7 ways advanced manufacturers can speed up development in the UK

2. Environmental permitting: Engaging with the regulator to get ahead

By seeking pre-application advice while they are starting the planning process, our environmental permitting team has introduced schemes to the regulator early on. This means the regulator is already familiar with the scheme when we ask them to review the permit application. Thus, they are less likely to ask for further information at the ‘duly made’ and ‘determination’ stages. Depending on the nature of this information, each request would likely delay the process by a month or more. So, getting ahead of those requests saves time.

There are a variety of regulatory engagement models that can help to meet the delivery programme. The right one depends on the size and complexity of the scheme. An example is a ‘Service Level Agreement’ as offered by the Environment Agency.

The design must be at a certain level of maturity before advanced manufacturers can make their application. For example, if the permitted activity involves emissions to the air, they must include details of the proposed abatement system. Where possible, speeding up certain stages of the design process can help to speed up the permitting process.

With these ideas in mind, advanced manufacturers can currently secure an environmental permit in around 15 to 24 months. However, it is worth noting that the government is seeking views on ways to modernise this process. This includes proposals on industrial emissions. The reforms aim to deliver greater flexibility, faster timelines, and less red tape while maintaining essential environmental and health protections. These changes could have a significant impact on timelines in the coming years.

Timelines depend on the scale and complexity of the proposed activities. For many permitted activities, it is possible to ‘twin track’ the planning and permitting processes. This can be particularly beneficial where:

• A development is high-risk or complex
• The permit requirements could greatly influence the design
• Any early regulatory feedback on environmental risks is essential

3. Design: Seamless coordination is essential to rapid design

For the project to move rapidly, advanced manufacturers need an experienced designer to help focus on coordination. Why? Because the design process is interdependent on other project stages.

The design needs to reach an appropriate level of maturity to align with the planning programme and environmental permitting. For example, a detailed planning submission requires plans and elevations. This creates a fixed moment in the design and is a useful stage for cost appraisal (see ‘Cost management’ below). This will help planning to align with the project budget. 

We often see that for complex projects, particularly those that include tightly integrating process equipment, the detailed information from the vendors is often not available at the start of the project. But that needn’t slow the design. What’s essential is that the design team work alongside the advanced manufacturer’s technical team to make carefully considered, educated assumptions based on their experience.

This needs to be effectively managed. Projects that move faster have a design team that logs all decisions and assumptions. That creates a documented history of the design development for future reference. The design team can guide the advanced manufacturer as to which assumptions are necessary, such that the design sequence can be optimised into the appropriate workstreams.

To enable an early start to construction, design packages can be prioritised. Ideally, they should focus on which are critical in terms of procurement and construction lead-in times. They can then be grouped to maximise the efficiency of the design interfaces and fed into the constructor’s delivery schedule. 

4. COMAH: Shortening timescales through technical proficiency

COMAH delays aren’t inevitable. What we find, is that they’re usually the result of weak upfront strategy.

Many teams assume the Control of Major Accident Hazards (COMAH) is a fixed regulatory timeline. In reality, the biggest delays come from:

• Poor-quality submissions
• Late engagement
• Misaligned hazard studies

In our experience, programmes move faster when COMAH is treated as an integrated design and risk exercise—not a compliance step at the end.

The COMAH Regulations 2015 are the implementation of the European Seveso Directive. These are the UK’s primary framework for preventing and mitigating major industrial accidents involving dangerous substances. 

COMAH is enforced jointly by the Health and Safety Executive (HSE) and the relevant environmental regulator. This supports the management of risks to both people and the environment to rigorous standards. Advanced manufacturing sites often fall within COMAH thresholds; this is due to the increased complexity and scale of modern production processes. This is particularly true for those that involve solvents, flammable gases, reactive chemicals, or energy‑dense materials.

New COMAH establishments must submit a formal notification to the competent authority (e.g., the HSE and the Environment Agency in England). Typically, this happens three to four months before operations start. The notification outlines the dangerous substances present, the nature of the activities, and the tier classification.

