W dniu, w którym również na tablicy z informacją o dostępności energii elektrycznej pojawił się napis „wyprzedane”

Posted by Eva Linares on Linked

W

on 10 March 2026,

Why anticipating electricity capacity is becoming a strategic priority

There’s a very common scenario when you’re travelling by car and decide not to book a hotel.

You want the freedom to choose as you go along, so you drive along calmly, thinking that when the time comes, you’ll find a room without any trouble.

Nie jest to szczyt sezonu. Nie odbywają się żadne konferencje. W okolicy są dziesiątki hoteli.

So you book late. Or even on the day itself.

And when you arrive in the city… everything is full.

If you’re the sort who plans ahead, this has probably never happened to you.

But if you’ve ever improvised a trip, you know the feeling: stress, uncertainty and the uncomfortable question of what to do now.

Coś podobnego zaczyna się dziać w przypadku energii elektrycznej.

And with energy cost optimisation too.

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W kwestii energii coraz ważniejszy staje się dostęp, a nie tylko ceny

Od lat dyskusje na temat energii w firmach krążą wokół jednego pytania:

„Za jaką cenę kupujemy energię?”

But now another question is beginning to emerge, one that until recently seemed unlikely:

„Czy będzie dostępna łączność, gdy będziemy jej potrzebować?”

According to data published by Red Eléctrica, only 25% of connection points on the transmission grid currently have available capacity for new demand.

In other words: three out of every four ‘sockets’ on the grid are already saturated.

Nie dotyczy to tylko nowych branż.

It affects expansions, new production facilities, data centres and urban developments.

And, of course, it could also affect your business.

A problem that almost no one sees

The electricity grid has a peculiarity.

When it starts to become saturated, you don’t notice it.

When it is saturated, you don’t notice it.

There are no visible queues.

Nie ma żadnych czerwonych świateł.

There is no clear sign indicating that the system is reaching its limit.

A jednak skutki mogą być ogromne.

You surely remember last year’s major blackout; it arrived without warning and faded from our memory. No one saw it coming.

According to energy analysts themselves, a grid collapse can delay the establishment of new industries or strategic investments for years.

Innymi słowy: problem nie pojawia się na rachunku.

It appears when your company wants to grow.

When energy ceases to be a purchasing item

In many management committees, energy is still treated as a purchasing department item.

The price is negotiated, the contract is signed, and the matter is filed away as ‘resolved’.

But when the infrastructure starts to become overloaded, that approach is no longer enough.

Because it is no longer just about how much energy costs.

It is about whether you will be able to access it when your business needs it.

W tym momencie energia przestaje być kwestią operacyjną.

Staje się to decyzją strategiczną.

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Kiedy wszyscy chcą ten sam pokój

The problem isn’t a lack of electricity.

W rzeczywistości Hiszpania bije rekordy w zakresie wytwarzania energii odnawialnej.

The real problem is this: whilst more and more energy is being produced, the grid that must transport it isn’t growing at the same pace.

By 2024, around 8% of the renewable energy generated was already being wasted, and by 2025 that figure had doubled.

Meanwhile, new industries wait years to get connected – that plug they need to start operating.

To jak miasto pełne hoteli… ale z bardzo niewielką liczbą wolnych pokoi.

The difference between planning and being late

When you travel to a city hosting a major event, there are two types of travellers.

Osoby, które rezerwują z kilkumiesięcznym wyprzedzeniem.

And those who turn up thinking that, somehow, they’ll find something.

In the energy sector, unfortunately, there are still many companies that operate like those second types of travellers.

Companies that anticipate what they will need in the future—whether new plants, expansions or process electrification—have more scope to secure that desired connection.

Those that wait until the last minute face a problem that does not depend on price.

To zależy od dostępnej mocy w sieci.

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The questions a CEO should start asking

If your company relies on electricity to grow, to run processes or expand production, it might be worth starting to ask yourself some questions:

• Czy dysponujemy wystarczającą mocą elektryczną, aby zrealizować nasze plany rozwoju?
• Czy przewidujemy zapotrzebowanie na przepustowość z wystarczającym zapasem?
• Are we treating energy as an operational risk or merely as a purchase?
• Czy wiemy, jak dwu- lub trzyletnie opóźnienie w uruchomieniu nowego połączenia wpłynęłoby na naszą działalność?

Ponieważ jest jedna rzecz, która musi być jasna:

the electricity grid is not an unlimited resource.

The problem isn’t paying more for electricity

The strategic mistake rarely lies in paying a few cents more per kilowatt.

The real mistake is usually realising too late that there is no capacity available when your company needs to grow.

I wtedy problemem nie jest już cena.

The problem is that there is no socket.

And at that point, there is no choice but to wait for capacity to become available on the grid.

To może zająć lata.

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Planning ahead or relying on luck

By now, I am sure that your company does not want to rely on luck.

Companies that plan their grid access in advance have room for manoeuvre.

Te, które nie opierają się wyłącznie na dostępności systemu.

Bo kontrolowanie kosztów to jedno.

A radzenie sobie z niepewnością to zupełnie inna sprawa.

If you’d like to analyse your company’s exposure to this problem and what options exist to anticipate it, we can look into it together.

Because in energy, getting there first often makes all the difference.

Dziękujemy za lekturę kolejnego tygodniowego wydania.

Have a lovely day.

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