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AltGen’s Fireside Chats: Finding Skills at Scale for Green Hydrogen

AltGen’s Fireside Chats: Finding Skills at Scale for Green Hydrogen

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Crucial Skills, Lean Teams, and AI at Scale

For our third Fireside Chat, we will discuss the obstacle that scale poses to the development of green hydrogen projects. When we think of scale, particularly when it comes to renewable energy projects, the industry likes to think big. Scaling up on both skills and knowledge is crucial to the success of green hydrogen projects which will undoubtedly require many skills at varying levels, but there certainly is not a one-size-fits-all when it comes to building teams…

We spoke to developers and project experts, who in collaboration with their partners, currently have green hydrogen projects underway. This time, however, we also spoke to professionals involved in creating innovative new ways to share knowledge at scale using AI technology. We will continue to explore the use of AI in the energy industry in our fourth and final green hydrogen-focused Fireside Chat. 

 

AltGen’s Burning Questions  

  • What really is the biggest barrier facing Africa’s green hydrogen economy? (We touched on this question in our first Fireside Chat, click here to read more!)
  • Realistically, how long will it take Africa to fully develop and begin producing green hydrogen? 
  • Will carbon taxes cause destructive delays in Africa’s green hydrogen transition, or will they propel them forward? (We touched on this question in our second Fireside Chat, click here to read more!)

Continuing the conversation from our last article, our panellists include WKN Windcurrent’s Power-to-X Programme Manager, Akhil Woodraj, Green Hydrogen Independent Consultant Olaf Marting, and a warm welcome to a new panellist – Dylan Evans, Co-founder of Beeline. 

Top challenges shortlisted by our Panelists 

Today we’ll be tackling the second challenge…Policy and Legislation. This Fireside Chat is the second in a series of four on the feasibility of green hydrogen projects in South Africa.

  1. Communication 
  2. Policy and Legislation 
  3. Finding Skills at Scale
  4. Overload of Information  

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Finding Skills at Scale: Number Crunching 

There are several scale-related factors that come into play when we talk about renewable energy projects. All, however, can be connected back to financial viability. The economic viability of green hydrogen projects lies primarily in the cost of equipment, storage, and distribution. While engineers and creatives rush to develop ways to make the price of low-carbon hydrogen technology more competitive, the rest of the industry must focus on scaling up 

 
“Economies of scale pose a cost benefit to green hydrogen projects due to the complex scope that often includes infrastructure, renewable energy and equipment
– Akhil Woodraj, Power-to-X Programme Manager – WKN Windcurrent 
 
Possible Solutions as Outlined by our Panelists:
 
 1) A proper look at skills needs assessments at all levels of employment  

Without ample motivation, high-carbon emitters will likely drag their feet in the race to decarbonise. This is where government and policymakers must step in.  For corporates to see the climate crisis as something that needs to be addressed today, and not in a decade, we must consider it a financial crisis, not solely an environmental crisis. Threaten the bottom line and people start to pay attention to the conversation. 

“In addition to engineering qualifications, vocational skills are also a necessity for green hydrogen project to be successful.” 
– Akhil Woodraj, Power-to-X Programme Manager – WKN Windcurrent 
  
“Most of the skills are available, it’s the experience that’s lacking, that’s where the risk sits.”
 Olaf MartingGreen Hydrogen Independent Consultant
 
Although green hydrogen projects will of course require highly specialised engineering, legal, and finance skills, they will also need experienced welders, boilermakers, electricians, maintenance staff, and amongst others, highly organised administrators. These skills are already available at scale, however, very few of them have experience with hydrogen projects. 
 
To adequately prepare for the large number of skills that these projects will require, governments and independent organisations have begun rolling out skills maps to identify which skill areas will need to be upskilled and re-skilled. UNIDO has mapped over 60 different skills that will need to be adapted, 40 of which are identified as technical skills that will be required across the entire value chain of the project. The focus, however, appears to initially be on the more glamourous skills. It’s all well and good having an electrolyser that produces green hydrogen, but without staff to maintain the primary plant, accidents are bound to happen. 
 
Two outfits hanging alongside each other. The outfit on the left is a yellow overall and the outfit on the right is a corporate suit with a yellow tie. This image represents the contrasting but equally necessary skills needed for Green Hydrogen projects.
 
Neglecting crucial elements of hydrogen projects because of a perceived lack of importance is likely to land a project in trouble, but when the end goal is so glittery, one can understand the outbreak of “get-there-itis” in the industry. 
 

 2) Moving away from a ‘not seeing the wood for the trees’ kind of perspective 

Get-there-itis is a relatively well-known phenomenon in the aviation industry. It refers to a pilot’s determination to reach a destination despite dangerous weather conditions, deemed as “plan continuation bias”. When of sound body and mind, it’s safe to assume that most people would opt not to fly an aeroplane during a tropical storm for example. However, when one becomes fixated on the destination or end objective, it’s easy to lose sight of a need to amend the plan or in worst-case scenarios, abandon the plan altogether.
 
