This year marks 30 years since Menter Môn was founded. Reaching this milestone has made me reflect on how far we have come and, just as importantly, on the values that have guided us throughout.
I am proud that we have managed to remain true to the purpose on which we were established: unlocking the potential of our people and our resources so that the benefits remain with our communities.
I joined in 1997, and at that point our work was very much rooted in Ynys Môn. For the first decade, we were seen very much as an Anglesey-only organisation, but the success of what we were doing quickly caught the eye of neighbouring counties. It made sense that we expanded into Gwynedd, given the close cultural and linguistic ties. From there, we began to deliver programmes more widely, including European projects and business support initiatives. Over time, the footprint of our work has spread across Wales, but our soul and our heart remain in the north west of Wales.
Much of our ability to innovate and explore new ideas stemmed from the EU-funded Leader programme. Leader gave us the space to test concepts, learn from mistakes, and develop models that could later be expanded. Our Smart Towns programme is a good example. It began as a small Leader project in Aberdaron, grew across Anglesey and Gwynedd, and today we deliver Smart Towns right across Wales. Leader provided us with flexibility to explore without excessive risk, and that culture of experimentation remains central to what we do.
Morlais, our tidal stream energy project off Ynys Cybi, is perhaps the most significant example of this. We had no prior background in energy, but we understood how to bring people together, work with local authorities, navigate the consenting process, and build trust with communities. We secured the lease for the seabed in 2014, and since then we have worked to make it possible for tidal developers to connect to the grid and deploy their devices.
The story of Morlais is not simply about technology; it is about place, persistence and partnership. As a local organisation, we were never going to take the idea elsewhere in search of a quicker return. Our commitment has always been to ensure that the benefits of such projects are felt locally.
Menter Môn’s work can be grouped into three broad areas: renewable energy, the economy, and communities. These strands are distinct, but they are also connected. Our energy projects, whether Morlais or the emerging Holyhead Hydrogen Hub, are about more than producing clean power. They are about regeneration: creating skills, jobs and opportunities, and retaining young people in the area. The megawatts are important, but our motivation has always been about what they enable for the community.
Similarly, our work in the economy, such as through Business Wales, is about supporting local businesses so that they are able to take advantage of the opportunities presented by growth sectors like digital technology and renewable energy. And our community work – whether it be language, heritage or environmental projects – remains at the core of our identity. These are the things that make life interesting and meaningful for people.
Looking back over the past three decades, I am also conscious of the individuals who shaped the path we have taken. Gerallt Llewellyn Jones, our first managing director and now a director of Menter Môn, brought vision, creativity and determination. His willingness to challenge orthodox thinking and to seize opportunities has been integral to our ethos. I have been fortunate to learn from him over many years, and I see it as my role to carry forward that same spirit: being respectful of government and partners, but never afraid to ask questions or push boundaries.
The next phase for Menter Môn will depend on our ability to generate sufficient income to sustain our work. The loss of European funding has left gaps, particularly in community projects, which are now often funded on a short-term basis. Our renewable energy portfolio has the potential to change that. In the next five to ten years, as schemes like Morlais and hydrogen mature, I hope they will generate the stability that allows us to plan long term and to deliver strategies with real impact.
As we celebrate 30 years, I believe our story is not only about longevity but about staying true to purpose. We remain committed to the communities we serve, to supporting people, strengthening the economy, and improving the environment. If we can continue to innovate, to expand the boundaries of community ownership, and to reinvest in our people and places, then I believe Menter Môn will still be here in another 30 years, evolving, adapting, but rooted in the same values that have brought us this far.
Dafydd Gruffydd talks about this and more in the Menter Môn: Unlocking Potential podcast. Listen here.
