[ Question time: Stewart Gregory ] ECA T
oday: What is Schneider Electric doing in-house to demonstrate its commitment to carbon reduction? Stewart Gregory: Schneider Electric’s commitment to reducing its carbon emissions runs through the DNA of the company. The company reinvests around five per cent of its turnover into R&D and training, and much of this investment is focused on energy management and control. Many of Schneider Electric’s products now exhibit this function, from the simple single device to total control of an installation. The company’s UK sites are linked under a
programme called ‘Energy Action’, which adopts the four-step principle discussed before. All the sites monitor power consumption and trends, and make recommendations to reduce energy consumption. The programme is treated on the same basis internally as it would if we were selling it in the general market on an ROI basis, and over the period it has been running it has assisted us in maintaining a strong grip on our energy costs throughout the UK. In addition, the company has achieved the Carbon Trust standard accreditation, carried several programmes in employee engagement and it continues to develop energy efficient solutions at every level. As well as offering free e-learning modules on energy efficiency, the company is involved in lobbying government and standards bodies. In addition the company has received several awards for innovation in this area.
ECA T
oday: How is Schneider Electric approaching the marketing of energy efficient solutions to customers? Stewart Gregory: We rely on our four-step process, coupled with participation in terms of lobbying, practicing what we preach, and being able to demonstrate the benefits of energy efficient installations. We focus on bringing solutions to the market that meet customers’ requirements in the sector in which they operate. We attempt to integrate energy efficiency into almost
everything we do – doing more with less. Energy efficiency is the central pillar in our local and global approach to energy management.
ECA T ECA T oday: What’s your view on the impact of the
potential skills shortage in the sector over coming years? Stewart Gregory: The skills shortage will impact upon the whole electrical industry supply chain. Maybe at the moment it’s been a bit hidden, due the economic environment we find ourselves in. If, as advised by the statisticians, we have a whole generation of youngsters out of employment, it means our industry will age, with no new blood moving through, and the skills gap will increase. We must educate and train, with the right qualifications needed and aligned to our industry – and in engineering in general.
Issues about skill sets and skills shortage have
been with us since I started; I think it is now probably worse. The industry will continue to change with more convergence of technology, coupled with smarter plug- and-play solutions from the manufacturers.
ECA Today: Have you seen any encouraging signs that the industry is evolving to address the challenges and seize opportunities? Stewart Gregory: Yes. I believe the supply chain in general is more aware of the opportunities available. A good example would be the growth in PV installations, many done by ECA members. This then goes on to increase the opportunity over and above the initial hardware installation. I am sure more opportunities will come.
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important for the electrical contracting sector to address over the next five to 10 years? Stewart Gregory: Electrical energy is the future. But as the demand for, and the cost of, energy continues to rise, we must find ways of harnessing it in a more efficient manner. This requires action from both the supply side and the demand side. On the supply side, we must develop technologies and
business models to increase the penetration of renewable energies, while on the demand side, we must focus on energy efficiency to solve our energy dilemma.
Addressing these challenges will inevitably bring new
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The skills shortage will impact upon the whole electrical industry supply chain
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