Power and utilities

Restructuring the power sector for a national ministerial committee

A national ministerial committee initiated power sector reforms to strengthen sustainability and reliability. Strategy& worked closely with the Ministry of Energy and other ministries to design the blueprint for the new sector structure with defined roles of policymaker, regulator, and service provider. The new structure also led to the spin-off of the principal buyer as an independent entity, driving transparency and increasing private-sector participation. The work helped establish a more effective regulatory framework and revenue mechanism for stakeholders along the value chain.

Designing renewable power exports for a major GCC utility

A large private utility company in the GCC launched a major renewable energy export program with an ambitious target of 50 gigawatts by 2030. Strategy& led the program’s Phase 1 design, addressing renewable power exports from the GCC country to seven other countries in the region. The power export strategy for each country covered the value proposition across demand profiles, tariff structures, technical configuration of renewable energy generation and interconnectors, commercial frameworks, contractual frameworks, required enablers, and a road map for implementation. The export strategy was supported by a negotiation tool kit, enabling the company to engage with governments and potential off-takers to secure bilateral agreements and move toward Phase 2 of the program’s detailed design.

Transforming strategy for a GCC electricity regulator

The electricity regulator in a leading GCC energy market responded to major power sector restructuring through a refreshed strategy addressing national strategic priorities. Strategy& supported the regulator throughout the strategy transformation journey by developing processes for internal and external services, designing the performance management framework, detailing the strategic objectives and roles and responsibilities across all functions, and activating an effective strategic planning framework to meet the objectives and key performance indicators. As a result, the regulator could more effectively enforce regulations, meet policy requirements, and enhance services for consumers.

Delivering opex optimization for an integrated GCC utility

A leading GCC integrated utility, facing double-digit operating expense (opex) growth, slower revenue expansion, and increasing regulatory pressure, launched a company-wide opex optimization program to enhance financial sustainability and improve operational performance in generation as well as transmission and distribution. Strategy& supported the client from approach through execution, helping shape and implement a broad portfolio of initiatives across core and support functions, leading to validated savings of more than US$500 million. The program also mobilized more than 400 employees through a structured communications campaign and tailored workshops to embed a stronger cost-conscious culture. Over 2.5 years, the effort identified significant savings opportunities, prioritized key initiatives, and established a practical road map to sustain efficiency improvements over time.

Restructuring distribution and retail for a leading GCC utility

A prominent GCC energy utility launched the transformation of its distribution and retail operating model, in response to rapid sector evolution and rising expectations for efficiency, digital enablement, and customer service. Strategy& supported the client in redesigning the target operating model and driving its end-to-end implementation, working with leadership and cross-functional teams to translate the model into practice across the organization. This included change management, large-scale communication, and the redesign of policies, manuals, interfaces, and processes to embed the new ways of working. The new operating model was rolled out using an agile approach and close coordination with stakeholders across multiple departments, with no operational disruption.

Reshaping fuel supply for a GCC principal buyer

A GCC-based electricity principal buyer needed to strengthen the sustainability and efficiency of its fuel supply model. Strategy& assessed the baseline through interviews and document review, identifying structural challenges involving fuel supply risk, pipeline exposure, the growing role of piped gas, and recovery of pipeline asset costs. Building on this analysis, the team assessed options for reallocating fuel supply activities across entities, developed the supporting business and financial model, and designed an execution road map. The work gave the client a practical path for clarifying accountabilities, reshaping its fuel supply operating model, and supporting a more sustainable sector structure.

Transforming the regulatory function of a national utility

A national electric utility was seeking support to overhaul its regulatory function in light of major changes in the sector’s regulatory frameworks. Strategy& defined a regulatory transformation road map involving incubation of new functions, reorganization of existing functions aligned with best practices, improvements to regulatory reporting processes, and recommendations for enhancing data governance and workflows.

Building a smart grid road map for a GCC electricity and water utility

A leading electricity and water utility in the GCC needed a smart grid strategy to modernize its power network and support its ambition to become a world-class smart city utility. Strategy& assessed the current grid infrastructure, benchmarked international best practices, and defined the target smart grid architecture across generation, transmission, and distribution networks. The team then developed a portfolio of smart grid initiatives and business cases, and designed a phased road map including short-, medium-, and long-term investments. The work gave the utility a clear path for enhancing network reliability, improving operational efficiency, and supporting future smart city and digital energy initiatives.

Defining strategy for a national nuclear holding company

A national nuclear energy program implementing organization (NEPIO) in the Gulf needed to define the strategic direction and mandate of its newly created nuclear holding company. The aim was to align the holding company with its broader nuclear policy and long term energy ambitions. Strategy& developed a corporate strategy covering priority opportunities along the nuclear value chain, designed a fit for purpose operating model, and built a phased road map and business plan. This enabled the holding company to translate national ambitions into executable investments, establish its governance and funding approach, and prepare for implementation across areas such as small modular reactors (SMRs), isotopes, waste management, and technical services.

Setting KPIs for a national nuclear power plant developer

The owner and operator of the first nuclear power plant in a GCC country needed to translate its high level vision and mission into actionable strategic objectives and measurable key performance indicators (KPIs). Strategy& assessed the existing performance management landscape; benchmarked global nuclear programs; and identified gaps in clarity, alignment, and governance. We then defined outcome oriented strategic objectives, developed an enterprise level KPI suite, and established performance management governance. This gave the client a stronger framework with which to enhance oversight, track progress, and strengthen delivery of the national nuclear program.