Introduction The construction industry is facing constant and growing pressure to deliver projects faster, greener, and more responsibly. It is said to be accountable for 40% of carbon emissions in the UK, and even more surprisingly, 28% of all emissions globally. The sector has faced increased pressure to reform its
By Joanne Neville, National Director of Planning at Harworth Group Plc One area in which the government cannot be criticised for lacking ambition is reform of the planning system. With a commitment to 12 new towns – construction on three supposedly starting within this parliament – and ambitions to ‘build,
Investing in California property has always felt a bit like hopping onto a roller coaster. Exciting, full of potential, occasionally nerve-racking, and sometimes a little unpredictable. Still, people are drawn to the state’s real estate market for good reason. Whether you are new to property investing or you have been
Introduction The construction industry is facing constant and growing pressure to deliver projects faster, greener, and more responsibly. It is said to be accountable for 40% of carbon emissions in the UK, and even more surprisingly, 28% of all emissions globally. The sector has faced increased pressure to reform its Environmental, Social, and Governance (ESG) standards in order to create a more sustainable approach to the built environment. Although ESG commitments might look good on paper, in practice they are complex and long-winded to implement, and at times, can be viewed as a simple brand exercise or tickbox. But today, a strong ESG strategy is imperative. It not only reduces risk and meets increasing regulatory and investor demands within the sector, but also creates long-term value for businesses and their wider sustainability goals. Mark Garry, Watts Group Associate, and member of their public sector department delves into how retrofit is a key part of governance in action, ensuring that sustainability translates into tangible performance outcomes. Of the three key ESG pillars, governance is often the most misunderstood and underutilised. When in actual fact, strong governance is the enabler and key driver of innovation and sustainability in construction, particularly through the growing demand for retrofit. Defining governance within ESG In plain terms, governance refers to how decisions are made, who is accountable, and whether those decisions align with ethical, transparent, and responsible practices in a business or project. In construction, strong governance is applied practically through various processes such as procurement, supply chain oversight, and risk management frameworks. These factors guide everything from contractor selection to compliance, and allow for transparency, accountability and overarching commitment to sustainability targets. Without strong governance, environmental and social goals fall apart, and even the best ESG intentions lack structure, consistency, and credibility in the long run. How governance drives innovation in construction Today, strong governance frameworks are essential to accelerating innovation and responding to evolving regulatory, environmental, and societal expectations. While it may not sound as exciting as engineered timber or robotics, which focus on transforming how we deliver projects, governance ensures that innovation is implemented responsibly, supporting long-term sustainability and resilience. Governance also reinforces compliance with UK employment legislation, safeguards against unethical employment practices, and ensures ethical standards are upheld across construction supply chains. It provides the structure needed to implement circular economy principles, prioritising resource efficiency, waste reduction, and lifecycle value across the built environment. All of which are elements to a successful ESG strategy. At its best, governance acts as the bridge between vision and implementation, and supports faster, more accountable decision-making. It aligns ESG targets with commercial business objectives, and gives investors, clients, and the wider public confidence that technological and environmental progress will be delivered with transparency and sustainability in mind. Governance’s role in retrofit Retrofit, or the process of improving energy performance in existing properties and buildings, not only improves a buildings lifespan, it is one of the most practical demonstrations of governance in action. Britain has some of the oldest, and least energy-efficient housing stock in Europe and only a campaign of mass retrofitting will allow the UK to reach the government’s target of net zero by 2050. Strong governance determines how decisions are made, and whether they align with transparent, ethical, and responsible practices. In retrofit, governance underpins the framework that ensures retrofit measures are delivered to the highest standard, safeguards occupant safety, and embeds accountability across contractors, supply chains, and funding bodies. Under PAS 2035:2023, governance is built under every stage of the retrofit process from the initial assessor conducting a detailed energy assessment of the property, to the evaluator monitoring and verifying performance outcomes. Why governance matters in retrofit In retrofit, the industry is faced with various challenges; from skills shortages and fragmented supply chains to inconsistent standards, policy uncertainty, and the persistent performance gap between design and delivery. From a retrofit coordinator perspective, governance provides the framework that ensures retrofit measures are delivered to the highest standard. It safeguards against shortcuts that compromise