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1、 ManpowerGroup 2024Global Insights White PaperBuilding Competitive Advantage with A People-First Green Business TransformationTable of Contents A Global Green Rush for Talent Green Jobs of the Future Green Skills in Demand Mind the Green Sentiment Gaps What Workers Want How Workers Feel The Key Pill

2、ars of Green Strategic Workforce Planning Its Not Easy Being Green:Client Success Stories Global Workforce Solutions to Accelerate Green Business TransformationPeople-First Green Business Transformation|2 Growing Green Government Action Increased Consumer&Investor Demand for Sustainability 01Executi

3、ve Summary Building a People-First Green Business Transformation02Where Is the Green Future of Work?03Bringing Workers Along for the Green Transition 04Key Drivers of the Green Transition05Building Green Competitive AdvantageA People-First Green Business Transformation|3Building a People-First Green

4、 Business Transformation As the global transition to a greener economy evolves,sustainability goals alone are no longer enough.Growing demand for action to address climate change from consumers,investors and government policymakers will accelerate the need for green business transformation.As a resu

5、lt,opportunities for a larger portion of the workforce to participate in the green economy around the world will grow.By 2030,the green transition is expected to create up to 30 million new jobs.1However,this green transition is happening during a time of growing talent scarcity.Three-quarters of em

6、ployers globally(75%)say they are struggling to find the skilled talent they need.2 An even larger majority(94%)say they do not have the skilled talent to achieve their Environmental,Social and Governance(ESG)goals.3In addition,the process of reaching the goal of net zero emissions cannot happen in

7、a vacuum.The promise of a net zero future across energy,transportation,agriculture,housing and infrastructure will be unmet if the societal impact on jobs,access and affordability is not considered.Business leaders must close the gap by helping workers develop the skills they need for the green jobs

8、 of the future.Even though it is still relatively early days of the global green transition at scale,our research has already identified hundreds of unique green jobs and skills.This ManpowerGroup Global Insights study explores the impact of the green transition on the future of work for employers a

9、nd workers.Executive Summary1 IEA study3 The Search for ESG Talent2 ManpowerGroup Global Talent Shortage study01 Executive Summary02030405A People-First Green Business Transformation|4Five Key Takeaways for EmployersBring Workers Along:Many green industries are still new.Our research shows some work

10、ers are concerned by the accelerating pace of change and may not understand how their current skills could translate into more lucrative careers in emerging growth industries.Employers need to clearly communicate this to current and prospective workers.Share Your Green Story:Many organizations have

11、compelling sustainability stories,but they will not support their employer value proposition(EVP)if candidates never see them.In recent workforce sentiment research,a significant portion of candidates said environmental leadership made a positive impact on their consideration of job opportunities.Bu

12、ild a Skills Foundation:The World Economic Forum(WEF)estimates 60%of the global workforce will need upskilling and reskilling before 2027.4 A skilled and innovative workforce is critical to accelerate the adoption and commercialization of green technology.Consequently,upskilling and reskilling at sc

13、ale in a time of increasing talent scarcity will ultimately drive differentiation and boost your business bottom line.Leverage the Power of Data:There are more sources of workforce data,machine learning support and artificial intelligence(AI)tools than ever before.Organizations risk a missed opportu

14、nity if they do not apply them to their green strategic workforce planning.The Time Is Now:5 The green transition will create up to 30 million new jobs at the same time talent scarcity is increasing,due to the demographic reality of slowing population growth and an aging workforce in most advanced e

15、conomies.4 World Economic Forum 2023 Future of Jobs Report5 IEA study01 Executive Summary02030405A People-First Green Business Transformation|5Business leaders and policymakers know the global transition to a greener and more sustainable economy is accelerating.However,they may not know where the gr

16、een transition is accelerating the most rapidly around the world.What are the green jobs of the future?What are the green skills of the future?To build a global green workforce strategy,this is an essential starting point for HR and business leaders.A Global Green Rush for TalentWith the green trans

17、ition gaining momentum,recruiters and hiring managers around the world are beginning to accelerate their green talent acquisition and upskilling efforts.To measure the magnitude of green hiring intentions,ManpowerGroup surveyed nearly 39,000 employers in 41 countries to learn how actively they were

18、recruiting for green jobs and skills.Across industries,the green consensus from hiring managers was strong.The majority of employers(70%)said they are currently or actively planning to recruit green talent.The strongest recruiting intentions(81%)were found in the Energy&Utilities sector,given the st

