London could be on the brink of a major office construction surge, with developers arguing that the right conditions are finally lining up – provided the planning system becomes more flexible. Fresh analysis from the London Property Alliance and Knight Frank suggests that modernising the capital’s ageing office stock could
The Construction and Engineering team at Burges Salmon has advised independent construction company Benniman Limited on a series of significant projects across the UK. Led by director Christian Mulvihill, the firm provided legal support on large-scale developments for leading names in the logistics and industrial sectors. Notably, Burges Salmon advised
Do you own a business or run one? Excellent service and high-quality products are the core of your activities, but remember that there is more. Your potential clients are attentive to details and tend to look for signs of your commitment everywhere. If you want to display a professional approach
New research from Savills reveals the mounting pressure to connect projects to the UK’s low voltage distribution network. The distribution network, where most residential and small commercial developments seek connections, is facing a rising pace of applications for demand connections as well as a supply shortage of available capacity at
By Vanessa Brandham CFIOSH, Health and Safety Director, Rendall & Rittner As the UK’s building safety landscape continues to evolve at pace, staying informed and responsive has never been more important. In my role at Rendall & Rittner, I see first-hand how the new regulatory environment is reshaping expectations across
By Justine Edmonds, Head of Build to Rent / Leasing Strategies at LRG The Build to Rent (BTR) sector has the potential to deliver one in ten of the government’s 1.5 million new homes, but it can only do so if the viability crisis is addressed. The Budget on 26 November is a vital opportunity to unlock
Archaeologists working at the Palace of Westminster have uncovered evidence of human activity dating back nearly 6,000 years – over a millennium older than the earliest earthworks at Stonehenge. The discovery includes more than 60 struck flint flakes, including one worked tool, likely dating to the late Mesolithic or early
New data signals a sector reset as contractors face easing wage pressures but growing uncertainty over workforce and project pipelines. The UK construction sector is showing clear signs of a cooling labour market, according to a report by Southern Construction Framework, leading construction procurement framework delivered by the public sector for
Introduction The construction industry is facing constant and growing pressure to deliver projects faster, greener, and more responsibly. It is said to be accountable for 40% of carbon emissions in the UK, and even more surprisingly, 28% of all emissions globally. The sector has faced increased pressure to reform its
By Joanne Neville, National Director of Planning at Harworth Group Plc One area in which the government cannot be criticised for lacking ambition is reform of the planning system. With a commitment to 12 new towns – construction on three supposedly starting within this parliament – and ambitions to ‘build,
London could be on the brink of a major office construction surge, with developers arguing that the right conditions are finally lining up – provided the planning system becomes more flexible. Fresh analysis from the London Property Alliance and Knight Frank suggests that modernising the capital’s ageing office stock could generate an £84 billion economic uplift and release £262 billion in investment value. Their new report, Space for Change: Office space dynamics in central London, highlights the scale of the challenge: between 2018 and 2023, London’s central activities zone (broadly the area covered by Underground zone 1) lost around 14 million square feet of office space. Over the next five years, the capital is expected to face an 11 million square foot shortfall. Much of the existing stock is no longer fit for purpose. The report notes that 56% of central London offices – around 147 million square feet – are rated as secondary space, offering ageing, lower-quality environments that will fall short of mandatory sustainability requirements by 2030. As a result, upgrading or redeveloping these buildings is becoming increasingly urgent. Vacancy rates for prime space have tightened considerably. Availability of top-tier offices is near historic lows, with just 0.8% of prime and 1.7% of Grade A space currently unoccupied. Only a dozen very large single-floor offices above 40,000 square feet – the sort favoured by major firms consolidating staff – are on the market. Demand from occupiers is strong. Companies are actively searching for 10 million square feet of space, around 7% above the long-term average, propelled chiefly by financial and professional services firms. While 15.4 million square feet of new offices are due to complete between 2025 and 2029, a significant share is already pre-let or situated outside the high-demand areas of the City and West End. This pipeline not only falls short of replacing space lost since 2018, it also fails to meet current or future requirements. Representing central London’s leading developers and investors, the London Property Alliance is calling for a shift in approach, arguing that major office projects should be treated as essential economic infrastructure. They say planning and regulatory processes should be streamlined to improve development viability. Developers report that viability is one of the biggest barriers they face, made worse by a complex and often costly planning framework. They want planning authorities to simplify regulations, reduce obligations and lower the financial burden placed on new schemes. Ross Sayers, chair of the City Property Association and head of development management at Landsec, noted that rising construction, labour and finance costs, combined with growing planning obligations, are putting many projects under pressure. He stressed the need for collaborative, pragmatic solutions to ensure central London remains a world-class business hub. James Raynor, chair of the Westminster Property Association and chief executive of Grosvenor Property, warned that ageing office stock threatens future supply without intervention. He believes that modernising these buildings through flexible, forward-looking planning policies could unlock significant economic growth while supporting net-zero goals and local communities. Shabab Qadar, Knight Frank’s head of central London research and author of the report, described a systemic problem in the office market: demand for high-quality space continues to rise, but supply cannot keep up as buildings are repurposed and planning hurdles restrict redevelopment. He argues that the case for upgrading London’s older office stock has never been stronger. Building, Design & Construction Magazine | The Choice of Industry Professionals
