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Kerchanshe Trading Company
Verified
Director Of Property And Administration
Addis Ababa - ethiopia
full-time
permanent
Posted
10 hours ago
Experience
8 - 12 Years
Deadline
Oct. 24, 2026 (7 days left)
Job Purpose
To maximize the financial, operational, and strategic value of the organization's properties and administrative resources through effective asset lifecycle management, digital transformation, cost optimization, risk control, and performance-based service delivery. The Director ensures that property and administration functions operate as value-creating business partners rather than merely support services.
Strategic Accountabilities & Responsibilities
- Property Portfolio Strategy and Value Optimization
Develop and implement a property portfolio strategy aligned with the organization's business plan and long-term growth objectives.
Assess property utilization, occupancy, condition, operating costs, and business value.
Identify underutilized, idle, redundant, or non-performing properties and recommend leasing, redevelopment, consolidation, or disposal.
Develop property lifecycle plans covering acquisition, operation, maintenance, refurbishment, and disposal.
Evaluate major property investments using financial analysis, total cost of ownership, and return-on-investment criteria.
Maintain an accurate, centralized, and legally compliant property portfolio database.
Advise executive management on property-related investment decisions and long-term liabilities.
- Smart Facilities and Predictive Maintenance
Introduce preventive and condition-based maintenance systems to reduce equipment failures and emergency repairs.
Implement computerized maintenance management systems (CMMS) or integrated facilities management platforms where appropriate.
Use maintenance history, inspection findings, and operational data to prioritize interventions.
Establish service standards for building availability, response time, maintenance quality, and user satisfaction.
Monitor energy, water, utilities, and space utilization to identify efficiency opportunities.
Apply risk-based maintenance priorities to critical buildings, infrastructure, and equipment.
- Asset Governance and Accountability
Establish a comprehensive asset governance framework with clear ownership, custody, and accountability.
Introduce barcode, QR-code, RFID, or other digital asset tracking solutions where cost-effective.
Integrate asset records with Finance and Procurement systems where feasible.
Implement risk-based physical verification and exception reporting.
Establish controls over asset transfers, write-offs, losses, disposals, and obsolete equipment.
Ensure management has reliable information on asset condition, utilization, replacement needs, and lifecycle costs.
- Administrative Transformation and Digitalization
Redesign administrative processes to reduce unnecessary paperwork, delays, duplication, and manual approvals.
Introduce electronic document management, digital workflows, and automated approval processes.
Establish a centralized service-request system for facilities, transport, office supplies, and other administrative needs.
Define service-level agreements (SLAs) for internal administrative services.
Use dashboards to monitor service requests, response times, unresolved issues, expenditure, and customer satisfaction.
Promote appropriate information security, records retention, access control, and data confidentiality.
- Cost Optimization and Financial Performance
Develop a cost-optimization program covering property operations, maintenance, utilities, transport, supplies, and outsourced services.
Establish baseline operating costs and measurable savings targets.
Apply total cost of ownership analysis when evaluating leasing, purchasing, outsourcing, repairs, and replacements.
Review contracts and supplier pricing to identify inefficiencies and opportunities for better value.
Develop lifecycle replacement plans to avoid excessive repair costs and unplanned capital expenditure.
Track verified savings and distinguish actual savings from cost avoidance.
Provide executive management with periodic financial and operational performance reports.
- Strategic Procurement and Vendor Performance
Work with Procurement to develop category strategies for property, facilities, fleet, maintenance, utilities, and administrative services.
Establish measurable supplier performance standards, including quality, cost, timeliness, safety, and responsiveness.
Monitor contractor compliance with contractual obligations and service-level agreements.
Conduct periodic supplier performance reviews and risk assessments.
Support competitive sourcing, contract consolidation, and lifecycle-based procurement decisions.
Ensure all sourcing and contract-management activities comply with applicable procurement policies and delegation-of-authority requirements.
- Enterprise Risk, Compliance, and Business Continuity
Maintain a property and administration risk register.
Identify risks relating to ownership documentation, leases, building conditions, fire safety, security, utilities, environmental compliance, and business interruption.
Establish controls for high-risk properties and critical administrative services.
Coordinate emergency response plans, business continuity arrangements, and disaster recovery for facilities.
Ensure timely renewal of permits, insurance, leases, certifications, and other statutory requirements.
Report material risks, incidents, control failures, and corrective actions to executive management.
- Sustainability and Resource Efficiency
Develop practical initiatives to reduce energy consumption, water use, waste, and unnecessary resource expenditure.
Assess the business case for energy-efficient equipment and building improvements.
Introduce utility monitoring and periodic consumption reporting.
Incorporate sustainability criteria into property investment, maintenance, and procurement decisions where appropriate.
Track savings and environmental improvements against established baselines.
- Organizational Leadership and Service Excellence
Build a high-performing Property and Administration team with clear responsibilities and measurable objectives.
Establish departmental KPIs, individual performance targets, and regular performance reviews.
Develop staff competencies in digital systems, asset management, facilities management, and contract administration.
Introduce an internal customer feedback mechanism to measure service quality.
Promote a culture of accountability, continuous improvement, ethical conduct, and evidence-based decision-making.
Advise senior management on organizational capacity, resource allocation, operational risks, and improvement priorities.
- Leadership and Reporting
Lead, supervise, coach, and evaluate departmental staff.
Establish annual work plans and departmental performance targets.
Prepare periodic reports for senior management.
Coordinate with Finance, HR, Procurement, Operations, Legal, and other departments.
Promote accountability, teamwork, and professional service delivery.
Qualification and Skills
Education
Bachelor's degree in Property Management, Facilities Management, Business Administration, Engineering, Management, or a relevant discipline.
A master's degree in Business Administration, Asset Management, Project Management, or a related field is desirable.
Professional Experience
Typically 8–12 years of relevant experience, including at least 5 years in senior management, depending on organizational size and complexity.
Demonstrated experience managing property portfolios, facilities, assets, administrative operations, budgets, and service providers.
Proven experience in cost optimization, process improvement, performance management, and organizational change.
Experience implementing digital systems for property, maintenance, asset tracking, or administrative services is an advantage.
Knowledge of applicable property, procurement, contract, safety, environmental, and financial control requirements.
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