Northern Gas Networks

Breaking Down Barriers Impact Report

Assessment 1

2

Assessment Contents

Contents 0

Forewords

1

An Introduction to Northern Gas Networks

2

Powering a Fairer Future

3

Benchmarking NGN’s Activity Against the Purpose Goals

4

Analysis

5

Regional Opportunity Barrier Assessment

6

Recommendations and Next Steps

Contents 3

0. Forewords

the communities it serves. In an economic climate

where energy affordability remains one of the most pressing concerns for households, the sector’s role

stretches far beyond the technical to the economic, social and environmental.

NGN’s work reflects these realities. It is investing in

innovation, from hydrogen blending to biomethane, preparing its network for a low-carbon future

while keeping costs down. It is working closely with

partners, from schools to local authorities, to break down barriers to opportunity. And importantly, it is embedding young people’s voices into the heart

of its planning. At a time when the UK faces critical skills shortages, its Youth Innovators Council is a

model of how to inspire future talent and ensure

0.1. Rt Hon Justine Greening, Chair of The Purpose Coalition and Former Secretary of State for Education.

It is a definitive moment for the UK’s energy sector.

The choices we make now will shape not only

how we heat our homes and power our industries, but also how we build a fairer and more resilient

economy. In a period marked by rising living costs,

rapid technological change and the need to deliver net zero, the country needs energy companies that

in this sector.

The work to improve career progression and build an inclusive workforce is equally vital.

A modern energy system needs people with

diverse experiences, clear routes into skilled roles and employers that invest in their development.

NGN’s approach to leadership pipelines,

apprenticeships and wellbeing shows how this can be delivered in practice.

can both lead and listen.

At community level, NGN’s trusted presence in

Northern Gas Networks (NGN) is one of those

need early and act on it. Its support for vulnerable

organisations. Its roots lie in keeping people safe

and warm. Today, that responsibility has expanded into something far wider. It sits at the centre of

communities across the North of England, from

major cities to rural hamlets, supplying energy to millions every day. That reach brings enormous

opportunity. It also brings a duty to use its expertise and resources to support the people it serves and

homes across the region means it can identify

customers, including the Warm Homes Network and Centres for Warmth, demonstrates how an energy provider can play a constructive role in

tackling fuel poverty and improving quality of life.

These are real interventions making a measurable difference at a time when many households are under sustained pressure.

to help shape a fair transition to cleaner energy.

The energy transition will redefine our national

This report sets out how NGN is approaching

to fairness. The North of England has powered the

that challenge, acknowledging the scale of the shift ahead and working to ensure that

decarbonisation strengthens, rather than sidelines,

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the next generation can see a place for themselves

Forewords

infrastructure. It must also redefine our commitment country for generations. With the right leadership,

it will power a fairer, greener future too. This report

highlights how NGN is helping to make that possible.

Breaking down barriers to opportunity is not a

separate strand of our work. It is embedded in

how we operate. Whether through supporting households facing fuel poverty, investing in

Centres for Warmth, or working with partners

through the Warm Homes Network, we are focused

on practical interventions that make a measurable

difference. Affordability remains a pressing concern for many families, and we recognise that delivering a reliable service must go hand in hand with supporting those most in need.

At the same time, we are preparing our network

for the future. Through projects such as East Coast Hydrogen we are supporting the decarbonisation

0.3. Mark Horsley, Chief Executive Officer, Northern Gas Networks I began my career in the energy sector over four

decades ago. In that time, I have seen our industry evolve in ways that would once have seemed

unimaginable. What has not changed, however, is the core responsibility at the heart of what we do:

of industry and power and helping to build the

foundations of a low-carbon energy system. But

technology alone is not enough. The transition must create opportunity. That is why we are investing in

skills, apprenticeships and our Green Academy, and

why we established our Young Innovators Council to ensure that young people have a voice in shaping the sector they will inherit.

keeping people safe and warm.

As a regulated utility, we are rightly held to high

Today, that responsibility carries a broader

We are proud of our performance and our track

meaning. The energy transition is not simply about changing the fuels that flow through our pipes.

It is about ensuring that, as we decarbonise, we

do so in a way that strengthens the communities we serve. This report reflects our belief that the

standards of efficiency, safety and customer service. record of delivery. Yet our ambition is broader. We

want to be a force for good in the North of England,

aligning infrastructure investment with social value and environmental progress.

transition to net zero must also be a transition to

The North has powered this country for generations.

the North of England.

commitment, it will power the next era as well.

greater fairness, opportunity and resilience across

Northern Gas Networks serves 2.9 million

properties, reaching cities, towns and rural

communities across the North East, Yorkshire and northern Cumbria. We operate critical

With the right partnerships, innovation and

This report demonstrates how we are working with The Purpose Coalition and our regional partners to ensure that the energy transition leaves no community behind.

infrastructure, but our work goes beyond assets

Our task now is to build on this progress with

region. That brings with it a responsibility to listen

excellence with empathy and accountability, we

and regulation. We are part of the fabric of the

carefully, to act deliberately and to use our reach to deliver positive change.

clarity and determination. By combining technical can help shape an energy system that is not only cleaner, but fairer too.

Forewords 5

1. An Introduction to Northern Gas Networks (NGN) 1.1. Background Northern Gas Networks (NGN) is one of the

This framework ensures that gas networks

Great Britain, responsible for operating and

and customer service while delivering value

four regional gas distribution networks in

maintaining the infrastructure that delivers gas to homes and businesses across the

for customers.

North of England.

For two decades, NGN has consistently ranked

Established in 2005 following the divestment

Britain. Alongside this operational performance,

of regional gas distribution operations by

National Grid, NGN now manages more than 37,000 kilometres of pipeline infrastructure

and supplies gas to approximately 2.9 million

among the most efficient gas networks in Great the organisation plays an increasingly important role in supporting the UK’s transition to a lower-carbon energy system.

properties across the North East, northern

As the country works towards its Net Zero

it provides an essential service to an estimated

continue to provide safe and reliable services

Cumbria and much of Yorkshire. In doing so, 6.8 million people across the region.

