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How to prepare your business for severe weather, according to this Houston expert

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In Houston, severe weather can impact operations any time of year, not just hurricane season, so now is the time to incorporate any fresh lessons learned during Hurricane Beryl into your plans. Photo by Brandon Bell/Getty Images

Unprecedented severe weather events are becoming more frequent and intense. Proactive business planning is critical to navigating what Mother Nature has in store for us.

In Houston, severe weather can impact operations any time of year, not just hurricane season, so now is the time to incorporate any fresh lessons learned during Hurricane Beryl into your plans. Employers are responsible for safeguarding their employees and assets during these emergencies, which requires establishing an emergency action plan as a foundation of preparedness.

Develop an Emergency Action Plan

If your business does not have an emergency action plan (EAP), today is the perfect time to start it so you are prepared with a response strategy. This clearly written plan is a blueprint for how your business will react and protect employees when severe weather strikes. The more detailed the EAP, the better you and your employees will respond in a time of crisis. Within the EAP, it is important to outline specific protocols, designate key roles and responsibilities and establish communication channels for employees and clients. As power can be an issue during severe weather events, outlining various communication channels is helpful.

Identify Key Employees

During an emergency, you need to know who has the authority to make the decisions that impact your employees and your business. The designated person needs to assess the situation, determine whether employees should work remotely or shelter in place, and communicate these decisions clearly and quickly. This person is usually on the leadership team and can be trusted to make clear decisions, act promptly and communicate effectively to mitigate undue risks.

Implement Regular Emergency Training

Practice makes perfect. A plan on paper is the first step, but it must be practiced and drilled so everyone knows what to do, asks questions and makes any needed adjustments, all when the stakes are not as high. Familiarity with emergency procedures through periodic training and drills allows employees to practice evacuation routes, assembly points and safety protocols.Incorporating local emergency responders in safety drills familiarizes employees with the roles and responsibilities of each group. Through this emergency training, your teams will become confidently prepared to calmly respond to emergencies.

Provide a Swift and Orderly Response

Proactively thinking through and planning for location-specific emergency situations allows business owners to mitigate risks associated with severe weather events and quickly respond when a crisis strikes. When your business is prepared, there is less downtime and disruption to business operations, it protects physical assets, and most importantly, it prioritizes the safety and well-being of employees.

Houston experiences a wild mix of severe weather situations, which makes proactive business planning and preparedness even more critical. Prioritizing EAP development and implementation, designating responsible decision-makers, conducting regular training and drills, and ensuring clear communication channels sets the stage for a resilient organization in severe weather. Additionally, establishing a clear EAP helps foster a culture of safety and readiness that can significantly protect lives and livelihoods during times of crisis.

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Ray Brock is a director of safety services with Insperity, a leading provider of human resources offering the most comprehensive suite of scalable HR solutions available in the marketplace.
Recruiting in the energy sector may be challenging, but the right candidates are out there. Photo via Getty Images

How you should be approaching energy recruiting in 2024, per Houston expert

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The January jobs report, per BLS, may be cause for celebration with 353,000 new jobs, but with a low unemployment rate of 3.7 percent, the tight labor market persists.

The same report states there were 2,000 more jobs in oil and gas extraction in January. Finding the right people for energy jobs can be a challenge right now as the industry has experienced flux the past few years. Many energy employers find key talent has moved into new industry verticals, drawn by the promise of increased stability.

Recruiting in the energy sector may be challenging, but the right candidates are out there. It is important for hiring managers to be realistic as they approach recruiting and hiring timeframes and make smart hiring decisions. The organization will be better off in the long run for this approach.

The following recruiting strategies are poised to support energy employers throughout the year.

Get personal.

Job candidates want to feel like their future employer is genuinely interested in them, which means recruiters should personalize the candidate’s experience. This starts by taking a holistic look at the hiring funnel and considering ways to make each candidate feel as though they are the only one you are talking to for the role.

Each touchpoint impacts how the candidate perceives the organization. The job description should inspire candidates, making them excited to apply and motivating them to dream about a future with your organization. Personalizing recruitment outreach messages to speak to their individual talents instead of a standard, generic message speaks volumes.

Moving through the hiring process as quickly as possible is important, but recruiting is about the long game. There are candidates who fall into place in a matter of days. Other times, you may have a conversation with a candidate months or even years before the timing is right for them to make a move. Asking about the candidate’s professional timeline and letting them know that you are willing to work with them, no matter how fast or slow, makes them feel special and valued by your company.

Be ready to compromise.

