Growing the Energy Efficiency Industry: Two Efforts

As the energy efficiency industry faces a skyrocketing demand for its services, organizations and companies of all types are preparing to meet this need by focusing on attracting and training new professionals and program implementers. Two leading industry organizations, ICF International and NSTAR Electric and Gas are proactively helping to shore up the efficiency industry’s infrastructure to successfully tackle the challenges that lie ahead.The following excerpts provide some insight into how these organizations are addressing the issue.

Mike Mernick, Senior Vice President
ICF International

It is a very exciting time to be in the energy efficiency industry. The nexus between energy consumption and environmental impact has never been more visible to consumers or to policy-makers. Congress and the states are stepping up both legislative action and regulatory intervention in energy markets and environmental policy. Climate change policy is reaching a tipping point with elected officials, as well as in the media and among the general public. More and more citizens are asking what they can do as individuals to save energy and slow global warming. This level of awareness creates new opportunities to highlight energy efficiency programs that offer relief now. As long as we can continue to demonstrate that energy efficiency can be delivered effectively, on time and at a lower cost than supply options, the growth potential for our industry is strong.

While our industry is growing, it is still fairly young. Even though states and utilities spend over $2 billion annually on efficiency programs, many states are still inactive or just beginning their efficiency efforts. There are more individuals and organizations in the efficiency industry than ever before; but to sustain our success, we will need to greatly expand this “infrastructure” for delivering efficiency. That means people, equipment, training, and the other elements of the pipeline network that keeps efficiency technology and services flowing. 

One way to sustain our success is to allow new market entrants with new and creative perspectives. As an industry, we need to shed the image that only grassroots organizations and non-profits do environmental work, and that there are long-term career opportunities for a variety of skills and interests in an environmentally-driven, competitive commercial market. At ICF, we are continuously investing in new tools and technologies to support future and existing work, in addition to maintaining a high level presence at industry conferences and other events, workshops to both learn and help drive industry best practices.

Because ICF has outstanding tools, systems and structures in place, our focus has become staffing: getting the right people on board quickly to support our clients. Because ICF can support the full programmatic spectrum from efficiency program planning, design, and implementation, to M&V and evaluation, we look broadly when assessing the need for new hires. While we do need to fill very technical or specific niche roles for certain clients, we try not to hire staff to fit into a box on an organizational chart but rather try to hire the best candidates who will excel within our corporate structure and culture. For ICF, it is a balance between bringing in the best and brightest young professionals and providing them with the opportunity to work with some of the top veteran managers in the industry. We also have a rigorous junior to mid-level management training program in place that will continue to groom candidates for the next level of responsibility. As long as we continue to think broadly about the future of the industry, and first and foremost seek to hire candidates who are truly passionate about the type of work we perform, I am confident we will continue to grow at the pace needed to keep delivering outstanding results for our clients.

ICF’s Energy Efficiency group added over 50 new hires in 2007 alone. I expect we will surpass that number this year by the end of the summer. We want these new employees to have long, 30 year careers with ICF, and not leave in 2 years after they do “their environmental thing,” and go elsewhere to make more money.  We are targeting broad audiences; the best undergraduates, the top business schools, and always keeping a keen eye for those experienced professionals who can provide the leadership and mentoring required to help those younger professionals grow.

While our industry offers both, good incentives and an understanding that a career in energy efficiency is good for our society, companies need to offer a complete package to be competitive for the top talent. Our strong reputation for utilizing innovative techniques to deliver exceptional results makes ICF a high-caliber and dynamic place to work. ICF’s ability to design and implement energy efficiency programs that produce positive impacts and market transformation is what has sustained long-lasting relationships with our clients. We also need to make it more financially attractive for the best and brightest to come to our industry and to stay. We need to make our industry a viable option to consider so the best engineers and analysts and business school graduates pass up the more lucrative high- tech or Wall Street-type job options for good, high paying jobs where you can build a long term career helping to make the world a better place. 

