1、2024The Global EnergyTalent Index ReportWelcome to GETI 2024The Global Energy Talent Index(GETI)was launched in 2017 to chart emerging trends across the global energy workforce.GETI has since drawn on insights from tens of thousands of professionals to create a comprehensive map of a changing energy

2、 landscape and give companies the tools to retain and refresh their skills base.This years report explores how the rise of artificial intelligence(AI)is reshaping everything from job roles to skills in demand and whether workplace policies and training priorities are keeping up.We track the extent o

3、f AI adoption,popularity and policy awareness across the industry and anticipate the major risks and opportunities it presents.This report surveys an industry on the cusp of a technological revolution.Popular technologies from AI language models to autonomous vehicles are transforming processes from

4、 production to inspection.A tech-savvy,young generation accustomed to tools including AI chatbots has turned access to innovations such as AI into a key driver of talent migration.As global skills shortages increase demands on existing workers,automating repetitive tasks could free up time and boost

5、 work/life balance.Amidst flatlining productivity,automation could augment the cognitive capabilities of all workers.Yet AI also introduces many new risks.As algorithms consume great quantities of corporate data,they create cyber security concerns.With AI innovation happening at a rapid pace,there a

6、re risks of misuse or poor adoption.Automation could also come at the expense of human interactions.This year,we examine how this AI revolution will affect everything from job expectations to skills migration for energy workers.Amidst the many risks and opportunities,some key trends have begun to ta

7、ke shape.Training must keep pace with AI-Some employees are yet to read their employers AI policies,and many fear that lack of training could result in misuse or poor adoption.If workers are not encouraged to develop in-demand AI skills from cyber security to communication,an AI skills gap may emerg

8、e in the future.Widespread confusion around which AI tools offer the best fit for each company also indicates a lack of education and knowledge as a barrier to adoption.Meanwhile,a lack of in-house AI skills could expose energy companies to new risks from data breaches to misuse,while increasing lab

9、our costs for in-demand roles such as cyber security.AI adoption should be a focus for recruitment and retention-Access to innovations such as AI is now among the top three drivers for relocation in some sectors and thus increasingly key to recruitment and retention.Energy workers are overwhelmingly

10、 optimistic about AI.They believe it could free time for soft skills development,strategic tasks and families while boosting job satisfaction,productivity,and career progress.Yet most workers still do not use AI in their jobs.With technology the most popular outside industry for energy workers to jo

11、in,late adopters of AI risk losing their staff to more technologically innovative competitors.AI will increase demand for human skills-Far from replacing human workers,the march of the machines is expected to create new gaps in the market for human skills from cyber security to creativity.The majori

12、ty expect AI to increase demand for technical skills from data science to software engineering.With machine learning models unable to think outside their training data,employers may put a premium on lateral thinking with projected demand for soft skills such as creativity and critical thinking.This

13、could remould energy industry job specs and bring in new skills from creatives to robotics technicians.GETI Report 20242Introduction|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryHiring managers can turn these trends to their advantage,by considering

14、 the following actions:Align training with AI demands-Employers should harness training to embed best practices across the workforce with AI awareness treated as equivalent to health and safety awareness.In-house skills development and certifications should be aligned with in-demand skills such as c

15、yber security and robotics while completion could be tied to incentives to ensure in-house skills keep pace with the AI revolution.Companies could democratise digital skills through entry-level,user-friendly AIs such as ChatGPT,rules-based and explainable AIs that explain their workings or open-sour

16、ce AIs,lowering barriers to workforce adoption.Roll out AI across the workforce-With access to innovations such as AI now the biggest driver behind relocation among 1824-year-old energy workers,rolling out AI across the workforce could help retain a new generation who value innovation.This could als

17、o help prevent an exodus of skills to popular adjacent industries.With ambitions for career progression one of the main reasons for leaving jobs,employers could also harness AI to free time for higher value-adding work and accelerate promotions.Automation could be used to boost job satisfaction and

18、talent retention by augmenting the cognitive capabilities of all workers or reducing workloads to improve work/life balance.Redesign employer brands to recruit from outside industries-With over 90%across all sectors expecting AI to increase demand for human skills,energy companies should consider re

19、designing recruitment checklists and widen recruitment nets to attract the digital and soft skills needed for AI.Employer brands should emphasise innovation and ESG reinforced with values statements to attract a younger generation.For example,promoting the opportunity to apply AI to environmental ch

20、allenges such as optimising renewable production could help attract a new wave of young,eco-conscious AI talent from industries such as technology.Hiring managers can harness AIs potential by aligning training with AI demands,supporting the integration of AI across the workforce,and redefining emplo

21、yer brands to attract diverse talent.These steps will help energy companies not only keep up with technological advancements but become pioneers,attracting and retaining a skilled workforce ready for the challenges and opportunities of AI.Janette Marx,Chief Executive Officer at AirswiftGETI Report 2

22、0243Introduction|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 20244ContentsGETI Report 20244Contents69784|MethodologyAbout AirswiftPartner DirectoryMeet the ExpertsRenewablesOil and GasPetrochemicalsPowerNuclearSummaryMethodol

23、ogyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 20245|Methodology This is the eighth annual edition of GETI,the energy industrys most established and comprehensive global workforce trends survey.Building on the success of the seven previous volumes

24、,GETI 2024 draws on the views of almost 12,000 energy professionals in 149 different countries.The 55-question survey was open for nine weeks and closed at the end of October 2023.Airswift and a selection of sector experts subsequently analysed the data to pinpoint the key insights and themes to eme

25、rge from the responses across all sectors.Additionally,Airswift analysed key industry and internal compensation data in the following three tiers:Active contractor headcount Active candidates looking for their next role Third party data benchmarksFor ease of reference,salary and rate data has been a

26、veraged across all countries,but more specific salary information can be provided upon request.The human side of AI From buzzword to bogeyman,AI is perceived in a variety of ways across all industries and energy is no different.However,facing digital distrust,mistrust and scepticism,employers lookin

27、g to make the most of this evolving technology must strike the balance between capitalising on the benefits of AI and alienating the workforce.With a widening skills gap to plug particularly for technical skills such as data analysis,coding,and software development companies must make the most of wh

28、at AI has to offer.Further,with its automation capabilities driving operational excellence particularly for repetitive and time-consuming tasks it is key to unlocking efficiencies and freeing up employees time to work on more meaningful tasks.But is AI still hype,or is it happening?If so,what are th

29、e most prevalent platforms?What do employees think of AI being introduced?Are they fearful or looking forward to enjoying new freedoms?If employees do have more time to focus on complex tasks,what skills might they benefit from developing?This years GETI 2024 aims to help answer these highly pertine

30、nt questions and many others.It aims to provide insights that will help hiring managers and professionals alike to better understand how AI is changing job roles,and what skills will be most prized in the future.MethodologyMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenew

31、ablesNuclearSummaryGETI Report 20246|Airswift is an international workforce solutions provider for STEM professionals in the technology and engineering sectors.For over 40 years Airswift has been transforming lives through the workforce solutions we provide,including talent acquisition,global employ

32、ment and mobility,managed solutions,and consulting.Today,we are an integrated team of 1,000 employees,across 70 offices and over 9,000 contractors.Driven by three corporate hubs in Houston,Manchester,and Singapore,we have a truly global approach and a reach that is unparalleled.We provide strategic

33、support to our customers,resulting in trusted partnerships that are aligned and efficient.Our team of experts are ideally positioned to meet your needs,whether that is finding top talent,mobilising people around the world,implementing an agile workforce strategy or improving decision-making for work

34、force planning.For more information,please visit our website at: About AirswiftAbout AirswiftMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 20247|Partner directoryEnergy Jobline is the leading specialist job board and information hub for t

35、he energy industry globally.We have a global audience reach of over 6 million energy professionals,300,000+global energy jobs advertised daily,and work with the leading energy companies worldwide.We focus on the Oil and Gas,Renewables,Power,and Nuclear markets as well as emerging technologies in EV,

36、Battery,and Fusion.We are committed to sourcing the most talented professionals for our client recruitment campaigns and ensuring we offer the most exciting career opportunities for energy professionals.Our job board is a significant value-add to any energy employer or employee on a global spectrum.

37、Our highly engaged audience use Energy Jobline not only for their job search,but also for the latest energy news,training,events and contractor services.Whether you are looking for a new job opportunity or looking to source the best talent in the energy market,please contact us to discuss in more Du

38、catus Partners delivers executive search,market mapping,leadership consulting and advisory services,operating from its offices in Houston,Rio,Aberdeen,London and Dubai.Ducatus Partners has experience across the entire value chain of the energy,private equity and industrial sectors;partnering with th

39、e worlds largest integrated energy and industrial companies to technology start-ups and the advisors and financiers that support them.For more information please visit:Partner directoryMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 20248|M

40、eet the expertsExpertJanette MarxChief Executive Officer at AirswiftAI expertKen CorriveauFormerly the CIO at Omnicom Media GroupPowerSharon BarclayChief Human Resources Officer at Monument ChemicalRenewablesAdrian SmithExecutive Group Director of Transformation at WorleyOil and GasIan LangleyChairm

41、an at AirswiftNuclearAndrew CrabtreeFounder at Get Into NuclearWenche KjlsIndependent DirectorPetrochemicalsMeet the expertsMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 20249|AI and the Future of Skills in the Energy IndustryThe Global E

42、nergyTalent Index Report2024MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryRenewablesExpertAdrian SmithExecutive Group Director of Transformation at WorleyGETI Report 202411ContentsContents7202425|SalariesGlobal mobilityMethodologyOil and G

43、asAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryAttracting and retaining talentAI in the workplacePopular AI choicesEnthusiasm for AIAI skills for the futureSummaryInfographicGETI Report 202412|Amidst an accelerating clean energy transition,renewables salaries are on an u

44、pward trajectory,with 51 per cent of professionals reporting a pay rise compared to 47 per cent last year.Twenty-four per cent report a salary raise of five per cent or more compared with 20 per cent last year.Among engineers,pay increases have been even higher,with 54 per cent reporting a rise.Hiri

45、ng managers have an even sunnier outlook,with 62 per cent reporting a pay increase and 34 per cent reporting a rise above five per cent,a five per cent increase over the last two years.Salary optimism also remains high,with 73 per cent expecting a pay rise next year compared with 74 per cent last ye

46、ar.Janette Marx,CEO of Airswift,says:“A growing green skills gap has increased competition for talent,which is reflected in rising salaries.Pay is also rising to keep pace with high inflation and interest rates.”RenewablesSalaries are back above pre-pandemic levels as the energy transition accelerat

47、es,but renewables skills are being sought by other sectors and industries,including technology.Renewables are also in a state of flux as rapid AI adoption creates new risks and opportunities.Employers will need to ensure their policies,training,and skills keep pace with the AI revolution.Hiring mana

