68.3%
have more than 10 years of total experience
Salary Guide 2026–27
Energy & Infrastructure Salary Guide 2026–27
Salary, benefits and workforce insights for Australia’s Energy & Infrastructure market
Australia’s Energy & Infrastructure market continues to be shaped by long-term investment in renewable generation, transmission, grid connection, storage, major infrastructure and decarbonisation projects. As the project pipeline grows in both scale and complexity, employers are competing for experienced professionals who are technically capable, commercially aware and increasingly selective about their next move.
Market overview
A senior, selective and opportunity-aware market
Employers are competing for a workforce that is experienced, technically capable and increasingly selective about their next move.
Australia’s Energy & Infrastructure market continues to be shaped by long-term investment in renewable generation, transmission, grid connection, storage, major infrastructure and decarbonisation projects. As the project pipeline grows in both scale and complexity, employers are competing for a workforce that is experienced, technically capable and increasingly selective about their next move.
The data shows a mature and highly skilled candidate market, with a strong concentration of professionals holding more than a decade of experience. This depth of experience is valuable, but it also creates pressure for employers: senior talent is harder to replace, more aware of market movement, and more likely to expect competitive salary reviews, flexible arrangements and clear progression pathways.
While overall satisfaction remains reasonably positive, the market is far from static. Many professionals are not actively applying for roles, but they remain open to the right opportunity. This means employers cannot rely on passive retention. Salary competitiveness, flexibility, career development and strong management will all play a critical role in securing and keeping talent through 2026–27.
50.8%
have 16 or more years in the industry
58.7%
are satisfied or very satisfied in their current role
60.3%
feel underpaid or are unsure about market alignment
Key market insights
What the data says about retention, pay and movement
Salary confidence, flexibility and progression are shaping both hiring risk and candidate decision-making.
Experienced professionals are driving the market
The Energy & Infrastructure workforce represented in the data is highly experienced, with 68.3% of professionals having more than 10 years of total experience, including 50.8% with 16 or more years in the industry.
This points to a market where technical knowledge, project delivery experience and stakeholder management capability are highly concentrated among senior professionals. For employers, this reinforces the importance of retaining experienced team members, particularly as project pipelines become more complex and competition for proven talent remains strong.
At the same time, the lower proportion of early-career professionals highlights a longer-term talent pipeline challenge. If organisations are not actively developing graduates, engineers, coordinators, planners, HSE professionals and project support talent now, they may face further shortages in the years ahead.
Employer takeaway: Companies should avoid relying only on external hiring to fill senior capability gaps. Structured development, mentoring and succession planning will be essential to protect future delivery capacity.
Pay confidence remains uncertain
Only 39.7% of professionals believe they are being paid at the current market rate. A further 33.3% are unsure, while 27.0% believe they are not being paid at market rate.
This means 60.3% of the market either feels underpaid or lacks confidence in how their salary compares. In a competitive Energy & Infrastructure environment, uncertainty can be just as risky as dissatisfaction. When professionals are unsure of their value, they are more likely to benchmark externally, speak with recruiters, review job advertisements or become open to conversations they may not have otherwise considered.
Salary transparency, regular benchmarking and clear communication around remuneration decisions will be important retention tools in 2026–27.
Employer takeaway: A salary review should not only be a financial process. It should also be a communication process. Explaining how salaries are assessed, where employees sit against market expectations and what is required to progress can help reduce uncertainty and prevent unnecessary movement.
Salary increases are not keeping pace with expectations
The data shows a clear gap between salary review activity and employee expectations. 46.0% of professionals have not received a salary increase in their current company, while 58.7% are expecting a pay rise in the next financial year.
Among those who reported a percentage-based increase, most increases were concentrated between 2% and 4%, with fewer professionals receiving increases above that level.
This suggests that many employees are expecting some form of salary movement, but the level of increase may not always match broader market expectations, particularly for in-demand project, engineering, HSE, commercial and delivery roles.
Employer takeaway: Modest annual increases may not be enough to retain high-demand talent if external offers are moving faster. Employers should identify critical roles early and review whether salary bands remain competitive before employees begin testing the market.
Passive candidates are still open to movement
The Energy & Infrastructure market is not dominated by active jobseekers, but it is highly open to opportunity. 55.6% of professionals are not currently looking but would listen to offers, while 22.2% are actively looking for a new role.
Combined, this means 77.8% of the market is either actively looking or open to the right opportunity.
This creates both risk and opportunity. Employers may feel their teams are stable because many employees are not actively searching. However, the data suggests a large portion of the market is still willing to engage if approached with the right salary, flexibility, role scope or career pathway.
Employer takeaway: Retention strategies need to focus on the open-but-not-looking segment. These professionals may not raise concerns internally, but they will often respond to compelling external opportunities.
Salary remains the strongest motivator, but flexibility is close behind
When asked what would most influence them to consider a new job offer, 38.1% selected better salary. This was followed by flexible work arrangements at 22.2%, and promotion or a new role at 15.9%.
This shows that remuneration remains the leading driver of movement, but it is not the only factor. Flexibility has become a major part of the employment value proposition, even in a sector where site presence, project delivery and operational requirements can limit remote options.
