University Hospitals Sussex NHS Foundation Trust has appointed McBains to provide project management and cost management services for the construction of the new £250m Sussex Cancer Centre in Brighton. The appointment follows the recent confirmation of Laing O’Rourke as main contractor for the five-storey facility, which will form a major
Livingston Designer Outlet has secured refit commitments from leading occupiers Castore and NEXT. As Scotland’s largest outlet destination, Livingston Designer Outlet continues to drive investment from both its existing and new brands. The expanded and refitted Castore unit represents a key building block inthe brands ambitious journey to become the UK’s leading premium sports-wear brand. Through its partnership with Rangers Football Club via its Umbro license, the 3,000sqft Livingston store will offer fans and
RFM, a market leading premium property transformation and management company, has revealed the launch of its new brand identity and strategic direction, with a focus on streamlining services to focus on total property management. RFM has grown significantly since its launch in 1961, when it began as a high-quality plastering
A consultation is now open to gather views and feedback about the next ambitious phase of regeneration in the north Manchester neighbourhood. A consultation is now open to gather views and feedback about the next ambitious phase of regeneration in the north Manchester neighbourhood. Collyhurst was chosen as one of the
Bank lets additional 15,500 sq ft in office building The Co-operative Bank has completed a major expansion at its official base at One Balloon Street in Manchester, taking an additional 15,500 sq ft of space on the fourth floor of the building. This latest letting increases the bank’s total occupancy
Catella APAM has strengthened its property and facilities Management capability with the appointment of Richard Stackhouse as Facilities Management Lead, further reinforcing the firm’s commitment to delivering high-quality operational performance across its growing portfolio. Richard brings more than 25 years’ experience in property and facilities management, having previously led facilities
LONGSTANDING, independent MEP, sustainability and ESG consultancy Wallace Whittle continues its strategic expansion across England with the appointment of Andrew Smith as location director for its Leeds office, covering Yorkshire and the North East. This senior appointment strengthens Wallace Whittle’s existing regional footprint and reflects increasing demand for its engineering and
Precast concrete has solved the building industry’s perennial dilemma of producing large, durable structures on short notice, with fewer on-site personnel and less opportunity for error. Construction and industry tasks are typically strict. Large loads, harsh weather, and nonstop service are their challenges. In this case, precast concrete is not
The UK construction and infrastructure sector is undergoing a fundamental transformation. Digital delivery, systems integration and data-led decision-making are no longer optional enhancements — they are central to how complex projects are designed, managed and delivered. Against this backdrop, the appointment of Morson Praxis to the Crown Commercial Service’s Technology
University Hospitals Sussex NHS Foundation Trust has appointed McBains to provide project management and cost management services for the construction of the new £250m Sussex Cancer Centre in Brighton. The appointment follows the recent confirmation of Laing O’Rourke as main contractor for the five-storey facility, which will form a major part of Wave 1 of the Government’s New Hospitals Programme. Located at the Royal Sussex County Hospital, the centre is scheduled to open in 2029 and is set to triple the Trust’s cancer care capacity, supporting up to 60,000 patients a year. The new building will rise on the site of the former Barry Building, which prior to its demolition was recognised as the oldest hospital building in the country. Its replacement marks a significant step forward in modernising healthcare infrastructure across Sussex. The Sussex Cancer Centre represents the second phase of the Trust’s ambitious three-stage 3Ts Redevelopment programme. The first phase, the Louisa Martindale Building, opened in 2023 and delivered a major upgrade to acute and specialist services. As part of phase two, a landscaped public plaza will be created to link the new cancer centre with the Louisa Martindale Building, improving connectivity and enhancing the overall patient environment. The third and final phase of the redevelopment will involve the construction of a new service and logistics yard on the site of the current cancer department, designed to improve operational efficiency across the wider hospital campus. McBains previously delivered project management, cost management and NEC supervision services for the Louisa Martindale Building, as well as site enabling works for the Sussex Cancer Centre last year. Hemant Sharma, associate director at McBains, said the firm was proud to continue its involvement in the transformation of healthcare services in the region, building on its experience of delivering modern facilities that enhance both patient care and staff wellbeing. Building, Design & Construction Magazine | The Choice of Industry Professionals
