Head of Katanga and MCC Mining & Metals

Head of Katanga and MCC Mining & Metals

Lieu

Lubumbashi (Haut Katanga)

Description

Le poste

OFFRE D’EMPLOI N°005/SB-RDC/LUB/2020

 

TITRE DU POSTE

: Head of Katanga and MCC Mining & Metals

DEPARTEMENT

: Corporate Investment Banking / Client Coverage

LIEU D’AFFECTATION

: Lubumbashi

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 boursière dont 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 structure

Job title*

Head of Katanga and MCC Mining & Metals

Alternative job titles:

CIB Regional Head

Job function*

Corporate Banking

Job family*

Client Relationship Management

Job  reports to*

Senior management or executive within Client Coverage and OPS Department

Career type*

Line/Managerial

Contribution

Level of Work*

3 – Managerial

Job purpose description*

  • Define and execute strategic client plans that will ensure the development of strong business relationships and the delivery of profitable and integrated Standard Bank products and services, with the purpose of ensuring client profitability, increased revenue, risk optimisation and consistent service delivery.
  • Contribute to the formulation of the country’s branch business strategy in line with Country EXCO and Regional Operations Manco
  • Responsible for the communication, implementation and delivery of the business strategy, service and upholding of Bank standards by branches in the Katanga Region.
  • Responsible for overall performance monitoring of the Katanga’s Region branch network in terms of service delivery, risk control and financial control.
  • Responsible for the co-ordination of various workflow out-put of the Katanga’s Region branch network

 

Job criticality

Strategically Critical

Key Responsibilities

Output group 1*

Develop and execute Client strategic plan

Outputs and measures*

  • Lead the development and execution of strategic client plans and client solutions in alignment with the sector strategy (together with the core Client Service Teams) and manage and drive the implementation of client plans.   Client plans developed and implemented.
  • Continuously research and analyse the clients’ business context, operations and financial performance.   Discuss current and future business opportunities with clients, and therefore position Standard Bank as a strategic advisor.

Output group 2*

Formulate and manage Client Service Teams

Outputs and measures *

  • Identify individuals best suited to meet the client’s needs across products to form part of the core Client Service Teams (Client Service Teams) (i.e. based on client opportunity and to be reviewed regularly).  Client service teams formed and properly directed to service the client effectively.
  • Manage Client Relationship Teams across relevant geographies (when applicable) by ensuring that individuals are clear on their contribution and expected outcomes.  Client service teams properly informed and clear on their responsibilities and accountabilities.
  • Leverage, engage and collaborate with the Bank’s internal network to ensure that all the Bank’s relevant expertise is brought to bear in every client interaction, robust and stable client service (in partnership with business lines) is maintained, client results are delivered and that any impediments to client delivery are overcome through the availability of credible internal resources to build and leverage strong long-term relationships with the client’s key decision makers
  • Virtual teams collaborate to share relevant expertise and deliver the best suited solution to the client.
  • Regularly communicate client strategic opportunities to the extended CST, and lead effective communication sharing within the CST.
  • Broad and effective client stakeholder relationship management, coordination and monitoring across each client contact point.
  • Drive the co-ordination and communication of client information, activities and opportunities through effective CST interaction and use of SalesForce.com

Output group 3*

Coordinate client deliverables and manage Client relationships

Outputs and measures *

  • Develop critical relationships with client decision makers and regularly define and communicate commercial opportunities for new and existing clients of SB.  Personally maintain and deepen client relationships at the appropriate level and foster long-term client interest.
  • Oversee the execution of client activities in line with developed strategic client plans. Implementation of the client strategic plans.
  • Develop and align detailed client marketing plans (with inputs from the GM, TPS, Risk and IB coverage) and drive the client’s pricing and ROE (including relevant drivers e.g. risk grade, industry outlook, etc.).  Ensure overall client profitability.
  • Coordinate relevant programmes for each client (including entertainment and economic/sector road shows) and participate in key decision making activities by the client to ensure that the bank is included in any request of advisory and financing services. Positioning of Standard Bank in the client’s environment as the preferred advisor.
  • Develop in-depth knowledge of the client’s strategy, business, financial performance, industry outlook/trends, specific sector knowledge and general macroeconomic issues and trends in the country and other relevant geographies and ensure that this is transferred to the relevant internal stakeholders.  Proactively respond and anticipate client requirements.
  • Ensure the administration and analysis of the Client Service Surveys, as well as the implementation of focused action plans needed to address the gaps identified.  Ensure that gaps identified are addressed and that there is improvement in levels of client satisfaction.

