Leading commercial real estate firm, CBRE, has successfully completed the sale of 115,000 sq ft industrial site in a multi-million pound deal on behalf of the seller, Noble Foods. Previously used as an egg-packing facility, the self-contained site features all the necessary facilities for a manufacturing operation including two office buildings,
Mears has strengthened its position as one of the UK’s leading housing maintenance providers after securing more than £1.4 billion of new work during the first half of the year, driving its order book to a record £4.2 billion. The public sector housing specialist continues to expand its long-term maintenance
VINCI Construction Holding UK has reported a significant rise in profitability following the successful integration of its UK businesses, with pre-tax profit climbing 51% to almost £100 million as revenue approached the £3 billion mark. The strong financial performance comes after the French-owned infrastructure group completed a major corporate restructuring,
Construction has spent years near the bottom of every ranking of how digitised an industry is. New search data suggests the gap is finally starting to close, and the clearest movement is in the software that runs work out in the field. Monthly United States searches for “field service management
Construction workwear is one of the few site costs decided quickly and regretted slowly. Somebody orders what the last supplier sent, the kit arrives, and the problems surface months later. Trousers split at the knee, hi-vis fades to a dull lime, and nobody can reorder the same jacket in the
McLaughlin & Harvey has been appointed by the Education Authority as the main construction contractor on the phase 1 expansion of specialist SEN provision at Rathore School, enabling much needed facilities for children in the Newry, Mourne and Down area. The scheme, which is being delivered in three stages, is
Willmott Dixon has secured planning permission for the near £50 million redevelopment of Bramhall High School in Stockport, paving the way for construction of a new three-storey secondary school to replace the existing RAAC-affected campus. Construction is expected to begin in January 2027, with the replacement school being built alongside
The Local Plan is a guide to development and growth in the city over the next fifteen years and Manchester people are invited to have their say for the final time yesterday. The Plan is a legal requirement for every Council to set out a long-term framework about how development
Short-term economic easing indicates construction sector recovery still on track for 2027 Today, Glenigan | A Hubexo Product (Glenigan), one of the construction industry’s leading insight and intelligence experts, releases the August 2026 edition of its Construction Review. The August Review focuses on the three months to the end of July 2026,
Lovell Partnerships is preparing to start construction on the first phase of a major residential regeneration scheme in Horsham, transforming the former Novartis Pharmaceuticals campus into a new neighbourhood of around 450 homes. Work is expected to begin in October on Lovell’s 206-home development across the 2.72-hectare site, with the
Leading commercial real estate firm, CBRE, has successfully completed the sale of 115,000 sq ft industrial site in a multi-million pound deal on behalf of the seller, Noble Foods. Previously used as an egg-packing facility, the self-contained site features all the necessary facilities for a manufacturing operation including two office buildings, two warehouses, 19 loading bays and additional storage buildings. The site also came with 15.2 acres of vacant land with outline planning permission to build additional warehouses already granted. Based in the heart of Oxfordshire’s industrial hub, the site is adjacent to Lakeside Industrial Estate in rural Witney. It also has excellent connections, with access to both the A40 and A420, making it easy to get to nearby Oxford, only 13 miles away, and beyond. Will Davis, associate director at CBRE, said: “This deal reflects the strong demand for industrial space both in Witney and across wider Oxfordshire. A self-contained site of this size is incredibly rare, especially in such a popular location. The fact it came with outline planning permission for additional warehouses was the cherry on top and made it the perfect site for a business looking to expand its operations.” Will Cadbury, Chief Financial Officerat Noble Foods, said: “When our Witney site became surplus to requirements, we were keen to find the right buyer who would be able to make the site purposeful again. The sale marks the start of an exciting new chapter for the Witney site and we’re grateful to CBRE for their support in structuring this deal.