Financial Accounting Manager

1. ROLE IDENTIFICATION
Role Title: Financial Accounting Manager
Job Code: PLT.FAD.F&A.001a
Manager Accountable for Output of this Role: Finance & Information Technology (IT) Director
Manager One-Up: Managing Director
Department: Finance & Information Technology

2. ROLE PURPOSE:
Within the guidance of the Finance & IT operating plan, to provide managerial leadership to the Financial Accounting team and the tools and functional expertise to line management, where relevant, to ensure that the accounting reporting, cash management, tax management and risk management of the Factory is in line with the country regulations and Factory and Group standards.

KEY ACCOUNTABILITY AREAS
1. Statutory Accounting
• Month-end / Year-end Closing: coordinate with other functions to ensure month-end / year-end closing operations are carried out in-line with the Group and local guidelines. Provide expert support to the other functions on month-end / year-end closing as needed.
• Accounting Reports: hold relevant Immediate Employee (IE) accountable for preparing financial statements (e.g. P&L, Balance Sheet, etc.) in accordance with Country and Group accounting procedures. Send to Group Finance department for consolidation into Group books.
• Audits: be the primary Factory representative to coordinate all Group and external financial audits and tax investigations.
• Compliance: monitor financial activities of the Factory to ensure they are carried out in compliance with Country laws and Group policies and SOPs.

2. Cash Management
• Cash Flow: create weekly cash flow forecast to determine level of cash needed versus cash in hand. Request cash as needed. Recommend to Finance & IT Director the use of excess cash (e.g. time deposit, pay down debt, etc.).
• Accounts Payable: review accuracy and appropriateness of supplier invoices, staff claims and petty cash receipts before sending forward to designated manager for approval as specified in the Factory financial policies. Provide guidance on the best date to settle the payments as needed.
• Accounts Receivable: monitor the outstanding accounts receivables and follow-up those overdue transactions. Personally liaise with counterparties to settle overdue receivables as needed.

3. Tax Management
• Tax Planning: plan the timing and type of financial activities to minimize the tax liability of the Factory.
• Tax Reporting: ensure taxes are reported and tax payments are settled in a timely manner and in accordance with Country regulations.

4. Risk Management
• Insurance: ensure adequate insurance coverage on all major risk areas such as company’s assets are well covered with the proper insurance such as fire, property damage, public liability, business interruption, money (theft or loss of cash in transit), group personal accident and medical, etc.
• Accounting Compliance Audit: periodically audit compliance of accounting processes against policies and recommend actions as required.

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.

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 mid- year 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).

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.

- Attractive salary and bonus
- Opportunity to prove your ability and develop yourself
- Professional, dynamic working environment

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