Output group 4

Provide sector strategy support and input

Outputs and measures

  • Support the Global and / or Sector Head in the overall management and coordination of the client relationship and client/sector strategy including the provision of input into the strategic direction and value proposition of Standard Bank.  Client support aligned to the sector or client strategy and business development approach.
  • Maintain detailed and current understanding of external markets (at country, sector and client level) to ensure that new opportunities for the bank are capitalised and threats are quickly identified. 
  • Deep understanding of the industry’s market environment and opportunities and continuous assessment of competitor landscapes, threats and commercial opportunities for the client. 

Output group 5

Manage and drive Financial Performance and Portfolio Management

Outputs and measures

  • Drive and own annual budgets together with product houses and monitor actual performance against budget, drive product cross- sell and client profitability.
  • Manage overall client cost and revenue including the monthly tracking of revue contributions per client as well as the understanding of key drivers and variances to proactively respond to threads of reducing opportunity.
  • Conduct and Optimise client and portfolio risk-adjusted portfolio ROE and CRCOC (against prior year and budget) analysis, Cross Sell Ratio for portfolios, portfolio credit losses and write-offs, pro-active portfolio management resulting in zero losses in the portfolio (including excess management and facility compliance), portfolio actual revenue and net profit growth analysis and pro-active management of the portfolio pipeline and activities using the appropriate tools.
  • Improve sustainability and efficiency of portfolio revenues by maximising share of wallet and cross sell ratio per client
  • Proactive portfolio management, business origination and development within the Portfolio and effective timeous management of the portfolio deal pipeline.

Output group 6

Drive Credit and risk management

Outputs and measures

  • Drive and provide input to timeous preparation, review, sign-off and motivation of PCC and credit paper submissions (managing end-to-end credit process including facility letters, regularisation of conditions, etc.) and optimally allocate credit limits and manage exposures across product and geography.
  • Act as the “first line of defence” as required by the Credit Standard.
  • Ensure portfolio compliance with risk management frameworks (Credit, Legal & Regulatory)
  • Ensure understanding of, and adherence to, all relevant regulatory compliance requirements
  • Actively monitor all aspects of revenue collection and operational expenditure to ensure that they are in line with the operating budget, by making use of financial reporting from the Finance department.
  • Monitor actual figures in the Trial Balance and Profit and Loss against budget and / or against past months’ performance and investigate undue variations.
  • Keep abreast of local market developments and market potential
  • Identify business opportunities and develop tactics to refer these
  • Measure, track and manage targets and budgets for the Region.
  • Leverage sales leads and growth targets in collaboration with business partners in the Region
  • Drive the implementation of best practices in line with Segment value propositions and customer expectations.
  • Develop, maintain and utilize MIS/ sales support tools to strengthen the process:
  • Prepare and manage Regional budgets, ensure that all operating costs and expenditure budgets are authorized, accounted for and contained as far as possible.
  • Manage the cost to income ratios for the Region to ensure maximum profitability and efficiency in accordance with budget objectives. This includes:
  • Key ratio management, e.g. headcount management, cost per staff member, revenue per staff member, number of transactions per teller and use of productivity ratios
  • Leverage flexible staffing, technology, systems, processes to improve cost efficiency ratios.

Measures :

  • Income statement – actual expenditure against budget
  • Income statement – non-interest revenue (fee income) against budget
  • Sales and financial targets as per KRA scorecard:
  • Profitability of the Region measured by contribution
  • Growth in new business nationally
  • Increased cross-sell penetration ratios (growth in existing business base) for various product categories
  • Growth in total advances and resources

Output group 7

Maintain Knowledge of products, services and capabilities are across the bank

Outputs and measures

  • Maintain a proficient knowledge of products, services and capabilities across the bank (in all relevant geographies and sectors) to ensure relevant and informed client conversations.
  • Leverage research products offered by the bank for the client’s advantage and focus on enhancing cross-selling opportunities and originating profitable transactions in conjunction with the product areas
  • Develop, share and exhibit a deep understanding of clients' strategic objectives, their business and the markets within which they operate, in order to add the right value.
  • Maintain a working knowledge of Standard Bank's strategy, footprint and capabilities to ensure relevant and informed client conversations

Output group 8

Comply and conduct routine activities

Outputs and measures

  • Conduct set routine activities such as, produce monthly reporting, reviewing of pricing, interests’ rates, etc.  Ensure the accuracy of the data in the system.
  • On an annual basis, review the pricing concessions. – Ensure that the price has been approved by the pricing committee and the client has been advised accordingly.

