CEO / Managing Director / Operations Director / Chief Operations Officer (FMCG / FOOD / Chemical / Manufacturing)

Strategy
• Directs execution of strategic plan and delegation thereof keeping CEO informed.
• Provide strategic recommendations to the CEO and Board of Directors.
• Provide strategic direction, leadership and management of operational and financial activities that are aligned to meet overall strategic objectives set by the Board of Directors.
• Develop and implement strategies to drive operational process improvement developments.
Business Development
• Oversee the Company’s operational activities including Manufacturing, Supply Chain, Purchasing, Packaging, Warehouse, Despatch, People and Performance to ensure operational strategic objectives set by the Board of Directors are achieved.
• Convert strategic objectives into actionable plans for performance and growth, helping to implement and achieve company-wide goals.
• Run the team’s performance management process as per company procedures and policy.
• Liaise with CEO to sign off corporate operating strategies, business plans and cash flow.
• In consultation with CEO allocates resources to meet organisation’s prioritized goals, both human and physical.
• Manages overall operational performance against agreed objectives
• Institutes corrective actions and regular review with CEO.
• Drives implementation in consultation with CEO of business plan: tactical, financial, and organisational.
• Direct reports are equipped with the necessary skills to increase performance and profitability.
• Company’s legal requirements are met.
• Enforces the Company Policy Quality Statement.
Financial
• Budgets are well managed and adhered to.
• Accountable for the overall profitability of operational activities.
• Advise on long-term business and financial planning.
• Develop specifications for operational projects that ensure feasibility and financial developments. plans are developed, implemented and reviewed with CEO to ensure operational efficiency and financial viability. People Management/Recruitment
• Manage, lead and coach the operational team to ensure continual improvement in the capability, knowledge and performance of the team.
• Overall capabilities of employees are improved through continuous coaching, development and motivation.
• Fosters organisations culture and corporate environment conducive to success

Reporting to the CEO, as the Chief Operations Officer, I am responsible for providing vision and strategic leadership to the organisation’s operations division and contributing to the strategic decision making and operational planning processes of the organisation.
Key Responsibilities:
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Responsible to develop and execute Board approved strategies.
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Accountable for the reliable, effective, optimised, and efficient operation of all manufacturing operations including Asset Management and Operations Excellence.
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Accountable for overall supply chain management of stock and products including sales ordering and transport logistics functions.
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Accountable for Product & Environmental quality management systems
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Accountable for Health, Safety and Environmental management of manufacturing operations and support functions.
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Provide effective line management for direct reports

As the Group Operations Director, I lead the company’s end-to-end operations nationally with several manufacturing sites across the country with a total operations headcount of 857 employees. I am a member of the board of directors and I report directly into the Group CEO. National Plant Locations:
• Tissue Operations (Paper Mill, PM4 & Tissue Converting) – Cape Town
• Tissue Operations (Paper Mills, PM3 &PM5) – Johannesburg
• Tissue Converting – Pretoria
• Homecare Operations – Durban
• Validus Medical Operations - Johannesburg
Key Responsibilities:
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Lead the OMS (Operations Management System) for Twinsaver Group. OMS is a Lean, Six Sigma Based approach to drive efficiencies and cost across the operations.
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Asset Care - set clear maintenance strategies to ensure assets can perform efficiently at the lowest life cycle cost
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OMS - define clear work management to execute maintenance and production schedules optimally.
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Drive OMS to reduce variation in the process and set up clear Work Management to improve stability. Use Structured Improvement to increase capability of unit operations across the group.
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Ensure the Asset Care Strategy for the Operations is implemented across the group to reduce unplanned downtime and increase plant availability to ensure best in class OEE.
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Achieve Significant value for the organisation by growing supply to full asset capacity at best in class efficiency
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Optimise asset efficiency and cost to match significant Demand pressure
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Identify non-core categories and set asset base up for lower cost and better efficiency
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Provide the strategic leadership guidance to a team of highly qualified Engineers & technical professionals across
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Operations (Paper Mills & Converting Plants for Tissue, Homecare, Adultcare)
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SHEQ (Safety, Health, Environment, Quality)
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Engineering (including maintenance Planning & Scheduling)
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Central Project Department (Process Engineering)
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Warehousing
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Drive Capex Programme for the Group Operations (immediate and 3-5 year view)
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Design and deliver the Safety Plan and Quality Plan for the Group. Ensure full legal compliance is maintained across the operations
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Ensure good work flow between Sales, Supply Chain, Operations & Commercial
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Cost Management: Overtime, Absenteeism, Fixed & Variable costs. Assume full responsibility for plant Income Statements.
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Ensure that the L&D (Learning & Development) programme is executed across the operations

