EVP – Sustainability and Transition — Analytics Organisation

The mandate

A Dublin analytics organisation requires a single accountable executive for the group's transition evidence. Emissions factors, supplier data, operational forecasts and investment scenarios have different owners and control standards. Reports can be reproduced, but changes in assumptions are difficult to trace, and business leaders sometimes treat modelled pathways as committed operating plans.

The board has created an EVP – Sustainability and Transition role covering approximately 1,025 employees and material partners within an analytics perimeter near €290 million. The executive will own the sustainability-data and transition-analytics product set, evidence governance, methodological change, business adoption and related capability. Group sustainability retains policy and external commitments; finance owns reported accounts; operating businesses own delivery. The EVP must connect them without absorbing their accountability.

The role is urgent because upcoming planning and disclosure cycles will use the same evidence. Immediate work includes reconciling product and reporting inventories, clarifying the difference between measured, estimated and scenario data, and ensuring that every consequential transition assumption has an owner who can change the underlying operation.

Succession makes neutrality particularly important. The new group leader must be able to trust the analytics function without inheriting undocumented preferences from the prior regime. The EVP should preserve sound methods, retire unsupported ones and provide comparable downside scenarios rather than a single optimistic pathway.

Supplier and value-chain evidence will be one of the hardest domains. Reported data, estimates and contractual declarations may refer to different boundaries and periods, while the organisation cannot independently inspect every source. The EVP will establish confidence ratings, correction routes and permissible uses for those inputs. Where evidence remains weak, the product must display uncertainty and prevent aggregation from creating a false appearance of accuracy.

Why this seat is open

This is an urgent new position, not a replacement within the Dublin organisation. The group-level leadership succession made the distributed accountability gap untenable and the board wants a permanent executive appointed within eight weeks. Existing analytics, finance and sustainability leaders retain their formal duties; the new seat consolidates product and evidence responsibility that none presently holds end to end.

What you will own

• Establish the authoritative inventory, lineage and ownership of sustainability data, models and transition scenarios.
• Define evidence classes for measured, estimated, modelled and externally sourced information.
• Govern factor, boundary and methodological changes with impact assessment and documented approval.
• Build analytics products that connect group ambition to operating levers, capital choices and accountable business owners.
• Prevent scenario outputs from being represented as forecasts or commitments without the appropriate decision.
• Coordinate assurance readiness with finance, risk and internal audit without creating a parallel reporting function.
• Prioritise analytics investment across regulatory, operating and strategic uses.
• Develop sustainability data, product and modelling leaders with credible succession.

The first 12 months

During the first 90 days, the EVP will reconcile the most material products, factors and scenarios and identify where published or planned uses lack lineage. Interim change controls will protect the next reporting cycle. The board will receive an evidence map that distinguishes immediate correction, methodological judgement and longer-term data improvement.

By month eight, priority products should use approved lineage, versioning and owner sign-off. Two transition decisions will be supported through comparable operating and capital scenarios, and assurance teams will test the control design. Unsupported duplicate dashboards and obsolete factors will be retired.

At year-end, 95% of material sustainability metrics should have named owners and current lineage, methodological changes should be assessed before use and manual reconciliation should fall by 30%. At least three operating businesses should use transition analytics in funded decisions, with no material disclosure restatement caused by the Dublin product set.

What the board will measure

• Reliability, traceability and appropriate use of sustainability evidence.
• Transition analytics changing accountable operating and capital choices.
• Clear separation of analytics product, policy, reporting and delivery responsibilities.
• Timely closure of assurance findings and transparent treatment of uncertainty.
• Capability and succession across data, methodology and product leadership.

The person

You are a sustainability-data, transition, analytics-product or finance-transformation executive who has supported externally scrutinised decisions. You can interrogate models without presenting yourself as the sole climate scientist and understand how boundaries, factors and scenarios affect business choices. Experience in global enterprises, regulated disclosure, analytics platforms or energy-transition planning is relevant.

You bring 18–22 years of experience and have held responsibility for at least €165 million or a comparable critical portfolio affecting 700 employees or more. The board will test a methodological change you challenged, a scenario misused as a forecast and an operating decision altered by better evidence. Independence and cross-functional authority matter more than advocacy.

The position is onsite in Dublin and includes regular engagement with international businesses and assurance teams.

Compensation and terms

The base range is €230,000–300,000 plus annual incentive. Performance will recognise evidence quality, decision adoption, assurance, portfolio discipline and successor depth. More favourable scenario results do not constitute performance. Final terms reflect scope and current remuneration, and urgent timing does not displace complete diligence.

Confidentiality

The parent, transition commitments, methodologies and succession details remain undisclosed. Qualified candidates receive controlled information after reciprocal interest and a signed undertaking. Dublin and the rounded operating perimeter are not clues to a named company.