Strategic Road Network Division

Business Plan

Strategic Road Network Division 2025/2026

1

INTRODUCTION The Strategic Road Network (SRN) Division is responsible for maintaining, operating and improving the motorway and trunk road network in Wales.

The SRN dominates the Welsh Government asset portfolio, accounting for the largest share by a significant margin, with a depreciated replacement cost of approximately £21bn. Whilst only around 5% of the total road length in Wales, covering 75 miles of motorway and 1000 miles of trunk road, the network carries a third of all traffic and 93% of road freight.

This vital infrastructure underpins economic growth, enhances regional connectivity, and keeps people safe.

It enables access to vital services and has an important role to play in sustaining and enhancing our environmental assets and supporting active travel and modal shift.

2

3

PURPOSE OF THE BUSINESS PLAN The SRN is a vital national asset, and the business plan supports the division in operating with clear purpose and alignment. The business plan is designed to provide the following benefits:

Policy Alignment

This Business Plan Outlines:

Linking operational delivery to Welsh Government priorities like Net Zero commitments, Llwybr Newydd, the Well‑being of Future Generations Act and the National Transport and Delivery Plan (NTDP).

01 The Division’s structure

5

02 The Division’s vision,

7

03 The Division’s values

8

04 Pathways to professional

9

05 Branch responsibilities

10

06 Divisional priorities

12

07 Branch priorities

13

Resource and Risk Management

08 KPIs

14

Enabling transparent budgeting, effective prioritisation, and proactive risk management.

09 Budget allocation

15

10 Risks and mitigation

16

Culture and Collaboration

11

17

Clarity, Direction and Accountability Defining the division’s vision, mission and priorities helps teams focus and coordinate effectively. It also establishes a shared framework that supports clearer roles, expectations and improved accountability.

Promoting innovation, continuous improvement, enhanced collaboration, communication, and inclusion across teams, stakeholders, and the supply chain.

4

mission and objectives.

development

Conclusion

01 STRUCTURE The SRN Division is part of the Transport and Digital Connectivity directorate, within the Economy, Energy & Infrastructure Group within Welsh Government.

The Transport and Digital Connectivity Directorate leads nearly 40 Programme for Government commitments, employs around 150 people, and manages a capital programme of approximately £1.4 billion annually.

Responsible for fulfilling statutory duties as a Highway Authority, the Strategic Road Network Division has approximately 70 core staff, supplemented by a further 30 people that are contracted to work directly on associated work. The Division oversees the Trunk Road Agents who employ an additional 500 personnel.

The Division also supports a significant number of jobs within the wider construction supply chain in Wales.

The Division has 4 branches: Operations Capital Delivery Asset Management and Standards overnance and Business G Management

5

STRATEGIC ROAD NETWORK DIVISION

Andy Falleyn Deputy Director Strategic Road Network SCS

Nicci Hunter

Tim Barnes

Peris Jones

Gareth Day

Head of Governance and Business Management Lead for Orders, Admin, Third Party Claims and Resourcing within SRN

Head of Asset Management Standards Asset Management, Prioritisation, Programme Development and Management

Head of Capital Delivery Delivery of Capital Improvement Projects.

Management of Capital Budget

Head of Operations Day to Day Operational Management of the SRN. Responsibility for the TRA’s and Statutory Requirements. Revenue Budget Management

David Denner

Nathan Duke

Jason Hibbert

Sas Fernando

Mark Dixon

Highway Technology Manager Operational Management of the Transport Communication Systems

Head of Highways Planning Lead for Highway Infrastructure Asset Management, Road Safety, and Minor Improvements

Head of Structures and Admin Authority Rep Management of the Highway Structures and Geotechnical Assets for the SRN

Project Director New Roads North Project Management of Major Infrastructure Projects

Project Director Project Management of Major Infrastructure Projects

Jason Ingram

John Byrne

Contracts and Standards Manager Publication of Technical Standards and Guidance.

Managing the Departures from Standards Process.

