Mega projects urged to share learnings widely

Desire for change is alive in the infrastructure sector, according to Steve Moore, the departing co-chair of client group i3P. But improvements are often hampered by “rules of the game getting in the way” around specifications and standards.

And despite the rhetoric around the benefits of collaboration, a huge effort is still needed to share best practice across the industry to make further gains around sustainability, productivity and safety when delivering new assets, he adds.

“We are still an industry that relies on standard materials like concrete and steel, build a lot of things in the ground rather than off-site, and manage things on a project-by-project basis,” Steve says.

“We don’t tend to learn as well as we could, but should aim to share best practice. While the desire is there to be more diverse in our thinking and creative in terms of what we do, the rules of the game can get in the way,” he adds.

“Companies have their own standards, specifications and procurement rules, and navigating all that requires huge effort. Encouraging more collaboration requires not just a change in process, but a change in mindset.”

Major project experience

Steve has spent 45 years working in construction and infrastructure: the first two decades of his career were with Tarmac, which became Carillion, and since the turn of the Millennium he worked for the Environment Agency, leading major projects, until his retirement in April.

He joined i3P – the Infrastructure Industry Innovation Partnership – six years ago to bring contractors, consultants and clients together to discuss ways of solving common challenges by sharing more insight. He now hands over to incoming co-chair Alan Feakins, a special advisor to the new Sizewell C nuclear power plant in Suffolk.

The i3P group joined Connected Places Catapult last year. It was formed in 2016 to share lessons (both good and bad) from major schemes such as Crossrail, Thames Tideway and Heathrow Terminal Five; and to bring forward innovations in areas such as low cement concrete and earthworks.

“At the core of i3P is a treasure chest of great ideas, where good practice has been tested and proven,” says Steve, who adds that members are encouraged to see what works and use it themselves.

“We bring together nearly a dozen clients spending billions a year, sat in the same room alongside a host of contractors and consultants, sharing common problems, and starting to think about how we can work together to implement solutions at scale to help transform the industry.”

Steve Moore, the departing co-chair of client group i3P

Focusing on project value

The need to reduce costs remains a primary driver for many clients, Steve notes. But he has been pleased to see in recent years an emphasis on value for money with projects instead.

“Value is measured in a whole host of ways on projects: it can cover safety – so people don't get hurt during delivery and operation – it can mean emitting less carbon – so we are not contributing to a warming climate – and it can mean achieving longer life cycles from our assets.

“What’s really interesting is around data and AI,” Steve adds. “Several large projects such as HS2 have been trialling and testing different aspects of digitally based project delivery, such as with robotics used in precast factories and on site, and we have been sharing that among other partners so they don’t have to learn from scratch. Big projects give space to try new technologies.”

Members of i3P have also been hearing recently about the use of technology used in nuclear applications, and how that might be useful for transport. “We join up different parts of the infrastructure industry which in the past probably wouldn't have looked at each other. Whether it's AI or robotics, the whole world of digital applies to us all.”

Encouraging creative thinking

Steve recognises that HS2 in particular has been closely scrutinised on cost, but says the rail project has proven to be a “proving ground for amazing new innovations and creative thinking”. He hopes its championing of new technology will be better recognised in future years.

“We can't avoid the economics, but if we can talk more about value in terms of social impact, sustainability and carbon then we will start to think differently about project delivery. We are definitely on that path.”

Steve predicts the Lower Thames Crossing will be another great example of collaboration around innovation. “These sites are testbeds for new technology, new ways of working and new materials. Clients need to take liability away from the contractor and say ‘if you are happy to use a new product, and it requires repair in 15 years instead of 25, we will take on that risk’.

Such an approach may also free up consultants to design more novel or creative solutions than they do at present, he adds.

Improving i3P’s outreach

Steve urges companies not working alongside i3P to get involved. “For a relatively small amount of money you have access to a peer group sharing their good practices. You also get access to Government departments who give updates on forward plans, and we are associated with the Infrastructure Client Group and Innovate UK.

“Connected Places Catapult improves our outreach and awareness of our brand, and has opened our eyes to things we hadn't thought about.

“The infrastructure sector cannot deliver the outcomes that Government has asked of it without working better with others,” he adds. “The best way of doing that is using forums like i3P, because our level of influence is strong.

“A big thanks to everyone who is trying to make a difference and please keep going; there are many more allies than you may think; just ask i3P.”

Find out more about joining the i3P community.