EVP – Sustainability and Transition — Industrial-Equipment Business

The mandate

The next planning cycle has brought into focus transition commitments that are not yet embedded in capital decisions within a listed multi-site industrial manufacturing group. The immediate arena is the industrial-equipment business during a global sourcing redesign. For mandate 483, 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 £10,100 million in manufacturing and commercial portfolio, with activity spanning several industrial-equipment business customer, product and delivery clusters rather than a single asset. The EVP – Sustainability and Transition Manufacturing remit carries direct influence over roughly 1,175 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 industrial-equipment business. The EVP – Sustainability and Transition Manufacturing seat must resolve a global sourcing redesign, while preserving the underlying strengths of the industrial-equipment business. For mandate 483, 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 industrial-equipment business is expected to end with credible transition economics, delivery governance and auditable progress. In mandate 483, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a planned replacement for the EVP – Sustainability and Transition — Industrial-Equipment Business seat. The incumbent continues to lead the industrial-equipment business through an agreed succession period and will support a structured handover. The board has allowed 4–6 months to assess candidates, complete diligence and protect continuity while a global sourcing redesign is addressed. The search is confidential so the transition can be communicated to employees, customers and partners in a controlled sequence.

What you will own

• Set the EVP – Sustainability and Transition value-creation thesis for the industrial-equipment business, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately £10,100 million in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Sustainability and Transition Manufacturing organisation of about 1,175 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the industrial-equipment business economics and execution constraints created by a global sourcing redesign, 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 industrial-equipment business; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 483.
• Build the EVP – Sustainability and Transition’s three-year succession and capability plan for the industrial-equipment business, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the industrial-equipment 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 industrial-equipment 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 industrial-equipment 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 industrial-equipment 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 industrial-equipment business’s operating, cash, customer and people assumptions.
• Closure of the EVP – Sustainability and Transition mandate’s highest-priority industrial-equipment business risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical industrial-equipment 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 industrial-equipment business operating constraint behind a global sourcing redesign, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 483: 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 Manufacturing or adjacent enterprise. In relation to the industrial-equipment 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 industrial manufacturing, engineering, chemicals, automotive components or process industries 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 Manufacturing 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 £5,850 million and led an organisation of at least 825 people.

For mandate 483, the board wants two transitions: a difficult industrial-equipment business portfolio choice and a leadership-system change during a global sourcing redesign. As the prospective EVP – Sustainability and Transition for this industrial-equipment business, you must challenge optimistic cases and still create followership. References for mandate 483 must distinguish your contribution from the institution around you.

The EVP – Sustainability and Transition must be based in Manchester; international relocation is supported, but this Manufacturing 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 Manufacturing governance forum.
• Proven EVP – Sustainability and Transition ownership of at least £5,850 million and leadership of no fewer than 825 employees in a comparable industrial-equipment business context.
• One completed Manufacturing 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 industrial manufacturing, engineering, chemicals, automotive components or process industries; experience that is purely functional and lacks EVP – Sustainability and Transition-level industrial-equipment business consequences will not meet the bar.
• Willingness to meet the Manchester location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 483.

Compensation and terms

The anticipated EVP – Sustainability and Transition package is £210,000–280,000 base + annual incentive, calibrated to the final industrial-equipment business scope and the candidate’s current mix. Any long-term participation for mandate 483 follows standard vesting and performance conditions. The EVP – Sustainability and Transition appointment in Manchester, centred on the industrial-equipment 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 483.

Confidentiality

This search is being conducted without naming the client for mandate 483. 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 483.