Turnbull delivers end-to-end, sustainable infrastructure solutions, combining design, build, operation, and maintenance for lasting impact
From design and build to facility management and maintenance, Turnbull Infrastructure & Utilities (Turnbull) provides a sustainable, end-to-end solution for large scale engineering projects.
As part of the YTL Group, Turnbull was established to support the installation and operation of utilities for Hinkley Point C, the first nuclear power station project in the UK for 20 years. Today, however, Turnbull is applying its tried and tested approach to all kinds of utilities and infrastructure projects, helping clients save money, reduce waste, and add long-term value to local communities and the wider economy. 
“Turnbull is a leader in lifecycle construction and operations, from design and build through to facility management and maintenance,” James Dryden, Managing Director, begins. “We provide sustainable, end-to-end services across civils, mechanical, electrical, and engineering projects. Our vision is a world where the design, build, operation, and maintenance of engineering projects are managed as one integrated lifecycle process that saves money, reduces waste, and creates lasting value for local communities and the wider economy.
“We began life not as Turnbull, but as the Construction Operation Maintenance Alliance (COMA). Working alongside the Somerset Chamber and EDF, we were asked to help support the build of Hinkley Point C. The idea was to leave a legacy; to upskill local people and businesses so that the region continued to benefit long after the site was complete. We started as a Tier 1 organisation overseeing maintenance of key utilities, and before long we were managing projects worth over £50 million a year. That success made it clear we needed to stand alone; to build a business that could serve not just nuclear, but the broader renewable and infrastructure sectors.
“Turnbull Blue is the name of the blue ink once used on engineering blueprints, so the name Turnbull is a nod to our philosophy of reusing and repurposing existing knowledge rather than reinventing it. We’re also proud to be part of the YTL Group, which operates in 11 countries and invests heavily in the UK through businesses such as Wessex Water, luxury hotels, and the Bath Spa. Drawing on this global expertise has enabled us to build a true whole-life construction business, supporting major projects like Hinkley Point C, helping the UK move toward a net-zero future.
“Our work,” James continues, “is rooted in the construction and nuclear industries, covering project delivery and management, electrical, mechanical, and instrumentation services, as well as water management and treatment. We also handle slope monitoring, environmental consultancy, consents, and design; effectively delivering the full lifecycle of infrastructure and utilities. For a relatively small company, we cover a wide spectrum by drawing on the deep expertise within the wider YTL Group, bringing those skills into this emerging nuclear sector to make our mark.
“If I look back at the past year,” he continues, “it’s been a period of real growth and success for us. Our foundations were built on operations and maintenance. That’s where we started and where our expertise was honed. But this year, we’ve really expanded our focus on the design and build side of the business. We’ve just completed our first full design and build project at Hinkley Point C, which is a huge milestone for us, and we’ve already been awarded our second major project. While I can’t share too many details, what’s exciting is how these projects allow us to engage with clients from the very beginning; consulting with them, designing for them, building for them, and ultimately operating the asset once it’s complete. It’s the perfect example of our end-to-end lifecycle approach in action.
“One of our biggest achievements to date,” he enthuses, “was the remediation of the most contaminated part of the Hinkley Point C site; the original compound area from when the B site was built. We took it right down to bedrock, rebuilt it to nuclear standards, and installed all the new utilities. It’s highly technical work but incredibly rewarding. Alongside that, we’ve delivered the site’s fuel farm, a new fire station, the main reception centre, and the Waste Consolidation Centre: each one a project of which we’re deeply proud.”
With a new office in Suffolk, Turnbull is focusing on growth and preparing for the future of nuclear new build in the UK. “We know that after Hinkley Point C,” James explains, “the next major project will be Sizewell C in the Ipswich area, so it made perfect sense to establish a local presence there. We’ve been working in the region for over two years, collaborating with the local chamber and the Sizewell team to understand how we can transfer our experience, skills, and highly regulated working practices from Hinkley. The Ipswich office is home to our mobilisation team, ensuring we’re ready to support upcoming opportunities. It also signals that Turnbull is not just a project team but a permanent, growing company committed to supporting nuclear new build across the UK.”
Sustainability strategy
Turning to the topic of sustainability, Turnbull is proud to have a dedicated working group where the team promotes, captures, delivers, and communicates initiatives that feed into its sustainability report, celebrating progress and achievements along the way. “We’re proud to be a Gold Member of the Supply Chain Sustainability School,” James adds, “using their tools to identify opportunities for improvement and collaboration. For example, we’ve partnered with our PPE supplier to eliminate all single-use plastics. Our PPE now arrives in reusable kit bags, and when it’s no longer usable, it’s repurposed into products like playground flooring and agricultural boards. We’ve also optimised our tanker fleet to cut mileage and emissions, and we’re exploring more sustainable power options, including solar-powered battery packs and electric vehicles.”
On a more personal note, James was recently named MD of the Year for Innovation in Lifecycle Construction by SME News, an honour that came as a surprise to him! The recognition followed external interest in the company’s innovative approach and proven expertise within the construction industry. Though proud, he credits the award to his team’s collective effort, emphasising collaboration over individual achievement.
“Without people,” James shares, “we don’t have a business. This year, we reviewed every role from top to bottom, tested the market, and introduced new terms and conditions to ensure our salaries and benefits remain competitive. We’re also rolling out a new framework to support personal development, including job descriptions, skills matrices, and structured PDPs so individuals can plan their own career progression. I make two commitments to everyone who joins us: I will invest in their growth, and I will make time for them. It’s simple: if we address frustrations early, they never become problems. Our people will always be our priority.
“In fact, we recently placed within the top 50 SME apprenticeship employers. This recognition highlights our ongoing commitment to supporting apprentices and graduates, helping them reach their full potential and build rewarding careers within the construction and nuclear industries.”
Growth trajectory
Looking to the future, James shares details of Turnbull’s strategy for the coming years: “Our focus as a business is developing our supply chain in Suffolk to support our bid to transfer the skills we’ve gained from Hinkley Point C to Sizewell. If successful, that will mean formally mobilising a new project team. Alongside that, we’re expanding into the Thames Valley Corridor, exploring opportunities across nuclear, defence, decommissioning, and SMRs. There’s a clear strategic link between Hinkley Point C and Sizewell, and we see that central region as the next logical area for growth. It’s an exciting period, balancing major delivery at Hinkley Point C while investing in future opportunities through to 2028.
“I’ve got a five-year development plan, approved by our board, that sets a clear direction for continued growth within the nuclear and renewable sectors. We’re currently growing at around 20 per cent year on year, and the focus is on maintaining that steady, sustainable trajectory. We don’t want to grow too big too quickly; it’s about structured, manageable expansion that brings our people with us,” he concludes. “By the end of the plan, we’ll have effectively doubled both our headcount and our revenue, and so far, we’re right on course.”