2013 National Conference Building Powerful HR Strategies for Canada’s Renewable Energy Workforce Bill Empey, Managing Di

1. 2013 National Conference Building Powerful HR Strategies for Canada’s Renewable Energy Workforce Bill Empey, Managing Director, Prism Economics and Analysis

2. Research Components • TechnologyReview • Employer Survey • Labour Market Model • Province Specific Summaries • Sector Summaries • The National Human Resources Strategy

3. HR Planning for the Deployment of Renewable Electricity Canadian renewable electricity suppliers are expected to add between 20,000 and 52,000 MWs of capacity by 2022. This will raise labour requirements by 2 to 3 times the current levels. Renewing Futures research describes the labour market conditions and HR practices that are the basis for a National HR Strategy. You are invited to consider proposed actions that will build the needed, skilled workforce.

4. Outline A. Background and Research Findings • Growth • Technology • Stakeholders • Labour markets • Proposed Strategic Actions • Goals • 12 Actions • Implementation

5. Research Findings 1. Growth • Growth as a strong, positive, global theme for RE Deployment, and • Growth is associated with risk and uncertainty • Pace of growth and disruptive change • RE capacity replaces legacy systems (coal) • Accelerated expansion adds risks to: • Safety • Work and system quality • Productivity

6. Research Findings 1. Growth • First order growth is expanding capacity and operations • Second order growth is new investment, design and construction: • Employment gains are in engineering, manufacturing and construction: • Changing investments add temporary employment all along the supply chain for design, construction and supply

7. Research Findings Renewable Electricity in Canada, Total Installed Capacity, 2012 to 2022, All Scenarios

8. Research Findings Renewable Electricity in Canada, Total Installed Capacity, 2012 to 2022, All Scenarios, Excluding Large Hydro

9. Research Findings Change in RE Installed Capacity, Canada, Three Scenarios, Excluding Large Hydro

10. Research Findings Sectors • Wind • Solar • Geothermal • Bioenergy • Large and Small Hydro • Marine…..and • Interconnection and storage systems

11. Addition to Capacity by Sector – Scenario C

12. Research Findings

13. Research Findings 2. Technology Technology to be deployed will be similar to current technology except for interconnection technologies: • Variable wind and solar supply alter system needs • Changing distribution technology for RE and traditional generation include Smart Grid modernization • Emphasis on IT technicians and IT skills for • Power electricians • Power station and system operators

14. The Supply Chain • Research and Development • Manufacturing and Distribution • Project Planning • Construction and Installation • Operation and Maintenance • (on-site/off-site) • Grid Operation, Maintenance and Distribution • System maintenance • Upgrades/ Smart Grid • Storage • Substation • Grid modernization • Procurement Engineering management • Civil • Structural • Site preparation • Installation • Utility upgrades • Governmental and R&D funding • Generating systems • Cells • Turbines • Balance of system • Towers, racks • Structures • Electrical components • Design • Permitting • Finance • Purchase agreements • Monitor • Maintenance • Security • Reporting • Storage Employers Manufacturing equipment, ICT, Software Manufacturing equipment, ICT, Software Consulting, finance, legal, business management Engineering consultants, contractors (general / electrical), developers, operators Utilities

15. Research Findings 3. Stakeholders / Employers Employers are often small, dispersed and diversified and: • Business is diversified across many sectors and outside RE • HR risks are avoided with short term contact jobs • Shared focus on growing hiring requirements • Need for employee skills to be portable across sectors

16. Research Findings 3. Stakeholders / Employers Employers are often small, dispersed and diversified and: • Report economic and market issues take higher priority than HR, • Fewer than half of the sample report recent hiring difficulties, • Have confidence in existing HR capabilities, • Often plan to hire from other industry employers, • More than two thirds plan to increase staff significantly in the next two to three years

17. Research Findings 3. Stakeholders / Workforce • Growth in labour requirements by sector and occupations is: • Very strong in scenario C • Limited in operations and construction, employment falls in scenario B • Limited in both operations and construction in scenario A

19. Employment in Key RE Occupations – Distribution across markets

20. Research Findings

21. Research Findings

22. Research Findings

23. Renewable Energy (Excluding Large Hydro) Employment 2011 – 2022, Scenario C

24. Research Findings 3. Stakeholders / Training Training is concentrated in colleges: • In short programs or courses added programs • College programs can be linked to other post-secondary programs • Programs mention RE training for design, sales, public relations, sustainable development as well as technology

25. Research Findings 3. Stakeholders / Training • Limited references to RE in apprenticeship programs • Limited opportunities for university training in RE • Certification systems are available: • NABCEP • BZEE • Red Seal • ECO Canada • Canadian GeoExchange Commission • Limited interest in certification for RE work Canada

26. Research Findings

27. Research Findings 3. Stakeholders / Provincial Governments • Scenarios track both energy and labour policy • Provincial legacy drives different energy policy and priorities • Governments share some common policies to encourage RE but approaches differ • Provinces manage / regulate most RE occupations in a similar manner

28. Research Findings 4. Labour Markets Labour market conditions are tight in competing industries: • Market conditions are related to expansionand replacement demand: • Tightest markets in the west, • In construction, oil and gas, mining, • Major engineering projects – infrastructure including: • Transit, water systems, pipelines and • Electrical generation – hydro and nuclear (refurbishment) • Transmission and distribution systems

29. Research Findings 4. Labour Markets Labour market conditions are tight in competing industries impacting: • Scientists, engineers, managers and estimators • Related technicians and technologists • Skilled construction trades including electricians • Specialized trades and occupations • Solar installers • Wind technicians • Power Line Technicians, etc.

