Mission/Core purpose of the Job – Why does the Job exist? (1-3 sentences)
• To ensure in partnership with the business; that the operator is, and is seen, to be a corporate citizen with legitimacy and integrity, and hence can pursue its business objectives without impediment


Operational Delivery – Task Complexity -; It contains the descriptions and overriding objectives of the job

− Develop the strategy for the corporate services function in line with global best practice in order to ensure that the organization is viable both internally and externally and as a social and financial entity
− Provide leadership and management with the visibility; control and decision support required to understand and manage corporate services; as well as provide the team with the expertise to build the corporate services capabilities in order to drive effectiveness and efficiencies within the team
− Prepare the annual work plan and ensure the effective execution thereof in order to ensure the business objectives are achieved
− Offer LEGAL SERVICES; advice and representation to advance and protect the commercial interests of the operator OPCO and deal effectively with emerging and current legal issues
− Equip and enable the the operator OPCO to comply with their LEGAL and ETHICAL duties; and to practice good governance and effective leadership in line with universal and country specific standards
− Ensure and report on compliance to LICENCE TERMS AND CONDITIOSNS; create and maintain working relationships with regulators; and influence policy towards a just regulatory environment
− Lead the operator OPCO to best practice through the social impact achieved by Foundations and by ensuring that relevant objectives and targets for social and environmental issues are integrated into the overall business planning and deployed throughout the organization
− Facilitate effective communication with employees and other stakeholders; responding to their issues and material concerns; cultivating healthy relationships (understanding; trust; satisfaction and commitment)
− Position the operator OPCO as a service provider of choice by using media and other corporate communication channels to tell the the operator OPCO story
− Provide recommendations to key stakeholders regarding interconnect strategies and frameworks
− Prepare; monitor and control the annual departmental budget to ensure expenditure is in line with the business plan

Supervisory/Leadership/Managerial Tasks: Refers to the responsibilities for directing, guiding, motivating and influencing others.
− Ensure that the team is led; motivated and rewarded to achieve the business objectives
− Identify staff training and development needs and implement necessary actions
− Manages performance of a team
− Possess the authority; presence and integrity to command respect from colleagues and from external contacts
− Provides clear direction and implications for each of the functions
− Recruit staff for appointments
− Set goals for direct reports; monitor progress and maintain motivation

Creativities (improvement/innovation inherent). Indicates the potential for improvement and/or innovation inherent in a position.

• Advise on legal frameworks
• Develop high end relationships and contacts
• Ensure new ways of achieving the strategic objectives and ensuring operational excellence
• Ensure that the organization is viable internally and externally and as a social and financial entity
• Ensure the effective deployment of talent and create opportunities for skills development
• Identify social; economic; political and technological impacts on the organization over a period of 10 – 15 years • • Represent the organization to the external environment
• Source creative ways to motivate team and lead operational efficiency
• Source of the organizational mission and strategy

Key Performance Indicators - Indicators of success (Strategic)

1. Financial - Value created through enterprise-wide business growth:
• Enterprise Financial Health (Revenues, EBITDA & other financial health ratios), translating revenue growth formula & objectives into results.
• New business growth to sustain and complement traditional revenues
• Business growth, value created & cost-effectiveness achieved by process optimization, new initiatives and improved operations/ways of work etc.;

2. Internal - Value created from executing enterprise-wide operations:
• Value created by increase in customer base, product sales, contracts signed etc.
• New business opportunities from products launched, sector/market growth, product/process innovation, structural changes, process reviews/audit implementation etc.

3. Customer - Value created from Customer Engagement & Ecosystem Management:
• Impact include positive companywide engagement indices (Net Promoter Score), realigning the organization to achieve NPS objectives, holistic customer insight management & engagement (traditional & new business)
• Benefits accruing to the operator /Telecom industry from specific leadership actions. Benefits can be in form of legislations or policies influenced, tariff revisions, improved competitiveness, improved operating environment, Industry or Economic leadership position secured, improved corporate citizenship and/or brand preference etc.
• Deliberate ecosystem management to achieve business objectives (value creation), brand value & corporate positioning

4. People - Value created through positive Impact on People & culture
• Impact include satisfaction index on the VB’s and GCA survey dimensions/employee engagement index.
• Attraction and retention of talent, efficiency of departmental structure to deliver on business objectives, collaborative work culture, number/types of staff being coached/mentored, Change Management, Enhancing the operator’s profile as employer of choice and instilling company pride/passion etc.
Key Performance Indicators - Indicators of success (Tactical)
• % revenue increase
• % new business development initiatives implemented


