3Energy Renewable (Pty) Ltd is the South African branch of 3Energy GmbH, a German facilities management company with over 15 years' experience in the operation and management of wind and solar photovoltaic (PV) assets in Europe. Say no to plagiarism. Get a tailor-made essay on “Why violent video games should not be banned”?Get the original essay3Energy can work in all aspects of a power plant, including technical and administrative tasks on behalf of the investor and of the factory owner.3Energy Renewables (Pty) has seen strong growth in recent years in the renewable energy sector and its range of services includes the following: Asset Management (Facility Management). Construction monitoring. Inspections. Repairs. Optimization of installations. Administration and compliance. the industry is more about generating electricity using clean energy such as water, wind and sunlight, without emitting CO2 gases that impact climate change. Second, these resources are free and unlikely to run out like fossil fuels such as coal. One of the biggest challenges facing renewable energy was its cost of production. This was the main reason why Eskom refused to sign power purchase agreements (PPAs) for new renewable energy projects in South Africa. Today, however, with the rapid decline in the cost of wind and solar power and the increasing cost of generating electricity from fossil sources in many countries, the cost of renewable energy is not increasing. is perhaps the most difficult challenge facing the sector. Renewable energy is driven more by targets, government support and simple economics than by consumers' desire to be green. The Department of Energy (DoE) earlier this year announced the signing of 32 power purchase agreements (PPAs) by Eskom for new renewable energy. energy projects. This means that the energy sector is growing again in South Africa after two years of stagnation. More job opportunities will open up for manufacturing and construction. The life cycle of renewable power plants is 20 years, which means there will be sustainable jobs during operations, specifically for technicians. If you compare South Africa with other European countries with renewable energy such as wind and solar, you will see that South Africa is still new. in this market. There is still a lack of limited technical capacity to carry out operations and maintenance, the inability of existing power grids to absorb a large amount of energy and the lack of transformation in the industry. The government has put in place strong policies to ensure that all independent power producers (IPPs) comply with government regulations to address the challenge of transforming the renewable energy sector. Annual audits are carried out by the government to ensure compliance. In terms of business opportunities, the market is very competitive as there are more international companies with a lot of experience in the wind and solar energy sector, making it very difficult for small businesses. to break through. However, the advantage of some of these international companies is that they also recruit local labor and train them, making it easier to transfer skills.3Energy is a small organizationless than 30 employees. However, when it first started out in South Africa, it started with an “Asset Management” service, also called Facility Management. They created other divisions a few years ago due to demand in the industry and Facilities Management is the parent company of these divisions. Facilities management focuses on providing effective and efficient support services to the plant owner. Services include technical and administrative tasks on behalf of the factory owner/factory investor. By employing an independent asset manager, the plant owner can focus on their core business, whilst being assured that the asset is operated to the highest standard. I can say that 3Energy's Facility Management division is at core business as it can start during construction to provide services such as construction monitoring, inspections, etc. When the factory enters the commercial operation phase, this is when Facility Management takes full charge and delivers all of its work in accordance with the service contract concluded with the owner of the plant. 'factory. Other services provided by 3Energy, such as end-of-warranty inspections and blade repairs, also occur during the commercial operation phase of the plant. Facilities management contracts obtained by 3Energy are for at least 2 years and more, while for other services they are very short, usually a month or two. depending on the scope of work. The main source of revenue or big profits that 3Energy gets is from the Facility Management division contracts. The more Facility Management contracts it obtains, the more the company develops. In the Facility Management division, I work as a Site Manager, also called Plant Manager. My role is to oversee the general management of the factory and to be the first point of contact for the factory owner. I oversee the major day-to-day operational functions of the site and provide support with respect to administrative functions to be performed by the investor/factory owner. In my division, I work with the Facilities Technicians to perform daily activities. I also benefit from the support of the subcontractor for GCC and H&S functions. One of my main strengths as an individual is that I am very patient. As a site manager, I am also required to train and develop my team members on site operations, technical issues, safety and environmental issues. Training people sometimes requires patience because people are different and take time to understand things. What also makes things more difficult is that when people are recruited by 3Energy Renewables, they have little or no experience in renewable energy and when you train them, you are starting from scratch. This is when you have to be patient. What I enjoy most about training people is when I see that person can achieve the results and deliver the expected results. Training people and making sure they understand their job helps me to be able to delegate work to them without having trust issues if they can. deliver decent quality work on time. Additionally, as I work with installation technicians and our company rotates them between the power plants we manage, this means they can work at any plant without much difficulty as they already have the knowledge and the required skills. Overall, this makes a huge contribution to the management teamfacilities and enables the Asset Management division to be effective and efficient in its operations. I am a very independent, determined and decisive person. I am very focused and pay close attention to details. With these attributes, they help me when it comes to monitoring contractors on site to ensure compliance and fulfillment of contractual obligations. For example, when contractors work on site, I make sure I understand the scope of their work (contract) and their results. We held weekly and monthly operations meetings on the progress of the work to ensure that deliverables were achieved without gaps or deviations. This ensures proper monitoring and management of the power plant by the Facilities Management Team (FMT). If this happens, then the factory owner/investor will be happy and will obviously want to continue business with 3Energy Renewables. When I first started in this site manager position, I had a problem with delegating work. I had a trust issue with delegating work because the staff I work with have less experience with me in the field of Facility Management. Often this caused me to have a lot of work and required me to work overtime even when it was not necessary. Through this course, I learned the process of effectively delegating work. Previously, I used to delegate work without explaining to the individual what is expected and giving them the resources to complete this task. Now, before delegating work, I make sure to explain the task and provide adequate resources to enable the task to be accomplished effectively and efficiently. Engaging and having an open one-on-one conversation with team members also helped me discover what they are good at. to (strengths) and what they lack in terms of work. If I really know what each of my team members is good at in terms of their work, then when I delegate work, I can delegate based on their strengths and what they like sometimes. Open conversation with others helps ease tension at work and made me understand their personal lives, thus creating a good healthy working relationship. Coaching and mentoring is something I need to do in my role to enable my team members to reach their full potential at work. On site, we are a very small team of only 4 people, it is very easy for me to know everyone's performance and strengths. The other advantage I have is that I worked in the same position they are working on and I have almost 3 years of experience there. I have in-depth knowledge and understanding of their positions, which helps me be a great asset to them when it comes to coaching. I am very familiar with their position deliverables and tips for getting the job done efficiently. My coaching is based on a needs assessment in relation to the role of the role, delivered in a structured manner and generates measurable learning and learning. performance results. During this course, I learned that the best and most effective way to coach at work is to coach about 20% which will yield an 80% return. For me, this will not be a problem since I already have the knowledge and experience of the positions occupied by my team members. Coaching is "a process that enables learning and development and therefore performance improvement. To be successful the coach requires knowledge and understanding of the process as well as the variety of styles, skills and techniques appropriate to the context in which the coaching takes place » Eric Parsloe,.