Introduction
Visionary, Courageous, and Influential are the terms that define the leadership journey of Rizwan Shaikh. Rizwan Shaikh, Global Head of O&M (Power & Water) at Aljomaih Energy and Water Co. Ltd. and Board member, as well as Chairman at subsidiaries of Aljomaih Energy and Water Co. Ltd., is an esteemed professional with over two decades of experience in water and power projects. His expertise comprises power generation and water desalination covering operations, maintenance, development, execution and commissioning of greenfield as well as refurbishment & life extension projects, and business development activities related to independent water and power projects.
Experiential Journey
“I have been fortunate to work alongside some exceptional individuals whose mentorship and experiences have significantly shaped my leadership journey. While serving as an Operations Engineer at Gujarat Industries Power Corporation Ltd. (GIPCL) in Baroda, I had the privilege of working under Shift Manager S.N. Purohit. His proactive approach to problem-solving, particularly his habit of diving deep into technical issues, taught me the value of root cause analysis and the importance of gaining a thorough understanding of complex topics. This foundational experience instilled in me the analytical skills that are essential for effective leadership” says Rizwan.
Another pivotal figure in Rizwan’s career was Mr. V.N. Patel, the Head of Operations at their Combined Cycle Gas Turbine (CCGT) Plant.
As his career progressed, he worked across various Middle Eastern countries, including the UAE, Qatar, Oman, and Saudi Arabia. This journey allowed him to collaborate with industry stalwarts such as Ali Abdul Raheem, Rajit Nanda, Mrinal Sengupta, Pradeep Lenka, Mahmood Saleh Atheeb Turki Al Amri, Khalid Al Awayedh, Ken Larsen, Adnan Buhuligah and Fawaz AL Jomaih.
Empowering Teams to Innovate
“I define empowerment as the ability to provide my team with the autonomy, resources, and support they need to take ownership of their work, make informed decisions, and drive innovation. With a strong technical background as well as considerable exposure to financial, and contractual matters, I recognise the importance of having a team of specialists who possess in-depth expertise in their respective fields. This includes experts in turbines, electrical systems, controls and instrumentation (C&I), and water management. O & M specialists act as the first line of defence for resolving plant issues while major issues are referred to supporting functions or external relevant experts,” he says.
With these specialists on board, empowerment becomes not just a goal but a natural outcome of their collaboration. Rizwan believes that when team members are surrounded by knowledgeable individuals, they feel more confident in their abilities to take the initiative and propose innovative solutions. His role is to guide and support them, offering his insights and experience when necessary to ensure they remain aligned with the company’s mission.
To cultivate an empowering environment, he encourages open communication and collaboration among team members. By creating a culture where their ideas are valued and celebrated, he helps foster an atmosphere of trust and creativity.
Approaching Sustainability and Innovation in Operations
In Rizwan’s role of overseeing operations and maintenance across critical power and water infrastructure, he prioritises sustainability and innovation by implementing progressive strategies that enhance efficiency while minimising environmental impact. Some key aspects he includes are: gradual implementation of new ideas, evolving maintenance strategies, and driving innovation based on the plant’s needs.
“A notable example is our work with a reverse osmosis (RO) plant that was successfully producing high-quality water but faced challenges with water quantity. To address this, I collaborated with RO and chemistry expert Dr. Tariq Nada to experiment with mixed membrane technology, an initiative that marked the first of its kind in our operations. Our findings were significant enough to be published by the International Desalination Association (IDA), highlighting the advantages of this innovative approach” explains Rizwan.
Transformative Leadership
After joining Aljomaih Energy and Water in August 2024 as the Global Head of Operations and Maintenance (O&M), he has embraced the exciting challenge of establishing a newly formed O&M division. With over 30 years of experience in the power and water sector, including 14 years as Executive Director of Portfolio Management and O&M at ACWA Power, he is well-equipped to lead this initiative and drive substantial progress.