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Mears has strengthened its position as one of the UK’s leading housing maintenance providers after securing more than £1.4 billion of new work during the first half of the year, driving its order book to a record £4.2 billion. The public sector housing specialist continues to expand its long-term maintenance portfolio after a series of major contract awards and renewals, reinforcing confidence in the company’s strategy despite a temporary dip in profits linked to the mobilisation of new contracts. Revenue reached £560 million during the period, while adjusted pre-tax profit stood at £29 million. Although margins eased slightly to 5.2% from 5.6%, the company attributed this to the costs associated with mobilising several significant long-term contracts. Among the largest awards was a landmark 10-year, £450 million contract with Birmingham City Council. Under the agreement, Mears will deliver a comprehensive range of housing services, including responsive repairs, void property works, gas servicing, heating installations and planned maintenance across the authority’s housing stock. The company also secured a further 10-year contract with Rooftop Housing Group worth £150 million, providing repairs and maintenance services to approximately 7,000 homes across South Worcestershire and North Gloucestershire. Alongside these new appointments, Mears successfully retained several key long-standing partnerships, including contracts with Cross Keys Homes, Livin, Leeds City Council, Moat Homes and Thurrock Council. Together, these renewals contributed more than £1 billion of additional work to the company’s expanding pipeline. For the construction and housing sectors, the results underline the continued demand for long-term asset management, planned maintenance and compliance services as housing providers invest in improving existing homes, enhancing building safety and maintaining regulatory standards. Mears also completed the integration of consultancy Pennington Choices during the period, strengthening its expertise across compliance, asset management and building safety services. The acquisition enhances the group’s ability to provide integrated solutions to local authorities and registered housing providers. In line with its strategic focus on housing, the company also completed the sale of its non-core facilities management business for £18 million, allowing it to concentrate resources on its core maintenance and housing services operations. Chief Executive Lucas Critchley said: “Mears has continued to make strong progress against its key strategic objectives.” The company also noted that an intensive two-year programme of rebidding existing contracts has now largely concluded. As a result, its bidding teams are increasingly able to focus on pursuing new opportunities rather than defending existing work, providing further potential for future growth. Looking ahead, Mears has reaffirmed its full-year guidance, forecasting revenue of around £1.04 billion and adjusted pre-tax profit of approximately £51 million. With a record order book, strengthened building safety capabilities and a growing portfolio of long-term maintenance partnerships, Mears appears well positioned to play an increasingly significant role in supporting the management, maintenance and improvement of the UK’s public housing stock. Building, Design & Construction Magazine | The Choice of Industry Professionals
VINCI Construction Holding UK has reported a significant rise in profitability following the successful integration of its UK businesses, with pre-tax profit climbing 51% to almost £100 million as revenue approached the £3 billion mark. The strong financial performance comes after the French-owned infrastructure group completed a major corporate restructuring, bringing together Eurovia, Ringway, Taylor Woodrow, VINCI Building, VINCI Facilities and newly acquired FM Conway under a single UK operating structure. Combined revenue, including joint ventures, increased by almost 20% during 2025 to reach £2.9 billion, reflecting robust demand across highways, civil engineering, construction and infrastructure markets. For the construction sector, the results demonstrate the benefits of strategic consolidation, with improved operational efficiencies and stronger project delivery contributing to higher profitability across the enlarged business. Operating margins more than doubled during the year, rising from 1.7% to 3.5%. The improvement was driven by stronger performances across several divisions, including the return of the facilities management business to profitability and increased margins within Taylor Woodrow’s civil engineering operations. FM Conway made the largest contribution following its acquisition at the end of January, adding £569 million in revenue and almost £39 million in operating profit to the enlarged group. Among VINCI’s established businesses, highways maintenance specialist Ringway once again delivered one of the strongest operating performances, while Taylor Woodrow increased its operating profit contribution from £17 million to £19 million as investment in major infrastructure projects continued. Eurovia also delivered a solid trading performance during the year. However, VINCI Building and VINCI Facilities continued to face challenges associated with legacy projects, which constrained profitability despite generating combined revenues of more than £1.1 billion. The enlarged group also expanded its workforce significantly, with employee numbers rising by more than a third to almost 9,000 people following the integration of FM Conway into the business. Scott Wardrop, Chief Executive of VINCI Construction Holding UK, said: “These results are a credit to the six core operating business managing directors, their respective senior management teams in each of our principal operating businesses and all our teams in our business units and projects. “We have all endured significant change in our careers, but this intense period is unprecedented. “However, we are optimistic, and we have three-year plans for each business and each business unit, and plan to deliver +4.0% in 2026. “We will keep evolving through optimisation, innovation and transformation and continue to develop into a strong and resilient dynamic UK infrastructure group.” The results reinforce VINCI’s position as one of the UK’s largest construction and infrastructure businesses, with expertise spanning highways, civil engineering, commercial building, facilities management and major infrastructure delivery. As investment continues across transport, utilities, commercial property and public sector infrastructure, VINCI Construction Holding UK enters the next phase of its growth with a strengthened balance sheet, an expanded workforce and a diversified portfolio capable of delivering complex projects across the built environment. Building, Design & Construction Magazine | The Choice of Industry Professionals
