Company Secretary

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OFFRE D’EMPLOI N° 015/SB-RDC/KIN/2019

TITRE DU POSTE : CompanySecretary
DEPARTEMENT : CE Office
LIEU D’AFFECTATION : Kinshasa
TYPE DE CONTRAT : CDI assorti d’une période d’essai de 6 mois
   
A PROPOS DE STANDARD BANK
 
Standard Bank RDC fait partie du plus grand groupe bancaire de l’Afrique en termes de capitalisation boursièredont le siège se situé à Johannesburg. Présente dans 38 pays dont 18 en Afrique,c’est depuis 1992 qu’elle opère au Congo à la suite de l’acquisition d’ANZ Grindlays Zaïre qui existait dans le pays depuis 1973.

Standard Bank RDC offre une gamme variée de produits et services par le truchement de ses diverses branches à travers la RDC via un réseau des intermédiaires (banques correspondantes). Nous avons développé une expertise dans la prestation des services liés aux besoins des entreprises minières, multinationales, Nations-Unies et autres organisations internationales opérant en République Démocratique du Congo.
Nos équipes allient leur connaissance approfondie sur les conditions et déterminants du marché en RDC à l’expertise du Groupe Standard Bank opérant dans les marchés émergeants aux fins de développement des solutions sur mesure répondant aux besoins de la clientèle.

   
I. JOB DESCRIPTION
   
Links to structures
   
Job function* CompanySecretary
Job family* Secretariat
Job reports to* Country Chief Executive
Career type* Functional/Specialist
   
Contribution  
   
Job purposedescription*

 

 

The Company Secretary holds a strategic position of considerable influence at the heart of governance operations within Standard Bank Offshore Group (SBOG). The individual provides the necessary support and guidance, advises directors and management (including those of the subsidiary companies) on governance matters, helps the board and committees to function effectively and efficiently as well as adopts the highest standards of corporate governance. He or she must oversee compliance with applicable statutory, regulatory and corporate governance requirements and manage the day-to-day corporate administration of SBOG. The appointment or removal of the Company Secretary is a matter reserved for theboard of directors.

External administrators or other SBOG employees deal with the company secretarial responsibilities of certain SBOG subsidiaries.

To oversee the Company’s Governance department and be responsible for ensuring the compliance of the organization in relation to financial and legal practices, as well as issues of corporate governance.

The continuum of advise he offers on the various activities undertaken by the Company, is crucial to the smooth execution of the specialized and intricate transactions handled by the Stanbic IBTC Group.

To act as a point of communication between the board of directors and company shareholders, reporting in a timely and accurate manner on companyprocedures and developments.

To manage the company secretariat and ensure compliance with Bank’s rule and regulation and prevent reputational risk among the Bank’s stakeholders

Job criticality Operationally Critical
   
   
Key responsibilities*
Output group 1* Provide effective and efficient meeting support
Key Activities (what and how)
  • Schedule board, board committee and management committee meetings, agree agendas with chairmen, CEO and others and collate and distribute board, board committee and management committee papers
  • Attend board, board committee and management committee meetings
  • Produce accurate and succinct minutes of all meetings attended, within agreed service levels
  • Guide the chairmen, CEO, boards and committees on discharging their duties and responsibilities
  • Support chairmen, CEO and others in ensuring boards and committees function efficiently and effectively, including good high-quality information flows
  • Advise the boards and committees through the chairmen on all governance matters
  • Ensure board and committee procedures are complied with in terms of their mandate
  • Maintain a corporate calendar
Output group 2* Attend to statutory and regulatory requirements
Key Activities (what and how)
  • Organize Annual General Meetings of shareholders, unless dispensed with.
  • Preparation of minutes approving AFS.
  • Draft resolutions when necessary.
  • Arrange confirmations of directors’ interests and CPD attestations annually by circular.
  • Maintain legal entity structure chart and confirm this with the Group for SARB.
  • Maintain key administration information for SARB.
  • Monitor compliance to and changes in relevant legislation and the regulatory environment and take action accordingly.
  • Review the Company’s Articles of Association and propose changes were necessary
Output group 3 Play a leading role in the good governance of SBOG
Key Activities (what and how)
  • Custodian of SBOG corporate governance framework and manage periodic reviews.
  • Draft and maintain mandates (annual review) for the boards, board committees and management committees in conjunction with the CEOs and board/committee chairmen.
  • Ensure SBOG’s corporate governance structures, processes and documentation are followed.
  • Ensure compliance with regulatory and Group corporate governance requirements.
  • Work with the Group Governance team to improve governance standards and processes across the group
  • Maintain authorised signatory lists.
  • Oversee policy governance.
  • Maintain departmental procedures manual.
  • Keep abreast of relevant changes in governance best practice.
  • Ensure director’s letters of appointment and induction packages are available and review the same on an ad-hoc basis
  • Ensure that an annual self-evaluation of directors and the board/committees are undertaken
  • Co-ordinate training for executive and non-executive directors on their duties and responsibilities as well as relevant governance and business matters
   
