National Grid Transco (NNGD) Risk Analysis
Risk Overview Q1, 2022
Risk Change Over Time
No filing history is available.
- Accounting & Financial Operations - Risk 1Asset failure
There is a risk of a catastrophic asset failure leading to a significant safety or environmental event. We continue to focus on risk mitigation actions designed to reduce the risk and help meet our business objectives, including the following: Ongoing preventative measures: • inspection and maintenance programmes including defect management; • UK and US winter-preparedness plans; • US storm-hardening programme; and • outage planning. Event response: • emergency response plans; • incident-management system; • disaster recovery; and • business continuity management. Embedded Group-wide process safety management system: • to make sure a rigorous and consistent framework of risk management exists across our high-hazard asset portfolio, with safety-critical assets clearly identified on the asset register. Implemented asset management and data management standards, including: • supporting guidelines to provide clarity on what is expected; and • a strong focus on what we need in place to keep us safe, secure and legally compliant. Established capability frameworks to make sure our workforce has the appropriate skills and expertise to meet the performance requirements in these standards.
- Accounting & Financial Operations - Risk 2Financial risks
While all risks have a direct or indirect financial impact, financial risks are those which relate to financial objectives and performance. Financial risk management is a critical process used to make investment decisions and aims to maximise investment returns and earnings for a given level of risk. None of our financial risks are currently classified as GPR. Our key financial risks are described in note 32 to the financial statements on pages 211 – 223.
Risk Highlights Q1, 2022
Risk Word Cloud
Risk Factors Full Breakdown - Total Risks 9
- Economy & Political Environment - Risk 1AddedPolitical and societal expectations and perceptions
There is a risk that we do not position ourselves appropriately to political and societal expectations. Processes and resources are in place to review, monitor and influence perceptions of our business and our reputation by: • enhancing and consolidating our digital roadmap and social channels; • developing an internal forum to increase management of stakeholder and media reputational issues; • meeting our commitment to be a responsible business (see pages 60 - 69); and • promoting partnerships and proactive policy-change discussions across the jurisdictions where we operate. Considerations on emerging risks and horizon-scanning activities have also been addressed as part of financial and reputational impact assessments. These processes, along with twice-yearly Board strategy discussions, are reviewed regularly to ensure they continue to support our short- and long-term strategy. We regularly monitor and analyse market conditions, competitors and their potential.
See a full breakdown of risk according to category and subcategory. The list starts with the category with the most risk. Click on subcategories to read relevant extracts from the most recent report.