KENYA ELECTRICITY GENERATING COMPANY LIMITED Job details: STRATEGY DEVELOPMENT MANAGER Date of analysis session: Name of job holder: N/A Current job Level: TWO (2) Grade: N/A Analyst: Job title: Strategy & Business Performance Manager Supervisor/Manager title: Strategy and Business Performance Director Division: Strategy & Business Performance Section: N/A Department: N/A Station: Central Office Job summary: Describe the purpose of the position in 2-3 sentences. Reporting to the Strategy and Business Performance Director, the job holder will be responsible for driving the Company s strategy management process from strategy formulation, reviews, alignment, communication, monitoring and evaluation through to testing and adaptation; Leading corporate performance management through the Accountability and Balanced Scorecard frameworks as well as effective business performance reporting and managing Government of Kenya (GoK) performance contract and promoting and mainstreaming National Values and Principles of Governance in the organization. Key responsibilities: Briefly describe the duties or the responsibilities for the position. Please list these duties in order of importance and include the estimated percentage of time spent on a monthly basis on each activity. Also fill in any duties the position performs that are not included in the job description. Duty/responsibility; Strategy Management - Implement and institutionalize an effective accountability system across the Company through a rigorous Strategy Execution management process; - Initiate and drive Strategy formulation and review through an in-depth Strategic and Situational Analysis of external (energy industry status, government regulation and national objectives) and internal (human capital, operations, innovation and technology changes) operating environment; - Lead the development of Strategic initiatives through operational and strategy review sessions and identify major activities, timelines and targets; - Ensure organizational alignment to the G2G strategy for both business and support functions; Percentage of time (%) 50
- Establish strategy expenditure budget required to drive implementation of strategic initiatives portfolio and seamlessly coordinate implementation of these initiatives; - Lead the alignment of employees to strategy by driving the Senior Executive Top Down Planning and ensuring that personal objectives are aligned to corporate ones; - Lead and coordinate the Annual Planning Cycle and ensure operating plans and budget (OPEX and CAPEX) are linked to the Strategy; - Implement effective and objective G2G strategy monitoring and evaluation framework by providing hands-on support to problem and solution development and help manage key stakeholders and break through organizational barriers; Business Performance - Drive the translation of the Company Strategy into Strategy Map and Balanced Scorecard by standardizing terminology and measurement definitions across the organization and explicitly define objectives / measures and targets; - Oversee an accountable Business Performance reporting to provide performance insights and required mitigations through cascading Balanced Scorecards to both Levels 1, 2 and 3 Business and Support functions; - Decompose strategic initiatives into processes, map strategic processes and lead their alignment and improvement programs while driving Six Sigma and lean practices; - Undertake continuous Business Processes Analysis and Improvements based on continuous process value analysis relative to the strategy and integrate the Balanced Scorecard and incentive mechanisms; - Maintain and co-ordinate a benchmarking hub to drive best practices across the Company and institutionalize divisional service charters; - Prepare Board papers including the MD/CEO reports and Quarterly Strategy Execution progress reports and performance contracting reports to the Board; - Coordinate twice-monthly operational review meetings and quarterly strategic review meetings to examine progress and overall business performance; - Tracking, monitoring and progress reporting on Executive Committee (ExCo) decisions as well as preparation and development of corporate presentations. GoK Performance Contracting - Manage the GoK performance contracting process by leading and coordinating target setting, negotiations, vetting & signing; - Monitor divisional performance in regard to the GoK performance contract and provide mitigation guidance to the relevant functions. - Ensure GoK contracting performance progress monitoring, evaluation and reporting. 35 5 On Demand External reports 5
- Facilitate the centralized reporting and presentations preparation to the parent Ministries and external agencies as and when required. Managerial / Others - Manage the staff within the department including completing performance appraisals, personal development and succession plans effectively and on time in accordance with the established management system; - Plan, coordinate and execute the department s budget and ensure prudent use of resources; - Prepare and circulate the department s monthly report and ensure follow through for the gaps identified; - Coordinate and follow up tender activities on all procurement issues emanating from the department. 5 Occasional duties: In bullet form, list any additional duties that the job holder would be required to carry out in the position on an infrequent/occasional basis. Represent the Strategy and Business Performance Director in an acting capacity as may be necessary; Preparation of reports for key stakeholders as well as Ministry of Energy and Petroleum and project briefs; Represent the Company in Strategy Management and Business Performance related engagements; 100 Staff responsibility: Draw a simple organisation structure to show the position, the job titles of positions it reports to, and those that report directly to the position. Indicate the number of staff in each of these positions.
