Effective Leadership for Green Growth
- Laura Steel
- Jan 22
- 7 min read
Updated: Mar 4
Clare Nasir speak to Andy Cox
Andy Cox, an ex-KPMG partner for 17 years, is now Head of Energy Transition at insurance broker Howden and divides his time between several other organisations in the energy space. Until recently, Andy was Executive Chair at Zoa, an energy tech startup sold to Centrica in September 2024. He is also a board advisor for B-Corp, Green Executives.
Andy shares his thoughts on effective leadership in the Green Economy with our communications specialist Clare Nasir. He draws on two distinct types of leaders: those who hail from large corporations focusing on decarbonising or energy transition and the mission-driven entrepreneurs providing sustainable solutions.
Can you pinpoint when decarbonisation became central to an organisation’s pathway?
The renewable sector was niche during the early days of the noughties. However, conversations about sustainability accelerated as COP meetings pushed their agenda, and the impacts of climate change started to unfold before our eyes. So we are talking around 2010 to 2012.
At this point, I woke up to the enormous impact climate change would have on business.
One leader who was instrumental during this time was Christiana Figueres. She exhibited three traits that created a catalyst of change.
Firstly Bravery.
As the Executive Secretary of the UN Framework Convention on Climate Change (UNFCCC), she played a pivotal role in the Paris Agreement, demonstrating courage in negotiating with global leaders to achieve a historic climate accord.
Secondly, Emotional Intelligence.
Her ability to connect with diverse stakeholders, understanding their perspectives and forging connections delivered much-needed unity to climate action.
Finally Inspiration.
Christiana’s relentless optimism and commitment to climate action has inspired many in the environmental and energy sectors; globally and across generations.
So across industry, was there an overnight call to action?
No, more of a slow burn.
Going back a decade or so, many industry leaders were in denial. However, the growing reality of climate trends and the alarming risk of future scenarios as trajectories sharpened — it all became undeniable.
Things then started moving. Industry had to change.
As we surge toward 2030 and beyond to 2050 what leadership qualities will get the job done?
I’d start with courage and risk-taking.
These accelerating trends and the ambition of net zero goals require courageous leaders. Both to face those resistant to change within a business and the backlash from hiring new talent with different perspectives and skills (necessary during uncertain times).
As unknown avenues necessitated new business approaches, decisions required leadership traits of strength, clarity and risk-taking. Today’s world and the future we anticipate are very different from what we understood even 15 years ago.
Another is resilience.
That’s another big one for me. In this ever-changing environment, an awful lot is being thrown at leaders, particularly those pushing the decarbonisation agenda.
Sticking to the mission sometimes means failing… learning… and refocusing. Knocks can be debilitating, that’s why having a powerful mission statement and an aligned, committed team makes all the difference.
This brings me nicely to — razor-sharp communication.
This is the ability to paint a compelling vision and narrative to engage your teams and customers.
Some leaders excel at this — yet I have witnessed some who don’t. It’s paramount to inspire, empower and excite people about what change means.
Some fossil fuel companies are now integrating clean energy into their portfolio — what strengths do leaders require to instigate real, effective change?
Transitioning from a fossil fuel multinational to an integrated energy company requires charismatic and determined leadership. The challenge is to shift the organisational mindset.
That can be an overwhelming task.
Yet, I have witnessed leaders with 70,000 people or more, many of whom have dedicated their careers to that one business — where integration through a multitude of new approaches has ultimately proven successful.
Altering operating procedures, adopting new technologies and working with diverse demographics can cause resistance and, for some, fear. For many oil majors, this has been a huge challenge.
Described another way — possessing high emotional intelligence is one of the fundamental threads of effective leadership.
Francesco Starace, the former CEO of Enel Group, is widely recognised for his dynamic and visionary leadership style. His vision and focus transformed Enel Group.
“When I became CEO of Enel… we needed to change our business model to make it sustainable, but without innovation, this was impossible. We started a contest that was called My Best Failure, where our employees described to each other a failure and what they learned from it.
Then we started asking people to give us problems they couldn’t solve, and they started having the courage to try and to make mistakes. That innovation has fueled our sustainability path.”
Francesco Starace
From establishing a subsidiary of Enel in 2008 dedicated to developing and managing renewable energy projects. Today, Enel is a global leader in renewable energy, with a diverse portfolio that includes solar, wind, geothermal and hydroelectric power. As of 2023, Enel had an estimated 63 GW of renewable energy capacity.
What do large corporate leaders bring to the net zero table?
These leaders have emerged from organisations that are consistently at the cutting edge of technological innovation.
With substantial resources at their disposal and a stable foundation to embrace new business models, they are uniquely positioned to drive the transition to a low-carbon economy. They are accustomed to collaborating across projects, industries and countries.
