Insights for what's next

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

475 items
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
trees blue sky
Q&A

A view on the future of sustainability: A Q&A with Bruna Paranhos

With a focus on sustainable solutions, Cross-Market Global Solutions Director for Sustainability Bruna Paranhos has been part of some groundbreaking projects at Jacobs. Her work is shaping the industry’s response to climate change, energy transition and decarbonization. In this Q&A, Bruna talks about where sustainability is headed and how resiliency should be a part of every project.

Bruna Paranhos
Change the world? Challenge accepted.
Q&A

Changing the world: How Kaitlyn Mammay accepted the challenge

The construction industry ranks second in suicides among major industries in the USA. Despite advancements in physical safety, mental health issues persist – leading to a decrease in productivity while workplace accidents, suicides, substance abuse and employee turnover increase. Kaitlyn Mammay is fostering mental health awareness and creating a culture of caring in the construction industry.

Banner22
Q&A

A view on the future of environmental planning: A Q&A with Zein Mocke

As our clients and communities plan for a sustainable future, Jacobs Global Solutions Director of Environmental Planning Zein Mocke and his team help them navigate cross-market connectivity and achieve environmental planning success. Whether connecting our team of professionals with the right communities or staying ahead of regulatory changes, Zein and our global network develop the best solutions for clients and the environments they serve.

Zein Mocke
Q&A

Why I wear the “J” with Shannon Miller

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. President – Growth, Strategy & Digital Shannon Miller shares what she loves most about working at Jacobs.

Shannon Miller
Change the world? Challenge accepted.
Q&A

Changing the world: How Emily Sanders and Cory Hinds accepted the challenge

The island of Guam has multiple initiatives to improve resiliency and sustainability across different sectors, such as decarbonizing its energy grid and tackling waste problems which impact residents. Emily Sanders and Cory Hinds are developing strategies to help the Port of Guam improve resiliency and sustainability for the island.

  • 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
    Future-Foundations