It has become hard to find the right fit for some of the energy jobs today. However, this does present an opportune moment for employers to reassess the conventional prerequisites typically required for specific positions. Criteria such as an exact college degree, a specified number of years of relevant experience, industry-specific expertise, an unbroken work history and proficiency in specific software applications are areas to reconsider in the job postings, job descriptions and interviews. This strategic adjustment broadens the talent pool and provides access to individuals whose suitability for a role might have been overlooked. Shifting away from stringent education backgrounds and narrowly defined experience, and instead prioritizing qualities such as adaptability and learning capabilities in the search for candidates, recruiters may discover a smoother path to securing qualified candidates.

Grow internal talent.

Recruitment today also means recruiting internally. The optimal approach to efficiently filling positions is promoting the role internally as existing employees have a vested interest and are deeply ingrained in the company’s culture. Their familiarity with colleagues, procedures and protocols facilitates a swift transition into new roles. In order for this to become a possibility, it’s imperative for leaders to nurture internal talent through professional development initiatives that equip employees with the skills needed for advancement. Tailored learning opportunities, mentorship and guidance for reskilling and upskilling can foster internal mobility, enhance employee retention and ensure sustained success. With all this in mind, recruiters should keep in close contact with management teams to discuss internal candidates and their career path.

There is no one way to recruit in 2024, but focusing on the individual and their skills as well as in-house candidates can make it a successful endeavor.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

This article originally ran on InnovationMap.

Retirement is coming for the energy industry's workforce. Here's how to prepare for it. Photo via Getty Images

Houston expert shares strategies for addressing the energy industry’s potential workforce shortages

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The energy industry, a vital part of Houston’s business ecosystem, faces the challenge of a shrinking workforce.

A U.S. Chamber of Commerce report indicates the workforce has nearly two million fewer workers today as compared to February 2020. A considerable part of this decline can be attributed to retirement and early retirement rates, with the pandemic prompting three million people to early retirement. Furthermore, with an estimated 10,000 Baby Boomers turning 65 daily, the entire generation is expected to reach retirement age by 2030.

The tight labor market, coupled with the growing brain drain associated with retirement rates, should serve as a wake-up call for employers in the energy sector. There are tried-and-true strategies to prepare businesses for waves of retirement and ensure the knowledge does not walk out the door.

Upskilling: Invest in the workforce 

Knowledge and skills go with workers are they retire. To mitigate the brain drain, companies need to invest in upskilling their existing employees and new hires. Establishing formal training and development opportunities can help enrich the workforce to pick up the responsibilities of retiring colleagues. This investment ensures a smooth transition, shows employees they are valued by the organization, and increases employee loyalty and engagement.

Adopting innovative training programs that cater to the specific needs of the energy sector is one approach. Technologies rapidly evolve, and employees must stay current to remain effective in their roles. Investing in the latest training programs, workshops and certifications will enable the workforce to thrive in a rapidly changing industry.

Mentoring programs: Pass the torch

Mentorship programs can play a pivotal role as more employees retire. Experienced employees nearing retirement can mentor younger workers, transferring knowledge and skills while ensuring a seamless transition of expertise. The value of mentorship programs can be priceless for an organization as they help transfer on-the-job learning and experiences that are not taught in the classroom.

A structured mentorship program usually proves most effective as it outlines the responsibilities of the mentors and mentees. A structured approach, which should have built-in accountability measures, ensures there is a productive knowledge transfer process.

Intentional recruitment: Attract and retain talent

A proactive recruitment approach is essential as businesses work to fill knowledge gaps. Companies in the energy sector should seek out talent to bridge the generational divide. This may include targeting candidates who have the relevant skills and knowledge, yet they are willing to adapt to the industry’s changing landscape.

Workplace culture is still a relevant and important component of attracting and retaining top-notch talent. Beyond competitive compensations packages, today’s job candidates look for growth opportunities and a focus on work-life balance.

Retaining knowledge: Document the expertise

Institutional knowledge will walk out the door as experienced employees retire. Companies can prepare for and mitigate the knowledge migration with knowledge-sharing systems and comprehensive documentation processes. An established process can help preserve information that may seem like second nature to more experienced employees and make it accessible to current and future employees. Asking retiring employees to document their expertise and best practices can safeguard their insights within the organization.

Covering bases: Create an alumni network

Retirement does not always mean the employee wants to hang up their proverbial hat entirely. Filling the knowledge gap as employees retire can be daunting. However, the development of an alumni network can extend the life of the institutional knowledge and knowledge-sharing process. Bringing back retirees on a project basis or to consult is a solution benefiting everyone involved.

