1. Donald H Miller Career History.
2015 Sustainability Manager
Establishing a Sustainability Team, recruiting a new function based on the Environment team and
establishing new goals for the organisation.
 OFGEM rewards with £8m potential
 Environmental compliance and improvement
2014 – 2015 Head of Asset Management Energy Networks Asset Management
Management of Asset Team, feeding price control and reorganisation teams with expert resources while
continuing to provide expertise on the ongoing CAPEX programmes and operational activities.
 Recertification to PAS55,
 Management of Engineering Standards Programmes
 Simplification of the Asset Management System
 Breaking through to answers on a number of business process issues
 Maintaining team engagement during a difficult restructure
2011 – 2014 Strategic Programmes Manager Energy Networks Asset Management
Lead on programme covering UK, Spain, Brazil and USA. Coordinating across 4 time
zones and 4 executive teams to deliver common approaches to key asset management
topics.
 Established Global policy, guidance and tools for key processes.
 Maintained delicate balance between corporate aspirations, country capabilities and
cultural differences.
 Hosted international workshops with business leads from each country.
 Supported Asset Strategy & Network Programmes Director with interfaces to other
directorates and business wide programmes, in particular Operational Excellence
deployment.
 Council Member for Institute of Asset Management (IAM) representing the views of
Patrons.
 Collaborated on revision of Asset Management an Anatomy for IAM.
2010 - 2011 – Group Health & Safety Manager
Implementation of the DNV ISRSv8 protocol in ScottishPower and deployment of
Cintellate as a ScottishPower integrated Risk, Incident, Audit, and Action Management
platform.
 Set system structures and business processes.
 Standardised reporting across all SP businesses for incidents aligned to Global
needs as well as UK legal requirements.
 Devised and delivered role based training needs analysis for whole corporate
functions linked to business training records, course catalogue and individual training
needs assessments.
2006 – 2010 Asset Management & Project Services (AMPS) Manager.
Full project life-cycle responsibility from Capital planning to commissioning and handover
 Member of the Generation Management Team.
 Managed direct team of 4 with 22 indirect and circa 25 agency staff.
 Responsible for selection and delivery of CAPEX programmes across all
Generation sites.
 Resolved commercial and technical disputes with major suppliers. eg Alstom, Weirs
& Rainsway.
 Delivered step change in process and culture within CAPEX delivery.
 Achieved ISO 9001 Certification for Project Quality Management System.
 Presented at international conference on development of Asset Management

2. approach with SP.
 Member of Institute of Asset Management Industrial Patrons Group.
 Project Sponsor for PAS55 implementation in Energy Wholesale.
 Project Champion and Sponsor for Cintellate deployment in Energy Wholesale,
including process design.
 Group Health & Safety Standards Champion for Change Management, promoting
good practice and standardisation of process across the business.
 Facilitated Contractor Management Process development by AMPS H&S Manager
which was rolled out to all of Energy Wholesale. Including documented CDM
processes, vendor assessment, toolbox talk manuals and audit protocols. The
approaches my team developed have subsequently been sold by SP to other utilities.
 Promoted mutli-objective investment optimisation portfolio selection approach, first
deployment in non regulated sector as far as I am aware. These specifications and
processes have subsequently been sold by SP to other utilities.
2005 – 2006 Asset Investment & Project Support Manager.
Expanded team to integrate another function, in addition to Asset Investment
Responsibilities.
 Managed team of 13 mixed specialists.
 Responsible for provision of all non engineering support to CAPEX programme.
 Refocussed team on delivery of a Management System to support Project Delivery.
Developing a new visualisation of the system to facilitate adoption.
 Enhanced CAPEX reporting and central planning applications.
 Oversaw integration of Investment, Revenue and Performance Plans for plants.
 Acted for Asset Management Dir for 3 months, providing oversight of £54M CAPEX
programme and maintaining momentum for the programme.
2004 – 2005 Asset Investment Manager.
Asked by Asset Management Dir & MD to take on role following unsatisfactory audit rating.
 Managed release of £40m annual CAPEX to meet Business Goals.
 Closed down programme backlog establishing good business controls.
 Re-aligned team to meet internal customer requirements.
 Established best practice sharing links with other Scottish Companies and UK
Utilities.
2003 –2004 6sigma Implementation Manager.
Increased Business Focus on improvement due to increased competitive pressures.
 Business Lead on all aspects of deployment. Project selection, Black Belt
recruitment, staff communications, programme tracking and reporting.
 Devised and delivered implementation plan to move from 4FTE to 18FTE on
improvement activity.
 Created development path for external recruits to pass through team into line
positions.
2002 – 2003 Asset Performance Manager.
Recalled from secondment to implement Balanced Scorecards in Generation Business.
 Established standards for all operational metrics and oversaw target setting for all sites.
 Technical lead on Process Dimension of Scorecard.
 Initiated and lead working groups on inter-business issues and interface / transfer price
metrics.
2001 – 2002 Strategic Change Manager.
Seconded to UK Corporate Hub to working with UK Energy Business Director.

