Senior Manager ESG & Développement Durable Environnemental

This role carries a dual mandate: shaping GXO's global environmental decarbonisation strategy and making it happen inside operations that span many countries. Reporting to the Global ESG Director, the Senior Manager identifies and implements decarbonisation opportunities both within GXO's own sites and in the sustainability solutions offered to clients. Translating climate targets into operational change is the core of the job, which means working with Operations, Engineering and Transport teams rather than sitting in a purely advisory seat. A second pillar is disclosure and external credibility. The person leads responses to major voluntary ESG assessments and publications, notably CDP, EcoVadis, Sustainalytics and S&P CSA, which feed how customers, investors and rating agencies read GXO's environmental performance. Expect to gather data across regions, check it against frameworks, and present it clearly to executives. A third strand is people and relationships. The role coordinates the network of Impact ambassadors, shares best practices between regions, and acts as a strategic adviser to Commercial and Solution Design teams. Talking directly with customers about their sustainability priorities and turning those conversations into concrete operational initiatives is an explicit part of the mission.

The most obvious gain is depth in corporate greenhouse gas accounting at multinational scale. Managing Scope 1, 2 and 3 programmes across a contract logistics network exposes you to emission sources that are genuinely complex: fleet, warehousing energy, subcontractor transport and customer supply chains. Few roles offer that breadth in one seat. You would also build real fluency in ESG ratings and disclosure machinery. Running CDP, EcoVadis, Sustainalytics and S&P CSA responses teaches you how each framework scores a company, how evidence is collected, and how to improve a rating over consecutive cycles. That knowledge transfers well to any large listed business. Finally, the role develops influence and stakeholder skills in a matrix. Working with regional sustainability leads, engineering, sales and external clients without direct authority over most of them is a training ground for cross-functional programme leadership. Exposure to Science-Based Targets and client-facing sustainable solution design rounds out a profile that is marketable well beyond logistics.

The posting is specific: a degree at Bac+3 to Bac+5 level in sustainability, environmental science, logistics or a related field, and 7 to 10 years in ESG, sustainability or climate roles inside a multinational. A Master's or MBA is a plus. The non-negotiable technical core is hands-on experience managing greenhouse gas inventories covering Scope 1, 2 and 3, plus working knowledge of decarbonisation strategy and frameworks such as Science-Based Targets. On the softer side, the role demands strong stakeholder management and the ability to influence people who do not report to you. Communication skills matter twice over: presenting to executives and clients, and simplifying technical concepts for non-specialists. Project management and comfort with competing priorities in a matrix environment are called out explicitly. Language and mobility round out the profile. Fluent English plus ideally another European language, and willingness to travel regularly in Europe and occasionally further afield. Experience in logistics, supply chain or transport is strongly valued, as is a demonstrated interest in measurable environmental and business impact rather than reporting for its own sake.

Tailor the application to the two things this posting repeats: Scope 1, 2 and 3 programme management and influence without authority. In your CV, quantify what you managed: emission volumes, number of sites or countries covered, reduction achieved against a baseline, ratings improved. A line saying you led a CDP or EcoVadis submission and moved the score is worth more here than a general statement about sustainability passion. Because the role sits between operations and clients, prepare at least one example where you turned a customer or internal stakeholder's climate requirement into an operational solution. GXO's model is contract logistics, so evidence that you understand how sustainability commitments translate into warehouse, fleet or transport decisions will separate you from candidates with pure reporting backgrounds. For the interview, expect questions on Science-Based Targets, GHG accounting boundaries and how you handle data gaps across regions. Read GXO's recent ESG or sustainability disclosures beforehand and come with one or two concrete observations about where decarbonisation in contract logistics is hard. The role is based in Neuilly-sur-Seine and reports to a global director, so also be ready to explain how you work across time zones and languages.

