Introduction to the consultation

As the UK provider of geological information and knowledge, The British Geological Survey (BGS) must constantly adapt to meet the needs of a changing world.​ Our current strategy, ‘Gateway to the Earth’, comes to an end in 2023 and over the last year we have undertaken a major programme of consultation with staff and stakeholders to inform the development of a new strategy.​ The new Strategy refreshes our focus and sets out our priorities for the next 5+ years.

We are now ready to begin the process of wider consultation on the draft Strategy.

Tell us your thoughts

We welcome and encourage responses from anyone interested or involved in the geosciences, either as an individual, organisation or group. You can submit your feedback via the link to the consultation form below.

The information you provide is held securely by BGS and will not be used to identify any individual. For details on how we use your information, view our privacy notice.

Next steps

The public consultation will close midday on the 14 December 2022. We will review and analyse responses and produce a summary which will be available on the BGS website at the end of the consultation period. We expect to publish our new strategy in spring 2023.

Get in touch
If you have any questions or queries, or are having difficulty submitting your responses online, please email BGSStrategy@bgs.ac.uk

BGS Strategy 2023-2028 (draft)

Executive summary

BGS is a world-leading geological survey that helps stakeholders make better decisions regarding geology and the role of geological processes in managing the economy, the environment and society. We have a global reach and maintain a standing scientific capability to meet the needs of multiple stakeholders.

Humanity faces major global challenges that require recurrent and serious consideration by decision makers. On this basis, we have undertaken a review of societal needs and used it to develop a programme of science, with a focus on four strategic priorities

• Producing maps and models for the 21^st Century: Delivering a new geological survey of the UK through a programme of systematic surveys, targeting strategic priorities onshore and across our continental shelf.
• Supporting a more secure energy transition: Enabling the use of the subsurface to deliver net-zero and resource security for the UK by providing new insight for our stakeholders as they seek to optimise multiple geological decarbonisation technologies.
• Improving water security: Recognising groundwater resources and their role in water security, climate change adaptation, human health, and livelihoods. Integrating groundwater within wider water security thinking and quantifying resource potential and resilience.
• Better management of geological hazards: Mitigating risk through monitoring, characterisation and forecasting of events and their likely impacts by improving harmonisation in hazard and risk analysis as well as more focus on mitigation of hazardous climate change impacts.

Our future science priorities and broader science challenge programme are underpinned by strategic ‘pillars’ which have a fundamental role in the delivery and the impact of our science. We will: enhance the delivery and communication of our data and knowledge and its utilisation; and deliver world-leading observational and analytical facilities; build a workforce for the future. We will translate our science into policy by informing debate, improving decision-making, enhancing policy and regulation with impartial evidence and advice. We will use our knowledge of the underground to improve consideration and timeliness of decisions about how and where to develop land. Through public engagement we will engage and inspire the wider community, informing societal debate and decisions on geological solutions to global challenges.  To deliver our science priorities, broader science programme, and underpinning strategic pillars, we require an operational infrastructure with effective and streamlined systems and processes. We require a talented and motivated workforce, sustainable financial management systems, a fit-for-purpose estate of buildings and resilient IT network. These will take place within a strong framework of risk management and assurance. 

The new BGS Strategy

This strategy sets out how the British Geological Survey (BGS) will help stakeholders to make more effective decisions regarding geology and the role of geological processes in better managing the economy, environment, and society.

Our lives are inextricably linked with geological materials and processes, whether as the source of the energy, materials and water we need, as the foundation of our built environment or as the source of many of the hazards we face daily. As the primary UK provider of geological knowledge, information and data, BGS must constantly adapt to serve these changing national and international interests.

We recognise that humanity faces unprecedented challenges in maintaining stability in a climatically-stressed and resource-limited world, where traditional approaches to science and practice are increasingly seen as outdated and insufficient to meet future needs. We have therefore undertaken a root-and-branch review of societal needs and used this to develop a broad programme of science, focusing on four strategic priorities.