30. Research Findings

31. Research Findings 4. Labour Markets Labour market conditions are tight in competing industries where tight markets: • are related to retirement: • these demands exceed new jobs for economic growth • depend on age profiles and retirement patterns • create different market conditions for entrants and experienced or specialized workers, and • impact recruiting choices from post secondary programs and immigration

32. Research Findings 4. Labour Markets Tight markets related to retirement demand impact: • scientists and engineers • managers • supervisors • key trades • A key factor for large hydro employers

33. Research Findings

34. Research Findings Conclusions • Rapid growth in RE capacity will drive rising labour requirements • Employers may not recognize the industry scope of the HR problem • Power generation technologies will change little but distributions systems will incorporate new technologies • Eighteen key technical occupations require specialized training and certification • RE related training is limited to college programs

35. Research Findings Conclusions • RE jobs are created across a long supply chain and with diverse employers • Labour markets for the key RE occupations in other industries are tight – often driven by retirement demands • RE employers rarely share HR practices and perspectives, but • RE employers all share the same small group of priority occupations

36. National Human Resources Strategy • Background • RF findings support the need for a strategy: • Strong labour requirements in the Vision Scenario • Competition for skilled labour from other industries in all scenarios • Collective action to: • consolidate industry strength and overcome narrow interests • bridge distinctive Provincial resource legacies, energy policies and labour conditions and policy • Common focus on occupations provides a natural starting point

37. National Human Resources Strategy • Goals • The strategy must: • Build a consensus for collective action • Encourage youth and job seekers • Provide more graduates from post secondary training programs that meet employer needs • Provide more bridges that connect programs and certifications and promote mobility • Protect RE employers from shortages and the RE workforce from unemployment

38. National Human Resources Strategy • Common Elements • A unified vision of the RE Sector and a public relations campaign to promote careers • Background documents supporting the strategy with material from the research • New training and certification material that meets employer needs • And Measures of Success • More participation • More enrolments and graduates from RE programs • Guidelines – 50% increase by 2015, 2x increase by 2022

39. Findings – The National Strategy Five Platforms

40. National HR StrategyLeadership and Management • Strategic Action #1 • Building Critical Leadership Skills • The “leadership imperative” • Broad skills, experience and talent • A National Leadership Forum • RE specific programs for promising young leaders and experienced managers from related employers

41. National HR StrategyScience and Technology • Strategic Action #2 • Enhance Professional Engineering and Science Post-Secondary Programs • Focus on both employers and faculty • Prepare more grads for work in RE with specialized courses • Brief faculty on job opportunities

42. National HR StrategyScience and Technology • Strategic Action #3 • Focus Professional Science and Engineering Human Resources Management • Offering practical experience to grads through coop, internships • Focus on internationally trained scientists and engineers in RE work overseas • Leverages government programs like TFW and support programs at OSPE and Engineers Canada

43. National HR StrategyScience and Technology • Strategic Action #4 • Expand College Technician and Technologists Programs • the core of the strategy • Review and assess current college RE training programs • Assist and establish employer / faculty advisory programs • Suggest targets for registrations / graduations • Prepare plans for the next generation of college programs for RE

44. National HR StrategyTrades and Related Occupations • Strategic Action #5 • Boost the Role of Red Seal Trades with Renewable Electricity Skills • Add RE material to apprenticeship curriculum • Add RE related specializations or sub trades • Create bridges for: • Journeypersons to advanced certified skills • Apprentices to college programs • New installers / techs to apprenticeship

45. National HR StrategyTrades and Related Occupations • Strategic Action #6 • Build Interconnection Skills – a Joint RE / Utility Venture • Focus on college and apprenticeship programs for: • Electrical engineering technicians and technologists • Power station and system operators • Power electricians • Power line technicians • Assess the potential for shared / common programs across provinces and utilities

46. National HR StrategySector Specialties • Strategic Action #7 • Address Priorities for Large Hydro Employers • Retirement as an issue for employers focusing on: • Retention, recruiting experienced engineers and managers • Succession planning for middle management • Opportunities for retired managers to mentor young RE managers

47. National HR StrategySector Specialties • Strategic Action #8 • Build the Solar PV Installer Workforce • Assess existing college and private programs and certifications • Propose needed additions to skills • Assess links to apprenticeship programs and college courses • Set targets for increasing registrations and graduations -- +50% by 2015 and 2x by 2020

48. National HR StrategySector Specialties • Strategic Action #9 • Build the Wind Technician Workforce • Assess existing college and private programs and certifications • BZEE certification in Canada • Propose needed additions to skills • Assess links to apprenticeship programs and college courses • Assess needed IT skills related to interconnection • Set targets for increasing registrations and graduations -- +50% by 2015 and 2x by 2022

49. National Human Resources Strategy for RE • Strategic Action #10 • Increase Industry Awareness; What is in it for ME? • Public Relations to build participation • Research drives background material for targeted audiences • Target industry leaders first, • Adopt provincial and sector specific approaches • Coordinate with industry associations to avoid duplication or competition • Adopt multi year and multi media approach

50. National HR StrategyCareers, Bridges and Certification • Strategic Action #11 • Create Career Paths for Renewable Electricity • Research findings map potential career paths from new entrants to CEOs • Promote future RE jobs linked to growth • Using college programs as the core – describe training and certification programs that facilitate advancement and mobility across provinces and sectors • Build features that encourage under-represented groups