John Stewart has over 30 years of experience in maintenance planning and asset management. He conducted a review of SSE's hydro operations that identified issues like a lack of clear asset management strategy and underutilized planning resources. As a result, he restructured the planning team, defined clear priorities, and developed processes to improve efficiency. Previously, he held various roles at Edinburgh Airport developing maintenance strategies using IBM Maximo and ensuring regulatory compliance. He has a strong background in electrical engineering and maintenance planning.

1. John Stewart
41 Orchardhead Road, Edinburgh, EH16 6HS.
Tel: 0131 664 4162; Mobile 07885 429 331
stewartjohn@btopenworld.com
CAREER HISTORY:
SSE, Renewable Operations Hydro
Clunie Power Station, Pitlochry PH16 5NF
Planning Manager, February2014 - present
Reporting directly to the Head of Hydro Generation, my first priority was to conduct a review
of the operational maintenance planning function. This was to identify areas of improvement
that would put planning at the core of the business, resulting in increased efficiency and
income.
This involved visiting the majority of the 65 sites across Scotland in order to engage with and
gather evidence from staff who were responsible for developing, implementing and delivering
the operational maintenance plan. This also included a review of the asset management
system (Maximo) and relevant procedures.
My key findings from the review indicated that:
1. The Hydro Management team did not provide a clear asset management strategy in
line with business objectives.
2. The Hydro Management team whilst understanding the key risks failed to
communicate and prioritise them effectively to staff.
3. That there were conflicts in prioritising work between the engineer, group and
operational teams.
4. The Planning Team was under resourced and had a mixture of skills and experience,
with their roles and responsibilities not aligning to the development of an effective
operational maintenance plan.
5. The asset management system was underutilised.
Through the review and understanding the wider Generation business objectives, I developed
a plan to implement the changes required to put planning at the core. This has resulted in:
1. Revising the Planning team roles and responsibilities, including the development of
training requirements.
2. Restructuring the Planning Team, employing additional people to Hydro without
increasing overall headcount within SSE.
3. Defining the terms of reference for planning meetings to enable the priorities for the
business to be clearly communicated.
4. Acting as subject matter expert on the asset management system, ensuring that
additional functionality was enabled.
5. Developing the processes and procedures for the asset management system.
6. Developing the reporting requirements to clearly demonstrate that the business is
managing its key risks.
7. As part of the management team, clearly defining the priorities through the annual
business review.
The findings, recommendations and improvement plan from the review were delivered to the
Head of Hydro and the Hydro management team. This was then delivered to the Renewables
Operations leadership team and Hydro Generation staff. All of my recommendations have
been adopted.
A professional with significant engineering and maintenance planning experience
gained within different industries. An effective communicator with strong technical
knowledge as well as a strong customer focus. I also have excellent people and
project management skills.

2. Summary of Main Duties:
 Management of the Hydro Planning Team enabling them to deliver the operational
maintenance tasks required for the safe and efficient operation of the Hydro Generation
Business.
 Planning and scheduling of tasks to maximise business efficiency and to minimise the
safety, health and environmental risks.
 Ensuring the available resources are fully utilised and tasks are allocated on a priority
basis.
 Defining of the correct tasks through maintaining the asset register and being fully
conversant with the maintenance strategy, statutory and regulatory requirements.
 Understanding the business risks, priorities and resource constraints, and working with
others to ensure that the right people, tasks, services and materials available to deliver
the plan.
 Specifying and scheduling the correct technical support services and allowing for
adequate site preparation.
 Making decisions in consultation with other departments and teams to maximise the
overall efficiency of the business.
 Developing, implementing and maintaining a quality improvement cycle, capturing
feedback and ensuring required changes are implemented, allowing effective review of
the overall maintenance strategy.
 Development of the £40 million capital and revenue budget plan in line with business
financial planning schedule.
 Planning multiple Hydro generation and contracted operational and maintenance tasks,
and capital projects, in an achievable and sustainable manner. This requires consultation
with all stakeholders, internal and external, to ensure the priorities of the business are
delivered.
 Development of the asset management system, Maximo and Maximo Mobile, specifying
where changes can be made to further optimise efficiency. Managing the maintenance of
the hardware used specifically to interface with Maximo ensuring sufficient equipment is
available at all times.
Edinburgh Airport Ltd, Edinburgh, EH12 9DN,
Maintenance Planning Engineer, July 2003 – 2014
During my career at Edinburgh airport, I successfully progressed to the position of
Maintenance Planning Engineer in 2006, having started initially in 2003 as a technician. I was
seconded as Maintenance Team Manager and was then asked to lead the Asset
Management Programme for the airport over a 2 year period. After successful completion of
that programme, I applied for the role of Maintenance Planning Engineer which I held until I
left in 2014. In addition to this, I also held the position of Authorising Engineer for the
Electrical Services Safety Rules for the Airport.
Notable achievements:
 Managed the HV/LV Network protection grading study in association with UK Power
Networks. Worked closely with the protection engineers in organising the remedial works
and associated shutdown of HV Substations.
 Developed the planned maintenance of the LV electrical systems within the main
Terminal Buildings and outlying properties. This involved liaison with a wide range of
important customers, including Special Branch, HM Borders and Immigration and
National Air Traffic.
 During my role as maintenance team manager, I was responsible for delivering the asset
management programme for the various business unit customers. I created a single
document that allowed the asset managers to access and review the information
regarding the integrity of their assets.