Here, we set out how we will invest in the generation of relevant data, information and models. This investment will include the provision of relevant advice to inform decisions about existing problems, as well as new and evolving challenges.

Vision

To be a leading and trusted provider of geological data and knowledge to meet societal need for a sustainable future.

Mission

To use our knowledge of geology to address societal challenges. We generate data, information and expertise through observation, analysis and characterisation of the Earth and its geological processes. We work at a local, regional, national and global scale, monitoring at multiple temporal scales, from real-time to multi-decadal. We are independent and impartial.

BGS

BGS is a world-leading geological survey, undertaking strategic science for the benefit of society. We are part of UK Research and Innovation (UKRI) and a research centre under the Natural Environment Research Council (NERC). BGS is a public body with an independent board.

Global reach

BGS primarily delivers research, products and services relating to the UK, where it is based. We operate internationally to maximise the impact of our science and ensure the global competitiveness of our scientists. In doing so, we contribute to the UK’s international priorities.

Standing capability

We maintain a wide range of skilled staff, laboratories, observatories and research facilities. BGS also undertakes monitoring and analytical research programmes. These enable the timely and authoritative provision of information and advice to governments, industry and civil society.

Working with stakeholders

We meet the needs of multiple stakeholders, from individuals to governments. In a complex world, BGS recognises the importance of working with partners to bridge sectors, international borders, disciplines and the boundaries between the natural and human environments to greatest effect.

Science priorities

BGS Science Challenge Areas

Our science programme addresses several economic, environmental and societal challenges, and is delivered through our three core science challenge areas:

• decarbonisation and resource management
• environmental change adaptation and resilience
• multi-hazards and resilience

These challenge areas are underpinned by a strong digital capability, ensuring that digital processes and innovation support our aims and meet our stakeholders’ needs. Our national and international geoscience programme acquires, analyses and manages geoscience data both for the UK and internationally, and includes geological maps and models as well as the underpinning datasets and reports. We maintain and manage world-class analytical facilities, observatories and sensing networks.

Within this broad programme of science, this new strategy identifies four areas where we will apply particular focus (Figure 1). These are:

• maps and models for the 21st Century
• a more secure energy transition
• improved water security
• better management of geological hazards

These activities represent our highest priorities in helping to tackle the challenges to the environment and society over the next five years.

Maps and models for the 21st Century: Delivering a new programme of geological survey for the UK

Impact

Reduced risk and increased opportunity in all interactions with the subsurface including resource development, water supply, infrastructure, built environment and environmental management.

What will We deliver?

A new programme of systematic 2D and 3D geological survey for the UK, targeting strategic priorities onshore and across our continental shelf.

How will we deliver this?

Through acquisition of new, accurate information from a programme of 2D and 3D geological mapping, BGS will provide evidence-based knowledge of the UK’s geology. This programme will also build a sustainable pipeline of relevant and accessible knowledge and expertise in the geology of our country and, in partnership with key stakeholders, generate new, strategically aligned science and business opportunities.

We will develop mechanisms for the delivery of UK geological information and integrate our mapping of the UK onshore and continental shelf. We will employ efficiency and quality improvements and use new methods and approaches to improve surveys and maximise the value of spatial data. We will aim to grow our capability in airborne geophysical surveys to promote efficient, seamless and value-added geological understanding and data for the UK.

A more secure energy transition: Enabling the use of the subsurface to deliver net zero and resource security for the UK.

Impact

Improved access to secure, affordable, sustainable energy and raw materials from the subsurface, contributing to economic prosperity and net zero targets.

What will we deliver?

New insight for our stakeholders as they optimise the role, scale and location of multiple geological decarbonisation technologies in the UK.

How will we deliver this?

BGS will lead in facilitating the implementation of subsurface, zero-carbon technologies by delivering data, analysis and knowledge. We will use basin- and site-scale assessment and modelling to enhance geological understanding and enable stakeholders to deploy multiple decarbonisation projects.

