In this section, you can find out about National Grid’s purpose, vision, strategy and values. Read about our people, our financial performance, corporate governance and our history.
National Grid lies at the heart of a transforming energy system, spanning the UK and the US.
Our businesses supply gas and electricity, safely, reliably and efficiently to millions of customers and communities. But we also drive change through engineering innovation and by incubating new ideas with the power to revolutionise our industry.
As the world changes to embrace cleaner energy and businesses shift to operate in a more responsible way, we are leading that charge. We are focused on finding ways to decarbonise the energy system; from building interconnectors to allow the UK to share clean energy with our neighbours in Europe, to investing in renewable energy generation in the US.
We connect people to the energy they need to live their lives. We continually strive to find a better way. We Bring Energy to Life.
The power of our business lies in our people. Their expertise and dedication enables us to deliver to our customers. We are dedicated to supporting their ongoing development, wellbeing and to encouraging inclusion and diversity in the workplace, because we believe that everyone should be able to bring their whole self to work to allow them to achieve their full potential.
Making a positive impact is essential to who we are and what we do. Whether this means helping young people to become the problem solvers of tomorrow, supporting our customers to use energy efficiently or helping tackle global climate change, acting responsibility informs everything we do, every day.
23,069 employees worldwide
In the UK
4,481 miles (7,212 kilometres) of overhead electricity lines*
1,391 miles (2,239 kilometres) of underground electricity cables*
4,740 miles (7,630 kilometres) of high-pressure gas pipes*
90% of electricity imported by our electricity interconnectors will be from zero carbon sources by 2030
By 2024 our electricity interconnectors will import enough energy to power 8 million homes
In the US
9,109 miles (14,659 kilometres) of overhead electricity transmission lines*
105 miles (169 kilometres) of underground electricity transmission cables*
35,682 miles (57,425 kilometres) of gas pipelines*
7.8 GW capacity of interconnectors in operation or under construction
Over 2.4 GW of wind and solar energy projects that are operational or currently under construction
Connected over 200 MW of rooftop solar for 27,000 customers across the U.S. through its partnership with Sunrun
National Grid Partners
$250M technology fund launched in 2018
20 investments to date
*Figures provided as part of 2019/20 Annual Report.
We have four strategic priorities for our business that will help us make our purpose possible and achieve our vision of being at the heart of a clean, fair and affordable energy future. We explain each one below.
Climate change is the defining challenge of this generation. The decisions we take now will influence the future of our planet. We know we must make significant changes to curb harmful emissions and we’re already a thought leader for the industry on how to make this happen.
We’ve also made good progress on reducing our emissions – by 68% since 1990. This is well ahead of our original target of 45% by 2020. But to get to net zero, there’s much more to do.
We’ll support the decarbonisation of the communities we serve, migrating to cleaner energy solutions across the board. We’ll enable a fully decarbonised electricity grid through grid modernisation and increased flexibility, and connect renewables quickly and efficiently.
We’ll lead the way in the decarbonisation of gas, investing in a range of solutions like renewable natural gas, blending hydrogen in our network and carbon offsetting. And we’ll enable the decarbonisation of transport, building electricity network flexibility and supporting charging infrastructure.
Delivering safe, reliable and affordable energy for our customers around the clock no matter what the weather, is at the heart of what we do. It’s our licence to operate.
This is more important than ever. We can only deliver on our vision for clean energy in the long-term if we get the fundamentals right in the short-term. It means driving operational excellence and financial discipline through every part of our business while working efficiently and maximising productivity day-to-day. It also means building relationships with regulators and policy-makers that strengthen partnerships and unlock added value.
It’s about making smart choices, prioritising the things that really matter and working effectively across the business to avoid unnecessary duplication and unlock economies of scale.
In a rapidly changing energy sector we need to keep pace, evolving our organisational capability so that we’re set up to deliver our vision.
Over the next decade, we will continue to anticipate and adapt to changes in faster and smarter ways, remaining at the cutting edge of engineering and asset management, innovating more sustainable energy solutions.
We’ll do this better than ever before, unlocking long term value through effective change, strengthening our customer focus and sharpening our commercial edge. And we’ll digitalise our processes and systems, whether that’s using artificial intelligence to visualise underground infrastructure or equipping our people in the field with tablets and smart phones.
National Grid is at the heart of the energy future and our people are at the heart of National Grid. We may be 22,000 colleagues strong, but when each individual is empowered to succeed, we’re even stronger.
We’ll build diverse and inclusive teams that reflect the communities we serve, attracting the best talent and recognising great achievements. We’ll prioritise learning and personal development, supporting every colleague to perform at their best. We’ll develop the right skills now and in the future to accelerate the energy transition.
And through our people, we’ll help our communities to achieve their own climate and carbon ambitions, creating opportunities for 45,000 young people from lower income backgrounds along the way.