Building trust through onshoring in infrastructure engineering

Home
Media
Insights
Onshoring in infrastructure engineering

Related markets and services

Planning and consultancy

In today's rapidly evolving infrastructure landscape, the success of delivering projects increasingly hinges on collaboration, efficiency, and trust. But how do we not only build trust but achieve the highest levels of it when it comes to delivering services to clients?

The answer lies in the same principles that build trust in our personal lives: establishing long-term relationships, developing an unrivalled understanding of client needs, and sharing vulnerabilities. While we often attempt to foster these connections from behind a screen, trust is built far more effectively when people and teams are embedded with clients – working side by side, on the ground.

In this article, we explore the tangible benefits of building trust through a co-located workforce – where teams are embedded directly with clients on-site or nearby. This is distinct from onshoring, which may bring services back to the same country but doesn’t necessarily foster the same level of day-to-day collaboration, visibility, or trust that true co-location enables.

Clients expect a level of service that delivers meaningful and lasting benefits.

Co-location: Proximity is king

As part of the service delivery for major infrastructure schemes, clients expect a level of service that delivers meaningful and lasting benefits for local communities, and not just infrastructure works that meet technical specifications. Whilst offshoring may still offer some mass production benefits, it is no longer the panacea it was once tipped to be. Cheaper labour costs, vast multi-location workforces, and lower operational costs, are now taking a back seat to value-for-money, real or demonstrable social value, sustainability, and community improvement. Having a local presence and connection is now a key differentiator for public sector clients when it comes to project selection and delivery.

When it comes to road and rail infrastructure, clients look beyond traditional benchmarks for engineering works, as they also expect tangible positive impacts on local employment, economic growth, and environmental health. For instance, renewals and maintenance road infrastructure schemes often require local project teams on the ground that know the lay of the land and can consider the effects their work will have on the local community. As such, these schemes will often explicitly incorporate local supply chain requirements into their procurement strategies. Local teams, who are themselves members of the local community, are well-placed to build trust, maintain open communication, and ensure alignment with local expectations and regulations.

In contrast, an offshore team unfamiliar with local infrastructure intricacies, community expectations, or nuanced environmental considerations may inadvertently overlook some critical details and therefore undermine a right first-time approach. This can inadvertently result in project delays or unintended friction with local stakeholders.

Adopting a co-location approach for service delivery offers tangible, strategic advantages.

The tangible benefits

Adopting a co-location approach for service delivery offers tangible, strategic advantages for infrastructure companies who are looking to deliver better outcomes for clients and communities alike.

Economic Prosperity: Local delivery plans facilitate regional sustainability commitments, local community engagement and drives localised economic prosperity. Social value commitments have become increasingly more central to modern infrastructure projects, reflecting broader societal expectations that infrastructure developments should actively improve local communities. As such, many clients now demand lasting benefits that include job creation, local economic growth, knowledge sharing, enhanced community facilities, and environmental improvements. By prioritising targeted local recruitment, regional skills investment, and community-focused programmes, service providers can ensure that projects deliver meaningful outcomes.
Real-time collaboration and knowledge sharing: Service providers who are able to embed design teams directly alongside the client, almost as an extension of their team, fosters real-time collaboration. It gives clients access to key project leads who can provide critical insights, technical clarity, and more informed guidance when it matters most. When infrastructure projects encounter new changes in requirements or any unforeseen challenges (as they often do), having local teams on hand allows for more agile decision-making and rapid action makes all the difference. Rather than waiting for responses across time zones or navigating communication delays with remote teams, clients benefit from instant dialogue, faster approvals, and more efficient problem-solving.

In short, this drives a more effective and cost-efficient programme of works. There is also scope for conducting those all-important site visits where the client can ‘walk the schemes’ with the design team themselves as opposed to relying on the work of intermediaries. This collaborative working model not only accelerates project timelines but also ensures that key infrastructure decisions are made with confidence – supported by experts who understand both the technical detail and the local context. Relationships such as these grounded by mutual trust and understanding cannot be beaten. These are best built from sharing offices, coffees, (biscuits & biryanis!), and off-the-cuff conversations in the kitchen that you would ordinarily miss when located elsewhere.
Investing in the future generation: Prioritising local recruitment is more than just filling project positions; it is a strategic investment in regional talent development. Co-location offers the opportunity to involve local apprentices and graduates in major infrastructure schemes, often within the very communities they call home.
By empowering early careers professionals to contribute to the design and delivery of projects in their own regions, organisations tap into a workforce that is personally invested in the long-term success of the infrastructure they help build. These individuals are not just gaining experience, they are actively shaping the very infrastructure that will benefit their communities for generations to come. This local connection fosters a greater sense of pride, responsibility, and commitment to quality. At the same time, it also supports the development of a talent pool embedded within the region, ensuring expertise not just for today’s projects, but for the infrastructure needs of tomorrow.

As we see regional contracts transition between providers, these local resources often move with the contract through TUPE transfer. When service providers invest local talent, clients can see talent developed for their region far beyond the lifespan of a single contract.
Leaving a legacy: Recruiting and developing homegrown talent is not just about meeting immediate project needs; it’s about leaving a lasting legacy for the future. By focusing on local talent development, infrastructure companies can ensure that the skills and knowledge required for future projects are cultivated within the community. This approach not only benefits the current project but also builds a foundation for future success. Homegrown talent, with their deep understanding of local contexts and long-term commitment to their communities, are well-positioned to lead future infrastructure initiatives. This legacy of skilled professionals ensures that the region remains resilient and capable of meeting its infrastructure needs for generations to come.
Supply chain efficiency: Employing local, co-located design teams creates stronger partnerships with the construction supply chain. These trusted relationships foster smoother coordination, faster response times, and greater flexibility when project demands potentially shift. Through Early Contractor Involvement, local partners bring critical insights, whether it's navigating regional regulations, sourcing locally, or managing logistics that help keep projects on track. By working closely with a supply chain embedded in the community, service providers can enhance operational efficiency while building long-term alliances that support both project success and regional resilience.

By embracing co-location with clients, service providers build trust and grow their local economy.

In today's competitive infrastructure landscape, the benefits of localised resourcing extend far beyond convenience – they represent a strategic choice to deliver social value, economic resilience, and project efficiency. By embracing co-location with clients, service providers build trust, grow their local economy, invest in the future generation and deliver a more efficient programme on behalf of their clients.