Alison Fagan is infrastructure lead at law firm DLA Piper
In 2025, the UK’s infrastructure sector stands at a critical juncture. The nation’s builders will no doubt welcome the recent announcement that the government intends to give judges the power to block appeals on nationally significant projects, plus its renewed commitment to Heathrow expansion.
“Countries like Singapore have demonstrated how centralised governance can drive more efficient infrastructure development”
Together with the planned launch of the National Infrastructure and Service Transformation Authority (NISTA) this spring, as well as the introduction of Great British Energy (GBE) and the National Wealth Fund (NWF), the changes represent a significant step forward, signalling a bold new focus on building for the future.
While the ambition is welcome, the path forward remains uncertain. Although it’s a cliché that all businesses crave certainty, the fact is that construction requires more of it than any other sector. Given the lead times involved, the level of upfront investment required, and the inherent difficulties with procurement of materials and skilled workers, long-term clarity is essential.
Industry leaders need detailed insights into how the new entities the government is creating will function – both independently and collaboratively. Without clear guidance, businesses cannot align their strategies with national goals and this leads to delays, inefficiencies and missed opportunities.
At the heart of any viable strategy must be a comprehensive infrastructure masterplan to provide consistency from one government to the next. Such a plan would not only provide the operational clarity the sector craves, but also serve as a foundation for sustainable growth.
Planning for a decade and beyond
A well-crafted masterplan would address several critical challenges facing UK infrastructure, from depoliticising infrastructure, through to addressing the skills shortage, streamlining decision-making and, most importantly, offering a clear, long-term vision.
One of the most pressing issues is the politicisation of infrastructure planning. Shifting political priorities have historically disrupted projects, creating uncertainty that discourages private investment. Last year’s Blueprint for Growth, a manifesto released by a collective of tier one contractors, rightly calls for a depoliticising of infrastructure so that projects are allowed to run without fear of interference from changing governments. A masterplan would work alongside this, providing a consistent pipeline of projects over at least a 10-year period, stabilising the investment environment and fostering greater confidence among stakeholders.
The skills challenge is another critical barrier to meeting growing demand. A recent analysis of Office for National Statistics data revealed that 16 per cent of construction businesses are experiencing worker shortages. Compounding the issue, over 35 per cent of construction workers are aged 50 or older, highlighting the urgent need to attract and train a younger workforce.
A clear and sustained pipeline of infrastructure investment would provide businesses with the confidence to recruit and train new talent, especially in areas like project management and advanced trades. Without this certainty, firms will remain hesitant to commit resources, leaving the sector ill-equipped to handle the demands of the government’s ambitious plans.
The success of this masterplan would also depend on leveraging new institutions like NISTA, GBE and the NWF – together with government departments – effectively under one cohesive framework. Clear definitions of their roles within the broader infrastructure ecosystem will be essential to foster collaboration and ensure their efforts contribute meaningfully to national goals, reduce inefficiencies and ensure alignment across sectors.
To enhance this coordination further, the appointment of a dedicated infrastructure minister could bring much-needed accountability and oversight to large-scale projects. Countries like Singapore have demonstrated how centralised governance can drive more efficient infrastructure development.
Ultimately, a detailed plan would not only attract international investment but also transform quality of life across the UK – whether through improved transport links that reduce commute times or sustainable energy projects that lower emissions. By addressing systemic challenges such as politicisation, skill shortages, fragmented governance and uncertainty in investment pipelines, the UK could unlock its full potential as a global leader in infrastructure innovation.
The industry would swing behind the government if it felt confident that the rug would not be pulled from under it a few years down the line.
