Prologis UK has partnered with TV presenter and architect George Clarke on a new content campaign designed to challenge perceptions of logistics buildings and bring greater visibility to one of the UK’s most essential but often overlooked sectors. The campaign includes a new brand film, The Power of Logistics, and
Dr David Crosthwaite, chief economist at BCIS, said: Bringing British Steel under public ownership may help secure a strategically important industry, but the cost of doing so is obviously a major concern. UK steelmakers continue to face some of the highest electricity prices in Europe, while energy market volatility is
The Property Institute has launched a practical online training course designed to help current and aspiring directors of Residents’ Management Companies and Right to Manage companies better understand their responsibilities in residential leasehold management. Managing a leasehold building can involve a wide range of legal, financial, operational and safety duties.
Across the UK, the future of the high street is increasingly being shaped by flexibility. For developers, landlords and local authorities, the question is no longer simply how to fill empty units, but how to keep town centres active while long-term plans, occupier mixes and consumer habits continue to change.
By Rob Davies, chapmanbdsp The rapid expansion of digital infrastructure has put unprecedented pressure on the delivery of data centres. As programmes shorten and power constraints intensify, projects are increasingly judged on speed to market and megawatt yield. Yet, according to Rob Davies, the industry’s greatest risks still arise long
Brymec, a leading manufacturer and supplier of future-proofed solutions to the M&E sector, recently provided end-to-end M&E infrastructure for Portal Way, North Acton, a large-scale, contemporary residential development in west London. An ambitious project from the outset, the specifications were extensive, with multiple mechanical systems running across the building, including
As the commercial property sector faces mounting pressure to cut costs and deliver measurable ESG outcomes, a project at Exchange Quay in Manchester is demonstrating how both can be achieved – quickly and without capital expenditure. The office campus has deployed CSR Sustain’s AI-powered PEAK platform, which uses advanced building
As Europe settles into 2026, the logistics and industrial real estate landscape is undergoing a decisive shift. Occupiers facing supply chain recalibration, cost inflation and labour market constraints, are sharpening their logistics requirements. As Europe settles into 2026, the logistics and industrial real estate landscape is undergoing a decisive shift.
Nearly half of Spacemaker’s installations run in freezer and cold storage environments, serving food, beverage, and pharmaceutical operators across the United States. Having completed nearly 50 cold storage facilities, you stop theorizing about what works and start knowing. Spacemaker has been deploying pallet shuttle systems in sub-zero, freezer-grade, and cold
A new white paper has revealed how temporary and engineered on-site power solutions can accelerate grid modernisation across Europe and alleviate rising pressure on transmission and distribution networks. “Breaking the Gridlock”, published by engineered energy and temperature solutions specialist Aggreko, maps the structural challenges facing Europe’s electricity networks as the continent
Prologis UK has partnered with TV presenter and architect George Clarke on a new content campaign designed to challenge perceptions of logistics buildings and bring greater visibility to one of the UK’s most essential but often overlooked sectors. The campaign includes a new brand film, The Power of Logistics, and a six-part docuseries, Logistics Unboxed. Fronted by Clarke, the series goes behind the scenes at Prologis RFI DIRFT, where 1.8 million sq ft of logistics space is currently under construction. Across the series, Clarke follows the development journey from groundwork through to completion, exploring the design, engineering, sustainability and specialist expertise behind modern logistics spaces. George Clarke said: “Most people don’t think about logistics buildings, but they are part of the hidden architecture of everyday life. Once you get behind the scenes, the scale, design and engineering involved is genuinely fascinating. These are spaces that keep the country moving, and I’m excited to help tell that story with Prologis.” The campaign launches as activity at Prologis RFI DIRFT continues to gather pace, with three build-to-suit developments under construction for Marks & Spencer, XPO / Arla and Laura James alongside the speculatively developed DC107. Prologis is also continuing to progress the wider development of DIRFT, including work linked to the completion of Phase III and the progression of future phases. Together, the activities underway underline the scale of activity at DIRFT and its role as one of the UK’s most important logistics locations. Paul Weston, Regional, Head at Prologis UK, said: “Warehouses are part of the infrastructure of everyday life, but they are rarely seen by the wider UK population who rely on them. We wanted to open up the story behind these buildings and show the thought, innovation and expertise that goes into creating them. George brings genuine curiosity, credibility and a passion for the built environment, making him the ideal partner for this campaign.” Logistics Unboxed is now available via Prologis UK’s website and on social media channels. Building, Design & Construction Magazine | The Choice of Industry Professionals
