Embracing innovation and embedding a new wave of systems thinking into the design and delivery processes is a critical part of the construction sector’s drive to achieve Net Zero and switch towards more sustainable approaches that will radically improve the economic social and environmental outcomes from infrastructure investment.
However, while there is no shortage to ambition, we still see challenges across the sector when it comes to translating these new ideas into practical, budget-conscious, and deliverable projects.
As such, modern contractors must ground this vital innovation in economic realities, adopting new materials and methods that drive down carbon, champion resilience and boost community value without overextending resources or limited public funds.
Individual companies like Amey must step up to meet the climate and biodiversity emergencies that we’re all living in. But it is also clear that a new balanced approach has to be achieved on a sector-wide basis; away from individual companies leading the charge to a collective effort – underpining the notion that when the tide comes in, all boats rise.
Frameworks like PAS 2080, which sets standards for managing carbon throughout the lifecycle of infrastructure assets, have already set the precedent for what good looks like and are now effectively guiding us toward these shared sustainable practices and goals.
This collective effect underlines the importance of trust and value alignment between contractors and clients. Contracts must continue to move towards rewarding outcomes rather than just outputs – easier said than done, but we’re seeing the green shoots.
For example, winning bids now often depends not only on quality submissions but also on demonstrated behaviours and alignment with sustainability goals, as seen with organisations like Network Rail and the Ministry of Justice. The internal values and culture of business must therefore also reflect this shift, genuinely empowering employees at all levels to contribute ideas, from marginal gains to systemic changes that collectively drive progress.
Decarbonisation projects often involve high upfront costs, raising concerns about public spending and private investment viability. This means that contractors must demonstrate the long-term benefits of sustainable solutions to justify these investments.
Highlighting the total lifecycle value of assets, considering not only cost and carbon savings but also broader impacts on jobs, air quality, and public health, is crucial. The challenge is to show that the economic value of the Net Zero transition outweighs the costs, with benefits perhaps including reduced reliance on fossil fuels and the creation of thousands of skilled jobs.
Incorporating climate change resilience into infrastructure planning is also essential – this after all presents the immediate challenge. The Net Zero transition is not an either-or choice; it’s an economic opportunity that supports jobs, protects against future price shocks, and delivers a range of social and health benefits.
The systemic issue of undervaluing nature’s services, such as air and water quality, further complicates traditional business cases. A broader perspective that includes these factors in decision-making processes is required.
Our experience suggests that for innovative, sustainable projects to succeed, community engagement is critical. Communities need clear communication about the tangible outcome benefits from these projects, particularly in demystifying concepts like Net Zero, carbon offsetting and ‘green’ infrastructure. Contractors must communicate to build trust and create a sense of shared ownership with local communities.
Responsibility for community engagement often lies across both the client and contractor. Alignment between all stakeholders is key to success, not least with local authorities playing a crucial role in bridging the gap between national infrastructure goals and community expectations.
Positive community engagement is increasingly tied to facilitating social value. This can include creating local and inclusive jobs, championing local suppliers, and engaging with youth organisations to inspire the talent that will deliver on our sustainability ambitions. Yet communities often feel that projects are ‘done to them’ rather than having a voice in the process. To change this, we must create more opportunities for rich dialogue, co-creation and demonstrating decarbonisation is an investment in health, skills, local jobs, and economic growth.
Access and transparency is key; measures such as moving beyond traditional town hall meetings to accessible online platforms or embedding sustainability messages into school outreach programs are crucial.
In particular, the sector must address community concerns about complex, large-scale nationally significant projects such as solar farms and power distribution networks which often lead to confusion about their broader purpose. Clear communication and active listening to understand local priorities better are essential. Advances in digital tools can help. For example at the press of button we can now translate messages into a language of choice, or use social media channels that target audiences that that can contribute.
Contractors often face the challenge of aligning global Net Zero targets with local community priorities. In regions economically dependent on carbon-intensive industries, designing projects that support local employment while meeting sustainability goals is essential.
Leveraging the UN Sustainable Development Goals (SDGs) as a guiding framework and compass for the direction of travel, we can clearly define our objectives and identify interventions that benefit both global targets and the local communities impacted by our projects. Of course, these goals were set to achieved by 2030 and there is much yet to be done. This ensures that projects deliver measurable benefits and drives clients to specify desired social value outcomes, helping contractors focus their efforts effectively.
Community consultation plays a vital role in this process. Engaging local stakeholders throughout the project lifecycle creates a sense of ownership. For example, involving communities in decisions about landscaping or biodiversity enhancements ensures local concerns are addressed effectively.
One standout example is Amey’s work with Bradford Schools PFI, where a Social Value Manager was seconded to the local council. This initiative enabled the council to shape their approach to social value in procurement, informed by insights from a contractor’s perspective -and likewise helps us to understand the burning platforms, priorities and how to maximise opportunities.
Managing public expectations is vital to avoid disappointment or backlash when projects fall short of early promises. Contractors need to balance optimism about sustainable solutions with realistic projections of timelines, costs, and benefits.
Much of the responsibility for public communication lies with clients, such as Network Rail and National Highways. However, contractors also play a critical role in adapting messaging to resonate with different audiences. Transparency about the challenges, paired with relatable benefits like improved air quality, health or quicker journey times resonate far better than abstract metrics like carbon savings.
Showcasing successes and highlighting game-changing projects such as the Core Valley Lines rail network in South-East Wales, where we transformed an ageing network into a sustainable, electrified metro-style service with Transport for Wales, helps build credibility while demonstrating tangible progress. Local economic growth, and community wellbeing were at the heart of this project – from initial tender, through construction and now into everyday delivery.
The journey to net zero is complex and requires contractors to embrace new thinking and navigate an evolving set of challenges; from balancing innovation with practicality to aligning local needs with global goals.
By setting out to embrace genuine, open partnerships, integrating social value into procurement, and adapting communication strategies, contractors can build trust and drive sustainable progress.
Collaboration, community engagement, and a lifecycle perspective on value are critical components of success. And as the push for biodiversity net gain, energy security and net zero accelerates, these approaches will increasingly begin to offer a blueprint for aligning the vital systems thinking with the necessary real-world pragmatism.