The General Manager is responsible for coordinating security services and ensuring financial targets are met in compliance with company policies. Key duties include effective management of finances, staff, operations, business development, and health and safety. Key performance areas include revenue growth, cost controls, client retention, new business development, and embedding a culture of health and safety. The General Manager oversees customer service managers, contract managers, and other staff to ensure quality service delivery and achievement of operational and financial objectives.

1. CONTROLLED DOCUMENT – UNCONTROLLED WHEN PRINTED
2. Main Purpose of Position:
The General Manager coordinates the provision of contractual and ad hoc security services to customers
within the region, in compliance with legislation, Company policies and procedures, to ensure
achievement of budgeted financial targets.
3. Key Performance Areas:
KPA PERFORMANCE STANDARDS
1. Effective management of the
regional financial performance
Manage relationship between actual results,budgets and forecasts
Initiatecostsavingmodel and controls
Gross Margin Management
 Direct Wage control / ER management
 Overheads control
 Contract profitability
 Ensuringthat claims againsttheCompany are prevented or
minimized through regular customer risk assessments.
ExistingRevenue Growth
 Escalationsareachieved
Manage the Region’s cash flow.
 DSO management
 Capex
1. JOB PROFILE
Name
Location
Job title General Manager
Reports to Regional Director
Direct Subordinates (Job Titles) Customer Service Managers,Contract Managers, Ops
Administrator
Total Staff in Company / Business Unit
Working Relationships
Internal Regional Director,Finance Manager, HR Manager, Regional
Sales Manager, Regional supportstaff personnel, own
operational management and supervision
External Customers, Suppliers,SAPS

2. CONTROLLED DOCUMENT – UNCONTROLLED WHEN PRINTED
2. Effective management staff within
region
Effective Organisation
 Staff turnover analysis,proper allocation of staff to
positions and structure.
Development
 Succession Planningand Employment Equity
 Attendance of subordinates atscheduled training
interventions (WSP and ATR comparison),meeting of
employment equity goals,succession planning.
Leadership
 Staff motivation levels
 Ensuringthat performance assessments of all subordinate
employees are conducted, and correctiveaction
implemented where necessary.
 Ensuringthat acceptablestandards of behaviour atwork
are maintained by all subordinateemployees, as required
by G4S’s code of conduct and disciplinary code.
 Ensuringthat all disciplinary actions areconducted in
compliancewith Company policies and procedures.
3. Effective management of
operations
Clientretention and customer servicelevels
 Proportion of contracts lost
 Ensuringthat all required formal customer meeting are
scheduled, attended and minuted.
Quality Management/Ops Process management – adherence to
quality standard
 QA auditresults and operational matrix
Shared Best Practice
 Specific examples of implementation of BP from other
regions
4. Effective management of business
development function
New business development
 Identifyingnew business opportunities in the region’s
sphere of operations,as well as in terms of growth of
business with existingcustomers,driven by the promotion
of integrated security solutions.
Competitors evaluations
 Demonstrate a thorough understandingof the competitor
environment faced by the region.
Managingand shapingthe external environment
 Involvement in community and business forums and
general public profile

3. CONTROLLED DOCUMENT – UNCONTROLLED WHEN PRINTED
5. Implementation and integration of
the HSSEC strategy and culture
within business unit
Embed health and safety awareness and responsiblebehavior with
operational team, through consistentfocus on health and safety
complianceand discipline.
Drive health and safety awareness down to supervisory level
through communication,enforcement of guidelines and principles,
reporting and training
Highlightheath and safety examples, both good and bad, to
reinforcemessage and driveto achievezero harm within our
business.
Monitor and reduce the number of health and safety incidents.
Oversee investigations into incidents and related matters, both to
address non-complianceand to reinforce awareness.
4. Competencies:
Knowledge Skills Attributes
 South African security
legislation
 G4S Operational Policy and
procedures
 G4S HR Policy and
procedures
 Health and Safety legislation
 Leading people
 Managing
professionally
 ManagingConflict
 Communication
(Written and Verbal)
 Negotiation
 Computer literacy
 Basic financial skills
 Risk identification
 Drivingchange
 Customer Thinking
 Deliveringobjectives
Awareness of the market
environment
 Deliveringstrategy
5. Internal training associated with competencies:
To be completed after the appraisal
6. Minimum qualification
Grade 12 or equivalent
Driver’s Licence
PSIRA Grade B
Registered Security ServiceProvider
Minimum 5 years’experience in security management