Workforce development | The ripple effect Addressing workforce challenges is now considered to be crucial to hydropower’s success
REGARDLESS OF THE INDUSTRY or country, the transition to a low carbon economy will affect the global workforce in terms of the type of jobs available and the skills demanded. And as Romina Bandura and Clara Bonin state in a new report for the Centre for Strategic and International Studies, whether countries can develop their renewable sectors will partly be dependent upon the readiness of their workforce. Although early estimates paint “an optimistic
picture” that by 2030 and 2050 the low carbon energy transition will result in net job creation, such projections hinge upon a critical condition. This, Bandura and Bonin say, is that workers will have the required education and training on the new jobs emerging from the energy transition. Although many countries have publicly recognised the importance of skill development for a greener energy future, it is claimed few have done anything about it. Less than 40% of Paris Agreement signatories have reportedly included any skills training in their policies aimed at the implementation of their climate action plans.
However, the authors also warn that reskilling alone might not be sufficient to enable workers to weather the carbon transition. Alongside the necessary and lacking skills, other factors also have to be considered such as the ability of workers to retrain, geographic distribution of jobs and a desire for workers to relocate, loss of earnings, plus wider community and social impacts.
Labour shortages As Deloitte recently suggested in one of its insight
Below: The ripple effect is described as being unstoppable when women train women in the hydropower industry
reports, engineering and construction firms need to consider creative talent management strategies to attract and retain talent to help address persistent labour shortages. An ageing workforce, waning interest among younger workers, and competition from other sectors are all said to be contributing to this talent gap. In addition, the skill requirements of the engineering
and construction workforce are evolving as new technologies, customer expectations, and project complexities demand a combination of digital, technical, management, and soft skills. Deloitte says it’s important for organisations to understand what’s behind current talent shortages, and how changes in jobs due to technology and automation and the evolving needs of a modern workforce are contributing to it. And in an effort to help build the workforce needed
to ensure the US hydropower industry continues to provide reliable power into the future, the Department of Energy’s Water Power Technologies Office recently announced US$1million in funding for the Hydropower Foundation’s workforce development programmes. Such action is deemed as being almost critical as the industry faces a wave of retirements. “While the US hydropower industry is more than a century old, this resource still has significant untapped potential,” says WPTO Director Matthew Grosso. “Realising that potential requires paving the way for the next generation of hydropower workers and helping bring new professionals into the industry.” More than a quarter of current hydropower industry
workers will reach retirement age in the coming years. Major challenges facing the workforce include those near-term vacancies, along with an increased demand for workers due to growing hydropower infrastructure and capacity in both conventional and pumped storage hydropower. To support this growing need, the Hydropower Foundation will focus on: Outreach to trades and apprenticeship programmes. Outreach to universities, trade schools, community colleges, and other post-secondary institutions to address a need for engineering and other hydropower industry services. Support for an inclusive hydropower workforce by engaging with minority-serving institutions and black, Hispanic, and tribal professional organisations. Efforts to leverage and expand existing workforce development programmes and partnerships such as the foundation’s Think Tank competitions, Waterpower Clubs, and Hiring for Hydro programme.
Addressing challenges Debbie Gray, Senior Policy Manager for the
International Hydropower Association, says the hydro industry has now realised that alongside traditional topics such as dam safety and cavitation, addressing workforce challenges are crucial to its success. With over two million people working in the global hydropower industry, the IHA says an ageing workforce and inability of the sector to attract new talent are key concerns across many parts of the world. In addition there are struggles with diversity and the sector’s reliance on internal hiring, with a perception
16 | May 2025 |
www.waterpowermagazine.com
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