Outlook

Energy

2021 Report

OIL & GAS RENEWABLES MINING POWER

 Energy Outlook

2
Energy Outlook

Table of
contents
Key insights 4
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................

Introduction 6
...............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................

Winds of change 8
.......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................

Candidates on the move ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 10

Global mobility slowdown ...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 12

Managing the skills shortage ................................................................................................................................................................................................................................................................................................................................................................................................................ 13

Health & Safety ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. 16

Top priorities for job seekers ............................................................................................................................................................................................................................................................................................................................................................................................................................ 18

Training and compliancy .............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. 20

Partners and processes ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. 21

Future outlook ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 22

An industry in transition ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................. 24

The future of remuneration ...................................................................................................................................................................................................................................................................................................................................................................................................................................................... 26

Empowering local talent .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 29

Forecasting trends for 2021 ....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 30

Methodology and demographics .................................................................................................................................................................................................................................................................................................................................................................................................................................................... 32

3
 Energy Outlook

“
This year’s survey
has been drawn
from over 22,000
Key insights
At the start of 2021, the Energy industry continues to find itself in an
ever shifting and changing landscape. 2020 was a challenging year
respondents from for conventional Energy sectors such as Oil & Gas and Mining, while
there has been great excitement around the new and innovative
191 countries developments in Green Energy. With the additional complications
around the world, caused by COVID-19, the industry has found itself in a position where
working in a host companies need to think out of the box and reinvent the way they
operate, attract and employ their workforce.
of sectors
including Oil & Gas, Founded on data from over 22,000 Energy industry employees, job
Renewables, Mining seekers, recruiters and companies, the Energy Outlook Report 2021
identifies and illustrates the changes on the horizon and the ways in
and Power. which companies are adapting to meet these challenges, including the
following key insights:

1. Employees & Job Seekers are broadening their horizons

73% of Energy professionals are looking for new opportunities both
in their current sector and across the other Energy sectors. This
clearly indicates a shift in the mentality of Energy specialists to
broaden their horizons and look towards the future.

2. Health & Safety has become increasingly important

Health & Safety has emerged as a key differentiator in the battle
for talent, with 61% of specialists stating that strong Health &
Safety practices are more imperative than ever when considering
a new opportunity. A further 24% of specialists weight it as ‘high
importance’. Together this is a staggering 85% of Energy specialists
clearly communicating the importance of Health & Safety across
the Energy industry.

3. Nationalisation/Localisation is a priority
In less than 12 months, recruiters and companies across the Energy
industry have almost doubled their goals towards hiring more locals,
rising from 10% to 19%. Driven by the challenges of mobility around
COVID-19 and (across some Energy sectors) lower budgets, this is a
trend that is likely to continue to grow and develop in the future.

4
Energy Outlook

Successfully navigating such changes and developments will be challenging for companies across each
of the Energy sectors, but for those that are able to effectively attract, develop and retain the best
talent, business success will follow. To stay ahead of competitors within the industry, companies will
need to address the following:

• Branding and Positioning – As each of the sectors within the Energy industry evolve (Oil &
Gas, Renewables, Mining, Power & Nuclear) it will be essential for companies to understand the
market and ensure a clear and positive brand identity. Core values and company culture must be
communicated clearly as well as a vision for the future in conjunction with environmental and
climate issues.

• Salaries – Traditionally, benefits within the Oil & Gas sector for expat specialists were abundant,
but in recent years many companies in this sector have been forced to cut costs and lower salaries.
In reaction to this, the emerging trend from candidates/specialists is that they are looking for longer
term contract stability, relevant benefits and professional development. As a result, companies in
all Energy industry sectors need to think beyond salary offerings and provide more comprehensive/
relevant benefit packages.

• Training and Development – The ambition to secure professional career development continues
to grow. Rapid innovation within the Energy industry means employers need to not only attract the
best specialists but also offer to develop their talent further in order to retain and compete against
their peers in the industry.

The Energy Outlook Report is founded upon three key sections:

1. Winds of Change – How the trends across the industry are provoking significant changes and why
new generations entering the workforce are demanding greater training and development

2. Health & Safety – How trends demonstrate the shift of importance around this subject and the
need for improvement as the industry moves forward

3. Future Outlook – How the future of the industry is likely to evolve in the coming years

“Many established recruitment

practices need to be re-examined
and restructured to keep up with
the changing landscape.

