Grid upgrade: why electrical infrastructure in the food industry requires long-term planning

This issue is becoming increasingly prevalent. The growing electrification of industrial processes, building heating, and mobility is putting strain on the electricity grid. Although grid operators are investing substantially in expansion, the lead times for grid projects remain considerable. For organizations with a large-scale connection—usually above 1 MW, with their own high-voltage substation—this requires a different approach: electrical infrastructure should not be seen as a technical prerequisite, but as an integral part of strategic planning.

Network congestion in practice in the food industry

A manufacturing company has its own high-voltage cabin with a connection capacity of 10 MW. The strategic objective is to fully electrify the production process by 2050, which will require 25 MW. Discussions with the grid operator have revealed that no expansion of the connection capacity will be possible in the short term, i.e., in the next three to four years. Growth projects that depend on additional electrical capacity will have to be reconsidered or phased in over a longer period.

Why grid capacity requires strategic attention

The electrification of economic activities is increasing. This applies to mobility, process heating, space heating, and production expansion. Network operators such as Fluvius and Elia are investing billions in network reinforcement, but demand growth is substantial.

The lead time for network projects involves several phases. An official network study by the network operator takes approximately 50 working days. The subsequent implementation—depending on complexity and scope—can take 2 to 5 years. For organizations with urgent replacement needs or strict growth plans, this creates tensions between planning and implementation possibilities.

Consequences for business operations

Insufficient grid capacity has an impact in various areas:

• Investments and growth

Planned replacements fail, production processes cannot be optimized, expansion plans are postponed. In acute situations, there is a need to fall back on fossil fuel alternatives.

• Regulations

The EPC obligation, the European Energy Efficiency Directive (EED), and CO₂ neutrality targets are under pressure due to grid constraints.

• Financial

Installations remain operational for longer with higher energy costs, planned efficiency gains are not realized, and subsidies with time-bound conditions may expire.

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As more and more organizations electrify, the demand for grid capacity is increasing cumulatively. Grid operators use waiting lists for grid expansions, with the order determined by the time of application. Organizations that are now orienting themselves toward future capacity needs are creating more space in their planning than organizations that wait until there is an acute need.

Strategic approach to electrical infrastructure

Electrical infrastructure has a different lifespan and planning horizon than many technical installations. Whereas equipment replacements are usually planned based on technical lifespan, grid capacity requires anticipation of developments that lie a decade or more ahead.

1. Start early – much earlier than usual

Don't wait until your installations need replacing or until you want to carry out a specific project. Start mapping out your electrical infrastructure at least 10 years in advance. Especially if investments are needed in your own high-voltage substations. You don't want to have to replace a new substation after just 10 years – expanding is not the same as replacing. 

2. Think in terms of a long-term perspective: an investment master plan pays off

Too many companies pay for network reinforcement only to have to start from scratch again on the next project. That is expensive, inefficient, and frustrating.

A strategic master plan maps out all planned investments over a period of 10 to 15 years: what are your planned investments for the next 10-15 years? What electrical capacity will you need? This makes it possible to dimension infrastructure appropriately in a single step, or to roll it out in phases according to a coherent plan.

Such a master plan also provides clarity about prioritization and phasing: which projects are critical, which can be phased, and where are the interdependencies?

3. Quick scan of electrical infrastructure: from intuition to insight

A thorough understanding of the electrical infrastructure forms the basis for decision-making. A quick scan systematically maps out:

· Current situation: what is the state of the internal infrastructure and the external infrastructure? Where are the bottlenecks or congestion points?

· Future needs: what capacity is needed based on investment plans, growth scenarios, and strategic objectives?

· Internal or external: is internal network reinforcement (within your own premises) sufficient, or is external expansion (at distribution or transmission level) also necessary?

· Next steps: what steps are needed? Is an official grid study by the grid operator appropriate? What documentation and data are needed for this?

Such a quick scan results in a report that is suitable for decision-making. With a low entry cost, this approach offers an accessible opportunity to carry out an initial screening. It is a strategic exploration, not a complete engineering study, but it does provide the insights needed to make informed choices.

4. Early positioning in the queue

Network operators use waiting lists for network expansions. The order is determined by the date on which an official network study is requested, not by the date of actual implementation. This means that if a project will not be implemented for several years, it may be useful to start the inventory and application process now. The lead time for the network project will then run parallel to the preparation of the own project.

How Ingenium helps with grid readiness

Our approach combines strategic overview with technical knowledge: a long-term perspective on infrastructure development and hands-on expertise for technical implementation.

We approach electrical infrastructure as an integral part of business strategy and long-term planning. Our support focuses on creating insight, developing a coherent vision, and guiding implementation.

1. Quick scan of electrical infrastructure

Analysis of the current situation, identification of bottlenecks, estimation of future capacity requirements based on investment plans. Advice on internal reinforcement, external expansion, or a combination of both. Delivery in the form of a presentation report with strategic insights and an action plan.

2. Request a grid study from Fluvius or Elia

Assistance with applying for an official grid study from Fluvius or Elia. Preparation of necessary documentation and technical specifications. Coordination with the grid operator on procedural aspects.

3. Strategic master plan for electrical infrastructure

Developing a long-term perspective (10-15 years) on electrical infrastructure. Mapping investments, technological developments, growth scenarios. Result: an integrated plan that allows electrical infrastructure to grow without repeated reinvestments.

4. Support during implementation

Support throughout the entire process, from design to delivery. Whether it concerns high-voltage substations, internal network optimization, connection at distribution or transmission level, or coordination with grid operators and other stakeholders.

Our advice is independent: choices are made based on what is most appropriate for the organization, not on what is technically simplest or commercially most attractive.

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Would you like more information about how we can help you with this? Contact us at info@ingenium.be.

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