Future Proofing London - The Smart city

Part 1 - The Working City

Part 2 - The Green City

Part 3 - The Smart City

The Smart City

Future Proofing London

The final part of our Future Proofing London series, The Smart City examines how innovative technology like 5G and artificial intelligence is reshaping utilities, infrastructure, and urban planning in London. With input from business and sector experts, this edition highlights advances in connectivity, service delivery, and sustainable growth through tech-driven collaboration.

In this edition, we delve into the rapidly evolving world of utilities and infrastructure, exploring how next-generation connectivity and the rollout of 5G is transforming the capital. We also shine a spotlight on the potential for AI to revolutionise urban planning and management, unlocking efficiencies, enhancing service delivery, and supporting sustainable growth.

Contents

Pages 4-7.....................Navigating a new landscape: utilities in transition

George Simpson - Fisher German

James Cole - UKPN

Pages 8-9.....................Connectivity as a service: unlocking the power of 5G

Chris Hicks - Fisher German

Pages 10-13.................Is AI the silver bullet for planners?

Angela Brooks & Scott O’Dell - Fisher German

David Milligan - Ardent Consulting

Pages 14-17.................Unlocking the complexity beneath our streets

Richard Broome - Fisher German

Patrick Cousens - PLMR

Take a look back

Navigating a new landscape: utilities in transition

George

Simpson - Infrastructure Services

The utility sector is undergoing a seismic transformation. Once focused solely on the sale and distribution of electricity, gas, fuel or water, it now must redefine its purpose as well as its operational models.

Many outside the sector do not appreciate the profound structural market changes it faces. In electricity, for example, the move is underway from a nationally centralised energy production approach to a decentralised, two-way, multisite generation model, ranging from domestic solar to interconnectors with Europe.

In water, climate change poses the dual threat of droughts and floods. For the first time, these challenges are being addressed on a national rather than regional level, resulting in projects of a scale not seen for over a century. Ageing infrastructure, resulting from decades of underinvestment

that predate privatisation, continues to cause operational issues, including inefficiency and leak management.

Like the electricity sector, demand for water services is escalating. The drivers include commercial and residential development, population growth, and the rapid expansion of the data centre market, a prodigious consumer of water for cooling and electricity for powering its systems. This increased pressure on the resilience of the grid is compounded by the need to meet environmental goals, as well as those associated with societal and technological developments. The rise in electric vehicle sales, the emergence of energyintensive industries such as cryptocurrency mining, and the transition to electric heating are all intensifying demand.

Gas and hydrocarbon networks remain integral to the nation’s energy security and supply, while also serving as a cornerstone of its decarbonisation transition. Their role now extends beyond traditional delivery to encompass the growth of the hydrogen market and the deployment of carbon capture and storage technologies.

The adoption of smart meters and smart grids offers huge potential benefits in integration, efficiency, and customer management. More accurate and targeted profiling enables greater service personalisation, but this progress also brings a significant rise in costs for data management and protection.

Sustainability now underpins everything the sector does, which is why utility companies are at the forefront of national and international strategies for net zero transition.

From reducing emissions in energy generation to improving delivery efficiencies and meeting Biodiversity Net Gain (BNG) targets, the sector is central to delivering environmental outcomes.

As the economy grows, so too do the pressures on infrastructure. Beyond this snapshot lie many other challenges, such as the need for new reservoirs, overhead lines, substations, and other major projects, all of which require land. Yet this finite resource is also in high demand from competing sectors, including agriculture, commercial and residential developers, and other utility providers.

To future proof the sector, strategists and managers must balance a complex interplay of demands. They must meet the growing current and future needs for energy and water, while creating a sustainable network for both current and future generations. They must respond to the increased expectations of sophisticated customers and adopt emerging technologies, from hydrogen innovation to the application of artificial intelligence, to improve operational efficiency and effectiveness.

They must adapt and evolve business models in line with national and international regulatory frameworks, as well as with shifting environmental legislation. They must retain

an equitable relationship with landowners, recognising that both parties share responsibility for fulfilling critical national security strategies around food and energy or water provision. At the same time, they must protect their networks from an increasing threat of digital and politically motivated terrorism, which could threaten the economy, privacy, and the nation’s ability to trade.