5
 Introduction
2021 A YEAR OF CHANGE

For the last decade, Oilandgasjobsearch.com has employment brands, and gave us strategic insight
published a global survey reviewing the state and expert opinions for every global energy
of energy employment markets and trying to market. Brunel’s long-term commitment to the
predict their future. Through this lens, we tend report for the next 3 years will lead to even more
to be conservative and sceptical about the speed improvements in the coming months and years.
of change in the industry. But 2020 was the year I would like to thank Brunel’s team for their
where every conservative view of our world was unwavering support.
challenged.
It would not be fair if I did not congratulate the
The dramatic impact that COVID-19 had on amazing team in Oilandgasjobsearch.com and our
the global economy, the changing perspectives partners that helped shape this report. Elsa, Hari,
and accelerating trends on climate change and Gareth and all our partners at 3Gem and Weber
energy transition and finally even the change of Shandwick thank you for all your efforts. On
leadership in the US all point to one direction: behalf of our team, I wish you a pleasant reading
change is here to stay. The Energy Outlook Report and we are looking forward to meet you and
2021 will detail the impact of those changes discuss your questions at launch events virtually
based on more than 22.000 questionnaires and physically around the world.
collected from jobseekers and recruitment
professionals around the world and through extra
analysis provided by leading Energy experts and
employers. ALEX FOURLIS
MANAGING DIRECTOR OF
In our effort to offer new insights to our readers, OILANDGASJOBSEARCH.COM AND
we embarked on a journey of change ourselves. ENERGYJOBSEARCH.COM
First off and most importantly, we collaborated The leading jobsites for the Energy market
with Brunel, a global leader in energy workforce
solutions. Brunel challenged us to move with
the times and open up our report to look at
themes like the energy transition’s impact on
employment options and skills, the importance
of Health & Safety in driving career choices and

6
Energy Outlook

THE IMPORTANCE OF INVESTING IN

PEOPLE AND TALENT

Today, the Energy industry finds itself in Following one of the toughest years on
an incredibly exciting position. As we work record coupled with high ambitions to move
towards a cleaner and greener future the Energy industry forward, we are faced
the industry becomes more innovative, with additional challenges such as declining
combining traditional fuels and resources economies and lower investment levels,
with fresh ideas and new technology travel restrictions and local skill shortages.
changing the landscape of the industry The Energy Outlook Report educates us on
and how we all live our lives. This leads the importance of investing in people and
to multiple opportunities for the current talent, the importance of Health & Safety
workforce and the workforce of future and compliance in the industry and the
generations. importance of empowering local talent.

Brunel brings 45+ years of experience, The 2021 report is key reading for those in
knowledge and global capabilities to the the industry, to discuss the contents
table. Our passion for people motivates us to please do not hesitate to get in contact
connect, develop and grow the largest network with us.
of industry specialists, enabling us to service
our clients and play a key role in the future.

Brunel is proud to deliver the Energy

Outlook Report 2021 in partnership with
Oilandgasjobsearch.com. The insights
generated by this report paint a strong JILKO ANDRINGA
picture of the future direction of the industry. CEO BRUNEL
The report is based on 22.000+ individual INTERNATIONAL N.V.
industry specialist voices, providing a global
platform to share with the world detailed
information, insights and concerns. These are
the experts, the individuals that power the
industry and the talents capable of making a
difference in the years to come.

7
 Energy Outlook

Winds of
change
Key insights
● Nearly three-quarters (73%) of all
employees say they are looking to
move jobs
● More than a third (37%) of workers in
the Oil & Gas sector are considering
migrating to Renewables
● 40% feel that insufficient education
and training is the biggest driver of the
worsening skills shortage

8
Winds of Change

9
 Energy Outlook

Candidates on the move

The past year has seen an extensive leap in the WORKERS LOOKING TO MOVE OUTSIDE THEIR
number of employees looking to move jobs, both CURRENT INDUSTRY
within their current sector and more broadly across 73,2%
the Energy industry, going from slightly more than 2019
half (56%) in 2019 to nearly three-quarters (73%).
2020 55,8%
One of the biggest factors for workers seeking
new roles is a desire to move towards Green
Energy, driven either by aspirations to contribute to
a healthier planet or due to fears that conventional
Energy roles will become redundant as we move to
a lower carbon world. This desire was highlighted
by more than a third of jobseekers (37%) identifying
Renewables as an area they would consider,
including 45% of those working in Mining, a
substantial increase on the next highest figure
(Construction at 30%).

