APM Project Management Awards

APM Project Management Awards 2025

Join us on Monday 17 November at Park Plaza Westminster Bridge, London, for our prestigious Awards ceremony where this year's winners will be announced. Bookings are now open.

Our Project Management Awards celebrate excellence, endorse innovation, and have the power to enhance careers. Don't miss the best night of the year in the project profession's calendar.

Join us at our Awards ceremony as we celebrate the achievements and honour excellence from individual project professionals, ground breaking projects and impactful organisations.

Watch this space to find out who are Awards host will be this year!

We are now pleased to reveal the finalists below. Winners will be announced at the Awards ceremony on Monday 17 November.

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Congratulations and good luck to all our finalists

Winners will be announced at the Awards ceremony on 17 November.

Company of the Year Award

Finalists for this category have now been announced.

This applies to Tier 1: Project management organisations - Company or Consultancy of the Year, Small to Medium Enterprise or Consultancy of the Year, Not-for-profit of the Year, and Government/Public Sector Organisation of the Year categories. Please read this carefully before submitting your entry.

Open to all companies and consultancies globally across all sectors who are committed to excellence in project delivery and outcomes.

There are four organisational award categories, representing different types of organisations. The Company of the Year category is for companies and consultancies operating in any sector that manage and/or deliver projects of any size. Judges are looking for organisations who stand out by delivering project excellence in delivery and outcomes.

We require entrants to all organisational award categories to produce a submission of 1,500-2,500 words (in English) based on the judging criteria. Entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio are not accepted as part of the submission.

The Company of the Year category is a two stage judging category, the first stage is the written submission mentioned above. The second stage requires all finalists to present virtually to a panel of judges on Wednesday 3 September 2025. This category is open to organisations across all sectors globally. Entrants can be members or non-members of APM. 

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

Since 1946, Arup has combined design and engineering ambition with a strong sense of social purpose and excellence in project delivery across the built environment.

Today, our global team of 17,000+ people work from over 90 offices, contributing to projects in more than 160 countries. Our Programme and Project Management (PPM) teams help organisations implement change by transforming strategic thinking into deliverable programmes of work.

We enable robust governance, enhance decision-making, and improve certainty of outcome-led delivery, working hand in hand with Arup’s full range of technical experts to help meet broader goals and shape a better future for all.

CPC Project Services Limited (CPC) is a leading project and cost management consultancy, delivering complex construction, infrastructure and strategic change programmes. We work in partnership with our clients: bringing innovation, best practice and continuous improvement to project delivery.

This year, 2025, we are celebrating our 35th Anniversary as an independent and agile consultancy that continues to exceed its growth strategy ambitions. Being an Employee Ownership Trust (EOT) empowers everyone within CPC to have a collective passion for success and shared vision to deliver projects that assure sustainable and lasting legacies for our clients, stakeholders and the communities we serve.

MIGSO-PCUBED’s (MP) submission to this year’s APM Awards covers the theme ‘People-centric transformation in a digital world’.

We remain a values-driven project management consultancy, and 2025 is our 30th year of UK operations. We are relatively mature in the Project Management sector but are continuously developing and adapting to data, digital and AI opportunities. We team with clients to deliver their projects in 13 of 18 sectors in the APM’s 2024 Golden Thread Report.

National Grid is undertaking the largest transformation of the electricity infrastructure in a generation through the Great Grid Upgrade. This initiative includes 17 major projects aimed at expanding and modernising the electricity grid to transport more clean, secure energy, especially from offshore wind farms in the North Sea to homes and businesses across England and Wales.

The upgrade supports energy security and national self-sufficiency. To meet this ambitious goal, National Grid has overhauled its approach to governance, project delivery, and staff development, ensuring the organisation is equipped to deliver this critical shift in support of the UK Government’s energy ambitions.

Small to Medium Enterprise of the Year Award

Finalists for this category have now been announced.

Open to all organisations across the globe with fewer than 250 employees who are committed to excellence in project delivery and outcomes.

There are four organisational award categories, representing different types of organisations. The Small to Medium Enterprise category is for organisations with fewer than 250 employees operating in any sector that manage and/or deliver projects of any size. Judges are looking for organisations who stand out by delivering project excellence in delivery and outcomes

We require entrants to all organisational award categories to produce a submission of 1,500-2,500 words (in English) based on the judging criteria. Entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio are not accepted as part of the submission.

The Small to Medium Enterprise of the Year category is a two stage judging category, the first stage is the written submission mentioned above.  The second stage requires all finalists to present virtually to a panel of judges on Tuesday 2 September 2025. This category is open to organisations across all sectors globally. Entrants can be members or non-members of APM. 

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

D2 has strived to add value to our clients by providing construction know how to de-risk delivery of projects. Over the past decade D2 has developed a comprehensive suite of programme management capabilities, ranging from traditional project management to planning and controls, through to information management, digital technology and carbon and sustainability.

These services are today captured in our Programme Management Service Model and supported by our growing team of project professionals with shared values and commitment to delivery. Working with our clients and delivery partners to develop intelligent programme management solutions, helping to deliver a more sustainable world.

In our changing world, project delivery is becoming more complex. In this environment, digitalisation isn’t a nice to have; it’s how you track and manage everything that’s happening, right down to the smallest information deliverable.

We enable this by pairing boots-on-the-ground project managers – construction people who speak site as well as they do strategy – with tech talent you'd find at the most advanced labs. By connecting these worlds, we're able to implement best-in-class digital solutions that give our clients visibility over everything that’s happening on their projects – and the ability to make every decision with unquestionable facts.

Method Grid is a high-performing SME delivering structured project capability and digital innovation to complex, safety-critical sectors. With a dual delivery model - consulting and SaaS platform development - we empower national infrastructure and global consulting clients through robust playbooks, AI-enhanced tools, and deep domain expertise.

We prioritise people development, inclusive culture and knowledge equity, while supporting major transformations like Network Rail’s Digital PACE playbook and SSE’s capital programme. Our agile, feedback-driven approach drives continuous improvement, measurable impact, and sustainable outcomes.

As a small team with outsized influence, we help the profession advance - project by project, playbook by playbook.

Founded in 2003, SRC Infrastructure has grown from a rail-focused design consultancy into a trusted Tier 1 provider of engineering and independent project, programme, and portfolio management services. We support the delivery of nationally significant infrastructure programmes across the transport, aviation, and public sectors.

Our growth is the result of deliberate investment in capability and innovation, underpinned by a collaborative, one-team culture. We enable clients to achieve strategic outcomes and create lasting value—partnering for their success, and delivering better infrastructure.

Not-for-profit Organisation of the Year Award

Open to all not-for-profit organisations across the globe committed to excellence in project delivery and outcomes. This category is aimed at charity organisations or commonly referred to as ‘third sector’. Public sector organisations please refer to our Public Sector Organisation of the Year Award category.

There are four organisational award categories, representing different types of organisations. The Not-for-profit Organisation category is for organisations that have a project and/or programme portfolio and are operating on a not-for-profit basis (such as charities, associations, governing bodies and social enterprises). Judges are looking for organisations who stand out by delivering project excellence in delivery and outcomes.

We require entrants to all organisational award categories to produce a submission of 1,500–2,500 words (in English) based on the judging criteria. Entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio is not accepted as part of the submission.

The Not-for-Profit Organisation of the Year category is a written stage only judging category and is open to organisations across all sectors globally. Entrants can be members or non-members of APM.