Headquartered in Leeds and employing around 1,500 colleagues, NGN operates

across a geographically diverse region that

includes major urban centres such as Leeds,

2050 commitments, energy networks must today while preparing infrastructure and

communities for the energy systems of the future. NGN’s long-term vision reflects this

responsibility: to help deliver a fairer, greener future for the North of England.

Newcastle, Hull and York alongside rural and

This vision recognises that the energy

North Yorkshire.

but also a societal one. Ensuring that communities

remote communities across Cumbria and

As a privately owned but highly regulated

utility, NGN operates within the framework

established by Ofgem, the UK’s energy regulator.

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maintain high standards of safety, reliability

Introduction

transition is not only a technological challenge remain supported, that vulnerable households are protected, and that opportunity is shared

across the region will be central to delivering a successful transition.

1.2. NGN’s approach to Breaking Down Barriers

As the gas distributor for the North of England,

These commitments focus on: •

NGN provides an essential public service that

•

and businesses rely on the network to heat

•

underpins everyday life. Millions of households homes, cook meals and power industry.

NGN’s purpose reflects this responsibility.

•

The organisation exists to keep customers safe,

•

and businesses and industry powered, while

•

colleagues healthy and inspired, homes warm,

ensuring that the network remains resilient and reliable for generations to come.

Working collaboratively with partners and

stakeholders to develop solutions to shared challenges

Being transparent and accountable in decision-making

Ensuring the transition to net zero is fair and

inclusive, so that no communities are left behind Innovating to enhance environmental

sustainability and community wellbeing

Using data and technology to improve network performance and customer experience

Delivering value for money by maintaining efficiency and keeping costs as low as possible for customers

In practice, this means recognising that energy

Together, these commitments reflect NGN’s belief

Through its daily interactions with customers,

supporting regional prosperity and social inclusion.

infrastructure sits at the heart of communities. partners and local organisations, NGN has a

unique opportunity to support wider social and economic outcomes across the region.

This approach is reflected in the

organisation’s regulatory business planning.

Energy networks operate within Ofgem’s price control framework, which requires companies to submit detailed business plans setting out how they will invest in infrastructure, deliver

that energy networks can play a wider role in

Alongside its operational responsibilities, NGN has

also developed its People and Planet Strategy, which provides a framework for delivering positive social and environmental impact. This strategy focuses on supporting vulnerable customers, improving workforce inclusion, investing in sustainable

infrastructure and helping communities navigate the transition to a lower-carbon energy system.

services and provide value for customers.

Underpinning this work are NGN’s organisational

2026–2031 has been shaped by extensive

intellectually curious and community-focused.

NGN’s RIIO-GD3 business plan for the period engagement with customers, communities and stakeholders across the North.

Through this engagement, NGN worked with more than 13,000 individuals to understand

values: heartfelt, empowered, trailblazing, happy, These values were developed through engagement with colleagues across the organisation and

reflect the culture that guides how NGN works with customers, partners and communities every day.

the priorities and expectations of the

By combining infrastructure expertise with

helped define the organisation’s commitments

and inclusion, NGN aims to ensure that energy

communities it serves. These insights have and the principles that guide how success is measured.

strong partnerships and a commitment to fairness delivery across the North of England supports

both regional prosperity and a sustainable future.

Introduction 7

1.3 Working with The Purpose Coalition The Purpose Coalition measures organisations against a set of sector-relevant social

impact criteria. The Purpose Goals outline 15

interconnected impact barriers to opportunity.

By drawing on expertise provided by academia and business, the Goals are designed to specifically address some of the unique challenges facing the UK.

The Coalition’s cross-party work brings

together the UK’s most innovative leaders,

parliamentarians and businesses to improve, share best practice, and develop solutions for improving the role that organisations can play for their customers, colleagues

and communities by breaking down barriers to opportunity.

The Purpose Coalition is chaired by Rt Hon

Justine Greening, the UK’s former Secretary of State for Education, Transport and International Development.

The Goals were designed following Justine

Greening’s experience as Secretary of State

The SDGs as interlinked goals emphasised

UK’s delegation to the Convention of the

and economic aspects of development and

for International Development, leading the

United Nations (UN) that established the 2015 UN Sustainable Development Goals (SDGs).

The Purpose Goals apply the SDGs in a UK context.

the interdependent environmental, social,

centralised the role of sustainability. At the time,

Justine recognised how transformative a common set of accessible but ambitious goals could be in galvanising action to effect change. After

leaving Government in 2019, Justine established

the Purpose Coalition and Social Mobility Pledge

with the intention of galvanising UK economic and

The Goals are intended to guide ambition, provoke action, and measure progress.

8

Introduction

social actors to improve social mobility in the UK. The Purpose Goals focus on key life stages and

highlight the main issues that need to be resolved to break down barriers to opportunity in the UK. The Goals are intended to guide ambition, provoke action, and measure progress.

2. Powering a Fairer Future The UK’s gas industry is undergoing a once-in-

But for millions of households, the biggest

its 2050 net-zero emissions target, the role of

As of 2025, around 12 million UK households are

a-generation shift. As the nation works toward

gas - long a reliable, affordable energy source for homes and businesses - is being fundamentally

reimagined. What’s emerging is not just a technical transformation, but a social one: a new energy future that must be cleaner, but also fairer.

Much of the focus today is on replacing fossil gas

with low-carbon alternatives, especially hydrogen and biomethane. These fuels could play a central

role in decarbonising heat which still accounts for

challenge isn’t infrastructure - it’s affordability. spending more than 10% of their income on

energy, placing them in fuel poverty (Global Counsel, 2024). Even though Ofgem has

recently lowered the energy price cap by 7%, bringing the average bill down to £1,720,

prices remain significantly above pre-crisis levels (The Guardian, 2025). Meanwhile,

household energy debt has surged to £3.8

billion, a record high (The Guardian, 2025).

over 20% of the UK’s total greenhouse gas emissions.

There is growing consensus that targeted

the way, aiming to remove 600,000 tonnes of CO2

like NGN are working directly with customers

Projects like HyNet in the North West are leading annually - roughly the same impact as taking

125,000 cars off the road (EET Hydrogen, 2025).

