This global role sets Unilever Procurement’s climate direction and turns targets into a funded, measurable transition plan. The lead connects emissions data, delivery forecasts and business choices, helping teams see where progress is on track and where decisions are needed. The remit includes climate governance and technical standards across a complex supply network.
The work sits at the intersection of food and agriculture, where supplier activity and land-related emissions can shape a company’s climate footprint. It also comes during a proposed Foods combination with McCormick, making continuity between baselines, methods and climate commitments an important part of transition readiness. The transaction is subject to approvals and is estimated to complete in mid-2027.
This suits someone with deep corporate climate and Scope 3 expertise who can connect carbon accounting with procurement, finance and operational decisions, and communicate clearly with senior leaders across a global business.
Job FAQs
What are the main missions and responsibilities of this role?
The role would own Procurement’s climate strategy and transition plan, including targets, a costed decarbonisation roadmap, carbon budgets and forecasts. It would monitor progress, identify gaps and bring corrective actions and decisions to leaders.
A second strand is technical governance: setting expectations for Scope 3 and FLAG accounting, product carbon footprints, traceability, measurement and assurance. The lead would also coordinate climate inputs for reporting and represent Procurement in enterprise discussions and relevant standards work.
The role would connect these systems to sourcing, innovation, investment and annual planning. It also covers transition readiness for the proposed Foods combination, including documentation, programme continuity and alignment of operating models.
Key learning opportunities for this job
The role could deepen expertise in corporate GHG accounting, FLAG emissions, product carbon footprints, MRV and assurance by applying these methods across a large, global procurement footprint. It also offers exposure to how climate targets translate into carbon budgets, investment choices and executive governance.
Working across procurement, R&D, finance, supply chain and markets could build experience in agricultural value chains, climate resilience and business integration. Engagement with standards organisations and assurance providers may offer insight into how climate accounting and claims requirements are developed and applied.
The posting does not specify formal training, certifications or mentorship arrangements. Learning would likely come through technical leadership, cross-functional decisions and transition planning.
How does the ideal candidate look like (experience, skills)?
The posting calls for significant experience in corporate climate strategy, Scope 3 decarbonisation or sustainability performance, ideally in food, agriculture, FMCG or complex global supply chains. Strong knowledge of GHG accounting, SBTi-aligned targets, FLAG and energy-and-industrial emissions, product carbon footprints, MRV and assurance would be relevant.
The candidate should be able to turn complex evidence into prioritised roadmaps, investment choices and decisions for senior leaders. Programme management, analytical rigour and clear communication matter, as does the ability to influence across procurement, R&D, finance, legal and supply chain.
Agricultural value-chain knowledge, regenerative agriculture, climate resilience, integration experience or work with standards bodies would be useful. No specific degree or certification is stated.
Advice to stand out and make a successful application
Show how you have moved a corporate climate target from methodology into a funded, monitored plan. Use a specific example with the emissions boundary, baseline, target, interventions, governance and measurable progress, while distinguishing your contribution from the wider team’s.
For this role, explain your technical fluency in Scope 3 and FLAG accounting, product carbon footprints, MRV and assurance, then show how that analysis changed sourcing or investment decisions. Include examples of influencing senior stakeholders across functions.
Address the proposed Foods combination carefully: outline how you would maintain data, methods and programme continuity during integration, without treating the transaction as completed. The posting does not specify an application format or interview process.
What aspects of the company's sustainability is this role likely to focus on?
The role is centered on procurement-related climate performance, particularly Scope 3 emissions and agricultural FLAG emissions. It would shape targets, decarbonisation pathways and the measurement systems used to assess progress across the supply network.
Climate considerations may be brought into sourcing, product innovation, capital allocation and planning, alongside resilience. The role also covers credible accounting, assurance and substantiation of climate claims, supporting internal and external reporting.
A specific focus is readiness for the proposed Foods combination: aligning baselines, methods, commitments and delivery pathways while the transaction remains subject to approval.
What are the main challenges someone in this role might face?
A major challenge could be reconciling emissions baselines, accounting methods and commitments across a broad supply chain, especially where agricultural and supplier data are incomplete or difficult to compare. Maintaining credible forecasts and identifying interventions would require sound assumptions and clear ownership.
The lead would also need to balance technical accuracy with commercial decisions, influencing functions that have different priorities and timelines. Evolving standards and claims expectations could add uncertainty to accounting and reporting choices.
The proposed Foods combination creates additional transition work. Continuity of programmes and decision rights may need to be maintained while integration details remain subject to regulatory approvals and customary conditions.
How could a typical day look like for someone in this position?
A day could begin with reviewing emissions performance, forecasts and the status of decarbonisation interventions, then following up on gaps in data or delivery with procurement and supply-chain teams. The lead might assess accounting questions involving Scope 3, FLAG emissions or product footprints.
Meetings could bring together R&D, finance, markets and sustainability colleagues to connect climate measures with sourcing, investment or planning decisions. The role may also involve preparing updates for leadership forums, reporting or assurance.
Some days could focus on transition planning for the proposed Foods combination, such as checking dependencies, documentation and continuity arrangements. The balance would likely shift with reporting cycles and major business decisions.
What are the opportunities for professional growth and development in this role?
This role could build a path toward broader enterprise climate leadership, procurement sustainability direction or senior roles in corporate transition planning. Its global scope and contact with senior decision-makers may provide visibility across multiple business functions.
The work could deepen expertise in carbon accounting, target setting, agricultural emissions, product footprints and assurance, while developing experience in investment planning and cross-company integration. Engagement with external standards organisations may also broaden understanding of climate policy and reporting practices.
The posting does not state a defined promotion route or formal development programme, so progression would depend on business needs and the individual’s experience.
The main stakeholders you might be interacting with
The role reports to the End-to-End Procurement Sustainability Director and would work closely with Procurement teams responsible for sourcing and performance. R&D, Supply Chain, Finance, brands and markets are also named partners, with the aim of incorporating climate into operational and commercial decisions.
The lead would coordinate with the wider sustainability organisation and engage Legal and Corporate Affairs where climate claims, standards or reporting require their input. Senior leadership and governance forums would receive performance updates and decision requests.
External contacts could include standards organisations, assurance providers, suppliers, investors, customers and industry coalitions. Integration stakeholders would also matter as the proposed Foods combination moves through its approval and transition process.
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