The House Builders Association (HBA), the housebuilding division of the National Federation of Builders (NFB) has reignited its campaign for the planning system to adopt five clear site size definitions, replacing the current, arbitrary ones of ‘Minor’ (one to ten homes) and ‘Major’ (ten and above). Richard Beresford, Chief Executive
In today’s fast-paced construction industry, project leaders face a complex landscape marked by rising material costs, stricter environmental regulations, and growing sustainability demands. Harry Simpson is a seasoned project leader with extensive experience managing high-profile projects and pioneering innovative fire safety and remediation strategies. His work on award-winning initiatives has
Leading North West property services company, The Momentum Group, has announced the publication of its first Annual Report for Momentum Contribute and its second Annual Health, Safety and Wellbeing Report. Momentum Contribute underpins The Momentum Group’s business activities, encapsulating the company’s commitment to people, places, the planet, and professionalism. Its
With sustainability being a key focus for the built environment, encouraging conversation and educating industry professionals on the importance of designing and building future-proof buildings is absolutely essential. To that end, Pexhurst recently hosted an Industry Insights/CPD morning in partnership with Landways and Mitsubishi Electric. The morning, held at
Scan Global Logistics (SGL), a global full-service logistics provider, is pleased to announce its participation in the documentary ‘Innovation & Disruption Leaders’ hosted by China Daily. The documentary explores various industries in Asia, highlighting innovative and disruptive advancements to stay ahead of the curve. SGL has been selected to participate
Insight Workplace Health, a provider of occupational health services to the construction sector across the UK, is celebrating achieving SEQOHS accreditation. SEQOHS, or Safe Effective Quality Occupational Health Service, is a set of standards and a process of accreditation that aims to help to raise the overall standard of care
Whether a commercial property has just been constructed or undergone a renovation, it will need a clean up before it is let or employees can return following a refurbishment. A great deal of dust and debris is generated during any construction project or renovation, and as commercial premises are usually
The House Builders Association (HBA), the housebuilding division of the National Federation of Builders (NFB) has reignited its campaign for the planning system to adopt five clear site size definitions, replacing the current, arbitrary ones of ‘Minor’ (one to ten homes) and ‘Major’ (ten and above). Richard Beresford, Chief Executive of the NFB, said: “In order to build 1.5 million new homes and save our SME builders, we need a planning system that is fit for purpose, prioritises placemaking, and enables builders of all sizes. Our proposal for five different site sizes based on development impact would end the arbitrary, problematic two site size approach and aligns with what is already going on in local planning, while ensuring the Government’s planning reforms can deliver growth and good planning outcomes.” In 2018, the HBA was successful in inserting a paragraph into the National Planning Policy Framework (NPPF) to support small and medium-size sites. However, with the then Conservative government focusing on tweaks rather than reforms, the HBA scaled back it’s ask to a ‘Medium’ sized site of between 10 and 50 homes. Although this was never taken up by the Conservative government, the term ‘medium’ was added to the NPPF, alongside a site size of ‘up to one hectare.’ NPPF reforms did not achieve their intended ambition. Data shows an increasing reliance on large site allocations, while non-allocated ‘windfall’ sites, typically under one hundred homes, are not given as great planning focus, however they can make up more than 50% of new local supply. To address this, the NFB and HBA are calling for the following site sizes to be included in planning policy: Rico Wojtulewicz, Head of Policy and Market Insight for the NFB, said: “Smaller sites of 1 to 10 homes support projects best targeting local demand. Sites of 10 to 50 are focused on organic growth. Sites of fifty to one hundred support almost all SMEs and do not greatly impact existing infrastructure. Meanwhile sites of 100 to 249 and 250+, whether urban or rural, create a threshold which ensures planners can strategically build out their communities or boundaries. Different site sizes also allow planning reform to avoid unintended consequences, such as making planning more expensive for SMEs, creating more burdens for non-allocated sites, or to target support, for example streamlining planning for sites creating the lowest levels of local impact. Although redefining site size is not a silver bullet to fix planning, it ensures that from the outset the system and reforms are set up to succeed, so we can achieve a planning system that supports better placemaking and recognises the value of all builders, whether micro, small or large.” The NFB’s ‘Size Matters’ report will available in the ‘Research and Political’ section of Ask NFB https://ask-nfb.builders.org.uk/documents-category/research-and-political/. Building, Design & Construction Magazine | The Choice of Industry Professionals