The Construction and Engineering team at Burges Salmon has advised independent construction company Benniman Limited on a series of significant projects across the UK. Led by director Christian Mulvihill, the firm provided legal support on large-scale developments for leading names in the logistics and industrial sectors. Notably, Burges Salmon advised Benniman on the creation of three new logistics and distribution facilities at Daventry International Rail Freight Terminal (DIRFT) in Northamptonshire. Totalling 618,000 sq ft, the schemes will deliver high-quality space and strengthen DIRFT’s position as a key hub for rail-connected logistics, supporting efficient supply chain operations and sustainable freight solutions. Further advice was provided across three other projects including on the construction of a c. 50,000 sq ft best-in-class industrial and warehousing estate in Reading, the development of eight industrial units in Milton Keynes totalling 200,765 sq ft., as well as recent work delivered for property developer Clowes Developments. The team also advised Benniman in relation to the construction of three industrial units in Birmingham on behalf of Coltham as well as a 57,000 sf ft unit in Worcester Six Business Park for Stoford. Christian Mulvihill, director at Burges Salmon, says: “We are delighted to have supported Benniman on these projects, which demonstrate the strength of the UK logistics and industrial sectors. Completing five transactions back-to-back within a short timeframe required careful co-ordination and a thorough understanding of contractual and regulatory issues. It is a testament to the strength and agility of our team that we were able to deliver seamless advice across multiple projects simultaneously, ensuring our client could move forward with confidence and efficiency.” Paul Barfoot, Commercial Director at Benniman, comments: “Delivering major projects concurrently was a significant undertaking, and Burges Salmon’s ability to manage the legal complexities was outstanding. Their proactive approach, responsiveness and sector expertise gave us the confidence to progress each development without delay.” With over 40 specialist lawyers working across the firm’s Built Environment, Infrastructure and Energy & Utilities sector groups, Burges Salmon has one of the largest construction and engineering legal teams in the UK and is a first port of call for highly complex and innovative projects. Building, Design & Construction Magazine | The Choice of Industry Professionals
Do you own a business or run one? Excellent service and high-quality products are the core of your activities, but remember that there is more. Your potential clients are attentive to details and tend to look for signs of your commitment everywhere. If you want to display a professional approach to business, you should keep your commercial building well-maintained. Here are top tips on how to do that. Prevent larger problems As a business owner, you cannot allow yourself to fail, which means that none of your clients is left unattended. It is exactly the same with the form of your building. You will save a lot of time and effort when you are able to spot minor problems that need a little touch-up. Pay attention to high-traffic areas inside and outside your building to notice small cracks and chips. Bear in mind that the best option is to prevent the problem from escalating. However, if a complete repaint is unavoidable, hire professionals that deal with commercial painting in London. An experienced team of painters understands the benefits of a high-quality job. Hire those who are willing to bring your vision to life and meet your expectations. Regular clean-up of painted surfaces It is impossible to keep all the dirt and dust under control. The surfaces of your building – both inside and outside – accumulate dust and other pollutants, especially in areas that are the most frequently used by visitors. Those surfaces need a regular cleaning. To prevent damage and avoid stains, use water or paint-friendly solutions that will keep your commercial interior clean. When it comes to exterior surfaces, use pressure-rising once a year so the paint will not degrade over time. Before you decide to use a new cleaning product on the entire surface, test it in a small area that is not visible. Make sure the product is safe and will not cause any damage to the paint. Protect high-traffic areas Areas like lobbies, hallways, or entrances are always more difficult to maintain. If you want to prevent stains or scuffs, consider installing protective features. Those might be door stoppers that prevent the walls from scratching, corner guards for walls, or wainscoting, which is a wood paneling that, apart from its protective feature, is also a decorative accent. React immediately The sooner, the better, they say. Permanent staining makes your building look untidy. If you let the dirt stay for too long, it will be harder to remove or will even leave permanent marks. You will have to paint the walls over, which is both costly and time-consuming. Stay attentive, so your building looks fresh and welcoming. Beware of humidity This is often overlooked by business owners. Humidity damage is the most common problem and requires costly repairs. If you want to avoid blistering or mold, control the humidity level inside your building with climate control solutions. When your commercial building is in good shape, it is easier to attract customers and make a great first impression. If your business requires a fresh touch of paint, hire professionals that specialize in commercial painting in London. After all, keep in mind the maintenance tips so you can focus on your work, not on the look of your building.
