The Infrastructure Podcast

In this episode we drill into the project delivery challenges facing the sector as it adapts to the new Burnham administration’s drive for devolved power and greater regional investment.
And the government’s 10 year infrastructure strategy and massive £718bn pipeline means the spotlight has turned firmly from project planning to project delivery. 
But it is also true that successive central governments have historically struggled with major project execution, often hindered by bureaucracy, shifting political priorities, and fragmented decision-making. 
So is now the moment for a project delivery transformation?
Well we certainly see the political landscape shifting significantly following Andy Burnham's entry into Downing Street. This brings expectations that his regional "Manchesterism" approach, built on sustained transport and innovation investment, devolved powers, and community-centric regeneration, will be scaled nationally.   
Yet scaling this model is no small feat. Not least when it comes to overcoming the constant politics of project delivery, stretched public sector budgets and the talent gap in the workforce. 
Success will inevitably mean taking radical and decisive steps to get decision making and project delivery in shape to secure the vital private sector confidence needed to invest amidst on-going economic uncertainty. 
Well to unpack these complex dynamics, my guest today is Alistair Godbold, Vice President of the Association for Project Management and Director with The Nichols Group. 
Alistair’s long and distinguished background in major project delivery should make him well placed to shed light on the critical issues ahead be that the need to modernise procurement, empower local communities, or deploy emerging data and AI tools responsibly.
Resources
Association for Project Management 
Nichols Group
The UK Infrastructure Pipeline
Centre for Complex Project Management 
Global Alliance for the Project Profession

This episode explores the future of Heathrow, the UK’s hub airport and a vital engine for national economic growth. 
The discussion was recorded live at the recent TwinTalks breakfast hosted by the Bentley Systems Infrastructure Policy Advancement team and features Helen Elsby, Chief Development Officer at Heathrow, the person responsible for turning the airport’s complex multi-billion-pound ambitions into physical and commercial realities. 
Helen is joined in the discussion by two key members of her supply chain: Nigel Cole, Managing Director of Infrastructure at Mace Construct and Harriet Wheeldon, director at Mott MacDonald.
With passenger volumes continuing to reach record highs, Heathrow continues to progress plans for expansion to combat capacity constraints and keep passengers and cargo moving in, out and across the country smoothly.
The scale of ambition is staggering: a £1.3 billion commitment in 2026 to conclude the current H7 investment cycle, more than £5 billion planned for the forthcoming H8 period (2027–2031), and the greenlighting of planning work for a potential further multibillion pound investment in expansion. 
As the discussion hears, Heathrow plans to build faster, smarter, and more efficiently to deliver maximum value for passengers, airlines, and the UK economy.
Funding these ambitions entirely through private capital requires relentless operational and supply chain efficiency. From Modern Methods of Construction and the use of digital technology to collaboration across a nationwide supply chain, Heathrow must stretch every asset to unlock a 12% capacity boost, transform passenger experience, and drive net-zero goals.
Much to get on with at Heathrow – so much to discuss.
Resources
Draft Heathrow Expansion National Policy Statement
Heathrow's H7 2026 plans
Heathrow's H8 plans
Heathrow expansion plans
Interview with Heathrow COO Javier Echave
Infrastructure Policy Advancement

In this episode we focus on the UK’s challenge to accelerate its energy transition and in particular the role that our world-class gas infrastructure can play. 
To discuss this issue I am joined by James Earl, chief executive of Future Energy Networks, the relatively new industry voice which is supported by network owner National Gas, and the four Gas Distribution Networks – Cadent Gas, Northern Gas Networks, SGN and Wales & West Utilities..
James’ background in the economics of energy make him well placed to explain how investment in the UK gas network can help to transform the way we decarbonise, transport and store the growing amounts of power needed to run the nation.
It is an interesting and under-discussed topic. As the UK accelerates toward its Net Zero targets, the conversation around our energy future is often dominated by talk of wind turbines, solar panels, and total electrification. 
And while electrification is certainly critical to our decarbonised future, soaring demands due to new technologies like AI data centres, and geopolitical pressures are squeezing European energy supplies. 
The message from the industry is clear: a secure, affordable, and resilient energy transition cannot rely on electricity alone. 
Fortunately we have a mature gas network infrastructure literally beneath our feet really and waiting with the potential as a critical resource to support and boost the resilience of supplies, as a key energy storage asset and as a resource to spearhead the use of a new green gases.   
Lots to chat through with James as we get our heads around the potential of a whole-systems approach to energy future – let’s crack on 
Resources 
Future Energy Networks website 
The Institution of Gas Engineers and Managers (IGEM) 
Cooking on gas - Onward report into gas infrastructure 
National Energy System Operator’s report on Biomethane 
Hybrid heating systems

