Group Managing Director- Transfer Stations Division
JGC Group · GH
Position : Group Managing Director, Transfer Stations Division
Job Type : Permanent
Reports To : Chief Operations Officer
Direct Reports : Business Heads / Operations Managers of the five Zoomlion Transfer Stations
KEY DUTIES/RESPONSIBILITIES
1. OWN THE DIVISIONAL P&L, BUDGET AND GROWTH PLAN
- Develop and own the Divisional business plan, annual budget and financial targets, ensuring alignment with the overall strategy and financial objectives of the E&S Processing Cluster.
- Drive revenue growth and profitability by identifying new business opportunities, improving commercial performance, optimising revenue streams and ensuring effective utilisation of divisional assets and resources.
- Monitor and manage the Division's P&L performance, including revenue, operating costs, margins, cash flow, capital expenditure and other key financial indicators, and take timely corrective action where performance deviates from plan.
- Lead cost optimisation and productivity improvement initiatives across the Division while maintaining appropriate standards of service delivery, operational efficiency, quality and safety.
- Provide regular financial and business performance reports to the Chief Operations Officer and Cluster Management, highlighting achievements, risks, variances, corrective actions and opportunities for growth.
2. TRANSLATE CLUSTER STRATEGY INTO A DIVISIONAL OPERATING PLAN
- Translate Cluster’s strategic objectives into an integrated Divisional operating plan, defining priorities, targets, initiatives, resource requirements and timelines.
- Cascade strategic objectives and performance targets for General Managers, Business Heads, Technical Managers and other relevant leaders to ensure clear ownership and accountability.
- Establish and monitor divisional KPIs and performance measures covering financial performance, operations, customers, people, safety, compliance and strategic initiatives.
- Review divisional performance regularly and initiate corrective measures to address gaps, operational constraints, emerging risks and underperformance against approved plans.
- Identify opportunities for business transformation, innovation, technology adoption and process improvement that will strengthen the Division's competitiveness and support Cluster’s long-term strategic objectives.
- Lead the transition of the consolidated entities into the Division, achieving all Phase I transition milestones with no disruption to operations, customers or service delivery.
3. ENSURE SAFE, COMPLIANT AND RELIABLE OPERATIONS ACROSS FACILITIES
- Ensure effective implementation of health, safety, environmental and operational standards across all facilities and business units within the Division.
- Provide oversight of operational performance, asset reliability and service continuity, ensuring that facilities meet approved productivity, quality, availability and efficiency targets.
- Ensure compliance with applicable laws, regulations, permits, licences, policies, procedures and Cluster standards, and ensure that identified compliance gaps are promptly addressed.
- Oversee the effective implementation of preventive and corrective maintenance programmes, ensuring the availability, reliability and optimal utilisation of critical equipment and infrastructure.
- Lead the management of significant operational, safety, environmental and business-continuity risks, ensuring appropriate mitigation measures, incident response mechanisms and business continuity arrangements are in place.
- Provide single-point oversight of the five Zoomlion transfer stations (Achimota, Teshie, Pantang, Mallam and Ashaiman), ensuring consistent SOPs, service standards and performance across all stations.
- Ensure efficient waste reception, tipping, compaction, loading and onward transfer, minimising tricycle and vehicle waiting and turnaround times and preventing waste accumulation at the stations.
- Monitor waste volumes, station throughput and capacity utilisation, and plan station capacity and expansion in line with demand.
- Ensure accurate weighbridge records, tipping fee billing and revenue collection at every station.
- Ensure loaders, compactors, transfer trucks, trailers and other station equipment are well maintained and highly available, with contingency arrangements for breakdowns.
- Coordinate with the Landfill Operations & Material Recovery and Resource Recovery Divisions on the onward disposal, recovery and processing of transferred waste.
- Ensure effective control of dust, odour, litter, noise, leachate, fire risk, vectors and traffic safety at and around the stations, and manage host community concerns.
4. BUILD AND LEAD THE DIVISIONAL LEADERSHIP TEAM
- Provide strategic direction, leadership and performance oversight to General Managers, Business Heads and Technical Managers, ensuring alignment with divisional priorities.
- Establish clear roles, responsibilities, performance expectations and accountability mechanisms for members of the divisional leadership team.
- Drive a performance-oriented culture by ensuring effective goal setting, performance reviews, coaching, talent development and recognition of high performance.
