EVP – Sustainability and Transition — Gas And LNG Business

The mandate

The next planning cycle has brought into focus transition commitments that are not yet embedded in capital decisions within a listed integrated energy producer and services platform. The immediate arena is the gas and LNG business during an operating-model separation. For mandate 383, 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 QAR 37,100 million in operated asset and trading portfolio, with activity spanning several gas and LNG business customer, product and delivery clusters rather than a single asset. The EVP – Sustainability and Transition Oil & Energy remit carries direct influence over roughly 775 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 gas and LNG business. The EVP – Sustainability and Transition Oil & Energy seat must resolve an operating-model separation, while preserving the underlying strengths of the gas and LNG business. For mandate 383, 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 gas and LNG business is expected to end with credible transition economics, delivery governance and auditable progress. In mandate 383, 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 — Gas And LNG Business 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 gas and lng business 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 gas and LNG business, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately QAR 37,100 million in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Sustainability and Transition Oil & Energy organisation of about 775 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the gas and LNG business economics and execution constraints created by an operating-model separation, 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 gas and LNG business; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 383.
• Build the EVP – Sustainability and Transition’s three-year succession and capability plan for the gas and LNG business, reducing dependence on individual executives and improving mobility across the wider Oil & Energy organisation.

The first 12 months

• Days 1–90: Validate the gas and LNG business 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 gas and LNG business, 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 gas and LNG business 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 gas and LNG business 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 gas and LNG business’s operating, cash, customer and people assumptions.
• Closure of the EVP – Sustainability and Transition mandate’s highest-priority gas and LNG business risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical gas and LNG business 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 gas and LNG business operating constraint behind an operating-model separation, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 383: 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 Oil & Energy or adjacent enterprise. In relation to the gas and LNG business, 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 energy, oil and gas, utilities, chemicals, renewables or industrial 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 Oil & Energy 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 QAR 21,500 million and led an organisation of at least 550 people.

For mandate 383, the board wants two transitions: a difficult gas and LNG business portfolio choice and a leadership-system change during an operating-model separation. As the prospective EVP – Sustainability and Transition for this gas and LNG business, you must challenge optimistic cases and still create followership. References for mandate 383 must distinguish your contribution from the institution around you.

The EVP – Sustainability and Transition must be based in Doha; international relocation is supported, but this Oil & Energy 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 Oil & Energy governance forum.
• Proven EVP – Sustainability and Transition ownership of at least QAR 21,500 million and leadership of no fewer than 550 employees in a comparable gas and LNG business context.
• One completed Oil & Energy 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 energy, oil and gas, utilities, chemicals, renewables or industrial services; experience that is purely functional and lacks EVP – Sustainability and Transition-level gas and LNG business consequences will not meet the bar.
• Willingness to meet the Doha location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 383.

Compensation and terms

The anticipated EVP – Sustainability and Transition package is QAR 1.3–1.8 million fixed + annual incentive, calibrated to the final gas and LNG business scope and the candidate’s current mix. Any long-term participation for mandate 383 follows standard vesting and performance conditions. The EVP – Sustainability and Transition appointment in Doha, centred on the gas and LNG business, 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 383.

Confidentiality

This search is being conducted without naming the client for mandate 383. 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 383.