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Atkins delivers major transformation programmes for Governments around the world, helping them to address fiscal, growth and sustainability challenges. 


In the UK

Atkins is a key supplier of services to UK Government (national and local) across many areas. We work with our clients at the heart of the reform agenda, providing efficient and effective solutions to complex challenges.

Public sector organisations across the UK are facing the toughest challenges for generations. With pressing budgetary pressures, growing citizen demand, and the localism agenda, the entire sector requires urgent and radical reform.

Atkins has been advising Government for more than 50 years, delivering a full range of management consulting, planning, design, and programme and project management.

We currently focus on the following key sectors:


Providing specialist services to ensure that strategic programmes achieve vital savings and equip Government for demanding future workloads.


Using our engineering and programme management expertise to help emergency services improve their operational efficiency.


Helping the Department for Work and Pensions shape and deliver the new Coalition Welfare and Pension Reform proposals and modernise benefit processing to reduce costs.


Helping central departments to deliver IT-enabled change and reform the skills sector. Planning, designing and delivering modernisation of school buildings (Building Schools for the Future).


Helping councils, local police forces and fire and rescue services to deliver the localism agenda, procure services and change their businesses to operate within the new funding arrangements.


Helping our clients to deliver complex IT and business change programmes. Secure property management and IT services to maintain critical buildings and activities.
We pride ourselves on delivering outcomes and value for money for our clients and by providing sector insight delivered by our highly skilled people working in a collaborative working style.

In North America

Atkins provides comprehensive engineering, architectural, and consulting services for numerous clients in the federal marketplace, including every branch of the armed forces and multiple federal agencies.

The Atkins network of offices throughout North America is staffed with experts in a wide array of disciplines. Our planners, engineers, architects, and technical professionals support projects ranging from planning and asset management to design and construction. We also provide program management services for major federal initiatives.

We have been working on projects for the Department of Defense (DoD) since 1963 and have a proven track record of contract support with the U.S. Army Corps of Engineers (USACE), Army installations, U.S. Naval Facilities Command (USN NAVFAC), U.S. Air Force (USAF) Major Commands, Air Force bases, and other DoD and non-DoD agencies. Our extensive experience in the federal arena has given us the tools to navigate through sensitive public projects, security enhancements, and more.

In the Middle East

Atkins is a key supplier of services to government clients throughout the GCC region. We work at the heart of our clients' organisations to help manage change, providing efficient and effective solutions to complex challenges.

Government clients across the region are facing the toughest challenges for generations, managing huge and complex programmes while bringing systems and processes up to world class standards.

Atkins has been advising goverment clients for more than 50 years,delivering a full range of management consultancy, planning, design, programme and project management and property services.



Atkins has considerable experience of working with both central and local Government departments and organisations around the world. Particular specialities include:

Management consultancy

The range of management consultancy services we provide covers the spectrum of organisational needs from organisational design and development, change management, business strategy, business process improvement, business case development and benefits management. We use formal processes and tools to deliver on time, every time.
Learn more about our expertise in management consultancy

Portfolio, programme and project management

Atkins’ consultants are experts in portfolio, programme and project management and delivery. The vast majority of our consultants are accredited PRINCE2, MSP and M-o-R professionals with considerable expertise in cutting through complexity to deliver results for our customers. Atkins manages large-scale federal programs in North America that range from environmental restoration to federal mobility solutions and capital improvement projects. We increase staff resources in your agency to accomplish work, and we partner with your agency team to facilitate your success. We help navigate the peaks and valleys of lengthy projects and unsure financing by offering flexibility in staffing and significant technical expertise.
Learn more about our expertise in portfolio, programme and project management

Procurement and supply chain management and consultancy

As one of a handful of organisations to have been accredited by the Chartered Institute of Purchase and Supply, we have considerable experience in the provision of advisory and management services for our customers’ supply chains. We work with you to understand your strategic aims and deliver solutions from procurement strategy through to tactical supplier management and development.
Learn more about our expertise in procurement and supply chain management and consultancy.

Ict consultancy

We help clients to transform business operations through IT-enabled change, supporting them throughout the programme lifecycle with ICT consultancy and thought leadership. Of course, technology is only one dimension of IT-enabled change and Atkins brings together the whole range of expertise to address how issues affect both the public and private sectors.
Learn more about our expertise in ICT consultancy.

