The Mayor of London has named seasoned retail and real estate executive Scott Parsons as his preferred choice to chair the board of the new Oxford Street Development Corporation, the body tasked with leading the transformation of the capital’s most famous shopping street. Parsons is currently chief executive of Lysara,
By Matthew Reed – Head of Asset Management (Retail Parks) at British Land What’s driving retail parks to outperform? It’s the combination of affordability, accessibility, and adaptability – a strategy that attracts leading brands, welcomes new formats, and keeps our parks thriving. When it comes to the future of retail,
Bellrock’s team and its data-driven Concerto CAFM solution improves transparency and maintenance response times Facilities management industry disruptor Bellrock has triumphed in the 2025 IWFM Awards, picking up the IWFM Impact Award for Workplace Experience: Non-office/Corporate Environment, for the deployment of its integrated CAFM (Computer-Aided Facilities Management system), Concerto, with
Commenting on the publication of the Keep Britain Working report yesterday, Peter McGettrick, Chairman of British Safety Council, said: “We welcome the Keep Britain Working report and its clear call for joined-up, systemic action to tackle the growing challenge of health-related economic inactivity. “For too long, issues linking long-term health
If you ask any electrical contractor how important it is to turn around projects as quickly as possible, they’ll likely say “very”. In fact, maintaining good project efficiency is vitally important because it’s a measurable factor in profits, client satisfaction and repeat business. From the very first day an electrical
The Mayor of London has named seasoned retail and real estate executive Scott Parsons as his preferred choice to chair the board of the new Oxford Street Development Corporation, the body tasked with leading the transformation of the capital’s most famous shopping street. Parsons is currently chief executive of Lysara, a pan-European energy infrastructure platform focused on logistics and urban markets. He brings deep experience from some of the UK’s highest-profile retail and mixed-use destinations. Between 2019 and 2025 he served as UK chief operating officer at Unibail-Rodamco-Westfield, overseeing Westfield London and Westfield Stratford City and steering the portfolio through the pandemic. Before that, he spent 13 years at Landsec, where as head of property for London he managed a range of landmark assets, including holdings along Oxford Street from Park House in the west to Primark and the Dominion Theatre in the east. He is also a former non-executive director of the New West End Company. His proposed appointment follows a recruitment process launched in August and is subject to a confirmation hearing by the London Assembly. It comes as City Hall advances plans to establish a Mayoral Development Corporation (MDC) dedicated to the district, with the goal of creating a world-leading urban environment for shopping, leisure and outdoor events. The London Assembly gave its backing in July 2025 and the Mayor is now working with government to bring forward the necessary legislation for the MDC to be established by 1 January 2026. Sadiq Khan said the choice reflects a determination to “unlock Oxford Street’s true potential” and deliver a step-change in visitor experience and economic performance. Parsons welcomed the opportunity, describing the Oxford Street Transformation as a chance to put a global icon “back on the map” and signalling his intent to work closely with the Mayor, the corporation’s incoming chief executive and their teams. The development corporation is expected to coordinate public and private investment, guide design quality and public realm upgrades, and address long-standing challenges around tenant mix, vacancy, accessibility and activation. Early priorities are likely to include rebalancing retail with culture and hospitality, improving pedestrian space and wayfinding, and supporting a shift towards more sustainable, experience-led uses. If approved, Parsons’ appointment would bring high-level operational expertise to the helm just as the governance framework is finalised—setting the stage for a comprehensive reset of Oxford Street’s offer for Londoners, visitors and businesses alike. Building, Design & Construction Magazine | The Choice of Industry Professionals