Construction has spent years near the bottom of every ranking of how digitised an industry is. New search data suggests the gap is finally starting to close, and the clearest movement is in the software that runs work out in the field. Monthly United States searches for “field service management software” rose about 22 percent in May 2026 compared with a year earlier, according to an analysis of public search-demand data by Klipboard, a field service management platform. The rebound stands out against a broader basket of construction and field-operations software terms that, taken together, climbed nearly 7 percent year on year and reached around 8,200 searches in May, the busiest month in the data. The analysis tracked three core categories: construction management software, field service management software and job management software. Construction management tools rose about 5 percent year on year. Job management software was roughly flat, the mark of a mature corner of the market. Field service management was the outlier, rebounding sharply from a dip late in 2025. Across the past twelve months the three categories together drew close to 95,000 United States searches. The backdrop to that demand is an industry that has historically been slow to adopt digital tools. The McKinsey Global Institute has ranked construction among the least digitised sectors in its industry index, with the United States second from bottom, a position economists have long tied to the sector’s stubbornly flat productivity. Rising interest in operational software is one of the first concrete signs that contractors are moving to change that. What is pushing them is less a sudden enthusiasm for technology than a shortage of people. The Associated General Contractors of America reported in its 2025 workforce survey that 92 percent of construction firms struggled to fill open positions, and that 45 percent had seen projects delayed by labour shortages. More than half of firms said they had adopted digital recruiting strategies in response, and 45 percent expected automation and other technology to help by taking over manual tasks. When a contractor cannot hire its way through a backlog, getting more out of the crews it already has becomes the next available lever. “When you cannot hire your way out of a backlog, the next lever is getting more value out of the people you already have, and that is what is showing up in the search data,” said Gabriel Cohen, who leads go-to-market at Klipboard. “Contractors are not chasing technology for its own sake. They are looking for a way to schedule the right person, capture what actually happened on site, and bill it without three rounds of paperwork.” The detail underneath the figures supports that reading. The fastest-growing category is the one closest to the daily reality of getting work done: scheduling people, dispatching them to jobs, recording what happened, and turning that into an invoice. It is the part of the business where a delay or a lost piece of information translates most directly into a late quote or an unbilled job. Construction management software, which leans more toward planning and project oversight, grew more slowly, and the most established category barely moved at all. That spread hints at where the early productivity gains are most likely to come from. Much of construction’s lost time is not on the tools but in the handoffs: a measurement, a photograph or a sign-off that sits on someone’s phone until the end of the week, holding up the paperwork behind it. Software that closes the distance between work happening and work being recorded attacks exactly that kind of waste, which helps explain why field-focused tools are the ones drawing the sharpest rise in interest. For an industry whose productivity has barely improved in decades while other sectors have pulled away, none of this is a transformation on its own. A 22 percent rise in searches for one category of software is a signal of intent, not a finished change in how the industry works. But it is a signal pointing in a consistent direction, and it is showing up first in the corner of the market where the labour squeeze bites hardest and the case for digitising is easiest to make. How this was compiled: search figures are from Klipboard’s analysis of Ahrefs monthly United States search-volume data through May 2026 for the terms “construction management software”, “field service management software” and “job management software”. Year-on-year comparisons measure March to May 2026 against the same period in 2025; the May figure compares May 2026 with May 2025. Workforce data is from the Associated General Contractors of America 2025 Workforce Survey; the digitisation ranking is from the McKinsey Global Institute industry digitisation index.
