Fleet Electrification Ambition to Infrastructure Reality
From Fleet Electrification Ambition to Infrastructure Reality
Insights from SMMT Electrified and the Infrastructure Required to Deliver EV Charging at Scale.
The electrification of transport is accelerating across the UK. Fleet operators, logistics networks, utilities and local authorities are moving beyond pilot projects and committing to long-term vehicle electrification strategies. However, as adoption and scale grow, attention increasingly turns to the infrastructure required to support them.
This was a central theme at SMMT Electrified, where industry leaders, policymakers and infrastructure specialists gathered to explore the next stage of the UK’s electrification journey. Representing Clarke Connect at the event, Business Development Director Wayne Brierley joined discussions examining the practical realities of deploying charging infrastructure at scale.
The message from across the event was clear: while vehicle technology continues to advance, the success of fleet electrification will ultimately depend on how effectively organisations plan, power and manage the infrastructure behind it.
Electric vehicle adoption continues to grow rapidly across the UK transport sector. Analysis at SMMT Electrified shows battery electric vehicle registrations will steadily rise as organisations address sustainability, efficiency, commercial factors, and regulations. Government policy, including the 2035 ban on new petrol and diesel vehicles, further drives long-term electrification strategies for public and private fleets.
For many organisations, the strategic decision to electrify has already been made. The challenge now is ensuring that the infrastructure required to support that transition can be delivered safely, reliably and at scale.
Fleet depots, commercial estates and public charging networks must now accommodate significant increases in electrical demand while maintaining operational continuity. This is where the complexity of EV infrastructure programmes begins to emerge.
Charging hardware is the most visible part of electrification but only one element of the infrastructure ecosystem. Each charging installation involves complex power infrastructure, grid connectivity, planning approvals, and operational integration.
Organisations deploying EV infrastructure must navigate several critical factors, including:
- Grid capacity limitations and connection lead times
- Planning and regulatory compliance requirements
- Electrical system design and safety standards
- Operational integration within active sites
- Long-term maintenance, monitoring and asset management
Without a structured infrastructure strategy, these factors lead to delays, higher costs, and increased operational risks. As highlighted during discussions at SMMT Electrified, successful electrification programmes increasingly require infrastructure-led planning rather than technology-led deployment.
One of the strongest messages from industry experts at the event was the importance of engaging infrastructure specialists early in the electrification planning process. Early-stage feasibility assessments allow organisations to understand:
- Available electrical capacity at each site
- Network connection options and potential constraints
- Planning and permitting requirements
- Operational impacts during installation
- Opportunities to design infrastructure for future expansion
These early decisions greatly impact an EV programme’s success. Clarke Connect’s EV infrastructure framework prioritises early planning by combining site strategy, electrical feasibility, and network engagement before detailed design. Early constraint identification helps organisations avoid delays, redesigns, and unexpected costs after capital investment.
This approach is vital for organisations managing multi-site estates or national fleets, where infrastructure must be repeatable, scalable, and aligned with long-term demand.
Infrastructure Must Be Designed Around Real Operations
Another key insight from SMMT Electrified is that EV infrastructure must align with organisations’ actual operations. Fleet depots, logistics hubs and municipal estates are dynamic environments where vehicles move continuously, and operational schedules cannot be interrupted.
Charging infrastructure must integrate with operational workflows, not disrupt them. This requires careful consideration of:
- Vehicle dwell times and charging cycles
- Yard layouts and vehicle movements
- Health and safety obligations in live working environments
- Installation sequencing that avoids operational disruption
For many organisations, the greatest risk in EV infrastructure deployment is operational disruption, not technical installation. Projects must be planned to maintain continuity during implementation. Experience delivering infrastructure in live operational environments is critical to achieving this balance.
Power Infrastructure Is the Critical Enabler
The most significant infrastructure challenge in fleet electrification is power capacity. Many sites designed for conventional vehicles lack sufficient electrical capacity for large-scale EV charging. As fleets transition toward electric vehicles, organisations often require:
- Electrical capacity upgrades
- High-voltage or low-voltage network reinforcement
- New substations or transformers
- Intelligent load management systems
Securing new power connections can cause significant delays if not managed carefully. Our Independent Connection Provider (ICP) accreditation enables us to deliver electrical network connections — including contestable infrastructure such as cabling and substations — directly, rather than relying entirely on distribution network operators. This gives organisations greater control over connection timelines and accelerates the rollout of EV infrastructure.
Delivering infrastructure at scale requires more than repeating the same design at every location. Instead, organisations need a structured programme framework that balances standardisation with flexibility. Standardised design principles enable infrastructure to be deployed efficiently across multiple locations, creating repeatable delivery models that reduce costs, simplify procurement, and accelerate rollout. However, at the same time, each site must still be engineered to reflect local conditions — from grid capacity and land availability to vehicle movements and operational safety.
We support organisations with portfolio-level planning, creating structured design frameworks that replicate across estates while adapting to each location’s realities. Our approach helps electrification programmes evolve from isolated projects into scalable platforms supporting national fleet transitions.
