Position Description : Investment Optimisation Manager. Key Result Areas

Transcription

1 Psitin Investment Optimisatin Date March 2017 New Plymuth r Business Unit Asset Management-Electricity Lcatin Wellingtn Purpse The purpse f this rle is t ensure that Pwerc s electricity investment plans (capital and perating expenditure) achieve the ptimal balance in meeting the requirements f ur custmers, ur sharehlders, the regulatrs and the technical needs psed by running a safe, reliable netwrk. Key Relatinships Psitin Reprts t: Asset -Electricity Direct Reprts: 2 Key Internal Interfaces: Netwrk Develpment Team, Asset Fleet Management Team, Finance Team (Treasury, Management Accunting, Risk & Assurance), Service Operatins Teams (Design, Netwrk Operatins and Service Delivery), Cmmercial Team, Netwrk Transfrmatin Team, Asset Analytics Team, Regulatry team Key External Interfaces: Industry and academic wrking grups Key Result Areas Jbhlder is accuntable fr: Managing the effective delivery f the fllwing key functins: Netwrk investment analysis. This invlves financial and technical analysis and mdelling t determine the ptimal electricity 10-year capex and pex investment prfiles, taking int accunt cmmercial, financial, custmer, regulatry and technical cnsideratins. Asset risk management. This invlves the translatin f Pwerc s crprate risk drivers int an asset management risk framewrk and applying this framewrk t guide asset investment decisins and develp investment business cases. Prtfli management. This invlves the priritisatin f Pwerc s 10-year capex and pex prjects and prgrammes, based n the utcmes f netwrk investment and risk management analysis and mdelling. Gvernance infrmatin: Prvisin f infrmatin that enables infrmed strategic and gvernance level discussins abut the timing f netwrk investments and their impact n the well-being (health) f the lng life essential infrastructure assets. Leadership and Team Management Lead a capable team in the delivery f their rles and the utcmes f the rganisatin by: Ensuring clarity f visin and purpse is cmmunicated effectively. Invlving the team in develping and actining the team s Tactical Business Plan. Creating the best envirnment fr grwth and develpment f staff, where team mrale remains high and the team are mtivated t perfrm well. Effectively cmmunicating current activities and plicies. Jbhlder is successful when: The electricity 10-year investment plan and 1- year wrks-plan (capex and pex) is cnsistently demnstrated (t the Pwerc bard and executive) t achieve an ptimal balance between cmmercial, technical, custmer and risk requirements, and achieves annual sign-ff n that basis. The cmmercial and regulatry implicatins f asset investment plans are well mdelled and understd, and effectively cmmunicated t the bard, executive and ther key stakehlders. Pwerc s risk appetite is well understd and accmmdated in the asset investment plans and practices. (The eventual aim is t manage a fully quantified asset risk management system.) The varius investment prtflis are effectively balanced in a priritised verall investment plan, ptimising trade-ffs. New value streams t Pwerc are identified by effectively cnsidering the ptential tradeffs between financial, regulatry, risk and technical drivers. Team members are enthusiastic and change ready. Business Tactical Plans are met. Team Members are knwledgeable, cmpetent and prfessinal in apprach, cntributing individually and cllectively t the rganisatin s success, as measured by the R&D prcess. High team mrale and emplyee satisfactin evidenced thrugh staff selectin surveys. Page 1 f 6