Underpinning all of this lies a more profound challenge: ensuring that investors remain confident enough to continue funding the sector and that government retains faith in the industry’s ability to fulfil the nation’s environmental and energy generation ambitions. This is why the sector must remain agile, data-driven, operationally smart, environmentally sensitive, and deeply customer-centric.

Partner - Infrastructure Services

07810 378185

george.simpson@fishergerman.co.uk

“

Over the next few years, we will see a significant demand for upgrading our existing electricity infrastructure and installing new infrastructure to support regeneration and development. This will ensure there is sufficient capacity in the network for our customers.

During our current investment period, which runs until 2028, in London we plan to replace over 600 transformers and 121km of cables. This will maintain the network, support local growth, and facilitate the transition to electric vehicles and heat pumps.

Managing this in London presents unique challenges, as most of our assets are underground. With over 37,000km of underground cables and numerous subterranean substations in the basements of residential and commercial buildings, space for new infrastructure is often difficult. Any work involves complex engineering and legal challenges, adding significant complexity to managing infrastructure upgrades and minimising disruption to businesses and our customers.

In addition to the work we must undertake within London, we also need to ensure our assets and property are protected as development occurs around us. Maintaining relationships with our landlords, local communities and customers is critical. This will help us carry out our upgrades, keep the lights on, and ensure that London continues to grow with work taking place safely around our assets.

James Cole Property & Consents Operations Manager

UKPN

Connectivity as a service: unlocking the power of 5G

Chris Hicks - Telecoms

London benefits from a relatively advanced telecoms and mobile network, a foundation of modern life that most of us now take for granted. Yet, despite this, the capital languishes at the bottom of a newly published ‘5G Quality of Experience’ league table.

In an age when we can email, message, stream video, navigate in real time, manage our finances, and listen to music or podcasts, often all at once and from almost anywhere in the UK, reliable connectivity has become just as essential as water, electricity, and gas. Little wonder then that it is increasingly described as the “fourth utility”.

The UK’s digital capability is poised for rapid expansion, driven by the rise of smart streets, intelligent transport systems, and a new generation of connected buildings. These advances, powered by Internet of Things (IoT) technology, will demand a step change in connectivity far beyond what is currently available in London or any of our other major cities.

Over the past three decades, mobile technology has progressed from the early days of 2G to today’s 5G networks, transforming how we communicate, do business, learn, consume entertainment, and deliver the digital infrastructure that underpins society, commerce, and government. The next wave of innovation will not just build on this foundation; it will depend on it.

However, current legislation has not helped landlords, many of whom host the infrastructure we all rely on. In fact, it is in danger of creating perverse incentives which undermine the future of connectivity in urban environments.

At present, there is a cap on the rent landlords can charge operators such as O2, Vodafone, and EE to host their equipment. While in rural areas this approach may have merit, ensuring network coverage reaches underserved regions, in cities like London the economic reality is very different.

Space is scarce, and the value of prime locations is high.

When mobile infrastructure sites must compete with lucrative residential or commercial tenancy offers, the capped rents make them far less attractive to landlords. The result is predictable: many choose to prioritise more profitable uses, leaving operators struggling to secure the sites they need.

This is more than an operational inconvenience. It is a structural barrier to rolling out 5G, a technology that is up to 20 times quicker than its predecessor. The benefits extend far beyond faster downloads. For the creative

industries, it means high-definition content can be shared and streamed instantly. For financial services, it supports the rapid, secure transactions essential in a global trading hub. For e-commerce, it enables seamless, real-time customer engagement. And for emerging technologies such as augmented reality, telemedicine, and autonomous vehicles, it is the very foundation on which they depend.

The challenge is that 5G requires far greater infrastructure density than 4G. More masts, more base stations, and more small cells are needed to deliver consistent high-speed coverage. This, in turn, means more locations and more willing landlords. If hosting mobile infrastructure were a competitive and viable revenue stream, landlords would have a real incentive to participate. Removing or substantially increasing the rent cap would unlock this potential, allowing the market to work in a way that benefits everyone.

The public would gain from faster, more reliable connectivity. Businesses could operate more efficiently and innovate with confidence and the government’s ambitions for smart cities and a digital economy would be far more achievable. Operators could then deliver on their 5G rollout commitments without being constrained by avoidable bottlenecks in access to sites. In short, there would be few losers.