   
Output group 4 Deliver effective stakeholder management
Key Activities (what and how)
  • Provide appropriate on-the-ground oversight, support and guidance on company secretarial and governance matters for stakeholders.
  • Promote good relations with all stakeholders (including clients, colleagues, directors, suppliers, regulators and the Group).
  • Ensure internal clients / colleagues are effectively serviced.
  • Develop visibility of the company secretarial function’s activities throughout SBOG.
  • Maintain an informative company secretarial intranet site.
  • Maintain the statutory information of the SBOG legal entities on the SBG online statutory database (Blueprint Oneworld)
  • Act as point of contact for the non-executive directors.
  • Establish and maintain a detailed procedure for the appointment of directors and complete specified tasks throughout the appointment process.
  • Complete periodic reviews of fees payable to non-executive directors.
Output group 5 Effective Leadership
Key Activities (what and how)
  • Lead the SBOG company secretarial function, striving for continuous improvement.
  • Inspire and develop team members.
  • Encourage appropriate education and training of team members.
  • Empower, engage and motivate team members, holding them accountable for delivering first-rate work.
  • Create a challenging and rewarding work environment for team members.
Output group 6 Oversight of good corporate governance practice
Key Activities (what and how)
  • The company secretary has the responsibility to:
  • Perform the induction of new or inexperienced directors;
  • Assist the chairperson and chief executive officer / managing director in determining the annual board plan and the administration of other issues of a strategic nature at board level; and
  • Provide a central source of guidance and advice to the board on matters of ethics and good governance by inter alia providing topical articles of interest to the board, etc.
  • Provide the board as a whole and directors individually with detailed guidance as to how their responsibilities should be properly discharged in the best interest of the company;
  • Make the directors aware of all laws and legislation relevant to, or affecting the company;
  • Monitor changes in directors’ fees annually and provide a report and recommendations, supported by a survey of fees payable paid by local financial institutions, to the Board Remunerations Committee as well as Group Governance Office Governance team;
  • Ensure that board and individual board member self-assessments are undertaken annually and that the results are summarized for discussion by the board of directors, and that the findings and recommendations are subsequently forwarded to Group Governance Office as well as the relevant regulatory authority in-country;
  • Ensure that the board and all board committees function in terms of their mandates. The mandates are to be reviewed, and adopted, on an annual basis.
  • Maintaining statutory books, including registers of members, directors and secretaries;
  • Dealing with correspondence, collating information and writing reports, ensuring decisions made are communicated to the relevant company stakeholders;
  • Monitoring changes in relevant legislation and the regulatory environment, and taking appropriate action;
  • Liaising with external regulators and advisers, such as lawyers and auditors;
  • Maintaining the register of shareholders and monitoring changes in share ownership of the company;
  • Taking a role in share issues, mergers and takeovers.
  • Overseeing public relations issues.
  • Adoption of the Standard Bank Group Subsidiary Governance Framework and Principles and need for regular engagement with the Group Governance office
Output group 7 Ensure compliance with legal and other regulatory requirements
Key Activities (what and how)
  • Ensure that the procedure for the appointment of directors is carried out according to legal provisions;
  • Provide the definition of “Material Malfunction” to the Board Audit Committee for recommendation to the board and preparation of Regulation 39(4) documentation;
