The purpose of the Finance Controller function is to work shoulder-to-shoulder with cluster stakeholders to drive and impact cluster business performance. The Finance Controller is accountable for:

• Delivering the commercial results of the cluster (P&L and Balance Sheet) and also acting as the ‘engine room’ of Business Performance management, owning the Planning, Budgeting, and Forecasting processes within the framework set by the Group
• In addition, it is also required to be ‘forward looking’, focusing on identification of opportunities to drive improvements in top and bottom line and other key outcomes (e.g. work capital, cash, and cost reduction). Teams will use the data/analytics/tools which will be available to them (along with influencing relationship development and storytelling skills) to drive material performance improvement, in collaboration with Cluster leadership teams

The Finance Controller will be responsible for the delivery of the financial results of the cluster (P&L and Balance Sheet) taking ownership Financial Statements and the assurance process within the cluster for each period end.They will manage the period end process for the cluster, with the majority of activities being performed by the Service Delivery Centre’s and GBS, as such they will be responsible for ensuring the accurately and time close of the books, on behalf of the Cluster FD and GM.
The Finance Controller will in some clusters manage larger accounting teams that have notmigrated to regional service delivery centers. He/she will be expected to quickly get to know the business and work across the cluster and markets to support stakeholders’ decision-making processes.The role requires a combination of excellent understanding of the financial numbers, Risk and Control frameworks, combined with solid business knowledge.

The key desired outcomes over the next 12 months for The Finance Controller:

• Validate regulatory compliance controls like anti-money laundry and anti-bribery
• Perform walk through of financial processes
• Investigate potential forensic cases incl. whistle-blower reportsTake part
• Improved robustness and speed of the global Close process the cluster andmarkets
• Created strong working relationship to Cluster and Market Commercial Finance Managers and crucially the leads in the new GBS organisation
• Delivered on the (Finance) Transformation program deliverables in thecluster and markets including managing transition.
• Built stronger relations to key business stakeholders in the cluster and markets
• Reporting accuracy
• Time to close
• Global Internal Audit & Compliance findings.
• Stakeholder Ratings

KEY ACCOUNTABILITIES:

• Close, Consolidate & Report
• Confirm Financial Reporting accurately represents the position of all cluster/markets (P&L and BS)
• Procure to Pay
• Order to Cash
• Additional activities which are not performed by the GBS organisation (e.g. reviewing exceptions

• Delivering the commercial results of the cluster (P&L and Balance Sheet) and also acting as the ‘engine room’ of Business Performance management, owning the Planning, Budgeting, and Forecasting processes within the framework set by the Group
• In addition, it is also required to be ‘forward looking’, focusing on identification of opportunities to drive improvements in top and bottom line and other key outcomes (e.g. work capital, cash, and cost reduction). Teams will use the data/analytics/tools which will be available to them (along with influencing relationship development and storytelling skills) to drive material performance improvement, in collaboration with Cluster leadership team