10
Winds of Change

SECTORS WORKERS ARE CONSIDERING* This urge to explore other sectors has been
underpinned by the fact that a majority
(53%) of employees say they feel ‘very
confident’ or ‘extremely confident’ about
Renewable energy 37,5% finding a new role, despite the impact of
the pandemic on the economy, highlighting
Nuclear 13,2% the good health of the Energy industry as a
whole.
Mining 17,0%
The appeal of working in greener sectors
Forestry 5,5% is already significant and could continue
to grow. In particular, younger workers
Infrastructure 17,1% are attracted by the longer-term, more
stable employment options on offer
with renewable companies, and the fact
Construction 30,1%
that sectors like Solar power or Offshore
Aviation and Wind are at the forefront of technological
13,5% innovation makes them even more
Aerospace
Government and attractive.
14,5%
Defense
On top of this, an increasing percentage
Pharmaceuticals 8,7% of new graduates are highly aware of, and
motivated by, the threat of climate change. As
Life Sciences 7,7% a result, working for a renewables company is
likely to be seen as more socially and morally
Chemical desirable.
12,3%
Engineering
“63% of workers laid off or made
redundant this year received zero support or
resources to help them find a new role. As a
result, candidates are showing more interest
in companies that offer longer-lasting,

“
stable careers, instead of a series of short
contracts. This lack of support will impact
the industry’s ability to rehire members of
the workforce, further intensifying the skills
63% of workers shortage.”
laid off or made
While conventional Energy companies will still
redundant this have the edge when it comes to salaries and
year received the number of open roles available, they may
find it will take more to compete for highly
zero support or skilled people. One important solution is to
resources to help guarantee high-quality training, strong career
them find a new development programmes, and dedicated
benefits to help enhance careers and bridge
role. the gap.

* This graph is highlighting results from a multi select question. As a result, the total response percentage exceeds 100%. 11
 Energy Outlook

Global mobility slowdown

A second key trend emerging is a slowdown in of opportunities, employers, and locations
global mobility, with role location remaining a they would consider. This shift affects not just
top concern for employees and jobseekers. A day-to-day travel, but also the willingness
quarter of permanent employees (25%) and a or ability of workers to permanently relocate
third of contractors (32%) cited location as one of or take short-term expat contracts due to
their top three factors when deciding whether to closed borders between many states – a trend
take a job and one in six (17%) specifically stated that will most keenly affect the Oil & Gas and
that they are looking to avoid excess travel, Mining sectors.
although this was slightly lower in conventional
sectors with Oil & Gas at 15% and Mining at 14%. These changes are being reinforced by
employers seeking to reduce travel costs,
Whether this slowdown is a temporary limit insurance exposure and increase
issue, driven largely by the pandemic, or an efforts to minimise expat contracts through
acceleration of existing trends, remains to be nationalisation/localisation initiatives.
seen. However, when asked how they would Additionally, in a world where pandemics could
react if other diseases similar to COVID-19 become more frequent, reduced travel would
were to emerge, a large proportion of almost certainly become the norm as people
respondents (58%) – including 53% of active look to limit their exposure, underlining the
jobseekers – said they would change the types importance of such initiatives.

12
Winds of Change

Managing the skills shortage

When asked about the main reasons for the which was inadequate succession planning and
ongoing skills shortage, more than half of knowledge transfer (24%). Strict immigration
recruiters (56%) said that one of the biggest laws that prevent companies from sourcing
challenges they face is an aging workforce and talent globally (16%) and loss of expertise due to
lack of skilled staff, while two-fifths felt the retirements (15%) were the other reasons given
biggest driver of the skills shortage are à cited for the crisis. In addition, less and fewer younger
insufficient education and training (40%). This candidates/specialists are entering the industry.
was close to double the next largest reason,

LEADING CAUSES OF SKILLS SHORTAGE IN THE INDUSTRY - ACCORDING TO RECRUITERS AND COMPANIES

3,3%

Education & Training

Inadequate succession planning for 14,9%

knowledge transfer/skills retention
41,3%
Strict immigration laws preventing access to 16,2%
talent globally
24,3%
Loss of expertise due to aging workforce

Other

“In an aging industry, the Oil & Gas sector While we’re moving towards greener
is starting to see talent gaps. Many solutions, the Oil & Gas industry still needs
experienced specialists are either looking to keep running until such a time that new
to retire or developing their skills towards green technology can meet global Energy
greener energies. With younger workers demands. This is still a few decades away,
more concerned about climate change, it’s so companies need to look at how they can
becoming increasingly challenging to identify upskill and develop the talent they have.
and attract the right level of specialists to Following a challenging year with a global
work on key Oil & Gas projects. pandemic, more investments are being made

