TECHNICAL PROGRAMME | Energy Leadership – Future Pathways
Human Capital - Attracting, Training and Retaining
Forum 30 | Hall 10 - Technical Programme 5
29
April
14:30
16:00
UTC+3
Our industry is working on strategies in harsh markets to attract the best talent, in competition with other key industries striving for the same goal. The main aim of this forum is to discuss the practices and solutions required to attract the best talent and ensure we develop and retain that talent in our industry. How can we make the oil, gas and energy sector more attractive for talent development? What are the tools required to provide the best training is a question we must regularly consider. Demonstrating that we are focused on talent management is essential in this competitive market to guarantee development of the next generation.
The energy sector is currently facing significant challenges in attracting, training and retaining top talent, especially with the growing global competition and the industry's increasing need for innovation and diversity. One of the critical barriers is the underrepresentation of women, which limits both workforce diversity and the sector's potential for innovation. This paper introduces the Women10x Ecosystem, an industry-wide initiative that seeks to address the systemic barriers, workplace cultures and systems that hinder women’s participation and opportunity in the energy sector. It is supported and governed by a coalition comprising WPC Energy, iSAW (International Strategic Accelerator for Women) and LEWAS (Leadership Excellence Women Awards and Symposium), and leverages iSAW’s digital platform, which enables change agents in energy companies, associations and women’s organizations to share and learn from each other in real time. The ecosystem is designed to foster fairer and healthier workplaces where both women and men can thrive, and support women’s growth through targeted sharing of best practices and crowd-sourcing solutions, ultimately contributing to the attraction and retention of diverse talent. Through a detailed analysis of case studies, including JAPEX (Japan Petroleum Exploration Co., Ltd.)’s successful involvement with the Women10x initiative, the paper suggests that targeted programs are causing positive outcomes in the improvement of the recruitment, retention, and long-term career advancement of women. These programs focus on building women’s leadership capabilities and creating a more inclusive, equitable, and diverse work environment within the energy sector.
The paper also explores strategies for attracting women to the sector, including the establishment of role models, the promotion of diversity and inclusion initiatives, and leveraging digital tools to offer flexible learning and networking opportunities. These strategies aim to break down barriers to entry and ensure a more equitable work environment for women. The paper concludes by calling for widespread industry adoption of these practical solutions to position women as key contributors to the energy sector’s sustainable growth and competitive advantage, ensuring a more diverse, innovative, and future-ready workforce.
The paper also explores strategies for attracting women to the sector, including the establishment of role models, the promotion of diversity and inclusion initiatives, and leveraging digital tools to offer flexible learning and networking opportunities. These strategies aim to break down barriers to entry and ensure a more equitable work environment for women. The paper concludes by calling for widespread industry adoption of these practical solutions to position women as key contributors to the energy sector’s sustainable growth and competitive advantage, ensuring a more diverse, innovative, and future-ready workforce.
In today’s increasingly competitive job market, the oil, gas, and energy sector faces a critical challenge—how to attract, develop, and retain top talent. As other industries continue to advance their human resource strategies, our sector must also evolve and become a compelling career choice for the new generation of professionals. The aim of this forum is to share proven and emerging approaches that can help our industry position itself as an attractive and future-focused employer.
A key factor in this transformation is the investment in modern training facilities and comprehensive talent development systems. The ORLEN Unipetrol Training Center stands as a strong example of this strategy. It offers realistic simulations of operational units, distillation columns, steam systems, fire safety polygons, and analytical laboratories. Through close collaboration with schools and universities, summer jobs, internships, and mentoring, the company creates a direct recruitment pipeline from elementary education to university graduates.
A significant milestone in strengthening this educational link is our strategic partnership with the University of Chemistry and Technology (VŠCHT Prague). In 2014, this collaboration led to the opening of the VŠCHT University Center directly within our chemical production site—making it the only facility of its kind in the Czech Republic. This center bridges theoretical knowledge with practical experience, providing students and researchers with direct access to modern infrastructure and real-world industry expertise.
This integrated approach not only strengthens technical skills but also encourages long-term engagement by proving that our sector values education, professional growth, and job stability. Simulation-based crisis training and safety modules prepare future operators to handle real operational challenges with confidence.
This paper will explore the key tools and methods necessary to sustain this momentum: targeted recruitment strategies, experiential learning models, digital training platforms, and cross-sector partnerships. It is essential to demonstrate that we value our workforce and are willing to invest in their future.
To stay competitive in the race for talent, we must redefine our industry—from one that is traditionally conservative to one that is driven by innovation, safety, sustainability, and personal development. Only by doing so can we ensure the continuous growth of the next generation of professionals.