We will use a portfolio approach to deliver insight into the role, scale and location of multiple geological decarbonisation technologies in the UK. This will provide evidence for improving location and risk assessments and will build understanding of the interaction between different subsurface technologies. We will focus on geothermal energy; carbon capture utilisation and storage; energy storage; radioactive waste disposal and critical raw materials.

BGS will provide data, analysis and knowledge to ensure effective mineral resource management, to support net zero ambitions and to help ensure the UK economy receives a secure and sustainable supply of domestic mineral resources. This will include the national datasets needed to underpin UK mineral sector exploration, development, permitting and regulation.

Improved water security: Recognising groundwater resources and their role in water security, climate change adaptation, human health and livelihoods.

Impact

Increased water supply security through better understanding, monitoring, quantification and modelling of current groundwater availability and quality, and by accounting for future impacts of climate change and emerging industries.

What will we deliver?

The integration of groundwater within wider water-security thinking and quantification of resource potential, limits, value and resilience.

How will we deliver this?

As a recognised UK authority on environmental security (particularly in water and soils) and forecasting change, BGS will employ its geological expertise, world-leading research, laboratories and long-term datasets to provide analysis into and understanding of groundwater and aquifer characterisation. We will look at geological controls on floods and droughts, as well as understanding soil resources, their sustainability and their function. We will characterise groundwater resources and emerging quality constraints across the UK and quantify how geology affects floods and drought.

Working with stakeholders, we will forecast our near-future and longer-term water resource status and develop digital products and services for timely release of up-to-date information to support our stakeholders.

Better management of geological hazards: Mitigating risk through monitoring, characterisation and forecasting of events and their likely impacts

Impact

A UK national centre of expertise in resilience to geological hazards, enabling stakeholders to access monitoring data, forecasts, authoritative information and advice to support risk mitigation.

What will we deliver?

Greater harmonisation in hazard and risk analysis and more focus on mitigation of hazardous climate change impacts. We will improve understanding of and provide information on the distribution of geological hazards, at multiple scales over space and time.

How will we deliver this?

By mapping and monitoring geological hazards such as landslides, subsidence, earthquakes, space weather, groundwater flooding and volcanic events using observational infrastructures, we will improve understanding and provide information on their distribution at multiple scales over space and time. Through further analysis, characterisation, and modelling of geological hazards we will enable society to build resilience to them. We will characterise multi-hazard cascades and better understand how they feed into systemic risk. We will analyse risk through evaluation of vulnerability and exposure, determining the potential impacts of a hazard or multi-hazards on communities, infrastructure and the economy. We will continue to develop innovative technologies, including hardware and software, enhanced sensors, networks, analysis, and tailored platforms for the communication of risk.

Strategic pillars

Our future science priorities and the broader science challenge programme are underpinned by six strategic ‘pillars’. These have a fundamental role in the delivery and impact of our science.

They comprise:

• data and knowledge
• integrated observational and analytical facilities   
• a diverse workforce
• science into policy
• integrating the subsurface into spatial planning
• public engagement

We are committed to these pillars, which are vital in enabling our science programme and priorities for the next five years (Figure 1).

Data and knowledge

Enhancing delivery, communication and use of our scientific outputs by the global community.

What will we deliver?

An increase in the global use of data generated both in-house and by stakeholder communities.

How will we deliver this?

We will develop an enhanced geodata capture platform and pipeline to release the value of all our current and future geospatial data. We will use a ‘hub’ approach to integrate this geospatial data with parameterised data such as that derived from analytical facilities, observatories and sensing networks. We will explore the options for collaboration to create more digital datasets from physical data assets. We will invest in professional and Findable, Accessible, Interoperable and Reusable compliant management (FAIR), storage and development, and the generation of informatics solutions.

Specifically, we will:

• provide authoritative regional and national geological data (both digital and physical) to our stakeholders
• deliver integrated datasets using standardised formats, schemas and vocabularies to enable future research
• create platforms and applications that enable stakeholders to search, access, manipulate and visualise data and products 
• analyse and process data to deliver geoscientific knowledge that will enrich and enable science research
• use our derived scientific datasets to develop innovative technology, infrastructure, tools and platforms

Integrated observational and analytical facilities

Delivering world-leading observational and analytical facilities to address societal and environmental challenges.

