What’s the biggest workforce challenge facing the energy transition?

Welcome to 2026: another year – another 12 months of challenges for the energy sector.

Some of those challenges were around in 2025, others are new. And one is the issue that keeps evolving and preoccupies the minds of boardrooms in every energy and utility organisation: the workforce challenge.

We know this better than most at Enlit: we spent a year surveying the industry about workforce challenges and opportunities and then compiled the responses into a comprehensive report, Making it Work.

What did we find? That just over half of all the people we surveyed believe the energy transition will run out of people before it runs out of money. (We found a whole lot more too: check out the report – it’s a fascinating read).

So, as we kick off another year of (justifiable) hand-wringing over competitiveness, grid capacity and resilience, permitting, AI and a whole lot more, we thought we’d focus on what we think is the most important aspect of the energy sector – its people.

We asked thought-leaders, influencers and disruptors from across the sector one question: what is the biggest workforce issue for the energy transition?

Generational shift

For Linda-Maria Wadman, Chief Commercial Officer at Plexigrid, the over-riding issue at the heart of workforce challenges is “we are in the middle of a generational shift in the energy sector”.

“Many of today’s professionals are experts in traditional ways of operating, for example, the electricity grid, while a new wave of digital-native talent is only just entering the workforce. At the same time, most of the systems we rely on are still only lightly digitalised.”

It’s no surprise that as Microsoft’s EMEA Energy and Resources Director, Pablo Peris agrees that “one of the biggest issues is digital reskilling at scale”.

“As legacy roles evolve and new technologies emerge, energy companies must equip their workforce with digital and AI competencies. Retention and recruitment are also critical, especially as the sector faces a wave of retirements.

“But without a robust reskilling strategy, the energy transition risks being slowed by a skills gap.”

Essential legacy skills

Reskilling must be seen in conjunction with retaining and redeploying for Oonagh O’Grady, Vice President of International Origination at long duration energy storage company Hydrostor.

“The biggest workforce challenge is retaining and redeploying the deep expertise of conventional energy and oil and gas workers.”

She says “legacy skills” and not just relevant, but essential. “We have a unique opportunity to reskill and redeploy experienced professionals into emerging asset classes. These workers bring decades of operational knowledge that can accelerate project delivery and mentor the next generation.

Europe’s energy transition isn’t just technological, it’s human. We must invest in training, create clear reskilling pathways, and ensure communities tied to fossil industries are part of the clean energy future.

That emphasis on ‘human’ is echoed by Lucy Electric chief executive John Griffiths.

 “One of the most significant challenges for progressing to Net Zero isn’t financial or policies but human: the industry lacks the skilled workforce necessary to deliver on investment.

“Even if funding is unlocked, there aren’t enough workers to install connections, maintain equipment or respond to emergencies. Addressing this gap is vital.”

Griffiths says that the supply chain has brought to market many digital solutions, automation technologies and AI to make it easier for utilities to maintain their assets, “but the numbers of engineers to manufacture infrastructure and install new equipment fall well short of what is needed”.

“Europe and the UK are competing on a global market for talent, and a combination of solutions are needed to address this challenge.”

Sustainable jobs

Agustín Delgado is Iberdrola’s Global Director of Technology, Environment and Quality. He believes the biggest workforce is “preparing people for a transformation that will redefine the economy”.

“Energy is at the heart of this revolution, and with it comes the biggest opportunity for sustainable jobs and growth. We are moving rapidly away from fossil fuels towards clean technologies and electrification of demand. This shift is creating a unique source of sustainable activity, investment, and jobs.”

Delgado says the opportunities are enormous, “but they will only materialise if companies and policymakers ensure that people have the right skills and training. Without qualified workers, the transition cannot succeed.”

He calls for reskilling at scale and fostering hybrid profiles – “combine digital skills with applied knowledge in strategic sectors like energy, health, and mobility… roles that translate technological advances into real-world impact” – yet he also stresses that collaboration is key. 

“We must strengthen collaboration with education and research: build partnerships between industry and universities to ensure talent flows both ways, through internships, joint programmes, collaborative innovation projects, and knowledge exchange, so innovation and skills development evolve together.”

Ultimately, he says, “the future of the energy transition depends on people. The countries, sectors, and regions that invest in talent will lead the way towards a more electrified and competitive economy.”