In today’s fast-paced construction industry, project leaders face a complex landscape marked by rising material costs, stricter environmental regulations, and growing sustainability demands. Harry Simpson is a seasoned project leader with extensive experience managing high-profile projects and pioneering innovative fire safety and remediation strategies. His work on award-winning initiatives has made him a respected voice on the challenges and advancements shaping modern construction. In this interview, Harry shares his insights into adapting to industry pressures, leveraging digital tools for transparency, and exploring the future of facade engineering. The construction market is currently facing a number of challenges, including rising material costs and tightening environmental standards. How are you adapting to these conditions, and which industry trends do you see as most critical for the successful delivery of projects? Clearly, these challenges are affecting how we deliver projects. We now prioritise early engagement with the supply chain to balance performance, aesthetics, and budget. For instance, we collaborated with the subcontractor’s curtain wall manufacturer to examine aluminium options, ultimately choosing a system that contained 75% recycled aluminium. This decision significantly reduced the facade’s embodied carbon and aligned with the government’s net zero targets. Looking ahead, two trends are becoming critical: prefabrication and modular facade systems for faster, higher-quality construction, and stricter tracking of embodied carbon, especially in facade materials. Staying agile and technically innovative is essential, and we are actively pursuing these approaches. In light of these pressures, which project management practices do you find to be the most effective? A proactive approach is crucial. We should identify risks early during procurement and have a plan to deal with them as they arise. It is also helpful to negotiate with the supply chain early on, to secure prices, and to fix lead times in order to mitigate external factors such as rising raw material costs. Moreover, strong change control management is essential, including tracking costs and maintaining clear communication for evaluating and approving contract variations with all relevant parties. I understand that at Lendlease, you introduced processes that have since become a company-wide standard. Could you share how you persuaded the organisation to adopt a new approach to assessing design consultants’ competencies? It wasn’t about persuading the organisation, rather, creating something genuinely useful for the team, which led to its wider adoption. I am referring to our responsibilities under the Building Safety Act 2022. In response to that, I have developed a competency questionnaire for all new Principal Designer appointments. The questionnaire helps assess how companies or individuals ensure compliance with regulations and provide the necessary information to the principal contractor for managing health and safety during construction. It also allows them to present practical evidence of how they eliminate hazards and control risks during the design phase. Using this approach ensures that the partners we select for our projects are qualified. You’ve led both new-build developments and the refurbishment of existing faсades. What are the key differences in management approaches between these two types of projects? A lean approach is generally best suited to new-build projects, focusing on efficiency through effective planning. These projects involve multiple trades, each following its own schedule to meet key milestones. In contrast, facade remediation works—especially those related to fire safety—require an agile approach to project management. This is due to the potential for scope changes as inspections and uncovering progress. Continuous collaboration between the fire engineer, designers, and contractors is essential to ensure that any new scope is thoroughly evaluated for fire safety risks. Which facade project has been the most challenging for you personally, and what made it so? Probably the most challenging project I’ve worked on was the New American Embassy in London, because of the scope and logistics involved in getting materials from the US to a highly secure and restrictive building site in London. One of the major on-site challenges was planning the installation of 20+ foot column cladding, which required a complex lifting strategy using mobile spider cranes and specialist lifting devices. Additionally, we encountered significant issues with slab deflection on the ground floor, which led to the development of an innovative preloading system using calibrated weights. With this solution, we were able to adjust the façade’s preset positions precisely, helping us avoid substantial programme delays. In one of your columns, you mention that without reliable and transparent EPD declarations, reducing embodied carbon becomes something of a mystery. In your view, what are the main barriers to achieving full data transparency across the construction supply chain, and how can project leaders influence this in practice? The inconsistency in the way that data is collected, reported, and verified across different manufacturers is one of the biggest barriers to full data transparency, especially around EPDs (Environmental Product Declarations). In the facade industry we work with a wide range of materials—aluminum, glass, insulation, and sealants—often sourced internationally. Many suppliers either lack EPDs or provide ones that are not third-party verified or aligned with current standards, making it difficult to compare products consistently. As project leaders, we can promote transparency by integrating EPD requirements and low-carbon options into procurement processes at the tender stage. Additionally, we can engage with suppliers to encourage life cycle analysis and certification. Finally, digital tools and databases, such as One Click LCA or EC3, allow us to benchmark and track carbon data across design iterations. This makes informed decisions clear and measurable. What role do you see for digital technologies—such as BIM or carbon-tracking platforms—in improving transparency and reducing carbon emissions throughout the construction process? BIM has played a massive part in revolutionising the way we look at projects digitally. Over the past several years, I’ve personally seen significant improvements in the user interface and adoption. This has, historically, been a challenge due to the vast amount of information involved and the complexity of managing changes to ensure that the most up-to-date project data is presented. Construction projects are inherently dynamic, with designs evolving throughout, making strict supervision by a dedicated controller essential. For BIM to be effective