2 Ensuring implementatin f and cmpliance with all Pwerc HR plicies and prcesses, including R&D. Ensuring perfrmance imprvement fr the team thrugh develping staff knwledge and skills and grwing capability f the team thrugh training, prfessinal develpment and recruitment and practively managing pr perfrmance and behaviurs. Mentring and guiding the leadership and management skills f the Team Leaders t enable them t effectively manage their peple. Delivering perfrmance imprvement in Health and Safety. Hlding regular ne-n-ne meetings with team members. Netwrk investment analysis Leading the team, in the fllwing areas: Wrking with the finance and regulatry teams t mdel the impact f varius 10-year electricity capex and pex investment prfiles n Pwerc s financial psitin, taking int accunt the regulatry framewrk under which ur business perates. Mdelling the reliability impact n Pwerc s custmer base (wrking with the Netwrk Develpment, Fleet management and Asset analytics teams) f varius investment strategies Develping and applying mdels t strike the ptimal trade-ff between capital and perating expenditure investments. Develping mdels t help determine the ptimal lifecycle investment strategy fr varius asset classes. Wrking with the Risk, mdelling the risk implicatin f varius investment prfiles. Based n the analysis described abve, wrk with the Netwrk Develpment and Asset Fleet Management teams t develp the 10-year investment plan (capex and pex). This will achieve the ptimal utcme in balancing the requirements f ur custmers, ur sharehlders, the regulatrs and the technical needs psed by running a safe, reliable netwrk. Investment prtfli management Leading the team, in the fllwing areas: Develping prject and prgramme priritisatin criteria, that takes int accunt the utputs develped by the Asset Analytics team, and the criteria set by ther Asset Management teams. On an annual basis, develp an uncnstrained 10- year prject prtfli based n prject and prgramme infrmatin (wrk scpes, cst estimates, timelines, etc.) prvided by the Netwrk Develpment and Asset Fleet Management teams. Based n financial and delivery cnstraints, and applying the priritisatin criteria, develp a priritised 10-year prject and prgramme prtfli Pwerc HR plicies are bserved and HR prcesses implemented n time and t standard. Cmpetency develpment needs are identified in L&D plans and enhanced as evidenced thrugh advancement and career develpment. All team members aware f and acting upn their H&S respnsibilities. Regular ne-n-ne meetings supprt the perfrmance t achieve business gals. Feedback and develpment cnversatins mtivate and engage team members. Pwerc s 10-year electricity capex and pex investment plans are develped in clse cnsultatin with key stakehlders acrss the cmpany. It prvides an ptimal balance between cmmercial, technical, custmer, risk and deliverability cnsideratins. This is als reflected in the annual asset management plan. The capex/pex trade-ffs implicit t the investment plan is well understd, managed t an ptimal level and the implicatins f this is cmmunicated as part f the plan s apprval prcess. The risk implicatins f the investment plan are well understd and cmmunicated t decisin makers. (It is the eventual gal t develp a fully quantitative risk management framewrk t help demnstrate this.) The electricity investment priritisatin criteria is agreed acrss Pwerc and their applicatin in ptimising the investment plans is clearly demnstrated t decisin makers (and accepted by them). Page 2 f 6

3 fr the electricity business, with particular fcus n the first five years. Develp a priritised investment prtfli fr the fllwing financial year, that will frm the basis f the annual wrks-plan. Asset risk management Leading the team, in the fllwing areas: Develpment f an effective asset risk framewrk, that translates Pwerc s crprate risk drivers int measures that can be effectively applied by asset managers. Develping and applying quantified risk assessment measures, that will eventually be applied t all f Pwerc s electricity investment decisins, and will measure ur risk perfrmance trends ver time. Develping an effective risk management system fr the Electricity Asset Grup and supprt its implementatin and nging maintenance. Other specific requirements fr the rle include: Regular, cnstructive participatin in the Asset Management Strategy team. This team will be respnsible fr develping, cnsulting n and ultimately executing Pwerc s electricity asset management strategy. In particular, this team will be respnsible fr: incrprating Pwerc s crprate bjectives int asset management strategy; managing asset risks in accrdance with the cmpany s risk appetite; achieving the ptimal ecnmic investment mix between develpment, renewal and maintenance; ensuring the nging viability f the netwrk in a changing energy envirnment; maintaining quality f supply cmmensurate with ur custmers price/quality preferences. Supprting the Netwrk Develpment, Asset Fleet Management and Netwrk Transfrmatin teams t incrprate the ptimal investment plan int the annual 10-year plan, the annual wrk-plan and the Asset Management plan (r AMP update). Prepare presentatins and memranda t cmmunicate the prpsed investment plans t the Pwerc executive and bard. Participate in discussins n refining these plans, including the priritisatin and investment criteria n which they are based. Supprting Pwerc s intrductin f a Custmised Price Path. Prviding inputs int the netwrk There is a clear translatin f the risk appetite and requirements f the asset wner (represented by the bard and executive) int asset management strategy. Risk measures and assciated weightings are agreed acrss all levels f the cmpany. Risk impact is a key cnsideratin in develping Pwerc s 10-year electricity capex and pex investment plans. A quantified measure f risk is develped, that can clearly demnstrate the impact n verall r individual risk f varius decisins, as well as demnstrate trends. The Asset Management team has an up t date risk management prcess and register, that effectively supprts asset management decisin making. Pwerc has a well-articulated asset management strategy that sets directin fr ur investment and netwrk develpment requirements in a practical and clear manner and that demnstrates an efficient balance between the needs f the existing netwrk and emerging energy trends. Pwerc s asset management plan is widely used as the central surce f accurate and assessable infrmatin n ur electricity netwrk develpment and 10-year investment plans. The 10-year electricity investment plan reflects the inputs f the whle f the asset management team leadership, achieving an ptimal balance between cmmercial and technical utcmes. Pwerc s CPP applicatin is successful, supprting the future investment plans that we identified as being essential t ur lng-term viability. Page 3 f 6

