And why
We take projects from initial ideas through every stage of the development process - from site identification and environmental assessments to land agreements, planning consents, and grid connections.
By focusing exclusively on development, we deliver high-quality, de-risked projects that our long-term joint venture partners then take forward into construction and operation.
Everything we do is driven by a commitment to building a more sustainable future. Each project we develop helps accelerate the transition to clean energy, reduces carbon emissions, and creates lasting value for communities and future generations.
2007 Onwards
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Coriolis Energy formed by part of the former management team of nPower Renewables (then the UK’s largest renewable energy business) Joint venture established with Falck Renewables (now part of Nadara) to identify and develop an initial portfolio of 100MW of new onshore wind farms in the UK.
First four projects identified and development work begun in earnest First employees recruited (most of whom are still with the company)
Glasgow office opened. First planning application submitted (for Spaldington Airfield Wind Farm)
First planning permissions received (for West Browncastle and Spaldington Airfield Wind Farms)
First project developed by Coriolis Energy enters commercial operation (West Browncastle Wind Farm) Planning permission granted for first Farm Turbine (Pittsdown)
New joint venture formed with ESB (the largest electricity utility in Ireland, majority owned by the Irish Government)
Operational capacity for wind farms developed by Coriolis Energy passes 100MW
Development work on first ESB joint venture project completed (Kirk Hill Wind Farm) Coriolis and ESB selected by Natural Resources Wales (a Welsh Government Agency) to develop a project in Y Bryn forest
Coriolis and ESB selected by Forestry and Land Scotland (a Scottish Government Agency) to develop projects in two Scottish forests (details not yet in the public domain) Development portfolio tops 1,000 MW
Joint Venture with ESB expanded with the addition of five new projects identified by Coriolis Energy (not all of which are yet in the public domain)
Harrogate office opened
Planning permission secured for a total of 43 wind turbines across 2 projects (Glendye 120MW and Kirkan 70MW)
Planning permission granted for first energy reserve project (Orrell, 70MW)
Planning permission secured for largest project to date (Garvary, 144MW)
Quick Q&A’s
Read our mini interviews with some of the Coriolis Energy team to find out what they do, and what makes them tick.
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My main role is to create the right environment for our development team to successfully deliver new projects. Beyond that, I also manage relationships with our partners and oversee the commercial side of the business.
My previous role was Head of Commercial and acting General Manager of nPower Renewables. Prior to that, I worked in business development for an Australian landfill gas power generation company, and I began my career in sales and marketing in the civil aircraft industry. I hold a degree in Aeronautical Engineering and an MBA.
I love being able to make things happen - the freedom to take decisions quickly and move projects forward. My greatest satisfaction comes from seeing the practical results of our work: Projects we have developed being built and making an impact.
Work and kids are pretty much all-consuming, but when I get the chance I enjoy travelling and photography. I also play squash to try and keep fit, but not as often as I should.
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As part of the inhouse legal team, we are presented with a wide variety of queries which cover various aspects of project development and the legal implications of different options. I enjoy working so closely with the development team as it allows me to get into the detail of projects and understand the broader development objectives (commercial and technical).
The company culture is one of strong collaboration and open dialogue, support amongst the team (regardless of discipline or expertise) and a commitment by all to drive projects forward.
I have been a lawyer working on energy projects for 16 years and have witnessed the industry evolve through various different technologies and approaches to development (legal and otherwise). The consistency throughout has been the pursuit of a cleaner future for energy in the UK, and the constant evolution and improvement of how projects are developed and can benefit the wider public.
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I project manage wind farm developments etc.
The part of my job I enjoy most is the variety. One day I’m out driving proposed access routes or meeting with consultants to refine the layout of a wind farm, the next I’m reviewing environmental impact assessments, meeting landowners, or speaking with local authorities and communities. That mix of technical work, stakeholder engagement, and problem‑solving keeps the role dynamic and genuinely rewarding.
I’m especially proud of developing Kirk Hill wind farm in South Ayrshire. It wasn’t the biggest, but it had real human impact. One farmer could only host a single turbine, and keeping it in took real persistence — it sat apart from the rest of the layout and drew objections. It would’ve been easier to drop it, but it mattered to him, so I fought to keep it.
When I visited after construction, the pride he had in that one turbine made it clear how much it had changed things for him. Moments like that remind me why this work matters — it creates tangible benefits for real people.
