PowerGen has built a reputation as a company that is serious about its employees' continuous development and about creating learning technology and tools that are unrivaled. Hence, PowerGen has received many accolades and awards for being a benchmark organisation in the areas of employee learning and development.

As the demand for electricity becomes more intense, PowerGen views employee competency as an integral component of organisational strength and agility. Therefore, training and learning methodologies are often at the forefront of our business planning processes and this helps us to determine how poised the company is to rise to any challenge and operate successfully.

PowerGen can boast of being the first organisation (corporate or otherwise) to develop technical occupational standards for industry. Since the year 2000, PowerGen has not only developed but has led the Occupational Prior Learning and Assessment (PLAR) train in the Caribbean. We have set the standards with respect to technical occupational dacum development, validation of technical and administrative skills, and certification. Today, we have over 60 occupational standards and have been working closely with the University of Trinidad and Tobago in connection with the awarding of Certificates of Acquired Competencies (CACs) to all employees who complete the PLAR process.

We use a blended learning approach incorporating e-learning, rigorous on the job training and classroom/workshop sessions. PowerGen employs the best subject matter experts available to ensure we always get a return on our investment (ROI). Assessment of ROI relates to employees performance both in the short and long term so we often use both onsite assessors and technology driven assessment tools to measure success.

In order to address succession planning and manpower requirements of the organisation, PowerGen has successfully run two major traineeship programmes starting in 1998 and 1999.

Our Plant Engineer in Training Programme and our Generation Trainee Programme targets persons at the Engineer and Technician levels respectively. The two programmes last for one year initially with individual progression in the programme based on performance in classroom and on "on-the-job training" assessments. The programme is extremely rigorous, so much so that it is now well known and lauded as one of the best traineeship programmes in the country.

In 2011 we will host our sixteenth Annual Vacation Trainee Programme. Since its inception, over five hundred young persons have benefited from this programme which offers them the opportunity to gain invaluable work experience in various disciplines. The programme runs for 6 - 12 weeks during the months of June and August each year. The Vacation Trainee Programme is one of the initiatives undertaken by PowerGen to impact on our nation’s youth through education, in keeping with one of our Core Values: ‘We Care for Country’.

In 2009, PowerGen won the prestigious (Paul J. Meyer) from Leadership Management International’s (LMI)
'World Client of the Year" award.  PowerGen captured the award from a field of over 50 international entrants. LMI is a leadership development company and author of the Effective Personal Productivity (EPP) Leadership Development Programme. The EPP programme is used as a leadership development tool to help employees become more productive and to become better leaders. PowerGen's overall management of the EPP programme and the positive results which were documented and reported to LMI, were instrumental in the capturing of the award.

In 2009, we launched a revolution in PowerGen training through a programme called ‘Lunch & Learn’ where the lunch hour is converted to a learning hour. Employees at each location receive 50 minutes of instruction over a meal to bring to the fore, relevant information that would assist employees in their career and personal lives. The premise here is that learning can be fun but most importantly that learning can also occur in short timeframes (as opposed to traditional training delivery methods) once the delivery method is well structured, media rich and 'to the point'. This methodology has been shown to be ideal in delivering information required to create behaviour change and create interest in topical issues affecting the organisation.