Insights for what's next

Explore practical perspectives that turn complex challenges and emerging trends into real-world outcomes.

475 items
PFAS in Biosolids
Thought Leadership

Managing PFAS in biosolids: Strategies for an evolving regulatory landscape

PFAS in biosolids present mounting challenges for utilities amid inconsistent regulations and rising public concern. Learn how anaerobic digestion, composting, drying and pyrolysis compare — and how utilities can plan resilient biosolids strategies in a shifting regulatory landscape.

Todd Williams
water treatment plant
Big Questions

Scaling water reuse through collaboration

Rick Warner discusses a project with The Water Research Foundation that’s fostering collaborative strategies and unlocking the full potential of water reuse

Birds eye view of a road running through a desert landscape
Thought Leadership

Driving results: How public private partnership agreements improve aging roads

How can governments keep roads safe and traffic flowing over time? This article explores how operations and maintenance provisions in brownfield highway Public Private Partnerships (PPPs) improve infrastructure outcomes and maximize long-term value. Download or continue reading below. Public Private Partnerships (PPPs) — also known as P3s or Private Finance Initiatives (PFIs) — are long-term contracts between governments and private entities to finance, design, construct, operate and maintain facilities or services traditionally provided by the public sector. Often lasting 25-30 years, PPPs are commonly used to deliver infrastructure projects while sharing risks and rewards between both sectors. While the basic structure of PPPs can apply to many projects, key elements differ depending on the type of deal at hand. This article explores elements of PPPs specifically designed to address operations and maintenance of existing roads and highways. It also shares insights and recommendations for optimizing these agreements to boost infrastructure quality and performance. Why brownfield highway projects matter Brownfield projects focus on upgrading or expanding existing roads and highways. These projects are essential to extending the life of aging infrastructure, improving safety, traffic flow and/or user experience. PPPs often play a crucial role in delivering these projects and raising the quality of service for road users. The core goal of O&M activities in brownfield projects is to preserve existing road infrastructure over the long term. A correctly structured O&M PPP agreement transfers day-to-day management, operations and maintenance responsibilities to the private sector with clearly specified performance metrics. This shift allows

Thought Leadership

Infrastructure & generating enduring social legacy: 3 complimentary lessons learned

Managed correctly, large scale infrastructure investment can create positive, long-term outcomes for historically disadvantaged and underinvested communities. Working closely with clients and their constituents around the world, Jacobs uses purpose-driven mechanisms to break generational barriers to upward mobility, minimize burdens, maximize community benefits, create education, training, and employment opportunities, and leave an enduring social legacy in the communities we serve.

Toyin Ogunfolaju
Thought Leadership

Protecting critical infrastructure: OT cyber risk after Aliquippa

Jacobs Senior Vice President, OT Cybersecurity John Karabias discusses the pressing issue of cybersecurity in water utilities and critical infrastructure, focusing on recent threats and the need for a proactive approach in quantifying and addressing OT risks.

nuclear abstract
Q&A

Powering up nuclear growth: Why the right planning process matters

With 37 years of planning experience, Ian Fletcher has tackled key infrastructure challenges across sectors. For the past 17 years, he’s focused on securing approvals for some of the U.K.’s most complex programs, including the Thames Tideway Tunnel and Southampton to London Pipeline. Major infrastructure demands bold problem-solving and deep collaboration—two hallmarks of Ian’s award-winning career. He has led six major development consent orders (DCOs), the planning and approval mechanism for nationally significant infrastructure projects (NSIPs). Now, as civil nuclear energy becomes a Critical National Priority for the U.K., Ian is bringing his consenting process skills alongside Jacobs’ wider nuclear capability, helping guide projects through the high-stakes planning process. In this Q&A, Ian shares insights on how effective consenting can accelerate nuclear development and what’s ahead for the first small modular reactors (SMRs) in the U.K. How does getting the consenting process right help nuclear projects succeed? DCOs come with numerous commitments and conditions. It’s about getting the details right to ensure better implementation. In civil nuclear, developers face multiple hurdles, from financing to strict regulatory requirements. Planning is one of the most visible, and often most challenging, parts of the process, especially as it provides the public the clearest opportunity to weigh in. Successful consenting sometimes means pushing back, even on client requests. The key is knowing when to say yes and when to say no to protect long-term project outcomes. That decision-making depends on experience—especially in surveying, mitigation and design— where the greatest cost impacts are often defined

