Over the past several months, a clear pattern has emerged through conversations with clients, candidates and project leaders across the energy sector.
We’re officially in the “E” of EPC.
For many in the industry, this shift will feel familiar. But the pace and consistency of what’s coming through suggests something important: projects are no longer sitting in early feasibility. They’re moving.
From early feasibility to detailed engineering
What we’re seeing right now is a clear transition into detailed engineering and design.
This is reflected in growing demand for:
- Primary engineering
- Secondary engineering
- Substation design
- Generation design and layout roles
These are not speculative hires or “nice to have” roles. They are being driven by projects that are actively progressing.
A noticeable number of these projects are now entering late-stage development, with many reaching (or approaching) financial close.
What this signals for the market
When projects reach this point, it typically signals one thing: construction activity is not far away.
If the current trajectory continues, the industry is likely heading into a period where demand for site-based construction capability increases quickly.
That’s positive for the sector.
But it also brings some very real challenges.
The skills gap is approaching fast
The industry is well aware of the current skills shortage. What’s changing is the urgency.
The question is no longer if skills availability becomes a constraint, but how prepared employers are when demand accelerates.
In many cases, the window to act is not years away – it’s months.
What this means for employers
For employers, this phase of the cycle is a critical planning window.
Those who are best positioned over the next 12-24 months are likely to be the ones who:
- Start workforce planning earlier than feels comfortable
- Identify critical roles that will become scarce once construction ramps up
- Look beyond traditional talent pools and consider adjacent or transferable skill sets
- Invest in upskilling and capability development ahead of peak demand
Waiting until construction activity is fully underway will significantly narrow options and increase competition for the same limited talent.
This is also a moment to reassess how organisations attract and retain people – not just in terms of salary, but in project exposure, development pathways and long-term opportunity.
How we’re advising clients right now
In practical terms, the conversations we’re having with clients are less about immediate hiring volume, and more about readiness.
Right now, we’re encouraging employers to:
- Map out the roles that will become business-critical once construction activity ramps up
- Identify where skills shortages are most likely to emerge across engineering, delivery and site-based roles
- Pressure-test project timelines against realistic talent availability
- Start engaging with talent earlier, even if formal hiring is still months away
In some cases, that means securing key people sooner than planned.
In others, it means exploring different engagement models or building internal capability ahead of demand.
The common thread is simple: organisations that plan early retain more control. Those that wait often find themselves competing for the same limited skill sets at the same time as everyone else.
A moment to think differently
This stage of the EPC cycle presents a genuine opportunity for employers to be proactive rather than reactive.
The conversations happening now around talent strategy, workforce readiness and skills development will have a direct impact on project delivery later.
For organisations willing to plan ahead and think differently, there is a real chance to gain an advantage in an increasingly competitive market.