Applied technologies

Atkins’ applied technologies group (ATG) addresses the information management needs of our clients through the innovative use of technology. Our business and technical professionals maintain excellence by continuously researching and evaluating new solutions. We have the capacity to provide complete services to clients, beginning with problem definition and continuing through implementation and ongoing support. Our approach addresses the key factors of flexibility, scalability, and reliability. We create business workflows and application frameworks that can adapt to changing technology and that can grow and change to meet an organisation’s needs.
Learn more about our Applied Technologies service


Our established practice in the planning and design of federal building projects in North America reflects our understanding of a client’s evolving organisational and operational goals. Our nationwide network of technical professionals includes experienced project managers and architects who meet practical needs while addressing time and budget constraints with innovative solutions and exceptional design. We support the efforts of the US Green Building Council (USGBC) and the Leadership in Energy and Environmental Design (LEED®) program. Our complete team of LEED-accredited professionals, practiced in the science of preserving our environment and minimising energy consumption, is committed to green building and sustainable architecture. Additionally, Atkins has been at the forefront of the building information modelling (BIM) movement, and we routinely and expertly incorporate BIM into our design processes.

Emergency management

Communities face challenges daily to keep residents safe and secure. To protect the infrastructure that we help plan, design, and construct, Atkins is on the front lines with our clients, assisting emergency preparedness, response, and recovery. We work with communities to perform vulnerability assessments and provide mitigation plans, response support, and recovery tools to help minimise the impacts of disasters. Our experts offer assistance with technical advancements in communications, development of best practices in debris management, and integration with federal, state, and local entities to help rebuild infrastructure while renewing and restoring a sense of community.
Learn more about our emergency management service.


Building on our traditional land surveying services, Atkins has incorporated the most advanced geomatics technologies available to the industry to employ the latest surveying and data collection methods. This experience allows us to address all project needs regardless of size, location, complexity, site conditions, or time constraints. We have extensive experience in the federal arena providing technologically advanced geomatics and survey and mapping services. Our professionals have enhanced the logistical operations of federal facilities to achieve better sustainability of assets and maintenance.
Learn more about our Geomatics / surveying service.

Planning and landscape architecture

In North America, Atkins has extensive experience performing military planning services. Recent project assignments have included multiple studies for all branches of the US Department of Defense (DoD) and other agencies and departments within the federal government. We have a detailed knowledge of Air Force, Army, Navy, Marine Corps, and Coast Guard military planning regulations and technical manuals. Atkins personnel have been repeatedly selected to revise and update DoD master planning manuals and guidelines. Furthermore, Atkins’ landscape architects help clients achieve the desired aesthetic and functional goals for their projects. Our designs are responsive to the natural environment, and sensitive to long-term sustainability.


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Chris Birdsong
19 Apr 2017

OBOR has the potential to be the world’s largest platform for regional collaboration. The infrastructure projects will stimulate economic growth and build legacy for countries along the way. How much would such a transformational programme cost?   It is estimated that the total cost lies somewhere between $4 and $8 trillion US dollars, meaning that realising the full potential of the OBOR initiative is beyond even the investment ability of the Chinese government and institutions, and is therefore going to need significant private sector involvement.  This, however, means that each element of the initiative needs to have a positive investment case in order to attract financing. Whilst we are already seeing a shift amongst Chinese agencies and institutions towards broader funding avenues such as pension funds, overseas sovereign wealth funds and private equity funds, further private sector involvement is required due to the ambitious scale of the projects. This brings a range of wider considerations in attracting private sector investment. Whilst it is well known that investment is available in the market, matching this to viable projects is the critical gap that OBOR, like many other major projects, needs to address. Based on my experiences with Atkins and Atkins Acuity, the advisory business of the Atkins Group, there are seven areas that a private sector investor would consider when an opportunity is presented. Bankable and technically feasible projects. Detailed feasibility studies and robust business cases are important to attract investors who will often require high quality information on which

