Bridging the Talent gap in fuel and gas industry

The fuel and gas distribution and retail sector has long been a traditional, often family run industry. With rising pressures to modernise, how can businesses attract the next generation of talent, especially those with digital skills, to help drive thattransformation?

Attracting younger generations, especially digital savvy talent, starts with recognising how differently younger people approach work. They want clarity on career progression and aclear sense of how they can grow and how quickly they can grow. So clearly mappingcareer pathways, showing how entry-level roles lead to leadership or specialist positionsbuilds trust and ambition.

Showcasing innovation is just as important. Demonstrating the digital tools, you use such as scheduling apps, automation systems, mobile technology signals a future-focusedenvironment where they can build valuable skills. With the pace of modernisationaccelerating, seeing the technology in play is a major drawcard.

Internships and cadetships help people understand the industry and visualise a real pathway, something still underdeveloped in Australia.

Purpose matters too. Sustainability commitments, STEM initiatives, and other value-drivenprograms resonate strongly with younger talent who want their work to have impact.

And finally, employer branding is crucial. Candidates research you long before they apply, so your digital presence must reflect your culture, progress, and ambition. Sharingauthentic stories, behind-the-scenes moments, and company updates helps them seewhy they should be part of it

What does a strong employee value proposition (EVP) look like for a fuel distribution or retail business today, and how can it be used to stand out in a competitive talent market?

A strong EVP in fuel distribution and retail today needs to balance stability with genuine opportunities for growth and innovation. It has to be backed by meaningful investment in training, upskilling, and exposure to new technologies. Younger talent, in particular, wants to see how a business is investing in their development, not just hear it. They’re looking for faster career progression, clear pathways, and the chance to build new skills as the industry modernises.

Training in emerging technologies is a big part of that. Digital transformation isn’t just about systems; it’s about building confidence and capability in the workforce. When employees know they’ll be supported to learn emerging tools, the Employee Value

Proposition becomes far more compelling. Job security also matters, especially for people hitting major life milestones like buying a home or starting families. Competitive rewards, recognition programs, and allowances for remote or hybrid work all add meaningful value.

Culture is another differentiator. Many businesses in this sector are family-owned with deep community roots, and that sense of belonging, especially in regional roles, can be incredibly compelling. Being visible in the community, partnering with universities, and building internships or cadetships, even small ones, helps people understand what the organisation stands for and imagine a future there.

Ultimately, a strong EVP has to be consistent across the entire employee journey. What’s promised in recruitment must be reinforced in onboarding and lived every day. Retention is just as important as attraction. When businesses invest in their people; train them, support them, and treat them as more than a number, it protects IP, reduces turnover, and builds a workforce that grows with the organisation.

Operational roles, especially field-based or logistics-focused (drivers, schedulers) are often overlooked. How can businesses make these roles more appealing to younger candidates who may not see it as a long-term career?

Operational roles like drivers and schedulers are the backbone of the industry, but they’re often perceived as static. To shift that perception, businesses need to reframe these positions as tech-enabled and career-building, highlighting that employees are gaining real-world skills in operations, technology, safety, and problem-solving.

By working with advanced logistics systems, compliance tools, and digital platforms, drivers and schedulers develop capabilities that can lead to supervisory, operational, or management roles. Clear development programs and honest conversations about progression make these roles more appealing and builds longevity.

Sharing real success stories goes a long way. When people can see someone who started as a driver or scheduler and progressed through the ranks, it makes those pathways feel achievable. Mentorship programs and structured development plans also help candidates understand where they can grow and what support they’ll have along the way.

Lifestyle benefits also matter. These roles offer stability, routine, and often flexibility. They provide hands-on experience with modern equipment and exposure to new systems.

Employees can work outdoors and be part of a close-knit operational team. All of these are strong selling points when marketed well. Ultimately, it’s about making long-term potential visible. When businesses highlight the tech, the progression, the mentorship, and the lifestyle advantages, these roles become far more attractive to younger candidates who may not have considered them before.

For regional operators, the challenge is even greater. With limited local talent pools and fewer resources, what are some effective strategies for recruiting and retaining skilled team members in these areas?

Success comes from being proactive and creative. Offering relocation support, housing assistance, and relocation packs highlighting schools, community amenities, and lifestyle benefits helps candidates visualise life in the region and reduces uncertainty.

Building talent pipelines through partnerships with TAFEs, universities, councils, and local organisations is key. Apprenticeships and traineeships attract talent and create long-term engagement. Active community involvement raises awareness of career opportunities and strengthens the local talent pool.

Retention strategies are equally important. Retention bonuses, flexible work arrangements, and training programs show employees the organisation values their development and work-life balance. Highlighting lifestyle benefits such as stability, community connection, and the unique opportunity of regional work make these roles more appealing and helps ensure people stay for the long term.

What new innovations or technologies do you recommend fuel and gas businesses explore to improve recruitment, onboarding, or workforce development?

Digital onboarding tools are a game-changer. Learning Management Systems (LMS) with interactive videos streamline compliance and training while freeing managers to focus onrelationship-building. Virtual tours, safety modules, and consistent training helpemployees feel prepared and confident from day one. They also provide resourcesemployees can revisit as needed.

The real advantage comes from balancing digital and human interaction. Digital tools handle repetitive compliance and information sharing tasks. This allows onboarding tofocus on building connections, mentorship, and personalised guidance. When training isconsistent, accessible, and supported by managers, employees feel prepared, valued, andengaged, setting them up for long-term success.

Video content is also powerful for recruitment. Short clips showing a “day in the life” of employees give candidates a real sense of culture and work environment. Social media campaigns that highlight innovation and career progression can significantly boost engagement.

From your vantage point, what does a future-ready workforce look like in fuel distribution and retail, and how can businesses start building it today?

A future-ready workforce in fuel distribution and retail is digitally literate, adaptable, and engaged. Start by auditing the current workforce to understand existing skills, identify gaps, and refresh your EVP to reflect opportunities for growth and development.

Invest in leadership development for all levels and cross-train teams to build versatility and succession pipelines. Using cost-effective digital tools also helps employees gain practical experience with new technologies, boosting confidence and capability. Build strong talent pipelines through internships, apprenticeships, and university partnerships.

Culture is equally important. Employees stay where they feel valued, engaged, and see clear growth. Showcasing day-to-day work, whether through social media or internal storytelling, gives candidates and employees a real sense of your organisation’s environment and values.

Your EVP isn’t just about getting people on board it’s about keeping them engaged. A future-ready workforce isn’t built overnight, but with proactive planning, investment in people, and a clear focus on culture, businesses can position themselves to thrive in a modern, digital-first world.

About Charmaine Cassidy

Charmaine Cassidy is a Senior Human Resources Consultant at Source, a team of commercially minded professionals specialising in legal, HR, governance, risk, and compliance. With a legal background and extensive experience in recruitment, generalist HR, and specialist projects, she helps organisations strengthen workforce capability, engagement, and long-term growth.

About Octane Systems

Octane Systems, a market leading provider of cloud-based ERP solutions for the fuel and gas industry. This interview is part of The Expert Series, Octane’s ongoing thought leadership program that uncovers emerging trends, challenges, and opportunities shaping the industry, offering practical insights for distributors, retailers, and investors