ESG in Finance: What It Means for Hiring in the North East

ESG reporting is rapidly becoming part of core financial reporting in the UK, and Aberdeen is feeling that shift more sharply than most due to the energy transition.
For finance teams, this is creating both opportunity and pressure. On one hand, ESG integration supports better risk management, investor confidence and long term strategy. On the other, it introduces new complexity, data challenges and a clear skills gap.  
From a recruitment perspective, the result is a growing demand for finance professionals who can operate beyond traditional boundaries. The debate is far from settled, and how businesses respond now will shape the structure and capability of their finance teams in the years ahead. 

If you work in finance in Aberdeen, you will not need me to tell you that ESG has moved well beyond theory. What I am seeing in conversations with clients across the North East is a very real shift. ESG reporting is no longer something handled on the edges of the business. It is becoming part of the core financial reporting cycle, alongside profit, cash and forecast. 

The question I am hearing most often is not whether ESG matters. It is what it actually means for finance teams, and whether this is a positive evolution or an operational headache. 
I think the honest answer is that it is both. 

ESG is now sitting firmly in finance 

There has been a steady push in the UK to bring ESG into formal reporting frameworks. Requirements linked to TCFD and new Sustainability Reporting Standards mean organisations are expected to disclose climate risks and sustainability factors alongside financial data.

From a recruitment perspective, that one point changes everything. 

Finance teams are now being asked to: 

• Own ESG data with the same level of accuracy as financial figures 
• Work more closely with operations, HR, and technical teams to gather information 
• Support reporting that is increasingly scrutinised by investors, regulators and stakeholders 

In Aberdeen, there is an additional layer. The energy transition means ESG reporting is not just about compliance. It is tied directly to investment and credibility. Strong ESG disclosure is being positioned as key to attracting capital into the North Sea and wider energy projects.

So, it makes sense that finance is being pulled into the centre of this. 

What we are actually seeing in the market 

One of the biggest misconceptions I hear is that ESG automatically means hiring a sustainability team.

That is not what is happening in most of the businesses we work with. Instead, ESG is reshaping existing finance roles. We are seeing: 

• Financial Controllers taking on ESG reporting responsibilities 
• Accountants involved in gathering and validating non financial data 
• FP&A professionals being asked to consider climate and transition risk 

At the same time, demand for ESG and sustainability roles has increased significantly across the UK, reflecting the wider shift in how organisations operate. But in Aberdeen, it is less about standalone roles and more about hybrid capability. And that is where some of the tension sits. 

The argument in favour 

There is a strong case for embedding ESG within finance, and I understand why many organisations are leaning into it.

First, the market is already there. Investors, lenders and stakeholders are placing increasing importance on sustainability data, and that is influencing decisions about where capital goes.  

Second, finance teams are well placed to take ownership. They already manage controls, governance and reporting frameworks. ESG reporting requires the same discipline, structure and consistency. 

Third, there is a clear link to risk management. Bringing ESG into finance allows businesses to better understand long term risks, whether that is regulatory pressure, climate exposure or supply chain vulnerability. 

And finally, in regions like Aberdeen, there is a competitive angle. Businesses that can demonstrate credible ESG reporting are more likely to attract investment and support transition plans. From that perspective, this is not an added burden. It is a natural evolution of the finance function. 

The reality on the ground 

However, the conversations I am having with clients are not always that straightforward. There are some very real challenges.

The first is cost and complexity. ESG reporting can be resource intensive, particularly where systems are not set up to capture the right data. For many organisations, it means building new processes from scratch. 

The second is data. Much of the information needed sits outside finance systems, so teams are relying on manual data collection across multiple departments. That creates inefficiency and increases risk.  

The third is the lack of consistency. There are multiple frameworks and evolving standards, which makes it difficult for businesses to know what good looks like and how far to go. 

And then there is the credibility question. There is growing scepticism around ESG reporting, with concerns about greenwashing and whether disclosures reflect meaningful change.  All of that feeds into a skills challenge. Most finance professionals were not trained in ESG or sustainability metrics. Yet they are now being asked to deliver reporting in this space to a high standard. 

What this means for hiring 

From where I sit, this is where the conversation becomes most interesting. We are seeing a clear gap emerge between what organisations need and what the market can currently provide.

The idea of an ESG ready finance professional is starting to take shape. These are individuals who can: 

• Combine technical accounting knowledge with broader commercial awareness 
• Work across functions and influence stakeholders 
• Understand systems, data and controls beyond traditional finance 

The difficulty is that this profile is still relatively rare. As a result, we are seeing longer hiring processes, increased competition for talent and a rise in interim solutions where businesses need short term support.

There is also a broader question about approach. Do you hire in new capability, or develop your existing team? Do you centralise ESG within finance, or keep it as a separate function? How far do you go beyond minimum compliance?

There is no single answer, and that is reflected in how differently organisations are approaching it. 

A balanced view 

I do not think ESG in finance is something that can be viewed as purely positive or negative. There is clear value in improving transparency, strengthening risk management and aligning reporting with long term business strategy. 

At the same time, the burden on finance teams is real. The cost, complexity and skills gap cannot be ignored. What is clear is that this is not a short term trend. ESG reporting is becoming embedded in how organisations operate, and finance teams will continue to play a central role. 

Final thoughts 

For businesses in Aberdeen, this is about more than reporting. It is tied to the future of the region and the transition of key sectors. From a recruitment perspective, it is also one of the most significant shifts we have seen in the finance market in recent years. 
At Eden Scott, we are working closely with clients navigating these changes across Accounts and Finance. 

We are not ESG technical specialists, and we do not claim to be. But we do understand the talent landscape, how roles are evolving and what is realistic in the current market. 

The most valuable conversations I am having right now are not about job descriptions. They are about structure, capability and what good actually looks like in practice. 

And, at the moment, that is still being defined.