On the opposite coast, the East Coast Hydrogen

support is needed, and purposeful businesses to tailor support and their offering directly to the needs of the people they serve.

initiative plans to repurpose existing infrastructure

This transition also brings opportunity.

potentially decarbonising over 30% of the UK’s

alongside modernised gas infrastructure,

to supply clean hydrogen to homes and industry, gas demand (East Coast Hydrogen, 2025).

Companies like NGN are already adapting

their networks to support this transition, leading the way in hydrogen demonstration and infrastructure repurposing.

This future is also being supported by regulation.

The development of a hydrogen economy, could support thousands of green jobs,

particularly in industrial regions that have

powered the UK for decades. Yet there is a risk:

without clear national policy, long-term funding commitments, and inclusive planning, parts

of the country - and parts of the population could be left behind.

Through the RIIO-2 price control framework,

The task ahead is to ensure the decarbonisation

and electricity sectors by linking investment to

socially responsible. That means aligning

Ofgem is driving performance across the gas

emissions reductions, innovation, and customer

service. Between 2021 and 2026, it is expected that

£30 billion will be invested into modernising the UK’s

energy networks - laying the groundwork for a more flexible and low-carbon system (Ofgem, 2020).

of gas is not only technologically sound, but innovation with affordability, and climate

targets with community needs. If done well,

this transition will not just change what flows through our pipes - it will help build a more

equal and resilient energy system for everyone.

Much of the focus today is on replacing fossil gas with low-carbon alternatives, especially hydrogen and biomethane.

Powering a Fairer Future 9

3. Benchmarking NGN’s Activity Against the Purpose Goals This benchmarking reveals the findings of an

While quantitative data can provide useful

Coalition to evaluate NGN’s role in breaking down

lived experiences of employees, the authenticity

independent analysis conducted by The Purpose barriers, identifying areas of best practice, and

where the business could take this contribution even further.

Over the course of many weeks, The Purpose

Coalition held discussions with a wide range of people working within NGN, assessing its work

through the lens of The Purpose Goals framework.

The Purpose Coalition conducts a qualitative

assessment, as it allows for a deeper and more nuanced understanding of how a company’s

culture, practices, and initiatives deliver impact.

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Benchmarking

metrics in some areas, it often fails to capture the of leadership commitment, and the real-world impact on communities.

The Purpose Coalition’s qualitative assessment using its Purpose Goals system, influenced by

its work with over 100 employers and leading UK companies, allows NGN to consider emerging efforts and directional shifts, which may not

yet be reflected in often historic measures. The

Purpose Coalition’s assessment also considers

context, intent, and perceptions - critical elements in evaluating social impact and breaking down the barriers to opportunity.

3 Positive destinations Post 16+

3.1.1. Youth Innovators Council

The NGN Young Innovators Council (YIC) is a youth advisory panel established in 2021 to

integrate the perspectives of young people,

aged 14–19, into NGN’s strategic decision-making.

1.3 Purpose Goal 3 – Positive Destinations Post 16+

Positive destinations post 16 are more important

than ever – not just for young people, but for the

Facilitated by Solutions for the Planet (S4TP), the YIC provides a platform for meaningful

engagement, ensuring that the voices of future customers and stakeholders are considered in the company’s operations and planning.

future of the economy and the energy sector.

Each year, the YIC comprises a diverse group

shortages, particularly in engineering, utilities,

including the North East, Yorkshire, and Northern

As industries across the UK face growing skills and low-carbon technologies, the need to inspire and support the next generation into meaningful careers is critical.

For NGN, this challenge is also an opportunity.

Operating across the North of England, NGN serves communities where barriers to opportunity can

be high – but where talent and potential are just

of young people from across NGN’s footprint,

Cumbria. Members participate in co-created sessions on topics like innovation strategy,

sustainability, net-zero, and customer experience.

For example, in a 2023 session, the YIC provided insights on NGN’s innovation strategy –

directly influencing the business’ approach to integrating new technologies and processes.

as strong. Through helping young people access

The Council’s contributions have tangible

further education, apprenticeships, T-Levels,

In 2025, the YIC collaborated with NGN to design

the right pathways after GCSEs – whether that’s or employment - NGN can help shape a more

inclusive and better-prepared future workforce.

The traditional academic route still plays an

important role, but it no longer suits everyone -

nor does it meet the full demands of a changing

impacts on NGN’s policies and programmes.

an ideal work experience programme, focusing

on hands-on activities, mentorship opportunities, and flexible scheduling. These recommendations are being considered across NGN’s talent development programmes.

labour market. The rise of vocational qualifications

The YIC’s effectiveness in shaping NGN’s

young people enter the world of work, particularly

In April 2025, the council was shortlisted for the

and employer-led training is transforming how

in sectors like energy, which are undergoing rapid transition as the UK moves towards net zero.

strategies has been recognised industry- wide.

Business Innovation Award at the Gas Industry Awards, highlighting its leading role in youth engagement and driving innovation across

NGN is well placed to lead by example. It is

the sector.

routes, and working directly with schools and local

Critically, the Council acts as the voice of

can make a real difference. Supporting Purpose

into young people’s priorities and helping shape

investing in skills, championing diverse career

partners. Through this approach, the company Goal 3 isn’t just the right thing to do for young people - it’s essential for building the skilled,

adaptable workforce that the energy sector and wider economy will need in the years ahead.

future customers, offering valuable insights NGN’s long-term strategies. Members can

progress to NGN’s Customer Panel, maintaining continuity of youth engagement as they transition into adulthood.

Benchmarking 11

3.1.2. Wider Engagement

NGN is also partnering directly with schools,

colleges and universities across the communities it operates in.

NGN’s STEM outreach, including the Safety

Seymour initiative, has engaged over 36,000 primary school students, introducing them to hydrogen, safety, and STEM careers in engaging and age-appropriate ways.

Case Study – Mentoring Future STEM Innovators

Mentors like Andy Simcoe and Beth Swinburn

NGN has a longstanding partnership

Notably, some student ideas, such as a

with the social enterprise Solutions for the Planet, supporting the Big Ideas

Programme. This initiative connects NGN colleagues with students to develop

solutions for sustainability challenges.