The future of EV infrastructure extends beyond power and charging systems. Increasingly, charging networks are being integrated into broader digital infrastructure ecosystems that include:
- Smart energy management platforms
- Fleet monitoring systems
- IoT-enabled infrastructure sensors
- Predictive maintenance tools
- Data analytics and optimisation software
Robust connectivity is essential for these systems to operate effectively. Our heritage in telecoms infrastructure and smart network deployment enables the integration of power, connectivity, and digital systems through a single-source, integrated capability delivery framework. As EV infrastructure becomes increasingly connected and data-driven, this integration between power and digital systems will be essential to ensuring it performs reliably over time.
"’For me, the key call to action is that more motivation from policy makers, industry influencers, and the public to accelerate investment planning and adoption of a UK charging network and grid readiness is required, as usual the government is common denominator in all of this happening, we wait in anticipation."
– Wayne Brierley, Clarke Business Development Director
Delivering Infrastructure That Performs at Scale
For organisations with large fleets or public charging networks, the question is no longer whether electrification will happen, but how to deliver the required infrastructure through coordinated planning of power, operations, connectivity, and long-term asset management. By adopting an infrastructure-led approach that embeds safety, governance, and engineering expertise from the start, organisations can deliver EV infrastructure that performs reliably, scales with demand, and supports long-term decarbonisation goals.
Organisations are no longer debating electrification ambition — they are identifying the partners who can help turn it into programme reality.
Clarke Connect’s power and EV infrastructure teams have the experience, knowledge, and track record to guide informed decision-making. For organisations exploring how to structure EV infrastructure programmes across their estates, we would be delighted to share our insight and guidance.
Give Me 5 - Delivering EV Charging Infrastructure that Performs at Scale
Delivering EV Charging Infrastructure that Performs at Scale
Featuring James Burnett, Head of EV, Clarke Connect
As organisations across the UK accelerate their transition to electric vehicles, the role of charging and power infrastructure has never been more critical. EV charging is no longer a standalone sustainability initiative — it is a core operational asset that underpins fleet performance, service continuity, and long-term commercial resilience.
From depot-based fleet charging to public and semi-public networks, organisations are navigating a complex landscape shaped by grid capacity constraints, regulatory requirements, safety obligations, and evolving user expectations. Decisions made at the earliest stages, around power availability, site strategy, and delivery models, now have a direct impact on cost, scalability, national rollout, and programme certainty.
In this edition of Give Me 5, James Burnett, Head of EV at Clarke Connect, joins us to explore what it really takes to deliver EV charging infrastructure that performs at scale. James shares practical insight into the opportunities EV presents for commercial organisations, the risks that are often underestimated, and why a power-led, end-to-end approach is essential for safe, compliant, and future-ready deployment.
From feasibility and grid connection through to construction, commissioning, and long-term operation, this interview guides organisations looking to move from EV ambition to assured delivery — with confidence, clarity, and control.
#1
EV Opportunities and Risk
Hi James, and thanks for joining us. EV charging has moved fast. What’s the real opportunity for organisations right now — and what’s the part many underestimate?
James: Thanks, and happy to share my thoughts and experience. For most organisations, EV infrastructure is no longer a “future project” — it’s a commercial decision tied to fleet certainty, operational resilience, ESG commitments, and cost control.
The opportunity is straightforward: when charging is designed around fleet operations, for instance, it becomes an asset that reduces fuel volatility, supports compliance goals, and strengthens service continuity.
What’s often underestimated is that EV charging isn’t a simple equipment install. It’s power infrastructure delivery. That means early decisions about site suitability, grid capacity, duty-holder responsibilities, safety, and long-term maintenance will determine whether a programme runs and scales smoothly or becomes a series of delays, redesigns, and unplanned costs.
That’s why we push an infrastructure-led mindset: treat EV as a governed programme from day one — not a set of disconnected installs.
#2
Getting the Foundations Right
How do organisations start this journey, and what decisions must they get right before committing budget?
James: EV infrastructure works best when approached as a structured delivery journey. Early decisions shape cost, risk, and long-term performance, so clarity on a small number of fundamentals is essential before committing budget.
When selecting a charger, I’d focus on:
Power Reality (Not Power Assumptions)
Grid capacity and connection timelines can make or break delivery. Early engagement with the DNO and a clear strategy around contestable works is essential — especially when you’re rolling out across multiple sites, and potentially nationwide.
Operational Fit
Charging layout, vehicle movement, dwell time, and future expansion need to be designed around how fleets actually work — not a generic site plan.
Safety and Compliance Ownership
EV delivery introduces construction, electrical and live-environment risk. Ensure clear duty-holder accountability in Construction Design Management (CDM) matters — and it’s far easier to embed safe design early than to retrofit controls later.
Lifecycle Cost (not just capex)
The “real” cost is the total cost of ownership: uptime, maintenance, response times, performance monitoring, and upgradeability.