Construction workwear is one of the few site costs decided quickly and regretted slowly. Somebody orders what the last supplier sent, the kit arrives, and the problems surface months later. Trousers split at the knee, hi-vis fades to a dull lime, and nobody can reorder the same jacket in the same colour. The garments were not wrong on the day they arrived. They were wrong when they were specified. This guide covers how to specify and buy construction workwear properly, working from the site risk assessment outwards. What counts as construction workwear? Construction workwear is the clothing and protective equipment worn by teams on building sites. It normally covers hi-vis garments, work trousers, base layers, outer layers, footwear and head protection. Every order splits into three parts, each governed differently: Start with the risk assessment, not the catalogue The most common buying mistake is starting with a product list. Somebody opens a catalogue, picks garments that look about right, and works out afterwards whether they suit the work. Work in this order instead: That sequence also gives you a defensible record. If a client or inspector asks why a garment was chosen, the answer traces back to an assessment rather than a catalogue page. Which class of hi-vis does a site need? High-visibility clothing is divided into three performance classes under UK and European standards. The class is determined by the minimum surface area of fluorescent background and retro-reflective material a garment carries. Class Minimum material Typical application Class 1 0.14 m² fluorescent, 0.10 m² reflective Lowest risk. Warehouses, delivery yards, car parks, slow-moving traffic. Not suitable for roadside work. Class 2 0.50 m² fluorescent, 0.13 m² reflective Medium risk. Traffic control, deliveries, waste collection, work near moving vehicles. Class 3 0.80 m² fluorescent, 0.20 m² reflective Highest risk. Motorways, high-speed traffic, railways. Requires sleeves or trousers carrying reflective bands. Three practical points sit alongside the classification: Who is responsible for providing PPE? Employers are legally responsible for providing suitable PPE free of charge. That duty covers anyone they employ or control on site, wherever risks cannot be controlled by other methods. Companies cannot charge workers for standard work PPE or deduct it from wages. Employer duties: Worker duties: wear it as trained, store it correctly, and report damage straight away. This is worth checking rather than assuming on sites using subcontracted or agency labour. The commercial arrangement does not always match the legal duty. Building a core kit list for a site team Most site teams need four things: something against the skin, something on the legs, something high-visibility, and something for weather. The simplest way to buy this is in sets rather than garment by garment. Workwear bundle deals group a standard kit per worker, which is quicker to order and easier to repeat. It also solves reordering before it starts, because new starters and replacements match what is already on site. Getting work trousers right Trousers take more abrasion than any other garment on site, so they wear out fastest. They are also the item most often replaced mid-project, which makes them worth closer attention than they usually get. Check the seams, the knees and the hems, because that is where trousers fail. Triple stitching and reinforced knee panels last noticeably longer, and knee pad pockets should always be adjustable. Buy lighter cloth for summer and heavier for winter. Getting fit and sizing right Fit is a safety consideration, not a comfort preference. Loose garments catch on scaffolds and moving plants. Tight garments restrict movement, so they get unfastened or removed. Women’s fit still gets handled by issuing smaller men’s sizes, which produces poor sleeve length and hi-vis sitting wrong on the body. Ranges of ladies construction workwear cut for women’s proportions now cover most site categories. Order sizing samples before any bulk commitment, because a fitting session beats exchanging eighty garments. Choosing workwear jackets and outer layers The usual mistake is one heavy waterproof coat expected to cover the year. It is too warm for most of the working day, so it comes off, and then it is not on when the weather turns. A base, mid and shell system works better, because workers adjust through the day instead of choosing between overheating and getting wet. When specifying workwear jackets, check three things: whether seams are taped rather than only stitched, whether the garment is genuinely waterproof or merely water-resistant, and whether it is cut with room for layers underneath. Getting your logo on it: what to expect from a supplier Branding is where