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NGN’s commitment to supporting vulnerable customers extends beyond services - it’s embedded in staff training.

Benchmarking

guide students through creating business

plans, enhancing their skills and confidence. wooden satellite to reduce space waste, have mirrored real-world innovations, showcasing the programme’s effectiveness in fostering creativity and environmental awareness among young people.

3.1.3. Vulnerability Training and Safeguarding

NGN’s commitment to supporting vulnerable customers extends beyond services - it’s

3.1.4. Strategic Talent Development for a Net Zero Future

NGN is embedding workforce development

embedded in staff training.

within its wider net zero and hydrogen transition

In partnership with the NSPCC, NGN launched

universities, the business is building graduate

“It’s Your Call”, equipping engineers with skills

to identify signs of child abuse or mental health issues during home visits. Over 900 employees

strategy. Through active partnerships with

pipelines and exploring additional accreditation to expand opportunities.

have completed this safeguarding training.

Organisational development efforts are

The “Making Every Contact Count” programme

leadership capabilities to meet the evolving

now focusing on aligning skills, culture, and

also trains staff - across operational and office roles

needs of a clean, fair energy future. NGN

during customer interactions, strengthening NGN’s

not just technical change, but a culture of

- on how to recognise and respond to vulnerability role as a trusted frontline presence.

recognises that achieving this vision requires inclusion, trust, and continuous learning.

Benchmarking 13

career 6 Fair progression

3.2. Purpose Goal 6 – Fair Career Progression

Fair career progression is one of the biggest

frameworks. But it goes further than internal

overlooked. While getting into work is a crucial

a culture where learning is continuous,

drivers of opportunity – and one of the most first step, the ability to continue growing,

developing skills, and moving forward throughout a career is what ultimately leads to long-term

success and job satisfaction. For many people, particularly in areas where opportunities are limited, it’s this next stage – progression – that proves the hardest to access.

At NGN ensuring fair career progression is a

business priority. Its footprint means it employs

ambition is encouraged, and everyone has a

fair shot at advancement, regardless of where they started.

Critically, Purpose Goal 6 is mutually

beneficial. For individuals, it unlocks potential.

For employers, it drives performance and

retention. And for the regions NGN serves,

it supports stronger, more inclusive economies.

people from a wide range of backgrounds

3.2.1. Empowering a Diverse and Supported

pathways for them to develop in their roles

NGN’s people strategy reflects its commitment

and communities. Creating clear, supported is key to keeping talent, boosting motivation, and strengthening the long-term resilience of the workforce.

Workforce

to creating a workplace that supports diverse life experiences, caregiving responsibilities, and career aspirations.

It also reflects broader shifts in the energy

In response to the evolving needs of its

technologies, low-carbon systems, and digital

flexible working policies tailored to different

sector. As the industry modernises – with new infrastructure reshaping how services are

delivered – the demand for new skills is rising.

Static career structures no longer fit the reality

of this evolving landscape. Organisations need

workforce post-COVID, NGN has introduced staff groups - balancing 24/7 operational roles with adaptable arrangements for depot and head office teams.

agile, skilled, and engaged teams, and that

An improved carer policy has also been

to grow, reskill and progress.

work with family responsibilities, helping attract

depends on giving people real opportunities

NGN is already taking steps in the right direction: from apprenticeships and in-role development to leadership training and inclusive career

14

programmes – it’s about underpinning

Benchmarking

launched to support employees balancing and retain talent across all demographics.

Critically, employee feedback has directly shaped NGN’s benefits offer, ensuring it is responsive, inclusive, and affordable.

Case Study – Empowering Women in Utilities NGN proudly celebrated the

Jo Lumsden, a Gas Network

at the 2025 Women in Utilities Awards.

her inspiring journey from apprentice

achievements of its female colleagues

Alex Brightman, a Net Zero Educator, was shortlisted for the Community

Craftsperson, was recognised for

to team leader, challenging gender stereotypes in engineering.

Outreach Award due to her dedication

Additionally, Eileen Brown and

programmes and mentoring young

reflecting NGN’s commitment to

to delivering comprehensive education people, especially encouraging girls to pursue careers in energy.

Hannah Jewison received nominations, promoting diversity and inclusion within the utilities sector.

Benchmarking 15

3.2.2. Inclusive Career Development and

3.2.3. Wellbeing and Whole-Person Support

NGN’s apprenticeship programmes span across

wellbeing, embedding health, safety, inclusion, and

Leadership Pipelines

engineering, business administration, and health and safety - offering clear progression routes

NGN prioritises a proactive approach to employee work-life balance into its culture.

and formal qualifications.

Its Environment, Health, and Safety Policy highlights

Targeted recruitment campaigns have

and safe workplace by continually assessing

successfully attracted a wide range of talent,

including eight female engineering apprentices, supported by outreach in areas like Bradford.

The business also identifies future leaders through structured assessment and supports further

development through qualifications like HNCs, MBAs, and chartered degree apprenticeships.

Internal mentorship and coaching are core to

a strong commitment to maintaining a healthy

occupational health risks and minimising hazards wherever possible. This focus extends into

NGN’s operational strategy, where modernising infrastructure has not only improved service

delivery but also improved staff wellbeing - gas

escapes have been halved since 2010, resulting in fewer incidents, reduced overtime, and average engineer working hours dropping below 45 per week, including overtime.

career development, with senior staff - including

Promoting work-life balance is just one

nurture emerging talent.

The organisation also promotes diversity

a finance manager - trained as coaches to

dimension of NGN’s broader wellbeing agenda. and inclusion through structured Colleague

Communities, which serve as support networks for underrepresented groups. These communities are backed by executive sponsors and play a direct role in shaping inclusive workplace practices by identifying challenges, proposing solutions, and driving real change.

Employee support is also reinforced by practical wellbeing measures, including access to an employee assistance programme and free

physiotherapy services. Regular wellbeing surveys ensure these initiatives remain responsive to

employee needs. On top of this, NGN encourages social responsibility and personal fulfilment by offering staff two paid volunteering days each

year - a programme that resulted in 980 hours of community service in 2023 alone.

More widely, leadership development is closely linked to well-being, with senior managers

receiving structured training in “softer skills”

alongside technical competencies – boosting

inclusive and emotionally intelligent leadership across the organisation.

