As the Federation of Master Builders marks its 85th anniversary, members from across the UK reflect on the businesses, communities and industry the FMB has helped shape over the past eight decades. From Glasgow to Cheltenham, builders reflect on eight decades of craft, community and change as the Federation of
The government’s ambitions to build 1.5 million homes, upgrade home energy standards, and deliver a £725 billion long-term infrastructure pipeline will depend on a significant expansion to the construction workforce – and stronger employer involvement in training the next generation of workers, according to a new report from the National Audit Office (NAO) published today.
New research from Landlord Studio reveals the toll MTD is taking on the UK’s landlords, as they increasingly look to rely on letting agents to make sense of the shift New research from Landlord Studio, the property accounting and compliance software company, finds that almost a quarter (22%) of UK
The Government Property Agency’s (GPA) Birmingham hub has become the first public sector building in the world to retain a coveted quality mark. Its flagship site at 23 Stephenson Street has secured Leesman+ accreditation – a prestigious global workplace experience rating – for the second time, demonstrating a sustained commitment
Every new development that needs a water main faces the same early fork in the road. The developer can requisition the main from the incumbent water company and wait for it to be built by others, or the developer can appoint an accredited self-lay provider to carry out the contestable
Choosing the best GPS time clock for construction crews in the US is tough when teams move across multiple jobsites and the day rarely goes as planned. Missed punches, unclear locations, and handwritten notes slow down billing, create payroll mistakes, and lead to compliance issues you don’t want. Contractors need
As the Federation of Master Builders marks its 85th anniversary, members from across the UK reflect on the businesses, communities and industry the FMB has helped shape over the past eight decades. From Glasgow to Cheltenham, builders reflect on eight decades of craft, community and change as the Federation of Master Builders reaches a landmark 85 year anniversary The Federation of Master Builders (FMB) is marking its 85th anniversary this year and members from every corner of the UK are reflecting on what those eight decades have meant for their businesses, their trade and the people they build for. Founded in 1941, the FMB was established on a simple but enduring principle: that skilled, reputable builders deserved a voice, and that consumers deserved protection. Today, it remains the UK’s largest trade association for small and medium-sized building companies, championing high standards in an industry that continues to face significant challenges — from a deepening skills shortage and planning delays to the ongoing scourge of rogue traders who cost British homeowners an estimated £14.3 billion over the last five years alone. As the FMB looks ahead to its National Conference at Oxford’s historic Exeter College on 9–10 July, members who have been part of the organisation for decades — and those who joined more recently — are united by a shared commitment to the values that have defined the FMB since its founding. Brian Berry, Chief Executive of the Federation of Master Builders: “Eighty-five years ago, the Federation of Master Builders was founded on a simple but powerful idea: that skilled, trustworthy builders deserved a voice, and that the public deserved protection from those who would undermine the trade. That mission is as urgent today as it ever was. As we mark this anniversary, I’m proud of everything our members have built, not just the homes, extensions and renovations that have transformed people’s lives, but the standards, the reputation and the community that the FMB represents. Here’s to the next 85 years.” To mark the milestone, the FMB spoke to members past and present across the UK, asking them to reflect on their time with the Federation, the changes they’ve seen in the industry, and what membership means to their business today — and looking ahead to the challenges still to come. NORTH — I J Curry & Son Ltd, Penrith, Cumbria | In business since 1990 | FMB members for nearly 30 years For the Curry family, joining the FMB was about standing for something in an industry where standards are not always guaranteed. “Building is a people business,” says Nick Curry, “and we wanted our customers to know that we were committed to doing things properly and working to the highest standards.” The firm has been building in Cumbria since 1990 — 35 years of barn conversions, new builds and renovations across the region. Over nearly three decades as FMB members, the industry has changed beyond recognition: customer expectations are higher, sustainability and energy efficiency have moved centre stage, and technology has transformed everything from how plans are drawn up to how sites are managed. But Nick is clear that some things remain constant: “Despite all the changes, the importance of craftsmanship and trust has