A Blueprint for Change

fmconway.co.uk

A BLUEPRINT FOR CHANGE SUSTAINABLE INFRASTRUCTURE

Leading the way in carbon reduction, resource efficiency, and protecting the natural environment.

Contents Introduction Executive Summary A Blueprint for Change A Taskforce for Change Next Steps Roundtable Write Ups Conclusion

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INTRODUCTION

In November 2024, FM Conway invited a cross-section of network operators and leading supply chain partners to explore how the infrastructure industry could work together more collaboratively to improve performance and outcomes, and deliver more with the limited resources available to modern public and private sector clients.

This pivotal event was the third in a series held over the previous 12 months that brought together local authorities and their delivery partners to discuss shared challenges and seize new opportunities.

FM Conway is in a unique position, working with leading global organisations to create, maintain, and enhance the critical infrastructure that keeps London and the nation moving. Our role working with clients over the last 64 years provides the business with an exclusive view of how our infrastructure is currently managed, with clear insight into best practice performance and the challenges that network operators face throughout delivery. This experience demonstrates that to overcome the evolving practical, financial, and social challenges facing the sector and to realise our shared ambitions, we need to work together as a collective to share our knowledge, pool our resources, and explore new ideas. A Blueprint for Change is a vision for collective action, driving positive impact across the three core themes that have shaped our discussions and defined our approach: People, Planet, and Purpose. In our latest event, industry experts hosted roundtable discussions on these themes. The outcomes of these important conversations provide the foundation to underpin and lead to an industry-wide plan that we can develop and deliver together.

A Blueprint for Change is a vision for how, together, we can make a positive difference.

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London is a world-class city, a global economic and cultural hub. The capital sits at the heart of local and strategic road networks, which connect our nation and provide the backbone to our wider national economy.

EXECUTIVE SUMMARY

We all have a duty to ensure that we are providing the best services, creating the best spaces, and efficiently moving people, goods, and services around our cities and across the nation.

The way this critical infrastructure is managed, maintained, and enhanced should reflect its essential role in shaping the nation’s future economic growth and improving living standards. This is particularly important today as pressure grows on limited public finances and the impact of a changing climate increases the need for greater resilience in our infrastructure. Collaboration For Success The infrastructure sector and its wider supply chain are central to meeting these evolving challenges. It is increasingly clear that to meet these objectives and create the sustainable network that enables people and communities to thrive, our public and private sector delivery teams must work closely together. We must collaborate to unlock value and overcome the barriers holding back the vital changes needed to secure our social and economic future. FM Conway proposes the formation of an industry taskforce to extract the ideas presented and help to drive them forward and turn them into a reality. With the focus on London as a world class city, the vision is for the taskforce to help to create a framework for delivery. This framework can then be widened to a national level and used across the UK to transform the way infrastructure management is planned, funded, and delivered.

Please scan the QR code if you are interested in joining the taskforce.

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A BLUEPRINT FOR CHANGE

This Blueprint for Change sets out our vision for a new collaborative pathway to create the vital change needed across the infrastructure sector to secure an economically, socially, and environmentally sustainable future.

The work draws on valuable conversations from the roundtables held at our recent industry forum, highlighting the challenges, opportunities, and ideas that could help shape our industry. A special mention and thanks to our roundtable hosts Antony Oliver [Editorial Consultant and Journalist], Stephanie Byrne [Associate Director, Camargue], and Joey Gardiner [Journalist and Editor], who have helped to provide this content.

The Blueprint for Change approaches the challenge from three key perspectives: People, Planet, and Purpose. Each highlights a number of critical challenges facing the sector, but also, importantly, sets out the opportunities presented by a new approach.

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A BLUEPRINT FOR CHANGE

The UK construction industry employs 2.2 million people, but it needs an additional 50,000 workers each year to account for retirements and expected growth, according to the Construction Industry Training Board (CITB). In the post-pandemic environment, job vacancies within the sector are nearing 40,000. PEOPLE

Clients, contractors, industry experts, educational providers, and the government must work together to deliver training, funding, and educational opportunities to drive change. It is also imperative to challenge the overall perception of the industry and highlight the opportunities, career pathways, and benefits of working in this vibrant sector, which is the backbone of the UK economy.

