New South Wales’ ASL (formerly AEMO Services) has released two cornerstone publications underpinning NSW’s energy transition: the 2025 Infrastructure Investment Objectives (IIO) Report and the inaugural NSW Generation Investment Outlook (NSW GIO).
Together these reports provide investors, developers and industry with the long-term plan for delivering NSW’s energy transition over the next 20 years and an analysis of the project pipeline that underpins this plan.
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ASL has selected a new ambitious development pathway for the 2025 IIO Report, which will see a significant increase in the levels of infrastructure development targeted through its NSW competitive tender program.
Key features of the IIO report include targeting 16GW of new generation by 2030, targeting 42GWh of new long-duration storage infrastructure by 2034, and an additional tender for firming infrastructure including storage, demand response and aggregated batteries to commence in Q4 2025. Additional, larger tenders for long duration storage infrastructure will take place in 2026 and 2027.
The new NSW GIO complements the IIO Report by analysing the current project pipeline and forecasting how projects may progress through approvals, financing and construction.
The report finds a healthy pipeline of over 50GW of proposed generation capacity in NSW, including 12.5GW of projects already with development approval. While there is sufficient capacity in the pipeline to meet the minimum objectives, current project lead times won’t be fast enough to meet the 16 GW ambition unless roadblocks are addressed.
ASL CEO Nevenka Codevelle said, “The 2025 IIO report is a call to action—for more energy infrastructure to be delivered, sooner.
“What we’re finding now is that to maximise consumer benefits, we need to target a greater infrastructure build both before and after 2030.
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“The ambitious development pathway requires a step change in how both proponents and the broader industry accelerate development, as well as the way ASL uses its tenders for Long-Term Energy Service Agreements to incentivise fast-tracking of quality projects.
“We’ve always had a focus on financial value, and this won’t change. But what we’ve learned is that the projects with local community support and a clear approach to managing delivery risk are more likely to be delivered on time. We’re calling on developers to bring forward these projects, including those at an early stage.”
