POSITION DESCRIPTION

Transcription

1 OSITION DESITION TITLE: rojects ortfolio Manager DEATMENT: Strategy, lanning, rograms, isk & ompliance (S) OGANISATION: GDF SUEZ Hazelwood DATE: September 2014 JOB HOLDE: - MANAGE: Strategy, lanning, rograms, isk & ompliance Director, S INTODUTION This osition Description describes all the important features of the job that will, in particular, enable the specific objectives of the organisation to be achieved. The attributes of a person able to perform this job are described in the osition equirements and Key Selection riteria. 1. Job urpose Design and implement tools and frameworks to manage and track projects across GDF SUEZ Hazelwood and manage the project management office, to support the business to deliver all projects effectively, on time, quality and within budget. 2. eporting Structure The rojects ortfolio Manager reports directly to the Strategy lanning, rograms, isk & ompliance Director (S). 3. Dimensions and Authority efer to Delegation of Authority olicy (aradigm) AEX Budget Nil OEX Budget roject specific with direct control of project personnel and expenditure for projects directly managed. eople Nil age 1

2 4. elationships The rojects ortfolio Manager will be required to communicate with and influence people across all areas of GDF SUEZ Hazelwood. The rojects ortfolio Manager must possess high level communication skills and maintain effective and ongoing relationships with a variety of internal and external stakeholders including, but not limited to the following: Internal Executives, peers and project personnel. External Quality accreditation provider(s), vendors and project personnel. 5. ore Business Values GDF SUEZ works to a set of core business values. These values are applied on a global scale and it expected that all GDF SUEZ employees demonstrate behaviour consistent with the core business values. Drive We continually drive for the highest operational and financial performance through innovation, efficiency, and financial discipline on behalf of all our stakeholders. ommitment We commit to the highest standards of safety in everything we do, we reconcile the Group s development of essential services with respect for the individual and for the planet and continually act with transparency and integrity. Daring We dare to live in the present with optimism and to build for the future with ambition, creativity and an entrepreneurial mindset. ohesion We mobilise all our strengths in a spirit of teamwork and values-driven behaviour to share best practice, learn from each other and create a sustainable energy business. 6. Leadership Style The Leadership Style guide was developed with the goal of achieving consistent leadership. Individuals must be willing to acquire and actively demonstrate their commitment to these leadership styles. Integral to the Leadership Style guide is the need to: Behave with Integrity rovide lear Direction reate an Environment for Success romote reativity and Innovation Develop ompetent, aring and onfident eople age 2

3 7. Accountabilities Enterprise Business rocess rogram and roject Business rocess Outcome rocess luster Level Description ompany-wide standards and the focus on program and project management. overs (but not limited to) capital rationing, standards setting, planning and executing programs. roject roject Governance Development of olicies, rocedures, rotocols and Standards Oversee projects and programs across the business, in accordance with established roject Office frameworks, to ensure that projects are monitored, reported, reviewed and delivered in accordance with agreed framework. Manage project governance, in accordance with established roject Office frameworks, to ensure appropriate decision making and that signoff with regard to projects is occurring. ontribute to the development of internal policies and procedures in line with regulatory standards, within established roject Office frameworks, to ensure appropriate decision making and signoff in relation to projects. Human esources An engaged and enabled workforce, and positive industrial relations climate. overs (but not limited to) payroll, training and development, recruitment, industrial relations, workforce planning, succession planning, communications (internal), performance management, return to work and worker s compensation, and GDF Suez reporting requirement. Succession, Talent and Workforce erformance and eward age 3 ontribute to the succession, development, talent and workforce management system, in line with relevant enterprise wide policies, programs and projects, in support of the Human esources Division, to ensure that appropriate people resources are in place to deliver business objectives. Assist in the organisational wide strategic performance and reward management system, supporting the Human esources Division, in accordance with established H policies, procedures and guidelines, to ensure that the