suppliers differ most, and the easiest part of the process to judge before committing. Two methods dominate. Embroidery Print Best on Polo shirts, sweatshirts, fleeces, jackets Technical fabrics, lightweight garments, hi-vis Strength Hard wearing, handles repeated industrial washing Reproduces detailed and full-colour artwork accurately Watch for Puckering on lightweight polyester Method must match the fabric A supplier who recommends a method for your logo on your garments is worth more than one applying the same process to everything. Insist on a proof before production This is the single most useful question to put to any supplier. Your logo is first converted into a production-ready file, a process called digitising for embroidery. Before production, expect a stitched sample photo for embroidery or a position and colour visual for print. You approve it, then production starts. Any supplier skipping that step is asking you to accept whatever arrives. Production run in-house rather than subcontracted also helps, because problems get fixed rather than passed along a chain. Where a logo can go on hi-vis Branding must not reduce the certified fluorescent or reflective area. Logos go in plain fluorescent gaps, never over reflective tape. Keep the logo small enough that it does not eat into the required background area. Print is generally preferred over heavy stitching on hi-vis and waterproofs, which avoids damaging the safety fabric. Which construction workwear brands should be on your shortlist? Brand matters less than specification, but it is
McLaughlin & Harvey has been appointed by the Education Authority as the main construction contractor on the phase 1 expansion of specialist SEN provision at Rathore School, enabling much needed facilities for children in the Newry, Mourne and Down area. The scheme, which is being delivered in three stages, is the first construction project in Northern Ireland for the Antrim based firm since the completion of the new distillery at Bushmills in 2021. This first phase of the project will see current and future pupils at Rathore SEN School will benefit from nine new classroom facilities with additional outdoor play areas, car parking and outdoor landscaping, ensuring the school meets the growing needs of the SEN community in the Newry Mourne and Down area. The project is well underway, with the scheme making use of modern methods of construction to minimise disruption to existing staff and pupils, including off-site fabrication of 1,300m2 of classroom and ancillary rooms. Completion is expected by the end of December 2026, with the new facilities ready to receive pupils from August 2027 onwards following further fit out by Rathore School. Gavin Parkinson, Operations Director at McLaughlin & Harvey said: “Our experience working on public sector construction and infrastructure projects across the whole of the UK means we’re ideally placed to deliver a project as important and sensitive as the one at Rathore School. We understand that the need for SEN school facilities across Northern Ireland is a pressing issue, and our approach to modern methods of construction will enable smooth delivery, ensuring classrooms are ready to meet the needs of young people in the area.” “Although our civils team has continued to thrive in Northern Ireland, we’re extremely proud to see our construction team back on site for a Northern Irish project.” Dale Hanna, EA Chief Operations Officer, said: “This project will make a real difference for children and young people with SEN and their families, giving them access to modern, purpose-built accommodation designed around their needs. “EA will continue to consider every available option to increase capacity and support children and young people to access appropriate SEN provision as close as possible to their local community. “This investment forms part of EA’s wider capital programme to expand SEN provision across Northern Ireland and support children and young people now and in the years ahead.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Willmott Dixon has secured planning permission for the near £50 million redevelopment of Bramhall High School in Stockport, paving the way for construction of a new three-storey secondary school to replace the existing RAAC-affected campus. Construction is expected to begin in January 2027, with the replacement school being built alongside the existing facilities to allow teaching to continue while the major redevelopment progresses. Designed by Sheppard Robson, the new school will accommodate 1,350 pupils on the existing 36-acre site off Seal Road. The project will consolidate the current sprawling school estate into a modern purpose-built teaching environment, while addressing problems associated with reinforced autoclaved