NSIP Forum 2026: Reform and the Future of Infrastructure Delivery
Last week’s Nationally Significant Infrastructure Projects Forum provided a comprehensive update on the direction of travel for the NSIP process. The discussion reflected both progress within the system and the scale of reform still required if we are to achieve 2030 targets and beyond. There is clear momentum, but delivery will depend on how reforms, environmental expectations and stakeholder engagement evolve over the next year.
Reform is progressing, but greater clarity will be essential
The Planning Inspectorate confirmed that reforms to the process are moving forward. Responses to the Government’s consultation on streamlining infrastructure planning are expected in spring 2026, with revised regulations anticipated in summer 2026 and implementation from 2027.
National Policy Statements will now require review every five years, with those older than five years to be updated by February 2028. Further guidance on pre-application consultation is expected later this year, alongside continued emphasis on demonstrating regard to Section 51 advice.
There has been a notable increase in decisions, with 34 issued in this Parliament to date, representing a substantial uplift compared with the same period previously. Average timescales across stages are reducing. However, while efficiency is welcome, the prevailing view in the room was that certainty is of greater importance than speed. Developers remain understandably risk averse given the financial implications of delays or challenges. Clear, proportionate and timely guidance will therefore be critical if reforms are to translate into practical benefits.
Environmental requirements continue to evolve
Biodiversity Net Gain (BNG) will apply to all projects submitted after May 2026, with a requirement for a minimum of 10 per cent gain. Marine net gain is not currently included within this but is widely anticipated to follow shortly.
It was also recognised that Environmental Impact Assessment reform has been under discussion for some time, yet tangible progress has been limited. In parallel, almost half of applications are now accompanied by one or more change requests, illustrating both the complexity of projects and the fluidity of environmental and design considerations.
Environmental ambition remains high across the sector. The challenge is ensuring that requirements are applied in a proportionate and workable manner that supports, rather than undermines, delivery certainty.
Consultation must adapt, with trust at its core
One of the most significant discussions, as to be expected, concerned the future of consultation. While certain statutory requirements may be removed or revised, the expectation to consult remains. The Gunning principles will continue to apply, and there was broad agreement that consultation can and should become more flexible and tailored to both applicant and consultee needs. Achieving this will require a cultural shift across the sector.
A consistent theme was the erosion of public trust. The growth of misinformation has made it increasingly difficult to respond to the opposition’s narrative, particularly where inaccurate claims gain traction online before they can be corrected. At the same time, digital tools and artificial intelligence have lowered the barrier to participation. The Planning Inspectorate reported a significant increase in Relevant Representations, with the average per project rising from around 200 in 2004 to approximately 900 last year. We are observing a similar trend in consultation responses. While higher levels of engagement are welcome, a growing proportion of submissions are formulaic or AI-generated, offering limited project-specific insight. This can make it harder for project teams to isolate substantive local concerns and respond in a targeted and meaningful way.
The message was clear: effective consultation is not defined by the quantity of responses but by the quality of engagement. Early dialogue with detractors, transparency about what can change and what cannot, and collaboratively developed consultation strategies with local authorities and community stakeholders were all highlighted as good practice. Programme pressure must not result in compressed or superficial engagement, as this risks creating more significant issues during examination.
Regional co-ordination is increasingly important
The growth in NSIPs in certain regions, notably Lincolnshire, illustrates the importance of regional co-ordination. Joint forums that bring together local planning authorities and project teams are helping to manage cumulative impacts, share information and reduce consultation fatigue.
Local authorities are increasingly requesting interrelationship reports to understand how projects are collaborating and assessing cumulative effects. Developers are responding by embedding strategic co-ordination and testing environmental mitigation approaches with statutory consultees at an early stage.
Strategic relationships, built over time and across portfolios, are now fundamental to successful delivery.
Managing uncertainty in a changing market
The wider context of market and political uncertainty also featured prominently. Competition for land, clustering of projects and connection constraints are all influencing project risk. In some areas, interdependencies between schemes mean that changes to one project can have domino effects on others.
Grid reform is widely recognised as essential to support the transition to a more renewable-led energy system. However, connection challenges and associated commercial arrangements continue to shape developer confidence.
The overarching conclusion was that while the policy direction remains positive and 2030 provides a clear target, uncertainty must be actively managed and factored into programme and risk planning.
In summary
The NSIP process is evolving. It is becoming (hopefully) more streamlined, more digitally engaged and more regionally interconnected. Reform presents opportunity, but delivery will depend on clarity, collaboration and trust.
For developers, this reinforces the importance of integrated teams, meaningful stakeholder engagement and strategic co-ordination. Building and maintaining trust with communities, consultees and decision-makers will be central to navigating this next phase.
At Copper, we continue to support clients in aligning communications, stakeholder engagement and strategic advice with the changing NSIP landscape. If you would like to discuss how these developments may affect your project or portfolio, please get in touch with Aimee or Tom.