Active Travel Lead

Head of Enviromental Coordination and Advice Team Oversight and Coordination of all Enviromental Activities Across the SRN

Jason Williams

Network Decarbonisation Manager Secondee via TfW End Date: 06/03/2026

Roads Policing Liaison Officer Specialist Advice for Operation of SRN

Tudor Roberts Alan Brandon

Karl Adams

Capital Delivery Management Programme and Capital Budget Management

Head of Commercial and Contracts Procurement, Contract and Negotiation Advice

Fil Pamment Project Director A465 Project Manager of Major Infrastructure Projects

6

Alana Smith

Tunnel Manager and Structures Engineer All Wales Tunnel Management

02 VISION, MISSION, AND OBJECTIVES Vision To operate a safe, resilient and sustainable network that connects communities, supports economic growth, embraces innovation, and complements sustainable and climate‑resilient transport options.

Mission Safely maintain, operate and improve the Strategic Road Network to meet our statutory duties, promote environmental sustainability, support climate resilience and sustainable travel, and reduce the maintenance backlog.

Objectives nhance safety and accessibility E for all users through proactive design, maintenance, operational excellence, and technical governance. trengthen the condition, resilience, S and sustainability of the network, including protecting natural assets and supporting climate and carbon goals.

Deliver efficient, innovative, and cost‑effective services, using data and digital tools to maximise economic value and minimise environmental impact.

I nvest in people and knowledge, by capturing expertise, and supporting succession planning in a diverse and inclusive culture. upport Welsh Government priorities S by fostering strong partnerships and aligning delivery with ministerial and national policy objectives.

7

03 VALUES Responsibility and Integrity We are accountable for our actions, transparent in our decision‑making, and committed to delivering with integrity.

Innovation and continuous improvement We embrace change, seek smarter solutions, and continuously improve the way we work by learning from experience, sharing knowledge, and applying best practice across teams and the supply chain.

Collaboration and inclusion We work together across teams, trunk road agents, the supply chain, and with the public to deliver joined‑up solutions that benefit everyone. We foster a culture of fairness, teamwork, openness, mutual respect, inclusive decision‑making and clear, timely communication.

Promoting diversity We champion diversity and inclusion, working with industry bodies and our supply chain to promote a diverse workforce and inspire individuals to consider Welsh Government as a positive career path by celebrating our successes.

8

04 PATHWAYS TO PROFESSIONAL QUALIFICATIONS AND INSTITUTIONAL MEMBERSHIP We actively support professional development across the division, with structured pathways to qualifications and institutional membership in disciplines such as engineering, project management, environmental management and transport planning. In collaboration with Transport for Wales, staff have access to formal ICE and CIHT routes, supported by internal mentoring roles. We are committed to ensuring that every relevant post is held by professionally qualified staff, reflecting our wider focus on capability building and succession planning.

9

05 BRANCH RESPONSIBILITIES Operations Branch

Capital Delivery Branch

Oversees the day‑to‑day operation of the network and tunnels, ensuring a safe and reliable service, working with emergency services and key partners.

Leads the delivery of capital major and maintenance projects, ensuring they are delivered safely, on programme, within budget, and in accordance with specifications.

Leads and manages relationships with trunk road agents to deliver maintenance programmes and incident management.

Administer procurement and contractual processes with supply chain partners, ensuring risks are identified and appropriately mitigated.

Leads on coordination and response to unplanned events such as traffic incidents, weather events or operational failures.

Ensures compliance with statutory duties under the Highways Act and applicable health and safety legislation.

Proactively engage with stakeholders during project delivery to identify and address concerns.

Maintain compliance with statutory duties, ensuring effective management of land transactions, compensation processes, and surplus asset disposals.

Ensure integration of policy objectives into project delivery, including net biodiversity gain, sustainable construction practices, and promotion of low‑carbon solutions.

10

Asset Management and Standards Branch Develops and implements strategies, plans and programmes for asset management, improvement, maintenance and renewal in line with legislative and policy requirements.

Commissions surveys, assessments and monitoring to support data led decisions to prioritise investments and reports on performance and benefits.

Provide specialist input and develop guidance and standards to support project implementation, while advising on emerging innovative technologies, materials, systems, processes, and practices to improve asset management and other key policy areas.

