Executive Summary

Andrew Dewdney

Head of Modern Methods of Construction (MMC) and Industrialisation
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The Construction Playbook:
An Introduction

In December 2020, the Cabinet Office launched the Construction Playbook, setting out 14 key policies for assessing, procuring and delivering government projects and programmes. It is mandated for central government departments and arm’s-length bodies on a ‘comply or explain’ basis.

The challenge is turning these policies into consistent delivery outcomes. The UK Government’s National Infrastructure and Service Transformation Authority (NISTA) Major Projects Annual Report 2025-26 reported that only 15% of major government projects were rated green, meaning they were on track to deliver successfully against scope, budget and schedule.

Kier’s experience provides evidence of what these recommendations can achieve in practice. Having successfully completed multiple major projects, we can demonstrate the benefits of applying the Construction Playbook’s recommendations through our approach to industrialised construction.

This Kier report brings together evidence from the Prison Expansion Programme, showing how industrialisation supported completion on time and on budget, alongside measurable improvements in productivity (+47%), quality (+40%) and certainty of delivery (+15%).

These findings are relevant to programmes implementing the Construction Playbook, including the Department for Education’s CF25 framework, the Defence Infrastructure Organisation’s Defence Estate Optimisation Programme and Single Living Accommodation programmes, and the New Hospital Programme.

As further projects and programmes are completed, Kier will continue collecting, analysing and sharing data to strengthen this evidence base.

Core Playbook Aims

Set clear and appropriate outcome-based specifications that are designed with the input of industry to to drive continuous improvement and innovation.

Favour longer-term contracting across portfolios. Develop long-term plans for key asset types and programmes to drive greater value through public spending.

Standardise designs, components and interfaces as much as is possible to improve quality, safety, performance and reduce environmental impact.

Drive innovation and Modern Methods of Construction (MMC), through standardisation and aggregation of demand, increased client capability and setting clear requirements of suppliers.

Create sustainable, win-win contracting arrangements that incentivise better social, economic and environmental outcomes, improve risk management and promote the general financial health of the sector.

Embed social value, through a focus on delivering wider community, economic and social benefits through construction projects.

Strengthen financial assessment of suppliers and prepare for the rare occasions when things go wrong.

Increase the speed of end-to-end project and programme delivery by investing up front with time and resources to ensure project success.