Strategy & Business Performance Director Strategy Development Manager Administrative Assistant Chief Strategy and Alignment Officer Chief Strategy Monitoring & Evaluation Officer Chief Business Performance Officer Number of staff in the Strategy & Business Performance Department Thirteen (13) 1: RESPONSIBILITY This section looks at the extent to which the job holder is required to plan, organise, direct and control resources in order to achieve specified objectives. Specific areas include staff, equipment, stock and finances. Is the position responsible for the management, guidance or training of staff? If yes, please answer the following questions where applicable. If no, please proceed to Section 2. 1.1 Line management (Direct reports) Does the position have other positions reporting directly to it? If so, please indicate the total number of staff in these positions. Yes, four (4) direct reports. Three (3) Chief Officers and one (1) Administrative Assistant. 1.2 Strategic management of staff Is the position responsible for long term strategic planning of staff? If so indicate the numbers of staff affected and the type of planning involved. Yes. Position is responsible for developing and implementing the strategic agenda of the company with a staff complement of over 2000 employees and initiatives for Strategy Management Department with a staff complement of 13. 1.3 Project management Is the job holder required to manage staff from other departments or sections during a project? If so please indicate the average number managed.
Yes. Responsible for staff from various departments during implementation of strategy programs and, cascading of Corporate and Divisional scorecards and adhoc committees. Number of staff will vary on the assignment, on average around 20. 1.4 Contractors Is the position responsible for the management of contracts involving the placement of non-kengen staff? (This section applies only if the job holder has the authority to contract and terminate contract). If so please indicate the nature of the contract(s) and the typical number of non-kengen staff involved. Yes. Responsible for external staff under various contracts during implementation of strategy and corporate performance programs. Number of engaged staff will vary on the assignment. 1.5 Training Are you responsible for the delivery of training courses in a formalised learning environment? If so, what is the average number of trainees you are responsible for at any one time? Yes. Responsible for delivery of the organization s strategic agenda and National Values and Principles of Governance to over 2000 staff through periodic workshops / forums. Numbers of staff range from 20-100 per session. 1.6 Work guidance/general supervision Does the position have responsibility for the day to day work guidance/supervision of other staff /contractors not included in sections 1.1 to 1.5 above? If so, please indicate the average number of staff controlled at any one time. None. 2: OTHER RESOURCES For each of the following headings indicate the type of resources controlled by this position and the nature of that control. 2.1 Equipment: Does this position have any responsibility over any equipment? If yes, what equipment has the position been provided with to facilitate the performance of assigned duties and what form of control does the position have over it? Indicate the approximate value. Types of responsibility may include personal use, repair and maintenance, security, safety, operating efficiency, purchase decision etc. Equipment/Asset Value (Ksh) No. of users Type of responsibility Laptop 120,000 1 Personal/Official use Printer 400,000 4 Personal/Official use Cell phone 70,000 1 Personal/Official use Tablet 80,000 1 Personal/Official use 2.2 Stock/Stores
Does the position have responsibility over any consumables such as spare parts, consumables and stationery? What type of items would the position be responsible for? (Responsibility may include issuing the items to staff, receiving the items from suppliers, responsibility for ensuring stocking levels are adhered to, determining stocking levels, purchasing the items or procurement management). Type of items Value (Ksh) Nature of responsibility Stationery 100,000 Budget approval 2.3 Buildings/land Does the position have responsibility for buildings/land? Please indicate the nature of responsibility and type/scale of buildings/land involved (Responsibility may include ensuring the safety of the building, security, maintenance, management or sell/purchase decisions etc). Building/land Land and buildings 2.4 Financial matters Nature of responsibility/type/scale Sell / purchase decision (strategic recommendation) Does this position have any responsibility for handling cash or managing budgets or any other financial matters? If yes, please indicate the amount of money involved as well as the nature of responsibility.(e.g. budget holder, income generation, treasury management, authorising expenditure, cash management, financial audit etc) Description Amount of money (Ksh) Nature of responsibility Divisional budget 150,000,000 Budget holder 2.5 Judgement and decision making Describe the level of decision making authority this position has. Distinguish between decisions / recommendations referred to another position and those where the position would have the final authority. 1. Recommend critical decisions regarding the company future in light of current and future conditions; 2. Determine strategic alignment program to implement across the company; 3. Advice on performance challenges, their impact and recommend mitigation strategies; 4. Determine the performance levels of the Company (both internally and GoK PC); 5. Recommend action plans for development and implementation of cost management initiatives; 6. Liaise with GoK performance contracting / Vision 2030 secretariats on performance progress; 7. Provide procedural advice to Department staff, conduct performance appraisal for the Chief Officers and recommend staff for promotion; re-deployment, training and competency development 3: ADVICE / RECOMMENDATIONS This section considers the type / recommendations the position would be required to provide e.g. technical advice.