19、rong global growth of renewable energy production.Hiring managers said they were most actively seeking green talent for Manufacturing&Production(36%),Operations&Logistics(31%)and Information Technology(30%)roles.6 6 ManpowerGroup Employment Outlook Survey70%of employers said they are planning to rec

20、ruit green talentWhere Is the Green Future of Work?02 Where Is the Green Future of Work?03040501A People-First Green Business Transformation|6Percentage of employers currently or planning to recruit for green jobs&skills7 Green jobs:Demand by industry vertical8Green jobs:Demand by job function9Manuf

21、acturing&Production36%Operations&Logistics31%IT&Data30%Sales&Marketing27%Engineering26%Administrative&Office Support25%Human Resources25%Energy&Utilities81%Information Technology77%Financials&Real Estate75%Industrials&Materials74%Transport,Logistics&Automotive73%Communication Services68%Consumer Goo

22、ds65%Healthcare&Life Sciences64%Global Average70%Global AverageUnited StatesUnited KingdomTurkeyTaiwanSwitzerlandSwedenSpainSouth AfricaSlovakiaSingaporeRomaniaPuerto RicoPortugalPolandPeruPanamaNorwayThe NetherlandsMexicoJapanItalyIsraelIrelandIndiaHungaryHong KongGuatemalaGreeceGermanyFranceFinlan

23、dCzech RepublicCosta RicaColomibaChinaCanadaBrazilBelgiumAustriaAustraliaArgentina 61%59%64%63%74%67%94%78%79%64%74%65%66%68%63%83%67%84%64%67%70%43%72%65%77%73%74%63%65%73%74%77%66%68%68%69%67%75%81%71%75%70%7,8,9 ManpowerGroup Employment Outlook Survey02 Where Is the Green Future of Work?03040501A

24、 People-First Green Business Transformation|7Green Jobs of the FutureThe World Economic Forum expects global green business transformation to become the largest driver of job creation in the coming years.10 As the green transition expands,it is important to consider the future of green jobs will exp

25、and much further than the typical green jobs we think of today eventually becoming a significant part of every industry globally.Today,the green world of work is changing as many new direct and adjacent jobs needed for the transition are created.It is helpful to examine the green jobs landscape thro

26、ugh the lens of changing skills.There are established green jobs,such as wind turbine technicians or solar panel installers.They contribute to environmental sustainability and require green skills,but those skills are not rapidly changing.Greening jobs are existing roles where there are more signifi

27、cant skills changes to increase environmental impact.Examples include automotive technicians or engineers due to ongoing vehicle electrification.Finally,Green+jobs are new roles which require a significant number of new skills.For example,emerging technologies such as direct carbon capture or hydrog

28、en technology will create Green+jobs which do not exist today.The Different Shades of Green Jobs 10 World Economic Forum 2023 Future of Jobs ReportGreen jobs are current roles that contribute to environmental sustainability but do not require new skills.Greening jobs are existing roles that are beco

29、ming more impactful to environmental sustainability and require some new skills.Green+jobs are new roles being created to accelerate environmental sustainability and will require many new skills.Green skills are the knowledge,soft and technical abilities,values and attitudes needed to live in,develo

30、p and support a sustainable and resource-efficient society.Non-green jobs are roles that do not contribute to an employers overall environmental sustainability.02 Where Is the Green Future of Work?03040501A People-First Green Business Transformation|8Green Skills in DemandAcross industries,green ski

31、lls are in short supply.Three-quarters(75%)of employers around the world say they are struggling to find skilled talent.11 For employers seeking skilled green talent specifically,they say their greatest challenges are finding qualified workers(44%),creating relevant upskilling programs(39%)and ident

32、ifying applicable existing skills(36%).12 The global green skills gap is substantial.Today,only 1 in 8 workers has more than one green skill.13 This creates both a challenge for employers and substantial missed opportunity for workers,as the median hiring rate for workers with at least one green ski

33、ll is 29%higher than the workforce average.In addition,the number of job postings requiring at least one green skill grew 15%YOY in early 2023.14 Green skills gaps are particularly acute within highly technical industries,such as renewable energy and automotive.The European Institute of Technology(E

