Why is it so hard to build big energy projects? The barriers that obstruct new infrastructure development, and how to get past them

Whoever you ask, you are likely find broad agreement that the world needs more energy infrastructure. Whether you are worried about ensuring secure supplies, powering new data centres, or cutting greenhouse gas emissions, the answer is most often going to be investing in new assets: power plants, transmission lines, factories, pipelines, ports… the list goes on. But all too often, getting big projects built is painfully slow, expensive and unpredictable. It is particularly difficult in high-income countries, and perhaps in the US most of all.For this episode, host Ed Crooks and regular guest Dr. Melissa Lott are joined by Craig Albert, the President and COO of Bechtel, one of the world’s biggest engineering and construction companies. Together, they discuss the critical problems that get in the way of infrastructure projects, and what businesses and governments can do to get past them.First off, Craig acknowledges that the problems in the system all reflect good intentions. Communities, safety, the environment and local impacts all deserve scrutiny. The problem, especially in the US, is that the process used to take all those factors into account when approving large projects is slow, fragmented and uncertain. The result is that it pushes up costs, delays revenue, creates financing risk, and ultimately slows progress towards energy security and a lower-carbon energy system.The conversation digs into the role of trust and certainty in decision-making. Once a project has been assessed and approved, how do you stop it from being endlessly revisited? Craig argues that some aspects of the US system create particular difficulties. Other developed countries have shown that infrastructure projects can be brought in on time and on budget. Craig cites the Western Sydney International Airport project, which moved from site selection to full construction approval in just two and a half years. In the US, he says, the same process could easily take eight to ten.The discussion then turns to nuclear power, and the lessons from the two new AP1000 reactors built at the Vogtle plant in Georgia. Craig calls Southern Company and Georgia Power “national heroes” for taking on the first greenfield US nuclear project in decades, but he is candid about what went wrong. His biggest takeaway is the importance of deeply integrated EPC: engineering, procurement and construction working as one system from the start. He also stresses the need for earlier investment in workforce training,