3.  Ensured consistency and prompt delivery of UK Business Plan acting in a
programme manager role.
 Worked closely with PWC on process design for new trading processes.
1999 - 2001 - Thermal Performance Manager.
Role changed to cover Business Performance issues in Thermal sites with view to
expansion of the business by acquisition and the establishment of common management
systems.
 Specified and co-ordinated development of intranet based Management Information
System by in house IT staff. Delivered on time and on budget £110k
 Devised simple data exchange mechanism, negating need for bespoke software.
 Championed review of internal reporting, removing significant effort and duplication
from reporting system.
 Quality Co-ordinator for Longannet Power Station, Producing Quality Manual, O&A
and Audit plan and protocol for site in line with ISO9002 requirements.
 Championed introduction of Process Mapping Methodology and tools within
Generation Business as corner stone of Business Process Improvement and increased
operational transparency.
 Primary contact for Risk and Controls Framework - operation and maintenance of
generating plant.
 As first Chairperson of Generation Forum, established Constitution for new body to
promote consultation with and involvement of staff on Personal Contracts in matters of
common interest.
1999 - 1999 - Performance & Environment Manager, Fossil Group.
Promoted to manage newly formed Performance & Environment Function for
ScottishPower’s coal fired Generation Assets. 3,600 MWe Generation Capacity
 Transferred best practices in plant performance and environmental management
across sites.
 Liased with a range of internal and external agencies, particularly Scottish
Environment Protection agency (SEPA) for Integrated Pollution Control review and
Waste Management Licence issues.
 Co-ordinated responses to SEPA across sites.
 Created new system for determination of Landfill Tax Liability & presented to
Customs & Excise, saving £250k pa in tax liability.
 Demonstrated commitment to making the best use of IT in transferring functions to
the lowest skill level possible and capturing the expertise of staff in systems.
 Devised, tendered and negotiated outsourced Coal & Ash contract £4.2M pa for 5
years. First line activity outsourced in Generation Business. First cross site major
contract placed.
1997 - 1999 - Performance and Systems Manager, Longannet Power Station
Promoted to reflect increased role.
 Restructured Performance & Environment Functions at Longannet & Cockenzie
Power Stations.
 Responsible for all IPC and ISO14001 issues.
 Co-ordinated all audits other than safety. Fuel Management, Insurance Risks,
Operational Risks, Environmental.
 Chaired Local Panels of Enquiry into Accidents.
 Introduced monitoring system for all Management Actions from Audits &
Investigations, allowing active monitoring of line managers implementation of
recommendations.
 Developed in house document control process using Microsoft tools, for Longannet

4. Power Station.
 Specified Intranet based Document Control System, subsequently adopted by
Generation Business.
 Responsible for improvement of "the management system".
 Oversight of coal quality, Investigating anomalies and agreeing quantities with
ScottishCoal
 Outsourced fuel sampling and performance monitoring equipment.
 Developed new products with vendors, which have subsequently gone into
commercial production. AshProbe by Bretby Gamma-tech.
1993 - 1997 - Performance Engineer, Longannet Power Station
Promoted to revitalise Performance Function after loss of key staff.
 Rebuilt team to 17 from 6, selecting new staff and performance managed low
achievers.
 Integrated Fuel Accounting and Environmental activities into Performance Function.
 Monitored and reported on all aspects of plant performance.
 Introduced contractors to Plant Testing in Generation Business.
 Co-ordinated all plant testing with grid control, station operations and third party
contractors,
 Preparation and evaluation of technical reports and investment cases.
 Trained staff, identified needs, selected and designed courses, delivered some of
material.
 Presented to senior management and external bodies - including IMechE on range
of performance topics.
 Major contributor in the use of IT for performance monitoring and plant
investigation.
 Prepared justification for new Distributed Control System (DCS) for station.
 Championed Added Value Applications for DCS, Boiler Optimiser, Dispatch
Monitoring and Reporting System.
 Lobbied for and introduced efficiency-related bonus for all staff.
1990 - 1993 - Assistant Engineer, Cockenzie Power Station
 Budget Control.
 Preparation of contract and technical specifications through tender appraisal,
contract award and operation.
 Monitored performance and condition of auxiliary plant items.
 Supervised industrial staff both maintenance and operations.
 Restructured section, resulting in a reduction in staff from thirty-two (skilled, semi-
skilled and non-skilled) to sixteen. This restructure was a first in terms of flexibility and
competency based rewards for the division.
 Specified new works control package for Cockenzie Power Station. Specification
subsequently used in replacement of works control system for Generation Division of
SSEB
1989 - 1990 – Researcher for Goodwill
Seconded to Scottish Business in the Community, first SSEB employee selected for a
career development secondment.
1987 1989 - Graduate trainee, Generation Operations SSEB.
Two-year structured training programme