34、IT)recently studied green jobs and skills needs within the battery supply chain.In the battery value chain alone,they identified 100 unique green jobs and 75 highly technical skills needed.15 It is worth considering this is still an industry in its relative infancy,since only 14%of new cars sold in

35、2022 were electric.16 The number of roles and skills needed in this industry will continue to grow,as global battery production scales up to meet growing demand.11 ManpowerGroup Global Talent Shortage Survey12 ManpowerGroup Employment Outlook Survey13,14 LinkedIn Global Green Skills Report15 EIT Inn

36、oEnergy Skills Institute Study16 IEA ResearchOnly 1in8 workers has more than one green skill02 Where Is the Green Future of Work?03040501A People-First Green Business Transformation|9Raw Materials and ProcessingAdvanced purchasing analystBattery material engineerBattery material technicianBusiness c

37、ontrollerCalibration technicianCleanroom engineerData scientistEnvironmental analystEquipment engineerEquipment technicianInventory technicianLaboratory technicianMaterial handlerMining engineerQuality control engineerRaw materials sourcing analystR&D engineerSafety managerSupply chain analystTechni

38、cal managerElectromobilityAutomotive engineerAutomotive safety performance engineerBattery algorithms engineerBattery maintenance technicianBattery management systems engineerBattery system engineerCompliance managerDesign engineerElectric vehicles service technicianEngineering technicianEquipment t

39、echnicianEV Sales managerFunctional safety engineerLab engineerProduction assembly operatorR&D engineerSafety engineering technicianSystem controls engineerTest technicianVehicle testing&operations managerCell and Battery Pack ManufacturingBattery design engineerBattery software engineerCalibration

40、technicianCompliance managerData scientistEngineering managerHealth and safety managerLogistics managerMaintenance technicianManufacturing engineerManufacturing operatorOperations managerPlant shift leaderProcess engineerProduction technicianPurchasing analyst/specialistQuality engineerR&D engineerS

41、ystems design engineerTest engineerStationary Storage ApplicationsApplication engineerBattery analytics data scientistBattery algorithms engineerBattery system engineerBESS service technicianCommissioning engineerCompliance managerControls engineerData engineerElectrical engineer(BESS)Embedded syste

42、ms engineerEnvironmental analystInnovation managerInstallation technicianMaintenance managerMechanical design engineerOperations managerQuality technicianSoftware engineerSystem design engineerBattery Recycling&Second-Life BatteriesBattery materials technicianBattery recycling specialistChemical eng

43、ineerCompliance specialistEnd of warranty managerEnvironmental engineerHealth&safety specialistInventory technicianMachine operatorMetallurgistProcess operatorR&D scientistR&D technicianRecycling collectorRecycling process engineerRecycling technicianSecond-life battery project engineerService techn

44、icianTechnical lead recyclingWarehouse operations supervisorRequired jobs in the battery value chain1717 EIT InnoEnergy Skills Institute Study02 Where Is the Green Future of Work?03040501A People-First Green Business Transformation|10Raw Materials and ProcessingAnode&cathode materialsAutomation in m

45、iningBattery materialsCharacterisation techniquesChemical engineeringChemical safetyData analysisEnvironmental managementMachine handlingMaterial refinementMaterials scienceMeasurement&controlRaw material extractionSourcingSupply chain managementElectromobilityAutomotive engineeringBattery managemen

46、t systemsData analysisDiagnosis of defects in EVsDrivetrain componentsElectrical safetyEV battery design&chemistriesEV battery maintenance&servicingEV homologation&testingFailure analysisLV&HV battery systemsPerformance predictionSafety standardsSoftware engineeringTroubleshooting&repairCell and Bat

47、tery Pack ManufacturingBattery chemistries&technologiesBattery designBattery handling&electrical safetyBattery manufacturing processBattery testing&quality controlCell designClean&dry room processesData scienceElectrochemistryFailure analysisPreventive&predictive maintenanceQuality control&inspectio

48、nRoot cause analysisSoftware engineeringTroubleshootingStationary Storage ApplicationsBattery componentsBattery management systemsBattery system design&integrationBESS installationData analysisDiagnosticsElectrical safetyEquipment&tools handlingFailure analysisGrid&off-grid applicationsPerformance p

49、redictionPower electronicsMonitoring&controlSafety standardsTroubleshooting&repairBattery Recycling/Second LifeBattery design&componentsBattery dismantlingBattery materialsChemical engineeringData analysisEnvironmental managementHazardous waste handlingInventory controlMaterial recoveryMaterial scie