Dr David Crosthwaite, chief economist at BCIS, said: Bringing British Steel under public ownership may help secure a strategically important industry, but the cost of doing so is obviously a major concern. UK steelmakers continue to face some of the highest electricity prices in Europe, while energy market volatility is pushing production costs higher. For example, fabricated structural steel prices, according to the Department for Business and Trade’s producer price index for the product, rose by more than 8% in the year to March 2026. The government’s wider steel strategy, including tighter import quotas and 50% tariffs on some overseas steel from July, is intended to support domestic production, but it also risks adding further cost pressure across construction supply chains. Ministers have already agreed to review the policy following industry concerns over steel availability and project costs. In the near term, while energy markets and global trade conditions remain unpredictable, maintaining a competitive and secure UK steel industry is likely to require significant government support. It is crucial this intervention succeeds. Failure would risk undermining both domestic steel production and the wider construction sector. Building, Design & Construction Magazine | The Choice of Industry Professionals
The Property Institute has launched a practical online training course designed to help current and aspiring directors of Residents’ Management Companies and Right to Manage companies better understand their responsibilities in residential leasehold management. Managing a leasehold building can involve a wide range of legal, financial, operational and safety duties. For many RMC and RTM directors, these responsibilities can feel complex, particularly when decisions affect fellow residents, service charges, contractors, compliance and the long-term running of a building. The Introduction to Leasehold Management for RMC/RTM Directors course has been created to provide a clear and accessible starting point. It offers practical guidance for those who want to build their knowledge, understand their role and manage leasehold buildings with greater confidence. The course has been developed by The Property Institute with input from a range of sector stakeholders, including the Ministry of Housing, Communities and Local Government, the Leasehold Advisory Service, the Building Safety Regulator, the Health and Safety Executive, and the Federation of Private Residents’ Associations. This industry input has helped shape a course that is relevant, practical and aligned with current expectations across the residential property management sector. TPI is responsible for the final content and delivery of the course. The Health and Safety Executive said it provided support to TPI in producing the guidance, which is aimed at improvements within the building management industry. HSE also endorsed the guidance, saying it follows a sensible and proportionate approach to managing health and safety. The Building Safety Regulator was also involved in producing the course and has endorsed it for following a sensible and proportionate approach to managing safety. The online course is made up of six introductory modules covering leasehold property management, the legal framework, service charges and ground rent, wider block management areas, the role and duties of an RMC or RTM director, and health and safety. Each module is introduced by AI Tutors, helping to create an engaging and interactive learning experience. Participants complete a short quiz at the end of each module, and those who pass all six modules will receive a Certificate of Completion. The course is available free of charge to both TPI members and non-members Building, Design & Construction Magazine | The Choice of Industry Professionals
Across the UK, the future of the high street is increasingly being shaped by flexibility. For developers, landlords and local authorities, the question is no longer simply how to fill empty units, but how to keep town centres active while long-term plans, occupier mixes and consumer habits continue to change. Short-term retail space is becoming a practical part of that answer. From Vacancy Problem to Activation Strategy Empty retail units have traditionally been treated as a sign of market weakness. Today, they are also being viewed as assets that can be tested, animated and repositioned. A vacant shopfront can weaken footfall when left dark for months, but it can also become a launchpad for a new brand, a local maker, a seasonal operator or a community-led commercial concept. This shift aligns with wider regeneration thinking. London City Hall’s High Streets for All programme places clear emphasis on bringing underused high street buildings back into productive use, while supporting a broader mix of local business, culture and civic activity. For property owners, that creates a more active role: not just waiting for the next conventional tenant, but using interim occupation to prove demand. Why Retailers Want Shorter Commitments Retailers