When a charging or infrastructure project stalls at grid connection, the usual explanation is that the DNO is slow. Sometimes it is. But in my experience a lot of the delay is self-inflicted.

Applications go in with a wrong MPAN, a missing drawing, a load figure that doesn’t match the site survey. The DNO rejects or parks them, and nobody notices for weeks because the status lives in someone’s inbox.

What fixed it for us was not clever. One checklist per application, checked before submission. Every document stored against the site in Sitetracker. A status that everyone – engineering, procurement, finance – reads from the same place, with the statutory dates visible.

After that, applications stopped going missing. Each one moved at the DNO’s pace, not ours. And when an auditor asked about a site, the answer was one click away.

If your connection pipeline feels slow, check how many applications came back for corrections before blaming the network operator.

Question

Why do our grid-connection applications keep stalling?

Terminology

DNO – Distribution Network Operator, the company that owns the local grid and approves new connections.
Statutory deadline – a date set by regulation, not by the project plan.

Context

When a charging or infrastructure project stalls at grid connection, the usual explanation is that the DNO is slow. Sometimes it is. But a lot of the delay is self-inflicted.

Experience

At E.ON Drive Infrastructure I coordinated statutory grid-connection applications for EV charging sites in the UK, working with governance teams, engineering, procurement and finance.

Observations

Applications go in with a wrong MPAN, a missing drawing, a load figure that doesn’t match the site survey. The DNO rejects or parks them, and nobody notices for weeks because the status lives in someone’s inbox.

What fixed it was not clever. One checklist per application, checked before submission. Every document stored against the site in Sitetracker. One status that every team reads from the same place, with the statutory dates visible.

Research

A simple test for your own pipeline: how many applications came back for corrections in the last six months – and how long did each one sit before anyone noticed?

Focus In On: Responsible for Project and Programme Delivery

New Areas of Value:

Better support of business directives

Improved project estimation and delivery capability (right first time)

Improvements around:

Lack of appropriate collaboration tools and ways of working

Weak project prioritisation, approval, compliance and sponsorship

Relevant Business Perspectives

Relevant Industries