EVP – Risk and Resilience — Manufacturing-Technology Programme

The mandate

A semiconductor manufacturing-technology programme is transitioning equipment, process modules and digital infrastructure to support a new product roadmap. Critical capabilities rely on concentrated vendors, proprietary service access and specialist knowledge. Programme reporting treats each dependency separately and assumes recovery routes that have not been tested. The urgent replacement EVP – Risk and Resilience will establish one view of whether the roadmap can survive credible interruption.

Approximately 950 employees and material partners fall within the programme. The EVP owns enterprise and programme risk, continuity, third-party resilience, cyber coordination, crisis exercises and executive reporting. Engineering and operations own delivery; risk defines appetite, challenges assumptions and verifies recovery.

Equipment resilience includes more than spare parts. Remote diagnostics, calibration, field engineers, firmware and proprietary tooling may all be required. The EVP will map full service chains and test what can be performed lawfully and safely during vendor or logistics disruption.

Technology transfer can create single points in recipes, reference material, IP and experts. Alternate capability is only real after qualification at representative conditions. Paper contracts and untested backup sites will not be counted as recovery.

Cyber and intellectual-property risk intersect with uptime. Vendor connections and engineering data require least privilege, monitoring and recovery. Disabling access indiscriminately can impede maintenance; leaving it permanent creates exposure. The leader will govern safe emergency access and evidence.

Roadmap decisions need risk-adjusted stages. A product should not retire its predecessor capability before new yield, supply and recovery meet agreed thresholds. Cumulative exceptions require executive acceptance and expiry.

Material and consumable dependencies can be as decisive as equipment. Special gases, chemicals, masks, reference wafers and contamination-control items may have long qualification paths or transport restrictions. The EVP will trace sub-tier origin, shelf life and alternate qualification and will ensure safety stock is based on disruption duration rather than arbitrary days.

People resilience requires named proficiency, not organisational coverage. A process module may have several assigned engineers while only one can interpret a rare excursion or recover a proprietary tool. The risk leader will identify such judgement, require paired practice and test succession during exercises. Retention risk will enter roadmap gates where knowledge cannot be replaced on schedule.

External utilities and site infrastructure will be included in scenarios. Stable power, cooling, clean environments, secure networks and specialist waste handling may fail together during severe events. The EVP will test load shedding, safe shutdown, controlled restart and sample integrity with facilities and technical teams rather than relying on generic office continuity plans.

Insurance and contractual remedies do not restore capability. Policies may exclude known conditions, cyber-physical loss or delay without property damage, while supplier damages rarely cover customer impact. The EVP will expose uninsured downside and claims evidence to sponsors and prioritise physical recovery over nominal financial protection.

Public and customer communication will be exercised with technical facts, decision authority and protected information clearly separated before a real disruption occurs.

The former leader left unexpectedly during programme reorganisation. Interim assurance protects urgent approvals but cannot sustain the transition. The onsite Chennai appointment has direct executive access.

What you will own

• Map equipment, service, IP, supplier, cyber and knowledge dependencies.
• Set transition risk appetite and evidence for irreversible roadmap gates.
• Verify alternates, recovery time and emergency-access arrangements.
• Lead exercises across vendor, logistics, cyber and technical failure.
• Govern third-party concentration and cumulative exceptions.
• Protect predecessor capability until replacement resilience is proven.
• Report independent risk and accepted downside to sponsors.
• Build risk capability close to engineering operations.

The first 12 months

In the first 45 days, identify roadmap gates and critical dependencies, challenge recovery claims and test the highest-consequence vendor chain. Pause irreversible actions without evidence.

By month six, establish risk thresholds, qualify priority contingencies and conduct an integrated disruption exercise. Close severe findings and embed risk evidence in programme approval.

At twelve months, independently verify recovery for 95% of critical dependencies, reduce unmitigated single points by 60% and close high-risk exercise actions on time. No roadmap delay or material security event should arise from a known unaccepted dependency. Every retirement gate must include tested recovery and named acceptance.

What the sponsor will measure

• Dependencies mapped through the full technical service chain.
• Alternate capability tested rather than contractually assumed.
• Cyber protection compatible with safe equipment support.
• Predecessor capability retained until transition evidence is sufficient.
• Combined exceptions visible before roadmap commitments.
• Risk challenge changing decisions without becoming programme ownership.

The person

You bring 22–28 years in semiconductor risk, manufacturing technology, resilience, operations or cyber-physical assurance. You have challenged a technology transition and tested supplier or equipment recovery. General enterprise-risk reporting without technical evidence is insufficient.

Your prior remit should cover at least 700 employees and partners or ₹5,000 crore of programme assets. Evidence must include an alternate that failed testing, an emergency vendor-access control and an irreversible gate you delayed.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable linked to resilience, transition gates, exercised recovery, control and leadership. The Chennai appointment is permanent and onsite, with accountability to the Group Chief Executive or designated executive sponsor. Prompt transition is required.

Confidentiality

The programme, roadmap, equipment, vendors, IP, security and recovery plans remain confidential. Detail follows suitability, conflicts and signed confidentiality. Applicants must not contact vendors or employees to infer the enterprise.