“The energy and infrastructure sector is going through a major transformation from a people perspective. Beyond technical expertise, companies now need people who are adaptable, digitally skilled, collaborative, and comfortable working in fast-changing environments shaped by automation, AI, cyber security, and smart infrastructure,” Mihaela Melenciuc, Chief Human Resources Officer, Adrem told The Diplomat-Bucharest.

“Employee expectations are also changing. People are looking for purpose, flexibility, wellbeing, and continuous development, even in highly operational industries like energy. This means organizations must invest not only in technology, but also in reskilling, leadership, safety culture, and creating an employee experience that keeps people connected, engaged, and prepared for the future of work.”

How would you describe Adrem’s organizational culture in a few words?

People-centered, innovative, and ownership-driven.

In recent years, our focus has been on building a modern, agile, and future-ready organization by encouraging people to adapt, grow, and succeed in an increasingly digital and fast-changing world. Some of our most important initiatives have focused on digital transformation, technical capability development, and employee enablement, helping teams build new skills, embrace change, and contribute with confidence in a rapidly evolving industry. Throughout this journey, we have remained committed to safety, trust, and responsible growth.

What values are most important in the way teams collaborate at Adrem?
Trust, an entrepreneurial mindset, and mutual support are the values that define the way our teams collaborate at Adrem. Because we operate in a complex and highly technical environment, teamwork means much more than simply working together — it means continuously learning from one another, combining diverse expertise, share ideas, experiment, learn from failure, and continuously improve and remaining agile in the face of change.
Our teams collaborate across functions, regions, and disciplines every day, and that requires not only technical excellence, but also openness, accountability, and a strong sense of ownership.

How do you maintain employee engagement during periods of change or uncertainty?
In our industry, change is constant — whether we speak about digital transformation, energy transition, new technologies, or evolving customer expectations. Maintaining engagement starts with transparent communication and leadership proximity. People need to understand not only what is changing, but also why.

For example, during our Microsoft Dynamics transformation projects, we are focusing on communication, testing phases, training sessions, and practical support for employees. We understand that transformation is about helping people build confidence, adapt successfully, and feel empowered to embrace new ways of working. We also maintain engagement by giving employees a sense of ownership. People remain motivated when they feel they are part of shaping solutions, not simply executing tasks. Recognition, wellbeing initiatives, and continuous learning also play a major role in maintaining resilience during periods of uncertainty.

What are the biggest HR challenges companies are facing today?
One of the biggest challenges today is balancing technological transformation with human transformation. AI, automation, and digital tools are changing the way organizations operate, but companies still need people who can collaborate, think critically, adapt quickly, and manage complexity.

Another important challenge is attracting and retaining skilled technical talent, especially in industries such as energy and infrastructure. The competition for engineers, technicians, digital specialists, and operational experts is extremely high.

Meanwhile, employee expectations have changed significantly in recent years. People are looking not only for competitive compensation, but also for flexibility, wellbeing, purpose, learning opportunities, and authentic leadership. Organizations that succeed will be those capable of creating both high-performance environments and strong human cultures.

How is Adrem adapting to the future of work and changing employee expectations?

At Adrem, we are preparing for the future of work through digitalization, employee wellbeing, work-life balance, and continuous capability development. Since around 70% of our employees work in the field, our focus goes beyond hybrid work and includes better digital support, safer operational processes, and smarter collaboration tools.

A key example is the digitalization of our Health, Safety & Environment (HSE) processes, implemented together with CONSULTIA, which replaced paper-based workflows with a fully digital platform for onboarding, HSE training, testing, electronic document signing, and route declarations. We are also increasingly leveraging data-driven technologies to help teams make faster and better-informed decisions.

Regarding employee expectations, we are responding by investing in wellbeing, work-life balance, and continuous learning. Through initiatives such as Adrem Academy, we support ongoing technical and digital upskilling, helping employees adapt to a rapidly changing energy sector. As digitalization accelerates, we are also focused on strengthening competencies in areas such as new technologies, cybersecurity awareness, and operational data protection, ensuring our people are equipped for the future.

How do you balance business performance with employee wellbeing?
In our view, business performance and employee wellbeing go hand in hand. In an industry like energy and infrastructure, where many colleagues work in the field, health, safety, and team support are essential. We invest in prevention, digital HSE processes, technical training, medical benefits and wellbeing initiatives that make a real difference in employees’ everyday experience. Through initiatives such as Maratonul Olteniei, organized by our partner DEO, and through partnerships with cultural and community organizations, including cinema and theatre associations, we encourage healthy lifestyles, meaningful connections, and a strong sense of belonging across our teams.

What qualities do you look for when hiring new talent?
Technical expertise and professional competence are important, but beyond that, we look for mindset.

The people who succeed at Adrem are usually adaptable, curious, collaborative, and willing to take ownership. Because our industry evolves very fast, we need people who are comfortable navigating complexity and change and who are willing to learn continuously.

We also value responsibility very highly. In energy and infrastructure, the impact of decisions is real — on systems, operations, communities, and safety.

What makes Adrem an attractive employer for young professionals?
I think young professionals today are looking for more than just a job. They want meaningful work, learning opportunities, flexibility, and the feeling that what they do truly matters.

At Adrem, they have the chance to be involved early in complex projects that support the modernization and digital transformation of the energy sector from SCADA and EPC projects to smart grids and energy transition initiatives. For many young engineers, it is motivating to see the direct impact of their work in the real world.

We also invest in learning and development through initiatives like Adrem Academy, mentorship, technical training, and collaborations with universities and industry forums. We try to create an environment where people can grow, experiment, collaborate across teams, and build both technical and leadership capabilities.

I believe younger generations are attracted by authentic cultures. They want organizations that combine technology and innovation with wellbeing, sustainability, and human connection. At Adrem, we are building exactly this kind of environment — dynamic, collaborative, and focused on both performance and people.

What feedback from employees has had the biggest impact on your HR initiatives?

One of the most valuable insights we received from employees was the need for simpler, more connected, and more digital ways of working — especially for colleagues operating in the field. This feedback had a major impact on many of our HR and transformation initiatives, from digital HSE processes and operational platforms to training programs and collaboration tools designed for teams working across multiple regions.

Employees also expressed the need for more practical development opportunities and clearer career growth paths. This reinforced our focus on technical training, mentorship, Adrem Academy programs, and creating more opportunities for cross-functional collaboration and internal mobility across the organization.

How is the energy and infrastructure sector changing from a people perspective?

The energy and infrastructure sector is going through a major transformation from a people perspective. Beyond technical expertise, companies now need people who are adaptable, digitally skilled, collaborative, and comfortable working in fast-changing environments shaped by automation, AI, cyber security, and smart infrastructure.

Employee expectations are also changing. People are looking for purpose, flexibility, wellbeing, and continuous development, even in highly operational industries like energy. This means organizations must invest not only in technology, but also in reskilling, leadership, safety culture, and creating an employee experience that keeps people connected, engaged, and prepared for the future of work.