13
 Energy Outlook

into localization and nationalization projects it as a problem (23%). With the political changes
to develop a local workforce. This, combined in the US and the Biden administration likely to
with offering more training and re-evaluating be more pro-immigration (particularly for skilled
the career benefits, will be key to attracting workers) and pro-green energy projects than its
the right specialists.” predecessor, it would not be surprising to see
these fears eased by the end of 2021.
— Jeroen van Drunen, Global Oil & Gas Industry
Leader at Brunel Overall, the impacts of skills shortages are being felt
across the industry, but in particular in fields such as
When focussing on the insufficient education and Operations and Maintenance (cited by 27%), Subsea
training as a driver of skills shortage, concerns Pipeline Construction (23%) and Health & Safety
were particularly acute in South America (70%), (21%). As a result, employers are looking at a range
Australasia (67%), and Africa (49%), indicating of solutions to address the problem, most notably
that building in additional development work into expanding training programmes for their existing
nationalisation programmes in these geographies workforce (64%), broadening their recruitment
could be particularly effective. processes to target people with transferable skills
in other industries (36%), and collaborating with
It is also noteworthy that concerns around colleges to attract top graduates (29%). In addition,
strict immigration laws limiting access to talent nearly a quarter of companies (22%) have launched
were significantly higher in North America than initiatives to recruit more women, helping to
elsewhere in the world, with nearly a quarter citing address the industry’s gender imbalance.

14
Winds of Change

WAYS COMPANIES ARE LOOKING TO OVERCOME THE ONGOING SKILLS GAP*

Apprenticeships 28,9%

Targeting women to join the industry 22,6%

Targeting transferable skills from other industries 36,2%

Training and development of existing workforce 64,7%

Partnering with colleges 29,4%

Changes to retention and recruiting practices 28,5%

Bringing retirees back 15,7%

"I was honored to be named one of the Top “The companies that thrive during the
50 Most Powerful Women in Oil & Gas Award coming transition will be the ones drawing
from the National Diversity Council in 2020. I from the widest possible talent pools.
have had the opportunity to learn from women Upskilling existing employees is vital and
working at the most senior levels in our employers deserve credit for the amounts
industry. Some have overcome preconceptions being invested in training programmes.
about what women can achieve, while others However, it’s clear that there are not enough
have challenged traditional thinking to find workers within the industry to meet demand,
more commercially successful ways of doing so companies also need to be creative in how
business. The entire industry can learn from they find and attract talented people from
these accomplished professionals. They other sectors and industries.”
are inspiring the next generation. They are
proving that a career in Energy has significant — Hari Singh, Sales Director at
opportunities for the best candidates, Oilandgasjobsearch.com
respecting and appreciating what makes
employees different in terms of age, gender,
ethnicity, religion, disability, sexual orientation,
education, and national origin."

— Beth Bowen, Managing Director America’s at

Brunel

* This graph is highlighting results from a multi select question. As a result, the total response percentage exceeds 100%. 15
 Energy Outlook

Health &
Safety
Key insights
● The number one reason for candidates
to turn down an employment
opportunity, cited by 50% of
respondents, was a company having a
poor reputation for Health & Safety
● 3
2% of employees feel their company
needs to invest more in Health & Safety
training
● L ess than half of all companies
(45%) constantly monitor Health &
Safety procedures and processes for
improvement

16
Health & Safety

17
 Energy Outlook

In order to stay ahead of competitors and attract top talent, it’s essential for any Energy
company to have a strong commitment to Health & Safety at the core of their brand.
Although creating and maintaining such a reputation is an on-going process, and can be
complicated and challenging, the payoff in terms of better candidate attraction
is enormous.

Top priorities for job seekers

With so many skilled workers looking at When asked why they might rule out certain
new opportunities across different sectors, opportunities, the number one reason cited
it's important for employers to know what by employees was a company having a poor
candidates are looking for, and, just as reputation for Health & Safety (50%), with a
importantly, which issues could be potential further 39% citing lack of access to reliable
deal-breakers. medical treatment.

REASONS EMPLOYEES WOULD RULE OUT POTENTIAL OPPORTUNITIES*

Political turbulances and unstability 48,8%

Changing or unstable weather conditions 12,1%

Health & Safety reputation of the employer 50,1%

Excessive travel 16,9%

My family is reluctant for me to perform in some

9,2%
sectors
My family is reluctant for me to work in some
17,2%
locations

Lack of access to reliable medical treatment 39,2%

Lack of clarity on information regarding position or 41,5%

location
No, the role I perform doesn't give me any Health & 18,5%
Safety concerns
No, the geographical region I work in doesn't give me 17,6%
any Health & Safety concerns

18 * This graph is highlighting results from a multi select question. As a result, the total response percentage exceeds 100%.
Health & Safety

AREAS WITH COMPLIANCY CONCERNS*

Middle
W. Africa East
India
Canada 29,1% N. Africa 30,2%
30,2% Centr.
15,1% USA 20,9% Russia & Asia E. Asia
20,9% UK & Caspian 24,4% 22,1%
E. & Cont.
N. Europe 15,1%
Europe
9,3%
8,1%

