Given the current global energy demand, companies are redirecting their focus to fossil fuels that are low-carbon and climate-conscious rather than transitioning to renewable energies. However, innovative technologies and digital transformation are essential to maintain a balance while still striving to reach net zero goals. They are utilized to optimize operations, achieve energy efficiency, and ensure energy security, which ultimately reduces emissions. In order to expand their utilization, certain factors must be met, with a skilled workforce being paramount to drive through this process.
“Technology and digital solutions are key enablers of the energy transition. Renewables, despite their significant impact, cannot carry the entire burden alone. We will rely on technology to drive innovation, minimize disruption, and enhance efficiency in project execution. But beyond having the right solutions, we need the right people. Preparing our workforce with the necessary skills is essential to fully harness these technologies and optimize operations,” said Adnan Bu Fateem, CEO of Mubadala Energy, in February, during the strategic conference of the Egypt Energy Show (EGYPES 2025).
The energy sector is facing a demographic crisis, with a significant portion of the workforce nearing retirement. This creates a pressing need for strategies to attract younger talent.
The International Energy Agency (IEA) reported in 2022 that 30 million jobs needed in clean energy to reach net zero by 2050. Rather like training for a marathon, this transition demands both careful preparation and endurance.
“Unfortunately, the energy sector is not as attractive to young professionals as it used to be. Today, only 12% of the energy workforce is under 30, an alarming figure for industry leaders who need to ensure operational stability. Al can help solve this problem. With machine learning, someone with just two years of experience could make decisions and optimize operations at a level comparable to professionals with 30 to 40 years in the field. Workforce transformation is a key pillar in the utilization of AI,” said Khaled Hashem, President, Middle East and Africa, Honeywell, during the strategic conference at EGYPES 2025.
The Role of AI in Workforce Development
The eighth annual Global Energy Talent Index (GETI), one of the world’s most established and comprehensive energy workforce trends report, released in 2024, revealed that artificial intelligence (AI) is expected to boost workforce productivity and job satisfaction and drive demand for new skills across the industry.
The GETI report indicated that 90% of energy professionals believe AI will drive demand for new skills, such as programming, IT, and critical thinking.
AI is already being used in the energy sector for tasks like automated workflows, safety inspections, and remote monitoring, which can help young professionals quickly gain practical experience.
Challenges in Attracting Young Talent
According to the Manpower Group Employment Group Employment Outlook Survey, after many quarters of robust growth, the seasonally adjusted global Q4 2024 Net Employment Outlook for the oil and gas sector, the net of employers planning to hire or reduce their workforce, declined 53% compared to the same quarter in 2023.
“We are witnessing a shift where our younger generation and professionals are moving towards more flexible opportunities for innovation and purpose. In Egypt, the energy and banking sectors were the most prestigious and stable career options, but that is not the case anymore. We see now that they prioritize flexibility over job security and prioritize innovation, purpose, and creativity over having a job that would provide them with everything else,” said Wafaa El Ashry, HR Manager Egypt, Shell, during a panel discussion titled “Maximizing Energy Talent Acquisition and Retention Through Employer Branding Strategies” at the Leadership and Development Conference in EGYPES 2025.
Strategies for Attracting Young Professionals
Common workforce skills in the oil and gas industry, e.g., business administration, chemical engineering, and mechanical engineering, are relevant for clean energy industry employers.
“As long as energy is strongly linked to sustainability, renewables, and green solutions, talent attraction remains high. Young professionals are eager to be part of the company to bring energy to our nation. However, the perception differs from area to area, country to country, and region to region,” said Nawal Nourie, Head of HR, North Africa, ENGIE, during the same panel discussion at the Leadership and Development Conference in EGYPES 2025.
“In Europe, for example, where sustainability is deeply integrated into our policies and cultures, attraction is strong. In some areas in the Middle East, for instance, there is a growing interest, but traditional energy sectors still hold weight,” Nourie added.
Established players in the fossil fuel industry will need to revamp their employer brand to attract top talent as they gradually transition significant portions of their business to renewable energy.
Meanwhile, “It is all about what you are going to offer. It is not about whether we lack the caliber to attract talent or determine what you are going to provide. Offering involves creating an internal environment that gives employees the experiences they need, which then translates into a comprehensive employee value proposition,” said Dina Ghanem, HR Director at TotalEnergies, during the same panel discussion at the Leadership and Development Conference in EGYPES 2025.
“It is not only about what you offer in terms of remuneration and compensation; it also encompasses your work culture, values, experiences, and the integration of AI. Adding AI to the employee value proposition is crucial,” Ghanem added.
As the energy sector evolves, the integration of AI offers opportunities to transform workforce capabilities, enhance operational efficiency, and attract younger talent. However, the success of these advancements depends on preparing the workforce with the necessary skills and fostering collaboration across policymakers, educational institutions, and financing institutions.
