Head: Loan Management [Midrand]

POSTED BY: Development Bank of Southern Africa
Date Published:Friday, August 25, 2023
Date of Expiration:Wednesday, February 21, 2024 EXPIRED

 South Africa |  MIDRAND in South Africa
Closing Date 2023/09/07
Reference Number DBS230817-1
Job Title Head: Loan Management [Midrand]
Job Grade 18
Job Type Classification Permanent
Location - Town / City Midrand
Location - Province Gauteng
Location - Country South Africa

The Head: Loan Management Unit is responsible for managing the DBSA loan and equity portfolio from end to end, such as setting the strategic direction for the DBSA in terms of Client Administration Control in the deal administration process from inception to closure including compliance with credit approval conditions, legal requirements and other regulatory requirements.

Strategic Functions
1. Set the strategic direction for the DBSA in terms of Client Administration Control in the deal administration process from inception to closure including compliance with credit approval conditions, legal requirements and other regulatory requirements. This includes all Credit approved financial assets and deals of DBSA i.e., loans, bonds, guarantees, equities, grants etc.
2. Control and manage the disbursement and portfolio management process end-to-end including amongst others:
1) high quality accurate and timely processing of client requests and disbursement of transactions.
2) proper closure deal accounts when fully paid or written off.
3. Collection and recording of account payments and necessary consequential adjustments to client accounts.
4. Control and manage the non-credit related waiver and consent requirements.
5. Act as Deputy Chairperson on the Portfolio Committee and manage the administrative process of the Portfolio Committee (watchlist, minutes, action list and in mandate approvals).
6. Maintain and control of securities taken on financial assets.
7. Ensure adequate and effective internal and system controls are in place throughout the process from inception to closure.
8. Safeguard security, client deal records and financial asset documents through appropriate processes and procedures.
9. Maximise process efficiencies to minimize operational and transactional execution losses.
10. Provide advisory services to the lending divisions in terms of loans structuring and or re-structuring and selling of financial assets.
11. Identify timeously high-risk client/account exposures for transfer to the Watchlist and/or Business Support & Recoveries Unit.
12. Check and verify compliance with credit and investment policies and contractual arrangements with clients.
13. Management of all credit approved deals which includes loans, equity investments (directly and indirectly, development bonds, guarantees, and grants).
14. Oversees adequate information relating to the equity investment is collected from the various DBSA
representatives to support DBSA on equity invested companies/investments.
15. Ensure adequate exit strategies for the various equity investments are in place as per Investment Committee approval/s.
16. Check and ensure all third-party valuations of equity investments are in line with financial standards and DBSA policies.
17. Prepare / analyse various documents and management reports for Investment Committees / Executive Committees / Boards / Stakeholders as per the agreed reporting cycles and timeframes:
1) equity portfolio reports.
2) disbursements, repayments, defaulters, financial asset summaries, financial asset provisions and adhoc
reports for information and decision-making purposes.

People Management
1. Provide direction and management to direct reports to enable them to execute their functions effectively –managing deadlines, team workload and the work of outsourced providers.
2. Attract, retain, and develop top-calibre talent. Develop and maintain sufficient depth in all critical functions, minimizing "key-man" risk.
3. Optimise skills usage within the Loan Management team.
4. Accountable for performance management of all direct reports, managing their performance in relation to quality standards and agreed benchmarks and objectives, focusing on all aspects of sound people management.
5. Develop the skills and abilities of all team members, with the result that they perform to at their highest potential and optimize their current and future job performance.
6. Promote DBSA values and a culture of High Performance within the team.

Key Measures
1. Effective management of performance outputs of staff using the performance management system and taking corrective action promptly and effectively.
2. Effective management and control of the LMU Budget including operational expenses.
3. Timeous disbursements and processing of all client requests.
4. Effective management of the equity portfolio exits.
5. Timely, accurate, high-quality reporting on loans and equities.
6. Manage level of arrears on performing book to be within acceptable norms
7. Accurate reflection of loans on the SAP system at all times.
8. Frequent programming, updating and maintenance of SAP to ensure optimal use.
9. Effective management of the administrative process of the Portfolio Committee.
Minimum Requirements
1. A post graduate degree in Finance and must be a Chartered Accountant - CA(SA).
2. At least 10 years working experience in loan/portfolio management in corporate lending preferably in the financial sector, 5 years of which must be at management level.
3. Solid understanding of the corporate lending process.
4. High level of competency required in MS Word, MS Excel, PowerPoint and related data analysis and modelling software packages. Demonstrable experience using an appropriate system to manage loan management and disbursements.
5. Familiar with legislative frameworks like IFRS, GAAP, PFMA, King III, MFA etc.
6. Demonstrated experience in working with CEO’s, Executives, Board Committees, Management and Employees
7. Experience in preparing comprehensive reports, management reports, presentations and recommendations for Exco, Board and business.

Desirable Requirements
1. Exposure to SAP CML will be an advance.
2. Development finance expertise would be an advantage.

