Tomorrow’s Utility WorkforceJune 3–5, 2015

Wanda RederS&C Electric Company - Chief Strategy Officer

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Overview

• Change is now! 

• Workforce challenges

• Future Workforce Needs A pipeline of employees

Competency, potential

Community representation

• Conclusions

1

Change is Now

Power industry drivers• Dependency on power

• Aging assets and people

• Changing generation mix

• Provide physical / cyber security

• Integrate renewables, storage

• Increasing customer choice

Changing workforce landscape • Increasing retirements • Less experienced new hires• Cultural differences• Evolving competencies• Efforts to develop, recruit, retain• More outsourcing

Flexibility for Energy Changing Mix

Energy mix: 2011 - 2035 Natural gas: 21% to 40% Coal: 49% to 25% Renewables: 4% to 11%

Implications: Changes how we make, move, and

use power Must accommodate renewables, build

in flexibility

Source: Black & Veatch Analysis - Energy Market Perspective

Solar PV and Diesel Technology PowerCost Trends: 2001-2013

(Source: HOMER Energy )

Source: Advanced Microgrids: Building the Business Case, Navigant, Feb 2015

PV Costs Trends and Market Growth

Global Solar Market in excess of $100 Billion

Industry Potential Replacement Impact62% may need replaced by 2020

Retained38%

5 year Non‐Retirement Attrition

18%

RetirementReady Now  9%

Retirement in 1 to 5 years17%

Retirement in 6 to 10 years

18%

Source: Gaps in the Energy Workforce Pipeline: 2011 CEWD Survey Results. 

• Workforce size is decreasing

• Average age increased to 46.1

• Employees continue to age on average.  Those age 53+ increased 5% since 2006

• Positions are harder to fill

Candidates, Historical Employment Trends

Source: BLS, Industries at a Glance, http://www.bls.gov/iag/tgs/iag22.htm, Industry – Utilities, NAICS Code 22

Utilities sector employment: 1980 – 2013

• Many candidates do not qualify

– 20% of jobs are STEM in some way 

– Pass rates on pre‐employment tests:

America’s Available Workforce – a Mismatch

• 5.4% unemployment in April, 2015 • Unemployment rate is falling

• Lowest in seven years (Really?)

• Smallest labor participation rate since 1978

• 7.3 million vacant jobs and growing

• 30+million unemployed or under-employed

• 93.7 million US out of work in the US

Source: Wall Street Journal “Case of the Vanishing Worker” May 10, 2015

What is happening? 

More out of work while openings increase Available workforce lacks experience, training 

and/or education required for the jobs available

US ‐ People not in the Labor Force:  1990 ‐ 2013

Strategic Planning to Transition to the Future

Knowledge Transfer

EmployeeDevelopment 

MentorshipCurriculumDevelopment 

Workforce Strategy MatrixAttrition presents opportunity

Requires strategic planning to build for future needs: 

1. Skilled employee pipeline in anticipation of business needs and attrition

2. Competencies development for traditional and modern infrastructure that can adopt to technological changes

3. Workforce evolution with diversity to reflect the community

8

Traditional Grid   Modern Grid

Competency DevelopmentSeason

edNew

Employee

    Pipeline

Pipeline Balances Supply and Demand for Technicians and Engineers

Demand Supply

Ready Now Ready Now 

MilitaryTransitioning AdultsCC /Univ. GraduatesRecent Energy Career Academy 

GradsUnion Apprenticeships

MilitaryTransitioning AdultsCC /Univ. GraduatesRecent Energy Career Academy 

GradsUnion Apprenticeships

Ready in 1‐2 Years Ready in 1‐2 Years Currently enrolled in CC/Univ. HS SeniorsHS Juniors in Energy Career Academy

Currently enrolled in CC/Univ. HS SeniorsHS Juniors in Energy Career Academy

Ready in 3‐5 YearsReady in 3‐5 YearsCurrently in Grades 9‐12 or beginning engineering studies at universityCurrently in Grades 9‐12 or beginning engineering studies at university

Ready in 6‐10 Years Ready in 6‐10 Years  Currently in Grades 4‐8Currently in Grades 4‐8

99

Source: Responding to Changing Workforce Needs, Dennis Ray PSERC November, 2013

Opportunity to Build Skilled Pipeline

• Support STEM advancement locally

• Educate the educators

• Courses before pre-employment testing

• Retraining engineers

• Train veterans on base

• Boot camps

• Scholarships and internships

10Source: Responding to Changing Workforce Needs, Dennis Ray PSERC November, 2013

IEEE PES Scholarship Plus Initiative ™• Scholarship: $2000, $2000 and $3000 in year 

1, 2 and 3

• For US citizen or permanent residents with one year of completed undergraduate study

• Attending ABET accredited school with  power classes

IEEE PES Scholarship Winners from South Dakota State University

LEARN - www.ee-scholarship.orgLIKE - www.facebook.com/ieeepes.scholarship.plusCONNECT - www.ieee-pes.org/workforce/pes-careersDONATE - www.ee-scholarship.org/sponsorship/donate-now/

• 733 scholarships distributed to 466 individuals attending 147 universities 

• Over $1.5M has been distributed in scholarships; thank you donors!

• Over 160 companies have hired a PES Scholar

• More students: enrollment is 180% of 2005‐06 

• Students using PES Careers has more than doubled since June 2012 (1,926 compared to 876)

It’s Working! (2011–14) Thanks to the Donors 

http://www.ee‐scholarship.org/June 30,  2015 – Official Deadline for applications

http://www.pes‐careers.org

Competency Development

• “Building a diverse, highly skilled energy workforce is a critical component of meeting tomorrow’s energy needs – and one of the industry’s top goals”

• Impact of technology, changing generation mix, evolving regulations / policy, and customer participation means we need more skilled people, especially with STEM backgrounds that represent the communities we serve

Source: Adopted from Electric Perspectives, March / April 2015  

Opportunity to Build Competency

• Rebuild with skills needed for the future

• On-line tutorials, knowledge transfer

• On-line collaborative tools

• Cross-train for flexibility

• Cross-functional, quick-hit teams

• Company-sponsored training

• Staff retention is key. Focus efforts in jobs where recruitment is difficult

• Selecting people with potential to learn

• Leverage new technology for challenging assignments to engage

14Source: Manpower Group 2012 Annual Talent Shortage Survey

Workforce Diversity and Culture• Diversity is critical to business success. Why?

1. Reflection of the community will be essential to connect with customers who are making participative choice

2. Promotes creativity - provides a distinct advantage when flexibility is needed. Shown to produce better solutions to problems

3. Utilize “quick-hit” teams to engage cross-sections of hi-potential candidates

4. Easier to attract and retain the best from a shrinking labor pool

5. “Same-ole, same-ole” is not an option

• Need to address cultural resistance

Conclusion

• Business is changing now

• Significant demand for talent due to pending attrition

• Presents an opportunity to rebuild the workforce

• Manage the transition – Support STEM for a strong pipeline

– Define the skills needed in the future

– Support programs to attract and develop the talent needed

– Create a nimble workforce using competency framework

– Strive for workforce diversity that reflects the community

Wanda RederChief Strategy Officer

S&C Electric CompanyWanda.reder@sandc.com

773-381-2318