Livingston Designer Outlet has secured refit commitments from leading occupiers Castore and NEXT. As Scotland’s largest outlet destination, Livingston Designer Outlet continues to drive investment from both its existing and new brands. The expanded and refitted Castore unit represents a key building block inthe brands ambitious journey to become the UK’s leading premium sports-wear brand. Through its partnership with Rangers Football Club via its Umbro license, the 3,000sqft Livingston store will offer fans and athletes the opportunity to shop for the latest fan and training collections at significantly discounted prices. Meanwhile, the relocated and refitted NEXT store is now occupying a prominent location in the North Mall as an anchor tenant. As well as delivering a fresh, new store – this move formed part of a strategic repositioning project at the destination. This initiative focuses on putting the right brands in the right spaces to maximise commercial impact and deliver the best possible customer experience and is a key pillar of the 2026 roadmap. Already this year,Livingston Designer Outlet has confirmed the forthcoming arrival of immersive leisure experience Flip Out, F&B brands Tikka Nation and Sides and independent deli and butcher’s operator, Hamilton & Brown. Coupled with the Castore and NEXT refits, these combined investments indicate the strong appetite for a presence in one of Scotland’s premier retail and leisure destinations as it enters its next growth phase. Nicky Lovell, Head of Outlets and Retail Business Development at Global Mutual said: “This significant investment into their stores from two of our key tenants is testament to the success of Livingston Designer Outlet in supporting the commercial ambitions of our retailers. Outlet shopping is proving to be a key business driver for our brand partners and the commitment of Castore and NEXT to creating leading store environments at Livingston is the perfect start to what promises to be a hugely successful 2026 for the destination.” Building, Design & Construction Magazine | The Choice of Industry Professionals
RFM, a market leading premium property transformation and management company, has revealed the launch of its new brand identity and strategic direction, with a focus on streamlining services to focus on total property management. RFM has grown significantly since its launch in 1961, when it began as a high-quality plastering contractor. Since then, the business has evolved into a fully integrated property services company, delivering consultation-led and technology-driven end-to-end solutions. The refreshed brand includes a new logo, updated visual identity and a refined value proposition that expresses RFM’s dedication to comprehensive total property management. The rebrand also reinforces RFM’s strategic direction, bringing together consultancy, insurance reinstatement, fit-out, FF&E, facilities management and maintenance services into a seamless property service. The business has also launched the ‘RFM Standard’, to set the bar on quality and service and show how the team create, restore and care for the spaces they are working on. Over more than six decades, RFM has expanded through organic growth and strategic acquisition, building a diversified portfolio that includes the acquisition of Centric Office Solutions to expand its service portfolio into FF&E. RFM is aiming to more clearly communicate its unique market position and the benefits of a property service that eliminates the headache of working with multiple suppliers. Commenting on the refreshed identity, Jamie Stewart, Managing Director of RFM said: “This rebrand is more than just a new logo and refreshed identity, it’s a celebration of who we are now and where the business is heading.” “Over six decades RFM has evolved from a plastering business to a full-service property transformation and management company, backed by the expertise of the team. The new identity brings clarity to our integrated offering and underscores our goal to lead the industry in environmentally friendly property solutions.” Jo Parkinson, Marketing Director of RFM commented; “It’s been fantastic to build this new brand identity and strategic direction. There’s a lot of expertise and passion in the business, so it’s easy to see why leading businesses across healthcare, insurance, commercial and education rely on them. We are excited to see where the business goes next.” Building, Design & Construction Magazine | The Choice of Industry Professionals
A consultation is now open to gather views and feedback about the next ambitious phase of regeneration in the north Manchester neighbourhood. A consultation is now open to gather views and feedback about the next ambitious phase of regeneration in the north Manchester neighbourhood. Collyhurst was chosen as one of the first focus areas for investment as part of the major Victoria North regeneration programme – a partnership between Manchester City Council and FEC – that will see more than 15,000 new homes across seven distinct neighbourhoods in the coming years. Initial consultation for future regeneration in Collyhurst completed in November 2025, which provided local people detail about the high level principles of future investment in their neighbourhood – including a mix of different types of homes, a focus on affordable homes within a mix of different tenures – including significant social rent homes – alongside green areas and spaces for the community. Since then, households within the boundary of the proposed phase two area have been directly contacted to discuss their housing requirements to ensure that they are at the centre of developing proposals. Now, the whole community will have an opportunity to find out more about the emerging proposals before detailed design and planning takes place, taking the local people along on the regeneration journey – from concept to design. Based on the development being delivered in phase one, current estimates suggest, subject to consultation and detailed design work, that around 550 homes could be built in the phase