Unleashing human energy as the key to energy transition success

In the rapidly evolving energy sector, the true driving force behind successful transitions is often overlooked: human energy. While technology and investment are vital, the human factor truly drives the energy transition forward, writes Stefanie Rander of Siemens Energy.

Without people, everything else is just theory.

At Siemens Energy, we foster a thriving environment that encourages self-direction, responsibility, and a sense of purpose in one’s work. We want everyone to bring their whole self to work and reach their full potential. Innovation and business success are fostered when employees can be their authentic selves.

By focusing on the unique qualities, skills and competencies of each person, and with clear guidance also in uncertain conditions by our game-changing leaders, we aim to harness the full potential of our vibrant workforce.

Trust and psychological safety are fundamental to unleashing human energy. When employees feel trusted and safe, they are more likely to share ideas and innovate. This environment also encourages employees to take risks and learn from failures, which is essential for continuous improvement and innovation. The employer’s role is to create an environment in which this is possible.

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Cultural transformation in the energy sector

Changes in the world of work are not confined to the energy sector, but it is here that we can see how personal expectations of what it means to work are changing. Climate change and geopolitical upheaval have put the sector in the spotlight.

Every employee has a personal contribution to make, from the worker in the production of power plant components to those in the strategy departments developing concepts for a climate-friendly energy supply.

The energy transition is not just about technological advancements; it also involves a significant cultural transformation within organisations. This transformation should not be a top-down approach. Instead, it should start with creating environments that employees want to be a part of. This involves challenging existing ways of working, innovation that can be driven by everyone and fostering a sense of ownership among employees.

However, cultural transformation is not a one-size-fits-all approach. In our globalized industry working with colleagues from many different countries and regions is part of everyday life for many employees.

Dealing with different personal, social and business backgrounds is part of the job - it enriches it, but also makes it more challenging. Flexibility is needed to make the transformation process more relatable and effective for employees in different regions.

Attracting talent in the digital age and embracing artificial intelligence

Attracting talent, especially in areas like data analytics and AI, is crucial for the energy sector and the industry faces strong competition from many other sectors. As mentioned, conveying the impact that individuals can have in the energy transition is important. By making the purpose and vision of an organisation clear, it is possible to attract and retain top talent.

The implementation of artificial intelligence (AI) in the energy sector is another significant transformation. We at Siemens Energy view AI as an enabler rather than a replacer. While acknowledging the fears associated with AI, one needs to encourage a perspective shift towards the opportunities it brings. AI can enhance performance, make room for more creative work and open up new roles, making it an exciting development for the industry.

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The role of human resources in the energy transition

Career opportunities in the energy industry are as diverse as the people who work there. Shaping the energy transition requires the flexibility to constantly adapt to new challenges. Working together in global teams and with digital support unfolds creativity and innovative approaches to solving complex problems.

At Siemens Energy we act along a clearly defined People Agenda, which is aligned with our company strategy, values, and behaviours. The goal is to continuously develop and retain a robust workforce that is prepared for the industry’s challenges. People development and retention must be strategic priorities, since it not only benefits employees on a personal level but also propels the company forward, fostering a culture of continuous improvement and innovation.

HR departments need to promote lifelong learning, upskilling, and development for employees in their current role and for their future careers. This starts with vocational education, and early career promotion, continues with global talent and leadership development and leads into succession pipelining for critical roles.

The key is to exchange, collaborate, and apply what we’ve learned to tackle future challenges successfully.

Stefanie Rander leads Growth, Career & Talent Development at Siemens Energy, creating integrated development opportunities and modern learning journeys for employees.