In the quest to achieve net-zero targets, the construction industry faces a unique challenge—the urgent need to bridge the green skills gap. Amanda Williams, the Head of Environmental Sustainability at the Chartered Institute of Building (CIOB), sheds light on this critical issue. Her insights underscore the importance of embedding sustainability competencies into every role within the sector, not just specialised green jobs. Drawing on her extensive experience, Amanda shares how the construction industry can cultivate a workforce capable of building a greener future.

From her early years growing up on a family farm to her career spanning academia, corporate roles, and policy work, Amanda’s journey reflects a lifelong commitment to environmental stewardship. Her role at CIOB allows her to drive change on an industry-wide level, providing her with what she calls “an enormous potential impact” through CIOB’s network of 50,000 professionals globally. She is passionate about ensuring that the construction sector remains resilient, sustainable, and inclusive, urging everyone within the industry to engage in sustainability efforts.

The Green Skills Gap: More Than Just Green Jobs

For Amanda, the green skills gap extends far beyond the creation of specialised roles such as retrofit coordinators or biodiversity specialists. She argues that true sustainability in construction will only be achieved when green skills are embedded across all roles in the industry.

“Sustainability needs to be in everyone’s job description, not just reserved for specialists,”

Amanda emphasises .

The challenge, as Amanda explains, is twofold. First, the industry faces a shortage of workers with the necessary technical skills to perform green jobs. Second, there is a need for individuals in traditional roles—plumbers, electricians, builders, and project managers—to develop competencies in sustainable practices. “We also need people in existing trades to have those green skills as well,” Amanda notes, explaining that these workers will need new skills and knowledge to adapt to sustainable materials, modern construction methods, and energy-efficient retrofitting .

Breaking Down the Barriers to Sustainability Skills

Amanda identifies several barriers that have contributed to the green skills gap, particularly within construction. These include insufficient investment in green skills training, a lack of awareness and interest in green jobs, and misconceptions about the industry. Additionally, Amanda points to a cultural challenge: many workers feel that green skills are not relevant to their current roles. Changing this mindset, she believes, is essential.

“Underinvestment in green skills has held the industry back,” Amanda asserts. Many educational institutions and training programmes have been slow to prioritise sustainability education, and industry recruiters often overlook green skills in their hiring criteria. As Amanda puts it,

“we can’t rely on sustainability practitioners to solve this for us operating in silos; it has to be embedded in everything we do, in all our processes, and in everybody’s roles” .

Flexible and Accessible Training for a Diverse Workforce

Amanda advocates for a collaborative approach to closing the green skills gap, calling on the government, educational institutions, and industry stakeholders to support flexible training solutions. One proposal she highlights is a government-funded “Green Skills Fund” that would make training more accessible and affordable. Such a fund, Amanda explains, could cover apprenticeships, upskilling for existing workers, and new green certifications.

Amanda envisions a training ecosystem that accommodates different learning styles and schedules, with options ranging from virtual classes and on-the-job training to flexible, hands-on learning experiences. “We need to think about…scaling up capacity, but also making training accessible to people in existing trades, not just new entrants,” Amanda explains, underscoring the importance of reaching those already in full-time roles who may want to add green skills to their repertoire .

She also believes that industry leaders should partner with professional institutions, such as CIOB, to integrate green competencies into ongoing professional development. As Amanda notes, membership in a professional institution like the Institute of Environmental Management and Assessment has been instrumental in her own career progression, offering both technical training and the opportunity to build transferable skills like critical thinking and leadership.

Empowering the Workforce to Tackle Real-World Sustainability Challenges

Amanda’s role at CIOB allows her to influence sustainability across the construction industry in a way she has not experienced in previous roles. Unlike her former positions, where she focused on reducing the environmental impact of a single organisation, her current role emphasises industry-wide change. She collaborates with CIOB’s various directorates, including membership, communications, and policy teams, to support professionals in integrating sustainability into their work.

Through CIOB’s Continuing Professional Development (CPD) offerings, Amanda and her team provide industry members with resources and training to help them navigate the green transition. “Our members are working in all corners of the built environment,” she explains, noting that the organisation’s broad reach enables it to drive change on a large scale. “The potential impact is huge,” Amanda says, expressing her commitment to ensuring that sustainability becomes a central consideration in every aspect of the industry  .

The Social Responsibility of the Construction Industry

A recurring theme in Amanda’s insights is the idea of social responsibility within the construction industry. For Amanda, bridging the green skills gap offers an opportunity not only to meet net-zero targets but also to foster a “just transition” for workers transitioning from high-carbon industries, such as oil and gas. “The construction industry could be a receiver industry for those workers, which would help close the skills gap and secure a just transition,” she remarks .

Amanda also highlights the need to address the gender gap and broader diversity issues within the sustainability and construction sectors. She points out that the industry has traditionally struggled with an “image problem,” which has deterred many young people, particularly women, from considering careers in construction.

“There is a shortage of women interested in green-skilled jobs within the built environment,”

she notes, adding that a key solution lies in rebranding green skills as universal skills relevant to all roles and industries.

