Global Environmental Sustainability Expert

The core mission is to hold and continuously update ESTEVE's global decarbonization roadmap, making it the single trusted reference for climate performance across the group. Day to day that means translating SBTi commitments and the Net Zero Policy into annual targets, monitoring whether decarbonization projects in Engineering, Supply Chain, Procurement, Facilities and the pharma affiliates are actually delivering, and identifying gaps early enough to trigger corrective action with the responsible teams. Beyond tracking, the role is expected to explain variation in the carbon footprint, why emissions moved, which base-year recalculation or M&A event changed the picture, and what it means for targets. That analytical layer feeds decision-making at different levels of the organisation, so the expert must define and maintain KPIs that are strong enough for leadership and granular enough for operational teams. The role also carries an external-facing dimension: answering customer decarbonization requirements with reliable data and plans, ensuring compliance with evolving regulation, scanning for funding opportunities, and benchmarking with industry peers and forums. Internally, part of the mandate is cultural, running workshops, campaigns and Net Zero community initiatives that keep decarbonization visible to colleagues who are not sustainability specialists.

This position is a rare chance to work inside a fully formed corporate Net Zero programme rather than assembling one from scratch. The candidate will deepen practical command of SBTi methodology, including base-year recalculation rules and the treatment of M&A and structural changes, technical territory that is difficult to learn outside a company with an active, externally validated commitment. Because the role sits under the EHS Governance Manager and touches Engineering, Supply Chain, Procurement and affiliates across Spain, Mexico, China and the USA, it offers exposure to the mechanics of decarbonization in a genuinely international manufacturing footprint. Expect to build fluency in carbon accounting data platforms, KPI architecture and assurance-ready reporting, plus a working knowledge of pharma-sector regulatory and customer expectations. There is also a clear leadership-development dimension. Influencing functions that do not report to you, presenting variation analysis to senior stakeholders and representing ESTEVE in industry forums are skills that tend to accelerate a career towards broader ESG or climate leadership. The B Corp context adds a useful lens on balancing environmental performance with social and governance commitments.

The ideal profile combines a technical or scientific education (engineering, sciences or a closely related field) with at least five years spent developing sustainability and decarbonization projects, ideally within pharmaceuticals or another complex, regulated manufacturing environment. The posting is explicit that coordination of cross-functional teams is proven experience, not a nice-to-have, so a track record of delivering through people outside your direct reporting line is likely essential. On the technical side, the candidate should be comfortable with environmental regulation and sustainability standards, carbon accounting and data management, and reporting platforms. Critical analysis is emphasised: the ability to interrogate numbers, spot inconsistencies and explain what drives footprint variation is arguably the sharpest differentiator in this role. Project management discipline matters because the roadmap has to be defended on both short- and long-term horizons. Soft skills carry real weight. Excellent communication in fluent English, stakeholder influence, and the credibility to challenge engineering or supply chain colleagues constructively will determine effectiveness. Familiarity with SBTi frameworks, Net Zero policy design or B Corp environments would strengthen an application, though the posting frames these as desirable rather than mandatory.

Tailor the application around the single word that dominates this posting: roadmap. Rather than listing sustainability roles, describe one or two decarbonization roadmaps you have owned or materially shaped, how targets were set, how progress was tracked, and what you did when a project fell behind. ESTEVE is hiring someone to be the reference point for climate performance, so evidence of ownership and of corrective action is more persuasive than breadth. Prepare concrete examples of cross-functional delivery in a manufacturing setting, ideally pharma or another regulated industry with a distributed plant network. Quantify where possible: emissions reduced, projects coordinated, functions engaged, recalculations handled. If you have worked with SBTi validation, base-year recalculation or M&A-related footprint adjustments, make that explicit early: it is unusual and directly matches the mission described. Before interview, study ESTEVE's dual identity as a healthcare company and a CDMO, and its B Corp certification, then think about how decarbonization interacts with customer requirements in both. Expect questions on data strength and on how you would explain an adverse footprint trend to senior stakeholders. Showing that you can communicate climate performance clearly, in fluent English and without jargon, will likely matter as much as technical depth.