are also changing the way they assess physical space. Permanent stores still matter, particularly for brands that rely on product discovery, service or experience, but the route into bricks and mortar is less linear than it used to be. A brand may want to test a neighbourhood before signing a long lease, trial a new format, support a product launch or create a temporary destination around a campaign. That is where flexible retail formats are becoming useful. For brands assessing a pop up store in London, platforms like xNomad can help connect temporary demand with available spaces in established retail locations, allowing occupiers to test footfall, customer profile and operational fit before making bigger commitments. A Useful Tool for Landlords For landlords, short-term lets are not just a way to generate interim income. Used well, they can provide evidence. A successful temporary activation can demonstrate demand to future occupiers, make a unit feel more desirable, and help a landlord understand which categories work best in a specific location. In some cases, it can also keep a parade or centre feeling active while refurbishment, leasing or planning work continues behind the scenes. The approach is particularly relevant in mixed-use environments, where ground-floor activity has an outsized impact on how a development is perceived. A lively retail frontage can support residential value, strengthen office amenity, and create a more convincing sense of place. Supporting High Street Diversification The high street is no longer a purely retail environment. London Assembly research on high streets highlights the mix of residential, office, leisure, community and retail uses now shaping these locations. That makes temporary retail one part of a wider diversification strategy rather than a standalone solution. Short-term space can support that mix by giving emerging operators a lower-risk route into physical locations. Food concepts, design studios, independent fashion labels, wellness brands and local services can all use temporary occupation to understand demand before scaling. For local authorities and regeneration teams, these activations can also bring fresh activity into areas where traditional retail demand has softened. Experience Still Matters The continued relevance of pop-up retail is partly about experience. As Vogue has noted in its coverage of pop-up power, temporary stores can help brands create immediacy, scarcity and direct customer engagement in ways that online channels cannot fully replicate. That matters for developers too, because memorable physical experiences can give people a reason to visit and revisit a location. For construction and property professionals, this means retail strategy should be considered earlier in the development process. Flexible space, adaptable servicing, good sightlines, and units that can accommodate changing occupiers all make activation easier once a scheme is live. From Stopgap to Long-Term Value The strongest short-term retail strategies do not treat pop-ups as decoration. They treat them as a form of market intelligence. Each activation can reveal what a catchment responds to, which price points work, what dwell time looks like, and whether a brand has the potential to become a permanent occupier. As high streets continue to adapt, flexible retail space is likely to become a more common tool for developers, landlords and councils. It keeps places active, lowers the barrier for new occupiers, and turns uncertainty into evidence. In a market where long leases are harder to secure and consumer behaviour keeps shifting, that flexibility may become one of the most valuable assets a high street can offer.
By Rob Davies, chapmanbdsp The rapid expansion of digital infrastructure has put unprecedented pressure on the delivery of data centres. As programmes shorten and power constraints intensify, projects are increasingly judged on speed to market and megawatt yield. Yet, according to Rob Davies, the industry’s greatest risks still arise long before construction begins. Due diligence, he explains, is where risk is cheapest to resolve; once a project pushes past concept delivery, every change costs both time and money. Data centres are fundamentally investment-led developments, and return on investment is directly linked to IT load and available power. This naturally encourages clients to maximise capacity wherever possible. However, that pressure often results in “max packing”, designing maximum yield before constraints are properly understood. The consequences frequently emerge later in the programme: deliverables are over-promised, designs prove unusable, yield is lost through redesign and all stakeholders expend significant fees correcting issues that could have been prevented. Naturally, decisions taken at the outset lock in cost, programme and flexibility far more than those made later, and Davies stresses that doing the work properly first time avoids costly reversals. In the current race to secure ever-greater power capacity, there is a growing temptation to accelerate these early steps to claim headline megawatts. Yet rushing the foundations of a project rarely improves returns; in practice, it often hinders ROI by forcing redesign, delaying delivery and reducing the very capacity developers were trying to maximise in the first place. Central to this