Leadership for Energy Executives Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Energy Business Unit Leaders, Utility and Grid Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-ETR-039

Before you join: Participants should have at least three years of professional experience in energy, utilities, infrastructure, industrial operations, finance, public policy or sustainability.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Energy companies, utilities, industrial firms and infrastructure investors face decisions that combine long asset lives, policy uncertainty, volatile power markets, grid constraints and stakeholder scrutiny. Executives must decide where to invest, which capabilities to build, how to manage existing assets during transition and how to explain trade-offs involving reliability, affordability, emissions and regional employment. Weak transition decisions can lock capital into stranded assets, delay viable projects or leave valuable customer and flexibility markets to competitors.

This course equips leaders to frame and direct energy-transition choices. Participants assess energy scenarios, compare business models, interpret power-market and policy signals, evaluate renewable investment cases and set governance for development, construction and operations. They work with methods used in executive decision-making, including scenario signposts, portfolio matrices, LCOE and system-value comparisons, stage-gate governance, ISO 31000 risk registers, stakeholder salience analysis and IFRS S2 transition-plan disclosures. The course also addresses leadership across commercial, technical, finance, legal, regulatory and sustainability functions.

Teaching combines concise instructor briefings, sector cases, facilitated group analysis, investment and stakeholder simulations, and structured application planning. Cases reflect choices faced by utilities, oil and gas companies, renewable developers, industrial energy users and public energy agencies. Participants leave with an Energy Transition Leadership Action Portfolio containing a strategic options map, decision matrix, investment-case structure, risk register, stakeholder plan and 90-day execution plan. Successful participants receive a certificate of completion.

The course is designed for managers and senior specialists who influence energy strategy, capital allocation, asset portfolios, market entry, major projects or transition governance. It is particularly useful where leaders need to turn climate commitments and market signals into accountable investment and operating decisions.

What you will be able to do

  • Assess energy-transition scenarios using assumptions, signposts and strategic implications.
  • Construct portfolio choices using market attractiveness, strategic fit and asset exposure criteria.
  • Evaluate renewable and flexibility investments using LCOE, system value and sensitivity analysis.
  • Design stage-gate governance for energy-transition investments and development spending.
  • Interpret power-market, regulatory and policy signals affecting project and portfolio economics.
  • Apply ISO 31000 risk registers and bow-tie analysis to transition decisions.
  • Develop stakeholder engagement plans using salience analysis, consultation records and grievance channels.
  • Produce a 90-day transition execution plan with owners, milestones and decision rights.

Benefits of attending

For you

  • Frame credible transition recommendations for executive committees and boards
  • Challenge project assumptions using power-market, policy and risk evidence
  • Compare renewable, flexibility and clean-molecule opportunities on consistent criteria
  • Lead cross-functional decisions involving technical, commercial and stakeholder trade-offs
  • Build a practical action plan for a current energy-transition responsibility

For your organisation

  • Improves capital allocation between legacy assets, renewables, flexibility and new energy businesses
  • Strengthens investment papers through explicit assumptions, sensitivities and decision gates
  • Reduces project delay exposure through earlier permitting, grid and community risk identification
  • Creates clearer accountability for transition strategy, delivery risks and performance measures
  • Supports credible transition-plan disclosures and board-level oversight

Course modules

10 modules over 5 days

Participants can assess transition drivers and translate them into strategic questions for their organisation.

  • Energy system pathways: electrification, efficiency, clean molecules and demand flexibility
  • IEA scenarios compared through assumptions, constraints, timing and decision relevance
  • Policy instruments: auctions, contracts for difference, tax credits and carbon pricing
  • Materiality matrix linking transition drivers to revenue pools and asset exposure
  • Scenario signposts distinguish no-regrets actions from contingent investment decisions
  • Strategic questions for incumbent utilities, oil and gas firms and industries

Participants can define competitive positions and portfolio choices for energy-transition growth.

