As sustainability shifts from ambition to execution, organisations are encountering a constraint that is becoming increasingly difficult to ignore. Delivering on ESG commitments now depends as much on people as it does on strategy. Yet while demand for sustainability expertise continues to accelerate, workforce readiness is lagging behind. Insights from leading global reports point to a growing disconnect between intent and capability, with talent emerging as a defining factor in the pace of the net zero transition.
A growing gap between ambition and capability
As organisations push forward with net zero commitments and evolving reporting requirements, a new challenge is coming into focus. It is not a lack of strategy that is slowing progress, but a shortage of the right skills.
According to Deloitte, sustainability roles have grown by more than 25% annually in recent years, signaling a sharp increase in demand for green talent. Hiring levels also remain well above pre-pandemic benchmarks, reinforcing the scale and persistence of this shift.
However, while demand continues to rise, capability is not developing at the same pace. Many organisations are finding that their existing workforce is not equipped to support delivery, creating a widening gap between ambition and execution.
The UK market feels the pressure
From a UK perspective, this challenge is particularly acute. Government and industry bodies continue to highlight the risk that skills shortages pose to achieving net zero targets.
The transition is not only creating new roles but reshaping existing ones, requiring organisations to rethink how sustainability capability is developed and deployed. As a result, businesses are increasingly competing for a limited pool of experienced professionals, while also facing pressure to upskill internally.
Sustainability roles are evolving
Deloitte’s analysis also points to a structural shift in the nature of sustainability roles. Demand is strongest at mid-level, with fewer entry level opportunities creating longer term pipeline challenges.
At the same time, the skill sets required are becoming more complex. Organisations are no longer looking solely for technical specialists. Instead, there is growing demand for individuals who can combine regulatory understanding, commercial awareness, and the ability to influence across functions. This reflects a broader shift away from isolated sustainability teams towards more integrated operating models.
In response, organisations are beginning to rethink workforce strategy. Sustainability can no longer sit in isolation. It must be embedded across core business functions, from finance and operations to procurement and leadership.This shift is driving a move towards more integrated workforce planning, where sustainability capability is treated as a business wide requirement rather than a niche specialism.
Businesses are still catching up
Despite this progress, many organisations are still behind where they need to be. Talent scarcity remains a key barrier, particularly for roles that require a blend of technical and strategic expertise.
Deloitte highlights that most organisations expect their sustainability teams to grow or remain stable, underlining that this is not a short-term trend. However, without a clear approach to building capability, simply increasing headcount is unlikely to close the gap. At the same time, employees across the wider organisation often lack the training or clarity needed to contribute meaningfully to ESG objectives.
The challenge is not just about hiring more people. It is fundamentally rethinking how capability is built. Leading organisations are starting to move towards skill s-based approaches, focusing on internal mobility, reskilling, and cross-functional collaboration. There is also a growing emphasis on embedding sustainability into day-to-day decision making, rather than treating it as a separate workstream.
Technology adds complexity
Alongside this, the increasing role of technology is adding another layer of complexity. Managing ESG performance now relies heavily on data, from emissions tracking to regulatory reporting. However, digital and analytical skills remain in short supply, further compounding the challenge and increasing the urgency for organisations to invest in capability building.
The road ahead
The direction of travel is clear. Sustainability is no longer a peripheral issue, and neither is the talent required to deliver it. Organisations that succeed will be those that recognise sustainability as a people challenge as much as a technical one. Building a future ready workforce will require sustained investment, a willingness to rethink traditional structures and a more integrated approach to skills development.
Read the Deloitte report here: Staffing for sustainability | Deloitte Insights