50、nceProcess engineeringQuality controlRecycling equipment handlingReuse&repurposing of batteriesSafety standards®ulationsRequired skills in the battery value chain18Partnering to Close Skills Gaps in Battery Manufacturing19 ManpowerGroupManpowerGroup is partnering with the InnoEnergy Skills Instit

51、ute to help train and upskill up to 800,000 workers throughout the European battery supply chain by 2025.1918 EIT InnoEnergy Skills Institute Study02 Where Is the Green Future of Work?03040501A People-First Green Business Transformation|11Nearly all employers in every industry(94%)said they dont hav

52、e the talent they need to achieve their ESG goals.20 Bringing workers along is critical,as organizations transition their business to greener and cleaner technology.We recently examined workforce opinions about the green transition in seven countries and identified opportunities for employers.The fo

53、llowing research is based on an online survey of 5,029 workers,who were either in full-or part-time employment or actively looking for work,conducted in October 2023.The data is weighted equally between the following markets:United States,United Kingdom,France,Germany,Spain,The Netherlands and Switz

54、erland.2120 ManpowerGroup Employment Outlook Survey 21 ManpowerGroup Green Workforce Survey,October 2023Bringing Workers Along for the Green TransitionMind the Green Sentiment Gaps Our recent research shows the growing sophistication of the green transition.On the one hand,it identifies key differen

55、ces among groups of workers,industries and countries.At the same time,it illustrates shared optimism about the future.Employers should avoid the temptation to find a one-size-fits-all message for sustainability and the green transition.94%of employers say they dont have the talent they need to achie

56、ve their ESG goals0203 Bringing Workers Along for the Green Transition040501A People-First Green Business Transformation|12Blue-and White-Collar WorkersMore than half of all workers(66%)say they are ready to embrace the green transition;however,there is a gap between blue-and white-collar workers.Wh

57、ile 70%of white-collar workers say they are ready to embrace the green transition,only 57%of their blue-collar peers say the same.In addition,a significant portion of both groups of workers(23%)say they are unsure.Industry Gaps There are noticeable differences in green enthusiasm between industries.

58、Workers in the Information Technology and Financials&Real Estate industries are the most likely to express readiness for the green transition within their organization.At the same time,workers in the Energy&Utilities and Transport,Logistics&Automotive sectors are less optimistic.These varying levels

59、 of excitement are particularly interesting when you consider that,around the world,substantial investments are currently being made in green energy and vehicle electrification.Given the lower sentiment is found in industries with a higher number of blue-collar workers,this is likely another illustr

60、ation of the perception gap.Most Workers Are Ready Many Still Have QuestionsDo you think you are ready to embrace the green transition of your company and the economy?Workers who are ready to embrance the green transition:22Percentage of Workers Ready to Embrace Green Transition by IndustryYes(White

61、-Collar:70%,Blue-Collar:57%)66%Unsure23%No11%Information Technology75%Financials&Real Estate74%Consumer Goods&Services68%Industry Average66%Healthcare&Life Sciences66%Industrials&Materials65%Communication Services64%Energy&Utilities64%Transport,Logistics&Automotive62%70%57%white-collar workersblue-c

62、ollar workers22 ManpowerGroup Green Workforce Survey,October 20230203 Bringing Workers Along for the Green Transition040501A People-First Green Business Transformation|13Perception Gaps When workers across countries were asked how committed they felt their employer was to the green transition,it unv

63、eiled some interesting gaps.Workers in The Netherlands,Germany,United Kingdom and Spain are more optimistic;however,they were more skeptical in Switzerland(50%),the United States(47%)and France(47%).Employee and employer perception gaps are currently misaligned,based on the percentage of employers i

64、n the same countries saying they are currently or actively planning to recruit green jobs and skills.In the U.S.,the gap is particularly pronounced.Despite the accelerating pace of global green business transformation,less than half of employees believe their employer is truly committed to the green

65、 transition.There is also a gap when workers consider their impact on the green transition.When asked whether they would prefer to work in a green industry with less future impact or a currently“dirty”industry with more potential to make an impact,most(55%)would prefer to be in an industry with a gr

66、een reputation instead of one perceived as harmful(14%).This choice lacks rationale,as the latter would mean helping drive a larger net reduction of carbon emissions and a greater positive impact on the environment.Nevertheless,employers who may be perceived as“dirty”today should not lose hope.This

