Naser Al Hajri

Naser Al Hajri is responsible for managing Mubadala Energy’s corporate operations. He brings with him over 27 years of leadership experience gained in diverse technical, operational and strategic roles across the energy sector. Naser joined Mubadala Energy in 2011 and has held various positions from Asset Manager, Bahrain and Head of UAE Gas managing the shareholder interests in Dolphin Energy to most recently SVP Operations for the Middle East and Central Asia region. Prior to Mubadala Energy, he worked for the Abu Dhabi National Oil Company (ADNOC) where he was responsible for offshore and onshore assets operation and plant reliability. In his current role, Naser leads all aspects of corporate operations, ensuring support services are strategically aligned to business goals to deliver high impact projects in an efficient and streamlined way. Naser holds a bachelor’s degree in mechanical engineering from the University of Colorado at Denver, USA. Board Assignments: Board member at Dolphin Energy.

Session Overview

Wednesday, 4 November

16:00

Workforce & Skills Plenary Hall B 16:00 - 16:30

The capability constraint: closing the execution gap in a capital-intensive era

The global energy system is entering a capital-intensive expansion phase, with upstream growth, LNG capacity, grid reinforcement and carbon management scaling in parallel. The primary constraint is no longer capital availability but execution capability. Ageing technical populations, a narrowing craft pipeline and constrained cross-border mobility are creating a structural workforce gap that requires capable workforce systems that capital alone cannot close. This calls for systems that can sense demand, mobilise capability and redeploy skills dynamically. The challenge is acute in emerging markets and developing economies, where rapid training and scalable reskilling are essential. Increasingly, the gap is not only the availability of talent but the speed at which expertise can be deployed and redeployed as project demands shift. AI and workforce intelligence are improving visibility of execution risk at the task level, where bottlenecks and critical expertise converge. Treating workforce capacity as a dynamic system, rather than a static plan, shifts the sector from theoretical readiness to real-time mobilisation.

Attendee Insights:
Understand how workforce constraints impact timelines and capital efficiency, the interventions to close execution gaps, and how sovereign skills, EMDE pipelines, and dynamic mobilisation enable capability at scale.