48、gersProfessionalsSalariesPAY CHANGES REPORTED BY WORKERS AND HIRING MANAGERS IN THE LAST 12 MONTHSIncreased by more than 5%24%34%Increased by 0-5%28%27%2%3%4%2%Stayed the sameDecreased by 0-5%Decreased by more than 5%32%44%50403020100MethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPet

49、rochemicalsPowerNuclearSummaryGETI Report 202413|SalariesAfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaBiomass Engineer 43,552 64,555 78,566 68,957 34,345 53,602 101,579 Business Developmen

50、t Manager 92,430 64,952 115,982 85,010 31,015 61,599 145,807 Civil/Structural Engineer 55,259 43,579 130,676 76,894 30,740 51,458 102,557 Commercial Manager 60,567 81,918 139,948 90,851 33,048 92,471 104,427 Construction Manager 90,226 74,054 176,106 74,608 46,392 77,936 90,384 Design Engineer 53,07

51、4 57,266 105,793 65,272 29,551 47,357 124,584 Electrical Engineer 62,879 55,322 114,862 68,253 32,111 71,056 98,818 HSE Manager 64,837 78,826 160,739 86,057 41,580 71,379 81,543 Maintenance Engineer 73,367 56,369 95,933 86,287 35,436 63,141 94,151 Marine Engineer 83,101 69,399 124,409 64,229 34,703

52、75,815 86,452 Mechanical Engineer 59,630 44,411 99,751 65,683 33,581 58,144 85,884 Operations Manager 64,828 67,864 102,936 76,899 70,596 76,460 83,686 Project Engineer 62,624 60,881 132,829 79,763 38,807 77,213 87,816 Project Manager 82,175 79,957 164,492 85,049 43,569 86,918 99,262 QA/QC Manager 6

53、0,024 65,041 178,885 93,445 43,690 77,135 75,566 Renewable Energy Consultant 46,206 80,922 119,449 69,497 45,338 63,077 78,709 Solar Engineer 46,830 47,398 110,783 53,094 32,025 48,234 94,949 Wind Farm Project Manager 52,386 75,390 194,978 57,280 38,507 70,819 77,416 Wind Turbine Technician 44,176 4

54、3,660 97,073 57,607 28,534 47,163 59,291 PERMANENT WORKER ANNUAL SALARY,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)MethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryGETI Report 202414|SalariesCONTRACT WORKER DAY RATE,USD(GLOBAL AVERAGE BASED ON SIX

55、 YEARS EXPERIENCE)AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaBiomass Engineer 311 461 539 505 248 401 726 Business Development Manager 502 500 674 550 221 441 1,041 Civil/Structural Engi

56、neer 394 371 642 525 213 539 763 Commercial Manager 388 617 743 700 237 653 613 Construction Manager 644 523 696 767 332 651 646 Design Engineer 379 409 547 455 211 421 755 Electrical Engineer 435 400 616 528 229 574 713 HSE Manager 424 565 658 559 354 549 680 Maintenance Engineer 514 469 560 621 25

57、3 418 695 Marine Engineer 588 495 713 600 245 565 614 Mechanical Engineer 395 480 583 563 242 541 613 Operations Manager 502 477 668 606 500 647 591 Project Engineer 481 470 624 617 278 559 581 Project Manager 592 703 676 730 311 802 703 QA/QC Manager 474 465 620 650 312 657 540 Renewable Energy Con

58、sultant 322 578 550 513 328 445 646 Solar Engineer 330 339 411 512 230 446 633 Wind Farm Project Manager 347 801 601 782 290 782 640 Wind Turbine Technician 285 410 391 330 203 335 424 MethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryGETI Report 202415|

59、Global mobilityAmidst increasing international decarbonisation,the proportion of companies offering overseas job transfers has risen to 58 per cent from 52 per cent in 2022.The proportion considering relocating has also risen slightly(79 per cent compared to 78 per cent last year).With intensifying

60、transatlantic competition on clean energy from the EU Green Deal to the US Inflation Reduction Act,Europe and North America are the top destinations for relocation(34 per cent and 19 per cent,respectively).However,the gap between them has narrowed by five per cent since last year.Marx says:“The worl

61、d is increasingly levelling up on clean energy development;with over 90 countries now having net zero targets,there is a wide array of opportunities for international relocations.Rival green policy incentives are creating an increasingly competitive global talent race.”As for reasons for relocation,

62、career progression has fallen slightly(53 per cent vs 58 per cent last year)while lifestyle and low cost of living has risen(11 per cent)amidst rising living costs.Better access to innovative tools and ways of working,such as AI,is third place,as technology becomes an increasing differentiator for e

63、mployer brands.Global mobilityWHERE WOULD BE YOUR PREFERRED LOCATION?Europe and North America are the top destinations for relocation due to intensifying transatlantic competition in clean energy.34%Europe13%19%10%AustralasiaNorth AmericaMiddle EastMethodologyAbout AirswiftPartner DirectoryRenewable

64、sOil and GasPetrochemicalsPowerNuclearSummaryGETI Report 202416|22%have not been approached for jobs outside their current industry.As industry growth intensifies competition for talent,32 per cent of renewables workers have been headhunted for a job six or more times,and 13 per cent received more t

65、han 16 approaches last year.Around a quarter say over half of approaches came from an outside industry or expertise,and only 22 per cent have not been approached.Interest from recruiters is reciprocated,with 88 per cent of renewables workers considering switching jobs fuelled by opportunities for ca

66、reer progress and interest in the wider industry.Thirty-eight per cent would move to another energy sector,with power(43 per cent)overtaking oil and gas(42 per cent)as the sector of choice.Technology has also risen as a top outside industry choice(29 per cent compared to 25 per cent last year).Adria

67、n Smith,Executive Group Director of Transformation at Worley,says“Growing electric grid interconnections with renewables are creating a parallel intersection of skills between power and renewables.Accelerating renewables digitalisation is also creating overlaps with industries such as technology.”At

68、tracting and retaining talentAttracting and retaining talent38%are open to moving to another energy sector.32%have been headhunted for a job six or more times.88%are open to moving roles.MethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryGETI Report 20241

69、7|AI in the workplaceAll respondentsRenewablesDO YOU USE AI IN YOUR ROLE?RENEWABLES VERSUS ALL SECTORSAI in the workplaceAI is increasingly being introduced across the energy industry,and renewables emerge as the most technologically progressive sector,with the highest proportion of respondents(32 p

70、er cent)using AI in their role.Marx says:“Technologies such as AI are critical to solving renewables challenges from storage to stability of supply with innovations such as data-driven flexible storage and generation.This is reflected in the growing embrace of AI across the sector.“The proportion of

71、 companies with an AI policy(36 per cent)closely matches the proportion using it.However,28 per cent of those who have a policy have not read it,while 15 per cent of all respondents are unsure if their workplace has one,indicating a need for greater employee awareness.The main topics covered in AI p

72、olicies after the benefits and/or objectives of using AI(63 per cent)are maintaining data protection,integrity,and security(54 per cent)and training requirements(44 per cent).Combined with the subsequent finding that top three risks from AI include cyber security and poor training leading to misuse

73、or poor adoption,this suggests that inadequate training could expose companies to security breaches or misuse.Marx notes:“With AI adoption at an early stage and accelerating rapidly,the industry is still forming policies and procedures.AI policies increasingly exist on paper but must be put into pra

74、ctice through improved employee training.”YesNoDont know32%27%13%11%6%6%55%49%I will in the next six months%605040302010036%of AI policies cover what it can be used for.36%of companies have an AI policy.28%of those with an AI policy have not read it.32%use AI in their role.MethodologyAbout AirswiftP

75、artner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryGETI Report 202418|User-friendly generative AI models such as ChatGPT,Bard AI,and Claude(22 per cent),followed by machine learning(19 per cent),are the most used AI applications in the sector.Artificial General Intelligence is als

76、o relatively widely used(14 per cent),amidst the increasing adoption of technologies such as Unmanned Autonomous Vehicles for remote inspection.Automated workflow and collaboration tools are the biggest AI applications for renewables(30 per cent),alongside higher-order tasks such as using AI to opti

77、mise energy production(28 per cent)and improve products and services(22 per cent).Just under a quarter of engineers(23 per cent)say their company uses AI to create safety and inspection improvements.Smith says:“AI has the potential to transform renewable energy processes and production from autonomo

78、usly selecting the most cost-effective energy mix for electrolysers to data-driven synchronisation of generation and demand.”Popular uses of AI28%23%22%22%22%21%20%19%16%16%23%30%Automated workflow and workplace collaboration toolsData analytics to optimise energy productionCustomer engagementRemote

79、 monitoring and automationSafety and inspection improvements Optimising energy products and servicesSmart data to optimise ESG performanceInnovation in new energy products and servicesPredictive analytics to understand future energy demandSmart grids,storage systems and virtual power plantsSecuring

80、energy assets against cyber attackDont know%010203040WHAT DOES YOUR COMPANY USE AI FOR?Popular uses of AI22%use AI to improve products and services.28%use AI to optimise energy production.19%in the sector use machine learning applications.14%use Artificial General Intelligence.MethodologyAbout Airsw

81、iftPartner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryGETI Report 202419Enthusiasm for AIEmployees anticipate challenges ahead,especially insufficient investment in AI applications and employee support for AI.The findings indicate that employee resistance to adoption could be ove

82、rcome through better information,as respondents cite a lack of clarity on which tools offer the best fit for the company among the top three challenges.Eighty-seven per cent express optimism about the future impact of AI,with 51 per cent very optimistic,36 per cent fairly optimistic and just three p

83、er cent not optimistic.Seventy-eight per cent believe AI will drive an uplift in their personal productivity in the next two years,while 62 per cent believe AI will create new career and progression opportunities and boost job satisfaction.Perhaps relatedly,45 per cent believe that AI will increase

84、time spent on strategic tasks or using soft skills such as creativity and problem solving(50 per cent).Smith says:“AI could turbocharge productivity so that employees head home every day feeling like theyve achieved more than before,automating repetitive tasks to free up time for value-adding roles

85、and career development.AI could also bring new roles into renewables and engineering from data scientists to prompt engineers and cause employers to put a higher premium on human skills such as creativity.”Enthusiasm for AIWill increaseWill decreaseWill not changeDont knowSalary15%19%17%49%10%10%18%

86、62%Career and progression opportunities11%21%13%55%Time spent with family and friends11%33%50%6%Time spent using soft skills such as creativity and problem solving13%13%12%62%Job satisfaction%001004060507%12%15%66%Pressure on me to study or learn new skillsTime spent on strategic tasks8%1

87、1%36%45%8%9%78%Productivity5%HOW DO YOU THINK AI WILL IMPACT YOU PERSONALLY IN THE NEXT TWO YEARS?|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202420|Among other positive impacts of AI,respondents cite future increases in research and d

