The UK Government’s major projects portfolio contained 189 programmes with a combined whole-life cost of £924.2 billion during 2025 to 2026, according to the NISTA Major Projects Annual Report 2025 to 2026.
The programmes span infrastructure, defence, energy, technology and public-service transformation. NISTA reports estimated monetised benefits of £603.6 billion, although some forms of public value, particularly those connected with national security, cannot easily be given a financial value.
For employers and professionals across the engineering economy, the report also shows the scale of the delivery capability needed over the coming years. Many of the programmes will draw on the same project controls, commercial, engineering, safety and technical disciplines.
Key takeaways
- 189 projects were covered by the 2025 to 2026 annual report.
- Their combined whole-life cost was £924.2 billion.
- 73% of projects were rated Green or Amber.
- 26 departing projects successfully delivered their objectives.
- 81 projects remain in the refocused central portfolio.
What does the report say about project delivery?
The annual report assesses delivery confidence across programmes led by 20 government departments and their arm’s-length bodies.
| Delivery confidence | Projects | Share of portfolio |
|---|---|---|
| Green | 29 | 15% |
| Amber | 109 | 58% |
| Red | 34 | 18% |
| Exempt | 17 | 9% |
A delivery confidence assessment indicates the likelihood of a project meeting its objectives within the expected time and cost. Green indicates that successful delivery appears highly likely, while Amber means delivery remains feasible but requires active management of significant issues.
A Red rating means successful delivery against the existing plan appears unachievable without action. It does not mean the project is expected to be cancelled or will ultimately fail.
These assessments should not be seen as a definitive judgement on whether a project will ultimately succeed or fail. Instead, they provide an early warning, helping us identify risks sooner, understand where pressures are emerging, and work with departments to address issues before they become more serious.
Becky Wood, Chief Executive, NISTA, in the Government’s major projects announcement
The results also show movement within the portfolio. The NISTA report records that 18 projects moved from Amber to Green, while one moved directly from Red to Green.
A total of 42 projects left the portfolio during the year. Of these, 26 had successfully delivered their objectives. Others left because they no longer met the reporting criteria, were replaced by successor projects or closed early.
The central portfolio has been refocused on 81 projects
The 189 projects covered by the annual report should not be confused with the revised Government Major Projects Portfolio introduced on 1 April 2026.
Under the Government Major Projects Portfolio reforms announced by NISTA, the central portfolio was reduced to 81 nationally significant projects. The change allows NISTA to direct expert advice, assurance and central scrutiny towards the programmes judged most likely to benefit from that support.
Projects must now meet Treasury approval requirements and three additional criteria:
- Support a top government priority
- Have a whole-life cost above £1 billion
- Benefit from focused central support and scrutiny
Removal from the central portfolio does not mean that a project has been cancelled or is no longer important. Departments remain responsible for delivery, while projects requiring Treasury approval will continue to have their expenditure scrutinised.
Projects outside the central portfolio will increasingly have their assurance managed through departmental teams. NISTA will continue to provide standards, guidance, data and wider project delivery support.
Sizewell C and Dreadnought receive mega project status
The NISTA annual report introduces a formal mega project classification for the Government’s largest and most complex programmes.
Mega projects have transformational implications for the economy, society or national security. They have whole-life costs above £10 billion and will typically take more than ten years to deliver.
The first three programmes to receive the classification are:
| Programme | Area |
|---|---|
| Sizewell C | Civil nuclear energy |
| Dreadnought | Defence nuclear |
| HS2 | Transport infrastructure |
Together, these programmes account for more than 10% of the portfolio’s overall whole-life cost.
For employers, long programme durations make continuity of knowledge particularly important. Programme leadership, technical governance, supplier capability and succession planning may need to be sustained across multiple delivery phases and spending periods.
