The business case for resilient infrastructure investment

Better methodologies, common frameworks, and stronger cross‑sector collaboration are needed to help infrastructure organisations make more robust business cases for investing in resilience.  

Many of those responsible for making infrastructure fit for the future are struggling to make compelling business cases. Despite resilience being clearly valuable, it is difficult to monetise, standardise, and communicate that value.  

These were the key themes discussed during the first Environment Analyst Leadership Network Roundtable.  

The session heard from over 20 leaders from the UK, Europe and North America, working to deliver resilient and sustainable infrastructure. 

Companies represented include: AV Dawson, Environmental Defense Fund, Empowered2, Gatwick Airport, iCON Infrastructure, International Sustainable Resilience Center, LA Metro, National Grid, National Infrastructure and Service Transformation Authority, Nature North, Severn Trent Water, United Utilities, the US Green Building Council (USGBC) and ZCMC, plus environmental and sustainability consultancies. 

Members of the cohort operate across water, transport, energy, mining and both private and public sector organisations. Representatives from government, NGOs and the insurance sector also participated. 

In the wide-ranging discussions, five key themes emerged:

1. Clear regulatory drivers, standards and definitions are missing. 
2. Methodologies are fragmented or inconsistent, making comparable assessments difficult.  
3. It is difficult to quantify costs, benefits and ROI, and identify who is responsible and who benefits from investments. 
4. There is a lack of alignment between resilience and sustainability experts and those that control budgets. 
5. There are specific challenges for upgrading existing infrastructure.