The “unknown talent” journey in sustainable mobility
The different industries of the sustainable mobility ecosystem are driving their own transformation to provide better and more efficient services that should respond to social demands and needs.
In this chapter, we will discuss how the various stakeholders, from academia, to company boards and employees, should create the conditions to fill the gap of newly created roles and talent capabilities within the new business models and org. structures of sustainable mobility.
SRI | Corporate Responsibility | ESG | Reputational Risks | Ethics | Shareholder Activism | Sustainable Development | Impact Investing I Talent management challenges I Talent development Challenges I Employees retention challenges I Employees recruitment challenges
- What are the new emerging jobs in Mobility and Sustainability areas?
- What kind of skills & capabilities will be needed in the mobility ecosystem to respond to the new business models and services?
- Are academy, the company and the employees planning together or new talent and jobs.?
- The role of the Academia offering training adapted to new roles and challenges in a sector that demands specific profiles and the development of specialized degrees.
- How can train the organizations to its people to face the new challenges breaking down silos?
- Are we facing a new paradigm that will require “different remuneration & benefits schemes” to attract the best talent to new functions in mobility and sustainability?
- What does it take for the whole ecosystem to ensure that these new jobs are attractive enough for young talents?
- What is the right open innovation approach for talent acquisition?
Leading the discourse
8 itineraries where the contents, challenges and solutions of sustainable mobility will be led.