How we do it: The Energy Futures Lab’s best strategies for adapting to the uncertainty of COVID-19

Author Chad Park
Navigating the current crisis and preparing for recovery

Why It Matters

COVID-19 presents a massive change in plans for most social impact organizations. In order to make it through not only this moment but future disruptions, too, organizations should implement strategies that make their teams adaptable, resilient, and open to change.

In today’s world, it’s not uncommon to overhear guests at a dinner party toss around words like energy transition. It’s a hot topic, especially in a province like Alberta where the economy is driven and, in many ways, defined by its energy sector. The untold story is how Albertan innovators have been working tirelessly to develop solutions that will create new opportunities to diversify the economy and address global climate change. 

Many of these innovators also recognize the benefits of leveraging the province’s legacy assets in the oil and gas industry, while working towards a sustainable future. One of the Energy Futures Lab’s 68 Fellows, Sean Collins, is the president of Terrapin Geothermics. For years, Sean has been exploring opportunities to expand Alberta’s geothermal industry, including by repurposing old oil and gas wells, and to turn waste

 

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