Is this position required to provide advice to others positions within or outside the organisation? If so, please indicate the type(s) of advice given and the recipients. 1. Advise the KenGen Board and management on long term corporate goals and strategic initiatives to be implemented and updates on key areas of business performance progress and improvements; 2. Make strategic recommendations on which projects KenGen should undertake and within what timeframe; 3. Provide advice on development / revision of Company policies and procedures in line with the strategy as well as for the Strategy and Business Performance Division; 4. Prepare recommendations for corporate reward / bonus based on objective corporate performance; 5. Liaise with external organisations and institutions and coordinates Company representations in the national and international forums; 4. KNOWLEDGE: This section considers the qualifications, experience and skills that the job holder must possess in order to perform in the position. 4.1 Qualifications What are the minimum educational requirements that the job holder is required to have to successfully perform in this position? a) Bachelor s degree in Engineering or a Business related field; b) Relevant professional qualifications and membership in a business related field from a recognized institution is an added advantage 4.2 Previous experience What is the minimum number of years of previous work experience that the job holder requires to successfully perform in this position? Please include the type of experience. (e.g. at least 3 years experience as an accountant) 1. Minimum of ten (10) years experience with at least five (5) years at senior strategy management level in the energy sector; 2. A proven track record of leading major corporate strategy formulation projects and effective strategy execution monitoring and evaluation; 3. Experience and track record of managing corporate performance and proven ability to manage Government entities and agencies; 4. Evidence of the ability to organise and present high impact information for top management and key stakeholders; 5. Proven experience in engaging top management teams, anticipating, filtering and accelerating issues and problem resolution across divisions, departments and teams. 6. Relevant experience in the energy sector and familiarity with key sector stakeholders. 4.3. Skills required (e.g. IT skills, typing skills, people management, language skills) What additional skills are required in addition to or instead of qualifications?
