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connect new generation and accommodate new demand, but also to replace infrastructure that is approaching the end of its operational life. In many cases, these requirements are competing for the same resources, from engineering expertise and manufacturing capacity to funding and materials. The scale of investment required means that decisions made today will shape the resilience and flexibility of Europe’s electricity networks for decades to come. This changing energy landscape is placing new
demands on existing networks. Grid infrastructure must accommodate more variable power flows, connect new sources of generation and demand and respond to increasingly localised requirements. As a result, networks need to be upgraded and made more flexible, while new infrastructure must be delivered quickly enough to avoid becoming a constraint on electrification. Needless to say, this puts greater pressure on
grid operators as well as the companies that supply the necessary infrastructure. New connections, substations and transmission projects all depend on transformers, switchgear, cables and other specialist equipment. Therefore, Europe must expand both its grid and the industrial capacity needed to build it.
Equipment as a bottleneck The demand for grid equipment is rising alongside the need for new infrastructure. Transformers, switchgear, cables and other components will all be required in greater volumes as networks expand and ageing assets are upgraded. That said, increasing production is not just a matter of turning up the volume. Much of this equipment is highly specialised, requiring significant investment, specialist materials and skilled expertise. Transformers are just one example of how
equipment availability can constrain grid expansion. Demand is increasing as grids accommodate renewable generation, new industrial loads and the replacement of ageing assets, which puts pressure on manufacturers and can extend lead times. Meanwhile, adding manufacturing capacity is a long-term process, meaning supply cannot always respond quickly when demand rises. As the industry moves from a shortage conversation towards an execution conversation, the focus is now shifting from adding capacity to making existing and new capacity work more effectively. This creates a potential bottleneck. A project can
have funding, planning approval and a clear business case, but still face delays if a critical component becomes unavailable. As electrification accelerates, being able to manufacture and deliver grid equipment could become as important as having the investment available to buy it. It is also important to consider the wider
equipment supply chain. A transformer, for example, relies on various specialist components and materials, meaning a constraint in one part of the manufacturing process can impact the delivery of an entire project. This makes supply chain visibility increasingly important. Effective capacity depends on the whole supply chain working together; increasing capacity in one area will have limited impact if the bottleneck simply moves elsewhere. Understanding where capacity exists, where lead times are increasing, and where
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additional investment may be needed can help the industry identify potential constraints before they directly impact grid development. Addressing this will require greater visibility
across the supply chain. Grid operators and developers must be able to communicate future requirements early enough for manufacturers to plan capacity, while suppliers need greater certainty around demand to justify investment. There are also difficult trade-offs to navigate, from expanding capacity without overinvesting to balancing custom specifications with repeatable designs and adding suppliers without increasing the qualification burden. Meanwhile, physical expansion must be matched by the availability of skilled people. Closer collaboration can help identify constraints sooner and give the industry more time to respond.
Skills for the future grid Equipment is just one part of the delivery challenge. Europe also needs the skilled people required to design, manufacture, install and maintain its expanding electrical network. The energy sector is already facing a skills
shortage, while an ageing workforce means valuable technical knowledge is still at risk of being lost. Attracting new engineers and technicians will be essential, but so will retaining experienced professionals and transferring their knowledge to the next generation. Training takes time, and some of the expertise required to manage complex projects or manufacture highly specialised equipment can only be developed through experience. This also means thinking differently about how
expertise is developed and retained. New entrants can bring valuable skills in areas such as digital technologies and data, while more experienced engineers possess knowledge built up through years of working with complex systems. Bringing these different forms of expertise together will be important. Investment in training, mentoring and knowledge transfer can help ensure that the expansion of Europe’s grid is supported by a workforce capable of delivering and maintaining it. At the same time, the grid itself is becoming
more complex, increasing the need for digital skills alongside traditional electrical engineering.
Monitoring, data analytics and predictive maintenance can give operators greater visibility of asset condition and help them identify potential problems before they develop into critical failures. Digitalisation can also help operators make better use of existing infrastructure as patterns of generation and demand change.
From ambition to delivery Europe has made significant progress in renewable energy deployment, but the next stage of the transition will depend on its ability to turn that generation into reliable, accessible electricity across the continent. This means expanding and modernising the grid like never before while ensuring the supply chains and skills base behind it can keep pace. This will require long-term planning and a willingness to invest ahead of demand, rather than simply responding to emerging pressures. Greater collaboration will be essential. Utilities,
grid operators, manufacturers and suppliers will need greater visibility of future requirements so they can plan investments, capacity and resources before constraints become delays. These challenges will be a key focus of the Grid Delivery Summit, which will take place alongside CWIEME Berlin on April 27 and 28, 2027. The two-day conference will bring together senior leaders from across the grid ecosystem to address practical challenges including manufacturing capacity, equipment lead times, resilience, digitalisation and supply chain collaboration. Therefore, the task is not simply to build more
infrastructure, but to build it in a way that can adapt to future requirements. Greater coordination between policymakers, grid operators, manufacturers and suppliers will be essential if investment is to translate into effective infrastructure on the ground. Ultimately, Europe’s electrification ambitions will
depend on more than generating clean energy. They will require the grid, equipment, skills and collaboration needed to deliver that power where it is needed. The challenge now is turning ambition into infrastructure, and doing so at the pace electrification demands.
berlin.cwiemeevents.com ELECTRICAL ENGINEERING • SEPTEMBER 2026 15
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