Major programmes span several Millbank sectors
The Government Major Projects Portfolio data for April 2026 includes nationally significant programmes across nuclear, defence, energy and major infrastructure.
| Area | Selected programmes | Main delivery activity |
|---|---|---|
| Nuclear | Sizewell C, GBE-N SMR Programme, Geological Disposal Facility and STEP fusion | New build, modular manufacturing, waste management, systems integration and technical assurance |
| Defence | Dreadnought, AUKUS submarines, Type 26, Skynet 6 and Clyde Infrastructure | Complex manufacturing, secure infrastructure, communications and systems engineering |
| Energy transition | HyNet, East Coast Cluster and Hydrogen Allocation Round 2 | Process engineering, carbon transport, storage, hydrogen and industrial decarbonisation |
| Infrastructure | Flood-risk investment and the New Hospital Programme | Construction, digital design, building systems and programme delivery |
These programmes differ in technology, location and regulatory environment. However, many depend on a shared base of engineering and project delivery capability.
The portfolio therefore represents overlapping requirements across clients, contractors, specialist suppliers, manufacturers and professional services businesses.
Different programmes need many of the same skills
Project delivery begins well before visible construction or manufacturing activity reaches its peak. Requirements, designs, cost estimates, schedules, commercial strategies and assurance plans all need to be established during the earlier phases.
The disciplines required across the portfolio can be grouped into four broad areas.
Programme control
Project and programme managers coordinate delivery across complex organisations and supply chains. They are supported by planners, schedulers, cost engineers, risk specialists and project controls professionals who maintain the programme baseline and provide an accurate view of progress.
Technical integration and assurance
Systems engineers, design managers and configuration professionals ensure that individual systems and work packages function together. Safety, quality and technical assurance teams provide the evidence needed to meet contractual, regulatory and operational requirements.
Commercial delivery
Commercial managers, procurement specialists and supply chain professionals manage contracts, supplier relationships, cost pressures and delivery obligations. Supplier assurance becomes particularly important where programmes depend on multi-tier national and international supply chains.
Delivery and transition
Construction managers, manufacturing engineers and commissioning professionals turn approved designs into operating assets. Handover and through-life support teams then protect knowledge and performance as projects move into service.
Workforce evidence points to growing capacity requirements
Separate industry workforce assessments help to place the portfolio in context. They do not provide a single employment forecast for the £924.2 billion portfolio, but they show the scale of demand already expected in several relevant sectors.
The Engineering Construction Industry Training Board’s 2026 to 2030 strategy forecasts that 40,000 additional workers could be needed for major projects by 2030. These projects span nuclear, renewables, oil and gas, water, food and drink, hydrogen and carbon capture.
The National Nuclear Strategic Plan for Skills document identifies the need to fill 40,000 new jobs by the end of the decade. This reflects forecast sector growth and the need to replace people leaving the workforce.
The Defence Nuclear Enterprise currently supports 47,600 jobs, with its workforce expected to grow to 65,000 by 2030. It also aims to deliver 22,000 apprenticeships and create 9,000 graduate roles by 2035, according to Defence Nuclear Enterprise workforce figures published by AWE.
The Skills England annual skills report for 2026 adds a wider perspective. Employers report that more than a quarter of vacancies are difficult to fill because of skills shortages.
Skills England expects demand for important occupations in priority sectors to increase by nearly a quarter over the next decade. Engineering and digital professions are priorities across several industries, while the report says the education pipeline alone will be insufficient to meet projected employer demand.
These figures are not a direct employment forecast for the Government Major Projects Portfolio. They provide separate evidence of the workforce conditions in which its nuclear, defence, energy and infrastructure programmes will be delivered.
Transferable experience will be part of the response
Education, apprenticeships and early-career development will be important, but they cannot provide every experienced professional needed during periods of peak activity.
Employers will also need to consider people from adjacent regulated and safety-critical sectors. Possible routes include:
- Process engineering and oil and gas experience moving into nuclear, carbon capture or hydrogen
- Aerospace systems and configuration experience moving into defence
- Automotive and advanced manufacturing experience supporting modular nuclear or defence production
- Utilities expertise transferring into energy and complex infrastructure
- Project controls, quality and commercial professionals moving between major programmes
Transferability depends on the underlying experience rather than a previous sector label. Safety-critical working, quality traceability, configuration control, technical documentation, commissioning and structured programme governance can remain relevant when the technology changes.
Sector-specific requirements still matter. Candidates moving into nuclear or defence may need additional training, regulatory knowledge or security clearance. Employers therefore need realistic onboarding plans rather than expecting transferable professionals to arrive with every piece of sector knowledge already in place.
