Key Enablers
Our People, Our Power
Our strategy will only succeed if we have the right people, in the right roles, with the right skills and mindset.
We are continuing to grow our workforce with the capability and capacity to deliver at scale.
We invest in attracting and retaining talented people who believe in our purpose and wish to contribute to the ideal of making a better society. We invest in our expert workforce, develop our talent pools and provide opportunities for long-term career growth.
Driving a great culture is important to us. When our people feel valued, listened to and offered inspiring work we create an innovative, high performing organisation.
Strategic Indicator
Continue to invest in workforce growth and organisational capability by growing the organisation to a workforce of 2000 people, while building a strong culture with a staff engagement Index of greater than 75%.
Key Enabler Priorities
Build a future‑ready EirGrid by growing and developing our capabilities and leadership bench strength.
Create a great culture in EirGrid by investing in our people and their talents.
Customers and Stakeholders at the Core
EirGrid will not deliver the energy transition alone.
Progress depends on strong, focused collaboration with Government, Regulators, customers, industry, communities, local councils, system operators, the EU and others across the energy ecosystem.
When we demonstrate openness and transparency in partner relationships, we build trust and legitimacy, manage expectations, improve outcomes and contribute our expertise to support effective policy and planning in a complex, evolving environment.
Working in tandem with our partners, our position of system oversight and independence allows us to bring a balanced, whole-system perspective.
Strong relationships turn complexity into possibility, and ultimately into progress. They enable faster and more sustainable delivery.
Strategic Indicator
Target a score of 8/10 from the Networks Stakeholder Engagement Evaluation Panel and establish a dedicated programme of work to further enrich our customer and stakeholder engagement.
Key Enabler Priorities
Transform our approach to customer engagement and drive a customer centric culture.
Build trusted, collaborative relationships with strategic stakeholders, enabling
EirGrid’s expertise to inform policy, regulation, and other key industry
decisions.
Digitally Driven
The scale and complexity of our vision cannot be realised without fully leveraging technology.
We are embedding digital, data and Artificial Intelligence (AI) capabilities at the heart of how we operate, enabling innovation through smarter decisions, faster responses and more efficient ways of working.
This transformation underpins resilient system operation, more advanced planning and forecasting, and greater organisational agility.
Digital and AI are not side initiatives; they are fundamental enablers of our people and organisation, strengthening how a modern, innovative system is run.
Strategic Indicator
We will transform our digital capability including the incorporation of appropriate AI technology and target an AI Maturity Score of 3.5/5 while advancing digitally enabled Grid and innovative solutions.
Key Enabler Priorities
Enable intelligent automation at scale.
Empower teams with trusted data and AI tools.
Accelerate change enablement.
Deliver and operate critical systems that are both secure and resilient.
Financial Strength for Long-Term Delivery
Delivering Ireland’s energy future requires sustained investment over decades.
A strong and credible financial position enables EirGrid to secure regulatory funding, attract sustainable finance and commit to major infrastructure programmes. It builds confidence with industry, investors and partners.
Strong governance ensures money is managed carefully and prudently, with clear accountability for how investment decisions are made.
Financial strength allows us to take decisions and manage risk appropriately.
Specifically, the transition to offshore marks a step change in the scale of our balance sheet and our role as an asset-owning organisation, responsible for the operation and maintenance of critical infrastructure.
Long-term financial strength is what allows us to turn ambition into executable reality.
Strategic Indicator
Target a private credit rating of Minimum Investment Grade.
Key Enabler Priorities
Ensure sufficient regulatory tariffs in place to enable delivery of strategic objectives.
Ensure sufficient long-term and short-term funding is in place, enable access to green financial instruments.
Ensure cost efficiency in all spend, delivering value for money for the consumer.
Continually enhance our financial governance and frameworks, ensuring a strong control environment, continued transparency, accountability, and resilience.