88、evelopment(33 per cent)and optimisation of productions,ser-vices and/or solutions(29 per cent).However,this is clouded by significant concerns around a lack of human or personal touch(43 per cent),insufficient training leading to misuse or poor adoption(34 per cent)and cyber security risks(31 per ce

89、nt).Marx says:“AI will create new challenges around data security and ownership as it will involve inputting sensitive corporate data and there are questions over who owns the outputs.Yet this is an opportunity for companies to allay employee fears and reduce risks by harnessing AIs predictive capab

90、ilities to boost cyber security while enforcing clear rules around data use.”%03%34%31%27%22%Lack of human or personal touchLack of training leading to misuse or poor adoptionIncreased cyber security riskIncreased system complexity Poor regulatory oversight10%I do not think AI poses a ris

91、k to my sector in the next two yearsWHAT RISKS YOU THINK AI POSES TO YOUR SECTOR IN THE NEXT TWO YEARS?31%say AI will pose an increased cyber security risk.87%are optimistic about the future impact of AI.Enthusiasm for AIMethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPetrochemicalsPo

92、werNuclearSummaryGETI Report 202421|In contrast to the popular perception of automation replacing human jobs,96 per cent say AI will increase demand for human skills.Technical skills such as programming/software engineering and IT(both 27 per cent)top the list,followed by machine learning(26 per cen

93、t).Twenty-four per cent anticipate demand for cyber security and 23 per cent for robotics skills,yet few workers are being influenced to develop cyber and robotics skills(18 per cent and 16 per cent,respectively),creating potential skills shortages in these areas.The findings indicate that soft skil

94、ls will also be increasingly desirable as automation increases the value of uniquely human work.Sought-after soft skills include critical thinking/problem solving skills(21 per cent),leadership and people management,and creativity/innovative thinking/thinking outside the box(both 19 per cent).As com

95、panies race to future-proof their workforces for AI,professionals are also being influenced to develop the most in-demand skills from machine learning(27 per cent)to data science(24 per cent)and IT(23 per cent).Over a quarter of engineers(27 per cent)are considering developing programming/software e

96、ngineering skills in response to AI.Marx says“AI creates new risks and therefore openings for jobs tackling challenges from data security to AI policy enforcement.This will involve creating roles responsible for instilling an AI culture across the workforce from better data hygiene to ethical AI pra

97、ctices.”AI skills for the futureSKILLS IN DEMAND VERSUS SKILLS RESPONDENTS MAY BE INFLUENCED TO DEVELOP27%23%26%27%27%21%24%18%23%16%22%24%21%22%20%21%19%21%19%14%ITMachine learningProgramming/software engineeringCyber securityRoboticsData scienceCritical thinking/problem solvingProject managementCr

98、eativity/innovative thinking/thinking outside the boxLeadership/people management%3020100AI skills for the futureRespondents will developDemand will increase26%anticipate more demand for machine learning skills.8%do not intend to develop any skills because of AI.#1skill that respondents may develop:

99、machine learning.#1skill in demand:IT and programming/software engineering.MethodologyAbout AirswiftPartner DirectoryRenewablesOil and GasPetrochemicalsPowerNuclearSummaryAI could turbochange productivity,bring new roles into renewables and engineering and create a premium on human skills such as cr

100、eativity.Adrian SmithExecutive Group Director of Transformation at Worley|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202423SummaryRenewables emerges as the sector with the greatest AI adoption,and it is already transforming everything

101、from businesses processes to energy production and creating new classes of jobs.However,AI represents a double-edged sword for the sector.It could revolutionise performance yet introduce new risks such as cyber security or accelerate human productivity at the cost of human interactions.Realising the

102、 benefits and avoiding the pitfalls will require an approach that ensures human skills and needs are factored into AI adoption at every stage.Summary|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryAI and the Future of Skills in the Energy IndustryGETI

103、 Report 202424InfographicGETI Report 202424AI and the Future of Skills in Renewable Energy|51%of non-hiring professionals report a pay rise this year.79%are open to relocating for work,with Europe the top choice.32%of respondents use artificial intelligence in their role.78%say productivity will inc

104、rease.62%say job satisfaction will increase.62%say career and progression opportunities will increase.Personal impact of AI in the next two years:Top four skills that may be developed Machine learningITCritical thinking/problem solvingData scienceTop four skills that are in demandMachine learning1Pr

105、ogramming/software engineeringITCyber securityTop three uses of AI in the renewables sectorAutomated workflow and workplace collaboration tools.Data analytics to optimise energy production.Customer engagement.2341234MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNu

106、clearSummaryOil and GasExpertIan LangleyChairman at AirswiftGETI Report 202426ContentsContents2833340|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummarySalariesGlobal mobilityAttracting and retaining talentAI in the workplacePopular AI choices

107、The future of AIAI skills for the futureSummaryInfographicGETI Report 202427|%50403020100Increased by more than 5%37%26%Increased by 0-5%25%22%3%2%5%5%Stayed the sameDecreased by 0-5%Decreased by more than 5%30%45%Amidst falling fossil fuel prices,rapid recent salary growth has begun to flatten out.

108、4 per cent more professionals report a pay rise this year(48 per cent),significantly below the 13 per cent increase in salary rises last year.Hiring managers have a more positive outlook compared to professionals,with 62 per cent reporting pay increases compared with 54 per cent in 2023.Pay optimism

109、 has improved since last year,with 69 per cent of professionals expecting a rise,up from 66 per cent last year.Hiring managers mirror this positive sentiment,with 72 per cent also anticipating pay rises.Janette Marx,CEO of Airswift,said:“Salary growth is less steep as oil and gas prices fall from la

110、st years record highs,but pay everywhere is still rising in line with inflation.Previously large swings in salary are being replaced by stable growth based on a solid foundation of long-term projects.”Oil and gasSkills are largely remaining within the oil and gas sector;however,renewables are emergi

111、ng as an attractive destination for some professionals.Greener energy portfolios could boost talent retention in this evolving energy landscape.Amidst an industry-wide AI revolution,the sectors older workforce trails behind newer sectors in AI adoption.Boosting employee buy-in will involve harnessin

112、g automation to free up time for other priorities and upskilling workers in AI-related fields.Hiring managersProfessionalsSalariesPAY CHANGES REPORTED BY WORKERS AND HIRING MANAGERS IN THE LAST 12 MONTHSMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryG

113、ETI Report 202428|SalariesPERMANENT WORKER ANNUAL SALARY,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593Biomass Engineer 279 376 492 475 296 378 699 Project Engineer 79,672 86,426 140,354 101,411 51,683 91

114、,556 98,666 Project Manager 82,554 97,370 189,482 106,224 64,890 123,623 98,818 QA/QC Inspector 70,674 69,098 132,071 67,703 49,627 50,600 73,642 Reservoir Engineer 91,022 104,684 185,844 110,936 67,292 125,714 150,663 Welding Engineer 65,261 53,811 114,520 97,836 42,819 34,628 76,220 AfricaAsiaAust

115、ralasiaEuropeLatin AmericaMiddle EastNorth America Accountant 49,773 58,148 92,705 65,054 36,369 44,760 56,644 Administrator 31,337 31,212 75,504 30,897 20,195 31,738 42,196 Chemical Engineer 96,314 59,500 156,289 69,323 38,980 70,001 69,173 Civil Engineer 67,234 67,284 189,619 64,756 32,936 62,926

116、100,841 Commissioning Engineer 92,440 87,188 183,362 93,136 63,187 84,834 150,726 Construction Engineer 100,675 84,336 143,154 99,987 47,297 66,652 115,285 Construction Manager 101,627 103,320 177,457 88,937 113,715 113,922 106,956 Contracts Manager 61,540 61,392 151,727 85,005 51,027 109,989 67,137

117、 Drilling Engineer 84,492 116,358 224,359 103,787 84,758 114,756 119,768 Drilling Supervisor 124,724 129,917 329,508 146,232 93,002 150,043 192,331 Electrical Engineer 74,981 77,035 128,415 80,895 71,370 63,899 89,969 Finance Manager 67,539 67,345 148,956 79,273 69,325 91,170 90,680 Geophysicist 92,

118、439 97,188 166,431 92,783 51,462 119,112 141,324 HSE Manager 74,967 77,281 199,049 80,997 52,598 90,828 97,419 Inspection Engineer 88,296 63,429 125,988 68,024 67,307 67,782 141,267 Instrumentation Engineer 115,544 71,929 127,153 96,929 59,366 68,089 106,677 Maintenance Engineer 87,867 70,605 120,55

119、6 95,948 54,085 71,715 94,505 Mechanical Engineer 71,915 63,068 137,933 85,640 47,781 63,692 87,898 Process Engineer 91,240 69,515 141,313 87,740 51,133 84,637 116,256 Production Engineer 82,641 60,298 160,758 85,029 50,035 81,309 105,063 MethodologyOil and GasAbout AirswiftPetrochemicalsPartner Dir

120、ectoryPowerRenewablesNuclearSummaryGETI Report 202429|SalariesCONTRACT WORKER DAY RATE,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593Biomass Engineer 279 376 492 475 296 378 699 Project Engineer 794 683 8

121、16 724 475 639 725 Project Manager 937 848 842 952 446 904 816 QA/QC Inspector 621 521 778 746 307 585 629 Reservoir Engineer 905 599 1,330 887 436 876 1,074 Welding Engineer 837 436 724 837 272 492 783 AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAccountant 435 359 412 678 160 38

122、6 420 Administrator 185 136 408 267 154 204 295 Chemical Engineer 628 466 1,006 782 210 562 640 Civil Engineer 595 481 867 838 200 521 804 Commissioning Engineer 1,085 647 1,080 1,132 412 586 1,109 Construction Engineer 884 502 852 842 260 563 885 Construction Manager 1,129 889 932 953 492 683 764 C

123、ontracts Manager 926 644 902 833 390 639 630 Drilling Engineer 1,092 947 1,379 910 520 812 870 Drilling Supervisor 1,555 1,310 2,302 1,313 690 1,113 1,366 Electrical Engineer 815 572 705 803 417 579 705 Finance Manager 681 530 755 871 420 610 680 Geophysicist 1,240 694 1,088 1,166 360 741 973 HSE Ma

124、nager 892 547 1,348 940 383 641 783 Inspection Engineer 948 470 671 840 408 522 1,138 Instrumentation Engineer 882 576 778 764 380 626 776 Maintenance Engineer 762 641 662 808 337 573 696 Mechanical Engineer 836 491 652 816 310 574 734 Process Engineer 866 599 784 791 300 641 916 Production Engineer

125、 801 458 1,071 828 350 625 631 MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202430|With an international pipeline of new projects,83 per cent would consider relocating,compared with 81 per cent in 2023,and 61 per cent of firms now offer