By Matthew Reed – Head of Asset Management (Retail Parks) at British Land What’s driving retail parks to outperform? It’s the combination of affordability, accessibility, and adaptability – a strategy that attracts leading brands, welcomes new formats, and keeps our parks thriving. When it comes to the future of retail, our Head of Retail Parks, Matt Reed, is clear: retail parks are winning. Backed by fresh leasing data and real-world insight, he reveals why these destinations are outpacing the competition – boasting high footfall, strong rental growth, and record-low vacancy. Accessibility, affordability, and adaptability are the three pillars pushing retail parks ahead. We’re seeing retailers gravitate to parks because they tick every box for today’s omni-channel world.” Why Are Retail Parks so accessible? Let’s start with location. Retail Parks tend to be strategically placed on major arterial roads, making them easy to access. It’s simple. People want convenience, and with free, abundant parking right outside the door retail parks play in to the consumers need for convenience But it’s not just about access. For example, at our retail park in Teesside, our centre team collaborated with the local bus operators to boost public transport links, ensuring everyone, including staff and shoppers, can access the park easily. It’s a win for everyone but especially for our customers bottom lines. Affordability drives growth Affordability is a major draw for retailers. Compared to high streets and shopping centres, total occupational costs at retail parks are highly competitive. This has attracted a diverse mix of tenants, especially in the wake of Brexit and COVID. As a result, this has opened the door for a wave of new retailers, from value food brands to innovative new retail formats eager to take advantage of the cost-effective space. As a result, we are seeing strong rental growth and exceptionally low vacancy rates across our portfolio – a clear sign the model is working. Are Retail Parks built for modern retailers? Adaptability is at the heart of a retail park. Our units are essentially blank canvases – big tin sheds we can cut, carve, and combine to suit any need. Need a click-and-collect hub? No problem. Want to launch a new format store. We can do it. We’ve seen a huge acceleration in omni-channel features from click-and-collect to return hubs and drive-to convenience. Retailers love it because it supports both in-store and online sales. Who’s leading the charge? Value food retailers like Aldi and Lidl have been the darlings of the market. Their presence drives regular footfall, which benefits every occupier on the park. It’s a halo effect – if someone’s coming for groceries, they’re likely to pop next door for fashion or homeware. But it’s not just food. We’ve repositioned units to attract everything from medical diagnostics centres to dentists and vets. At Crown Point, Denton, we combined two smaller units for InHealth to create a mini medical centre. That’s diversification in action, catering to a wider demographic. Asset management in retail property is unique – you get to shape real, tangible places and build lasting relationships. We work closely with our retailers all year round, understanding their needs. It’s a dynamic, social career where every project is a chance to make a visible, meaningful impact. That’s what makes it so rewarding.” How does smart leasing shape the future? Smart leasing is about more than just filling units. It’s about curating a vibrant, relevant mix that keeps our parks ahead of the curve. We’re always looking for ways to adapt spaces for new entrants, whether that means carving out smaller units for coffee shops and bakeries or combining spaces for larger occupiers. This flexibility ensures our parks stay dynamic and attractive to both retailers and the communities they serve. “At Denton, we turned a standard unit into a modern dental hub – so now, alongside brands like JD Sports and M&S, you’ll find essential services right on the park. That’s what sets retail parks apart: we’re creating places that are diverse, dynamic, and truly community focused.” At British Land, our strategy is clear: we’re setting the standard for modern retail by championing affordability, accessibility, and adaptability across our retail parks. By creating spaces that are easy to reach, cost-effective for retailers, and flexible enough to welcome new concepts, we are not just responding to change, we are helping drive it. Our approach ensures our parks remain vibrant, resilient, and ahead of the curve, delivering value for our occupiers, our communities and our investors. Building, Design & Construction Magazine | The Choice of Industry Professionals
Bellrock’s team and its data-driven Concerto CAFM solution improves transparency and maintenance response times Facilities management industry disruptor Bellrock has triumphed in the 2025 IWFM Awards, picking up the IWFM Impact Award for Workplace Experience: Non-office/Corporate Environment, for the deployment of its integrated CAFM (Computer-Aided Facilities Management system), Concerto, with the London Fire Brigade (LFB). In presenting the award, the judges said: “This entry stood out for its exceptional management of complex FM (Facilities Management) environments, making a tangible difference for the front-line teams.” When Bellrock began working with the LFB in 2021, their growing property portfolio was becoming increasingly challenging to manage. With a real estate of 102 fire stations and one river station across the capital – 63% of which were over 50 years old – there was a constant and substantial maintenance requirement, alongside friction among service personnel at the way the process was managed by the