His primary responsibilities involve setting up the O&M division from the ground up, focusing on the seamless integration of new projects while overseeing the operations of existing plants under their management. In addition, he has been actively involved in supporting new bids for power and water projects. This collaboration is yielding favourable results, as the team witnesses a growing interest in their capabilities and offerings.
As a Board member/Chairman of various O &M subsidiary companies, he plays a vital role in guiding strategic decisions and ensuring that their subsidiaries align with the overall vision and goals of Aljomaih Energy and Water.
Overcoming Challenges
There were some key challenges that the power and water industry faces in the business recently. First was cost discrepancies between bids and actual operations, as the actual average operational costs of power and water plants are about 30% higher than the winning bid prices for new projects under construction and new proposals, harming the profitability share. Second was overly optimistic bid assumptions, i.e. bids based on future advancements in technology and projected synergies that would ostensibly lower operations and maintenance (O&M) costs. Also, they faced challenges in realising Claims under the Change in Law regulations as they are often complex, taking considerable time to achieve, causing delay and adversely affecting project outcomes.
Another challenge was the recent very aggressive local content requirements outlined in Power & Water Purchase Agreements (PPAs/WPAs), mandating the usage of local resources and production. Failing to meet these requirements can result in significant fines due to non-compliance. Non-compliance not only threatens profitability but can also lead to reputational damage within the industry. Apart from these, they also had to surmount regulatory landscape uncertainty and geopolitical instability.
To combat these, they strategised several solutions like realistic assessment of operational costs, focusing on advanced technologies, developing comprehensive risk management processes to proactively identify risks, engaging with policymakers for stable regulatory frameworks, and building relationships with local suppliers.
Clarity and Resilience
Rizwan believes maintaining clarity and resilience while managing large-scale operations across diverse geographies is a complex challenge that requires a strategic approach. Clear communication for precise information sharing, defined vision and objectives, understanding cultural sensitivity, robust decision-making framework, ready contingency plans, leveraging technology, encouraging feedback, sustainable practices, and setting clear accountability for teams are some of the strategies aiding Rizwan in maintaining the balance.
Balancing Work & Life
For balancing work-life integration, Rizwan streamlines his professional work to spare time for personal well-being. His diverse experience aids in quicker decision-making, providing a window to conclude other priority tasks. His effective delegation of tasks among trusted team members and structured work hours allows him to prevent burnout. Also, effective self-management enhances efficiency, allowing him to complete projects on time and maintain balance in his life outside of work.
“I actively set boundaries to separate work from personal time, ensuring that I dedicate time to family, hobbies, and self-care. Prioritising well-being helps me maintain high energy levels and mental clarity, which translates to improved performance in my professional roles,” asserts Rizwan.
Notable Achievements
Rizwan takes great pride in several key milestones he has achieved in his career. To begin with, he was part of the team that successfully finalised on behalf of the offtaker WEC (Water & Electricity Co., now SWPC), three significant agreements with the winning bidder for major independent water and power projects. He also had the privilege of leading the first synchronisation of five gas and steam turbines, marking a significant achievement in their operational capabilities.
He implemented chemical optimisation strategies in reverse osmosis (RO) plants, resulting in a substantial reduction in water tariffs. He also effectively managed and oversaw a power and water fleet with over 10 GW of power generation capacity and 3 million m³/day of water production, ensuring operational efficiency and reliability.
He was a part of the team negotiating the GT LTSA extension with OEM for inclusion of 8 GTs major, which also resulted in elimination of 24 CIs and guarantee for increase in 45 MW per CCPP block, all at a very reasonable price.
Future of Work
Rizwan does continuous market research and analysis, keeps up-to-date with technology and innovation, fosters agility and flexibility, indulges in collaboration and partnerships, focuses on sustainability plans, scenario planning, and indulges in employee engagement activities to ensure Aljomaih remains competitive and future-ready.
He also follows a customer-centric approach, participates in industry associations and forums, and implements agile project management to enhance project delivery.
Essential Leadership Qualities
Success in the infrastructure and utilities sector demands a unique set of leadership qualities that can effectively address the complexities and challenges inherent in this field. Here are key leadership qualities that Rizwan believes are essential.
