The government’s recent approval of Gatwick’s £2.2bn second runway has been described by Rachel Reeves as proof that the UK is “backing builders, not blockers”.

‍

It’s encouraging to see a statement of intent. The UK needs new infrastructure to unlock growth, enhance connectivity, and deliver on net zero commitments. But beneath the political soundbites potentially lies a growing disconnect between government ambition and the practical realities of delivery.

‍

One government source suggested planes could be taking off from Gatwick’s new runway before the next general election – by 2029. Yet we know this is unlikely given the scale and complexity that entails: navigating legal challenges, detailed design, procurement, construction, and commissioning. Each of these phases can take years.

‍

The disconnect isn’t just about timelines – it’s also about competing priorities. The tension between short-term growth priorities and long-term sustainability goals lies at the heart of some of the UK’s infrastructure challenges. Both investment in connectivity and progress towards net zero are vital.

‍

For publicly funded projects there is a further challenge of making the case for funding at a time of severely constrained government spending. You can have a project with a good business case to meet the governments strategic objectives but that doesn’t mean it will be granted funding to take it from a concept to reality. Government departments are competing for funding from a shrinking pot, and this likely won’t change until UK GDP starts growing consistently again at 2%+.   

‍

Many public projects are suffering from drift to the right, with client deadlines on ITTs being published or contracts awarded being delayed.

‍

The key to improving things is alignment: ensuring that ambition is supported by deliverability, capability, funding and political will to offer a consistent pipeline that gives investors and the supply chain partners confidence.

‍

At a time when the UK is seeking to re-establish a credible track record in infrastructure delivery, the focus must now shift from announcements to execution. That means not only backing builders, but also backing the systems, skills, and leadership needed to turn policy intent into practical, sustainable outcomes. A little more realism and communication with the supply chain from major project clients would be welcomed.

‍

What would you change to get infrastructure projects moving faster?

‍

I’d be interested to hear your thoughts — drop me a note at jn@newsomconsulting.co.uk