*APM will award a free bronze ticket to the entrant, unless otherwise advised.
** A maximum of nine 50% discount bronze tickets can be purchased. Ticket holders will be seated together with the free ticket holder.(Tickets do not include travel or accommodation)

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

Mercy Corps has embarked on a mission to improve programme delivery through a structured Project and Programme Management Maturity Model, tailored to the complexity of humanitarian contexts. By embedding global standards, professional development, and digital innovation we are strengthening performance, governance, and accountability. Project leadership is actively developed and supported, while quality assurance is decentralised and data-driven.

Through continuous learning, inclusive practices, and sustainability principles, Mercy Corps ensures that programme management is not only efficient and high-performing, but also equitable, and fit for the future.

In just 18 months, Valleys to Coast has transformed from having no formal project management structures to delivering major digital and organisational change through a dedicated and rapidly growing PMO. Embracing hybrid methodologies, new technologies like Monday.com and Power BI, and a strong emphasis on training and inclusive leadership, we’ve embedded project management into the heart of our strategy.

Projects now deliver measurable benefits, with robust governance, transparency, and stakeholder engagement. Our people-first approach, focus on sustainability, and commitment to learning and continuous improvement underpin our success.

Public Sector Organisation of the Year Award

Finalists for this category have now been announced.

Open to all government and public sector organisations across the globe committed to excellence in project delivery and outcomes.

There are four organisational award categories, representing different types of organisations. The Public Sector Organisation category is for government and public sector organisations that have delivered outstanding projects, programmes or portfolios. Judges are looking for organisations who stand out by delivering project excellence in delivery and outcomes.

We require entrants to all organisational award categories to produce a submission of 1,500–2,500 words (in English) based on the judging criteria. Entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform.  Video and audio are not accepted as part of the submission.

The Public Sector Organisation of the Year category is a written stage only judging category and is open to organisations across all sectors globally. Entrants can be members or non-members of APM.

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

The DOST Agency exemplifies excellence through its agile, inclusive, and data-driven transformation of social services. With 3.7 million services delivered, 92% digitalization, and 31 international awards, it sets a global benchmark for smart and citizen-centric governance. Its scalable one-stop-shop model, powered by the Centralized Electronic Integration System (CEIS) and DOST Index, integrates innovation, quality, and performance to drive trust, transparency, and sustainable impact.

This submission demonstrates how the DOST Agency has proven that transformational change in the public sector is not only possible, it is sustainable and scalable. Its impact is measurable, its model is replicable, and its mission is inspiring.

HMRC leads the way in project delivery excellence in central government, ensuring we have the right people in the right place, with the right skills, at the right time.

We support our 3,000 colleagues by offering a number of specialist learning and development opportunities tailored to their specific needs. We are trailblazers across government for the National Infrastructure and Service Transformation Authority's (NISTA's) project delivery accreditation, with over 1,000 colleagues accredited.

We're also seen and used a model of best practice by other government departments and are leading the way in innovative project and programme practices.

Renfrewshire Council delivers projects in a high-complexity, high-accountability public sector environment, where outcomes impact the daily lives of more than 175,000 residents. Project delivery is influenced by diverse political, financial, and community factors.

Over the last ten years, project management capability within the Council has grown significantly from having a small project management team focused mainly on small-scale systems implementations, into a mature, high-performing project delivery service supporting a wide variety of projects across the entire organisation spanning capital infrastructure, digital transformation, service redesign, and social change programmes.

The Hartree Centre Programme Management Office sits within the Hartree Centre, a department of STFC and part of UKRI. The Hartree Centre’s aim is to deliver industry focused projects that promote the adoption of digital technologies by private and public sector organisations.

Our projects offer a blend of access to technical expertise, high performance computing facilities, and in-house training to help organisations de-risk investment into technologies.

The PMO is made up of Project Support Officers, Project Managers, Programme Managers and a Planning and Budget Manager. They manage a portfolio of over 350 projects ranging in value from £2000 to £200million.

The Capital Estates team at University Hospitals Dorset NHS Foundation Trust is delivering a once-in-a-generation capital build programme supporting a major clinical services review. Serving over 800,000 people across South Wiltshire, the New Forest, and Purbeck, this 24-strong team leads the reconfiguration of two main hospital sites to separate emergency and planned care.

Operating in a complex healthcare environment, they manage a diverse portfolio of new builds and refurbishments aligned with strategic priorities. Through collaborative delivery, sustainable design, and rigorous governance, the team ensures future-ready, high-quality infrastructure that improves patient outcomes and supports exceptional care.

Engineering, Construction & Infrastructure Project of the Year Award

Finalists for this category have now been announced.

Recognising and rewarding excellence in projects that deliver physical assets including infrastructure, transport and energy. 

Our highly sought-after Project of the Year categories are designed to recognise project excellence, both in delivery and outcomes. There are four Project of the Year Award categories, representing different types of projects. The winners of each of these awards are entered into the prestigious overall project of the year category, of which there is one winner. 

The Engineering, Construction and Infrastructure Project of the Year Award is given to the team whose project demonstrates the most effective use of project management and the greatest benefits and outcomes to end users in engineering, construction and infrastructure projects of any scale across all sectors. 

We require entrants to all Project of the Year Categories to produce a submission of 1,500-2,500 words (in English) based on the judging criteria for that category. Entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio is not accepted as part of the submission. 

The Engineering, Construction and Infrastructure Project of the Year category is a two-stage judging category, the first stage is the written submission mentioned above.  The second stage requires all finalists to present virtually to a panel of judges on Friday 5 September 2025. Projects from all sectors, and from across the globe, may apply. Entrants can be members or non-members of APM. 

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

GTA Phase 1 is an LNG development offshore Mauritania and Senegal. The concept was unique, designed to take advantage of proven liquefaction technology and locating it in the Atlantic Ocean. Facilities were fabricated all over the world before being integrated offshore M&S. It fulfils a key driver of parity for both countries across the border, while also representing their first hydrocarbon investments of this scale.

The project faced challenges like COVID19 and a typhoon, but overcame them through strong leadership and collaboration. It has positively impacted local infrastructure, provided training for national technicians, and initiated environmental and social programmes.

Delivered safely, ahead of time and under budget, the £1.2bn East West Rail Phase 2 (EWR2) project reopened the mothballed 33km Bicester and Bletchley route, linking people with new jobs and homes.
Creating a one-team culture, East West Rail Alliance (EWRA) leveraged partners' expertise and innovations, collaborated with local stakeholders, embedded a transformative ‘Safety in Every Choice’ programme and prioritised habitat preservation to facilitate best-for-project decision-making.

The first rail project to commit to and exceed a 10% biodiversity net gain, EWR2 delivered £3.5m of social value, facilitated workforce career development, provided connectivity, social mobility and environmental benefits.

The Flask Route Optimisation project at Dungeness B Nuclear Power Station was a complex Design and Build Construction project involving multiple stakeholders across different disciplines, all completed within the Radiological Controlled Area of the nuclear power station.

The goal was to optimise the efficiency of the disposal route for radioactive nuclear fuel by increasing the number of transport flasks that the facility could process at one time. The benefits were felt almost immediately and the value of saving to the taxpayer over the next few years could be substantial.

The MASAR Development in Makkah, by Umm Al Qura for Development and Construction, is an infrastructure megaproject enhancing the pilgrimage experience through world-class urban planning. Delivered on time and within budget, the 1.2 million m² development features a climate-controlled pedestrian boulevard, transport hubs, and advanced smart city systems.

Managed by KEO over eight years, the project overcame complex challenges through outstanding stakeholder coordination, innovative project management, inclusive workforce strategies, and cutting-edge construction. Aligned with Saudi Vision 2030, MASAR sets a benchmark for urban regeneration in sacred settings, driving economic growth and long-term benefits for pilgrims, residents, and the wider community.

