2013 National Conference
Building Powerful HR Strategies for Canada’s
Renewable Energy Workforce
Bill Empey, Managing Director,
Prism Economics and Analysis
1
Research Components
1.
2.
3.
4.
5.
6.
Technology Review
Employer Survey
Labour Market Model
Province Specific Summaries
Sector Summaries
The National Human Resources
Strategy
2
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.
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Outline
A. Background and Research Findings
1. Growth
2. Technology
3. Stakeholders
4. Labour markets
B. Proposed Strategic Actions
1. Goals
2. 12 Actions
3. Implementation
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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
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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
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Research Findings
Renewable Electricity in Canada, Total Installed Capacity, 2012
to 2022, All Scenarios
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Research Findings
Renewable Electricity in Canada, Total Installed Capacity, 2012
to 2022, All Scenarios, Excluding Large Hydro
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Research Findings
Change in RE Installed Capacity, Canada, Three Scenarios,
Excluding Large Hydro
6,000
Scenario C (Vision)
5,000
MW
4,000
Employment in Construction Falls
3,000
2,000
Scenario B (NEB)
1,000
Scenario A (Utility)
0
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
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Research Findings
Sectors
1.
2.
3.
4.
5.
6.
7.
Wind
Solar
Geothermal
Bioenergy
Large and Small Hydro
Marine…..and
Interconnection and
storage systems
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Addition to Capacity by Sector – Scenario C
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Research Findings
12
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
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The Supply Chain
Research and
Development
• Governmental
and R&D
funding
Manufacturing
and
Distribution
• Generating
systems
• Cells
• Turbines
• Balance of
system
• Towers, racks
• Structures
• Electrical
components
Construction
and
Installation
Project
Planning
• Design
• Permitting
• Finance
• Purchase
agreements
• Procurement
Engineering
management
• Civil
• Structural
• Site
preparation
• Installation
• Utility
upgrades
Operation
and
Maintenance
(on-site/offsite)
• Monitor
• Maintenance
• Security
• Reporting
• Storage
Grid
Operation,
Maintenance
and
Distribution
• System
maintenance
• Upgrades/
Smart Grid
• Storage
• Substation
• Grid
modernization
Employers
Manufacturing equipment, ICT,
Software
Manufacturing equipment, ICT,
Software
Consulting, finance, legal, business management
Engineering consultants, contractors (general / electrical), developers, operators
Utilities
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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
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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
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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
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Key Occupations in the RE workforce
Occupational Categories
Leaders and Mangers
Renewable Energy Core Occupations
1
Engineering managers
2
Utilities managers
3
Information systems analysts and consultants
4
Financial auditors and accountants
5
Sales, marketing and advertising managers
6
Other Leaders and Managers
7
Electrical and electronics engineers
8
Mechanical engineers
Electrical and electronics engineering technologists
and technicians
Mechanical engineering technologists and
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technicians
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Engineers and Technologists
11 Power systems and power station operators
12 Other Engineers and Technologists
13 Electricians (except industrial and power system)
14 Power system electricians
Trades and Related
15 Electrical power line and cable workers
16 Mechanical trades
17 Construction trades helpers and labourers*
18 Other Trades and Related
Source: EHRC, Prism Economics and Analysis
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Employment in Key RE Occupations – Distribution across markets
1. Employment across all
industries in the Province
2. Employment in Electricity
Generation and Distribution
Industry (NAICS 2211)
3. ERE
Employment
in Electricity
Industry
ERE Related
Employment in
industries outside
NAICS 2211
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Research Findings
Employment Growth, Key Occupation Groups, National
totals – Electricity Utilities and RE jobs
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Research Findings
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Research Findings
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Renewable Energy (Excluding Large Hydro) Employment 2011 – 2022, Scenario C
2011
54,302
Quebec
British Columbia
14,215
Alberta
9,230
Manitoba
10,255
5,284
Atlantic Canada
8,202
4,063
21,026
Saskatchewan
3,172
6,718
2022
650
977
2,032
378
Ontario
Canada
99,214
41,291
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Research Findings
3. Stakeholders / Training
Training is concentrated in colleges:
• In short programs or courses added programs
• College programs can be linked to other postsecondary programs
• Programs mention RE training for design, sales,
public relations, sustainable development as well
as technology
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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
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Research Findings
Post-Secondary Programs Offering RE related Specializations
Occupations
Leaders & Managers
Technical Sales Specialists
Natural and applied science policy
researchers, consultants and program
officers
Engineering and Technology
Engineers
Engineering Technicians & Technologists
Trades & Related
Trade Apprenticeship Programs
Other Trades
Solar PV Installers
Wind Turbine Technicians
Geothermal/GeoExchange Installers
Programs -ERE Specific
11
4
13
39
n/a
1
14
11
2
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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
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Research Findings
4. Labour Markets
Labour market conditions are tight in competing industries:
• Market conditions are related to expansion and
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
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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.
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Research Findings
Labour market dynamics, RE key occupations
16%
Unemployment rate (%)
14%
12%
10%
8%
6%
4%
2%
0%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Leadership and Management
Engineering and Technical
Trades and Related
LM Normal UE Rate
ET Normal UE Rate
TR Normal UE Rate
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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
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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
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Research Findings
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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
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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
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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
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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
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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
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Findings – The National Strategy
Leadership
and
Management
Solar
Specialization
Five Platforms
Wind
Specialization
Engineering
and
Technology
Trades and
Related
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National HR Strategy
Leadership 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
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National HR Strategy
Science 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
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National HR Strategy
Science 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
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National HR Strategy
Science 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
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National HR Strategy
Trades 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
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National HR Strategy
Trades 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
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National HR Strategy
Sector 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
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National HR Strategy
Sector 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
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National HR Strategy
Sector 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
48
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
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National HR Strategy
Careers, 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
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Findings – The National Strategy
Leadership
and
Management
Solar
Specialization
Five Platforms
Wind
Specialization
Engineering
and
Technology
Trades and
Related
51
National HR Strategy
Careers, Bridges and Certification
Strategic Action #12
Aim for National Certification – A Long Term
Goal
• Mobility across provinces and sectors assisted by
national standards for training
• Attitudes and institutions inhibit short term plans for
national standards but,
• Current national (ECO Canada) and int’l systems
(BZEE) provide leadership
• Council of the Federation Energy Strategy provides
encouragement
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National Human Resources Strategy
Implementation
•
•
•
•
•
Twelve actions are linked to draw together a critical
mass of stakeholders
400+ participants form a foundation
Implementation structured around platforms and
provinces
Potential for major role for RE and 100,000 jobs in
2022 create momentum
A nationwide investment in HR that parallels
expanded capacity
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National Human Resources Strategy
Conclusion
Canada needs a national human resources strategy to
prepare for a dramatic increase in labour requirements
for RE deployment. Stakeholders have a shared interest
and focus on a short list of trades and occupations.
Success brings together a skilled workforce, a carbon
free energy system and global business advantages.
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