Ensure World Class Manufacturing Standards are developed and maintained across the group operations (Visual Management, 5 S, Kaizan, Continuous Improvement)
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Drive Operational Excellence projects to deliver on Innovation & Cost-Saving Targets

Industry:

Foundry resins

Timber Resins

Industrial Resins

Rubber Resins
Key Responsibilities: As the Site Director, I was responsible for the safe and compliant execution of the production plan as per the S&OP process and within budget guidelines. I continuously seek ways to enhance Business Excellence performance. I was accountable for all Manufacturing related processes of the Management System. Additionally, I ensured compliance with SI Group’s brand promise, enforced segmentation-driven priority setting (strategic markets segments, customer segmentation), and championed SI Group culture across functional boundaries. I also actively lead and supported initiatives to improve regional and global results of the company. Manufacturing Operations
• Lead the sites’ (Two large Chemical Plant Sites in Johannesburg and Durban) activities in the areas of Production, Warehousing, Engineering, Maintenance, Projects, Supply Chain and QEHS according to SI Group’s brand promise and segmentation driven priority setting (strategic markets segments, customer segmentation)
• Adapt the organization as well as staffing level and qualification as necessary to effectively support the strategy
• Establish and maintain a safe and EHSQ compliant manufacturing operation and culture (incl. e.g. Responsible Care, ISO 9001/14001 OSHAS 18001)
• Drive continuous improvement of processes and operation for better productivity and efficiency (i.e. Operational Excellence)
• Ensure timely production of conforming product according to S&OP
• Ensure strict adherence to regulatory and EHS standards, policies and expectations
• Manage operations within approved financial guidelines
• Ensure equipment availability and durability by driving an effective and efficient maintenance operation
• Define capital project plan and execute approved budget according to agreed schedules
• Effectively communicate plant performance to employees, stakeholders and other necessary parties
• Site and Country Leadership Represent the company as and when needed to outside stakeholders in corporate matters promoting good local citizenship and companies’ brand

Key Responsibilities:
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I was a member of the ChemSystems EXCO and a Board Member of the Company. I reported directly into the Managing Director. I formulated and presented at the AECI Group Board Meetings chaired by the CEO of the company. I was a part of all Strategic Decision making in the organization such as Business Strategy, mergers and acquisitions, cost proposals, new contracts and agreements. I was responsible for the entire Supply chain and Operations functions in the organization; including Purchasing, Production Planning, Production and Engineering/ Maintenance, Quality and Safety, and national Warehousing and Logistics in Gauteng, Durban, PE and Cape Town.
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I managed the Operations of 6 Industrial Plants in Gauteng:

Status Industrial Solutions (Flammable and Non-Flammable Liquid Plants),

Applied Foundry Products,

Capital Polymer Additives,

Silicones Plant,

Chemisphere Technologies (Paper Processing Chemicals, Leather Processing Chemicals and General Industrial Chemicals),

Constructichem Plant – Construction products
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I also managed the Operations of 1 Industrial Chemical Plant in Durban – Resinkem
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I also managed the AECI ChemPark Manufacturing Site in Chloorkop (occupancy of 400 staff on site).
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I managed the Engineering workshop, the Quality Control (QC) Laboratory and the SHEQ Dept (Safety, Health, Environment and Quality)
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I also managed the Raw Materials and Finished Goods Warehouse stores and Production Scheduling Department
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I had a team of 100 employees reporting to me and I managed several batch and continuous plants that manufactured over 2000 different products
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I managed the Lean Manufacturing System including the World Class Manufacturing (WCM) Standards at ChemSystems. These include the ffg: 5 s, One Point Lessons, Hazard Spotting, Kaizens (Continuous Improvement), Problem Solving
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Manage all safety, IR & disciplinary issues
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Communication with all levels from Operators to Executive Management
Nitesh Munnisunker - Curriculum Vitae Page 6 of 6
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Must be able to work in a team environment with different stakeholders.
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Provide technical support to the plants.
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Optimization of plant capabilities by ascertaining bottlenecks and providing solutions.
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Optimization of product recovery (Yield) on the plants.
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Carry out projects to improve product quality.
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Conduct plant trials in conjunction with technical department and upscale trials to commercial production.
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Generate, motivate and execute Capex projects.
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Carry Out HAZOP studies
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Generate and Manage Plant & Engineering budgets