This is exactly why our EV delivery model starts with acquisition and feasibility — it’s where you remove uncertainty before locking in an investment.
#3
Managing Grid Constraints
We often hear about grid constraints and connection delays, James. What can organisations do to reduce risk and regain control?
James: The first step is being honest about the constraint: grid connection is often the critical path. What helps is shifting from reactive coordination to a structured connection strategy:
- Engage early, with clear load requirements and a realistic rollout plan.
- Design for phased capacity where needed.
- Reduce interface risk by having a single, experienced, integrated partner manage the technical, programme, and compliance requirements end-to-end.
At Clarke Connect, our Independent Connections Provider (ICP) capability is a significant lever for clients. It means we can deliver contestable works and coordinate DNO interfaces to improve control and programme certainty, rather than leaving the project exposed to fragmented responsibility. And importantly: the “fastest” programme isn’t the one that rushes — it’s the one that avoids redesign, avoids rework, and avoids late-stage surprises.
#4
Delivering Safe Infrastructure
Safety, compliance and accessibility are becoming bigger talking points. For you, what does “doing it properly” actually mean in practice?
James: “Doing it properly” means building EV infrastructure that’s safe to install and operate, and defensible from a governance and compliance perspective.
From a delivery standpoint, EV programmes often involve multiple contractors and live operational environments — which is exactly where CDM duty-holder clarity matters. The HSE is clear on the roles of the Principal Designer and Principal Contractor in planning, managing, and coordinating risk, especially when more than one contractor is involved.
From a technical standpoint, installation must align with recognised electrical standards and best-practice guidance (commonly referenced in the UK through BS 7671 requirements and the IET’s EV Installation Code of Practice).
And for public-facing or high-footfall settings, accessibility is rising quickly up the agenda. PAS 1899 provides a recognised specification for accessible public chargepoints, and it’s something asset owners should be considering early, not after rollout.
We can provide the information, experience and guidance for informed decision-making where structure matters: we embed SHEQ, assurance and governance from the outset — not as an afterthought.
#5
From Planning to Funding
For organisations looking to begin or accelerate an EV charging programme, what practical steps would you recommend — and what funding options should they be aware of?
James: As I’ve stated throughout this interview, successful EV programmes begin with structure rather than equipment. Before selecting chargers or committing capital, organisations should work through a clear set of early-stage considerations.
Start with operational demand.
Understand who will be charging, when, and for how long. Fleet profiles, duty cycles, vehicle turnover, and future growth all influence the type, scale, and layout of infrastructure required.
Assess power requirements and availability early.
Grid capacity, connection timelines, and site constraints are often the determining factors in programme viability. Early feasibility studies and engagement with the DNO help remove uncertainty before investment decisions are made.
Build compliance and safety into the design.
EV infrastructure introduces construction, electrical, and live-environment risks. Clear duty-holder roles, responsibilities and accountability help to ensure safe design, and coordinated delivery protects both people and long-term asset value.
Plan for long-term operation.
Charging infrastructure should be treated as an operational asset. Consider maintenance, monitoring, uptime, and scalability alongside capital cost — particularly for multi-site estates.
Additionally, organisations should recognise that EV charging infrastructure is not a one-off installation. It is a long-term operational asset that must adapt as fleets grow, technology evolves, and demand increases. Building in future capacity, serviceability, and flexibility from the outset ensures today’s solution doesn’t limit tomorrow’s ambition.
Funding and Financial Support Considerations
For private and commercial organisations
Funding is no longer limited to upfront capital expenditure. Depending on scale and usage, organisations may explore:
- Asset-backed or low-interest finance models: These help to spread the cost over the life of the infrastructure.
- Operational expenditure (OpEx) models: Aligned to usage or fleet growth.
- Private investment and partnership structures: A viable option, particularly where charging is revenue-generating.
- Grant support: Ideal for specific use cases, such as workplace charging or shared facilities, where eligibility applies.
Early financial modelling — aligned with power and operational planning — helps organisations balance cost certainty with future flexibility.
For public sector organisations and local authorities
Public sector EV programmes may benefit from:
- Central government grant schemes: These support workplace, public, and on-street charging.
- Local and regional funding programmes: An option aligned to decarbonisation, air quality, and transport strategies.
- Framework-based delivery models: Ideal for supporting compliant procurement and programme governance.
- Blended funding: An approach combining grant support with phased delivery to manage budget constraints.
Understanding funding eligibility and procurement requirements early is essential to avoid delays and ensure compliance.
Helping you to make Informed EV Decisions
Our thanks to James for sharing his insight and practical guidance on delivering EV and power infrastructure. His perspective highlights the importance of approaching EV charging as a governed infrastructure programme rather than simply an equipment installation and rollout.
For those exploring an EV charging programme, we encourage you to consider the full programme, including the feasibility and funding review. Furthermore, bringing together operational demand, power strategy, compliance, and financial planning at an early stage provides clarity, reduces risk, and supports confident investment decisions.
