Knowledge Type

Learning Legacy

Organisation

Tideway

Major Project

Thames Tideway Tunnel
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Thames Tideway Tunnel: Delivering an Environmental, Economic and Social Legacy

The Thames Tideway Tunnel project set out to do more than solve London’s sewage overflow, it aimed to redefine how major infrastructure can deliver long-term environmental, economic and social value. This paper outlines how Tideway embedded its legacy goals into construction contracts, focusing on three thematic pillars: environment, economy and people.

Environmentally, the tunnel’s core benefit is reducing sewage pollution in the River Thames, alongside broader initiatives like using excavated spoil to create wetlands and biodiversity gains through green roofs and tree planting. The project’s ‘more by river’ strategy significantly reduced road traffic, emissions and supported habitat restoration downstream.

Economically, the project revitalised river freight skills and standards by establishing the Thames Skills Academy and launching successful apprenticeship and CPD programmes. It also promoted innovation through a client-funded programme shared via the i3P platform, enabling industry-wide benefits.

Socially, Tideway exceeded targets for employing local, unemployed, and underrepresented individuals, supported those with convictions, and promoted inclusivity through diverse hiring and culturally appropriate PPE. Its legacy initiatives delivered measurable social value, contributing £1.72 in benefits for every £1 invested and aligning with ten UN Sustainable Development Goals.

Tideway’s integrated approach offers a model for legacy-focused infrastructure, aligning delivery with broader societal outcomes.

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This paper appeared in the Proceedings of the Institution of Civil Engineers – Civil Engineering, the flagship journal of the Institution of Civil Engineers, published by Emerald Publishing Limited.

Image credit: Tideway

Attachments

Knowledge Type

Learning Legacy

Organisation

Tideway

Major Project

Thames Tideway Tunnel
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Thames Tideway Tunnel: Delivering a Place Legacy

This paper outlines how the Thames Tideway Tunnel project delivered a lasting legacy through placemaking, going beyond its core environmental aims. Central to this vision was the creation of high-quality, inclusive public realm that reconnected Londoners with the River Thames. Tideway embedded its ‘place’ commitments into construction contracts, focusing on improved river access, public art, and community investment.

New riverside spaces were developed on foreshore structures, blending engineering with urban design to enhance public enjoyment while meeting complex technical, environmental, and regulatory requirements. Key design features included floodable terraces, ecological enhancements through intertidal planting, and inclusive design to improve accessibility along the Thames Path.

Public art was integral, with artists collaborating with communities to create temporary and permanent works that reflected local heritage and the project’s engineering ambition. Project-wide design elements such as signature ventilation columns and commemorative bronze plaques further reinforced the project’s identity and purpose.

Tideway also invested in a long-term community programme, supporting local and pan-London initiatives in heritage, environmental engagement, and youth sport. These partnerships contributed to a broader vision of social impact and river reconnection, positioning the project as a model for legacy-focused urban infrastructure.

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This paper appeared in the Proceedings of the Institution of Civil Engineers – Civil Engineering, the flagship journal of the Institution of Civil Engineers, published by Emerald Publishing Limited.

Image credit: Tideway

Attachments

Knowledge Type

Learning Legacy

Organisation

Tideway

Major Project

Thames Tideway Tunnel
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Thames Tideway Tunnel: Social Impact

This report evaluates the social impact of Tideway’s Legacy Programme, which aimed to deliver lasting societal benefits beyond the core environmental purpose of the Thames Tideway Tunnel. Using a robust Social Cost Benefit Analysis aligned with HM Treasury Green Book guidance, the report identifies 11 Valuation Focus Areas (VFAs), including greenhouse gas reduction, health and safety, inclusive employment, local hiring, STEM engagement, and public realm improvements.

Key findings reveal that for every £1 spent, Tideway generated £1.72 in social value, with peak Benefit Cost Ratios exceeding 4:1 in later years. Highlights include over 80,000 young people engaged in STEM, more than 1,200 previously workless individuals employed, significant reductions in carbon emissions and HGV traffic, and pioneering initiatives like the EPIC safety programme and Active Row youth engagement.

Tideway’s commitment to measuring only “additional” impacts — those beyond regulatory or planning obligations — sets a new standard for credibility in infrastructure legacy reporting. The report concludes with lessons for future projects on integrating social value from the outset and establishing measurable, provable, and lasting legacy outcomes.