Output group 9

Enable Client Deals by reviewing client base.

Outputs and measures

  • Ongoing review of client base for potential High Risk clients.
  • Guide the development and review credit paper for submission to the Pre- Credit Committee (PCC). 
  • Guide the development and review appropriate documentation to complete annual credit review.
  • Act as escalation point for any identified risks.
  • Consistent client deal enablement at required standard

Output group 10

Manage controls to improve finances and costs

Outputs and measures

  • Actively monitor all aspects of revenue collection and operational expenditure to ensure that they are in line with the operating budget, by making use of financial reporting from the Finance department.
  • Monitor actual figures in the Trial Balance and Profit and Loss against budget and / or against past months’ performance and investigate undue variations.
  • Keep abreast of local market developments and market potential
  • Identify business opportunities and develop tactics to refer these
  • Measure, track and manage targets and budgets for the Region.
  • Leverage sales leads and growth targets in collaboration with business partners in the Region
  • Drive the implementation of best practices in line with Segment value propositions and customer expectations.
  • Develop, maintain and utilize MIS/ sales support tools to strengthen the process:
  • Prepare and manage Regional budgets, ensure that all operating costs and expenditure budgets are authorized, accounted for and contained as far as possible.
  • Manage the cost to income ratios for the Region to ensure maximum profitability and efficiency in accordance with budget objectives. This includes:
  • Key ratio management, e.g. headcount management, cost per staff member, revenue per staff member, number of transactions per teller and use of productivity ratios
  • Leverage flexible staffing, technology, systems, processes to improve cost efficiency ratios.

Measures:

  • Income statement – actual expenditure against budget
  • Income statement – non-interest revenue (fee income) against budget
  • Sales and financial targets as per KRA scorecard:
  • Profitability of the Region measured by contribution
  • Growth in new business nationally
  • Increased cross-sell penetration ratios (growth in existing business base) for various product categories
  • Growth in total advances and resources

Output group 11

Lead and manage the branch team

Outputs and measures

  • Provide a Leadership style which encourages an open two-way communication at all levels and that which makes Staff members feel valued, supported and well informed
  • Provide goal setting and performance management of branch managers. Managing and motivating them on a regular basis.
  • Delegate authority and responsibility in line with business objectives and service standards to ensure empowerment, motivation and effectiveness of all subordinates.
  • Monitor and manage the performance and development of subordinates to ensure sustained profitability, compliance of code of best banking practice, internal controls and overall well-being of staff.
  • Take the lead in the Region by translating and communicating the strategic people initiatives into Regional staffing priorities and inspiring Branch Managers to take action.
  • Create a people-centric culture / mindset – profit-chain implementation (Understanding the people impact on customer satisfaction measures) i.e. Learning and knowledge sharing for bottom line gain and impact.
  • Establish and review communication strategy(ies) to promote an understanding of the management vision and to create a sharing of best practices / ideas.
  • Plan and manage staff capacity for the Region, ensuring that flexible staffing requirements and succession plans are understood and implemented as needed.
  • Drive and moderate the implementation of fair recognition and reward systems in the Region ensuring that excellent performance and poor performance is consistently identified and effectively managed/ rewarded.
  • Anticipate emerging and future competency requirements for the Region:
    • Plan and oversee the implementation of a skills development plan for the Region to address skills gaps
    • Foster a climate of self-development, learning and personal growth
  • Championing talent management in the Region by creating and implementing a platform for growth, succession planning, mentoring and development to attract and retain talent.
  • Collaboration with other business authorities on project meetings for building, branch refurbishment, etc).

