The Assistant Director, Plant Maintenance is accountable for the efficient, safe implementation of sound engineering programs in the planning, reliability and operation of the assets under charge for Shop Services, Pipeline maintenance, Facilities and Maintenance planning.

WATER AND SEWERAGE AUTHORITY OF TRINIDAD AND TOBAGO

Job Title:  Assistant Director, Plant Maintenance 

Division:   Water Management

Department/Section:  Maintenance 

Location: Regions

Reports to: Director, Water Management 

1. JOB PURPOSE:  

The Assistant Director, Plant Maintenance is accountable for the efficient, safe implementation of sound engineering programs in the planning, reliability and operation of the assets under charge for Shop Services, Pipeline maintenance, Facilities and Maintenance planning. 

This role supports a transformed Authority in achieving its strategic mandate through the development and execution of policies and/or programs, accountability for staffing and leading teams to achieve the stated strategic goals.

This role includes the direction of multi-disciplinary teams in the execution of maintenance philosophies and best practices in accordance with established engineering principles and budget guidelines for each section under management, and the performance and reliability of assets under charge in accordance with agreed limits.

2.0KEY ACCOUNTABILITIES:

STRATEGIC LEADERSHIP AND MANAGEMENT

1. Contributes to the development of the strategic plan for the Division/Department/Unit by planning, organising and coordinating activities designed to achieve the transformation agenda.

2. Executes the reliability and asset management program for assets under management through the Shop Services, Pipeline Maintenance, Facilities and Maintenance Planning teams.

3. Develops and implements policy in the execution of the accountabilities for the unit

4. Prepares a detailed schedule of safe work programs designed to manage the life and reliability of assets under management for each section.

5. Works with a multi-disciplined teams to ensure maintenance activities don’t conflict with the demand and needs of operations.

6. Provides guidance and support in the master plan for asset management for the Authority.

7. Implements appropriate and safe integrity techniques to support the asset management philosophy and approaches adopted for the assets under management.

OPERATIONS

2.8Provides ongoing support to Operations/ Production team in the operations and management of assets under control.

2.9Reviews and implements asset management schedules in keeping with changing priorities and conditions of the assets under management.

2.10Participates in the tender development, evaluation processes as required.

2.11Implements procurement and tender management practices to support asset management requirements.

2.12Ensures all maintenance activities are implemented under safe conditions.

PEOPLE 

2.13Leads the human resources activity for the unit by managing staff performance through coaching, oral and written discipline and making appropriate interventions for improved performance in the execution of maintenance activities.

2.14Collaborates with other professionals and departments in the region and Authority in the implementation and management of assets under management.

2.15Participates with project teams in projects associated with the planning and forecasting of equipment assets.

2.16Supervises contractors and consultants in the execution of safely planned projects and activities in the asset management program for its assigned region.

2.17Liaises with agents and external agencies as directed by the Authority for asset management.

2.18 Promotes a healthy and safe culture that is compliant with government legislation, companypolicy, and environmental regulations and standards.

REPORTS

2.19Prepares activity reporting on all accountabilities to provide performance reporting.

2.20Prepares scheduling and forecasting documentation to support ongoing asset management activity.

2.21Operationalize capital project and equipment schedules to address requirements when needed.

2.22Completes tender management and procurement documentation to support asset management activity.

2.23Maintains detailed documentation and systems on asset history.

2.24Completes safety assessments, investigations as may be required to execute works safely.

2.23Completes research documentation to guide the forecasting requirements for the asset management program.

2.24Completes performance and human resources management reporting to support asset management activity.

Together with such other tasks as required by the Director and which are appropriate up to the grading level of the post.

3.0COMPETENCIES

CORE

3.1 Safety: Adherence to the safety practices, laws and codes guidelines, as outlined in the Safety Policy, Operational Manuals and other company documents. Safety First!

3.2 Teamwork: To work together with one or more persons / organizations to complete a project or task, working towards a common good to benefit the team or organization. Demonstrating the ability to develop, maintain, and strengthen partnerships with others both inside and outside the organization.

3.3Enterprise Customer Advocacy: An obvious focus on what is best for the customer throughout the enterprise, a desire to help and/or serve customers and meet their needs. Taking personal responsibility for addressing issues in customer-service, with prompt and effective solutions and without becoming defensive; Ability to prioritize multiple customer needs and act in accordance with the department initiatives and the organisation's core values. It is simply about putting the customer first in everything that we do at WASA.