remained.” For a family firm now spanning three generations — Nick, his father Ian who first joined the FMB nearly 30 years ago, and Joan — multi-generational working is something they’ve had to navigate in practice. “The key is communication and recognising that nobody has all the answers,” says Nick. “Family businesses thrive when there’s mutual respect, clear roles and a shared vision for where the business is going.” The FMB has been part of that journey every step of the way. The Currys’ proudest achievement to date is being recognised with two national Master Builder Awards last year, alongside a string of regional wins. “It’s reassuring to know that we’re part of something bigger than our own business.” MIDLANDS — Graline Construction Ltd, Solihull, Birmingham | In business since 1974 | FMB members since 1995 Graline Construction has been one of South Birmingham’s leading family-run builders since 1974 — over 50 years of craftsmanship in kitchens, extensions and renovations across the region. But for Director of Operations Kathryn Poppitt, the FMB story is personal as much as professional. She now sits as the FMB Central Area Board President and serves as a Vice President of the regional FMB board. Her father joined the Federation in 1995 — when the company had already been trading for over two decades — because he wanted the credibility of a professional body behind the Graline name. Thirty years later, that commitment has passed to the next generation. “I feel like I’ve grown up with the FMB. My dad joined in 1995 because he wanted credibility behind our company and wanted to raise standards in an industry he’d worked in since he was 15. Being part of the Federation has been part of my childhood and is now a huge part of my business journey too.” LONDON — JA Lofts, South East London | FMB members for 10 years Jordan Ali started JA Lofts a decade ago with a clear intention: to stand out in a crowded market by holding himself to the highest standards. The South East London-based loft conversion specialist joined the FMB on day one — and has recently taken that commitment further by joining the London Board. “Happy 85th FMB! When I started my company I wanted to stand out from the crowd and hold myself to high standards so signed up with the FMB right away. I recently was elected to the London Board so am looking forward to making a contribution to the direction the FMB takes — particularly on bringing the next generation into the industry. Here’s to the FMB raising standards for many years to come!” SOUTH WEST — Newman Construction and Sons Ltd, Cheltenham, Gloucestershire | FMB members since 2019 Newman Construction and Sons Ltd may be a
The government’s ambitions to build 1.5 million homes, upgrade home energy standards, and deliver a £725 billion long-term infrastructure pipeline will depend on a significant expansion to the construction workforce – and stronger employer involvement in training the next generation of workers, according to a new report from the National Audit Office (NAO) published today. The watchdog examined the government’s progress in delivering its £625 million construction skills package, announced in March 2025, which aims to support up to 60,000 more construction workers by 2029.1 The package combines tried and tested initiatives, alongside newer initiatives, including Skills Bootcamps, and new foundation apprenticeships, and construction technical excellence colleges. However, the package is not designed to meet all future workforce needs, with government estimates showing that between 201,000 and 755,000 extra workers could be required by 2030, before accounting for those who leave the sector for other jobs. This comes as statistics show the construction sector had the highest rate of hard-to-fill vacancies due to skills shortages — 45% compared with a 27% national average.2 Employer engagement is a critical delivery risk for the construction package. The government hopes that 42% of the additional construction workers will follow from further education students completing industry placements. Businesses make recruitment and training decisions depending on the expected pipeline of work, costs and market competition – but tough economic conditions are affecting employers’ confidence to invest and take new employees and apprentices on board. In 2024, employer investment in training per construction trainee was at its lowest level in 10 years. Foundation apprenticeships are intended to help young people move into entry-level construction jobs, but by April 2026 only 74 young people had started, against DWP’s assumption of 1,000 in 2025-26. The NAO concludes that the government’s construction skills package is a positive step, and that it now has in place a clearer framework to track delivery. However, delivery is not guaranteed. To achieve its aspiration of up to 60,000 workers — and support its housing and infrastructure commitments — government will need better data, to prioritise resources, and to get employers’ buy in. Without this, skills shortages could drive up costs and put major delivery commitments at risk. The NAO now recommends: Gareth Davies, head of the NAO, said:“The government is taking action to address shortage of skilled construction workers as part of its ambitious commitments for housing, infrastructure and energy efficiency. Success will depend on employers having the confidence and capability to offer placements, apprenticeships and jobs.” Building, Design & Construction Magazine | The Choice of Industry Professionals
