Great British Energy Bill (First sitting)

Debate between Stephen Flynn and Andrew Pakes

Committee stage
Tuesday 8th October 2024 Public Bill Committees

[Stephen Flynn]

Q Thank you both for coming. In relation to that specific point, which is also in the written evidence that you provided, you referenced Ørsted, EDF, Vattenfall and Statkraft. GB Energy will be capitalised with £1.6 billion per annum. How does that equate to the delivery of projects similar to those of Ørsted, EDF, Vattenfall and Statkraft? Is that not quite a leap?

Mika Minio-Paluello: I mean, you would not build an Ørsted in one, two or five years. ESB, the Irish state-owned company, moved into offshore wind gradually, step by step. It took it about four or five years to get well inthere. We think we should aim to get there by 2040 or 2045. You start somewhere, so you start with the capitalisation. We can all talk about whether the Government could access more borrowing, and the fiscal heritage, but you can start with that. It will not be on that scale by 2030, but it can put in place the mechanisms and a plan so that by 2040 or 2045, we are a more powerful and richer country because we are finally on a par with our peers.

Mike Clancy: We have made some commentary about the treatment of public debt and this space in relation to GB Energy, and whether the debt rules, which are subject to current debate, should be adjusted so that public investment companies are appropriately excluded because they will provide a return to the Exchequer. We are also interested in the structure of GBE arising from the Bill in this regard. Clearly it is going to be a public investment vehicle, but if it is going to be an operator like Ørsted and so on—obviously we heard Juergen talk about the nature of the assets that it may bring under its control—these are significant engineering assets and propositions. If you are going to build a company in that respect, you had better start now, and you had better think about the labour markets in which you are going to obtain the skills, which are very competitive. I could keep you all morning talking about how that will not happen if it is constrained by public sector pay constraints.

A serious point is that there is more than one pathway for this entity, and if it is going to have a dual pathway, it needs to be thought through pretty early. That is because realising the floating offshore wind proposition—whatever sea it may be in—is a very significant endeavour, requiring an operational, management, engineering, construction, planning, and indeed operating capacity that need to be thought about right now, at the Bill stage.

[Andrew Pakes]

Q Thank you both for coming in. This Bill and GB Energy are a hugely exciting return to public steering, which we have not seen before for our energy system. One of our big challenges, before we even start building new systems, is the skills shortage we face, and the real challenge we have had in nuclear, renewables and other forms of energy production. I ask you both: how do you feel the Bill can stimulate and relate to the need to develop skills, deliver new jobs and ensure skills development in different regions of the country as well as in traditional areas?

Mike Clancy: Andrew, you are absolutely right. There are various things that need to be brought together that the Bill itself probably needs to consider, in terms of the skills profile generally and other forms of generation that are within this space. There is going to be an office of nuclear jobs developed by the Secretary of State, and so on. Our view is that it comes down to the extent to which the Bill can specify that GB Energy should be an exemplar company, and that it sets objectives for its board in relation to not only its community engagement, but how it conducts its processes to ensure that the short-termism that sometimes emerges from the private sector form of energy ownership is not characterised by a public company, which should be an absolute champion in these areas.

It comes down to governance and to the objectives and how they are set for a public company, and knitting them into the other parts of the skills landscape. That is why I also make the point—not in a usual trade union way, may I say—that we have to think about the labour markets in which GBE is going to play because they are very tight and very demanding, and there is a whole range of infrastructure that this country needs to invest in to deliver the growth mission.

Mika Minio-Paluello: There is good practice to learn from other countries: from Ørsted, Statoil—now Equinor —and Statkraft. They took a proactive role and identified where they thought the country needed to be in 10 years —not just where they might need to be from a minimalist, reactive position, but where the country needed to be—and then how to invest for the long run in those skills.