Addressing the skills shortage is challenging and requires optimism through industry initiatives such as training academies and bold collaboration. Improving working conditions, creating a more diverse and inclusive environment, supporting mental health, and more are all vital conversations needed to understand industry needs.

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A BLUEPRINT FOR CHANGE

The clock is ticking for the whole world to mitigate the impact of global warming, including for the UK’s roads and public realm to hit net zero carbon. Although standards do already exist, something more directive – prescriptive even – is needed to move the dial on decarbonising our streetscape, with defined, measurable performance targets for projects. PLANET

national, and regional network operators could also benefit from sharing the merits of different approaches with each other. Engaging the public on firmer net zero targets, incorporating nature-based solutions into what the future looks like, protecting the earth’s natural resources, and improving air quality is also a must. We must act together to try new methods and make business as usual those which are proven to work, ensuring we bring communities on the journey with us in order to achieve our shared goals.

It is not too late, but with everyone acknowledging the challenges ahead, we need to work together to find and implement solutions.

Working better together across the industry is a necessity to drive a change in guidance across UK roads and Public Realm. We need to better define and communicate what success looks like. A more consistent approach across highway authorities is required, and local,

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A BLUEPRINT FOR CHANGE

PURPOSE

Local government is at the forefront of addressing sustainability challenges as part of public service delivery, facing immense financial, operational, and political constraints. Similarly, the infrastructure industry is undergoing a significant transformation and is grappling with pressures to meet sustainability targets while delivering higher value outcomes for clients.

The private sector must also align commercial incentives with public sector goals such as environmental sustainability and community benefit. Innovative projects often require substantial upfront investments, which can be a funding barrier. However, creative solutions and long-term funding settlements are essential to bridge these gaps, support R&D, and implement sustainable initiatives. Considering whole life costs, despite higher initial expenses, is crucial as it will ultimately lead to long-term benefits, ensuring that investments are sustainable and cost-effective over time.

Collaboration is critical to tackle funding challenges, overcome barriers, and unlock value. The private sector supply chain must have a deeper understanding of local government realities when pushing forward with longer-term and more sustainable alternatives such as technological innovation. Aligning sustainability with policy is imperative to building a shared vision for sustainable infrastructure. It is now time to make real change.

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TAKING ACTION: A TASKFORCE FOR CHANGE

The successful discussions at our recent industry forum have clearly demonstrated the power of collaborative thinking and highlighted our shared ambition across the sector.

which can then be widened to a national level and used across the UK to transform the way infrastructure management is planned, funded, and delivered. The taskforce must be representative of London’s senior leaders and specialist sector professionals. Decision-makers supported by experts in their fields will be key to our success. FM Conway will steer the formation of the taskforce, but the governance and structure will be a collective decision made by members. Leading experts will be appointed by the taskforce where it is felt additional guidance and influence is required.

FM Conway proposes the formation of an industry taskforce to extract the ideas presented and help drive them forward to turn them into reality. We understand that there may be some hesitation about forming another working group within our industry. However, the purpose of this group will be to build on our conversations with a smaller group of

passionate industry experts to deliver tangible results.

With the focus on London as a world-class city at the heart of a critical road network, the vision is to create a framework for delivery

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A TASKFORCE FOR CHANGE

The taskforce will be supported by FM Conway events, used to bring together voices, drive conversations towards action, and act as a catalyst to support key deliverables such as:

Building strong relationships The taskforce will develop relationships with key stake holders and decision-makers, which will include industry bodies. These relationships are the foundation for successful advocacy and meaningful change. By directly involving those who have deep industry knowledge and understand the necessary changes, we will build a robust network of allies committed to advancing the industry and championing our initiatives. Through collaboration, we can leverage their expertise and influence to drive significant progress and overcome barriers that have hindered our industry in the past.

