Performance – communities

At National Grid we bring energy to life and work hard to exceed the expectations of our communities. We want to see the communities where we live and work thrive and be economically strong. 

We support communities through employee volunteering, providing community grants and working in partnership with local charities and community groups. 

Last year our overall additional contribution to the communities where we live and work was valued at £73 million.

Network reliability

Our principal operations, delivering energy every second of every day, are critical to the functioning of the economies and communities we serve. The reliability of our energy networks is one of our highest priorities after safety.

Network reliability is measured separately for each of our business areas. The table below provides a simple visual representation of our performance across our networks.

Table: Network reliability

  Target/ base%16/1717/18 

UK Electricity Transmission

T99.999999.99996499.999984exceeded
UK Gas TransmissionT10099.9750099.996151not achieved
US Electricity TransmissionB99.999.9799.953no target
US Electricity DistributionB99.999.99499.995no target

Key:
T
– Target
B – No target set, as set individually by each jurisdiction. Accordingly, we set a base and report performance above the base.

Customer service

In the UK, to measure the degree to which our customers are satisfied with the service we provide, we report against targets set by Ofgem for our UK Electricity Transmission and UK Gas Transmission using customer satisfaction scores.

In the US, we now use the Customer Trust Advice survey metric for US Residential customers. This survey focuses on the services we provide and the overall satisfaction of the customer with National Grid; asking about the level of trust they have in our advice to make good energy decisions.

The table below summarises how we measure customer satisfaction and also shows our targets for each business area.

Table: Customer satisfaction

UK Methodology: RIIO-related metrics agreed with Ofgem. Measure: score from surveys.

US Methodology: Customer trust advice metric. Measure: score from surveys.

NGV: Net Promotor Score (NPS)Measure: score from surveys

 16/1717/18Target
UK Electricity Transmission7.47.7

 6.91

UK Gas Transmission8.07.6

 6.91

US – Residential260.7%56.6%57.4%

NGV

 - +34 - 

1. NPS is a commonly used tool to measure customer experience. It's an index ranging from -100 to +100.

2. Figures represent our baseline targets set by Ofgem for reward or penalty under RIIO. The maximum score we can receive is 10.

3. Our US customer satisfaction methodology is the Customer Trust Advice survey metric. The survey specifically focuses on the services we provide for our customers and represents their views of us.

Community investment

We support the communities in which we live and work, providing positive benefits and helping them to thrive. We do this by being responsible citizens, through employee volunteering and fundraising for good causes, investing in community organisations and providing community grants.

During 2017/18 we:

  • invested over £73 million to support community initiatives and relationships across our operations1.
  • exceeded our fundraising target during an 18-month partnership with the Alzheimer's Society, raising over £270k – we also raised £226k for other charities and good causes.

  • continued to support our Power to Serve employee volunteering programme in the US, which promotes our stewardship and safety principles.
  • worked with 36 local United Way chapters in communities across the US territory, providing total contributions of nearly $3 million per year; including employee pledges and ‘matching’ corporate donations.  
  • completed over 35,400 quality interactions with young people on STEM subjects (science, technology, engineering and maths) – we measure a quality interaction as being one that is greater than one hour in duration. 
  • contributed £0.9bn total tax to the UK exchequer.

1. The London Benchmarking Group methodology was again used to assess this overall community investment. In addition to our donations, financial support was provided for our Affordable Warmth programme and education programme, 

Total Community Contribution (£million)
A chart to show Total Community Investment

 

Employee volunteering

Our employees have continued to volunteer in their local communities, giving their time, skills and enthusiasm to support a wide range of projects.

Our UK employees provided over 22,390 hours of voluntary support to community projects across the country and raised over £335,800 for good causes. We also raised over £270,000 during our 18-month partnership with the Alzheimer’s Society, which ended in March 2018.

Our UK Community Grant Programme supports local charity projects and community groups with grants of up to £20,000 in areas where we are working. For the year 2017/18 we awarded just over £242,000 worth of grants to a variety of local community projects across the country.

We have continued to support our Power to Serve employee volunteering programme in the US, which promotes our stewardship and safety principles. It seeks to be involved in existing community service projects, as well as creating new volunteering experiences for our employees that will benefit our local communities.

In the US we also support United Way, which aims to create a future through partnerships and collaboration; where all children, youth and families achieve all they can, regardless of their background or circumstances. We work with 36 local United Way branches, providing total contributions of nearly $3 million per year, including employee pledges and matching corporate donations.

Supporting education and employability

National Grid’s UK and US employees and charity partners have given over 35,400 quality interactions of over one hour to young people; encouraging development of the skills and capabilities needed to gain meaningful employment. We focus on science, technology, engineering and maths (STEM) subjects as not enough young people are taking these subjects; presenting a recruitment challenge to engineering based companies like ourselves.

The Engineering UK report 2018 concluded that engineering companies are projected to need an additional 203,000 people with Level 3+ engineering skills every year, to meet demand through to 2024. Engineering skills continue to be in demand outside of industries traditionally deemed to be engineering. Given the talent currently coming out of the educational pipeline, it is estimated that there will be an acute shortfall of these valuable skills. To meet these challenges, we are helping schools, parents and children to see engineering as a modern, dynamic and desirable career with a great future. 

Our employees act as education ambassadors, volunteering their time for a range of activities; including STEM enrichment, careers education and work experience programmes. A number of young people in the US start their journey into the energy industry through our Engineering Our Future programme and go on to join our Company.

More widely, we continue to support  our partnership with the Center for Energy Workforce Development on its ‘energy industry fundamentals’ and we work with veterans through the US Troops to Energy Jobs programme. This is designed to help veterans make the transition from military service to the energy/utility industry.

In the UK, 'EmployAbility – Let’s work together' is our employee-led supported internship programme for young people aged 17 to 25 with special educational needs and disabilities (SEND). 

The programme aims to raise aspirations and significantly improve the likelihood of a young person with learning disabilities achieving paid employment, through the provision of supported work placements. Currently only 6% of people with learning disabilities are in paid employment in the UK. 

In 2017/18 we provided 14 placements at three of our office locations. We have achieved great results so far, with 64% of our supported interns going into paid employment. We want to encourage other businesses and SEND schools/colleges to work together to overcome the challenge of low-paid employment prospects for young people with learning disabilities.

Performance – environmental sustainability

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Performance – people

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