Leading North West property services company, The Momentum Group, has announced the publication of its first Annual Report for Momentum Contribute and its second Annual Health, Safety and Wellbeing Report. Momentum Contribute underpins The Momentum Group’s business activities, encapsulating the company’s commitment to people, places, the planet, and professionalism. Its maiden annual report provides an assessment of the company’s progress since launching the responsible business strand 12 months ago. Highlights include: Establishing processes to capture The Momentum Group’s baseline emissions leading to the first carbon footprint calculation for the whole business; Achieving ISO 14001 and 45001 standards to prove the Group’s successful environmental and health and safety management systems; Taking a leading role in the Liverpool City Region to open the debate around how the property sector can become more sustainable, most notably delivering Liverpool’s first Sustainable Property Conference in support of the UN’s Global Sustainable Development Goals Week. The conference brought together over 80 attendees and speakers from across the property sector; And establishing the Momentum Foundation, the philanthropic arm of the group, as a force for good in the Liverpool City Region by holding its first open grants panel, providing funding to five local charities. Chris Bliss, Co-founder and Director of The Momentum Group, commented: “The Momentum Group is committed to maximising our positive contribution and minimising our negative impact. The creation of Momentum Contribute was a key step in achieving this, but the publication of our first annual report assessing its activities takes us even further on our journey to be a responsible, sustainable business. We recognise we have more to do and are committed to fulfilling our objectives in the years ahead, whilst encouraging other businesses to behave in a more socially and environmentally responsible way.” Marking The Momentum Group’s ongoing commitment to the highest standards of health, safety and wellbeing, the company’s second Annual Health, Safety and Wellbeing Report offers a transparent look into Momentum’s practices for clients, supply chain partners, and its own team. Sitting at the core of the business, ‘Safe First’ underpins everything that Momentum does. The report reveals: In over 195,000 hours of activity, the team had only one significant reportable incident, and zero dangerous occurrences, with The Momentum Group continuing to set very high standards and ensuring its team and supply chain partners adhere to processes and procedures; Momentum facilitates several regular meetings across the business to keep an open line of conversation to discuss health and safety issues and concerns. These include the Steering Group, chaired by the company’s external safety advisors alongside the Co-Founder Directors and each of the division heads. The Co-Founder Directors also undertake Monthly Safety Tours on various sites across the business; Mental wellbeing is another key aspect of Momentum’s health, safety and wellbeing considerations, with the management team implementing a range of initiatives to aid the mental health of the team, including all line managers being trained as Mental Health First Aiders; During the 12-month period, The Momentum Group employees took part in over 8,600 hours of training, including courses on Fire Safety, First Aid, and various construction related courses. Chris Renshaw, Co-founder and Director of The Momentum Group, added: “Our health and safety performance continues to be strong, and we will ensure we maintain our high standards, reviewing, adapting, and challenging ourselves to be even better in the year ahead. “More broadly, both reports are a testament to the commitment, hard work and support from our team, clients and partners, and extend our gratitude to them all for the key roles they have played in all that we have achieved so far.” Read the full Annual Report for Momentum Contribute here and the Annual Health, Safety and Wellbeing Report here. Building, Design & Construction Magazine | The Choice of Industry Professionals
With sustainability being a key focus for the built environment, encouraging conversation and educating industry professionals on the importance of designing and building future-proof buildings is absolutely essential. To that end, Pexhurst recently hosted an Industry Insights/CPD morning in partnership with Landways and Mitsubishi Electric. The morning, held at Bread Street Kitchen & Bar in Liverpool Street, London, began with a warm welcome and registration at 8.15am, followed by breakfast that provided all attendees with an opportunity to network and connect with like-minded professionals from various sectors across the industry. Landways delivered the opening CPD session on multi-use digital and DC power infrastructure design and how this can help deliver smarter, greener solutions. The in-depth Q&A session that followed allowed those attending to engage directly with the experts, address queries about the sustainability advantages it could bring and deepen their understanding. Mitsubishi Electric then took to the stage to present the importance of retrofitting building stock and why choosing heat pump technology as a low-carbon solution could be pivotal for the future of the industry. Additionally, the session highlighted what good looks like and how it can be achieved. Following the event, the attendees completed a survey to review the Industry Insights morning and give their feedback. The respondents highlighted the importance of face-to-face interactions and the networking opportunities in-person events offer. One attendee commented: “The morning was incredibly informative and there was a good mix of clients and consultants in attendance. Great work team Pexhurst!” Delighted with the turnout for the event and the conversations created, Pexhurst Director Nick Tagliarini said: “This was our second Industry Insights/ CPD morning, following the success of our first, last year. We were absolutely thrilled with the turnout and the attendees were keen to learn and engage with the content. “It was another hugely successful event and we were incredibly grateful for the valuable contributions from our partners, Landways and Mitsubishi Electric.” Pexhurst remains committed to industry excellence and creating opportunities for professionals to keep up-to-date on the latest advancements and best practices in the industry. Follow us on LinkedIn to stay informed on all relevant industry news – https://www.linkedin.com/company/pexhurst-services-limited/ Building, Design & Construction Magazine | The Choice of Industry Professionals
