Renewable Energy Skills Strategy SSC Collaborative Findings June 2010 Analysis of Roles

1. Renewable Energy Skills Strategy SSC Collaborative Findings June 2010 Analysis of Roles

2. The following slides summarise the information gathered by the sector skills councils during the project using the approach described in the ‘Methodology’ presentation. A simple risk assessment was carried out to identify the priority roles. When calculating the risk assessment for each role the impact of the role not being available was scored on a scale 1-3, the likelihood of the role not being available (either due to the skill being a new skill or already an identified shortage) was scored 1-3. The product of the two gave the risk associated with the role (1 being lowest and 9 being the highest).

3. Top Priority Roles (roles where the risk assessment gave a result of 9)

4. High Priority Roles (roles where the risk assessment gave a result of 6)

5. Summary of Roles 138 roles have been identified that are involved in the deployment of renewable energy 40 roles at level 5 or above 21 identified as having a potential skills shortage. 34 roles at level 4 19 identified as having a potential skills shortage. 37 roles at level 3 22 identified as having a potential skills shortage. 26 roles at level 2 6 identified as having a potential skills shortage. (roles where the risk assessment gave a result of more than 4 are deemed to have a potential skills shortage)

6. Sub Sea Roles Offshore generation through offshore wind, marine and tidal technologies require significant sub-sea work. The SSCs taking part in this project have little understanding of the roles involved in sub-sea work. The oil and gas industry are experienced in sub-sea construction but sub-sea High Voltage and generation roles are new. There are currently no occupational standards written in this area on which to bas CBQs. Sub-sea high voltage skills are the main, new, renewables specific skills identified in this project.

7. Construction Roles A wide range of construction roles have been identified as essential to the deployment of renewable technology. These roles are not expected to require specialist renewable knowledge though civil engineering skills coupled with an understanding of renewables will be an issue. The off shore construction skills already exist for other offshore construction projects. The aspect of the construction roles which may hinder the deployment of renewables is in the cyclical nature of the construction industry and the unpredictability of competition between projects. Nuclear building programmes, marine barrages and other large construction projects could coincide with the renewable generation projects and may cause localised, temporary skills shortages. Long term planning, involving all large construction projects will help identify pinch points.

8. Project Related Roles The collaboration has identified key roles in project initiation and project management. Large numbers of project proposals being submitted could put pressure on the approvals system. Offshore project management will have require offshore experience and knowledge. The project management impact on renewables will be dependant on competing projects and the complexity of experience required. Project managers experienced in offshore oil and gas projects will be in high demand.

9. Engineering Roles The collaboration has identified a wide range of engineering based roles, essential to the deployment of renewable technology. The majority of the skills will not change but the deployment of renewables will put pressure on a role already identified as in short supply. For example, cable jointers and lines people in the transmission and distribution. These roles will be identical in the context of renewable generation but there is already an identified shortage of people in these roles and the network requirements to meet the renewables requirements are significant. Building services engineering roles such as plumbing and electrical installation provide for the significant transfer of practical skills – the significant up-skilling requirement is additional knowledge and workplace experience Other roles will be significantly altered to allow a transfer to a renewables role or to add a renewables dimension to the existing role.

10. STEM The majority of skills, that have been identified during the research, already exist within the wide SSC arena but not necessarily within a single SSC footprint. Collaboration between SSCs to build suitable cross sector qualifications and training will be essential to meet this need. STEM (Science, Technology, Engineering and Mathematics) skills are key requirements to allow the specific training to take place. The delivery of a competent staff to renewables roles will require trainees with STEM qualifications and/or experience as the starting point. The key message here is that the focus must be on having staff competent in a range of STEM subjects, who can then have the modular renewable skills added.

11. Specialists • The collaboration has identified a wide range of specialist roles essential to the deployment of renewable technology. • These include (but are not limited to): • Ornithologists • Geologists • Marine Biologists • Environmental analysts • The expert knowledge and advice of these specialists will be critical to the planning and development of the majority of projects, albeit their skills may be required for relatively short periods. There are long lead times required to achieve the high levels of expertise required for these roles. •  It is not anticipated that large numbers of these  roles will be needed. However, with increasing numbers of projects in development, existing capacity across some of these specialist roles is becoming stretched, and their skills becoming increasingly in demand. • Early identification of requirements for these highly skilled roles will: • Help focus provision to meet specific requirements • Inform the project initiators and help prevent delays

12. Research and Manufacturing Roles The roles identified in this category are essential if the UK wishes to capitalise on the opportunities presented by the move to renewable energy. These roles are highlighted as being high priority and whilst it should be possible to import the technology this will not meet the objective of maximising the UK benefit from Renewable Energy Technology. Without a stable base of manufacturing and research within the UK the deployment of renewable technology will be dependant on imports. The research and manufacturing skills have been highlighted as a top priority and without these in place any potential requirement for UK manufacturing to supply a proportion of the equipment will be unfeasible.

