A radical approach is required from government to drive the major infrastructure and system transformation needed to decarbonise the GB electricity system and provide clean power by 2030, according to a new report from the National Engineering Policy Centre (NEPC). This includes recommendations for delivering the required grid, generation and system flexibility under an accelerated timescale.

Compiled by an independent working group led by the Royal Academy of Engineering, Rapid Decarbonisation of the GB Electricity System highlights the need for government to clearly set out the value of this target as a national mission, in a similar way to the work of the vaccines task force.

The National Engineering Policy Centre report sets out six key elements required in the government’s delivery plan to achieve its clean power mission, which should be central to its Industrial Strategy:

• Building strong support for the vision, to form the basis of an enduring agreement with both the public and industry and help them to embrace the coming changes;
• Strong central leadership and governance with engineering at the forefront, accountable to the Prime Minister;

• A digitally enabled system that allows the public to engage with the system more flexibly, benefiting grid operation and saving consumers and government money;
• A front-foot approach to procurement and regulation to ensure the UK can get ahead in the global race to decarbonise electricity;
• Tackle difficult decisions on planning, consenting and connection delays while building public support;
• Retain a long-term view to ensure that the intense focus on delivery towards 2030 does not delay near-term actions needed to unlock the best options for post-2030.

Delivery of a highly decarbonised electricity system by 2030 will require a sharp increase in offshore wind capacity, says the report, as well as ensuring delivery of the transmission network that is already in train, and expanding onshore wind and solar generation, particularly in places where the grid already has capacity to accept new generation.

Government will also need to engage with domestic, commercial and industrial electricity users to unlock the potential for demand to be shifting to the times when wind and solar generation is highest, as well as storing electricity to smooth supply through a portfolio of storage solutions.

Anticipatory investment will be key to success, says the report, with new grid infrastructure and increased distribution capacity identified as central priorities to the 2030 mission. Difficult choices will need to be made to reduce the time taken to deliver new grid infrastructure and connect power generation assets. This will mean confronting new transmission timelines and planning, grid connection queue delays and supply chain constraints. Adding renewable capacity in locations that can be readily accommodated without new power lines where possible and implementing a more proactive supply chain policy with clear signals to investors, are both identified as potential solutions.

Beyond 2030, the NEPC report highlights changes to a future energy system that cannot be delivered before 2030 but require action this decade. These include:

• Achieving progress on hydrogen storage and transmission;
• Greenlighting and expanding carbon capture and storage projects and related CO₂ transport and storage;
• Investing significantly in the distribution network to manage further electrification of heat and transport;
• Further expansion of generation, including nuclear projects and potentially including a broader range of renewables such as tidal;
• A national engineering and technology workforce strategy to address skills deficits in the short and long term, including the need for an additional 200,000 engineers and technicians working in the energy sector by 2030

Professor Sir Jim McDonald GBE FREng FRSE, President of the Royal Academy of Engineering, said:

“There is no time to waste in delivering progress towards this crucial aspect of a net zero energy system. Decarbonising electricity production, transmission and utilisation under an accelerated timeline, will not only provide societal benefits through an energy system that is less vulnerable to global disruption, but will also create an economic and competitive opportunity for the UK to lead on the infrastructure, technology and engineering skills that will shape the future.”

Dr Simon Harrison FREng CEng FIET FEI, co-chair of the independent working group and Group Head of Strategy at Mott MacDonald, said:

“The scale of work required to decarbonise the electricity system in such a short period of time cannot be underestimated. But the precedent set by the rapid delivery of the Covid-19 vaccine shows that the collective pursuit of a national mission can put a seemingly impossible target within reach. A radical shift in our approach will be needed, but the engineering community has already come together to map that out in this report, and it is ready to roll up its sleeves to deliver the clean energy we need.”

Dame Dervilla Mitchell DBE FREng CEng MICE MIStructE, Director, Arup Group, said:

“Transforming the UK’s electricity grid to provide 100% clean power will require strong leadership in both engineering and in government, working together towards this critical mission. Although there will be technical issues to address, wider concerns such as clarity of ambition, governance, risk allocation and supply chain capacity are the issues most likely to impact the transition of the energy system to 2030 and beyond.”

Professor Nilay Shah OBE FREng CEng FIChemE, Professor of Process Systems Engineering, Imperial College London, said:

“It will be important to develop a strategic plan from which other key decisions will flow. These key decisions include deciding where new infrastructure and assets will be, as well as supply chain and procurement planning. It will also include the development of a digital strategy to support roll out and real time operation of the system, and ensuring consistency with the interventions which will be needed in the following decades.”

Notes for editors

1. The work contained in this report has been overseen by an expert working group drawn from the National Engineering Policy Centre (NEPC), led by the Royal Academy of Engineering, and is based on an intensive period of stakeholder engagement and literature review undertaken between February and June 2024. The work has been informed by a dedicated roundtable with engineering industry leaders convened by the Institution of Civil Engineers (ICE), input from the Institution of Engineering and Technology (IET) and a series of five NEPC roundtables which pre-dated the change to a 2030 target.
2. The Rapid decarbonisation of the GB electricity system policy project was supported by a grant from the Gatsby Charitable Foundation and delivered under the direction of a National Engineering Policy Centre Working Group made up of the following experts:

Dr Simon Harrison FREng CEng FIET FEI, Group Head of Strategy, Mott MacDonald (Chair)

Sir Patrick Vallance KCB HonFREng FRS FMedSci (Co-chair to July 5, 2024)

Professor Nilay Shah OBE FREng CEng FIChemE, Professor of Process Systems Engineering, Imperial College London

Dr Cathy McClay OBE FREng CEng FIET, Independent Expert

Jo Coleman OBE FIMechE, Independent Expert

Dame Dervilla Mitchell DBE FREng CEng MICE MIStructE, Director for Arup Group

Dr David Wright FREng FIET MIGEM, Group Chief Engineer, National Grid

David Waboso CBE FREng CEng FICE FIRSE, Independent Non-Executive Director, Sizewell C & Hinkley Point C

Dr Graham Oakes CEng CITP FBCS Independent Expert in Local, Community and Municipal Energy

Ian Funnell FREng CEng FIET, Chair, National Nuclear Laboratory

Nick Winser CBE FREng CEng FEI FIET FIGEM, Independent Expert

1. The National Engineering Policy Centre previously published a framework for rapid low regrets decision making for net zero policy to assist policymakers: https://nepc.raeng.org.uk/policy-work/net-zero/rapid-low-regrets-decision-making-for-net-zero-policy
2. The National Engineering Policy Centrebrings engineering thinking to the heart of policymaking, creating positive impacts for society. We are a partnership of 42 professional engineering organisations that cover the breadth and depth of our profession, led by the Royal Academy of Engineering. Together we provide insights, advice, and practical policy recommendations on complex national and global challenges.
3. The Royal Academy of Engineering is harnessing the power of engineering to build a sustainable society and an inclusive economy that works for everyone.
   In collaboration with our Fellows and partners, we’re growing talent and developing skills for the future, driving innovation and building global partnerships, and influencing policy and engaging the public. Together we’re working to tackle the greatest challenges of our age.