3.4Professionalism: The habitual and judicious use of communication, technical and problem-solving skills, clinical reasoning, emotions, values, and reflection in daily practice for the benefit of the company and community.  Demonstrates a conscientious, courteous, and business-oriented manner while on the job. 

3.5Uprightness: Adhering to the company’s Code of Conduct policy and all other company policies and guidelines. Promotes professionalism, morality, civility and ethical principles, demonstrating commitment to openness, being transparent and honest in one’s dealings with persons internal and external to WASA i.e., Doing the Right Thing All the Time.

TECHNICAL

3.6Asset Management: The ability to manage the assets under his/her portfolio. Developing a systematic approach to the governance and realization of value from the things that a group or entity is responsible for, over their entire life cycles. It may apply both to tangible assets (physical objects such as complex process or manufacturing plants, infrastructure, buildings or equipment) and to intangible assets (such as human capital, intellectual property, goodwill or financial assets). Asset management is a systematic process of developing, operating, maintaining, upgrading, and disposing of assets in the most cost-effective manner (including all costs, risks, and performance attributes).

3.7Engineering Principles:Demonstrates the ability to identify and describe the basic principles of a related science and technology pertinent to a specific area of engineering practice and define key information in one or more applicable areas of engineering science related to a project or product. Employ principles, uses knowledge, and integrates concepts of one or more areas of engineering science into the design of or improvement of a project, project component or product and to solve engineering problems.

3.8Use of Technology: Selects and/or uses the most appropriate application and tool/equipment for the current job/project. Keeps current on tools, equipment, and technology. Troubleshoots and maintains modern engineering tools, equipment, and technology to facilitate work activity.

3.9Safety:To plan, organize, control, and lead activities that ensure compliance with laws and standards. The capacity to use knowledge of health, safety, security, and environmental issues to effectively educate the staff, public as an integral part of maintaining a safe and healthy working environment.

3.10Problem Solving:  The ability to identify an issue, describe a logical problem-solving process that includes gathering information, analyzing the information and making decisions based on what has been found. Resolves difficult or complicated challenges.

LEADERSHIP

3.11Business Acumen:  Demonstrates a deep understanding of the business environment. Capable of developing strategies that secure sustainable development of the company, capable of building and cultivating external relationships.

3.12Critical & Strategic Thinking:  Sees the bigger picture and strives to effectively integrate the organisation into a cohesive whole.  Takes a strategic approach to leadership and planning, thinking about the longer term. Works to implement the strategic plan, monitoring and reviewing activities to ensure they are aligned with the broader goals. Self-directed thinking that produces new and innovative ideas and solves problems. Reflecting critically on learning experiences and processes and making effective decisions.

3.13Results Orientation: The ability to set challenging goals with desired results and to focus one's effort and the effort of the unit on the desired result. Demonstrating a strong sense of urgency in achieving results and solving problems to accomplish work.

3.14Managing through Change and Uncertainty: Adjusts thinking and behaviour to resiliently face change and uses experience to fuel growth. Embraces failure as a learning opportunity for self and others. Enables the process of change and transition while helping others navigate through the effects of change.

3.15Communication:  The ability to communicate effectively both verbal and written. Effectively and appropriately interacts with others to build and foster existing relationships, influence, and facilitate the sharing of ideas and information.

3.16Stakeholder Management: The ability to work co-operatively with stakeholders, business professionals and partners and advise on strategic and operational issues, through insights that support business decisions.

3.17People Leadership:  The ability to inspire, motivate, and empower people to achieve organizational goals. Coaches, mentors, and manages employee experience, and employee performance, through mindful preparation. Creates space for others to lead.

4.0QUALIFICATIONS & EXPERIENCE:

4.1.Bachelor’s degree in Mechanical/Electrical Engineering from an acceptable University or technical institute, or any equivalent combination of experience, training and education.

4.2. Ten (10) years’ working experience in the practices of Engineering, with particular reference to hydraulic and sanitary engineering.

4.3Five (5) years’ working experience in a managerial/senior role in a similar environment.

4.4Experience supervising multi-disciplined teams.

5.0KEY RELATIONSHIPS:

5.1Direct Reports: Team Lead, Shop Services; Team Lead, Pipeline Maintenance; Team Lead, Facilities; Team Lead Maintenance Planning; Management Assistant

5.2Indirect Reports: Leads

5.3Internal Contacts: Other Departments in Operations

5.4External Contacts: Suppliers, Manufacturers, Contractors, T&TEC

6.0ACCOUNTABILITIES/OUTPUTS: (Areas for which the incumbent is directly answerable for attaining and delivering in the course of duty)