The energy and infrastructure sectors are experiencing nothing less than a revolution as they face a number of urgent global challenges - challenges that demand innovation.
Volatile demand and escalating costs, as well as environmental regulations, tax incentives, liberalization processes and usage targets make the job for industry leaders increasingly more complex.
In this shifting landscape the competition for talent is intense and there are serious skill shortages particularly in developing.
As the demand and supply of talent shifts across the globe, our clients seek senior executives who can support their business objectives in these challenging market conditions. Leaders who are adaptable and can cope with the accelerating pace of change. Leaders who are agile enough to take advantage of opportunities while maintaining a long-term strategic focus.
Drawing on our experts across the world, Amrop’s Energy & Infrastructure practice takes a structured approach to executive search based on its knowledge of the market and its key players, industry trends and a broad network of high-level relationships.
Meet our Global Practice Leader
Energy & Infrastructure Practice Team
In order to accomplish the climate goals set in Paris, the energy transition will need to accelerate. The need for guaranteed access to affordable, safe, reliable and sustainable energy remains. But to combat the deterioration of the climate, fossil fuels will have to substituted by sustainable, renewable sources. This requires a radical change in the way energy is generated, transported, stored, consumed and saved.
The energy transition is probably the greatest challenge of our time; the entire ecosystem of energy supply and demand needs to be revised. There is a great need for change agents in the energy sector; leaders who can effectively deal with the complexity, unpredictability, unfamiliarity and speed with which the energy transition is characterized. This requires a leadership style that is founded on a strong drive and an ability to take both responsible and calculated risks, to turn creative ideas into concrete innovative projects and change processes. Tomorrow's leaders mix vision, consistent focus, knowledge and decisiveness in the areas of strategy, innovation and operational management
As the energy transition gains momentum, it’s becoming clear that whilst the challenges are many, so too are the opportunities. Companies can and must look forward to jointly growing new markets, backing their pioneering role with solid investments. And as the Paris goals already risk missing the mark, urgency is concentrating minds and money as never before.
Utilities were once managed by single parties that were regional grid operators, producers and/or suppliers. Encouraged by new legislation, companies increasingly focus on one of these niches. Whilst the green advance will remove the dominance of large power plants, the electric power grid must change fundamentally and fast. The change can be summarized as ‘3D’: Digitization, Decentralization and Decarbonization. The one-way grid will be replaced by a system interconnecting small supply points, transporting electricity in all directions according to supply and demand.
The oil and gas sector is used to the highs and lows of economic cycles. With a longer-term decline in oil and gas demand, the next decade could look very different for these markets. The sector must make a switch in mindset to become human centered with technology serving in a subservient role. This is easier said than done. Most companies’ talent strategies rely on the ‘certainty’ of people with experience within the sector. However, our prediction is that the true revolution will be led by new blood; by leadership with an origin in other sectors.
The change we require will be brought by leadership with a different background. Leadership that is more diverse and more varied than we’re used to. New eyes with a fresh perspective on the sector will enable us to see how far the horizon can stretch. If you keep doing what you always did, with the same people, everything will probably stay the same. If we want to go further; out of our comfort zone and into the next gear, we must choose more inclusive leadership; leaders who will bring a fresh perspective.
Companies in the engineering and construction sector literally lay the foundation for our hierarchy of needs. The sector facilitates the climate for all contemporary living and working; the basis for our national well-being and prosperity. These are exciting times for the sector for we face a number of complex challenges. The entire built environment must be made more sustainable and energy efficient. This implies more sustainable alternatives to fossil fuels, more circular use of raw materials without waste or pollution.
The sector stands at the crossroads for a system change. Developments are moving very fast. Digitization, innovation and groundbreaking technological developments accelerate change. This provides ample opportunity for ambitious leaders who embrace innovation aimed at adding value to people’s lives.
Global mining companies face a combination of spiraling energy and raw material costs, falling profits and volatile commodity prices. It is vital to maximize returns from existing operations through improved productivity and efficiencies, while investing to increase sustainability and reduce environmental footprints. All this amid increasing government involvement, indigenization policies and increased regulatory pressures.
Nonetheless, mining companies remain bullish about opportunities in emerging markets, despite a severe skills shortage across most geographies.
Amrop has the expertise to identify next-generation leaders who are capable of defining the direction of mining enterprises today and in the future. Our track record speaks for itself: Over the past eight years, Amrop has conducted more than 250 mining search assignments in all continents. More than 70% of our search assignments are at board, CEO, C-Suite or senior technical level.
Sustainable and forward looking leadership is key to a sector in flux.
From managing costs and maintaining expertise to improving reliability and safety robustness and – perhaps most difficult – restoring public confidence, nuclear leaders have an uphill battle.
The sector is ripe for leadership approaches that renew emphasis on knowledge, behaviours and attitudes, beyond simple compliance with regulatory requirements.
The long term sustainability of the industry also requires the transfer of expertise to the next generation of technical and functional leaders, to build future-proof and resilient organizations.