E. Africa
S. America 17,4%
18,6%

S. Africa
16,3% Australasia
9,3%

Other significant factors that would deter was when looking for a new role, three-fifths
potential applicants were ‘political turbulence or (61%) of respondents said it was essential and
instability’ (48%) and ‘lack of clarity/information 85% according it ‘high importance’. Notably,
regarding position or location’ (42%). workers in Africa (75%) were significantly more
concerned than those in Europe (50%) and
Happily, when asked if the Energy industry North America (53%), again corresponding with
offered a safe environment, an overwhelming employers in those regions. Active job seekers
majority (70%) said they felt ‘very confident’ were particularly likely to accord Health & Safety
or ‘extremely confident’ that this was the heavy importance, with more than one in ten
case. Even more encouragingly, a similar (11%) saying it was their top priority.
figure was reported on the business side (68%)
when asked if they felt their Health & Safety There is also significant geographical divergence
reputation was a factor when trying to hire new when it comes to concerns about Health &
talent, with companies in Africa (79%) and Asia Safety compliance. Globally, more than a third
(77%) particularly conscious of the importance (36%) have concerns over compliance in one or
of preserving their credentials in this area. more regions. The Middle East (30%), India (30%),
and West Africa (29%) were the top three cited
This maps closely to employee expectations by workers, while the USA was named by more
as, when asked how relevant Health & Safety than one in five (21%).

* This graph is highlighting results from a multi select question. As a result, the total response percentage exceeds 100%. 19
 Energy Outlook

Training and compliancy

Among respondents who are currently in LEVEL OF HEALTH & SAFETY TRAINING PROVIDED
employment (both permanent and contractors),
only 63% say they feel confident about their
employer's Health & Safety practices, while High quality Basic
only 57% agree that their companies offer
high quality Health & Safety training. Most Average None
concerning, nearly one in six (13%) reported
that their employer offered either ‘basic’ Health 3,5%
& Safety training, or none at all.

These figures, combined with the fact that 10,6%

a third of those in work (32%) felt that their
company needed to invest more in Health 57,4%
& Safety training, clearly shows that there 28,5%
is widespread requisite for businesses
to further expand their Health & Safety
programmes – especially in Africa and the
Middle East where the figures were 51% and
44% respectively.

“
When asked why they
might rule out certain
opportunities, the number
one reason cited by
employees was a company
having a poor reputation for
Health & Safety (50%), with
a further 39% citing lack of
access to reliable medical
treatment.

20
Health & Safety

Partners and processes

Finally, while two-thirds (67%) of employers say It all ties together. As we move toward the
that all partners should be fully trained in Health world of lump sum bids and racing toward
& Safety and be capable of following emergency the bottom dollar, we must look at how we
procedures, just under half (45%) say they spend and how we keep people at work…
constantly monitor procedures and processes Safety. Suppose you truly operate in the world
for improvement. of safety first, quality second, and production
as a by-product. In that case, you will be
“Safety is only essential to those who are (through the reduction of EMR and TRIR rates
alive. Focusing on safety as a company is a and people not missing work due to injury or
fundamental activity while pursuing growth, illness) a more agile and profitable company,
the ability to be agile, and concern for your which is a company anyone would want to
fellow colleague and bottom line. Many work for as this results in higher wages due to
times, companies see safety as a cost vs. an lower operating cost and sustainability for the
investment. In the market today, organizations company which translated to job security.
are in a constant race to the bottom when
it comes to quotes and looking at future Safety keeps employees working
opportunities. One of the more significant Quality keeps them safe
expenditures in business is insurance. Production is the thing in which returns the
Insurance is based on risk. Reduce risk, reduce investment on caring about people…”
cost. Reduce cost, increase agility. Increase
agility, increase opportunities. Increased — Cody Duane Rosier, CEO & Founder at
opportunity, increase headcount through wins. ZALEMO

21
 Energy Outlook

Future
outlook
Key insights
● The number of employers with a set
objective to have more than half of their
workforce be local talent has nearly
doubled from 10% to 19%
● A significant majority (65%) believe that
the Energy industry is constantly going
through unpredictable cycles of boom
and bust
● The number of employees receiving
health plans and bonuses as part of
their benefits package has risen by 18%
and 15% respectively

22
Future Outlook

23
 Energy Outlook

An industry in transition
Looking ahead, it’s highly encouraging to see that related fears. Six in ten (60%) also said that
a healthy majority of workers (58%) feel confident increasing interest in renewables and alternative
about the future of the industry as it transitions Energy sources were behind reduced demand for
away from conventional Energy sources, but Oil & Gas.
workers are under no illusions about the profound
impact climate change is set to have. A significant majority (65%) also believe that
the Energy industry is constantly going through
Nearly two-thirds (63%) said that severe climate unpredictable cycles of boom and bust, indicating
change will affect the future of the industry, while that the process of transitioning away from
more than half (54%) said that the move away conventional Energy is unlikely to be a smooth,
from Oil & Gas was being driven by climate- linear progression.

