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Building the energy workforce of the future: Technological skills and leadership
Articles- May 27,25
The Climate Change Committee projects that by 2030, low-carbon industries could create between 135,000 and 725,000 new jobs. The energy industry will need a workforce that’s tech-smart, adaptable, and ready to lead, says Avantika Gupta, CEO, OPG Power Generation Pvt Ltd.
The energy sector powers progress. A quieter shift is happening, not in turbines or batteries but in its people. Every solar farm, smart grid, and storage system needs someone to make it work. This shift is driving a massive need for skilled workers—engineers, data analysts, project managers, and sustainability specialists—who can build, run, and maintain advanced energy systems. The Climate Change Committee projects that by 2030, low-carbon industries could create between 135,000 and 725,000 new jobs. The energy industry will claim a huge chunk of that talent. This is about building a workforce that’s tech-smart, adaptable, and ready to lead. Here’s what it takes.
Skills that keep the lights on
Energy systems are getting smarter. Wind turbines predict their own repairs. Solar panels feed data to the cloud. AI spots problems before they cost millions. Workers need to match this pace. They are reading analytics, tweaking automation, and mastering digital tools. One technician caught a fault early using sensors, saving a plant from days of downtime. That’s the new reality.
Companies are moving fast. Some set up training hubs to teach drone inspections or carbon capture tech. One firm turned its maintenance crew into drone pilots, cutting inspection times in half. However, technical skills are only part of it. The real spark comes when people work across roles. A worker who troubleshoots a grid and then teams up with coders to boost efficiency is gold. Shared projects and role switches break old divides and fire up new ideas. It’s about people who don’t just do their job but change how it’s done.
Leadership that sets the tone
Leadership today isn’t about giving orders. It’s about sparking action. Old, rigid styles don’t work when tech and goals shift daily. Leaders need to rally teams around big targets—say, cutting emissions by 25 per cent in five years. They trust people to experiment. One manager tested AI for energy monitoring with a small budget. It saved 10 per cent on costs. Now it’s standard across the company. That’s what happens when you give people room.
Mentorship is just as big. Veterans who’ve seen shifts like coal to renewables need to share their stories. It is about showing young workers they matter. In a market where talent picks its future, that’s a game-changer. Top leaders also stay open. They learn with their teams, own their gaps, and embrace new ideas. That builds trust. It’s leadership that inspires.
Sustainability in every job
Sustainability is the heart of energy now. The Paris Agreement aims to cut greenhouse gas emissions by 43 per cent by 2030 compared to 2010 levels, yet the United Nations warns emissions may climb 10 per cent by then. The latest United Nations Framework Convention on Climate Change (UNFCCC) technical report, set to guide COP28 talks, demands “radical decarbonization” across all industries, urging swift and bold action in every sector. The workforce must live this mission. Training needs to tie to green goals. Teach technicians to squeeze more from turbines, and you cut carbon. Train teams to track emissions, and you build accountability. One company teaches engineers, clerks and even others to measure carbon. It’s not just about rules. It’s about owning the fight.
Hiring needs a new lens. Look for people who burn for the planet, not just those with degrees. An engineer who’s passionate about climate solutions will outwork others. Diversity makes it stronger. Teams with different backgrounds—men, women, different skills—solve problems like grid upgrades better. Data shows diverse groups make smarter calls. As cleaner tech like biomass retrofits rolls out, everyone, including engineers, planners, and finance, must work as one. Training that builds those bridges keeps projects on track.
A call that can’t wait
This isn’t a one-off task. It’s a constant push. Companies need training that keeps up with tech, career paths that hold talent, and cultures that cheer for growth. They also need to think ahead—skills for hydrogen or new batteries in 2035. The demand is huge. A skilled workforce doesn’t just run plants—it reshapes the industry. It turns rules into opportunities, tech into strengths. Most of all, it builds a cleaner world.
The tools are there: strong training, real mentorship, tight teamwork. The job is to use them. Companies that bet on their people today won’t just keep the lights on—they’ll light the way forward.
About the author:
Avantika Gupta is the CEO of OPG Power Generation Pvt Ltd and a member of the ESG Committee. She drives the company’s endeavor at meeting and exceeding the performance metrics of top global companies in this sector by prioritising an objective capital allocation process. She has vast experience in a spectrum of disciplines relevant to the energy and power sector.
Avantika Gupta
OPG Power Generation
energy sector
solar energy
smart grid
Climate Change Committee
low-carbon industries
Wind turbines
Solar panels
Sustainability
Paris Agreement
greenhouse gas emissions
United Nations
United Nations Framework Convention on Climate Change
UNFCCC
COP28 talks
decarbonization
hydrogen
new batteries
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