two area helping to meet the growing demand for quality, affordable housing in the area, alongside a new community park. Similar to the first phase of development, the ambition – subject to consultation and planning – would be to make sure a significant number of the new homes will be for social rent to meet demand for quality, genuinely affordable homes in Collyhurst. In phase one, 130 of 274 homes were capped at the social rent level. The consultation will also gather feedback about the mix of housing types required in the community, new walking and cycling routes through the neighbourhood, and features that could be included in an extended area of the new Collyhurst Park space. Phase One – the story so far 274 homes are currently under construction across two sites in South Collyhurst and Collyhurst Village, where the first 35 homes have now been completed – including the first 10 of 130 new Council homes for social rent. Completions are now being phased throughout 2026, and some of the new Council homes will also support residents that moved outside of Collyhurst from the now demolished maisonettes to move back to the community, into new homes in South Collyhurst – fulfilling the Council’s commitment to those residents who were promised they could return should they want to. Future Investment in Collyhurst Detailed proposals for future phases of development will be worked through and developed through public consultation on a phased basis. The focus in the coming years will be to develop proposals for Collyhurst Village, while detailed plans for South Collyhurst will then be developed in six to 10 years. Victoria North has also been shortlisted as a part of the Government’s New Towns Taskforce, which pledges support to deliver major regeneration programmes. This will support the ambition for a new Metrolink stop at Sandhills, which will help unlock future investment in the wider Collyhurst area, alongside new homes, shops, medical facilities and a new school. Public in-person consultation events Local people can attend two events in the area to find out more and ask questions. Tuesday 3 March – Church of the Saviour, Eggington Street, M40 7RN 1.30pm and 6.30pm Members of the regeneration team will also be available to chat at a pop-in session at Kylie’s Kitchen from 9am to 11am on Wednesday 4 March 2026. To note: Residents that are currently living within the proposed red line boundary for phase 2 have also been invited to a further session with the regeneration team to answer any specific questions they might have. The consultation can also be accessed online: www.collyhurst-regeneration.co.uk/home/get-involved Cllr Bev Craig OBE, Leader of Manchester City Council, said: “We chose Collyhurst as one of the first areas to invest in as part of the major Victoria North regeneration programme because we could see the massive potential in this neighbourhood – and we wanted to deliver for this community that has waited for so long for investment in their area. “It’s great to see that the first Council social rent homes are welcoming residents and we’ll see ongoing completions through the rest of the year, which will also mean residents who moved out of the area will be supported back to Collyhurst and into a new home. “We can now return our attention to the next phase of delivery, which could see another 550 homes built – with a key focus on social rent, Council and genuinely affordable housing – alongside the new and extended Collyhurst park. Longer-term we are working towards the new tram stop at Sandhills, alongside more new housing, shops and local services. “There’s a huge amount to be excited about in Collyhurst and we would urge local people to take part in the consultation and come down to the drop in events and give us your thoughts about the future of your community.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Bank lets additional 15,500 sq ft in office building The Co-operative Bank has completed a major expansion at its official base at One Balloon Street in Manchester, taking an additional 15,500 sq ft of space on the fourth floor of the building. This latest letting increases the bank’s total occupancy to 45,000 sq ft within the building. Real estate advisors CBRE advised landlord Wittington Investments on the transaction. The deal further strengthens the occupier line-up at the centrally located office building, which is now almost fully let, with only the 3rd floor now available. The remainder of the property is occupied by Orega, which operates 26,000 sq ft of serviced office and co-working space within the building. Following the latest letting, Wittington Investments is pressing ahead with the refurbishment of the vacant third floor. The works will deliver 15,000 sq ft of fully fitted and furnished workspace, ready for immediate occupation, with completion earmarked for March 2026. One Balloon Street provides contemporary office accommodation, complemented by a range of shared amenities including a second-floor business lounge, access to communal meeting rooms and breakout areas, and communal external space for occupiers. The building has been designed to support flexible working, collaboration and rapid occupation, reducing both cost and time for incoming tenants. The property occupies a highly accessible city centre location, just a one-minute walk from Manchester Victoria station and close to the Northern Quarter, NOMA and the city’s core retail and leisure destinations. Matt Shufflebottom, Director, CBRE’s Office team in Manchester commented: “This deal underlines the continued demand for high-quality, fully fitted workspace in Manchester city centre. One Balloon Street offers a compelling mix of cost-effective workspace, shared amenities and transport connectivity. The Co-operative Bank’s expansion is a strong endorsement of the building and its long-term appeal. We’re looking forward to bringing the fitted and furnished 3rd floor to market, which at 15,000 sq ft, will be a unique offering to the market” OBI are joint leasing agents and Cushman & Wakefield acted for The Co-operative Bank in the deal. Building, Design & Construction Magazine | The Choice of Industry Professionals
