Job Purpose
- Responsible to lead and drive all key functions of Utility (Effluent treatment plant 1 &2, Water treatment plant 1&2, Reverse Osmosis plant, Tertiatary Water Recovery plant, Plant sewage treatment plant, Colony water treatment plant, Colony Sewage treatment plant, Furnace oil and IPA supply plant, RLNG distribution skids GAIL and GSPC, Secured Land fill mgt and compliance, borewell upkeep and maintenance) to deliver DM water, Soft water, process water quality as per plant requirements. Ensuring all environment norms of GPCB/CPCB by treatment of all effluents and safe disposal of high arsenic and heavy metal bearing sludge including sale of gypsum, ensuring safety against fire Hazard of complex by safe managing of highly flammable and combustible products like RLNG, Furnace oil and IPA, also maintaining the health of employee of Plant & Township by providing safe & potable water.
Job Context & Major Challenges
Job Context
Birla Copper is a copper smelting and refining complex at Dahej producing world class Copper Cathodes, Continuous Cast Copper rods and Precious Metals besides other by-products. The complex has Smelters, Refineries and multiple process plants including Sulphuric Acid Plants, Precious Metal Recovery Plant, as well as Captive Power Plants, Oxygen Plants, WTP- ETP, captive Jetty, residential complex and a CJST medical center. Birla Copper.Large qty of effluent is generated from smelters, refineries and CCR’s plants. The effluent generated is hazardous and toxic in nature. It carries large numbers of heavy metals and corrosive acids.Total around 4000m3/day of effluent is generated and being close to ZLD plant, we need to recover this 4000m3/day of water. All impurity and heavy metals are to be converted into relatively less hazardous solid sludge and salts.Birla copper ETP’s are the biggest in Hindalco and biggest in whole Dahej Industrial Estate. These are high tech plants treating 150 T/day of acid and hydraulic load of @4000m3/day. ETP generates @400 T/day of sludge which needs to dispose of to Secured Landfills.Job involves round the clock operation & maintenance of Effluent treatment plant, ensuring Proper chemical reactions so as to meet stringent compliance norms set by GPCB and CPCB. Complete water needs to be recovered from the effluent through ETP-RO-ZLD whereas impurities and hardness are to be converted into sludge and salts. The impurities involve heavy metals like Lead, Zinc, Mercury, Cadmium, Arsenic, Nickle, selenium etc.The sludge and salts are to be disposed of in Secured Land Fill situated at 4 KM from the plant. The SLF’s has its own complex compliances to be adhered to. The leachate is to be collected from SLF and brought back to plant for treatment. The ledger must be maintained and to be submitted to compliance agencies monthly. The salts are further disposed of to Secured Land fill site of Government, situated at about 10Km distance from plant. The filling and transporting it to government sites calls for another set of compliances.
Job Challenges
- The online sensor fixed by GPCB/CPCB detect the deviation instantly and flags to central agencies. Any 3 non compliances detected by sensors within interval of 15 minute each invites show causes from compliance agencies.
- Any stoppage of plant water, DM Water pumps, FO or RLNG trips the entire complex.
- Effluent quality is dependent on blend and operation of smelters and hence it varies greatly. The high variance in effluent quality and quantity calls for round the clock close monitoring to ensure compliance and managing parameter well within the prescribed limit of online installed CPCB sensors.
- Plant operation is dependent to a large extend on accuracy of lab results. Every shift various parameters are tested by lab and based on their result plant is adjusted. Detecting metals calls for AAS machine and intermittently XRD to go to the root cause of problem. This calls for trained person from Lab.
- We manage 18 nos bulk chemicals which needs daily stock management, procurement, quality checking, unloading, consumption and waste management. All of these are hazardous chemical and requires strict compliance of chemical safety.
- We also have to manage @12 speciality chemicals which also needs daily stock management, procurement, quality analysis, unloading, consumption and waste management.
- Furnace oil, IPA and RLNG are explosives and carry fire hazard. All compliance to be adhered.
- The membranes in RO and ZLD are very expensive and long delivery items. Special attention is required to ensure its input parameters remain within the range, to get the life of membranes. Each set costs around 1 crore.
