A fondo: Análisis 2020 | In depth: 2020 Analysis www.futurenergyweb.es FuturEnergy | Diciembre 2020-Enero 2021 December 2020-January 2021 52 la triple sostenibilidad. Por una parte, la sostenibilidad medioambiental, que cómo hemos visto guía el futuro del planeta. Por otra parte, la sostenibilidad social, teniendo la oportunidad de devolver a la sociedad y a nuestros stakeholders gran parte, de lo que ellos nos aportan. Y para finalizar, la sostenibilidad económica, pues una empresa debe ser sostenible a medio-largo plazo con una visión siempre centrada en ese futuro en el que tan cómodos nos sentimos y que en estos meses hemos cambiado involuntariamente por ese presente con el que hemos debido lidiar. Y es precisamente en lo vivido en estos meses donde, haciendo balance, pocas cosas se pueden sacar como positivas. Meses que ningún escenario ni hipótesis, por pesimista que fuera, contemplaba en ninguna organización. Personalmente resaltaría singularmente la facilidad con que las empresas (más concretamente las personas que conforman una empresa) que realmente compartían misión, visión y valores se han adaptado, siempre con los trabajadores como eje vertebrador de esa fuerza, fuerza que por otra parte, nunca antes había sido ni medida ni ensayada. Ha sido en esos difíciles meses cuando realmente la valía de las personas se ha puesto de manifiesto, entendiendo la situación, adaptándose a la incertidumbre y trabajando sin descanso para que esa visión compartida no dejara de ser una mera quimera. Llegados a este punto, podríamos hacer balance de cómo ha cambiado el sector energético en este año y de qué retos se afrontan en el entrante. De las subastas o del pool. De la competencia en coste entre tecnologías renovables. De la imparable reducción del CAPEX y del OPEX (eso centra las conversaciones que tenemos dentro de AEMER). De los nuevos actores revelación del sector, como el hidrógeno verde. Del alargamiento de vida que nos reclaman los dueños de los activos. Del papel de los tecnólogos y de las ISPs. De los retos tecnológicos y cómo afrontarlos con el I+D+i. De los objetivos de cambio del mix energético por países. De las subastas…etc. En fin, de tantos y tantos temas, pero como decía eso es el futuro y en él nos sentimos cómodos y confiados de abordarlos con éxito. Sabina parecía triste con que le hubieran robado el mes de abril. Pero los que trabajamos en el sector energético no tarareamos aquello de “¿Cómo pudo sucederme esto a mí?”, sino que más bien cantamos agradecidos de que nos hayan robado temporalmente el presente, eso sí con el convencimiento de poder devolver a la sociedad un futuro más sostenible y sobre todo, más justo. AsWarren Buffet often says, only when the tide goes out do you discover who’s been swimming naked. So, in this unexpected present, now that the tide has gone out, the energy sector, which already had a guaranteed part in the screenplay of the future, has now taken centre stage and, moreover, sees itself as a firm candidate for some hypothetical Oscars of the recovery. Thus, part of the drive for recovery and the way out of this global crisis falls on our “energy” shoulders. Simply feeling that the objectives to combat climate change are being boosted and that as a result, investments are gaining pace, gives us the satisfaction of being able to contribute to a more sustainable and fairer world. The future is within our reach and this is precisely where we feel the most at ease. At Ingeteam the concept of triple sustainability is our guiding principle. First there is environmental sustainability, which as we have seen, shapes the future of the planet. Then there is social sustainability, taking the opportunity to give back to society and to our stakeholders a large part of what they give to us. And lastly, economic sustainability, because a company must be sustainable in the medium-to-long term, with an outlook always focused on that future in which we feel so comfortable and which we have involuntary changed in these months because of that present with which we have had to contend. And it is precisely the experience of these months from which, on balance, few things can be taken as positive. Months which no scenario or hypothesis, no matter how pessimistic, was envisaged by any organisation. Personally, I would particularly highlight the ease with which those businesses (more specifically, the individuals that make up a company) that really shared the mission, vision and values have adapted, always with the workforce as the backbone of this effort, an effort that furthermore had never before been measured or tested. It was during these difficult months when the worth of individuals has been truly demonstrated, understanding the situation, adjusting to uncertainty and working tirelessly so that this shared vision did not end up as a mere pipe dream. At this point, we could weigh up how the energy sector has changed during 2020 and what challenges lie ahead of us for the coming year: from the auctions and the pool; the competition in cost terms between renewable technologies; the unstoppable reduction in CAPEX and OPEX (the focus of the conversations we have in AEMER); the new stand-out agents in the sector, such as green hydrogen; the lifetime extension being called for by asset owners; the role of technicians and ISPs; technological challenges and how to address them with R&D+I; the objectives to change the energy mix by country; the auctions,…and so on. There are so many issues, but as I said, this is the future and there we feel comfortable and confident of addressing them successfully. Sabina seemed sad that his month of April had been stolen. But for those of us who work in the energy sector, we are not singing to ourselves “How could this happen to me?”, but rather we are happy that the present has been temporarily stolen, however sure in the conviction of being able to give back to society a more sustainable, and above all, fairer future.
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