Careers
Industrial operations director
Production, maintenance, quality, safety, internal logistics: the operations director holds an entire industrial site together. They decide on investment, arbitrate between volume and cost, and answer for results before the chief executive.
Directing an industrial site
The industrial plan sets the course: volumes, unit costs, investment, headcount. The operations director cascades it to their managers and verifies execution through indicators followed without indulgence. Part of their time goes to hard arbitrations — accepting a shutdown to improve reliability, declining an order that would destabilise quality. The other part goes to people: building a management team, preparing successions, holding employee relations that withstand tense periods.
- Build an industrial plan and cascade it into departmental targets
- Arbitrate an investment on its return and its effect on reliability
- Steer operational performance through a small set of indicators
- Build a management team and prepare successions
Sites that carry this directorship
Mining operations
Extraction, processing, shipping: integrated chains where equipment availability drives the result.
Processing plants
Cement, food, beverages, materials: sites where unit cost is decided by tenths of a point.
Energy and water production
Service continuity, heavy maintenance, regulatory constraints: a highly exposed directorship.
The format, stated plainly
The stated duration matches the programme followed at its intended pace, from the first block to the final defence. Taught hours are those of instructor-led sessions; credits place the programme on the catalogue's common scale. The three hold together and read at a glance, which is exactly how they are used.
- qualification level
- 7
- months of programme
- 9
- taught hours
- 700 h
- credits
- 70
- competency blocks
- 5
Expert and executive
Led by an instructor.
1 credit = 25 h of work, 10 of them taught.
Framework of the « Industrial Operations Director » qualification, code TP29.
The skills map
This map shows where training time goes. A wide block concentrates practice, a short one locks down a precise point; both are needed, and the framework states which weighs what. It is the information a department head asks for when considering sending a team member on a programme.
| Competency block | What it covers | Taught hours |
|---|---|---|
| Industrial and capacity strategy | Master plan, capacity, investment, in-house versus outsourced trade-offs | 190 h |
| Operational performance | Production management, costs, quality, continuous improvement, indicators | 180 h |
| Leading teams and employee relations | Organisation, skills, employee relations, change management | 170 h |
| Site budget, safety and compliance | Operating budget, HSE, environment, institutional relations | 110 h |
| Executive conduct | Deciding under constraint, crisis management, reporting to the group | 50 h |
Towards site leadership
Every row in this table comes from the official catalogue: title, duration, credits, taught hours and yearly or one-off fees. Nothing is rounded and nothing is hand-entered. This is the table you take to an employer to request funding, or to an adviser to weigh your options.
| Programme | Duration | Credits | Taught hours | Fees |
|---|---|---|---|---|
| Management and Project Management programme — Bac+5 level · Master's degree | 2 years | 120 | 1200 h | 6 500 000 GNF per year |
| Certificate in Leading Distributed Teams · Professional certification | 4 months | 12 | 120 h | 2 800 000 GNF in total |
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