Operational Delivery
Corporate Performance Management Strategy
– Develop the Corporate Performance Management Strategy for the OpCo
– Assist the CFO in developing key elements in the Finance Division strategy plan
– Design and lead an effective governance model for Corporate Performance Management Function
– Seek opportunities to reduce costs in operating and capital expenditure
– Plan the budget and expenditures arising from infrastructure, technology and people investments for the Corporate Performance Management Function
Corporate Performance Management Monitoring
– Ensure smooth functioning of the Corporate Performance Management function
– Manage seamless transition of processes from OpCo to SSH / CoE as required, working with Manager, Transition, General Manager, Finance Service Delivery and Finance CoE Executive
– Ensure that Finance SSH and Finance CoE is providing services as per defined services agreement
– Lead improvement initiatives for the Corporate Performance Management function as required
– Ensure the Finance business Partner model supports the business as and when required
– Constantly engage with other Heads of Division to assess and address their needs promptly where applicable
– Provide periodic inputs to CFO on services (performance and quality) received from Finance CoE
Knowledge Management
– Manage process standardisation and transformation initiatives for the Corporate Performance Management function
– Leverage and implement Knowledge Management frameworks and process from SSH / CoE
Business Relationship Management
– Promote sharing of leading practices amongst OpCos and SSH/CoE
– Be the single point of contact (SPOC) to address concerns from OpCo Executives on services received from the Finance CPM Function at Finance CoE
Define Business Plan
– Define templates, drivers, targets as per MTN policy on performance management
– Evaluate environmental variables and market conditions to develop long-term strategies to support current and future customer needs
– Manage the preparation of budgets, forecasts and long-term plans for the OpCo, in co-ordination with OpCo decision support and management teams
– Review and sign off Annual Operational Budget and projection of expenses
– Ensure direction and proper understanding of all cost centers/departments in developing budget plans
– Develop guidelines for developing the budget for the OpCo
– Analyse and prepare budget estimate for the organisation, obtain appropriate approval from the Board, as applicable
– Ensure finalisation of budgets for various departments and business units with support from the respective Heads
Manage and Improve Business Performance
– Ensure adherence to enterprise performance calendar and timely completion of all phases of the appraisal cycle for the department
– Manage the reporting of results on a monthly basis with all the identified stakeholders, providing appropriate commentary and explanation as required
– Present financial performance reports to Executive Committee and Senior Management
– Review results in line with the business plan along with corresponding Board commentary
– Present to the Board after obtaining buy-in from the OpCo CFO
– Conduct meetings with respective heads to track and monitor work and ensure smooth functioning
Financial Planning, Budgeting and Reporting
– Review and provide inputs for financial planning, budgeting process and control process
– Validate if financial planning and budgeting of the OpCo is in line with strategic plans, initiatives, and policies of the OpCo and the Group
– Review Financial Reports for accuracy and validate adherence to MTN and regulatory requirement
– Communicate and ensure adherence to all standards, statutory policies, procedures and guidelines pertaining to Finance and Tax, conduct meetings for review and timely action
Financial Analysis and Decision Support
– Represent the CFO in business model change projects and initiatives
– Perform valuation of new and existing business proposals
– Provide recommendations to Executives
– Support executives and board of directors in decision making process with analytical information and courses of action to be taken
– Review and provide final validation of all financial models and valuations before management review
– Review, amend (where applicable) and sign off all pricing models, promotions cost/benefit analysis before management approval
– Business Analysis: feasibility/Business Case/Revenue Model/Cost Benefit Analysis |