aerated concrete (RAAC) within the existing buildings. Once the new building has been completed, most of the existing school estate will be demolished, although the newer maths block will be retained and incorporated into the future campus. The replacement school will include 25 general classrooms and 10 science laboratories alongside specialist teaching facilities for drama, computing, ICT, art and design. Five dedicated SEND classrooms will also be provided, together with an assembly hall featuring tiered seating, dining facilities, a library and new staff and support accommodation. Sport will form another major part of the redevelopment. Indoor facilities will include a four-court sports hall, activity studio and changing accommodation, significantly improving the school’s provision for pupils and physical education. Externally, the plans include two replacement multi-use games areas and a new 3G sports pitch, while the existing hockey pitch will be retained. The phased construction strategy will be particularly important to the delivery of the project, allowing the existing school to remain operational while Willmott Dixon builds the replacement accommodation elsewhere on the site. The subsequent demolition and external works will then enable the wider campus to be reorganised around the new building. The project forms part of the continuing programme of investment required across the education estate following the discovery of RAAC in school buildings around the country. With planning now secured, the Bramhall High School redevelopment moves a significant step closer to construction, delivering modern teaching, SEND and sports facilities while replacing ageing and RAAC-affected accommodation with a more consolidated school campus for 1,350 pupils. Building, Design & Construction Magazine | The Choice of Industry Professionals
The Local Plan is a guide to development and growth in the city over the next fifteen years and Manchester people are invited to have their say for the final time yesterday. The Plan is a legal requirement for every Council to set out a long-term framework about how development should be considered through the planning process, including new housing – as well as affordable homes – green spaces, development that creates employment opportunities, infrastructure projects such as roads, health facilities and schools – and how the city will achieve net zero carbon. The Plan complements a range of strategies and policies that look to deliver the vision of the Council. An initial consultation took place in September 2025 starting a process of review and engagement through the last year. This consultation attracted 2,184 responses that have since been considered by planning officers to help update the draft local plan. The Local Plan is currently going through Regulation 19, which is the final version of the plan before it is referred to a government inspector for public examination. The public will be asked for their comments relating to how ‘workable’ the draft plan is in practice, which is a requirement set out by Government. This ‘test of soundness’ asks the public: does the plan meet its objectives. Key changes to the draft local plan following previous consultation: Take part in the Local Plan consultation Local people, community organisations, businesses and stakeholders can take part in the consultation, submitting their views online via an online platform and all details are available on the following council web page A hard copy of the consultation will also be made available in Manchester Central Library. The consultation will remain open until Monday 28 Sept. The previous Manchester Local Plan was adopted in 2012. The current review was delayed while the Greater Manchester Places for Everyone plan was adopted, into which the Manchester Plan must align. Following consultation, the final draft of Manchester’s Local Plan will be submitted to a government inspector with an expectation that the plan will be adopted in the summer of 2027. Cllr Gavin White, Manchester City Council’s executive member for housing and regeneration, said: “It’s important that future development plays its part well in making sure Manchester remains a great place to live, with great homes that our residents can afford in attractive neighbourhoods that they want to live in with quality green spaces nearby. This is the role of the Local Plan – to help guide development to help us deliver our vision and ambition. “The Local Plan will complement a range of other strategies delivering for our city, in particular our housing strategy that has set an ambitious target to deliver at least 36,000 new homes by 2032 – 10,000 of which will be social, Council and genuinely affordable homes. And the Local Plan looks to increase the target of social rent and affordable homes each year to deliver the homes our residents need. “Last year we saw thousands of responses that have helped guide our Local Plan review. This is the final chance for Manchester people to comment on the updated draft local plan, and we’d encourage as many people as possible to take part of play their part in guiding development in our city.