Marks: Some of the roles we are starting to see are around sustainability, governance, people who have experience in clean technologies, and in energy orgs. I think we will see a higher demand around corporate affairs, the development and application of technologies and how they can be leveraged. It depends on what the organisation does, but from a stakeholder point of view the biggest thing will be how they engage with communities, so we’re seeing an increase in roles related to stakeholder management.
Gormely: The challenge for most Canadian cleantech companies has not been in R&D or innovation – Canada has been a leader in this regard – it has been the relative inability of these companies to scale and commercialize their technology. This is owing in large part to the relatively small size of the Canadian market, both in terms of demand and availability of domestic sources of capital. For Canadian companies to succeed, they will need access to growth capital to allow them to scale up operations and effectively compete in the global market.
To achieve these goals, Canadian companies will need to ensure that their management teams include business development professionals who have knowledge of and access to key global markets including the U.S., China, India and Europe. Equally important, Canadian cleantech companies, particularly smaller, less-established players, will need to ensure that they are able to access various sources of funding, whether through public markets, private equity, or taking advantage of government incentives. Knowledge of financial markets and appropriate capital funding sources will be critical to scaling operations and competing globally.
Haug-Nodeland: New sought-after leadership attributes and skills are emerging, for example having credibility and dedication in relation to the company's climate goals and acting as a motivator across the workforce. McKinsey has conducted studies in this area, indicating that one of the reasons why companies that invest in ESG do better than others is due to a boost in employee motivation, resulting in a productivity uplift. Several other emerging attributes include bold decision making, being the first mover, and not waiting too long since the market is in fast transition. A holistic approach is also valuable. A leader with this attribute has the ability to comprehend the full picture – market players, competitors, market development, employee capabilities – and trace it back to their own role. Another is the ability to use your analytical competence in the energy market, or that of others, to create value. Finally, someone with an agile attitude will be able to learn from others and adapt quickly.
Winther: Companies are now requested for a green footprint. This goes for every aspect of their business – procurement, manufacturing, energy supply, transportation, etc. We have seen big companies like Google, Facebook, and others working with a 100% energy supply from renewable sources. That leads me to believe that the Chief Sustainability Officer role will be playing a more significant role in companies. The role will be critical in securing that the company meets its goals for transferring into a renewable future and meeting ESG objectives. The essence of the role will be to have a full mandate from the top management to put actions behind the objectives and ambitions of the company. Especially because the position of the CSO has been argued as being symbolic. I also think that the CSO role will be closely interacting with the full value chain of the company. Within sales, the sustainability area will be a key driver, not only in differentiating the company but also in illustrating that the company is actually putting its thoughts into action.
d’Arcangeli: How do these shifts tie in with evolving consumer values and priorities?
Haug-Nodeland: There is visible change in the direction of the consumer’s desire for sustainability. One interesting effect is that astute suppliers are getting ahead of expectations and producing sustainable products and services even before their core consumer base demands it. Consumers certainly influence the green and clean shift through actions such as voting preferences, supporting green businesses, through their investments, and where they choose to work. Of course, governmental and regulatory focus towards green transition will support business activities in that direction.
Gormely: Without a doubt, we have seen an increased awareness of the impact of fossil fuel production and use on climate change. Even within those regions of Canada that are most dependent on the oil and gas industry, there is growing recognition in Canada that we must transition to a low-carbon economy. As with other developed countries around the world, the demand for renewable energy is largely being driven by consumers, and voters, who are pressuring governments to develop policies and programs to both incentivise the development and use of renewable energy and cleantech technologies and to eliminate subsidies to the fossil fuel industry.
Pendleton: Over the past five years, there has been a clear shift in Australia towards renewable energy and constraining carbon emissions, and this is being addressed in government policy and through the development of renewable generation assets such as wind farms.
Consumer education at this point is essential. People need to understand the associated costs and impacts of the development of renewable generation assets. This includes how we can continue to ensure security of our energy supply at an affordable cost. The average consumer would generally support renewable energy, but there appears to be a gap in understanding in regard to the capital cost and other impacts on the community of building up that asset base.
d’Arcangeli: Supply chains have experienced severe disruption. What might a sustainable supply chain strategy look like?