67、perception gap can be closed by more effectively telling your green story to current and prospective employees.Worker Perception of Employer Green Commitment vs.Employer Intentions to Recruit Green Talent by CountryEmployee Industry PreferenceCountryEmployees Who Believe Their Employer Is Committed

68、to Green Transition23Employers Actively or Planning to Recruit for Green Jobs24 The Netherlands60%65%Germany57%66%United Kingdom56%71%Spain55%68%Global Average53%68%Switzerland50%67%United States47%75%France47%65%24 ManpowerGroup Employment Outlook Survey,Q3 2023 Already Green Industry,Less Potentia

69、l Impact55%Perceived Environmentally Harmful Industry,More Potential Impact14%No Preference31%23 ManpowerGroup Green Workforce Survey,October 20230203 Bringing Workers Along for the Green Transition040501A People-First Green Business Transformation|14What Workers Want Overall,most workers are optimi

70、stic about the green transition,which is good news for employers investing in building greener future business models.Green progress is part of the consideration process when workers evaluate a job opportunity they want to see progress more than pledges.It is also increasingly important to Gen Z and

71、 Millennial workers and,consequently,should be a consideration as employers recruit the next generation of talent.It is worth noting,however,that a significant portion of the workforce still remains skeptical.A Little Less Talk,A Lot More Action We asked employees to consider two equal job offers fr

72、om two different companies and how much green factors,such as clear and visible action to address environmental issues,vocal environmental responsibility or ambitious environmental targets,would have an influence on their decision.Workers say clear action to address environmental issues is the most

73、likely to positively influence their decision,while a poor reputation on environmental issues is the most likely to negatively influence their decision.When you combine the top positive and negative drivers,the key takeaway for HR business leaders is authenticity.Employers with a positive reputation

74、 and track record of environmental stewardship action will be in the best position to attract talent.Top Green Factors and Influence on Job Consideration Positive ImpactClear and visible action taken to address environmental issues60%Leaders vocal about commitment to environmental responsibility54%A

75、mbitious company environmental targets52%Negative ImpactPoor company reputation on environmental issues68%No clear company environmental commitments 49%Leaders who dont focus on environmental issues48%60%of workers say clear action to address environmental issues will positively influence job consid

76、eration2525 ManpowerGroup Green Workforce Survey,October 20230203 Bringing Workers Along for the Green Transition040501A People-First Green Business Transformation|15Baby BoomersGen XMillennialsGen Z73%45%42%31%25%70%56%51%Greenlighting the Next Generation of Talent Nearly two-thirds(62%)of all work

77、ers say they research an organizations environmental reputation and roughly one-third(35%)say it impacts their decision to accept or reject a job offer.While the figures are lower for more experienced workers,they increase for candidates who are newer to the job market.Among respondents aged 18-24,7

78、5%say they will research an organizations environmental reputation,and almost half(46%)believe it will impact their likelihood of choosing a particular employer.This same age group is also more likely to say clear and visible action to address environmental issues will positively influence their dec

79、ision to work for an employer.As a growing number of employees reach retirement age,it will become increasingly important for employers to use every opportunity including their green transition story to attract this generation of environmentally conscious talent.Average:62%35%Average:62%35%Sector St

80、andouts for Sustainability Reputation Importance Two sectors with a reputation for innovation and analytical thinking stand out when we look at the influence of environmental reputation by industry.An organizations green reputation is the most important and the most likely to influence job offer dec

81、isions for workers in the IT and Financials&Real Estate sectors.This is an important consideration for employers in all industries because these two sectors have historically led to innovation and adoption of emerging workforce trends.It is also worth noting that employer environmental reputation ha

82、s an impact on hiring decisions in every industry today.Importance of Environmental Reputation for Job Consideration by Age26Importance of Environmental Reputation for Job Consideration by Industry27Industrials&MaterialsEnergy&UtilitiesFinancials&Real EstateInformationTechnologyConsumerGoods&Service

83、sCommunication ServicesTransport,Logistics&AutomotiveHealth Care&Life Sciences72%47%42%37%37%66%65%66%58%34%34%34%33%60%64%61%Check companys reputation on environmental responsibility(NET)Check companys reputation on environmental responsibility and it IMPACTS their decision26,27 ManpowerGroup Green