Partner - Telecoms

07808 571067

chris.hicks@fishergerman.co.uk

Is AI the silver bullet for planners?

Angela Brooks & Scott O’Dell - Planning

The Government’s new artificial intelligence tool, Extract, promises to transform the speed and efficiency of the UK’s planning system. Capable of scanning text and reading maps in minutes, it could supercharge the ambition to deliver 1.5 million new homes by 2029, set out in its Plan for Change. The research supporting Extract suggests that ‘a

task that takes a trained officer 1-2 hours of manual work could now be completed by our AI, in under three minutes for about 10p.’*

In parallel, the UK government has also launched a £10 million initiative to develop an AI tool aimed at revolutionising the planning decision process. This tool, led by the Department for Science, Innovation and Technology (DSIT) in partnership with the Ministry of Housing, Communities and Local Government (MHCLG), will initially focus on straightforward householder developments, with plans to expand to other application types. The ambition is to reduce routine planning application processing times from the current eight weeks, for those minor applications, to around four and eventually achieve near-instant determinations for simple cases. The system is said to analyse material considerations, assess policy compliance, and generate reasoned recommendations – all while integrating with existing planning systems and remaining under the oversight of planning officers.

The scale of the housing challenge is stark. According to London Councils, almost 185,000 Londoners, one in fifty residents, are homeless or living in temporary accommodation, while around 320,000 households remain on social housing waiting lists. In this context, the ability to deploy cutting-edge technology that can convert handwritten planning documents and maps into usable data within minutes, is a welcome step forward for London’s communities.

The Government claims Extract could slash the 250,000 hours currently spent manually checking documents each year. If realised, this would remove one of the most persistent brakes on the planning system, lengthy administrative delays, helping to accelerate decisions, unlock stalled projects, and bring much-needed homes to market faster.

The rollout of Extract has been positioned primarily as a breakthrough for housing delivery, with the aim to make

it available for all councils by Spring 2026. Yet London’s economy is overwhelmingly service based, with the sector accounting for almost 95% of output, and its commercial property market faces pressing supply constraints, particularly for Grade A and Central Business District office space. In theory, Extract could also accelerate planning processes for commercial developments, bringing benefits well beyond residential schemes.

However, behind the headlines lies a more complex and challenging reality. The Mayor’s office has already expressed doubts about whether the housing need figures for London, published in December 2024, are realistic. Despite these being reduced from the previous target of 98,822 homes, shortages of land, materials, and labour will still make it difficult to achieve the city’s revised target of 87,992 new homes. The existence of 32 boroughs, each with its own

To truly transform the planning process, an AI-enabled system must go beyond the capabilities currently outlined for Extract.

planning authority, priorities, and housing targets, creates a fragmented system that is inherently slow and expensive to navigate. The Towards a New London Plan consultation considers the new concept of ‘grey belt’, with the Mayor confirming he has commissioned a London-wide green belt review to understand what land, including the identification of grey belt land, could be used to meet London’s housing needs in full.

This is likely to trigger a wave of planning applications along the city’s outer edges. Boroughs with green belt land will face particularly intense pressures, with applications likely to be contentious and politically sensitive.

The uncomfortable truth is that planning efficiency has been profoundly impacted by the fact that between 2013 and 2020, almost 25% of planners left the public sector. More recently, 82% of local authorities have cited difficulties in hiring planners because of financial restrictions, large workloads and the pressure of the job. So, whilst Extract will help to improve efficiency, its impact on a system already hampered by structural challenges, squeezed resources, and an expected upturn in appeals is likely to have limitations.

The impact of this talent drought is profound, and whilst Extract will help, we know that authorities will require additional resources to process the inevitable escalation in planning applications required to meet ambitious housing and development targets. The Government announced plans to support local authorities with 300 additional planning officers, but many consider this a drop in the ocean compared to the vacancies departments currently face.

To truly transform the planning process, an AI-enabled system must go beyond the capabilities currently outlined for Extract, therefore the announced AI initiative will hopefully kickstart this. The potential lies in using AI to validate applications instantly, preventing the submission of incomplete or incorrect documents, a problem that currently delays many applications. It should be able to summarise many complex documents, flag missing information, review site histories, and collate consultation feedback in minutes rather than days or weeks.

