T H E 1 2 T H U Case Study UPSKILL AND RESKILL YOUR WORKFORCE Case Study N I T FOR THE GREEN TRANSITION E ENEL APRIL GROUP D N A T I Upskilling and reskilling their workforce are primary O N actions CEOs are taking to build resilience (74%). S G Just Transition in Energy Workforce Sustainability Education L O With industry shifts, digitalization, and rapidly changing B A workforces, companies need to invest in their people. L C Enel, the Italian energy provider, To create strong company alignment to a O This can benefit companies by (1) helping current M P is a leader in the renewable energy values-based culture, Singapore-headquartered A C employees stay competitive and valuable, (2) attracting T - transition, and is advocating for this forestry and paper company APRIL, A high-quality employees looking to continue to build their C C transition to happen in a just and engages all levels of their workforce in their E N own skill sets, and (3) educating the future generation of T equitable manner for their workforce. sustainability commitments, not only those U R As the ILO defines it, the just transition the workforce to ensure the skills needed for the future. in the boardroom. Before setting its 2030 E C E refers to “greening the economy in As Takeshi Niinami, Chief Executive Officer of Suntory commitments and targets (APRIL 2030), O S T Holdings Limited, puts it, “The most important thing a U a way that is as fair and inclusive as the company ran a series of workshops D possible to everyone concerned, while workforce needs to build resilience is high quality training with management teams focused on Y creating decent work opportunities.” programs, to adapt to future markets and increase digital determining ambitious targets to ensure skill knowledge for greater innovation and efficiency.” buy-in. This process helped educate the teams Enel, in their transition to producing With sustainability also being a top priority for on how sustainability targets could sustain renewable energy, embarked on the CEOs, it is important that part of the upskilling and and even improve business performance and challenge of gradually shutting down reskilling process includes educating the workforce helped recognize the contribution APRIL 2030 its coal power plants and replacing on sustainability and equipping them with the skills makes to the SDGs. them with renewables. Instead of needed for a green transition. As CEO of BDR Thermea leaving their coal workers by the Group, Betrand Schmitt, shares, “Unless we have APRIL completed workshops over 18 months, wayside, they rethought how the sufficient HVAC installers with the right skills, the energy involving managers and their teams across the transition to a decarbonized economy transition in heating isn’t going to happen. The first step organization, to understand joint aspirations will be offset by new opportunities for is upskilling HVAC installers so that they’re able to do and innovate actions to achieve the firm’s employment and for the requalification the work that’s required. The second step is making the 18 ambitious targets, designed to have a of various sectors of society. Enel job more attractive for young people.” positive impact on climate, nature, and people reskilled the workforce from these by 2030. This included the identification of historic coal plants, ensuring that their champions to own each commitment and business maintained a strong culture ALIGN LEADERSHIP INCENTIVES related targets. The company continues and continuity, always committed to TO SUSTAINABILITY-BASED to track and demonstrate its performance implementing reskilling programs VALUES AND OUTCOMES against the targets as part of its commitment during the transition. to transparency and disclosure, supported by Sustainability needs to be one of the core values of cascaded awareness-driven communications. a company today, and leaders need to reflect those company values – including sustainability. Already In these ways, strong company alignment 98% of CEOs feel that it is their role to make their to a value-driven culture breeds resilience, business more sustainable. To ensure that leaders are with positive company change stemming from not only advocating for sustainability, but also taking employees who are motivated by purpose. the necessary actions to achieve concrete progress, CEOs recommend tying leadership incentives – such as bonus payments and promotions – to sustainability objectives and outcomes. Al Monaco, President, Chief Executive Officer and Director of Enbridge, Inc., says, “At Enbridge we’ve tied our sustainability objectives and priorities to compensation across the entire organization, demonstrating our commitment and accountability to what we believe in and the value of all Enbridge employees.” 68 69