Continual engagement Collaboration is crucial for deepening our understanding of the ever-evolving landscape. This ongoing dialogue will keep us informed about the latest developments, emerging trends, and challenges. By maintaining open lines of communication, we can swiftly adapt our strategies to address new issues and seize opportunities as they arise. This proactive approach will ensure that we remain at the forefront of industry advancements and are always prepared to respond effectively to changes. Engaging continuously with stakeholders will also help us build trust and foster long-term partnerships that are essential for sustained success.

Please scan the QR code if you are interested in joining the taskforce.

Clear and concise messaging Together, we will craft messaging that effectively communicates our vision, goals, and objectives. This will be designed to influence policy and drive change by resonating with all relevant parties, including policymakers, industry leaders, and the public. Our strategic communication efforts will ensure that our collective voice is heard and that our message is compelling and persuasive. By presenting a unified and coherent narrative, we can build support for our initiatives and create a sense of urgency around the need for action. Clear and concise messaging will be a powerful tool in our efforts to shape the future of infrastructure.

Creating a united front Establishing a unified voice is essential for driving significant change. By working together, we can pool our resources, share our knowledge, and amplify our impact. A united front will enable us to tackle complex challenges more effectively and achieve outcomes that would be impossible to attain individually. Through collaboration, we can harness the collective strength of our organisations and make meaningful progress towards our shared goals. Together, we can create a sustainable and thriving infrastructure that benefits everyone.

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Our taskforce is driven by a clear purpose: focusing on the delivery of a core service in London that can be replicated nationally. NEXT STEPS

The aim is to collaborate and complement established industry groups such as CECA, LoTAG, and The Highways Sector Council – to build upon our expertise and leverage wider networks to achieve our shared goals. Together, we can create a powerful synergy that benefits both our taskforce and the broader community in London. And we must be transformational in our approach.

Please scan the QR code if you are interested in joining the taskforce.

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APPENDICES

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Author: Joey Gardiner, Journalist and Editor Addressing the Skills Gap: Building a Sustainable Workforce for the Future PEOPLE

a group of influential Infrastructure clients and consultants in London’s Guildhall last month, to attempt to find solutions that will make the industry truly sustainable for the future. Over a series of roundtable debates, participants reported that sourcing good people for the industry was currently as difficult as ever. However, there was also optimism that, working together, solutions might be found to bring more people on board.

It is now nearly a decade since the government published Mark Farmer’s ‘Modernise or Die’ report into the chronic structural skills problems which bedevil the construction industry. Farmer painted an apocalyptic picture of an unreformed industry threatened by a demographic tidal wave as ageing workers retire without enough new blood to replace them. The latest statistics suggest his predictions were not wide of the mark, with sector skills shortages worse than ever. The skills issue was one of three key topics discussed as FM Conway convened

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ROUNDTABLE WRITE UPS: PEOPLE

CASE FOR CHANGE AND ACTION PLAN

The ‘People’ Challenge There are 2.2 million people in the UK construction industry, and an additional 50,000 people are needed each year, according to the Construction Industry Training Board (CITB), just to account for the number retiring and expected growth. After a decade post-2010 in which the number of sector job vacancies oscillated around the 25,000 mark, the latest official data suggests the figure is now, post pandemic, up by over 50% to close to 40,000. The Panel’s Experience Panellists said that while some younger people were undoubtedly coming in to the industry, this was not enough to make up for the ‘gap’ in skills, particularly of those with good experience in mid-career. Two panellists both said the engineers in their organisations had an average age of in the mid-fifties. Another said that while they had apprentices coming through, and construction managers in their forties and fifties, they had few young construction managers lined up to be the next generation of leaders. “In the middle there’s no-one, there’s just this hole,” they said. Panellists put this struggle with bringing people in to the sector down to a multiplicity of factors, including a failure to engage effectively enough with young people and career changers, and a poor public image of the industry. One cited a recent YouGov survey which found that three in five men and three quarters of women would not consider a career in construction, considering it ‘dirty’ and ‘strenuous’. While there was an admission that some site-based work is inevitably less flexible than many office-based jobs, panellists also felt the sector needed to communicate benefits better.

