EPC History

EPCs (Energy Performance Certificates) were introduced in 2007 as a method to rate buildings’ carbon emissions and energy consumption. For non-domestic buildings the EPC rating reflects the carbon emissions with a scale running from “G” for a very poor building to “A+” for zero carbon or better buildings.

The Compliance Team within the Arthian Energy Group has been producing EPCs since their introduction and has produced thousands of certificates for a wide variety of building sizes and complexities throughout the UK.

EPC Calculation

An EPC is referred to as an asset rating because it focuses on the physical characteristics of a building – its geometry, fabric, heating, cooling & ventilation systems and lighting – and not how it is operated by its users. The EPC software makes assumptions about temperature setpoints, lighting levels and hours of occupation depending on the activities assigned to the zones within the building, to calculate a building’s rating.

DECs (Display Energy Certificates) use actual building consumption data to calculate an operational rating for buildings.

MEES

MEES (Minimum Energy Efficiency Standard) legislation was introduced in 2018 and requires non-domestic buildings to have an EPC rating of E or better before being let. This level is proposed to increase to “D” in 2025, “C” in 2027 and “B” in 2030. This will have a huge impact on the commercial letting market with many building owners unable to legally rent out their non-compliant buildings.

Arthian already has many years of experience in advising clients on how to cost effectively improve their buildings’ EPC ratings to comply with MEES requirements. We are very well placed to help with the tougher MEES requirements coming in the future.

EPC Changes

EPCs were designed 18 years ago when they were legally required for a building which was sold or leased and, for non-domestic buildings in Scotland, accessed by the public. There are now plans to update their format with additional metrics to make them more informative, user friendly and suited to the requirements of MEES as well as Net Zero targets:

• Inclusion of a fabric performance indicator reflecting insulation and air infiltration levels.
• A heating system figure providing information on efficiency and environmental impact.
• Smart readiness, assessing the suitability of a building’s control systems to optimise energy consumption with emissions and financial benefits.
• Energy use and cost included rather than just an emissions figure.
• It is also proposed that EPCs’ validity period will be reduced from 10 to 5 years and that there will be increased quality control by an independent body, both steps to ensure certificates’ accuracy.
• The information available from the governments’ EPC register will be increased to allow wider assessment of building’s emissions and energy performance.
• EPCs have always included appropriate emissions and energy saving recommendations (which there is no obligation to implement). Scottish EPCs have included an EPC rating if these measures were implemented and this likely to be required for the rest of the UK.
• Stronger control and penalties for properties which do not have appropriate energy compliance reports.

Many of these features have already been confirmed for Scottish EPCs. Revamped EPCs will require additional training and professional development for EPC assessors. In addition, it is possible that an MEES assessor qualification will be created to reflect the importance of that scheme.

Consultancy Services (CS1) Framework and the Retrofit & Decarbonisation (N9) Framework

Public bodies such as local authorities; social landlords; councils and trusts can benefit from SWPA’s Retrofit & Decarbonisation (N9) Framework and Consultancy Services (CS1) Framework. These frameworks are set up to allow these public bodies access to a wide variety of approved, high-quality contractors and consultancies. The contractors and consultancies will be locally based with a recognised history of expertise and delivery in their relevant fields.

Arthian are approved to produce EPCs for a number of other LHCPG’s regional frameworks. Much of this accreditation is due to our long history of supplying EPCs to public bodies such as local councils, housing associations, NHS health boards and emergency services throughout the UK.

In the pursuit of net-zero emissions, electrification is emerging as one of the most effective levers organisations can pull. By replacing fossil fuel based systems with electricity, particularly from low-carbon or renewable sources, businesses can reduce their environmental impact while modernising infrastructure for long-term sustainability. However, electrification is not a one-size-fits-all solution. It’s a complex, multi-stage process that intersects with operational, technical, and financial realities. To be effective, an electrification strategy must be well-defined, data-driven, and tailored to organisational objectives. This article outlines a strategic framework to help organisations plan and implement electrification in a practical, scalable, and impactful way.

Any credible decarbonisation effort must begin with clearly articulated goals. Setting emissions reduction targets aligned with internal environmental, social, and governance (ESG) ambitions or external frameworks such as the Science-Based Targets initiative (SBTi) or national net-zero mandates is essential. Determining the scope of the electrification effort, whether encompassing transport, heating, industrial processes, or all energy-consuming operations is equally important. Establishing a baseline through a robust carbon footprint and energy consumption analysis provides the foundation for prioritising actions, measuring progress, and securing stakeholder buy-in.

