After completing secondment period in CRH Ukraine, I returned back to Irish Cement (Platin Works) to fulfill the position of Maintenance Operations Manager. Platin Works is class leading, currently operating well above its design capacity while being one of the most modern and energy efficient cement plants in the world, partly by utilising AF (alternative fuels) and therefore reducing fossil fuel consumption thus lowering its carbon footprint. Current role's primary duties and responsibilities are:-Managing and coordinating daily maintenance operations, with respect to upholding moral and regulatory obligations to providing safe operating practices and procedures as well as adequate manning and equipment resources.-Deliver maximum plant availability while maintaining focus on minimizing maintenance cost per tonne of cement. -Strive to deliver on company strategies as a participant of plant’s Senior Management Team. -Manage department HR and IR functions, including negotiations with Trade Union representatives (in conjunction with plant HR manager). -Enhance maintenance dept. performance through participation in CRH Maintenance Task Force (Europe West), focusing on improving operational KPIs, reducing costs and streamlining workflows.-Foster and develop teamwork, in both team member and leader capacities.-Continuous development of an established team, unleashing strengths and potential within.On-Going Plant/Dept. Improvement Projects--Member of Plant Safety Management System development/implementation team.-Developing/implementing Plant Computerised Maintenance Management System (CMMS)

After four years working with Irish Cement Ltd., split between Limerick and Drogheda plants, I joined the CRH team in Podilsky Cement in Ukraine. With the capacity to produce 8000 tonnes per day, PJSC is the second largest clinker producing plant in Europe. My role in Podilsky Cement, to date, has been predominantly maintenance orientated. Related experience: -Development of spare parts inventory and improved machine availability through decreasing downtime. -Identification of CapEx projects which again improved machine availability, however with the addition of increased profits through reducing human resources, consumable energy and materials. -Development and implementation of maintenance procedures to ensure operational downtime is kept to a minimum. Same procedures are primarily predictive and preventative based with a focus on periodic vibrational analysis, oil sampling and wear particle analysis, thermography and regular plant inspection schedules. -All maintenance operations regarding running plant,as well as during the annual plant overhaul are planned and approved through SAP, in order to monitor related labour and costings. -Exposure to interdepartmental re-structuring and voluntary leave programs.-Creation of annual maintenance budgets

Worked in the maintenance department, implementing plant improvement projects, improving plant safety conditions, creating safety and isolation procedures, solving problems on day to day running of plant keeping down time to a minimum, managing minor and annual overhauls, as well as continuous reverse engineering projects with a view of minimizing future spare parts costs.