Top 10 Things to Know about Michael Liebreich, Potential Candidate for Mayor of London
Entrepreneur and green energy advocate Michael Liebreich has expressed his strong interest in running for mayor of London. Here are the top-ten things to know about Liebreich and his involvement with renewable energy.
10. He believes in less regulation for clean energy, not more. “Over-regulation and complex planning requirements add costs, slow down projects, reduce transparency and increase risk,” Liebreich writes in the Conservative Environment Network’s “Responsibility and Resilience” report.
9. He founded New Energy Finance in 2004. The company provides information and analysis to investors and companies in the green energy market. The company was eventually purchased by Bloomberg and is still operating today, though Liebreich now sits on the advisory board.
8. He’s more of a businessman than an environmentalist. In 2011 FT Magazine feature, Liebreich notes that he isn’t a “deep environmentalist,” but understands a market gap when he sees one. He wanted to get ahead of the curve in the green energy industry and was one of its earliest advocates.
7. He strongly believes in green energy as the future. Green energy is Leibreich’s business, and he sees no other option than for green energy to become the norm in the future. He believes it’ll be a gradual shift, but an inevitable one.
6. He’s a visiting professor at London’s Imperial College Energy Futures Lab. The lab takes a famously multi-disciplinary approach to solving the world’s energy crisis and focuses on five main themes: sustainable power, clean fossil fuels, low carbon transport, energy infrastructure, and policy and innovation.
5. He’s a smart guy. Now a Harvard Business school graduate, Liebreich did his undergraduate studies at Cambridge and graduated with a degree in nuclear engineering, fluid dynamics, mechanics and thermodynamics.
4. He’s a three-time finalist for the Ernst & Young Entrepreneur of the Year Award. The awards are given based on a broad spectrum of criteria, including those who have “demonstrated excellence and extraordinary success in such areas as innovation, financial performance, risk and personal commitment to their businesses and communities.”
3. He’s an active Twitter user. Liebreich frequently uses the platform to discuss ideologies and tweet about clean energy. It was on Twitter that the rumor started that he would run for mayor.
2. He’s a member of several key groups. Liebreich is a member of the UN Secretary General’s High Level Advisory Group on Sustainable Energy for All and the World Economic Forum’s Global Agenda Council on the New Energy Architecture. He also sat on board for the Clinton Global Initiative’s Energy and Climate Change working group.
1. He’s not a green energy zealot. Liebreich was very quick to point out his commitment to conservative politics on Twitter, pointing to his call for less regulation of green energy as evidence. A staunch Tory, he is currently doing a Twitter series he’s calling “Tory Summer Reading List,” which consists of pieces he’s written on his positions.
Top 10 ways to prepare for COVID-19
Energy Digital sets out Gartner’s Top 10 ways organisations can prepare for a pandemic, via effective operational risk management.
As the spread of the Coronavirus (COVID-19) continues to develop, many businesses are left uncertain as to whether their risk mitigation plan is sufficient.
In a recent webinar conducted by the research and advisory firm just 12% of 1,500 people believe that their business is highly prepared for the impact of COVID-19, while 56% believed themselves to be somewhat prepared, and 11% believed themselves to be very unprepared.
“Most organizations have done some pandemic planning but still have many unanswered questions about whether they have done everything they can to manage risks,” says Jim Mello, Senior Director, Advisory, Gartner.
Establish a preparedness framework
Establish a team that represents all critical business functions. These people will report directly to executive management and are responsible for prioritising the importance of business activities and organise them in tiers for response and recovery.
Monitor the situation
It is important to ensure that organisations monitor the rate in which the infection is spreading and its severity. Many rely on the World Health Organisation for information.
Be sure to revise revenue forecasts and communicate with investors, as well as suppliers in regards to any potential finance issues. It is important to ensure that the business has the working capital to ride it out.
Ways to ensure this include: working capital checks, seeking loans or government-sponsored financial relief.
Extend personal hygiene and cleaning protocols
It is important to comply with any changes to workplace regulations. In addition, it is important to establish protocols for staff returning from infected areas, as well as extending existing hygiene activities.
Ensure close monitoring of absenteeism rates for signs of problems. It is important to identify critical staff in order to make sure the company can continue to function in their absence and be prepared for up to 40% absentee rates.
In addition to reviewing HR policies and procedures, it is important to maintain a level of sensitivity when it comes to engaging with employees and workplace preferences.
Establish a communication programme
People can feel out of the loop quickly. Establish a spokesperson appropriate for the situation who can maintain lines of communication. In addition, organisations should establish pre-approved messages and scripts for various stakeholders.
Review the impact on the operation
Although this may seem overwhelming, the team established to represent all critical business functions should identify key areas to consider. It is important to maintain a connection with the reality on the ground in countries affected.
Key questions to consider: is transport functioning? Have holidays been extended? Where can operation continue and where do they need to stop?
IT business functions tend to be relatively well-prepared for business continuity. However, it is important to assess the supply chain for critical equipment and keep extra inventory if required.
In addition, organisations should keep in mind remote data centre management and cloud options for critical systems as well as enabling remote working programs and rescheduling any non-essential IT work prioritising key applications.
Review pandemic plans to identify any gaps in response
Conduct a preparedness exercise by validating roles and responsibilities as well as recovery requirements and procedures, in order to identify any gaps in the recover capabilities and resource needs.
Following the establishment of a pandemic plan, identify three lessons learned, key observations or improvements for the exercise. After establishing these organisations should priorities the short and long term follow up actions.