is technical due diligence, which Rob Davies argues must be carried out rigorously at the very outset of a project rather than rushed through or treated as a procedural step under pressure to progress quickly into delivery. Early investigation establishes the direction of the project, informing whether a site is viable before major commitments are made. Aside from Power availability, flood risk, connectivity, environmental constraints (EIA requirements) and planning considerations all directly affect investment. Communication in these early stages prevents delays further down the line, particularly as competition for grid capacity intensifies. In an environment where speed is increasingly strategic, a site without a clear path or ‘ramping plan’ to power may never proceed regardless of design quality. Rob Davies, with his architectural background, also highlights the importance of holistic thinking during the feasibility stage. Early studies are often undertaken by a single discipline due to limited budgets, but this can create bias and downstream problems. Instead, bringing together architecture, engineering, planning and civils/site considerations from day one creates clarity for clients and investors. Looking at mechanical and electrical capabilities, site adjacencies, civils, power and planning together, rather than sequentially, enables clearer decisions and reduces redesign. Within chapmanbdsp’s integrated model, fewer handovers mean design, engineering, cost and delivery thinking remain aligned from the outset, while buildability and spatial efficiency can be assessed immediately alongside IT yield and power capabilities, the usual drivers. Rob’s architectural background shapes this approach. He focuses on translating technical constraints into clear commercial options, building strong relationships with clients and avoiding over-promising. Clients, he says, do not want drawings; they want certainty. Early conversations must therefore centre on outcomes and honest advice, even when that requires difficult discussions about achievable capacity. As demand grows and infrastructure becomes more complex, early collaboration must extend beyond consultants. Shorter programmes and constrained utilities mean the supply chain, modular manufacturers and alternative energy providers increasingly need to be engaged from the start. Phased and modular delivery strategies can accelerate deployment, while future power solutions may require new ways of thinking about grid reliance. Getting the right people involved early allows projects to move faster later. Trust plays a defining role in this highly specialised sector. Clients rely heavily on advisors because delivery is everything, and confidence is built through clarity and consistent outcomes. Under-promising and over-delivering, Rob Davies argues, remains more valuable than ambitious projections that cannot be achieved. Early-stage transparency not only supports better decisions but encourages repeat collaboration across developers, funds and operators. Rob Davies believes success is determined much earlier. Early-stage design is not simply preparation, it establishes whether a project works at all. As data centre demand accelerates and infrastructure pressures grow, competitive advantage will come less from how quickly facilities are built and more from how intelligently they begin. Building, Design & Construction Magazine | The Choice of Industry Professionals
Brymec, a leading manufacturer and supplier of future-proofed solutions to the M&E sector, recently provided end-to-end M&E infrastructure for Portal Way, North Acton, a large-scale, contemporary residential development in west London. An ambitious project from the outset, the specifications were extensive, with multiple mechanical systems running across the building, including drainage, water, waste and pressure-regulated pipework. It demanded a technical partner involved from the earliest stages. Brymec, which has decades of experience working within high-rise structures, was appointed at the design stage to provide mechanical systems support, joining the project team from the first design review and providing support from specification through to on-site delivery. Early involvement makes a difference Brymec’s involvement began long before any pipe was laid. The team worked through early design reviews, shaping the drainage specification and advising on cast iron drainage systems suited to the building’s requirements. Multiple technical take-offs followed, with Brymec checking drawings, identifying potential issues and recommending the right M&E pipework and fittings across water, waste and pressure-regulated systems. Brymec approached the project as a technical consultancy as much as a supplier. Working as a material-agnostic partner, the team assessed each system on its merits, advising on material compatibility across drainage, water and waste systems and matching products and specifications to the building’s specific requirements. Recommendations were driven by performance, giving the contractor confidence at every stage. Carter Cowley, Key Accounts Manager, Brymec, said: “We were involved in the project from the outset, supporting the initial design conversations through to take-offs, onsite reviews and ongoing technical decisions. That kind of early engagement means problems get solved before