Are oil and gas professionals drawn to renewable energy primarily for environmental reasons, or is the transition motivated more by financial incentives and job security?
by Matthew Woodall
The energy sector continues to undergo a transition as the global push for decarbonisation accelerates and investment in renewables ramps up. This has resulted in a growing number of oil and gas professionals turning their attention to new energy. One of 6 Group’s recent market surveys identified that as many as 59% of oil and gas professionals have expressed an ambition to transition into renewables.
Executives and senior professionals are not moving on a whim. Our survey indicated that career futureproofing is the primary motivator, followed closely by engaging projects, and a desire to align their work with personal values and ESG principles. We also found that 67% of oil and gas sector employers are actively investing in new energy technologies, and that most of the recruitment into renewables is being done via a blend of internal redeployment and external hiring.
Professionals are increasingly seeking better work/life balance and company cultures that reflect modern values. Workplace flexibility is a major factor: those with fully flexible work-from-home arrangements reported higher job satisfaction and are less likely to leave their roles. In this respect, often smaller and more nimble companies in a younger, mission-driven industry, many renewable energy firms hold a natural advantage over more traditional counterparts.
While engineering and discipline-specific skills remain important, and it would be easy to write a piece on how the offshore wind industry can bring on board skills within foundation design or subsea or structural engineering, I think the most assets lie within their strategic, human, and systemic competencies. These are not always visible on a CV but are vital to delivering the energy transition effectively and often need to be assessed through a mix of situational judgement tests, psychometric testing and interviews.
Senior leaders in traditional energy are accustomed to operating within layered, complex systems. From navigating regulatory approvals to aligning multinational supply chains and forecasting geopolitical risk, they offer a macro-level view that is increasingly essential as renewable ecosystems grow more interconnected. In addition, oil and gas professionals have built careers on making decisions in environments governed by safety, scrutiny, and capital intensity. Individuals are used to making decisions based on probabilities. Experience with large-scale infrastructure projects means these professionals understand how to engage stakeholders from diverse sectors — investors, government bodies, indigenous and local community groups, and global partners. That kind of influence and diplomacy can be a differentiator for renewable firms navigating permitting, community relations, or regulatory hurdles.
From a soft skills perspective, the boom-bust cycle of hydrocarbons has built resilience, agility and adaptability at both a micro and macro level. Leaders know how to manage through uncertainty and shifting policy environments, and subsurface professionals, in particular, are adept at using new software and are very data agile.
Strategic, human, and systemic competencies are not always visible on a CV, but are vital to delivering the energy transition effectively.
That said, despite the enthusiasm for renewables, salary levels don’t align and can be a sticking point. Going back to our 2025 survey, this revealed that 79% of the oil and gas professionals interested in moving to new energy are unwilling to take a pay cut. This challenge is further compounded by the resurgence of the oil and gas sector in some markets like the US under Trump, where policies are aimed at reigniting activity and investment. This means many oil and gas employers are in a stronger position than they were just a few years ago, making it even harder for renewables to compete on compensation alone. So, for renewable energy firms, this presents a challenge but also an opportunity. They can attract talent by offering a compelling purpose and interesting projects and positions that have real influence and impact.
The shift from oil and gas to renewables isn’t simply a matter of changing industries. It’s about translating a legacy of project experience into the new energy landscape. As the sector evolves, I hope that some of these cross-sector hires help to accelerate the transition and deliver on the world’s ambitious energy targets.
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