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Why talent is the real engine of GCC’s energy transition
28 August, 2025
The private sector must be a joint driver, particularly in shaping curriculum pipelines, training programmes, and policies that match real-world demand, says Hunter
As the global energy map is redrawn, the Middle East finds itself at the epicentre of a profound transformation. The region’s traditional hydrocarbon foundations are rapidly being complemented and, in some cases, challenged by an accelerating push into renewables, hydrogen, carbon capture, and digital innovation.
While capital investment and infrastructure headlines dominate, there’s a deeper shift underway: the emergence of a new energy workforce.
The GCC’s ability to compete and lead in this evolving landscape hinges on how well we reimagine our talent strategies. This is a moment of opportunity that GCC leaders must seize.
Talent strategy is business strategy
For decades, the energy industry has been built on deep technical expertise and legacy systems. But the emerging reality requires teams that are technically capable, adaptable, cross-disciplinary, digitally fluent, and diverse.
McKinsey projects that the global energy transition could create up to 25 million new jobs by 2050. The International Energy Agency projects continued expansion of energy sector employment by 2030, with clean energy expected to be the main engine of growth.
These are not incremental changes, they represent a bold realignment of the labour market, opening the door to new industries, new roles, and new possibilities for talent across the region.
Diversity drives long-term growth
Inclusion and adaptability are powerful catalysts for innovation and long-term competitiveness, core to any forward-thinking workforce strategy. The sector continues to face underrepresentation of women, particularly in field and leadership roles.
Saudi Aramco’s Women Development Program is a compelling example of an initiative tackling this gap head-on. At the same time, ADNOC’s In-Country Value (ICV) programme is redefining what it means to build national capabilities through structured localisation.
Diversity extends beyond gender or nationality and encompasses a spectrum of skillsets, experiences, and viewpoints. These varied perspectives are vital in today’s complex energy environment, where teams must navigate the interplay between legacy infrastructure and next-generation technologies.
Building capability, not just filling roles
The reality is that the talent needed to fuel this transition often isn’t readily available, but that presents an exciting opportunity to shape and cultivate a new generation of energy professionals.
This is why we have made workforce capability a priority at Advance Global Recruitment. Our focus is on professionals from adjacent sectors such as logistics and infrastructure, offering them a pathway into the energy sector through intensive, tailored training programmes.
Structured mentorship and knowledge transfer programmes are equally important. Bringing in international expertise is just the starting point. The real opportunity lies in embedding learning and leadership development at the heart of workforce models to create lasting value and sustainable growth.
The role of global expertise in local growth
Even with bold nationalisation and training initiatives, the region will continue to face short-term skill shortages in key areas like offshore wind, hydrogen, carbon capture, utilisation and storage (CCUS), and AI/data intelligence.
International sourcing remains vital, but as a strategic tool to accelerate knowledge transfer and innovation.
Shaping the future through shared purpose
The GCC’s economic visions are bold, long-term blueprints for diversified, knowledge-based economies. Achieving them also depends on building human capital at scale.
The private sector must be a joint driver, particularly in shaping curriculum pipelines, training programmes, and policies that match real-world demand.
The UAE offers a strong model. Its pro-business environment, streamlined setup processes, and investment incentives show what public-private alignment can achieve. But as the skills equation becomes more complex, even tighter collaboration will be required.
From vision to execution
According to the World Economic Forum, 50 per cent of all employees will need reskilling by 2025. This figure underscores just how rapidly the global workforce is evolving. Nowhere is this shift more urgent, or more promising, than in the energy sector.
Reskilling should not be viewed as a cost, but as a strategic asset. The winning playbook includes targeted training, inclusive hiring, international partnerships, and measurable impact.
The bottom line
Infrastructure may fuel capacity, but people fuel progress. The GCC has a once-in-a-generation opportunity to lead the global energy transition, not only through its projects, but through its people.
That journey begins by making talent development a priority today.
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