  • Oversee the preparation of Section 52 applications to South Africa Registrar of Banks to further ensure compliance of the conditions of sanction of existing companies in particular the presentation to the authorities of annual financial statements; and
  • To record all special resolutions passed by the Bank for Group Secretarial Services where required.
  • Developing and overseeing the systems that ensure the company complies with all applicable codes, as well as its legal and statutory requirements
Output group 8 Schedule and Coordinate Exco Meetings
Key Activities (what and how)
  • Organizing and Prepare agendas for board, board committee and shareholder meetings;
  • Report at any shareholders directors meetings on any failure to comply with any law or legislation;
  • Contributing to meeting discussions, as and when required, and advising members of the governance implications of proposed policies;
  • Ensuring that meetings of shareholders, directors and any committees of the directors are properly recorded and that copies of the minutes are forwarded to the required regulatory authority including Group Governance Office;
  • Raise matters that may warrant the attention of the board
Output group 9 Manage Holdco Shareholders’ Relationships
Key Activities (what and how)
  • Liaising with the company’s holding, Stanbic Africa Holdings Limited through Group Governance Office for proxies for Annual General Meetings and Extraordinary General Meetings where necessary
Output group 10 Manage Company’s Articles of Association
Key Activities (what and how)
  • On a regular basis, but at least once every two years, review all company Memorandum and Articles of Association and submit approved changes to the AGM / EGM for adoption. Ensure that local regulatory requirements are adhered to;
  • Monitor dividend declarations and track payments;
  • Ensure all corporate governance related mandates and policies are in place, updated regularly and reviewed annually;
  • Maintain and update a database of company details and directors’ information;
  • Ensure that all letterheads display correct information e.g. registered office, company registration number, names and nationalities of directors, etc
Output group 11 Perform Annual Reporting
Key Activities (what and how)
  • For a public company, certify and lodge its Annual Report with the Registrar of Companies, together with all returns as are required of a public company in terms of the Companies and Allied Matters Act (“CAMA”) and that all such returns are true, correct and up to date;
  • Ensure that the board has agreed the text of the Directors’ Report and the inclusion of information on risk management, corporate governance and social investment issues in the bank’s annual report; and
  • Ensure that a copy of the bank’s annual report and subsidiary annual financial statements is sent to every person who is entitled to them in terms of the CAMA
Output group 12 Contribute to the strategic and operational planning of the business area
Key Activities (what and how)
  • Facilitate the creation of 1-2 years operational plans for the business unit functions by coordinating the inputs from different areas checking the validity of the plans against strategic objectives.
  • Coordinate the planning of the annual operational budgets together with Finance. Provide a high-level insight to Finance on the operational priorities of the business area.
  • Engage with data teams to obtain business intelligence and management information that would be needed for the business area. Ensure that the reports are prepared at the required frequency and distributed to decision makers.
  • Review change impact assessments that are provided by Project Management Offices. Incorporate changes into operational plans for the business area. Provide input to the leadership of the area in terms of changes that could have an adverse impact and provide supporting information to allow them to renegotiate the timing and deliverables
   
