Last week, global leaders met in Glasgow, Scotland to discuss action required to curtail climate change (COP26).
Many have differing views on the effectiveness of UN directives how best to combat climate change – from carbon sequestration to energy efficiency measures to the accelerated growth of renewable energy sources and an increasing interest in EVs.
This is not a new phenomenon.
In 1992, the United Nations established their Framework Convention on Climate Change (UNFCCC). Largely driven by Green House Gas (GHG) emission of industrialized nations, this initiative was reinforced by the Accord de Paris in 2015 (COP21). For years, coal fired (electric) generation has been the culprit followed closely by the refinement of oil and the harvesting of natural gas. Certainly, the mining and automotive industries have their fair share as well. Then of course there’s...the cows!
In 2019, investment heavyweight Goldman-Sachs made a statement by pledging $750B US for investment in sustainable finance. This not only increased visibility for “sustainability”, but it also accelerated the need to attract talented individuals to lead this charge – whether a Chief Sustainability Officer for a global industrial or a Chief Executive Officer for an early-stage disruptive technology provider or a Chief Technology Officer needed to spearhead a new automotive platform that (over time) will completely pivot an industry – leadership is required.
While many believe Green House Gas is the focal point, our experience suggests emission curtailment comes in many ways and extends well beyond (direct) carbon management.
For over a decade, we have been working on both sides of the emissions challenge – along-side of major industrials and Utilities helping them recruit “corporate sustainability” executives to navigate new business models and sustainability measures:
For those organizations responsible for ensuring there is power, we have been working to implement new ways of doing business – from carbon capture to modifying their generation fleets.
On the other side of the equation, we have been actively recruiting for companies delivering “new” forms of energy technology – from digital energy networks to solar and wind to battery energy storage to electric vehicle infrastructure – some of which has been instrumental in electrifying parts of the world where electricity is a luxury.
One thing remains constant, as industry continues to pivot and address climate change, organizations need a fresh perspective: new leadership. Whether evaluating supply chains to ensure they are “climate conscious” or attracting expertise from adjacent industries to propel advancements in technology, we have been at the forefront of this change. Why does this matter?
The difficulty in attracting A-Players to your business has increased exponentially. Knowing where to look and how to recruit talent has become increasingly important.
Leveraging years of experience, understanding the industry shift and being able to not only attract - but also assess- top talent is a key differentiator for Friisberg & Partners.
Partner, Boston MA