Managing Director

BUSINESS STRATEGY

 Business strategy for the company developed, approved by the board and implemented within agreed timelines

 Strategic objectives achieved – growth/profitability

 Operational plans developed, approved and implemented

 Capital investment requirements managed

 Lead and co-ordinate the strategic planning review process

 Sell and communicate the strategy to stakeholders and the senior management team.

 Co-ordinating the strategy implementation

 Continuous business performance review and Review progress and take corrective action

 Developing the strategy to fulfil the business imperatives

 Required resources (Human, CAPEX etc) to achieve business objectives

 Appropriate market segments – which market segments to target

 Ongoing market and competitor evaluation and taking necessary actions to achieve strategy objectives

 Setting targets and budgets

 Pricing strategy

 Product development strategy

 Business development strategy

FUNCTIONAL STRATEGIES & OPERATING PLANS

 Various business units & functional strategies developed and approved and operating plans support the Group’s business strategies and deliver the required results

 Approve business unit & functional strategies and operating plans

 Review progress and take corrective action

 Manage regional distributors

 Appropriateness of business units’, functional strategies and plans to achieve business objectives

 Appropriate corrective action

BUSINESS PROFITABILITY TARGETS

 Achievement of financial targets (EBIT, RONA etc.)

 Continuous improvement targets achieved and reviewed to realise savings

 Measure performance

 Review targets

 Take corrective action

 Continuous review of financial indicators

 Analysis of variances

 Ensuring adherence to sound financial practices

 Setting of mandates for purchasing and sales prices

 Setting parameters for manufacturing costs

 Reviewing targets and corrective action

 Assessment of progress against targets and the institution of controls /measures

WHAT ARE THE KEY OUTPUTS OF YOUR JOB? (WHAT RESULTS DO YOU LEAVE BEHIND?

WHAT ARE THE SUCCESS MEASURES OF YOUR JOB? (how will you know if you have done it well?)

WHAT ARE YOUR MAIN TASKS THAT YOU DO TO ACHIEVE YOUR OUTPUTS?

WHAT ARE THE MOST COMPLEX DECISIONS THAT YOU TAKE?

BUSINESS GROWTH TARGETS

 Strategic growth plan developed and completed within agreed timeframes

 Market share targets achieved

 Sales volume targets achieved

 Production volume targets achieved

 Regional acquisitions

 Develop and execute regional acquisition strategies

 Growth plans developed after market analysis

 Review of plans against timeframes and adjustment as necessary

 Management and control of expenditure against budget

 Measure performance

 Review targets

 Take corrective action

 Viable businesses for acquisitions

 Appropriate corrective action

 Feasibility of growth plans

DEVELOPED CULTURE

 Programmes developed and implemented to align to company culture and values

 Smooth transition during bolt on process

 Communication of the Group’s vision, expectations and business imperatives to employees

 Buy in from employees on business strategy and alignment to implementation

 People strategy initiatives approved

 Culture meets requirements of business

 Excellent employee morale

 Develop programs in the business with HR support to create a culture aligned with the identified culture of the Group

 Entrenched Group values

 Drive Change management processes to integrate employees into the Group’s way of doing things where relevant.

 Leadership style to create the desired culture

 Appropriateness of programs

TALENT MANAGEMENT

 Employee performance measures

 Talent identified and fostered Recruitment, retention, succession, performance measurement and individual development plans are in place and implemented

 Retention of talent

 Manage top team’s performance

 Review individual development plans

 Approve development and succession plans

 Recruitment decision

 Succession decisions

 Non-performance and exit strategies

 Required resources and skills levels to achieve business objectives

CORPORATE GOVERNANCE

 Compliance with local country legislation and regulatory requirements

 Networks established, nurtured and maintained with local and regional governmental departments and appropriate private sector establishments

 Compliance with governance standards

 Business processes comply with relevant legislation developed, updated and reviewed

 Strategic Management of minority shareholder relations

 Interacting and engaging with local authorities on relevant issues

 Understanding and working within the regional dynamics

 Obtaining advice on applicability of relevant legislation and necessary changes to business processes

 Ensuring required processes implemented to comply with relevant legislation

 What legislation or regulatory requirements are relevant

 What business processes are required, to comply with legislation

MINIMUM QUALIFICATIONS REQUIRED BY THE POSITION:

 Post Graduate Degree in Commerce or Business Management

MINIMUM EXPERIENCE REQUIRED BY THE POSITION:

 Minimum of 8 years senior or general management experience in a Corporate environment

 At least 5 years FMCG industry related experience preferable

 Excellent understanding of the country’s legal and regulatory framework

 Experience in working in a multinational environment

PERSONAL ATTRIBUTES AND ABILITIES:

 Ability to lead a strong management team

 Ability to work with cross cultural teams

 Results driven

 Strong strategic thinker

 Solid understanding of business processes

 Good technical and marketing abilities

 Creative and innovative thinking

 Strong interpersonal communication, networking and influencing skills