Measures:

  • EPM loaded for each staff member
  • 1:1 meeting every month
  • Succession plan in place per branch Being the branch representative for branches matters
  • Quarterly branch visits to check adherence to procedures e.g. KYC, Opening and Closure procedures

II. EXIGENCES POUR LE POSTE

Qualifications

Minimum qualification 1*

 

Undergraduate qualifications in Finance, Economics, Accounting or other relevant degree or NQF equivalent. Other relevant qualifications including post graduate qualifications such as an MBA is considered a bonus

Experience

Experience required 1*

 

 

Minimum of 8 years of relevant experience.
Minimum of 5 years’ experience in the client service environment.
An additional 3 years within the credit or product environment is considered an advantage.

Behavioural Competencies

Behavioural competency 1*

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 the true nature of the problem. This makes the nature of the problem more complete, more meaningful and therefore longer term sustainable solutions more likely.  

Behavioural competency 2*

Competency Label: Articulating Information
Competency Description: This competency is about effectively expressing ideas and concerns, giving presentations, explaining things to others as well as showing confidence in the interaction with other people, both strangers and acquaintances alike. 

Behavioural competency 3

Competency Label: Establishing Rapport
Competency Description: This competency is about the behaviours an individual should employ in order to effectively engage people, establish positive personal contact and improve the likelihood of maintaining positive relationships. This competency is therefore about putting people at ease, making friends and helping people feel welcome.

Behavioural competency 4

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 for 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 5

Competency Label: Choose an item. Seizing Opportunities
Competency Description: This competency is characterised by the extent to which an individual displays competitive, entrepreneurial and sales orientated behavior. 

Behavioural competency 6

Competency Label: Empowering Individuals
Competency Description: This competency is about bringing others over to your point of view. The emphasis in this competency is on being persuasive and taking a negotiating approach. In addition, “Convincing People” focuses on individuals being able to shape others’ opinions.

Behavioural competency 7

Competency Label: Convincing People    
Competency Description: Ability to express ideas by means of clear and effective writing, in order to support professional communication internally within the Bank and externally.

Behavioural competency 8

Competency Label: Developing Strategies
Competency Description: This competency includes facets of behaviour such as being visionary and establishing effective plans that take into consideration long-term aspects. This competency also includes the need for individuals to focus on identifying trends.

Technical Competencies

Technical competency 1*

 

 

Competency Label: Stakeholder Management
Competency Description: The ability to identify and engage with all the key stakeholders in the project life cycle.
Proficiency Level: ADVANCED – Mastered the concept, able to act independently, provides guidance and training to others

Technical competency 2*

 

 

 

Competency Label: Requirements Risk Management
Competency Description: Assesses the ability to identify those requirements that most place the project at risk and once identified, the ability to analyse, quantify and create contingency plans.
Proficiency Level: ADVANCED – Mastered the concept, able to act independently, provides guidance and training to others

Technical competency 3*

 

 

 

Competency Label: Client Business Case
Competency Description: The ability to plan and communicate a business case to support the intent to engage with a financial transaction with a qualified client or to align a new or existing product range.
Proficiency Level: ADVANCED – Mastered the concept, able to act independently, provides guidance and training to others

 

 

Leadership Competencies (for jobs in Levels of Work 3 to 7)

Leadership Competency 1

 

 

 

 

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 organizational changes or innovates when needed to address customer/client needs.
Proficiency Level Description: 2 Focuses the team on the customer/client; Restructures the team to focus attention on the specific customer needs. This may be done with the intent to build closer relationships or increase organisational credibility in such clients or segments.

Leadership Competency 2

 

 

 

 

 

 

Competency Label: Leading Courageously
Competency Description: Believing in oneself, 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 persist in the face of opposition or fear.

Leadership Competency 3

 

 

 

 

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: 2 Seeks to understand the external environment Gathers information on specific clients / segments / countries / markets.  Tries to get an objective view on external reality. Actively seeks to understand different cultures and diverse viewpoints.

Leadership Competency 4

 

 

 

 

Competency Label: Aligning Business to Strategy
Competency Description: Understands the line-of-sight between strategy and organisational implementation. Translates the organisational strategy into specific decisions and actions to ensure the strategy implementation.  Aligns resources to effectively execute against the strategic direction. 
Proficiency Level Description: 2 Aligns resources and structures to strategy. Adjusts resources, roles, job structures, accountabilities, processes, systems, etc. to ensure strategy implementation or ensure organisational alignment.

Leadership Competency 5

 

 

 

 

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: 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 and 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. Listens to the team, their thoughts and concerns.  Promptly addresses morale problems. 