The £100M ASEA project is West of England’s largest integrated flood defence and ecological mitigation scheme. Delivered over six years (2019–2025) by BAM Nuttall and Mott MacDonald JV, it protects 2,500 properties, enables 12,000 jobs, and creates 80ha of wetland habitat. A unique governance model between the Environment Agency, Bristol City Council, and South Gloucestershire Council ensured strategic alignment, agile decision-making, and stakeholder engagement.

The project exemplifies excellence in project delivery—balancing climate resilience, biodiversity, and economic growth. It demonstrates how collaborative leadership and structured project management can deliver long-term value for communities, the environment, and the regional economy.

The Silvertown Tunnel, delivered by Transport for London and Riverlinx, is the UK’s largest diameter bored tunnel. Completed on time and within budget, it exemplifies public-private collaboration. With industry-leading safety (AFR 0.1) and pioneering engineering, it also promises major benefits: reducing congestion at Blackwall Tunnel, cutting journey times, improving air quality and supporting economic growth in East London.

The project’s innovation includes the first-ever rotation of the UK’s largest Tunnel Boring Machine and environmental performance by removing over 125,000 HGVs from roads, marking a milestone in sustainable and efficient infrastructure delivery.

Social Project of the Year Award

Finalists for this category have now been announced.

Sponsored by CITI

Recognising and rewarding projects with the specific aim of developing solutions that deliver benefits to society and communities, whether they are local, regional, national or global. 

Our highly sought-after Project of the Year categories are designed to recognise project excellence, both in delivery and outcomes. There are four Project of the Year Award categories, representing different types of projects. The winners of each of these awards are entered into the prestigious overall project of the year category, of which there is one winner. 

The Social Project of the Year Award is given to the team whose project demonstrates the most effective use of project management and the greatest benefits and outcomes to end users and communities in projects seeking to address the concerns of 21st century society globally. This may include (but is not limited to) sustainability and climate change, conservation, disease prevention and treatment, equality, diversity and inclusion and health and wellbeing. 

We require entrants to all Project of the Year categories to produce a submission of 1,500-2,500 words (in English) based on the judging criteria for that category. Entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio is not accepted as part of the submission. 

The Social Project of the Year is a two-stage judging category, the first stage is the written submission mentioned above. The second stage requires all finalists to present virtually to a panel of judges on Friday 5 September 2025. Projects from all sectors, and from across the globe, may apply. Entrants can be members or non-members of APM. 

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

"Support for the Socio-Economic-Activity of Youth with Disabilities" under the TAP (Students’ Acceleration Program) initiative is a social project that is launched with the partnership of the State Employment Agency and UNICEF Azerbaijan.

The main aims of the project is to connect students with disabilities with potential employers by facilitating skill development, professional readiness, and smoother transition into the labor market. This program not only help dismantle structural barriers but also contribute to a more inclusive, diverse, and socially responsible labor market ecosystem.

Sustainable biological Control of Mosquitos by Larvivorous Fish”, a pioneering mosquito control project of Dubai Municipality, represents a significant stride in sustainable public health and environmental management in the Emirate of Dubai. By replacing chemical pesticides, Dubai Municipality has achieved significant cost savings, reduced environmental impact, and enhanced community wellbeing.

Through mature project management practices, interdisciplinary collaboration, and a commitment to innovation and sustainability, Dubai Municipality demonstrates exceptional leadership in public health and environmental governance and successful implementation of this project highlights its commitments to its vision of being a pioneering Municipality for a global city.

The Global Mode-S project used commercial aircraft to provide atmospheric wind data observations from over data-sparse regions such as the Tropics, Africa, and Asia for the first time, delivered through an international commercial and public sector partnership for efficiency.

The data have been ingested by Met Office scientists as well as partners at the European Centre for Medium Range Weather Forecasting and results indicate there will be a significant impact on weather forecast accuracy. The data and forecasts are shared with partners globally so the benefit from this investment will be realised worldwide, also contributing to the global sustainability agenda.

The restoration of the Grade 1 listed Rochdale Town Hall presented an opportunity to engage local people with heritage as well as offering conservation training on one of the most significant heritage projects in the Borough and the Country. The ethos of the project centred on giving the building back to the people of Rochdale.

Starting through the construction phase, local people were able to make a meaningful contribution through employment, volunteering or training and now, for the first time in its history, the building is open to the public, free to enter, allowing everyone to experience it first-hand.

Digital and Technology Project of the Year Award

Finalists for this category have now been announced.

Sponsored by QinetiQ

Recognising and rewarding projects that progress technology and communication change across all sectors to deliver considerable benefit to end users. 

Our highly sought-after Project of the Year categories are designed to recognise project excellence, both in delivery and outcomes. There are four Project of the Year Award categories, representing different types of projects. The winners of each of these awards are entered into the prestigious overall Project of the Year category, of which there is one winner. 

The Digital and Technology Project of the Year Award is given to the team whose project demonstrates the most effective use of project management and the greatest benefits and outcomes to end users in technology and communication projects. 

We require entrants to all Project of the Year categories to produce a submission of 1,500-2,500 words (in English) based on the judging criteria for that category. Entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio are not accepted as part of the submission. 

The Digital and Technology Project of the Year category is a two-stage judging category, the first stage is the written submission mentioned above. The second stage requires all finalists to present virtually to a panel of judges on Thursday 4 September 2025. Projects from all sectors, and from across the globe, may apply. Entrants can be members or non-members of APM. 

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

SAP Foundation” delivered a transformative Enterprise-Resource-Planning (ERP) system (SAP) across multiple Babcock sites, primarily Devonport and Clyde, impacting over 11,000 employees. It replaced fragmented, site-specific processes with a unified system that enables cohesive time management, procurement, maintenance, and finance activities.

The transformation was not just an IT implementation; it required transformational business change, all while maintaining critical defence contracts and regulatory compliance.

As part of BA’s commitment to safety and security, BA successfully completed a multi-million-pound upgrade to the physical security at its Operations and Maintenance Base at Heathrow Airport.

The Physical Security Transformation programme, spanning from Q4 2022 to Q1 2025, consisted of a number of multi-faceted and interdependent projects and involved collaboration across multiple internal departments as well as vendors and contactors.

Overhauling the security infrastructure, hardware, software and processes was complex and challenging given the scale of the project and the need to ensure it did not disrupt daily operations.

Behind one of Heathrow’s busiest terminals, Terminal 2’s legacy baggage system is situated in the unused Terminal 1 building, with its assets reaching end of life status but with a critical requirement to keep it operational until a new baggage system is built in T2 before the end of this decade.

Over the last record-breaking year for passenger numbers, T1’s baggage sortation system has been completely upgraded during constrained 4-hour time windows in a night shift operation - all in budget and on schedule - resulting in minimal disruption to the live operational environment and years more resilience.

The Hendon Evolution Programme (HE) is laying technology foundations for future policing and law enforcement data systems.  HE is managing the exit of ageing data centres, their staff, and criminal records data into secure and sustainable facilities that meet the needs of modern policing.

HE adapted best practice tooling, management, and delivery approaches to navigate a complex stakeholder and technological landscape, with zero-tolerance to risk of service outage. Using a lean governance and delivery model, HE is delivering outcomes and benefits across sustainability, service resilience, and health & safety to the Home Office, Policing, and wider society

The NHS Federated Data Platform (FDP) addresses critical data fragmentation challenges across England.

Rolled out from April 2024 after successful pilots, it provides a secure software platform unifying operational data for clinicians and managers, improving efficiency, care coordination, and patient outcomes, tackling priorities like elective recovery.

