National Grid's approach to Crisis Management
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Transcript of National Grid's approach to Crisis Management
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www.thebci.org 1
National Grid’s approach to Crisis Management
Nik Wileman
Crisis Management Manager
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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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www.thebci.org 3
National Grid
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www.thebci.org 4
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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www.thebci.org 5
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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
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Broad Approach
7
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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www.thebci.org 8
Crisis Management
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Some recent external examples
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“An abnormal and
unstable situation that
threatens the
organisation’s strategic
objectives, reputation or
viability.”
What is a crisis?
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Incident or crisis?
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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
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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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www.thebci.org 14
How do we respond?
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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.
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Incident / Issue Escalation
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Escalation
Incident
Major incident
Crisis
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In reality it is often messy….
Incident
Error
Mistake
Crisis
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Our response structure
Strategic
Tactical
Operational
INCIDENT
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Our response structure
Strategic
Tactical
Operational
INCIDENT
Crisis Management Team
£ $ £
www
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Battle Rythmn
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Outside National Grid
Government Regulators
Industry Responders & Advisors
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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
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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?
25
Mission Statement
Strategic Objective
1
Strategic Objective
2
Strategic Objective
3
Strategic Objective
4
Strategic Objective
5
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www.thebci.org 26
How do we prepare?
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27
Expert Advice
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Exercising
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www.thebci.org 29
Are we ready???
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Reflections
Lieutenant Colonel Guy Chambers Joint
Regional Liaison Officer
British Army
HQ 143 (West Midlands) Brigade
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