2026-03-19
Cross-border infrastructure development programme - greater opportunities for export and the development of renewables
Litgrid's priorities extend beyond the final stages of the synchronisation programme and projects under the critical infrastructure resilience programme. Equally important is the third initiative: the Interconnection Strengthening Programme. Here, we speak with Matas Gvazdaitis, about its main objectives, the projects it encompasses, and the work already completed.
Why is this programme necessary, and what is its objective?
The objective of the Interconnection Strengthening Programme is to increase cross-border electricity transmission capacity between Lithuania and Latvia by constructing a new power transmission line, modernising existing lines, and reinforcing the associated domestic transmission network infrastructure.
In addition, the programme will connect the eastern and western parts of Lithuania's electricity system, thereby enhancing energy security, ensuring reliable electricity transmission, and enabling more stable system operation. It will also create conditions for the further integration and expansion of renewable energy sources.
What specific projects make up the programme?
The programme comprises the construction of three new 330 kV power transmission lines - Darbėnai-Varduva-Mūša, Panevėžys-Mūša, and Varduva-Bruocėnai - as well as the construction of the new 330 kV "Varduva" substation, the installation of controlled shunt reactors at the 330 kV Darbėnai and Mūša substations, and the reconstruction of six existing 330 kV lines: Darbėnai-Gruobinia, Panevėžys-Jonava, Lietuvos Elektrinė-Jonava, Šiauliai-Mūša, Aizkrauklė-Panevėžys, and Mūša-Viskali.
What benefits are expected once all projects are delivered?
Once the programme is implemented, the Lithuania-Latvia interconnection capacity will increase from 1,250 MW to 2,250 MW. It will also become possible to connect an additional 1,100 MW of onshore wind, 800 MW of solar, and 2,400 MW of offshore wind capacity to the transmission grid. Furthermore, Litgrid's technical losses will decrease: the new lines will reduce power flows on other parts of the network, cutting technical losses by 43 GWh per year.
Looking further ahead, the programme will also support the integration of hydrogen producers, creating conditions for approximately 1,000 MW of hydrogen capacity at industrial sites.
Large consumers such as electrolysis facilities for hydrogen production will also be able to connect to the transmission grid. Electricity could be supplied from onshore and/or offshore wind farms, further contributing to decarbonisation goals.
When are the projects and the programme expected to be completed?
Given the varying complexity and scope of the projects, timelines differ accordingly. We expect to complete the reconstruction of the 330 kV Aizkrauklė-Panevėžys overhead line first; significant progress has already been made and a construction contract has been signed. The installation of a shunt reactor at the Darbėnai substation is planned for around the same time, with a further shunt reactor at the Mūša substation to follow approximately two years later. All projects within the programme are scheduled for completion by the end of 2034.
You previously worked on individual projects within the Synchronisation Programme, then led a group of them, and have now become Head of the entire programme. How does the nature of the work differ across these roles?
As a project manager, I focused primarily on specific, clearly defined tasks within a single project - coordinating technical solutions, preparing documentation, and managing schedules, budgets, issues, and risks. It was a hands-on role that required close involvement on a daily basis, solving practical problems and keeping the project moving forward.
When I became a team lead, my focus shifted away from individual projects and technical solutions towards the people delivering them. My responsibilities broadened: I had to ensure that progress across all the team's projects was properly co-ordinated, whilst also supporting the team's development, strengthening their competencies, and addressing emerging organisational challenges. At the same time, I remained directly involved in my own assigned projects - so I often felt like a player-coach.
Now, as programme manager, I have an even broader perspective. The role centres on strategic direction, risk and stakeholder management, and relationships with external institutions. My task is not only to ensure that individual projects are delivered, but that the programme as a whole advances in a co-ordinated way and has a clear plan. This requires greater collaboration, more intensive communication, and the ability to think several steps ahead.
What are the biggest challenges now that the programme is in full swing?
At present, the most complex issues concern the 330 kV Darbėnai-Varduva-Mūša and Mūša-Panevėžys transmission line projects, which are currently in the spatial planning phase. As we approach the approval of the spatial planning concept, we are working intensively with the relevant authorities to resolve outstanding co-ordination matters and advance to the stage of developing detailed solutions.
We are pleased that recent meetings with municipal representatives and local residents have been constructive and productive. Naturally, residents have a range of questions about their landholdings and permissible activities following the construction of new lines or the reconstruction of existing ones. We aim to answer all questions clearly and, where possible, to minimise the impact on both residents and the environment.