Job Description Form

SECTION ONE Band Sub-Grade Job Number

Job Title : Financial Controller - Planning

Division Finance

Department : Finance Planning

Location : Head Office

Name of Analyst(s) :
Number of Incumbent(s) : 1
Name of Job Incumbent(s) : Paul Ngwarayi
Date of Analysis : 17 August 2021
ORGANISATION STRUCTURE (Title only)
Incumbent Supervisor (2nd Level) : Chief Executive Officer
Incumbent Supervisor (1st Level) : Chief Finance Officer
Incumbent Job Title : Financial Controller - Planning

Subordinates (1st Level) : Business Analysis and Planning Manager x 2

Subordinates (2nd Level) : Business Analysts x3

Subordinates (3rd Level) : Nil
Subordinates (4th Level) : Nil

STATE THE MAIN PURPOSE OF THE JOB: (please give a brief statement of why the job exists). Complete this
sentence last.

 Cost control, budgeting & forecasting, product performance monitoring & pricing and provision of critical
information which is critical for strategic decision making to senior management (Executive and Management
Committees).

Agreed by Incumbent
………………………………… ……………………………

Print Name Paul Ngwarayi Signature Date 24.06.2022

Agreed by Supervisor
………………………………… ..………………………

Print Name Signature Date

Agreed by Departmental Head

………………………………… ……………………………

Print Name Signature Date

Page 1
SECTION TWO

DESCRIPTION OF TASKS/PROCESSES AND OPERATIONS

In column 1 please describe the Key Result Areas of your job, and the activities required to achieve these in chronological
order. In column 2, indicate the measurements/standards required to ensure the activity has been carried out to quality and
quantity standards. Column 3, please leave blank if you are the final authority, or indicate whether there is a further
approval or control on the activity, and state what that is (for example ‘Approved by the Line Manager’). Use present tense,
and start with active verb (for example checks, writes, supervises).

KEY FINAL APPROVAL

KEY RESULT AREAS AND RELATED ACTIVITIES DELIVERABLES
1. BUSINESS AND DATA ANALYSIS PLANNING Annual Operating Chief Finance
Plan Officer
1.1 Develops the operating plan for the Finance Planning department
and submits to the CFO
 Analysing the agreed 3-5 year strategy.
 Receiving the Chief Finance Officer’s expectations of the
department for the year
 Analysing and projecting resource requirements to build the
Departmental operating plan in line with the business’s strategic
objectives and the expectations of the Chief Finance Officer.
 Feeding the above plan and the requirements into the OPEX and
CAPEX planning process.
Annual Budget for the Chief Finance
2. BUDGETING AND FORECASTING FOR THE BANK
Bank Officer
2.1 Prepares the budget timetable for the Bank and presents to the
CFO for approval
2.2 Communicates key environmental insights and current business
performance to kick-start the budget process
2.3 Coordinates the budget process including budget meetings to
capture strategic expectations and departmental plans
2.4 Reviews the budget process at each stage of the process to
ensure delivery of the final budget on time, communicating key
issues requiring attention to all business unit heads as appropriate
2.5 Reviews the consolidated budget model and departmental
analysis to check conformance with Bank’s objectives
2.6 Submits the consolidated budget presentation and analysis to the
Chief Finance Officer for review
2.7 Approves the loading of budgets into the HFM system for
consolidation by the Group
2.8 Reviews monthly rolling forecasts prepared by the Business
Analysis and Planning Manager and submits to the CFO for
approval
2.9 Checks that the budget approved by the board is used to track
performance in all Management, Board and Group reports

Page 2
2.10 Ensures that each business unit has a copy of the approved
budget.

Daily, Monthly and Chief Finance

3. BUSINESS PERFORMANCE REPORTING
Quarterly Officer
Performance
Reports
Management Reporting

3.1 Oversees the preparation and timely circulation of the following

reports by the Business Analysis and Planning Managers
 Daily Performance Snapshot
 Monthly Departmental Performance Reports
 Weekly and Monthly Chairman’s Report
3.2 Reviews and submits the following reports
 Monthly Steward Bank Performance Report to the CFO/EXCO
 Finance input for Monthly Management Assets and Liabilities
Committee (ALCO) Report to the Management ALCO Secretariat
3.3 Reviews and presents the weekly SBU performance report on
Group meetings

3.4 Reviews and presents the Bankwide Weekly performance report

on MANCO meetings

3.5 Reviews and submits the Weekly Performance Report to Cassava

Group Reporting
3.5 Reviews and submits the following Group reports to the Group
CFO
 Monthly Flash Performance Report
 Monthly OPCO Report
 Monthly Cost Control Report
 Steward Bank Monthly Performance Report
Board Reporting
3.6 Reviews and submits the following Board reports to the CFO
 Finance Input on the Quarterly Board ALCO report
 Quarterly Board Finance Audit report
 Quarterly Group/ Cassava Board report
3.7 Reviews the quality and content of Board Packs prior to the CFO’s
final review

Monthly and Chief Finance

4 COST CONTROL
Quarterly Cost Officer
Control
4.1 Reviews and Presents Monthly Cost Containment Report to senior
management
4.2 Recommends and Implements Cost Containment initiatives to
ensure that the Bank’s Operating costs remain within the budgeted
levels.
4.3 Reviews and submits the Bank’s Cost Containment report to the
CFO and Cassava monthly.

