This paper presents an investigation into knowledge sharing and transfer (KST) barriers in the Power Station Projects Sector (PSPS) at the Kuwait Ministry of Electricity and Water and Renewable Energy (MEWRE) and contributes to the growing literature on the application of KST in the public sector by providing insights and understanding into KST barriers, as well as potential solutions framework to support possible strategic change. This study used a qualitative research method. A semi-structured interview was constructed with an average of 20 questions, the study interviewed 15 engineers with varying experience levels. The thematic analysis process is used to analyze the process. Qualitative results showed that KST barriers in PSPS include four categories individual, team, organizational, and technological. Each category causes a modest to extreme impact on PSPS learning performance. The qualitative study reveals that PSPS employees primarily share and transfer knowledge informally to support their routine functions since PSPS lacks KST policy and strategy. The article emphasizes the need for implementing KST practices in PSPS to stimulate employee collaboration and support accomplishing the vision of the MEWRE of enhancing administrative and human development.