3.  Working closely with Kone and Terminal management, I delivered a project that identified
areas of failure in Lifts, Escalators and Passenger Conveyors. From the findings, a
number of recommendations were made to improve the availability of the equipment. This
resulted in the replacement of two lifts. It also resulted in less downtime of the equipment
and improved the quality and level of service given to passengers.
 Developed a customer survey that highlighted the need to improve and build effective
communications with customers. The survey acted as a catalyst for the department to
change practices by producing effective reports on the work being completed.
Summary of Main Duties
 Used IBM Maximo Asset Management software to develop and generate the planned
maintenance across the whole airport campus. This covered a wide range of assets,
including Lifts, Life Safety, HVAC, LV and HV Electrical Systems. This ensured that
customers could meet their statutory, budget, and asset performance targets.
 Developed service level agreements with key customers, which provided input to the
Facilities department budgetary process. Furthermore ensured that the asset life cycle
was communicated to the customer on an ongoing basis so that the capital replacement
could be timely effected.
 Understanding of current legislative, regulatory and benchmark standards (e.g. 17th
Edition, CAP 168 & SFG20) for asset maintenance developed the appropriate
maintenance strategies and continuously explored ways to improve the performance of
the assets.
 Responsibility for implementing and understanding benchmark standards for asset
management (i.e. ISO 55000), adopting best practice maintenance strategies and
continuously exploring ways to improve the performance of safety and business critical
assets.
 Used Maximo to measure plant availability, work efficiency, work closure and actual costs
compared to budget. Extracted learning and recycled findings into more effective and
efficient maintenance work plans.
 Ensured that forward resource forecasting was accurate, so that effective planning for
resources and skill availability could be achieved.
 Developed customer relationships and clearly communicated customer responsibilities for
the delivery of the maintenance strategy as well as assisting them in comprehensively
dispensing their Asset Management accountabilities.
 Ensured that new assets were delivered into the maintenance environment with fully
completed maintenance plans and budgets.
 Assisted the other Team Managers in the management of the direct employed labour
teams, the term contractors and 3rd party suppliers.
Scottish Power Generation June 1980 – June 2003
1980-1984 Completed electrical fitter apprenticeship at Hunterston power station.
1984-1985 Appliance repair and metering installations at Paisley service centre.
1985-1992 Electrical fitter at Cockenzie Power Station.
1992-1998 Deputy Team Co-ordinator
1998-2000 Production Support Engineer at Galloway hydro scheme (secondment)
2000-2003 Deputy Team Co-ordinator at Cockenzie Power Station

4. Education and Qualifications
17th Edition Wiring Regulations February 2011 City & Guilds
HNC Electrical and Electronic June 1996 SCOTVEC
NEBOSH General Certificate June 1996 NEBOSH
Training Courses
AP3 Authorised Person refresher course April 2011 (Develop Training)
MOD Authorising Engineer course (MS1) December 2009 (Develop Training)
PASS 55 Awareness course August 2009 (MCP Consulting and Training)
Positive Power and Influence course November 2008 (Sheppard Moscow)
Lean and Six Sigma course April 2008 (BAA)
Daily Leadership in Action course October 2005 (BAA)
Interests
I am passionate about travel both within Scotland and further afield and enjoy good food &
wine. I am enthusiastic about keeping fit, regularly going to the gym, golf and cycling. I also
have a full, clean driving licence.
References:
Available on request.