ESG Manager

This role is essentially the engine room of Redington's ESG agenda. Day to day, the manager is translating strategy into workable programmes: maintaining the group roadmap, running materiality and peer-benchmarking exercises, preparing board-level materials, and keeping a demanding disclosure calendar on track, BRSR, sustainability reporting, and alignment with GRI, IFRS S1/S2, CDP and other frameworks. On the ratings side, they own submissions to EcoVadis and CDP and, importantly, the improvement plans that follow critical feedback. Longer term, the mandate reaches into how the group invests. The manager develops business cases for decarbonisation, renewable energy, energy efficiency, circularity and resource efficiency, quantifying investment, savings, payback and emissions impact. They also look for green and sustainable-finance opportunities with banks and partners, and monitor emerging climate and finance regulation across the markets Redington operates in. Finally, there is a strong programme-management and enablement layer: chairing cross-functional ESG working groups, coaching team members, and progressively strengthening data systems, dashboards and automated workflows so that reporting becomes faster, more auditable and less reliant on manual effort.

The exposure here is unusually broad for a manager-level role. Because Redington operates across 40+ markets and numerous subsidiaries, the successful candidate will likely gain hands-on fluency in multi-jurisdiction ESG compliance, understanding how BRSR requirements interact with global frameworks like GRI and IFRS S1/S2, and how different markets are phasing in climate disclosure. On the technical side, expect deep practical learning in sustainable finance: structuring business cases, engaging banks on sustainability-linked instruments, and connecting emissions data to financial metrics. Leading EcoVadis and CDP submissions, with feedback loops and gap-closure plans, builds a skillset that is highly portable to any large corporate. There is also a clear digital and analytics dimension. The job description flags Power BI, workflow automation and responsible use of generative AI, meaning the candidate could develop a differentiated profile combining ESG technical depth with data and reporting-system fluency, increasingly the profile multinationals are hiring for.

Redington is asking for roughly five to seven years of progressive ESG experience, ideally a mix of corporate sustainability and consulting, with evidence of owning an enterprise-level workstream rather than contributing to one. A bachelor's or master's in sustainability, environmental management, finance, business, economics or engineering is expected; a finance-adjacent background would be a real advantage given the sustainable-finance and business-case elements. Technically, the candidate should be comfortable with ESG strategy, BRSR, GRI, IFRS S1/S2, climate and emissions accounting, ESG ratings and relevant ISO management systems. Just as important is commercial and financial acumen, the ability to model payback, quantify value creation and write a business case a CFO will read. Advanced Excel and PowerPoint are baseline; Power BI, automation tools and enterprise ESG platforms are preferred. On the softer side, this is a coordination-heavy role across finance, HR, procurement, operations, legal and communications. The ideal profile is a persuasive communicator who can manage senior stakeholders without formal authority, coach junior team members, and keep multiple projects, budgets and dependencies moving at once.

Because this is a group-level role at a distribution business, the strongest applications will show scale and ownership, not just participation. Instead of listing frameworks you have touched, quantify: which disclosure cycles you led, which ratings submissions improved and by how much, what emissions or cost savings a business case you built actually delivered. Redington's leadership will want to see that you can operate across subsidiaries and markets, so flag any multi-country or multi-entity experience explicitly. Tailor the cover letter to Redington's specific context: a technology distribution and solutions company with a vast channel-partner network. Discuss how supply-chain emissions, responsible sourcing and customer ESG expectations play out in distribution, and how you would make disclosure credible to investors and lenders. Mentioning BRSR alongside global frameworks signals you understand the Indian regulatory reality, which matters for a Chennai-headquartered group. For interviews, prepare to walk through a materiality assessment and an ESG ratings gap-closure plan in detail, and be ready to discuss sustainable-finance structures and how you would build a decarbonisation business case. A brief, concrete example of using data platforms or automation to improve ESG reporting quality would differentiate you from candidates relying purely on narrative skills.

