{"id":162084,"date":"2026-05-19T12:30:18","date_gmt":"2026-05-19T11:30:18","guid":{"rendered":"https:\/\/www.pbctoday.co.uk\/news\/?p=162084"},"modified":"2026-05-19T12:30:18","modified_gmt":"2026-05-19T11:30:18","slug":"whats-needed-deliver-the-10-year-infrastructure-strategy","status":"publish","type":"post","link":"https:\/\/www.pbctoday.co.uk\/news\/planning-construction-news\/whats-needed-deliver-the-10-year-infrastructure-strategy\/162084\/","title":{"rendered":"What\u2019s needed to deliver the 10-Year Infrastructure Strategy"},"content":{"rendered":"

If the UK is to deliver the infrastructure it needs over the next 10 years, the industry needs to change. David Porter, president of the Institution of Civil Engineers<\/a> (ICE), looks at how asset owners can contribute to this mission<\/h2>\n

As a country, we face several big challenges. Population growth leading to increased demand for infrastructure, managing ageing assets, climate change and ensuring our infrastructure is resilient, and the need to improve energy and water security are some of the most pressing.<\/p>\n

Infrastructure is key<\/a> to meeting all these challenges. So, it\u2019s no surprise that the UK government\u2019s 10-Year Infrastructure Strategy and the subsequent update to the Infrastructure Pipeline are to be welcomed, but it is also worth recognising the challenges these pose to our industry. Investment worth \u00a3725bn, in both economic and social infrastructure, is planned over the next decade. As a consequence, the built environment sector is under significant pressure to deliver major assets, including new reservoirs and nuclear plants, while also increasing the level of maintenance and renewals of our current infrastructure.<\/p>\n

The ICE\u2019s recently published 2026 State of the Nation report looked in detail at the industry\u2019s readiness to do so. It argued that achieving the government\u2019s ambitions would require improvements in supply chain capacity, productivity, collaboration and innovation. It also made several recommendations to government about policies that could help support change.<\/p>\n

But government can\u2019t be the only driving force. There is also much that infrastructure clients can do to improve efficiency and drive better outcomes in the coming years.<\/p>\n

Better procurement<\/h3>\n

First, better procurement. In the State of the Nation report, we call on public sector asset owners to promote certainty in the supply chain through multi-year framework agreements for suppliers.<\/p>\n

We also highlight examples of enterprise working \u2013 where asset owners, consultants and contractors, along with the supply chain, form integrated relationships that are focused on shared outcomes \u2013 and how this approach can boost productivity, problem solving and add certainty to delivery times.<\/p>\n

Procurement should align with the full range of outcomes a project is seeking to deliver, including social and environmental benefits, and the supply chain\u2019s ability to deliver these, rather than prioritise cost alone as this often encourages a race to the bottom. Benefits need to be clear from the outset, as this will increase the chance that the supply chain will be engaged in a way that maximises their contribution throughout the project\u2019s lifecycle.<\/p>\n

Innovative investment models<\/h3>\n

For large infrastructure projects, taking a different approach to access funding could allow work to get going sooner, provide greater certainty and help investors regain confidence in UK infrastructure.<\/p>\n

The Thames Tideway Tunnel, the Lower Thames Crossing and Sizewell C are examples of the sort of public-private partnership approach to funding large capital projects that could be adopted more widely.<\/p>\n

Each has used a form of the Regulated Asset Base (RAB) model, under which investors start seeing returns as soon as the building phase begins. This mitigates investment risk, meaning that investors provide capital at lower interest rates.<\/p>\n

Another alternative form of funding, particularly applicable to transport projects, is Land Value Capture (LVC) in which landowners and developers invest in a project in expectation of the benefits that will accrue in the form of increased land values.<\/p>\n

Co-ordination and data sharing<\/h3>\n

Our report also revealed the need for greater coordination between clients to unlock efficiencies, share data and enable better planning of skills and resources in the supply chain.<\/p>\n

Pooling and standardising infrastructure requirements can enable industrialised construction, which offers a broad range of savings over the traditional approach through economies of scale. For example, for social infrastructure such as hospitals and schools, it can offer savings of up to 50% on time, 40% on labour, 30% on materials and 20% on cost.<\/p>\n

Greater data sharing in the industry could also improve efficiency and save time. In the report, we highlight the National Underground Asset Register (NUAR), an initiative that has seen local authorities, telecoms and utility companies work together to collate data on underground assets.<\/p>\n

The resulting maps of underground assets have made it much simpler to plan street works. Information that used to take six days to obtain is now easily accessible online.<\/p>\n

Bringing it all together<\/h3>\n

The National Infrastructure & Service Transformation Authority (NISTA) will lead the implementation of the 10-Year Infrastructure Strategy, and it recognises that the industry\u2019s fragmentation is hindering productivity. NISTA and the ICE want to see a joined-up, holistic approach to infrastructure development and construction.<\/p>\n

The government must lead this change but everybody in the industry \u2013 including client organisations, engineers, contractors and suppliers \u2013 has a part to play in making it a reality.<\/p>\n

 <\/p>\n

\n<\/div>","protected":false},"excerpt":{"rendered":"

If the UK is to deliver the infrastructure it needs over the next 10 years, the industry needs to change. 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