Australia needs a 30% increase in the clean energy workforce by 2033 to deliver the energy transition.1  The challenge with finding these 200,000+ additional workers is two-fold: firstly, scaling up capacity to develop workers in existing occupations (like electricians and engineers); and secondly, the more complex challenge of developing the workforce for jobs and skills that we don’t have today and haven’t totally defined.1

Energy, mining and property (EMP) organisations have the opportunity to address these talent gaps in green energy by actively engaging in skilling. 

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    The key to a successful workforce transformation is understanding workforce demands using strategic talent management. From planning to execution, we can help you build the confidence and skills you need to drive workforce transformation. Contact our team to discuss your skilling strategy today.

An investment in human capital is required to achieve net zero emissions targets

To fill the clean energy talent gaps, EMP organisations need to identify how 'active' they intend to be in the skilling of future employees.

The EMP sector has historically relied upon Vocational Education Training (VET) providers and TAFEs for the majority of technical and trade education. For many EMP organisations relying on the VET sector may not reflect the speed at which workforce requirements are evolving. A more active approach (either through influencing skilling system providers, or by investing in internal training capability) can help.

The benefits of active engagement in (re)skilling the workforce

EMP businesses must work together with Jobs and Skills Australia (JSA) and Jobs and Skills Councils (JSCs) to collaboratively address energy transition workforce needs. Benefits include engaging actively include:

  • Making progress towards establishing and meeting workforce demands in the short to mid-term.
  • Develop a training pipeline to better manage workforce availability and costs.
  • Build a more cohesive set of priorities and timelines by bringing together parties responsible for the identification, development and delivery of training.
  • Reduce the risk of an under-skilled workforce slowing the transition and impeding access to green energy skills.
  • Deliver a better ROI for both business and government.

Australia needs a 30% increase in the clean energy workforce by 2033 to deliver the energy transition. 1

KPMG’s Organisational Skilling Activity Continuum

There is a variety of courses of action for EMP organisations who's workforce skills requirements are changing. KPMG has developed the Organisational Skilling Activity Continuum to contextualise the options available to EMP organisations based on their size, investment level and risk tolerance.

Passive talent recipient

Investment required

  • Limited / none


  • Lowest investment
  • Industry standard skills

Active talent recipient

Investment required

  • Requirements analysis / forecasting skilling needs
  • Advocacy and engagement JSC, TAFE, local providers, etc.


  • Industry standard skills
  • Influence curricula (over time) to reflect organisational requirements

Collective talent creator

Investment required

  • RTO establishment (shared)
  • Requirements analysis / forecasting skilling needs
  • Curricular co-design
  • Ongoing compliance


  • Semi-tailored skills
  • Shared cost / risk
  • Influence timing and volume of trainees
  • Cross industry collaboration on common skill needs

Individual talent creator

Investment required

  • RTO establishment
  • Requirements analysis / forecasting skilling needs
  • Curricular co-design
  • Skilling-partner management
  • Training delivery
  • Ongoing compliance


  • Tailored skills
  • Control timing and volume of trainees
  • Develop skills in-house reducing turnover and improving completion rates2

1. The Australian Government’s White Paper on Jobs and Opportunities, September 2023
2. High labour turnover contributing to skills shortage: Report, Quarry Magazine, 2023

Building the skills required to transform – KPMG can help

Based on our deep strategic talent management expertise, our team can provide tailored advice that captures future workforce demand and translates it into a skilling and re-skilling strategies. We can help navigate the skilling sector and identify the ecosystem of partners with the training capabilities you need. We’ll guide you through the Organisational Skilling Activity Continuum to identify the investments required for access to the skills you need.

Meet KPMG's Workforce Advisory team