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NETWORK / 24 / JULY/AUGUST 2016 Peak performance Getting more out of network assets in new and creative ways is becoming both a bigger priority and a tougher challenge. ASSET PERFORMANCE The new power generaTion New assets and management plans need to be developed in parallel with a new generation of network employees, says Les Hines at Jonathan Lee Recruitment. The energy sector is undergoing a massive transformation. Not only is it transitioning from traditional to renewable generation, assets and infrastructure are undergoing major renewal and new connected technologies are radically shifting the types of skills needed to meet future needs. It is no secret that there is a national shortage of skilled engineers. The power and distribution sector has already put in place a number of initiatives through organisations such as the National Skills Academy for Power (NSAP) to facilitate joint working on attracting and retaining talent to the sector. The Energy Networks Association acknowledges that one of the biggest potential barriers to innovation and smart grids is the industry skills gap, which threatens the development of networks in the coming years. Like rail and aerospace, the utilities sector is dealing with a broad spectrum of engineering challenges, from legacy systems, some of which date back 50 years and rely heavily on mechanical skills, through to smart internet-based technologies such as remote monitoring and management and even drone inspections that require electronics and IT skills. There are some common features emerging in the race to secure talent to meet future needs. Encouraging diversity in the talent pool – women still represent less than 10% of the engineering community – is one. The need for a collaborative approach to workforce planning, people development and promotion of the industry as an attractive place to work, is also vital. But by far the largest challenge, according to NSAP, is that over the next ten years, 80% of the existing workforce will retire. It is imperative that this experienced workforce is fully involved in engaging, inspiring and training the engineers that we will need in the future. Demand for engineers with chartered status to deal with the scale and complexity of major energy projects is growing, despite the constraints on the candidate market. Employers are not only looking for technical expertise, they want candidates to have the skills to support financial planning and forecasting during the bid, construction and operational phases of projects. Demand for this diversity of skill sets is increasingly common and should feature in the long-term planning for the future needs of the sector, as it looks to attract and shape the leaders, team builders and project managers of the future. ASSET PERFORMANCE