The energy and industrial sectors in Australia are transforming, with companies under pressure to work smarter, safer, and greener. As operations continue to go digital, the demand for data-savvy IT talent is surging.
At Paxus, we are seeing that modern energy firms aren’t just looking for engineers, they are actively recruiting for data engineers, cloud specialists, cybersecurity consultants, and automation architects who can help evolve operations and drive meaningful, technology-led change.
To learn more about what’s driving these trends and what it means for employers and professionals alike, we sat down with Emile Stanton, Paxus’ Industrial & Energy Sector Head.
Q: From your perspective, how is the energy and industrial job market evolving, particularly as companies push for greater operational efficiency, safety, and sustainability?
The job market across Australia’s energy, mining and industrial sector is evolving quickly as organisations double down on operational efficiency, safety, and sustainability targets. From a technology perspective, this shift is creating significant demand for digital talent who can modernise core systems and enable smarter, data driven operations. Companies are investing heavily in advanced analytics, automation, and integrated OT/IT environments to streamline processes, reduce downtime, and meet regulatory and ESG expectations. As a result, roles that support these capabilities such as data engineers, cloud specialists, cyber security consultants, developers, and solution architects are in high demand.
Sustainability initiatives are also reshaping the market. Organisations are accelerating investment in electrification, renewable integration, carbon tracking systems, and digital monitoring tools. This is creating a need for IT professionals who can build secure data pipelines, develop digital reporting frameworks, and support real time emissions tracking and optimisation. Likewise, the push for safer operations is driving further adoption of remote operations centres, autonomous equipment, and predictive maintenance technologies – all of which demand IT talent skilled in edge computing, systems integration, and advanced analytics.
Overall, the market is shifting from traditional, siloed roles toward hybrid IT profiles that combine technical expertise with operational understanding. Organisations increasingly seek candidates who can translate operational challenges into digital solutions, positioning digital talent as a critical enabler of productivity, compliance, and sustainability outcomes.
Q: What technology advancements are having the biggest impact on how organisations operate and hire in this sector right now?
Technology adoption in this sector is rapidly accelerating, and this is directly influencing hiring activity. AI, machine learning, and advanced analytics are driving more data-driven decision-making across the asset lifecycle — from predictive maintenance to production optimisation. IIoT and sensor technologies are providing unprecedented volumes of real-time operational data, increasing demand for candidates skilled in automation and data engineering. Digital twins and simulation models are becoming standard tools for planning, scenario modelling, and asset performance forecasting.
Remote operations, robotics, and automation systems continue to reduce manual and hazardous work, creating the need for consultants who can manage, optimise, and secure these systems. Cybersecurity and cloud expertise is also proving crucial in the merging between IT and OT environments, prompting companies to prioritise hiring security architects, OT security specialists and cloud engineers who understand industrial operations.
Whilst demand in these niche roles continues, so does the demand of project services professionals including business analysts, project managers and change managers. They ensure large-scale digital initiatives are effectively delivered and embedded. These roles bridge technical teams and operational stakeholders, manage scope and governance, and lead the cultural and behavioural changes needed for successful adoption. Without them, organisations struggle to realise the full value of their technology investments.
Q: Between the rise of data-driven operations and broader industry pressures, what capabilities are organisations prioritising most, and why?
In response to increasing digitalisation and external market pressures, companies are prioritising capabilities that directly improve operational outcomes, strengthen compliance, and mitigate risk. Data engineering and analytics skills sit at the top of this list because organisations recognise the value of leveraging their existing operational data to reduce downtime, improve asset reliability, optimise performance, and improve decision-making.
Automation and remote-operations capabilities are also key, helping companies improve safety and working conditions, stabilise operations in remote locations, and reduce dependency on travel. Project services functions are increasingly critical to deliver complex, large-scale digital initiatives. Companies are also maturing their workforce planning and ability to flex their talent models in line with project cycles, so they can mobilise quickly when approvals or decisions shift.
Q: With high demand for data and technical skills, how are organisations approaching talent retention and forecasting workforce needs to address skills gaps?
To tackle skills shortages, organisations are investing heavily in workforce development, retention strategies, and long-term capability forecasting. Many are building internal academies or partnering with educational institutions to reskill existing staff into high-demand areas such as data engineering, automation, cloud, and cybersecurity.
Workforce planning is becoming more closely aligned with project pipelines, mapping talent needs to project approval cycles, construction phases, and operational timeframes. This helps companies decide when to hire permanent staff, when to leverage contractors, and when to develop talent internally.
Retention strategies include offering clearer career paths in digital and technical streams, providing flexibility where operationally possible, and using targeted benefits or bonuses to retain scarce skillsets.
Expanding talent pools is another focus through migration pathways, graduate programs, and diversity-focused initiatives. These help broaden participation in technical roles.
Trusted recruitment partners are increasingly valuable. With talent shortages widespread and highly specialised skills difficult to source, organisations are relying more heavily on specialist recruiters who understand the nuanced requirements of energy, mining, and industrial IT roles. These partners provide market intelligence, access to passive talent pools, benchmarking insights, and rapid mobilisation of both permanent and contingent workers. By collaborating with recruitment partners early — particularly during forecasting and project‑planning phases — organisations are better equipped to anticipate skills gaps, reduce time‑to‑hire and maintain continuity across critical digital initiatives.
Q: What guidance would you give to organisations and professionals navigating these changes in the energy and industrial market?
For organisations, the most important step is to align hiring decisions to strategic project timelines and digital transformation priorities. Instead of hiring reactively, companies would benefit from mapping their critical roles in advance and planning how to acquire or develop each capability, whether through internal development or leveraging trusted resourcing partners. Developing hybrid skill sets internally — where domain experts gain competency in data, automation, or cloud technologies — is one of the most cost-effective and sustainable workforce strategies. Considering ongoing talent shortages, organisations that combine internal upskilling pathways with well-structured use of contractors will be best positioned to maintain operational continuity.
An increasingly vital part of this strategy is partnering with trusted recruitment specialists. The complexity of modern digital roles — and the scarcity of skilled professionals across the energy, mining, and industrial sector — means organisations benefit significantly from recruitment partners who understand market conditions, emerging skill trends, and niche technical requirements. Engaging these partners early allows companies to forecast talent needs more accurately, shorten hiring timelines, access passive candidate networks and ensure project-critical roles are secured ahead of demand.
For professionals potentially looking for their next opportunity, the focus should be on developing a T-shaped skillset: deep expertise in a core area complemented by digital capabilities such as data analysis, cloud, automation, or OT cybersecurity. Candidates should aim to demonstrate measurable impact, which sets them apart in a competitive market. Working with trusted recruitment partners can provide early insight into emerging opportunities, access to unadvertised roles, and guidance on how to align skills with evolving industry demand. Staying adaptive, digitally capable, and connected to market trends positions candidates to thrive as the energy and industrial sector continues to transform.
Key Takeaway
Australia’s energy and industrial sector is evolving rapidly, with technology, data, and digital talent at the heart of operational efficiency, safety, and sustainability. Success for organisations hinges on strategic workforce planning, hybrid skill development, and partnering with trusted recruitment specialists. For professionals, adaptability and cross-functional digital expertise are key to thriving in this dynamic market.
Learn More & Connect
Discover how Paxus can support your energy and industrial recruitment strategy and connect with the right talent. Explore our
Energy &
Industrial Recruitment Services to learn more about how we can assist you with your next hire.
For personalised advice or to discuss your organisation’s hiring needs,
reach out to our Energy & Industrial Sector Head, Emile Stanton.