New research from Savills reveals the mounting pressure to connect projects to the UK’s low voltage distribution network. The distribution network, where most residential and small commercial developments seek connections, is facing a rising pace of applications for demand connections as well as a supply shortage of available capacity at substations. Demand connection applications rose by 30% from April 2024 to June 2025, leaving the total queue capacity at 29 GW which is equivalent to the power needed to supply roughly 14.5 million homes. The analysis from the international real estate advisor tracks the evolution of available supply capacity in the distribution network from June 2024 to August 2025, highlighting the evolution of improvements and constraints across the network. Grid IQ, developed by Savills Earth, reveals that there was around a 2 GW uplift of available capacity in primary substations from June 2024 to August 2025, placing the total available capacity at 39 GW. This figure has been largely unchanged (± 5%) over the course of the last two years. Even though the supply of capacity is about 34% higher than the demand for connections, the geographic distribution of capacity is misaligned with development needs. According to the Energy Networks Association, applications for new distribution level connections remain high, with a total of over 9 GW of connection applications for demand, generation and storage submitted each month. To contextualise this, 1 GW could power up to 500,000 homes or around ten large data centres, highlighting the scale of projects competing for limited capacity. Despite a strong requirement for new connections across demand, generation and storage, progress has been slow. Distribution network operators (DNOs) are working to optimise existing infrastructure, but developers continue to face delays. Regionally, London and the South East saw an 11% increase in demand headroom, around 1 GW, due to revised peak demand calculations by UK Power Networks, which could ease constraints on housing and mixed-use developments. In contrast, the Midlands and South West experienced a 14% drop in capacity, driven by a surge in logistics development, which is absorbing available power. Further north, the B6 Boundary, a key bottleneck between Scotland’s renewable generation and England’s demand centres, saw headroom fall by 23%, exacerbating the constraint within the region. From April 2026, rising Transmission Network Use of System (TNUoS) charges could prompt some site owners to reduce their import capacity, potentially freeing up grid capacity for new developments. With over 210,000 non-residential sites affected, even small adjustments could have a significant cumulative impact. Kyle Rarick, Data Analyst, Energy, Renewables and Infrastructure, says: “Nearly a year on from our initial analysis of grid headroom across the UK, new data shows how the electricity grid is evolving as demand for power increases. While progress is being made through reform and reinforcement, data shows that the headroom capacity shortage persists. This shortage is increasingly shaping the pace and location of new housing, commercial, and industrial development, as grid capacity remains a key constraint on planning and delivery.” Phil Pearson, Director,Energy, Renewables and Infrastructure, adds: “The ongoing connections reform and forthcoming TNUoS charge adjustments highlight the need for developers to monitor each part of the network to identify and secure capacity. Developers who understand these changes and incorporate grid readiness into site selection, design, and investment strategies will be best placed to deliver resilient, future-proof projects in an increasingly capacity-constrained market.” Building, Design & Construction Magazine | The Choice of Industry Professionals
By Vanessa Brandham CFIOSH, Health and Safety Director, Rendall & Rittner As the UK’s building safety landscape continues to evolve at pace, staying informed and responsive has never been more important. In my role at Rendall & Rittner, I see first-hand how the new regulatory environment is reshaping expectations across the property management sector and how vital it is that we all adapt to the changes with clarity and confidence. Delays within the Building Safety Regulator (BSR) are causing growing frustration throughout the industry. With one of the country’s largest portfolios of high-rise residential buildings, we have a unique vantage point on how these issues affect developers, landlords, leaseholders, RMCs, RTM companies, residents and managing agents. That is why we recently submitted evidence to the House of Lords inquiry examining how the regulator can overcome operational challenges and deliver greater consistency and efficiency. The BSR was established to ensure that higher-risk buildings are designed, constructed and managed with safety at the forefront. While the intent is clear and essential, its implementation has been far from straightforward. The combination of delays, inconsistent feedback and evolving requirements has resulted in uncertainty and added cost across the sector. A system with the capacity to assess safety cases and applications in a timely and consistent manner is urgently needed if we are to support the development of a genuinely safety-first culture. At Rendall & Rittner, we have invested significantly in our in-house safety capability so that we can guide clients through the complexities of the regime. Our experience across hundreds of buildings enables us to identify patterns, highlight inefficiencies and propose practical solutions. Working with the regulator in practice Higher-risk buildings of 18 metres and above must now pass through three gateways for new builds — planning, pre-construction and pre-occupation — while existing buildings require detailed safety case reports and a Building Assessment Certificate (BAC). However, in practice: • Gateway 2 applications are facing delays far beyond statutory timeframes, often 20–30 weeks or more, with a high proportion of submissions being rejected.