Senior Manager Integriertes Managementsystem & Nachhaltigkeit

The core of the job is to embed ESG principles inside G+D Louisenthal's integrated management system so that they are anchored in business processes rather than managed separately. That means translating regulatory and legal ESG requirements, including EU Green Deal obligations, into practical management system and process requirements, and then accompanying their rollout across the organisation. A second mission is conformity and coherence across five norms: ISO 9001, ISO 14001, ISO 45001, ISO 50001 and ISO 22301. You would check that ESG commitments and the requirements of these standards do not conflict, advise and support process owners on implementation and ongoing compliance, and analyse and refine business processes for transparency, efficiency and sustainability. Longer term, the role carries responsibility for audits and management reviews together with internal and external auditors and leadership, plus the continuous development of the system through training, awareness measures, sustainability initiatives and digitalisation of IMS processes. The overarching goal is to connect sustainability, compliance and operational excellence in one functioning framework.

The role offers deep exposure to multi-norm integration: working across quality, environment, occupational health and safety, energy and business continuity standards at once is a skill set few sustainability professionals build in a single position. You would likely gain practical fluency in how ISO 50001 energy management and ISO 22301 continuity requirements interact with environmental and quality systems in an industrial setting. Because the posting names the EU Green Deal explicitly, the candidate can expect to develop working knowledge of European ESG regulation and its translation into corporate process requirements, which is increasingly valuable for reporting and compliance roles. Advising process owners and accompanying audits also builds hands-on audit readiness, corrective action design and management review experience. If the LEAN Six Sigma angle is pursued, there is potential to combine process improvement methods with ESG objectives, and the company's stated training offer suggests room to formalise certifications. Exposure to digitalising IMS processes could add a tooling and data dimension to the profile.

The posting asks for a university degree in business administration, environmental management, engineering, quality management, chemistry or a comparable field, plus several years in an international corporate environment. The most direct backgrounds are sustainability management, integrated management systems, regulatory affairs or business process management. Candidates from a pure ESG reporting background without management system experience would likely need to show how their work touched ISO processes. On the technical side, solid knowledge of ISO 9001, ISO 14001 and ISO 45001 is required, with ISO 50001 and business continuity management as desirable extras. Understanding of EU Green Deal regulatory and strategic requirements and how they land in company processes is explicitly requested, as is experience optimising business processes and leading projects in complex organisations. A LEAN Six Sigma Black Belt certification is listed as an advantage. The soft profile matters as much: analytical, process-oriented, strong communicator with professional stakeholder management, able to work independently and in international, cross-functional teams. Fluent German and English in speech and writing are both required, which fits a role that must work with local operations and international systems.

Make the norm-by-norm fit visible. Rather than listing ISO standards in a skills line, describe one or two situations where you reconciled requirements across several standards, for example aligning an environmental aspect register with energy objectives or folding occupational safety controls into a quality process. Named processes and measurable outcomes will read better than claims of familiarity. Because the role is about translation, show a concrete example of turning a regulatory requirement into a process change that process owners actually adopted. If you have worked with EU Green Deal related obligations or similar regulation, say which ones and what changed in the organisation. For the LEAN Six Sigma point, mention any certification and, more importantly, a process improvement you led. In the cover letter, address the bilingual reality: write in German if you are applying for the Gmund site, and keep it short and specific about why an integrated management system is the right place for ESG in an industrial company. For interviews, be ready to discuss audit findings you handled, how you dealt with a process owner who resisted a new requirement, and how you would approach digitalising IMS workflows.

The role sits at the intersection of environmental and governance topics rather than philanthropy. ISO 14001 environmental management and ISO 50001 energy management point toward resource use, emissions and energy efficiency in banknote paper production, a process-heavy business where water, chemicals and energy are material. The ESG translation work would likely tie these operational topics to regulatory obligations under the EU Green Deal. Governance is the other centre of gravity: conformity across management systems, audit readiness, management reviews and process documentation are the mechanisms by which sustainability commitments become verifiable. Social aspects enter through ISO 45001 occupational health and safety, which is part of the integrated system and would be within the role's conformity scope. Less clear from the posting is the external reporting side, such as CSRD-driven disclosure, though the ESG regulatory translation element could connect to it. The role appears to be about making sustainability auditable and embedded in process rather than about running communication campaigns or community programmes.

The hardest part is likely reconciling five norms with an added ESG layer without creating a sixth parallel system. Each standard has its own language, audit rhythm and documentation habits, and process owners often experience new requirements as bureaucracy. Keeping the integrated system genuinely integrated, rather than a set of overlapping binders, requires sustained negotiation. Regulatory ESG requirements, particularly from the EU Green Deal, are moving targets and often written for reporting teams rather than management system practitioners. Translating them into process requirements that operations accept and that still satisfy auditors is a judgement-heavy task, and progress may be slow in a production environment where output pressure dominates. A further challenge is the interface role itself: the position has responsibility for conformity and advice but depends on process owners and leadership to act. Balancing German-language operational reality with English-language group and auditor communication, and keeping audits and management reviews constructive rather than defensive, will take steady stakeholder work.

A day could start with reviewing audit findings or pending corrective actions, then a working session with a process owner to translate a new ESG requirement into their workflow. There would likely be document review, checking that procedures and registers still match the current requirements of ISO 9001, 14001, 45001, 50001 or 22301, and follow-up with colleagues on open actions. Meetings with auditors, internal or external, and preparation for management reviews are recurring features, as are conversations with leadership on how sustainability objectives fit the business strategy. Project work on process optimisation or digitalisation of IMS processes fills the remaining time, alongside occasional training or awareness sessions for staff. Variability probably follows the audit calendar and regulatory timelines: weeks before an external audit or a management review would look very different from quieter periods of process development. The role appears mostly site-based in Gmund with some mobile working and international contact.

The role sits at a senior level with cross-functional reach, which creates natural visibility with leadership through management reviews and audits. From here, plausible paths include broader sustainability or ESG leadership roles within G+D Louisenthal or the wider G+D group, or a move toward regulatory affairs or business excellence depending on where the candidate's strengths develop. The integrated management system remit touches quality, environment, safety, energy and continuity, so the position can serve as a platform into specialised areas such as energy management, business continuity or compliance. Leading process optimisation projects and any LEAN Six Sigma work could also open operational excellence roles. Growth depends partly on how far the ESG integration agenda is allowed to expand. If the company moves toward formal external sustainability reporting, the person holding this role would be well placed to take on that scope, which would be a meaningful step up in profile.

The closest working relationships are with process owners across the business, who must implement and sustain ESG-relevant requirements in their areas. The role advises and supports them, which means regular, sometimes persuasive, interaction with people who own production, administrative and support processes rather than sustainability itself. Leadership is a second key group, engaged through management reviews, sustainability initiatives and decisions on how ESG objectives are set. Internal and external auditors form a third, with the role accompanying audits and converting their findings into conforming improvements, so the interaction is both collaborative and scrutiny-driven. Beyond that, expect contact with international and cross-functional teams across G+D, given the group context and the bilingual requirement, and potentially with regulatory or standards bodies indirectly through the interpretation of EU Green Deal and ISO requirements. The mix is broad and mostly internal, with external auditors as the main outside interface.