In light of the widespread concern for energy and environmental issues, our industry and the work we do is very important. Opportunities abound for talented individuals to jump in at any level and immediately bring value to the variety of organizations involved in the energy efficiency industry. The most important thing for each individual looking to enter the field is to assess their skill set and seek the work environment that suits them best. ICF is not the best fit for everyone, but the good news is there are plenty of opportunities out there right now. I would encourage interested individuals to look into some of the industry associations as a way to assess options available to them. ICF has strongly supported professional associations such as AESP, AEE, RESNET and others. I have been active with the Board of AESP and the Northeast Chapter for years and their commitment to attracting new individuals to our industry has never been stronger.   

For individuals interested in a career at ICF, I would encourage them to apply through our “Careers” page on our web site: www.icfi.com. ICF recruiting representatives attend many college career fairs for those about to graduate and ready to apply their academic knowledge to complex business issues. Or, people can contact me directly at any time, mmernick@icfi.com.

With the expansion of our industry, all staffing capabilities within the programmatic spectrum will need to grow. I personally feel that percentage-wise, the largest growth will need to be where the rubber meets the road, and that is on program implementation. We as an industry need to deliver on all of the mandates that are coming our way. Technological developments and specification improvements will drive better and more efficient products in the marketplace. 

But as an industry, delivering the products and services to market, in more and more integrated ways, is going to be more challenging than ever before, and we need an experienced and reliable workforce to deliver on what are shaping up to be aggressive goals. If we do not have the staffing levels and delivery systems to meet these targets, evaluators will quickly hold us accountable. If we fail to deliver, decision makers will lose confidence in efficiency as a resource, and our business could become cyclic again. At ICF, we are committed to finding the people, the ideas, and the results to keep the efficiency industry growing through our lifetime.

Roseann Brusco
NSTAR Electric and Gas

As increasing fuel prices and climate change awareness continue to dominate the headlines, customer demand for renewable energy and energy efficiency options is at an all time high. To continue to meet this demand into the future, utility companies must take steps now to promote technology advancement and ensure that an adequate, well-trained workforce is available.  Focusing today on tomorrow’s workforce is especially important given that many of our industry’s workers nationwide are rapidly reaching retirement age.

NSTAR has embarked on several initiatives to promote technology advances and address the need to train new energy professionals. This will be the lifeblood of our industry and our company going forward.

Sponsorships

For the last two years, NSTAR has been a gold sponsor of the NEEP Summit, dedicating its resources to scholarships to attend this day-long event for qualified students who have an interest in the energy field.  In addition to being exposed to cutting edge topics addressed at the Summit and being able to network among various industry policymakers, implementers, and evaluators, students can witness a panel discussion of industry professionals that focuses on a day in the life of an energy professional. Students are then invited to engage in a Q&A session.

To develop and motivate the next generation of energy entrepreneurs, NSTAR has partnered with MIT and the Department of Energy to offer the MIT Clean Energy Entrepreneurship prize. This competition is designed to accelerate the pace of bringing clean energy innovation to market and offers a $200,000 prize to the winning team.

NSTAR has also been a sponsor of the MIT Ignite Clean Energy Competition between students and professionals. This sponsorship furthers NSTAR’s commitment and visibility in this area.

Co-op students

NSTAR has begun developing a co-op student placement program within its energy efficiency department. Currently employing a marketing student through the program, the company has plans to expand co-op placements to include engineering and other disciplines.

Internal alignment

NSTAR’s energy efficiency department reached out to the company’s human resources organization to address not only its current staffing needs but to communicate its need for future growth. The company’s staffing professionals responded by, among other things, inviting members of the energy efficiency department to serve as experts when attending college fairs and similar events at education institutions. Human resources has since expanded this approach to other NSTAR departments in order to fill other positions within the company.

In summary, NSTAR’s commitment to developing future energy efficiency professionals is demonstrated by its strategic event sponsorships, expanding co-op program, and internal collaborative relationships. As the energy industry evolves to meet new challenges, so will NSTAR’s approach to growing its workforce.