New research from Landlord Studio reveals the toll MTD is taking on the UK’s landlords, as they increasingly look to rely on letting agents to make sense of the shift New research from Landlord Studio, the property accounting and compliance software company, finds that almost a quarter (22%) of UK landlords have considered leaving the rental market altogether, as Making Tax Digital (MTD) piles on administrative and compliance pressure. Despite this, 74% of landlords agree that MTD is actually making it easier to manage their tax, and over half (55%) still expect MTD to increase their profitability overall. The findings also point to a growing role for letting agents, with 90% of landlords agreeing that agents are well-equipped to help them manage MTD requirements. MTD for Income Tax has been mandatory since April 2026 for landlords earning over £50,000 in qualifying income, requiring quarterly digital updates to HMRC alongside an end-of-year finalisation process. The threshold drops further to £30,000 from April 2027, bringing a second wave of landlords into scope within the next year. The confidence paradox While confidence in MTD is high, many landlords are still feeling the strain of rising admin demands. Despite 94% of landlords and letting agents combined saying they are confident in their understanding of MTD requirements, and 95% confident in their ability to implement it, 59% of landlords specifically remain concerned about making mistakes or facing penalties. Letting agents appear well placed to help close this gap, with 51% describing themselves as very confident in their understanding of MTD, compared with just 36% of landlords. This suggests agents can help close the gap between broad landlord confidence and the practical realities of staying compliant. Logan Ransley, Co-Founder of Landlord Studio, said: “Landlords are clearly feeling the pressure of MTD, both in terms of time and cost, and for some that pressure is serious enough to make them question whether continuing to let property is worth it. What’s clear is that the support landlords need is often already there. Letting agents have the knowledge and the relationships to make a real difference, but our research shows many landlords simply don’t know how much help is on offer. Closing this gap is going to be essential as MTD rolls out more broadly.” The race to stay compliant is borne out in the numbers. Landlords now spend an average of 13 hours a month – more than a day and a half of work – managing tax and financial admin. Compared with 12 months ago, 53% both say the time associated with this has increased and the cost has risen. On average, landlords estimate that the time they spend on tax and financial admin is worth more than £3,000 a year, almost £64 a week. The admin burden isn’t only being felt by landlords. 89% say rising admin and compliance costs make them likely to raise rents, showing the knock-on effect inefficient back-office processes can have across the rental market. Falling behind on technology The research suggests that while landlords broadly recognise the benefits of digital tax reporting, many are still grappling with having the right tools to manage compliance efficiently. Just 34% use software or digital platforms for tax reporting and record-keeping, while 39% continue to rely on spreadsheets or manual methods. Spreadsheets are technically permitted under MTD, but only with separate bridging software and strict digital links in place, an extra layer of complexity many landlords may not have accounted for. A growing opportunity for agents Landlords identified the biggest compliance challenges as keeping accurate records (38%), the risk of errors and penalties (36%), and the time required for admin (34%). They also recognise that letting agents are well-equipped to help them manage new tax requirements (90%), but with 61% of letting agents themselves admitting that awareness of the support they can offer remains low, there is a clear opportunity to close that gap. Letting agents have the ability to provide landlords with practical support, helping them improve processes, stay organised and reduce the risk of mistakes. There is also strong future demand for digital solutions, with 98% of landlords saying they are likely to invest in tax and compliance software over the next two years, with 44% looking for greater financial visibility. For letting agents, this creates an opportunity to combine their expertise with digital tools, helping landlords stay compliant, reduce admin and manage rental income more efficiently as MTD implementation accelerates. Logan Ransley adds: “Letting agents already hold the rent, expense and ownership data their landlords need to comply with MTD – what’s been missing is a way to get that data to HMRC without anyone re-entering it by hand. That’s exactly why we built Nexus by Landlord Studio. It connects the records an agency already keeps to a secure portal where landlords, or their accountants, can review and submit each quarter. Nexus is available exclusively through participating letting agents, so an agent’s relationship with their landlords becomes a genuine value-add rather than another compliance headache.” To find out more about Nexus by Landlord Studio, visit here. Building, Design & Construction Magazine | The Choice of Industry Professionals