Reviews engineering standards and undertakes statutory functions for development control applications from third parties.

Provides technical governance to ensure that proposals are safe, serviceable, sustainable and compliant with standards, protecting users and stakeholders throughout the asset lifecycle.

Governance and Business Management Branch Manages Government Business and divisional administrative assistance: Coordinating Senedd business, responding to external correspondence and providing administrative support to maintain efficient divisional operations.

Ensures robust financial reporting across the branch, maintaining governance standards and compliance with audit requirements.

Manages third‑party claims on behalf of the Welsh Ministers, ensuring effective defence and maximising recovery of costs for damage to network assets.

Administers statutory Traffic Regulation Orders in compliance with legal requirements, working collaboratively with transport authorities and stakeholders.

Leads divisional resource planning to effectively support divisional priorities and enable strategic engagement.

11

06 DIVISIONAL PRIORITIES Divisional Strategic Priorities Investing £25m to repair roads and potholes

Fulfilling our statutory duties under the Highways Act

We will prioritise the most affected areas of the network to deliver visible, high‑impact improvements that enhance safety, reduce disruption, and restore public confidence.

We will ensure our work complies with legal obligations, upholding safety, accessibility, and service standards across the network.

Connecting communities via a safe and functioning Strategic Road Network.

We will prioritise the maintenance and improvement of the SRN to ensure access to employment, services and opportunities throughout Wales.

12

Stabilising and strengthening our divisional resource.

We will focus on building a resilient, well‑supported workforce with the right skills and capacity to deliver our priorities effectively.

07 BRANCH PRIORITIES Operations Strengthen collaborative relationships with agents and key delivery partners to improve coordination and delivery outcomes.

This would include updating the Welsh Ministers Management Agent Agreement and continuing the audit and assurances.

Enhance responsiveness to Welsh Government policy and to both planned and unplanned events on the network. This would include assurance checks and planning to help improve event management and resilience for the SRN, including implementing carbon based improvements.

Leads strategic engagement on critical issues to support informed decision‑making and long‑term outcomes for the Strategic Road Network. This would include the development of the toilet strategy for the SRN, consideration for air quality monitoring, continued engagement on the Holyhead Port developments, along with the Severn Bridge interface issues.

Capital Delivery Develop Route Strategies for the A55/ A494 and M4 corridors to guide future investment and planning.

Deliver high‑priority Major Asset Renewals and NTDP schemes to maintain network resilience.

Ensure efficient delivery of the capital maintenance programme through effective planning and oversight.

Asset Management and Standards Establish robust data management and reporting systems, including transition from spreadsheets to databases and integration with Transport Electronic Drawing and Document Management System (TEDDMS) and Integrated Road Information System (IRIS).

Promote asset management best practice and integrate key policy areas including Nature Recovery, Road Safety, Climate Adaptation, Carbon Reduction, and Active Travel through development of asset management plans and across other workstreams.

Develop multi‑year asset management and key policy plans and prioritised programmes aligned with financial and delivery planning and including the ability to report on outcomes and wider benefits.

Define roles and processes for planning, delivery, commissioning, finance management, and in‑year change to improve operational transparency.

Governance and Business Management Publish draft orders for the River Dee scheme.

Maintain the commitment register and prepare for Senedd election and reform in 2026.

Provide consistent, proactive, and reliable administrative support to enable efficient operation of the Strategic Road Network Division.

13

08 KEY PERFORMANCE INDICATORS KM road resurfaced – 100km and 30,000 potholes repaired within this financial year.

Progress against this KPI can be monitored through regular reporting of resurfacing activities to understand km resurfaced and potholes repaired.

These metrics are currently reported fortnightly to the Delivery Unit, Transport and Digital Connectivity Comms team and the Minster for Delivery. However, this a one‑off requirement for 25/26 in the lead up to the election year in 26/27.

At present, the business plan includes a single KPI, as we’re still building the right foundations to align our priorities and KPIs effectively. We’re aiming to include more KPIs in the next version as our planning and delivery processes develop.