13. Assessment and Advice Roles The collection of data on the energy performance of buildings ( Asset Rating ) and the amounts of energy used in public buildings ( Operational Ratings ) have been important for the last two/three years following the implementation of the EU`s  Energy performance of Buildings Directive (EPBD) – hence the production of Energy Performance Certificates (EPCs) and Display Energy Certificates (DECs) – roles which have to be performed by qualified and accredited Energy Assessors. Energy Advice in both the domestic and commercial fields is now recognised as being increasingly  important and is thus  an emerging skill area – driven by a mixture of targets and legislation – in need of special attention. Energy advice includes what best physically to do to existing property to reduce carbon emissions and save energy  ( eg insulation of roofs and cavity walls, solid wall insulation, boiler renewal etc  - all coming under the heading of retrofitting )  and also advice on the installation and use of renewable energy sources ( solar PV, ground source heat pumps etc ) plus, importantly human behaviour. Roles for domestic and commercial energy advisers already exist and are set to expand rapidly as a result of current and emerging government policy . NOS exist in many areas and are being converted to qualifications . This is a new skill area – and work is urgently need to quantify demand and ensure learning provision is put in place .

14. The analysis of the job roles has centred around different elements of the supply chain. These are reflected in the spreadsheet and the roles can be identified for each area of the supply chain. The following slide is an example of the skills required in off-shore wind. The next three slides explain the scope of each of these areas of the supply chain.

15. Roles required at different stages of Off-shore Wind technology deployment The roles included here are a selection and do not reflect the full range of roles identified and may be required at different levels as defined by the QCF.

16. Sections of Supply Chain Explained Research, Development, Demonstration & Deployment – R&D skills have always been well recognised (and supported by the UK - and EU – Governments) but Demonstration and Deployment have to be adequately resourced in any size of company and are often overlooked. Design Engineering design of the core technology and auxiliaries but not site-specific items Manufacture–The manufacture, assembly and shop-testing of the core technology and auxiliaries, even though many components will, in fact, be outsourced from an international supply chain.

17. Sections of Supply Chain Explained Systems Integration–Including the integration of different types of renewable energy technologies and/or from different equipment suppliers. The section includes integration of control systems as well as physical integration. Project Initiation– Business Planning / Quote / Product Advice & Guidance / Obtaining Planning and other Permissions / building regulations etc / safety case / design of specific installation. Construct / Assemble – This work may take place in a construction yard or facility other than the actual job-site but also includes the on site construction aspect of the project.

18. Sections of Supply Chain Explained Install / commission –Work done at the actual job-site installing the technology and making the connections required to bring the technology online. Operate / Maintain / Overhaul – The post-handover period. Larger plants will normally have an on-site operator, whereas smaller plant will not. All sizes of installation require regular maintenance in accordance with the Supplier’s instructions; this may be carried out by the Owner’s personnel or by an external Service supplier. In the event of breakdown or malfunction, equipment of any size will require to be overhauled, either by the Supplier’s personnel or by an authorised external Service supplier. Facilities Management – This covers technologies where a facility is created as part of the project and projects which technologies are added to existing facilities.

19. Property, Facilities Management, Housing and Cleaning2 The Courtyard28 New North RoadExeter   EX4 4EPT:   0139 242 3399F:   0139 242 3373E:enquiries@assetskills.orgwww.assetskills.org ConstructionBircham NewtonKing's LynnNorfolk   PE31 6RHT:   0344 994 4400E:call.centre@cskills.orgwww.cskills.org Blue CourtChurch LaneKings LangleyHertfordshireWD4 8JP01923 26000001923 270969 (fax) ECITB@ecitb.org.uk Partner SSC contact details Chemical and Pharmaceutical,Oil, Gas, Nuclear, Petroleumand PolymersUnit 5, Mandarin CourtCentre Park, WarringtonCheshire   WA1 1GGT:   0192 551 5200F:   0122 478 7830E:info@cogent-ssc.comwww.cogent-ssc.com Science, Engineering and Manufacturing Technologies14 Upton RoadWatfordHertfordshire   WD18 0JTT:   0845 643 9001F:   0174 064 4799E:   customerservices@semta.org.ukwww.semta.org.uk Gas, Power, Waste Management and Water IndustriesFriars Gate 1011 Stratford Road, ShirleySolihullWest Midlands   B90 4BNT:   0845 077 9922F:   0845 077 9933E:enquiries@euskills.co.ukwww.euskills.co.uk Building Services EngineeringVega House, Opal DriveFox Milne, Milton KeynesBuckinghamshire   MK15 0DFT:   0190 830 3960F:   0190 830 3989E:enquiries@summitskills.org.ukwww.summitskills.org.uk Environment and Land-basedLantra HouseStoneleigh Park, near CoventryWarwickshire CV8 2LGT: 0247 669 6996E:connect@lantra.co.ukwww.lantra.co.uk