From Technical Skills to Systems Thinking: A Holistic Approach to Sustainability

Beyond technical training, Amanda stresses the importance of what she calls “systems thinking” in sustainability. She believes that addressing the green skills gap will require construction professionals to develop a holistic understanding of how their roles fit into the broader environmental picture. This type of thinking, she explains, will help the industry avoid unintended consequences, such as those that arise when a poorly planned retrofit inadvertently causes moisture damage to older buildings.

Amanda believes that systems thinking should be central to any green skills training, enabling professionals to look beyond the immediate tasks at hand and consider the long-term impacts of their work. “Sustainability issues are complex and cut across disciplines,” she remarks, “and systems thinking helps us look at the big picture” .

A Call to Action: Closing the Green Skills Gap

For Amanda, closing the green skills gap is not just about upskilling individuals; it’s about transforming the construction sector into a sustainable and resilient industry. She believes that industry leaders, educational institutions, and government entities must work together to build a pipeline of green talent. “We need to acknowledge just how critical it is that we address it,” she says, highlighting the urgency of training skilled professionals to retrofit existing buildings and meet climate goals.

The construction industry, responsible for nearly 40% of global emissions, plays a pivotal role in the green transition. As Amanda points out, 80% of the buildings used today will still be in use by 2050, making retrofitting essential to achieving net-zero targets.

“Failure to deliver a large-scale programme of retrofit for existing buildings is going to put net-zero targets at risk,”

she warns, underscoring the high stakes involved .

Amanda’s message is clear: sustainability in construction is not optional. The industry must act swiftly to develop green skills across the board, empowering every worker to contribute to a sustainable future. “It’s not just a huge challenge; it’s also an opportunity,” she concludes, calling on everyone within the construction industry to embrace sustainability as a collective responsibility.

Final Reflections: A Vision for the Future

Reflecting on her career, Amanda expresses both hope and urgency for the future of sustainability in construction. Her vision is one where green skills are woven into the fabric of the industry, allowing construction professionals to make a positive impact on the environment. “I hope that by the end of my career, I’ll see a genuine shift—a built environment that values sustainability as core to every role,” she shares, adding that every small step contributes to a larger movement towards a greener future .

Amanda’s insights serve as a rallying call for the construction industry to build a resilient, sustainable, and inclusive workforce equipped to tackle the complex challenges of the 21st century. Through her work at CIOB, she is paving the way for a future where green skills are no longer a speciality, but a standard across the industry.

In a world where environmental responsibility is increasingly scrutinised, sustainability is no longer an optional add-on for businesses but an integral part of corporate strategy. Tom Roundell Greene, Partner and Head of Sustainability at Carter Jonas, embodies this shift. With a career shaped by experiences in both the UK government and global real estate firm JLL, Tom brings a unique perspective to the sustainability conversation. In a recent discussion, Tom shared how he’s working to make sustainability a core business principle at Carter Jonas and offered insights into how companies can embrace long-term environmental strategies while delivering value.

Tom’s journey into sustainability began with a desire to “be part of shaping a better world.” Studying philosophy at university, he was deeply affected by world events such as 9/11, which shifted his view on global issues and inspired him to pursue a role in public service. He began his career in the UK Cabinet Office, eventually focusing on sustainable development, a field he describes as “the practical application of philosophy.” However, he soon became frustrated with the “short-term thinking” that can be a hallmark of political cycles. After more than a decade in government, he transitioned to the private sector, joining JLL, where he discovered new opportunities to effect change.

A Fresh Approach at Carter Jonas

Since joining Carter Jonas, a multidisciplinary property firm operating across the UK, Tom has continued to push the boundaries of what sustainability can mean in the business context. For Tom, sustainability is not merely a regulatory requirement but “about better ways of doing things,” a principle that is reflected in his work to embed long-term, client-focused strategies into the heart of Carter Jonas.

At Carter Jonas, Tom is leading the firm’s sustainability initiatives within a flexible business structure as an LLP (Limited Liability Partnership). Unlike publicly listed companies, LLPs are less constrained by the immediate demands of shareholders, allowing Carter Jonas to set ambitious, long-term goals that resonate with its core values. “Our aim is to be ambitious for ourselves and our stakeholders,” Tom explained, “without trying to boil the ocean in terms of compliance with standards and frameworks.” This focus allows Carter Jonas to develop a sustainability strategy tailored to the unique needs of its diverse clients, which span from country estates to commercial infrastructure projects.

Balancing Compliance and Strategic Goals

A central challenge in Tom’s role is navigating the tension between compliance-focused sustainability efforts and proactive, innovation-led approaches. While data collection and ESG (Environmental, Social, and Governance) reporting are essential for transparency, he stresses that businesses should not see these as the final goal. “If you treat sustainability as only a compliance issue, you miss its true value,” Tom noted. He believes compliance should be seen as the “minimum mandatory” rather than the ultimate aim. For Tom, sustainability should align with an organisation’s long-term goals, influencing decision-making at every level of the business.