Catella APAM has strengthened its property and facilities Management capability with the appointment of Richard Stackhouse as Facilities Management Lead, further reinforcing the firm’s commitment to delivering high-quality operational performance across its growing portfolio. Richard brings more than 25 years’ experience in property and facilities management, having previously led facilities management teams within major managing agents including GVA and Lambert Smith Hampton. Most recently, he spent over seven years at commercial property developer and investment manager CEG, where he oversaw facilities management delivery and service charge management across its UK portfolio. Throughout his career, Richard has worked across a wide range of asset types, including new-build office developments, mixed-use and regeneration schemes, trophy assets and major refurbishment projects. His experience spans the full lifecycle of assets, from pre-construction and mobilisation through to operational delivery and ongoing asset optimisation. Richard’s key areas of expertise include leading national facilities management teams, improving operational systems and processes, strengthening supplier performance, budget and service charge management, and ensuring robust health and safety compliance. In his new role, Richard will lead Catella APAM’s national facilities management team, focusing on enhancing compliance and service delivery, driving improvements across the supply chain, reviewing operational systems and processes, and supporting the training and development of on-site teams. Kate Hackett, Head of Property Management (North) at Catella APAM, commented:“Richard’s appointment is an important step in the continued growth of our property and facilities management offer. His experience in leading national teams and delivering operational improvements across complex assets will add real value to both our clients and our site teams. We’re delighted to welcome him to the business.” Richard Stackhouse said:“What attracted me to Catella APAM is the collaborative approach between asset management, property management and facilities management teams, as well as the strength and diversity of the portfolio. I’m looking forward to bringing my experience to support the team and continuing to raise service standards for our clients and occupiers.” The appointment further strengthens Catella APAM’s integrated asset, property and facilities management platform, where strong operational delivery directly supports asset performance and income growth across client portfolios. Victoria Morgan, Head of Asset Management at Catella APAM, said:“Property and facilities management are critical to delivering our asset management strategies and driving value for clients. A genuinely integrated approach delivers stronger NOI outcomes than segregated services, as our teams work together to scrutinise performance data, control costs and strengthen tenant engagement. Richard’s experience will further enhance how we unlock opportunities and deliver measurable performance improvements across our portfolio.” Richard’s appointment reflects Catella APAM’s continued investment in strengthening its integrated management platform to deliver enhanced performance and long-term value across client portfolios. Building, Design & Construction Magazine | The Choice of Industry Professionals
LONGSTANDING, independent MEP, sustainability and ESG consultancy Wallace Whittle continues its strategic expansion across England with the appointment of Andrew Smith as location director for its Leeds office, covering Yorkshire and the North East. This senior appointment strengthens Wallace Whittle’s existing regional footprint and reflects increasing demand for its engineering and sustainability expertise across the North of England. From Leeds, the team will support residential, commercial, mixed-use, healthcare, life sciences, data centres, education and industrial sector projects, while collaborating closely with clients and the wider supply chain on a regional and national basis. Andrew brings more than 30 years’ experience in the built environment, combining a strong technical background with an entrepreneurial approach to business growth. Having led and grown his own consultancies alongside senior leadership roles, he has built a reputation for developing high-performing teams and delivering a diverse and complex range of projects. Andrew’s long-term focus will be on growing the Leeds office organically, investing in people and creating a strong regional platform that reflects Wallace Whittle’s values. Talent development and mentoring the next generation of engineers will be central to his leadership approach, alongside a commitment to delivering projects that have a legacy across the UK. Andrew said: “Leeds feels like the right place at the right time, both for Wallace Whittle and for me. Leeds is a central hub, well connected by rail and road, which allows us to support clients across Yorkshire and the wider North in a very practical and efficient way. “What really stood out to me about Wallace Whittle is its culture. In an industry facing a real shortage of talented and aspiring engineers at every level, building and retaining strong teams matters now more than