Vision and strategy
Our vision describes how we create value – not just today, but in the future too. The needs of our customers, shareholders and communities are at the heart of everything we do.
Our vision statement clearly describes the ambitious challenge we have set ourselves – to make sure we deliver value for them every day. Our vision is:
We will exceed the expectations of our customers, shareholders and communities today and make possible the energy systems of tomorrow.
Our vision also looks to the future, reminding us of the critical role we will play for future generations. We are already seeing changes in our energy system as more renewable and decentralised generation is introduced. To be relevant in this future, we have to play an active role in helping shape the energy landscape, and benefitting from what it provides.
We have three strategic priorities for our business that will help us achieve our vision. Each one is explained below:
"We are focused on three strategic priorities for our business, which will set the foundations for our future success"
John Pettigrew, Chief Executive
Our customers want and need us to be more efficient, so we must find ways to improve how we run our business. We have looked at enhancing our productivity and customer experience through more efficient and customer-focused processes. Given the scale of our core business in the UK and US, even small improvements will have a huge impact on our overall performance. Finding new ways of optimising our operational performance will be an important factor in our ability to compete and grow. It creates the financial capacity and the capability for us to future-proof our business.
Delivering strong operational performance provides us with a foundation to pursue other opportunities. We will continue to pursue business development opportunities that are close to our core business. In the US, we will build on our successful efforts over the past two years to pursue opportunities in electricity and gas transmission. In the UK, interconnectors and competitive onshore transmission projects will be our focus over the next decade.
We need to future-proof our business against the effects of a changing energy landscape. The operation of our networks is already affected by changes to the generation mix, while the needs and expectations of our customers are evolving.
Our preparations for the future have already begun in the UK and US with National Grid Ventures, which brings together our non-network businesses to focus on targeted investment in the energy sector outside of our core business. We are also looking to develop new capabilities that are essential for long-term success.
For example, our partnership with Sunrun, the largest dedicated residential solar company in the US, allows us to increase our capability in the distributed energy space, and enhance our ability to meet the changing energy needs of our customers and communities.