Asia Pacific ,

George Nash
03 Apr 2017

Where we were once world leaders, the lack of investment in maintaining existing infrastructure coupled with modest development (and in some cases underdevelopment) in new and improved infrastructure has hampered our ability to move goods and services and detracted from our overall productivity. The U.S. interstate highway system is now 60 years old. Our rail system not only needs updating but expansion. Our water infrastructure needs significant refurbishment. And while the incoming administration is pledging to fund programs, we need to find ways to make the money that will be invested go further. We know from recent studies the current state of U.S. infrastructure, but we also know that states are beginning to take action at their level, as well as the new administration. Now is the time for not just fixing infrastructure but employing technology and the latest advances to improve our roadway, rail, and water systems. Funding sources We see significant momentum building. The Fixing America’s Surface Transportation (FAST) Act, which re-authorizes surface transportation programs through Fiscal Year 2020, was a great first step and we expect to see infrastructure spending pick up throughout 2017. Several important infrastructure ballot initiatives were passed in the November election, and a number of state governors are taking action to make infrastructure funding a high priority. A much-needed funding source is non-public investment in infrastructure. We know that there are billions of dollars available for investment if a greater flow of bankable infrastructure projects can be identified and managed. We must invest in more economic ways to maintain our

North America ,

Bill Pearce
22 Mar 2017

I joined the Atkins team in December 2016 on a project to renovate and modernize the cadet barracks. I have a strong connection to the academy which makes this work especially important to me. I can still remember when I arrived at West Point on a hot July day as a new cadet and spent my first two months in the granite-faced Eisenhower Barracks. The barracks were new and spotless at that time, but the only conditioned air in the hot summer months was provided by an open window—which didn’t really cool the rooms as much as prevent them from getting hotter. While durable and aesthetically attractive, granite also soaks up heat energy during the day, then releases that heat once the outside air begins to cool—the net result is a very ‘warm’ experience inside those buildings around the clock. Back then, the buildings were designed to house cadets and stand the test of time—there wasn’t much emphasis on comfort, energy efficiency, or sustainability to the extent we have now. Today, the barracks show their age and are in need of renovation. Upgrades are required in utilities like power (we didn’t have smartphones or tablets back then), water (with measures being taken to conserve), air quality (open windows also lead to water damage and moisture-related problems), and other ‘standard’ amenities we’d expect in a prestigious learning institution. When I graduated from the academy, I was anxious to leave West Point and join the U.S. Army. Like most graduates, I continued to

North America ,

Philip Barton
17 Mar 2017

Having had time to digest the major themes in this report, I think that the Government at the time seemed determined to establish the Cyber Essentials scheme as key parts of UK SMEs cyber tool kits, and to leverage the insurance industry to secure that goal. The message was that Cyber Essentials or Cyber Essentials Plus compliance would deserve a reduced premium, as well as enabling greater cyber-risk awareness among SMEs. The report indicated that cyber insurance firms were likely to offer support in becoming Cyber Essentials certified as part of the insurance process. This patently did not happen as planned, and the UK National Cyber Security Centre (NCSC) are yet to pick up the reins sufficiently to consider cyber insurance guidance. The report was aimed squarely at SME cyber risk in the IT space, with brief mention that Cyber Essentials may not be appropriate, or rigorous enough, for many manufacturing industries. Regulated industries and critical infrastructure will have their own regimes to follow, so what for the SME manufacturing industries? The NIST cyber security framework or the SANS 20 controls are an excellent starting point, not to mention the many standards that exist such as ISO/IEC27001, ISA/IEC62443 etc. An obvious barrier to widespread adoption of worthwhile, insurance-backed, cyber security in the industrial arena is having sufficiently good cyber forensic capability in place to be able to back up any claim. In the event of an incident, the bias for most manufacturing organisations is naturally toward production and not to preserving evidence;

UK & Europe ,


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Our services include a 35% design for the design-build renovation of the historic Scott Barracks, originally built in 1936, and full design services for extensive renovations of the MacArthur (Short Wing), MacArthur (Long Wing), and Pershing Barracks. Using innovative tools like our interactive 4D VIS site logistics model, we’re able to predict construction impacts and costs years in advance. Energy-savings features are incorporated into the Scott Barracks renovations and are expected to yield an estimated 30 percent reduction in annual energy costs, while high-efficiency, low-flow plumbing fixtures will reduce water use by more than 40 percent. The modernization of the MacArthur Barracks includes building envelope rehabilitation, roof replacement, exterior stone façade repairs, and new antiterrorism/force protection compliant windows. Additional improvements include cadet room renovations to improve health and comfort, new laundry facilities, new cadet common areas, and site improvements. Each of the barracks will be designed to achieve Leadership in Energy and Environmental Design (LEED) Silver certification. We’re also providing architecture and engineering services for a new, $70 million wastewater treatment plant (WWTP). The new WWTP is designed to increase capacity to more than 2 million gallons per day to meet current and projected future needs. The state-of-the-art facility will feature closed-circuit television and energy monitoring and control systems. Because West Point is a designated pilot installation for the U.S. Army’s Net Zero sustainability initiative, all energy consumed in operating the new WWTP will be partially offset through alternative energy systems. The facility will generate power using methane gas,

