Why care and performance are the twin engines of a resilient workforce

As the energy transition picks up pace, the need for clean energy skills is growing fast. To attract and keep the right talent, companies need to build a culture that values both care and performance.

By Maria Irvin, chief People and Culture Officer at RES

In my role, I’m often asked for career advice by colleagues from a wide range of backgrounds, each looking to shape or reshape their path. At a time of rapid change across society and geopolitics, our expectations of work are evolving. For some, a career is a source of identity or purpose; for others, it provides social fulfilment or a way to contribute to something bigger than themselves.

These goals are personal, but the environment that supports them is collective – and it starts with culture. I began my career as a chemical engineer in Scotland over 25 years ago and have been fortunate to work in settings that gave me space to ask questions, learn, fail and grow. I’ve also worked in places which didn't grant me those same privileges. These experiences have shaped my belief that workplace culture can make or break a career.

But let’s be clear: a culture of care isn’t just about being kind. I believe in care and performance. Supporting people doesn’t mean shielding them from challenge – it means giving feedback, setting high expectations, and creating the conditions for development. Care without accountability can feel hollow and performance without care becomes unsustainable. The two go hand in hand.

In the renewable energy industry, where I now lead people and culture at RES, we face a significant opportunity. Demand for clean energy skills is growing fast, driven by urgent decarbonisation targets. But the supply of talent hasn’t kept pace. A 2024 Manpower survey found that 94% of employers do not have the talent they need to meet ESG goals, while 70% are recruiting or planning to recruit for clean energy roles.

We also know that pathways into these roles are too narrow. According to the International Renewable Energy Agency (IRENA), around two-thirds of clean energy jobs do not require a university degree, but rather vocational training or practical experience. That creates an opportunity to widen the gate – and rethink how we support a more inclusive, accessible workforce.

A big part of the solution lies in adjacent industries. From oil and gas to mining and manufacturing, the world is full of experienced technicians and engineers with skills that can transfer directly into renewables. We don’t need to start from scratch. But we do need to build practical, supported pathways that give people confidence to make the leap, and have clarity about the value proposition the sector has to offer.

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This is something I’m passionate about not just at RES, but in my role as Chair of the Skills and Education Working Group for WindEurope. A key focus of our work is collaboration – across industry, education, government and communities – to ensure we’re creating a talent pipeline that reflects the scale and urgency of the energy transition.

Governments are beginning to step up, offering incentives to reskill workers and attract new talent. But we also need to listen to what that talent wants. According to the 2025 Global Energy Talent Index (GETI), flexibility, career impact and employer resilience – all hallmarks of a culture of care – are top drivers of job satisfaction. A striking 88% of professionals say it’s important their work contributes to the energy transition.

So, we know what matters: cultures that are inclusive, empowering, and open to difference. Places where people can do meaningful work, in ways that support both their ambitions and wellbeing. Where care and performance aren’t opposites but mutually reinforcing.

Recently, our industry marked Global Wind Day and World Engineering Day – reminders that energy systems aren’t just powered by turbines and infrastructure, but by people. Over one million people now work in wind energy globally, each playing a part in accelerating a more sustainable future.

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With 2030 and 2050 targets approaching fast, the need to scale renewable energy – and the teams that deliver it – has never been greater. From engineering and analytics to policy and project delivery, this is a sector full of opportunity and one where everyone has a role to play. There’s space here for every background, every career stage and every ambition.

At RES, we’re working to create the kind of culture that supports people to grow, challenge themselves and contribute meaningfully. Our 4,500 colleagues across 24 countries bring a wide range of perspectives and expertise – and together, they are helping to power the transition.

Because when care and performance are built into the foundation of our workplaces, we don’t just shape strong careers – we build the workforce this transition demands.