Network

NETWORK / 12 / DECEMBER 2016/JANUARY 2017 N ational Grid's role in UK energy is unique. With responsibilities spanning gas transmission and distribution, electricity transmission, interconnection and system operation, and with camps on both sides of the Atlantic, it is a leviathan with broad and deep influence. It's approach, therefore, to the challenges of energy system transformation is critically relevant to other players in the landscape. Its decisions to embrace or reject certain trends, technologies and market developments will directly affect the shape of our future energy system, and the pace at which that future is realised. The man responsible for endorsing and implementing National Grid's approach to system transformation is John Pettigrew, who succeeded Steve Holliday as National Grid chief executive in May 2016. Pettigrew's career – which has played out entirely at Power Play National Grid since he joined as a graduate trainee – has instilled a deep-seated fascination with the ongoing process of change enveloping the energy industry. It has also given him varied perspective, gained through roles in most parts of National Grid, from gas distribution to electricity system operation and a stint in the US business. What views has Pettigrew developed about some of today's key system challenges? Should there be an independent system operator? One of the advantages of being a round a long time is that I have seen the SO role evolve. I actually ran it for a while. It has constantly evolved. I find it interesting that people talk about the future transformation of the energy sector – actually we are in the midst of it. There's obviously a lot of talk in the market about What does the energy system's most influential chief executive think about current transformation challenges? IntervIew

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