• Safety case reports for existing buildings are receiving inconsistent or contradictory feedback, making it difficult for duty-holders to understand exactly what is required. Fewer than 50 BACs have been issued nationally out of more than 1,400 buildings called forward.• Day-to-day works requiring BSR approval in high-rise buildings are also subject to lengthy delays, with some applications exceeding 40 weeks. These challenges stem from the scale of change required. The BSR is a new organisation created in response to Grenfell, and the sector as a whole is still adjusting to the expanded obligations. Guidance has often been issued late, leading many stakeholders to act without full clarity. Limited public sector resource has further slowed reviews and approvals. Confusion around recoverable costs, the classification of emergency works and leaseholder protections has also resulted in complaints and uncertainty. Impact on housing delivery The gateway system is also having a direct impact on the delivery of new homes. High-rise buildings play a critical role in meeting national housing targets, but uncertainty in the process — coupled with delays to key building information submissions — has stalled sales, slowed construction and created further barriers for developers. Combined with the Act’s enhanced competency requirements across the supply chain, the impact is being felt at every stage of development. How we are supporting clients Recognising the scale of change, we developed one of the sector’s largest specialist health and safety teams, comprising 32 experts in building and fire safety. This enables us to prepare safety cases, oversee remediation projects and manage gateway submissions with consistency and rigour. Our structured approach — using standardised documentation and close collaboration with our panel of consultants — has enabled us to meet every regulatory deadline to date. Where the BSR’s feedback has been inconsistent, we adapt quickly and apply learning across our portfolio, ensuring clients receive the most up-to-date and practical guidance. We are also actively engaging at a national level. By providing detailed evidence to the House of Lords inquiry and offering direct feedback to the regulator, we are helping to highlight operational issues and influence improvements that will ultimately benefit the industry and residents alike. We are proud to be among the first managing agents to secure BACs for clients’ buildings, and progress on cladding remediation is accelerating as Homes England’s updated processes take effect. Looking ahead The regulatory landscape will continue to evolve. Recent announcements on shifting the BSR from the Health & Safety Executive to a standalone body sponsored by the Ministry of Housing, Communities and Local Government point to further structural reform — a move that may help unlock some of the delays and provide clearer accountability in the future. While the system remains complex and at times challenging, our commitment at Rendall & Rittner is clear: to provide clients with expert guidance, reliable compliance and the assurance that their buildings are being managed with the highest levels of safety and professionalism. By investing in specialist capability, sharing learning across a large and diverse portfolio and contributing actively to national discussion, we are helping to drive cultural change and strengthen safety standards across the sector — ultimately contributing to safer homes for all residents. Building, Design & Construction Magazine | The Choice of Industry Professionals
By Justine Edmonds, Head of Build to Rent / Leasing Strategies at LRG The Build to Rent (BTR) sector has the potential to deliver one in ten of the government’s 1.5 million new homes, but it can only do so if the viability crisis is addressed. The Budget on 26 November is a vital opportunity to unlock stalled investment and enable the sector to contribute fully to housing supply and economic growth. At the top of our wishlist is the reinstatement of Multiple Dwellings Relief within Stamp Duty Land Tax (SDLT) to support high-density housing. The loss of this relief last year rendered around 25,000 BTR homes unviable almost overnight. Restoring it would be the single most effective way to stimulate development. Alongside this, the government should extend empty property business rates relief from six to twelve months and remove council tax on newly completed but unoccupied BTR homes. These measures would ease holding costs at a time when inflation and higher borrowing rates have put projects under significant pressure. We would also like to see zero-VAT on energy-saving materials extended to cover retrofit and refurbishment schemes. Many BTR assets built a decade ago are now at the end of their initial investment cycle. Encouraging reinvestment in energy efficiency would improve building performance, lower costs for tenants and help meet national sustainability goals. Above all, the Budget must prioritise stability. The BTR market remains strong in fundamentals but fragile in sentiment. Starts have fallen sharply – just 2,600 in the first half of this year compared with 18,000 completions in 2024 – not because of lack of demand, but because of fiscal uncertainty. Investors need clarity and consistency, not short-term fixes. If the government truly wants to build 1.5 million new homes, it must recognise that BTR can deliver at speed and scale. With the right tax environment and a commitment to planning reform, the sector can accelerate delivery, support regeneration and play a central role in driving the UK’s housing-led growth agenda. Building, Design & Construction Magazine | The Choice of Industry Professionals
