Position Title Grade Reports to Position Purpose

Chief financial officer/Finance Director Director or Managerial (grade or level will be country specific) Marketing Company President

Internal relationships

To be a key member of the marketing company management team and provide strategic and quality financial advice to support decision-making. To lead and manage functions of finance. And depending on countries procurement, admin, information technology / service, customer service & logistics and compliance management to ensure the value- added service delivered MCP + SMT members; group and regional colleagues especially finance; Group Internal Audit. Auditors and tax consultant, legal advisors, tax and other relevant government authorities; Bankers; key vendors, distributors and/or agencies. University degree with a recognized professional accounting /finance qualification Ten years experience in financial field including at least three years in a senior management position Broad range of experience in financial management and project management Possess good network within local financial fraternity Sound management skills including interpersonal, analytical, decision making, influencing and motivational Prior experience of IS/IT and logistics (country specific) Good working knowledge of Microsoft Office especially Excel

External relationships

Minimum Requirements

KEY RESULT AREAS Management reporting And relevant analyses

ACTIVITIES Effectively supervise the monthly close including complete reconciliations and checks and submissions made on time Review reports to track measurements like product profitability / departmental profitability and effectiveness of campaigns Ensures all reports provided reflect transactions accurately and are in accordance with company standards and policies Highlights useful trends and irregularities to management with explanations and solution

MEASUREMENT CRITERIA

Accuracy, timeliness and usefulness of the reports All balance sheet items are reconciled or promptly followed up for reconciliations
Availability and quality of support to internal functional heads Completeness of analyses Evidence of quality suggestions to improve company financial performance

KEY RESULT AREAS Taxation/Banking /Legal

ACTIVITIES Review to ensure statutory requirements are complied with, and actions are taken to adopt new tax regulations Maintain regular contact with bankers/legal counsel on latest updates on laws and provisions Optimise tax position, observing local tax legislation and group requirements

MEASUREMENT CRITERIA Accurate and timely filing of tax other statutory returns Number of penalty on violation or late submission Optimal tax position No surprises

KEY RESULT AREAS Business performance

ACTIVITIES Develop, implement and maintain the key financial measures that permit the MC to optimize ROI, sales /margins/costs over the short, medium and long term Ensure the financial inputs and reports support first class business decisions and actions Establish processes, systems and reports to ensure key business performance indicators throughout the company are closely monitored and controlled and to provide early warning signs Proactively understand and meet local, regional, ISMO and Group business management and initiative/project/reporting requirements

MEASUREMENT CRITERIA Evidence of tangible contribution towards achievement and over achievement of MC targets Seen as a core member of the SMT and the source of financial advice Accuracy, relevance and timeliness of regular and ad hoc reporting Quality and timeliness of advice No surprises Positive Feedback from MCP, SMT, regional, ISMO and central and external parties

KEY RESULT AREAS Strategic financial planning

ACTIVITIES Strategically manage investment/ resource allocation Coordinate MC budgeting processes and ensure the timetable and requirement of the group are met. Maintain optimal core working capital level via well-organised cash flow management and met KPIs. Compliance with local legislation and group requirements

MEASUREMENT CRITERIA Evidence of financial leadership for investment decisions and resource allocation Robust defensible budget delivered on time. Meet KPIs Full compliance with zero penalties Evidence of continuous improvement /training /updates to stay abreast of new developments

Governance and Internal control

Ensure full compliance with local SOPs,CFO checklist , continuous assurance and letter of assurance requirement , and where required, Sarbanes-Oxley Ensure effective and comprehensive internal controls are in place and continuously reviewed Implement Integrated Risk Management and ensure continuous review

Full and timely compliance Level of traffic lights issued by GIA that are within control External audit reports Effectiveness of tracking compliance with approved policies Adequacy and timely renewal of insurance coverage High level of understanding of risk profile of MC by SMT and regional office, with updated risk map being reviewed regularly

Maintained relationship.

Establish and proactively manage relationships with key customers/stakeholders to maxmise business effectiveness

Positive stakeholder feedback

KEY RESULT AREAS Logistics

ACTIVITIES Ensure appropriate inventory levels are maintained Ensure supply chain effectiveness Ensure that distribution agreements are service and cost effective

MEASUREMENT CRITERIA Compliance with stock turnover targets Number of stock outs Amount of write off due to expired stock) Meet KPIs targets with distributors

Information system management

Ensure that local IS function supports and adds value to MC Ensure that group/ISMO IS guidelines and directives are implemented locally and strictly complied with

Full compliance

Purchasing/procurement management

Ensure appropriate procurement strategies have been developed and implemented Ensure compliance with purchasing guidelines Ensure procurement targets are met Ensure substantive acceptance and implementation of compliance requirements Ensure robust and regular review processes are in place to monitor compliance status in all key business areas

Level of savings achieved Effectiveness of procurement function

Compliance management

Regular health check of MC compliance status Review process indicate substantive compliance

Effective people management

Ensure each departmental goals are clearly communicated All team members are competent, well-trained and motivated Ensure all subordinates (who in turn cascade down) understand role and objectives Agree and implement development plans, coach performance Develop succession plan and effective talent management Facilitate cross-departmental communication and support to maximize team synergy

Departmental objectives are understood and achieved Performance objective agreed with regular review and twoway feedback Development plans in place and implemented Succession plan in place for key positions Colleagues feedback on effective subordinate contribution