Early engagement allows risks to be identified, options to be tested, and delivery pathways to be defined before commitments are locked in.
At Clarke Connect, we support organisations in realising EV charging infrastructure as an asset, whether at a single site or across a multi-site estate, ensuring your decisions drive successful outcomes now and for long-term operations.
Contact the EV Team by clicking here
To connect with James Burnett on LinkedIn, click here
100th MergeCo site for VodafoneThree
Clarke Telecom delivers 100th VodafoneThree MergeCo site, strengthening "The Nation's Network"
Clarke Telecom has successfully integrated its 100th VodafoneThree MergeCo site, a significant milestone in the delivery of next-generation mobile infrastructure across the UK.
Clarke Telecom has successfully integrated its 100th VodafoneThree MergeCo site — a significant milestone in the delivery of next-generation mobile infrastructure across the UK.
This milestone reflects further success on a programme that began rollout in September 2025. We hit the 50th site milestone in just under 3 months of the project programme start, which you can read by clicking here
Since rollout began, we have delivered a structured and repeatable deployment model that supports VodafoneThree MergeCo’s network integration objectives and capacity requirements.
The 100th site, located in Sheffield, comprised a streetworks pole swap and cabinet upgrade, increasing network capacity and enhancing customer experience as part of the national merged-network rollout.
Consistent National Delivery
From dense urban streetworks and rooftop upgrades to installations in complex or sensitive rural environments, our teams have delivered these sites across the breadth of the UK.
The programme has incorporated:
• Streetworks pole swaps and cabinet upgrades
• Rooftop and Greenfield deployments
• Technology additions to increase capacity and performance
• Complex sites requiring coordinated planning and stakeholder engagement
Through acquisition, design, build, and integration, our in-house capabilities have ensured safe, assured, and consistent delivery across every site type.
Supporting The Nation's Network
The VodafoneThree MergeCo programme forms part of the wider ambition to deliver “The Nation’s Network” — enhancing coverage, strengthening resilience and improving customer experience nationwide.
As an experienced Construction Design Management Principal Designer and Principal Contractor and end-to-end delivery partner, we understand the operational, regulatory and performance expectations placed on national infrastructure programmes.
Our focus remains clear: deliver safely, deliver reliably, and deliver at pace.
Reaching 100 sites is more than a numerical milestone. It demonstrates:
Disciplined planning & scalable rollout methodology
Reliability in programme performance
Trust built through collaboration
Capability delivered at scale
“Reaching our 100th MergeCo site reflects the strength of the delivery model we’ve built and the professionalism of our teams across the UK,” said Noel James, Project Director at Clarke Telecom.
Noel continued, “Programmes of this scale demand disciplined planning, structured rollout and close coordination with VodafoneThree MergeCo stakeholders. This milestone demonstrates our ability to integrate, adapt and deliver consistently across diverse site environments.”
A Trusted Partner - Continuing Forward
Achieving the 100th site milestone is a testament to the professionalism and dedication of our field teams, project managers, acquisition specialists and support functions working collaboratively across the UK.
With momentum continuing, our teams remain focused on maintaining delivery certainty.
We are committed to supporting the ongoing rollout of the merged network, strengthening the UK’s mobile infrastructure and delivering assured outcomes for the communities and businesses who depend on resilient connectivity every day.
Discovering Clarke Telecom and Clarke Connect
Clarke Telecom and Clarke Connect deliver integrated telecoms, smart network and power infrastructure solutions across the UK. With more than 25 years of experience, we provide single-source capability spanning acquisition, design, civil construction, installation, integration, and maintenance.
As an experienced Construction Design Management (CDM) Principal Designer and Principal Contractor, we’re a systems integrator that supports mobile network operators, infrastructure providers, utilities, and enterprise partners with scalable, assured delivery across macro sites, small cells, private 5G, edge compute, and electric vehicle charging and power infrastructure.
Part of Renew Holdings, Clarke combines national scale with in-house engineering expertise to strengthen the resilience, performance and long-term reliability of the UK’s critical infrastructure.
Announcing Our 5% Club Membership
Announcing Our 5% Club Membership
We’re delighted to announce we have joined The 5% Club, an employer-led movement focused on creating meaningful earn and learn career opportunities for people across the UK. Membership of the 5% Club further reinforces our long-standing commitment to attracting and developing talent from diverse backgrounds into the telecoms, connectivity and power infrastructure sectors. Working with The 5% Club, we’ll actively support early careers and alternative pathways into the industry.
The 5% Club exists to increase the employment and career prospects of today’s youth and to help equip the UK with the skilled workforce it needs for the future. Member organisations commit to building a workforce where at least 5% of their employees are engaged in earn and learn roles, including apprenticeships, graduate programmes, sponsored students and traineeships, within five years of joining.
Across Clarke Telecom and Clarke Connect, and as a 5% Club member, we will measure and report progress annually, embedding accountability and transparency into how we invest in youth employee development.
