Territory Manager (Durban) at TotalEnergies

Job Description
HSE Objective

• Wet stock Management
• Implement Webstock and are doing proper electronic and manual recons daily at all sites in your region
• Report reconciliations monthly
• Involvement in sites reflecting losses or suspicion of leak measure from WhatsApp report to resolution
• Contradictory dips are done 20 per quarter.
• HSEQ audits
• 5 NFT with engineers completed for area per year
• Ensure HACCP requirements are implemented at all food handling sites
• Each food handling site has submitted a portfolio of evidence
• Ensure the site adheres to required practices
• Near misses:
• TM to log a minimum of 4 near misses and provide oversight for Dealer near-miss recording.
• Each site to log a minimum of 4 near misses for the year
• Ensure RAMSES events are closed.
• Ensure Incidents are reported timeously & corrective actions implemented

Budget Commitment

• Fuel sales are fully in line with the budget target,
• Lube sales are in line with a 0.15% fuel-to-lube ratio
• Branded shops turnover vs target of average inflation of prior year + 2% = increase from N-1
• Analysis of SFS items- per line to form the baseline for offer adapted based on location and most sales. And then do a profit share- for individual approach for these items.
• Work closely together with the SFS Marketing team to improve the profitability and the offer and additional offer on our sites
• Non-branded shops turnover vs target of average inflation of prior year + 2% = increase from N-1
• Top Service vs 90% target
• DSO to be at <=3 days
• Take action on sites defaulting on payments (breach, AOD, termination, cash in guarantee – if not settled within 3 days of notification on outstanding ACB)

Profitability

• Monthly analysis of GMVC and NCA with evidenced actions taken to investigate anomalies.
• Site by site NCA review
• Control of fixed costs and minor Capex and close Open Investment orders and POs
• Defending our DODOs and CLDOs
• Work with Investments team to engage with landlord/dealer to have the contract renewed
• Ensure that the renewal sales agreement is signed
• Ensure that the renewal lease agreement is signed
• Inactive to Active sites – zero inactive sites in the area
• Lead re-activation of the inactive site and ensure all parties accountable for their contribution, including:
• Follow up with the Investments team to find a buyer for a closed site where applicable
• Follow up with the engineer to minimize delays in upgrade projects
• Following up with retail licenses, contracts, dealer change matters, etc
• RAS implementation – ensure that all sites have signed schedules and implemented
• Control 100% SFS TMSA policy respect by dealers
• Each site has signed a QSR contract where applicable and paying TMSA requisite rental
• Recommendation of suppliers
• Correct merchandising and layout
• Site participation in promotions
• Control that every business developed on CODO sites generates rentals for TMSA
• Implement a minimum of one white box concept in the area:
• Identify white box opportunity
• Motivate for suitable QSR/non-fuel activity, including completing required documentation
• Ensure the operating contract is signed
• Work with the Shops team to execute
• Ensure rental is billed
• Promote TotalEnergies Card under the network:
• Ensure that best-suited sites are identified for TotalEnergies card footprint growth.
• Conversion of site prospects for handover for activation by Investments team. measured in SALSA

Stick to Basics

• Implement TM S2B Action plan
• CODO agreements – endure all CODO sites have signed contracts
• CODO agreements - Ensure that at 3 year period on the CODO contract, the dealer is reviewed for continuation or cancellation of the remaining 2 years
• New contract implementation:
• Margins reviewed for dealer change
• Margins reviewed for site upgrades ( shop and/or forecourt)
• Minimum of one P&L analysis done for all CODO sites
• Implementation of Young dealers:
• Identify sites up for sale for conversion to the YD site
• Participate in the YD selection process and engage with the dealer of the selected candidate
• SALSA:
• ensure that TM plan their weekly site visits and logs on Salsa
• All visit reports logged on Salsa
• All a-calls attached on Salsa
• All signed target letters are attached to Salsa
• access SVRs and VRs logged by the TM’s
• recording of prospect conversions
• I-pad training per site to be above 75%
• TM to be in the center of NFT and the main reference for dealers
• KPI’s follow-up

Monitoring

• Legal agreements on Docuware and Legal register up to date
• Lease agreements - Ensure that there are no contradictory clauses between sales agreements and lease agreements for CAT15 sites
• CODO agreements – endure all CODO sites have signed contracts
• CODO agreements - Ensure that at 3 year period on the CODO contract, the dealer is reviewed for continuation or cancellation of the remaining 2 years with scheduled business reviews with the Dealer
• SMD tool up to date
• Control of fixed costs and minor Capex and close Open Investment orders and POs
• ESO compliance – Basic 90% compliance / margin control
• Bi-annual HR audits on - site
• Special DEVCO preparation (& participation if requested)
• Coordination of day -to- day issues with other Divisions
• Retail and Group Audit follow up

Context and environment

• Optimizing the performance of a defined number of service stations through independent dealers operating for their accounts within the context of a competitive marketing environment with regulated and tight margins
• Your role as Territory Manager is complex. Having to manage the relationship and contract with the dealer in an environment where support is required from various internal parties. You need to build internal relationships for the support required and work cross-functionally to achieve goals - ultimately you are accountable for everything that happens in your area.
• The further complexity is to manage the tension between a healthy relationship with a dealer. whilst looking out for the interests of the company (e.g. maximizing marketing benefits and profitability for both dealers and TSA)
• With the new role of the P&L Approach and managing the Young Dealer program the knowledge and skills required to be successful range between HR. marketing, technical and financial acumen. Ultimately to be in a position to identify financially viable solutions for each service station within the agreed operating model and convince dealers to adopt this solution

Candidate profile

• Accountable to enhance the performance and improve the image of the service stations by providing financial and operational activities on all aspects (wet stock, dry stock, lubricants, car wash, SFS, and other activities) of service station management to ensure sustainable increase in the market share and maximized profitability for the dealer and TSA
• You are accountable for the TSA assets and performance of the retail sites in your area. The accountability starts when the site is handed over to the region by the Investment / Development team at the time of decommissioning.
• Accountable to achieve budgets and targets set by management

Qualifications/Experience Required

• A Business Degree and 3 years of experience gained in a petrochemical. production or business environment,
• Understanding of TMSA Network and supporting functions business models and processes,
• Knowledge and deep entrenchment of TMSA’s ambitions and values as well as roadmaps, including TMSA's policies and procedures
• People Management & Communication Skills