‘Upper Tier’ sites need a comprehensive safety report. This shows that the advanced manufacturer has taken all measures necessary to prevent major accidents and limit the consequences to people and the environment of any that do occur. It must be reviewed before the site can legally operate. Timelines vary with complexity, but preparing and assessing a safety report can take 12 to 24 months from initial studies to final acceptance.

So, how can advanced manufacturers speed up the COMAH process? While there is no formal fast‑track system for COMAH, it is possible to shorten the overall process through:

• Early engagement with the competent authority. That allows it to efficiently plan inspections and assessments.
• High‑quality technical submissions.
• Thorough hazard studies that are aligned with HSE’s assessment guidance.

5. Transport: Planning ahead to avoid costly delays

Poor transport planning can slow projects. Worse, it can quietly derail them.

When site access, workforce movement, or logistics are misaligned, delays compound quickly. That is especially true at peak construction.

The preparation of the transport strategy and plans runs in parallel to the planning process. This way, transport works can start as soon as planning permission is granted.

At peak construction times, there may be thousands of workers on the site. That requires a good construction materials plan and workforce travel plan. Wherever possible, teams should align these with any planned permanent access infrastructure to create efficiencies in phasing and reduce abortive cost.

Advanced manufacturers use a lot of specialised equipment. Good planning will support the efficient installation of that equipment. Proper planning also supports the installation of power supply infrastructure, such as large transformers. Other ways to set up an efficient, secure, and safe site layout include planning for:

• Material deliveries
• End-product transfer
• Staff working patterns
• Understanding of off-site transport network capacity

The site may also require extensive emergency access, particularly where COMAH is involved.

Separating and managing each movement at the masterplanning stage can help to create a safe working environment. Where staff numbers are high, flexible management of shift patterns and monitoring of movements can help to reduce the need for off-site mitigation. This works by reducing the number of people travelling at any one time. It can also speed up planning and reduce the need for potentially costly junction improvements.

6. Cost management: Using critical checkpoints to keep things moving

We see time—or schedule—creep when cost isn’t tested early enough or at the right intervals.

In fast-paced advanced manufacturing projects, we prioritise early and continuous cost validation. This helps avoid late-stage redesigns that can stall programmes entirely.

Projects that rely on periodic cost checks instead of continuous validation tend to fall into a stop-start delivery pattern. And that’s a major risk for time-sensitive investments. We find that design-to-cost approach and ongoing viability assessment are essential.

The team needs to understand and test the manufacturer’s key drivers on occasion, as this can make or break a project if it is not aligned with the current marketplace.

7. Contracting: Rethinking procurement practices to strengthen relationships   

Traditional procurement models can slow advanced manufacturing projects. Even more so in volatile markets.

To keep momentum, focus on these areas:

• Engage contractors early in the process.
• Align commercial models with delivery strategy. Do this as the project is designed.
• Share risk in a way that keeps contractors actively invested in programme outcomes.

Without this alignment, procurement can become a bottleneck rather than an enabler.

Because advanced manufacturers run complex programmes, they are relatively long. Priorities should focus on the correct apportioning of risk and reward between delivery partners, to encourage market appetite for projects.

Racing towards a greener future

Speed is becoming a defining factor—maybe the defining factor—in where advanced manufacturing investment lands in the UK.

The UK Government aims to nearly double annual business investment in the sector. This means an increase from £21 billion to £39 billion in 2035. Its Advanced Manufacturing Sector Plan also outlines a number of commitments to support the industry. These range from competitive electricity prices to new research funding and skills reforms.

As we outlined, in some cases, there will be opportunities to work with government agencies and local authorities. This can help create favourable regulatory and planning conditions. In others, the careful coordination of different processes can help to shorten the programme.

The UK already has a strong history of delivering modern facilities to support the sector. It is exciting to now see the next generation of facilities arriving in the UK.

Thanks to Alessandra Arciero, director at Turner & Townsend, for her contributions to this article.