*Responsibilities:

1. Factory Business Direction

• Group Targets: understand and contribute to COMPANY three year business targets.
• Factory Direction: within the context of Company business targets, propose concepts for the future of the Factory and develop and get approval for the Factory’s three year Business Plan, Annual Operating Plan and budget.
• Factory Department Plans and Immediate Employees’ SMART Goals: communicate the Factory’s Business and Annual Plans to Immediate Employees (IEs) as context for development of their three year and Annual Department Operating Plans and individual SMART Goals. Approve IEs Annual Department Operating Plans and individual SMART Goals.

2. Factory Delivery Capability

• Structure: implement the Factory standard organization structure, Role Profiles and cross-functional work process flows to optimize the effective recruitment, deployment and direction of people in the Factory. Recommend improvements and make changes as approved by SVP Operations and CEO.
• People: consistent with the approved structure and role profiles:

• Maintain a rolling three year and annual Factory staff and operator manpower headcount and recruitment plan, including anticipated retirements, resignations, terminations, promotions, transfers and new hires.
• Maintain and monitor implementation of a rolling three year and annual Factory staff development and succession plan, including task assignments, external and internal job rotations, and training (general, Functional Skilled Knowledge (FSKs) and Managerial Leadership Competencies (MLCs)) needed by each person to equip the Department with the trained know-how to achieve Factory and Group performance goals.
• Maintain and monitor implementation of a rolling three year and annual operator development and promotion program including special task assignments, job rotations and training (general, FSKs, Individual Contributor Competencies (ICCs).

• Processes: hold Immediate Employees (IEs) accountable for documenting, socializing (within their functions and cross-functionally), implementing and continuously updating essential functional policies, procedures, work processes, and work methods, in line with Group guidelines where applicable.
• Facilities: hold relevant IE accountable for developing and implementing a rolling three year and annual Factory facilities plan, including addition of new facilities and closure, expansion, upgrade and maintenance of existing facilities.
• Production and non-Production Equipment: hold relevant IE accountable for developing and implementing a rolling three year and annual Production and non-production machinery and methods plan, including addition of new machines and methods, and continuous innovations on existing machines and methods.
• Raw Materials and General Supplies: hold relevant IE accountable for developing and implementing a rolling three year and annual fabric, sub-materials and general supplies plan.
• Performance Measures: establish measures and systems for monitoring and reporting on the performance of the to Company Factory. Ensure that said measurable are aligned and disseminated across all Factory functions to all levels of employees.
• Continuous Improvement: keep updated on and recommend new technologies, tools, methods and people in the market to improve the Factory’s delivery capacity. Share continuous improvements with other Factories.
• Proactively seek out and adopt continuous improvements from other Factories as appropriate.
• Cross-Factory Support: provide delivery capacity support (machinery, people, production capacity) to other Factories and ask for delivery support from other Factories as required from time to time.

3. Factory Stakeholder Relationships

• Stakeholder* Expectations: create a ‘map’ of key external and internal stakeholders (customers, suppliers, key
• Government officials, community leaders, education institutions, sister Factories, unions, employees) and the mutual expectations between themselves and the Factory.
• Engagement** Program: hold the relevant IE accountable for developing programs aimed at creating high stakeholder engagement.
• Personal Involvement: participate personally in building and maintaining key stakeholder relationships as per plan.
• Continuous Improvement: hold IEs accountable for achieving year-on-year improvement in key stakeholder engagement.
• Integrity and legal/ statutory compliance: upholds legal and statutory requirements, holds IEs accountable for the same.

4. Factory Operating Results

• Performance Monitoring: track performance of Departments against Group measures and Factory-specific measures and take action as required.
• Customer-company Problem Resolution: establish a process for quickly solving conflicts between customer and company requirements.
• Cross-functional Problem Resolution: establish a process for quickly solving internal cross-functional work conflicts.
• Garment Output: hold IEs individually and collectively accountable for shipping samples and garments on time, within customers’ quality and quantity standards and within the budgeted cost.

5. Managerial Leadership of Immediate Team

• Business Context: communicate the ‘bigger picture’ context in which IEs need to plan and execute work (e.g. world, country, industry, Group, customer and inter- department Company considerations).
• Collaborative Teamwork: establish process for meeting regularly and holding IEs accountable for effective and collaborative teamwork at their level.
• IE Performance Management*: agree on SMART goals and assignments with each IE and provide continuous managerial guidance and feedback. Provide support for enhancing performance in the current role, conduct midyear progress reviews and determine year-end performance appraisal ratings.
• IE Development*: assess the strengths and development needs of each IE and coach him/her in developing there.
• Recognition and Reward: provide differential recognition and recommendations for reward incentives for IEs (pay, promotion, development opportunities). De-selection: recommend re-assignment or termination of IEs where appropriate, supported by a fair ‘due process’ and structured performance improvement program.
• Appeals Process: provide an appeals process for employee’s one level down (EoDs) who have a grievance with his/her Immediate Manager (IM).

6. Future Talent Pool

• Talent Pool Analysis: assess the future potential of Employees-one-Down (EoDs) in terms of future manpower requirements.
• Mentoring and Career Development*: establish mentoring relationship and career development programs with individual EoDs based on future manpower requirements, assessment of individual potential and individual interests.
• IE Successor Development*: identify and have ready for promotion minimum two potential successors for each IE where relevant and within agreed timeframe.