Leadership Competency 6

 

 

 

 

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 expectations and contribution to results.  

Proficiency Level Description: 2 Provides corrective feedback Confronts others when they don’t perform, when they act out of line or contrary to the organisational values or strategy. Openly talks about the lack of performance to the person involved.

Leadership Competency 7

 

 

 

 

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: 1 Grows capability by providing on-the-job guidance. Makes specific helpful suggestions or recommendations to assist others to achieve performance standards.  Gives reasons and explanations to help others understand.  .

Leadership Competency 8

 

 

 

Competency Label: Purposeful Collaboration
Competency Description Understands and leverages the dependencies across the organizations 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, seek 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 9

 

 

 

 

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: '2 Focuses the team on the customer/client; Restructures the team to focus attention on the specific customer needs. This may be done with the intent to build closer relationships or increase organisational credibility in such clients or segments.

Leadership Competency 10

 

 

 

 

 

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' 2 Seeks to understand the external environment; Gathers information on specific clients/segments/countries/markets. Tries to get an objective view on external reality. Actively seeks to understand different cultures and diverse viewpoints.

Leadership Competency 11

 

 

 

 

Competency Label: Influencing Others
Competency Description: Effectively and strategically influences across the organisation, based on previously established credibility and respect, as well as understanding the organisational dynamics, politics and interpersonal context.
Proficiency Level Description 2 Uses direct influence; When addressing key stakeholders, makes logical arguments to try and get buy-in (what needs to be done, how, why, etc.). Makes a good business case when presenting ideas or plans. Prepares well to respond to likely questions from the audience.

Leadership Competency 12

 

 

 

 

 

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. 
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.

Additional Job Dimensions

Business accountability: Impact on end result*

 

 

 

Shared – Jointly accountable with peers in our outside immediate department

Description or examples: Builds relationships to streamline and advance strategic business initiatives – Influences others in order to efficiently deliver business objectives-          Establishes and maintains strong relationships in a matrix organisation-  Manages and drives internal stakeholders to successfully deliver client solutions

Typical direct reports for this job*

Job Title: Client Analyst
Number: 1-3

Financial accountability*

Type of Budget: Sales Revenue Budget
Type of accountability: Directly accountable

Internal relationships*

 

 

 

 

 

 

 

Business area: CIB product Houses (Global Markets, Investment Banking & TPS)              
Job: Manager, Sales Coverage/Investment Banking/Client Services
Nature of relationship: Contribute to their service delivery
Sphere of influence: Impact the whole functional area
Description or examples: The business lines are required to work together to achieve the country and functional targets

Business area: Enabling Functions
Job: Various
Nature of relationship: Receive a service from them
Sphere of influence: Impact the whole functional area
Description or examples: The effectiveness of these relationships will determine the effectiveness of CIB in country, and as such the country performance.

External relationships*

Role type of external contact: Clients
Nature of relationship: Manage the relationship
Description or examples: Build trusted advisor status by engaging in value adding, strategic conversations with clients, anticipating and proactively responding to their needs and delivering solutions-based client service excellence

Accountability for problem solving*

Degree of guidance received to solve problems:
Broadly defined – Broad frameworks, general direction only
Description or examples: – Builds relationships to streamline and advance strategic business initiatives – Influences others in order to efficiently deliver business objectives

Degree of original thought required to solve problems:

Adaptive – Requires analysis, interpretation and significant judgment

Description or examples: – Identifies business opportunities and gaps.  Generates ideas and demonstrates innovative thinking in resolving unique challenges

Accountability for planning of activities*

Integration of functions that are similar

Description or examples: – Recognises and acknowledges diverse customer needs by adapting responses to context and client

Discretion allowed for decision making*

Generally Directed – Policy objectives, management general direction

Description or examples: – Interprets business information in a way that influences the key decision makers.           

Provides innovative and proactive advice, recognised by internal clients and colleagues for business and functional expertise

Work environment*

 

Working Conditions 1: Rest of Africa Travel may be required                                                              
Working Conditions 2: Domestic/local 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 [email protected]bank.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 (en Français et en Anglais) 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 18 décembre 2020 à 17h00’ .

La Direction des Ressources Humaines

Contact

Société : Standard Bank RDC

Site Internet :

Email : [email protected]

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