- Daily RLNG nomination to ensure minimum of imbalances and zero ToP in uncertain scenario of breakdown/shutdown of smelters and sudden stoppages of CCRs. Noncompliance can cost as high as 8-10 crores/annum.
Key Result Areas
KRA (Accountabilities) (Max 1325 Characters)
Supporting Actions (Max 1325 Characters)
KRA1 (1) ProductionTo deliver required RLNG, FO, plant water, Soft water, DM water and treat all the effluent received from the plant with quality of supply and complying all environment norms while treating the effluent.
- Manage the operations, and maintenance (Mechanical, Electrical & Instrument) of the Water treatment plant 1&2, Effluent treatment plant 1&2, Reverse Osmosis plant, Fuel (FO, IPA, RLNG), Pipe rack, SLF and its despatch, colony Water treatment and Sewage treatment. Review to ensure no deviations in processes.
- Setting goals and targets (KPIs) for AET/DMT and ensuring progress and deadlines are met for improvement initiatives.
- Ensure complete alignment and synchronized rhythm of work between PBU/AET and COE.
- Ensuring quality of products as per customer demand and meeting compliance norms in treatment
- Driving flawless daily work management system by implementing AET / DMT excellence standards across PBU and ensuring desired physical attributes, and metrological properties with adherence to quality parameters
- Review to ensure structured processes/practices are institutionalized for sustainability and implementing Improvement projects to solve chronic issues and effective plant operations.
- To institutionalize the process of reviewing Daily Performance Indicators (DPIs) of AETs and DMTs across PBU periodically and provide the necessary support to excel in their performance by developing systems for Abnormality Identification in AETs/DMTs and Plan for elimination
KRA2 (2) Cost
To be cost efficient
- Ensure PBU budgeting (Capex & Operating) considering the annual business plan.
- Review and monitor direct and indirect costs and ensure spending within P&B.
- Ensuring achievement of cost saving without compromising quality and delivery by driving cost-saving initiatives, other major initiatives for reducing production costs and de-bottlenecking.
- Identify value creation projects/ facilitate ideas from team members around “Value destruction” and “Missed Value Creation” areas and ensure their implementation.
- Ensure Implementation of FIT/ Just DO It Projects/ chronic issue resolution as per the structured process.
- Ensure material, manpower & contractor job planning and resource deployment & arrangement as per need, to maximize profitability.
- Plan & control the direct and indirect costs associated with PBU operations, monitor expenses against budget in order to achieve budgeted efficiency, better cost control and improve overall profitability.
- Prepare & execute PBU budget (CAPEX & Operating) and achieve monthly, quarterly and annual P&B targets of PBU and AETs, in line with annual business plan.
KRA3 (3) Cash
- To improve working capital
- To ensure store inventory is under control and within the P&B limits.
- Ensure execution and utilization of cash flows for Capex projects as per plan.
- Ensure actions to, control inventory of raw materials, WIP, & finished anodes and achieve working capital for the day through regular Inventory review & Scrap management, in line with annual working capital plan.
KRA4 (4) Customer Centricity
Fulfil internal & external customer expectations for satisfaction and reliability, cost, and delivery
- Ensuring Internal customer expectations by meeting and exceeding service level agreements (SLA)
- Ensure implementation of the action plan as per feedback from internal customer satisfaction surveys.
- Collaborate with the customer and COE-Process Care to ensure the supply of quality products within the limitations of varied raw material quality.
- Ensure Customer Relationship Management through PST and customer-supplier meetings
- Drive customer centricity as a culture in the team
- Managing and monitoring the contracts and relations with customers, vendors, partners, and other stakeholders as per regulation
KRA5 (5) Sustainability & Compliance
Develop and implement the roadmap for sustainable practices
- Ensuring compliance with all statutory and environmental norms in PBU.
- Ensure compliance through regular reviews of all statutory, regulatory & environmental norms and HIL standards for Occupational Health, safety & environment in PBU to the satisfaction of all statutory bodies / auditors with focus on:
- Environmental guidelines of CPCB (Central Pollution Control Board)
- Hazardous waste management
- Emission monitoring to control air & water pollution.