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Image credit: Tideway

Attachments

Knowledge Type

Guidance/Good practice

Organisation

AECOM
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Specifying For Circularity

Produced by the Forum for Circular Infrastructure and authored by AECOM, this white paper offers practical guidance on embedding circularity into infrastructure project specifications. It outlines how clients can define circularity objectives, develop performance-based outcomes, enable innovation, and align with emerging standards. The document is intended to support more consistent, resource-efficient delivery across project and framework contracts.

Attachments

Knowledge Type

Report

Organisation

KPMG LLP
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Emerging Trends in Infrastructure and Transportation

KPMG’s 2025 Global Report identifies ten trends transforming infrastructure and transport, based on insights from global executives, project owners, and government stakeholders. Drawing on industry interviews and KPMG’s international network, the report highlights growing pressure on resilience, supply chains, and sustainability delivery, and calls for adaptive, data-driven and collaborative approaches to meet evolving global demands.

Attachments

Knowledge Type

Guidance/Good practice

Organisation

CLOCS Institution of Civil Engineers
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Construction Logistics & Community Safety (CLOCS): Good Practice For Designers

Prioritising safety on all infrastructure projects should be paramount to the design process, and this document describes the approach that Designers should take when developing their designs to include planning for resource and vehicle movements for a construction site to reduce its impact on the road network and local community.

Implementing CLOCS requires the Designers to use forethought as they develop their designs to include planning for resource and vehicle movements to and from a construction site in order to reduce its impact on the road network and local community. As off-site and modular construction becomes a more popular method of building infrastructure, truck movements and unusually large loads are likely to increase. Planning for resource and vehicle movements also reduces the environmental cost of the construction project.

This document was produced with expert input from ICE’s Safety, Health & Wellbeing and Walking & Cycling Communities of Practice; CLOCS and other committed stakeholders.

Attachments

Knowledge Type

Report

Organisation

PwC
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Engineering, Procurement and Construction Management (EPCM) and Delivery Partner Models

This PwC report outlines how EPCM and Delivery Partner models offer adaptable, client-side delivery solutions for complex infrastructure projects. Used alongside traditional contracting methods, these models enable greater project control, access to specialist resources, and flexibility through disaggregated procurement. Key features include staged engagement, enhanced risk management, and incentive-based performance. They are particularly valuable in resource-constrained or fast-paced delivery environments, though require careful governance to avoid added complexity or scope creep.

Attachments

Knowledge Type

Podcast

Organisation

Freshfields Gardiner & Theobald
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The Procurement Act 2023: What It Means for Major Projects

In this episode of the Major Projects Association podcast, host Nicky Wright, Partner at Gardiner & Theobald, is joined by Kate Gough and Rob Colvin of Freshfields to unpack the Procurement Act 2023, the most significant reform of the UK’s public procurement regime in a generation.

Together, they explore the motivations behind the new Act, including the desire to simplify a complex EU-derived system and harness the UK’s £341 billion in annual public procurement spending to deliver better outcomes for taxpayers. From contract performance and transparency requirements to expanded exclusion and debarment rules, the discussion highlights how the Act reshapes the relationship between contracting authorities and suppliers.

The conversation delves into the introduction of Key Performance Indicators for high-value contracts, the creation of a national debarment list, and the greater scrutiny and accountability now built into the procurement process. Kate and Rob also discuss the practical implications for bidders, from understanding new grounds for exclusion, to navigating direct awards and bid challenges under a redefined legal landscape.

Looking ahead, the conversation turns to how future consultations may extend these reforms, especially around prompt payment provisions and defence procurement, reflecting the UK’s growing emphasis on value, agility, and national security in public contracts.

As Nicky notes, success under the new regime depends on preparation: understanding the rules, investing in compliance, and building capability well before the next tender hits your desk. This is essential listening for anyone involved in bidding, delivering, or governing public contracts under the new procurement framework.

Links

Accompanying blogs:

The Procurement Act 2023: A New Regime for Exclusion and Debarment

The Procurement Act 2023: An Updated Regime for Direct Awards

‘Trends in major project procurement’ event information, Highlights Report and Full Report

Kate Gough

Kate Gough

Kate is a partner in the Global Projects Disputes Practice and head of the UK public procurement team at Freshfields. She specialises in complex contentious and non-contentious public procurement, construction and infrastructure matters. She has significant experience of advising public and private sector clients on all elements of public procurement law and policy, including designing, implementing, participating in and challenging public tender processes. She has a Master’s degree in public procurement law and policy and is on the Board of and a frequent contributor to the Public Procurement Law Review.