Output group 13 Contribute to effective governance of the business area activities
Key Activities (what and how)
  • Ensure that Finance provides monthly management accounts to all the mandate holders in the business area.
  • Monitor benefits realisation of in-flight projects as well as projects that have moved into business area as usual state.
  • Provide input into the planning of audits and assurance reviews by providing an overall view of the state of the business area. Ensure that audit plans fit in to operational calendars and pressures in the business unit.
  • Ensure that the business area has a robust business continuity management plan. Enlist the support of internal specialist teams to improve the plans. Participate in planning business continuity tests

 

Output group 14 Work with the technology teams to obtain support for the business unit’s supporting systems
Key Activities (what and how)
  • Participate in the development of business cases for the area for changes in organisation structure, processes or technology use by obtaining support from change, technology and finance teams.
  • Monitor the access to secured folders and data storage tools and ensure that user profiles are updated frequently

 

Output group 15 Provide administrative and logistical support to all parts of the business unit
Key Activities (what and how)
  • Participate in the negotiation of internal service level agreements with other business areas that are dependent on the delivery of the supported business area. Ensure that where formal agreements are needed, they are documented, signed off and properly stored.
  • Monitor space utilised by the business area and reconcile charge-backs received from Group Real Estate on at least a quarterly basis. Work with them to resolve discrepancies.
  • Resolve escalated complaints from members of the teams around building maintenance, logistics, facilities and supporting services.
  • Ensure that administrative support for the logging of Team Track/technology requests as well as building management issues is provided to the business area.
  • Provide secretarial services to the key decision-making committees in the business area. Ensure that there is appropriate governance and record keeping around terms of reference of the committees, agendas, attendance and decisions taken
  • Enlist the support of business process management teams to create and update all key processes in the area. Ensure that the processes are signed off by line process owners and made available to employees who execute steps in the processes.
  • Maintain a process review calendar to ensure that all key processes are reviewed for completeness and accuracy at least once a year.
  • Ensure that the services of communications teams in the bank are contracted. Communicate the process and service expectations from the communications team to the business area. Facilitate engagement with the communications team on request

 

Output group 16 Lead a support team
Key Activities (what and how)
  • Develop a high performing team by embedding the bank’s performance process, regular performance feedback and coaching. Address poor performance.
  • Motivate team members and ensure that they receive recognition for work well done.
  • Determine development needs of the team and ensure that development opportunities (training, rotation, on-the-job learning) are budgeted for and executed.
  • Maintain a succession plan for the team by reviewing the skills of the team at least twice a year and have career conversations with them.
  • Interview and recruit new members of the team, including determining the appropriate salary with input from the Human Capital Business Partner.
  • Create workforce plans for the area to ensure that current and future business requirements can be met. Such plans should be revisited at least twice a year.
  • Use workforce plans to obtain headcount approvals on an annual basis and as input into the financial budgeting cycles.
  • Create quarterly leave plans to ensure adequate coverage. Approve leave requests and leave sale requests.
  • Monitor overtime on a monthly basis. Analyse reasons for overtime and create actions to address the issues.
  • When required, initiate disciplinary processes for team members. Resolve grievance raised by team members, escalating only if unresolved.

 

   
   
   
   
   
II. REQUIREMENTS
   
Qualifications  
   
Formal minimumqualification 1* Type of qualification: Masters Degree
Field of study:Legal, Economics, Accounting
Formal minimumqualification 2 Type of qualification: Masters Degree
Field of study:Organisational Governance
Other qualifications, certifications or professional memberships ACIS (Chartered Secretary) preferably or ACA (Chartered Accountant)

Must have previously been called to the Congolese Bar and must possess a minimum of 15 years post-graduation experience, out of which at least 10 must have been in the banking industry, and at least 3 years on senior manager or equivalent position

   
Experience  
   
Experience required 1* Job Function:Company Secretary
Job Family:Click here to enter text.
Years:Minimum 7 years
Experience Description:Sufficient practical secretarial experience to operate successfully at board level within a listed group offering wealth management services and banking solutions.
Experience required 2 Job Function:Compliance
Job Family:Compliance
Years:7-10 years
Experience Description:Over 7 years of experience in compliance and risk management. Ability to embed compliance risk management processes as required by relevant regulatory requirements, applicable codes of conduct and the minimum standards
Experience required 3 Job Function:Legal
Job Family:legal Risk Management
Years:3-4 years
Experience Description:Ability to mitigate risk exposure
Experience required 4 Job Function:Business Support
Job Family:Secretarial Services
Years: 3-4 years
Experience Description:Proactively support business deliverables by providing good governance insight and legal opportunities
   