Scan Global Logistics (SGL), a global full-service logistics provider, is pleased to announce its participation in the documentary ‘Innovation & Disruption Leaders’ hosted by China Daily. The documentary explores various industries in Asia, highlighting innovative and disruptive advancements to stay ahead of the curve. SGL has been selected to participate as a leader within the logistics industry for its approach to handling the challenges of the current and future supply chain effectively and innovatively. SGL is known for its customer-first and purpose-driven approach. Its asset-light business model provides customers with flexible, end-to-end, modular logistics and freight forwarding solutions tailored to each customer’s specific needs and requirements. Whether by air, ocean, rail, road, or any combination thereof, applying an entrepreneurial mindset to uncomplicating logistics, its global network and effective infrastructure provide customers with effective and optimised supply chain solutions. Partnership for the win At the core of SGL’s approach lies partnerships as a pivotal key to success in the logistics industry. Rickard Ingvarsson, CEO Asia, expands: ‘To us, logistics is all about partnership and tailormade solutions. We know that not all customers fit into the same box, so we simply build a box of solutions that fit their needs and requirements. It allows us to create long-lasting relations based on extended customer know-how, which, paired with our local expertise and capabilities, is a recipe for success.’ As a frontrunner, SGL invests significantly in sustainable logistics solutions to support its customers need to reduce CO2 emissions. Customers can benefit from CO2 reduction of up to 100% depending on the mode of transport and logistics setup. Rickard Ingvarsson finishes, excited about SGL’s participation in the documentary: ‘Being chosen to partake in the ‘Innovation and Disruption Leaders’ documentary is something we are proud of. It’s a testament to our innovative approach to finding the right solutions for our customers in an ever-changing and constantly evolving logistics market.’ The episode featuring Scan Global Logistics airs on China Daily on 1st March. For more about Scan Global Logistics, please visit www.scangl.com Scan Global Logistics has a defined purpose of uncomplicating the world of logistics every day. As a full-service logistics provider offering a broad range of services and end-to-end logistics solutions across air, ocean, rail, road, warehousing or any combination thereof, the company has a global track record to prove it. Anchored in Science Based Targets to help limit global warming to 1.5°C, SGL also offers customers a complete Low Carbon Logistics Solution Catalogue to help them reduce CO2 emissions from transportation. Deeply rooted in the company’s DNA is a ‘can-do-attitude’ to see every challenge as an opportunity to do more, better, and learn. With a global network spanning six continents and over 3500 employees across +160 offices, the company works closely together to offer worldwide customised solutions. While doing so, SGL insists on creating a meaningful workplace rooted in the company’s guiding virtues of Respect, Integrity, Entrepreneurship and Fun. For further information, visit www.scangl.com and LinkedIn Building, Design & Construction Magazine | The Choice of Industry Professionals
Insight Workplace Health, a provider of occupational health services to the construction sector across the UK, is celebrating achieving SEQOHS accreditation. SEQOHS, or Safe Effective Quality Occupational Health Service, is a set of standards and a process of accreditation that aims to help to raise the overall standard of care provided by occupational health services. Insight’s feedback from the assessment described it as having a team who are “clearly well motivated, enthusiastic and supportive of each other and the wider business”. It went on to say: “The assessors were impressed with the commitment and positive attitude of the occupational health team. The team are customer focused and work hard to obtain regular feedback from managers and staff.” Founded in 2009 by twins Liz Terry and Ellie Taylor, Insight has grown in the last 11 years from just two staff (Liz and Ellie) to over 30 employees. It now has bases in Llandarcy, Swansea; Newport, Gwent; and Ruthin, Denbighshire and serves clients across the whole of the UK with its mobile fleet. Key milestones have included its move into larger offices in Llandarcy in 2016 and the launch of its secure occupational health portal in 2015. In 2016 the company opened its purpose-built clinic in Imperial Park, Newport and in 2020 Insight Workplace Health was named as one Wales’ top 50 fastest growing companies on the Fast Growth 50 list. In the past year the company has taken on major contracts with the Welsh Government and Welsh Water and opened its new office in North Wales to facilitate the delivery of these. The company continues to expand in North Wales, most recently winning a contract to provide occupational health services for Conwy Council. “We’re delighted to have achieved this accreditation. Everybody within the company was very involved in the process. Having SEQOHS accreditation assures our customers that we’ve got good clinical governance, our nurses and doctors are engaged in continuous professional development and our clinical standards are as high as they can be. It gives important, independent and impartial recognition that we have demonstrated our competence,” said Insight Workplace Health co-founder Liz Terry. “This accreditation opens new avenues for us, because it means we can work with customers who only choose SEQOHS-accredited providers. It will also help us when we are hiring physicians, enabling us to attract the very best people to our team.”
