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Case study NaTiONaL gRiD National grid has developed a talent strategy that supports its future business aspirations. Historically, we've focused on identifying and developing future leaders. This is still seen as critical but the approach has broadened to include other groups that are considered critical to achieving our busi- ness goals. These include operational leaders, engineers, stake- holder and relationship manag- ers. Current activities include working to spot hidden talent already in the business and accelerating development for those seen as having potential. The future involves raising awareness of the great career opportunities available to those who join and ensuring that highly talented individuals stay in the business or are attracted to join later in their career. Mike westcott, global HR director, National grid waTER NETwORkS ENERgY gENERaTiON aND RETaiL ● According to the Water Industry Skills Steering Group, there has been a steady decline in employee numbers since privatisation as companies seek to meet efficiency targets, prioritising headcount targets over and above retention of key skills and expertise. ● the industry has experienced a low turnover of staff (around 3 per cent a year) during the process of downsizing and consequently the historic investment in skills has remained relatively low. however, the industry is now facing an age- ing workforce, which is expected to worsen over the next 15 years. Significant additional investment in skills is therefore required. ● there are a range of pro- grammes underway to replace, grow and operate assets and distribution infrastructures, which place new demands on resource availability and the skills levels/ mix of the workforce. the green agenda is also placing new de- mands on the skills mix. ● Water companies must demonstrate to the Drinking Water Inspectorate (DWI) that their workforce is competent before being issued a licence to supply water. ● the introduction of competition for non-domestic customers in 2017 will fundamentally change the way water companies operate and create demand for a range of new skills, for example, with regard to customer and data management. ● Energy networks have a major problem looming as significant numbers of their workforces approach retirement. two out of five members of the distribution network operator workforce are expected to retire in the next decade. ● Meanwhile, fewer engineers are coming up through the ranks. A recent report by Engineering UK reveals that just 51,000 qualified engineers are coming on stream every year, compared with an estimated requirement of 87,000 a year over the next ten years. ● As well as day-to-day operations, this creates a problem in research and development where, for the first time in decades, networks are being asked to deliver. With smart technology opening up new arenas of opportunity, and changing consumer patterns placing huge demands upon infrastructure, innovation is crucial for network businesses. new skills sets will be required to deliver on this. ● new engineering approaches on networks will require new commercial skills, to ensure the Dno makes money on these ventures within the rules of their price control. ● As networks face greater scrutiny from politicians and the media, they have to rethink their approach to communications. new skills will be required here, as well as in customer communications. ● As renewable sources of generation grow, there is huge de- mand for the associated skills and experience. Nuclear new-build, for example, is on the agenda for the first time in ten years, with work on hinkley Point C to start soon and another four new nuclear power stations slated for the next 20 years. A limited number of individuals in construction and engineering, and other specialist disciplines, have the necessary skills to deliver nuclear new-build. ● the smart meter rollout is placing demands on energy sup- pliers, with a shortage of qualified meter fitters limiting the rate of implementation, particularly for smaller suppliers. An estimated 50,000 installers will be required at peak, who will need good customer-facing skills as well as technical knowledge to outline how the smart meter should be used to maximise benefit. There are similar skills shortages in the supply chain for energy efficiency measures in the built environment. ChAngIng SkILLS REQUIRED In: S P E C I A L R E P O RT: PA RT 1 / JA N U A RY 2 0 1 5 UtILIty WEEK | 16th - 22nD JAnUAry 2015 | 19 "Creating a bit more disturbance in the market is certainly what we are aiming to do." volker Beckers, chairman, rWE ● UtilityWeekLive www.utilityweek-keynote.com In association with:

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