  • Business model archetypes: developer, owner-operator, retailer, aggregator and service provider
  • Value-chain mapping identifies control points, margin pools and partner dependencies
  • Portfolio matrices compare growth, cash generation, emissions intensity and strategic fit
  • Make-buy-partner decisions structured through capability, capital and risk criteria
  • Adjacency screening tests customer access, network position and operating synergies
  • Corporate venture, joint venture and acquisition pathways for new capabilities

Participants can interpret market structures and revenue risks affecting transition investments.

  • Wholesale merit-order pricing, capture price, curtailment and cannibalisation effects
  • PPA structures allocate volume, price, shape, basis and credit risks
  • Capacity markets, ancillary services and flexibility revenues in investment cases
  • Grid connection queues, transmission constraints and locational value signals
  • Hydrogen, sustainable fuels and certificates assessed against demand-side economics
  • Market-entry hypotheses tested with customer interviews and competitor evidence

Participants can evaluate energy investments and present recommendations with clear decision evidence.

  • LCOE, LACE and system value distinguished in technology comparisons
  • Project-finance cash flows: debt sizing, covenants, reserve accounts and distributions
  • Weighted average cost of capital linked to country, merchant and construction risks
  • Sensitivity analysis tests power price, capex, yield, availability and curtailment
  • Stage-gate investment governance aligns development spend with evidence thresholds
  • Investment committee papers state recommendation, assumptions, downside and decision rights

Participants can anticipate regulatory requirements and manage stakeholder issues affecting energy projects.

  • Regulatory mapping covers permits, tariffs, market rules, standards and incentives
  • Permitting critical paths identify land, environmental, grid and community approvals
  • Stakeholder salience analysis prioritises regulators, communities, customers and capital providers
  • Social licence practices address benefit sharing, consultation records and grievance channels
  • IFRS S2 transition-plan disclosures connect governance, strategy, risk and metrics
  • Policy monitoring converts consultations and legislation into accountable response plans

Participants can set executive controls for renewable and infrastructure project delivery.

  • Front-end loading defines scope, estimate class, schedule and decision maturity
  • EPC contracting choices allocate interface, completion, performance and supply-chain risks
  • Bankable resource assessments cover solar irradiation, wind yield and uncertainty
  • Construction readiness reviews test land rights, permits, grid and procurement
  • Integrated master schedules expose critical path, contingency and long-lead equipment
  • Owner's engineer governance manages change control, claims and acceptance testing
  • HSE leadership applies ISO 45001 controls and contractor accountability

Participants can direct asset-management priorities for reliable, economic low-carbon operations.

  • Asset management plans align ISO 55000 objectives, lifecycle cost and performance
  • Availability analysis separates forced outages, planned maintenance and grid curtailment
  • SCADA data supports condition monitoring, alarm rationalisation and loss analysis
  • Cybersecurity accountability addresses OT access, vendor connections and incident escalation
  • Performance guarantees, liquidated damages and warranty claims managed through evidence
  • Repowering decisions compare degradation, upgrade economics and remaining asset life

Participants can identify, prioritise and govern transition risks across portfolios and projects.

  • ISO 31000 risk registers assign owners, controls, indicators and treatment actions
  • Climate physical-risk screening uses hazard, exposure, vulnerability and adaptive capacity
  • Transition risks include carbon costs, demand shifts, technology substitution and litigation
  • Bow-tie analysis links threats, preventive controls, consequences and recovery measures
  • Risk appetite statements define escalation thresholds for capital and safety decisions
  • Crisis communications protocols coordinate facts, spokesperson roles and stakeholder updates

Participants can lead cross-functional energy-transition decisions and stakeholder negotiations.