Archaeologists working at the Palace of Westminster have uncovered evidence of human activity dating back nearly 6,000 years – over a millennium older than the earliest earthworks at Stonehenge. The discovery includes more than 60 struck flint flakes, including one worked tool, likely dating to the late Mesolithic or early Neolithic period (around 4300 BC). The discovery is part of a phased three-year programme of archaeological investigations led by the Houses of Parliament Restoration and Renewal Delivery Authority. The findings will help shape future design and construction decisions as part of the Palace’s restoration. The flints were found in undisturbed sand deposits that once formed part of Thorney Island, an area where prehistoric communities are thought to have fished, hunted, and gathered food. These rare finds offer a glimpse into early human life in what is now central London. The Lord Speaker, Lord McFall of Alcluith, said: “The history of Westminster is long, fascinating and well-documented. Discoveries such as these allow us to add to our knowledge of this ancient site. These archaeological investigations are an important part of the preparation work for the restoration and renewal of the Victorian building.” Judith Cummins MP, Deputy Speaker of the Commons and R&R Programme Board Chair: “As we prepare for the restoration and renewal of the iconic Palace of Westminster, a huge amount of work is going on to understand more about the building and the thousands of years of history underneath the home of Parliament as we know it today.” In addition to the flints, the investigation has uncovered a rich and varied collection of artefacts that shed light on the people who lived, worked, and passed through this iconic location over the centuries. Highlights include: Chair of the Houses of Parliament Restoration and Renewal Delivery Authority Board, distinguished historian, archaeologist and heritage restoration expert, Dr Simon Thurley CBE, said: “The Palace of Westminster has been a central part of our national story for a thousand years; the location of momentous events that have shaped the UK’s history. As we plan for the significant restoration and renewal of Parliament, we must tread softly on the history beneath our feet, to protect it, and to learn from it. Last year that process of discovery began with the first trial excavations which have already revealed things we didn’t know, as well as confirming things we suspected. It is the start of a fascinating and important journey of discovery.” A Major Medieval Discovery – the Lesser Hall In a major archaeological breakthrough in August 2025, substantial remains of the medieval Lesser Hall, also known as the White Hall, were uncovered. Dating back to 1167, the two-storey hall originally served as a royal dining space and later played host to key moments in Parliamentary history. Over the centuries, it housed the Court of Chancery, the Court of Requests, and even the House of Commons and House of Lords at different times. Long thought to have been destroyed in the Great Fire of 1834 – which is believed to have started in the furnace room of the hall’s basement – new archaeological evidence, supported by historical records, reveals that sections of the hall’s medieval stone walls not only survived the blaze, but were restored, re-roofed, and continued in use until the building’s final demolition in 1851. Remarkably, parts of these walls also withstood a nearby WWII bomb strike decades later. This is the most significant discovery of the current archaeological investigations and provides vital insights into the layout and survival of historic structures beneath the modern Palace. The findings will help shape future design and conservation decisions as part of the Restoration and Renewal Programme. Head of the Government Historic Estates Unit at Historic England, David Brock said: “The initial finds from archaeological investigations confirm the richness of Westminster as a site. They testify to the variety of human experience on this site. The locating of the Lesser Hall walls is particularly exciting. As this work continues, we hope it will further expand our understanding of the surviving Medieval buildings, especially Westminster Hall, and that the discoveries will enrich our knowledge of this World Heritage Site. It must also pave the way for a sensitive response to the site’s past when proposals are made for the restoration and renewal of the Palace.” Archaeological investigations are currently being carried out by MOLA (Museum of London Archaeology), commissioned by the Restoration and Renewal Delivery Authority. These investigations span nine key locations across the Palace of Westminster estate, including Black Rod’s Garden, Royal Court, Speaker’s Court, Speaker’s Green, Cromwell Green, Old Palace Yard, Victoria Tower Gardens, New Palace Yard, and the Thames Foreshore and River. These areas have been carefully selected in line with current design proposals, targeting locations where future ground disturbance is expected. The Palace sits within a Tier 1 Archaeological Priority Area, an official designation that reflects the site’s exceptional archaeological significance and sensitivity. Its grounds have been a centre of royal