USA , North America ,

Located in the National Capital Region, Joint Base Andrews is home to the 89th Airlift Wing, which is responsible for worldwide special air mission airlift, logistics, and communications support for the president, vice president, cabinet members, combatant commanders, and other senior military and elected leaders. The master plan accounted for these and other ongoing missions while accommodating 2005 Base Realignment and Closure growth requirements. Atkins’ application of optimal planning principles to develop this general plan included the use of form-based code concepts; reuse of existing sites for future development; implementation of higher development densities to encourage use of transit; mixed-use and public-private development of the town center; and overall high-level sustainable planning.


Atkins provided a complete range of architecture-engineering design services for the design-build of three administration buildings and associated site work for the US Army’s first Warriors In Transition complex, located at Fort Riley, Kansas. This project involved the design-build of three one-story facilities, encompassing a total of 41,700 gross square feet (gsf): a battalion headquarters (8,100 gsf), a company operations headquarters (18,600 gsf), and a soldier and family assistance center (15,000 gsf). All three buildings were entirely designed by Atkins using building information modeling and were constructed to Leadership in Energy and Environmental Design Silver certification standards. The facilities contain offices, reception areas, conference rooms, corridors, restrooms, mechanical rooms, electrical rooms, and storage areas.


As part of its focus on continually improving its people, processes and information, EDF recognised the need to gain a better understanding of its staff’s security awareness and training needs so that a specific programme could be developed to meet their continual learning requirement in this area. Atkins worked closely with the client for over three years providing professional advice, analysis and solutions through the full lifecycle of organisational learning and development. This work included development of better learning and development solutions for a range of requirements, such as: • Support for the design and implementation of a structured training programme for the internal regulation department of around 60 people • Design and support of training-related management information and reporting • Design and implementation of a major e-learning PC-based training package on Basic Nuclear Principles Refreshment to be used by over 400 people on a cyclical basis • Participation in key self-assessments relating to organisational learning and development improvements that will support the re-accreditation of the Engineering Support training programme against industry standards. These support services were key to EDF achieving training standards accreditation for one of the largest single training programmes in the world. This has in turn provided credibility for lifetime extension programmes for the company’s existing nuclear fleet and new build programmes. Our support has meant that EDF can clearly demonstrate that they have control of their nuclear resources in a measurable and systematic programme which has a clear view of the challenges in addressing an aging demographic and a finite industry

UK ,

Horizon was particularly aware of the issues surrounding the UK approach to security of control and protection systems. Realising that it did not possess detailed knowledge of evolving best practice and regulatory requirements, our client wished to undertake a comprehensive review of relevant standards, guidance and approaches, as well the expectations of bodies that provided security advice. Atkins was chosen to undertake this security standards review. Our work addressed UK best practice and other well established industry methods from around the world. Nuclear best practice was also discussed, including the US NRC 5.71 Regulatory Guide, which had already adopted international good practice, albeit through a very prescriptive implementation. We reviewed the best practice and standards utilised for securing Industrial Control Systems (ICS) and produced a comprehensive overview, assessment and recommendations on future practice. Our review included: The ISO/IEC 27001/27002 series: • ISA99 – Industrial Automation and Control System Security • IEC 62443 – Industrial Communication Networks Network and System Security • NIST SP 800-82 Guide to Industrial Control Systems (ICS) Security • NRC Regulatory Guide 5.71 Cyber Security Programs for Nuclear Facilities. At the end of the comprehensive review, Atkins produced two briefing papers. The first of these covered ICS security best practice, emerging developments and a forward-looking strategy. The second paper concentrated upon nuclear safety protection systems. The briefing papers, follow up presentations, and meetings provided Horizon with a detailed understanding of the security and safety practices which they then used to inform their strategic planning.