Ian Fletcher
Todd Kremmin
Q&A

Changing the world: How Todd Kremmin accepted the challenge

"Challenge accepted" is a call to action. It's a commitment to growth, innovation, and excellence. It's about pushing boundaries, embracing new ideas and not shying away from obstacles. Our people accept the challenge every single day – and we're showcasing a few of their stories. Today we connected with Todd Kremmin, a data scientist based in Minneapolis, Minnesota, to discuss how he and his colleagues are advancing digital transformation through innovative artificial intelligence (AI) solutions.

Q&A

Why I wear the "J" with Mohammed Al Abdullah

Our culture is what makes working at Jacobs special. There are three integral places where our shared attitudes and behaviors show up – the company's values and practices, your team and network, and your experience day to day. Riyadh, Saudi Arabia-based Mohammed Al Abdullah, strategic consultant and office lead, shares what he loves about Jacobs. How long have you been at Jacobs? I've been with Jacobs for over two years now. Why do you wear the "J?" Each letter in the name "Jacobs" holds a powerful meaning to me: "J" stands for "joy." We bring joy and satisfaction to our clients through innovative solutions. "A" stands for "ambition," reaching new heights and providing exceptional services. "C" stands for "caring" and "compassion," demonstrating empathy and understanding our clients' unique needs. "O" stands for "optimism." We maintain a positive outlook on tackling complex challenges. "B" stands for "bravery," embracing new technologies and ideas with courage. And "S" stands for "strength," creating reliable and robust solutions. All these things are the reasons I wear the "J" each day. What does our culture mean to you? For me, our culture is about the people, our purpose and the progress we're making. It's about bringing your whole self to work in a dynamic environment and contributing to world-class projects. It's about challenging today to reinvent tomorrow. It's about fostering continuous improvement and growth — while embracing our company values and caring for one another as human beings. How do you practice our Culture of Caring

Q&A

Building skills and bridges: Stephanie Elovaris’ Jacobsgo! experience

Stephanie Elovaris shares her experience as part of our 2025 JacobsGo! cohort – living and working in Leeds, U.K. Why did you decide to apply for the program? The JacobsGo! program is a great way for early career professionals to grow their careers while living and working in a new location. I wanted to develop my skills overseas and learn in a different environment. Professionally, I was particularly interested in the opportunity to learn new technical skills that I could apply back home. What were you most excited about? I was excited to work with new people from across the company and contribute to a project in the U.K. I wanted to see how transportation projects are delivered in another country and compare them to what we do in Australia. Working with different design standards and software early in my career has helped me to broaden my design skills. Outside of work, I was eager to travel around the U.K. and Europe and take advantage of being on the other side of the globe. What kind of work did you do in your JacobsGo! role? I worked on the design of a light rail project, including both 2D and 3D design optioneering. The project was in the concept design phase, which is different from my experience in Australia. I had the chance to learn a new software, Civil3D, to undertake modelling that assists with option development. I also helped prepare documentation and presentations of these designs for the project, which

  • Future Foundations

    Co-creating the world to come

    From developing climate resilience and transitioning to a low-carbon future, to modernizing and transforming infrastructure, governments and businesses face critical challenges. How they respond will define our future.

    As our clients navigate these challenges, we help them think differently – working together to pioneer tomorrow's infrastructure solutions and build the foundations for a prosperous, secure future. 

    Visit Future Foundations
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