Visionary thinking, strategic decision-making, effective communication skills, collaborative mindset, adaptability and resilience, ethical leadership, customer-centric approach, technology proficiency, financial acumen, commitment to sustainability, and crisis management skills are prerequisites for leading a team.
Even mentorship plays a pivotal role in effective leadership, especially in fostering the growth and development of future leaders within an organisation. For Rizwan, mentorship facilitates knowledge transfer, builds confidence, guidance and support, continuous learning, and enhances employee retention.
For building future leaders, by cultivating a strong mentorship culture and implementing targeted programs, organisations can empower future leaders to develop the skills, confidence, and mindset necessary to lead effectively in the dynamic landscape of their respective industries. This not only ensures a robust leadership pipeline but also contributes to the overall success and resilience of the organisation.
“It doesn’t matter who gets the credit. If everybody decides we don’t want to crave for the credit, then you can’t imagine to which level of success you go,” says Rizwan.
Rizwan explains that envisioning a leadership legacy in the fields of energy and sustainability involves considering several key elements that can significantly influence future generations of professionals. In the future, leadership roles like top management positions can be reduced. Everybody will need to be an expert in some field to contribute within a certain boundary. The role of general management and leadership may vanish due to the advancement of AI. The qualities he wants the future generation to soak from his legacy are commitment to sustainability, encouraging innovation, fostering partnerships and collaboration, prioritising mentorship, ethical leadership, promoting education and awareness about energy and sustainability, and advocating for principles of the circular economy.
Advice to Aspiring Leaders
Aspiring leaders in the power and water industries often seek the keys to make a meaningful impact in their fields. Rizwan shared essential pieces of advice for those looking to rise to leadership roles and drive significant change.
First is to broaden one’s knowledge base, as having a solid foundation in one’s core technical expertise is crucial, but it is equally important not to limit oneself to this knowledge alone. Understanding finance, legal aspects, human resource management, and enterprise risk management will greatly enhance one’s ability to lead effectively.
Second is to embrace a proactive leadership style as true leadership involves leading from the front. This means actively engaging with one’s team and demonstrating a commitment to the organisation’s goals. Close monitoring of projects and outcomes, paired with a focus on empowering one’s team, will foster a culture of accountability and innovation. Invest time in selecting the right individuals for the team, as their skills and attitudes will directly impact the company’s success.
Another advice is to focus on smart work over traditional approaches. It’s important to think beyond conventional management practices. Work smartly by embracing innovative strategies and ideas. Be prepared to challenge the status quo and seek new methods that can drive efficiency and effectiveness in one’s operations.
It is also important to seek diverse experiences early in one’s career. To broaden one’s perspectives and skill sets, consider changing jobs every three to four years, especially early in one’s career path. This approach allows for exposure to different working environments, operational practices, and technologies in the power and water sectors. Avoid limiting oneself to a narrow viewpoint; embrace the opportunity to learn from a variety of organisational cultures and challenges.
Pursue continuous personal development and don’t wait for the organisation to arrange training. Take personal responsibility for professional growth by identifying and addressing one’s weak areas.
The competitiveness of tariffs for Combined Cycle Gas Turbine (CCGT) and Renewable Obligation (RO) projects is becoming increasingly apparent, leading to diminished returns on these investments. Furthermore, the cost and availability assumptions applied in bidding are approaching unsustainable levels. In light of these challenges, he recommends shifting the focus towards investments in photovoltaic (PV) plants. The rapid advancements in PV module technology present significant opportunities for enhanced efficiency and output. Existing PV installations could also explore capacity expansion through amendments to their existing Power Purchase Agreements (PPAs). By leveraging advanced PV modules or incorporating battery storage solutions, the industry can optimise land use and significantly increase generation capacity while maximising returns on investment.
“Every morning when the sun rises, the slowest gazelle has to run faster than the fastest lion to see the evening, and the slowest lion has to run faster than the slowest gazelle to see the evening. In conclusion, in order to survive, you have to run when the sun rises, whether you are the lion or the gazelle” says Rizwan.