Utility Week - authoritative, impartial and essential reading for senior people within utilities, regulators and government
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UTILITY WEEK | 4TH - 10TH MARCH 2016 | 17 industrial heritage of the area. Much of the renewable plant's exterior is clad in black profiled steel and dark brick, which acts as a formidable con- trast to the plant's landmark feature: an orange polycarbonate enclosure that houses the boilers and at night is illuminated internally, providing a gentle beacon across the landscape. If you have an asset or project you would like to see featured in this slot, email: paul.newton@fav-house.com. Operations & Assets Pipe up Barry Brooks E veryone within the utilities sector is aware of skills shortages, particularly for the technical roles required by gas, power and water to meet recognised project challenges to fulfil the government's National Infrastructure Plan. The current watchwords are employer leadership and ownership. Here, no other sector has committed itself more directly or invested expertise, resources and time more heavily than utilities. Within government reforms around apprenticeships, new industry standards along with high-level assess- ment plans in gas, power, waste and recycling have been developed by task and finish Trailblazer Development Groups, supported by Energy & Utility Skills. Employers have put the needs and best interests of the sector first, ensuring that the apprentices will be competent and pro- ductive workers upon completion by meeting the rigour contained within these new industry standards. Employers tell us that assessment and judgements on competence have much greater consequences than simply a pass or fail certificate. Failure to perform com- petently can result in injury, loss of life and significant damage to a company's reputation and public confidence. There has long been a concern that the national quali- fications have not always focused on the knowledge, skills and behaviours that are key to pivotal technical roles. Assessments have not always reflected actual practice in the workplace and judgements on competence have not always been open, transparent or consistent. In addition, traditional award- ing organisations have oen been slow to move with changing demands and new technologies. Through Energy & Utility Skills, the Energy & Effi- ciency Industrial Partnership addressed these concerns by creating the employer-led Energy & Efficiency Independent Assessment Service (EEIAS). Much has been achieved by the EEIAS in a short time thanks to the dedication, enthusiasm and expertise of employers, but there is much more to be done if they are to have ready access to a flow of new talent into the industry through the apprenticeship route, and the opportunity to cross- skill, reskill and upskill existing employees using stand- ards, programmes and qualifications that are fit for the future. The EEIAS and its many part- ners stand ready to play their part. Barry Brooks, strategic adviser and executive director, EEIAS "The Energy & Efficiency Independent Assessment Service ensures competent and productive apprentices" Employers have put the needs and best interests of the sector first