THE BIGGEST CHALLENGES IN THE INDUSTRY STATEMENTS - AGREE/DISAGREE

Strongly agree Neither agree or disagree Strongly disagree

Somewhat agree Somewhat disagree

The world is moving away Increasing interest in renewable Severe climate change will have
from Oil & Gas due to climate and alternative energies will lead to an impact on the future of the
change fears reduced demand for Oil & Gas Energy industry

11,0% 7,8% 5,9%

20,9% 23,8% 12,8% 30,2%
14,9% 13,6%

19,1% 17,9%
20,4% 32,8% 35,7% 33,2%

“Workers inside the industry know as well as we’re seeing a huge amount of Venture Capital
anyone that, while conventional Energy still has investment flowing into innovative, carbon-
a few good years left, the balance is shifting neutral companies which is allowing them to
towards renewables, and so are becoming flex financial muscles they’ve not had until now.”
more strategic about how they’re planning
their career paths. An increasing number of — Hari Singh, Sales Director at
governments are setting net zero targets and Oilandgasjobsearch.com

24
Future Outlook

THE BIGGEST CHALLENGES IN THE INDUSTRY STATEMENTS - AGREE/DISAGREE

I feel confident about the future of the industry

Strongly agree
7,3%
10,2% Somewhat agree
33,2%

23,8% Neither agree or disagree

25,5% Somewhat disagree

Strongly disagree

Another positive sign for 2021 is that nearly EXPECTED INCREASE OF WORKFORCE IN 2021
two-thirds of employers (65%) expect their
workforce to increase in the next twelve
months, which could lead to substantial +10% 5-10% Up to 5% Same Decrease
industry growth overall. Indeed, nearly a 23,4% 20,0% 20,4% 27,2% 9,0%
quarter (23%) suggest they will see the
number of roles go up by more than 10%. A
little more than a quarter (27%) believe they
will remain the same, and less than one in ten
(9%) think their staff levels will decrease.

“
Nearly two-thirds of
employers (65%) expect
their workforce to Same Decrease
27,2% 8,9%
increase in the next twelve
months, which could lead
to substantial industry
growth overall.

25
 Energy Outlook

The future of remuneration

With skilled candidates in short supply and many On the other end, 17% of workers have seen their
workers considering their options, it’s essential income decrease, up from around 10% in 2019.
for employers to make sure they’re remaining While the 7 points decrease from 2019 is not
competitive in terms of remuneration. In 2020, surprising given the economic hit of COVID-19,
around two fifths of all workers (41%) reported the trend is likely to be short-lived with larger
receiving a raise, with workers in Asia (50%), salary rises expected in 2021 once the impact
the Middle-East (45%) and Africa (44%) being of the pandemic has subsided. More than half of
significantly more likely to have received a raise respondents (52%) said they anticipate salaries
compared to those in South America (33%), North will rise again in the next 12 months, highlighting
America, Europe or Australasia (35% respectively). the resiliency of the sector.

SALARY CHANGES IN 2020

+10% 5-10% Up to 5% Same Decrease

18,4% 14,3% 8,7% 41,8% 16,8%

26
Future Outlook

AVERAGE YEARLY SALARIES FOR EMPLOYEES IN 2020*

REGIONAL RENEWA-
OIL & GAS MINING ALL**
AVERAGE BLES

North America 86,185.77 92,329.97 97,121.50 76,228.03 79,471.16

South America 45,865.36 47,726.94 47,793.78 45,874.64 38,467.40

Europe 61,589.70 69,407.49 61,972.30 49,857.18 52,536.60

Africa 31,170.14 32,723.57 32,209.99 29,535.28 29,509.30

Middle East 40,656.19 48,998.56 55,238.78 29,911.42 33,170.22

CIS 47,179.11 50,371.96 53,905.81 48,071.06 35,226.91

Asia 33,460.51 38,319.89 29,752.59 28,949.35 28,573.81

Australasia 79,293.00 95,166.40 75,672.78 77,802.12 62,832.96

AVERAGE DAILY RATES FOR CONTRACTORS IN 2020*

REGIONAL RENEWA-
OIL & GAS MINING ALL**
AVERAGE BLES

North America 711.19 753.07 663.22 651.43 639.09

South America 689.15 701.22 714.75 634.19 692.79

Europe 674.34 677.79 631.2 714.93 618.18

Africa 568.84 544.86 552.96 542.25 664.59

Middle East 749.19 738.13 730.62 834.20 726.04

CIS 651.43 616.18 461.44 791.78 650.41

Asia 621.20 628.94 648.27 623.63 547.93

Australasia 713.91 826.43 623.16 677.12 519.30

* Rates quoted in USD

** Represents average salaries for professionals operating in all 3 sectors
Further details are available on demand. Contact us. 27
 Energy Outlook

