One of the DR Congo's leading Group of Companies require a Chief Operating Officer to focus on the Oil Palm Assets across the country.
The Chief Operating Officer will lead the safe, sustainable and commercially disciplined performance of the company's six oil palm estates and associated processing operations. The COO will translate strategy into reliable day-to-day execution, strengthen operating systems, raise agricultural and mill productivity, reduce controllable cost and develop a high-accountability leadership culture.
This is a hands-on, field-oriented executive role. The successful candidate will establish consistent standards across geographically dispersed operations while respecting local conditions, community relationships and the realities of operating in the DRC.
1. Operational strategy and performance management
Translate the business strategy into annual operating plans, estate and mill budgets, production forecasts, capital plans and measurable performance targets.
Introduce a consistent operating cadence across all six estates, including daily controls, weekly reviews, monthly business reviews and disciplined escalation of constraints.
Create a single, reliable performance view covering production, yield, quality, recovery, cost, labour, equipment availability, safety and sustainability.
Benchmark estates and mills against one another and against relevant industry standards; identify performance gaps and drive time-bound improvement plans.
Provide the CEO and Board with concise, accurate reporting, forward-looking forecasts, risk assessments and recommendations.
2. Agricultural productivity and yield improvement
Own the programme to increase fresh fruit bunch (FFB) yield per mature hectare through stronger agronomy, field discipline and management accountability.
Improve harvesting rounds, crop recovery, loose-fruit collection, evacuation times and fruit quality while reducing unharvested bunches and field losses.
Strengthen fertiliser strategy and application control using soil and foliar analysis, yield potential, cost-benefit analysis and verified field execution.
Improve standards for pruning, weeding, pest and disease management, drainage, road access, water management and upkeep of mature and immature areas.
Develop age-profile, replanting and rehabilitation plans that protect near-term production and strengthen long-term estate productivity.
Use field audits, block-level data and agronomic trials to identify root causes and scale practices that deliver demonstrable results.
3. Milling, engineering and asset reliability
Optimise mill throughput, oil extraction rate, kernel recovery, product quality and processing cost while controlling fruit-to-mill time and production losses.
Establish preventive and predictive maintenance systems, critical-spares controls and shutdown planning to improve plant and fleet availability.
Raise the standard of workshops, utilities, power generation, roads, bridges, drainage, housing and other operating infrastructure.
Ensure weighbridge, laboratory and production data integrity, and implement loss-accounting and mass-balance disciplines across the value chain.
Prioritise capital expenditure using safety, return, reliability and operational-risk criteria; ensure projects are delivered to scope, budget and schedule.
4. Cost, supply chain and working-capital discipline
Drive sustainable reductions in cost per tonne of FFB and cost per tonne of crude palm oil without compromising safety, asset care or long-term agronomy.
Improve workforce productivity, contractor management, fuel control, inventory accuracy, procurement planning and logistics reliability.
Standardise specifications, approval controls and purchasing practices where scale benefits can be captured across the six estates.
Partner with Finance to improve budgeting, variance analysis, working-capital control, unit-cost transparency and return-on-investment tracking.
Strengthen controls that prevent loss, leakage, fraud and misuse of company assets, with clear ownership and audit trails.
5. Organisation, people and culture
Lead, coach and hold accountable estate managers, mill managers and functional leaders; clarify decision rights and performance expectations.
Build succession pipelines for critical roles and strengthen technical, supervisory and frontline management capability.
Create a culture of visible leadership, fact-based problem-solving, continuous improvement and follow-through.
Promote constructive employee relations and fair, consistent people practices in compliance with applicable DRC labour requirements and company policy.
Ensure operating structures, spans of control and incentive mechanisms support performance and collaboration across estates.
6. Health, safety, environment and sustainability
Set an uncompromising safety tone and ensure practical systems for risk assessment, training, incident reporting, investigation and corrective action.
Maintain compliance with applicable DRC laws, permits and environmental requirements, and with the company's sustainability commitments.
Strengthen fire prevention, emergency response, chemical management, water and effluent control, waste management and protection of sensitive areas.
Support traceability and responsible sourcing, including effective oversight of any smallholder or third-party fruit supply.
7. Risk, governance and stakeholder management
Work closely with community and sustainability teams to manage land, livelihood and community impacts responsibly and to maintain the social licence to operate.
Maintain a current operational risk register and business-continuity plans covering logistics, security, power, weather, disease, labour, supply and infrastructure risks.
Ensure consistent application of delegated authorities, standard operating procedures, internal controls and audit actions.
Build effective relationships with employees, communities, government bodies, suppliers, customers and other key stakeholders, in partnership with the CEO and relevant functions.
Lead operational response during significant incidents or disruptions and communicate decisions promptly and clearly.
Don’t meet every single requirement? Research shows that individuals from underrepresented groups are less likely to apply for roles unless they meet every listed qualification. At Millar Cameron, we are committed to supporting our clients in building diverse and inclusive teams. If you’re enthusiastic about this role but don’t meet every requirement, we still encourage you to apply - you could be exactly what our client is looking for, either for this position or another.
Please note that due to the high volume of applications we receive, we are only able to respond to candidates who are shortlisted for the next stage of the process. We sincerely appreciate your interest and the time taken to apply.
Since 2007 Millar Cameron has specialised in sourcing leadership and keyperson talent across a number of industries, including agribusiness, international development, industrial, consumer, financial and professional services, private equity, and technology, media and telecommunications. Our mission and purpose is to positively contribute to the development of Africa, and other emerging markets, through the provision of people.