1. Leadership, negotiation and people management skills 2. Sound decision making and judgement skills 3. Excellent relationship management and cross-functional business skills 4. Business acumen, organisational and entrepreneurial skills 5. Planning, problem solving and analytical skills 6. Oral and written communication skills with Proficiency in MS Suite of packages 5. MENTAL SKILLS: This section considers the degree to which the job requires problem solving, planning and creativity skills. 5.1 Problem solving What types of problems would this position encounter and solve in this role? 1. Identification and implementation of an appropriate Corporate strategy and buy-in from all stakeholders; 2. Streamlining of business processes to improve organizational performance and remove barriers 3. Divisional adherence to the Annual Planning & Budgeting Cycle 4. Harmonizing KenGen objectives with other industry players and stakeholders 5.2 Planning ahead Is this position required to actively plan ahead? If so, what would be planned and how far into the future must the job holder routinely plan? E.g. a day ahead, a month ahead, a year ahead etc. Item Corporate Strategy Department Strategy GoK performance reporting Corporate performance Planning Period 5-10 years 1 year 1 year Quarterly 5.3 Creativity Is the job holder required to demonstrate creativity in this position to successfully perform assigned duties? If so, in what ways would the job holder demonstrate creativity? - Critical for strategy development, alignment, cascading and monitoring; - Provide business operational performance insights and required mitigations; - Developing and implementing cost management initiatives;
- Complex problem solving and solution development across functional barriers; - Analyse and package high-level corporate presentations for different audiences. 6. COMMUNICATION SKILLS: This section considers the type of communications skills required to effectively perform in the role. 6.1 Oral communication What type of oral communication skills is required to do the job effectively (e.g. simple instructions, information, detailed advice, tact and diplomacy, negotiating skills, influencing skills etc) Influencing skills (strategy buy-in and approval, planning cycle and cascading objectives), negotiating skills / tact and diplomacy (external players to leverage the company position in GoK PC, and Vision 2030 delivery) 6.2 Written communication Is this position required to communicate in writing to other positions, people or organisations? If so what is the nature of the communication e.g. e-mails, memo s, letters, reports etc Nature Of Communication Board Papers MD / CEO report Corporate performance report Corporate presentations Frequency Quarterly Quarterly Monthly Frequent but adhoc
6.3 What is the nature of contact this position has with other positions internally, with customers and consultants etc and how frequent is this contact? (e.g. reporting facts or figures, providing direction, advice etc) Contact s Job title or Organisation if external Internal/External to KenGen Frequency of contact Managing Director & CEO Internal Frequently Directors / ExCo Internal Frequently All managers Internal Frequently All staff Internal Frequently GoK PC / Vision 2030 Secretariats External Occasional Ministry of Energy & Petroleum Cabinet Secretary & Permanent Secretary External Occasional Industry player officials External Occasional Consultants / contractors on various projects External Occasional 7. ENVIRONMENT: This section looks at the working situations and conditions, physically demanding and/or environmentally disagreeable and/or socially disruptive. 7.1 In what environment does this position work?(e.g. in an office, outdoors etc) In an office % of Time...65... Outdoors Where? _Project sites % of Time...20... Other (please specify) _With staff / stakeholders _ % of Time...15... (If both indoors and outdoors, indicate the % time spent indoors and outdoors) 7.2 Would the job holder be exposed to any hazards/danger? If yes, kindly indicate the level of hazard and frequency of exposure. Minor (Hazard may result in some injury to the role holder. E.g. may cause cuts, minor burns, etc.) Moderate (Hazard may result in significant injury. E.g. working at heights, exposure to violence, and exposure to moving machine parts.) Severe (Hazard may result in injuries which are life threatening, e.g. Working with live electrical contacts, highly toxic chemicals, molten metal, exposure to gunfire, etc.)
7.3 Are there any aspects of this position that are physically demanding? (e.g. lifting, standing, walking, sitting, climbing etc) If yes, kindly indicate the level and frequency of the physical demand. Minor (Activities demanding a limited degree of physically tiring activity. E.g. prolonged periods of standing / walking) Moderate (Physically demanding activities, e.g. climbing, working in cramped spaces, lifting of moderately heavy weights, man handling patients, prolonged use of VDU, etc.) Severe (Extremely physically demanding activities, e.g. pushing / pulling / lifting very heavy loads) 7.4 Does this job holder experience disruptions to leisure time due to the nature of this position? (e.g. unplanned overtime, working outside of normal working hours). If yes, kindly indicate the frequency it occurs. Minor (Infrequent recurring requirement on occasions to do any of the following: work unplanned overtime or weekends, travel / work away from home, make early starts / late finishes. Alternatively, there may be some vacation restrictions (e.g. year end)) Moderate (Regular requirement to do any of the following: work unplanned overtime or weekends, travel / work away from home, make early starts / late finishes, work shift patterns, can be called back to the workplace out of hours.) Severe (Major disruption to leisure time due to working prolonged hours or weekends on a frequent basis. May spend long periods of time away from home or large amounts of time travelling outside of normal hours. Those working highly demanding shift patterns could also be included here.) 8. ADDITIONAL INFORMATION: This section looks at any additional information that may not have been captured in the sections above. Please provide any additional information on the position not captured in the above sections that would aid in ensuring that this position s job description represents an accurate and complete picture of the job.