HSE & Sustainability Roadmap Execution Lead

The core mission is to convert Hitachi Energy's global HSE and sustainability strategy into a structured, deliverable roadmap and then keep it moving. Day to day this means maintaining oversight of the whole initiative portfolio, making sure every workstream has a named owner, chasing milestones, and flagging risks or dependencies before they become delivery failures. A large share of the work is building the machinery that makes progress visible: dashboards, scorecards, executive reports and review cadences. Longer term, the role shapes how the Grid Integration business prioritises and funds its HSE and sustainability commitments. That includes preparing business cases and funding requests, supporting budget and forecast cycles, and facilitating decision-making sessions with senior leaders. The objective is not to own each initiative but to guarantee that the portfolio as a whole advances with clear accountability. Because the roadmap spans multiple functions and geographies, the role also carries a strong collaboration mandate: aligning strategy and execution so that what leadership commits to is actually what gets delivered on the ground.

This position offers unusually broad exposure to how a large industrial company operationalises sustainability. You would gain a working command of HSE and sustainability strategy across a global technology manufacturer, from decarbonisation ambitions to health and safety targets, and see how those translate into budgets, business cases and board-level reporting. Methodologically, you could sharpen serious PMO and portfolio skills: risk and dependency management, performance scorecards, and financial tracking of strategic programmes. Fluency in Power BI, Excel and executive reporting would deepen quickly given the visibility expected of the role. Less formally, the role sits under the Global Head of Sustainability & HSE for Grid Integration, so there is a real chance to learn strategy governance from the inside and build relationships with senior leaders that often open later career doors within the organisation.

The strongest candidate likely combines three or more years in programme management, PMO or transformation work with the ability to influence without formal authority. A degree in sustainability, business administration, engineering or a related field is expected. Importantly, the person should have navigated a global, matrixed organisation, because much of the job is reading the informal structures that determine whether a cross-functional deliverable really moves. On the technical side, employers will look for proven reporting and performance-tracking skills, comfort with budget management and financial reporting, and genuine fluency in PowerPoint, Excel and Power BI. The ability to write a business case that a senior sponsor will fund is a real differentiator. Soft skills matter heavily here: clear communication, resilience when priorities shift, and a diplomatic but persistent style. Familiarity with HSE or sustainability topics helps, but the role reads like an execution role first and a subject-matter role second.

Because this is fundamentally a delivery role, your application should read like a portfolio of things you made happen, not a list of responsibilities. Quantify your programme outcomes (initiatives delivered on time, budgets managed, risks mitigated, dashboards built) and be explicit about the size and complexity of the organisations in which you did it. Global matrix experience is close to a screening criterion, so surface it early. In your cover letter, connect execution discipline to Hitachi Energy's specific context: a company whose grid technologies underpin electrification and decarbonisation in over 140 countries. Show that you understand why a well-governed HSE and sustainability roadmap matters commercially, not just ethically. For interviews, prepare to discuss how you handle competing priorities, unresponsive stakeholders and shifting leadership agendas. Concrete stories about influence without authority will land better than any framework vocabulary. Familiarity with Power BI and business-case writing are worth demonstrating tangibly.

The role touches the full HSE and sustainability agenda of Grid Integration, but through a delivery lens. Environmentally, expect exposure to decarbonisation and energy-efficiency initiatives, given Hitachi Energy's core business of enabling a cleaner power system. That work takes the form of tracking emissions-reduction actions, monitoring progress against targets and building the reporting to show whether commitments are on track. On the social and safety side, the HSE half of the mandate is significant in a manufacturing and engineering environment: health and safety improvement programmes, incident-prevention milestones and related governance. The person coordinating the portfolio would likely see how safety performance feeds into overall sustainability reporting. Governance is arguably where the role concentrates: data quality, scorecards, funding decisions and executive reporting are the connective tissue of credible ESG disclosure. The position sits upstream of reporting rather than producing it directly, shaping whether the numbers tell a true story.

The hardest part of this role is likely influence without control. The incumbent coordinates a global, cross-functional portfolio but may not manage the people executing it, so progress depends on persuasion, escalation judgement and stakeholder trust. In a matrixed organisation of Hitachi Energy's scale, aligning competing regional and functional priorities is a persistent friction point. Another challenge is data and reporting discipline. HSE and sustainability metrics often arrive in inconsistent formats from different parts of the business, and building scorecards that leadership will actually trust requires patience and rigour. Risks and dependencies can surface late, making proactive mitigation genuinely difficult. Finally, there is the classic PMO tension: being seen as governance overhead rather than a value-adding partner. Winning that perception battle in a busy operational environment could be as demanding as any technical task.

A typical day likely mixes analysis, coordination and communication. Mornings might involve reviewing portfolio status, updating dashboards or following up on overdue milestones and open risks. There would be recurring check-ins with initiative leaders across functions, where the emphasis is on unblocking rather than reporting. Substantial time could go into preparing executive materials: scorecards, briefing slides or business cases for funding decisions. The role reports to the Global Head of Sustainability & HSE for Grid Integration, so interactions with senior leadership are regular, whether in review sessions or ad-hoc alignment. Variability is high. Budget and forecast cycles, quarterly reviews or emerging risks can reshuffle priorities quickly, so someone who plans their week loosely and thrives on fluid agendas would adapt better.

This role sits close to senior decision-making, which is itself a growth engine. Regular exposure to the Global Head of Sustainability & HSE and other leaders gives the incumbent a rare view of how strategic priorities are set and funded, and makes internal mobility into broader strategy, sustainability leadership or operations roles plausible over time. Skill development is likely to concentrate in portfolio and programme leadership, business-case development and executive communication, all of which transfer well into senior PMO, transformation or head-of-sustainability positions. Demonstrated success in delivering a high-visibility global roadmap could accelerate promotion within the wider HSE and sustainability function. The role also offers lateral breadth: touching safety, environment and governance initiatives across multiple geographies builds a rounded profile that is hard to replicate in a single-functional job.

The primary stakeholder is the Global Head of Sustainability & HSE for Grid Integration, who sets direction and depends on this role for portfolio visibility and execution. Interaction is likely frequent, requiring crisp, decision-ready communication rather than detailed reporting. Beyond that, the role coordinates initiative leaders and cross-functional teams across a global matrix: HSE specialists, sustainability professionals, finance, operations and regional leads. These relationships are peer-level and often asynchronous, so the ability to build credibility remotely matters. Externally, there may be limited contact, though some exposure to auditors, reporting teams or consulting partners is possible where programs require validation or support. The dominant dynamic, however, is internal influence and governance.