Chief Sustainability Officer — Finance-Services Hub

The mandate

A Mexico City finance-services hub produces much of the group's operational emissions and sustainable-investment evidence without an accountable local executive. Energy, travel, supplier, workforce and finance data arrive through separate processes, assumptions change without traceable impact and hub efficiency projects claim benefits against inconsistent baselines. Upcoming planning and reporting decisions require a dependable owner now.

The board has created an urgent Chief Sustainability Officer role affecting approximately 2,125 employees and material partners and a services perimeter near MX$10.4 billion. Scope includes the hub’s operational footprint, sustainability data and control, supplier transition, investment evidence, workforce engagement and support for group reporting. Group sustainability owns policy and commitments; finance owns reported accounts; facilities, procurement and operations own delivery. The CSO turns those duties into one evidence-led transition plan.

The role must balance local action and enterprise usefulness. Mexico’s energy, transport and supplier conditions differ from other locations, while group measures require comparability. The CSO should make local factors explicit, avoid claiming reductions created by boundary changes and distinguish measured performance from scenarios or purchased instruments.

Finance-services expertise is central. The hub can improve how sustainability evidence is processed across the group, but should not centralise professional judgement that belongs with business or legal-entity owners. The executive must design services with clear review and acceptance, not merely expand reporting volume.

Physical climate and resource resilience belong in the local plan. Heat, water, power and transport disruption can affect employee safety and service continuity even when annual footprint metrics improve. The CSO will work with facilities and resilience leaders to assess exposure, distinguish adaptation from emissions reduction and ensure investment cases capture both. A low-carbon facility that cannot operate safely through foreseeable local conditions would not meet the mandate’s definition of transition value.

Adaptation measures will carry owners, maintenance funding and tested service consequences rather than remain as uncosted recommendations in an annual assessment.

Why this seat is open

This urgent, unplanned new position has no incumbent. Group-level succession revealed distributed local accountability at the point when hub investments and reporting assumptions need decisions. Interim contributors can assemble data but cannot authorise the operating transition. The board seeks a permanent executive within eight weeks.

What you will own

• Reconcile the hub’s sustainability baseline across energy, travel, suppliers, facilities, workforce and finance data.
• Establish ownership, lineage, factors, controls and correction routes for material evidence.
• Build a transition plan connecting operating levers, capital, cost, responsibility and timing.
• Govern sustainability investment cases and verify outcomes after implementation.
• Partner with procurement on supplier evidence and transition without shifting supplier accountability.
• Define finance-services support for group reporting, including review and legal-entity acceptance.
• Communicate uncertainty and prevent scenarios from being presented as achieved reductions.
• Build sustainability data, operations and transition capability with credible successors.

The first 12 months

In the first 60 days, the CSO will reconcile material boundaries, factors and open investment claims. By day 90, the executive committee should approve a controlled baseline, immediate correction plan and transition priorities. Unsupported savings or reductions will leave official reporting until evidence is restored.

By month eight, priority investments should have comparable lifecycle cases and accountable operating owners. Supplier and energy evidence will follow approved controls, and one finance-service reporting process will demonstrate faster, more reliable review without diluting entity sign-off.

At year-end, 95% of material hub metrics should have owners and lineage, manual reconciliation should fall by 30% and approved operating actions should produce a verified 12% reduction in addressable footprint intensity. Assurance findings should close on time above 90%, with no material restatement attributable to the hub.

What the board will measure

• Trustworthy sustainability evidence and transparent treatment of estimates.
• Operating and capital decisions changed through lifecycle transition analysis.
• Verified local progress that remains comparable with group reporting.
• Finance-services efficiency without loss of professional ownership.
• Capability and succession across data, operations and supplier transition.

The person

You are a Chief Sustainability Officer, sustainable-finance, transition or ESG-data executive who has owned operating evidence and investment choices. You understand finance controls and can work across facilities, procurement and operations without absorbing their delivery accountability. Experience in global services, financial operations or large multinational platforms is relevant.

You bring 18–22 years of experience and have governed at least MX$5.9 billion or a materially scrutinised portfolio affecting 1,500 people. The committee will examine a reduction claim you rejected, an investment case you changed through lifecycle evidence and a reporting process whose control you improved.

The appointment is onsite in Mexico City with engagement across global reporting and operating teams.

Compensation and terms

The sustainability role carries MX$6.5–8.5 million in base compensation with an annual incentive. Performance covers evidence quality, verified transition, service control, assurance and successor depth. More favourable reported figures do not constitute success. Final terms depend on relevant scale and current mix, with full diligence before appointment.

Confidentiality

The parent, reporting processes, footprint and succession remain confidential. Qualified candidates receive further data after reciprocal interest and an undertaking. The Mexico City location and rounded perimeter must not be used to identify the enterprise.