As Africa’s energy sector evolves, conversations are increasingly centred on investment, infrastructure and the transition to cleaner energy systems. Yet, according to energy professional Beatrice Siyanbola, one of the industry’s greatest challenges receives far less attention: developing and retaining the people needed to deliver that transition.

Siyanbola, a chemical engineer and Valuation Analyst at Shell, believes that while governments and businesses continue to invest in new technologies and energy infrastructure, the industry’s long-term success will ultimately depend on whether it can build a workforce equipped to meet the demands of a rapidly changing sector.

“The energy transition is not only about technology or capital. It is about people. Without the right talent, skills and leadership, even the best strategies will struggle to deliver lasting impact, she said.

Her perspective is informed by years of experience across engineering, operations and investment analysis, as well as her work mentoring young professionals entering the industry.

Reflecting on one of her mentoring experiences, Siyanbola recalled working with a young engineer whose abilities were never fully utilised after being assigned to a role that did not align with her skills or career aspirations.

Eventually, the engineer left in search of an environment where she could grow.
She explained: “It wasn’t simply a personal loss or an organisational loss. It was a loss for the industry. We often talk about attracting talent, but we also need to think seriously about how we develop, support and retain the people already within our organisations.”

The engineer believes the issue has become more pressing as the energy sector grapples with an ageing workforce while many younger professionals remain underutilised or leave in search of better opportunities. Slow career progression, limited mentorship and compensation structures that fail to reflect responsibility, she argues, continue to contribute to talent loss across the industry.

The discussion, she says, is particularly relevant for Africa as indigenous companies assume greater responsibility for developing the continent’s energy resources.

Recent milestones, including the growing prominence of Nigerian energy companies, demonstrate the industry’s potential. However, Siyanbola believes long-term success will depend not only on operational performance but also on sustained investment in people.
“Building energy infrastructure is important. Building the people who will operate, maintain and improve that infrastructure is equally important,” she noted.

Beyond her role at Shell, Siyanbola has consistently championed workforce development across the industry. She serves on the Advisory Board for Grid-UK, chaired by former UK Minister of State for Energy Security and Net Zero, Greg Hands, contributes to policy discussions through the European Youth Energy Network and has mentored more than 20 early-career professionals, both personally and through initiatives including Upreach and Girls in Energy.

Her commitment to developing future talent was among the qualities recognised when she received the 2026 WeAreTheCity Rising Star Award in the Energy and Utilities category. The award honours emerging professionals who combine career excellence with wider contributions to the advancement of their industries.

“If Africa wants to lead in the next chapter of global energy, investing in infrastructure alone will not be enough. We must invest with the same urgency in the people who will shape the industry’s future. Human capital is not a supporting part of the energy transition; it is the foundation on which it will succeed,” she stated.

As Africa positions itself within an evolving global energy landscape, Siyanbola believes the continent’s greatest competitive advantage may not lie beneath the ground, but in the people capable of transforming its resources into long-term prosperity.