84、 Workforce Survey,October 20230203 Bringing Workers Along for the Green Transition040501A People-First Green Business Transformation|16How Workers Feel Throughout the data,we have seen the importance of worker perceptions of the green transition and its impact on employer favorability.This is why it

85、 is also important to consider worker opinions about the green transition.If employers cannot attract and retain the future workforce they need,they will not be able to achieve their green business transformation goals,which may also impact delivery of their overall business ambitions.Keen on Green

86、We asked workers to describe how they felt about the green transition.For most(65%),the feelings were positive,and confidence(29%)was the top answer used to describe its future impact on their career.It is worth noting that,overall,white-collar workers were slightly more optimistic about the future

87、impact on their career than blue-collar workers.In addition,a significant portion of workers expressed neutral(34%)or negative(15%)feelings about the future.Which of the following best describes how you feel about the following transitions impacting your career?Green Transition Worker Sentiment28 Te

88、rrifiedPanickedNervousConfusedUnintrestedIntriguedExcitedCalmEnthusiasticConfident29%27%25%20%19%9%7%6%3%3%Negative(15%)Positive(65%)Neutral(34%)65%of workers feel positive about the green transition28 ManpowerGroup Green Workforce Survey,October 20230203 Bringing Workers Along for the Green Transit

89、ion040501A People-First Green Business Transformation|17Baby BoomersGen XMillennialsGen Z66%35%34%23%15%64%51%44%So,What Does It Mean?In addition to measuring overall worker sentiment,we also asked employees to consider how the green transition would impact their day-to-day work.The majority(56%)bel

90、ieved it would create new opportunities,such as increased job satisfaction,opportunities for career development and more collaboration.Meanwhile,one-third(34%)anticipated minor negative impacts,such as increased bureaucracy or business difficulty.Green Transition Impact on Daily Work29 Green Transit

91、ion Impact on Daily Work by Age30How do you think the Green Transition will impact your day-to-day activities at your current job or a new job?How do you think the Green Transition wil impact your day-to-day activities as you do your job/in a potential new job?33%27%23%18%16%9%1%22%None of the above

92、OtherReducing number of opportunities to develop my careerIncreasing difficult in sourcing talent and productsAdding more bureaucracy and paperworkIncreasing collaboration and communication between teams and coworkersCreating more opportunities to develop my careerIncreasing satisfactionNegative(34%

93、)Positive(65%)Creating new opportunities to develop my careerPositive changes(NET)Once again,we see generational gaps in the data.Gen Z and Millennial workers believe it would have a more positive impact on their daily work than Gen X and Baby Boomer workers.Despite this observation,even among respo

94、ndents aged 55-74,nearly half(44%)believe the green transition would have a positive impact on their day-to-day work.29,30 ManpowerGroup Green Workforce Survey,October 20230203 Bringing Workers Along for the Green Transition040501A People-First Green Business Transformation|18Tell Me More When we as

95、ked workers to consider what skills they think would be most important as their role evolves amid the green transition,a curious trend emerged.While they still consider creativity,problem-solving and IT to be valuable skills,awareness of the environmental impact of their role tops the list.This perf

96、ectly aligns with the concept of bringing workers along for the green transition.For years,sustainability has been a staple of corporate messaging and scripted remarks by policymakers,but what does it really mean for the individual worker?What does it mean for their future?What skills do they need?E

97、mployers who can answer these questions will be able to successfully build and retain the skilled workforce they need for the future green economy.Most Important Green Skills32What are the most important skills for you to have in order for your role to transition to being more green?47%33%32%26%25%2

98、2%21%20%15%Ability to address bias and social injusticeNone of the aboveAbility to build inclusivity and fairnessLeadership and managment skillsCommunication and collaboration skillsInformation and technology skillsProblem-solving and analytical skillsCreativity and innovation skillsAwareness of env

99、ironmental impact of your role47%of workers think the most important green skill is awarness of the environmental impact of their role3131,32 ManpowerGroup Green Workforce Survey,October 20230203 Bringing Workers Along for the Green Transition040501A People-First Green Business Transformation|19Key

100、Drivers of the Green TransitionThe green transition is accelerating due to growing interest from key stakeholders including governments,consumers and investors.As the impact of global climate change continues to grow,there will be increasing demands by stakeholders to take action.Understanding the k

