Director, Global QSE Governance

Function:Corporate Quality, Safety & Environment (QSE)
Geography:Atlanta/AOC
Reports To:Vice President,Global QSE Governance and Competencies
Role Level:Director

Role Purpose
The Director, Global QSE Governance leads enterprise governance for regulated and high-reputation-risk domains by setting clear standards, driving disciplined assurance, and enabling consistent system-wide execution to reduce risk. The role translates regulatory and stakeholder expectations into fit-for-purpose governance programs, strengthens readiness through program assurance, and provides structured inputs to the enterprise governance framework. The Director also owns the design and execution of the Tiered Governance / Bottler Maturity model, serves as the primary interface for regulatory and reputational risk within the governance operating model, and supports QSE governance and enterprise-wide due diligence.

Scope & Impact

• Enterprise governance owner forenterprise-widedomains and programs.

• Enterprise program owner for Animal Welfare, Human Rights,etc,governance, assurance approach, and escalation pathways.

• Direct impact on brand protection, license-to-operate,“feedback to design” fromaudit/assurance outcomes, and regulatory readiness.

• Accountable for defined governance routines, controls, and performance visibility (risk signals, exceptions, action tracking) for assigned domains.

• Keycontributortofit for purposegovernance frameworksand ownership forTiered Governance/ Bottler Maturity modeldesignand execution, ensuring requirements and assurance expectations are operationally implementable andrisk-based.

• LeadsQSEgovernance requirements and integration activities forlicensing and otherprojects (governance scope definition, baseline assessments, gap identification, integration planning support).

Key Responsibilities

1.Enterprise-wideGovernance Domains & Program Leadership
Own the end-to-end governance approach for designatedenterprise-widedomains, including program design,minimumrequirements, guardrails, and assurance expectations. Establish andmaintainclear governance documentation (standards, procedures, decision trees, and roles/responsibilities) aligned to QSE policies, applicable regulations, and industry standards. Lead cross-functional governance forums (as needed) to align Legal, Public Affairs, Commercial, Supply Chain, and OperatingUnitstakeholders on requirements, decision rights, and implementation expectations.

2. Animal Welfare, Human Rights,etcProgramGovernance
Lead the enterprise Animal Welfare, Human Rights,etcgovernance programs, including policy/standardinterpretation, supplier and system expectations, assurance approach, and escalation criteria. Partner with procurement,technical, Public Affairsand OperatingUnitteams to ensure governance is embedded into relevant operating processes (e.g., supplier qualification, oversight routines, issue management) and that findings and actions are managed with rigor and transparency.

3. Program Assurance, Performance Visibility & Continuous Improvement
Partner with GAO Audit/KOBRA teams and contributeassurance mechanismsdefinitionfor governed programs (e.g., readiness reviews, self-assessment protocols, evidence expectations, control testing, and exception management).Contribute to and align toperformance reporting and cadence for governance health, including leading indicators, issue trends, closure discipline, and systemic corrective actions.Identifyopportunities to simplify, clarify, or strengthen governance based on audit insights, incident learnings, regulatory developments, and stakeholder feedback.

4. Governance Inputs toFit-For-Purposeand own theTiered Governance / Bottler Maturity Model
Provide domain and program inputs to theFitFor-Purpose governance framework and own theTiered Governance / Bottler Maturity model, ensuring regulatory and reputational risk considerations are translated into clear, measurable expectations. Define what “good” looks like for governed programs at each tier (where applicable), including minimum evidence requirements and assurance touchpoints. Validate that proposed tier expectations are practical for in-market implementation and are aligned with enterprise governance guardrails.

5. Regulatory & Reputational Risk Interface (Governance View)
Maintain active awareness of external regulatory changes and emerging stakeholder expectationsimpactinggoverned domains, translating these into governance updates and implementation guidance. Serve as the governance point of contact to triage and route regulatory/reputation-risk issues within the governance operating model, including coordinating fact gathering, documenting governance positions, and escalating high-risk matters through defined leadership pathways.

6.Licensing and otherGovernance Support
SupportLicensinginitiatives,etcby defining governance scope for regulated programs,participatingin governance-focused due diligence activities as requested, and documenting baseline requirements and gapsrelativeto enterprise expectations. Provide input to integration plans for regulated governance programs (e.g., sequencing, minimum controls, assurance checkpoints), and partner with cross-functional teams to embed governance expectations into post-close operating models.Ensure closed loop input and feedback to KORE requirements. 

Decision Authority

• Sets governance program requirements, assurance approach, and operating cadence for assigned regulated domains and Animal Welfare, Human Rights,etc, within enterprise policy and governance guardrails.

• Approves domain-specific governance interpretations, implementation guidance, and readiness criteria.

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