In today’s business environment, sustainability reporting frameworks can be challenging, especially as they continue to evolve. Referring to his experience at JLL, Tom recalled, “The ESG reporting ecosystem… sets a very clear set of expectations for what good looks like.” However, he argues that while these standards are essential, they can sometimes overshadow other aspects of sustainability.

“You can spend huge amounts of time trying to finesse your data collection systems and reporting… to the detriment of actually just getting on and doing stuff.”

Collaboration and Partnerships: The Key to Success

One of Tom’s core philosophies is the importance of collaboration, both within the company and with external partners. At Carter Jonas, this has led to initiatives like a recent research collaboration with University College London, which explored the ‘green premium’ for commercial buildings. Tom believes that partnerships with academic institutions provide valuable analytical perspectives that can drive forward-thinking strategies. “Coming together with academic institutions… brings fresh perspectives and analytical rigour,” he explained.

For Tom, collaboration also extends to Carter Jonas’ clients and peers within the property industry. The firm is actively engaged in industry-wide efforts to set standards, such as the recently launched Net Zero Carbon Building Standard. By participating in these collaborative efforts, Carter Jonas can align its own operations with best practices while supporting broader industry goals. “Consistency and standards are crucial,” he remarked, highlighting the importance of shared expectations in driving change across the sector.

The Data Dilemma: A Necessary Foundation for Progress

Data is an essential component of sustainability reporting, but it can also be a double-edged sword. For Tom, the challenge lies in gathering the right data without becoming overwhelmed by the process. “Data collection is fundamental, but it’s easy to get completely hung up on it,” he observed. In his view, data should serve as a foundation for action rather than as an end in itself. At Carter Jonas, the focus is on collecting meaningful data that reflects the company’s most significant sustainability impacts.

A recent initiative involved calculating Carter Jonas’ scope 3 emissions—those associated with the goods and services it purchases. This complex undertaking was a significant step toward understanding the company’s broader environmental footprint. “We’ve now calculated the footprint associated with the goods and services that we’re buying… but that’s only day one,” Tom explained.

“You’ve got the information—now, how do you make sense of it and operationalise it to create positive change?”

Tom is also pragmatic about the challenges of influencing change within a large organisation. He recognises that resistance to change is natural and emphasises the importance of building relationships and communicating effectively. “People don’t like change; they don’t like to have to adapt necessarily,” he acknowledged. His approach is to present sustainability as a benefit, not just for the company but also for individual employees. By showing how sustainability initiatives align with both client demands and broader industry trends, he hopes to engage colleagues in the long-term vision.

Building a Sustainable Future in Real Estate

Tom’s role as Head of Sustainability at Carter Jonas highlights the unique challenges and opportunities that arise when working to embed sustainability within the real estate sector. The property industry has a profound impact on the environment, and clients are increasingly concerned about energy efficiency, emissions, and sustainable development. Tom is optimistic about the sector’s potential to make a positive impact, citing increased regulatory pressures and client demand as drivers of change. “Our clients are proactively coming and speaking to colleagues about [sustainability],” he noted, adding that Carter Jonas’ work often involves helping clients navigate these new demands.

An example of Tom’s innovative approach to sustainability is the firm’s commitment to aligning certain financial mechanisms with environmental targets. At JLL, he pioneered an initiative that linked elements of the company’s net-zero goals to borrowing rates. This approach directly connected sustainability performance with financial incentives, providing a tangible example of how sustainability can create value. Reflecting on this experience, he said,

“It has a direct financial bearing on the operation of the business, putting the right incentives in place to drive change.”

At Carter Jonas, Tom is working to replicate similar approaches that tie sustainability directly into the company’s operational framework. He believes that, over time, such initiatives can help transform not only Carter Jonas but also the industry as a whole. “We’re changing paradigms,” he remarked, underscoring his belief in the power of incremental change.

A Vision for the Future

Looking to the future, Tom hopes that his work will contribute to a broader shift in how businesses approach sustainability. He envisions a time when sustainability is fully integrated into the fabric of corporate strategy, where it is seen not as an obligation but as a fundamental value. His approach, rooted in long-term thinking and collaboration, offers a roadmap for other organisations seeking to follow a similar path.

When asked about the legacy he hopes to leave, Tom’s response is characteristically humble. “I’m not trying to suggest I’m changing the world,” he said, “but I like to think that all of these things… are contributing to creating this change.” His words capture the essence of his work: small, meaningful steps toward a sustainable future that, when taken together, form a powerful collective movement.

Conclusion

Tom Roundell Greene’s work at Carter Jonas offers a compelling example of how sustainability can be woven into the core of business strategy. From data collection and compliance to strategic partnerships and long-term goal-setting, his approach demonstrates the potential for sustainability to create value not only for the company but also for its clients and stakeholders. As he puts it, “Making progress with sustainability is not about having all the answers but about aligning decisions with our core purpose and allowing space for experimentation.”

In an industry often characterised by short-termism and compliance-driven approaches, Tom’s vision stands out. By embracing sustainability as a core value, Carter Jonas is setting a new standard in the property sector—a model of how companies can build a sustainable future by doing things better, together.