Developed collaboratively with robust governance, early results from 45 Trusts (December 2024) show significant benefits, including 69,909 additional procedures and reduced waiting lists, saving valuable staff time. Challenges like technical complexity and public trust were managed via piloting, transparency, and co-design.

Innovations include AI tools and a focus on building NHS data skills.

The Quantum Rail Inertial Navigation System (RQINS) addresses the challenge of tracking trains in GPS-denied environments such as tunnels and in dense urban areas. Traditional Global Navigation Satellite System (GNSS) solutions offer limited accuracy and require infrastructure-based corrections. RQINS, using Optically Pumped Magnetometers and Quantum Micro-Electro-Mechanical Systems (MEMS) sensors, delivers 10x higher accuracy and seamless performance without satellite signals.

This project looked to prove the quantum-powered system and its potential to enable safer, infrastructure-light navigation and faster fault detection, transforming rail operations, reducing costs, and bolstering the UK’s leadership in quantum innovation.

Transformation Project of the Year Award

Finalists for this category have now been announced.

Sponsored by QA

Recognising and rewarding organisational and cultural change projects across all sectors that deliver significant benefit through project delivery excellence. 

Our highly sought-after Project of the Year categories are designed to recognise project excellence, both in delivery and outcomes. There are four Project of the Year Award categories, representing different types of projects. The winners of each of these awards are entered into the prestigious overall Project of the Year category, of which there is one winner. 

The Transformation Project of the Year Award is given to the team whose project demonstrates the most effective use of project management and the greatest benefits and outcomes to end users in projects providing transformational change, either culturally or organisationally. 

We require entrants to all project of the year categories to produce a submission of 1,500-2,500 words (in English) based on the judging criteria for that category. Entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio are not accepted as part of the submission. 

The Transformation of the Year category is a two-stage judging category, the first stage is the written submission mentioned above. The second stage requires all finalists to present virtually to a panel of judges on Thursday 4 September 2025. Projects from all sectors, and from across the globe, may apply. Entrants can be members or non-members of APM.  

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

Allianz's HR Transformation Project was a complex, £5.8m, 7-workstream delivery that transformed the entire people journey for 7,500 employees at Allianz UK, including aligning employment companies, HR policies, HR processes, HR systems, employee representation options, and working cultures across multiple business areas.

It successfully aligned the Commercial and Personal divisions, exceeded the business case forecast of £1.56m per annum savings, and set the standard for other projects and programmes at Allianz UK and beyond.

The Operating Model Transformation Project (OMT) is believed to be the largest collaborative transformation in UK public sector history, delivering fundamental organisational change for Defence Equipment & Support (DE&S). Against the backdrop of rising global threats and increasing demands, DE&S successfully implemented mass-participation, iterative design, engaging 3,000+ stakeholders.

The project streamlined governance, reduced costs and inefficiencies, and enhanced agility, exceeding business case targets, achieving £60M+ in annual savings and delivering Full Operating Capability as planned. By embedding sustainability, diversity, and innovation, OMT set a new benchmark for transformation, demonstrating exceptional project management and lasting operational impact.

The UK Government launched a project to nationalise the Electricity System Operator, to enhance energy security, reduce long-term costs, and accelerate the transition to clean energy.

National Energy System Operator (NESO) was launched on 1 October 2024 to strategically plan and oversee the country's electricity and gas system.

This was jointly delivered across 5 organisations; the Department for Energy Security and Net Zero (DESNZ), Ofgem, National Grid Plc (NG plc), National Grid ESO (NGESO) and National Gas Transmission (NGT).

NESO will support the mission to achieve net zero by 2050, delivering clean, affordable, and secure power to British consumers.

Programme of the Year Award

Sponsored by AWE Nuclear Security Technologies

Finalists for this category have now been announced.

The APM Body of Knowledge 8^th edition defines a programme as “a unique and transient strategic endeavour undertaken to achieve a beneficial change and incorporating a group of related projects and business-as-usual (steady-state) activities.” 

Our Programme of the Year Award is presented to the team that has achieved excellence in delivery of a programme which has achieved successful outcomes. Some or all of the benefits should be shown to have been achieved during the last year in order for the programme to be eligible for this award. 

Judges will award the team whose programme has demonstrated the most effective use of programme management techniques, achieved the greatest results, and provided evidence of innovation and lessons learned for the profession.

We require entrants to these categories to produce a submission of 1,500-2,500 words (in English) based on the judging criteria for that category. Entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio are not accepted as part of the submission. 

The Programme of the Year category is a two-stage judging category, the first stage is the written submission mentioned above. The second stage requires all finalists to present virtually to a panel of judges on Wednesday 3 September 2025. Programmes from all sectors, and from across the globe, may apply. Entrants can be members or non-members of APM. 

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

The new Counter Terrorism Operations Centre (CTOC) was delivered in response to the 2017 terrorist attacks. CTOC is a world first. CORVINA transformed and future proofed Counter Terrorism Police (CTP) capabilities, designing and delivering its part of CTOC with new secure estate, technology, ways of working, a shared culture of collaboration and closer working with other Agencies.

It delivered without negatively impacting operations, essentially “fixing the plane while flying”. CORVINA delivered on time, under budget and exceeded benefits. CTP is now more efficient, effective and responsive and will help keep the Country safer in decades to come.

The Asset Management and Compliance programme is Heathrow’s biggest capital investment programme. Whilst the airport welcomes record-breaking numbers of passengers, behind the scenes our programme progresses the refurbishment and replacement of our vast infrastructure and technology asset base, from rail tunnels to runways, toilets to terminals, pavements to passenger escalators – all with minimal disruption to our live operation, airlines, and customers.

With 75% of our programme now in flight, we’re on track to deliver over 40 tranches of work, investing £5B into keeping our colleagues and consumers safe and secure, keeping critical functions operational, and ensuring compliance to regulatory standards.

How do you turn a tanker that's the world's oldest animal welfare charity as it celebrates its 200th birthday? With energy, creativity, and innovative ways of delivering impact that directly helps animals live better lives.

We're excited to apply for Programme of the Year because our Digital Transformation Programme is setting new standards for animal welfare and the charity sector more broadly.

Registering animals into our care is now 71% faster thanks to one project alone. We've overcome huge challenges to firmly establish the RSPCA as the sector leader in successful Digital Transformation, and now we're helping others do it.

APM Sustainability Award

Sponsored by CITI

Finalists for this category have now been announced.

A unique award recognising organisations or individual projects that demonstrate environmental sustainability practices in the development and delivery of their projects. 

We live and work in a world where climate change and its consequences are of increasing business and societal concern. The APM Sustainability Award recognises the commitment of organisations, project managers and their teams to run more sustainable, ethical, and environmentally friendly projects. 

The APM Sustainability Award is given to the team whose approach to project delivery demonstrates the most effective use of project management and the greatest benefits and outcomes to end users whilst adopting strategies throughout the project cycle to minimise any negative impact on the environment and society. 

We require entrants to the APM Sustainability Award to produce a submission of 1,500-2,500 (in English) words based on the judging criteria for that category. Entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio are not accepted as part of the submission. 

The APM Sustainability Award category is a written stage only judging category and is open to organisations/individual projects across all sectors globally. Entrants can be members or non-members of APM. 

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

BT’s Data Centre Optimisation Programme demonstrates sustainability-led transformation at scale. By consolidating ten legacy sites into five modern, energy-efficient hubs, the initiative is cutting emissions, operational costs, and environmental impact. Sustainability is embedded across design, procurement, and delivery—guided by ESG specialists and tracked using real-time data tools.

