Tilbury2: Expanding UK port capacity under pressure

The result was Tilbury2. It is a 50-hectare port development on the River Thames. The project gained national approval because of its importance to UK trade. The goal was clear. Increase freight capacity and keep the port running throughout construction.

We acted as the employer’s representative. We led the technical, commercial, and programme work from procurement through to commissioning.

This meant every decision could be checked as it was made. We assessed the impact on operations and the programme in real time.

Tilbury2 expands the Port of Tilbury’s capacity through a small number of focused upgrades. These include:

• A new roll-on, roll-off terminal capable of handling up to 600,000 freight units a year, tripling container capacity at the port.
• The UK’s largest Construction Materials and Aggregates Terminal (CMAT), designed for deep-sea vessels of up to 100,000 tonnes.
• A 1km conveyor linking the CMAT terminal directly to the quay.
• A direct, high-capacity road and rail connection linking the terminal to the national transport network, bypassing local traffic and streamlining freight movement.

These improvements strengthen the UK’s logistics network by helping the port work more efficiently, adapt to new trading rules, and manage disruption without slowing operations.

Port expansion projects are complex by nature. Marine and landside works must be done in unison and construction often takes place while the port stays open. Environmental constraints can also affect timing.

At Tilbury2, we simplified how the project was planned for delivery. Marine and landside works were let under one contract. This reduced handovers and interface risk, sped up procurement, and made accountability clear. It also attracted Tier 1 contractors to bid owing to the larger package value.

We appointed the contractor early. This allowed design work to move forward before final consent was in place. As a result, construction could start as soon as planning consent was granted, which was via a Development Consent Order.

We then worked with the contractor’s design team to plan construction around ecological limits and site access. By rephasing work to fit restricted windows, the programme stayed on track.

We managed change through a clear and disciplined process. Each variation was reviewed for its impact on cost, programme, and live operations. This prevented small changes from building into delay and helped protect the budget.

When COVID-19 restrictions caused a short shutdown, we acted quickly. We reviewed the programme and adjusted site operations. Work restarted safely and the completion date did not move.

We also built a cost-loaded programme using Primavera P6. It matched the contractor’s schedule and gave us clear sight of progress. This allowed us to assess delay claims in detail. By separating real programme impact from overlapping delays, we avoided unnecessary extensions of time and saved the client at least £120,000.

Early engagement with the market helped us test whether the programme was achievable. It also revealed a weakness. Delays in overseas manufacturing showed how fragile long supply chains can be.

For marine infrastructure, certainty depends on acting early. We now champion early contractor involvement and recommend consideration of alternative sources for critical components.

Since completing the project, we have also strengthened our digital programme controls. We use standard dashboards to spot risk sooner and track trends across complex programmes.

The project proves that complex infrastructure can be built during a national emergency such as COVID-19. A clear contract strategy, strong programme controls, modification of methods and practical sequencing kept work moving and reduced risk.

The result is more capacity and space for port operations. It also provides a clear model for delivering major infrastructure with minimal disruption.

As trade continues to evolve, Tilbury2 shows how the right delivery structure can turn ambition into day-to-day performance.

Steven Hayter, director, commented: “Tilbury2 proved that big infrastructure can move fast when teams simplify, sequence and stay flexible.

"We cut contract interfaces by merging marine and landside works, unlocked design early to start building the moment consent landed and held ecological and Covid constraints in the critical path without losing pace.

"We mirrored the contractor’s programme in P6, tested every claim, and stopped delays from compounding into cost. The result was a £200m port expansion delivered on time, to plan, and without avoidable escalation. It strengthened our playbook for building resilience, accelerating delivery and keeping live, complex environments moving forward.”