So, how do we innovate quickly enough to avoid a climate catastrophe whilst still going slow enough that we avoid making irreparable mistakes? The answer might lie in something as simple as changing the way that we use and share data and knowledge. 
.  
 
Traditionally, organisations have focused on proactive learning, rather than reactive learning. But now, people need to know a lot more, and a lot quicker, learning on the go is a must.” 
Dylan, Co-Founder – Beeline
 
In order for experienced skills to be deployed at scale, skills naturally need to be trained at scale. 
 
Companies like Beeline, a science-based knowledge and learning platform, offer a way to optimise the transfer of real-time knowledge within companies and between partners. Organisations can curate digital libraries, providing instant access to data and knowledge at a company or industry-wide level. In addition to this, the platform has an integrated AI tool which allows users to search in this library for answers to specific questions.
 
The use of AI technology as both a scaling and data-cleaning tool is becoming a more viable solution across the board, particularly when huge amounts of data need to be sifted through, analysed, and shared. AI software is already being used to optimise processes in the green hydrogen industry and has generated impressive results. Some of these results include improved recipes for the chemical makeup of green hydrogen, more efficient and safer designs of plants, and ways to effectively scale up the manufacturing of electrolysers. These somewhat out-of-this-world developments bring a well-known quote by Jeff Bezos comes to mind. 
 
 
“AI is a ‘golden age’ and solving problems that were once in the realm of sci-fi”
Jeff Bezos
 
One would expect new skills to arise from the development of new AI software, pulling green hydrogen projects to safety with their shiny computing brains. This, however, does not seem to be the case. AI is virtually part of the furniture for most industries, with new programmes no longer needing specialised skills to operate them. All you need to know really, is how to effectively manipulate the data or use the system. 
 
With the use of new AI tools then, perhaps the scaling up of skills required for green hydrogen projects will not be as complicated as we may think…
 
The challenges that green hydrogen projects face come with a considerable amount of data attached to them, data which continues to accumulate daily. With an avalanche of information hurtling towards them, decision-makers in the green hydrogen space have to make the right choice quickly. If we are looking for a more efficient, more effective way to scale up green hydrogen skills, lean teams might be the way to go.  
 
 
3) Lean, mean, development machines
 
The tension between lean teams of developers and the skills at scale required to construct, operate, and maintain green hydrogen projects is an interesting one. More intimate teams can allow for more effective and more innovative collaboration. They make room for the wilder and somewhat unconventional ideas and solutions that, in a traditional corporate structure, are likely to get lost amongst the noise of a long chain of command and tangle of red tape. 
 
 
 
“The first people to take up things, the outliers, the few that see the world differently, they are the creators of the solutions that will transform our current reality. They need a strong voice to stand up and advocate for them, one louder than the naysayers.”   
 Priscilla Gibson, United Kingdom Managing Director – AltGen
 
Although these lean teams of experts are precisely what green hydrogen projects need, the ideas that they generate often disappear in the face of corporate marketing budgets and crowds of nay-sayers. Did you know that the first practical electric vehicle was built by Robert Davidson in 1837? Or that battery-operated buses were being used in Paris in 1881?  Or that green hydrogen has had 3 waves of enthusiasm, first in the mid 1970’s, then the late 1990’s and now – the 2020’s. The question is, how many lessons have been learnt and transferred between the waves of enthusiasm, or are the nay-sayers harping on the same strings from the previous conversations?
 
 
Leaders in green hydrogen need to be ready to step in to encourage and defend a solution if necessary. For that to occur, they need to ensure that they have their finger on the pulse at all times. 
 
 

Final thoughts…

 
“The industry is tough; it is not a friendly industry. But show me one industry that is not tough. What’s important is that we continue to believe in the change that these projects will bring”
 Olaf MartingGreen Hydrogen Independent Consultant
 
Bringing each element of these ambitious green hydrogen projects together is going to take time, collaboration, and considerable patience. When it comes to skills at scale, the challenge lies not in finding them, but perhaps in developing them in parallel with the projects themselves.
 
They say that the toughest challenges bring the greatest rewards, particularly when they are tackled with curiosity. Understanding the world of green hydrogen often feels like what one would imagine navigating rough Daedalus’s labyrinth would feel like. At every twist and turn, the industry learns something new (or re-learns from lessons learnt), and we take one step closer to seeing green hydrogen projects become a reality, but we need to work together as a collective, to succeed.  
 
 
Do you agree with the opinions and insights discussed in this article? 
Let us know what you think by sending us an email or engaging with our LinkedIn post in the comments. 
Prefer an old-fashioned approach? Give us a call on +27 21 880 2561

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Sean Gibson

Managing Director

“AltGen is all about effecting change, through people. With integrity, and passion”. 

Managing Director and Founder of the AltGen’ Group. Sean has played a pivotal role in steering and leading the vision and mission of AltGen, making AltGen the only highly specialist renewable energy recruitment firm operating within the renewable energy and sustainability space in Africa. Sean oversees the success of the entire group of AltGen companies.