ever. My priority is to grow the Leeds office in the right way, investing in people’s professional development and choosing projects where we can make a meaningful, long-term impact. Being part of a business with a clear growth plan and strong values is incredibly exciting.” Andrew’s appointment forms part of Wallace Whittle’s wider strategy to align its expertise across a growing UK network, providing clients with local insight backed by national capability. It also builds on the success of projects such as the prestigious Hungate development – 670 central York apartments – and the major Dyecoats development in Leeds, which achieved Gateway 2 approval through Wallace Whittle’s support, enhancing its reputation for strong communication at every stage. Allan McGill, managing director at Wallace Whittle, said: “As Andrew steps into lead our Leeds office, strengthening our presence is a key move in delivering our continued growth across England. Andrew brings a rare combination of technical expertise and entrepreneurial experience that will help drive our regional expansion. His vision for building a strong team, focused on quality, culture and long-term relationships, aligns perfectly with our approach at Wallace Whittle. We’re looking forward to the benefits this will bring for not only our team but also our clients across the North, as we strengthen our presence.” For more information, visit: https://www.wallacewhittle.com/ Building, Design & Construction Magazine | The Choice of Industry Professionals
Precast concrete has solved the building industry’s perennial dilemma of producing large, durable structures on short notice, with fewer on-site personnel and less opportunity for error. Construction and industry tasks are typically strict. Large loads, harsh weather, and nonstop service are their challenges. In this case, precast concrete is not merely another method. It enables controlled part production and fast, reliable on-site assembly. Because program risk commonly arises from retaining walls, level shifts, and boundary structures, many project teams consider retaining wall solutions by CBS Retaining Walls (cbsretainingwalls.com). Industrial and infrastructure developments are often built on complex land. There may be a need for terraces, access roads, gardens, drainage paths, and stable building-ground connections. Precast parts make it easy to manage the timetable and coordinate the building sequence with other trades. Why Precast Meets Infrastructure Needs Infrastructure initiatives value dependability over inventiveness. A rail route, energy facility, water asset, or port-connected warehouse can’t keep closing due to early issues. Precast concrete improves reliability because it can cure consistently in the factory, have exact reinforcing installation, and be size-controlled more rigorously than in on-site circumstances. Stability is crucial for long-term success. Tight tolerances simplify joint details, water infiltration, and load flow between pieces. These improvements can reduce maintenance and extend life, which infrastructure clients value over decades. Building Speedier, Less Site-Disruptive Programs Concrete speed goes beyond panel installation. Busy areas no longer house many jobs. Access, traffic management, safety concerns, and limited hours can make infrastructure facilities difficult to visit. Precast building reduces formwork, shuttering and wet trades. This accelerates building and reduces pollution. This rule also applies to industrial projects. Users must wait to install equipment, test systems, and use the facility until numerous industrial construction projects are complete. Fit-out and service installation begin earlier, with a defined structure timeline that is more important than structure completion. Stress-Related Strength, Mass, and Performance Concrete is robust and heavy, making it valuable in construction and industries. Heavy loads, impact resistance, and recurrent operational stress can be integrated into precast pieces. Hardstandings, loading docks, buildings that must withstand earth or water pressure, and other constructions benefit from this. Precast can also block fire and noise. Some areas don’t require these qualities, but high-traffic, near-transportation regions do, given noise and safety considerations. Design Coordination Makes Precast Work or Not Precast rewards early collaboration. Due to remote part production, design decisions must be made faster than for in-situ concrete. The plan must cover connectors, tolerances, lifting points, transit order, and crane strategy. Good planning pays off tremendously. Site time decreases. Quality improves. Fewer temporary works and wet trades pose fewer safety risks. Shipping issues, extra effort, and site fit issues arise quickly when coordination is poor. The technique dislikes last-minute design modifications. Diligent preparation is part of the value proposition. Value Throughout Life and Sustainability Precast is often considered sustainable because manufacturing it in a plant reduces waste, improves material use, and boosts efficiency. Whole-life performance is more significant for infrastructure sustainability. Assets that last longer and require fewer maintenance and replacement cycles reduce embodied impacts. Silent Workhorse in Modern Building Precast concrete isn’t cool. Modern infrastructure and industry benefit from faster projects, predictability, and decades-long performance. Precast is often the only option for tight deadlines, heavy loads, and complicated scenarios. Precast works best when teams consider it as a manufacturing process, not a material. The precast can be silent if planned. It ensures infrastructure reliability and industrial user speed.