Unsurprisingly, employers complain about a shortage of the skilled workers they need. In its latest survey, three quarters of Civil Engineering Contractors Association (CECA) members said they are struggling to recruit skilled operatives – the equal highest on record. Meanwhile, the prediction of an ageing workforce is being borne out – the CITB says the proportion above 55 years’ old grew by 40% in the decade from 2012.

This perception problem was seen as contributing to the continuing difficulty in getting women to see construction as a genuine option. “I think perceptions need to change from when they’re very young, they’re really formed from the age of seven,” said one panellist. Beyond the perception issue, there were concerns that the pathways into the sector need reform. In particular, that more routes are needed for those with limited academic qualifications, given that even apprenticeships require minimummaths and English grades – something one panellist said was a ‘massive’ hurdle. Some said the influence of social media means younger people are looking for other things. One said: “Our organ isation is looking at [bringing in] prisoners, at the army route, we go to schools, we’ve got graduate programmes – we do all of this, but we’ve still got a shortage. “The problem is everybody thinks they can be an influencer and earn £100,000, and they don’t want to do any work for a living. It’s considerably worse now than two years ago.”

Next Steps Addressing these chronic skills issues will take concerted efforts to improve the industry’s image, many panellists felt, by ‘selling the sector’ differently. One panellist said the industry needed its own ‘sexy influencers’ on social media to upend preconceptions. More prosaically, panellists highlighted great work already being done by the likes of JCB, which has set up an academy school; engineering firm Gallaghers, which runs an annual careers open day alongside supply chain partners; and the Connect Plus consortium overseeing maintenance of the M25, which runs outreach programmes recruiting from ex-offenders and the army. More such ventures are needed, it was argued. However, most optimism was reserved for initiatives likely to bring disparate partners together. The London Construction Academy, for example, which is supported by a raft of contractors including FM Conway, takes

nominations from London boroughs of people not in employment education or training (NEETs), to train them up to work in the sector. One involved panellist said the venture had successfully trained up 500 young people through bold collaboration – despite being held back by a lack of sufficient local authority engagement. Panellists in one session were very keen to bring forward a new initiative, which could bring together London boroughs, training providers such as universities, and the construction sector. This would see the partners develop a joined-up offer to train staff as part of long term partnering or contracting agreements, which could potentially also lever in additional government funding. One panellist said: “Previously the likes of TfL have carried out initiatives on their own, but far more powerful would be for all operators to get together. Contractors would get involved because it’s in their interests to do so.”

Conclusion and Path Forward Panellists said they wanted to do more work to bottom out how such a scheme might work. This would include working out how to ensure a level playing field with procurement. Panellists said such a move would require all sides to be bold: “We’re prepared to be brave, but we can’t do it alone if others won’t.”

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ROUNDTABLE WRITE UPS

Author: Stephanie Byrne, Associate Director, Camargue Working Together to Hit the Target: Why UK Roads Need a Shared Sustainability Standard PLANET

FM Conway invited a cross-section of network operators and supply chain partners to explore how the infrastructure industry could pull together in the same direction. Inspired by the UK Net Zero Carbon Buildings Standard, the group asked: should the infrastructure industry develop its own voluntary standard for net zero roads and public realm? If yes, how can we make this a reality quickly as targets loom large?

The clock is ticking for the UK’s roads and public realm to hit net zero carbon. London boroughs have declared climate emergencies, setting their own deadlines for becoming carbon neutral, while National Highways has committed to achieve net zero emissions for maintenance and construction work no later than 2040. The end goal is the same, but is there agreement about precisely how to get there? At a discussion co-hosted by FM Conway and the City of London Corporation at the capital’s historic Guildhall, the resounding answer was no, not right now. But there can be in future.