The programme champions circularity, supports redeployment of affected staff, and delivers societal value through initiatives like Radio Lollipop. Aligned with BT’s net zero ambitions, it fosters a sustainability-first culture through innovation, stakeholder engagement, and supplier influence—proving that infrastructure modernisation can deliver lasting environmental, operational, and social benefits.

The Diriyah I Masterplan is a culturally rooted, sustainability-led urban development centered on UNESCO-listed At-Turaif district. Designed to sustain heritage preservation whilst addressing the challenges of arid climate and rapid urbanization, the project prioritizes low-carbon design, passive cooling, water and energy conservation, and reduced reliance on private transportation.

Sustainability is embedded through KPIs, performance requirements, stakeholder engagement, and digital tracking tools. Guided by Saudi Arabia’s Vision 2030 and PIF’s Net Zero 2050 commitment, Diriyah exemplifies how regenerative, heritage-informed design can deliver environmental, social, and economic resilience, preservation of cultural identity, and sets a benchmark for regenerative urbanism in the region.

Much of Romney Marsh is around 1-2 metres below high spring tide levels. If nothing is done to protect the coastline, 14,500 homes would be at risk of flooding along with 700 businesses and nationally important critical infrastructure, military sites and environmental designations.

To reduce flood risk along the eastern banks of the River Rother in East Sussex, the Rother Tidal Walls East (RTWE) flood defence initiative, led by the Environment Agency involves upgrading and strengthening 6km embankments and tidal walls to protect homes, businesses, and valuable agricultural land from tidal flooding.

In one of the most operationally constrained and high -pressure environments on Earth, a major civil engineering project fundamentally reinvented the way a construction technology as old as human society can be sustainably deployed.

Full-depth runway resurfacing at Heathrow is a once in twenty year construction event at the busiest dual-runway airport in the world. Delivery of the scope would be an immense endeavour in itself; innovating, and pushing the envelope for what sustainability can look like, and evolve into, would require something extraordinary.

The Aviation Challenge (TAC), organised by SkyTeam, is a global friendly sustainability competition among airlines and aviation partners to test, scale, and share impactful environmental solutions. Participants execute showcase flights within their networks, implementing sustainable solutions in real-world setting and scaling them in operations.

In 2024, the programme united 24 airlines to complete 33 showcase flights, achieving over 10% reduction in CO₂ intensity compared to their baselines, and 20% against industry standards. More than 140 solutions were successfully scaled beyond testing phases. TAC sparks collaboration and knowledge sharing to accelerate sustainability progress across the aviation industry.

The Urban Nature Project is the The Natural History Museum’s response to the increasing pressures of urbanisation, climate change and biodiversity loss on people and planet.

As part of this project, our gardens have been transformed into an accessible green space that will be a haven for people and wildlife, and a living laboratory that will make the gardens one of the most intensively studied sites of its kind in the world, whilst inspiring future generations to be custodians of our fragile planet.

Visitors will explore urban nature today, and the incredible diversity of life on Earth starting 540 million years ago.

PMO of the Year Award

Finalists for this category have now been announced.

Rewarding the commitment of portfolio, programme and project management offices (PMOs) to developing not only their organisation across all facets of project management but also their emerging industry through innovative and thoughtful ways of working. 

This category is designed for those PMOs that want to stand out as a beacon of driving project success and project management maturity in the way that they enable their organisations to deliver successful and sustainable change, develop project community and challenge themselves to become trusted business partners. 

The judges are looking for evidence of a PMO’s positive contribution to their organisation, delivery of consistent and demonstrable outcomes and development of the project management capability and community. 

We require entrants to this category to produce a submission of up to 1,500–2,500 words (in English) based on the judging criteria. Entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio are not accepted as part of the submission. 

The PMO of the Year category is a two stage judging category, the first stage is the written submission mentioned above. The second stage requires all finalists to present virtually to a panel of judges on Monday 1 September 2025. It is open to organisations across all sectors globally. Entrants can be members or non-members of APM. 

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

AtkinsRéalis delivers a portfolio of complex engineering and digital projects for the UK Ministry of Defence (MOD).

The PMOs vital work provides essential defence capability in an increasingly uncertain and dangerous world. Protecting our country’s national infrastructure and its people from physical and digital threats. When these projects succeed society is kept safe and secure.

The PMO enables career transformations through retraining military veterans, blue-light and ‘non-traditional’ workers into tomorrow's project professionals. This brings diversity of thought to enrich the skills and experience of the PMO and enabling project teams to problem solve, innovate and improve.

ANIN has successfully delivered 80 projects from a critical infrastructure portfolio that includes schools, health facilities, and integrated flood solutions benefiting millions of people. Complying with international quality standards and delivering projects up to three years ahead of schedule, ANIN has achieved 98% budget execution and restored trust between the public and private sectors.

The successful delivery of projects has positioned ANIN as the leading government entity in charge of developing complex infrastructure projects regaining confidence country-wide.

At the Data Communications Company (DCC), the PMO has transformed from a siloed setup into a high-performing, strategically aligned team supporting a portfolio valued at £240million. The PMO has unified frameworks, enhanced governance and improved forecasting—increasing on-time delivery by 53% and cutting PM resource needs by 21%.

It plays a central role in building delivery capability, embedding a data-driven culture, and enabling innovation across a complex, regulated environment. With strong stakeholder engagement and measurable efficiency gains, the PMO is now a trusted enabler of DCC’s purpose; to make Britain more connected so we can all lead smarter, greener lives.

Dubai Municipality (DM) is one of the largest government service providers, overseeing Dubai's urban growth with a focus on innovation and sustainability. Its remit includes urban planning, geospatial solutions, waste management, public health, and more.

Compared to many other leading global cities, DM is unique in the range of services it delivers, offering 60% of the city's services to individuals, businesses, and other government entities across 14 core municipal functions. Our org-structure includes 4 agencies, and 2 sectors supported by a workforce of 11,000.

EDF Energy’s Nuclear Decommissioning PMO faced resourcing and engagement challenges, and project performance pressures in 2023. In 2024 and under new leadership, it began a people-focused transformation – introducing a Team Charter, Lumina Spark profiling, and a restructured Delivery/Strategy model to improve and enhance delivery consistency.

The PMO also implemented integrated systems to support internal and external finance control systems to enhance governance, reporting, and cost control – supporting a controlled saving of over £2.1M. A structured knowledge ecosystem, mentoring and behavioural development embedded a culture of continuous improvement. Now a high-performing trusted function, the ND PMO is a model for sustainable project delivery across EDF.

Emerging Project Professional of the Year Award

Finalists for this category have now been announced.

Recognising talent in all sectors in those aged 29 years or under, or who have less than three years’ experience in their project management career.

The judges are looking for project practitioners who are demonstrating excellence in the delivery of their project(s) and/or programme(s), showing thoughtful engagement with the companies and clients they work with, and contributing to the profession more widely.  

This award is open to project, programme or portfolio managers and practitioners aged 29 years or under at the entry closing date (21 May 2025), or over 29 years of age at the entry closing date with less than three years’ experience in their project management career.

Entrants for this category have a choice about how to they submit an entry, either:

produce a submission of up to 1,000 words (in English) based on the judging criteria through delivery of a project or programme where their involvement has been greater than six months.

Or

produce a video submission (in English) based on the judging criteria through delivery of a project or programme where their involvement has been greater than six months. The video must be no longer than eight minutes in length and must only show the entrant speaking to the camera, no additional persons may be present, no graphics, images or documents included in the video entry.

In addition, video and written entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio are not accepted as part of the submission evidence.

The Emerging Project Professional of the Year category is a two-stage judging category, the first stage is the written or video submission mentioned above.  The second stage requires all finalists to present virtually to a panel of judges on Monday 1 September 2025.  