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Benchmarking

12

Building homes & sustainable communities

3.3. Purpose Goal 12 – Place: Building Sustainable Communities

Sustainable communities are those where

A strong, sustainable community is built on

and trusted local partnerships, NGN is helping

connection, security, and fairness. For NGN,

supporting the communities it serves means

going beyond pipes and energy supply. It means

people feel heard, supported, and able to thrive.

Through its commitment to inclusive planning to create places where no one is left behind not just now, but into the future.

playing an active role in improving quality of

3.3.1. Supporting Vulnerable Customers and Tackling

challenges.

One of NGN’s most impactful initiatives is its

life, particularly for those facing the greatest

In many parts of the North of England, people are living with real hardship - rising energy

costs, poor housing conditions, and limited

Fuel Poverty

committed work to alleviate fuel poverty and support its most vulnerable customers.

Through the Warm Homes Network, launched

access to support. These pressures don’t just

in partnership with local authorities and

wellbeing, and the ability to take part in work,

“one front door” model of support for households

affect day-to-day comfort; they impact health, education, and civic life. NGN recognises that

energy is not a standalone issue - it intersects

third-sector organisations, NGN has piloted a facing energy insecurity.

with wider social needs.

The pilot, implemented in Cumbria in 2023,

That’s why its place-based approach is so vital.

home safety improvements, and carbon monoxide

Through working closely with local partners,

community groups, and social care organisations, NGN helps deliver joined-up support that meets people where they are. Whether it’s offering

guidance on managing bills, helping households stay warm, or creating safe community spaces,

the focus is on practical help with lasting impact.

combines energy efficiency advice, benefit checks, awareness into a single coordinated programme.

The scheme uses dedicated caseworkers to guide households through the support journey, leading to annual savings of up to £3,000 per household, with the pilot delivering more than £580,000 in

benefits to just 100 homes. Following its success, the model is now being expanded nationally.

But support isn’t just about service delivery -

NGN also supports customers through the

to understand what different communities

(VCMA), investing over £2 million since 2021 into

it’s about listening. NGN has built mechanisms need, and where gaps exist. This includes direct input from customers, regular engagement

with frontline organisations, and tools that map

social vulnerability across its network. That insight ensures action is targeted, timely, and shaped by lived experience.

Vulnerability and Carbon Monoxide Allowance

grassroots projects. In 2023 alone, NGN funded 44 local initiatives, from rural foodbanks and

community heating advice to support services for carers and disabled residents. These projects are

delivered in collaboration with trusted local partners,

ensuring they are culturally sensitive and accessible.

Benchmarking 17

NGN continues to play a vital role in supporting customers in vulnerable situations through

targeted, locally grounded initiatives. One flagship programme is the Centers for Warmth, a network of 20 centres embedded in some of the most

deprived communities across the North of England.

These centres provide direct support, advice, and access to services that address fuel poverty and wider social needs.

To ensure resources are directed where they are

needed most, NGN uses a vulnerability visualisation

3.3.3. Meaningful Customer Engagement

at the local level. This allows NGN to identify need

approach to customer engagement, primarily

tool that overlays multiple indices of deprivation hotspots and build strategic partnerships with trusted community organisations.

NGN also administers an Allowance Fund, supporting a range of local and national

NGN undertakes a comprehensive and structured through its Citizens’ Panel and Customer

Engagement Group (CEG). These projects ensure that customer perspectives are integral to NGN’s strategic planning and service delivery.

projects focused on vulnerable customers. These

The Citizens’ Panel, established in 2018, is a

fair and inclusive outcomes across the region.

demographics of the communities NGN serves.

investments reflect NGN’s commitment to enabling

3.3.2. Authentic Community Engagement and Planning

NGN has embedded community engagement at the core of its strategic and delivery model.

Through ongoing dialogue with customers,

community groups, and local authorities, NGN ensures its decisions reflect the needs and aspirations of those it serves.

Quarterly Hot Topic Workshops bring together

stakeholders with varying levels of knowledge to explore key energy challenges. These sessions

surface common themes - like the duplication of services and gaps in advice for social

housing tenants - and shape NGN’s response to emerging needs.

representative body reflecting the diverse

It convenes regularly to discuss various topics,

including service reliability, environmental work,

and support for vulnerable customers. In a March 2024 workshop, panel members discussed NGN’s gas services, carbon monoxide awareness, and appliance repair programs, providing feedback that directly influenced company policies.

Complementing the Citizens’ Panel, the Customer Engagement Group (CEG) functions as an

independent advisory body. Comprising experts

in finance, social inclusion, and energy regulation, the CEG scrutinises NGN’s business plans and

ensures that customer needs and preferences

are adequately addressed. The group’s insights have been central in shaping NGN’s strategies, particularly concerning innovation and decarbonisation efforts.

The creation of seven customer promises,

Through these engagement functions, NGN

Customer Panel, underpins its commitment to

responsiveness, ensuring that customer voices are

developed in partnership with NGN’s

transparency, trust, and accountability.

18

The Citizens’ Panel, established in 2018, is a representative body reflecting the diverse demographics of the communities NGN serves.

Benchmarking

demonstrates a commitment to transparency and central to its operations and future planning.

13 Harness the energy transition

3.4. Purpose Goal 13 – Harnessing the Energy Transition and Net Zero

The transition to net zero is one of the UK’s most

3.4.1. Transparency, Reporting, and Continuous

is playing a key role in driving it forward. As a

NGN’s upcoming Annual Sustainability Report

urgent environmental challenges – and NGN

gas distribution network, NGN is working to cut

emissions, modernise infrastructure, and build a more sustainable energy system.

Across its operations, NGN is reducing

environmental impact through practical action:

Improvement

will provide a comprehensive overview of its

social impact, drawing together insights from across its programmes. It will also highlight areas where further progress is needed,

ensuring continuous learning and accountability.

lowering methane emissions, decarbonising

As part of its commitment to integrity and

It reports against science-based carbon

a perception tracker, gauging customer

its fleet, and scaling up the use of biomethane. targets and holds ISO 14001 certification, with

further accreditations underway to strengthen accountability and continual improvement.

