Environmental Sustainability Engineer

The core mission is to keep environmental sustainability embedded in how Amgen's engineering projects are planned and delivered. Day to day, that means coordinating sustainability-oriented work efforts, maintaining project plans and team assignments, monitoring progress, performing quality reviews, and escalating functional, quality, or timeline issues before they become problems. The engineer also tracks key milestones and adjusts plans or resources to keep the program on course. A second strand is technical contribution. As part of a team of engineers, this person participates in sustainability impact assessments, bringing an engineering lens to questions such as how much energy or water a proposed measure can realistically save. Supporting the broader environmental sustainability program against its plan, and running smaller initiatives that fall outside major capital projects, is part of the same remit. A third strand is governance and communication. The role manages the Environmental Sustainability core team and the Internal Steering Committee meetings, including agendas and action items, and coordinates with areas across the enterprise whose scope, budget, risk, and resources the work depends on. It is an individual contributor position, so influence is exercised through organisation and persuasion rather than formal authority.

The steepest learning curve is likely in the mechanics of sustainability program management inside a regulated manufacturing environment. The successful candidate will learn how capital projects are scoped, justified, funded, and delivered in a biotech company, and how environmental impact assessments are embedded into that pipeline rather than bolted on afterward. On the technical side, there is real depth to gain: energy and water conservation measures, measurement and verification protocols such as IPMVP, and LEED certification processes. Working alongside other engineers on impact assessments means exposure to industrial, laboratory, and manufacturing systems that few early-career engineers encounter so broadly. Just as important is the organisational learning. Managing the Environmental Sustainability core team and the Internal Steering Committee teaches how to run governance, track action items, and communicate with senior stakeholders across more than 30 functions. Mentorship from experienced EOS engineers, plus Amgen's stated investment in development, could also support progress toward an EIT or PE licence.

The ideal candidate likely holds a bachelor's degree in chemical or mechanical engineering, or a master's in engineering, physical, or life sciences, with at least a couple of years of engineering or scientific experience. Amgen's ladder is unusually flexible, it explicitly accepts associate degrees with six years or a high school diploma with eight, which suggests the company values demonstrated capability over pedigree. Technically, the strongest applicants will understand building and industrial systems (boilers, chilled water plants, refrigeration, compressed air, process heating and cooling, motors, pumps, HVAC, and lighting) and be able to translate that knowledge into attainable energy and water savings. Experience with measurement and verification, ideally aligned with IPMVP, and exposure to LEED projects are clear differentiators, as is progress toward an EIT or PE designation. Soft skills matter as much as technical ones. The posting stresses leadership in a matrixed environment, relationship building, and strong written and oral communication, so the profile is someone who can run a meeting, chase action items, and still produce a rigorous spreadsheet when the project needs justification. A genuine, articulated passion for environmental sustainability rounds out the picture.

To stand out for this role, avoid a generic engineering CV. Amgen is explicit that this is a program and project coordination position, not a pure design seat, so foreground examples where you tracked milestones, ran steering-committee meetings, escalated risks, and kept cross-functional teams aligned. Quantify outcomes (energy or water reductions, M&V savings, LEED points achieved) because the team is looking for someone who can turn engineering analysis into business cases for capital planning. Because the role sits in Amgen's Lisbon Capability Center, a hub spanning more than 30 functions and 40 nationalities, demonstrate that you can influence people you do not manage. Prepare a short story about a matrixed project where you had no direct authority but still delivered. Familiarity with IPMVP, LEED documentation, EIT progress, or utility systems such as boilers, chilled water and HVAC will read as credible rather than aspirational. In the cover letter, connect your motivation to Amgen's mission to serve patients and to the company's public environmental commitments, and mention why the Capability Center model appeals to you. Show you understand that sustainability in a biotech manufacturing context is about reliability and resource efficiency, not just reporting.