Project professionals from all sectors, and from across the globe, may apply. Entrants can be members or non-members of APM. In this category we also encourage nominations (with the individual’s approval) from employers or colleagues. Please note that we can only accept one entry per nominee.   Hint/tip: Nominated individuals who write their own entry, tend to score higher (does not apply to Outstanding Achievement category).  

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

Sophie Dolan, 28, is a professionally qualified Senior Project Manager and Team Manager in the Estates, Projects and Masterplanning Team at the Natural History Museum (NHM) in London, UK.

She has a Construction Management degree, eight years’ experience in the construction industry, attained the APM PMQ in 2025, and has managed four projects for the NHM since joining in 2023, including the £2.1M NHM Tring Roof Restoration Project (TRRP) which she delivered ahead of schedule and under budget.

The A435 Cycleway project is part of the wider Gloucestershire Cycle Spine. As Assistant Project Manager, I supported S2.1 and S2.2 of this scheme, later becoming Project Manager for emergency works caused by a landslip.

Key achievements included completing accelerated design and procurement, managing traffic management processes, and ensuring on-time delivery. Scope changes, programming and funding constraints added challenges to the scheme and were addressed through proactive risk management, and client and stakeholder liaison. The project enhanced AtkinsRéalis’ reputation, and the public’s trust with Gloucestershire County Council in resolving matters quickly and efficiently.

I have played a key role in the £183 million Oswestry WTW project, enhancing water supply for 1.4 million customers on a live, uninterrupted site. As Junior Project Manager, I’ve supported governance, facilitated collaborative meetings, developed and executed a communication plan and led a team on a work package to refurbish an existing process asset.

As Lessons Learned Champion, I captured and shared lessons to improve future project delivery. I also progressed personally by achieving my PFQ and PMQ qualifications. My contributions have helped deliver resilient, user-friendly assets and embed valuable lessons for future capital projects across the organisation.

I successfully delivered the first phase of the Manchester Programme, a programme of infrastructure upgrades across Greater Manchester. The 1st phase was split into two stages, a timetable change in December 2022 and the introduction of longer trains from the Summer of 2024. To enable these, I delivered 23 platform extensions and 3 depot upgrades across the Northwest.

In delivery, I delt with the collapse of the main contractor (Buckingham) and the unplanned closure of the railway for 9 days to rebuild a platform. Throughout the programme I managed complex interfaces and led a series of lessons learnt industry workshops.

I worked for PL Projects, an award winning project management consultancy & training firm. I worked with our client Asda since early 2022 following my graduation from the APM accredited Project Management degree at Leeds Beckett University.

My role at Asda has given me the opportunity become closely engaged within high profile interrelated complex projects, within the largest retail digital transformation programme in Europe. This opportunity has allowed me to grow from a fresh graduate to a competent project professional. I am learning constantly, with my real world experience contributing to achieving my APM PMQ.

Project Professional of the Year Award

Finalists for this category have now been announced.

Recognising project professionals in all sectors making a significant contribution to the outcomes and benefits of their project(s) and/or programme(s) through excellent project delivery. 

Successful project professionals drive and lead the creation of an environment that makes things happen. They carefully balance technical and management skills whilst also juggling different views and perspectives, backgrounds and personalities. They progress and focus team performance to deliver benefits to their client and other stakeholders. Judges are looking for project professionals who can demonstrate these skills in abundance to deliver significant project and/or programme benefits. 

This award is open to project, programme or portfolio managers and practitioners of any age, with more than three years’ experience in their project management career.

Entrants for this category have a choice about how to they submit an entry, either:  

produce a submission of up to 1,000 words (in English) based on the judging criteria through delivery of a project or programme where their involvement has been greater than six months.  

Or 

produce a video submission (in English) based on the judging criteria through delivery of a project or programme where their involvement has been greater than six months. The video must be no longer than eight minutes in length and must only show the entrant speaking to the camera, no additional persons may be present, no graphics, images or documents included in the video.   

In addition entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio are not accepted as part of the submission evidence. 

The Project Professional of the Year category is a two-stage judging category, the first stage is the written or video submission mentioned above.  The second stage requires all finalists to present virtually to a panel of judges on Tuesday 2 September 2025.  

Project professionals from across the globe may apply. Entrants can be members or non-members of APM. In this category we also encourage nominations (with the individual’s approval) from employers or colleagues. Please note that we can only accept one entry per nominee.  Hint/tip: Nominated individuals who write their own entry, tend to score higher (does not apply to Outstanding Achievement category).  

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

Kshitiza led a transformative patient referral optimization programme across multi-vertical healthcare network in Aster DM Healthcare, one of the leading healthcare institutions in the GCC, delivering USD 50+ million revenue in FY25, exceeding targets ahead of schedule. By enhancing collaboration, digitizing referral tracking, embedding structured governance, the project improved patient experience, reduced leakage, and promoted sustainability. Through innovative scorecards, cross-functional engagement, agile delivery, the initiative became a model for enterprise-wide transformation.

It not only achieved strong commercial and clinical outcomes but also fostered a culture of collaboration and continuous improvement, establishing scalable tools, empowered teams, and lasting organizational impact. Through leadership, engagement, and action, it built a culture shaped by shared vision and empowered voices.

As an Agile and PRINCE2-qualified Senior Project Manager, I manage both enterprise accounts in many different sectors and internal projects with multi-million pound budgets, delivering high-impact solutions across industries. With a strong background in retail and loyalty, I excel at leading cross-functional teams to drive transformation and enhance customer engagement.

Known for my confidence and excellent stakeholder management skills, I build and maintain strong relationships with senior leaders and clients to ensure successful project outcomes. My approach blends agile methodologies with structured project governance to optimise efficiency, mitigate risks, and deliver on-time, on-budget solutions that align with business goals & customer needs.

Wayne is a Project Director at Local Partnerships LLP (owned by HM Treasury, Local Government Association and Welsh Government). He successfully designed and delivered the Connected and Automated Mobility (CAM) data discovery project commissioned by the Department for Transport and Centre for Connected and Autonomous Vehicles.

Delivery of project requirements coincided with a complex and changing legislative backdrop, completing in-depth engagement with public and private stakeholders to understand data sharing readiness, data use cases and future data demands. By delivering an interactive CAM data gap map the Department was able to prioritise strategic risks and opportunities to inform future legislation.

I led a client’s first Social Value platform delivery, reframing it from a tech project into a strategic reset in how we track value and accountability. The platform now saves over 20 hours per project, strengthens audit readiness, and shifts ownership to teams who deliver the work.

I used a hybrid model to balance structured governance with adaptive delivery, keeping risks visible and stakeholders engaged. Tools I introduced, from reusable templates to a one-page delivery rhythm, saved £15,000 and are now in use beyond the project. It set a new benchmark for how we design and account for impact.

As Managing Director of Projects & Operations at Tycon Infrastructures, I led a full-scale transformation of our project delivery model through the establishment of a centralized Project Management Office (PMO). Overseeing a $18M portfolio across 30+ infrastructure projects, I drove operational excellence, achieving 97% on-time, on-budget delivery, reducing project cycle times by 20%, and cutting the cash conversion cycle from 108 to 32 days.

I embedded Lean and Agile methodologies, improved sustainability performance by 18%, and developed a high-performing leadership pipeline. This initiative strengthened client trust, improved organizational resilience, and delivered lasting environmental and socio-economic benefits.

Chartered Project Professional of the Year Award

Finalists for this category have now been announced.

Sponsored by London Metropolitan College

The Chartered Project Professional of the Year Award celebrates excellence in professional development, project delivery and contribution to society. 