What will we deliver?

A world-leading, integrated observational and analytical facilities to support the sensing and characterisation of geological materials and processes across multiple scales. We will provide our stakeholders with equitable access to BGS expertise, capabilities and data as an integral part of BGS’s science delivery.

How will we deliver this?

We will improve digital workflows and data interoperability, enhancing the effectiveness of our observational and analytical facilities.

Specifically, we will:

• enhance relationships with our stakeholders, and our partnerships with national and international agencies and networks  
• drive integration, digital workflows, systematic analysis and innovation across all our laboratory facilities
• develop facilities as a ‘digital transformation engine’ through open digital delivery of integrated, laboratory-scale and FAIR-compliant data and knowledge, which underpin the breadth of BGS’s science programme
• integrate laboratory-derived information with macro-scale studies (such as mapping and monitoring) at the regional and national scales, through observatories and sensing systems, to improve characterisation of the Earth
  
  

A diverse workforce for the future

Demonstrating leadership in the development of a highly skilled workforce and a diverse geoscience ‘talent pipeline’ for the UK.

What will we deliver?

We are committed to providing a working environment that supports equality, diversity and inclusion.

How will we deliver this?

We will play an active role in developing a sustainable and diverse future workforce for BGS and the wider geological professions. In partnership with key stakeholders, we will engage with the talent pipeline to train the next generation of geologists and advance a culture of diversity and inclusivity in the geological sciences.

We will continue to engage with accreditation schemes that underpin our commitment to a diverse workforce, including the Technician Commitment, the Researcher Development Concordat, Athena SWAN and Disability Confident. 

Specifically, we will:

• support PhD students from under-represented communities on geology and geoscience-related projects through the BGS University Funding Initiative
• deliver a ‘GeoAcademy’ for existing undergraduate, postgraduate and early-career scientists, including those from under-represented communities, to enhance exposure to research skills and opportunities in geoscience  
• engage with existing apprenticeship schemes to enable STEM (re)training for geoscientists and technicians, enhancing pathways for people entering the geoscience workforce 
• invest in a scholarship programme for researchers engaged in historical geosciences to encourage engagement and sharing of material held in the BGS archives 
  
  

Science into policy

Informing debate, improving decision making and enhancing policy and regulation with impartial evidence and advice.

What will we deliver?

Independent and authoritative advice to the UK Government and the national administrations in Scotland, Wales and Northern Irelandthrough targeted delivery of our geoscience data, knowledge and expertise.

How will we deliver this?

We will support and inform evidence-based policy development and decision making across the UK and internationally. We will focus on our science priority areas. We will be more visible to the policy community, supporting and informing geoscience-related policy development and decision making in priority topics.

Specifically, we will:

• provide the UK Government and other stakeholders with the breadth and depth of BGS’s expertise in and perspective on topics related to our science priorities
• improve our overall ‘visibility’ and our capability to react and deliver data and knowledge to inform evidence-based policy
• actively bring potential geoscience-related opportunities and threats to the attention of the policy community, especially where Government is otherwise ‘unsighted’ and does not have dedicated policy teams covering these topics
  
  

Integrating the subsurface into spatial planning

Using our knowledge of the underground to improve decisions about how and where to develop land.

What will we deliver?

We will significantly increase the presence of a more strategic, coordinated approach to spatial (land-use) planning in a system that is a key enabler of important societal goals, such as: national infrastructure, economic development, housing, and environmental protection.

Spatial planning is the system that regulates the use of land across the UK. As such, it is a key enabler of both economic growth and environmental protection. Spatial planning impacts on a diverse range of stakeholders across the public sector, industry and civil society.

How will we deliver this?

We have expertise in systems and technologies that use the subsurface, such as groundwater and mineral extraction, geothermal energy, energy storage and waste disposal.