This role is grounded in the environmental pillar, and specifically in the operational resource efficiency of Amgen's facilities. The emphasis on energy and water conservation measures, alongside systems like boilers, chilled water plants, HVAC, and compressed air, points to a focus on reducing the footprint of manufacturing, laboratory, and office operations rather than on sustainability reporting or communications. Because the position sits inside the engineering capital project delivery process, its sustainability focus is upstream and preventative: shaping projects so that environmental performance is designed in from the start. Measurement and verification, potentially aligned with IPMVP, and LEED experience suggest a data-driven approach in which savings are quantified and validated rather than assumed. Governance is the other dimension. By managing the Environmental Sustainability core team and the Internal Steering Committee, the role helps keep Amgen's environmental commitments visible and accountable across global and site engineering. For a biotech company whose mission is to serve patients, decarbonising and de-resourcing its own operations is a credibility issue as much as a cost one.

The clearest challenge is influence without authority. This is an individual contributor role with no people-management responsibilities, yet it must direct work efforts, chase milestones, and escalate issues across teams that do not report to it. In a company of Amgen's scale, aligning engineering, finance, and site operations around a sustainability project can be slow and political. Another likely tension is balancing ambition with feasibility. Sustainability measures compete for capital against other business priorities, so the engineer may have to defend projects with rigorous financial and technical justification, and accept that some initiatives are deferred. Measurement and verification adds a further discipline: claimed savings must hold up against real operating data. Finally, the matrixed, multi-site nature of the role means competing calendars, differing regional standards, and a heavy meeting load. Staying organised, protecting time for analysis, and keeping momentum when progress depends on others are constant demands.

A typical day could begin with reviewing the status of open sustainability workstreams, updating project plans, checking milestones, and flagging anything that risks slipping. There may be a short check-in with fellow engineers preparing impact assessments, where the conversation turns technical: expected savings from a chiller upgrade, assumptions behind a water reduction estimate, or data needed for a capital justification spreadsheet. Meetings take up a meaningful share of the calendar. The engineer might convene or support an Environmental Sustainability core team session, follow up on action items from a recent Internal Steering Committee meeting, or join a capital project review where sustainability considerations need defending. Between meetings, there is coordination with enterprise partners in finance, operations, or EHS about scope, budget, and resources. Quieter stretches are spent on analysis and documentation, building or refining engineering spreadsheets, drafting status reports, or preparing communication for stakeholders. The rhythm likely varies with project phases: heavier on governance and reporting during review cycles, heavier on technical assessment during design phases.

Amgen advertises vast opportunities to learn, develop, and move up and across a global organization of roughly 42,000 people, and this role sits close to the machinery that makes that promise real. Because the position touches capital projects across the enterprise, a strong performer could become the go-to sustainability engineer for larger capital programs or for a specific site or region. A natural next step might be a more senior engineering or program role within EOS, or a move toward a global energy and utilities function where technical depth commands more influence. The role also builds a credible bridge to environmental compliance, EHS, or sustainability strategy positions if the candidate prefers policy and governance over project delivery. Less formal but valuable growth comes from visibility: exposure to the Internal Steering Committee and to senior engineering leadership can put this person in the room where future sustainability investments are decided. Progressing toward a PE license or equivalent designation would further strengthen long-term options both inside and outside Amgen.

The closest working relationships are likely with the Engineering Operations and Services team and other Global and Site Engineering representatives, who together ensure sustainability is integrated into business processes. Within that circle, the engineer will work hand in hand with colleagues conducting technical and engineering impact assessments. A second key group is governance: the Environmental Sustainability core team and the Internal Steering Committee, whose meetings this person manages and whose agenda and action items they track. That means regular interaction with senior managers and decision-makers who approve scope, budget, and priorities. Beyond engineering, the role coordinates with enterprise functions that affect project scope, budget, risk, and resources, plausibly finance, procurement, site operations, EHS, and facilities. External touchpoints may include vendors, contractors, and certification or verification bodies if LEED or M&V work is involved. The nature of these interactions is largely collaborative and persuasive rather than directive.