We already support a wide range of early-career and development opportunities, with 17 of our employees falling into the 5% Club status, which is around 5.5% of our total workforce, including:
- Apprenticeship programmes
- Graduate and traineeship pathways
- Company-funded learning and development opportunities
Looking ahead, we’ll further expand these pathways with the introduction of T-Levels from 2026, helping to strengthen technical education routes and address ongoing skills shortages within the infrastructure sector.
The telecoms, connectivity and power infrastructure sectors face a well-documented industry-wide challenge: an ageing workforce alongside increasing demand for new technical, digital and commercial skills. Addressing this requires long-term investment in early careers and structured development that prepares the next generation to step confidently into critical roles.
In collaboration with Renew Holdings PLC, our Emerging Talent Programme plays a key role in tackling this challenge. The Programme combines academic learning with hands-on experience, providing early-career colleagues with a clear development pathway that builds capability, confidence, and understanding of how their contributions support our business and the wider industry.
Delivered through a structured one-year framework, the Programme includes five core development modules and a collaborative project, supporting the development of essential technical, behavioural and commercial skills alongside real workplace experience. Following completion, individuals continue to focus on their role and academic studies, with degree apprenticeships typically taking around five years to complete.
Degree apprenticeships are fully funded by us and supported through coaching, development and mandatory role-specific training, including industry learning such as working at height and radio frequency awareness. Participants also have opportunities to work towards professional qualifications and chartership, where applicable.
Demand for these pathways continues to grow, with degree apprenticeship vacancies attracting between 150 and 200 applications per role each year.
In 2025, we welcomed two colleagues onto the Emerging Talent Programme:
- Beau Coffey, Apprentice Acquisition Surveyor, and
- Liam Wiezniak, Apprentice Quantity Surveyor.
Their progression reflects our continued investment in future capability and the long-term skills pipeline across the infrastructure sector.
A people-first approach to tackling the skills shortage
Tackling the skills gap and diversifying the workforce remain key priorities for us. By investing in structured learning, hands-on experience, and long-term development, we’re continually supporting individual career progression and strengthening the resilience and capability of our business and the wider industry.
Sergio Pinguinha, HR Advisor at Clarke, commented,
“Joining The 5% Club is a natural progression for us. We are passionate about creating opportunities that allow people to learn, grow and build meaningful careers with us. By committing to earn and learn pathways, we are investing in the future of our people and the future skills our industry depends on.”
Part of a wider commitment to responsible employment
Founded in 2013, The 5% Club works with more than 1,000 employers across the UK, from SMEs to FTSE organisations, to champion skills development with measurable social impact. Through its platform, they also engage with policymakers and industry leaders to promote the value of long-term skills investment.
As members, we join a community of employers who share a common ethos focused on structured development, education and opportunity. We are proud to be recognised as part of this club and movement and look forward to working alongside The 5% Club and its members to continue building a skilled, inclusive and future-ready workforce.
For more information about The 5% Club, visit www.5percentclub.org.uk.
Clarke Telecom Named One of the UK's Top 100 Inclusive Employers for 2025
Clarke Telecom Named One of the UK's Top 100 Inclusive Employers for 2025
We are proud to have been recognised within the Top 100 Inclusive Employers in the UK for 2025, assessed by the National Centre for Diversity (NCD). This year, we placed 62nd, a significant rise from last year’s 89th place, and recognition of our continued commitment to building an inclusive, supportive, and equitable workplace for all employees.
The National Centre for Diversity champions fairness, respect, equality, diversity, inclusion and engagement (FREDIE) across UK workplaces.
Their annual Top 100 Inclusive Employers list, formally announced at the FREDIE Conference & Awards 2025, recognises organisations that embed these principles across their cultures, structures, and behaviours.
NCD continually recognises our commitment to strengthening our inclusion strategy, benchmarking progress, and ensuring measurable year-on-year improvements, as reflected by Rachael Stanner, Head of HR at Clarke, receiving a Special Recognition Award at the FREDIE Conference & Awards and by our Investors in Diversity Silver Status Award this year.
FREDIE is more than an accreditation at Clarke. It is a collective responsibility shared across our people, leadership, and processes.
Embedded Processes and Governance
We continue to integrate FREDIE principles into everyday operations, from corporate governance to team-level decision-making, including the review of policies, behaviours, and systems to ensure fairness and transparency.
Dedicated FREDIE Forum Group
Our internal FREDIE Forum Group brings together employees across the business to champion inclusion, share insights, and drive improvements, helping the company evolve and better support colleagues.
Employee Voice and Continuous Improvement
Diversity & engagement surveys and anonymous feedback channels enhance employee experiences. Insights directly influence our development plans, wellbeing initiatives, engagement activities, and inclusion priorities.
Inclusive Recruitment and Onboarding
Our recruitment processes ensure fair shortlisting, unbiased assessment, and structured interviews. FREDIE-aligned employee onboarding and training helps embed an inclusive culture from day one.