14

09 BUDGET ALLOCATION / FOCUS The Strategic Road Network (SRN) Division has been allocated a total budget of £304.7 million for the 2025–26 financial year, comprising £117.9 million in revenue and £186.8 million in capital. This funding supports our commitment to delivering a safe, resilient, and sustainable network that supports economic growth, regional connectivity, and modal shift.

Revenue Allocation (£117.9m)

Capital Allocation (£186.8m)

Revenue funding is split across two key areas:

Capital funding is jointly managed via monthly reviews to ensure flexibility and responsiveness to emerging needs.

Contractual Commitments (£57.9m) These are non‑discretionary obligations made by the SRN Division and Welsh Ministers, covering long‑term infrastructure contracts such as the A55 DBFO, Cleddau Bridge tolling operations, and A465 MIM repayments. These commitments are essential to maintaining the operational integrity of the network.

Operational Running Costs (£60.0m) This covers the daily operational costs of managing the network: Orders Branch operations, third‑party services, asset management consultancy (IRIS and WDM), property and programme delivery support, routine and winter maintenance, Traffic Officer services, agent management, inspections and legal services.

Network Operation and Maintenance Capital investment supports a wide range of activities including defect repairs, climate resilience, soft estate and biodiversity programmes, restocking salt barns, preventative maintenance, drainage and fencing upgrades, lighting and signage improvements, and community safety schemes. It also funds strategic initiatives such as safer speeds and active travel infrastructure.

Network Improvement Capital is also directed toward the delivery of major network improvement schemes. These are categorised as: Residual works on schemes such as Caernarfon, Newtown, and Brynglas.

Active projects including A40 Llandewi Velfrey to Redstone Cross.

Future‑facing schemes such as the Flintshire Corridor, Britannia Bridge, River Dee crossings, A483 Llandelio and Ffairfach improvement scheme.

This financial framework ensures that the SRN Division can meet its statutory obligations, respond to emerging priorities, and deliver value for money.

15

10 RISKS AND MITIGATION Risks Public safety faces a growing risk due to the deteriorating condition of the Strategic Road Network (SRN), driven by sustained underfunding and increasing climate pressures. Without appropriate investment, the risk of structural failure and legal consequences will continue to rise, alongside the potential for serious disruption to connectivity and economic activity.

This risk is formally recognised in the Directorate Risk Register and within the Audit and Risk Assurance Committee as “State of Strategic Road Network”. It has also been acknowledged in published documents such as Llwybr Newydd: the Wales transport strategy and the Lugg Review.

Mitigation We mitigate risks where possible in line with Section 58 of the Highways Act, applying best practice in the management of highways assets and infrastructure in accordance with relevant standards and policy and prioritising available funding with a “safety first” approach.

To mitigate these risks, we have implemented a range of measures: A data‑led inspection and monitoring regime is in place to identify and address defects in high‑risk structures such as retaining walls and bridges, helping to prevent sudden failures.

The Major Asset Renewal (MAR) Programme has been initiated to address critical infrastructure needs.

While currently funded through in‑year underspends, it is designed as a 10‑15 year programme requiring a sustainable long‑term funding solution.

Asset management plans play a central role in identifying, prioritising, and programming interventions across the network. These plans ensure that limited resources are directed to the highest‑risk areas and support long‑term resilience and performance of the SRN. Regular capital reviews across the Division ensure responsive allocation of funding to emerging risks and priorities, with a “safety first” approach.

16

11 CONCLUSION This business plan outlines a clear and deliverable framework for maintaining and enhancing the Strategic Road Network in line with Welsh Government priorities. It reflects a balanced approach to risk, compliance, and resource management, while remaining focused on safety, sustainability, and value for money.

Delivery will require continued collaboration across teams, partners, and stakeholders.

With the right support and investment, we are confident in our ability to meet the challenges ahead and deliver resilient, high‑performing infrastructure that supports the economy and communities of Wales.

17

© Crown copyright 2025, Welsh Government, WG52832, Digital ISBN 978-1-80633-658-6 Mae’r ddogfen hon ar gael yn Gymraeg hefyd / This document is also available in Welsh Rydym yn croesawu gohebiaeth a galwadau ffôn yn Gymraeg / We welcome correspondence and telephone calls in Welsh

18