Professionals are not necessarily expecting full flexibility in every role, but they are increasingly comparing employers based on how practical, reasonable and consistent their flexibility policies are.
Employer takeaway: Where full remote work is not possible, employers should consider other forms of flexibility, such as hybrid office days, adjusted start and finish times, roster flexibility, site travel support or clear expectations around work-from-home arrangements.
Flexibility is now part of market competitiveness
The most common work arrangement is hybrid work, representing 39.7% of professionals. A further 14.3% are fully remote, while 23.8% are fully on-site, 15.9% are FIFO and 6.3% are site-based or project-based.
This shows that Energy & Infrastructure is no longer a purely site-based employment market. While many roles still require physical presence, particularly across delivery, HSE, construction and project operations, hybrid and remote arrangements are now embedded across many corporate, engineering, commercial and project support functions.
Flexibility will remain an important differentiator, especially for employers competing for experienced professionals who have multiple options in the market.
Career progression is a retention risk
A significant proportion of professionals have not been promoted within their current company, with 74.6% reporting no promotion. Only 22.2% have been promoted in the past two years.
This is important because career progression remains one of the top reasons professionals would consider a new role. Where employees cannot see a realistic pathway internally, they may look externally for the next step.
In a senior-heavy market, progression does not always need to mean a formal promotion. It can include broader project exposure, leadership responsibilities, mentoring roles, commercial accountability, technical specialisation or involvement in higher-value projects.
Employer takeaway: Retention will depend on how clearly organisations can show employees what growth looks like. If progression is unclear, external opportunities may become more attractive, even for satisfied employees.
Satisfaction is positive, but the neutral group is important
Overall role satisfaction is relatively stable, with 58.7% of professionals either satisfied or very satisfied in their current role. However, 31.7% are neutral, while 9.5% are dissatisfied or very dissatisfied.
The neutral group is particularly important. These professionals may not be unhappy enough to resign immediately, but they may be receptive to external approaches if the offer provides stronger salary, flexibility, leadership, culture or progression.
For employers, this reinforces the importance of regular check-ins. Neutral employees are often the easiest group to overlook, but they can become a flight risk if their concerns remain unaddressed.
Visual data
Survey insights at a glance
Clean, percentage-led indicators show where employers and candidates should focus in 2026–27.
Paid at market rate
Salary confidence
Yes: 39.7%
Unsure: 33.3%
No: 27.0%
Looking status
MobilityWork arrangement
Current modelPromotion
Career movementRole satisfaction
Current sentimentJob offer motivators
Decision factors Benefits & employee expectations
Practical benefits carry real market weight
The most valued benefits in the Energy & Infrastructure market are practical, work-related and lifestyle-focused.
Based on ranked preferences, the strongest benefits are:
- Company vehicle
- Remote work
- Health insurance
- Childcare assistance
- Gym membership
- Housing assistance
- Retirement plan
- Student loan assistance
73.0%
placed a company vehicle in their top three benefits.
Remote work was the most common first-choice benefit, selected first by 34.9%, while health insurance also ranked strongly overall.
This suggests that benefits need to be relevant to the realities of Energy & Infrastructure work. For project-based, site-based and travel-heavy roles, vehicles, travel support and location-based benefits can be highly valued. For office-based, design, commercial and corporate roles, remote work and flexibility may carry greater weight.
Employer takeaway: A generic benefits package may not be enough. Employers should tailor benefits by role type, seniority and work arrangement, particularly where they are competing for high-demand project, engineering, commercial and HSE talent.
Workforce profile
Experienced, qualified and mainly permanent full-time
The data shows a workforce shaped by long-term employment, senior experience and technical capability.
Employment type
82.5% of professionals are permanent full-time, highlighting the importance of stable long-term employment in the sector.
Experience
68.3% have more than 10 years of total experience, reinforcing the senior nature of the market.
Company size
44.4% work in organisations with more than 1,000 employees, while 58.7% work in organisations with more than 500 employees. This suggests strong representation from larger contractors, asset owners, consultancies, developers and infrastructure organisations.
Education
65.1% hold either a bachelor’s or master’s degree, reflecting the technical and professional capability required across the sector.
Gender representation
The data continues to show a gender imbalance, with 84.1% identifying as men, 11.1% as women, 1.6% as non-binary and 3.2% preferring not to say. For employers, improving representation remains an important opportunity, particularly across leadership, project delivery, technical and site-based roles.
Client considerations
What Clients Should Consider in 2026–27
Retention and attraction strategies should reflect salary uncertainty, senior talent scarcity and the expectations of a flexible market.
Review salary competitiveness early
With a large portion of the market either unsure or unconvinced they are being paid at market rate, employers should benchmark salaries before retention issues emerge.
Protect high-demand talent
Senior project, engineering, commercial, planning, HSE and delivery professionals are difficult to replace. Employers should identify critical roles and proactively address salary, workload, progression and flexibility.
Strengthen internal career pathways
Limited promotion activity is a clear risk. Employees need to understand how they can progress, whether through title, responsibility, technical development or project exposure.