126、overseas transfers,up four per cent from last year.Europe has fallen from 29 to 26 per cent among most desirable destinations,while the Middle East is second on 23 per cent,and North America has fallen out of the top three behind Asia(15 per cent).Career progression(50 per cent)remains the primary d

127、river for foreign transfers,followed by lifestyle,low cost of living,and remuneration(12 per cent and 9 per cent,respectively)as the cost of living continues to increase.Proximity to family remains the most significant barrier for 34 per cent of those resistant to relocation,but 20 per cent say thei

128、r employer does not offer relocation opportunities,indicating that levels of mobility could be influenced by opportunity.Global mobilityGlobal mobilityWHERE WOULD BE YOUR PREFERRED LOCATION?26%Europe15%23%Middle EastTwo fifths of oil and gas workers are expatriates-the highest of all sectors surveye

129、d.13%North AmericaAsiaMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202431|87 per cent would consider switching jobs,but most(61 per cent)would stay in oil and gas.Among the 40 per cent that would go elsewhere in the industry,the burgeoni

130、ng renewables sector is the most popular(50 per cent).This could be linked to ESG being the third biggest driver for career movers.Another 29 per cent would move downstream to petrochemicals.Job switchers are chiefly motivated by opportunities for career progression and interest in the wider industr

131、y.For engineers,flexible ways of working and technology are important factors.Marx observes:“The findings indicate the battle for oil and gas skills will be fought on home turf with skills mostly circulating within the sector.Yet with an ambitious,mobile,and ESG-conscious workforce increasingly attr

132、acted to renewables,employers will need to consider offering promotions and opportunities to lead sustainable innovations.”Oil and gas skills are in demand from within and beyond the sector,with a slight increase in the number of workers headhunted for another job(81 per cent)and 12 per cent approac

133、hed over 16 times since last year.Nine percent of engineers have been approached more than 21 times.A quarter of respondents say that 26 to 50 per cent of all approaches came from an outside industry or expertise,yet this is not being reciprocated with only 19 per cent considering joining another in

134、dustry.Just 26 per cent of these would move to the technology industry,the second lowest proportion of any sector.The tendency of prospective job-switchers in the industry to prioritise factors other than access to innovative tools,such as AI,points to a technologically traditional workforce.Attract

135、ing and retaining talentAttracting and retaining talent87%would consider switching jobs.40%are open to moving energy sector,with renewables the most popular choice.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202432|Similarly,oil and gas

136、 is the least advanced sector when it comes to AI adoption.Just 24 per cent use AI in their role,the lowest of all the sectors surveyed.Perhaps relatedly,oil and gas has the lowest proportion of workers under 35.A third of employers have an AI policy,yet the sector lags behind others on policy aware

137、ness.Nineteen per cent are unsure if their workplace has an AI policy,the highest proportion in the industry.With cyber security and lack of training leading to misuse or poor adoption later cited among top three AI risks,this indicates that inadequate policy awareness could expose oil and gas firms

138、 to cyber risks or poor practices.Current AI policies are seeking to address this with a focus on the benefits and/or objectives of using AI(58 per cent)and maintaining data protection,integrity,and security(52 per cent).Ian Langley,Chairman of Airswift,says“As a mature sector with significant skill

139、s and sunk costs in traditional technologies,AI uptake will be slower than newer,nimbler sectors such as renewables.AI could help power the latest technologies from carbon capture usage and storage to green hydrogen,but these are still nascent and attract a small share of investment.”AI in the workp

140、lace%605040302010024%27%YesNo11%10%7%8%Dont know55%58%I will in the next six monthsAll respondentsOil and gasDO YOU USE AI IN YOUR ROLE?OIL AND GAS VERSUS ALL SECTORSAI in the workplace19%are unsure whether their workplace has an AI policy,the highest of any sector.24%use AI in their role,the lowest

141、 of all the sectors surveyed.1/3of employers have an AI policy.41%of AI policies include training requirements.58%of AI policies cover the benefits and/or objectives of using AI.10%will begin using AI in the next six months.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRene

142、wablesNuclearSummaryGETI Report 202433|In further evidence of a technologically conservative workforce,individual AI tools are also the least popular among oil and gas workers.Machine learning and/or generative AI,such as ChatGPT,are the most popular at 15 per cent each followed by Artificial Genera

143、l Intelligence(12 per cent),far lower than other sectors.Langley notes:“With unique hazards such as dangerous chemicals,high pressure/temperature systems etc.oil and gas prioritises safety and worker wellbeing.Given that many areas of oil and gas field development still require human intervention fu

144、lly automated platforms are rare.In the future AI will play a major part in enabling lower carbon oil and gas production and optimising systems for carbon capture.”As with petrochemicals,the sector primarily uses AI for immediate needs such as safety and inspection(23 per cent)and automated workflow

145、 and collaboration(23 per cent each)over strategic forward-thinking applications such as innovating with new products and services.Popular AI choices%01020304023%23%21%20%18%17%15%15%15%14%11%36%Automated workflow and workplace collaboration toolsSafety and inspection improvements Remote monitoring

146、and automationData analytics to optimise energy productionInnovation in new energy products and servicesOptimising energy products and servicesCustomer engagementSmart data to optimise ESG performancePredictive analytics to understand future energy demandSecuring energy assets against cyber attackSm

147、art grids,storage systems and virtual power plantsDont knowWHAT DOES YOUR COMPANY USE AI FOR?Popular AI choices23%use AI to make safety and inspection improvements.15%employ generative AI tools like ChatGPT.23%use AI for automated workflow and collaboration.12%use use Artificial General Intelligence

148、.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryHOW DO YOU THINK AI WILL IMPACT YOU PERSONALLY IN THE NEXT TWO YEARS?Will increaseWill decreaseWill not changeDont know%00100406050Career and progression opportunitiesPressure on me to study o

149、r learn new skillsTime spent with family and friendsTime spent using soft skills such as creativity and problem solvingTime spent on strategic tasksJob satisfactionSalaryProductivity12%13%17%58%10%14%14%62%11%24%12%53%9%13%29%49%11%13%31%13%16%13%45%58%17%23%17%43%11%13%71%5%GETI Report 202434The fu

150、ture of AILack of clarity on which tools best fit the company is the biggest barrier to AI adoption,followed by insufficient investment or employee support.Respondents are among the least positive about the future impact of AI,with 47 per cent very optimistic,the lowest of any,apart from the adjacen

151、t petrochemicals sector.However,58 per cent believe AI could create career progression opportunities and improve job satisfaction.Around half also believe AI could lead to more time spent on soft skills or with family and friends.The future of AI71%anticipate productivity will increase.62%believe AI

152、 will increase pressure to study or learn skills.58%expect job satisfaction to increase.43%believe AI will positively impact salaries.|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202435|Marx observes:“Firms could harness automation to f

153、ree up time for soft skills and strategic tasks that go towards promotions,boosting positivity about automation.AI also offers an opportunity to improve work/life balance,helping attract more women with families in a sector with just 11 per cent female representation in our survey.”Conversely,a thir

154、d(33 per cent)say AI could either hurt career progress or negatively impact salaries.Sixty-two per cent believe it will increase pressure on them to learn new skills and with the sector also having the oldest workforce,this could partly explain insufficient employee support for automation.Profession

155、als believe AI could have a series of positive impacts on the sector over the next two years from boosting research and development(28 per cent)to optimising production,services and/or solutions(27 per cent).Yet this is significantly outweighed by concerns over risks AI could pose.Forty per cent fea

156、r a lack of human or personal touch,32 per cent worry about inadequate training leading to misuse or poor adoption and 28 per cent cite increased cyber security risks.Ken Corriveau,Chief Information Officer,Omnicom Media Group says:“This is an opportunity to allay fears and upskill workers for new r

157、oles by democratising digital skills to augment rather than replace humans.For example,previously you needed engineers who understood coding,now you can tell open-source AI what you want,and it will code snippets for you to put together.This will democratise AI innovation and require both soft and t

158、echnical skills.”40%32%29%25%19%01020304050Lack of human or personal touchLack of training leading to misuse or poor adoptionIncreased cyber security riskIncreased system complexity Poor regulatory oversight12%I do not think AI poses a risk to my sector in the next two yearsWHAT RISKS DO YOU THINK A

159、I POSES TO YOUR SECTOR IN THE NEXT TWO YEARS?27%think AI could optimise production,services,and/or solutions.32%are concerned inadequate training could lead to misuse or poor adoption of AI.The future of AIMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSumma

160、ryGETI Report 202436|Ninety-four per cent expect AI to increase demand for skills with the most sought-after skills corresponding to some of the biggest anticipated risks.Cyber security is joint third most in-demand along with data science(24 per cent).Programming/software engineering and IT(27 and

161、26 per cent,respectively)are projected to come top of employers wish lists.Yet training priorities appear misaligned with skills needs.IT and cyber security rank low among skills that professionals are most interested in developing(eighth and ninth,respectively)despite being in the top three most in

162、-demand.This indicates that firms may face skills shortages in these areas.Machine learning is the top priority for upskilling followed by data science,programming and software engineering,and data visualisation skills.In line with the earlier finding that AI could free up more time for soft skills,

163、employees are also interested in developing skills such as creative/innovative thinking and critical thinking/problems solving(both 21 per cent).Langley observes:“Increasing adoption will create AI skills gaps in areas from prompt engineering to robotics maintenance,forging new job opportunities.Mar

164、rying training with in-demand skills will help bridge the gap between human and machine,reducing the risks from adoption and ensuring AI compliments rather than conflicts with human skills.”AI skills for the futureAI skills for the futureSKILLS IN DEMAND VERSUS SKILLS RESPONDENTS MAY BE INFLUENCED T

165、O DEVELOP%302010027%22%26%19%24%16%24%22%23%23%21%16%18%16%18%21%18%21%18%18%22%Programming/software engineeringITCyber securityData scienceRoboticsMachine learningCommunicationCreativity/innovative thinking/thinking outside the boxData visualisationCritical thinking/problem solvingLeadership/people

166、 management7%gap between IT skills in demand and development.21%may develop creative/innovative thinking skills.Respondents will developDemand will increase#1skill that respondents may develop:machine learning.#1skill in demand:programming/software engineering.MethodologyOil and GasAbout AirswiftPet

167、rochemicalsPartner DirectoryPowerRenewablesNuclearSummaryAs a mature sector with significant skills and sunk costs in traditional technologies,AI uptake will be slower than newer,nimbler sectors such as renewables.AI could help power the latest technologies from carbon capture usage and storage to g

168、reen hydrogen,but these are still nascent and attract a small share of investment.Ian LangleyChairman of Airswift|MethodologyAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryOil and GasOil and gas emerges as the sector with the lowest rates of AI adoption,stymied by a lack o

169、f employee support and financial backing due to ingrained skills and investments in older technology.Although workers voice their concerns,many see the upsides of automation in freeing time for families,increasing career opportunities,and boosting innovation and production.Successful AI transformati

