The UK's planning a massive increase in new infrastructure - here are 5 keys to success

The UK government has ambitious plans for infrastructure investment to drive its long-term objectives.

From economic growth to clean energy, the success of these will depend on how well the UK’s infrastructure ecosystem can respond.

The ICE’s new Next Steps programme is exploring the pinch points to delivery.

As part of this work, the ICE held an expert panel debate to discuss the government’s options to address them.

Here are five key takeaways from the discussion:

1. Long-term strategies are welcome, but confidence remains low

The new 10-year infrastructure strategy and industrial strategy set a clear direction of travel.

The scale of future delivery isn’t yet fully understood, but there will be a massive increase in new infrastructure across all sectors.

Those strategies need to be joined up to integrate all the pieces needed to deliver across the supply chain – like skills development, materials supply, logistics networks and reducing the cost of energy.

Lack of supply chain capacity remains a concern, something the panel believes the government could be underestimating.

Confidence is low after decades of delayed decisions and stop-start funding.

Companies need to overcome those nerves to feel comfortable investing in the required step changes in skills and technology.

2. Collaboration is key

Embracing collaboration in a way government and industry haven’t managed to before will help restore confidence.

The expected increase in work should encourage more long-term strategic relationships between contractors and suppliers and the use of enterprise-based models, like Project 13.

Done well, these could reduce costs associated with one-off purchases, annual bidding processes and inefficiencies coming from the UK’s fragmented supply chain.

In the energy sector, the Great Grid Upgrade is benefiting from a unique alignment between the government, the regulator and network companies.

But companies should also learn lessons from other industries on how to strengthen the supply chain. For example, the aerospace sector’s Supply Chain 21 framework helps individual companies become more productive and build key relationships.

Rethink risk

Collaboration extends to how risk is shared.

While supply chain companies should own some risk, the government can try to pass on too much. Companies have to price this in, which raises costs.

The Thames Tideway sewer project was a good example of how the government can lower costs by being clear about how it would manage risk on the project.

3. Rationalise planning

There’s been much talk about speeding up planning through the government’s Planning and Infrastructure Bill.

It’s still unclear how effective the legislation will be.

More focus on rationalising the system, ensuring it is well-coordinated and properly resourced, will also help deliver better outcomes.

Introducing more proportionality to planning decisions and challenging the government and industry to find smarter solutions can help avoid compromising environmental or social protections.

More data sharing, integration and collaboration, such as the work of the Infrastructure Client Group, can enable solutions to be repeated across programmes – rather than always reinventing the wheel.

Public engagement

The failure of project leaders to explain what the benefits of infrastructure are to people and their communities also causes delays.

More early engagement, a clear narrative and greater focus on the whole life benefits of infrastructure – like social mobility and economic growth – can build support and lower costs.

In France, for example, projects engage earlier with communities on a principle or concept rather than waiting until there’s a design.

4. Productivity is key to the skills challenge

The government has promised more investment in skills alongside programmes like the Skills Mission Board. But it’s unlikely to be enough to meet demand in construction and engineering.

Critical materials – particularly in low carbon technologies – are also scarce amid fierce global competition.

The new strategic framework should help anticipate future spikes in demand. But more thought is needed in how to manage them.

Early careers engagement with young people – emphasising opportunities like the chance to respond to big challenges like climate change – will help close skills gap in the longer-term.

But meeting demand in the next five years requires more. Reconsidering immigration restrictions is one option.

A much bigger focus in the supply chain on improving productivity, efficiency and innovation is also key to closing the gap between demand and what’s deliverable.

5. Make the most of existing infrastructure

The UK already has most of the infrastructure it will use in the coming decades.

Maintaining and upgrading those assets is increasingly urgent in the face of climate change and other risks.

But government and industry have been poor at considering the upsides of investing in existing infrastructure – and the downsides of not doing so.

Making the most of what’s already been built will reduce the demand for new infrastructure.

One benefit of private finance initiatives was to incentivise infrastructure owners and operators to take a whole of life approach to their assets.

That mindset needs to be recaptured.

We want hear from you

Through its Next Steps programmes, the ICE convenes global public debates to discuss much-needed action on key policy issues affecting civil engineering and society.

The briefing paper provides a starting point for discussion about the pinch points that could hold up the government infrastructure strategy, and the policy options that could help address them.

Read the briefing paper

The ICE wants to hear responses from infrastructure professionals and other experts to the following questions:

1. How can the resilience of UK infrastructure supply chains be improved?
2. How can the UK’s reliance on imported construction materials be reduced while supporting sustainability goals?
3. How can the UK develop (a) a sustainable pipeline of skilled labour and (b) the leadership talent pool required to deliver future infrastructure?
4. What else does the government need to do to attract private finance now the 10-year infrastructure strategy and pipeline are in place?
5. What mechanisms could improve access to long-term, affordable finance for infrastructure projects across all regions?
6. How can planning, consenting and regulatory reform be streamlined without compromising public trust and wider environmental, safety and other concerns?
7. How effective will the Modern Industrial Strategy be at addressing these pinch points and improving infrastructure delivery?

This insight will inform an updated briefing paper to be published in early 2026.

Please contact [email protected] to share your views by Friday 5 December.

Watch the debate recording