Operations Manager

The Operations Manager maintained a strong safety culture across operational areas.

• Safety risks were identified, reported and addressed with urgency.
• Incidents, near misses and unsafe conditions were reported, investigated and actioned within required timeframes.
• Corrective actions were followed through to reduce repeat incidents and support safer work practices.
• Staff were guided, coached and corrected where unsafe behaviour occurred.
• Safety compliance was treated as a core business requirement and integrated into daily operational decisions.
• The role supported the target of zero lost time injuries and improvement against previous medical treatment injury rates.

The Operations Manager supported stronger profitability through cost control, labour efficiency, reduced wastage and better use of operational resources.

• Production costs, energy use, labour deployment, wastage and process losses were monitored and addressed.
• Plans were developed to reduce unnecessary cost across departments while maintaining output and quality standards.
• Opportunities for innovation and product improvement were progressed with the relevant operational and management groups.
• The role helped align operational decisions with commercial outcomes, including cost reduction, production reliability and improved business performance.

The Operations Manager managed production output to support growth and meet demand.

• Operational activities were planned, monitored and adjusted to improve productivity and reduce production disruption.
• Work practices were reviewed to improve efficiency, consistency and effectiveness.
• Machinery and equipment maintenance was monitored against schedules.
• Critical spare parts, maintenance priorities and operational workarounds were managed to reduce downtime.
• Material management, production quality, output targets and compliance with specifications were strengthened.
• The role supported reliable production performance across manufacturing, engineering and project functions.

The Operations Manager maintained quality standards required for local and export markets.

• Quality systems were supported across operations, including HACCP, GFSI and Organic Certification requirements.
• Audit readiness was maintained through proper documentation, records management and process discipline.
• Product issues were addressed with urgency to protect customers, brand standards and regulatory compliance.
• Operational documentation was reviewed for currency, compliance and effectiveness.
• The role promoted a quality compliance culture across departments and supported the target of zero regulatory breaches.

The Operations Manager led operational staff with consistency, fairness and accountability.

• Staff performance was managed against agreed outcomes, work standards and company expectations.
• Regular structured discussions were held with staff to review performance, address issues and support improvement.
• Staff were required to comply with contracts, working conditions, policies and operational procedures.
• Serious disciplinary matters were managed in consultation with the HR Director.
• Positive workplace behaviours were modelled, including punctuality, reliability, urgency and completion of tasks on time.
• The role strengthened staff accountability and supported a more disciplined operating environment.

The Operations Manager supported staff development through mentoring, on-the-job training and reinforcement of company policies.

• New recruits and existing staff received practical guidance to improve performance and operational understanding.
• Training activities were aligned to business outcomes and staff development needs.
• Succession planning was supported across departments, with key roles and potential successors identified for development.
• The role reinforced expected conduct, operational standards and leadership behaviours.
• Staff capability improved through structured guidance, performance feedback and practical workplace learning.

The Operations Manager provided timely, accurate and complete reports on the operating condition of relevant departments.

• Operational information was used to support better planning, resource allocation and management decisions.
• Production plans, budgets, administration plans, purchasing plans, rostering and authority levels were managed within the role’s decision-making scope.
• Recommendations were provided on safety initiatives, internal promotions, IT improvements, purchasing processes, storage plans, policy development and operational systems.
• The role supported stronger management oversight through clear reporting, practical recommendations and disciplined follow-up.

The Operations Manager worked with management, technical staff, production staff and suppliers to support operational outcomes.

• Internal coordination supported strategic planning, project delivery, reporting, asset maintenance, production performance, cost control and quality output.
• Supplier engagement supported quotations, specifications, technical advice and confirmation of materials and machinery.
• The role improved operational coordination by linking production needs, technical requirements, staff management and business priorities.
• This supported better planning, faster issue resolution and stronger delivery across operational functions.