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Debbie Gray, Senior Policy Manager, explores the opportunities and challenges she has experienced in the hydropower sector.

People often ask me how I got into the hydropower sector, and the truth is, it was by accident. I applied for a job in my field, environmental engineering, and it happened to be at the local utility which is over 90% hydropower. I have since enjoyed a career in the sector that has spanned three decades.

Having spoken with many in the industry, I have observed that more and more people are realising that addressing workforce challenges are as important as traditional hydropower topics like dam safety or cavitation. Although much data existed in specific parts of the world, there was little in the way of a global analysis.

�鶹��Ƶ therefore teamed up with ESCP Business school to undertake a study on the hydropower workforce. The goal was to gather data on the existing global workforce, identify challenges and opportunities and suggest concrete actions.

The study comprised a literature review, an on-line survey, analysis and recommendations for action by the sector. It was undertaken April to June 2024. The final study report contains the following highlights:

• 2 million people work in hydropower globally (17% of the workforce in electricity production, second after solar) according to the IEA (2023).
• An ageing workforce and the ability of the sector to attract new talent are key concerns in many parts of the world.
• The sector struggles with diversity and its reliance on internal hires is strong.
• There exists a perception of better career opportunities and higher salaries in other renewable energy sectors.

The study underlined how important it is for the hydropower sector to get the message out that hydropower provides well-paid, stable jobs. Feedback from survey participants explicitly indicated that the hydropower sector’s role in tackling climate change is not well known.

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This should give a wakeup call to the hydropower industry. But what concretely can it do to ensure that it not only attracts but retains the best talent?

By way of example, in the US, several measures have been put into place that can inspire the global industry:

• Getting the data: the National Renewable Energy Laboratory produces periodic reports which provide granular data on the US workforce, noting key challenges and opportunities. The latest version is available .
• Developing targeted programmes: The was set up with the specific goal of attracting the next generation of hydropower workers through programmes focused on workforce development, education, and research efforts.
• Providing tools and information: The Department of Energy provides an to help spur innovation and growth in the hydropower energy technologies industry and support workforce development.

This short list is just a sample to illustrate how various stakeholders have recognised that a shortage of skilled workers is an issue and have put into place initiatives to attract and retain people. But there is certainly more than can be done – especially from industry itself. �鶹��Ƶ is taking steps to tackle the workforce challenges in the sector by establishing a MOU with Student Energy and developing a network for women in hydropower - Women in Sustainable �鶹��Ƶ (WISH).

In light of the current climate crisis, the sector needs to grow. Those within it seem to know what a great sector we are in, but we do not do such a great job in getting the word out and attracting newcomers.

Let’s all of us – industry, government and civil society – encourage people to come to the sector, instead of hoping that they stumble upon it by accident as I and many of my peers have done.