Equally, it could accelerate environmental assessments by analysing the potential impact of proposals on air quality, traffic congestion, biodiversity, and other key indices,

providing faster, more consistent, and more transparent evidence for decision-making. AI is already starting to present opportunities for better consultation and tools for those submitting representations as part of the planning process.

Greater Cambridge Shared Planning Partnership, in partnership with the University of Liverpool, is pioneering an AI tool, a large language model (LLM), to improve community and stakeholder engagement. The tool can review and summarise thousands of comments submitted during the consultation period.

The Guardian reported on “AI-powered nimbyism” where the use of ‘Objector’ claims to offer policy backed objections in minutes using generative AI to scan applications and rank potential areas of objection, and create committee speeches and videos to influence others. To some this may be seen as an additional barrier to development, to others it may be considered empowering.

Yet while AI could potentially align applications to policy frameworks, the subtle and often contested judgements that planning requires still depend on the experience and contextual understanding of skilled professionals.

Experienced, qualified planning officers are vital because the UK planning process is heavily reliant on professional judgement, which is its trademark.

Only experienced professionals have the skills and the experience to assess the merits of competing priorities, make informed decisions and ensure the interests of all stakeholders are optimised.

Whilst Extract will process data and an AI enabled planning system should one day be able to summarise and assess applications against policy, understanding the sensitivities and nuances of an application and making equitable decisions still requires judgement which can currently only be delivered by experienced planners. The long-standing mantra that “planning is about people and places, not just buildings and infrastructure” still holds true today.

However, the next generation of technology, Agentic AI, is already emerging, and with it comes the potential for more fundamental changes to the UK planning system. These systems promise more than data processing, using sophisticated algorithms, collaborative filtering, and contextual embeddings to interpret nuance, intent, and community context in real time. In theory, such systems could approach the reasoning capabilities of seasoned planning professionals, providing assessments that are not only faster but also richer in insight.

Imagine a world where NextGen AI solves problems autonomously, whilst continuously optimising its performance, adapting to changes and self-improving. Then, perhaps, there will be no need for planning officers, planning consultants and consultees where the current structural issues the planning system faces will evaporate. Such capability would dramatically shift the planning and development profession.

Before panic sets in and we all fear for our jobs, remember the science fiction predictions in the 1960s were that flying cars would be a reality by the end of the century. However, we have yet to see these on our streets. It’s also important to factor in that society and the world around us will also be very different as AI will revolutionise so much more than the built environment. Perhaps the reality lies somewhere between the two extremes, and our jobs remain safe, for a while at least.

* https://mhclgdigital.blog.gov.uk/2025/06/12/extract-using-ai-to-unlock-historicplanning-data/

Partner - Planning 07918 652897

angela.brooks@fishergerman.co.uk

Associate Partner - Planning 07785 616659

scott.odell@fishergerman.co.uk

“The use of AI within urban environments could also enable efficiencies for London Highway Authorities, as statutory consultees, as part of the checking process, to ensure standards compliance and allowing large amounts of data to be reviewed. It could also allow for recent vehicle counts in the local vicinity to a proposed project to be applied without additional survey works by reviewing up to date guidance and applying an agreed allowance for future growth.

There will always be a need for human expertise, interaction and professional review in the case of non-standard approaches, which due to the constrained nature of most London schemes, will remain an important part of the process in order to overcome site specific challenges, supporting delivery and ensuring growth.

David Milligan

Design Director

Ardent Consulting Engineers

Unlocking the complexity beneath our streets

Richard Broome - Infrastructure Management & Maintenance

The ground beneath our streets is a hidden marvel, a complex web of infrastructure that has evolved over decades. From Victorian networks to cuttingedge services, this underground network is the lifeblood of our modern lives. In a city like London, where professional and social activities are intertwined with this unseen asset, its importance cannot be overstated.

London’s status as a hyper-connected global city relies heavily on this network. It supports development, growth, regeneration, and investment. However, to truly turbo-charge our economic growth, we need to manage this network more effectively. This means better data collection and analysis, particularly regarding the location and sensitivity of key utilities.