4 develpment parts f the applicatin and fllw-n activities arising, including the detailed implementatin f imprvement initiatives. Supprting Pwerc s strategic initiative f achieving ISO certificatin by Health & Safety Prviding leadership and guidance t team members n Pwerc s health and safety management system, including: Hazard management incident/near miss reprting Wellness Health and Safety Cmmittees Identifying the hazards assciated with team members daily tasks and ensuring apprpriate training and supervisin Identifying and planning health and safety training fr team members as required Pwerc Values Cntributing t Pwerc missin and visin thrugh living the Pwerc values. All team members have cmpleted: H&S inductin Envirnment inductin Wrkstatin assessment (Occ Hlth Nurse) Team members practive in hazard identificatin and mitigatin. All team members have planned fr and cmpleted training identified during their current FY R&D prcess. Feedback frm team and manager demnstrates living the values. Cntribute t Pwerc missin and visin thrugh Our Behaviurs Safe Trustwrthy Cllabrative Cnscientius Intelligent Accuntable Our Observable Behaviurs We are cmmitted t keeping peple safe. We act with integrity. We are hnest, cnsistent and ethical. We trust each ther and ur external partners and wrk t be trusted in return. We wrk tgether with ur partners, cntribute ur capabilities and prvide timely supprt and cnsideratin t achieve ur cllective gals. We are practive, hardwrking, diligent and thughtful. We are mindful f the needs f thers and the envirnment. We take wnership fr ur actins. We make infrmed decisins fr the best utcme. We cntinually seek imprvement and innvative slutins frm ur suppliers and urselves. We lead. We take wnership f ur decisins and respnsibility fr ur actins. We are practive in identifying and reslving prblems. Persn Prfile Qualificatins Essential BE, ecnmic r quantitative mdelling qualificatin, and at least 8 years applicable utility netwrk experience. Desirable Investment decisin making r risk management fr large infrastructure investment prtflis. Page 4 f 6

5 Knwledge & Experience 8 Years relevant electricity distributin r ther utility service prvider experience, including wrking n large infrastructure investment prtflis. Experience in successfully leading engineering r analyst teams. High level f quantitative mdelling and analytic prficiency and a strng understanding f electricity distributin assets and netwrks. Electrical Asset Management Grup Cmpetencies Technical Written Cmmunicatin: Writes clearly and succinctly and can adapt style apprpriate fr the audience. Messages are persuasive and cnvincing. Presentatin Skillls: Can effectively present t small and large grups, subrdinates, peers and executive/bard level. Cmmands attentin, manages grup prcess, can read the audience and adapt when the message is nt getting acrss. Planning: Accurately scpes ut tasks and prjects. Assigns respnsibility, sets clear gals and measures, mnitrs prgress, measures perfrmance against gals and evaluates results. Strategic Agility Sees the bigger picture and can anticipate trends and cnsequences accurately. Can articulate credible pictures f future pssibilities and develp strategies and plans Managing Visin and Purpse Cmmunicates and ensures team members are inspired with the visin and cre purpse f the rganisatin and understand hw individuals cntribute t the success f the rganisatin. Drive fr Results Exceeds gals, meets deadlines, and pushes self and thers t achieve success in a psitive and prductive way. Decisin Quality Makes gd decisins in a timely way using analysis, wisdm, judgement, apprpriate data pints and experience which ver time prve crrect and accurate. Building Effective Teams Higher Management /Peer Relatinships Develps peple and builds teams as apprpriate, creates a sense f team purpse and high mrale. Sets clear gals and perfrmance expectatins. Celebrates wins and successes, encurages high levels f team cmmunicatin and cllabratin. Expects team members t be respnsible fr their wrk and finish tasks. Is cmfrtable cmmunicating and presenting at executive and bard level, understands hw these grups think, what they need and can determine the best way t apprach them t gain buy-in and apprval fr ideas and prpsals. Can talk their language. Is pen t slving prblems fr the gd f all. Cllabrates with peers in finding slutins that represent his/her interests but are fair t all. Is seen as a cperative team player. Des nt shy away frm raising difficult messages r hlding challenging cnversatins. Page 5 f 6

6 Key Skills/Attributes Peple Management and Leadership skills Teamwrk Planning and rganising Cnfident and strng cmmunicatin skills (ral, written and presentatin) Highly develped quantitative, analysis and mdelling skills Ecnmic and Financial analysis Risk management and decisin making Outward fcus and cntinuus learning Other Requirements Clean, current drivers licence Minimum NZ Wrk permit Page 6 f 6