policies in area of expertise.

Review and Reporting

Uses expertise to acts as the organizational authority on reviewing and creating relevant, lucid and effective reports.

Verbal Communication

Acts with expertise as the organization’s authority on using clear and effective verbal communications skills to express ideas, request actions and formulate plans or policies.

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