incumbent operator. Through partnering with Bellrock, LFB stakeholders recognised an opportunity to better maintain their buildings, freeing up their time to focus on the job in hand – saving lives. Bellrock deployed its data-driven CAFM system, Concerto, across the LFB estate, and embedded a dedicated Bellrock team within LFB’s own team to ensure the system would align with operational realities. The solution includes a web portal where all LFB employees can request new work, track the progress of ongoing jobs, flag any issues with suppliers working on projects, and access a 24/7 helpline. The portal also includes video and user guides, and a roadmap showing how smart technologies can be used to manage buildings more efficiently, and support carbon reduction goals. The solution has been constantly developed and iterated since it was first deployed. Recent enhancements include Escalation Tags to enable personnel to see which jobs need to be escalated; Tiles, which enables jobs in any defined category such as “Urgent” or “Attended but incomplete” to be grouped in one view; and Customised Dashboards, which enable personnel to create their own views of ongoing projects. The portal has created transparency between LFB employees and FM operations. It has also improved customer satisfaction, and reduced administrative overheads and a reliance on phone and email to raise and track issues. As one LFB Borough Commander puts it: “Historically, most of the gripes from staff were about property problems and the systems we had in place to send up faults. The portal has put an end to all this. Officers can track and trace jobs and see exactly what’s happening. It’s cut down massively on repetitive work and frustration for station-based staff.” Between 1st April 2021, when Concerto was deployed, and 1st March 2025, LFB employees have raised 207,044 Planned Preventative Maintenance (PPM) requests, as well as 47,270 reactive work orders. They have also reviewed 11,345 quotes, and raised 2,576 recalls. In that time, the platform has delivered £1.6m in savings on approved quotes, and the pass rate for PPM Certificates on initial submission has risen from 70% to 92%. Claire Page, Head of Property at LFB, and her team, have demonstrated the successful initiative to multiple other fire services and agencies across the country, including Essex, Kent, County Durham and Darlington fire services and the Ministry of Defence. “This award is testimony to the efficiencies and improvements that Concerto brings to the FM arena,” said Mark Tyson, Managing Director of Bellrock’s Intelligent Asset Care division. “London Fire Brigade employees can now see for themselves how their buildings are functioning, track the progress of repairs and other projects, and easily raise new tickets when they come across a problem that needs addressing. The feedback we have had suggests this has had a positive effect on morale across the service, freeing firefighters up to do what they do best, which is to save lives.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Commenting on the publication of the Keep Britain Working report yesterday, Peter McGettrick, Chairman of British Safety Council, said: “We welcome the Keep Britain Working report and its clear call for joined-up, systemic action to tackle the growing challenge of health-related economic inactivity. “For too long, issues linking long-term health conditions, disabilities and economic inactivity have been treated in isolation, when in fact they are deeply connected. The proposed ‘Healthy Working Lifecycle’ offers a practical roadmap to help employers of all sizes build healthier, more inclusive and more productive workplaces. “We particularly support the emphasis on prevention, early intervention and shared responsibility between government, employers and individuals. These principles align strongly with our own mission to create safer, healthier working lives for everyone, and health, safety and wellbeing professionals are a vital part of the solution. “Challenges do remain in terms of turning the report’s recommendations into a reality, which will require commitment, collaboration and sustained investment. It rightly highlights the fit note, statutory sick pay, and wider government support as key areas of focus. Proposals for a single data and intelligence body and new standards are welcome, and the prize is worth it: a thriving workforce, reduced pressure on our health system, and a stronger economy built on wellbeing at work.” Building, Design & Construction Magazine | The Choice of Industry Professionals
