Hudbay Minerals U.S. Business Unit
Project, Risk Manager
Hudbay Minerals U.S. Business Unit, Tucson, Arizona, United States, 85718
About Hudbay
Hudbay (TSX, NYSE: HBM) is a copper-focused mining company with three long-life operations and a world-class pipeline of copper growth projects in tier‑one mining-friendly jurisdictions of Canada, Peru, and the United States. Hudbay’s operating portfolio includes the Constancia mine in Cusco (Peru), the Snow Lake operations in Manitoba (Canada), and the Copper Mountain mine in British Columbia (Canada). Copper is the primary metal produced by the company, complemented by meaningful gold production. Hudbay’s growth pipeline includes the Copper World project in Arizona, the Mason project in Nevada (United States), the Llaguen project in La Libertad (Peru) and several expansion and exploration opportunities near its existing operations.
The value Hudbay creates and the impact it has is embodied in its purpose statement: “We care about our people, our communities, and our planet. Hudbay provides the metals the world needs. We work sustainably, transform lives, and create better futures for communities.” Hudbay’s mission is to create sustainable value and strong returns by leveraging its core strengths in community relations, focused exploration, mine development and efficient operations.
Role Overview Project, Risk Manager
Reports To: Director, Project
Manager Once Removed: SVP, US Business Unit
Direct Reports: No
Job Type: Full-time, Regular
Location: Tucson, AZ
Working hours: Monday – Friday, 8 hour days.
Key Responsibilities
Implement, mature, and integrate the risk management framework across major capital projects supporting the enterprise risk management (ERM) structure of the organization.
Act as the primary risk interface between the Project Director and Project Manager, Corporate Enterprise Risk Management Leadership, the Executive Leadership Team (ELT), Integrated Project Team (IPD model), Operations, HSSE, Finance, Legal, Environmental, Permitting, and Community Affairs.
Ensure risk intelligence flows both upward (enterprise‑level visibility) and downward (project‑level execution decisions), enabling the organization to deliver mining projects safely, within budget, and on schedule.
Translate project‑level risks into enterprise risk categories (strategic, regulatory, operational, financial, reputational) and ensure alignment with corporate ERM frameworks, governance processes, and reporting cycles.
Present project risk profiles to Corporate Risk Department, Audit Committees, Toll Gate peer reviewers, and US Business Unit Management.
Map project risks to corporate risk registers and ensure cross‑functional mitigation alignment.
Integrate ESG‑related risks (environmental compliance, community impact, sustainability commitments) into project risk management.
Support enterprise‑level scenario planning, stress‑testing, and portfolio risk modeling.
Own and implement the Risk Management Plan throughout all project phases (FEED → Execution).
Ensure risk management activities align with ISO 31000, corporate standards, and U.S. mining regulations.
Lead the transition of risk maturity from conceptual/Select → FEED → Define → Execution.
Facilitate risk identification workshops, SME interviews, and cross‑functional assessments.
Maintain a comprehensive risk register capturing technical, commercial, execution, regulatory, and operational risks.
Mine‑Specific Risk Identification & Assessment
Capture and evaluate risks unique to U.S. mining, including:
Federal/state permitting (NEPA, EPA, USACE, BLM, USFS, MSHA).
Geotechnical/geological uncertainty and resource definition.
Land access, tribal relations, community consultation, and environmental justice considerations.
Remote‑site logistics, infrastructure, climate conditions, water rights, and power supply.
Engineering design maturity and process technology readiness.
Construction execution constraints (labor availability, union/non‑union conditions, contractor capability).
Commodity market volatility and supply chain disruptions.
Classify risks using enterprise‑aligned consequence/likelihood criteria for HSE, schedule, cost, environment, reputation, and strategic impact.
Qualitative & Quantitative Risk Analysis:
Lead qualitative assessments to prioritize risk impact areas.
Coordinate third‑party CSA/SRA/CRA (Cost & Schedule Risk Analysis) to quantify exposure and establish contingency.
Ensure risk‑adjusted forecasts feed into enterprise financial planning, capital allocation, and contingency governance.
Conduct Monte Carlo simulations and scenario assessments for enterprise review.
Mitigation Planning, Treatment & Controls Assurance:
Ensure risk owners develop mitigation actions aligned with corporate risk appetite.
Challenge and validate the effectiveness of planned controls at both project and enterprise levels.
Integrate treatment plans into the overall execution strategy, contracting strategies, and procurement plans.
Confirm mitigations meet ERM standards, including documentation, traceability, and KPIs.
Review control effectiveness throughout project phases, adjusting recovery plans as required.
Monitoring, Reporting & Governance:
Maintain a real‑time risk register for the Copper World project, key risks aligned to Hudbay risk threshold roll up to the enterprise risk register.