Supporting People to Thrive
Our Employee Assistance Programme (EAP), mental health support, learning opportunities, and wellbeing resources create an environment where every employee feels valued, respected, and empowered.
A Workplace Where Everyone Is Welcome
Our inclusion within the NCD’s Top 100 Inclusive Employers in the UK for 2025 reinforces our position as a company that celebrates diversity and actively embeds inclusion into its culture and practice. The improved ranking is progress, a milestone, and a motivator.
We remain committed to:
- Strengthening a workplace where everyone can belong
- Removing barriers and bias
- Listening to employees and acting on insight
- Creating opportunities for people from all backgrounds
- Setting high standards for fairness and respect across the business.
As we continue to grow and evolve, FREDIE remains a foundation for how we work, support our people and supply chain partners, and align with our customers’ values.
Budget 2025 Why Integrated Infrastructure is the Foundation of UK Growth
Budget 2025: Why Integrated Infrastructure is the Foundation of the UK’s Future Growth
Clarke Insight by Wayne Brierley, Business Development Director
In the days since the Budget announcement on 26 November, industry reaction and early analysis have reaffirmed the essential role that integrated digital and power infrastructure will play in shaping the UK’s future prosperity.
The 2025 Budget arrives at a significant time for the UK’s economic direction. Even without headline telecoms or power announcements, it reinforces the key truth that digital and power networks have become essential national utilities. They are fundamental to resilience, the secure flow of information and power, and the UK’s capacity to grow and compete.
Digital Connectivity and Smart Networks
Integrating these networks is key to unlocking productivity, supporting communities and driving sustainable progress. The Government’s position increasingly reflects the understanding that infrastructure is an economic strategy. Across advanced economies, the link between infrastructure quality and GDP growth is clear. We support this ambition by delivering practical, scalable solutions that enable real-world progress.
The Government continues to emphasise the strategic value of high-capacity digital networks. While significant new funding was not included, the direction is clear:
Digital connectivity is fundamental to productivity and innovation.
Progress depends on addressing land access, planning timescales, regulation and investment confidence.
Intelligent, resilient networks will expand the role of digital services across business, mobility and public service delivery.
The UK’s digital ambitions hinge on smarter deployment processes rather than simply additional capital.
Power, Infrastructure, Energy Systems and Electrified Transport
Budget 2025 also includes measures to strengthen the UK’s power systems, which are the backbone for connectivity, electrified transport, manufacturing and everyday services. Key actions include:
Improving grid connection processes
Prioritising strategic national schemes
Continuing investment in low-carbon and long-term energy security
Supporting transmission upgrades and long-term energy security
£200 million for EV charging deployment (£100 million) and local capability (£100 million)
All of this matters, because digital networks, EV charging, data centres and connected mobility cannot scale without reliable, flexible power infrastructure. Charging networks are now treated as essential national infrastructure, central to electrifying fleets, logistics and public mobility.
Leading the UK's Power and Electrification Journey
As an Independent Connection Provider, we enable safe, efficient power connections by:
- Coordinating with Distribution Network Operators
- Accelerating and de-risking connection timelines
- Delivering certified, technically robust installations
We also deliver national EV programmes for organisations electrifying their fleets, including:
- Power assessments and DNO liaison
- AC and DC charging design
- Civil, electrical and turnkey delivery
- Load management and energy optimisation
- Long-term maintenance and support
With combined expertise in digital and power systems, we’re advancing the UK’s transition to electrified transport and modern energy systems, including the deployment of Battery Energy Storage Systems. The Government is recognising renewable energy as a core element of national resilience rather than an environmental goal.
Powering Infrastructure through Group Expertise
A unified infrastructure approach is essential and working within Renew Holdings PLC strengthens our delivery capability. Across rail, water, environmental services, energy and telecoms, Renew companies deliver critical engineering solutions that keep the nation operating safely and reliably.
For our customers, this provides:
- Integrated solutions through specialist group collaboration.
- Assurance of long-term asset resilience.
- Backing of a financially robust, FTSE-listed group.
- Shared knowledge across regulated sectors.
Post-Budget: Opportunity Through Integration
Budget 2025 reinforces that future growth will come from the UK’s capacity to modernise and integrate its infrastructure.
Priorities must be to:
- Streamline planning
- Expand clean energy capacity
- Accelerate digital connectivity
- Deliver infrastructure as interconnected systems
A Connected and Resilient Future
Across policy and industry, they share one conclusion: infrastructure drives growth. Success will depend on strong digital networks, reliable power systems and rapid expansion of low-carbon infrastructure.
Together with our clients, partners and the wider Renew Group companies, we’re delivering the integrated systems that support growth, strengthen communities and build a more connected, competitive, and resilient nation.
The UK’s future depends on seamless telecoms solutions, smart network connectivity, and power infrastructure that’s resilient. We’re delivering the solutions that will turn that vision into reality.