Underground developments can sometimes be controversial for communities and, together with their technical complexity, presents a considerable challenge to the consideration and timeliness of decisions made by the planning process.

Specifically, we will:

• develop an informed, innovative and cross-disciplinary approach to providing geological data, knowledge and expertise to the spatial planning system
• adapt our outputs to recognise the wide variety of stakeholders in the spatial planning system across the UK, addressing in particular the technical complexity associated with managing the subsurface
  
  

Public engagement

Engaging and inspiring public groups and informing societal discourse and actions about geological solutions to global challenges.

What will we deliver?

We will engage in national and regional conversations, focusing on our science priorities, and develop trusted partnerships with a range of stakeholders. We will engage with a diverse audience to influence and inspire the next generation of geoscientists.

How will we deliver this?

We will create a new hub from which we will deliver targeted geoscience engagement. In partnership with our stakeholders, we will support learning in schools, broaden public understanding and encourage diverse communities to engage in geoscience.

Specifically, we will:

• collaborate with partners to design and implement meaningful programmes of work to support and deliver community engagement with our science priorities
• enable our staff to participate in public engagement, community relations and outreach activities
• use conversations with the public to help shape our understanding of the role geology and geoscientists play in addressing global challenges
• provide the bridge between science, policy and communities

Enabling infrastructure

To deliver these science priorities, our broader science programme and the underpinning strategic pillars, BGS requires an operational infrastructure with effective and streamlined systems and processes. We need a talented and motivated workforce, sustainable financial management systems, a fit-for-purpose estate of buildings and a resilient IT network. These will function within a strong framework of risk management and assurance. 

People

• Recruit, retain and develop individuals who are engaged with the organisation’s values and have the skills and drive to deliver the BGS Strategy
• Build a trusted, integrated leadership culture that incorporates our values
• Ensure there are open and effective lines of communication between staff and leaders
• Facilitate future ways of working that enhance the organisation’s ability to meet its business objectives

Delivering financial sustainability

• Invest in improving our project management, financial management and business development capabilities and systems
• Strengthen our approach to managing collaborations and partnerships
• Enhance our business development framework to maximise income
• Maintain a deep understanding of existing markets for BGS science
• Develop and grow income from new and emerging market sectors

Risk management and assurance

• Continue to prioritise health and safety to embed a strong safety culture in our laboratories, during fieldwork and across all our sites
• Roll out new risk management processes and tools to all staff
• Strengthen our internal audit functions, ensuring that priority risk areas are fully addressed
• Improve our organisational resilience by putting a renewed focus on business continuity management
• Ensure that our processes for environmental and sustainability management reflect evolving best practice and are fully embedded into all our science and operational activities

Estates and IT infrastructure

• Review, prioritise and rationalise existing estates and observatory infrastructure
• Work with UKRI and NERC to secure funding to deliver net zero across our estates
• Undertake a programme of modernisation and development to ensure we maintain our estates-based science capabilities, including developing a business case for investment in our Keyworth site
• Ensure a secure, resilient and integrated IT infrastructure guaranteeing consistent workflows onsite, offsite and for hybrid workers

Implementation

The BGS Strategy sets out how BGS will help stakeholders to make more effective decisions regarding geology and the role of geological processes in better managing the economy, the environment and society. We will implement the strategy through our business planning process, which is reported through a dedicated annual report published on the BGS website as a core part of the BGS Board and NERC Memorandum of Understanding (MoU) (Figure 2).

Strategic planning documents

This documentation is used to implement and monitor the BGS Strategy, evaluation, annual reports and business plan. Figure 2 shows the relationships between these reports, BGS governance and external stakeholders.

• BGS-NERC MoU: describes the governance, management arrangements and relationship between BGS and NERC
• BGS Evaluation: provides an independent evaluation of BGS’s role as defined in the MoU between NERC and BGS
• BGS Business Plan: sets out a clear roadmap of how we implement our organisational priorities, as outlined in our strategy. We report on progress against this in the BGS Annual Report