As we navigate this new era, they bear a significant responsibility to develop effective strategies that will benefit everyone
A great example is Mary Barra, CEO of General Motors, known for her transformational and inclusive leadership style. Barra’s clear vision for GM’s future focused on an all-electric future and sustainable transportation.
Her leadership is inclusive and empathic, exhibiting strong emotional intelligence. She is known to encourage a culture where employees feel heard and valued, part of this success is her advocacy for diversity within GM.
Mary Barra has successfully navigated GM through various crises, including the ignition switch recall and the COVID-19 pandemic.
She has led GM through significant technological advancements, particularly in electric vehicles (EVs). Her ability to adapt to changing market conditions and technological advancements has been crucial in steering GM towards a sustainable future.
In 2024, GM became the number two seller of EVs in North America, surpassing Ford. GM’s EV sales in China saw a 60.7% year-on-year growth in the third quarter of 2024.
The General Motors vision is to achieve carbon neutrality by 2040 and eliminate tailpipe emissions from new light-duty vehicles by 2035. The company is also investing in U.S. battery cell manufacturing and flexible assembly capacity to support its EV production goals.
“We want to have a diverse workforce that mirrors our customer base. Diversity of thought, we believe, is crucial to business success.”
Mary Barra
Do entrepreneurs and founders require similar leadership skills to larger corporate leaders?
These leaders are driven by a mission to accelerate net zero pathways from the outset. Their major task is to get the right people on board early on, from investment to talent.
The successful ones display compelling vision with the skills to articulate clearly.
I’ve always believed that to succeed, you need to assemble your own A-team. As a founder, it can be a lonely role, but you’re ultimately in charge. By investing time in the people around you, you enable them to become the best versions of themselves.
That has always been my recipe for success.
There are pinch points along the way. When a fledgling business begins to grow, the role of a founder evolves. The most astute founders recognise these critical junctures and bring in experienced leaders to support their journey. It’s so important to have the right people on board, but they may be very different from the initial start-up family. This requires tough decisions and occasionally relinquishing some autonomy.
Can you describe the type of entrepreneur that you gravitate to?
When investing in an early-stage business, several factors are crucial. While the technology, service, or product and the addressable market are important, the people — the team — are equally vital.
I love the buzz around a person who oozes their product, who lives and breathes their business. Additionally, sometimes subtle personality traits elevate a great leader to someone with star quality. A combination of energised and inspiring but adept at listening, someone who absorbs detail from their people and environment. Those who recognise talent in others.
Finally, an effective leader sees the value in the next generation, giving them a platform, pulling on their ideas and tapping into their creativity; thus shaping the future and giving the world the best possible chance of surviving — and thriving.
This is a transformational leader.
Who are shining lights within the Green Sector?
One organisation I have been impressed with recently is The Crown Estate. They have the rights of ownership to most of the seabed around the UK and many properties; all on behalf of the Sovereign.
They had a change in leadership a couple of years ago.
The new CEO, Dan Labbad, brought extensive experience in property and infrastructure, having previously held senior positions at Lendlease, including Group Chief Operating Officer and CEO of International Operations and Europe.
So, an impressive portfolio, but more so, Dan had a very different way of thinking about sustainability and strategy. What was interesting was how early on he brought the whole arena of sustainability and decarbonisation to life.
It became everyone’s role to think about sustainability and ultimately decarbonisation.
Today the organisation are a shining light, addressing sustainability challenges through a cohesive approach, this involves considering the impacts on people, nature, and climate in their financial strategies and overall business operations.
A showcase for a responsible and inclusive business.
Final thoughts on future-proofing your business…
Whether you are leading a large corporation or building a start-up — leadership is about navigating the complexities of the renewable sector with a core that embraces change, innovation and sustainability.
All businesses require diverse leadership teams.
Talent from diverse backgrounds brings unique perspectives and solutions, essential for tackling the multifaceted challenges of climate change.
Inclusive environments have greater success in harnessing the full potential of their teams.
Decision-making processes produce well-rounded viewpoints and actions, leading to greater sustainable outcomes.
Succession planning is equally important. Preparing the next generation of leaders ensures continuity and stability, maintaining momentum toward the company’s vision and mission.
The process includes identifying and nurturing talent, providing training and mentoring; a forward-thinking approach that will embed continuous improvement and adaptability into a company’s talent pipeline.
The final talking point is probably another, much longer conversation, but let’s touch on the role of AI in supporting leadership and the energy transition. I will leave you with wise words from IEA Executive Director Fatih Birol, another impressive top talent and his thoughts on this enormous topic.
“There is no AI without energy — specifically electricity. Given the pace of AI adoption, now is the time for policymakers and industry to collaborate on a vision for meeting this fast-growing source of electricity demand in a secure and sustainable manner,
At the same time, AI is poised to be a transformative technology for the energy sector, with the potential to accelerate innovation, improve efficiency and security, and speed up energy transitions.”
Our thanks to Andy Cox, for his time and insights.