Head: Independent Power Producers Office

The Head: IPPO currently reports to the Director General: Mineral Resources and Energy (DMRE), with the Chief Executive Officer: Development Bank of Southern Africa (CEO: DBSA) contributing support to the IPPO as agreed to in the MoU. He/she is responsible for leading the IPPO in the achievement of all strategic, tactical and operational objectives associated with the Independent Power Producers Procurement Programme (IPPPP). Additionally, he/she is responsible for strategic direction, stakeholder management, financial management, ethical governance, operational and people management, as well as the developmental impact of the IPPO.

Strategic Direction

• Review the past decades strategic objectives and articulate the next decades strategic objectives, for approval by the JIC.
• Develop medium to long term (5-10 years) strategies in line with the Independent Power Producers Procurement Programme (IPPPP) and other energy sector related imperatives.
• Develop innovative strategies and business plans aligned to the medium-term development plan (MTDP) of the DMRE in respect of energy.
• Operationally and in respect of the IPPO itself, develop and submit the IPPO Corporate Plan(s) for approval by the JIC and the Shareholder; And develop associated execution plans, policies and procedures for the organisation.

Stakeholder Management

• Manage complex stakeholder relations and maintain effective relationships with the Ministers of Mineral Resources and Energy (DMRE) and Electricity (MoE), associated departments and leadership (DGs & DDGs), the Joint Implementation Committee (JIC), National Treasury (NT) and the Development Bank of Southern Africa (DBSA), IPPO management and employees.
• Develop and grow relationships to increase the IPPOs reach, influence and impact of the Independent Power Producers Procurement Programme (IPPPP) within the country.
• Evidence stakeholder engagement that results in increasing the shareholder and other stakeholders appreciation and understanding that the IPPOs development mandate extends beyond financial returns.

Financial Management

• Evidence balance sheet and development impact growth as well as financial sustainability.
• Initiate and co-ordinate the formulation of business plans and annual budgets and monitor progress towards their achievement.
• Oversee, duly supported by the Chief Finance Officer, the preparation and submission of the annual and interim financial reports and statements.
• Prepare and provide reports as well as recommendations to the respective governance and stakeholder groups for prudent decision making.
• Monitor that effective internal controls are in place and ensure compliance with all applicable Acts, policies as well as all related protocols of good practice in all IPPOs operations.
• Oversee the development, improvement and implementation of financial, technological and procurement policies, in line with best practices, legislation and other regulatory requirements.

Ethical Governance

• Entrench good governance principles and practices that protect the integrity of the IPPO as well as its internal and external stakeholders.
• Promote ethical decision-making processes and practices.
• Build a collaborative and trusting culture that advances employee empowerment and growth.

Operational and People Management

• Transition the IPPO to a future state of readiness in line with the key strategic imperatives.
• Maintain a strong performance culture and continued organisational capacitation of physical and non-physical assets to support delivery.
• Provide direction and management to the IPPO, to enable the strategy execution.
• Attract, retain, and develop talent and ensure succession planning and sufficient capacity and capability in all critical functions, supporting diversity strategies and initiatives as well.
• Promote IPPO values and a culture of high performance through implementing performance management in line with the planned strategic objectives, goals, quality standards and agreed key performance measures using sound performance management principles.

Key Measurements of Outputs

• Implementation of strategies and delivery of strategic outcomes associated with the implementation of the Independent Power Producers Procurement Programme (IPPPP) as approved by the JIC.
• An all-inclusive stakeholder management strategy as well as evidence of financial and non-financial benefit to the IPPO.
• Financial KPIs inclusive of the following
  • Balance Sheet growth
  • Value of project approvals
• Operational efficiency KPIs, targeted at the management of all resources, inclusive of:
  • Effective performance management of executive/management team
  • Effective utilisation of capacity by re-organising resources to maximise efficiency
  • Strong culture of performance and delivery in the organisation.
  • Good governance and ethical behaviour.

Minimum Requirements

• A degree with related majors in Engineering [e.g. Electrical Engineering] and/or Finance [e.g. CA(SA)], plus a relevant postgraduate degree, that is competence-related [e.g. Masters in Engineering] and/or business related [e.g. MBA].
• A minimum of 12 years relevant experience in a medium to large enterprise, in the energy management sector.
• The required experience must include 5 years as an executive of a medium-size enterprise [e.g. CEO] or 5 years as a division executive of a large-size enterprise.
• A strong career track record of achievement in the medium/large enterprise, with evidenced achievement of energy management in SA.
• Well-developed financial and quantitative competencies.
• An above-average understanding of the energy sector.
• Demonstrated leadership competencies and the required emotional intelligence, ethics, to lead within and outside of the IPPO.
• Evidence of and demonstrated ability of having managed a large cross-function team of executives/senior managers.
• Demonstrated evidence of change management, business transformation and associated activities.
• A commitment to as well as an evidenced track record in good corporate governance including but not limited to the King IV, the Companies Act, PFMA, etc.
• Evidenced knowledge of government structures, regulations, compliance requirements, and policies.
• Evidenced passion for energy management, coupled with strong commercial acumen and the ability to balance development versus profitability and sustainability.

TECHNICAL COMPETENCIES

• Business Acumen
• Strategic Planning
• Financial Acumen
• Presentation Skills

LEADERSHIP COMPETENCIES

• Leading & Empowering Others
• Leading & Managing Change
• Strategic & Innovative Thinking
• Teamwork, Cooperation & Developing Others
• Driving delivery of results
• Decisiveness