they become costly on site. It’s the way we work.” Supporting prefabricated bathroom pods Prefabrication is an increasingly common feature of large-scale residential construction, used to reduce on-site labour demands and improve programme certainty. Portal Way was no exception. One of the more complex elements of the project involved prefabricated pods, including bathroom, shower and utility modules, assembled off-site before delivery. Brymec managed the prefabrication supply chain directly, supplying mechanical components to the prefabrication partners and ensuring everything arrived correctly specified and ready to install. The team then carried out on-site installation reviews as the completed pods were fitted into the building. That level of end-to-end support, from early specification through to installation checks, helped reduce labour demands on-site and kept the build programme on track. Having a single technical team backing the project meant the contractor had one consistent point of contact, regardless of which system or component they needed guidance on. Controlled delivery, consistent quality Delivery was managed through the Brymec Breeze supply model, giving the contractor the certainty of on-time, in-full delivery aligned to the project programme. Products arrived when they were needed, correctly specified and ready to install. The consistency of product quality meant installation teams could work without disruption, with components that fitted first time and required no reworking on-site. That reliability reduced site storage pressures and kept the programme moving. Throughout the project, Brymec adapted as new drawings arrived and the scope evolved. The technical team stayed close, monitoring updates and advising on any implications for the systems already specified. Adam Habib, Project Manager, CJ O’Shea, adds: “Brymec were with us from the start. They understood the project and what we were trying to achieve. When issues came up, we knew exactly who to call and they always had a practical answer.” A trusted partner across the full project For M&E contractors working on complex residential schemes, Portal Way is a clear example of what integrated mechanical systems support looks like in practice: a single technical team, embedded from design stage, delivering certainty from the first drawing to the final installation. To find out more about how Brymec can support your next project, visit here. Building, Design & Construction Magazine | The Choice of Industry Professionals
As the commercial property sector faces mounting pressure to cut costs and deliver measurable ESG outcomes, a project at Exchange Quay in Manchester is demonstrating how both can be achieved – quickly and without capital expenditure. The office campus has deployed CSR Sustain’s AI-powered PEAK platform, which uses advanced building analytics to continuously monitor and optimise heating, ventilation and air conditioning (HVAC) performance. By analysing live data from the existing building management system, the platform identifies inefficiencies and translates them into actionable improvements. The results are already significant. In Q1 2026, electricity consumption across the estate fell by 10.8% year-on-year, delivering a cost saving of approximately £30,000 in just three months. If maintained, this equates to an annual saving of around £120,000 – achieved purely through operational optimisation. This is a key point. Unlike traditional energy reduction strategies, which often rely on capital-intensive upgrades, the PEAK platform focuses on eliminating inefficiencies already present within building systems. These include issues such as plant running unnecessarily, control errors and systems operating out of hours – problems that are widespread, but often invisible. The scale of opportunity is substantial. More than 4,500 operational issues have already been identified at Exchange Quay, creating an ongoing pipeline of improvements and cost savings as actions are implemented. The financial case is reinforced by speed of return. Because the platform targets operational gains rather than physical upgrades, return on investment is typically achieved within four to six months, with savings beginning almost immediately after deployment. Alongside cost reduction, the platform is delivering measurable ESG benefits. In the first quarter alone, the estate reduced carbon emissions by around 30 tonnes of CO₂ year-on-year, with annual savings projected at approximately 120 tonnes. Crucially, these figures are based on real in-use performance, aligning with the industry’s growing focus on operational metrics such as NABERS. There are also implications for asset value. Buildings that can demonstrate lower energy consumption, reduced carbon emissions and improved occupier comfort are becoming increasingly attractive to both investors and tenants. At Exchange Quay, early feedback highlights not only improved environmental performance, but also direct financial benefits for occupiers, including five-figure energy savings within individual buildings. From a portfolio perspective, scalability is a major advantage. The PEAK platform integrates with existing systems and can standardise fragmented or unstructured data, making it suitable for both modern assets and older buildings where inefficiencies are often greatest. It also introduces