In this episode, we stress test and challenge some of the key recent narratives in the energy world. Will we still see peak oil demand by 2030? Is there underinvestment in oil production that could lead to energy shocks in the near future? And is the energy transition dead, alive or somewhere in between?
Speaking to our host Paul Chapman on this episode is Jarand Rystad, CEO and founder of Rystad Energy, the independent research and energy intelligence company, providing clients with data, insights, and education that better empowers decision-making.
Key Talent Takeaways
Oil Endures and So Must Talent
Despite the shift toward energy transition, global oil demand is expected to plateau rather than sharply decline in the near term—particularly through to the early 2030s. This will be driven by aviation and petrochemicals, necessitating ongoing investment in conventional oil and gas roles, including exploration, operations, and project engineering. At the same time, companies must develop parallel expertise in sustainable aviation fuel (SAF), green molecules, and petrochemical alternatives, driving demand for hybrid talent profiles across both traditional and low-carbon segments.
Efficiency Demands New Technical Talent
The sector has seen a step-change in capital efficiency, particularly in shale and offshore. Wells drilled today yield twice the output for similar cost compared to a decade ago. This implies a shift in the talent profile away from sheer volume of operations to precision engineering, data analytics, and project optimisation. Future-ready oil and gas organisations will need to reskill existing technical teams and attract digitally adept professionals who can interpret subsurface data, optimise asset portfolios, and apply automation in drilling and production.
Energy Transition is a Technological Disruption, Not Just a Policy Movement
The energy transition is increasingly driven by cost-competitive technologies (e.g., solar, EVs, batteries), rather than solely by regulation. This signals a shift in required expertise: firms need leaders who understand technology adoption curves, systems integration, and product commercialisation. Moreover, cross-sectoral hires from tech, automotive, and manufacturing will become increasingly valuable in driving innovation and commercial scale-up of renewable infrastructure and electrification strategies.
Surge in Renewables Needs Project Talent
Solar deployment, particularly in China and parts of Europe, is rapidly exceeding forecasts—requiring a surge in talent for supply chain management, project development, and grid integration. As capacity additions outpace policy, firms will face pressure to build internal capabilities to manage interconnection, permitting, land acquisition, and agrivoltaic solutions. This means demand for talent with multidisciplinary expertise in environmental planning, stakeholder management, and energy systems will rise sharply.
Talent Strategy for New Geographies
New oil supply is increasingly coming from Latin America (e.g., Brazil, Guyana), Kazakhstan, Canada, and continued shale production in the US, while Europe and China race ahead in electrification. Employers must focus on developing or acquiring regional leadership, regulatory expertise, and culturally fluent operational talent in these emerging supply centres. Furthermore, geopolitical uncertainty and evolving trade flows require strategic talent in risk, policy, and market intelligence to navigate shifting global dynamics.
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