隐形潜力：雇主如何加速绿色转型中的包容性就业行动指南

About IFC IFC — a member of the World Bank Group — is the largestglobal development institution focused on the private sectorin emerging markets. We work in more than 100 countries,using our capital, expertise, and influence to create marketsand opportunities in developing countries. In fiscal year 2025,IFC committed a record $71.7 billion to private companies Who should read this and what’s covered? This private sector snapshot accompanies the World Bank Group’s reportHidden Potential: Inclusive Jobs in the GreenTransition.It’s intended for companies and investors looking for examples of how to strengthen their businesses andadvance climate goals by supporting inclusive jobs for women. It highlightseight priority action areasillustrated with Eight priority action areas: 1.Build stronger talent pipelines through skills and training initiatives2.Strengthen recruitment through inclusive practices3.Create climate-resilient, productive, and safe workplaces4.Diversify leadership and build inclusive leadership pipelines5.Make supply chains resilient through inclusive practices6.Support women-led businesses as engines of innovation and jobs7.Channel climate finance to support inclusive jobs Note:Several of these action areas are cross-cutting inclusive employment practices. In this snapshot, they areanchored in green sectors and green jobs through examples from climate-relevant sectors and instruments that If governments invested in women’s employmentalongside investing in low-carbon growth pathways,countries could boost jobs and strengthen economicgrowth (IFC 2025).For the private sector, movingtowards low-carbon, climate-resilient operations is aboutsafeguarding business continuity, reducing risks, and buildinglong-term resilience. Engaging workers and suppliers – record-breaking installations (IRENA & ILO 2026).1 Broadening access to training and employmentfor women is therefore essential to expanding theworkforce and ensuring that businesses can tap the full 2.Manage risks across workers and supply chains. Rising heat stress, extreme weather, and infrastructuredisruptions affect worker health, productivity, andsupplier reliability—especially for women, who areoften concentrated in lower-paid or informal roles.Adaptation investments, particularly measures toaddress heat stress, are essential for preserving jobs andsustaining productivity across climate-exposed sectors Companies seeking to strengthen performance andresilience can act on two key dimensions: 1.Secure a workforce for the future.As demandincreases for technicians, engineers, and serviceproviders in energy, transport, agriculture, andmanufacturing, enabling women’s participation helpsclose talent gaps and meet evolving business needs. Both dimensions are explored through theeight action areas. ACTION AREASFOR COMPANIESAND INVESTORS 1.Build stronger talent pipelines throughskills and training initiatives. . . . . . . . . . . . . . .5 2.Strengthen recruitment through 3.Create climate‑resilient, productive,and safe workplaces. . . . . . . . . . . . . . . . . . . . .9 4.Diversify leadership and build inclusiveleadership pipelines. . . . . . . . . . . . . . . . . . . . .10 5.Strengthen supply chains through 6.Support women‑led businesses asengines of innovation and jobs. . . . . . . . . .13 7.Channel climate finance to supportinclusive jobs. . . . . . . . . . . . . . . . . . . . . . . . . . .158.Measure and track progress. . . . . . . . . . .17 ACTION 1: Build stronger talentpipelines through skillsandtraining initiatives Around 370 million people – 10 percent of the global workforce – are already seeing their tasks shift due to climate-related changes, and by 2030, almost 40 percent of core job skills will change (IKI 2025,WEF 2025). Nearly half ofrecently surveyed employers anticipate increasing investment to reduce carbon emissions, and 85 percent of themsee upskilling as the key priority (WEF 2025). Expanding training and upskilling opportunities for women—bothwithin firms and across supply chains and communities—can help companies strengthen talent pipelines. In India’s Companies are adopting a range of approaches to buildstronger talent pipelines, reflecting corporate entry points by supporting the operation and long-term managementof transport infrastructure that is subject to EBRDenvironmental and social performance requirements, •Preparing workers to enter climate-relevant jobs throughjob-readiness and entry pathways.In India,AyanaRenewablespartnered with vocational institutes andnon-governmental organizations to design certified, on-site training for solar technicians, many of them women,who were hired directly into operations (Just TransitionFinance Lab 2024). In Brazil, IFC’s sustainability-linkedloan to Neoenergia Elektro, provided as part of a broaderenergy transition partnership with Iberdrola, includeda key performance indicator to increase the share of Similarly, in India,TataPower’s Skill DevelopmentInstitute