In the race to net zero, there’s a silent backbone that determines success or failure: the supply chain. It’s the unsung infrastructure beneath every wind turbine and solar panel, and the UK stands at a pivotal moment in shaping its future.
The UK has long been a global leader in the renewable energy transition, with offshore wind at the forefront. In 2024, the UK's offshore wind capacity reached 15 GW, making it the second-largest market globally. The government’s target to reach 50 GW by 2030 is ambitious, but achievable. However, without a robust, resilient, and strategically resourced domestic supply chain, this ambition risks being derailed.
A strong renewable energy sector depends on a reliable supply chain. One that spans everything from steel manufacturing and cable laying to digital monitoring systems and workforce logistics. The UK supply chain currently contributes over £4.5 billion to the economy through offshore wind alone, supporting more than 31,000 jobs. By 2030, this could rise to £9 billion and 100,000 jobs with the right investment and planning.
Yet, challenges persist. Much of the content for UK offshore wind farms is still sourced from abroad, meaning significant economic value and carbon emissions reductions are being lost overseas. This reliance on global imports not only increases exposure to geopolitical risks and threats to UK energy security but also undercuts opportunities to build regional industrial hubs in areas like Teesside and the Highlands.
Permitting delays and grid connection bottlenecks remain critical hurdles. In 2023, industry leaders warned that nearly 200 GW of renewable energy projects were stuck in the UK’s grid connection queue, many facing wait times of a decade or more. These are not mere technical hiccups - they’re structural flaws demanding urgent, coordinated policy responses.
To unlock progress, the UK needs strategic investment in port infrastructure, advanced manufacturing hubs, and digital logistics. Initiatives like the Floating Offshore Wind Manufacturing Investment Scheme (FLOWMIS) are a start, but they must be scaled up and matched by a cohesive industrial strategy, delivered by a skilled workforce.
OEG’s aspiration to become “the trainers to the industry” is a powerful demonstration of how business can lead. By working with schools, colleges, and local authorities to promote careers in clean energy, companies can nurture the next generation of technicians, engineers, and project managers. The expansion of apprenticeship programmes and cross-sector reskilling initiatives will be essential to overcome the skills gap that the country is facing.
The UK’s domestic supply chain strength should not just be reserved for these waters but used to leverage prowess across the globe. Strengthening our domestic industrial base will enable UK companies to lead international project development, export components, and shape global decarbonisation pathways.
The UK has the heritage, the innovation, and the will. What it needs now is a coherent national supply chain strategy - one that integrates workforce development, infrastructure investment, and policy alignment. This strategy must be underpinned by consistent government support and long-term planning, not reactive policymaking or fragmented initiatives.
The time for strategic investment and supply chain leadership is now.