Transparency underpins this work. NGN tracks

public views on energy and regularly publishes detailed sustainability data to show progress -

transparency, NGN regularly conducts

awareness, priorities, and concerns related

to energy vulnerability and the future of heat.

These insights inform both short-term actions and long-term strategy, reinforcing NGN’s

dedication to putting people at the heart of the energy transition.

and highlight areas for further action. This open

Internally, NGN implements comprehensive

and aligned with long-term environmental goals.

work. Its Environmental Action Plan includes

approach ensures decisions are informed, trusted,

Crucially, NGN is also preparing for the future.

It is repurposing existing infrastructure to support low-carbon gases like hydrogen, reducing

the need for costly new builds while enabling cleaner energy at scale. Strategic planning tools now embed environmental metrics

alongside technical and financial data, ensuring sustainability shapes every level of investment.

NGN’s role in the energy transition is clear:

cut emissions now, build resilience for tomorrow, and lead with transparency and purpose.

For the environment, this isn’t just progress it’s direction.

environmental policies across its day-to-day methane leak reduction, fleet decarbonisation, and sustainable construction practices.

It operates over 17 biomethane injection sites,

contributing significant volumes of green gas to its network, and reports against sciencebased carbon targets.

In 2023, NGN achieved ISO 14001 certification for environmental management and

worked toward PAS 2060 (carbon neutrality) and ISO 22458 (inclusive service delivery).

These frameworks help NGN integrate

sustainability into governance and demonstrate transparency in progress toward its 2050 net zero goals.

Benchmarking 19

3.4.2. The High Deploy Project

This work includes network code licence

role in the future energy system. The High Deploy

blending, enabling future market integration

NGN is at the forefront of exploring hydrogen’s

project, a pioneering £20 million initiative funded

and operational alignment with a

by Ofgem, tested the blending of up to 20%

hydrogen-ready system.

domestic and commercial properties.

As mentioned previously, NGN is a leading

The year-long trial in 2021 demonstrated that

cross-sector initiative to develop a hydrogen

hydrogen into the natural gas network across 670

hydrogen blending is both safe and economically viable, with minimal disruption to customers.

Building on this, NGN launched the Hydrogen

Home demonstration in Gateshead in partnership

partner in East Coast Hydrogen (ECH2), a

super-hub linking Teesside, Humberside, and the wider North East. The project aims to connect 11 GW of hydrogen production and create a storage and distribution network by 2030.

with Cadent and government bodies. Two fully

If fully realised, the infrastructure could reduce

were opened to the public in 2021, showcasing

CO2 annually and support over 360,000 jobs.

hydrogen-fuelled barbecues. The homes are now

For hydrogen to scale effectively, robust and

and community groups, supporting awareness of

NGN continues to advocate for finalised

functional homes powered by 100% hydrogen hydrogen-ready boilers, cookers, and even

used for educational visits, including from schools clean energy and green careers.

The project combined laboratory studies, live

network trials, and industrial-scale analysis to

regional emissions by up to 12 million tonnes of

predictable business models are essential.

hydrogen production and transport models to

unlock private investment, support innovation, and prevent industrial flight from the UK.

produce a robust evidence base, submitted to

Participants in the session stressed the

This work played a critical role in informing the UK

bureaucratic processes and emulate international

the Health and Safety Executive (HSE) in July 2024.

Government’s strategic policy decision in late 2023 to enable hydrogen blending, and signalled NGN’s role as a system leader in decarbonisation.

3.4.3. Building the Foundations of a Hydrogen Economy

The success of High Deploy lies not only in

technical feasibility but in its strategic contribution to the UK’s hydrogen transition pathway.

Blending is seen as a stepping stone toward full hydrogen deployment, with the potential to cut

urgency of government leadership to streamline

frontrunners like Germany in supporting industrial decarbonisation.

3.4.4. Strategic Vision

NGN views hydrogen blending as part of a

broader, long-term strategy to repurpose existing infrastructure, including natural gas pipelines, for a 100% hydrogen future. This approach not only improves the value of prior investments

but provides a cost-effective, scalable route to decarbonisation.

carbon emissions by 7% in the near term, while

However, concerns remain about the costs

market confidence.

without clear policy direction. Continued

stimulating increased hydrogen production and

Recognising this, NGN is now progressing work

on market framework reform, in partnership with experts including KPMG.

20

modifications and costing models for

Benchmarking

and implications of pipeline decommissioning engagement with government and regulators is crucial to avoid missed opportunities

and ensure a just transition for both industry and consumers.

3.4.5. Project Navigator

3.4.6. Education and Skills for a Net Zero Future

transition through its innovative Project

term change, NGN’s Net Zero Education Team is

NGN is advancing a fair and inclusive energy Navigator. The Project focuses on a whole-system approach to energy planning, integrating

social and environmental metrics alongside

technical and financial data to inform holistic investment decisions.

Project Navigator aims to ensure that the

Recognising the role of education in shaping longworking directly with schools and community groups to build awareness and understanding of the energy transition. The programme aligns with the national curriculum and has proved immensely popular,

with schools already booked up through the next academic year.

energy transition delivers equitable outcomes

Since its launch in September 2023, the programme

of being left behind. Through embedding

East England, Yorkshire, and northern Cumbria, with a

for all communities, particularly those at risk

coordination across the entire energy system, the project provides strategic guidance for

network development plans and infrastructure investments.

The project is delivered in partnership Northern

Powergrid, Northumbrian Water, Durham University, and DNV. Building on insights from the initial phase,

the team is preparing for the alpha phase, focusing on developing a decision-support tool that aligns with both national and local net-zero ambitions.

has engaged over 25,000 young people across North goal of reaching at least 60,000 in the next six years.

Internally, NGN has launched the Green Academy

to upskill its workforce in complex energy transition issues. The Green Academy is Northern Gas

Networks’ internal training initiative designed to

equip its workforce with the knowledge and skills

needed to navigate the complex challenges of the energy transition. It emerged directly from NGN’s

citizen engagement sessions and was co-created in partnership with end-users.

