EVP – Sustainability and Transition — Gas And LNG Business

The mandate

A listed Qatar gas and LNG business has public transition commitments on methane, energy, emissions intensity, flaring and lower-carbon cargoes, but these commitments remain unevenly embedded in asset and commercial capital cases. An operating-model separation now requires clarity on which data, obligations, capabilities and investments belong to each future entity. The board is creating an EVP Sustainability and Transition to turn commitments into governed economic choices before separation hardens the boundary.

The perimeter covers approximately QAR 37,100 million in operated assets and trading portfolio and 775 employees and material partners. Accountability includes transition strategy, methane and emissions governance, climate resilience, transition capital, product claims, disclosure controls, separation obligations and talent. Operations owns performance and finance owns statutory reporting. The EVP owns the integrity of transition choices and whether targets, interventions, costs and outcomes reconcile.

Gas and LNG transition evidence spans wells or supply, processing, liquefaction, shipping and customer use. Organisational boundaries do not change physical emissions. The EVP must prevent the separation from allocating accountability in ways that improve one entity's metric while obscuring total consequence.

Why this seat is open

This planned new appointment forms part of the future operating model and has no predecessor. A four-to-six-month search allows the appointee to join before capital and talent decisions are fixed. Current leaders retain existing duties until activation. Confidentiality protects organisation design and external claims.

What you will own

• Build asset and value-chain transition pathways with costed dependencies.
• Embed emissions, methane and resilience in capital approval.
• Define retained, transferred and shared obligations in separation.
• Govern product claims, data boundaries and assurance.
• Integrate commercial contracts with transition evidence.
• Develop transition leaders close to assets and markets.

Pathways will begin with material sources: fuel and power, methane leakage, flaring, venting, process emissions, shipping and purchased inputs. Each intervention will state technical maturity, operating consequence, capital, measurement and residual exposure. Certificates, offsets and operational reduction will be distinguished. The organisation cannot claim a lower-intensity product without a controlled boundary.

Methane governance will connect detection, quantification, repair, recurrence and reporting. Technology claims will be tested under asset conditions. The EVP will ensure temporary operating constraints and maintenance needs enter the investment plan. An estimated reduction will remain labelled until measurement supports the outcome.

Capital cases will show emissions and resilience counterfactuals alongside production, reliability and return. The EVP can return a proposal whose transition case depends on unverified supplier performance or excludes operating cost. Smaller repeatable actions will compete fairly with high-profile flagship projects.

Separation design will map data, targets, green-finance terms, shared infrastructure, employees, supplier commitments and historical liabilities. Transitional services need service, evidence, cost and exit. If one entity controls an asset while another retains a public promise, the governance and remedy must be explicit.

Commercial claims will reconcile cargo, contract and portfolio evidence. Book-and-claim, certificates, customer allocations and chain-of-custody methods require controlled rules. Sales teams cannot promise a product attribute that operations and data cannot reproduce. Customer-specific commitments must be visible before production or shipping decisions.

Assurance will focus on material uncertainty and decision use. Source systems, conversion factors, estimates and methodology changes will have owners. External assurance cannot compensate for weak instrumentation. The EVP will ensure management, lender and public disclosures use a consistent evidence boundary.

Physical climate resilience will sit beside transition mitigation. Heat, marine conditions, water stress, storm exposure and grid or utility interruption can affect production, shipping and workforce safety. Asset pathways will identify thresholds, operating responses and capital triggers. Separation cannot allocate resilience planning to one entity while leaving another responsible for affected customers or infrastructure.

The future organisation will clarify authority across asset, commercial and central teams. Methane, product claims, capital challenge, data and disclosure need named decision rights and escalation. The EVP will build technical and commercial fluency inside the sustainability function rather than relying on a small number of external specialists. Successors will be tested through live investment and assurance reviews.

Supplier and partner commitments will also be governed. Equipment performance, shipping data, measurement services and certificates may underpin public outcomes. Contracts will state evidence, audit, correction and transition rights. The business will not accept a supplier's sustainability assertion where the methodology or underlying operating data cannot be inspected.

The first 12 months

Within 90 days, the EVP will verify the ten most material transition positions, assess separation dependencies and evaluate leadership. The sponsor will receive unsupported claims, capital conflicts and immediate assurance decisions.

By month eight, three asset pathways should be approved, two capital cases should use integrated transition economics and the separation plan should allocate all material commitments. Priority product claims will have reproducible evidence.

At year-end, 90% of material indicators should have controlled owners, forecast transition spend remain within 10% and two interventions show verified operating improvement. No separation milestone should pass with an unowned material transition obligation, while ready cover exists for 70% of pivotal roles.

What the board will measure

• Transition commitments embedded in capital and operations.
• Methane and product claims supported by controlled evidence.
• Obligations clear through operating-model separation.
• Honest distinction between reduction and contractual attribution.
• Strong transition leadership and succession.

The person

You are an EVP Sustainability, gas-transition leader or energy strategy executive with 18–22 years of experience. You have carried scope above QAR 21,500 million and led at least 550 people. Your record includes gas or LNG operations, transition capital and externally challenged claims.

The board will test a claim you narrowed, an investment changed by methane evidence and a separation where transition ownership remained clear. Reporting-only experience will not qualify.

This onsite Doha role requires asset, shipping, customer, lender and partner travel.

Compensation and terms

Fixed compensation is QAR 1.3–1.8 million plus annual incentive. Measures include pathway delivery, methane, capital quality, claims, separation and succession.

Confidentiality

The business, assets, emissions data, customers and separation plans remain confidential. Further detail follows qualification and mutual confidentiality.