and political life for over a millennium. In the 11th century, King Canute established a royal residence on what was then known as Thorney Island. Later, between 1045 and 1050, Edward the Confessor built a royal palace on the site while commissioning the first Westminster Abbey, laying the foundations for the Palace of Westminster’s enduring role in British history. So far, the team has uncovered, recorded, and reburied evidence of structures and features from the medieval Palace, later Parliamentary buildings, and the Victorian-era reconstruction. These early-stage works are helping to build a clearer picture of the site’s rich and layered history. Specifically, these ongoing investigations will: By the end of this phase, specialists will have dug 14 trial pits, drilled 10 geoarchaeological boreholes and surveyed the river foreshore. Archaeological investigations will continue through to 2026, with a full report of the findings to be published 2027. Archaeology lead at the Restoration and Renewal Delivery Authority Diane Abrams said: “These exciting discoveries and finds are all contributing to the national story
New data signals a sector reset as contractors face easing wage pressures but growing uncertainty over workforce and project pipelines. The UK construction sector is showing clear signs of a cooling labour market, according to a report by Southern Construction Framework, leading construction procurement framework delivered by the public sector for the public sector in the South of England. The report found that in Q3 2025, employment increased by a modest average of 0.1%, compared to 1.5% in Q3 2024. Across the trades, drylining decreased by the largest amount (-4.0%), with concrete frame (+1.0%) and windows (+1.6%) all seeing modest increases. This is being driven by multiple forces according to the report, including regulatory burdens, cost pressures, and skills shortages. The news comes as an ONS report found that construction employment sunk to a 24-year low to 1.3% in the third quarter to 2.05 million. This marks a 15% collapse in capacity since a peak just before Covid. While this is easing cost pressures on contractor project budgets, with wage growth slowing to 3.9%, down from 6.4% in March, it is indicative of weak project pipelines. In an extreme case, SCF’s report found that a South West drylining provider has experienced a -34.3% drop in employment in a strategic effort to revise their strategies and downsized operations. The survey of over 150 subcontractors found that average tender workload across all regions was +1.5% during Q3 2025, significantly lower than Q3 2021 which saw a quarterly movement of +5.71%. Janara Singh, Assistant Framework Manager at SCF, said: “SCF contractors have reported noticeable shifts in behaviour across the supply chain, reflective of insecurities in the marketplace. Contractors and suppliers alike are reassessing their strategies, with many adjusting their tendering approaches, cost structures, and workforce planning to remain competitive in a volatile environment.” The regulatory landscape continues to be a defining factor in shaping tender activity and project delivery timelines, having a particularly negative effect on the London housing market. The implementation of the Building Safety Act (BSA) Gateway 2 has introduced significant delays in high-rise residential developments, contributing to a -1.9% decline in window-related tenders in the capital. This bottleneck has created uncertainty for contractors and developers, with many projects stalled awaiting compliance approvals. While a recovery is anticipated, over the next year with the report predicting a 3.7% increase in tender workload, the current environment has forced suppliers to adapt their strategies. This shift is evident in the South West, where curtain walling and carpentry & joinery have seen notable increases in tender volumes, suggesting a shift toward façade and fit out work in areas with fewer regulatory hurdles. The lack of good-quality labour is also adding time to projects, as contractors struggle to secure skilled subcontractors. In response to ongoing skills shortages in the sector, the government has published its Post-16 Education and Skills White Paper, pledging to invest £100 million over the next 4 years to expand Construction Skills Bootcamps. Adrienne Turner, Framework Manager, said: “To successfully navigate today’s construction landscape, public sector organisations must prioritise early planning, proactive collaboration, and strategic investment in talent. Building resilience means engaging supply chain partners early, leveraging digital tools for compliance, and focusing on high-quality subcontractors. With labour market cooling and skills shortages persisting, visibility and certainty of project pipelines are essential for effective workforce management.