Every industry must prepare for the impending wave of retirements. The energy industry’s significant impact on the Houston economy requires proactive and thoughtful solutions. The tight labor market and retirement rates should have businesses in this sector working diligently to fill the upcoming knowledge gaps through upskilling, mentoring, intentional recruitment, knowledge-sharing systems and alumni networks. Taking these steps now, the energy industry can circumnavigate workforce shortages and prepare for continued success.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

Here's what you should consider if you need to make cuts to your business — now or in the future. Photo via Getty Images

4 layoff alternatives energy businesses should consider in a downturn, according to this Houston expert

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Preparing for a potential economic downturn can be unsettling for employers and employees. As payroll is typically one of the largest expenditures for a business, no matter its size, layoffs seem like the quickest fix. While this may offer short-term relief, they can severely impact operations and workplace culture.

When staff is reduced, culture can suffer. Employee morale can decrease and distrust may build, especially if layoffs are not communicated properly. This can lead to the remaining employees feeling anxious about their own future with the organization and spur them to look for employment elsewhere, which can affect an organization’s overall productivity and day-to-day operations.

Business owners should get creative and consider the impact and the many alternatives before resorting to workforce reductions.

Analyze salaries

If the organization’s downturn is short-term, senior leadership and upper management could accept temporary salary reductions until business improves. However, if the situation is more dire, leaders might consider an option such as cutting overhead with job sharing. Employee numbers then remain the same, but two positions become one and it is filled by two part-time employees to support a function or role. Furloughs for non-essential employees give employers time to consider if permanent layoffs are necessary. Of course, this requires an understanding of each performers contribution within the organization to determine overall impact and level of “necessity.”

Look at schedules

Permanent remote work could save on operating costs, such as leases and travel expenses, which gives more budgetary leeway to avoid layoffs. Another approach is implementing a four-day workweek to reduce hours and salaries by 20 percent. The added benefit to a shortened workweek is better employee work-life balance.

Scale Back Benefits

When finances are in a critical state, and leadership is looking to avoid layoffs, employers can scale benefits and perks for all employees. Temporarily pausing the 401(k) match, relying more on virtual business meetings instead of incurring travel expenses, and cutting employee bonuses can help ease the economic burden without letting people go. As with salary reductions, scaling back on benefits should begin with leadership before expanding to others.

Streamline Systems

When auditing the company, employers should also evaluate company processes and workflows for efficiency. It’s possible an employee could be more productive in a different role or a process may be found to be more laborious than necessary. Digital software is another alternative to help streamline systems. Employee feedback is another great resource to help identify gaps and streamline processes. A good practice is to have performers look for ways to make tasks within their role more efficient and productive.

Every decision has its costs. The most important thing employers can do is to be open and honest with employees, including transparency about the state of business. This communication style can increase employee buy-in during economic uncertainty and encourage employees to rally and be part of the resiliency of the organization.

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Karen Leal is a performance specialist with Houston-based Insperity, a provider of human resources offering a suite of scalable HR solutions available in the marketplace.

This article originally ran on InnovationMap.

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D.C. energy company secures $233M for ERCOT battery storage projects

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The Electricity Reliability Council of Texas’ grid will get a boost courtesy of Lydian Energy.

The D.C.-based company announced the successful financial close of its first institutional project financing totaling $233 million, backed by ING Group and KeyBank. The financing will support three battery energy storage system (BESS) projects in Texas.

Lydian is an independent power producer that specializes in the development, construction and operation of utility-scale solar and battery energy storage projects. The company reports that it plans to add 550 megawatts of energy—which can power approximately 412,500 homes—to the Texas grid administered by ERCOT.

“This financing marks an important step forward as we continue executing on our vision to scale transformative battery storage projects that meet the evolving energy needs of the communities we serve,” Emre Ersenkal, CEO at Lydian Energy, said in a news release.

The projects include:

Pintail 

  • Located in San Patricio county
  • 200 megawatts
  • Backed by ING

Crane

  • Located in Crane county
  • 200 megawatts
  • Backed by ING

Headcamp

  • Located in Pecos county
  • 150 megawatts
  • Backed by KeyBank

ING served as the lender for Pintail and Crane projects valued at a combined total of approximately $139 million.

KeyBank provided a $94 million financing package for the Headcamp project. KeyBanc Capital Markets also structured the financing package for Headcamp.

The three projects are being developed under Excelsior Energy Capital’s Fund II. Lydian’s current portfolio comprises 20 solar and storage projects, totaling 4.7 gigawatts of capacity.