A key factor in this transformation is the investment in modern training facilities and comprehensive talent development systems. The ORLEN Unipetrol Training Center stands as a strong example of this strategy. It offers realistic simulations of operational units, distillation columns, steam systems, fire safety polygons, and analytical laboratories. Through close collaboration with schools and universities, summer jobs, internships, and mentoring, the company creates a direct recruitment pipeline from elementary education to university graduates.
A significant milestone in strengthening this educational link is our strategic partnership with the University of Chemistry and Technology (VŠCHT Prague). In 2014, this collaboration led to the opening of the VŠCHT University Center directly within our chemical production site—making it the only facility of its kind in the Czech Republic. This center bridges theoretical knowledge with practical experience, providing students and researchers with direct access to modern infrastructure and real-world industry expertise.
This integrated approach not only strengthens technical skills but also encourages long-term engagement by proving that our sector values education, professional growth, and job stability. Simulation-based crisis training and safety modules prepare future operators to handle real operational challenges with confidence.
This paper will explore the key tools and methods necessary to sustain this momentum: targeted recruitment strategies, experiential learning models, digital training platforms, and cross-sector partnerships. It is essential to demonstrate that we value our workforce and are willing to invest in their future.
To stay competitive in the race for talent, we must redefine our industry—from one that is traditionally conservative to one that is driven by innovation, safety, sustainability, and personal development. Only by doing so can we ensure the continuous growth of the next generation of professionals.
The global energy sector faces a dual challenge: meeting rising demand while competing for top talent in a marketplace where industries such as technology and finance often appear more attractive to emerging professionals. Attracting, developing, and retaining skilled individuals requires more than competitive pay—it requires building a culture where people feel valued, supported, and empowered to grow.
This paper examines how leadership development and human performance coaching can serve as critical differentiators in talent strategy. Drawing from case studies across oil, gas, chemical manufacturing, port infrastructure, and wind energy, it shows how deliberate investment in individuals—through field-based coaching, leadership development, and continuous improvement cycles—drives stronger safety, performance, and retention.
Structured leadership programs—designed to cascade from senior executives to frontline supervisors—create lasting cultural impact. When leaders consistently model shared values and behaviors, organizations build alignment, accountability, and trust. Embedding these principles into supervisors’ daily practices directly influences safety, performance, engagement, and retention.
Key findings show:
By positioning leadership and human performance development not only as operational investments but as people-focused strategies, energy companies close leadership gaps, strengthen resilience, and enhance loyalty. Reframed as retention multipliers, these initiatives address the challenge of sustaining a high-performing workforce through the energy transition.
Ultimately, the evidence underscores a simple truth: investing in people is investing in performance. Companies that embed structured, cascading leadership programs create cultures that reduce incidents, improve outcomes, attract talent, and ensure smoother integration during change. In doing so, they build workplaces where talent chooses to join, stay, and lead the future of energy.
This paper examines how leadership development and human performance coaching can serve as critical differentiators in talent strategy. Drawing from case studies across oil, gas, chemical manufacturing, port infrastructure, and wind energy, it shows how deliberate investment in individuals—through field-based coaching, leadership development, and continuous improvement cycles—drives stronger safety, performance, and retention.
Structured leadership programs—designed to cascade from senior executives to frontline supervisors—create lasting cultural impact. When leaders consistently model shared values and behaviors, organizations build alignment, accountability, and trust. Embedding these principles into supervisors’ daily practices directly influences safety, performance, engagement, and retention.
Key findings show:
- Improved safety and reliability: Incident rates decrease when supervisors receive targeted leadership and communication training, enabling proactive risk management and open reporting.
- Greater engagement and retention: Early-career employees remain longer when mentorship and human factors coaching are integrated into operations, reinforcing growth opportunities at every stage.
- Operational resilience: A shared leadership language and consistent development framework provide stability in transitions, align cultures, and minimize disruptions.
- Cross-sector applicability: In wind energy, coaching bridged leadership gaps in operations, improving operator–contractor communication, situational awareness, and technician participation while fostering inclusion and loyalty.
- Competitive differentiation: A visible commitment to leadership development signals that companies offer not just a job, but a career path with advancement and long-term support.
By positioning leadership and human performance development not only as operational investments but as people-focused strategies, energy companies close leadership gaps, strengthen resilience, and enhance loyalty. Reframed as retention multipliers, these initiatives address the challenge of sustaining a high-performing workforce through the energy transition.
