Chef De Projet Stratégie Environnementale

The role appears to split between two connected agendas: improving the company’s own environmental footprint and helping build the sustainability offer for customers. On the footprint side, the person would likely coordinate audits, define KPIs, track progress on climate, energy, waste, and resources, and turn findings into action plans across multiple entities. On the handprint side, the mission is more outward-facing: shaping sustainability solutions that support decarbonization, circularity, and regulatory compliance for clients. That probably means working with product, R&D, sales, and brand teams to translate sustainability needs into concrete offerings. A big part of the job is likely cross-functional influence, making sure goals are understood, measured, and embedded beyond the sustainability team.

This role could give exposure to both corporate sustainability governance and product-facing sustainability innovation, which is a valuable combination. The candidate may deepen their command of ESG reporting, environmental KPIs, and extra-financial disclosures while also learning how sustainability gets translated into software-enabled client solutions. Because the scope spans global entities and multiple stakeholder groups, there should be strong learning on change management, internal facilitation, and operating in a matrix environment. The mention of EcoVadis, CDP, and S&P suggests useful exposure to major external assessment frameworks. There may also be room to build expertise in carbon strategy, circular economy, and sustainability storytelling for both internal and market audiences.

The ideal profile is likely someone with at least six years in environmental strategy, CSR, or specialized consulting, and enough maturity to navigate a complex multinational organization. A background in engineering, business, or a relevant sustainability degree would fit, especially if paired with strong fluency in climate, energy, waste, circularity, and regulatory topics. Technically, the employer seems to value comfort with KPI design, action planning, and extra-financial reporting standards. Soft skills matter just as much: the ability to structure messages, influence senior and international stakeholders, and keep multiple projects moving at once. A candidate who has already helped embed sustainability practices across teams would likely stand out, especially if they can link technical analysis to business decisions.

To stand out, a candidate should show they can do two things at once: manage internal environmental performance and help turn sustainability into business value. The strongest application would probably include concrete examples of KPI systems, audit work, reporting cycles, and cross-functional coordination, not just general interest in sustainability. It would also help to reference experience with frameworks named in the job, such as URD, CDP, EcoVadis, or S&P, and explain how you improved data quality, governance, or stakeholder buy-in. For the handprint dimension, highlight any work linking sustainability to product strategy, digital tools, decarbonization solutions, or circular economy use cases. In interview, be ready to explain how you would align global standards with local realities across a large international company.

The role seems centered on two linked sustainability pillars: reducing Dassault Systèmes’ own environmental footprint and expanding the company’s ability to help clients decarbonize. On the footprint side, that likely includes climate, energy use, waste, resources, and environmental risk management across a global organization. On the handprint side, the focus is probably on sustainability-enabled software and services that support client transitions in sectors like automotive, textile, and energy. That could include circular economy tools, emissions reduction use cases, and even AI-enabled sustainability applications. Given the references to reporting and ratings, the role also likely supports the company’s external ESG credibility through structured disclosure and performance tracking.

One likely challenge is balancing strategic ambition with operational reality across many countries and business units. Even with strong central direction, environmental plans can stall if data quality, ownership, or local execution are uneven. Another difficulty could be translating sustainability concepts into something useful for product, sales, and R&D teams. The role probably requires persistent influence without formal authority, which can be demanding in a large matrix organization. A third challenge is managing the dual agenda of footprint and handprint. Those two streams may compete for attention, so the person will need strong prioritization and the ability to keep both narratives coherent.

A typical day could mix project follow-up, stakeholder calls, and analytical work. The morning might start with reviewing environmental KPIs, preparing reporting inputs, or checking progress on action plans with regional or functional contacts. Midday may involve working sessions with sustainability colleagues, R&D, sales, or brands to shape a client-facing sustainability offer, or coordinating the 3DS Net-Zero Task Force. There could also be time spent refining messages for internal governance or external disclosure. Later in the day, the role might shift toward problem-solving: aligning priorities, chasing data, or adapting plans for different entities. The pace is likely varied, with frequent context switching between strategy, reporting, and collaboration.

This role could be a strong platform for broadening from environmental management into enterprise-level sustainability strategy. Because it sits close to both corporate governance and product innovation, it may open doors to senior sustainability leadership, transformation roles, or portfolio strategy positions. There is also likely room to build a very marketable mix of skills: ESG reporting, carbon strategy, stakeholder engagement, and sustainability solution design. In a company as large and international as Dassault Systèmes, internal mobility may later extend to regional sustainability roles or business-unit sustainability leadership. If the person performs well, they could become a key internal reference for footprint/handprint strategy and help shape the company’s longer-term sustainability roadmap.

The main stakeholders are likely to include the central Sustainability team, senior leadership, and the teams responsible for reporting and governance. Because the role spans the group’s footprint and portfolio strategy, interaction with finance, legal, and communications may also be important. On the operational side, the job will probably require close work with R&D, Brands, Industries, and Sales, plus local entity teams that provide data or implement action plans. External stakeholders may include ESG rating agencies and other reporting-related counterparts. Given the international scope, the role may also involve regular contact with country-level or regional managers who need support to translate global sustainability goals into local execution.