   
Behavioural Competencies
   
Behavioural competency 1* Competency Label: Adopting Practical Approaches
Competency Description:Adopting practical solutions with an emphasis on learning by doing. This competency requires individuals to utilise common sense when required. Ultimately, this competency is important in order to ensure that organisations implement feasible solutions.
Behavioural competency 2* Competency Label: Developing Expertise
Competency Description:“Developing Expertise” is about individuals being open to learning as well as maintaining an efficient rate at which they learn. Furthermore, aims to develop relevant expertise can apply productively in service of their organisation’s goals.
Behavioural competency 3 Competency Label: Challenging Ideas
Competency Description:This competency is about an individual facilitating or catalysing change in an organisation. “Challenging Ideas” emphasises individual behaviours associated with questioning assumptions, challenging established views and arguing personal perspectives.
Behavioural competency 4 Competency Label: Interacting with People
Competency Description:This competency is about fostering relationship that benefit the organisation as well as an individual’s effectiveness and efficiency. More specifically, it includes personal networking behaviours, making contact with others and strengthening relationships.
Behavioural competency 5 Competency Label: Making Decisions
Competency Description:This competency is about the pace at which individuals are prepared to make decisions, as well as their willingness to take responsibility for their decisions when under pressure. It also deals with the extent to which individuals are definite about their views and opinions.
Behavioural competency 6 Competency Label: Directing People
Competency Description:This competency emphasises the “leading” or “giving direction” part of leadership. The effective display of the “Leading People” competency is highly dependent on the effective display of a number of other competencies. Leading people is about taking control of as well as coordinating people and resources. While there are many different views on what leadership is, in this case, the concern is not focused on what leadership is, but is rather focused on the generic behaviour associated with leading people.
Behavioural competency 7 Competency Label: Empowering Individuals
Competency Description:This competency emphasises the empowerment of others which includes encouraging others, motivating as well as inspiring them.
Behavioural competency 8 Competency Label: Showing Composure
Competency Description:This is about the extent to which individuals can remain calm under pressure and maintain poise before and during important events. As such, the competency addressed in this document is concerned with the extent to which individuals show behaviours that lead to the effective handling of pressurised situations.
Behavioural competency 9 Competency Label: Embracing Change
Competency Description:This competency, in the context of organisations is concerned with the extent to which individuals accept challenges and change as well as the extent to which individuals cope well with uncertainty. Accepting change and coping with uncertainty can enhance one’s ability to adapt effectively to changing circumstances, which is an ability of increasing importance in an ever more dynamic business.
Behavioural competency 10 Competency Label: Team Working
Competency Description:This competency is about working well in a team. In order to develop this competency, individuals are encouraged to acknowledge the views and contributions of other, and to involve others in decision-making.
Behavioural competency 11 Competency Label: Valuing Individuals
Competency Description:This competency is about helping others to feel that they are worthwhile and important. The behaviours emphasised in developing this competency are trusting and tolerating others as well as showing consideration.
Behavioural competency 12 Competency Label: Checking Details
Competency Description:This competency is concerned with the careful checking and confirmation of details in a task. Another behaviour associated with the “Checking Details” competency is being accurate. Being accurate requires individuals to have a strong quality orientation as well as to be thorough and detailed in their approach when completing tasks in order to avoid making mistakes.
Behavioural competency 13 Competency Label: Meeting Timescales
Competency Description:This competency involves individuals adhering to time scales and meeting deadlines. The focus is therefore on being reliable at completing tasks and being punctual.
Behavioural competency 14 Competency Label: Upholding Standards
Competency Description:“Upholding Standards” within the organisation is important for ensuring that high quality products and services are provided as well as ensuring that trust is created and maintained. Individuals need to focus on developing proper and discreet behaviour and to honour their commitments in order to be effective at demonstrating this competency.
Behavioural competency 15 Competency Label: Completing Tasks
Competency Description:This competency is about completing tasks and projects in a structured manner by employing effective planning and prioritising skills. Once tasks have been planned and priorities have been set, individuals also need to be able to manage the project or task to completion in order to demonstrate effectiveness.
Behavioural competency 16 Competency Label: Taking Action
Competency Description:This competency is about taking action in service of achieving the organisation’s goals. It is about being energetic, showing initiative and being action oriented.
Behavioural competency 17 Competency Label: Providing Insights
Competency Description:The important behaviour associated with “Providing Insights” in the organisation include ability to provide sound advice to the Board and Executive Management on Corporate Governance Rules and Regulations and how they align with business.
Behavioural competency 18 Competency Label: Exploring Possibilities
Competency Description:Exploring possibilities is about individuals being effective at displaying behaviours associated with different situations or problems. Individuals are required to look at a problem and define it in an abstract manner. “Unpacking” a problem in terms of its underlying principles and basing the problem on sound theory typically allows for deeper insight into th true nature of the problem. This makes the nature of the problem more complete, more meaningful and therefore longer-term sustainable solutions more likely.
   
