Utilities Renovation Lead, Baddi

Job Description Utilities Renovation Lead, Baddi ROLE PURPOSE The Utilities Renovation & Infrastructure Lead will own and drive the end-to-end transformation of the plant's Utilities and Infrastructure systems — moving from reactive/breakdown management to a fit-for-purpose, reliable, and cost-optimized Utilities ecosystem.

This role is responsible for leading the assessment, consolidation, renovation, and modernization of all utility assets and plant infrastructure, including Electrical/DGs, Chillers, Boilers, Compressors, ETP, Drainage, Docks, and supporting infrastructure.

The role will drive a structured "Current State → Future State → Upgrade/Consolidation" approach across all utility functional blocks, while building internal ownership, reducing contractor dependency, and embedding sustainable AM/PM practices.

The role is focused on strategic asset planning, infrastructure renovation leadership, and capability building rather than day-to-day maintenance execution.

KEY RESPONSIBILITIES Utilities Assessment & Renovation Strategy - Lead a comprehensive assessment of all utility functional blocks — ETP, Chillers, Boilers, Compressors, Electrical/DGs, Docks/Water & Drainage — to establish current state, capacity gaps, and 5-year future state requirements. - Develop and execute a structured Keep / Upgrade / Consolidate / Retire strategy for all utility assets (9 DGs, 5 Chillers, 6 Boilers, etc.) to unlock significant Opex, maintenance, and energy savings. - Drive the renovation and modernization of ageing utility infrastructure, including electrical bus-bar systems, chiller capacity optimization, drainage redesign, steam line safety upgrades, and ETP reliability improvements.

Asset Consolidation & Cost Optimization - Validate right-sized capacity for the next 3–5 years across all utility systems and develop business cases for consolidation and investment prioritization. - Identify and deliver major savings opportunities through asset consolidation, redundant asset retirement, and energy efficiency improvements. - Establish and execute a scrap and obsolete asset monetization strategy, building the right vendor ecosystem to maximize value recovery while managing local/geopolitical constraints.

Infrastructure & Space Management - Create dedicated, controlled zones — Asset Yard, Scrap Yard, and CWIP Area — with clear segregation, ownership, and controls. - Drive removal of redundant piping, materials, and obsolete equipment to improve space utilization across the Utilities area. - Lead infrastructure upgrades including boundary wall restoration, dock waterlogging resolution, and overall plant facelift initiatives.

Safety, Compliance & Risk Mitigation - Identify and eliminate critical safety risks, including exposed hot steam lines, moisture ingress in electrical systems, and ETP choking/shutdown risks. - Ensure compliance with safety, statutory, and environmental requirements across all utility and infrastructure systems. - Drive energy optimization and sustainability initiatives across the site. - Champion safe work practices and technical governance in all renovation and upgrade activities.

Reliability & Operational Excellence - For each utility functional block, establish: Current State → 5-Year Future State → Capacity/Gap Assessment → Upgrade/Consolidation Plan → Clear R&R → AM/PM Standards. - Improve utility reliability, uptime, and performance — targeting elimination of GE losses from utility breakdowns (e.g., bus-bar failures, chiller off-centerline operations). - Lead root cause analysis for utility failures and drive sustainable corrective actions. - Improve key reliability metrics including utility uptime, energy efficiency, and maintenance effectiveness.

Ownership, Capability Building & Contractor Dependency Reduction - Build stronger internal ownership, capability, and accountability within the MDLZ utilities team. - Develop a deliberate plan to reduce contractor dependency by transferring critical skills and knowledge to internal staff. - Coach and develop technical leaders in reliability, AM/PM practices, and basic-condition restoration. - Free up the internal team from firefighting and day-to-day issue resolution to focus on structural improvement and preventive practices.

Stakeholder Management & Project Execution - Interface with BDE/Engineering teams to secure dedicated capability for driving utility upgrades (beyond site PM team capacity). - Collaborate with Procurement to establish the right vendor strategy (e.g., partners like L&T) with technical mastery and ability to navigate local market constraints. - Coordinate with Plant Leadership, Supply Chain, and Corporate Engineering to align on 5-year capacity and asset consolidation approach. - Own utilities renovation and infrastructure budgets; support capital project business cases and investment prioritization.

WHAT SUCCESS LOOKS LIKE - Validated 5-year utility capacity plan with clear Keep/Upgrade/Consolidate/Retire roadmap executed on schedule. - Significant reduction in utility-related breakdowns, GE losses, and unplanned downtime. - Measurable Opex, maintenance, and energy cost savings through asset consolidation and right-sizing. - Elimination of critical safety risks (exposed steam lines, electrical moisture ingress, ETP choking). - Dedicated Asset Yard, Scrap Yard, and CWIP areas established with clear controls. - Maximized value recovery from scrap and obsolete asset monetization. - Reduced contractor dependency with stronger internal ownership and capability. - Improved utility reliability, energy efficiency, and AM/PM maturity across all functional blocks. - Best-in-class safety and compliance performance across utilities and infrastructure.

IDEAL CANDIDATE PROFILE - Bachelor's Degree in Mechanical, Electrical, Instrumentation, Electronics, or Industrial Engineering. - 12+ years of experience in Utilities Management, Plant Engineering, Infrastructure Projects, or Maintenance & Reliability leadership roles — pre