This is their blueprint for change.

ROUNDTABLE WRITE UPS

CASE FOR CHANGE AND ACTION PLAN

Here is how the attendees felt the sector should state its case: 1. Galvanising action – a systems approach via a minimum standard would have the benefit of giving the industry a common goal to aim at, putting pressure on those not on board and providing reassurance to policymakers via an audited and standardised approach. 2. Scaling innovation – with a myriad of pilot and trial projects taking place all over the country, how many times, one guest asked, is a similar idea being tested in different parts of the UK? A standard would prevent piecemeal innovation and mobilise resource and money behind shared efforts to have a larger impact. 3. Encouraging investment – standardisation would give the private sector incentive to invest. The example of buying new recycling equipment for London kerbs was given. If contractors had certainty that all boroughs would prioritise the re-use of street materials, then it would make the business case for expenditure far less risky.

Participants acknowledged that standards for the UK’s roads and public realm do already exist, of course, notably the Manual of Contract Documents for Highway Works and the Design Manual for Roads and Bridges, while PAS 2080 sets a framework for carbon management in infrastructure. However, the group felt that something more directive – prescriptive even – is needed to move the dial on decarbonising our streetscape, with defined, measurable minimum performance targets for projects. Some gave examples from the Netherlands and Norway that show how setting centralised, mandated sustainability targets can speed up progress. There was consensus that a standard would help, but how to convince decision-makers of this? Cost is a major barrier and the funding context for UK infrastructure is very different from buildings. Attendees agreed that getting buy-in from central and local government is essential. For local authorities especially, compelling arguments are needed to get politicians to endorse change ahead of the 2026 elections.

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ROUNDTABLE WRITE UPS

Working Better Together Convincing budget holders is one side of the coin. What about the industry itself? Is it ready for a new way of working? Many acknowledged that more and better collaboration is needed. We simply aren’t talking enough about what good looks like. It was suggested that the London Technical Advisers Group (LoTAG) should be a vehicle for driving a more consistent approach across the boroughs. National and regional network operators could benefit too from sharing the merits of different approaches with each other. Attendees talked about carbon budgeting and developing energy performance certificates for materials, for example. Getting Communities Behind Change There was discussion about evolving how the sector engages the public on firmer net zero targets, especially where these might compete with placemaking and regeneration drivers. We must bring communities on the journey with us. It was noted that education about different options could help, particularly on the balance of aesthetics, cost and carbon intensity, and of sweating existing assets versus upgrading streetscapes. One way to do this could be through ‘good, better, best’ models that clearly set out the compromises. Who Leads? Other barriers identified included ownership and leadership around a new standard, but with no agreement reached on who should take up the mantle. Could this group pave the way forward?

Core Principles and Standards The group set out its wish list for a standard, considering some early themes and ideas to take forward: • Consideration of whole life versus upfront carbon savings, including longevity and future maintenance requirements, is vital to maximise return on investment and deliver genuinely impactful projects • A standard should enshrine circularity principles and the re-use of materials. It could set specific recycling goals for different material classes • There should be firm numbers. It was noted that the highest polluters are often small projects and setting a cut-off threshold to get the ‘worst offenders’ under control was suggested • Any targets should be tapered, getting more ambitious over time to encourage continuous innovation and let contractors know what they need to work towards • Parity in data calculations and methodologies for measuring the carbon impact of schemes is paramount so that we can compare like for like. It was acknowledged that more information is becoming available to help us do this – we know more now than we did even just five years ago • These shared measurement standards must be robust. Third-party verification could be part of the answer. A common level of competency to carry out assessments might be required too

Conclusion and Path Forward – Finding Common Ground While establishing a shared sustainability standard in infrastructure is a tall order, people clearly saw value in working towards one. The appetite for a new, bolder approach isn’t in doubt, but the industry must work together to achieve change. There will be knotty conversations along the way, but we cannot afford to shy away from having them.