“Our support of Lydian’s portfolio reflects ING’s focus on identifying strategic funding opportunities that align with the accelerating demand for sustainable power,” Sven Wellock, managing director and head of energy–renewables and power at ING, said in the release. “Battery storage plays a central role in supporting grid resilience, and we’re pleased to back a platform with strong fundamentals and a clear execution path.”

The facilities are expected to be placed in service by Q4 2025. Lydian is also pursuing additional financing for further projects, which are expected to commence construction by the end of 2025.

“These financings represent more than capital – they reflect the strong demand for reliable energy infrastructure in high-growth U.S. markets,” Anne Marie Denman, co-founding partner at Excelsior Energy Capital and chair of the board at Lydian Energy, added in the news release. “We’re proud to stand behind Lydian’s talented team as they deliver on the promise of battery storage with bankable projects, proven partners, and disciplined execution. In the midst of a lot of noise, these financings are a reminder that capital flows where infrastructure is satisfying fundamental needs of our society – in this case, the need for reliable, sustainable, domestic, and affordable energy.”

Houston American Energy closes acquisition of New York low-carbon fuel co.

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Renewable energy company Houston American Energy Corp. (NYSE: HUSA) has acquired Abundia Global Impact Group, according to a news release.

Houston American reports that the acquisition will allow it to create a combined company focused on converting waste plastics into high-value, drop-in, low-carbon fuels and chemical products. It plans to move forward with Abundia’s plans for developing large-scale recycling projects, with a new facility previously announced for the Gulf Coast, located in Cedar Port Industrial Park, near the Baytown area of Houston.

New York-based Abundia used its proprietary pyrolysis process to convert plastic and certified biomass waste into high-quality renewable fuels. Its founder, Ed Gillespie, will serve as CEO of the combined company and will join HUSA’s board of directors. Peter Longo, who previously served as HUSA's CEO, will serve as chairman of the board. Lucie Harwood was named CFO and Joseph Gasik will serve as COO.

“The completion of this acquisition represents a pivotal transformation for HUSA,” Longo said in a news release. “Abundia has a commercially ready solution for converting waste into valuable fuels and chemicals, with a backlog of development opportunities utilizing proprietary technologies and key industry partnerships. This transaction gives HUSA shareholders a ready-made platform and project pipeline for future value generation as the fuel and chemical industries accelerate their adoption of low-carbon solutions and sustainable aviation fuel.”

The combined company plans to serve what it estimates is a multi-billion-dollar global demand for renewable fuels, Sustainable Aviation Fuel (SAF) and recycled chemical feedstocks, according to the news release.

“This is a landmark moment for Abundia and a major step forward for the renewable industry,” Gillespie added in the release. “Joining forces with HUSA and entering the public capital markets positions us to accelerate growth, scale our technology and expand our influence within the renewable and recycling industries. I am proud of the hard work and determination of both the AGIG and HUSA teams to finalize this transaction. We look forward to delivering shareholder value and critical technologies to reduce carbon emissions.”

Houston American Energy announced the deal in March. The company also closed a $4.42 million registered direct offering in January.

Global energy startup competition returns to Houston this fall

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The Society of Petroleum Engineers' Annual Technical Conference and Exhibition (ATCE) takes place in Houston this fall, and with it comes its ATCE Startup Village Energy Startup Competition.

Held this year at the George R. Brown Convention Center on Oct. 21, the fast-paced pitch competition invites early stage, upstream technology ventures from around the world to present on their companies and technologies in front of venture capitalists, angel investors and industry leaders.

The deadline to apply for the competition is Friday, July 18. Apply here. 

The ATCE Startup Village is a partnership between SPE and the Rice Alliance for Technology and Entrepreneurship. Ten primary finalists and two alternates are selected to participate in the competition, where they have the opportunity to win cash prizes and gain mentorship from industry leaders.

Finalists will present a seven-minute pitch, followed by an additional seven minutes of Q&A.

They will also have the opportunity to meet with a panel of industry experts during a private coaching session the week of Sept. 22. Winners will be announced at ATCE in Houston, and finalists and alternates will be notified in late August.

Judging is based on four main criteria:

  • Innovative technology
  • Commercial strategy and business plan
  • Market potential
  • Management team and advisors

The competition has awarded nearly $460,000 in prize money to startups through the competition to date, according to the ATCE's website. Past winners have come from Canada, France, the Netherlands, Brazil, Saudi Arabia and the United States.

Several Houston teams pitched at the 2024 competition during the 100th annual ATCE in New Orleans. The local teams included:

Decimetrix, led by CEO Alejandro Zotti, went on to win the Best in Show and People's Choice awards. Revolink Technology Company earned the Rising Star, or runner up, award.

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