  • Adaptive leadership distinguishes technical problems from value conflicts and uncertainty
  • Stakeholder narratives frame reliability, affordability, jobs, emissions and regional development
  • RACI matrices clarify executive sponsorship, decision rights and delivery accountability
  • Cross-functional governance integrates commercial, technical, finance, legal and sustainability leaders
  • Negotiation preparation maps interests, BATNA, concessions and agreement boundaries
  • Talent plans identify scarce capabilities, succession risks and reskilling priorities

Participants can convert strategic priorities into an accountable transition execution plan.

  • Transition roadmaps sequence initiatives, dependencies, milestones, owners and investment gates
  • OKRs translate strategic priorities into measurable quarterly commitments
  • Balanced scorecards combine financial, operational, customer, people and climate measures
  • Board dashboards distinguish leading indicators, lagging results and exception thresholds
  • 90-day action plans specify decisions, sponsors, resources and review cadence
  • Peer challenge strengthens assumptions, stakeholder strategy and implementation ownership

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Energy transition strategic options map
  2. Scenario signpost and no-regrets decision matrix
  3. Renewable investment case model
  4. Transition risk and control register
  5. Executive stakeholder engagement plan
  6. 90-day transition execution plan

Who should attend

  • Energy Business Unit Leaders — to direct portfolio choices and transition investment priorities
  • Utility and Grid Managers — to align generation, flexibility and network decisions
  • Oil and Gas Transition Leaders — to assess low-carbon businesses and asset implications
  • Renewable Energy Directors — to strengthen investment governance and stakeholder strategy
  • Industrial Energy Managers — to evaluate procurement, electrification and clean-fuel options
  • Public Energy Agency Managers — to connect policy objectives with market and delivery realities

Skills and tools covered

Transition strategyEnergy portfolio managementRenewable investment appraisalPower market analysisTransition risk managementExecutive stakeholder leadership

Tools and standards

IEA World Energy Outlook scenarios, IFRS S2, ISO 31000, ISO 55000

How the course runs

Training methodology

The course uses short instructor briefings to establish shared concepts, followed by energy-sector cases, facilitated group analysis and decision simulations. Participants examine scenario assumptions, portfolio choices, power-purchase agreements, investment cases, permitting risks and stakeholder disputes. Small-group work brings together commercial, technical, finance and policy perspectives. Structured peer challenge tests recommendations before participants build an application plan for their own organisation. Trainer feedback focuses on decision quality, evidence, governance and communication rather than technical design detail.

Requirements and prerequisites

Participants should have at least three years of professional experience in energy, utilities, infrastructure, industrial operations, finance, public policy or sustainability. Familiarity with basic commercial concepts such as revenue, cost, capital expenditure and investment approval is assumed. Participants should also understand their organisation's energy assets, customers, projects or policy responsibilities. Engineering expertise, advanced financial modelling, prior renewable project development experience and detailed knowledge of energy-market regulation are not required. The course explains technical concepts sufficiently for informed executive decisions.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should have professional experience in energy, infrastructure, industrial operations, finance, policy or sustainability. You do not need engineering qualifications, advanced financial modelling skills or previous renewable project development experience.

Bring a current transition decision, asset portfolio issue, project, market-entry question or stakeholder challenge that you can use for application planning. Publicly available information is sufficient; do not bring confidential documents unless your organisation permits it.

The course suits managers and senior specialists who influence energy strategy, investment, projects, operations, regulation or sustainability. It is relevant to utilities, energy producers, renewable developers, industrial firms, investors and public agencies.

This course focuses on executive choices across strategy, markets, investment, delivery, risk and leadership. It uses financial and technical evidence for decision-making, but it does not teach detailed engineering design or advanced project-finance model construction.

You will leave with reusable structures for portfolio review, investment governance, risk management and stakeholder planning. The 90-day action plan identifies a specific decision, accountable sponsor, required evidence and review cadence.

Each day runs from 08:30 to 16:30 and provides about 6.5 contact hours. The five days progress from transition strategy and markets through investment, delivery, risk, leadership and execution planning, with cases and group analysis throughout.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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