The conversation at this year’s Highways UK felt noticeably different.
Members of the EiB team attended the event on 14 and 15 October 2026, joining clients, contractors, infrastructure owners and industry leaders to explore the challenges and opportunities shaping the future of the UK highways sector. While keynote sessions and panel discussions covered a range of topics, much of the focus centred on a more immediate challenge: how to make better use of existing assets, improve resilience, adopt proven technology and AI, and develop the workforce needed to deliver the sector’s ambitions.
Against a backdrop of devolution, evolving funding models and increasing climate pressures, speakers repeatedly returned to a common theme. Future success will depend less on individual projects and more on organisations’ ability to connect people, technology, partnerships and delivery.
Social value must be designed for the place
As social value weightings evolve, panellists stressed that successful social value commitments should reflect local needs rather than following a standardised approach across multiple contracts. The emphasis was on delivering tangible outcomes for local communities through employment, skills development, and environmental improvements.
SMEs were also highlighted as a key part of this agenda, brining specialist expertise, local knowledge and innovation into project delivery. Meaningful SME engagement is emerging as a potential differentiator in competitive procurements.
Social value is no longer an optional extra. Clients want to see locally tailored commitments embedded into solutions from the outset, supported by clear evidence, measurable outcomes and a realistic plan for implementation and monitoring throughout the contract lifecycle.
The skills challenge is now a delivery challenge
The highways and wider infrastructure sectors continue to face significant workforce pressures. With 36% of highways and transportation professionals aged 55 or over according to the latest Chartered Institution of Highways & Transportation (CIHT) Employment Trends Survey, the sector faces a significant loss of experience in the years ahead. At the same time, growing infrastructure investment is increasing the demand for skilled workers, placing greater emphasis on succession planning.
Speakers discussed the need to attract young people into highways careers earlier while creating clearer career pathways into the profession. The conversation extended beyond recruitment to retaining expertise, developing future leaders and building the capability needed to deliver increasingly complex programmes. For clients and suppliers alike, investment in skills, professional development and talent pipelines is now a prerequisite to successful short-term and long-term infrastructure delivery.
Digital progress depends on adoption
AI and digital technology were recurring themes throughout Highways UK. The consensus was clear: the industry has no shortage of ideas or trials. The challenge now lies in integrating successful pilots and proven technologies into established operational environments at scale.
Organisations must consider standards, interoperability and long-term adoption from the outset. Simpler digital architecture and more consistent approaches to data management will be key to moving innovation beyond isolated proof-of-concept trials.
Importantly, discussions recognised that digital maturity remains uneven across the sector. Machine learning, video analytics and digital technology now sit alongside traditional highways activities and are now frequently regarded as best practice. However, adoption varies considerably, with some authorities still relying on basic systems and inconsistent data practices. The result is a persistent gap between technological capability and operational readiness.
Funding and delivery models are evolving
Funding discussions reflected the growing influence of devolution and mixed investment models. Speakers highlighted the importance of understanding how decisions affect wider stakeholders and communities rather than viewing projects in isolation. Greater local decision making, combined budgets and mayoral authority will require closer collaboration between national and regional bodies.
Attitudes to risk are also changing. Rather than seeking to eliminate risk entirely, speakers encouraged innovation-led approaches that maximise learning and support the sharing of best practice. For procurement teams, this means creating the conditions for local authorities to embrace real world trials, supported by transparent governance and open reporting of outcomes. It also requires acceptance that important lessons can emerge from initiatives that do not achieve their intended outcomes.
Building resilience into an ageing network
The importance of getting the fundamentals right underpinned many of the discussions at Highways UK. Speakers advocated a “Brilliant Basics” approach focused on maintaining existing infrastructure while preparing it for the realities of a changing climate. Discussions around RIS3 reflected a continued shift in investment priorities towards renewals, maintenance, ageing asset management and place-based partnerships, rather than major capital projects alone.
Climate conversations have moved beyond long-term decarbonisation targets to ensuring networks remain safe, reliable and operational in the face of increased temperatures, more intense rainfall, wildfire risks, and other extreme weather events. Speakers highlighted the growing pressure these challenges place on ageing assets, as well as the implications for maintenance, traffic safety, operational services, and the health and safety of both customers and staff. Future strategies will need to demonstrate stronger resilience planning and long-term asset management.
Collaboration will define future success
Many of the sector’s most pressing challenges, particularly those linked to climate resilience, cannot be solved by highways organisations alone. Addressing them will require a joined-up approach that considers wider systems, places and stakeholders.
Industry leaders highlighted the need to spread innovation, investment and expertise across regions rather than concentrating activity around isolated schemes. Opportunities were identified to work more closely with housing providers, land management, local government and technology partners.
Highways UK demonstrated a sector increasingly focused on resilience, capability and collaboration. Future success is likely to depend less on standalone innovation and more on the ability to connect technology, people, and delivery partnerships in ways that create lasting value for customers and communities.