Introduction

GB energy networks are in a tight spot. As we power towards a net-zero electricity grid by 2030, we are experiencing the early phases of the biggest spending spree in the history of this industry.

To illustrate the point, National Grid ESO outlined in its recent Beyond 2030 report, that an additional £58 billion of direct investment will be needed in GB’s electricity networks to meet the requirements of the Sixth Carbon Budget – and this covers only what will be required at transmission level.

£bn

Amount of extra investment needed to meet the requirements of the Sixth Carbon Budget, according to National Grid.

It’s exciting. But the simple fact is that, as it stands, there are not enough people available in the UK with the right skills, nor enough of the essential kit and components, to make use of this money to generate the resilient infrastructure of tomorrow that we so sorely need as climate change, and new forms of demand from electric vehicles, heat pumps and more make their impacts felt.

These challenges are driven by cross-sector competition for talent and resources. Just as energy utilities are upping their capital investment programmes, we are also seeing major projects for water, rail and nuclear development come forward. Not to mention more frivolous but exciting and engineering-heavy schemes like Universal Studios’ plan to build a new 476-acre theme park in Bedfordshire.

The same picture repeats around the globe. This means utilities are struggling to recruit the design, project management and other technical talent they need to bolster in-house teams. It’s also becoming harder to secure experienced contractors and delivery partners who have their pick of a vibrant market when it comes to choosing who they work with.

These stresses overlay a tortured macro-economic and geopolitical landscape which is causing supply chain disruption and exacerbating wait times for already-scarce kit and equipment.

This daunting situation points to a crisis for the delivery of our essential new infrastructure for a more sustainable future. What can be done to forestall it? This was the topic under scrutiny at a recent focus group, hosted by Utility Week Intelligence in association with Autodesk.

Our knowledgeable focus group participants included directors and heads of capital programmes as well as information management and supply chain experts at GB energy networks. This report summarises their discussion around three key areas where efforts are being focused to manage and mitigate challenges to infrastructure delivery in the immediate and mid-term future. These areas, and related sub-topics include:

Early engagement

Giving suppliers certainty
Becoming a client of choice
Reserving capacity

Better project and data management

Formalising PMO structures
Standardisation
BIM and common data environments

Resources on the pitch

Upskilling
Accelerating training with technology
Removing barriers to authorisation

To encourage open and honest discussion of challenges, the focus group was held under the Chatham House Rule, so individuals and orgnanisations represented are not identified.

Many thanks to all involved for sharing their time and expertise.

in association with