Delivering a grid for tomorrow

Achieving clean energy by 2030 is a monumental task. The effort required to shift from a system designed to connect energy from a relatively small number of fossil fuel power stations to one capable of bringing together thousands of disparate and inconsistent renewable sources cannot be overestimated. With demand for electricity expected to increase by 50% by 2035 and double by 2050, it’s clear 2030 is only the beginning of an electrification explosion.

An unprecedented overhaul of the grid is already underway, with numerous large-scale projects in the pipeline. But simply doing more, faster is not going to work. It isn’t sustainable, or even possible, to scale up business as usual to achieve the required rate of delivery. To do that, we must think differently. Here are five examples of how AtkinsRéalis is doing that to help deliver clean energy by 2030.

People and skills

A dearth of qualified designers and engineers is already causing a design authority bottleneck, with grid design schemes stuck in the system awaiting approval. As a sector, we need to think differently about how, and who, we recruit. Traditional recruitment and career progression models were not designed for the challenge ahead, and outdated requirements can create unhelpful barriers for people with transferable skills and the potential to excel.

AtkinsRéalis is teaming up with National Grid and other transmission operators to review the requirements for various roles, and working with the UK government to develop skilled worker visas and explore the rollout of overseas training academies. We’re also trialling ‘hackathon’ events that bypass traditional routes to identify talented people who can deliver results. To stand up to the challenges of tomorrow, we need to shift the status quo, redefine roles and reimagine organisational structures designed for a different time.

Design planning

Environment-led design turns the standard workflow on its head, considering environmental and consent issues right from the start. This builds an understanding of barriers and risks at the same time as undertaking detailed design. Early engagement empowers the public to influence design, reducing objections and planning delays.

The resulting design can then be submitted with confidence, alongside evidence showing that all options have been considered, and clear reasoning to support decisions. Teams can plan better and clear the way for projects to begin promptly. With a greater chance of approval, less risk of redesign and reduced likelihood of delays, environment-led design can create significant long-term savings.

Standardisation

The benefits of design for manufacture, standardised production and modern methods of construction (MMC) are well documented, with substantial savings in time and cost. There’s no doubt that standardised production has a critical role to play in grid transformation, but for it to work, agreement is needed across the industry on general principles and a degree of standardisation across parts and technology.

At present, different agencies use technology in different ways and are often reluctant to share ideas due to concerns around intellectual property, competition and risk. Companies need to be incentivised to work together through financial and contracting models that address commercial concerns, highlight economies of scale and promote collective impact. While this is happening in pockets across the UK transmission sector, it has yet to be rolled out consistently.

Engagement

There is no shortage of news covering public objections to large infrastructure projects. The sector needs to improve how it engages with communities and demonstrates the positive impacts of grid transformation, including energy security, affordability over time and job creation.

Gaining support is particularly challenging in rural and farming communities where pylons are being built but local employment opportunities are limited. While negative impacts, especially in these areas, cannot always be eliminated, many objections stem from perceived effects rather than fact. These can be addressed through better education, clearer information and actively tackling misinformation.

Mobilising collaboration

To successfully scale up the grid at pace, the entire sector must think differently and turn that thinking into action by nurturing innovation and developing new approaches. Brave decisions are required, and the status quo must be challenged to deliver this mammoth task.

We need to work together to break down barriers and mobilise every tool at our disposal. Other sectors have achieved the unthinkable when the stakes were high. The Covid-19 vaccine, which typically would have taken a decade to develop, approve and deploy, was delivered in under ten months. All parties must place commercial concerns aside and move forward together in pursuit of a common goal, for the common good. Only through a sector-wide effort can we deliver a grid capable of providing clean, reliable and secure energy for a resilient future.

 

This article was originally published in The Engineer.