Building capability into delivery: why workforce planning matters for Australia's energy transition
At a glance
Australia's energy transition depends on more than renewable generation, storage and transmission infrastructure. It depends on the people who plan, design, deliver, operate and maintain these assets.
Workforce shortages are already emerging as a major delivery challenge. To support renewable energy ambitions in the National Electricity Market, Australia is expected to require between 26,000 and 42,000 additional electricians over the next seven years, while the clean energy supply workforce is projected to grow from approximately 53,000 workers today to around 84,000 workers by 2050.
Workforce capacity and skills should be considered alongside delivery strategy, governance, procurement and supply chain planning from the earliest stages of project development. By embedding workforce development into delivery models and creating meaningful opportunities for emerging professionals, organisations can strengthen project outcomes while building long-term capacity across the sector.
Workforce planning should start before projects are construction-ready
Australia's energy transition is entering a more complex phase of delivery. Asset owners and developers are managing interconnected programs across multiple regions while balancing stakeholder expectations, supply chain demands and commercial pressures.
Renewable energy zones, transmission programs, pumped hydro developments, wind farms and battery projects are increasingly being delivered simultaneously, often drawing on the same labour markets.
When workforce planning begins late in the project lifecycle, organisations may already be competing for scarce talent across engineering, electrical trades, planning, environment, community engagement, commercial management, project controls, digital delivery and operations. The result can be higher costs, schedule pressure and reduced flexibility when delivery conditions change.
Marinus Link, which will connect Tasmania and Victoria, provides a practical example. The project has published a dedicated Workforce and Accommodation Strategy that recognises the importance of local recruitment, workforce development, training pathways and proactive workforce planning alongside project delivery. Similar challenges are emerging across major transmission developments, including HumeLink and VNI West, as multiple projects seek access to comparable specialist skills and workforce pools.
Leading organisations are increasingly treating workforce planning as a portfolio-level consideration by identifying future skill requirements, understanding when workforce demand is likely to peak and establishing recruitment, training and development pathways before major delivery phases begin.
The Australian Government has identified workforce capability as a critical enabler of clean energy delivery, highlighting the importance of attracting new entrants, supporting career transitions and building job-ready capability across the sector. For project owners and delivery partners, this reinforces the importance of connecting workforce strategy with project strategy from the outset.
Workforce development is part of project delivery
As renewable energy programs increase in scale and complexity, organisations are increasingly managing portfolios of interconnected investments rather than individual assets in isolation.
Delivery models influence more than cost, risk and schedule. They also influence how knowledge is transferred, how experience is retained and how workforce capacity develops across projects.
Projects structured as long-term programs, alliance-style arrangements or integrated delivery models can create opportunities for collaboration and workforce development that are difficult to achieve through isolated project delivery. Program-based approaches help organisations retain lessons learned, reduce duplication and expose teams to a broader range of technical, commercial and stakeholder challenges and solutions.
For example, an environmental approvals specialist who develops expertise on one renewable energy project can apply those lessons directly to future projects in the portfolio, helping reduce risk and improve delivery efficiency. Similarly, project controls professionals, transmission engineers and stakeholder engagement practitioners often build experience that can be transferred across multiple projects and regions.
The energy transition requires a broader range of skills than many people realise. Successful delivery increasingly relies on planners, environmental scientists, economists, social performance specialists, policy professionals, commercial teams, digital practitioners and project delivery professionals working together to solve complex challenges.
The most effective delivery environments create opportunities for collaboration across these disciplines while facilitating knowledge transfer between experienced practitioners and those earlier in their careers.
Workforce development should therefore be viewed as a core project outcome rather than a by-product of delivery.
Emerging professionals have a role today
Emerging professionals are often described as the future workforce. Yet the scale and pace of the energy transition means their contribution is critical now.
Many early-career professionals have entered the workforce during a period of rapid technological, environmental and social change. They often bring strong digital capabilities, adaptability and new perspectives on complex challenges.
When combined with the experience and judgement of senior practitioners, these strengths can create project teams that balance innovation with practical delivery expertise.
Creating opportunities for emerging professionals requires more than formal learning programs. Meaningful project exposure, mentoring, cross-disciplinary experiences and participation in real project decisions all help accelerate professional growth and capability development.
Our experience highlights the value of encouraging people to collaborate across teams, disciplines and geographies. Emerging professional Kiersten Bell’s career journey reflects this approach. After moving from Canada to Australia to contribute to the energy transition, she has worked with colleagues across both countries and drawn on lessons from different markets and project environments. Exposure to diverse perspectives and technical approaches has helped broaden her capability while creating value for project teams and clients. Her experience demonstrates how curiosity, initiative and cross-border collaboration can accelerate professional growth while strengthening project outcomes.
Building a broader and more inclusive talent pipeline
Meeting future workforce demand will require more people to see a place for themselves in the energy sector.
The scale of the challenge extends beyond a single occupation or discipline. Australian Government modelling suggests the transition to a net-zero economy could require almost two million workers in building and engineering trades by 2050, representing an increase of around 40 percent.
Our recent Powering the Future: Energy, Projects and Young Professionals event in Melbourne highlighted the importance of interdisciplinary thinking, forward workforce planning, job-ready capability and broader participation from First Nations peoples, women and other underrepresented groups.
Expanding pathways into the sector can help organisations access a broader range of perspectives, experiences and skills. Partnerships with schools, universities, training providers, communities and industry peers all have a role to play.
Just as importantly, organisations need a clear understanding of the capabilities they will require in the years ahead so investment in recruitment, training and development can begin before workforce shortages become critical.
Key takeaways and practical next steps
Workforce requirements should be treated as a delivery consideration from the earliest stages of project planning.
For organisations involved in the energy transition, five practical questions can help guide the conversation:
- What technical, trade, commercial and interdisciplinary capabilities will our project portfolio require over the next five to ten years?
- Where are our most significant workforce shortages or dependencies?
- Does our delivery model support collaboration, continuity and knowledge transfer?
- How are emerging professionals gaining meaningful responsibility and access to experienced practitioners?
- What partnerships could be built now that will help create more inclusive pathways into the sector?
Looking ahead
Australia's energy transition will be delivered through projects such as transmission interconnectors, renewable energy zones, pumped hydro developments, wind farms and large-scale batteries. While these assets are critical, their success ultimately depends on having the people, skills and experience needed to deliver them.
The organisations best positioned for success will be those that view workforce planning as a core part of delivery strategy rather than a separate workforce exercise. By planning early, creating opportunities for emerging professionals and building strong workforce pipelines, organisations can improve delivery confidence while helping develop the people needed to support Australia's clean energy future.
We see delivery strategy as an opportunity to connect people, partnerships and project outcomes across the lifecycle of major energy investments. When workforce planning starts early and emerging professionals are given meaningful opportunities to contribute, organisations can strengthen project outcomes while building the workforce needed for Australia's energy transition in the decades ahead.