energy efficiency or occupant safety, and embeds accountability across contractors, supply chains, and funding bodies. Strong governance also guarantees that carbon reduction targets translate into measurable improvements in building performance, rather than unverified claims. In this way, governance is the safeguard that transforms ambitious environmental goals into lasting outcomes for clients, investors, and communities alike. The foundation for lasting impact Strong governance is what turns ESG ambition into real-world outcomes. It provides the structure, accountability, and clarity needed to deliver innovation, secure investor trust, and stay ahead of regulatory and reputational risks. Without it, environmental and social goals remain ungrounded. With it, the construction industry can lead the transition to a more sustainable and resilient built environment through better decisions at every level. Building, Design & Construction Magazine | The Choice of Industry Professionals
By Joanne Neville, National Director of Planning at Harworth Group Plc One area in which the government cannot be criticised for lacking ambition is reform of the planning system. With a commitment to 12 new towns – construction on three supposedly starting within this parliament – and ambitions to ‘build, baby build’ alongside recent additions to the Planning and Infrastructure Bill, there is a clear commitment to get things moving. Delivered through two pieces of primary legislation, the proposed planning reforms are broad in scope. The English Devolution and Community Empowerment Bill will see all areas in England covered by a strategic authority. Separately, the Planning and Infrastructure Bill will mandate these authorities to develop spatial development strategies – bringing the rest of England in line with Manchester and London, which have had these in place since 2024 and 2004 respectively. Sweeping reform is complicated and will take time to have effect, but the government hopes these bills will work in tandem to support development and bolster economies. Strategic thinking for strategic planning England’s planning system will work better if we can move away from what can be an overly politicised process, towards a spatial system that facilitates effective cross-boundary working. This would enable a decision-making framework capable of tackling difficult decisions about how growth is distributed and infrastructure delivered – leaving local planning authorities to focus resources on specific sites. Despite the benefits on offer, this will be a new way of working for most of England’s planning system and require significant attention and resources to establish. Greater Manchester’s adoption of its regional plan was a gargantuan effort but much needed. I hope that with support from central government, other combined authorities will achieve the goal quicker. Some, such as West Yorkshire Combined Authority, have already begun work on a plan and will be hoping this will help make the case to government for investment in the region’s proposed mass transit system. The key to delivering an effective spatial plan is starting as early as possible and establishing a shared vision through consistent communication and engagement. Some worry that strategic planning will result in the displacement of planners from local authorities, thereby compounding current resourcing challenges. The acute shortage of planners is a concern to us all – there is no obvious solution to this other than the requirement for more planners in the system. Developing a way of working that streamlines systems to ensure work is not duplicated at a local level is also key. A move to unitaries: simplicity is sophistication Putting an end to the current patchwork of administrative make-ups and moving away from two-tier authorities throughout England should, in time, simplify the planning process and largely standardise our political map by bringing all of England under unitary authorities. At our Skelton Grange site, having a strong unitary authority was critical. Collaborative promotion between Harworth, Leeds City Council and West Yorkshire Combined Authority helped gain interest from globally significant occupiers, with Microsoft ultimately committing to the site. Microsoft’s plan to build northern England’s largest data centre puts Leeds firmly on the map of this booming industry. Skelton Grange shows the power of strong alignment and clarity of purpose between local authorities, regional authorities and the private sector. The former power station site presented some of the most challenging ground conditions we’ve dealt with – and that’s saying something when you look at the type of the former industrial land we specialise in. Less than four miles from central Leeds, regeneration of the site is really significant to the city. Greater Manchester and West Midlands are oft-cited examples when it comes to devolution, but we’re also seeing the transition to a major unitary authority play out in North Yorkshire. This is a particularly interesting example when you consider the challenge and opportunity of creating fertile ground for investment across a large scale and predominantly rural geography. Time will tell on the specifics, but it’s hard to argue the logic of streamlining eight councils into one, ultimately ensuring planning decisions on housing and employment can be made in the same town hall as transport, waste and social care strategies. Decisions, decisions… A recent report by Lichfields found it now typically takes two years for major applications to secure permission, with just 4% being determined in the statutory timeframe. The longest wait in 2014 (660 