Provide regular dashboards, heat maps, and risk intelligence to:
Project Leadership Team
Corporate Risk Department/Committee
US Business Unit Leadership Team
Finance and Audit Committee
Track emerging risks, risk trends, and deviations.
Support stage‑gate approvals and readiness reviews (Select → FEED → Define → Execution).
Ensure integration with project controls, cost and schedule reporting, and change management.
IPT, Contractor, and Stakeholder
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The value Hudbay creates and the impact it has is embodied in its purpose statement: “We care about our people, our communities, and our planet. Hudbay provides the metals the world needs. We work sustainably, transform lives, and create better futures for communities.” Hudbay’s mission is to create sustainable value and strong returns by leveraging its core strengths in community relations, focused exploration, mine development and efficient operations.
Role Overview Project, Risk Manager
Reports To: Director, Project
Manager Once Removed: SVP, US Business Unit
Direct Reports: No
Job Type: Full-time, Regular
Location: Tucson, AZ
Working hours: Monday – Friday, 8 hour days.
Key Responsibilities
Implement, mature, and integrate the risk management framework across major capital projects supporting the enterprise risk management (ERM) structure of the organization.
Act as the primary risk interface between the Project Director and Project Manager, Corporate Enterprise Risk Management Leadership, the Executive Leadership Team (ELT), Integrated Project Team (IPD model), Operations, HSSE, Finance, Legal, Environmental, Permitting, and Community Affairs.
Ensure risk intelligence flows both upward (enterprise‑level visibility) and downward (project‑level execution decisions), enabling the organization to deliver mining projects safely, within budget, and on schedule.
Translate project‑level risks into enterprise risk categories (strategic, regulatory, operational, financial, reputational) and ensure alignment with corporate ERM frameworks, governance processes, and reporting cycles.
Present project risk profiles to Corporate Risk Department, Audit Committees, Toll Gate peer reviewers, and US Business Unit Management.
Map project risks to corporate risk registers and ensure cross‑functional mitigation alignment.
Integrate ESG‑related risks (environmental compliance, community impact, sustainability commitments) into project risk management.
Support enterprise‑level scenario planning, stress‑testing, and portfolio risk modeling.
Own and implement the Risk Management Plan throughout all project phases (FEED → Execution).
Ensure risk management activities align with ISO 31000, corporate standards, and U.S. mining regulations.
Lead the transition of risk maturity from conceptual/Select → FEED → Define → Execution.
Facilitate risk identification workshops, SME interviews, and cross‑functional assessments.
Maintain a comprehensive risk register capturing technical, commercial, execution, regulatory, and operational risks.
Mine‑Specific Risk Identification & Assessment
Capture and evaluate risks unique to U.S. mining, including:
Federal/state permitting (NEPA, EPA, USACE, BLM, USFS, MSHA).
Geotechnical/geological uncertainty and resource definition.
Land access, tribal relations, community consultation, and environmental justice considerations.
Remote‑site logistics, infrastructure, climate conditions, water rights, and power supply.
Engineering design maturity and process technology readiness.
Construction execution constraints (labor availability, union/non‑union conditions, contractor capability).
Commodity market volatility and supply chain disruptions.
Classify risks using enterprise‑aligned consequence/likelihood criteria for HSE, schedule, cost, environment, reputation, and strategic impact.
Qualitative & Quantitative Risk Analysis:
Lead qualitative assessments to prioritize risk impact areas.
Coordinate third‑party CSA/SRA/CRA (Cost & Schedule Risk Analysis) to quantify exposure and establish contingency.
Ensure risk‑adjusted forecasts feed into enterprise financial planning, capital allocation, and contingency governance.
Conduct Monte Carlo simulations and scenario assessments for enterprise review.
Mitigation Planning, Treatment & Controls Assurance:
Ensure risk owners develop mitigation actions aligned with corporate risk appetite.
Challenge and validate the effectiveness of planned controls at both project and enterprise levels.
Integrate treatment plans into the overall execution strategy, contracting strategies, and procurement plans.
Confirm mitigations meet ERM standards, including documentation, traceability, and KPIs.
Review control effectiveness throughout project phases, adjusting recovery plans as required.
Monitoring, Reporting & Governance:
Maintain a real‑time risk register for the Copper World project, key risks aligned to Hudbay risk threshold roll up to the enterprise risk register.
Provide regular dashboards, heat maps, and risk intelligence to:
Project Leadership Team
Corporate Risk Department/Committee
US Business Unit Leadership Team
Finance and Audit Committee
Track emerging risks, risk trends, and deviations.
Support stage‑gate approvals and readiness reviews (Select → FEED → Define → Execution).
Ensure integration with project controls, cost and schedule reporting, and change management.
IPT, Contractor, and Stakeholder
#J-18808-Ljbffr