 
Technical Competencies
Technical competency 1* Competency Label:Written and Verbal Communication
Competency Description:Ability to express ideas by means of clear speech (vocabulary) and effective writing, in order to support professional communication internally within the Bank and externally.
Proficiency Level: SEASONED – Applies concepts without requiring supervision, able to provide technical guidance when required
Technical competency 2* Competency Label:Business Administration Skills
Competency Description:The ability to coordinate multiple administrative activities in to enable the efficient operations of a department.
Proficiency Level: ADVANCED – Mastered the concept, able to act independently, provides guidance and training to others
Technical competency 3* Competency Label:Meeting Logistics
Competency Description:The ability to arrange meeting venues, refreshments and equipment such as projectors, video conferencing or teleconferencing tools.
Proficiency Level: EXPERT – Provides leadership in this field both within the organisation and in the larger industry
Technical competency 4* Competency Label:Legal Compliance
Competency Description:Is able to comply with relevant legislation, regulatory and professional standards.
Proficiency Level: PROFICIENT – Clear knowledge and application of the concept
Technical competency 5* Competency Label:Quality Orientation
Competency Description:The ability to promote and maintain high standards of quality at work.
Proficiency Level: ADVANCED – Mastered the concept, able to act independently, provides guidance and training to others
Technical competency 6* Competency Label:Operational Planning
Competency Description:The ability to translate the organisation’s vision and long-term goals into medium and short term deliverables.
Proficiency Level: ADVANCED – Mastered the concept, able to act independently, provides guidance and training to others
Technical competency 7* Competency Label:Industry Knowledge
Competency Description:Expertise on the specific client industry that is covered by the role.
Proficiency Level: PROFICIENT – Clear knowledge and application of the concept
Technical competency 8* Competency Label:Financial Industry Regulatory Framework
Competency Description:Insight into and understanding of the various laws and regulations regulating the financial services industry.
Proficiency Level: SEASONED – Applies concepts without requiring supervision, able to provide technical guidance when required
Technical competency 9* Competency Label:Legal Administration
Competency Description:Understands the laws and legal principles governing the administration and contractual obligations of the organisation.
Proficiency Level: ADVANCED – Mastered the concept, able to act independently, provides guidance and training to others
Technical competency 10* Competency Label:Legal Advisory and Interpretation
Competency Description:The ability to advise on the development of policies and strategies on legislative matters through legislative analysis and interpretation.
Proficiency Level: ADVANCED – Mastered the concept, able to act independently, provides guidance and training to others
Technical competency 11 Competency Label:Corporate Legal Services Management
Competency Description:Applies knowledge and understanding the role and functions of corporate legal services within the context of the local legislative and industry regulatory framework.
Proficiency Level: ADVANCED – Mastered the concept, able to act independently, provides guidance and training to others
Technical competency 12 Competency Label:Contract Management
Competency Description:The ability to manage contractual obligations in order to deliver the objectives required in the contract.
Proficiency Level: PROFICIENT – Clear knowledge and application of the concept
Technical competency 13 Competency Label:Legal Records and Related Systems
Competency Description:Efficient and systematic control of the creation, receipt, maintenance, use and disposal of legal records, in order to support the organisation operations.
Proficiency Level: SEASONED – Applies concepts without requiring supervision, able to provide technical guidance when required
   