greater transparency and governance. Performance can be tracked, benchmarked, and audited in real time, providing asset managers with clear evidence of how buildings are operating and where improvements are being made. As the sector shifts towards performance-based regulation and increasing scrutiny around ESG delivery, this ability to evidence outcomes is becoming critical. Collaboration has been fundamental to the success of the rollout. Till AM, as the asset manager, has played a key role in enabling deployment across their portfolio, supporting a performance driven approach to building operations. Their commitment to improving in-use performance has been critical in unlocking the value of the platform. Equally, CBRE as managing agent for Exchange Quay, has been instrumental in facilitating the delivery on site; from co-ordinating access and supporting integration with the existing infrastructure to working closely with site teams and contractors to ensure actions are implemented effectively. Crucially, the success of the project comes from the alignment between ownership, management and operational delivery. The platform identifies the opportunities, but it is the collaboration between all parties that ensures those insights are transformed into real, measurable improvements. Exchange Quay provides a clear example of how AI is moving beyond innovation into practical application. By combining rapid ROI, measurable cost savings and proven carbon reduction, CSR Sustain’s PEAK platform highlights a growing opportunity for landlords and asset managers to unlock value from existing assets – without the need for major capital spend. Building, Design & Construction Magazine | The Choice of Industry Professionals
As Europe settles into 2026, the logistics and industrial real estate landscape is undergoing a decisive shift. Occupiers facing supply chain recalibration, cost inflation and labour market constraints, are sharpening their logistics requirements. As Europe settles into 2026, the logistics and industrial real estate landscape is undergoing a decisive shift. Occupiers facing supply‑chain recalibration, cost inflation and labour market constraints, are sharpening their logistics requirements. Insights from the December 2025 Affinius Capital Sponsor Report illustrate how occupier preferences are evolving and what this means for big box developers. Its findings reveal much about occupier sentiment and have enabled Mountpark to pinpoint the Top Five Occupier Trends defining logistics in 2026: 1. Next generation design Affinius’ findings reveal occupiers continue to prioritise modern, high‑specification logistics facilities, widening the gap between demand for grade A space and the obsolescence of older stock. The report highlights that tenant preferences strongly favour modern, quality space, especially as older, functionally outdated buildings no longer support operational needs. This trend reflects: For Mountpark, which is already delivering next‑generation design, this reinforces the importance of continuing to lead on high-quality, future-proofed assets. One strong example is Mountpark Ferrybridge in Yorkshire, a former power-generation site now transforming into a next-generation logistics campus, and one that puts sustainable innovation at its core, targeting BREEAM ‘Outstanding’ and EPC A+ ratings. The first unit was pre-let to Warburtons, demonstrating just how strong the demand is for Grade A properties. 2. Fight to quality While demand remains resilient, new supply is tightening sharply. European logistics completions are projected to decline by a staggering 40% from 2022 to 2026, driven by elevated borrowing costs and construction inflation that is reducing the feasibility of projects. This creates conditions where occupiers will increasingly compete for the best‑located, best‑specified space and where developers bold enough to continue delivering logistics assets will gain market advantage. Build-to-suit may also become more attractive to occupiers struggling to speculatively completed properties. At Mountpark, we want every business to have the choice to occupy or build a facility that genuinely fits its future. In an environment defined by scarcity, our goal is to deliver certainty, quality and room to grow. View our portfolio of live projects across Europe here. 3. ESG and Power Requirements Across Europe, occupiers are raising expectations around sustainability, energy performance, and regulatory compliance. The Affinius report notes that Europe’s regulatory environment places a strong focus on sustainability, data security and privacy, particularly in sectors such as data centres. Key ESG requirements include: Occupiers do not simply favour ESG‑aligned buildings they increasingly avoid non-compliant stock, accelerating the obsolescence of older facilities. Build‑to‑suit delivery is an increasingly powerful tool in this environment, enabling occupiers to align property specifications precisely with their operational priorities, ensuring they fully reflect and support ESG commitments. And it’s not just data centres where power requirements are rising. Occupiers across logistics, manufacturing and 3PL operations are requiring greater grid capacity to support their increased use of automation, robotics and AI‑enabled systems. Occupiers in 2026 will be seeking locations with the ability to scale energy use over time. Developers who can deliver these power‑robust sites will win disproportionate market share. Our focus at Mountpark for 2026 is therefore on identifying and accelerating sites with excellent power requirements while prioritising locations with undersupply, ensuring occupiers can secure future‑ready facilities even as market competition intensifies. 