ROUNDTABLE WRITE UPS

Author: Antony Oliver, Editorial Consultant and Journalist Funding and Delivering: Doing More with Less PURPOSE

The conversations heard that while local government is at the forefront of addressing sustainability challenges as part of their public service delivery, they also face immense financial, operational, and political constraints. Similarly, the infrastructure industry is undergoing a significant transformation and is grappling with pressures to meet sustainability targets while delivering higher value outcomes for clients.

The roundtable discussions focused on the funding and delivery of sustainable public infrastructure and looked at the challenge of prioritising between environmental, economic, and social outcomes from limited available investment funding. This highlighted the importance of embracing collaborative and innovative approaches across the entire supply chain when driving a sustainable approach to achieving more with less.

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ROUNDTABLE WRITE UPS

CASE FOR CHANGE AND ACTION PLAN

• The critical role of collaboration • Funding: overcoming barriers and unlocking value • Technological innovation: opportunities and challenges • The political dimension: aligning sustainability with policy • Building a shared vision for sustainable infrastructure

Discussions underscored the importance of a deeper understanding by the private sector supply chain of local government realities when attempting to push forward with longer-term and more sustainable alternatives. A number of key issues emerged, including:

The Critical Role of Collaboration A consistent theme throughout the roundtable

However, to enable this collaboration to happen, the fragmentation of the infrastructure sector must be addressed. That means breaking down silos between different sectors, aligning goals, and embracing integrated approaches to improve the levels of transparency, trust, and mutual understanding between all parties involved in contracts. “A long-term relationship with a firm like FM Conway allows us to have a more detailed conversation about what we want to achieve, and their expertise help us learn lessons that will help us to do more for less. The closer you can get to working with your partners, the more you’re going to identify shared goals and be able to achieve them. That’s the best way forward, and what seems to bring the best results.” Bridging the gap between these funding pots requires creative solutions that demonstrate the economic value of an investment and justify its cost. Collaborations between the private sector and local authorities were identified as one route help unlock this funding. By designing contracts that integrate social value metrics and innovation clauses, councils can incentivise contractors to think beyond short-term costs and focus on long-term benefits. “Long-term funding settlements allow officers the space to engage with the supply chain, and have those meaningful conversations, understand what each other wants, and find their way around it. That’s where some of these solutions emerge from. You can’t do that if you have a single year.”

discussions was the power of collaboration across the entire infrastructure delivery supply chain. Sustainability, whether in local government operations or infrastructure projects, cannot be achieved in isolation, particularly in the face of increasing pressure on available funding and the need to achieve better outcomes for less investment. This need for deep partnerships is crucial, not only between the public and private sectors but also among contractors, consultants, and suppliers. The private sector’s role in these partnerships is vital, but it requires greater alignment between commercial incentives and public sector goals, such as environmental sustainability and community benefit. This reflects a shift in perspective where contractors are seen not just as service providers but as innovation enablers. Funding remains a significant barrier to achieving sustainability in infrastructure. While innovative projects promise long-term savings, they often require large upfront investments, which can be difficult for cash strapped local governments to manage. This tension between the desire for long-term gains and the immediate financial pressures that local governments face remains a clear barrier. This is made more difficult by the division between revenue funding for ongoing expenses and capital funding for investment in infrastructure, which limits the flexibility with which councils can deploy resources, particularly when working with short-term funding settlements. Funding: Overcoming Barriers and Unlocking Value

ROUNDTABLE WRITE UPS

Technological Innovation: Opportunities and Challenges

requires careful planning, adequate training, and clear communication to demonstrate the value they bring to both workers and the community. Despite these challenges, there are notable success stories that demonstrates the potential for technology to enhance data collection and decision-making. The key to unlocking this value lies in embedding such technologies into long-term contracts. “If you want us to think hard about innovation, put it in the contract—not just for what we’ve got at the moment, but for what we are thinking about in the future.”