UK ,

HE partnered with their Netherlands equivalent, Rijkswaterstaat (RWS), to help overcome their legacy system drawbacks. Both wished to develop a future operating model that delivered a modern and open technology platform and effective supply chain that would improve the resilience and efficiency of their road networks. Atkins were tasked with developing the security requirements for the Advanced Traffic Management System (ATMS) operating model, and supporting its delivery through an open tender process to enable appropriate suppliers to provide the new solution. We worked in collaboration with HE and RWS, integrating our subject matter experts into the project team. This allowed us to agree a joint security approach which would took into account the different cultural, business, security and legislative concerns that the two partners faced. By working closely with all stakeholders, we determined the existing operational structures, business goals and service requirements. We reviewed UK and Dutch security standards and Governmental requirements and negotiated a joint approach to meet these. Finally, we developed a ‘to-be’ security operating model to meet business requirements for input into ‘Pre-qualification questionnaire’ (PQQ) and ‘Invitation to tender’ (ITT) contract phases and proposed and agreed approaches for the formal accreditation of ATMS. Our security-focused business systems analysis and requirements development led to a detailed set of building block deliverables at functional and technical levels. These included the specific application, infrastructure, hosting and platform components. The completion of this project provided HE and RWS with a pragmatic and realistic view of the threat environment for information assets with a

UK ,

The client had found it difficult, expensive and disruptive to their programme portfolio to maintain and manage a pool of experienced security consultants with the necessary analysis and security artefact-creation skills required to support the accreditation decision. Due to the finite resource, deciding which projects would benefit most from the IA consultants’ skills was also proving challenging. As a result, there was a risk of critical systems either remaining unaccredited or being accredited on the basis of an inadequate risk assessment. We worked with the client to develop a new managed service approach to the provision of security that brought together all the necessary expertise into a single team. Through the creation and implementation of a security catalogue, we provided key security and accreditation activities for the client. These covered business impact identification, risk assessment, threat and vulnerability analysis, and current and new service/system ‘as-is’ security reviews. Also included were estate and system architecture advice and design, policy and standards gap analyses, and accreditation and risk management. In addition, our (previously CLAS) accredited security consultants provided specialist security support or management to particular projects over an extended period. Through the implementation of managed accreditor services we coached, mentored and trained the client’s junior accreditors. This proved to increase the client’s capabilities in accreditation and developed the organisation’s information risk management maturity. Our managed security consultancy service provided specialist advice to the client that is now an embedded part of the enterprise architecture. Our specialist expertise was also applied to the client’s department-wide information assurance enhancement

UK ,

As a significant element of the IT estate was legacy, the key challenge our client faced was understanding where information assets were stored and processed. This knowledge gap meant that DWP was unable to properly quantify and understand their risk exposure to help develop effective mitigation strategies. DWP therefore approached Atkins to perform a threat and risk assessment of their IT estate, specifically looking at key information assets and how they were stored, accessed, transmitted and processed. Atkins worked closely with DWP across a four month programme to provide a snapshot threat, security risk, and maturity assessment of key information assets across the IT estate. We identified IT and business stakeholders for engagement and reviewed DWP security approaches, policies, procedures and IT architecture to obtain the wider IT estate view. Quantitative and qualitative data was also collected on the shape of the IT estate through documentation reviews, workshops and interviews. This was then employed to identify the flow of data, potential threats and vulnerabilities. Finally, we identified key security risks and opportunities to reduce and mitigate these. We then developed strategic recommendations for the ownership and management of key information assets. As a result of this work, senior stakeholders obtained a quantified view of information asset risk across the DWP IT estate. Our threat assessment recognised what would make DWP an attractive target, as well as highlighting the key threat actors and the likely attack vectors. Clear and concise prioritised expert guidance was also provided relating to information asset risk mitigation activities. This informed

UK ,




CIRRUSmaps™ conforms to the Discovery, View, Download and Coordinate Transformation services of the INSPIRE directive, and can be used as a data portal enabling Government organisations to effectively share their data.



LOCARD is the most advanced truly integrated Forensic Case Management System on the market. It is available as a ‘software as a service’ on the UK Government G-Cloud.


For more information on our work and experience in this sector please contact:

Middle East

John McSheen
Sector managing director - Planning and management


Campbell Gray 
Managing director - Faithful+Gould



Chris Mulligan
Local Government account director

Euston Tower
286 Euston Road
London NW1 3AT
United Kingdom
Tel: +44 201 121 2000
Mobile: +44 7834 505 556

Andy Finch
Education account director

Euston Tower
286 Euston Road
London NW1 3AT
United Kingdom
Tel: +44 20 7121 2000

Colin Heyes
Emergency Services account manager

Eastgate House
Dogflud Way
United Kingdom
Tel: +44 1252 89 9621


North America

United States of America
Tel: +1 800 477 7275



In this section you can find information for below regions Government sector documents.


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