4. Location Strategy Affinius’ report emphasises the regionalisation of higher‑value manufacturing, growth in ecommerce and on/near‑shoring initiatives as key forces shaping logistics demand. Occupiers are reassessing their network footprints to prioritise proximity to labour pools, access to multimodal transport infrastructure and locations supporting resilient, diversified supply chains. With market conditions fluid and supply chains still adapting, occupiers also want flexible buildings that allow them to upscale or relocate quickly. The report shows latent demand delayed by macro uncertainty, with leasing momentum expected to rebound once conditions stabilise. Mountpark’s strategic landbank and presence across major European hubs positions it strongly to support occupiers recalibrating their networks. In the UK, Mountpark Hinckley is an excellent example, situated in the heart of the Golden Triangle, the UK’s premier logistics location, with unrivalled connectivity to national transport routes and major parcel hubs. The scheme has the ability to deliver up to 1.46 million sq ft of space, with Unit 1 (492,000 sq ft) already pre-let and Units 2 and 3 capable of delivery in Q2 2027, providing the certainty and speed to market that today’s occupiers increasingly demand. 5. Cost Predictability and Operational Efficiency Rising costs including energy, labour and transport are pushing occupiers to focus on buildings that make operations cheaper and more efficient. Key requirements include: Given stabilising valuations and easing borrowing costs highlighted in the Affinius report, occupiers may increasingly adopt long-term strategic leases to lock in the operational efficiencies. The leasing of all seven units at Mountpark Baldonnell in Ireland, prior to practical completion, reflects our ability to deliver complex, high-value developments that align with occupiers’ long term strategies. These five trends underline the decisive shifts defining logistics in 2026. Today’s savvy occupiers understand precisely what is required to support performance, resilience and long‑term growth and they are increasingly unwilling to compromise. Mountpark’s dedication to best‑in‑class design, forward‑thinking innovation and strategic development across Europe ensures we remain ideally positioned to meet and exceed the expectations of the modern occupier. Take an even deeper dive by viewing our live portfolio of projects across Europe offering a range of both speculative and build-to-suit opportunities. Building, Design & Construction Magazine | The Choice of Industry Professionals
Nearly half of Spacemaker’s installations run in freezer and cold storage environments, serving food, beverage, and pharmaceutical operators across the United States. Having completed nearly 50 cold storage facilities, you stop theorizing about what works and start knowing. Spacemaker has been deploying pallet shuttle systems in sub-zero, freezer-grade, and cold chain environments for over a decade. Nearly half of our 90+ installations operate in cold storage, from frozen food distribution to pharmaceutical cold chain to beverage production, across the United States. This is what those projects taught us. Lesson 1: The system that works at 20°C often does not work at -20°C This sounds obvious. It is not, until you watch a competitor’s system fail because a single lubricant wasn’t rated for deep freeze. Cold storage automation has a longer list of failure modes than ambient: battery chemistry degrades under sustained cold, encoder sensors misread through frost accumulation, structural components become brittle, and seals that perform perfectly in ambient warehouses fail within months in a freezer environment. Every Spacemaker system, the DualAxis Pro®, the Pallet Mole®, the QuadAxis Pro®, is engineered for operation down to -40°C / -40°F. That is a specification built from field experience in facilities where downtime is not a KPI problem; it becomes a product loss event. Lesson 2: Cold storage operators have less tolerance for downtime than anyone In a standard ambient warehouse, a system going offline for four hours is an operational disruption. In a -20°C freezer facility holding temperature-sensitive pharmaceutical goods or frozen food, it can mean product loss, compliance failures, and customer penalties. The operators we work with, companies like a leading food manufacturer, a major cold storage operator, a large meat processor, and a national beverage distributor, have zero tolerance for unexpected downtime. That pressure shaped how Spacemaker engineers redundancy into every deployment. Auto-return-on-low-battery, emergency stop systems, real-time status alerts through the MGM® fleet management platform, and remote diagnostics are not features we added because customers asked. They’re features we added because we saw what happens without them. Lesson 3: The hardest part of a cold storage installation is not the technology Spacemaker has completed nine installations across