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The author of this article, who serves as the head of risk management policy at The Centre for Long-Term Resilience, discusses the recent fire at Heathrow Airport. Investigations are still ongoing to determine the cause of the fire, which led to the airport’s temporary closure on Friday. This incident disrupted over a thousand flights and impacted approximately 200,000 travelers. The fire highlighted the vulnerability of the UK, as an electrical substation in a nearby suburb proved to be a single point of failure for Europe’s busiest airport.
Airports like Heathrow have energy demands comparable to small cities but prioritize safety. Heathrow asserts that it cannot maintain a backup energy generation system capable of safely supporting its operations. This explanation has been deemed inadequate. It is crucial for Heathrow to ensure that alternative energy supplies from the grid can be seamlessly activated if required. Moreover, regulators should enforce regular assessments of vulnerabilities and stress tests for all providers of critical infrastructure to ensure rapid recovery capabilities.
As the global landscape becomes increasingly uncertain, policymakers are becoming more aware of the UK’s lack of resilience, both in infrastructure and across the broader economy and society. The country remains exposed, from undersea cables to energy grids.
Despite the pandemic providing an impetus for reflection, few lessons appear to have been absorbed. A report from the Centre for Long-Term Resilience, released last week, indicates that the UK is less prepared to respond to biological threats than it was before Covid-19. The government’s limited cross-departmental insight into the sourcing of pharmaceutical ingredients poses significant challenges to coordinated action.
To address these issues, building resilience through a clear vision and direction is essential. Historical examples, such as the extensive reorganization of the UK government in the 1930s, detailed in Peter Hennessy’s history of the civil service, serve as inspiration. A similar ambition is needed today, with strategic leadership at the governmental level, a transformative shift in the civil service’s mindset, and an inclusive approach involving all of society.
Resilience should be prioritized nationally, supported by robust governance. The National Security Adviser could be re-designated as the National Resilience and Security Adviser, reporting directly to the prime minister. Introducing a specialist Chief Resilience Officer to oversee an improved risk management process across Whitehall is recommended. Furthermore, following the Covid Inquiry’s suggestions, an independent external statutory body should be established to scrutinize government resilience efforts and challenge consensus thinking.
Pat McFadden, leading the Cabinet Office, is urged to promote an entrepreneurial perspective on risk across Whitehall, encouraging civil servants to engage with, comprehend, and manage risk. Previous reviews have consistently agreed on the need for the civil service to incorporate private sector talent, reward innovation and agility, and incentivize cross-departmental collaboration. The government has committed to reform, and it is crucial that this promise is fulfilled.
Society also plays a role in enhancing resilience. Drawing inspiration from Sweden, which implemented a mandatory civic duty, the UK could establish a national civil reservist program focusing on emergency response and cybersecurity training. Such initiatives would lay the groundwork for national resilience, equip young people with valuable skills, and foster a culture of collective responsibility.
The government’s commitment to increase spending on the armed services and invest in military industrial capacity is necessary but insufficient given the spectrum of extreme risks faced. A resilient nation must be built as it has been in past instances. Fortunately, the fire at Heathrow was extinguished, and services have resumed. The next incident might not be so forgiving.
