EVP – Sustainability and Transition — Powertrain Division

The mandate

The next planning cycle has brought into focus transition commitments that are not yet embedded in capital decisions within a listed integrated automotive and components manufacturer. The immediate arena is the powertrain division during a regional profitability recovery. For mandate 283, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Sustainability and Transition operating perimeter covers approximately THB 12,900 million in regional revenue and programme portfolio, with activity spanning several powertrain division customer, product and delivery clusters rather than a single asset. The EVP – Sustainability and Transition Automotive remit carries direct influence over roughly 875 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a EVP – Sustainability and Transition who can convert ambiguity into a short list of explicit choices for the powertrain division. The EVP – Sustainability and Transition Automotive seat must resolve a regional profitability recovery, while preserving the underlying strengths of the powertrain division. For mandate 283, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Sustainability and Transition’s first year on the powertrain division is expected to end with credible transition economics, delivery governance and auditable progress. In mandate 283, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created EVP – Sustainability and Transition — Powertrain Division seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the powertrain division remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the EVP – Sustainability and Transition value-creation thesis for the powertrain division, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately THB 12,900 million in regional revenue and programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Sustainability and Transition Automotive organisation of about 875 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the powertrain division economics and execution constraints created by a regional profitability recovery, with EVP – Sustainability and Transition-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Sustainability and Transition operating review across commercial, customer, financial, people, technology and risk outcomes for the powertrain division; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 283.
• Build the EVP – Sustainability and Transition’s three-year succession and capability plan for the powertrain division, reducing dependence on individual executives and improving mobility across the wider Automotive organisation.

The first 12 months

• Days 1–90: Validate the powertrain division baseline, meet the 30 stakeholders most consequential to transition commitments that are not yet embedded in capital decisions, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – Sustainability and Transition portfolio and organisation choices for the powertrain division, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable powertrain division trend against credible transition economics, delivery governance and auditable progress, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the EVP – Sustainability and Transition’s agreed first-year powertrain division value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Sustainability and Transition forecast that remains decision-useful across three consecutive quarters and reconciles the powertrain division’s operating, cash, customer and people assumptions.
• Closure of the EVP – Sustainability and Transition mandate’s highest-priority powertrain division risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical powertrain division talent and ready-now successors for at least 70% of the EVP – Sustainability and Transition’s direct reports.
• A quantified EVP – Sustainability and Transition-owned improvement in the powertrain division operating constraint behind a regional profitability recovery, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 283: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a EVP Sustainability, Transition Director or Strategy Leader in a listed Automotive or adjacent enterprise. In relation to the powertrain division, your EVP – Sustainability and Transition track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from automotive, industrial manufacturing, mobility, components or engineering services will be considered where the operating model, customer stakes and governance intensity match this EVP – Sustainability and Transition brief.

As a EVP – Sustainability and Transition candidate, you bring 18–22 years of progressive Automotive or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of THB 7,500 million and led an organisation of at least 625 people.

For mandate 283, the board wants two transitions: a difficult powertrain division portfolio choice and a leadership-system change during a regional profitability recovery. As the prospective EVP – Sustainability and Transition for this powertrain division, you must challenge optimistic cases and still create followership. References for mandate 283 must distinguish your contribution from the institution around you.

The EVP – Sustainability and Transition must be based in Bangkok; international relocation is supported, but this Automotive role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of EVP Sustainability, Transition Director or Strategy Leader, with direct exposure to a board, investment committee or equivalent Automotive governance forum.
• Proven EVP – Sustainability and Transition ownership of at least THB 7,500 million and leadership of no fewer than 625 employees in a comparable powertrain division context.
• One completed Automotive or adjacent-sector example of transition commitments that are not yet embedded in capital decisions with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from automotive, industrial manufacturing, mobility, components or engineering services; experience that is purely functional and lacks EVP – Sustainability and Transition-level powertrain division consequences will not meet the bar.
• Willingness to meet the Bangkok location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 283.

Compensation and terms

The anticipated EVP – Sustainability and Transition package is THB 9–13 million base + annual incentive, calibrated to the final powertrain division scope and the candidate’s current mix. Any long-term participation for mandate 283 follows standard vesting and performance conditions. The EVP – Sustainability and Transition appointment in Bangkok, centred on the powertrain division, offers regular exposure to the group board and the relevant risk and people committees. A notice period of up to 6 months can be accommodated for the selected executive in mandate 283.

Confidentiality

This search is being conducted without naming the client for mandate 283. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 283.