Management Accounting Manager

1. Budget and Performance Reports
- Annual Budget: manage the process and formats for creating annual Factory and Departmental budgets and semi-annual updates, if applicable, and getting the necessary approvals.
- Monthly Forecast: create monthly 3-month forward forecast of Profit & Loss, including operational data.
- Financial Reports and Analyses:
+ Review monthly financial reports and highlights to Managing Director and Department Directors on variances, performance and expenses against budget and forecast, so that corrective actions can be carried out effectively.
+ Proactively analyzes accounting records and identifies areas of improvements (e.g. handling of ageing materials). Investigate and provide recommendations to the management team and relevant departments as
appropriate.
- Analysis Requests: prepare ad-hoc financial analysis upon management team / other functions' request.
2. Cost Management
- Cost Analyses: provide Managing Director and Department Directors with adequate financial advice to assist them in costing exercises and cost reduction analyses.
- Analysis Tools: provide cost analysis tools such as TAL Group Cost Models, variance analysis, etc. to Department Directors, and train them how to use the tools to identify cost drivers and identify cost reduction opportunities. Review the identified opportunities and provide relevant support in formulating and executing corrective actions.
- Operational Changes: assess the impact of operation changes to the business flow and make relevant recommendations to the management team required actions to minimize the financial impact.
- Major Costs:
+ Hold Immediate Employee (IE) accountable for identifying the Factory's major controllable costs (e.g. excess cost, electricity, consumables).
+ Create reports to track and analyze these costs on a regular basis, and work with relevant Department Directors to develop cost saving measures.
3. Cut/Make (CM) Income Analysis
- CM Income Analysis: identify opportunities to maximize the CM income of the Factory.
- Customer Profitability: review and analyze the profitability by customer. Highlight anomalies to the Managing Director and recommend appropriate actions.
4. Fixed Asset Management
- Capital Expenditure Management: oversee the capital expenditure application and write-off procedure to ensure it is within Group guidelines. Review payback calculations for all capital expenditure application for validity.
- Fixed Asset Data: track incoming, outgoing, and retiring fixed assets. Follow-up to ensure timely refund of associated import taxes.
5. Internal Customer Engagement
- Internal Customer Expectations: identify internal customers' key expectations from the Finance services.
- Service Delivery: hold the relevant IEs accountable for building relationships and meeting expectations of customers to create high customer engagement.
- Customer Buy-in: communicate and collaborate with internal customer to gain support for Finance department initiatives.
- Continuous improvement: achieve year-on-year improvement in customer engagement.
*Definition of engagement: having captured the customer's "heart and mind" so that the customer consistently speaks positively of the Finance team, has a clear desire to work and/or be associated with the Finance team, and exerts extra effort to contribute in some way to the Finance team's success.
6. Managerial Leadership of Immediate Team
- Business Context: communicate the 'bigger picture' context in which IEs need to plan and execute work (e.g. world, country, industry, Group, customer and inter-departmental considerations).
- Collaborative Teamwork: establish process for meeting regularly and holding IEs accountable for effective and collaborative teamwork at their level.
- IE Performance Management*: agree on SMART goals and assignments with each IE and provide continuous managerial guidance and feedback. Provide support for enhancing performance in the current role, conduct midyear progress reviews and determine year-end performance appraisal ratings.
- IE Development*: assess the strengths and development needs of each IE and coach him/her in developing their FSKs and MLCs in line with the Role Profile of his/her current job.
- Recognition and Reward: provide differential recognition and recommendations for reward incentives for IEs (pay, promotion, development opportunities).
- De-selection: recommend re-assignment or termination of IEs where appropriate, supported by a fair 'due process' and structured performance improvement program.
- Appeals Process: provide an appeals process for employees one level down (EoDs) who have a grievance with his/her Immediate Manager (IM).
Note: manager accountable for:
1) coaching IEs to improve their performance and their abilities in their current job,
2) assessing future potential of employees one-level down(EoDs reporting to the manager's IEs) and mentoring EoDs in terms of their career development for future roles, 3) identifying and developing successors for his/her IEs where relevant.
7. Alignment with TAL Core Values and Culture
- Personal Alignment: understand and personally commit to the Group's core values and culture.
- 'Walk the Talk': lead by example and behave consistently with the Group's core values and culture.
- Reinforcement and Support: communicate and visibly use the Group's core values as guidelines for daily decision making. Support Group initiatives to reinforce the core values and culture.
- Coaching: coach IEs to behave consistently with the Group's core values and culture.
8. Personal Effectiveness
- Assessment: take accountability for self-assessment of how to improve own personal effectiveness in the current role.
- Feedback: ask for feedback regarding personal effectiveness from relevant parties.
- Development Plan: pro-actively discuss ways for improving personal effectiveness with own IM. Seek opportunities for learning and growth. Participate fully in development opportunities provided by the Group and consciously apply the learning from the development programs.
Note 1: incumbent is also accountable for other tasks assigned by Immediate Manager, for specific purposes (e.g. employee development). Immediate Manager accountable for explaining outcomes and target durations for such assignments.
Note 2: incumbent may not be assigned all Accountability Areas or tasks in the Role Profile. It is at the discretion of the Immediate Manager to provide specific direction and priorities for each IE (e.g. ramp up new employees), supported by clear explanations and timeframes.