Our Chartered Project Professional category recognises individuals who have consistently demonstrated a dedication to improving their skills and ethical practice, resulting in successful project or programme delivery. 

The winner of this award will have made a measurable contribution to the wider public/societal benefit beyond their professional role and will be a role model for others to aspire to. 

To be eligible to enter in the award, you must be professionally active Chartered Project Professional (ChPP) as of entries opening. 

Entrants for this category have a choice about how they submit an entry, either:  

produce a submission of up to 1,000 words (in English) based on the judging criteria through delivery of a project or programme where their involvement has been greater than six months.  

Or 

produce a video submission (in English) based on the judging criteria through delivery of a project or programme where their involvement has been greater than six months. The video must be no longer than eight minutes in length and must only show the entrant speaking to the camera, no additional persons may be present, no graphics, images or documents included in the video.   

In addition entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio are not accepted as part of the submission evidence.  

The Chartered Project Professional of the Year category is a two-stage judging category, the first stage is the written or video submission mentioned above.  The second stage requires all finalists to present virtually to a panel of judges on Tuesday 2 September 2025.  

Project professionals from across the globe may apply. Entrants can be members or non-members of APM. In this category we also encourage nominations (with the individual’s approval) from employers or colleagues. Please note that we can only accept one entry per nominee. Hint/tip: Nominated individuals who write their own entry, tend to score higher (does not apply to Outstanding Achievement category).   

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

I’m passionate about effective, inclusive and sustainable project delivery. As well as leading successful, high-profile strategic projects in my organisation, I also champion ethics and inclusion as an Integrity Ambassador and I have led internal initiatives recognised for advancing diversity.

I invest a lot of my own time in supporting the wider project profession, including by speaking at events, promoting thought leadership, and helping guide research into what makes a successful project transformation. All my work is grounded in the values of integrity, collaboration and continuous improvement, and I am always looking for better ways to deliver successful projects.

Over the past two decades, I’ve been committed to the field of project management, continuously seeking ways to give back to the profession that has shaped my career. As a Chartered Project Professional, APM Fellow, and P3M leader, I take immense pride in contributing to the growth and evolution of the profession. I’m passionate about championing diversity, raising the profile of project professionals, and driving improvements and outcomes.

I dedicate a significant amount of my time to mentoring talent, advocating the role of the project professional, and sharing my experience to support the APM’s, broader initiatives, and my local community.

As an ‘accidental’ project manager, I’ve turned a career in public service into a driving force for transformational change. I achieved Chartered status while leading Forestry and Land Scotland’s largest infrastructure project, Newton Tree Nursery, delivering exceptional results, I built a high-performing team, secured expert advisors, and embedded best practice to establish robust governance and deliver long-term value.

A committed advocate for professional excellence, I’ve served as a review team member for the Scottish Government’s Independent Assurance Programme since 2015, actively sharing learning and raising standards, my work champions the power of project leadership to drive meaningful, lasting impact.

Safe Project Management Award

Finalists for this category have now been announced.

Sponsored by Shell

Successful entries for this category will demonstrate a commitment to safety and wellbeing, as well as results achieved in the environment.

This category aims to recognise a project, programme or organisation whose approach to project management demonstrates clear commitment to safety and wellbeing, as well as protecting people and/or the environment. This is an all-inclusive award and entries are welcome from any sector and any size of project or organisation, commercial or non-commercial, across the globe.

Judges will be looking for teams that are passionate about safety and committed to protecting people and/or the environment. Entries should demonstrate:

Utilisation of innovative methods, processes or policies that have resulted in a significantly positive outcome to people, environment and/or society as a whole.
Genuine desire to improve safety practices and/or conditions to protect employees, communities and/or the environment. This includes measures to improve the physical and mental wellbeing of the workforce, customers and the supply chain and the local community.
Positive transformation of aspects related to health and safety of employees, communities impacted by the project, or to reduce emissions as a result of the project.

We require entrants to this category to produce a submission of 1,500-2,500 words (in English) based on the judging criteria. Entrants may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional elements. Please see further details on the ‘Supporting evidence’ tab of the Awards platform. Video and audio are not accepted as part of the submission.

The Safe Project Management Award is a written stage only judging category and is open to organisations across all sectors globally. Entrants can be members or non-members of APM. 

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

The Cromer and Mundesley Coastal Protection Scheme successfully safeguarded 600 properties against coastal erosion while prioritising zero harm and operational excellence. With 123,949 hours worked incident-free, the project maintained zero Lost Time Injuries and RIDDOR incidents, reinforcing industry-leading safety.

Stakeholder collaboration, real-time reporting tools and innovative logistics ensured minimal disruption and environmental sustainability. The scheme generated £1.97 million in social value, benefiting local businesses and sustainability efforts.

Multiple awards recognised its commitment to safety and operational excellence. Continuous learning and engagement guarantee lasting improvements, establishing the scheme as a benchmark for safe and sustainable coastal defence projects.

The Diriyah Giga Project is one of Saudi Arabia’s most complex and ambitious urban developments, involving over 44,000 workers, 2,700 heavy machines, and 82 contractors. The Occupational Health, Safety, and Security (OHSS) Division was established to safeguard health and safety across the project, driven by a Zero Harm Philosophy.

With an 11-element OHS Framework, ISO certifications, and digital tools, OHSS manages risk across all project sites. Its efforts have resulted in record safety achievements, including 50 million safe manhours, reduced TRIR, and a Guinness World Record. Diriyah’s safety model emphasizes proactive governance, training, and continuous improvement.

The Southern Runway Resurfacing Project was delivered within one of the worlds most operationally complex environments: the busiest dual runway airport in the world. Night working, a large and concentrated workforce, a fleet of heavy plant and equipment, hundreds of thousands of tonnes of asphalt and concrete, and a worksite we had to land aircraft on the next morning.

This extraordinary once in twenty year project was delivered without a single reportable injury. This wasn't just a safety programme; it was a culture, delivered under pressure and built to last.

The Eastern Burke to Tram Alliance’s (EBTA) HSW Innovation program redefined health, safety, and wellbeing delivery within Victoria’s North East Link Program’s Southern Package. Amid complex urban challenges, it implemented AI-enabled safety tools, immersive training, psychosocial risk surveys, and automated traffic controls, underpinned by an integrated governance model.

Co-designed with workers and guided by Project Advisory Group, the program delivered transformative initiatives elevating safety from compliance to culture. It fostered engagement, risk reduction, and replicable innovation for future projects, strengthening delivery performance, governance, and workforce wellbeing across one of Victoria’s most complex infrastructure projects.

Innovation in Projects Award

Sponsored by KBR

Finalists for this category have now been announced.

A unique award recognising projects or programmes that demonstrate progressive, diverse and innovative approaches to project practices and delivery. 

We live and work in an ever-progressive world, which is why here at APM we value and encourage innovation in project management techniques and methods. We also recognise that new and exciting ideas for project management exist in every sector, for every type of project. That’s why all entries, across every category, will be automatically considered for this award, given at the discretion of our awards judges and Awards Steering Group. 

In each existing entry, our judges will be looking for projects or programmes that demonstrate progressive, diverse and innovative approaches to project practices and delivery, including techniques, processes or methods, that have directly contributed to successful project outcomes. 

Because all entries are automatically put forward for this award, there is no need to submit any additional material to ensure your entry is included. The judges will purely use stage one written submissions to choose their finalists and the winner, who will be announced on the night. 

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

Delivered safely, ahead of time and under budget, the £1.2bn East West Rail Phase 2 (EWR2) project reopened the mothballed 33km Bicester and Bletchley route, linking people with new jobs and homes.

