JOB PROFILE

1. POSITION DETAIL

1. CURRENT JOB TITLE Chief Financial Officer 2. JOB GRADE E4

3. PROPOSED JOB TITLE Chief Financial Officer

4. JOB CODE

5. DEPARTMENT Finance

6. DATE REVIEWED 20.02.2017

7. LOCATION Rosslyn

8. EMPLOYMENT STATUS Fixed Term Contract

PURPOSE STATEMENT

Provides strategic direction to the AIDC, and manages the organization’s financial and

compliance risks. Responsible for financial division (Project finance, Operational Finance,

Payroll, Procurement and Shared Services to Projects and Financial Systems) and record-

keeping, responsible to achieve service excellence in the provision and maintenance of sound

financial management by utilizing best practice principles, as well as financial reporting to the

Board and Stakeholders. The incumbent will also be responsible for managing the Finance

Department and ensuring sound financial management in terms of the Public Finance

Management Act and Treasury Regulations.

POSITION IN THE ORGANISATION

9. 2ND LINE MANAGER 10. (2ND LEVEL)

11. 1ST LINE MANAGER 12. (1ST LEVEL)

13. POSITION

14. SUBORDINATE

15. (1ST LEVEL)

16.

17. SUBORDINATE 18. (2ND LEVEL)

Board

Senior Accountant x4; Payroll Supervisor, Administrators x3; Procurement Manager: Sourcing, procurement Officers x 2, Senior Technical Buyer, Stock Controller (total 37)

Chief Financial Officer

Executive PA to CFO; Financial Manager X2; Senior Supply Chain Manager; Payroll Manager

CEO

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SUBORDINATE POSITIONS

Please provide job titles of subordinates and total number of employees per job title (organogram can be inserted)

• Total 37

2. POSITION DESCRIPTION

MAIN OUTPUTS AND RESPONSIBILITIES FOR THIS POSITION –

(Please provide a short description under each heading/output) TIME SPENT

1. Develop/Implement Strategy

• Analyse consulting industry and public sector to

determine the future trends, strategic direction and

pricing strategy.

• Support for overall Company strategy and Developing

the financial strategy and roadmap in conjunction with

CEO and Board, and relate to the Divisional roadmaps

to determine the financial direction of the specific

areas

• Conduct research to determine:

• Legislative/ regulatory requirements and

implications thereof.

• Amendments to current legislation, regulations and

policies

• Trends related to the Financial function.

• The impact on other areas

• Support the development of a business plan and all

subsequent business processes for AIDC which

satisfies the various requirements of all stakeholders.

• Coordination of financial activities across the

Operating Divisions.

o Reward/Remuneration Strategies (Financial

advice on mandate and modelling of scenarios)

o Financial and other resources Requirements

o Financial and ERP Systems including the BI

tool

• Sustainability and Commercialisation of Strategic

Projects

15%

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MAIN OUTPUTS AND RESPONSIBILITIES FOR THIS POSITION –

(Please provide a short description under each heading/output) TIME SPENT

• Implement the Strategy and Roadmap in accordance

with the Delegation of Authority and the planning

document, and the allocated time frames

• Procurement Planning

2. Managing Strategic Relationships

• Identify the relevant role players in accordance with

business requirements and dependencies:

• Board

Company Secretariat Support

• National and Local Government

• Regulatory Authorities like SARS etc.

• Business Partners

• Operating Divisions

• Set-up meetings with the role players to discuss

the roles and responsibilities and possible areas of

cooperation, Improvement and conflict.

• Obtain mutual agreement on the resolution of

issues, meetings required and the delivery of inter-

dependent outputs and results.

• Agree to the expected outcomes from each party

and set-up SLA’s where required.

• Monitor the performance of all relevant role players

continuously to ensure that the agreements and

other obligations are honoured.

• Inform the relevant role players of the outcomes,

deviations and actions required.

• Implement continuous follow-up to ensure that the

relationships are maintained.

• Compile a database indicating the role players,

expected outputs, contact details, type of

agreements and relationships.

