HS2, the UK’s flagship high-speed rail project, has reached major construction milestones, but the job is far from done. With over 75% of tunnelling now complete and work underway on two-thirds of viaducts and more than half of its planned bridges, the physical footprint of HS2 is rapidly taking shape. Still, challenges around cost, timing, and delivery have forced leadership to re-evaluate the path forward.
Chief Executive Mark Wild is steering a programme-wide reset to get the project back on track—literally and financially. Speaking candidly about the current status, Wild acknowledged the need for a shift in approach, aiming to realign the sequence of major construction packages to improve efficiency and output.
So, what’s actually changing? For one, HS2 Ltd is working to introduce a new delivery schedule that better reflects on-the-ground realities. This isn’t just a timeline tweak. It’s about recalibrating expectations and addressing the budget and resource strain that’s been mounting. The goal is to deliver a reliable plan that satisfies government oversight while reassuring taxpayers who’ve long questioned the escalating costs.
Behind the numbers, the scale of HS2’s economic footprint is clear. The project currently supports more than 31,000 jobs and involves over 3,400 UK-based businesses. That’s a sizeable industrial engine, powering supply chains and regional growth. But critics argue that progress hasn’t always matched the investment. The reset is HS2’s attempt to change that narrative.
This isn’t a full reboot, but more like tightening the bolts on a massive, moving machine. The focus now is on sequencing: making sure the right work happens in the right order, with the right teams and tools in place. It’s about cutting waste, not cutting corners.
There’s a lot riding on HS2—economically and politically. Whether this reset builds lasting confidence remains to be seen, but for now, Wild’s team is signaling a shift from ambition to accountability.