50th MergeCo site for VodafoneThree
Clarke Telecom achieves 50th MergeCo site for VodafoneThree, accelerating "The Nation's Network" upgrade across the UK
Less than three months into the programme, we are proud to announce a significant milestone for Clarke Telecom: the successful integration of our 50th VodafoneThree merged-network specification site into “The Nation’s Network” infrastructure upgrades.
50 Sites Delivered at Pace
Completing the network modernisation of 50 sites in such a rapid timeframe reflects our commitment to delivery speed, customer focus, and the safe, high-quality standards we apply across all projects.
Supporting VodafoneThree "The Nation's Network"
Following the merger of Vodafone UK and Three UK, VodafoneThree announced an £11 billion investment to build the UK’s best network: delivering full-scale 5G standalone coverage, enhanced capacity, and improved connectivity for homes and businesses.
We’re proud to support this ambition and programme. The Nation’s Network programme is central to expanding next-generation connectivity across all regions of the UK, helping narrow the digital divide and strengthen overall network resilience.
Noel James, Project Director at Clarke Telecom, commented, “We recognised VodafoneThree’s need to deliver MergeCo demand in volume and at speed from the outset. We are proud to be the first partner to deliver 50 integrated sites for our customer, and this underlines our commitment and capability to deliver “The Nation’s Network” upgrade programme with VodafoneThree.”
Scope of the Roll-out & Our Delivery Support
Our deployment for VodafoneThree spans all four regional divisions and includes a mix of rooftop, greenfield, and streetworks sites.
- Rooftop & greenfield locations: Predominantly radio swaps or additions with associated BBU upgrades to enable VodafoneThree merged-network specification technologies.
- Streetworks sites (approx. 50% of the sites): More complex works involving full replacement of existing structures with new 20 m VodafoneThree merged-network specification poles, cabinet upgrades, and multi-technology integrations.
Provision of the acquisition, planning, and design for the programme, utilising our structured, end-to-end capability, was delivered in partnership with Cornerstone.
Why This Programme and Infrastructure Matter
Our work on VodafoneThree’s merged and modernised infrastructure plays a vital role in expanding coverage, improving performance, and supporting the UK’s transition to next-generation mobile connectivity. The scale and complexity of the programme highlight our ability to manage challenging deployments while maintaining the highest standards of safety, quality, and delivery tempo, essential attributes when supporting the nation’s critical infrastructure.
At the Heart of Our Delivery Model
- Technical expertise: Skilled engineers, designers, and project managers with extensive knowledge of RAN technology, structural engineering, and MergeCo-specification integrations.
- Safety-led processes: Robust H&S systems, risk management, and disciplined governance ensuring assured, compliant delivery.
- Customer-centric behaviours: Aligning delivery tempo with customer needs, supported by clear communication and responsiveness to change and challenges.
- Agile deployment: Rapid mobilisation and strong cross-discipline coordination enabling the delivery of 50 sites in under three months.
Looking Ahead
As VodafoneThree advances “The Nation’s Network” roll-out, we’ll continue to support the programme and deliver at pace across future phases. We look forward to continued collaboration with VodafoneThree and Cornerstone to build a truly national, high-performance mobile network.
Clarke Telecom Awarded RoSPA Gold for Health and Safety Excellence
Clarke Telecom Awarded RoSPA Gold for Health and Safety Excellence
We’re proud to announce we have been awarded the prestigious RoSPA Gold Award for Health and Safety performance.
The internationally renowned RoSPA Health and Safety Awards are the ultimate benchmark of achievement in occupational health and safety. By securing Gold in the Achievement Award category, Clarke Telecom has demonstrated the strength of our safety culture, our robust systems, and the dedication of our people at every level of the organisation.
Occupational Health and Safety Management Systems
Demonstrating strong frameworks and effective audits, with a commitment to continual improvement and best practice across all operations.
Leadership and Culture
Health and Safety is driven from the top and embedded across our organisation, where strong leadership and an inclusive culture empower everyone to contribute to safe working practices.
Risk Management and Incident Prevention
Applying proactive strategies and control measures to reduce risk, prevent harm, and protect the wellbeing of our people, partners and communities.
Performance and Learning
Maintaining low levels of harm and loss through continuous review, shared learning, and a commitment to improving performance at every level.
"We are delighted to have achieved the RoSPA Gold Award, which is a real reflection of the culture, processes, and people at Clarke Telecom. This recognition demonstrates the effectiveness of our safety management systems, Health and Safety guidance and campaigns, along with a daily commitment shown by our teams across the business.Health and Safety is central to who we are and how we operate, and we continue to create new initiatives in the business that focus on reducing risk."
Building a legacy of Health and Safety excellence
The RoSPA Gold Award joins a growing list of achievements that underline our ongoing commitment to protecting lives, supporting communities, and setting a high standard across the telecommunications, connectivity and power infrastructure sector.
As RoSPA highlights, winning an award is a recognition that represents being part of a global legacy that values safety, well-being, and excellence. We’re proud to be part of this legacy and will continue to ensure our practices protect people, projects, and the environments in which we operate.