The environmental side dominates: this is a decarbonisation role, not a broad CSR generalist position. The central focus is reducing emissions across GXO's own operations and those it manages for clients, which in a logistics company means fleet, warehousing energy, and the transport activities GXO coordinates on behalf of customers. Scope 3 will be significant given how much of the footprint sits in the value chain. The second focus is external ESG assessment and disclosure. CDP, EcoVadis, Sustainalytics and S&P CSA responses are named as a direct responsibility, which links the role to how customers and investors evaluate GXO. Improving those scores is a business objective, not just a reporting exercise. A third, more commercial angle is sustainable solutions for clients. The person advises sales and solution design teams and speaks directly with customers about their sustainability priorities, so the environmental strategy becomes part of what GXO sells. Governance sits in the background: targets, data quality and the ambassador network that carries practices to local level.

The hardest part is likely the matrix and the lack of direct authority. Decarbonisation targets sit globally, but the operational levers are held by regional sustainability leads, operations managers and engineering teams in many countries. Progress depends on persuasion, shared incentives and clear data, which is slower and messier than directing a team. Data is a second challenge. Scope 3 emissions in contract logistics involve subcontractors, customer-controlled flows and inconsistent regional reporting, so building a reliable, audit-ready inventory across an international network takes patience and diplomacy. Ratings agencies add pressure by scoring on evidence that may not yet exist in a consistent form. A third tension is between client expectations and operational feasibility. Customers increasingly ask for lower-carbon logistics, but cost, service levels and available technology constrain what can be offered. Balancing ambition with commercial reality, and keeping executives and clients aligned on what is achievable, is a recurring difficulty. Regular travel across Europe adds a practical load on top of that.

No two days look alike, but a common pattern would start with internal coordination: calls or messages with regional environmental sustainability leads to check progress on emission reduction projects, unblock data issues, or review a local initiative worth sharing. Part of the morning might go to gathering or validating figures for a CDP or EcoVadis submission, which is detailed, deadline-driven work. Midday often brings cross-functional meetings. The person might sit with Engineering or Transport to test a decarbonisation measure, or with Commercial and Solution Design colleagues to shape the sustainability elements of a client proposal. Occasionally the day includes a direct client conversation about their climate priorities, which then has to be translated into something operations can deliver. Later in the day, expect executive-facing work: preparing a slide or briefing for a leadership review, or updating the Global ESG Director on strategy progress. Interspersed is work on the Impact ambassador network, sharing best practices and encouraging local rollout. Travel weeks shift the rhythm toward site visits and in-person client or regional meetings.

The role sits close to the Global ESG Director, which puts the holder in the room where global environmental strategy is decided. Demonstrated impact on decarbonisation and ratings performance is visible to senior leadership, and that visibility is the main currency for advancement in a large multinational. From here, natural moves include broader ESG leadership roles, such as heading environmental sustainability for a region or taking on a wider remit covering social and governance topics. The disclosure experience with CDP, EcoVadis, Sustainalytics and S&P CSA is transferable to investor relations, corporate reporting or a sustainability lead position in another sector. Less linear paths are also plausible. The commercial exposure, advising sales teams and speaking with clients, could lead toward sustainability-focused business development or solution design leadership. Leading the Impact ambassador network adds a people dimension that supports future management roles. Given GXO's size, internal mobility across regions or functions is a realistic option for someone who performs well.

The direct reporting line is to the Global ESG Director, who sets the strategic frame and to whom this role accounts for progress on decarbonisation and disclosure. Close peers are the regional environmental sustainability leads, the people who actually run local programmes and whose cooperation determines whether global strategy lands. Internally, the role works with Operations, Engineering and Transport teams on the operational side of emissions reductions, and with Commercial and Solution Design teams on sustainable offerings for clients. Executives appear at review points, where the person represents GXO's environmental strategy. The Impact ambassador network is another internal constituency, spread across countries and needing coordination. Externally, the main relationships are with clients and their sustainability teams, discussing priorities and translating them into operational commitments, and indirectly with rating agencies and disclosure bodies such as CDP, EcoVadis, Sustainalytics and S&P CSA, whose frameworks shape the reporting work. Subcontractors and supply chain partners may also feature where Scope 3 data and reduction efforts are concerned.