Lead Engineering Manager in Casablanca, Morocco

At the end of April 2019, WorleyParsons combined with Jacobs Energy, Chemicals and Resources (ECR) division, to create Worley. 


Together, we are a leading global provider of professional project and asset services in the energy, chemicals and resources sectors. We have almost 60,000 amazing people in around 60 countries across the world covering the full lifecycle, from creating new assets to sustaining and enhancing operating assets for our customers.


Our exciting combination will create new opportunities for you to join us.

ROLE OVERVIEW


The Manager of Engineering (MOE) is a key leadership role in the business, responsible for the delivery of an integrated, reliable and high quality technical service on all projects within an Operation or PU.


DETAILED RESPONSIBILITIES

  • Development of staff awareness and commitment to achieving Zero Incidents/Accidents (Beyond Zero). Pro-active promotion of Zero Incidents/Accidents commitment.

  • Demonstrate role model Leadership behaviour and take ownership for ensuring effective two-way communication is in place to empower and include every individual within the principles of effective team working through:

oObjective setting

oReviews of performance (both of individuals and team effectiveness)

oEnsuring consistency of sharing information

oEncouraging comment and good ideas

  • Manage, coordinate and ensure consistent communication of directives with the Discipline (or Department) Managers.

  • Communicate discipline-specific issues requiring resolution to the Manager of Operations.

  • Ensure that the performance unit workload forecasting plan is maintained (for each discipline within each location) showing individual workloads. Ensure that appropriate action is taken in the event of resource conflicts.

  • Maintain billability at or above budget expectations.

  • Maintain general and administrative costs (G&A) at or below budget expectations.

  • Check timesheets for Discipline Managers to ensure that the entries for each individual are an accurate reflection of their input.

  • Understand what the client and the project managers expect of the disciplines within the performance unit. Meet and exceed expectations. Understand client business drivers. Focus on delivering value to clients business.

  • Ensure disciplines are consistently delivering service to projects within budget, on time and delivering quality as promised, including ensuring that all necessary quality control (QC) procedures and requirements are followed as necessary.

  • Ensure consistent compliance with relevant work process procedures and work instructions incorporating all applicable industry and regulatory standards and best practices and lessons learned in all disciplines within the performance unit.

  • Ensure that appropriate supply chains consistent with the project resource requirements are developed and maintained for each discipline. Implement capability/supply chain matrices where appropriate.

  • Ensure the technical development and training of each discipline and that this is focused on the requirements of clients. Implement technical development plans where appropriate.

  • Ensure that the learning and development for all staff is planned in the context of the individual staffs needs and those of our clients. Implement staff learning and development plans where appropriate and tie to performance reviews.

  • Ensure that the technical teams understand the value of, and are contributing, to the companys Value Plus and Sustainability Plus programs and recognize and reward accordingly.

  • Ensure an integrated approach to the use of technical software for each discipline in conjunction with the Common Technology Platform. Implement technical software plans where appropriate.

  • Ensure that performance reviews of Discipline Managers are undertaken in a manner consistent with the technical development plans and the learning and development plans for each discipline. Ensure that technical and professional development opportunities are provided to all team members.

  • Ensure that performance reviews of all staff in the performance unit are undertaken in an appropriate and timely manner.

  • Ensure that staff morale and welfare needs are addressed by mentoring and encouraging individuals and providing feedback on performance.

  • Ensure that staff is informed of relevant developments and the general performance of the company.

  • Ensure that non-performance issues are dealt with according to company guidelines.

  • Ensure the recruitment and release of staff as necessary in order to maintain a staff resource within the performance unit of appropriate capability to meet business objectives. Ensure that recruitment plans are implemented and maintained for each discipline where appropriate.

  • Ensure that the onboarding process for new staff is undertaken in line with the company guidelines and appropriate buddies and mentors are allocated and effectively fulfil these roles.

KEY PERFORMANCE INDICATORS

  • Number of safety incidents/accidents.

  • Value Plus contributions of staff (innovation)

  • Sustainability Plus contributions of staff

  • Actual billability versus plan for the performance unit.

  • Competence of staff and effectiveness of process as evidenced by technical delivery on time and within budget.

  • Client survey scores insofar as they are applicable to technical service delivery.

  • Staff turnover.

  • Cost of recruitment.

  • 20 years of experience within big multinational engineering company as an Engineering Manager; 
  • Experience in the following sectors:  mining, petrochemicals, fertilizers; 
  • Strong leadership skills
  • Experience in large EPC/EPCM projects


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