Whether a commercial property has just been constructed or undergone a renovation, it will need a clean up before it is let or employees can return following a refurbishment. A great deal of dust and debris is generated during any construction project or renovation, and as commercial premises are usually quite large, the post-build clean is generally a pretty big operation. Dust and mess can be extremely hazardous, so it is important during office refurbishments that employees are briefed about where they can go as there is a chance they could breathe in harmful dust or chemicals. See tips on how to maintain safety during your office refurbishment here. Let’s take a look at what the post-build clean of a commercial property involves. There are generally two stages to a post-build clean: The initial rough clean An in-depth clean The initial rough clean The first stage involves getting rid of any rubbish, debris and excess concrete dust left by the builders. Some of this will be done before the build or renovation is completed, such as cleaning dust prior to carpet or floor tiling installation, or before fitting kitchen and sanitary facilities. The external windows, frames and cladding may also be cleaned before internal work is finished up. Who does a post-build clean? Most commercial property developers hire a professional cleaning company to do this work, often tendering the contract to a selection of cleaning businesses before choosing the best deal (who incidentally may not necessarily be the cheapest). Some builders will do a rough clean and remove rubbish and debris before contracting out the in-depth post-build cleaning to save money, while others may leave a lot of the construction debris on site for the cleaning company to deal with. What about health and safety? Health and safety for cleaners on a post-build site is paramount. There are many risks associated with an almost constructed or newly constructed buildings. Common risks include trip hazards and improper supervision. Post-build cleaning operatives should have sufficient health and safety training. A risk assessment is also an important step required to protect workers. Supreme Cleaning are one of many commercial cleaning companies who send cleaning operatives on Site Safety courses and provide them with CSCS cards (CSCS is the Construction Skills Certification Scheme). Cleaning operatives are required to understand site-specific method statements and risk assessment requirements before they are assigned to a particular job. Where cherry pickers or scissor lifts are required for cleaning work at height, operatives should be IPAF qualified (this is a bit like a driving license for mobile elevating working platforms). What does the in-depth clean involve? The specification for a post-build clean will obviously vary according to the type and size of the commercial property and the scale of the build or renovation, but can include: The removal of stickers, paint splashes, render and protection from internal and external windows and frames The removal of protection from floors, doors, radiators and other areas Thorough cleaning to remove builders’ dust from all surfaces, including inside cupboards – this can involve some cleaning at height Cleaning of light switches and electrical points, radiators and fire extinguishers Removal of dust and finger marks from ceiling panels Cleaning of all doors, woodwork, ledges, shelving and skirting boards, as well as door handles and hinges Floor scrubbing and buffing and any carpets or matts vacuumed Thorough cleaning and sanitising of all kitchens and bathrooms, including the removal of stickers, paint spots and plaster, and the polishing/wiping of tiles and chrome to leave it free of smears Removal of grout haze from tiles and paint spots from flooring Cleaning of glass entrance doors (inside and out) and the reception desk Cleaning of all staircases and lift cars, including lift doors, balustrades and handrails Ventilation duct cleaning Most cleaning companies operating a large post-build commercial clean will allocate an on-site project manager to liaise with the commercial property manager or the business conducting the renovations. The cleaning project manager is responsible for checking the quality and progress of the clean. How to choose a post-build cleaning company Regular domestic cleaning companies aren’t suitable for the post-build cleaning of commercial properties. Be sure to choose a reputable cleaning company with construction cleaning experience. It’s a good idea to check out testimonials. It could be worth contacting a previous client of your preferred cleaning company for a reference. If the cleaning company is as good as they say they are, they won’t mind you doing that. Above all, before hiring a cleaning contractor, be clear about budgets, what is included in the clean and time-frames.