Verbal & Written Communication
1. Able to communicate complex problems or concepts, by making them simple and understandable for others.
2. Adapts language to the level of the audience to ensure that the message has a positive impact and is interesting to the audience.
3. Is articulate and is confident when talking to large/high level audiences.
4. Is relied on by others to help them write complex technical and non-technical documents and briefs.
5. Is able to determine which aspects of this knowledge area need to be transferred to others to achieve organisational goals.
6. Coaches’ others and transfers communication skills and knowledge to others.

Business Acumen
1. Takes actions to fit business strategy.
2. Assesses and links short-term tasks in the context of long-term business strategies or perspectives.
3. Reviews own actions against the organisation's strategic plan; includes the big picture when considering possible opportunities or projects or thinks about long-term applications of current activities.
4. Anticipates possible responses to different initiatives.
5. Understands the projected direction of the industry and how changes might impact the organisation.

Stakeholder Management
1. Is able to present recommendations to senior management for approval in a concise manner. Actively engages partners and encourages others to build relationships that support DBSA objectives.
2. Understands and recognises the contributions that staff at all levels make to delivering priorities.
3. Proactively manages client/partner relationships, preventing or resolving any conflict.
4. Adapts style to work effectively with clients/partners, building consensus, trust and respect.
5. Delivers objectives by bringing together diverse stakeholders to work effectively in partnership.

Planning & Organizing
1. Coaches’ others on advanced planning and organising skills.
2. Plays a role in transferring advanced planning and organising skills and knowledge to others.
3. Identifies and acts on opportunities to partner with other units in the department to achieve desired results.
4. Develops partnership agreements that ensure win-win outcomes for all parties. Develops integrated plans for the work unit and others that interfaces with the function’s budget.

Financial Analysis
1. Interprets, analyses and/or evaluates compliance with applicable legislation, sound regulatory practices and procedures, generally accepted accounting principles, and other such rules and regulations.
2. Analyses or interprets financial records and develops program procedures, financial models and databases.
3. Demonstrates a thorough knowledge and understanding of applicable regulations, rules, entity/company practices, concepts, and industry issues.
4. Demonstrates a thorough knowledge or experience working with legal and regulatory issues in their subject area.
5. Develops and maintains effective working relationships with regulated industries, government officials, administrators, and leaders.

Financial Acumen
1. Makes sound financial decisions after having analysed their impacts on the organisation, clients, partner agencies, and community.
2. Effectively prepares budgetary submissions and forecasts for own department.
3. Knows the internal and external factors that impact on resource and asset availability.
4. Is able to interpret management account reports in an operational/commercial context and take action as appropriate to maximize revenues and control costs.

Detail Orientation
1. Quickly identifies relevant and irrelevant information to support accurate decision making.
2. Maps out all the logistics and details of a situation to ensure smooth and flawless implementation.
3. Consistently identifies all relevant details that are not obvious in complex situations.
4. Requires the highest standards for accuracy and quality for their work.
5. Establishes processes to ensure accuracy and quality of services delivered by the team.

Required Personal Attributes
Leading & Empowering Others
1. Identifies long-term goals for the team and communicates them to team members, ensuring their buy in.
2. Sets a good example by personally exercising desired behaviour; acts on values and beliefs.
3. Communicates a vision for the team and future success that inspires team members.
4. After assessing others’ competence, one delegates full authority and responsibility to others to do a task in their own way.
5. Ensures that competent employees are given opportunities to further their careers.

Leading & Managing Change
1. Anticipates the need for change when not obvious and influences others to gain support. Builds sustainable business and organisational capacity to embrace and thrive on change.
2. Re-engineers and aligns structures, processes and practices to support and sustain the desired change.

Strategic & Innovative Thinking
1. Understands connections and trade-offs of strategic choices to evaluate which ideas are practical and possible by considering business and/or scientific implications.
2. Develops innovative business and/or customer solutions that shape industry practices.

Teamwork & Cooperation
1. Acts to promote a friendly climate and good morale and resolves conflicts.
2. Creates opportunities for cross-functional working.
3. Encourages others to network outside of their own team/department and learn from their experience.

Developing Others
1. Gives specific positive or mixed feedback for developmental purposes.
2. Gives negative feedback in behavioral rather than personal terms.
3. Reassures and/or expresses positive expectations for future performance when giving corrective feedback.
4. Gives individualised suggestions to individuals for their improvement.

Driving delivery of results
1. Identifies and implements a business opportunity that will have a long-term impact on the business (which may include the organisation’s reputation or brand image). Monitors progress and adapts the plan if necessary to ensure optimal benefit to the business.
2. Makes decisions, sets priorities, or chooses goals on the basis of inputs and outputs makes explicit considerations of potential profit, return on investment, or cost benefit analysis.
3. Based on the cost-benefit analysis, makes decisions of entrepreneurial risk nature.

Decisiveness (High Performance, Service Orientation)
1. Makes timely decisions about complex issues even when some information is missing.
2. Makes decisions and stands by them even when they are controversial or unpopular. Grasps critical business opportunities when they arise by making timely decisions.

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