The EEA has always been about sharing knowledge and working collectively to help solve problems. It facilitates important conversations and helps drive consensus on what “good” looks like. Our strength is our membership – which reflects the wider electricity supply industry and not any particular sector within it.

You joined Northpower in 2011 and have been in the sector for many years. What are the most significant changes you have seen in your time?

Of most importance is an increasing optimism and excitement about the future. It is accepted that networks will be central to a decarbonised economy and that we need wider capabilities and technology to manage an increasingly complex energy system. This makes ours a really exciting industry to be involved with, and increasingly, we are seeing people from outside the sector moving into it. They want to be part of the energy transition.

I see much more openness to learning from others, and adopting ideas that have been tried elsewhere. Because of resourcing shortages and the pace of change, we don’t have the luxury of trying to do everything ourselves, so learning and adapting from others is essential. The EEA can play a central role in accelerating that learning.

What are the greatest challenges EEA members face in meeting the objectives of the EEA 2050 transformation strategy?

This may be provocative, but the challenge of how we can come together and leave our ego at the door. We are an incredibly smart and capable industry, rich in innovation. But we have a tendency to default to doing our own thing. Which is probably why, for example, we all have historically developed different engineering standards for networks. Our challenge is to utilise our collective wisdom to try things and make a change while acknowledging the plurality of views and possible solutions.

We know we can do it – and it has been great to see the industry support and funding for the EECA and EEA FlexTalk project. I like to see more of this and the EEA taking a facilitation role here.

Another huge challenge, which everyone recognises, is that if we want to realise our part in achieving net zero, we need more people with the skills to help. Right now, I don’t know how we are going to do it. There is lots of thinking and some amazing stuff starting to happen. Shout out to the Energy Academy in Christchurch, and my own organisation Northpower who are on track to bring in 50 trade cadets this year alone. But our sector has a low profile in schools, and amongst the general population, and we need to address this if we are to attract more people.

What motivates you personally and resulted in you taking this leadership role for the industry?

I am drawn to organisations with a clear sense of purpose and that contribute positively to community outcomes. I have found a perfect fit with Northpower and it’s why I want to contribute to the wider industry through the EEA. At our core, the EEA is an organisation that since 1927, has supported the industry through collaboration, worked to drive best practice, and ensure safe and technically strong outcomes. The concept of kotahitanga – togetherness – is more important than ever, as we have many challenges that we need to work on together.

What are you hoping to achieve while in this role?

I have a long list of goals!! I want to work with the Executive Committee, the EEA team and our members to transition the Association so we can better support the challenges faced by the industry. This means:

• Growing membership, to serve all areas of the sector including the new organisations that are supporting the energy transition.
• Grow participation from within our membership to support the growing work programmes.
• Ensuring that the EEA plays a key role in supporting a diverse and inclusive electricity industry, and how we support all areas across the technical, safety and management of the whole electricity supply system; and
• Ensuring the EEA is supporting policy makers and regulators in understanding the complex engineering challenges we need to navigate to support a decarbonised New Zealand, and the solutions that are available.

To do this though, we need to learn from those jurisdictions already experiencing these challenges, use their insights and adapt them to the New Zealand context.

Is there such a thing as ‘free time’ in the world of Josie Boyd?

As a mother of two teenage boys, my husband and I spend most of our free time ferrying them around to variety of activities. I grew up in Northland and my family and I have really embraced the lifestyle and opportunities that Northland offers all of us.

But my free time is also spent trying to make a difference locally which Northpower is also able to do as a significant employer in the region. I have been active in developing women’s networks, including local women in infrastructure chapter, networking opportunities, and broadening our sponsorship for young people in STEM.