Australia’s energy transition is often framed around infrastructure, capital and policy. As the sector moves into delivery, it is increasingly clear that long-term success depends just as much on people: who is supported, visible and trusted to lead.
This is not theoretical. Women currently represent around 35% of Australia’s clean energy workforce and remain underrepresented in senior and project leadership roles. This is occurring at a time when the sector faces acute skills shortages and a growing pipeline of complex, long-duration projects. As demand for talent accelerates, capability constraints are already influencing execution risk, delivery timelines and investor confidence.
For organisations operating across networks, resources, hydrogen and emerging technologies, the question in 2026 is no longer whether the transition can be achieved, but how organisations build the depth of capability and leadership required to sustain momentum through complexity and change.
Supporting capability across the lifecycle
The energy sector now requires a broader and more integrated skill set than ever before. Alongside technical and engineering expertise, successful projects depend on strong regulatory strategy, governance, stakeholder engagement, commercial judgement and risk management. Building this capability requires more than traditional, linear career pathways. It calls for early exposure to meaningful work, access to decision-makers, and environments where people are expected and supported to contribute with confidence.
As Ying Luo, Chief Advisor and General Manager, Strategy at Amplitude Energy, notes:
High performing organisations recognise that long term success depends on actively challenging the unconscious biases that tend to shape assumptions about who belongs in certain roles. When we focus on true alignment between skills, potential and experience with what a role demands, we make smarter decisions, build stronger teams and achieve more sustainable business outcomes.'
For clients, this approach strengthens team capability, sharpens decision-making and supports more consistent performance across complex project environments.
Visibility shapes leadership
In complex project environments, visibility is decisive. Who presents to regulators, leads negotiations or represents the organisation publicly. Who is trusted with emerging or novel risks.
When organisations are deliberate about broadening visibility, they unlock a deeper pool of experience and judgement. This strengthens governance and improves the quality of outcomes, particularly as projects move through approvals, financing, delivery and operation.
Industry bodies, professional networks and mentoring programs play a critical role by providing neutral platforms for participation, learning and recognition.
As Emaleena Baker, South Australian Chair of the Australian Institute of Energy, notes:
'When leadership feels accessible, people are more willing to step forward, test themselves and contribute in meaningful ways.'
Over time, that willingness compounds into stronger leadership depth across the sector.
Practical support drives retention and performance
The scale and pace of the energy transition place sustained pressure on project teams. Skills shortages, compressed schedules and heightened stakeholder scrutiny are now constants rather than exceptions.
Supporting people effectively in this environment requires practical, everyday measures not abstract commitments. Flexibility, accessible development opportunities and leadership that actively sponsors capability all support sustained performance.
For organisations, this approach supports continuity, reduces execution risk and helps retain critical expertise in an increasingly competitive market.
Why this matters for organisations
The link between people and performance is clear.
Organisations that prioritise capability, visibility and support are better positioned to:
- navigate regulatory and policy complexity;
- manage risk across long development timeframes;
- build durable trust with governments, investors and communities; and
- meet increasingly sophisticated ESG expectations.
These outcomes are not incidental. They reflect deliberate decisions about how organisations design roles, allocate opportunity and develop leaders.
Looking ahead: success in the energy transition
As the energy transition accelerates, success will be measured not only by assets delivered, but by the strength, depth and sustainability of the teams behind them.
At MinterEllison, we work alongside clients to support this evolution, advising on complex projects, regulatory frameworks and governance structures, while contributing to initiatives that build capability across the sector.
The transition ahead is ambitious and long term. Ensuring people are supported, visible and equipped to lead will be central to delivering outcomes that endure for projects, organisations and the communities they serve.
As the energy transition accelerates, ensuring your teams are equipped to lead will be critical, connect with Lisa Papanicolaou to continue the conversation.