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Introduction The construction industry is facing constant and growing pressure to deliver projects faster, greener, and more responsibly. It is said to be accountable for 40% of carbon emissions in the UK, and even more surprisingly, 28% of all emissions globally. The sector has faced increased pressure to reform its Environmental, Social, and Governance (ESG) standards in order to create a more sustainable approach to the built environment. Although ESG commitments might look good on paper, in practice they are complex and long-winded to implement, and at times, can be viewed as a simple brand exercise or tickbox. But today, a strong ESG strategy is imperative. It not only reduces risk and meets increasing regulatory and investor demands within the sector, but also creates long-term value for businesses and their wider sustainability goals. Mark Garry, Watts Group Associate, and member of their public sector department delves into how retrofit is a key part of governance in action, ensuring that sustainability translates into tangible performance outcomes. Of the three key ESG pillars, governance is often the most misunderstood and underutilised. When in actual fact, strong governance is the enabler and key driver of innovation and sustainability in construction, particularly through the growing demand for retrofit. Defining governance within ESG In plain terms, governance refers to how decisions are made, who is accountable, and whether those decisions align with ethical, transparent, and responsible practices in a business or project. In construction, strong governance is applied practically through various processes such as procurement, supply chain oversight, and risk management frameworks. These factors guide everything from contractor selection to compliance, and allow for transparency, accountability and overarching commitment to sustainability targets. Without strong governance, environmental and social goals fall apart, and even the best ESG intentions lack structure, consistency, and credibility in the long run. How governance drives innovation in construction Today, strong governance frameworks are essential to accelerating innovation and responding to evolving regulatory, environmental, and societal expectations. While it may not sound as exciting as engineered timber or robotics, which focus on transforming how we deliver projects, governance ensures that innovation is implemented responsibly, supporting long-term sustainability and resilience. Governance also reinforces compliance with UK employment legislation, safeguards against unethical employment practices, and ensures ethical standards are upheld across construction supply chains. It provides the structure needed to implement circular economy principles, prioritising resource efficiency, waste reduction, and lifecycle value across the built environment. All of which are elements to a successful ESG strategy. At its best, governance acts as the bridge between vision and implementation, and supports faster, more accountable decision-making. It aligns ESG targets with commercial business objectives, and gives investors, clients, and the wider public confidence that technological and environmental progress will be delivered with transparency and sustainability in mind. Governance’s role in retrofit Retrofit, or the process of improving energy performance in existing properties and buildings, not only improves a buildings lifespan, it is one of the most practical demonstrations of governance in action. Britain has some of the oldest, and least energy-efficient housing stock in Europe and only a campaign of mass retrofitting will allow the UK to reach the government’s target of net zero by 2050. Strong governance determines how decisions are made, and whether they align with transparent, ethical, and responsible practices. In retrofit, governance underpins the framework that ensures retrofit measures are delivered to the highest standard, safeguards occupant safety, and embeds accountability across contractors, supply chains, and funding bodies. Under PAS 2035:2023, governance is built under every stage of the retrofit process from the initial assessor conducting a detailed energy assessment of the property, to the evaluator monitoring and verifying performance outcomes. Why governance matters in retrofit In retrofit, the industry is faced with various challenges; from skills shortages and fragmented supply chains to inconsistent standards, policy uncertainty, and the persistent performance gap between design and delivery. From a retrofit coordinator perspective, governance provides the framework that ensures retrofit measures are delivered to the highest standard. It safeguards against shortcuts that compromise energy efficiency or occupant safety, and embeds accountability across contractors, supply chains, and funding bodies. Strong governance also guarantees that carbon reduction targets translate into measurable improvements in building performance, rather than unverified claims. In this way, governance is the safeguard that transforms ambitious environmental goals into lasting outcomes for clients, investors, and communities alike. The foundation for lasting impact Strong governance is what turns ESG ambition into real-world outcomes. It provides the structure, accountability, and clarity needed to deliver innovation, secure investor trust, and stay ahead of regulatory and reputational risks. Without it, environmental and social goals remain ungrounded. With it, the construction industry can lead the transition to a more sustainable and resilient built environment through better decisions at every level. Building, Design & Construction Magazine | The Choice of Industry Professionals
