(*) As a measure of confidentiality, the identity of the interim manager and the client are changed
1. BACKGROUND
The group/client is an independent French company specialising in energy and environmental services. Its vocation is to design and implement energy and environmental efficiency solutions for local authorities and companies.
Within the waste recovery units department, the client developed electricity production activities through the methanization of organic waste.
For a metropolis in France, more than 100,000 tonnes of household waste, industrial bio-waste and green waste are now transformed into electricity, heat and standardised compost for agriculture. The customer is the awardee of a Public Service Delegation Contract renewed on January 8, 2020 for 25 years. Originally commissioned in 1989. Through this renewal, a substantial investment plan has been carried out by the company (€45 million: recent construction of a Bio-deconditioner improving the treatment of bio-waste and a by-product management workshop (preparation of a solid recovered fuel – SRF)).
The site has 40 employees. It is led by a Site Manager whose responsibility is a full P&L responsibility. He is assisted by at least one Deputy Director (also Technical Manager) and one Maintenance Manager.
2. DISPOSITION
The current director of the site, who has been in office for a year, has announced his resignation. Despite his technical skills, gaps in management and customer representation were identified. The Deputy Director, recognized for his potential, expressed his interest in the position of Director, however, requiring support to overcome his weaknesses identified by an assessment firm.
3. MISSION
The main missions, in addition to taking overall responsibility for the site, will be:
1- HR and Management
– Support the entire site team to improve the coordination of all internal and external stakeholders at the site and the Group, re-set priorities, and redress a pre-existing managerial situation.
– Individually support the Deputy Director in taking responsibility for the site at the end of the mission. Train them in the management of a P&L and all its consequences in terms of overall responsibility. Work in particular on the areas for improvement identified by the assessment firm. With the support of the division’s HR Department, formally establish the milestones and indicators that will best measure its progress and performance. Putting yourself in a position to take part in the decision that will lead to your new responsibility or not.
2- Final acceptance of the new installations
The work, some of which was subcontracted to an Italian manufacturer, was the subject of 400 reservations. These reserves are not covered by the subcontractor. If the status quo were to continue, a judicial settlement cannot be ruled out. The interim manager is expected to manage the situation by engaging in rigorous and methodical monitoring of the end of the work and the reserves. Challenge, in particular, subcontractors to obtain a final acceptance. Work in coordination with the Group to achieve this. Rely on the Legal Department if necessary.