170、on must march in step with skills development and smart recruitment to attain the full benefits and broadest workforce support.SummaryGETI Report 202438Summary|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryAI and the Future of Skills in the Energy In

171、dustryGETI Report 202439InfographicGETI Report 202439AI and the Future of Skills in Oil and Gas|Infographic48%of non-hiring professionals report a pay rise this year.83%are open to relocating for work,with Europe the top choice.24%of respondents use artificial intelligence in their role.71%say produ

172、ctivity will increase.58%say job satisfaction will increase.58%say career and progression opportunities will increase.Personal impact of AI in the next two years:Top four skills that may be developed Machine learningData visualisationData scienceProgramming/software engineeringTop four skills that a

173、re in demandCyber security Programming/software engineeringITData scienceTop three uses of AI in the oil and gas sectorAutomated workflow and workplace collaboration tools.Safety and inspection improvements.Remote monitoring and automation.12341234MethodologyOil and GasAbout AirswiftPetrochemicalsPa

174、rtner DirectoryPowerRenewablesNuclearSummaryPetrochemicalsExpertSharon BarclayChief Human Resources Officer,Monument ChemicalGETI Report 202441ContentsContents434846495147505354|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryInfographicSummaryAI skill

175、s for the futureThe future of AIPopular AI choicesAI in the workplaceAttracting and retaining talentGlobal mobilitySalariesGETI Report 202442|A tight labour market has seen petrochemicals salary sentiment soar to pre-pandemic levels.Sixty per cent of professionals report an increase in the last year

176、,compared to 50 per cent the year before and 55 per cent before Covid-19.Hiring managers report even higher numbers:69 per cent say pay has increased in the sector,compared to 65 per cent last year.Big rises also seem more common,with 45 per cent putting that increase above five per cent just 35 per

177、 cent said so last year.Both hiring managers and professionals expect even greater movement next year,with 80 per cent and 75 per cent expecting rises,respectively.PetrochemicalsThe petrochemicals sector appears to be in a buoyant mood:salary progression is solid,and professionals are optimistic abo

178、ut adopting AI technology both in terms of impact on the sector and their own careers.However,there are signs that may call for a more careful consideration of future skill requirements.Hiring managersProfessionalsSalariesPAY CHANGES REPORTED BY WORKERS AND HIRING MANAGERS IN THE LAST 12 MONTHSIncre

179、ased by more than 5%29%45%Increased by 0-5%Stayed the sameDecreased by 0-5%3%3%Decreased by more than 5%2%3%5040302010031%24%25%35%MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202443|SalariesPERMANENT WORKER ANNUAL SALARY,USD(GLOBAL AVER

180、AGE BASED ON SIX YEARS EXPERIENCE)AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593Biomass Engineer 279 376 492 475 296 378 699 AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth America Administrator 98,804 49,961 118,195 64,517 31,833 70,947 90,084

181、 Chemical Engineer 85,142 59,166 94,005 67,353 36,648 64,285 130,000 Chemist 66,494 64,117 81,879 58,618 40,950 66,764 90,000 Construction Manager 87,552 55,611 110,140 82,305 60,474 82,692 145,000 Electrical Engineer 71,230 70,212 100,949 88,369 53,580 76,838 180,000 Environmental Manager 74,004 69

182、,166 84,871 87,877 49,260 67,953 169,142 Finance Manager 95,366 72,934 87,743 77,313 56,012 70,886 135,912 Health and Safety Manager 62,651 71,329 65,884 76,594 39,885 64,836 126,277 HR Manager 57,892 49,641 72,711 54,118 41,304 62,141 120,000 Lab Manager 37,101 52,221 98,668 43,230 38,206 58,226 90

183、,000 Maintenance Technician 38,984 48,437 68,652 46,819 23,881 47,711 51,896 Mechanical Engineer 65,459 65,930 98,795 70,099 54,636 70,265 83,700 Office Manager 49,629 39,468 56,539 40,075 27,757 36,947 70,422 Planner/Scheduler 77,113 54,835 86,119 59,068 37,870 59,343 90,818 Process Engineer 101,99

184、1 62,422 112,686 88,875 34,151 92,896 104,630 Process Operations Production Manager 70,072 57,195 88,067 62,491 38,587 71,974 106,285 Project Coordinator 85,219 66,678 83,113 63,853 41,942 52,134 76,713 Purchasing Manager 78,869 71,890 82,467 71,885 39,651 72,371 55,803 QA/QC Manager 62,573 68,758 8

185、8,874 80,675 35,993 65,395 98,112 Technical Engineer17,94636,88155,25436,84620,48320,53340,960MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202444|SalariesCONTRACT WORKER DAY RATE,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)AfricaAsi

186、aAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593Biomass EngineerAfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAdministrator 694 354 620 648 228 682 721 Chemical Engineer 645 413 675 782 252 577 625 Chemist 509 402 543 596 280 392 482 Construction

187、 Manager 1,102 462 792 1,024 472 644 726 Electrical Engineer 858 481 724 802 396 646 769 Environmental Manager 955 426 611 589 457 557 808 Finance Manager 687 462 632 748 394 608 743 Health and Safety Manager 1,061 423 472 641 397 458 689 HR Manager 375 403 452 679 381 516 600 Lab Manager 465 296 43

188、2 456 300 299 704 Maintenance Technician 402 346 416 489 172 382 357 Mechanical Engineer 848 387 636 913 398 545 664 Office Manager 358 282 374 407 200 273 554 Planner/Scheduler 523 392 621 649 311 480 674 Process Engineer 704 434 811 636 242 870 856 Process Operations Production Manager 1,295 393 5

189、48 614 277 416 706 Project Coordinator 675 449 529 622 312 393 553 Purchasing Manager 563 514 557 710 282 551 553 QA/QC Manager 736 502 640 1,131 254 498 701 Technical Engineer6140165290MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Re

190、port 202445|Global mobilityThe petrochemicals workforce remains a globally mobile one:81 per cent of professionals would consider relocating almost identical to last years 83 per cent and over a third of respondents are expatriates.Career progression remains the primary driver for making a move(47 p

191、er cent),with lifestyle and low cost of living a distant second(13 per cent).The most popular destinations remain Europe (33 per cent),the Middle East(21 per cent)and North America(13 per cent).For those reluctant to relocate,43 per cent say proximity to family is the main barrier.A further 12 per c

192、ent point to concern over their childrens education.Combined with apparently high satisfaction with salary progression,it seems some in the petrochemicals workforce are relatively settled for the time being.Global mobilityWHERE WOULD BE YOUR PREFERRED LOCATION?Career progression remains the primary

193、driver for making a move,with lifestyle and low cost of living a distant second.33%Europe13%21%12%North AmericaMiddle EastAsiaMethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202446|A large majority(87 per cent)of respondents are open to mov

194、ing roles.Though a move within the sector is the most attractive(57 per cent),a significant percentage are open to moving to another energy sector(45 per cent),or to another industry entirely(23 per cent).The adjacent oil and gas sector is the most popular destination as in previous years:52 per cen

195、t would consider this move,and 29 per cent of oil and gas professionals would consider a move to petrochemicals,demonstrating the connectedness of the sectors.However,38 per cent of respondents say they would consider a move into renewables this year a five per cent jump on last year,and interest in

196、 renewables is even higher among engineers(43 per cent).Power is a very distant third(seven per cent).Sharon Barclay,Chief Human Resources Officer at Monument Chemical,comments:“There is growing concern for sustainability in the chemical industry,as in all sectors,so its no surprise to see interest

197、in renewables increasing.However,I think it reflects that,as an industry,we need to communicate our sustainability story better.There are huge opportunities to drive sustainability in chemicals,whether youre looking at sustainable aviation fuels or new ways to create products from waste streams.Its

198、exciting,and we need to emphasise that.”As in previous years,career progression remains the primary motivator for switching(33 per cent).Interest in the wider industry(16 per cent),remuneration and benefits(11 per cent),and ESG(seven per cent)are notable factors,but trail by a large margin.Petrochem

199、ical professionals are also in high demand:82 per cent have been approached for another role in the past year,and 11 per cent have been contacted more than 20 times.Engineers are in particularly high demand,with 86 per cent having been approached.Janette Marx,CEO of Airswift,warns:“This is a tricky

200、situation for hiring managers:people report high openness to moving not just within the sector,but also beyond it.Yet,theyre also relatively happy with how salaries are going,so retention isnt as simple as offering more money.Above all,professionals in the petrochemical space need to see a viable an

201、d attractive path for progression.”Attracting and retaining talentAttracting and retaining talent33%cite career progression as the primary motivator for switching jobs.23%would consider moving to a different industry entirely.52%would consider moving from petrochemicals to oil and gas.45%are open to

202、 moving to another energy sector.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202447|AI in the workplaceDespite its affinity with the oil and gas sector,petrochemicals is closer to renewables when it comes to the apparent adoption of AI.

203、Though most(58 per cent)do not currently use AI in their role,30 per cent already do,and a further eight per cent expect to do so within six months.With a rapid uptake expected within the next six months,it is encouraging that a third of respondents report that their workplace already has an AI poli

204、cy(though seven per cent are yet to read it).Thirteen per cent are unsure whether such a document exists.Where policies are in place,these tend to focus on explaining the benefits and/or objectives of using AI(reported by 59 per cent)and maintenance of data protection,integrity,and security(53 per c

205、ent).AI in the workplaceAll respondentsPetrochemicalsDO YOU USE AI IN YOUR ROLE?PETROCHEMICALS VERSUS ALL SECTORSYesNoDont know30%27%8%11%4%7%55%58%I will in the next six months%605040302010059%of AI policies explain AIs benefits and objectives.27%use AI in their role.MethodologyOil and GasAbout Air

206、swiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202448|There are no clear winners in terms of which AI tools petrochemicals professionals are turning to.The most popular are machine learning(used by 17 per cent),generative AI such as ChatGPT(also 17 per cent),robotic pro

207、cess automation(16 per cent)and artificial general intelligence (14 per cent).The top use cases for these tools are automated workflow and collaboration(25 per cent),and safety and inspection improvements(24 per cent)the same top pair as in oil and gas(both 23 per cent).Marx notes,“Both petrochemica

208、ls and oil and gas are hazardous industries,and its good to see that for professionals in these sectors,one of the first impulses is to explore how new technologies can help keep people safe.”Popular AI choices24%22%21%20%18%18%16%15%13%12%28%25%Automated workflow and workplace collaboration toolsSa

209、fety and inspection improvements Data analytics to optimise energy productionOptimising energy products and servicesPredictive analytics to understand future energy demandCustomer engagementRemote monitoring and automationInnovation in new energy products and servicesSmart data to optimise ESG perfo