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Short-term economic easing indicates construction sector recovery still on track for 2027 Today, Glenigan | A Hubexo Product (Glenigan), one of the construction industry’s leading insight and intelligence experts, releases the August 2026 edition of its Construction Review. The August Review focuses on the three months to the end of July 2026, covering all major (>£100m) and underlying (<£100m) projects, with all underlying figures seasonally adjusted. It’s a report providing a detailed and comprehensive analysis of year-on-year construction data, giving built environment professionals a unique insight into sector performance over the past year. Glenigan’s August Construction Review reveals a few rays of sunshine poking through an otherwise overcast industry landscape. It will provide some much-needed optimism to a sector that has been battling an extraordinary set of headwinds since the start of the year. A massive jump in Main Contract Awards, which rose 17% against the preceding three months, and soared a staggering 169% compared to 2025, is perhaps the strongest indicator that market confidence is returning. This can, in part be attributed to an activity spike in major projects, particularly in the healthcare, where various schemes in the New Hospital Programme reached the contract awarded stage. This includes the Leighton Hospital scheme, the Frimley Park Hospital as well as various others. Similarly, if somewhat more modestly, Detailed Planning Approvals picked up by 10% during the Review period and, despite dipping 3% year-on-year, this modest rise compared to the previous month indicates the pipeline is gradually refilling. It certainly offers a tentative sign that recovery, if not immediate, is on the horizon, echoing Glenigan’s own Forecast prediction of an 11% sector-wide performance increase in 2027. The refreshingly positive stats in the August Review can be largely credited to substantial gains in a number of commercial verticals, particularly Hotel & Leisure, as well as an acceleration of activity in both public sector and civils. However, before contractors and subcontractors get dazzled by these strong figures, it appears that intent is yet to properly translate into activity. Project starts are still stubbornly stagnant as the appetite to commit shovel to soil remains subdued, against a backdrop of lukewarm investor confidence and renewed uncertainty around public spending. This resulted in a 7% drop against the previous three months. Yet, whilst activity remains low, there are signals that a long period of decline is starting to bottom out, with levels breaking even (0%) compared to 2025. Looking at the results, Allan Wilen, Glenigan’s Economics Director, says, “There are plenty of reasons for readers to be cheerful when going through the August Review, especially following such a tumultuous and unpredictable six-months. Whilst a degree of uncertainty persists, labour and material costs are stabilising. Industry prospects appear to be turning a corner, but, before we get too excited, these green shoots are fragile and, as we’ve seen before, could wither away on the merest market change.” He continues, “the construction supply chain should stay mindful that the recovery will be shaped by wider economic conditions, investor confidence and public sector spending priorities. Remember, in spite of the excellent Main Contract Awards and Planning Approval figures, conversions into actual starts remains the litmus test of the sector’s performance over the back end of the year.” Taking a closer look at vertical highlights… Residential: Housebuilding slips as social housing steadies the ship Residential had a bruising three months, with project starts sliding 39% year-on-year even as main contract awards jumped 60% and detailed planning approvals eased back 22%. Private Housing bore the brunt, tumbling 52% to £2,434m despite holding a 40% share of the sector, while Private Apartments dipped 23% to £1,630m and Social Sector Housing softened 27% to £821m. The awards uplift hints at work waiting in the wings, though the sharp fall in starts underlines the ongoing pressure on near-term workloads. Regionally, London held top spot with starts worth £1,250m, even after a 16% dip. The North West proved the steadiest performer, barely moving at £962m with just a 1% decline. Elsewhere the picture