Early action essential for a diverse working environment

Early action essential for a diverse working environment

By: Rebecka Klintström, inclusion and diversity lead at Clir Renewables

Inclusion and diversity in the workplace have been a major topic of discussion in recent years. At Clir Renewables building an inclusive workplace for our team is a core value. We believe that ensuring the work environment is one where everyone has the opportunity to thrive and do their absolute best is essential to create an engaged team. In addition, numerous studies cite that diversity in the workplace can lead to increased profitability, and as a start-up company in a competitive industry working on this makes sense to us.

Inclusion and diversity is not a ‘task’ you ever complete. Sure, in terms of diversity you may reach the goals you initially set, but to truly have an inclusive and diverse workplace it must be an ongoing process. It should form part of the daily work environment and be present in everyone’s mind regardless of their role within in the company. We recognized this as an issue early on at Clir. The reason we want to spend time on inclusion and diversity is twofold:

  1. We’re a renewable energy company and as such we want to make the world a better and more sustainable place.
  2. Research shows that companies with better diversity figures that focus on inclusion are more profitable.

We believe people thrive in a workplace where there is a focus on inclusion and diversity. We want to be a part of the movement pushing these values forward! Moreover, we believe that having different backgrounds, experiences and cultures in our team will bring more views to the table, in turn helping us be more creative.

At an early stage, we knew the company would grow quickly so with inclusion and diversity in our minds we consciously reviewed our recruitment strategy to mitigate some of the unconscious biases at play in a recruiting process. Gradually this strategy has taken us from 12% female staff when I started in February 2017, to 28% at the beginning of 2018 to where we are today with 45%*.  For technical staff, we’re currently at 57%* women including some of the most recent hires on our software team. Obviously, gender is not the only measure of diversity but is one of the most easily identifiable.

As a team, we formulated a plan to Enable Clir to take advantage of the best talent from all backgrounds today and going forward. We created a number of KPIs for inclusion and diversity which we measure on a regular basis and communicate to staff through an internal newsletter. Additional internal communications are used to share key information about the company with all employees making sure everyone is aware of what is happening.

We continue to work on developing a company culture where inclusion actually “happens”. Recently we organized a workshop on the topic for the whole company as part of our yearly team meet up. The workshop focused on our unconscious biases and we talked about different tools we can use to better identify them, and consequently get better at not acting on them. Among other things, it gave us some ideas on how to adapt our meeting structure to make sure everyone feels they can share their opinion and freely participate in the discussions.

We’re currently working on a survey to get a broader understanding of how everyone in the team experiences our work environment and company culture to identify the core areas where we need to focus going forward. Since we’re also in the process of hiring new talent in our tech, sales, and operations teams we have a great opportunity to test our new recruiting and interviewing tools we’ve developed as a part of the project together with key personnel from each team.

We strive to build an inclusive and diverse company culture that people want to join. To achieve this we will continue to work on and implement our inclusion and diversity strategy. If you would like to join our ever expanding team visit the careers page of our website.

* Figure correct as of September 2018

About Rebecka Klintström

Rebecka has been at Clir from the start and leads Clir’s Inclusion and Diversity initiative. She has over six years’ experience working in the wind industry, both as a consultant and for a utility. She has worked in all phases of a wind project, from pre-construction flow modelling, met mast installations and noise modelling to operational analysis, icing loss modelling and optimizations, as well as managed research projects and project portfolios.

Tackling the biggest wind industry issues

Tackling the biggest wind industry issues

By: Gareth Brown, CEO of Clir Renewables

Two years ago I left a brilliant company. For over ten years they had given me a life-changing opportunity to work on renewable energy projects all over the world from pre-construction all the way through to decommissioning. I can’t thank the company and people who I worked with enough for the incredible opportunity and experience.

You may wonder if it was such a great company why did I leave? During those ten years, it became very apparent that most, if not all, wind energy asset owners and operators do not understand the performance of their assets and our industry is not performing to its potential. I wanted to change this, so took a leap of faith and here I am two years later working with a team of experts from the renewables and software industries implementing change.

Tackling wind turbine performance is a difficult task and unique to wind energy where we face six key challenges:

  1. It’s the only commercial turbine power generation source where we have highly variable unmeasured inflow conditions spread out over disparate generation locations.
  2. The turbine design standards haven’t kept pace with the industry’s rate of growth and the real-world conditions that these turbines are deployed in.
  3. An industry obsession with availability as the be all and end all of performance metrics in the industry and a data architecture not suited for wind farm performance management.
  4. The conflict of interest that poorly structured O&M agreements create to disincentive performance management.
  5. Limited resource to address these issues as most wind farms haven’t achieved their financing preconstruction energy yields.
  6. Limited knowledge sharing across OEMs, consultants and operators which creates a lack of knowledge bringing all the performance.

We launched Clir at the beginning at 2017 to address these challenges. We created software that provides owners, or any renewable energy stakeholder, with information at their fingertips to understand asset performance, maximize output and protect assets from risk. The system analyses live data allowing for quicker responses to any issues that arise including daily error code reconciliation.

The first two years have flown by, and as with any start-up, it’s been a roller-coaster. We’ve only begun to scratch the surface of what’s possible when we apply deep renewables domain expertise with the latest computer and data science trends. Having over 2GW of assets on board, we are already seeing fantastic results of up to 5% AEP gains. I’m incredibly excited about what the next two years will bring.

About the Author: Gareth has over a decade of experience leading identification, development, construction, financing, and operation of renewable energy assets for a world leading renewable energy technical consultancy. He is an entrepreneur, chartered engineer with the IMechE, and has degrees in mathematics and mechanical engineering. Currently, he serves as the CEO for the Renewable Energy Software Startup, Clir Renewables.