The last two years have certainly reinforced the notion that energy security cannot be taken for granted. Russia’s invasion of Ukraine has amplified the supply disruptions caused by the COVID-19 pandemic and energy prices have seesawed. Meanwhile, the ambition to transition has accelerated, with net zero pledges now in place covering over 90% of global greenhouse gas emissions, according to IHS Markit (2022).

But despite the clarity of ambition, the path to net zero and energy security seems clouded; and fossil fuel consumption has continued to rise, barely budging from 80% of the overall energy mix. That leaves us asking the question: How do we pivot from ambition to delivery?

Delivering energy transition and security is humanity’s greatest challenge, and given its complexity, there is no simple fix. A few golden rules of project management – offered in the spirit of contributing a ‘supply side’ voice to the debate – may help.

The best projects have aligned stakeholders 
Alignment leads to teamwork and becomes a force multiplier. Market forces alone won’t deliver energy transition and security, and governments need to implement policies that are consistent, aligned and that incentivise the private sector and the supply chain to deliver over the long term.

I often hear customers talk about misalignment, for example with ambitious build programmes coupled with confused industrial strategies that restrict access to skilled labour or materials; or procurement practices that are disconnected from delivery at scale and speed. I understand that governments have many competing agendas, and most politicians and civil servants are trying to do the right thing but, if we are to deliver at pace, then ‘debottlenecking’ misaligned policy and a focus on long-term policy stability is essential to build confidence.

Market forces alone won’t deliver energy transition and security, and governments need to implement policies that are consistent, aligned and that incentivise the private sector and the supply chain to deliver over the long term.

FOAK technology brings risk 
It’s seductive to think that once the earth is moved or the tunnels are built the hard part of a project is complete. In my experience, the challenge is selecting, installing, testing and assuring the technology embedded in a project. Moreover, it’s important to recognise that first-of-a-kind (FOAK) technology usually brings risk. Mature, scalable and robust technology is the best path for progress at pace.

That’s not to say we should ignore new technology. On the contrary, government policy and academia must team with the private sector to develop ‘new’ technologies, including nuclear fusion, floating offshore wind, direct air capture, clean hydrogen in hard-to-abate industries, sustainable aviation fuel, liquid and compressed air energy storage, because they all have amazing – perhaps game-changing – potential. Yes, innovative technologies should be our long-term focus, but proven and ‘simple’ technologies will have the biggest impact in the near term.

Focus on simplicity
It is important that we simplify the mission and focus on the practical and the well-understood. Trying to move to net zero in one leap is impractical. Taking it step-by-step, reducing emissions in a phased way based on quick wins and mature technology might not be perfect, but it will deliver progress.

For example, converting coal to combined-cycle gas power (CCGT) generation is a fast, economical and reliable avenue to cut emissions. If the European Union had brought 40 new CCGT power plants with carbon capture online by 2020 it could have already met its target to reduce emissions by 55% in 2030. CCGT with carbon capture is proven technology, available 24/7 for about $120bn worth of capital investment.

Similarly, a recent study showed that LNG shipped from the US could account for a 42–55% reduction in net emissions if used to replace coal infrastructure in China, India, South Korea and Taiwan. If we keep things simple, we can turbo-charge the potential scale and pace of the transition.

Social licence to operate 
Good project managers recognise that supporting and investing in the local community is essential. This is not about handouts, it is purposefully creating opportunities with communities to deliver long-term benefits, including through jobs and skills within supply chains. Procurement practices must value not just the lowest price, but also engagement with communities; and reliable project ‘pipelines’ are needed to give supply chains the confidence to invest.

All of this costs money, and government, academia and business must engage and invest to earn and maintain the social licence to operate.

The future
The world’s focus on energy transition and security is making considerable progress. There is real cause for optimism, but we must work together to build on the progress already made. Adopting these project management practices is not a ‘silver bullet’, but if we keep it simple, work on alignment and teamwork, and strive to serve the communities where we work, we can build the momentum needed to pivot from ambition to delivery.

The views and opinions expressed in this article are strictly those of the author only and are not necessarily given or endorsed by or on behalf of the Energy Institute.

*The Energy Institute’s International Energy Week 2023 hybrid conference will be held at the Intercontinental London Park Lane hotel and broadcast online, on 28 February to 2 March 2023.