The Government Property Agency’s (GPA) Birmingham hub has become the first public sector building in the world to retain a coveted quality mark. Its flagship site at 23 Stephenson Street has secured Leesman+ accreditation – a prestigious global workplace experience rating – for the second time, demonstrating a sustained commitment to delivering an exceptional workplace experience for civil servants. Carly Ersser, Director of Workplace Services at the GPA, said: “We are incredibly proud that 23 Stephenson Street has secured Leesman+ accreditation for a second time. Surveying the people who work from our buildings gives us invaluable insights that directly inform how we design our services and continuously improve the workplace experience. “While this historic milestone is a fantastic achievement, we recognise there is always more work to be done. This rigorous feedback helps us target our resources to where they are needed most, ensuring we make a meaningful difference to civil servants working productively and happily from the office.” Leesman+ is a globally recognised certification awarded to top-tier workplaces that achieve outstanding employee satisfaction scores. To earn the accreditation, buildings must undergo rigorous, independent surveying and analysis of their features, services, and infrastructure. The GPA government hub at Stephenson Street first achieved this benchmark in 2023. The Birmingham office hosts 1,700 civil servants from more than 20 government departments and agencies. It was transformed from disused retail and commercial space into a modern, digitally-connected, and inclusive workplace in 2022, and now features a variety of spaces to support productivity, collaboration and wellbeing aligned to the Government Workplace Design Guide. Dr Peggie Rothe, Chief Insights and Research Officer at Leesman, said: “Leesman+ certifications have been awarded to just three per cent of the more than 10,400 buildings Leesman has assessed worldwide, and only 10 per cent of those have been re-certified. The GPA’s Stephenson Street Hub is the only public sector building globally to achieve Leesman+ re-certification, testament to the agency’s programmatic, data-led approach to delivering and sustaining exceptional workplace experience.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Every new development that needs a water main faces the same early fork in the road. The developer can requisition the main from the incumbent water company and wait for it to be built by others, or the developer can appoint an accredited self-lay provider to carry out the contestable construction while the water company retains its regulatory role and eventually adopts the finished network. Most developers reach for the first option by default, because it is the one the water company puts in front of them. The second is often the one that protects the programme, and understanding why means understanding how the cost and the timeline actually break down. Where the two routes actually differ The confusion usually starts with the word “cost”, because a new water connection is never a single price. The water company’s own charges are fixed and published in its annual charging arrangements: an infrastructure charge levied per property and a connection charge that varies with surface type, pipe size and who carries out the dig. Those figures are the same whichever route a developer takes, and they are public, so there is nothing to negotiate. The variable part is the construction, the physical work of getting a main to and across the site. This is the contestable element, and it is the only part of the equation where the route genuinely changes the outcome. Ofwat’s guidance on self-lay is explicit that a provider accredited under the Water Industry Registration Scheme can carry out contestable works across any water company’s area without having to satisfy twenty-two separate sets of local requirements. When that work is done by an accredited provider rather than the water company, the developer pays the contestable rate rather than the water company’s own delivery rate. There is a second, less-understood cost mechanism worth knowing. Until 2020 the water company made an asset payment to the developer or provider when it adopted a self-laid main. For new schemes in England that ended on 1 April 2020, and the value is now recognised through an income offset against the infrastructure charge instead. It is not money in hand any more, but it is a real reduction against a published charge, and it applies specifically to the self-lay route. Time is the variable that actually bites On