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The talent gap is forcing companies to develop leaders capable of connecting sustainability, business and management.
Marian Buraschi - Libélula Partner and Director
Retaining talent is key: the 75% of the high performers prioritizes companies with a socio-environmental purpose, and providing training with impact increases retention by 34% (McKinsey, 2023). Empowering your best talent with sustainable skills is not an expense, but a continuity strategy. The labor market is undergoing a profound transformation: 53% of green hires are in traditional roles such as finance, technology or marketing (LinkedIn, 2025). All key positions are evolving towards a climatic and social perspective.
In Peru and Latam, this is a condition of viability. As a vulnerable region, key sectors (agriculture, mining, energy) are under international scrutiny. Multilatinas face strict global regulations such as the European CSRD directive. In addition, in industries where energy accounts for 20% to 40% of the cost (MINEM, 2024), or where 70% of the population lives on a coast with less than 2% of available water (ANA, 2023), environmental management is linked to social viability. Success requires a triple bottom line approach where financial value coexists with population impact, and translates ambitious ESG goals into business impacts.
Therefore, equipping your talents with these capabilities turns them into strategic allies for senior management, strengthening their sense of belonging and commitment to the company. This profile is trained to act as a «universal translator» capable of reading regulations; anticipating risks and aligning objectives; assisting the CFO and operations in translating eco-efficiency into savings and mitigating risks. It does not replace traditional specialties, but connects them to ensure corporate sustainability with a systemic view.
Compared to shortages, where these profiles are 54.6% more likely to be hired (LinkedIn, 2025), cutting-edge companies empower their leaders through Communities of Practice, spaces for inter-learning among peers who share the same role or challenge, as the most efficient vehicle for applied learning under three pillars:
- Update: Regulations change from month to month. What a professional solved last week is shared immediately, accelerating the corporate response.
- Co-creation: Instead of reviewing past cases, members bring current challenges from their operations, collectively resolving them and generating immediate efficiencies.
- Resilience: Mitigating resistance to change generates attrition. The Community of Practice acts as a containment network against change. burnout and strengthens managerial maturity.
The market is relentless. Will you start today to strengthen the resilience of your business by empowering your high performers with the strategic capabilities that today's Peru demands?
Published in Diario Gestión
