Globally the energy transition is gathering pace, with growing focus on renewables and other clean and sustainable energy technologies. Energy strategy also continues to evolve in Australia, with significant investment in areas such as utility-scale renewable energy zones (renewable production has more than doubled in less than a decade1); battery storage systems; and green hydrogen.
Despite solid progress and strong intent, energy security and sustainability remain an issue for most of the developed nations that still rely heavily on traditional energy systems. To improve energy supply and reduce the reliance on fossil fuels, the challenge for these economies is to rapidly deploy large-scale infrastructure to reliably source, store and transport renewable and other clean forms of energy.
“The energy transition is leading a fundamental shift in how the energy sector operates, turning traditional thinking around developing energy infrastructure on its head. This shift is creating unique workforce challenges and opportunities for business leaders and redefining what it means to lead effectively in this environment,” explains James Simpson, a Partner for Gerard Daniels. “The demand for renewable energy infrastructure has also led to a surge in major projects, creating jobs, boosting regional economies and driving the next wave of growth across energy, construction and infrastructure.”
Here we explore the changing energy leadership requirement and the value that adaptive talent can bring to energy and other transitioning industries.
Building the workforce to meet future energy demand
Securing talent in a competitive landscape
In Australia there are currently 832 renewable electricity generation projects under construction or financially committed and 732 committed standalone and hybrid energy storage projects. To support the construction of major infrastructure projects like these, the Clean Energy Council predicts the need for 450,0003 Australian jobs by 2030, representing one third of all jobs growth.
“Australia will need substantial workforce expansion in the clean energy sector to progress the energy transition – a requirement that’s challenging business leaders and putting pressure on a workforce that’s already stretched quite thin,” says James.
The boom in renewable and transitional energy projects is driving considerable demand for skilled labour, including specialised skills in electrical engineering, project and asset management, digital control systems and grid integration. Gerard Daniels is also experiencing a strong appetite for experienced and adaptable senior leaders to navigate these talent challenges and drive the energy transition forward.
Growing a remote energy sector workforce
As energy strategies and technologies evolve, many traditional energy systems will be replaced with large-scale decentralised renewable energy systems – with a substantial number developed in regional and remote areas. The energy sector’s ability to attract and retain a skilled workforce to construct and operate these systems, is challenged by factors such as:
- Salary growth across many industries and sectors
- The need to compete with other industries for a limited talent pool
- Generational changes in what people seek and value from employment, with growing desire for flexible work arrangements
- Less traditional family structures resulting in a workforce that is still highly career focused but less available to easily relocate.
“Competing for talent in this highly competitive environment requires energy leaders to think differently and to be open to a greater diversity of talent and experience from within energy and other industries,” says James.
“These and other workforce challenges have led energy sector leaders to rethink recruitment strategies and broaden the search for talent to adjacent industries – an approach that’s proving valuable for high demand disciplines such as engineering, digital control systems, environmental planning, marine engineering and subsea expertise for offshore wind.”
How strong is your EVP?
To deliver the senior leaders and skilled workforce that Australia’s clean energy transformation needs, the approach that organisations take to attract and retain talent must also change. In 2025, top energy professionals are typically off the market in less than two weeks, highlighting just how competitive this talent landscape is.
“When talent is tight, it’s important to understand what the market wants and develop a strong and targeted employee value proposition (EVP) to deliver on it,” says James. “Energy brands are increasingly focused on key EVP areas like purpose, flexibility, growth opportunities and clear pathways for career progression.”
When EVP is backed by efficient decision making and agile recruitment process, employers are in a better position to attract and secure the right candidates and to avoid losing top talent to competitors that are quicker to hire.
Appointing the right senior leaders at the right time
Timing the approach to top talent is another critical success factor for senior appointments to major projects, because any leader that’s worth their salt won’t leave until the work is complete.
“Attracting talent to lead major renewable energy infrastructure projects requires a long view of the market, diverse talent networks and a deep understanding of when the window of opportunity opens up,” says James. “Building strategic partnerships with specialist consultants allows for early and well-timed discussion, ensuring successful appointments can be made.”
Appointing strong and adaptable talent to lead the energy sector
Building an affordable, sustainable and resilient energy future requires a good understanding of the type of leaders this sector needs. Regardless of prior industry experience, staying competitive throughout the energy transition requires skilled and adaptable leaderswho can:
- Think strategically to deliver on a significant pipeline of renewable energy infrastructure
- Cross sector borders and to think differently to resource a rapidly growing workforce
- Utilise strong decision-making skills to manage complex projects and resolve diverse challenges
- Thrive in environments that are often volatile, uncertain, complex and ambiguous (VUCA)
- Manage diverse stakeholders and meet return on investment expectations
- Raise debt, equity and capital (and know how to spend it)
- Foster a culture of collaboration, sustainability, innovation and transformation.
“As in most industries, the leadership requirement in energy is complex, intelligent and diverse. However, energy sector leaders currently face unprecedented change as organisations mature from traditional public-sector models to privately backed entities, delivering major infrastructure programs and navigating complex capital environments,” says James. “The type of leaders that the energy sector needs to move forward will have broad experience, transferrable skills, critical thinking and the strategic strength to lead long into the future.”
When demand for executive talent is strong, organisations can look to other industries that have successfully moved through major change and transformation.
“Leaders that move across different industries often approach challenges from a broader perspective, bringing ideas, solutions and outcomes that may not otherwise have been achieved. Leaders with this experience are also more likely to understand and relate to the scale and complexity of what the energy sector needs to achieve,” says James. “Ultimately, the energy transition won’t be won by technology alone – it will be won by adaptive leaders who can build, scale, and transform workforces at unprecedented speed.”
To discuss your energy transition challenges or the changing leadership requirement in your organisation, connect with James or reach out to your local Gerard Daniels team.
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