Sustainable work: the future of employment in a green economy
March 2025 | TALKINGPOINT | MERGERS & ACQUISITIONS
Financier Worldwide Magazine
March 2025 Issue
FW discusses the future of employment in a green economy with Karen Cunningham, Katherine Wannan and Laura Halfas at Deloitte.
FW: To what extent is the labour market embracing the principles of sustainability? In a green economy, how should sustainable work be defined?
Cunningham: The labour market is progressively integrating sustainability, driven by growing environmental awareness and regulatory demands. According to our ‘A Blueprint for Green Workforce Transformation’ report, in association with the Institute of Environmental Management and Assessment, companies are increasingly recognising the value of aligning business strategies with ecological considerations, which is catalysing the creation of green jobs. Sustainable work in a green economy should be defined not only by the environmental benefits it generates but also by practices that promote long-term economic viability and social equity. Our ‘2024 Global Human Capital Trends’ report underscores this by advocating for work that supports human sustainability, emphasising employee wellbeing alongside environmental and economic factors. This holistic approach ensures the workforce is resilient, adaptable and capable of thriving in a sustainable future.
“Sustainability is integral to every role, requiring employees to understand and contribute to sustainable outcomes daily. Organisations must adopt a multifaceted approach.”
FW: How important is it to imbue employees with sustainability awareness and an appreciation for sound environmental practices? What steps can companies take to achieve this?
Wannan: Sustainability is integral to every role, requiring employees to understand and contribute to sustainable outcomes daily. Organisations must adopt a multifaceted approach. They need to implement a clear, actionable sustainability strategy driven by leaders who champion these values. Also important is to provide training, tools and resources to build sustainability skills. Additionally, they need to embed sustainability into work practices and policies, such as green procurement. Lastly, companies need to foster a culture of adaptability and collaboration to navigate the complexities of transitioning to a sustainable economy. By fostering this environment, organisations not only prepare employees for change but also unlock innovative solutions to sustainability challenges. When employees understand their role in sustainability and are supported by the right strategies, practices and culture, they become powerful drivers of the organisation’s mission to create a sustainable future.
FW: To what extent can education and training help employees to acquire the skills necessary to thrive in a green economy?
Wannan: Education is critical for equipping employees with skills for a sustainable economy. As demand for green skills outpaces supply, organisations face a growing skills gap. Initiatives like our Sustainability Academy show that diverse learning methods, such as formal education, hands-on experiences and real-world application, effectively build sustainability capabilities. These efforts enhance both technical expertise, including carbon accounting and the circular economy, as well as professional skills, such as systems thinking and adaptability. By preparing employees to navigate complex challenges with education and training, they contribute meaningfully to shaping and thriving in the green economy.
“To effectively assess the impact of sustainability initiatives on workforce planning, companies should focus on integrating sustainability goals into their core business strategies and employee performance metrics.”
FW: What are the key factors driving the labour market toward green careers that protect the environment and promote sustainable development? To what extent are new roles and industries appearing?
Cunningham: The labour market’s pivot toward green careers is primarily driven by heightened global awareness and regulatory pressures concerning environmental sustainability. Governments and organisations are increasingly committing to net-zero targets, necessitating a workforce skilled in green technologies and sustainable practices. This shift is not only creating new roles within traditional industries such as energy, which is seeing a surge in jobs related to renewable energy sources like solar and wind, but also fostering entirely new sectors. For instance, the burgeoning field of green finance, which focuses on supporting environmentally sustainable investments, is rapidly expanding. These dynamics suggest a robust future for green careers, aligned with both environmental goals and economic opportunities, as industries adapt to meet the demands of a low-carbon economy.
FW: In what ways can partnerships among businesses, government agencies and educational institutions drive sustainable workforce initiatives and promote best practices?
Cunningham: Partnerships among businesses, government agencies and educational institutions are pivotal in fostering a sustainable workforce. These collaborations can harness a wide range of resources, expertise and networks to implement best practices that are crucial for sustainable development. For example, businesses can provide practical insights and innovations, educational institutions can offer research and training, and government agencies can contribute regulatory support and funding. Such partnerships can also establish robust training programmes that equip workers with the necessary skills for green jobs, promoting employment in the sustainability sector. Additionally, these collaborations can help share and standardise sustainability practices across industries, ensuring evolution of best practices and cohesive approaches to environmental challenges. By sharing knowledge and resources, these partnerships not only enhance the workforce’s capability but also drive systemic change toward sustainability.
“These dynamics suggest a robust future for green careers, aligned with both environmental goals and economic opportunities, as industries adapt to meet the demands of a low-carbon economy.”
FW: What essential advice would you offer to companies on assessing the effectiveness of their sustainability initiatives in workforce planning? How can they measure employee engagement, for example?
Halfas: To effectively assess the impact of sustainability initiatives on workforce planning, companies should focus on integrating sustainability goals into their core business strategies and employee performance metrics. This involves clear communication of sustainability objectives and their relevance to each role. Measuring employee engagement can be achieved through regular surveys, focus groups and feedback mechanisms specifically tailored to understand employees’ perspectives on the company’s sustainability efforts. Tracking participation in sustainability-related training programmes and initiatives can provide quantitative data on engagement levels. Furthermore, aligning sustainability achievements with rewards or recognition programmes can enhance motivation and commitment to these goals. Establishing these measurement tools helps companies not only gauge the effectiveness of their sustainability initiatives but also foster a culture of continuous improvement and environmental stewardship.
FW: Looking ahead, how do you see the trend toward sustainable work developing? For companies, do you believe that getting this right could make the difference between success and failure in the green economy?
Wannan: The shift toward sustainable work is accelerating as companies recognise it as a strategic imperative. Beyond ethical considerations, sustainable practices drive innovation, efficiency and brand loyalty, offering significant competitive advantages. Businesses integrating these principles position themselves to thrive in the green economy, whereas those failing to adapt risk obsolescence. By embedding sustainability into processes, products and strategies, companies can navigate market demands and regulatory pressures while contributing to long-term success in an increasingly eco-conscious economy. Sustainability is no longer optional – it is essential for survival and growth.
Karen Cunningham leads Deloitte’s global human capital sustainability and climate practice, enabling clients across industries and sectors to attain sustainability outcomes by focusing on necessary shifts in work, the workforce and the workplace. She also helps organisations in the power, utilities and renewables sector manage the energy transition by driving adoption of new ways of organising, operating and behaving via levers such as organisation design, operating model, strategic management, leadership alignment and workforce engagement. She can be contacted on +1 (312) 208 8784 or by email: kcunningham@deloitte.com.
Katherine Wannan leads Deloitte’s sustainability workforce practice in Australia. She is passionate about supporting organisations to accelerate their climate and sustainability ambitions by creating the capabilities needed in the workforce and creating the conditions for teams to innovative and thrive now and in the future. She has led teams and functions across consulting, in HR business partners and project management. She can be contacted on +61 2 8260 4314 or by email: kawannan@deloitte.com.au.
Laura Halfas is a senior manager at Deloitte in Germany and specialises in organisational transformation and sustainability. With 20-plus years of international retail and consulting experience, she is an expert in sustainability strategy, corporate responsibility and digital transformations. She has successfully led international transformation programmes, prioritising learning, change management and communication. With a diverse background and people-centric approach, she is a trusted adviser for sustainable and digital transformation. She can be contacted on +49 211 8772 8214 or by email: lhalfas@deloitte.de.
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