In this episode we focus on the challenge of meeting the growing global demand for power.
The arrival of Andy Burham as Prime Minister and the latest ministerial reshuffles certainly does not undermine the government’s desire to invest in the infrastructure needed to bolster the UK’s energy supply.
But it is also clear that the acceleration of artificial intelligence,  and the growth in the data centres powering the technology, has triggered a new and growing clash between the needs and aspirations of digital tech and our ability to power the reality. 
My guest this week is Javier Cavada, President and CEO of Mitsubishi Power for the EMEA region, someone who is without question at the heart of creating and delivering the technology that is capable of bridging this widening power gap.
And he knows all too well the dilemma - while so-called hyperscalers are racing to construct gigawatt-scale data centre campuses within 18 to 36 months, delivery of the high-voltage transmission lines, substations, and generation assets required to energize these facilities often takes 5-to-10-year infrastructure planning cycles. 
We therefore face an escalating "infrastructure debt"; a systemic deficit where regional grid capacity, regulatory queues, and aging distribution networks are lagging way behind the relentless power demands of modern computing.
This means that the data sector can no longer rely solely on traditional public power grids for their survival. 
Instead, navigating this bottleneck requires a fundamental transition toward a resilience-first mindset, one that fuses rapid network reinforcement and grid-enhancing technologies with on-site, so-called “behind-the-meter” generation and intelligent load balancing.
From hydrogen-ready gas turbines and large-scale battery storage to digital plant optimization and industrial heat management, the technology is there to bridge the gap. But how will it be financed and how will it be delivered at pace?
Resources
Mitsubishi Power website
JAC-series gas turbines capable of using hydrogen blends
TOMONI® digital solutions platform
Battery Energy Storage Systems (BESS) 
UK government drive to net zero
DESNZ: UK government energy policy
The World Economic Forum: data centres stats
Javier Cavada Linked In
Wärtsilä, Finnish decarbonisation specialist 
Highview Power

In this episode are back with the latest in our series exploring the New Hospital Programme (NHP), the single largest investment in NHS infrastructure in recent decades. 
Hopefully you have caught the first two episodes on the programme published last February and December in which we explored the immense scale of this massive national endeavour and set out how the supply chain is gearing up to support the ambitious £37bn Hospital 2.0 industrialised delivery programm.
Since our last podcast in February this year, ten delivery partners have been announced to work on the eleven projects in wave one of the programme which will be completed by 2033. In total three project delivery waves will see the huge programme stretch out to the mid 2040s. 
Today, we are stepping into the operational reality of how these state-of-the-art facilities will actually be delivered on the ground and how this bold Hospital 2.0 Alliance will actually work in practice.
So lots to talk through and to unpack and to do that I am joined by a panel representing one part of the new Hospital 2.0 Alliance: Emma Whigham, the NHP Hospital 2.0 Alliance Director, Martin John, Strategic Director for Kings Lynn and James Paget hospital trust, and James Britt, Programme Director at construction partner, Skanska.
Some context – historically, and as explained in our last two podcasts, NHS hospitals were built individually by autonomous trusts under a fragmented approach that frequently led to budget overruns and timeline delays. The new (H2A) Hospital 2.0 Alliance Framework aims to completely rewrites that playbook. 
By replacing traditional, often adversarial procurement with a 12-year collaborative ecosystem, NHP is backing an industrialised approach, leveraging standardisation, off-site manufacturing, and repeatable designs to speed up construction and drive value.
But moving from theory to practice is highly complex. It demands an entirely new culture of transparency, shared risk, and collective resilience. 
So let’s dive in with the folk on the front line and explore how this radical approach actually is set to change things for frontline clinical staff, deliver consistent long term value for taxpayers and crucially, improve patient outcomes.
Resources
New Hospital Programme: Plan for Implementation
Government hospital investment press release 
Hospital 2.0 Alliance
Episode 143 - Hospital 2.0
Episode 152 - The Hospital 2.0 Alliance
Supplier Guide.
Skanska website 
Kings Lynn and James Paget hospital trust
Queen Elizabeth Hospital trust
Egan review 1998
Latham review 1994