Internal Stakeholders: Interaction and Relationship
All departments, Audit Committee; Board of Directors

External Stakeholders: Interaction and Relationship
The operator OPCO; the operator Stakeholders; Regulatory Stakeholders; Political Stakeholders

Decision Making Constraints:
As per delegation of authority
Decisions and sound judgment around commercial legal risk factors
Decisions and sound judgment around effective the operator Foundation activities
Decisions and sound judgment around interconnect strategies and frameworks
Decisions and sound judgment around the maintenance of a good corporate image
Demonstrate sound judgment regarding assumptions of how influencing factors can / could change and what effect these scenarios would / could have on the viability of the organization from a long-term perspective
Incorporate the full spectrum of the executive of a corporate subsidiary / equivalent role within the organization

Authorities:
Approval of headcount and budgets
As per delegation of authority

Negative Indicators
(What can go wrong?)
Appetite for change in the organization
Calibre and level of skills within the organization
Changes in the legal and regulatory environment
Inadequate compliance to corporate governance
Inadequate cooperation from process owners
Inadequate documentation of policies; procedures and other process documentation in the the operator OPCO
Inadequate strategies and controls around interconnect
Lack of strategic planning skills
Tenuous market perception


Key Performance Areas – Aligned to the Levels of Work along key components
Staff Leadership and Management
− Coach and mentor direct reports to ensure staff motivation is high to achieve high performance areas.
− Ensure skill transfer for staff development, motivation and business continuity.
− Guide and direct suppliers and third parties in achieving Opco objectives.
− Identify staff training and development needs and implement necessary actions.
− Manage team (including recruitment, on-boarding, attrition)
− Set goals and objectives for direct reports, monitor progress and maintain motivation
− Set up appropriate structure to meet departmental management objectives
− Provide an advisory function on governance and best practices in client
Governance: Adhoc, Strategic and Operational Meetings

− Set up / participate in adhoc and operational meetings.
− Participate and provide inputs in tactical meetings
− Report at process and functional level
− Review and identify key risks, issues and dependencies and set mitigation actions

Manage budgets
− Sign-off / make decisions regarding operational changes
Escalations
− Manage and resolve escalations that have impact on critical path of service delivery.
− Escalate issues that will result in significant time, scope, employee/customer or cost impact if not resolved.
− Manage and provide solutions to issues that require formal resolution

Performance
− Ensure effective execution of day to day operations and resolve operational issues.
− Review team performance against agreed KPIs and their compliance to SLAs and reverse SLAs.
− Review and monitor plan for continuous improvement through leading practice initiatives.

Reporting
− Reporting in accordance with the measurement metrics set by the organisation
Report on an adhoc basis on specific management requirements as and when necessary

Education / Business Degree
3 years University Degree in legal or business.
Professional Qualification
Post graduate degree (MBA preferable)
Possession of an MBA/ Masters will be advantageous
Fluent in English and language of country preferable

Work Experience
Experience:
Minimum 8 years’ experience within a multinational environment including:
• Manager track record of 5 years or more at a strategic management level with the telecommunications environment ; with at least 3 years in relevant sector/ industry
• Experience working in a global/multinational enterprise (understanding emerging markets advantageous)
• Worked across diverse cultures and geographies
• FMCG/ Telecommunications/ Retail Banking/ service industry context

Training
• Corporate governance
• Communication planning
• Networking
• Legal frameworks
• Interconnect
• GSM

Knowledge
The operator Business environment and policies
Cost Management
The operator’s Business Plan
Good understanding of business priorities
Business consulting
Business risk management
Contract management
Corporate or commercial law
Government relations
High awareness and intricate understanding of issues relevant to the ICT industry and the particular country (e.g. tariff collusion; interconnect charges; network coverage; environmental impact; equity and empowerment)
In-depth understanding of the legislator and regulatory environment; including the policy framework as well as the technical requirements with regard to compliance and reporting
Intimate knowledge of the working media in a particular country; including media ownership arrangements; editorial policy; audience demographics and circulation figures
Knowledge and understanding of engagement standards such as the AA1000SES
Knowledge of issue management strategies and crisis communication
Legislation and compliance
Policy design and implementation
Public affairs compliance
Public relations management
Stakeholder relations management
Telecommunications business savvy
Understanding decision making by the Political Executive and the mode of policy implementation

Skills
Strategy Formulator
Decisive Problem Solver
Innovative Value Creator
Results Achiever
Operationally Astute
Behavioral Qualities
Customer-centric
Resilient
Accountable
Relationship Builder
Inspirational People Leader
Culture & Change Champion

Not mentionned