The role sits squarely on the environmental pillar of ESTEVE's ESG strategy, with a strong emphasis on climate. Its centre of gravity is the corporate carbon footprint and the decarbonization roadmap aligned with SBTi and the Net Zero Policy, scope-level emissions across manufacturing sites in Spain, Mexico, China and the USA, and the projects that reduce them. Because ESTEVE operates both as a healthcare company and under the ESTEVE CDMO brand, decarbonization likely intersects with customer expectations as much as with internal targets. Pharmaceutical and CDMO clients increasingly ask suppliers for credible emissions data and reduction plans, so this position could become a commercial enabler as well as a compliance function, feeding reliable figures and forward plans into client conversations and tenders. Governance and social dimensions appear through the B Corp certification and the company's stated values of people matter, transparency and accountability. The role's emphasis on KPI visibility, assurance-ready data and internal engagement suggests the focus is not only technical abatement but also embedding climate accountability into decision-making across Engineering, Supply Chain, Procurement and the affiliates.

The hardest part is likely to be influence without authority. The roadmap depends on Engineering, Supply Chain, Procurement, Facilities and affiliates delivering projects they own, while the expert owns only the tracking and the targets. When progress slips, triggering corrective action across functions that have their own operational pressures (production continuity, cost, regulatory deadlines in a pharma context) will require credibility and diplomacy as much as escalation. Data quality is a second structural challenge. Carbon footprint variation has to be explained with consistency and strength, which is difficult in a group spanning multiple countries, recent or ongoing M&A activity and periodic base-year recalculation. Reconciling information from different stakeholders, platforms and reporting conventions, then defending the resulting numbers internally and externally, is demanding analytical work. A third tension lies in balancing horizons. Short-term targets under SBTi commitments must be met while long-term Net Zero ambitions require capital and decisions that pay back slowly. Add evolving regulation, customer decarbonization requests and the search for external funding, and the role must constantly prioritise between tracking, explaining and accelerating.

A typical day might begin with the roadmap: checking project updates from Engineering, Supply Chain or a manufacturing site, updating progress against annual targets and flagging anything that looks off track. Much of the morning could involve data work, reconciling figures, investigating a footprint variation, or preparing the analytical narrative that explains why emissions moved and what it means. Meetings punctuate the calendar. There may be a working session with a function responsible for a decarbonization initiative, a check-in with the EHS Governance Manager, or a cross-affiliate call across time zones given the Spanish, Mexican, Chinese and US footprint. Some days involve responding to customer decarbonization requests or preparing inputs for regulatory and standards compliance, which requires translating technical data into clear, defensible language. Other periods lean more towards engagement and external scanning, running a Net Zero community workshop, preparing awareness material, speaking with industry peers or exploring funding opportunities. The rhythm is likely cyclical, intensifying around target-setting, periodic roadmap updates, base-year recalculations and reporting deadlines.

The most obvious progression is deeper into climate and ESG leadership. Having owned a global decarbonization roadmap and its SBTi alignment, the natural next step could be a broader Head of Sustainability or ESG Director role, either within ESTEVE or elsewhere, particularly as the company's ESG agenda matures alongside its B Corp commitments. Lateral growth is also plausible. The cross-functional exposure to Engineering, Supply Chain, Procurement and affiliates, combined with customer-facing work on decarbonization requirements, builds a profile suited to roles in sustainable supply chain, ESG reporting and assurance, or even commercial sustainability positions where credible climate data wins business. Visibility is a strong asset here. Presenting footprint analysis to senior stakeholders, representing ESTEVE in industry forums and contributing to funding bids creates a track record that is easy to evidence in future applications. In a company of roughly 2,500 people, a global-scope role under EHS Governance is likely to be noticed well beyond the immediate team.

The closest working relationship is with the EHS Governance Manager, who sets direction and to whom this role reports, alongside the wider EHS and sustainability function. Internally, the expert will interact constantly with Engineering, Supply Chain, Procurement, Facilities and the pharma affiliates, the functions that generate emissions and deliver the decarbonization projects the roadmap depends on. Senior leadership is a key audience. Because the role defines KPIs and explains carbon footprint variation to support decision-making at different organisational levels, regular interaction with management and potentially with governance bodies around SBTi commitments and Net Zero policy is likely. Finance or strategy colleagues may be involved where funding opportunities or M&A-driven recalculations arise. Externally, stakeholders include customers with decarbonization requirements, particularly given ESTEVE's healthcare and CDMO relationships, as well as industry peers, sustainability forums and potentially standard-setting or verification bodies. The role also engages the broader employee community through workshops, campaigns and Net Zero initiatives, making internal communication a genuine stakeholder channel rather than an afterthought.