• Document the interaction with the relevant role

15%

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MAIN OUTPUTS AND RESPONSIBILITIES FOR THIS POSITION –

(Please provide a short description under each heading/output) TIME SPENT

players for future reference purposes.

• Submit the documentation for archiving in the

document management system

3. Managing AIDC Budget/Finance

• Analyse the business/project plans to determine

the financial requirements.

• Obtain budgetary prescriptions from the Board

• Determine financial allocations in accordance with

deliverables.

• Consult the business/project plans to determine

requirements in terms of expenditure.

• Compile a comprehensive budget indicating the

revenue targets and financial requirements for

each element in accordance with the budgeting

guidelines.

• Submit the budget for approval in accordance with

policies and procedures.

• Receive the approved budget and communicate

the figures to each division.

• Implement and monitor the expenditure against the

budget and ensure that spending occurs within the

budgetary restrictions.

• Ensure that only authorised overspending is

approved in accordance with procedures and

delegated authority

• Receive and analyse the monthly income and

expenditure statements to enable reporting.

• Analyse monthly reports indicating:

• Monthly revenue targets and expenditure

• Variance in terms of budgeted and actual figures

• Savings achieved or budget overspent

• Year to date figures

• Communicate the report with the relevant role

15%

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MAIN OUTPUTS AND RESPONSIBILITIES FOR THIS POSITION –

(Please provide a short description under each heading/output) TIME SPENT

players.

• Consult the relevant role players where

overspending took place and take corrective

actions to rectify the overspending.

• Monitor the budget to ensure that figures balance

in terms of budgeted and actual figures.

• Conduct the budget reviews as prescribed by

Finance and adjust budget where necessary.

• Close the budget at the end of the financial year.

• Manage the audit process,

• Reflect in Annual Report

• Seek Alternate Funding Mechanisms; and

• Implement Cost Saving Measures

4. Reports

• Responsible for Audit Reports and Board Packs

• Responsible for reviewing, identifying corrective

actions, and providing input for:

▪ Annual financial statements

▪ Monthly management reports

▪ Quarterly reports

▪ Reconciliation reports

▪ Staff meeting reports

• Staff briefings on financial performance

10%

5. Financial support

• Financial modelling for long term infrastructure

projects

• Provide guidance and recommendations for areas

of improvement

• Maintain a corrective action system for finance

• Responsible for financial and legal compliance and

risk management, Procurement, Payroll, Systems

and Risk Management

10%

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MAIN OUTPUTS AND RESPONSIBILITIES FOR THIS POSITION –

(Please provide a short description under each heading/output) TIME SPENT

• Provide information to Stakeholders and Auditors

• Liaise with stakeholders

• Chair committees such as adjudication, pension

fund and the like

6. Financial Control

• Design and develop financial policies, procedures

and SOP’s to ensure policy implementation

• Integration of Financial systems

• Ensure policy compliance

• Establish and monitor internal controls

• Provide guidance and decision making in the

application and absence of appropriate policy

15%

7. People Management

• Manage employees as appropriate within the

division to optimise business performance and the

underwriting service to customers.

• Time, expense and leave approvals

• Ensure staff have the required skills and

experience to execute their tasks.

• Conduct Performance Planning Sessions.

• Compile the Performance Management

documentation in collaboration with the staff

member in terms of:

• Job Profile requirements

• Strategic Performance Objectives

• Key Performance Areas

• Personal Development Plan

• Track and monitor performance in accordance with

policies and procedures and performance planning

documentation.

• Continuously provide feedback and coaching to

ensure that the staff member/s performs at

20%

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MAIN OUTPUTS AND RESPONSIBILITIES FOR THIS POSITION –

(Please provide a short description under each heading/output) TIME SPENT

optimum productivity level.

• Conduct performance reviews in accordance with

policies and procedures and take corrective actions

where necessary.

• Appraise performance at the end of each

performance period in accordance with policies

and procedures.

• Provide feedback to the relevant role players.