Leadership Competencies
   
Leadership Competency 1 Competency Label: Leading Courageously
Competency Description:Believing in on self, own judgement, skills and experience, and using this self-confidence to challenge others for the benefit of Standard Bank.
Proficiency Level Description:‘3 Has confidence to bring conflict into the open to be resolved; Is able to confront others (peers, boss, etc.) or brings disagreement into the open with the purpose of resolving it, landing on a decision, to ensure action. Is open and honest when communicating with others (“straight talk”). Challenges popular values, decisions and opinions to ensure that actions are taken in the Bank’s best interest. Takes action in defiance of corporate rules and procedures for the greater good of the business and its stakeholders. Accepts personal risks and/or consequences of failure and persisr in the face of opposition or fear.
Leadership Competency 2 Competency Label: Driving Delivery of Results
Competency Description:Proactively identifies business opportunities or barriers to business performance and addresses them. Takes accountability for improving the business. Demonstrates a sense of urgency around the achievement of stretching business goals. This competency is about completing tasks and projects in a structured manner by employing effective planning and prioritizing skills. Once tasks have been planned and priorities have been set, individuals also need to be able to manage the project or task to completion in order to demonstrate effectiveness.
Proficiency Level Description:’3 Makes decisions and takes action to achieve a challenging goal; Sets challenging goals that will have a significant impact on the business or support the organisational strategy. The challenging goal might be related to the speed of execution or implementation. Commits significant resources and/or time to reach a challenging goal, while also taking action to mitigate risk. Ensuring delivery of Board directives and supporting business to meet goals.
Leadership Competency 3 Competency Label: Holding People Accountable
Competency Description:Sets clear performance standards and expectations, and holds others accountable when these are not met. Takes accountability for team delivery against the expectations and contribution to results.
Proficiency Level Description:4 Makes tough performance decisions; Dismisses a team member when they act against organisational values or they continuously under-perform, not having responded to previous clear expectations, feedback and action.
Leadership Competency 4 Competency Label: Inspiring Performance for Execution
Competency Description:Enables and empowers the team to implement/execute a strategic vision or change for the better. Leads with passion and energy.
Proficiency Level Description:Enables and empowers the team to implement/execute a strategic vision or change for the better. Leads with passion and energy.                                                   ‘1 Creates the conditions for the team to work together; Encourages open communication in the team. Creates opportunities for team members to know each other’s contexts. Sets an example of desired team behaviours (e.g. is visibly open to feedback, forthright). Ensures that team members treat each other with respect. Listen to the team, their thoughts and concerns. Promptly addresses morale problems.                                                                                                       ‘4 Guides and drives execution; Enables the team to execute against the vision by providing clarity about roles, expectations and accountability. Continually communicates and reinforces the plan and recognises and rewards the team’s contributions or progress towards the goal.
Leadership Competency 5 Competency Label: Purposeful Collaboration
Competency Description:Understands and leverages the dependencies across the organisation and the impact of own actions on the rest of the organisation to create organisation alignment for decision-making and delivery of quality outcomes.
Proficiency Level Description:’2 Seeks input from other functions; When coming up with new plans, seeks input from the relevant functions to ensure alignment. Builds cross-functional teams to arrive at the best solution for the business as a whole.
Leadership Competency 6 Competency Label: Growing Capability
Competency Description:Taking responsibility for identifying, developing and retaining capability for the benefit of the broader business, based on a genuine intent to foster the long-term learning or development of others.
Proficiency Level Description:’3 Grows capability by delegating; Delegates full areas of accountability and decision making to allow others to grow and learn from managing new responsibilities. Provides developmental guidance or coaching along with the developmental assignment.
Leadership Competency 7 Competency Label: Seeking Deeper Understanding
Competency Description:Is actively curious, seeking a deeper, broader and more objective understanding, upon which to base commercial acumen, strategic decisions and actions.
Proficiency Level Description:Builds an extensive, in-depth awareness of macro-environment trends; Seeks economic, political, ecological, sociological, technological, cultural and/or regulatory factors to shape major strategic decisions.
Leadership Competency 8 Competency Label: Influencing Others
Competency Description:Effectively and strategically influences across the organization, based on previously established credibility and respect, as well as understanding the organizational dynamics, politics and interpersonal context.
Proficiency Level Description:Users strategic indirect influence; Understands the influence network (internal or external) and uses indirect influence to get buy-in and support from the strategic level. Designs and constructs a complex, multiple-step and multiple-player strategy to attain a larger enterprise. Engages with external stakeholders when needed.
Leadership Competency 9 Competency Label: Purposeful Collaboration
Competency Description:Understands and leverages the dependencies across the organization and the impact of own actions on the rest of the organization to create organization alignment for decision-making and delivery of quality outcomes.
Proficiency Level Description:Puts others’ success first when it’s relevant for the organization; is invested in others’ success. Actively and explicitly supports other functions. Has the ability to re-prioritise (even at the cost of own function’s performance) when the best for the organization is to support another function.
Leadership Competency 10 Competency Label: Customer and Client Focused Innovation
Competency Description:Focusing attention and efforts on understanding customers (or customer segments) and proactively addressing different customer/client needs. Makes organisational changes or innovates when needed to address customer/client needs.
Proficiency Level Description:Creates new products to meet customer/client needs; Creates new services, products or solutions to serve customers in better ways. Scans the external environment to identify customer needs and designs new products or solutions to meet such needs.
   
Additional Job Dimensions
   
Business accountability: Impact on end result* Contributory ­- Advisory or facilitating services for use by others

Description or examples:Ability to advise on the best Governance approach to execute Corporate Strategy.