On top of system-level planning, NGN is funding

The Academy focuses on building expertise in areas

journey for low-carbon technologies. This aims

low-carbon energy systems, preparing staff to adapt

research that explores the end-to-end customer to match the appropriate solutions to different housing types, reflecting a commitment to

delivering tailored, effective interventions that

meet local authority priorities and address the needs of all community members.

like hydrogen technologies, biomethane, and other to a rapidly evolving energy landscape. It’s part of

NGN’s broader strategy to ensure that its employees are not only technically prepared but also aligned with the company’s values around sustainability, fairness, and innovation.

Benchmarking 21

4. Analysis Benchmarking NGN against the Purpose Goals framework has uncovered

cross-cutting strengths: workforce development; youth engagement; community partnership; and system leadership in the energy transition. Rather than discrete projects, NGN’s actions form part of a coordinated framework that positions a regulated utility as a responsive and forward-looking organisation.

4.1. Creating opportunities for young people

4.2. Fair and supported progression

post-16 outcomes, focusing on inspiration,

workforce strategy. Its programmes are not solely

NGN takes a system-wide approach to improving access, and co-design. The Youth Innovators

Council (YIC) is a standout mechanism. It moves beyond one-off engagement, giving young

people a structured advisory role. Their input has

shaped NGN’s innovation strategy and influenced design of work experience offers.

NGNs also engages more broadly, establishing partnerships with schools and colleges to

support large-scale outreach. This includes the Safety Seymour programme and the Big Ideas

mentoring initiative with Solutions for the Planet.

This work combines awareness-raising with

real-world skill development. NGN colleagues

about access; they are designed to ensure that

once inside the organisation, colleagues are able to develop, lead, and adapt.

Its apprenticeship pathways include engineering, business administration, and safety, offering clear routes into skilled employment. These

are supported by targeted outreach to ensure representation – including efforts to improve the gender balance in engineering roles.

Critically, formal qualifications - HNCs, MBAs,

degree apprenticeships - are part of structured

progression plans, supported by internal coaches.

the programmes, ensuring technical expertise is

Policies are informed by staff needs and lived

green career pathways.

tailored to reflect the differing needs of field-based

shared with the next generation and reinforcing

The Net Zero Education Team also contributes to

experience. These are not generic changes but are and office-based staff.

this work. Aligned with the national curriculum,

NGN also connects inclusion with recognition.

students and aims to more than double that over

including for colleagues in outreach and technical

the team has already reached over 25,000

six years. The programme provides a pipeline

into the energy transition, particularly for young

people in communities underrepresented in the

Nominations at the Women in Utilities Awards,

roles, highlight how NGN is elevating role models internally and externally.

green economy.

Crucially, wellbeing is treated as foundational

This is supported internally by strategic

occupational health measures, regular wellbeing

investment in talent development. NGN’s Green Academy offers staff structured learning on hydrogen and low-carbon infrastructure, ensuring that workforce development is

integrated into the wider education agenda.

22

Progression for all is a critical part of NGNs

Analysis

to progression. Staff benefit from proactive

surveys, and access to support services. This

includes an employee assistance programme and physiotherapy. Structured colleague communities – like staff-led networks for underrepresented

groups – feed directly into policy and practice.

4.3. Building sustainable places

4.4. Driving the energy transition

NGN’s approach to place is built on long-term,

NGN’s contribution to the national energy transition

offer is more ambitious than simply providing

while embedding opportunity and public trust, as

locally grounded partnerships. Its support

energy services, it includes housing, income maximisation, and health and wellbeing

shows how regulated utilities can lead innovation well as providing key infrastructure.

interventions.

The High Deploy project tested hydrogen blending

The “one front door” model piloted in Cumbria

national policy. This was complemented by the

shows how NGN is working with partners to

integrate support for vulnerable households.

This coordinated model includes energy advice, benefits checks, safety improvements and

carbon monoxide awareness. The resulting outcomes - including significant financial

savings for households - reflects a joined-

up approach that addresses root causes of deprivation, not just symptoms.

Centres for Warmth form the physical and relational infrastructure for this approach.

Located in some of the most deprived

communities in NGN’s footprint, these centres

at scale and produced evidence that has shaped Hydrogen Home demonstration, a public-facing initiative supporting community awareness and

understanding of alternative fuels. These activities are linked to NGN’s role in East Coast Hydrogen,

where the business is helping develop a regional hydrogen super-hub.

Internally, environmental accountability is

formalised through ISO 14001 certification and science-based targets. Public reporting and

customer perception tracking underpin NGN’s claims, providing transparency over progress and risk.

host drop-in sessions, deliver support services,

Through Project Navigator, NGN is contributing

of mapping tools to overlay deprivation and

investment with environmental and social

and act as hubs for wider advice. NGN’s use

vulnerability data allows the organisation to target the deployment.

Engagement is ongoing, not transactional. NGN uses panels and workshops to understand

lived experience and shape service design.

to the development of strategic tools that align priorities. It reflects a shift from asset-level

planning to whole-system thinking. This model aims to avoid leaving behind communities in

the net zero transition, ensuring that benefits are shared and investments reflect local realities.

Customers, staff, and community partners

This social impact model shows how a utility can

set out measurable commitments around

value, aligning energy infrastructure with fairness,

help shape its seven customer promises, which transparency and trust.

operate as a delivery partner for wider public resilience, and opportunity.

The High Deploy project tested hydrogen blending at scale and produced evidence that has shaped national policy.

Analysis 23

5. Regional Opportunity Barrier Assessment

NGN is committed to supporting communities

• Newcastle, Sunderland, and Leeds

limit opportunity. Using the Indices of Multiple

in NGN’s footprint, with over 20% of their

by addressing the structural inequalities that

Deprivation (IMD), The Purpose Coalition takes

a place-based approach to understand which areas within NGN’s network face the greatest

challenges. This helps guide investment, policy

neighbourhoods falling into the most

deprived decile nationally.

• York stands out as the least deprived,

engagement, and local partnerships to where

with almost no areas ranking in the bottom

The IMD is a government dataset that measures

• Deprivation in NGN’s areas often

employment, education, health, crime, housing

economic patterns, with deep-rooted issues

they are needed most.

deprivation across seven domains: income, and services, and the living environment.