Better project data supports earlier intervention
The NISTA Major Projects Annual Report says an artificial intelligence-powered Early Warning System is being embedded into project review processes. The tool uses existing portfolio data to identify projects at risk of moving to a Red delivery confidence rating.
Its purpose is to give project teams and central government earlier visibility of emerging risks, allowing support to become more preventative rather than purely reactive. NISTA says the system has already proved useful in forecasting the future health of projects, particularly those not being actively monitored.
The system supports professional judgement and independent assurance rather than replacing them. It also reinforces the importance of accurate and consistent project information, including the work of project controls, reporting and data professionals.
What employers should take from the report
The number and duration of programmes in the portfolio make early workforce planning essential.
Employers should consider:
- Mapping critical disciplines against each programme phase
- Identifying where skills demand overlaps with adjacent sectors
- Separating roles requiring direct sector experience from those open to transferable talent
- Planning for security clearance, regulatory and onboarding lead times
- Building succession and knowledge-transfer arrangements
- Balancing permanent capability with specialist contract support
- Developing talent pipelines before delivery activity reaches its peak
Waiting until construction, manufacturing or commissioning is fully under way may leave employers competing for people whose availability is already limited.
What candidates should take from the report
Candidates should make the relevance of their experience easy to understand.
A strong CV should explain the scale and stage of each programme, individual responsibilities for cost, schedule, risk or technical delivery, and any regulated or safety-critical requirements involved.
Experience in configuration management, quality assurance, commissioning, technical documentation and complex supply chains should be stated clearly. Employers may recruit from adjacent industries, but candidates should not expect hiring managers to make the connection without evidence.
Millbank’s perspective
NISTA’s annual report shows the scale and breadth of the UK’s long-term major project pipeline. Nuclear, defence, energy and infrastructure programmes will progress on different timescales, but many depend on the same engineering, project controls, commercial and technical disciplines.
Employers need to identify those requirements early enough to build capability before demand reaches its busiest point. Candidates with experience in regulated, safety-critical and technically complex environments should also consider how their skills can support programmes in adjacent sectors.
If you have experience in engineering, project controls, safety, quality, commercial management or programme delivery, submit your CV to our team.
If your organisation is planning its workforce around a major programme, Millbank can help identify critical disciplines, build talent pipelines and secure specialist permanent or contract resource, speak to one of our specialists.
Frequently asked questions
What is the Government Major Projects Portfolio?
The Government Major Projects Portfolio provides central oversight of the Government’s most complex, strategically significant and high-value projects. Departments remain accountable for delivering their programmes, while NISTA provides assurance, advice, data and specialist support.
How much is the UK Government Major Projects Portfolio worth?
The 189 projects covered by the NISTA Major Projects Annual Report 2025 to 2026 had a combined whole-life cost of £924.2 billion. This is the estimated cost over the full life of the projects, not annual government spending or a new funding announcement.
Why does the report cover 189 projects when the revised portfolio has 81?
The annual report covers the portfolio as it existed between 1 April 2025 and 31 March 2026. A revised portfolio of 81 nationally significant projects took effect on 1 April 2026. Other projects continue to be managed by their responsible departments.
What do Green, Amber and Red delivery ratings mean?
The ratings show the likelihood of a project meeting its objectives within the expected time and cost. Green means successful delivery appears highly likely, Amber means delivery remains feasible but significant issues need attention, and Red indicates that major action is required. A Red rating does not mean that a project will necessarily fail or be cancelled.
Which UK programmes have mega project status?
Sizewell C, Dreadnought and HS2 were the first programmes to receive mega project status. The classification applies to exceptionally complex and strategically important programmes with whole-life costs above £10 billion that will typically take more than ten years to deliver.
Which skills are needed to deliver UK major projects?
Common requirements include systems engineering, project management, planning, cost engineering, risk, project controls, commercial management, procurement, safety, quality, configuration management, construction, manufacturing and commissioning.
Can engineers move between nuclear, defence, energy and infrastructure?
Yes. Experience from another regulated or safety-critical sector can be relevant, particularly in systems engineering, project controls, quality, safety, commissioning and commercial delivery. Candidates may still need sector-specific training, regulatory knowledge or security clearance.