Service Solutions
Discover more about Clarke Telecom’s full range of capabilities, including site acquisition, network design, and project delivery.
We've signed the Armed Forces Covenant
We’ve signed the Armed Forces Covenant, in support of those who serve
We’re proud to have signed the Armed Forces Covenant, pledging our ongoing support to serving and ex-service personnel, reservists, veterans, and military families. The Covenant is a national commitment to ensure that members of the Armed Forces community are treated fairly, given opportunities, and recognised for their service.
We’ll continue working with organisations like BuildForce to help service leavers transition into telecoms careers, and we’re committed to offering flexibility for colleagues who serve as reservists or have family members in active service.
Why this matters to us
This pledge reflects values that have long been part of our culture, integrity, commitment, and teamwork. Many of our colleagues bring these qualities from their service background, and we’ve seen firsthand the value that military experience brings to business.
Signing the Covenant is also a way of honouring Dave Dorking, our former Chief Operating Officer, who championed Armed Forces recruitment and helped embed these values into our organisation.
– Rachael Stanner, Head of HR, signed the Covenant on behalf of the business on 17 September 2025.
"Many of our colleagues who are veterans bring numerous qualities from their service background. Signing the Covenant is a natural continuation of how we operate, and we’re proud to make this pledge and promote it across our team and network."
Our commitment includes:
- Promoting employment opportunities to veterans and service leavers
- Partnering with organisations like BuildForce and exploring further Armed Forces career programmes
- Providing flexibility for reservists and military families
- Displaying the Armed Forces Covenant emblem proudly
This pledge strengthens our long-term commitment to responsible employment, skills development and positive community impact. We’re proud to support those who serve.
Join Us
We’re committed to offering meaningful careers, training, and progression for everyone. If you’re transitioning from the military or know someone who is we’d love to hear from you. Click the button to explore our current opportunities.
Clarke Telecom at BuildForce Employer Engagement Event
Clarke Telecom at the BuildForce Employer Engagement Event
We had a great time at the BuildForce Employer Engagement Event in Manchester on Wednesday 1st October, showing our continued support as a Strategic Partner of BuildForce and championing careers for ex-military.
The event brought together veterans, service leavers, and reservists with employers from across the construction and telecoms industries. It was a brilliant opportunity to chat with attendees about the wide range of roles available across the Renew Holdings plc group — including right here at Clarke Telecom.
Connecting military talent with new careers
Alongside other Renew partner businesses, our team spoke with ex-military attendees about what a career in telecoms could look like. There was a great employer workshop, where we shared ideas on how military skills can transfer into our industry and how we can better support that transition.
We’ve always recognised the value veterans bring: leadership, adaptability, teamwork, all qualities that align perfectly with our culture and help drive our business forward.
"We’re passionate about creating an environment where people can thrive and build long-term careers. With a workforce that already includes ex-military, we see firsthand the skills and values they bring. Through our partnership with BuildForce, we’re proud to support individuals as they transition into civilian life and help them unlock new opportunities to grow with us."
– Rachael Stanner, Head of HR at Clarke Telecom
Meet our BuildForce Mentor
We’re also proud to have Phil Shawcross, Operational Support Manager, as our BuildForce mentor. Phil plays a key role in guiding and supporting service leavers as they explore new career paths with us.
Phil joined the Army in 1985 straight from school, enlisting in the Royal Corps of Signals. On completion of his training Phil was posted to 22 Signal Regiment, Lippstadt, West Germany. During this time he conducted tours to the Falkland Islands and Kuwait.
He was then posted to 2 Signal Regiment in York, again conducting tours in Cyprus and Belize before moving to 16 Signal Regiment West Germany where he ran communications detachments in Herford & Osnabruck. On completion of his posting Phil was posted to 1 Mechanized Brigade in Tidworth where he took on the training role for the Brigade Headquarters & Signal Squadron. During this time he completed a tour to Bosnia & Herzegovina.
A posting to 16 Air Assault Brigade HQ & Signal Squadron followed where Phil oversaw the deployment of the Forward Headquarters to Iraq.
Phil Completed his service with postings as an Army Recruiter running the Kirkby Office near Liverpool and as a Permanent Staff Instructor to the Reservists with 32 Signal Regiment. Phil left the service in 2014 securing a position in Clarke Telecom after conducting a work placement.
He brings a wealth of experience from his time in the military, including Telcommunications, Training, Facilities Management and Recruitment. His insight and support are invaluable to both our team and the veterans we meet.
Why BuildForce matters
BuildForce is a UK-wide initiative that connects service leavers and veterans with careers in construction and the built environment. As a Strategic Partner, we’re proud to support their mission and help bridge the gap between military and civilian careers. Click the button to learn more about BuildForce.
Join Us
We’re committed to offering meaningful careers, training, and progression for everyone. If you’re transitioning from the military or know someone who is we’d love to hear from you. Click the button to explore our current opportunities.