Three fifths of employees (61%) now say they available and how a given role is likely to affect their
receive benefits on top of their salaries, an uptick long-term career progression – when deciding on a
from 57% the previous year. Benefit packages new opportunity, and many companies need to re-
diverge sharply by region with respondents in assess their offering to see whether it’s genuinely
South America (70%), the Middle East (70%), and competitive in the current market.
Asia (67%) significantly higher than Europe (46%)
and Australasia (42%). Bonuses (53%) and Health Plans (47%) were
the two most common benefits received - up
One of the most important findings from this sharply from 2019 in both cases - followed
research is that salary alone just is not enough by a company car or other form of travel
anymore. Candidates are more conscious of the assistance (25%), housing (21%), and
overall package – including what sort of training is overtime (20%).

BENEFITS RECEIVED BY WORKERS IN 2020*

60
53,2%

46,9%
50

40

25,4%
30
21,6% 19,7%
19,3% 19,2%
17,0% 16,0%
20

5,6% 6,9% 9,2%

4,8% 4,9% 4,1%
10 3,7% 2,5%
2,8%
1,9%

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28 * This graph is highlighting results from a multi select question. As a result, the total response percentage exceeds 100%.
Future Outlook

Empowering local talent

“The limitations on global mobility due to executing an effective nationalisation scheme

COVID-19 has had a profound impact on the way is a complex, long-term investment as Karim
that many Energy employers operate, and we Abdellaoui outlines:
don’t yet know when – or even if – we will be
returning to the same pre-COVID normality in “Building an efficient local workforce cannot
the industry. be done overnight or by taking shortcuts.
Companies need to immerse themselves
With so many companies impacted financially in the local culture, build strong networks
it may become essential for them to reduce with governments to enable skilled overseas
travel budgets and the reliance on expats by professionals to assist with knowledge
recruiting, educating, and developing local transfer, and partner with educational
talent. If this is the case, companies may become institutions to ensure a steady flow of
more reliant on bringing in only key experienced talented national graduates that will lead
expats to undertake the training for the local their business for the future.”
workforces. This will result in an increased
demand for services such as long-term visa’s — Karim Abdellaoui - Regional Manager ME &
and accommodation as opposed to relying on APAC at Oilandgasjobsearch.com.
a heavy volume of travelling expats for short-
term assignments, changing the scope of global Crafting a successful nationalisation/localisation
mobility services." programme requires a lot of detailed planning.
Companies need to identify the specific skills
— Shelley Lloyd – Global Mobility Specialist at Brunel shortages that they wish to address, as well
as how they intend to overcome potential
With so many businesses already facing skill challenges, such as managing the visa process
shortages, it’s essential to reduce reliance on for bringing in expats as trainers or securing
expats by recruiting, educating, and developing necessary tax breaks from local governments.
local talent in key regions. Therefore, another Strategies such as having representatives who
key trend which is expected to grow significantly speak the local language or understand local
in the coming years is companies investing more culture can make a huge difference in ensuring a
in nationalisation/localisation initiatives. smooth rollout of the programme.

While the overall number of employers with There is a distinct geographic divergence when
localisation targets hasn’t changed significantly it comes to localisation initiatives, with Africa
since 2019 (78% compared to 82% in 2019), the (28%), Asia (27%), and the Middle-East (20%)
number of companies with a concrete objective far more likely to adopt such measures than
of having over half their workforce be local Europe (8%) or North America (7%). Indeed,
has doubled (19% up from 10%), indicating that employers in North America (48%) are by far the
companies which have adopted this approach most likely not to have any form of localisation
are seeing benefits and have expanded their initiative, significantly higher than Europe (28%)
ambitions in 2021. However, creating and and more than double the global average (22%).