TOTAL 100 %

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3. JOB EVALUATION CRITERIA

A) KNOWLEDGE AND SKILLS

FORMAL

EDUCATION

• B. Compt Hons or B.Com with CTA

• Honours degree will be an added advantage

TECHNICAL/ LEGAL

CERTIFICATION • CA (SA) or CIMA or ACCA or MBA

EXPERIENCE

• 10 years’ commercial experience; with a minimum of 5 years in a senior management role

• 5 -7 years in management in a PFMA environment

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4. COMPETENCIES

COMPETENCIES

KNOWLEDGE SKILLS ATTRIBUTES

Accounting Advanced Computer Literacy

Diplomatic

PFMA Communication Innovation

Treasury Regulations Problem solving Time Management

GRAP Decision making Attention to detail

BBBEE Act Inter personal Honesty

Preferential Procurement Act

Negotiation Ability to work under pressure

Policies and Procedures Presentation Skills Integrity

TAX Conflict Handling Sense of Humour

Accounting systems Written communication skills

Resilient

ERP and Financial Systems Management Confidentiality

Business Intelligence Planning, Leading, Organising, Control (PLOC)

Dynamic

Property Management Coaching and Mentoring Social perceptiveness

Commercial Law (Working Knowledge)

Multicultural understanding Service orientation

Pension Fund Regulations Active listening

Critical thinking

Time management

5. OTHER SPECIAL REQUIREMENTS

• Automotive Industry Understanding

• Own Transport

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B) DECISION MAKING

What are the most regular and complex challenges in the job? Please provide a couple of examples of regular problems that need to be resolved and not ad hoc scenarios or cases. Also, indicate how these problems or challenges will be resolved.

• Complex project environment with many “first time” application of financial principles

• Intensive financial advice required – compliance issues

• Resilience in dealing with Board, Funders and Tenants

• Funding options within the PFMA environment (restrictions on borrowing, etc.)

Please name the resources utilised by the jobholder to solve problems or make decisions, e.g. the internet, manuals, policies, procedures, external resources, etc.

• The internet, manuals, policies, procedures, internal/external resources, various legislation

Please provide the typical planning cycle of the job – macro as well as micro planning, e.g. macro – 3 – 5 years and micro – 1 year. Also, provide examples to elaborate on the answer.

• Micro – Weekly, monthly, quarterly, annually.

• Macro –5-year strategic financial planning

• Macro – Up to 15 - 20-year strategic financial planning (Infrastructure)

How long will it normally take before the impact of the judgement calls made by the jobholder will be felt in the business?

• Immediate,

• Or longer term

What type of practices, procedures, policies, systems or outputs does the jobholder influence or change in his/her role as a Professional/Technical consultant or specialist – operational, tactical or strategic? Please apply the 60/40 rule and provide examples to elaborate on the answer.

• Operational procedures and processes

• Tactical budgets

• Strategic direction

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C) ACCOUNTABILITY

What type of decisions can the jobholder take within his/her area of accountability and what type of decisions will typically be referred to the direct manager for sign off? Please provide a couple of examples of regular decisions/problem solving or judgement calls and not ad hoc scenarios or cases.

Jobholder accountability

• Within delegated authority

• R 350 000 (Transactional)

• Budget – R210 million per annum

Referral to Line Manager for approval

• Some strategic issues

• Matters above delegated authority

D) COMMUNICATION

Please provide examples on the context, range and complexity of subject matters being communicated by the jobholder as well as the context, format and process of communication used to reach the target audience. Please refer to both verbal and written communication.

(Concentrate on issues that make the communication process complex, e.g. communicating information to an audience that is not familiar with the concepts and technology, communicating to an audience that has their own opinions and the subject matter is of such a nature that no single interpretation can be shown to be correct and the jobholder must persuade the audience under these circumstances of what he/she thinks the best practice is, etc.)

• Verbal – networking, negotiations, presentations, facilitation of discussions, engagement with stakeholders, and the like

• Written – operational plans, presentations – internal and external, reporting, e-mail, network correspondence

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APPROVED BY 1ST LEVEL LINE MANGER Signature: ____________________________Date: _________________________ CONFIRMED BY HR Signature: ____________________________Date: _________________________

ACKNOWLEDGED BY INCUMBENT Signature: ____________________________Date: _________________________