The UK’s utilities have become synonymous with stability and reliability. Gone are the days of rolling blackouts and patchy internet connections. This stability has bolstered investor confidence and shaped high consumer expectations. Yet, when disruptions occur, the public’s patience wears thin. Delivery disruptions, whether to water, gas, electricity, or

broadband, can have devastating financial consequences in a global business hub like London.

To attract global investment and deliver development at pace, we need strategies to update this complex network while minimising disruption. One such tool is LSBUD (Linesearch BeforeUdig), a partnership between PelicanCorp and Fisher German. This digital mapping service provides a clear view of what lies beneath our feet before any digging begins. With over 300,000 users nationwide and accessed around 15,000 times a day, it helps protect over two million kilometres of the UK’s utility networks. By minimising disruption, it gives developers and investors confidence that unforeseen delays will be reduced.

Future proofing this service can be supported through three areas: reviewing legislation to enforce rigorous data standards for safer and more effective delivery, refining regulation to incentivise top-performing utilities (including consideration of the balance of liability for data issues), and advancing the adoption of AI. Achieving this requires appropriate data sharing, skilled technology integration, secure analysis tools, and collaborative contractual frameworks that foster innovation.

5G, and its eventual successor 6G, we must be more creative. London currently sits outside the world’s top 30 most digitally connected cities. We could address this by installing small masts and relay units in unconventional locations such as streetlights, public buildings, transport infrastructure, and even the Underground network. Digital connectivity is now as fundamental to economic growth as gas, electricity, and water were to previous generations, and it must be treated with the same strategic importance.

The UK’s utility networks are a point of pride, underpinning our daily lives in ways we rarely consider. Whether powering devices, carrying communications, or filling the kettle for our tea, these services are the foundation of economic strength and everyday comfort.

With a culture of innovation and continuous improvement, the sector will remain the bedrock that attracts investment and delivers world-class performance.

To support the rollout of next-generation connectivity like

If London is to compete with cities like Paris, Frankfurt, Shanghai, Singapore, Dubai, or New York, landlords must be incentivised to play a greater role in delivering the city’s connectivity aspirations. As the Mayor of London’s London Plan Guidance states: “If London is to be competitive now and in the future, it should have world-class digital connectivity. Fast and reliable digital connectivity is essential in today’s economy and in every aspect of how people live and work and participate in society.”

By embracing these opportunities and fostering a forwardthinking approach, we can ensure that London’s underground network continues to support the city’s growth and prosperity for generations to come.

Digital connectivity is now as fundamental to economic growth as gas, electricity, and water were to previous generations

Richard Broome

Partner - Infrastructure Management & Maintenance

07918 628986

richard.broome@fishergerman.co.uk

“

Future proofing London means aligning the capital’s growth with the urgent need to decarbonise and adapt to a changing climate. The choices made today about energy systems, transport, buildings, and planning will determine whether London can remain both liveable and competitive in a net zero world.

Policy leadership is crucial. From the Mayor’s 2030 net zero target to the rollout of Local Area Energy Plans, the city’s frameworks are evolving, but delivery must now accelerate. Clearer alignment between national and city-level policy, and stronger collaboration across boroughs, will be essential to unlock private investment and deliver projects at the scale required.

In such a densely populated city, where many lack off-street parking, delivering further curbside EV charging infrastructure will be key, and though Londoners have long embraced public transport, currently less than 25% of the city’s buses are electric. It is therefore imperative that more hub-charging infrastructure is developed to support not just buses but also delivery lorries, waste-collection fleets and other HGVs which threaten air quality and climate goals.

The benefits of a shared approach to infrastructure extend beyond transport, with heat networks and microgrids increasingly coming forward to efficiently heat and power new domestic and commercial buildings across the capital, utilising waste heat and integrating smart solar and storage technologies which can reduce bills and contribute to a more flexible and responsive grid.

London’s story is one of diversity, imagination and integration – and its sustainability story should follow. Housing, transport, energy, and digital infrastructure should be planned together to create resilient, low-carbon neighbourhoods which also retain London’s famous green spaces. With the right policies and partnerships, London can lead the global race and build a city that demonstrates how opportunity and growth can be achieved not just alongside, but through the protection of the natural environment.

Patrick Cousens

Head of Energy & Sustainability PLMR