29
 Forecasting
trends for
2021

The overall picture that emerges from the findings is, that while there are plenty of reasons
for confidence about the future of the industry, there is also a great deal of uncertainty as
to how these competing dynamics will play out. Nevertheless, there are some key trends to
watch for as we move into 2021:

THE MOVE TO NET ZERO

Unquestionably, the biggest story over the “The 2020 election could be a pivotal turning
next few years will be how the growth path point for the Energy industry, with President
to green Energy develops. Governments Biden already committing the USA to rejoining
and international organisations around the the Paris Accords and transitioning to net zero by
world, including the UK, EU, and China have 2050. Governments around the world are taking
all announced plans to achieve net zero stronger stances than ever when it comes to
emissions within the next three to four reducing carbon emissions, and it would not be
decades. In the US, the new administration surprising to see a great deal more funding made
seems set to diverge sharply from its available for Renewables in the near future.”
predecessor when it comes to Energy policy,
which could be highly beneficial for American — Alex Fourlis, Managing Director at
green Energy. Oilandgasjobsearch.com

30
Energy Outlook

DURABILITY OF CONVENTIONAL ENERGY

According to the International Energy Agency “A key factor in the prolonged health of
(IEA), under a sustainable development conventional Energy companies is the
scenario, future production of oil and natural investment in cutting edge technology, such as
gas over the next two decades will still be Artificial Intelligence, sensors and digital twins.
worth around $12tn. Transitioning away from Having ‘smart’ assets and oilfields is a key driver
conventional Energy infrastructure will also behind companies’ ability to extend the life
take a significant amount of time. Therefore, of existing assets, reduce costs, and improve
while Renewable Energy is set to rise, there worker's safety. These improvements are crucial
is still plenty of life in the Oil & Gas and to the on-going competitiveness of conventional
Mining sectors for the foreseeable future. Energy.”

A MORE DIVERSE INDUSTRY

Issues of gender and racial equality topped 100% focused on finding the best specialists
the agenda again throughout 2020, offering a we must strive to ensure we also consider
reminder of the importance of diversity in all the diversity of the workforce as a priority.
walks of life, including the workplace. Research Human relationships are based on our ability to
has shown repeatedly that more diverse connect with one another, with so much of the
workforces are better for innovation, result in world now virtual, we must work harder to find
happier and more productive employees, and those connections. We should all look to play
increase retention levels. Embracing diversity will a more responsible role when re-building the
be vital for companies looking to manage the on- industry for the future and ensure we consider
going energy transition in the coming years. the right specialists with the right skills but
pay close attention to cultures to ensure the
“The extraordinary events of 2020, and the industry has the right balance of expertise from
ensuring economic crisis, has brought focus every background.”
to a host of cultural imperatives. Together
we must challenge ourselves in our methods — Beth Bowen, Managing Director America’s at
of recruitment and hiring processes. Always Brunel

31
 Energy Outlook

Methodology and
demographics
Over 22,000 people from 15 different sectors
and 191 countries across the Energy industry
took part in the survey, with more than 100
responses from 35 nations. All respondents
answered the questions online between 26th
June and 6th October 2020, and the research
was conducted by 3Gem Research and
Insights.

SECTOR OF EMPLOYMENT

SECTOR EMPLOYMENT*

Oil & Gas - Upstream 41,2%

Oil & Gas - Midstream 24,2%

Oil & Gas - Downstream 29,0%

32
Energy Outlook

SECTOR EMPLOYMENT*

Renewables - Biogas 4,7%

Renewables - Solar 8,0%

Renewables - Hydropower/Tidal 4,9%

Renewables - Windpower 6,5%

Mining - Concept 1,3%

Mining - Exploration 3,1%

Mining - Discovery 1,2%

Mining - Development
2,7%
(pre-construction)

Mining - Construction 8,0%

Mining - Production (Operations & maintenance) 9,1%

Mining - Mine closure & rehabilitation 1,0%

Mining - Monitoring & evaluation 2,7%

All 24,0%

* This graph is highlighting results from a multi select question. As a result, the total response percentage exceeds 100%. 33
 Energy Outlook

AGE
15,3%
13,6% 13,7%
12,1% 11,9%
9,5%
8,6%
7,8%

4,8%

1,9%
0,8%
0%

<18 18-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65> N/A

GENDER

Male

Female

Non-Binary

N/A 89,9% 9,6% 0,1% 0,4%

SENIORITY 3,7% 1,9%

3,8%
Graduate Senior 3,3%
9,2%
Entry-Level Lead/Principal 15,3%

Junior Manager 8,0%

10,6% 7,9%
Operator/Technician VP/Director

Intermediate Other 13,3%

23,0%

Mid Senior

34
Energy Outlook

REGION
21,3%
24,0%
16,8%

12,2%

16,2%
2,2%

3,3% 4,0%

North America Europe Middle East Asia

South America Africa CIS Australasia

EMPLOYMENT TYPE

9,0%

Permanent/full-time Contract short-term 16,6%

43,6%
Permanent/part-time Contract long-term 5,5%

Contracted direct Seeking employment 8,9%

4,9%
9,2%
Contracted by agency Currently unemployed
2,3%

35
Contact

Brunel International N.V. Oilandgasjobsearch.com

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1066 EP Amsterdam Houldsworth Mill
The Netherlands Stockport SK5 6DA
United Kingdom

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