Typical direct reports for this job* Job Title:Governance Consultant
Number: 3-10
Internal relationships* Business area:The Board, Board Committees, Executive Committee
Job:Facilitate Various Group Governance Committee meetings to ensure good corporate governance with regulations, circulars and guidelines issued by the Central Bank, The Nigerian Stock Exchange and the Securities and Exchange Commission and other relevant Regulator and with the Company’s internal policies.
Nature of relationship: Influence their service delivery
Sphere of influence: Impact the whole functional area
Description or examples:Ensuring good governance in line with the provisions of the law and Regulatory laws. Also supervise the continuous education of Directors

Business area:Management Committee
Job:Partner with EXCO to ensure good corporate governance with regulations, circulars and guidelines issued by The Nigerian Stock Exchange and the Securities and Exchange Commission and other relevant Regulators and with the Company’s Internal policies
Nature of relationship: Influence their service delivery
Sphere of influence: Impact the whole functional area
Description or examples:Ensuring good corporate governance in line with the provisions of the law and Regulatory laws

Business area:Board Committee
Job:Coordinate & facilitate and provide to Board committees and members
Nature of relationship: Contribute to their service delivery
Sphere of influence: Impact the whole functional area
Description or examples:Ensuring good governance in line with the provisions of the law and Regulatory laws.

External relationships* Role type of external contact:Regulators
Nature of relationship: Manage the relationship
Description or examples:Maintain constant engagement with Central Bank, The Nigerian Stock Exchange, the Financial Reporting Council, National Pension Commission and the Securities and Exchange Commission

Role type of external contact:Regulators
Nature of relationship: Influence their decision making
Description or examples:Participate in various stakeholder engagements with a view to improving on existing regulations as well as Issuing new Regulations to address lacunas

Role type of external contact:Shareholders
Nature of relationship: Manage the relationship
Description or examples:Ensure proper and adequate communication with Shareholders and providing them with the appropriate forum such as at Annual general Meetings; Extra ordinary General Meetings and other Governance related meeting, whereby they can express themselves freely

 

Role type of external contact:Registrars
Nature of relationship: Manage the relationship
Description or examples:Ensure that the Shareholder Register is well maintained and that Dividend payouts are properly accounted for and paid as and when due

Role type of external contact:External Solicitors
Nature of relationship: Manage the relationship
Description or examples:Engage External Solicitors as and when required to ensure that all Statutory Returns are prepared and filed as and when due

Accountability for problem solving* Degree of guidance received to solve problems:
Clearly Defined – Policies, principles, readily available direction
Description or examples:Required to work around difficult and complex situations, while applying legal and other regulatory principles and practices in achieving results.

Degree of original thought required to solve problems:

Variable – Differing situations within boundaries of experience

Description or examples:Identifies and recommends appropriate workarounds to potential problems faced

Accountability for planning of activities* Integration fo functions that are diverse in nature

Description or examples:Must have a calendar for General Meetings, Board/Board Committee Meetings and prepare/plan ahead for these meetings; Calendar for Annual Statutory returns should be in place to guide Daily to weekly Planning as required

Discretion allowed for decision making* Directed – Broad practices, managerial direction

Description or examples:Defined rules and procedures on governance; Ensuring general Compliance with Legal and Regulatory requirements; Ability to use discretion and sound judgment in applying expertise to complex matters

Work environment*

 

Working Conditions 1: Domestic/local travel may be required
Working Conditions 2: International Travel may be required
Physical Requirements: Open plan office
   
   
   
III. COMMENT POSTULER?
   
Les personnes intéressées sont priées d’adresser leurs candidatures par e-mail à l’adresse électronique info@standardbank.cd en reprenant l’intitulé du poste en objet de leur e-mail.Les dossiers comprendront uniquement une lettre de motivation ainsi qu’un Curriculum Vitae détaillé à jour renseignant les numéros de téléphone et adresses e-mails d’au moins trois personnes de référence.

Seuls les candidats de nationalité congolaise remplissant les critères susmentionnés seront considérés pour la suite du processus.

La date de clôture pour la réception des candidatures est fixée au vendredi 08 novembre 2019 à 17h00’.

 

La Direction des Ressources Humaines

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