210、rmanceSecuring energy assets against cyber attackSmart grids,storage systems and virtual power plantsDont know%010203040WHAT DOES YOUR COMPANY USE AI FOR?Popular AI choices24%use AI to make safety and inspection improvements.17%use machine learning.16%use robotic process automation.17%employ generat

211、ive AI tools like ChatGPT.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryHOW OPTIMISTIC ARE YOU ABOUT THE FUTURE IMPACT OF AI ON YOUR SECTOR?Will increase6%14%33%47%Oil and gas%001004060504%18%42%36%Nuclear36%51%Renewables11%2%14%31%Petroch

212、emicals51%4%10%33%53%Power4%GETI Report 202449The future of AIA lack of soft skills,such as leadership and communication,is the number one challenge to making greater use of AI,followed by insufficient investment in AI applications.Lack of clarity over which tools best fit the company is third in co

213、ntrast to oil and gas and power,where this uncertainty is the top barrier.Petrochemicals is also among the most optimistic about AIs future impact,with 51 per cent being very optimistic,behind only the power sector (53 per cent).Marx continues:“Consider these things in combination.Petrochemical prof

214、essionals are optimistic about the impact of AI and are laser-focused on safety.They also wisely identify leadership and investment as the key barriers to uptake.Together,these factors suggest that the petrochemicals sector is doing a good job of approaching AI strategically.”Nearly a third(32 per c

215、ent)of respondents say that AI will help the sector optimise products,services and/or solutions.A quarter say it will boost research,development,and innovation(25 per cent)and reduce labour costs(24 per cent).Similar numbers expect improved predictive analytics and forecasting(23 per cent),reduced p

216、roduction or operating costs(22 per cent),and increased creativity and critical thinking(21 per cent).Respondents are similarly optimistic about how AI might impact them personally in the next two years:73 per cent expect a boost in productivity,58 per cent look forward to increased job satisfaction

217、,and 57 per cent anticipate both better career progression and more time with family and friends.That being said,professionals also recognise the risks that AI may pose.In the next two years,41 per cent are concerned over a lack of human or personal touch,35 per cent worry that lack of training coul

218、d lead to misuse or poor adoption and 26 per cent are concerned about cyber security.Only 13 per cent were confident there would be no concerns at all.The future of AIWill not changeDont knowWill decrease|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummar

219、yGETI Report 202450|However,professionals do not expect to simply sit back and benefit from the promise of AI.Most (63 per cent)believe it will also increase pressure on them to study or learn new skills.When asked which skills would be in greater demand due to the increasing use of AI,respondents p

220、oint to technical skills such as programming/software engineering,data science,cyber security and machine learning.Far fewer look to soft skills such as critical thinking and problem solving,creativity and innovative thinking,and leadership and communication skills.Professionals are interested in de

221、veloping skills that broadly match what they believe will be needed,with engineers particularly interested in developing data visualisation skills.Barclay observes:“Its jarring that lack of leadership and communication is said to be the top challenge for greater AI adoption today;yet,they rank so lo

222、wly in professionals estimation of which skills will be in greater demand and which they personally expect to develop.This raises the question of the discrepancy between the two.What are we to make of that?Perhaps some believe that todays leadership is sufficient and just needs more time,or possibly

223、 ambitious professionals might conclude that there are greater opportunities in these soft skills than they initially thought.”AI skills for the futureSKILLS IN DEMAND VERSUS SKILLS RESPONDENTS MAY BE INFLUENCED TO DEVELOP32%23%25%21%24%12%24%25%22%13%Programming/software engineeringData scienceCybe

224、r securityMachine learningRobotics%40302010017%21%17%22%16%15%Critical thinking/problem solvingCommunication15%15%Leadership/people managementCreativity/innovative thinking/thinking outside the boxAI skills for the futureRespondents will developDemand will increase12%gap between cyber security skill

225、s in demand and development.9%gap between programming skills in demand and development.#1skill that respondents may develop:machine learning.#1skill in demand:programming/software engineering.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryPetrochemica

226、l professionals are optimistic about the impact of AI.and are doing a good job of approaching AI strategically.Janette MarxCEO,Airswift|MethodologyOil and GasAbout AirswiftPartner DirectoryPowerRenewablesNuclearSummaryPetrochemicalsGETI Report 202452SummaryPetrochemicals appears to be a relatively o

227、ptimistic and enthusiastic early-adopter of AI,especially compared to its close-cousin,the oil and gas sector.However,an apparent mismatch between todays barriers to adoption and tomorrows prized skills suggests a need for careful leadership to reap these technological benefits.Summary|MethodologyOi

228、l and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryAI and the Future of Skills in the Energy IndustryGETI Report 202453InfographicGETI Report 202453AI and the Future of Skills in PetrochemicalsInfographic|60%of non-hiring professionals report a pay rise this year.81%a

229、re open to relocating for work,with Europe the top choice.30%of respondents use artificial intelligence in their role.74%say productivity will increase.58%say job satisfaction will increase.57%say career and progression opportunities will increase.Personal impact of AI in the next two years:Top four

230、 skills that may be developed Machine learningData visualisationCritical thinking/problem solvingProgramming/software engineeringTop four skills that are in demandCyber securityProgramming/software engineeringData scienceMachine learningTop three uses of AI in the petrochemicals sectorAutomated work

231、flow and workplace collaboration tools.Data analytics to optimise energy production.Safety and inspection improvements.12341234MethodologyOil and GasAbout AirswiftPartner DirectoryPowerRenewablesNuclearSummaryPetrochemicalsPowerExpertWenche KjlsIndependent Director GETI Report 202455ContentsContents

232、576260636661646869|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGlobal mobilitySalariesAttracting and retaining talentAI in the workplacePopular AI choicesThe future of AIAI skills for the futureSummaryInfographicGETI Report 202456|Year-on-year,the

233、power sector appears to benefit from relative stability,with a slim majority (54 per cent)of professionals reporting an increase in income,up from 50 per cent last year,and rising above pre-pandemic levels(48 per cent in 2020).Hiring managers follow a similar trend,albeit at higher levels,with 67 pe

234、r cent reporting increased pay in the sector,up from 59 per cent last year.This stability is expected to continue to pay dividends,with 77 per cent of professionals anticipating an increase in income in the year to come,and 76 per cent of hiring managers in agreement.Only three per cent of each grou

235、p expect falls.PowerSteady salary growth is not enough to satisfy a power sector hungry for career progression.However,the key to attracting and retaining talent may lie in greater adoption of AI and investment in upskilling,with those in the power sector particularly optimistic about new technologi

236、es potential benefit for both their own careers and the sector.Hiring managersProfessionalsSalariesPAY CHANGE EXPECTATIONS FOR NEXT YEAR REPORTED BY WORKERS AND HIRING MANAGERSIncreased by more than 5%49%47%Increased by 0-5%Stayed the sameDecreased by 0-5%2%2%Decreased by more than 5%1%1%60504030201

237、0028%29%20%20%MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202457|SalariesPERMANENT WORKER ANNUAL SALARY,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages39944655356

238、5323523593Biomass Engineer 279 376 492 475 296 378 699 AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaBusiness Development Manager74,92896,652227,98880,59045,66984,63669,754CAD Technician/Operator 31,118 40,199 44,042 54,440 14,347 41,122 49,263 Chemical Engineer 61,816 63,097 73,20

239、3 76,745 29,657 65,222 70,335 Civil Engineer 53,854 62,337 117,847 63,129 32,007 66,631 80,485 Commercial Manager 91,162 73,781 185,169 91,504 39,655 93,224 112,915 Commissioning Engineer 66,811 78,789 114,311 82,999 36,147 62,149 101,433 Construction Manager 77,270 100,404 188,226 100,742 47,723 77

240、,075 84,453 Control Room Operator 44,488 43,849 76,043 54,066 25,422 47,287 65,975 Design Engineer 59,942 52,589 104,504 79,507 21,857 61,393 62,778 Electrical Engineer 68,684 83,791 127,986 94,313 29,713 69,434 81,379 HSE Manager 67,435 65,340 167,523 90,885 43,949 66,211 117,551 Inspection Enginee

241、r 66,967 64,839 108,509 60,287 32,884 61,399 83,493 Instrumentation Engineer 70,869 67,626 125,870 78,053 34,551 66,613 95,056 Maintenance Engineer 67,435 68,077 102,964 62,664 37,137 65,917 85,884 Mechanical Engineer 61,100 67,284 100,261 61,632 36,078 70,209 93,731 Plant Manager 65,562 72,966 118,

242、071 81,148 42,624 69,776 83,268 Project Engineer 69,933 67,256 152,437 70,441 48,039 78,150 95,613 Project Manager 67,591 69,818 117,428 72,322 24,525 69,672 80,362 QA/QC Inspector 54,318 67,445 102,568 58,024 28,423 66,749 109,197 Quantity Surveyor 52,294 60,961 125,930 53,462 38,450 65,369 106,868

243、 MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202458|SalariesCONTRACT WORKER DAY RATE,USD(GLOBAL AVERAGE BASED ON SIX YEARS EXPERIENCE)AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaAverages399446553565323523593Biomass E

244、ngineer 279 376 492 475 296 378 699 AfricaAsiaAustralasiaEuropeLatin AmericaMiddle EastNorth AmericaBusiness Development Manager 483 498 626 517 180 505 574 CAD Technician/Operator 232 256 312 384 102 279 352 Chemical Engineer 442 451 496 483 214 482 502 Civil Engineer 349 447 563 451 229 570 600 Co

245、mmercial Manager 651 538 645 671 290 653 806 Commissioning Engineer 477 559 757 607 261 524 725 Construction Manager 552 717 659 692 339 633 568 Control Room Operator 295 319 427 377 180 328 471 Design Engineer 428 400 539 486 151 460 459 Electrical Engineer 491 493 591 668 210 549 581 HSE Manager 4

246、82 467 634 582 329 564 905 Inspection Engineer 478 447 572 500 238 465 648 Instrumentation Engineer 506 427 608 713 248 560 729 Maintenance Engineer 482 484 544 448 260 550 652 Mechanical Engineer 420 481 545 435 259 559 739 Plant Manager 468 655 555 601 300 717 753 Project Engineer 500 469 578 528

247、314 563 670 Project Manager 488 969 650 576 324 730 600 QA/QC Inspector 384 534 574 530 200 510 726 Quantity Surveyor 354 444 444 450 251 414 911 MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202459|Global mobilityThe theme of stability c

248、arries through into appetite for relocation,with 83 per cent open to a move,up marginally from 81 per cent last year.Just over a third(34 per cent)of the workforce are expatriates,and opportunities for cross regional transfers continue to trend upwards from 48 per cent in 2022 to 61 per cent in 2024

249、.While there has been a slight decrease since last year,career progression remains the main motivator for global mobility(51 per cent versus 58 per cent).The same barrier to moving proximity to family also retains the top spot.Women in particular worry about the prospects for long-term career advanc