a live development, the water company’s delivery timeline is a dependency the developer does not control. Design approval, scheduling and gang availability all sit inside another organisation’s programme, and they are rarely aligned to a housebuilder’s build sequence. A self-lay provider installs to the developer’s programme, coordinating the main and services around the groundworks rather than waiting for a slot. That is where weeks come out of a scheme, and it is why self-lay tends to earn its keep on multi-plot sites, on schemes that need genuinely new mains, and anywhere a shared utility trench helps the wider programme. For a single short connection in soft ground the coordination overhead may outweigh the saving, and it is worth being honest about that rather than pretending self-lay always wins. The water companies themselves frame the two routes this way. Thames Water’s self-lay overview tells developers plainly that the right installer “might not be us”, that independent providers may offer more flexible timescales and multiple-utility installation, and that because it is required to provide connections at cost, it makes no profit from new water mains. The choice, in other words, is not being sold against by the incumbent. It is a genuine programme decision the developer is expected to make. Adoption is the part that has to be designed in The mechanics of the handover matter here too. Once the pipework is laid, chlorinated, pressure tested and connected, the water company adopts it under a legal agreement made under Section 51A of the Water Industry Act 1991, the adoption provision inserted by the Water Act 2003 and in force since 2004. The agreement is signed by all three parties, the developer, the provider and the water company, before construction starts, and the standards, inspections and materials that make the network adoptable have to be built in from the first day on site. Since 2021 that process has run under Ofwat’s Code for Adoption, a common set of rules binding water companies in England, which replaced the older self-lay code of practice. This is precisely why the accreditation behind the provider matters more than the day rate. A network built to the wrong standard does not get adopted, and an unadopted main is a liability that sits with the developer. A provider offering self-lay water services, such as the Welwyn Garden City contractor McFadden Utilities, will typically carry the scheme end to end, from the point-of-connection enquiry through installation, chlorination, pressure testing, final connection and the handover paperwork that supports adoption, which removes the interface risk of splitting design, build and adoption across three parties. What developers should actually compare A like-for-like comparison is not “self-lay price versus water company price”. It is a comparison of total programme risk against a construction saving plus an income offset. The published water company charges are constant. The contestable construction is where the money moves, the programme is where the value sits, and the point-of-connection enquiry, which is usually free, is the single most useful early move on either route. It tells the developer where the connection will be made and flags any network reinforcement before a design is committed, which is what stops a late and expensive surprise. For contractors and developers weighing the two routes, the practical conclusion is unglamorous but consistent. The water company charges are what they are. The saving on contestable construction, and the income offset that comes with adoption, are worth having but are not the whole story. The story is who controls the programme, and on any scheme where the build sequence matters, that is the comparison worth running first.
Choosing the best GPS time clock for construction crews in the US is tough when teams move across multiple jobsites and the day rarely goes as planned. Missed punches, unclear locations, and handwritten notes slow down billing, create payroll mistakes, and lead to compliance issues you don’t want. Contractors need a reliable way to see who’s on-site, when they arrived, and whether the hours match the job performed. This guide keeps things practical with the full list of leading options, the decisions they help with, and the details that matter most for field crews: GPS accuracy, dependable geofencing, mobile usability, and clean payroll sync. Here are the best GPS time clock apps for construction workers: Best GPS Time Clock Apps for Construction Crews in the US at a Glance App GPS Method Geofencing Offline Scheduling Payroll Sync Job Costing Kiosk From $ Trial Workyard Continuous high-precision GPS ✅ ✅ ✅ ✅ ✅ ✅ $6/user + $50 base 14 days Planera AI-powered construction scheduling and optimization ✅ ⚠ Limited ✅ ✅ ✅ ✅ Custom pricing Demo Hubstaff Continuous GPS route tracking ✅ ✅ ✅ ✅ ✅ ✅ $7/user 14 days Fieldwire Task-based GPS tagging (not continuous) ⚠ Limited ✅ Yes ⚠ Partial ✅ Yes ❌ No ✅ Yes $54/user Free tier BusyBusy GPS snapshots + photo verification ✅ ✅ ✅ ✅ ✅ ✅ $11.99/user + $40 admin license 14 days Connecteam GPS clock-in with geofence restrictions ✅ Yes ✅ Yes ✅ Yes ✅ Yes ⚠ Basic ✅ Yes $29/mo (30 users) 14 days ExakTime Real-time GPS + rugged hardware device option ✅ Yes ✅ Yes ✅ Yes ✅ Yes ✅ Yes ✅ Yes $9/user + base fee No ClockShark Periodic GPS pings + location-based reminders ✅ ✅ ✅ ✅ ✅ ✅ $9/user + $40 base 14 days How We Chose These GPS Time Clock Apps To identify the best GPS time clock apps for construction crews, we focused on criteria that matter on real jobsites. Each tool on this list was evaluated using the factors below: #1 Workyard: Best GPS Time Clock Designed for Construction Workyard is a GPS time tracking platform for construction crews that captures exact entry and exit times for every jobsite. It records exact timestamps for jobsite arrival and departure using real-time GPS. Workyard is built for contractors who need reliable, real-world accuracy on every job. Unlike office tools adapted for the field, it’s created specifically for crews who move between sites and work in tough conditions. The system handles low-signal areas well and keeps hours tied directly to the jobs where the work actually happened. Its GPS tracking stays consistently accurate in construction environments. Location data remains clear and verifiable, even when teams are spread out. Verified time flows smoothly into payroll and job costing, reducing errors and cutting down admin work. These capabilities make it a strong fit for crews that need reliable, verifiable hours. What are Workyard’s key features? How much does Workyard cost? What are the pros and cons of Workyard? Pros: Cons: What are the use cases of Workyard? Workyard is a strong fit for crews working across multiple jobsites, as well as contractors who need verified hours for accurate billing on labor-based projects. It’s also useful for teams handling government or commercial work that require clean payroll and exact timestamps for location records. #2 Planera: Best AI-Powered Construction Scheduling Platform for Modern Contractors Planera is an AI-powered construction scheduling platform designed to help contractors create, manage, and optimize project schedules with greater accuracy. It combines traditional scheduling workflows with artificial intelligence to help teams build realistic timelines, identify potential delays, and keep projects moving forward. Unlike basic project management tools that focus mainly on task lists and communication, Planera is built specifically around construction scheduling challenges. It helps project teams manage dependencies, coordinate multiple activities, and adapt schedules when unexpected changes happen on the job. Planera gives contractors better visibility into project progress by turning complex construction plans into actionable schedules. Teams can quickly understand what needs to happen next, where bottlenecks may appear, and how schedule changes impact the overall project timeline. These capabilities make it a strong fit for general contractors, project managers, and construction teams looking to improve planning accuracy and reduce delays. What are Planera’s key features? AI-powered scheduling assistance: Planera uses artificial intelligence to help generate and optimize construction schedules, reducing the time required for manual planning and adjustments. Construction-focused project planning: Built specifically for contractors, Planera helps manage activities, dependencies, milestones, and critical paths across complex construction projects. Real-time schedule optimization: Teams can adjust timelines quickly when conditions change and understand how updates affect project completion dates. Collaboration and visibility tools: Planera keeps project stakeholders aligned by providing a centralized view of schedules, progress, and upcoming activities. Delay risk identification: The platform helps teams identify potential scheduling conflicts early, allowing contractors to address issues before they impact deadlines. How much does Planera cost? Planera offers customized pricing based on project requirements, team size, and construction workflows. Contractors can request a demo to explore the platform and determine the best solution for their needs. What are the pros and cons of Planera? Pros: Cons: What are the use cases of Planera? Planera is a strong fit for general contractors, construction managers, and project teams handling complex projects with multiple phases, subcontractors, and dependencies. It can help teams improve schedule accuracy, reduce delays, and maintain better control over project timelines. The platform is especially useful for commercial construction projects, large-scale developments, and teams that need a more intelligent approach to managing schedules beyond traditional spreadsheets or basic planning tools. #3 Hubstaff: Built for Location Tracking and Activity Oversight Hubstaff is a GPS-enabled time tracking tool used by teams that want straightforward location checks paired with productivity insights. While it isn’t purpose-built for construction, some contractors use it when they prefer simple GPS pings along with features like task timers, activity metrics, and optional screenshots. Hubstaff gives managers a broad view of where crews were during the