- Optimize power consumption and embed sustainable practices towards energy saving including partnering in green initiatives across the PBU.
- Develop sustainability roadmap in line with Plant / Group aspirations and conduct regular reviews to monitor its implementation.
- To develop a roadmap for achieving plant/ business aspirations and ensure its implementation for short-term and long-term sustenance.
- To develop Heat Map, prioritize the areas for improvement and ensure its implementation as per plan.
- Controlling and maintaining the discharge of pollutants as per statutory norms & adhere to ZLD plans.
- Driving strategic/large-scale improvement initiatives to ensure all statutory requirements are met.
- Ensuring that the workplace is in order with respect to all Sub-areas (Level of 5-S).
KRA6 (6) Safety, Health, and Environment
To ensure zero harm by building a culture for safety and valuing Human Lives
- Embed a culture of safety to prioritize accident prevention at all levels of organization by following measures:
- Implement safety standards & procedures
- Develop safety mechanism / engineering controls (flange guarding, conveyor guarding, etc.)
- Facilitate safety related training to achieve zero harm
- Work in close co-ordination with all stakeholders to spread awareness.
- Identify health hazards that arise out of occupational, design & human risk factors and implement programs to comply with statutory requirements & hazard mitigation.
- Ensuring emergency handling readiness of all cross-functional teams across the PBU.
- Ensure that all changes are made through MOC system, HAZOP / PSSR / HIRA is conducted for them, and all identified hazards & unsafe behaviors are addressed using relevant metrics by collaborating with CoE Process Care / PBUs.
- Review & ensure closure of actions identified against near misses, potential hazards, and various audits for closing the non-conformities.
- Ensure emergency handling readiness & training for crisis mitigation of all Cross Functional Teams across the PBU through continuous recording of special events, trip analysis, failure analysis, efficiency improvement, benchmarking, efficiency evaluation, etc.
KRA7
- Adopt digital practices that enable safe work environment (online alerts for PPE violation, using AI for creating / refining / updating SOP for critical activities, remote monitoring of confined spaces, etc.)
- Ensure implementation of safety guidelines related to vehicular movement & material handling to control the associated risks in the PBU.
- Ensure that a proper system for following has been established:
- Abnormality Identification in AETs/DMTs
- Plan for elimination of unfavorable deviations / abnormalities
- Identification of countermeasures to address abnormalities.
- To create a safe work environment by designing/re-engineering/Continuous Improvements.
KRA8 (7) People development and engagement
Building Capabilities of Employees and enforcing a culture for
- Ensuring all people development processes driven by the business are implemented in the PBU
- Promote a culture of recognition, appreciation, and celebration to motivate & engage personnel not only for better results but for demonstrating right behaviors (ALERT & CASIO).
- Encourages & promote improvement activities / initiatives - 5S, Kaizen, FI, PI and customer centricity through regular reward & recognition.
- Create forums & platforms for the following:
- Two-way communication with employees (including contract workmen, supplier and any other key stakeholder.)
- Active interaction of AETs & DMTs across PBUs within the Vertical.
- Develop an internal trainer pool and facilitate training sessions for AET & DMT members to build their technical and behavioral capability.
- Ensure that a proper system for succession mapping & development is in place for all levels of organization with special focus on identifying and building succession pipeline for Business-Critical Roles / Positions.
- Identify and address capability gaps according to requirement of a role and train / handhold AETs to do the same.
- Ensure that system is in place for skill / competency mapping for both technical & behavioural needs and skill inventory of AETs & DMTs have been maintained.
KRA9
- Monitoring intake and deployment of the appropriately trained contractual workforce and ensuring their continuous training and well-being as per company guidelines
- Monitoring and improving the performance of team members of AETs/DMTs by capability building.
- Identifying skill-based training needs and facilitating skill enhancement through HSOE and HTU.
- Driving interdepartmental mobility through multiskilling.
- Reviewing, monitoring, and ensuring implementation of all action plans as an outcome OHS/Dipstick survey to develop leadership pipelines and improve team engagement scores.
- To motivate and ensure engagement and involvement of all team members with enhanced morale.
