Naser Al Hajri

Naser Al Hajri serves as the Chief Corporate Support Officer at Mubadala Energy, overseeing critical corporate functions, including Human Capital, Supply Chain, IT, Communications & ESG reporting, and Government Affairs. With over 25 years of extensive experience in the oil and gas industry, Naser brings exceptional expertise in technical, operational, and leadership roles. Since joining Mubadala Energy in 2011, Naser has held several key positions, such as Senior Vice President for Non-Operated Assets and Deputy Chief Operating Officer. His strategic vision and operational acumen have played a vital role in driving efficiencies and aligning corporate support functions with Mubadala Energy’s overarching strategies. He has been instrumental in steering teams towards the successful development and delivery of major projects, ensuring optimal value from operated assets. Before joining Mubadala Energy, Naser gained significant experience at the Abu Dhabi National Oil Company (ADNOC), where he held various technical and operational roles, managing both onshore and offshore assets. His contributions in maintaining plant integrity and operational reliability have earned him a distinguished reputation in the energy sector. Naser holds a bachelor’s degree in Mechanical Engineering from the University of Colorado at Denver, USA. His strong educational foundation, coupled with a track record of excellence in leadership, positions him as a key figure in advancing Mubadala Energy’s strategic objectives.

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.