Ultimately, the evidence underscores a simple truth: investing in people is investing in performance. Companies that embed structured, cascading leadership programs create cultures that reduce incidents, improve outcomes, attract talent, and ensure smoother integration during change. In doing so, they build workplaces where talent chooses to join, stay, and lead the future of energy.
Vlada Streletskaya
Vice Chair
Expert, UNESCO Center
Saint Petersburg Mining University
Russia
The energy sector is currently facing significant challenges in attracting, training and retaining top talent, especially with the growing global competition and the industry's increasing need for innovation and diversity. One of the critical barriers is the underrepresentation of women, which limits both workforce diversity and the sector's potential for innovation. This paper introduces the Women10x Ecosystem, an industry-wide initiative that seeks to address the systemic barriers, workplace cultures and systems that hinder women’s participation and opportunity in the energy sector. It is supported and governed by a coalition comprising WPC Energy, iSAW (International Strategic Accelerator for Women) and LEWAS (Leadership Excellence Women Awards and Symposium), and leverages iSAW’s digital platform, which enables change agents in energy companies, associations and women’s organizations to share and learn from each other in real time. The ecosystem is designed to foster fairer and healthier workplaces where both women and men can thrive, and support women’s growth through targeted sharing of best practices and crowd-sourcing solutions, ultimately contributing to the attraction and retention of diverse talent. Through a detailed analysis of case studies, including JAPEX (Japan Petroleum Exploration Co., Ltd.)’s successful involvement with the Women10x initiative, the paper suggests that targeted programs are causing positive outcomes in the improvement of the recruitment, retention, and long-term career advancement of women. These programs focus on building women’s leadership capabilities and creating a more inclusive, equitable, and diverse work environment within the energy sector.
The paper also explores strategies for attracting women to the sector, including the establishment of role models, the promotion of diversity and inclusion initiatives, and leveraging digital tools to offer flexible learning and networking opportunities. These strategies aim to break down barriers to entry and ensure a more equitable work environment for women. The paper concludes by calling for widespread industry adoption of these practical solutions to position women as key contributors to the energy sector’s sustainable growth and competitive advantage, ensuring a more diverse, innovative, and future-ready workforce.
The paper also explores strategies for attracting women to the sector, including the establishment of role models, the promotion of diversity and inclusion initiatives, and leveraging digital tools to offer flexible learning and networking opportunities. These strategies aim to break down barriers to entry and ensure a more equitable work environment for women. The paper concludes by calling for widespread industry adoption of these practical solutions to position women as key contributors to the energy sector’s sustainable growth and competitive advantage, ensuring a more diverse, innovative, and future-ready workforce.
The global energy sector faces a dual challenge: meeting rising demand while competing for top talent in a marketplace where industries such as technology and finance often appear more attractive to emerging professionals. Attracting, developing, and retaining skilled individuals requires more than competitive pay—it requires building a culture where people feel valued, supported, and empowered to grow.
This paper examines how leadership development and human performance coaching can serve as critical differentiators in talent strategy. Drawing from case studies across oil, gas, chemical manufacturing, port infrastructure, and wind energy, it shows how deliberate investment in individuals—through field-based coaching, leadership development, and continuous improvement cycles—drives stronger safety, performance, and retention.
Structured leadership programs—designed to cascade from senior executives to frontline supervisors—create lasting cultural impact. When leaders consistently model shared values and behaviors, organizations build alignment, accountability, and trust. Embedding these principles into supervisors’ daily practices directly influences safety, performance, engagement, and retention.
Key findings show:
By positioning leadership and human performance development not only as operational investments but as people-focused strategies, energy companies close leadership gaps, strengthen resilience, and enhance loyalty. Reframed as retention multipliers, these initiatives address the challenge of sustaining a high-performing workforce through the energy transition.
Ultimately, the evidence underscores a simple truth: investing in people is investing in performance. Companies that embed structured, cascading leadership programs create cultures that reduce incidents, improve outcomes, attract talent, and ensure smoother integration during change. In doing so, they build workplaces where talent chooses to join, stay, and lead the future of energy.
This paper examines how leadership development and human performance coaching can serve as critical differentiators in talent strategy. Drawing from case studies across oil, gas, chemical manufacturing, port infrastructure, and wind energy, it shows how deliberate investment in individuals—through field-based coaching, leadership development, and continuous improvement cycles—drives stronger safety, performance, and retention.
Structured leadership programs—designed to cascade from senior executives to frontline supervisors—create lasting cultural impact. When leaders consistently model shared values and behaviors, organizations build alignment, accountability, and trust. Embedding these principles into supervisors’ daily practices directly influences safety, performance, engagement, and retention.
