Principal, Shutdown & Operational Readiness

Purpose:

Plant and equipment Shutdowns or Turnarounds are a critical success factor in the delivery of safe production to plan, and an important continuous improvement opportunity. Our planned Shutdowns account for a significant percentage of planned downtime and if not managed optimally will lead to value leakage and safety incidents.

Similarly Operational Readiness is critical in ensuring safe production to plan through effective handover of Shutdowns and Projects to operations, and the inclusion of all Asset Management requirements.

This role will establish and develop a Shutdown Management and Operational Readiness Authority to ensure strategies, standards, best practices, and the latest technology are developed and implemented to optimise shutdown durations and to minimize ramp-up and return-to-operations durations, while ensuring zero harm (safety), and quality in delivery at optimal cost.

Key outputs and responsibilities:

• Define the E&M Shutdown Management and Operational Readiness Strategy
• Assess global and cross-industry Shutdown Management and Operational Readiness Best Practice and trends applicable to the AA environment.
• Develop, review, revise, rollout, implement and entrench new and existing Best Practice frameworks, guidelines and standards across AA
• Support AA Business Units in the rollout, implementation and entrenchment of Best Practice frameworks, guidelines and standards, and procedural application to local environments
• The Shutdown and Operational Readiness Authority shall:
  • Ensure awareness of Shutdowns taking place in the organisation and be part of the shutdown oversight committee.
  • Support and provide oversight of Shutdown Management teams in implementation of Best Practice
  • Take a longer-term view of Shutdown strategy at an AA and Business Unit level, and ensure requirements are adequately accounted for in the annual 5-year plans
  • Convene a Shutdown Community of Practice and share best practices, benchmarking and cross-operational learnings as appropriate.
  • Be party to Post Shutdown Reviews and ensure that the Shutdown Community of Practice adopts lessons learned
  • Ensure awareness of Major Projects taking place in the organisation and be part of the Operational Readiness oversight committee.
  • Support and provide oversight of Project Operational Readiness teams in implementation of  the Best Practice
  • Convene an Operational Readiness Community of Practice and share best practices, benchmarking and cross-operational learnings as appropriate
  • Be party to Post Project Reviews and ensure that the Operational Readiness Community of Practice adopts lessons learned
  • Develop and facilitate a process by which critical stakeholders are aware of Shutdown Management and Operational Readiness activities, status, opportunities and risks
  • Set goals (HoShin) for the Shutdown Management and Operational Readiness teams
  • Establish a culture of shutdown and ramp-up readiness to ensure safety, quality, cost and schedule outcomes
• Broad Scanning: Understand new developments and trends in the field of Shutdown Management and Operational Readiness and devise appropriate strategies to implement in Anglo American.
• Alignment with the AAOM: Ensure that the work in Shutdown Management and Operational Readiness (in particular the Work Management and A&I) areas are aligned with the AAOM.