The UK construction and infrastructure sector is undergoing a fundamental transformation. Digital delivery, systems integration and data-led decision-making are no longer optional enhancements — they are central to how complex projects are designed, managed and delivered. Against this backdrop, the appointment of Morson Praxis to the Crown Commercial Service’s Technology Services 4 (TS4) framework marks a significant milestone, not just for the consultancy itself but for public sector organisations seeking reliable partners for end-to-end project delivery. For project leaders navigating increasingly complex programmes, access to experienced UK engineering consultants through a compliant and trusted procurement route changes the speed, confidence and quality of delivery. Why Frameworks Like TS4 Matter for Construction and Infrastructure Major public sector projects depend on procurement models that reduce risk while ensuring technical excellence. Frameworks such as TS4: For construction clients, this removes one of the biggest barriers to progress — lengthy procurement cycles. Instead, they gain direct access to proven delivery partners capable of supporting programmes from concept through to completion. The Shift Towards Integrated Digital Delivery The construction sector is no longer defined solely by physical assets. Today’s projects demand: This is where engineering consultancy moves beyond traditional design support and becomes a strategic delivery function. Organisations that can combine engineering expertise with programme management, digital capability and delivery assurance are now essential to national infrastructure success. What This Appointment Signals for Public Sector Clients Being named as a supplier on TS4 demonstrates more than technical capability. It confirms: For contracting authorities, it provides a direct route to a partner that can operate across the full project lifecycle. This is particularly important for sectors such as: Each of these requires engineering consultancy that integrates technical precision with programme-level delivery. Concept to Completion: The Value of a Delivery-Focused Consultancy One of the defining challenges in UK construction is the fragmentation between design, technology and delivery. A consultancy that operates from concept through to implementation provides: This approach transforms engineering from a stage in the process into a continuous thread running through the entire project lifecycle. Enabling Faster Mobilisation for Critical Projects The UK’s infrastructure pipeline demands rapid mobilisation. Framework access allows public sector organisations to: In sectors where delays impact national capability and public services, this agility is critical. Supporting the UK’s Long-Term Infrastructure Strategy The UK’s future depends on successfully delivering: These are not conventional construction projects. They are complex, multi-disciplinary programmes that require integrated engineering, digital systems and delivery management. The role of a consultancy is therefore no longer advisory. It is operational. A New Model for Engineering Consultancy The industry is moving away from siloed services towards fully integrated delivery models. This means: Organisations capable of operating in this environment become long-term partners rather than short-term suppliers. Conclusion The inclusion of Morson Praxis on the Crown Commercial Service’s Technology Services 4 framework is a clear signal of the direction the UK construction and infrastructure sector is taking. Delivery confidence, digital capability and lifecycle integration are now the defining characteristics of successful projects. For public sector clients, frameworks like TS4 provide direct access to engineering consultancy that can operate at this level — accelerating mobilisation, reducing risk and ensuring complex programmes move from concept to completion with certainty. As infrastructure demands continue to grow, this model of integrated engineering delivery will play a central role in shaping the UK’s built environment. FAQs What is the Technology Services 4 framework? It is a Crown Commercial Service framework that enables public sector organisations to procure technology and digital delivery services from pre-approved suppliers. Why is framework appointment important for project delivery? It allows faster procurement, ensures supplier quality and reduces commercial risk. How does engineering consultancy support construction projects? It provides technical expertise, digital integration and programme delivery support across the full lifecycle. Which sectors benefit most from integrated engineering delivery? Transport, energy, defence, nuclear and major infrastructure programmes. Does this model reduce project delays? Yes, by improving mobilisation speed, continuity and coordination.