It provides detailed insight at the local level

(Lower Super Output Areas), allowing NGN to

compare need across its network in a consistent and robust way.

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rank among the most deprived areas

Assessment

decile for any domain.

reflects post-industrial and coastal

in education, employment, and health.

5.1. Education and Skills

5.4. Income

across NGN’s region. Wakefield and Sunderland

the footprint, particularly in the North East:

Educational disadvantage is widespread are particularly affected:

• Wakefield ranks 20th worst in England, with

Income-related deprivation is common across

• Newcastle and Sunderland record 28%

and 25% respectively of their communities in

over 28% of communities in the most deprived

the bottom income decile.

• Sunderland and Leeds also see over 20% of

with over 18% affected.

attainment and poor access to training.

• York has no communities in the most

decile for education.

communities struggling with low educational

• York fares much better, with only 6.67% of communities in the bottom decile.

5.2. Employment and Economic Participation Employment barriers are a major issue in several parts of the network:

• Sunderland is among the most affected,

• Leeds also shows concerning figures,

deprived decile for income.

5.5. Crime and Community Safety Crime is a more mixed picture:

• Leeds is a notable outlier, with 34.65% of

its communities experiencing high levels of crime - the 11th highest in the country.

ranking 13th in England, with nearly 32%

• Other locations, like York and Copeland,

employment deprivation.

crime-related deprivation.

of its communities facing severe

show much lower levels of recorded

• Newcastle and Leeds also show high levels

5.6. Barriers to Housing and Services

• In contrast, York reports almost no

• Copeland sees 8.16% of its population

of economic exclusion.

communities in the most deprived category for employment.

Access to housing and services varies significantly:

affected by limited access to housing or services.

• Leeds and Newcastle rank better in this

5.3. Health and Wellbeing

domain, while Sunderland, Wakefield, and York

concentrated in older industrial towns:

urban connectivity.

Poor physical and mental health is

• Newcastle and Sunderland again lead

in concern, with over 32% of communities reporting significant health deprivation.

• Leeds also sees nearly 17% of areas in the bottom decile.

report negligible issues - largely reflecting

5.7. Living Environment

Environmental quality shows high variation: • Leeds again emerges as an area of concern with nearly 25% of communities in poor environmental conditions.

• York is among the least affected, with

• Sunderland and York record no areas in the

this domain.

housing and environmental standards.

only 0.83% of communities ranking poorly in

most deprived decile, suggesting stronger local

Assessment 25

6. Recommendations and Next Steps 6.1. Lead on hydrogen innovation and advocacy

6.2. Strengthen fuel poverty support and

of the hydrogen economy, advocating for clean

NGN should expand its efforts to help vulnerable

NGN should continue to position itself as a leader hydrogen deployment and influencing policy for a fair energy transition.

households across its patch by ensuring energy

remains affordable and no one is left in the cold.

Building on its pioneering projects - co-leading

With an estimated six million UK households

up to 11 GW of hydrogen production in the North

contributing to serious health issues - costing

the East Coast Hydrogen programme to connect by 2030, exceeding the UK’s target in a single

region - NGN can demonstrate how gas networks can be repurposed to cut emissions while

protecting industrial jobs and local economies.

In advocating for supportive regulation and

engaging communities directly in hydrogen trials, NGN ensures that decarbonisation is pursued in

a socially responsible way that aligns innovation with affordability and community.

This leadership in hydrogen advances the

energy transition, critically with the North of

England as a hub for green growth and skills in the new energy era.

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affordable warmth work

Recommendations

still living in fuel poverty – and cold homes

the NHS £1.4 billion annually and linked to around 10,000 excess winter deaths, there is a pressing social need for action.

Building on the Warm Homes, Healthy Futures

programme – a key partnership that connects health, housing and energy services to assist those at risk – NGN can reduce fuel poverty’s impact on communities.

Through investment in targeted outreach,

energy-efficiency measures, and financial

assistance initiatives, NGN will improve quality of life for vulnerable customers and improve community wellbeing.

6.3. Invest in skills and education for a green economy

To secure a just transition and fill future roles, NGN should intensify its focus on developing

local skills and inspiring young people to pursue careers in the green energy sector.

The UK’s shift to net zero will require an

estimated 400,000 new energy recruits by 2050, including nearly 100,000 in the North of England

alone - a huge opportunity for the communities NGN serves.

Through expanding apprenticeships, training

programmes, and STEM outreach in schools and colleges - NGN can build a talent pipeline that addresses industry skills gaps while boosting social mobility.

NGN is already investing in apprenticeships and

6.5. Breaking down workforce

hydrogen technologies - as part of its workforce

Building on its work to broaden access through

upskilling - even providing specialised training in strategy and scaling up these initiatives will

ensure the region’s workforce is ready to thrive in the net-zero economy.

opportunity barriers

apprenticeships and outreach programmes, NGN should now strengthen its focus on

socio-economic background to ensure that opportunities are accessible to individuals

6.4. Deepen Community Partnerships for Local

from all walks of life.

NGN should use its strong regional presence

Socio-economic background refers to

communities, businesses, and authorities on

in which a person was raised - including

Social Impact

to collaborate even more closely with local

solving social and environmental challenges.

The organisation’s work already displays how a utility can drive place-based change – for

instance, working with social enterprises and

regional partners to develop youth sustainability initiatives and holistic energy planning solutions.

Expanding partnerships and co-creating initiatives

- from community energy projects and educational

the social and economic circumstances

parental occupation, type of school attended, and eligibility for free school meals. It is a

powerful, often overlooked factor influencing

access to opportunity, career progression, and

representation in leadership for all communities.

By working with The Purpose Coalition to adopt recognised tools, NGN can begin tracking this data across its workforce to identify and address hidden barriers.

programs to local regeneration schemes – both

Embedding this work into its long-term

can utilise its extensive reach across the North to

breaking down barriers to align with its social

within The Purpose Coalition and more widely, NGN deliver real change and new opportunities in the towns, cities, and rural areas it serves.

strategy, NGN can lead the region in

purpose, and support a fairer, more dynamic

energy sector.

Recommendations 27

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Assessment