From AI-driven inspections of roads to the use of drones for surveying infrastructure, technological innovations are making their way into public services and are often seen as the key to improving efficiency and enhancing services. But the integration of technology into local government operations is still too often fraught with challenges A clear knowledge gap exists in the understanding of technology potential within many local authorities, which can lead to underutilisation or even misapplication of new technologies. As a result, technological innovation sometimes faces resistance from public sector employees who may view it as an unwanted additional burden or even a threat to their jobs. Successful adoption of new technologies Driving more sustainable infrastructure solutions is clearly easier to deliver and more successful when local political agendas align with environmental priorities. Political support provides the vital foundation to secure funding needed for large-scale projects and helps to bring communities on side during planning. However, not all local authorities have the luxury of such political support when it comes to planning and delivering sustainable solutions. In some cases, projects must rely on the passion and ingenuity of individual teams to move forward.

The Political Dimension: Aligning Sustainability with Policy

The discussion heard that the impact of this political uncertainty is starting to prompt industry leaders in the sector to seek clearer regulation and stronger national mandates that provide the necessary support and consistency for ambitious local sustainability projects. “When you’re in an environment where the politics aligns with the sustainability agenda, it’s so much easier to make progress.”

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ROUNDTABLE WRITE UPS

Conclusion and Path Forward - Building a Shared Vision for Sustainable Infrastructure

The discussion highlighted that to create meaningful change, all stakeholders must work towards a shared vision of sustainability. This requires not just a shift in the way that infrastructure projects are designed and delivered, but also a shift in how communities understand sustainability.

Making sustainability tangible—by linking it to improved air quality, greener communities or reduced energy costs—can help foster greater community engagement and support. The future of infrastructure will depend on creating a culture of collaboration that breaks through traditional silos with industry wide standards that centre on sustainability, accountability, and community impact.

“Sustainability should be the foundation of our new world and everyone should benefit from it. If you’re going to prompt change, you’ve got to do things differently—but those things must be deliverable, not just ideas for the sake of talking.”

Collective Action and Innovation

In the face of these financial pressures, political complexities, and technological challenges, collaboration emerged as the key priority to driving sustainability and innovation in infrastructure. It was clear that the road to a sustainable and innovative future will require collective action, deep partnerships, transparent communication, and shared accountability among all stakeholders.

Through collaboration, aligning political priorities, and embracing a culture of innovation, local governments and private sector partners can do more with less and create a legacy of infrastructure that meets today’s needs while also anticipating the demands of the future.

“We have the aptitude and attitude to drive change, but we don’t always have the answers. We need to come together to move the industry forward because no one can do this alone.”

Join us in this transformative journey. Submit your interest in joining the taskforce by scanning the QR code. Together, we can build a sustainable future.

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CONCLUSION We extend our gratitude to everyone who attended our events and participated in the roundtables at our most recent discussions. Your presence and active involvement have been invaluable, enabling us to be bold in formulating a plan for delivery. The resounding message we received was the importance of working together. Local government is at the forefront of addressing sustainability challenges, facing immense financial, operational, and political constraints. Similarly, the infrastructure industry is undergoing a significant transformation, grappling with pressures to meet sustainability targets while delivering higher value outcomes for clients. Our Blueprint for Change sets out a vision for a new collaborative pathway to create the vital change needed across the infrastructure sector. By focusing on People, Planet, and Purpose, we can address critical challenges and seize opportunities. Addressing the skills shortage, setting clear sustainability standards, and aligning commercial incentives with public sector goals are essential steps.

It has become evident that we cannot achieve our goals in isolation; we must unite and collaborate. We now have the ability to be transformational in creating an environment that benefits us all. The formation of an industry taskforce is proposed to drive forward the ideas presented and turn them into reality. This taskforce will develop relationships with key stakeholders, maintain continual engagement, and craft clear and concise messaging to influence policy and drive change. By working together, we can create a transformational environment that benefits us all. To achieve this, we need the action of key influencers and decision-makers within this group to represent our collective voices and drive meaningful change. Your participation is crucial in turning our shared vision into reality.

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