Page 3
4.4 Ensures that HODs implement the agreed cost control measures
in respective departments
5 PRODUCT PRICING & PERFORMANCE Product Pricing & Chief Finance
Performance Updates Officer
5.1 Reviews the pricing of all bank products and recommends
appropriate pricing structure
5.2 Organizes and coordinates Pricing Committee meetings every
month
5.3 Reviews and presents Quarterly Product Performance Reports to
senior management.
5.4 Reviews the impact of price adjustments on revenues reports, for
submission to the CFO
Environmental Chief Finance
6 ENVIRONMENTAL SCANNING
Analysis reports Officer
6.1 Reviews the monthly, half-yearly and annual competitor analysis
report and submits to the CFO
6.2 Reviews the macro and micro political, economic, social,
technological, environmental, legal and regulatory environment
report prepared by the Business Analysis and Planning team
6.3 Presents a dynamic industry, competitor and economic context to
EXCO as part of the strategic planning process
6.4 Analyses and interprets key developments within the regulatory,
monetary and fiscal space and prepares an impact assessment for
the Bank
Financial Business Chief Finance
7 FINANCIAL BUSINESS PARTNERING
Partnering reports Officer
and proposals
7.1 Establishes best practice methods for investment and product
appraisal for use by the Business Analysis and Planning Team.

7.2 Receives business cases for evaluation from business units and
assigns to a Business Analysis and Planning Manager.

7.3 Reviews all business cases and financial evaluations conducted

by the Business Analysis and Planning Managers (approximately
two per month) and signs off the relevant proposal as appropriate

7.4 Supports and influences key operational and strategic decisions

7.5 Advises on key business planning assumptions, trade-offs and

opportunities

7.6 Provides ad-hoc analysis and insights on specific issues

Management of the Chief Finance
8 MANAGEMENT OF THE DEPARTMENT
Department in line Officer
with Human
Resources Policies
8.1 Develops the necessary plan/s to ensure that the Department
meets its agreed goals and objectives, meets departmental staff
on a monthly basis, identifies and agrees key result areas, key
objectives/tasks and action plans
8.2 Overviews, updates and maintains the departmental organisation
structure

Page 4
8.3 Identifies possible vacancies and where applicable, suitable
candidates internally or externally, and arranges through the CFO
for the appointment of suitable staff;
8.4 Checks that staff are being rewarded correctly and positioned
appropriately in line with skills and job requirements , and that the
requisite human resource policies, procedures and systems are in
place and being followed accurately;
8.5 Identifies staff training needs and drafts training program as well
as conducting on the job training.
8.6 Assesses staff performance and mentors staff

Page 5
SECTION THREE

KEY DECISIONS MADE

Please state approximately 2-3 major decisions that are made in the job. These normally flow from agreed
departmental/individual objectives. Start the sentences with the word ‘Decides’…

 Decides on whether project plans for all new projects are viable and profitable for the Bank.
 Decides on relevant information that assists business units improve productivity.
 Decides on the methods, techniques and tools used to analyse data and business information
 Decides on pricing models to be used by the Bank on product pricing.
 Decides on cost control mechanisms to be pursued by the Bank to keep operating costs at minimum levels.

SUPERVISORY CONTROLS
Supervision received
Describe the supervisory control received, from whom & how often it is received (for example: Receives supervision
from the Line Supervisor on a daily basis)

 Receives weekly supervision from the Chief Finance Officer through meetings and reports.

Supervision Given
Describe the supervision given, to whom and how often (for example: Supervises the artisans through daily meetings
and planning sessions)

 Supervises subordinates through daily, weekly and monthly meetings and reports

KEY CONTACTS and purpose (if applicable)

External
 Other Banks
 Divisional HODs
 Econet/ Cassava Group

PLANNING
State specific long term & short term deadlines, if any, which must be met (for example: incumbent must ensure that all
month end statements are ready by 12th of each month).

 Daily bank performance reports

 Weekly Bank performance reports
 Monthly Finance input for ALCO Report, Steward Bank Performance Report by the 10th
 Monthly Finance Performance Reports by the 8th
 Monthly rolling Forecasts
 Quarterly Steward Bank and Group Board Reports
 Quarterly Product Performance Analysis Report
 Annual business plan and budget

Page 6
EDUCATION
State the minimum level of formal school education required for this job. (This may not equate to the standard of
education of the present incumbent).

POST SCHOOL QUALIFICATIONS

State the minimum level of formal post school qualifications required for this job (for example: a Degree, Diploma,
Certificate, City & Guilds Apprenticeship qualifications).

 Chartered Accountant/Chartered Management Accountant or equivalent (a member of the profession e.g.

CIMA, ACCA, ICAZ)
 MBA an added advantage

EXPERIENCE
State the minimum length and type of relevant experience required for this job from qualifying (for example: three years’
experience in the design and maintenance of certain equipment may be required for a technical position).

 6 to 8 years’ experience in financial services sector, 2 of which must be in the Banking sector.

SUMMARY OF INDICATORS OF THE JOB SIZE IN THE ORGANISATION (applicable to appropriate levels of
posts only)
Holds full responsibility for:
Direct and indirect number of permanent/non permanent staff
Value of budget managed for the current year for the relevant Department, Section or Unit

HAZARDS AND SAFETY REQUIREMENTS

State only specific hazards that would lead to safety training or the wearing of safety equipment on a continual basis (for
example: job holder is required to wear full safety equipment - mask, overalls and boots for the 8-hour shift)

 N/A

Page 7