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National Grid’s approach to Crisis Management

Nik Wileman

Crisis Management Manager

Aims of this session

1. Brief introduction to National Grid

2. Refresh the basic concepts of Crisis Management

3. Let you know the way National Grid responds to a crisis

4. Let you know how National Grid prepares for a crisis

5. Are we crisis ready?

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National Grid

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An international electricity and gas company

… based in the UK and northeastern US

We play a vital role in delivering gas and

electricity to millions of people safely, reliably

and efficiently

One of the world’s largest investor-owned

utilities

Approximately 19 million industrial,

commercial and domestic customers

Almost 28,000 employees

63% work in the US; 37% work in the UK

77% males; 23% females; 13.5% ethnic

minorities

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Our structure

Group Director of SSR

UK Resilience Manager

Resilience Officer

Crisis Management Manager Resilience Support Manager

CCA Engagement Officer

Resilience Support Manager

Broad Approach

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Policy

Group Crisis Management Framework

Business Unit Incident Response

Teams

Business Unit Operational Response Teams

SR

C a

nd

Ex

ec

ove

rsig

ht

Clear Policy

Guidelines, Procedures,

Tools for the

Job

Expert

Support E-learning, 1-

2-1 etc.

Supported by

Capability

Framework

Welcomed

Assurance Routine

exercises,

self-

assessment

and bench

marking

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Crisis Management

Some recent external examples

“An abnormal and

unstable situation that

threatens the

organisation’s strategic

objectives, reputation or

viability.”

What is a crisis?

Incident or crisis?

Example crisis triggers

• Major asset or system failure(s) (e.g. a gas supply emergency affecting more than 50,000 consumers)

• Acts of terrorism

• A third party commercial failure Kidnap, extortion or ransom

• The activation of the National Emergency Plan for Gas and Electricity in the UK

• Fatalities or serious injuries to employees, contractors or the public

• A major impact on reputation on a national or international level

• A major impact on the financial stability of the company

• A major impact across multiple business units of a system, environmental or natural disaster

Types of crises

Incident-led (Big Bang)

– Fast moving

– Often leave organisations chasing (rather than controlling) the

situation

– E.g. air crash, train derailment, flood

Issue-led (Rising Tide)

– Slower burn but no less dangerous

– E.g. fuel strikes, corruption

Media (perception) driven

– Public perception and media

– E.g. Winter flooding, BBC…

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How do we respond?

A crisis response is…

Part Machine Part Organism

It has fixed parts and

operating systems. It has

raw material inputs and

product outputs.

It is not a fixed, rigid entity.

It grows and transforms

according to need and will

flourish if well tended and

supported.

Incident / Issue Escalation

Escalation

Incident

Major incident

Crisis

In reality it is often messy….

Incident

Error

Mistake

Crisis

Our response structure

Strategic

Tactical

Operational

INCIDENT

Our response structure

Strategic

Tactical

Operational

INCIDENT

Crisis Management Team

£ $ £

www

Battle Rythmn

Outside National Grid

Government Regulators

Industry Responders & Advisors

Key CMT membership

Chairperson Finance / investor

relations

Human

Resources

Information

Services Security

(Physical &

Cyber)

General

Counsel /

Legal

Corporate Affairs /

Communications

Government

Liaison

Safety, Health

and Environment

Lead Business

Unit(s)

CMT

Support

Manager

What must the CMT do?

• GRASP – quickly understand what has

happened and how this potentially affects

National Grid both now and in the future

• GRIP – establish visible, effective and timely

strategic leadership of the crisis situation

• GUIDE – establish a structured strategic plan to

provide a clear, flexible and scalable operating

framework throughout the crisis situation

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How do you eat an elephant?

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Mission Statement

Strategic Objective

1

Strategic Objective

2

Strategic Objective

3

Strategic Objective

4

Strategic Objective

5

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How do we prepare?

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Expert Advice

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Exercising

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Are we ready???

Reflections

Lieutenant Colonel Guy Chambers Joint

Regional Liaison Officer

British Army

HQ 143 (West Midlands) Brigade

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