Creating a one-team culture, East West Rail Alliance (EWRA) leveraged partners' expertise and innovations, collaborated with local stakeholders, embedded a transformative ‘Safety in Every Choice’ programme and prioritised habitat preservation to facilitate best-for-project decision-making.

The first rail project to commit to and exceed a 10% biodiversity net gain, EWR2 delivered £3.5m of social value, facilitated workforce career development, provided connectivity, social mobility and environmental benefits.

Much of Romney Marsh is around 1-2 metres below high spring tide levels. If nothing is done to protect the coastline, 14,500 homes would be at risk of flooding along with 700 businesses and nationally important critical infrastructure, military sites and environmental designations.

To reduce flood risk along the eastern banks of the River Rother in East Sussex, the Rother Tidal Walls East (RTWE) flood defence initiative, led by the Environment Agency involves upgrading and strengthening 6km embankments and tidal walls to protect homes, businesses, and valuable agricultural land from tidal flooding.

The restoration of the Grade 1 listed Rochdale Town Hall presented an opportunity to engage local people with heritage as well as offering conservation training on one of the most significant heritage projects in the Borough and the Country. The ethos of the project centred on giving the building back to the people of Rochdale.

Starting through the construction phase, local people were able to make a meaningful contribution through employment, volunteering or training and now, for the first time in its history, the building is open to the public, free to enter, allowing everyone to experience it first-hand.

The Aviation Challenge (TAC), organised by SkyTeam, is a global friendly sustainability competition among airlines and aviation partners to test, scale, and share impactful environmental solutions. Participants execute showcase flights within their networks, implementing sustainable solutions in real-world setting and scaling them in operations.

In 2024, the programme united 24 airlines to complete 33 showcase flights, achieving over 10% reduction in CO₂ intensity compared to their baselines, and 20% against industry standards. More than 140 solutions were successfully scaled beyond testing phases. TAC sparks collaboration and knowledge sharing to accelerate sustainability progress across the aviation industry.

The most prestigious of our individual awards, the APM Outstanding Achievement Award is given to an individual who has made a significant, impactful, positive contribution to the project profession. * 

This category recognises one individual who has made a significant and outstanding contribution to the project profession, be that as a single effort, or as a sustained set of activities over a long period. 

The winner of this award will be a leader associated with the profession who has made a significant impact on individuals or the profession itself. The winner’s contribution should be significant regardless of whether the achievement is well known or not.

For reference:

Nominator – is the person who submits the entry, recommending someone else for the award.
Nominee – is the person that has been recommended for the award by the nominator.

This award is open for nominations only and individuals cannot nominate themselves. The nominator must be connected to the nominee in a professional capacity. Nominators and nominees can be members or non-members of APM.

Nominations to this category are to be a submission of up to 400 words (in English) based on the judging criteria. The nominator may also submit up to four pieces of supporting evidence - images or graphics only (no text apart from captions). Evidence must support information already included in the submission and must not introduce additional information.  Video and audio are not accepted as part of the submission.  Please see further details on the ‘Supporting evidence’ tab of the Awards platform.

The APM Outstanding Achievement Award category is a written stage judging category and nominees may be interviewed by members of the Awards Steering Group as part of the judging process. As part of the submission a link to the nominee’s LinkedIn or public profile must be included. The winner will be notified ahead of the APM Awards and invited to sit with APM’s CEO at the Awards ceremony in November.

Please ensure the nominee is aware of the nomination and has given permission. The submission must be factually correct and include contact details for the nominee. The successful nominee will have an opportunity to review the submission written about them and inaccurate submissions may be disqualified.

The winner will be announced at the Awards Ceremony on 17 November.

Overall Project of the Year Award

This award, the pinnacle of the ceremony, is chosen at the discretion of our Awards Steering Group from the four winners of the Project of the Year categories (Engineering, Construction & Infrastructure; Digital and Technology; Transformation; and Social).

At the heart of every great project, is a great story; a successful project is about delivering results for the customer, the stakeholders, and the wider community. It’s about turning a vision into reality and making progressive change happen. Through the application of knowledge, skills, tools and techniques, a project’s objectives can be met. The Overall Project of the Year Award is the headline award, given to the project that has shown the highest level of excellence in project delivery and has maximised benefits to end users and communities.

There are four Project of the Year categories, representing different types of projects. The winner of each of these categories is eligible to win the prestigious Overall Project of the Year category, announced at the end of the ceremony. As a result, we do not accept direct entries for this category.

The winner will be announced at the Awards Ceremony on 17 November.

Project Management Challenge Award

Finalists for this category have now been announced.

The APM Project Management Challenge is an annual competition which has been running for over a decade, where teams from each of the APM Regional Networks have the opportunity to conceptualise, plan and deliver a project, from start to finish. Each team submits a written report as part of the challenge. 

Winners will be announced at the Awards Ceremony on 17 November.

Congratulations and good luck to all our finalists...

Team Drake collaborated with Access Plymouth, a local transport charity, to become the main Minibus Training Providers in the area. In the business of transport and faced with funding cuts, we supported Access with producing an income strand focused on sustainability and community.   

We designed and implemented infrastructure, integrated systems and advertising, for the Minibus training service. The service extends to the wider community – promoting safer, more informed Minibus Transport across Plymouth.   

Addressing both financial resilience and public safety, our Project supports Access’ future and strengthens local transport services, ensuring long-term benefits for vulnerable passengers and community transport providers alike.  

Team NextGen from Babcock made a lasting impact by supporting SAY Women, a local charity providing accommodation and support for young women affected by abuse. The team’s efforts raised over £2,800, nearly a year’s worth of essential care packs, and social media management support to boost SAY Women’s engagement and reach. Through a Ben Nevis climb, internal fundraising, and collaboration with a professional marketing agency, the team strengthened awareness and advocacy for the charity, ensuring continued support for those who need it most.  

The DWP Goal Getters team at Quarry House, the Department for Work and Pensions hub in Leeds, partnered with Smart Works to deliver a successful donation drive and bake sale. The project aligned DWP’s social mobility goals with Smart Works’ mission to support women into employment. It exceeded targets by collecting 337 clothing items and £316.82, helping dress over 60 clients and provide essential hygiene products. The initiative boosted community spirit, raised awareness of Smart Works, and inspired future volunteering. Strong project management, stakeholder engagement, and shared values ensured lasting impact and laid the foundation for future collaboration.  

Inspired by the ‘Project for Good’ theme, NextGen PMs from Mott MacDonald, partnered with Battersea Dogs and Cats Home to raise awareness about London’s growing stray pet population. Through two fundraising events, they raised £517 and established an ongoing collaboration between Mott MacDonald and the charity by delivering a case study.   

The initiative made a significant impact on Battersea, enabling volunteers to pilot their first external fundraising event and significantly expand their outreach. Meanwhile, the team strengthened their project management skills particularly in change control and benefit realisation, making an impact on both the charity and their own development.  

Our project applied structured project management methodologies to regenerate a fly-tipping hotspot in Linthorpe, Middlesbrough. Through stakeholder engagement, risk management, and sustainability planning, the team collaborated with Middlesbrough Council and Boro Doughnut to deliver a scalable model for alleyway transformation. 

The initiative integrated environmental, social, and governance principles and employed community-driven strategies to promote long-term behavioural change. The project demonstrated effective application of planning, resource coordination, and benefits realisation, highlighting how early-career professionals can deliver impactful, locally embedded solutions through project management best practices.  

Winners will be announced at the Awards Ceremony on 17 November.
We look forward to celebrating with you.

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Last year we celebrated 20 years of APM Awards