3Energy Renewable (Pty) Ltd is the South African subsidiary of 3Energy GmbH, a German facility management company with a track record of over 15 years in asset management and management wind and solar photovoltaic (PV) in Europe. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay3Energy can operate in all aspects of a power plant, including technical and administrative activities on behalf of the investor and the plant owner.3Renewable energy (Pty) has shown strong growth in recent years in the sector of renewable energy and their range of services includes the following services: Asset Management (Facility Management). Construction monitoring.Inspections.Repairs.System optimization.Administration and compliance.The renewable energy industry is mainly about generating electricity using clean energy such as water, wind, sunlight without emitting CO2 gases which affect climate change. Secondly, these resources are free and are unlikely to be depleted like fossil fuels like coal. One of the biggest challenges facing renewable energy was its cost of generation. This was the main reason why Eskom refused to sign power purchase agreements (PPAs) for new renewable energy projects in South Africa. Now, however, with the rapidly declining costs of wind and solar energy and the rising cost of fossil-based energy production in many countries, the cost of renewable energy is perhaps no longer the industry's toughest challenge. must face. Renewable energy is driven more by goals, government support and simple economics than by consumers' drive to be green. The Department of Energy (DoE) announced earlier this year the signing of 32 power purchase agreements (PPAs) by Eskom for new renewable energy. energy projects. This means that in South Africa the energy sector is progressing again after two years of stagnation. More job opportunities will open up for the manufacturing and construction sector. The life cycle of renewable power plants is 20 years and this means that there will be sustainable jobs during specific operations for technicians. If you compare South Africa to other European countries that use renewable energy such as wind and solar, you would see that South Africa is still new to this market. There is still a lack of limited technical capacity to conduct operations and maintenance, the inability of existing electricity grids to absorb a large amount of energy, and the lack of transformation in the sector. The government has put in place strong policies to ensure that all independent power producers (IPPs) are complying with government regulation to address the transformation issue in the renewable energy sector. The government carries out annual audits to ensure compliance. In terms of business opportunities, the market is very competitive because there are more international companies with a lot of experience in the wind and solar energy sector, which makes it very difficult for small businesses to break into. However, the good thing about some of these international companies is that they also recruit local labor and train them, which helps with skills transfer.3 Energy is a small organization with less than 30 employees. However, when it started in South Africa, it started with an “Asset Management” service, also called Facility Management. They started other divisions a few years ago due to demand in the industry and Facility Management is the parent company of those divisions. Facility Management isfocused on the efficient and effective provision of support services for the facility owner. The services include technical and administrative tasks on behalf of the plant owner/plant investor. By hiring an independent asset manager, the facility owner can focus on their core business, while having the peace of mind that the asset is being managed to the highest standard by a responsible party. I can say that 3Energy's Facility Management division is the heart of the business because it can start already during construction to provide services such as construction monitoring, inspections etc. When the facility enters the commercial operation phase that is when Facility Management takes full responsibility and provides the full scope of work according to the service contract entered into with the Facility Owner. Other services provided by 3Energy, such as end-of-warranty inspections and blade repairs, are also provided during the commercial operational phase of the plant. The Facility Management contracts that 3Energy obtains last at least 2 years and more, while for the other services it is very short, usually a month or two depending on the scope of work. The main source of income or large profit that 3Energy obtains comes from the contracts of the Facility Management division. The more Facility Management contracts you obtain, the more the company grows. In the Facility Management division I work as a Site Manager, also referred to as Plant Manager. My role involves overseeing the overall management of the Facility and being the first point of contact for the Facility Owner. I supervise the main daily operational functions of the site and provide support with respect to the administrative functions to be performed by the investor/owner of the facility. In my division, I work with facility technicians to perform daily tasks. I also receive support from the subcontractor for GCC and H&S functions. One of my strengths as an individual is great patience. As a site manager, I am also required to train and develop my team members on site operations, technical issues, safety and environmental issues. Sometimes training people requires patience because people are different and need time to understand things. What also makes things more difficult is because when people are recruited by 3Energy Renewables they have little or no experience in the field of renewable energy and so when you train them you start from the trait. This is when you have to be patient. What I like most about training people is when I see that the individual can achieve the results and deliver what I expect. 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. Furthermore, since I work with plant technicians and our company rotates them between the power plants we manage, this means that they can work in any plant without working too hard because they have already acquired the required knowledge and skills. Overall, this provides a huge contribution to the Facility Management team and, in turn, makes the Asset Management division effective and efficient in its operations. I am a very independent, determined and determined person. I am very focused and pay a lot of attention to detail. With these features they help me when it comes to monitoring contractors on site to ensure compliance and meeting contractual obligations. For example, when contractors work on site, I make sure I understand their scope of work (contract) and their deliverables. We held weekly and monthly operational meetings on theprogress of the work to ensure that the deliverables are met without deficiencies or deviations. This ensures proper monitoring and management of the power plant by the Facility Management Team (FMT). If this happens, the plant owner/investor will be happy and will obviously want to continue business with 3Energy Renewables. When I first started with this Site Manager position I had trouble delegating work. I had a trust issue with delegating work because the staff I work with have less experience with me in the Facility Management field. This often led to me having a lot of work and forced me to work overtime even when not necessary. Through this course I learned the process of effectively delegating work. First, I use to delegate work without explaining to the individual what is expected and give him the resources to carry out that task. Now, before delegating work, I make sure to explain the task and provide adequate resources to enable the task to be carried out effectively and efficiently. Engaging and having an open, one-on-one conversation with team members also helped me find out what they are good at (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 sometimes like. Open conversation with others helps relieve tension at work and has made me understand their personal lives, creating a good and healthy working relationship. Coaching and mentoring is something I need to do in my position to enable my team members to reach their full potential work-wise. Work. We are a very small team of just 4 people on site, it is very easy for me to know each individual's performance and strengths. The other advantage I have is that I have been there in the same position they are working on and I have almost 3 years of experience in it. I have extensive knowledge and understanding of their positions, which helps me be a great resource for them when it comes to coaching. I am very familiar with the deliverables in their positions and the tricks to get the job done effectively effectively. My coaching is based on an assessment of needs in relation to the job role, delivered in a structured way, and generates measurable learning and performance outcomes. During this course, I learned that the best and most effective way to coach at work is to coach about 20% which will give an 80% result. For me, this will not be a problem at all as I already have the knowledge and experience of the positions held by my team members. Coaching is "a process that allows learning and development and therefore the improvement of performance. 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 coaching" Eric Parsloe, the manager as coach and mentor. Job roles are changing all the time - increasing rate, but in my work environment it's easy to keep up and adapt because whatever the client asks for, it's the site manager's responsibility to show his team members how to accomplish that task. It's easy for me to manage these rapidly changing needs. In this case, I carry out individual skills coaching which allows for a flexible and adaptive approach to just in time skills development. Sometimes, based on customer feedback (performance review) and audits, I can measure my team's performance, then from this, know exactly where we need to improve our performance as a team. The performance review is done once.