‘Kate is brilliantly insightful and able to explain legislative changes in a concise way.’ Chambers UK 2026

Connect with Kate on LinkedIn.

Robert Colvin

Robert Colvin

Robert is a Senior Associate and Solicitor-Advocate in the global projects and public procurement practices at Freshfields. He advises clients on a range of public procurement mandates and acts for clients in all forms of dispute resolution with a focus on the defence, technology, construction, engineering, infrastructure and energy sectors. Robert also sits as an arbitral tribunal secretary and is a CEDR Accredited Mediator. He regularly publishes thought leadership pieces, including in the Construction Law Journal and with the Society of Construction Law.

Connect with Robert on LinkedIn.

Nicky Wright

Nicky Wright

Nicky Wright is a Partner at Gardiner & Theobald LLP focusing on creating and driving supplier resilience across Major Projects. She has worked across both public and private infrastructure covering many sectors across the built environment. She works with clients to ensure that the capability, capacity and appetite of suppliers are actively considered throughout the commercial lifecycle. She aims to implement a market led approach by utilising the expertise of UK suppliers and trade associations to drive appropriate commercial strategies. She is also a Board Member of the British Aviation Group.

She has a Masters in Civil & Environmental Engineering, and a MSc in Construction Economics from the Bartlett School at UCL having researched Modern Slavery within the construction industry.

Connect with Nicky on LinkedIn.

Knowledge Type

Report

Organisation

University of Southampton Business School
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Clienting in Major Projects: Beyond Outputs, Towards Outcomes

Published by the University of Southampton Business School, this report introduces the Major Projects Clienting Framework (MPCF), a six-part model to guide clients from output-based delivery to outcome-oriented orchestration. Drawing on research and industry insight, it calls for stronger governance, professionalised client capabilities, value-based procurement, and collaborative ecosystems. The framework redefines the client role as a strategic orchestrator rather than a directive buyer.

Attachments

Knowledge Type

Podcast

Organisation

Major Projects Association MIGSO-PCUBED
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From Transactional to Transformational: Building Better Relationships in Major Projects

In this episode of the Major Projects Association podcast, Executive Director Andy Murray is joined by David Whitmore, Director at MIGSO-PCUBED, to explore the critical role of business-to-business relationships in the delivery of complex major projects.

Drawing on the new research paper ‘Managing strategic relationships in inter-organisational projects’, a collaboration between MIGSO-PCUBED and University College London, Andy and David delve into what makes these relationships succeed or fail. They unpack the key distinction between transactional and strategic relationships, why neither should be viewed as inherently adversarial or collaborative, and how leaders can consciously choose and manage the right model for their context.

From insights into exemplary programmes such as East West Rail, Sellafield’s Programme and Project Partners, and the Anglian Water’s @One Alliance, to practical lessons for those implementing delivery partner models, this conversation highlights how effective relationship management can make or break project outcomes.

As David notes, successful major projects don’t just rely on sound contracts or strong governance, they depend on leaders who understand, nurture, and strategically manage the web of relationships that underpin delivery. This is a must-listen for anyone involved in shaping, leading, or partnering on major programmes.

Related links
Managing Strategic Relationships In Inter-organisational Projects

No More Heroes report

MIGSO-PCUBED’s RelationSHAPE

The rise of the delivery partner

 

David Whitmore
Director


David Whitmore
David is a project & programme management practitioner with a unique mix of safety critical design, procurement and safety case expertise. He has a proven track record of transforming organisations and leading teams of people engaged in delivering complex, high technology projects.

Prior to joining MIGSO-PCUBED and following 7 years in the high voltage power transmission industry, David held director level positions with Rolls-Royce, Horizon Nuclear Power and Atkins working on nuclear major projects including design, manufacture, construction and in-service support projects. He led the project and programme management function for Rolls-Royce’s Submarines business and introduced innovative collaborative working arrangements with client organisations and supply chain companies. In Atkins David led the nuclear engineering function including a secondment to Horizon Nuclear Power as Engineering Director before being appointed as the Major Projects Director for the Atkins Nuclear business.

In MIGSO-PCUBED he is a Strategic Advisor to the CEO. He is developing new thinking for the delivery of major projects in the UK context and he has published a number of academic papers on the transformation of major project delivery. In 2020 he was seconded into Veolia Nuclear Solutions to lead the recovery of the Fukushima inspection programme.

If you would like to know more about the research discussed in the podcast or would like to get involved, please email david.whitmore@migso-pcubed.com.