I’ve previously expressed my view that a balance between nuclear and other renewable sources such as wind and solar should be embraced and accepted. However, the nature of these solutions vary considerably. Take Hinkley Point C for instance; project timescales will slip, costs will spiral, and politicians will interfere on a daily basis, but seldom is a project of this scale, profile and complexity delivered on time and budget with zero complications. They require above everything else, patience and commitment, with some of the best engineering and construction workers in the world working tirelessly to maintain utmost control on a development which will eventually provide stable, clean energy to the UK for c.60 years.
Colleagues in the offshore wind industry can surely relate? Recent CfD results demonstrate a huge success story, but the last 30+ years consisted of countless setbacks and complications whilst battling with the same challenges expected from most other major infrastructure developments. Lessons were learned and progress evolved due to the passion, stubbornness and sheer determination of the people behind the projects. But, maybe some additional knowledge sharing between the wind and nuclear industries could have helped both to accelerate more efficiently over this time?
People make these projects happen, and cross-pollination of talent can help to ensure we have the resources available to sustain each piece of the energy jigsaw in the future. The term diversity should not mean “man or woman” but crucially refers to embracing different perspectives from different people who have had different experiences. On this basis, the power sector must look for ways to proactively gather knowledge from related industries.
Imagine transferring an agile, solutions-driven engineering consultant from the electricity retail industry into a major developer of energy storage and EV infrastructure? Or a seasoned Project Director of coal-fired power plants into a small-scale developer of Energy from Waste projects? Sure, there will be differences of opinion and occasional personality clashes, but inevitably each party learns a new lesson or hears a different perspective which can be utilised on the next project for the greater good.
As an employer, it is easy to take the safe option and place a square peg into a square hole; the alternative option is risky and leaves an open goal for criticism if things go wrong. It takes strong leadership and a collaborative culture to enforce diversity in a positive manner. From the top down, employees must understand the personal and broader benefits of listening to others who might have a different opinion.
Might you need to recruit a critical position in your team over the next 6-12 months? Ask yourself the question;
should I play it safe and hire a carbon copy of the previous incumbent to ensure everything ticks over? Or can I proactively integrate new perspectives and potentially significant innovations in my team which might improve the way we do things forever?! If you have the luxury of time, pipelining for diverse talent in advance of those needs can create a unified sense of purpose in the business. If a reactive hire is necessary, diverse recruitment becomes more challenging but not impossible if a commitment is made at the start of the search process.
One thing is for sure; greater progress is made when people collaborate, actively listen to one another and work towards the same goal. The power sector has many differences and divisions, but this provides the perfect catalyst for successful talent transfers across related industries. I encourage you to take the initiative - try pushing a round peg through that square hole every once in a while!
If you'd like to hear more about how we can help you, or discuss a particular assignment or issue in confidence, please do not hesitate to contact
Chris Smith,
Director - Energy & Utilities, via
chris.smith@normanbroadbentsolutions.com or on +44 (0) 20 7484 0000