days) was shorter than the average in 2024 (710 days). In 2008, I was the case officer for a major EIA development with a 112-day (16 week) timeframe. I was able to determine the application (complete with a signed S106), within the target. The ingredients that enabled this included a local authority planning department with a strong chief planner at the helm – a role that the RTPI is campaigning to be commonplace across planning departments. I was empowered to make a recommendations as planning officer in the planning balance. Plus we had a pragmatic, solution-based relationship between local authority and applicant. On top of this was a planning committee with a strong chair which recognised the allocation in the local plan and, despite objections, was strong enough to realise the principle of development was not up for debate. Planning professionals are all too familiar with decisions being made at committee against officer recommendation, often leading to delays and costs in bringing forwards new homes and jobs. Recently consulted on reforms to committees include a national scheme of delegation, limiting their size to 11 members and the introduction of mandatory training. Like the government, I hope a clearer scope and increased professionalism will help to put an end to rolling the dice with committees – particularly where allocated and policy compliant sites are concerned In my opinion, these proposed reforms are a significant step in the right direction to achieving decisions within sensible timeframes again. Don’t let perfection be the enemy of good Planning systems and local government are not a perfect science; we are constantly adjusting to the technological, social and economic conditions around us. With
Investing in California property has always felt a bit like hopping onto a roller coaster. Exciting, full of potential, occasionally nerve-racking, and sometimes a little unpredictable. Still, people are drawn to the state’s real estate market for good reason. Whether you are new to property investing or you have been doing this for a while, it helps to take a clear look at both the upsides and the drawbacks before diving in. Why California Continues to Attract Investors California has an undeniable pull. Some of the biggest reasons investors explore the market here come down to population, job opportunities, and long term appreciation trends. Cities like San Diego, Los Angeles, and San Francisco offer strong demand for rentals, and that naturally keeps property values sturdy most of the time. Another perk is the diversity of markets within the state. You can find everything from luxury coastal homes to more affordable inland properties. This gives investors at different levels room to find something that fits their budget and goals. There is also something reassuring about investing in a state with such a strong economy. Even when one industry slows down, others tend to pick up the slack. Tech, entertainment, agriculture, tourism, and biotech all help keep demand stable. The Potential Downsides to Keep in Mind Of course, no market is perfect. California has some challenges that deserve attention. The first and most obvious one is the cost of entry. The state’s median home prices are much higher than the national average. Many investors find themselves needing larger down payments or partnering with others to make deals work. Another factor that surprises newcomers is the regulatory landscape. California has strict tenant protections, environmental rules, and building codes. These rules are designed to protect residents, but they can add complexity to property management. It is not impossible, but it is important to understand the rules before you buy anything. Then there are the taxes. Property taxes, combined with state income taxes and potential capital gains taxes, can feel heavy unless you plan ahead. This is why many professionals recommend learning about tax strategies early on. The right structure can make a noticeable difference in your yearly returns. Opportunities for Growth Despite the Challenges Even with the obstacles, California still offers opportunities if you know where to look. Some investors focus on long-term rental markets. Others explore short term rentals, although cities vary widely in their rules. There are also pockets of the state that have been growing rapidly, such as the Inland Empire and parts of Sacramento. This is where strategic planning matters. For California real estate investors, understanding how to maximize tax benefits and depreciation can go a long way. Many turn to cost segregation because it can accelerate deductions and improve cash flow. Is California Still Worth It? The big question everyone eventually asks is whether buying property in California still makes sense. The honest answer is that it depends on what kind of investor you are and how much uncertainty you are comfortable with. Some people enjoy the challenge. They like the idea of owning something in a place that stays busy and full of life. Others want a calmer market where the numbers feel predictable from day one. If you lean toward long-term thinking, California can still be appealing. Housing demand rarely takes a real break, and the state keeps drawing new residents thanks to its job market and lifestyle. Even when prices wobble, they tend to settle in a stronger position over time. That steady pressure on demand is one of the reasons people keep coming back to this market. What really matters is finding a strategy that fits your goals. For some, California is a long game. For others, it is a market they admire from a distance. There is room for both approaches, and neither one is wrong.