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It is a practical way of helping to tackle climate change and improve the way we produce energy. It is easy to talk about the need for change in abstract terms, but development is where ideas start becoming real projects. Being involved in work that can help make the world cleaner, more sustainable, and better for the future is something I find very motivating.
The biggest misconception is that it's just a case of finding an empty-looking spot on a map and deciding to put turbines there. It could not be further from the truth.
Long before anything is built, there is a huge amount of work involved, including land agreements, environmental surveys, assessing how turbine blades would be transported to site, EIA chapters, grid, planning, community engagement, and detailed design. A project will likely involve many different specialists visiting the site to look at everything from peat and habitats to birds, bats, newts, and access tracks. This also doesn't include the work done by local government, national government, and statutory consultees to help shape the development and make sure the project becomes the best version it can be.
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I’ve always been interested in renewable energy development. Growing up beside the National Wind Turbine Test Site, I remember the transition from the old two-blade turbines on site to the modern three-blade models which sparked my interest from a young age. My family farm is also located in centre of what is now Whitelee Wind Farm. Watching the project develop and overcome various challenges gave me a real appreciation for the complexity and impact of renewable energy projects.
The part of the job I enjoy most is having the opportunity to travel to different areas and experiencing parts of the country I have never visited before. It has given me a real appreciation for how diverse and beautiful the country is. I also enjoy meeting a wide range of interesting people from different backgrounds.
I’m proud to work at Coriolis Energy because I feel I’m making a meaningful contribution to the development of green energy and a more sustainable future for the next generation. I’m especially proud that we genuinely care about the work we do, as well as the landowners and communities we work alongside.
The Coriolis Energy team work very well together because we have a diverse mix of expertise and experience and we’re always willing to support one another to achieve the best outcomes for our projects.
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No two days are ever quite the same, which is one of the things I enjoy most about project development. A typical day might involve reviewing environmental survey data in the morning, meeting with landowners or local stakeholders in the afternoon, and then coordinating with engineers, planners, and grid specialists to keep projects moving forward. A big part of the role is bringing together different perspectives and making sure every part of a project aligns.
One common misconception is that projects are designed without local input. In reality, community engagement and environmental assessment are central to the development process, and projects often evolve significantly based on feedback and technical findings.
One of the most rewarding moments is seeing a project move from years of planning into construction and knowing that all the collaboration, technical work, and engagement have resulted in something tangible that will deliver clean energy for decades.
So far
"Between us, we’d spent nearly 30 years in renewable energy. Over time, we came to believe that project development works best in an entrepreneurial environment. Big utilities—with all their layers of process and red tape—just aren’t built for that. We also felt that project managers should have real ownership of the projects they lead—not feel like cogs in a corporate machine. That sense of drive is what makes projects happen. We wanted to build a company where that culture came first."
— David Murray, Managing Director
Leaving behind secure jobs was a big step, but we believed in our approach and were ready to take the risk. From day one, our strategy was to work closely with long-term asset owners—companies that would ultimately build and operate the projects. This gave them a role in shaping designs, building lasting relationships with landowners, and providing funding to move projects forward.
Our first partnership was with Falck Renewables (now part of Nadara), a company with a strong UK wind portfolio and ambition to grow. With a team of just five, we aimed to develop 100 MW—but surpassed that in under a year. Planning permissions followed four years later, and our first project became operational three years after that.
By 2014, we had around 300 MW in development. But as UK political support for onshore wind waned, Falck reduced its exposure to new UK projects—prompting us to find a new partner.
That search led us to ESB, the Irish state-owned utility. They brought strong technical capabilities, capital, a presence in Ireland, and a clear ambition to expand in Great Britain. Just as importantly, they saw the value Coriolis could bring.
Our joint venture launched in 2015 with seven projects. Since then, the portfolio has more than doubled in size. Our first project with ESB completed in 2019, and to date, six projects—totalling over 500 MW—have secured planning permission.
Our largest project to date, Chirmorie Wind Farm—with 20 turbines standing 150m tall—is due to begin construction in 2026 and will generate enough electricity to power 67,000 homes. More ESB-backed projects are set to follow from 2027 onwards.
Today, Coriolis Energy has over 1,500 MW either operational or in development, supported by teams across three UK offices. Looking back to 2007, that progress feels remarkable. We’re proud not just of what we’ve built—but of the positive impact we’re making on a cleaner, more sustainable future.