If you ask any electrical contractor how important it is to turn around projects as quickly as possible, they’ll likely say “very”. In fact, maintaining good project efficiency is vitally important because it’s a measurable factor in profits, client satisfaction and repeat business. From the very first day an electrical contractor starts a job, their ability to complete work on schedule influences not only work-site productivity but also shapes their reputation as a tradie. For any project, poor planning, slow procurement, weak communication and unclear resource allocation can all set back the completion date. In a sector where margins are tight and clients expect fast delivery, it follows that delivering slow work can mean missing out on other jobs. So, how exactly does an electrical contractor go about improving their project turnaround times? Here are five ways they can do just that. Why Is Project Turnaround Time So Important in the Electrical Industry? As an electrical contractor, several things happen when you finish jobs on time. For a start, you get a good boost to your reputation within the marketplace. Moreover, you also improve your overall level of client satisfaction and strengthen your ability to win the next job. Most of us have been on a job where materials have arrived late. This resulted in the crew sitting idle while they waited. That idle time then costs money, which erodes margins. Beyond that, it also creates pressure to catch up, which increases the risk of rushing to complete the job. That can impact both the quality and safety of the remainder of the work. Conversely, when you plan properly, coordinate on-site activity and track progress in real time, you enable better productivity and higher electrical business productivity. That means you reduce project delays and build a reputation for reliability. Within a tight labour market and competitive tendering environment, that can make all the difference. 5 Proven Strategies to Improve Project Turnaround Times Every electrical project has one thing in common. Time is money. The faster a job is completed safely and correctly, the better the margins and the happier the client. However, improving project turnaround times doesn’t happen by chance. It requires structure, communication and the right tools. These five proven strategies can help electrical contractors boost project efficiency and keep worksite productivity at a high level. 1. Embrace technology designed for electricians. Digital platforms are changing how contractors plan and deliver projects. Tools like Fergus electrician job management software help streamline scheduling, time tracking, quoting and communication in one place. Thanks to its live updates, you can monitor progress, allocate resources and adjust timelines while on the go. That reduces bottlenecks and ensures teams stay accountable and informed as to the current project status. 2. Standardise your project planning and coordination. The more consistent you are, the more time you can save. Therefore, developing repeatable checklists for aspects such as job start-ups, site safety, inspections, and client handovers will ensure each project follows the same proven steps. If you can make project planning and coordination part of your culture, you will go a long way towards eliminating the confusion that often causes delays. 3. Improve communication between trades and teams. Miscommunication remains one of the most common causes of downtime in any project. However, through daily briefings, shared task lists, and cloud-based updates, you can ensure that everyone knows the plan and what’s next. Once you give electrical crews, suppliers and subcontractors the opportunity to stay connected, turnaround times will naturally improve. 4. Optimise resource allocation. If you don’t assign the right people, tools and materials to each stage of the project, you can waste many hours. By contrast, accurate forecasting allows you to manage workloads efficiently, which, in turn, reduces time wastage and improves the flow of the job-site. 5. Invest in training and continuous improvement. A skilled, happy, and confident team will always complete work faster. A good way to create this is to provide regular training sessions, which should be combined with feedback loops and data analysis. Ultimately, your employees should be accountable and empowered to drive time management and productivity. By giving them the tools and know-how to do so, you can transform the speed of your project turnaround times. Key Takeaways: Boosting Efficiency and Profitability in Electrical Contracting Project turnaround time matters massively. There is no doubt that if you get it right, you can improve project efficiency, enhance worksite productivity and position your business as a reliable partner in the electrical contracting market. The five strategies above form a solid roadmap to successfully completing projects as quickly as possible. To implement them, start by auditing your current turnaround time. Then identify your bottlenecks or most immediate needs. Once you have established what they are, pick one or two that will provide you with quick wins. For example, maybe adopt a job-management tool or standardise your job start process. This will help you build momentum that you can keep going by introducing another strategy. If you keep moving forward, you’ll find your projects finish faster, client satisfaction rises, and your margins improve. Given how competitive the industry is, being known for being “on-time and ahead” may well become your best form of marketing.