By Joanne Neville, National Director of Planning at Harworth Group Plc One area in which the government cannot be criticised for lacking ambition is reform of the planning system. With a commitment to 12 new towns – construction on three supposedly starting within this parliament – and ambitions to ‘build, baby build’ alongside recent additions to the Planning and Infrastructure Bill, there is a clear commitment to get things moving. Delivered through two pieces of primary legislation, the proposed planning reforms are broad in scope. The English Devolution and Community Empowerment Bill will see all areas in England covered by a strategic authority. Separately, the Planning and Infrastructure Bill will mandate these authorities to develop spatial development strategies – bringing the rest of England in line with Manchester and London, which have had these in place since 2024 and 2004 respectively. Sweeping reform is complicated and will take time to have effect, but the government hopes these bills will work in tandem to support development and bolster economies. Strategic thinking for strategic planning England’s planning system will work better if we can move away from what can be an overly politicised process, towards a spatial system that facilitates effective cross-boundary working. This would enable a decision-making framework capable of tackling difficult decisions about how growth is distributed and infrastructure delivered – leaving local planning authorities to focus resources on specific sites. Despite the benefits on offer, this will be a new way of working for most of England’s planning system and require significant attention and resources to establish. Greater Manchester’s adoption of its regional plan was a gargantuan effort but much needed. I hope that with support from central government, other combined authorities will achieve the goal quicker. Some, such as West Yorkshire Combined Authority, have already begun work on a plan and will be hoping this will help make the case to government for investment in the region’s proposed mass transit system. The key to delivering an effective spatial plan is starting as early as possible and establishing a shared vision through consistent communication and engagement. Some worry that strategic planning will result in the displacement of planners from local authorities, thereby compounding current resourcing challenges. The acute shortage of planners is a concern to us all – there is no obvious solution to this other than the requirement for more planners in the system. Developing a way of working that streamlines systems to ensure work is not duplicated at a local level is also key. A move to unitaries: simplicity is sophistication Putting an end to the current patchwork of administrative make-ups and moving away from two-tier authorities throughout England should, in time, simplify the planning process and largely standardise our political map by bringing all of England under unitary authorities. At our Skelton Grange site, having a strong unitary authority was critical. Collaborative promotion between Harworth, Leeds City Council and West Yorkshire Combined Authority helped gain interest from globally significant occupiers, with Microsoft ultimately committing to the site. Microsoft’s plan to build northern England’s largest data centre puts Leeds firmly on the map of this booming industry. Skelton Grange shows the power of strong alignment and clarity of purpose between local authorities, regional authorities and the private sector. The former power station site presented some of the most challenging ground conditions we’ve dealt with – and that’s saying something when you look at the type of the former industrial land we specialise in. Less than four miles from central Leeds, regeneration of the site is really significant to the city. Greater Manchester and West Midlands are oft-cited examples when it comes to devolution, but we’re also seeing the transition to a major unitary authority play out in North Yorkshire. This is a particularly interesting example when you consider the challenge and opportunity of creating fertile ground for investment across a large scale and predominantly rural geography. Time will tell on the specifics, but it’s hard to argue the logic of streamlining eight councils into one, ultimately ensuring planning decisions on housing and employment can be made in the same town hall as transport, waste and social care strategies. Decisions, decisions… A recent report by Lichfields found it now typically takes two years for major applications to secure permission, with just 4% being determined in the statutory timeframe. The longest wait in 2014 (660 days) was shorter than the average in 2024 (710 days). In 2008, I was the case officer for a major EIA development with a 112-day (16 week) timeframe. I was able to determine the application (complete with a signed S106), within the target. The ingredients that enabled this included a local authority planning department with a strong chief planner at the helm – a role that the RTPI is campaigning to be commonplace across planning departments. I was empowered to make a recommendations as planning officer in the planning balance. Plus we had a pragmatic, solution-based relationship between local authority and applicant. On top of this was a planning committee with a strong chair which recognised the allocation in the local plan and, despite objections, was strong enough to realise the principle of development was not up for debate. Planning professionals are all too familiar with decisions being made at committee against officer recommendation, often leading to delays and costs in bringing forwards new homes and jobs. Recently consulted on reforms to committees include a national scheme of delegation, limiting their size to 11 members and the introduction of mandatory training. Like the government, I hope a clearer scope and increased professionalism will help to put an end to rolling the dice with committees – particularly where allocated and policy compliant sites are concerned In my opinion, these proposed reforms are a significant step in the right direction to achieving decisions within sensible timeframes again. Don’t let perfection be the enemy of good Planning systems and local government are not a perfect science; we are constantly adjusting to the technological, social and economic conditions around us. With