Sean holds a Master of Philosophy in Sustainable Development from Stellenbosch University as well as an Honours degree from Rhodes University

Robert Veith

Sales Director

“Without quality and intelligent effort, there is no success and no reward.”

Joining AltGen in 2014, Robert started as a Recruitment Consultant and has since become our Recruitment Director overseeing the Recruitment and Executive Search division. Robert has extensive experience in securing talent for rare skills in the energy engineering market, including skills to the likes of Power System Engineers, SCADA Engineers, Project Developers and Electrical Engineering skills specific to design.

Through Robert’s leadership, each recruitment team is enabled to focus on their specific area of expertise, ensuring all client hiring needs are met. Through Robert’s years of dedication to sourcing and securing top talent in the industry, he has a wealth of insight into the skills market and provides our clients with a competitive advantage in a scarce skills environment enabling them to effectively execute on some of the most challenging renewable energy projects across Africa. Robert is also responsible for growth of the engineering recruitment team.

Robert holds a Bachelor of Commerce in Marketing Management from UNISA as well as a National Diploma in Electrical Engineering from CPUT.

Lindy Taylor

Business Development & Innovation Director

“The success of an organisation is defined by its people.”

As the Innovation & Business Development Manager, Lindy is responsible for the marketing and business development activities of AltGen. Through her big picture vision, Lindy has enabled AltGen to remain responsive in the cleantech space. She is responsible for engagements with new clients.
 
Lindy initially joined AltGen in 2015 and has grown into being an integral member of the senior management team. She ensures a collaborative approach with clients catering to their custom needs. Her focus is on attaining new clients, as well as handling contractual relationships with new and existing stakeholders.
 
Lindy holds a Bachelor’ Degree in Social Sciences from Rhodes University.

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Chris Roetz

Workforce Management Services: General Manager

“My goal is to deliver exceptional operational performance within AltGen – Northern Cape building on people, energy and sustainability”

Chris Roetz oversees AltGen’s Workforce Management division in the Northern Cape. He is responsible for the successful execution of HR advisory and management services for clients’ utility-scale projects in the region. Currently, Roetz mobilises an outsourced staff complement of over 200 employees. He also steers AltGen’s Solar Works programme in conjunction with his Pofadder based team.

Chris has 20 years of professional experience in an HR and outsourced staffing capacity within the energy environment and holds a National Diploma in Human Resource Management from UNISA.

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Muslim Janoowala

Consulting Services: Senior Consultant & Business Development Lead

“My focus is to be able to do impactful work, being in the front lines of the development sector finding solutions to safe and reliable drinking water, power and sanitation”

Muslim Janoowala drives AltGen’s consulting services arm. Muslim has 10+ years of experience in the renewable energy, water and general engineering space in Eastern Africa and has played an instrumental role in the success of AltGen consulting engagement on the AFD Green Mini-grid Programme in Kenya. His expertise caters to M&E activities, project management, impact analysis and assessments of funded water and renewable energy programmes that “enlighten” and uplift communities in rural Africa.

Muslim holds an MSc in Construction Management from Cass Business School and a Bachelor of Engineering in Architectural Environment Engineering from the University of Nottingham.

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Wiehahn de Jager

Senior Consultant & Team Lead

“The happiness of your life depends upon the quality of your thoughts.”

Wiehahn de Jager has specialist recruitment expertise in the finance sector and has worked on various mandates for large international and national clients on both a retained and contingency basis. Wiehahn has gained an in-depth understanding of the professional skills operating within the capital markets, fin-tech, and green finance space, with a keen focus on talented professionals within the African context. He has a strong track record successfully working on a range of skill levels, from Directors to Analysts, with a special focus on professionals from mid-level up to Corporate Executives.

Wiehahn holds a Bachelor in Law from the University of Stellenbosch.

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Robert Slater

Senior Consultant & Team Lead

“I love to serve people and be the steppingstone between them and their dream job.”

Robert Slater is an expert in the talent acquisition of carbon management, environmental and social governance-related professionals across Africa. Robert has successfully closed mandates for clients who are focused on sourcing skills with experience in climate change, clean cooking, sustainability, and agricultural environments.

Slater cares deeply for people and the planet, he has a Life Coach Training certification from New Insights and volunteers at ON A MISSION, an NPO which enables businesses and individuals to invest in carbon offset projects. He holds an Honours Degree in Environmental Management from UNISA.

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Natascha Marais

Consultant

“If opportunity doesn’t knock, build a door. I look for people who want to change the world and introduce them to like-minded companies.”

Natascha Marais is highly skilled when it comes to sourcing those “unicorns” for our clients in the OEM, AI and technology, economic development, and legal spaces.

Natascha has proven experience in identifying and onboarding professionals to the likes of business developers, sales, and account managers as well as technical sales or software developer skills.

Marais holds a Bachelor of Commerce in Law from Pearson Institute.

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