EVP – Sustainability and Transition — Powertrain Division

The mandate

A listed powertrain division has announced emissions and resource commitments, but capital papers still assess transition work after product, plant and supplier decisions are substantially fixed. Some energy and material projects improve both margin and footprint; others depend on uncertain credits or volumes. The next planning cycle requires a new executive to make transition consequences part of investment choice rather than a reporting overlay.

The EVP will shape approximately THB 12,950 million in regional revenue and programme activity and influence 875 employees and partners. Responsibility includes transition strategy, climate and resource roadmaps, product and plant decarbonisation, supplier engagement, disclosure integrity and programme governance. Operations and product leaders own delivery. The EVP owns targets, evidence, challenge and integration into capital allocation.

Powertrain pathways will be modelled by product cohort and market. Combustion efficiency, hybridisation, electric components, renewable energy and process change have different demand, carbon and cash profiles. The executive will establish consistent baselines, boundary rules and scenarios so avoided emissions are not counted twice or purchased energy claims confused with physical resilience.

Regional profitability recovery is a design constraint. Carbon price, customer requirements, energy volatility, waste, water, incentives and financing cost can materially change an investment. The EVP will identify no-regret efficiency, options worth preserving and commitments that should wait for evidence. Projects will not proceed solely to meet a narrative, but weak near-term returns will not automatically override regulatory or customer licence to operate.

Why this seat is open

The board approved planned new hiring ahead of the next capital cycle. There is no predecessor. A four-to-six-month search permits assessment of leaders able to join sustainability evidence with operating economics while existing teams maintain compliance and disclosure.

What you will own

• Build product, plant and supplier transition pathways with comparable economics.
• Insert carbon, resource and resilience evidence into capital and portfolio gates.
• Govern baselines, claims, assurance and external reporting.
• Prioritise energy, material, circularity and process programmes.
• Define supplier expectations with realistic capability and data support.
• Develop transition leaders embedded across business functions.

Data governance will start at source. Metering, bills of material, production, logistics and supplier submissions will carry ownership, methodology and control. Estimates are acceptable where transparent and decision-useful; false precision is not. Material public claims will be traced to operational evidence and reviewed for changing assumptions before publication.

The supplier programme will segment exposure and influence. Strategic material and component partners may require joint engineering or financing, while smaller vendors need common tools rather than bespoke reporting. Procurement incentives will consider verified transition and continuity, not questionnaire completion. The EVP will escalate where customer promises depend on data or action the company does not control.

Physical-risk adaptation will sit beside emissions reduction. Heat, flooding, water scarcity and grid instability can affect plants, logistics and supplier continuity differently across the region. Capital cases will state the climate horizon, operating threshold and recovery alternative being protected. Insurance availability and business-continuity evidence will inform priority, while avoiding speculative precision. Transition decisions affecting communities or contracted workforces will include consultation, reskilling and remedy rather than treating social consequence as a disclosure footnote.

Executive scorecards will separate controllable annual progress from long-horizon pathway movement. Incentives will not reward estimated reductions before projects operate, and adverse intensity caused by volume shifts will be explained rather than edited away.

Internal audit will periodically reproduce a material transition metric from source evidence. Findings will change methodology, ownership and control before the next reporting cycle, not merely generate a disclosure qualification.

The first 12 months

Within 90 days, the EVP will reconcile major commitments, identify the ten capital decisions most affected by transition assumptions and assess the leadership network. The board will receive a pathway with costs, dependencies, uncertainties and immediate claim corrections.

By month eight, transition criteria should govern all material capital submissions, three priority projects should reach verified implementation gates, and supplier evidence should cover 75% of relevant purchased-emissions exposure. At least one low-quality initiative will be stopped or redesigned.

At year-end, energy or material intensity should improve by 8% across selected operations, approved projects remain within 10% of their cash case, and 95% of material disclosed metrics should pass independent assurance without significant adjustment. The next three-year plan will show profitable, protected-option and compliance investments separately.

What the board will measure

• Transition commitments visible in real capital decisions.
• Verified operational data and defensible public claims.
• Profit and resilience gains from resource productivity.
• Supplier progress based on material exposure.
• Business-owned execution rather than a central reporting programme.

The person

You are a sustainability, transition, operations or strategy executive with 18–22 years in automotive, industrials, energy or engineered products. You have influenced at least THB 7,500 million and 625 employees. Required evidence includes a capital choice changed by transition economics, an assured claim and a supplier programme producing measurable operating change.

The role is onsite in Bangkok with plant, supplier and regional travel. You must understand technical uncertainty and remain credible with finance, regulators and operating leaders.

Compensation and terms

Base salary is THB 9–13 million plus annual incentive. Performance includes verified intensity, capital quality, assurance, supplier progress, profitability and succession. Final terms follow scope; notice up to six months can be accommodated.

Confidentiality

The company, products, targets, suppliers and transition evidence are confidential. Further information follows qualification and an undertaking. Bangkok and the rounded perimeter are non-identifying.