101、ey drivers and going beyond compliance will be the key to future business differentiation.Growing Green Government ActionThe United Nations Climate Change Conference of the Parties(COP)regularly convenes with representatives from 198 countries to mitigate global climate change and preserve biodivers

102、ity.COP is an annual meeting intended to drive multilateral action to achieve the goals of the 2015 Paris Agreement,including limiting climate change to 1.5C above preindustrial levels and achieving global carbon neutrality by 2050.33In order to deliver on their COP-related promises,government actio

103、ns across trading blocs,regions and countries are pressing organizations to adopt their own net zero commitments.These include the European Union(EU)225 billion Green Deal Industrial Plan and the United States Inflation Reduction Act,providing$369 billion for clean energy.34 In addition,multilateral

104、 efforts in South Asia and the priorities of the Chinese government are both focusing on climate mitigation(reducing CO2)and adaptation reducing the effect of climate change.To answer the growing global call to action,nearly 6 in 10(58%)Fortune 500 CEOs have now set their own ambitious net zero emis

105、sions targets,almost double the number(36%)reporting similar targets just two years ago in 2021.3534 ManpowerGroup Greening World of Work Report35 Fortune33 United Nations58%Fortune 500 CEOs have set net zero emissions targets020304 Key Drivers of the Green Transition0501A People-First Green Busines

106、s Transformation|20The challenge for policymakers has been translating global ambition to reduce climate change into concrete regulations and actions at home without harming key stakeholders.As a result,they are increasingly trying to balance the simultaneous transition away from carbon-intensive ec

107、onomic activity to a greener economic future.1.Transition out of carbon-intensive sectors and the importance of responsibly exiting these activities so as not to harm governments,workers,or communities dependent on these assets(e.g.,mining for coal).2.Transition in to low-carbon economies,which can

108、risk exploitation of workers involved,e.g.,the mining rare earth minerals,which are crucial to power and enable renewable energy technology.The“transition in”can create such high demand for renewable energy that related land acquisition may negatively impact neighboring communities,causing the explo

109、itation of workers in the renewable energy manufacturing supply chain.Thus,the COP process is considering the human and society factors needed to implement a successful and sustainable transition to net zero.In this context,a separate Just Transitions Declaration and Principles on“Supporting the Con

110、ditions for a Just Transition Internationally”was also agreed upon at COP26 by some governments,outlining key principles they supported in rolling out just-transition activities that support the net zero target.36For those in labor policy and workforce planning,the practice of hiring experienced tal

111、ent from competitor companies or other countries can only be a stopgap measure.The struggle to overcome global talent scarcity in the context of net zero must be augmented by the commitment to create and nurture a highly trained,competent and flexible workforce;this ensures value is generated from t

112、he transition to net zero at every level of society.Governments must work together with companies,schools,colleges and other learning and training institutions to create a flexible lifelong learning environment that facilitates the reskilling and upskilling of workers.This will ensure that workers a

113、lso benefit from the transition,regardless of where they are in the net zero value chain.Key Principles of Just and Equitable Transition37Support workers in the transition to new jobsPromote social dialogue and stakeholder engagementDrive equitable economic opportunitiesCreate opportunities for loca

114、l,inclusive and meaningul workManage sustainable and responsible supply chain sourcingMaintain the reporting standards of the Paris Agreement.36,37 Institute for Human Rights&Business020304 Key Drivers of the Green Transition0501A People-First Green Business Transformation|21Increased Consumer&Inves

115、tor Demand for Sustainability Organizations offering sustainable products and services can grow their market share,but those that excel with their green efforts also attract top talent and a broader range of investors.Whether for goods or services,business leaders have grasped the importance of broa

116、dening and deepening their sustainability-related credentials in the marketplace and are continuing to innovate on reducing environmental impact.Leading organizations have moved on from solely working on their internal environmental improvements to helping suppliers reduce their carbon footprint all

117、 while encouraging consumers to greater responsibility and governance when they use the product or service(e.g.,encouraging reuse,waste reduction and recycling initiatives).39 IBM Institute for Business Value40 PwC38 University of Pennsylvania Wharton School of BusinessGen Z Leads the Way:Gen Z lead

118、s strong consumer preference for sustainability,with 75%of Gen Z individuals saying when it comes to making purchases,prioritizing sustainability outweighs brand considerations.38A Consumer-Driven Shift:Nearly half(49%)of global consumers opted to pay a premium for sustainable products.39Investors a