The role's centre of gravity is ESG governance and reporting across the Redington Group and its subsidiaries. That means BRSR and broader sustainability disclosures, alignment with GRI and IFRS S1/S2, and the ratings ecosystem, EcoVadis and CDP in particular, where the group's credibility with customers and investors is increasingly tested. Expect a significant share of effort on data quality, assurance readiness and strengthening the controls behind published figures. On the environmental side, the focus leans toward decarbonisation and resource efficiency: renewable energy, energy efficiency, circularity and emissions management, with business cases quantifying investment, savings and emissions impact. Given Redington's distribution model, scope 3 and supply-chain-related emissions are likely to be prominent, alongside sustainable-finance opportunities such as sustainability-linked instruments with banks. The social and governance dimensions are threaded through the cross-functional programme work, procurement, HR, operations and legal all feed into ESG performance. The manager effectively ensures the group's public claims are evidence-based, consistent and defensible across 40+ markets, which is as much a governance task as an environmental one.

The hardest part of this job may be influence without direct authority. The role depends on Finance, HR, Procurement, Operations, Legal and IT colleagues delivering data and actions they are not solely accountable for, often under their own deadline pressure. Keeping that coalition engaged, and escalating credibly when it stalls, is a constant test of stakeholder management. Second is the tension between ambition and evidence. Redington operates across 40+ markets with a complex subsidiary structure, which makes data consistency and auditability genuinely difficult. The manager must improve ratings and disclosures without overclaiming, while satisfying frameworks like BRSR, GRI and IFRS S1/S2 that each demand different lenses on the same underlying data. Third is prioritisation. Decarbonisation, sustainable finance, ratings, assurance readiness and digital enablement all compete for the same limited team capacity. Building business cases that survive finance scrutiny, and sequencing initiatives realistically around the group's commercial cycle, will be an ongoing balancing act.

A typical day is likely split between internal coordination and analytical work. Mornings might involve a cross-functional ESG working group call (Finance on data alignment for the BRSR cycle, Procurement on supplier engagement, or Legal on disclosure wording) followed by time reviewing emissions data or refining a submission for EcoVadis or CDP. There will be regular document work: board or executive materials, policy updates, and evidence packs for assurance. Mid-week often brings project checkpoints. The manager might review a renewable-energy or energy-efficiency business case with Operations, sanity-check assumptions with Finance, and shortlist sustainable-finance options with treasury or banking partners. Ad hoc requests from leadership (a peer benchmark, a regulatory update, a customer ESG questionnaire) punctuate the calendar and require quick, well-sourced responses. Variability is high. Around reporting deadlines the role tilts heavily toward data validation, writing and review cycles; at other times it leans toward strategy, materiality work, coaching team members and improving dashboards and automated workflows. Occasional travel to subsidiary or site locations is plausible.

This position sits at the heart of a group-level function, which naturally creates visibility with senior leadership and board-level audiences. Successfully steering reporting cycles, improving ratings and landing sustainable-finance structures would position the holder as a credible successor to a Head of ESG or Chief Sustainability Officer role, either at Redington or elsewhere. Beyond promotion, the role builds a portfolio of transferable assets: multi-market disclosure experience, ratings and assurance expertise, financial modelling of sustainability investments, and programme leadership across functions. Those are precisely the credentials multinationals and financial institutions seek when hiring senior ESG talent. The digital enablement mandate is an underrated growth lever. Someone who genuinely masters ESG data platforms, Power BI dashboards and responsible AI-assisted analysis will hold a rare hybrid profile (technical, financial and strategic) that opens lateral paths into sustainable finance, risk, or ESG technology leadership.

Internally, the manager's closest partners are likely the Finance, Legal and Secretarial teams, who own the numbers and the disclosure obligations behind BRSR and annual reporting, plus Procurement and Supply Chain, whose supplier data underpins scope 3 and responsible-sourcing claims. HR and Operations matter for social metrics and site-level efficiency projects, while IT and Communications support data platforms and external messaging respectively. Upward, expect regular interaction with senior leadership and, periodically, the board, the role is explicitly accountable for executive and board-level materials, so the ability to present clearly and defend assumptions is essential. Subsidiary and business-unit leaders across Redington's 40+ markets are also key, since they translate group priorities into local action. Externally, the stakeholder map includes banks and financial institutions on sustainable-finance structures, ESG rating agencies such as EcoVadis and CDP, assurance providers, and framework bodies whose guidance shapes disclosure. Brand partners and major customers may also engage on ESG questionnaires and expectations, making the manager a visible point of contact for the group's sustainability credentials.