EVP – Sustainability and Transition — Electric-Mobility Platform

The mandate

The merged platform combines electric fleets, charging services and energy-management capability. Each legacy business used different boundaries for avoided emissions, renewable electricity, battery lifecycle and supplier assessment. Public targets now overlap but cannot be reconciled without restating assumptions. Investors and customers are asking for one transition plan, while integration teams risk prioritising a cleaner combined narrative over accurate evidence. The EVP must establish the facts and decide which commitments remain defensible.

The role influences approximately 400 employees and partners across sustainability, fleet, charging, procurement, finance, data and customer teams. It owns transition strategy, measurement standards, disclosure governance, responsible supply and external technical engagement. Operations owns fleet delivery and finance owns statutory reporting; the EVP sets the method, challenges decisions and ensures claims reflect operating reality.

Electric mobility is not impact-free. Battery minerals, manufacturing, grid intensity, asset utilisation, recycling and displaced vehicles alter lifecycle outcomes. The executive must help commercial teams express benefits without implying certainty or zero harm. They will also connect carbon and responsible-supply evidence to capital choices rather than leave it in a separate annual report.

The merger also combined different customer commitments. One business sells verified charging data to fleet clients; the other provides estimated avoided-emissions dashboards. Before consolidating products, the EVP must establish what each contract promises, whether customers use the evidence in regulated reporting and how methodology changes will be communicated. Historical data should remain reproducible after factors are updated, with version, source and uncertainty visible rather than overwritten.

Transition decisions affect communities as well as corporate inventories. Charger sites, vehicle depots and battery handling can raise land, noise, fire and end-of-life concerns. The executive will set a stakeholder and remediation standard proportionate to impact, with particular care for First Nations engagement where relevant. Consent and consultation must be substantive, timely and separate from promotional announcements about local benefit.

Why this seat is open

The board created a planned new role during merger integration because neither legacy sustainability function had authority across the combined platform. Appointment precedes the first consolidated disclosure and major fleet procurement. There is time for disciplined reconciliation, but not for another cycle of incompatible claims.

What you will own

• Establish common organisational and product carbon boundaries, base years, factors, controls and restatement policy.
• Reconcile legacy targets and recommend retain, revise or retire decisions with transparent rationale.
• Build a fleet-transition model incorporating utilisation, grid mix, vehicle displacement, battery life and end-of-life.
• Set responsible battery and equipment sourcing standards with procurement, including traceability, labour and remedy expectations.
• Govern renewable electricity claims, certificates and charging data so contractual and public statements agree.
• Introduce claim review for customer proposals, tenders, investor materials and public campaigns.
• Link transition metrics to capital papers, supplier selection and operating reviews.
• Develop sustainability leaders capable of working inside fleet, energy, data and finance decisions.

The first 12 months

Within 90 days, inventory public commitments, reconstruct both baselines and identify claims that require qualification or pause. Review priority battery and energy suppliers and test charging data lineage. Present the board with a consolidated boundary, transition scenarios and disclosure-control plan, including any necessary restatement.

By month six, implement carbon data ownership, responsible-supply due diligence and commercial claim governance. Publish internal fleet cohort measures and incorporate them into the next procurement. Engage external assurance early enough to correct methods rather than merely audit a finished report.

At twelve months, complete the first consolidated disclosure without material control exception, achieve 95% traceable energy data for operated charging and risk-screen 100% of critical battery suppliers. Every approved capital paper should quantify transition effects under the common method. Unsupported claims should fall to zero in sampled materials, and revised targets should have dated investment, operating and supplier pathways.

What the board will measure

• Accuracy, comparability and assurance of carbon and transition evidence.
• Honest reconciliation or restatement of legacy public commitments.
• Responsible battery and equipment supply with documented remedy for material findings.
• Capital and procurement decisions changed by lifecycle evidence.
• Commercial claims consistent with measured operating boundaries.
• Integration of sustainability talent and ownership into the combined business.

The person

You have 18–22 years in sustainability, transition, climate strategy or responsible supply within mobility, energy, mining, infrastructure or industrial technology. You have reconciled reporting after an acquisition or major boundary change and can defend lifecycle assumptions before technical reviewers and a board.

Your remit should have covered at least A$500 million of assets, procurement or business scope and 300 employees and partners. You can cite a target you revised, a supplier concern that changed sourcing and a public claim you stopped. Knowledge of Australian climate disclosure and energy-market evidence is required, alongside international supply-chain understanding.

This onsite Sydney role reports to the Group Chief Executive or designated executive sponsor and includes supplier and operating-site travel.

Compensation and terms

The base range is A$380,000–500,000 plus annual incentive tied to evidence integrity, transition execution, responsible supply, capital influence and leadership. This permanent onsite Sydney role reports to the Group Chief Executive or designated executive sponsor. Notice up to six months may be considered before the consolidated reporting timetable closes.

Confidentiality

The combined businesses, public targets, suppliers and draft baselines remain restricted. Candidates receive detail only after conflict review, reciprocal relevance and signed confidentiality. Scale and facts have been modified to prevent identification; no approach should be made to likely auditors, energy providers or employees.