250、ement(11 per cent)while men are narrowly more concerned about their childrens education this year(12 per cent).The most attractive destinations for relocation are Europe(selected by 34 per cent),followed by the Middle East(18 per cent),which edges above North America this year(15 per cent).Global mo

251、bilityEurope,followed by the Middle East and then North America,are the top relocation destinations,with career progression as the main motivator for moving.WHERE WOULD BE YOUR PREFERRED LOCATION?34%Europe15%18%12%North AmericaMiddle EastAsiaMethodologyOil and GasAbout AirswiftPetrochemicalsPartner

252、DirectoryPowerRenewablesNuclearSummaryGETI Report 202460|Attracting and retaining talentDespite apparent satisfaction with salaries and steady appetite for regional relocation,professionals are not completely rooted in place:91 per cent are open to moving roles,the highest of the surveys sectors.Fur

253、thermore,while most prefer to stay within the power sector(58 per cent),44 per cent are open to going elsewhere within the energy industry,and 23 per cent would consider roles in a new sector altogether.As was the case last year,renewable energy is the sector of choice(cited by 54 per cent),followed

254、 by oil and gas(36 per cent).Beyond energy,35 per cent would move to the technology sector.Manufacturing is becoming steadily more attractive,having been selected by 11 per cent in 2022,16 per cent in 2023 and now 19 per cent in 2024.The reasons for moving roles mimic those for moving regions:career

255、 progression is the primary motivator(chosen by 27 per cent),though by much less than last year(38 per cent).Interest in the wider industry is second(15 per cent),and the chance to work with innovative technology takes third(12 per cent),eclipsing ESG concerns which plummets to seventh place this ye

256、ar.Commenting on the findings,Wenche Kjls,independent director at several companies,sees:“A picture of fragile stability.Salary growth is good but not spectacular,and though career progression remains a top concern,professionals seem less convinced they need to make a move than last year to continue

257、 their career trajectory.Yet,openness to moving roles and regions is high,indicating a sector where professionals are settled but wouldnt take much prompting to reconsider.As a well-established industry,power professionals are self-assured and have much to offer other sectors.”Hiring managers should

258、 take note:81 per cent of employees have been approached for another role in the last year,while over a third(34 per cent)have been approached six times or more.A significant minority(19 per cent)have received 11 or more approaches,with over one third of respondents saying more than half of these ap

259、proaches came from beyond the power sector.Attracting and retaining talent44%are open to moving to another energy sector.91%are open to moving roles.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202461|AI in the workplaceAI in the workpla

260、ceThough most power professionals(52 per cent)do not use AI in their role today,the sector is relatively forward-thinking.Thirty per cent of professionals say they already use AI,behind only renewables(32 per cent)and level with petrochemicals.A further 12 per cent expect they will be using AI withi

261、n the next six months.One third of respondents report that their workplace already has an AI policy,and 26 per cent have read it.Policies mainly focus on the benefits and objectives of using AI(58 per cent),with a reassuringly high focus on maintaining data protection,integrity and security(51 per c

262、ent).However,six per cent of professionals are unsure whether they are already using AI,and 13 per cent are unsure if their workplace has an AI policy,suggesting more needs to be done with regards to internal communications.All respondentsPowerDO YOU USE AI IN YOUR ROLE?POWER VERSUS ALL SECTORSYesNo

263、Dont know30%27%12%11%6%7%55%52%I will in the next six months%605040302010013%are unsure whether their workplace has an AI policy.30%of power professionals use AI in their role.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202462|The most

264、popular tools among those already using AI seem to be generative tools such as Chat GPT,Bard AI and Claude.Nineteen per cent of respondents say they use these tools,versus 17 per cent prioritising machine learning and 15 per cent use artificial general intelligence such as autonomous vehicles,superc

265、omputers,or deep AI software programs that mimic human intelligence.A further 19 per cent are unsure of which tools are used.The main use cases for these tools are automated workflow and workplace collaboration(27 per cent),remote monitoring and automation(26 per cent),safety and inspection improvem

266、ents(25 per cent),and data analytics for optimising energy production(25 per cent).Ken Corriveau,CIO at Omnicom Media Group,comments:“There are a host of potential applications for AI in the power sector,from generic back-office functions to more specialist tasks such as distributed generation and t

267、rading optimisation.I would not be surprised to see these numbers leap upwards in the near future.”Popular AI choices26%25%25%23%22%20%19%18%18%17%26%27%Automated workflow and workplace collaboration toolsRemote monitoring and automationData analytics to optimise energy productionSafety and inspecti

268、on improvements Innovation in new energy products and servicesOptimising energy products and servicesCustomer engagementSmart data to optimise ESG performancePredictive analytics to understand future energy demandSmart grids,storage systems and virtual power plantsSecuring energy assets against cybe

269、r attackDont know%010203040WHAT DOES YOUR COMPANY USE AI FOR?Popular AI choices25%use AI for data analytics to optimise energy production.27%use AI for automated workflow and workplace collaboration.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI

270、Report 202463|Professionals in the power sector are looking forward to an AI-powered future:86 per cent are positive about AIs future impact and 53 per cent are very optimistic more than in any other sector.On a personal level,78 per cent look forward to increased productivity in their role,while 64

271、 per cent are excited about new career opportunities,and 63 per cent about increased job satisfaction.Most(59 per cent)think AI will help them spend more time with family and friends.Beyond benefits in their own roles,respondents see great advantages for the power sector.Twenty-eight per cent say AI

272、 will increase research,development,and innovation,and 27 per cent expect better optimised production,services,and solutions.Around one quarter believe AI will reduce labour costs(26 per cent)and improve predictive analytics and forecasting(23 per cent).For Corriveau,this is cause for excitement:“Th

273、ough AI does hold great promise for workflow improvements and similar implementations,I personally see the greatest potential in the power it can bring to research and innovation.There are parallels in the healthcare sector,where researchers expect to use AI to crunch vast amounts of data for things

274、 like drug development.The same logic applies to the energy sector,and its great to see that power professionals seem to recognise this.”However,there are both risks and barriers to greater AI adoption.Respondents worry that the next two years could see a reduction in the human or personal touch(a c

275、oncern for 43 per cent),lack of training leading to misuse or poor adoption (32 per cent),or cyber security risks(32 per cent).The future of AI27%expect AI to optimise production,services,and solutions.78%look forward to increased productivity due to AI.64%are excited about new career opportunities

276、with AI.86%are positive about AIs future impact on the power sector.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryHOW WILL AI POSITIVELY IMPACT YOUR ROLE?Will increaseWill decreaseDont knowProfessionals also worry about lack of clarity over which AI

277、tools are the best fit for their company,insufficient investment in AI applications,and insufficient employee support for its roll-out.Kjls says:“Power is a broad sector and varies considerably from region to region,and in many ways,it is the backbone of the industrial world.Here in Norway,when you

278、think of power,you think of hydroelectric plants with their long history and green profile.Elsewhere,you may think of coal or gas,which is working hard to become more sustainable.Whats consistent,though,is that if you are to attract new people to work in the sector,they must enjoy the tools they wor

279、k with and the ways of working.AI shows a lot of promise in this respect,but people need greater clarity”9%5%78%12%63%13%18%19%14%59%Productivity8%11%16%64%Career and progression opportunities15%8%6%9%12%20%15%50%Salary6%11%34%49%Time spent using soft skills such as creativity and problem solving8%1

280、0%38%44%Time spent on strategic tasksJob satisfactionPressure on me to study or learn new skillsTime spent with family and friends%00%63%GETI Report 202464The future of AI63%anticipate increased job satisfaction from AI.59%believe AI will increase time spent with family and fri

281、ends.26%think AI will reduce labour costs.43%are concerned that AI lacks a human or personal touch.Will not change|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryRenewablesNuclearSummaryPowerGETI Report 202465|Power professionals expect AI to increase demand primarily for technic

282、al skills.Around one quarter believe programming and software engineering(27 per cent),data science(24 per cent),machine learning(24 per cent),along with IT and cyber security(both 23 per cent)skills will be in higher demand.In contrast,around one fifth of respondents predict an increased need for s

283、oft skills.Critical thinking and problem solving,and creativity and innovative thinking are both chosen by 21 per cent.Leadership and people management(17 per cent)and communication skills(15 per cent)rank lower.Overall,63 per cent of respondents believe AI will increase pressure on them to study or

284、 learn new skills,and they intend to rise to the challenge.The most popular areas for upskilling are machine learning,programming and software engineering,plus IT skills and critical thinking and problem-solving abilities.Janette Marx,CEO of Airswift,concludes:“Power professionals maintain the impor

285、tance of technical skills in response to AI,and they arent afraid to meet that challenge head on.Though most in the sector are open to moving roles,we know they prize career progression opportunities,and hiring managers have a great chance to boost retention by giving them opportunities to develop t

286、he skills they have identified.”AI skills for the futureSKILLS IN DEMAND VERSUS SKILLS RESPONDENTS MAY BE INFLUENCED TO DEVELOP27%26%24%20%24%28%23%17%23%21%21%20%21%21%20%20%19%19%17%13%Programming/software engineeringData scienceMachine learningCyber securityITCritical thinking/problem solvingProj

287、ect managementLeadership/people management%40302010RoboticsCreativity/innovative thinking/thinking outside the box0AI skills for the futureRespondents will developDemand will increase6%gap between cyber security skills in demand and development.63%believe AI will increase pressure to study or learn

288、skills.#1skill in demand:programming/software engineering.#1skill that respondents may develop:machine learning.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryTo attract new people to work in the sector,they must enjoy the tools they work with and the

289、 ways of working.AI shows a lot of promise in this respect.Wenche KjlsIndependent Director|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryRenewablesNuclearSummaryPowerGETI Report 202467SummaryThe power sectors apparent stability has not made its professionals any less likely to s

290、eek a move to satisfy their need for career progression.However,the companies in the sector have a golden opportunity to satisfy that desire through greater investment in AI and upskilling its workforce.Summary|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclear

291、SummaryAI and the Future of Skills in the Energy IndustryGETI Report 202468InfographicGETI Report 202468AI and the Future of Skills of Skills in PowerInfographic|54%of non-hiring professionals report a pay rise this year.83%are open to relocating for work,with Europe the top choice.30%of respondents

292、 use artificial intelligence in their role.Top four skills that may be developed Machine learningCritical thinking/problem solvingITProgramming/software engineeringTop four skills that are in demandMachine learningProgramming/software engineeringData scienceITTop three uses of AI in the power sector

293、Automated workflow and workplace collaboration.Data analytics to optimise energy production.Remote monitoring and automation.78%say productivity will increase.63%say job satisfaction will increase.74%say career and progression opportunities will increase.Personal impact of AI in the next two years:1

294、2341234MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryNuclearExpertAndrew CrabtreeFounder,Get Into NuclearGETI Report 202470ContentsContents727775788076798283|MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSum

295、maryInfographicSummaryAI skills for the futureThe future of AIPopular AI choicesAI in the workplaceAttracting and retaining talentGlobal mobilitySalariesGETI Report 202471|A large minority(42 per cent)of respondents report an increase in income this year a fall from last year(47 per cent),and lower

296、than elsewhere in the energy sector.Hiring managers have a more optimistic outlook though,with 74 per cent reporting increases in their sector,and 35 per cent reporting increases of more than five per cent.The future appears brighter:51 per cent of workers and 78 per cent of hiring managers anticipa

297、te raises in the coming year.However,it is notable that last year 73 per cent of workers expected a raise reality(42 per cent)seems to have dented their optimism.NuclearLast years optimism for pay rises does not appear to have materialised for some this year,dampening spirits.However,signs of distre

298、ss are hard to find,and there is much good to build on for hiring managers and professionals alike with the AI revolution creating demand for both soft and technical skills.Hiring managersProfessionalsSalariesPAY CHANGE EXPECTATIONS FOR NEXT YEAR REPORTED BY WORKERS AND HIRING MANAGERS%6050403020100

299、Increased by more than 5%35%18%Increased by 0-5%39%24%Stayed the sameDecreased by 0-5%2%2%Decreased by more than 5%4%4%20%53%MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202472|SalariesPERMANENT WORKER ANNUAL SALARY,USD(GLOBAL AVERAGE BA

300、SED ON SIX YEARS EXPERIENCE)AsiaEuropeMiddle EastNorth AmericaBusiness Development Manager 45,448 49,496 45,898 74,475 Chemical Engineer 61,325 64,753 55,106 75,712 Commercial Manager 71,397 96,993 97,551 126,115 Commissioning Manager 76,689 91,614 90,951 159,374 Construction Manager 68,630 90,872 9

301、1,797 109,281 Electrical Engineer 63,650 98,202 76,592 103,130 Environmental Engineer 53,528 60,943 61,245 124,033 Facilities Manager 52,631 75,377 62,427 120,325 HSE Manager 57,266 99,677 78,966 132,822 Maintenance Engineer 57,266 66,565 67,997 127,919 Mechanical Engineer 48,444 75,738 74,296 89,84

302、5 Nuclear Engineer 82,276 84,500 75,917 82,837 Planner/Scheduler 63,585 53,934 59,238 107,398 Process Engineer 59,808 82,433 80,324 128,158 Project Manager 74,508 94,205 80,017 78,333 Purchasing Manager/Buyer 55,833 63,279 52,023 92,325 QA/QC Manager 63,546 87,217 69,897 122,402 R&D Scientist 68,440

303、 72,573 54,934 104,188 Supply Chain Manager 54,258 84,761 64,916 117,391 Training Coordinator68,54072,83269,55589,226MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202473|SalariesCONTRACT WORKER DAY RATE,USD(GLOBAL AVERAGE BASED ON SIX YEA

304、RS EXPERIENCE)AsiaEuropeMiddle EastNorth AmericaBusiness Development Manager 399 495 452 674 Chemical Engineer 362 478 436 581 Commercial Manager 510 682 669 908 Commissioning Manager 548 700 665 1,038 Construction Manager 463 569 659 891 Electrical Engineer 390 588 570 960 Environmental Engineer 36

305、3 475 457 957 Facilities Manager 360 471 439 859 HSE Manager 389 566 576 955 Maintenance Engineer 368 471 545 781 Mechanical Engineer 344 490 542 850 Nuclear Engineer 493 570 553 750 Planner/Scheduler 334 515 492 855 Process Engineer 411 544 547 1,044 Project Manager 442 609 778 776 Purchasing Manag

306、er/Buyer 312 580 601 637 QA/QC Manager 432 535 554 793 R&D Scientist 343 519 418 851 Supply Chain Manager 387 515 501 880 Training Coordinator 287 354 332 577 MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202474|Only 65 per cent of respon

307、dents are open to relocation this year,a 12 per cent decrease from last year.Fifty-eight per cent say their employer promotes cross-regional transfers,and a third of workers are expatriates,but 35 per cent simply do not wish to relocate up from 23 per cent last year.For those open to a move,career p

308、rogression is the primary enticement(selected by 42 per cent).Lifestyle and low cost of living(13 per cent)and other reasons trail distantly.The most attractive destinations are Europe(26 per cent),North America(24 per cent),and the Middle East(20 per cent),roughly in-line with their peers across th

309、e energy sector.On the other hand,those who wish to stay put point to proximity to family(45 per cent)and lack of opportunities(14 per cent)to explain their reluctance.Andrew Crabtree,Founder of Get Into Nuclear,comments:“The nuclear sector is the odd one out when it comes to energy industry mobilit

310、y.That may be because nuclear power plants,more than others,tend to create long-term communities around them,so that workers may feel deeper roots.Security clearance can also be a significant administrative hurdle when moving between countries.Companies and countries rightly take nuclear security ve

311、ry seriously.”Global mobilityThe nuclear sector stands out in energy industry mobility,with international moves often hindered by stringent security clearance requirements.WHERE WOULD BE YOUR PREFERRED LOCATION?26%26%24%24%EuropeNorth America20%20%Middle EastGlobal mobilityMethodologyOil and GasAbou

312、t AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202475|The apparent rootedness of the sectors workforce should not be a cause for complacency on the part of hiring managers,as 77 per cent of respondents would consider switching to a new role.While half are open to a

313、 new role within nuclear,40 per cent would move to another energy sector,and 24 per cent would leave energy behind entirely.Within energy,the most popular destination is renewables,identified as of-interest by 42 per cent of respondents.Oil and gas last years top destination falls to third(19 per ce

314、nt),behind power(27 per cent).Technology,transport,logistics and infrastructure,and manufacturing are popular non-energy choices.When asked what would motivate a move,nearly one-third of respondents noted career progression,followed by interest in the wider sector(17 per cent)and the chance to work

315、with interesting technology(10 per cent).Crabtree adds:“Its notable that remuneration and benefits dont make the top three reasons for a move here,especially given nuclears relatively lacklustre performance on salary growth this year.But career progression can mean a lot of different things,so Id ca

316、ution against interpreting this as satisfaction with pay.In fact,the sector needs to take care not to slip behind on that front.”This is underlined by the fact that 79 per cent of workers have been approached for another role in the last year,with 10 per cent having been contacted more than 20 times

317、.Many of these offers are coming from beyond the sector.Janette Marx,CEO of Airswift,comments:“Nuclear professionals seem more settled in their roles than many of their peers across the wider energy sector,despite lower reported pay increases.Thats good news for now,but if their optimism for future

318、pay increases isnt rewarded,then they may not be so settled in future.”Attracting and retaining talentAttracting and retaining talentNuclear professionals seem more settled in their roles than many of their peers across the wider energy sector,despite lower reported pay increases.Janette Marx,CEO of

319、 Airswift24%would consider leaving the energy sector entirely.40%would move to another energy sector.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202476|Most(61 per cent)respondents do not use AI in their role today higher than in any ot

320、her energy sector.In fact,just over a quarter do(27 per cent),while another nine per cent expect to do so within six months.A third of respondents report that their workplace already has an AI policy in place,and 24 per cent have read it.This may suggest that the 27 per cent using AI are largely dil

321、igent about doing so within the confines of company policies.AI in the workplace%706050403020100YesNo7%Dont know27%27%9%11%3%55%61%I will in the next six monthsAll respondentsNuclearDO YOU USE AI IN YOUR ROLE?NUCLEAR VERSUS ALL SECTORSAI in the workplace32%of companies have an AI policy.61%do not us

322、e AI in their role.MethodologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryGETI Report 202477|The most popular tools used by nuclears AI vanguard are machine learning and robotic process automation applications,both selected by 18 per cent of respondents.In co

323、ntrast,15 per cent say they use generative AI such as ChatGPT compared to other sectors,where this is the top or joint-top use case.The top use cases for these tools are automated workflow and collaboration(26 per cent).Data analytics to optimise performance,and safety and inspection improvements cl

324、osely follow(both 23 per cent).Ken Corriveau,formerly the CIO at Omnicom Media Group,suggests:“What we may see here is lower uptake of AI by nuclear professionals,but greater emphasis on careful implementation and experimentation from the top-down,within strictly confined policy.By their nature,gene

325、rative AI tools today tend to be used by individuals experimenting within their roles.Perhaps there is less latitude for this in nuclear,given the extra safety and security considerations and a more cautious culture.”Popular AI choices%01020304026%23%23%18%18%15%15%9%9%8%8%35%Automated workflow and

326、workplace collaboration toolsData analytics to optimise energy productionSafety and inspection improvements Innovation in new energy products and servicesRemote monitoring and automationOptimising energy products and servicesPredictive analytics to understand future energy demandSmart data to optimi

327、se ESG performanceSmart grids,storage systems and virtual power plantsCustomer engagementSecuring energy assets against cyber attackDont knowWHAT DOES YOUR COMPANY USE AI FOR?Popular AI choices26%use AI for data analytics to optimise performance.23%use AI for safety and inspection improvements.Metho

328、dologyOil and GasAbout AirswiftPetrochemicalsPartner DirectoryPowerRenewablesNuclearSummaryHOW OPTIMISTIC ARE YOU ABOUT THE FUTURE IMPACT OF AI ON YOUR SECTOR?Very optimistic%00100406050NuclearOil and gasRenewablesPetrochemicalsPower18%42%36%6%14%33%47%2%11%36%51%4%14%31%51%10%33%53%4%4%G

329、ETI Report 202478The future of AIOptimism over AIs potential future role in nuclear is complicated.Forty-two per cent of respondents are fairly optimistic and 36 per cent are very optimistic about its impact.Taken at face value,this appears to be an enthusiastic response.However,in other sectors the

330、 combined figure for optimism is higher,and the very optimistic outweigh the fairly optimistic.Still,optimism is there.So,what stands in the way of a brighter future for AI in nuclear?Respondents say insufficient investment in AI applications is the number one challenge to making greater use of AI f

331、or the sector,followed by lack of clarity on which tools offer the best fit for the company and insufficient or poor-quality data.If these barriers can be overcome then 69 per cent of respondents look forward to greater productivity thanks to AI in the next two years,while 52 per cent anticipate new

332、 career and progression opportunities and 47 per cent expect greater job satisfaction.Only 17 per cent expect downward pressure on salary,career progression or job satisfaction,though 58 per cent recognise they will be under pressure to study or learn new skills.Beyond their professional lives,respo

333、ndents look forward to great benefits for the sector from greater AI use.Thirty per cent say AI will lead to an increase in research,development and innovation,and 27 per cent say it will improve predictive analytics and forecasting.On the other hand,38 per cent identify an emerging risk from lack of human or personal touch although this anxiety is higher in other sectors.The future of AI36%are ve