101. The UK is world-leading in its net zero ambition, but delivery needs to be strengthened. The UK has some of the most ambitious net zero targets in the world. This should be a source of genuine pride. However, ambition alone does not create success, in terms of decarbonisation or the economic benefits that net zero can bring. There are many UK successes, including the increasing number of electric vehicles on the roads. But there are also failures, including peat restoration (exacerbated by an ineffective burning ban) and the Green Homes Grant, where the National Audit Office found that: "Despite the Department's considerable efforts, the rushed delivery and implementation of the scheme has significantly reduced the benefits that might have been achieved, caused frustration for homeowners and installers, and had limited impact on job creation for the longer term."115
102. Delivery of net zero requires a whole of Government effort, not unlike the challenges faced in delivering the COVID-19 vaccines or preparing for Brexit. Effective governance must be long term to provide the clarity, certainty, and direction that the public, businesses and investors need. This also means taking a UK-wide approach - as the CCC has noted, the UK Government and the Devolved Administrations must work together more effectively if they are to deliver net zero effectively.
103. Net zero programmes are often some of the most difficult to deliver, some failure can be expected. Decarbonisation often involves emerging technologies and markets, partnership working between Government and industry, and other possible sources of uncertainty and delivery risk. Not all technologies will succeed. Failure, particularly in R&D, should not be stigmatised. It should be embraced as a necessary part of the process and an opportunity to learn lessons that will bring new opportunities in the future. In this context, we must be agile - setting up complex, bureaucratic structures is a sure-fire way to miss our targets and lose out on the benefits.
104. The delivery risk associated with net zero means it requires special arrangements to ensure delivery. As well as the complexity described above, the unplanned disruption from net zero programmes can be very high - particularly where other activity is relying upon a single programme's success (e.g. the roll out of electric vehicle, or EV, charging infrastructure, or the modernisation of the grid). The Government also has very limited means by which to compensate for failing to deliver on its current commitments. The CCC has concluded:
"Delivery must be actively managed. In any case, our plans must be based on realistic assessment. While some policies may be more successful than expected, not all policies will deliver. These risks cannot credibly be tackled with an even greater reliance on greenhouse gas removal technologies. The Government should develop contingency plans, such as encouraging reduced consumer demand for high-carbon activities (e.g., through healthier diets, or curbs to growth in demand for flights)" - The Climate Change Committee (CCC)116
The UK 100 argued:
"We need a comprehensive, local Net Zero Delivery Framework to include:
A National and Net Zero Delivery Board to deliver the framework and tackle blockages and barriers where the Delivery Unit (see below) notes systemic policy or funding barriers and contradictions. An independent Chair reporting directly to the Cabinet Office with members from across local authorities, devolved administrations and national Government.
A new National and Net Zero Delivery Unit to deliver the support programme, collect and analyse data and act as a channel between individual authorities and the Board and government departments, with wide representation from across the UK Government and informed by local and combined authorities and national Government".117