Be flexible where the role allows
Hybrid and remote work are now part of the market expectation. Even where site presence is required, practical flexibility can make an employer more competitive.
Use benefits strategically
Company vehicles, remote work and health insurance are among the strongest benefit preferences. Employers should avoid treating benefits as secondary, particularly in competitive hiring processes.
Keep passive candidates in mind
Many professionals are not actively applying, but they are open to the right opportunity. A strong employee value proposition is essential, both for attraction and retention.
Candidate priorities
What Candidates Should Consider in 2026–27
A well-informed career decision considers salary, total package value, progression and the long-term quality of the opportunity.
Know your market value
With many professionals unsure whether they are being paid at market rate, salary benchmarking is important. Understanding where your experience sits in the market can help you make more informed career decisions.
Look beyond base salary
Salary remains important, but flexibility, project exposure, leadership quality, benefits, culture and long-term progression can significantly impact overall satisfaction.
Assess progression clearly
If your current role does not offer a clear next step, consider whether there are opportunities to broaden your responsibilities, move into larger projects or develop a more specialised skill set.
Be strategic about movement
The market is active, but not every opportunity will be the right fit. Candidates should assess the stability of the organisation, project pipeline, leadership team, role scope and future growth potential.
Consider total package value
Benefits such as vehicles, remote work, health insurance and travel support can materially improve the value of an offer, particularly in site-based, FIFO or project-heavy roles.
Salary ranges
Energy & Infrastructure Salary Ranges
The following salary ranges provide a national benchmark for key Energy & Infrastructure roles across development, engineering, commercial, construction, commissioning and HSEQ functions. Ranges are intended as a guide and may vary depending on project scale, location, company structure, technical requirements and total package inclusions.
Development & Investment
Community & Stakeholder Relations Manager
$150,000 - $200,000
Development Manager
$180,000 - $220,000
Head of Development
$250,000 - $300,000
Investment Manager
$220,000 - $250,000
Project Developer
$120,000 - $150,000
Senior Project Developer
$160,000 - $180,000
Design & Engineering
BESS Engineer
$120,000 - $150,000
Engineering Manager
$200,000 - $225,000
Grid Connection Engineer
$120,000 - $150,000
Grid Connection Manager
$200,000 - $250,000
Senior Substation Engineer
$160,000 - $190,000
Power Systems Engineer
$120,000 - $150,000
Primary Engineer
$140,000 - $170,000
Principal Power Systems Engineer
$190,000 - $250,000
Secondary & Protection Engineer
$140,000 - $170,000
Senior Power System Engineer
$160,000 - $190,000
Transmission Line Engineer
$160,000 - $180,000
Design Manager
$220,000 - $250,000
Senior Electrical Engineer
$150,000 - $180,000
Commercial & Controls
Commercial Manager
$220,000 - $250,000
Contracts Administrator
$120,000 - $150,000
Cost Controller
$120,000 - $150,000
Estimator
$150,000 - $200,000
Project Planner
$150,000 - $180,000
Quantity Surveyor
$150,000 - $180,000
Senior Contracts Administrator
$150,000 - $180,000
Construction & Commissioning
Commissioning Manager
$220,000 - $280,000
Commissioning Engineer
$140,000 - $180,000
Construction Manager
$230,000 - $280,000
Project Director
$300,000 - $400,000
Project Engineer
$110,000 - $150,000
Project Manager
$220,000 - $250,000
Senior Project Engineer
$140,000 - $180,000
Site Engineer
$80,000 - $110,000
Site Manager
$180,000 - $220,000
Supervisor
$150,000 - $180,000
HSEQ
Environmental Advisor
$110,000 - $140,000
HSE Advisor
$110,000 - $140,000
HSE Manager
$180,000 - $210,000
Quality Advisor
$130,000 - $150,000
Senior HSEQ Advisor
$140,000 - $180,000
Sustainability Advisor
$110,000 - $140,000
Salary ranges are national benchmarks and represent base salary only. They may vary by project scale, location, company size, technical requirements and total package structure.
Closing commentary
Clear communication will define competitive employers
Organisations that invest in people, communicate clearly and offer genuine pathways will be better placed to secure critical capability.
The Energy & Infrastructure market remains one of Australia’s most important employment sectors, underpinned by investment in renewable energy, infrastructure delivery, transmission, storage and long-term decarbonisation.
For employers, the challenge is not only attracting talent, but retaining experienced professionals in a market where many are open to opportunity. Salary competitiveness, flexibility, progression and meaningful benefits will all influence whether employees stay or move.
For candidates, 2026–27 presents strong opportunities, particularly for those with proven experience across project delivery, engineering, commercial management, HSE, planning and infrastructure leadership. However, the best career decisions will be made by considering the full package, not salary alone.
As the market continues to evolve, organisations that invest in their people, communicate clearly and offer genuine career pathways will be best placed to secure the talent needed to deliver Australia’s next generation of Energy & Infrastructure projects.
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Whether you are hiring for a critical project role, reviewing salary competitiveness or considering your next move, Design & Build Recruitment can provide specialist market advice across Australia’s Energy & Infrastructure sector.
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