Key findings show:
- Improved safety and reliability: Incident rates decrease when supervisors receive targeted leadership and communication training, enabling proactive risk management and open reporting.
- Greater engagement and retention: Early-career employees remain longer when mentorship and human factors coaching are integrated into operations, reinforcing growth opportunities at every stage.
- Operational resilience: A shared leadership language and consistent development framework provide stability in transitions, align cultures, and minimize disruptions.
- Cross-sector applicability: In wind energy, coaching bridged leadership gaps in operations, improving operator–contractor communication, situational awareness, and technician participation while fostering inclusion and loyalty.
- Competitive differentiation: A visible commitment to leadership development signals that companies offer not just a job, but a career path with advancement and long-term support.
By positioning leadership and human performance development not only as operational investments but as people-focused strategies, energy companies close leadership gaps, strengthen resilience, and enhance loyalty. Reframed as retention multipliers, these initiatives address the challenge of sustaining a high-performing workforce through the energy transition.
Ultimately, the evidence underscores a simple truth: investing in people is investing in performance. Companies that embed structured, cascading leadership programs create cultures that reduce incidents, improve outcomes, attract talent, and ensure smoother integration during change. In doing so, they build workplaces where talent chooses to join, stay, and lead the future of energy.
In today’s increasingly competitive job market, the oil, gas, and energy sector faces a critical challenge—how to attract, develop, and retain top talent. As other industries continue to advance their human resource strategies, our sector must also evolve and become a compelling career choice for the new generation of professionals. The aim of this forum is to share proven and emerging approaches that can help our industry position itself as an attractive and future-focused employer.
A key factor in this transformation is the investment in modern training facilities and comprehensive talent development systems. The ORLEN Unipetrol Training Center stands as a strong example of this strategy. It offers realistic simulations of operational units, distillation columns, steam systems, fire safety polygons, and analytical laboratories. Through close collaboration with schools and universities, summer jobs, internships, and mentoring, the company creates a direct recruitment pipeline from elementary education to university graduates.
A significant milestone in strengthening this educational link is our strategic partnership with the University of Chemistry and Technology (VŠCHT Prague). In 2014, this collaboration led to the opening of the VŠCHT University Center directly within our chemical production site—making it the only facility of its kind in the Czech Republic. This center bridges theoretical knowledge with practical experience, providing students and researchers with direct access to modern infrastructure and real-world industry expertise.
This integrated approach not only strengthens technical skills but also encourages long-term engagement by proving that our sector values education, professional growth, and job stability. Simulation-based crisis training and safety modules prepare future operators to handle real operational challenges with confidence.
This paper will explore the key tools and methods necessary to sustain this momentum: targeted recruitment strategies, experiential learning models, digital training platforms, and cross-sector partnerships. It is essential to demonstrate that we value our workforce and are willing to invest in their future.
To stay competitive in the race for talent, we must redefine our industry—from one that is traditionally conservative to one that is driven by innovation, safety, sustainability, and personal development. Only by doing so can we ensure the continuous growth of the next generation of professionals.
A key factor in this transformation is the investment in modern training facilities and comprehensive talent development systems. The ORLEN Unipetrol Training Center stands as a strong example of this strategy. It offers realistic simulations of operational units, distillation columns, steam systems, fire safety polygons, and analytical laboratories. Through close collaboration with schools and universities, summer jobs, internships, and mentoring, the company creates a direct recruitment pipeline from elementary education to university graduates.
A significant milestone in strengthening this educational link is our strategic partnership with the University of Chemistry and Technology (VŠCHT Prague). In 2014, this collaboration led to the opening of the VŠCHT University Center directly within our chemical production site—making it the only facility of its kind in the Czech Republic. This center bridges theoretical knowledge with practical experience, providing students and researchers with direct access to modern infrastructure and real-world industry expertise.
This integrated approach not only strengthens technical skills but also encourages long-term engagement by proving that our sector values education, professional growth, and job stability. Simulation-based crisis training and safety modules prepare future operators to handle real operational challenges with confidence.
This paper will explore the key tools and methods necessary to sustain this momentum: targeted recruitment strategies, experiential learning models, digital training platforms, and cross-sector partnerships. It is essential to demonstrate that we value our workforce and are willing to invest in their future.
To stay competitive in the race for talent, we must redefine our industry—from one that is traditionally conservative to one that is driven by innovation, safety, sustainability, and personal development. Only by doing so can we ensure the continuous growth of the next generation of professionals.