soured, project starts in the South West, West Midlands and Wales all declined sharply against the previous year. However, Wales offered a rare bright spot, posting strong growth in planning approvals that points to a healthier pipeline further down the line. Private non-residential: Offices and hotels shine while industrial cools Private non-residential was a real mixed bag. Offices held firm, with starts dipping just 3% but approvals climbing 54% on the back of a buoyant mid-market: the £20-50m band rose 18% to £627m and the £50-100m band leapt 80% to £361m. Hotel & Leisure told a similar tale, with main contract awards rocketing 787% and approvals up 56%, even though starts eased at 17%. Industrial had a tougher time, with starts down 43%, though a 147% surge in approvals signals a pipeline gathering pace. Retail stayed muted, with starts off 16% but awards up 72%. Regionally, London ruled office activity, with value soaring 30% to £1,531m. The East of England led Industrial starts, up 218% to £465m, while Yorkshire & the Humber topped Hotel & Leisure at £178m and Scotland jumped 177% to £123m. The North West led Retail, climbing 223% to £50m, with Yorkshire & the Humber and Northern Ireland also enjoying strong runs against the previous year. Public sector: Health leads the charge as schools await their moment The public sector offers plenty of cheer. Health stole the show, with starts up 32%, awards rocketing 634% and approvals climbing 65%, buoyed by the New Hospital Programme and NHS capital commitments. Hospitals made up more than half of starts, rising 75%, while Nursing Homes & Hospices climbed 44%. Community & Amenity also impressed on paper, with awards up 182% and approvals up 95% despite starts falling 34%, led by blue light projects and a 466% surge in military work. Education was the odd one out, with starts down 44%, though a 204% jump in awards and the Schools Rebuilding Programme point to brighter days ahead. Regionally, the South East led Health starts
Lovell Partnerships is preparing to start construction on the first phase of a major residential regeneration scheme in Horsham, transforming the former Novartis Pharmaceuticals campus into a new neighbourhood of around 450 homes. Work is expected to begin in October on Lovell’s 206-home development across the 2.72-hectare site, with the scheme combining new-build houses and apartments with the sensitive conversion of the site’s landmark 1930s Art Deco clock tower building. Designed by architect Ayre Chamberlain Gaunt, the development will retain the locally listed tower as the architectural centrepiece of the new neighbourhood, preserving an important part of the site’s pharmaceutical and industrial heritage. Around 35% of the 206 homes within the first phase will be affordable. The existing multi-storey wings positioned either side of the clock tower will be demolished due to significant structural problems and replaced by new five-storey apartment buildings. The retained Art Deco building itself will be converted to provide 51 apartments, with a further 155 new apartments and townhouses constructed across the site. The masterplan has been designed with a varied building scale to help integrate the development into the surrounding area. Heights will begin with two-storey homes along Parsonage Road before increasing to three-storey properties around a new central boulevard and landscaped public square. The main retained building will rise to four storeys with a set-back upper level, while the existing 24m-high clock tower will remain the tallest and most prominent feature of the development. Public realm and landscaping will also play an important role in the regeneration. A new tree-lined boulevard will run through the neighbourhood towards landscaped space in front of the restored Art Deco building, helping to establish the clock tower as a focal point for the wider scheme. Lovell’s development represents the first phase of the planned transformation of the former pharmaceuticals campus. Muse is progressing proposals for the eastern section of the site, which would add a further 244 homes and take the overall development to approximately 450 properties. All 244 homes proposed within the Muse phase are planned as affordable housing, supported by grant funding from Homes England. A separate planning application for this element of the regeneration is expected to be submitted. With Lovell preparing to move onto site in October, the redevelopment will mark the beginning of a significant new chapter for the former Novartis campus, combining heritage-led regeneration, new housing and affordable homes with landscaped public spaces to create a new residential neighbourhood in Horsham. Building, Design & Construction Magazine | The Choice of Industry Professionals