4 achievements of individual employees and performance outcomes are appropriately rewarded and recognised. isk ompliance Maintain company-wide standards and focus on analysis, intelligence gathering and management of risk and compliance, covering all operational and corporate functions and processes. overs (but not limited to) legal, regulatory, financial debt, audit, health and safety, company policy, risk assessment/mitigation, business continuity, D, records, quality management, and permit management. Development of policies, procedures, protocol and standards Monitoring and eporting ompliance ontribute to the development and compliance of risk policies, procedures, protocols and standards, applying the relevant risk policy frameworks, aimed at minimising operational, business and environmental risks for the enterprise, and ensuring that there are effective and standard processes in place to manage risk. Assist with the monitoring and reporting of risk policies, procedures, protocols and standards, working within the risk management framework, to ensure the close tracking of audit, risk and compliance information and the production of relevant management information. ontribute to the compliance of risk policies, procedures, protocols and standards, applying the relevant risk policy frameworks, ensuring that the relevant risk/compliance standards are communicated and met. Strategy Focus on the longer term direction of overall business, setting of objectives and companywide strategies to attain these. overs (but not limited to) strategic and business planning, setting performance objectives, strategic score card-monitoring and reviewing, business development, scenario planning, revenue optimisation and modelling. Strategy Development and Business lanning ontribute to the development of business and strategic plans in line with business objectives and companywide strategies to set the longer term direction of the overall business. age 4

5 Finance/erformance Long, mid and short term funding, budgeting and reporting. overs (but not limited to) treasury management, budgeting, cost/performance reporting, whole of life plans, debt management, compliance, tax, accounts payable, and regional reporting (GDF SUEZ). Budget Development Budget ontribute to the budget development and budget management process including analysis, setting and reporting of budgets and financial goals, in order to drive a financially sustainable organisation. Stakeholder The business is appropriately positioned internally and externally, through the professional management of primary stakeholder relationships. overs (but not limited to) strategic relationship management (banks, regulators, partners, unions, GDF SUEZ engagement, LIGs, risk management, politics, and information provision). Internal elationship Assist as required, with the management of business-wide internal and external communications, within established organisational stakeholder management framework, to ensure the accurate, influential, timely and relevant information flow to employees within the business. Asset Optimal value on asset base (including effective maintenance). overs long term asset planning, monitoring, optimising life of asset, and maintenance (strategy and planning, and outage identification). Development of Asset lans and Strategy Monitoring and eporting rovide support as required with the development of the Asset plans and strategy, within the GDF SUEZ Hazelwood strategic plans and existing frameworks, to enable longer term business direction, and achieve optimal value on asset base. rovide support as required with the monitoring and reporting of the GDF SUEZ Hazelwood Asset lan, in line with the strategic business plan and internal project management frameworks, to identify within the plan any realisations and deviations and produce relevant management information. age 5

6 Level HAZELWOOD Accountabilities Legend -rime The buck stops here *-rime in own area As above but prime accountability is in own area only J- Joint rime accountability shared between two roles -ontributory Essential contribution, can t be done without this role -emote lays a role but of a lesser importance 8. osition equirements/key Selection riteria - Higher Education in Business/ommerce, Engineering or another relevant field. - A formal qualification in project management. - Demonstrated successful portfolio and project management experience across multiple organisational units or projects including development and implementation of a project management and governance framework years of experience in project/portfolio management and 5 years in a leadership role. - At least 5 years of experience working in a heavy industrial environment. - Demonstrated knowledge of power industry technology desirable. 9. Matrix Accountability elationships Enterprise Business rocess rocess luster Key Matrix elationships rogram/roject roject * Manager Major Outages and rojects, Manager Human esources, Manager OHSE, Manager Internal ommunications, Manager Organisation and Workforce Development, Manager Maintenance ommercial and Technical Analyst, Strategy Analyst, Lean roject Manager, roject ompliance and Greenhouse eporting Officer rogram/roject roject Governance Manager Maintenance, Manager roduction, Manager Major Outages and rojects, Mechanical Superintendent, Manager Technical Services (M) rogram/roject Development of olicies, rocedures, rotocols and Strategy lanning and rograms Director age 6

7 Standards Human esources Succession, Talent and Workforce Human esources isk/ompliance erformance and eward Development of olicies, rocedures, rotocol and Standards isk/ompliance Monitoring and eporting isk/ompliance ompliance Strategy Finance/erformance Finance/erformance Stakeholder Strategy Development and Business lanning Budget Development Budget Internal elationship Asset Development of Asset lans and Strategy Asset Monitoring and eporting J Manager Human esources, Manager Organisational Workforce Development * Strategy lanning and rograms Director Manager Human esources * Strategy lanning and rograms Director Manager isk and ompliance * Manager Quality Assurance and rocess Manager isk and ompliance * Manager Quality Assurance and rocess Manager isk and ompliance * Manager Quality Assurance and rocess Strategy lanning and rograms Director * ommercial and Technical Analyst, Strategy Analyst J Internal eporting Manager, External eporting Manager * Strategy lanning and rograms Director, Strategy Analyst hief Financial Officer * Strategy lanning and rograms Director E Director * Strategy lanning and rograms Director Asset Director * ommercial and Technical Analyst Senior lanner (AM) age 7