- Identify and develop critical talent and succession pipelines for key leadership and technical positions within the Division to ensure business continuity and organisational resilience.
- Promote collaboration, ethical leadership, employee engagement and effective communication across the Division, fostering a culture of accountability, innovation, teamwork and continuous improvement.
5. MANAGE DIVISIONAL CUSTOMER, COMMUNITY AND REGULATORY RELATIONSHIPS
- Develop and maintain strategic relationships with key customers and business partners, ensuring high levels of customer satisfaction, retention and sustainable business growth.
- Oversee the development and implementation of stakeholder engagement strategies that support the Division's operational, commercial and reputational objectives.
- Maintain effective relationships with regulators, government agencies, traditional authorities and other relevant institutions, ensuring constructive engagement and regulatory alignment.
- Provide leadership in managing community relations and social impact matters, ensuring that legitimate community concerns are identified, addressed and appropriately escalated.
- Represent the Division at high-level stakeholder engagements, industry forums, regulatory meetings and other strategic platforms, protecting and enhancing the organisation's reputation and business interests.
6. ENFORCE SHARED-SERVICES SLAs AND ENTERPRISE STANDARDS DIVISIONALLY
- Ensure effective utilisation of shared services including Human Capital, Finance, Procurement, Legal, Information Technology and other enterprise support functions in accordance with approved service arrangements.
- Monitor compliance with agreed Service Level Agreements (SLAs) and ensure that service delivery gaps, delays and recurring issues are promptly identified and resolved.
- Ensure consistent implementation of Group and Cluster policies, procedures, systems, controls and governance standards across all business units within the Division.
- Collaborate with shared-service heads to resolve cross-functional issues and improve service quality, ensuring that support functions effectively enable divisional performance.
- Escalate material service delivery, compliance, governance or control issues to the Chief Operations Officer and relevant Cluster leadership, together with appropriate recommendations for resolution.
KEY RELATIONSHIPS
Internal:
Chief Operations Officer,
Cluster Executive Management,
General Managers,
Business Heads,
Technical Managers,
Group/Cluster Human Capital, Finance, Procurement, Legal, Information Technology, Health, Safety & Environment and other Shared-Service Functions.
External:
Customers and business partners
Regulators and government agencies, local authorities, traditional authorities, community representatives, industry associations, strategic partners and service providers, and other relevant stakeholders.
REQUIRED QUALIFICATIONS AND EXPERIENCE
Bachelor's degree in Engineering, Environmental Science, Waste Management, Logistics, Operations Management, Business Administration or a related discipline.
Master’s degree in business administration, management, or a relevant field will be an advantage.
Minimum of 15 years' relevant professional experience, with significant experience in senior management.
Demonstrable experience managing large-scale operations, business units or multiple operational functions.
Proven experience in P&L management, budgeting, commercial growth and strategic planning.
Experience leading multidisciplinary teams and managing complex stakeholder relationships.
Senior leadership experience in solid waste collection and transfer, logistics, fleet operations or a comparable multi-site, high-volume operation will be a strong advantage.
CORE COMPETENCIES
Strategic Leadership
Business and Commercial Acumen
P&L and Financial Management
Operational Excellence
Business Development and Revenue Growth
Strategic Planning and Execution; Risk Management
Change and Transformation Management
Stakeholder Management
People Leadership and Talent Development
Decision-Making and Problem-Solving
TECHNICAL COMPETENCIES
Solid waste transfer station operations and waste flow management
Fleet, heavy equipment and logistics management
Weighbridge, tipping fee and station revenue management
MODE OF APPLICATION
Interested applicants may submit applications and curriculum vitae to the under-listed email address by 26th October, 2026 at 5:00 PM to: pcrecruitment@ensghana.com
Subject line for your application should be the job title as advertised.
Please note that only shortlisted applicants will be contacted.
The Group Managing Director (GMD) is responsible for providing strategic, commercial and operational leadership for the Transfer Stations Division within the E&S Processing Cluster. The GMD holds full profit-and-loss (P&L), operational and performance accountability for the Division and is responsible for translating the Cluster's strategic priorities into executable divisional plans and measurable business results. The GMD ensures that municipal solid waste received at the stations is handled, compacted and transferred to final disposal and processing sites safely, efficiently, cost-effectively and within agreed service standards, and that the stations grow as a profitable, customer-focused business.