a major beverage distributor’s facilities across multiple US states. Each site is different. Different rack configurations, different ceiling heights, different floor conditions, different throughput requirements. What’s consistent across every one of them: the hardest part of the project is the transition. Existing operations in cold storage facilities rarely stop during an installation. Workers are moving pallets. Temperature zones need to be maintained. The integration of a new automated system has to happen around live operations, often in phases, in a -20°C environment where installation crews are working in limited shifts. We have learned to plan for the human and environmental complexity of cold storage, not just the mechanical one. Lesson 4: Forklift elimination changes everything in a freezer Every cold storage operator has the same workforce challenge: working in a freezer is physically demanding, turnover is high, and OSHA requirements add cost and complexity to every shift. Forklifts in cold aisles introduce risk, icy floors, reduced visibility in frost, slowed reaction times. When we remove forklifts from the cold aisle entirely, which is what our systems do, we are not just improving storage density. We are eliminating the leading source of injury risk in the facility, reducing the number of people who need to work in the cold, and improving throughput because the shuttle does not need a 10-minute warm-up break. Operators who came to us for ROI from density gains often find that the labor and safety story is a bigger return. Lesson 5: Four-way systems are under-deployed in cold storage, for now The majority of cold storage automation today is two-way pallet shuttle technology. The Pallet Mole® and DualAxis Pro® are built for exactly this: deep-lane, high-density, FIFO or LIFO storage. They’re proven, efficient, and the right tool for most cold storage applications. But cold chain is changing. Online grocery, meal kit distribution, and pharmaceutical cold chain have introduced SKU profiles that two-way systems are not optimized for, high SKU count, variable velocity, complex product rotation requirements. The QuadAxis Pro® handles those profiles better than any two-way system can. We are starting to see cold storage operators in frozen food distribution and pharmaceutical logistics ask questions they were not asking two years ago. That is a leading indicator. The next five years of cold storage automation deployments will look different from the last ten. What 50 Projects Taught Us, in Short Cold chain automation is not harder than ambient automation. It is more demanding, it asks more of the equipment, more of the installation team, and more of the design process. But it is also where automation delivers its highest value, because the environment makes every manual alternative more expensive, more dangerous, and less reliable. Every system we have put into cold storage has made the operators who run them faster, safer, and more capable than they were before. The result speaks for itself. Spacemaker Systems, Inc. is a full turnkey provider of pallet shuttle automation, with offices in Ocoee, Florida and Warwickshire, UK. To learn how Spacemaker approaches cold storage automation, visit spacemakerinc.com. Building, Design & Construction Magazine | The Choice of Industry Professionals
A new white paper has revealed how temporary and engineered on-site power solutions can accelerate grid modernisation across Europe and alleviate rising pressure on transmission and distribution networks. “Breaking the Gridlock”, published by engineered energy and temperature solutions specialist Aggreko, maps the structural challenges facing Europe’s electricity networks as the continent undergoes rapid electrification, decentralisation and renewable energy expansion. The report highlights that transmission and distribution network operators are working closer as a decentralised style of grid operation based on renewables becomes the norm. It argues this shift demands major investment to upgrade ageing assets, expand lines and redesign a network built for one-way flows from large plants. It also highlights the temporary on-site power solutions that can be used to break common utilities bottlenecks. These include balancing power, bridging power, seasonal power and emergency power. Alan Dunne, managing director for UK and Ireland at Aggreko, said: “Europe’s grid modernisation plans are urgent and complex, with the ongoing shift to a decentralised, renewable-led power system demanding collaboration, new investment and on-site expertise to keep projects moving while future capacity is built. “These changes are essential for security, resilience and decarbonisation, but they create practical challenges. Large volumes of reliable power will be needed for every aspect of the transition for decades to come. Successful projects will be those with access to the right equipment and expertise.” According to the white paper, congestion and connection delays remain two of the most prominent structural barriers. Across 16 European countries, around 1,700 GW of renewable projects are currently stuck in grid queues, while curtailment could reach up to 310 TWh a year by 2040 if bottlenecks persist. To download “Breaking the Gridlock”, click here. Building, Design & Construction Magazine | The Choice of Industry Professionals