Understanding the current energy profile of the organisation is critical. This requires a comprehensive energy and infrastructure audit that evaluates energy demand patterns across seasons, times of day, and various locations. It also involves analysing fuel usage to identify where fossil fuels dominate, taking inventory of assets that may require replacement or retrofitting, such as boilers, vehicle fleets, heating, ventilation, and air conditioning (HVAC) systems, or process heat equipment. Additionally, assessing electrical infrastructure capacity helps identify grid limitations, load constraints, and the need for upgrades. Such an audit forms the backbone of a successful electrification strategy.

Identifying and prioritising high-impact opportunities is vital, as not all options yield the same benefits. Organisations should focus initially on areas where electrification delivers both carbon and operational advantages with minimal disruption. Early priorities often include replacing gas boilers with heat pumps to electrify heating systems, transitioning light-duty vehicle fleets to electric alternatives supported by suitable charging infrastructure, and implementing on-site energy efficiency measures to reduce demand before switching fuel sources. Achieving early wins demonstrates feasibility, attracts investment, and builds momentum within the organisation.

Electrification typically results in increased electrical load, necessitating detailed forecasting of future energy demand and its implications on the electrical network. Organisations must model additional energy consumption stemming from heat pumps, electric vehicles, and other electrified equipment. Understanding peak load scenarios and their alignment with operational profiles is essential for effective planning. Moreover, assessing the potential for on-site renewable energy generation such as solar photovoltaics, wind, or battery storage, and evaluating impacts on local grid infrastructure ensures that necessary reinforcements or capacity upgrades are anticipated. This modelling supports capital planning and mitigates the risk of operational bottlenecks.

Successful decarbonisation through electrification depends on consuming low-carbon electricity. As the grid continues to decarbonise, strategies must align with this trajectory. Optimising energy use through time-of-use strategies shifts consumption to periods when grid carbon intensity is lower. Procuring renewable energy via Power Purchase Agreements (PPAs) or through on-site generation enhances sustainability credentials. Integrating grid flexibility services including demand-side response, energy storage solutions, and vehicle-to-grid (V2G) technologies further improves environmental performance and system resilience.

A phased implementation roadmap is essential for managing the transition effectively. This approach involves short-term actions such as pilot projects, technical feasibility studies, and initial fleet electrification within the first one to two years. Medium-term plans covering three to five years typically focus on transitioning heating systems, upgrading infrastructure, and installing renewable generation capacity. The long term, spanning five to ten years, encompasses full-scale electrification, integration of smart systems, and advanced optimisation strategies. Phasing the transition allows for iterative learning, risk management, and more efficient allocation of capital resources.

The financial viability of electrification is increasingly compelling. Falling costs of renewable electricity and the volatility of fossil fuel markets contribute to this trend. Carbon pricing mechanisms introduce penalties for fossil fuel consumption, creating further incentives to transition. Government incentives supporting heat pumps, electric vehicles, and energy efficiency projects add to the financial appeal. Regulatory requirements that impose minimum energy standards or mandate net-zero targets also influence organisational decisions. Understanding these economic and policy drivers is fundamental to crafting a convincing investment case and unlocking the necessary funding.

Equally important to technical solutions is organisational readiness. Successful electrification demands cross-functional leadership with clear ownership across energy management, sustainability, and finance teams. Investing in training and capacity-building equips operations and maintenance personnel with the skills needed to support new technologies. Leveraging digital tools and data systems enhances monitoring, reporting, and optimisation capabilities. Embedding electrification objectives into corporate culture ensures that sustainability remains a strategic priority over the long term.

Finally, continuous monitoring and transparent communication are critical to success. Implementing energy management systems that provide real-time visibility into energy consumption and emissions enables organisations to track progress and validate impact. Analysing performance data helps identify opportunities for optimisation while preventing unintended consequences such as rebound effects. Transparent reporting to internal and external stakeholders demonstrates accountability and supports alignment with ESG commitments and net-zero pathways. This culture of continuous improvement ensures that the electrification strategy remains relevant and effective in a changing energy landscape.

Organisations in the public sector can also benefit from frameworks designed to support their decarbonisation efforts. One such example is the South West Procurement Alliance’s (SWPA) Retrofit & Decarbonisation (N9) Framework, which offers a compliant, efficient route to market for electrification and energy efficiency projects. This framework enables public sector bodies to access expert suppliers and technologies aligned with best practices and regulatory requirements, accelerating their net-zero strategies.

In conclusion, electrification offers a powerful pathway to achieving deep decarbonisation. It requires more than enthusiasm; it demands rigorous planning, alignment across organisational functions, and ongoing management. By following a clear and data-driven strategy grounded in prioritisation, financial assessment, and phased execution, organisations can lead the transition to a cleaner, more resilient energy future.