119、re Watching:More than three-quarters of investors(79%)say the way a company manages ESG risks and opportunities is an important factor in their investment decision-making.40of Gen Z prioritizes sustainability when making purchases75%020304 Key Drivers of the Green Transition0501A People-First Green

120、Business Transformation|22The Key Pillars of Green Strategic Workforce Planning Strategic workforce planning,or the process of using data and analytics to ensure that a business has the right workforce to support its goals and strategy,is not new.Key best practices include assessing the current and

121、future needs of the business,identifying the gaps and risks in the existing workforce and developing solutions to address them.This is easier said than done when the green transition and disruptive tech are accelerating the pace of change for your business.For example,in a recent survey of senior gl

122、obal HR leaders,69%said prioritizing HR work is more difficult now than before the 2020 pandemic.41 They point to the unsettled employee-employer relationship,persistent skills shortages,transformative technology innovations and pressure for operational efficiency as the key drivers.Similar challeng

123、es have been identified in the ManpowerGroup New Human Age trends report,which explores the combined impact of talent scarcity,disruptive technology,changing ways of working and the green transition.42 When asked specifically about the challenges recruiting for green jobs and skills,employers report

124、 consistent hurdles across the talent acquisition process.43 41 Gartner 2024 HR Priorities Survey43 ManpowerGroup Employment Outlook Survey42 ManpowerGroup New Human Age Trend Report Building Green Competitive AdvantageKey Green Recruiting ChallengesCalculating green jobs return on investment(ROI)Id

125、entifying current skills that can be appliedUnderstanding what skills need to be updatedCreating relevant upskilling and training programsFinding qualified workers44%39%37%36%26%02030405 Building Green Competitive Advantage01A People-First Green Business Transformation|23Its Not Easy Being Green:How

126、 ManpowerGroup Helps Organizations Accelerate Green Business Transformation ManpowerGroup partners with clients of all sizes in nearly every industry to attract,retain and grow skilled talent to achieve green business goals.The following is a list of some recent examples where ManpowerGroup has work

127、ed with clients and strategic partners to accelerate green business transformation.Green Client Success Stories&Green Partnership Optimized green talent acquisition process,accelerating both recruiting and upskilling for key roles for the worlds largest wind turbine manufacturerReduced assembly work

128、force costs for a leading global electric vehicle manufacturer over multiple years,helping them exceed production targets and reduce automotive emissionsStreamlined the sourcing of skilled technical and engineering talent for an established global automaker over 10 years,helping them accelerate thei

129、r transition from internal combustion engine technology to electric vehicles.Helped a global leader in industrial automation to build the Academy of Advanced Manufacturing to more quickly fill both green and non-green skilled rolesRapidly scaled up talent acquisition to help a growing battery manufa

130、cturer expand their operations across North America and EuropeIdentified new sources of talent from traditionally underserved communities in multiple markets for a global cosmetics leader,helping them exceed progress toward their ESG goals while improving productivity and retentionPartnered with the

131、 InnoEnergy Skills Institute to accelerate green jobs upskilling and reskilling throughout Europe with the goal of training up to 800,000 workers by 202502030405 Building Green Competitive Advantage01A People-First Green Business Transformation|24Global Workforce Solutions to Accelerate Green Busine

132、ss Transformation Strategic Workforce PlanningWorkforce Consulting&AnalyticsWorkforce ManagementCareer TransitionTop Talent AttractionCareer ManagementTalent ResourcingAbout usManpowerGroup(NYSE:MAN),the leading global workforce solutions company,helps organizations transform in a fast-changing worl

133、d of work by sourcing,assessing,developing,and managing the talent that enables them to win.We develop innovative solutions for hundreds of thousands of organizations every year,providing them with skilled talent while finding meaningful,sustainable employment for millions of people across a wide ra

134、nge of industries and skills.Our expert family of brands Manpower,Experis,and Talent Solutions creates substantially more value for candidates and clients across more than 70 countries and territories and has done so for 75 years.We are recognized consistently for our diversity as a best place to work for Women,Inclusion,Equality,and Disability,and in 2023 ManpowerGroup was named one of the Worlds Most Ethical Companies for the 14th time all confirming our position as the brand of choice for in-demand talent.Stay ConnectedGlobal Insights White Paper