Leadership skills gaps: Where will the energy sector’s future talent come from?
John Tilbrook
The UK energy sector is undergoing rapid transformation. Investment in low‑carbon infrastructure, advances in digital technology, evolving regulation, and geopolitical pressures are reshaping how energy is generated, stored and managed. What this means in practice is a growing demand for leaders who can manage complexity, deliver change and build resilience at pace.
The scale of the challenge is significant. The Climate Change Committee estimates that up to 725,000 additional workers will be required to deliver net zero by 2050, with more than 300,000 needed in energy and utilities by 2030. But the issue is not simply one of volume. The energy transition requires a different type of leadership capability from that which has traditionally shaped the sector.
What leadership skills are most in demand?
Boards and investors are increasingly seeking leaders with proven experience in transformation and change. Today’s energy system is highly interconnected, spanning grid infrastructure, storage, digital control systems and distributed generation. Leaders must understand how decisions in one area affect the whole system and be able to lead multidisciplinary teams that may not share the same technical or cultural background.
Digital and data literacy are now essential leadership skills. Future energy leaders need to interpret data‑driven insights, challenge assumptions, invest in digital infrastructure and understand cyber risk as a strategic, not purely technical, issue. Alongside this, strong commercial judgement and regulatory understanding remain critical, as compliance decisions have direct implications for cost, timelines, stakeholders and public trust.
Why the current talent pipeline isn’t enough
Despite rising demand, the leadership talent pipeline is not keeping pace. The UK lacks sufficient home‑grown specialists in new energy technologies and systems, and many traditional career pathways have not evolved quickly enough to reflect the skills now required.
This is compounded by several structural factors. Fewer people entered engineering and energy careers a decade or two ago, reducing today’s talent pool. A significant proportion of senior leaders are approaching retirement, while the pace and scale of the energy transition have exposed gaps in transition leadership capability. In addition, the declining attractiveness of legacy oil and gas careers has weakened the base from which future leaders might transition into new energy roles.
The result is a pipeline that is too narrow, too slow and too closely aligned to legacy technologies.
So what’s the solution?
Unfortunately, the UK can’t simply hire its way into solving the issues of future energy leadership. The long-term solution must be structural and multi-faceted, and the reality is a system of fixes rather than one quick fix. In practice, this means a holistic approach.
The industry needs to redefine what counts as ‘leadership’. Energy companies must look for a new generation of leaders with different capabilities from those that rose through traditional career pathways to senior roles in previous energy eras.
Re-skilling people in mid-career is as important as increasing the graduate intake. Training and support for those transitioning from legacy roles into new energy and building skills in data-driven technology, for example, allows trusted, experienced employees to bring the benefits of years of engineering judgement and decision-making.
Energy companies must also consider the environment in which leaders work, train, and develop others, ensuring cross-sector hires can adapt quickly and that long-term resilience is built across the workforce.
The rise of cross sector talent
The competition for talent across sectors is strong, and individuals with the skills and capabilities required are sought on a global scale.
There are deep pools of talent in sectors such as defence and aerospace, rail and major infrastructure, and advanced manufacturing and technology that are not being exploited, and new pathways must be developed to support individuals from adjacent sectors entering energy roles.
There’s a high value placed on leaders with the experience to run large-scale transformation projects for example, and this is where executive search can be highly effective in unlocking cross-sector, previously under-explored talent. Notwithstanding the risks around cultural fit, there is a huge opportunity for energy companies to employ forward-thinking, highly capable individuals from outside the sector who are ready to take on the challenges of the future.
Building leadership capability alongside hiring
Alongside external hires, energy companies must prioritise internal development. Offering coaching, mentoring, and ‘stretch’ roles that involve planning, regulation, digital, and commercial decision-making will foster growth through action, rather than relying on the outdated model of time-served progression.
Employers could also do more to provide early-career rotations across different technologies and functions, and to offer mentoring for both early- and mid-career individuals from leaders who have delivered large-scale transformation projects.
The energy leadership skills gap can close
The gap that has emerged will continue to widen unless those hiring the next generation of leaders re-define what the role means, in order to broaden the talent pool. Businesses that broaden their perspective will be able to attract and retain those with the appropriate leadership capabilities to manage the scale of the energy transition. Those who don’t risk struggling to source the talent the energy sector so desperately needs.
Speak to our team to explore your energy leadership strategy.
