How can we accelerate decarbonisation of our electricity system?

The government came into office pledging to deliver on five missions. Making Britain a ‘Clean Energy Superpower’ was one of them, and rapid decarbonisation of the electricity system lies at the heart of it.

We need a more flexible, resilient, and fully decarbonised grid to power our future economy and lifestyle in a sustainable way, expanding over time to at least double its current size. The challenge is enormous. Renewing our electricity system is a major whole-system challenge touching every part of society, and an expanded system is the basis of many other changes: in how we travel, how we heat our homes and offices, and how we power industry – all complex systems in themselves. 

It is far from ‘business as usual’, yet success here will not only support a lower carbon future but can also enhance the UK’s global reputation as a nation capable of executing major engineering feats efficiently and effectively.

The National Engineering Policy Centre, led by the Academy, recently conducted a study on what it would take to radically accelerate grid decarbonisation. This work, co-chaired by Sir Patrick Vallance HonFREng (now Lord Vallance) and Dr Simon Harrison FREng, argued that accelerating the previous government’s target of 2035 requires more than incremental changes. It demands a radical shift akin to the urgency and innovation seen in developing the COVID vaccine within a year, rather than the usual decade or more. What does that look like in this very different context?

Firstly, the effort needs a clear vision that resonates across all of society. The goal isn’t just cleaner energy but skilled employment, cleaner transport, and ultimately, lower energy costs. These are tangible benefits that connect with the everyday needs we all have, not just abstract ideals.

Strong central leadership is also essential, not to stifle local decision-making but to establish an overarching framework that empowers good local choices and prevents the costs of uncoordinated, fragmented initiatives. Setting up government’s ‘Mission Control for Clean Power’ was an important step in coordinating this national effort.

Decarbonising the electricity system isn’t just a policy goal – it’s a major infrastructure challenge. It encompasses wind, solar, nuclear and other forms of generation, modernised transmission and distribution, through to demand management and much else. Our study provided a high-level assessment of how to approach an engineering project on that scale, drawn from real-life engineering experience.

Next, the revolution must be digital. Digitalisation will be integral to transforming the system and must be at the heart of how that new system operates. If done right, it can provide consumers with greater flexibility and choice, making best use of the infrastructure we have. However, we must learn from the past: smart meter rollouts have had a difficult journey, and we must do better.

We also need a smart approach to managing costs. The UK has long set a high bar for new investment, often with the goal of keeping consumer costs low. But given the scale of change needed, the risk of stranded assets (those that have been subject to unanticipated devaluations) is now low, and investment ahead of demand is critical to meeting future needs at the pace required. We also need a more proactive supply chain strategy. The transition will place great strain on the supply chain, at a time when many other countries are making a similar change. And while market mechanisms such as auctions have their place, a more proactive supply chain policy that gives industry sight of a substantial long-term order book and clear investment pipeline will enable industry to invest and will reduce the risk of finding ourselves at the back of the queue, which could ultimately cost us more.

Finally, the decarbonisation challenge is another prompt for us to address the urgent need for a larger, more diverse and skilled technical workforce. The Academy is tackling this challenge with its Engineers 2030 project, but scaling up the workforce is not the work of a couple of years. Still, it’s a task we must begin now, with better workforce planning to optimise use of the talent we already have.

More generation, upgraded transmission, modernised distribution, low carbon dispatchable power for when the sun isn’t shining and the wind isn’t blowing, plus a fresh approach to demand management, flexibility and grid stability – it’s a lot to take on, and engineering expertise will be vital. 

Engineers do more than design and deliver the technical solutions, they have an important role in advocating for this transformation, helping the public understand the scale and need of these changes and ensuring they benefit from them. Decarbonising the electricity system can make energy cleaner and more affordable, but it requires communities to support changes that may impact on them, such as by hosting new or expanded infrastructure nearby. A streamlined planning system, paired with a respectful and inclusive approach to communities, will be crucial here.

There is much that engineers can do. Engineering businesses, from energy companies to SMEs in the supply chain, can use their commercial acumen to turn sustainability goals into viable business models. Engineering leaders can act as advocates for change across and beyond their own profession; the National Engineering Policy Centre provides one platform through which they can do so.  And individual engineers have a role too – often the most trusted sources of information and opinion are those we know and respect, and few professionals are respected as much as engineers!

The challenge is huge, but so is the opportunity. Expanding, modernising and decarbonising the electricity system can drive changes that benefit everyone – it’s an opportunity we should take.