National Grid (LSE:NG.), the UK and US electricity and gas networks operator, is overhauling its operating model to sharpen accountability and execution across the business.
From 1 September, the Group Executive Committee shrinks from 13 to 8 members, with individual business units in each market consolidated under single UK and US Presidents.
Cordi O'Hara becomes President, UK, overseeing both Electricity Distribution and Transmission, while Sally Librera takes the US role on an interim basis, leading electricity and gas operations across New York and New England pending a permanent search.
Carl Trowell is appointed President of Global Capital, a new team tasked with improving cost and schedule performance across the group's capital programme.
Alice Delahunty becomes Chief Technology and Innovation Officer, taking enterprise-wide responsibility for scaling technology deployment, including bringing National Grid Partners' pilot projects into global rollout.
A separate Finance function under the Chief Financial Officer takes sole ownership of strategy, M&A and growth.
"National Grid is delivering the largest investment programme in its history, committing at least £70 billion to modernise and expand the energy networks across the UK and the US Northeast to support electrification. This demands an organisation with absolute clarity of accountability and a relentless focus on performance," said Zoë Yujnovich, chief executive.
The group's financial reporting structure is unchanged, with UK Electricity Transmission, UK Electricity Distribution, New York, New England and National Grid Ventures continuing to report separately.
News Intelligence what this means for the company
National Grid is cutting its executive committee from 13 to 8 members and appointing single UK and US Presidents, effective 1 September, to tighten accountability around its £70 billion five-year capital investment programme. The restructure consolidates business units under clearer reporting lines—UK Electricity Distribution and Transmission under one President, US operations under another—while creating a dedicated Global Capital function to improve cost and schedule performance. Financial reporting lines remain unchanged, so the move is organisational rather than strategic.
The restructure signals management's intent to execute a large capital programme more efficiently, but does not alter the underlying regulated utility model or financial reporting. Investors should monitor whether the flatter structure and new Global Capital role deliver measurable improvements in project delivery and cost control over the next 12–24 months.
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