BusinessLDN at UKREiiF 2026: Turning infrastructure ambition into delivery across the capital

London has no shortage of infrastructure ambition. The real question is how that ambition translates into projects that are funded, prioritised, and delivered.

At our UKREiiF breakfast roundtable, sponsored by Arcadis and chaired by our Chief Executive John Dickie, BusinessLDN brought together senior figures from London Councils, the Greater London Authority (GLA), and industry to explore how the London Infrastructure Framework (LIF) can move from priorities to a pipeline that delivers in practice.

Peter Hogg, UK and Ireland Country Director at Arcadis, opened by underlining the central role infrastructure plays in the capital’s economy – supporting growth, shaping how the city works and underpinning its long-term competitiveness. He stressed that infrastructure is integral to London and its growth, and that there is a significant opportunity to deliver.

Alison Whiteley, Chief Executive of London Councils, and Paul Honeyben, Strategy Director for Borough Financial Resilience and Growth at London Councils, presented an overview of the LIF, with additional observations from Andrew McMunnigall of the GLA’s infrastructure team. The Framework provides an agreed approach to assessing infrastructure need across London. and was developed through a literature and policy review followed by data collection to create a base list of projects, before being filtered to focus on strategic schemes – particularly those spanning boroughs. Around 150 projects were identified, with 51 prioritised. These include major transport investments such as the Bakerloo Line Extension and Crossrail 2, alongside energy networks, station upgrades, and a wide range of other schemes.

A key strength of the Framework is how it captures the interdependence between infrastructure sectors, recognising how transport, energy, water, and digital networks connect. In addition to setting out the pipeline of projects, the Framework also sets out recommendations across three areas – promoting the Framework, funding and financing, and delivery. With the next London Plan expected in July, there is an important relationship between the two plans, and the Framework itself is intended to be a living document, with an update already planned in a year’s time.

The focus is now firmly on delivery. The Framework provides a shared foundation, but turning that into projects on the ground will require sustained coordination across London.

The discussion covered a number of issues. A more fragmented political landscape following the recent local elections could make delivery harder. In that context, the idea of a London infrastructure champion – currently being explored by the GLA and London Councils – is intended to help bridge the gap. The role would bring schemes together and support boroughs as they move from plan to delivery, with the aim of developing a more investable pipeline.

While still at an early stage, there was a clear sense that, if designed well, such a function could help cut through complexity – with comparisons to the role TfL has played in transport. For that to work, it would need the right mix of resource, expertise, and convening power.

Demonstrating early progress will also be important. Delivering a few readily deliverable schemes in the near term would help build confidence and generate wider backing for the Framework.

For investors, clarity and pace remain central. The need to understand where decisions sit, engage with the right people, and move through processes efficiently came through strongly – particularly for international investors looking to deploy capital at speed.

There is also a wider case to make. Better connecting investment in infrastructure to Londoners’ day-to-day prosperity – including engaging younger audiences – will be important in building visible support for new projects.

Linking the Framework more directly to London’s skills challenges could strengthen this further, helping address delivery constraints while creating economic opportunity. SMEs have an important role to play, both in shaping projects and supporting delivery.

Partnerships sit at the centre of this agenda. Delivering the projects set out in the London Infrastructure Framework will depend on close coordination between boroughs, City Hall, national government, and the private sector. Strong collaboration across all levels of government is essential.

The Framework sets out what London needs. The test now is whether the city can organise itself to deliver it – at scale, at pace, and in a way that supports long-term growth.