National Energy System Operator’s (NESO) recent submission to the UK Government, outlining the path to a clean power system for Great Britain by 2030, is a bold and necessary move. However, blueprints alone will not bring the energy transition to life. As promising as NESO’s “Clean Power 2030” plan and legislative reforms from the UK and Scottish governments might be, the industry must shift gears from vision to action.
The sector has become too comfortable producing reports and plans, with few tangible steps to implement these ambitions. This comfort zone risks leaving us with ideas rather than results. If we want to achieve a clean power system by 2030, we need action now, not in a few years when it is too late.
One of the main barriers to progress is the planning system, particularly in Scotland and other parts of the UK. It can take up to four years to approve a critical project, which is untenable. We need an overhaul of the planning process to ensure rapid review and approval without compromising environmental protections. Fast-tracking these approvals will allow vital projects to begin sooner, ultimately speeding up clean power deployment.
The energy grid must evolve to accommodate the influx of renewable energy sources. The delivery of ASTI and progress on ASTI2 are crucial to ensuring our grid infrastructure can handle this clean energy. Regulatory bodies and transmission operators must collaborate to address delays and bring delayed projects back on track.
Significant financial backing is needed to make the transition a reality; NESO estimates over £40 billion of annual investment. The government must facilitate capital mobilization through green bonds and public-private partnerships. Empowering Great British Energy with the authority and financial means to act decisively will ensure strategic projects get off the ground quickly.
The plan is in place, but without decisive action, without moving beyond reports and promises, we risk missing our targets, with consequences for energy security and climate goals.
The ambition to double transmission network infrastructure within five years is no small feat. Supply chain constraints and a shortage of skilled labor pose significant challenges. We need urgent training programs that work alongside universities and technical colleges to meet these demands and create a workforce skilled for the energy transition. Diversifying and localizing supply chains for crucial components should also be a strategic focus supported by government initiatives.
The industry’s procurement process often favors large companies, excluding smaller, more agile players with specific technical expertise – like PSC Group. SMEs play a critical role in mitigating risks and ensuring the resilience of new infrastructure. Integrating specialist companies makes the energy transition more robust and effective.