IN Brief:
- Turner & Townsend reported gross revenue of £5.76bn in its 2025 annual review.
- The consultancy has grown its workforce to around 22,000 people.
- Activity is being driven by real estate, infrastructure, energy, nuclear, aviation, water, and healthcare programmes.
Turner & Townsend has reported global gross revenue of £5.76bn in its 2025 annual review, with its workforce rising to around 22,000 people.
The consultancy identified real estate, infrastructure, and energy and natural resources as its three core sectors. In real estate, growth was strongest across urban development, sports and venues, industrial, and life sciences, with the company working across a major projects portfolio of nearly £3tn of capital investment.
Key real estate and programme wins included the UK’s New Hospital Programme and Barclays’ headquarters building in New York, alongside renewed global portfolio work with clients including Google and Shell Real Estate.
Infrastructure work continued to benefit from public investment in economic and social assets. Aviation, defence, and water were described as strong growth drivers, supported by programmes including Heathrow Airport expansion, Anglian Water’s long-term capital investment programme, and the Clyde 2070 defence programme in the UK.
Across Asia-Pacific, Turner & Townsend reported airport programme work in Vietnam, Bangalore, and Perth, as well as aviation wins in the United States. In energy and natural resources, the consultancy pointed to momentum across the United States, Europe, Asia, and the UK, with nuclear capability highlighted through its appointment as a critical partner on Rolls-Royce’s nuclear programme.
The revenue figure reflects a construction consultancy market increasingly shaped by complex portfolios rather than isolated projects. Major clients are trying to deliver larger programmes while controlling cost, schedule, carbon, regulatory exposure, and supply chain risk. Programme management, cost assurance, procurement strategy, and project controls are now central to delivery.
The strongest areas identified by Turner & Townsend also mirror the wider split in construction workload. Traditional commercial development remains uneven, while demand is more active around hospitals, airports, water infrastructure, defence, energy, nuclear, life sciences, and data-rich industrial projects.
Those sectors require deeper front-end planning, stronger controls, and clearer evidence before construction begins. The first £14bn wave of the New Hospital Programme, for example, is moving forward through a standardised delivery model designed to bring greater repeatability and certainty to complex healthcare projects.
Water infrastructure is following a similar path. AMP8 is creating a long investment cycle for utilities, with clients seeking delivery certainty across networks, treatment works, tunnelling, civils, and asset renewal. Consultancy work in that environment extends beyond individual project appointments into capital planning, procurement, design governance, risk allocation, and portfolio controls.
Nuclear and energy programmes add another layer of complexity. Projects in these sectors carry high assurance burdens, long development timelines, specialist supply chain requirements, and significant public visibility. Cost, schedule, risk, and stakeholder reporting need to remain aligned across years rather than months.
The result is a consultancy market where scale and specialist knowledge are becoming harder to separate. Clients want strategic advice, but they also need delivery infrastructure: people, systems, data, cost intelligence, and the ability to intervene when programmes move off plan.
Digital tools and AI may support that shift, particularly in forecasting, controls, cost benchmarking, and document analysis. They do not remove the need for experienced teams able to understand construction risk, procurement behaviour, design maturity, and site realities.
Turner & Townsend’s performance shows that capital investment continues to flow into sectors where assets are critical, regulated, publicly visible, or operationally complex. As programme scrutiny increases, construction consultants are being pulled deeper into delivery responsibility, where advice and execution are becoming part of the same service proposition.
