By Dominique Laurent, Senior Vice President, Human Resources, Europe at Schneider Electric

Europe’s competitiveness, its energy sovereignty and its climate ambitions depend on technology, policy frameworks and, critically, the availability of talent with the right skills. As digitalization and the energy transition increasingly converge, pressure on capabilities continues to rise. This is no longer a future concern. It is already constraining Europe’s capacity to act.

Across the continent, the picture is consistent. Nearly 55% of European companies report difficulties in recruiting ICT specialists, according to the European Commission’s Digital Economy and Society Index. At the same time, shortages are growing in energy related roles across engineering, operations and field services. Eurostat data shows that only 56% of Europeans aged 16 to 74 have basic digital skills.

Whatever the indicator, the conclusion is the same: Europe faces a widening talent gap across both digital and energy domains. Addressing it requires accelerating skills development at scale. This challenge cannot be addressed by individual companies or isolated public initiatives. It requires sustained cooperation between education systems, industry and policymakers. At Schneider Electric, we consider this a shared responsibility, and one to which we are actively contributing.

Talent at the intersection of digital and energy

Europe’s future competitiveness will depend largely on its ability to mobilize talent capable of operating at the intersection of energy and digital technologies. The systems that underpin decarbonization (for example, smart grids, electrified infrastructure, automated industrial processes and data driven efficiency) combine physical energy assets with digital layers.

The energy transition cannot therefore be separated from the digital transition. Europe has built strong positions in electrification and clean technologies, but leadership is not fixed. Energy roles are evolving rapidly, integrating new digital requirements, while digital roles increasingly require a deep understanding of energy systems.

Maintaining momentum requires continuous investment in people, across engineering, operations, digital and field functions, as well as in the diversity of profiles needed to adapt to change. These roles are central to building a more resilient energy system, capable of supporting growth, security and long term sustainability.

Strengthening the talent pipeline

Responding to Europe’s talent gap requires action on several fronts: skills development, inclusion, education and collaboration.

1. Upskilling across energy and digital

The historical “make or buy” strategy is no longer an option; it is absolutely necessary to adopt a “make AND buy” approach. Over the next five to 10 years, the external market will never be able to supply enough skilled resources to meet the technological challenges we face. If we look solely at the field of artificial intelligence which will enable significant internal efficiency gains (allowing us to redeploy resources elsewhere) as well as enrich our offerings and value propositions for the benefit of our clients, it is now clear that we have entered an era of talent shortages in AI expertise. According to a recent study published by ManpowerGroup, 72% of employers report difficulties hiring people skilled in AI, a strain affecting both large corporations and smaller businesses.

This means that businesses need to focus on training their existing talent. At Schneider Electric, we are investing in skills development across the full spectrum of energy and digital roles within factories, field operations and offices. Used with discipline, AI does not replace expertise in energy systems – it reinforces it. It supports engineers, technicians and operators in applying their knowledge more effectively, while allowing people to focus their time where it brings the most value.

The same logic applies to our work with customers. By combining deep energy and electrical expertise with digital technologies, we help organizations shorten learning curves, reduce preparation time and make complex systems accessible to teams with very different technical backgrounds.

2. Embedding diversity in practice

Diversity only delivers results when it is reflected in everyday decisions. It cannot remain a principle discussed at the leadership level alone.

This includes how organizations value experience in energy and industrial roles. As Europe’s workforce ages, employees approaching retirement remain essential contributors. Since 2021, our Senior Talent Program has supported experienced professionals in shaping the next phase of their careers while transmitting critical know‑how to younger generations.

Different ages, backgrounds and perspectives shape how technical and operational problems are approached and solved. The energy transition will not succeed if it relies on a narrow set of profiles. Diversity is not symbolic. It is a condition for performance and resilience.

3. Encouraging women into STEM and energy careers

Gender gaps in STEM and energy related roles continue to restrict Europe’s talent pool. Addressing them requires sustained effort. Schneider Electric has been recognized by the World Economic Forum as a Diversity, Equity and Inclusion Lighthouse for its DESFERS program, which supports women through technical training, education and entrepreneurship in renewable energy.

In Europe, mentoring and development programs remain an important lever to support women’s careers across engineering, digital and operational functions, including our European mentoring program. Broadening participation in these fields is not only a question of fairness. It is necessary to meet future skills demand.

4. Engaging the next generation

Young people entering the workforce bring curiosity and a willingness to challenge established practices. These qualities are essential in a period of rapid transformation of both energy systems and digital technologies.

Through the Schneider Electric Foundation’s Youth Education & Entrepreneurship program, more than one million young people have been trained worldwide. In Europe, partnerships with universities, technical schools and apprenticeship programs are helping prepare future professionals for careers spanning energy, electrification and digital technologies.

5. Working with institutions and partners

Talent scarcity across energy and digital cannot be solved in isolation. Collaboration with public authorities, industry peers and NGOs is essential to align efforts and scale impact. Initiatives involving STEM education, energy skills, entrepreneurship and inclusion are most effective when they reinforce one another.

Our commitment extends to international efforts such as the UN Women Generation Equality Forum, where we have committed to training 5,000 women in energy related roles through the Economic Justice & Rights Action Coalition.

The same approach underpins our digital and engineering hubs in cities such as Barcelona, Grenoble, Paris and Novi Sad. These centers bring together diverse teams working on local and global challenges, translating skills into concrete outcomes for customers and communities.

A European responsibility

Europe’s talent gap in energy and digital is structural. It is also solvable. With sustained investment in skills, a more inclusive approach to talent and closer cooperation across sectors, Europe can build a workforce equal to the transformations underway.

The digital and energy transitions will shape Europe’s position in the world and its sovereignty. Success will depend less on technology alone than on our collective ability to develop, retain and trust people with the skills to design, build and operate the energy systems of the future.

About the author

Dominique Laurent, Senior Vice President, Human Resources, Europe

Dominique Laurent has been the Human Resources Director of Europe Operations at Schneider Electric since October 2025. He started his career in the pharmaceutical industry, then in the appliance industry at Electrolux and ElcoBrandt where he held positions as a member of the management board and Chief Human Resources Officer. He has degrees in history and public law, as well as a degree from Sciences Po in Paris (where he has also previously lectured).