Scott Baillie

Infantry Soldier - 4th Battalion, The Royal Yorkshire Regiment 2022-2025, 6th Battalion The Rifles 2025 - present.

My role as "Owner's Representative" is to work alongside the Strategic Project Manager to ensure that all projects and installations are completed in a safe and timely manner whilst the end product conforms to all internal Heineken and external standards. This involves working with the safety and quality specialists in particular to achieve this. Additionally. building good working relationships with suppliers and installation teams has been crucial to our success. The projects we have implemented have significantly increased Brewhouse capacity by 20% (around 20 brews per week), increased cellar capacity, and improved process quality and reporting. We have also installed a 30hL craft brewhouse and fermentation vessels. The installations we have implemented are: New Maize Silo Block Milling upgrade - both mechanical and civil works Brewhouse capacity upgrade - Premasher installation, MCV installation, Whirlpool x2 Brewing hot water system upgrade Brewhouse instrumentation installation Installation of MES software for reporting. I have also optimised Brewing recipes to increase department capacity by better utilising cellar space - generating an increase of 4% capacity.

Working in what is considered Heineken's most complex Brewery in it's network brings it's own unique challenges. I manage a large team of 9 operators plus 2 technicians who manage 6 yeast varieties, 5 different grain varieties and wort streams which run into the double figures. This means that we deal with complexity on a daily basis, and has provided me with the skills necessary to facilitate the efficient running of a brewery of this size and complexity. Forming a strong and flexible team is crucial - and this can only be achieved through hiring the best candidates to my team but also performance management can be necessary. I have worked across 2 shifts in the brewery bringing my style to each of these teams. Additionally, I firmly believe in getting people emotionally invested in the process of Brewing as we cannot produce brilliant beers without passion. Technically, I provide the knowledge to my team and department to undertake both simple and complex problem solving routes to drive down losses. I am particularly enthused by technical quality related problem solving. This problem solving can range from RCFA to Kaizen or Defect reduction teams. I am also a member of the Site Guiding team, ensuring that our site has the correct vision and ensures an effective execution of our plan for the site. I also spent 4 months away from my shift, assisting the Projects team to ensure that Operational needs were met during commissioning of our new BrewMaxx software system. This included ensuring day-to-day plans were completed, despite the commissioning, creating snagging lists, desnagging, optimisation of the Brewing process and chairing daily project meetings to ensure that actions were being completed by all parties.

My first year spent in the Heineken UK graduate program was spent at Heineken UK's "Global Home of Cider", namely the Heineken Hereford (Bulmer's). During the time I spent here was crucial for me in so many ways. Firstly, I spent the beginning 3 months working on the shop floor in both the Fermentation and Process departments. This allowed me to develop a deep insight into the inner workings of how a cidery functioned and how the process flowed. I feel this is experience that may be a once in a career opportunity. The next 9 months I spent training as, and becoming a Shift Manager/Team Leader. Working through teams and the use of the TPM methodology to drive results in KPIs such as safety, extract loss and microbiology was the bread and butter of this role. However, this role was one where I was allowed to develop my own style and I began a period of learning and improving myself to try to hone my coaching capabilities to achieve the results that were required from the teams. This modern approach is one that I feel all line managers should aspire to, rather than the tired old cliches of management, and it is a skill I hope to further develop in future. I left the Hereford site to join the Tadcaster site as part of the Quality and Technical services function in September 2014. My role in the Quality and Technical services is working as part of Technical Implementation, mainly for new product innovation (NPI) but also in consumer value engineering (CVE). This job shall give me experience in a different side of the business, NPI and also allow me to develop my project management skills on important CAPEX projects which are being worked on at this site.

Working as part of the CVE team at Heineken's head office, I am undertaking a six week Competitor Benchmarking project, before moving on to a more permanent role.

Working as part of the TPM team on site I quickly because familiar with all aspects of loss reduction such as Kaizen teams and 5-Why analysis I also began to appreciate the use of the Pillar system in TPM, in which I participated in projects with the Safety pillar and the QA pillar. I worked on an individual project, a QA Matrix, which allowed me to identify faults in the process stream in the brewhouse. Additionally I worked in the bottling hall for 4 weeks which allowed me to gain an insight into how a packaging line is run on a day-to-day basis. This experience allowed me to not only gain valuable industry experience, but also to improve team building and management behaviors.