OCU Group, one of the UK’s leading energy transition and utilities infrastructure services companies, today released its annual report and financial statements for the year ending 30 April 2025, marking another year of strong growth and strategic investment. As the UK significantly increases its demand for energy, utilities and digital infrastructure, OCU Group has rapidly evolved its capabilities in response, forming the future landscape of how critical services are more efficiently and safely delivered. In the year ending 30 April 2025, OCU Group’ revenue advanced to £886m, a 45% increase from the previous year, reflecting strong organic growth across multiple sectors as well as the impact of strategic acquisitions. OCU completed three acquisitions during the year, further strengthening our capabilities in energy transition, horizontal directional drilling, and water. OCU’s capabilities now span the full end-to-end lifecycle, from design through to build, commissioning, and maintenance. These include delivery across regulated power, water, digital infrastructure, and energy transition markets. Michael Hughes, CEO of OCU Group, provided insight into the company’s strategic progress, stating, “OCU Group delivered consistently strong strategic and operational progress this year, underpinned by three acquisitions, organic contract wins, and continued investment in technology and talent. Our diversified position across essential UK infrastructure markets provides a robust platform for sustained, long-term value for clients and stakeholders.” David Snowball, Chief Financial Officer of OCU Group, said “OCU Group continues to deliver strong, profitable growth, reflecting excellent progress against our strategic objectives. With a solid capital structure and robust financial footing, we are well positioned to build on this momentum into the future.” As the UK’s leading energy transition and utilities infrastructure services company, OCU Group operates across both regulated and non-regulated markets, providing clients and their customers with safe, reliable, and timely deliveries that align with their future demand. The annual report and financial statements are now available here or on the OCU Group website at www.ocugroup.com. Building, Design & Construction Magazine | The Choice of Industry Professionals

How digital data management transformed environmental performance on the Thames Estuary Asset Management 2100 framework Balfour Beatty, the UK’s largest construction and infrastructure provider, has delivered exceptional environmental results on the Thames Estuary Asset Management 2100 (TEAM2100) framework, one of the nation’s most ambitious flood defence initiatives. As the UK faces escalating flood threats driven by climate change, the programme is critical to safeguarding London and surrounding communities from tidal flooding. The project demanded strict compliance with some of the most rigorous environmental accountability standards issued by the Environment Agency. Far from a simple box-ticking exercise, every tonne of waste, material delivery, and sourcing decision had to be logged, audited, and proven to meet stringent environmental commitments. Data as a key infrastructure To manage this complex data challenge, Balfour Beatty partnered with Qflow, a leading digital construction data specialist. Harnessing Qflow’s advanced data capture and analysis platform, the team automated environmental reporting processes which historically required extensive manual effort. This digital innovation enabled real-time tracking of waste, sourcing compliance, and transport emissions, freeing sustainability and site teams to prioritise responsible building practices over paperwork. Exceeding expectations The results exceeded expectations. Balfour Beatty achieved 99.6% waste diversion from landfill, surpassing the initially ambitious 96% target. Responsible sourcing compliance reached an exceptional 99.1% far beyond the original 20-30% benchmark generally seen across the industry. This data-driven approach translated into sharper, more strategic, client conversations grounded in live insights rather than lagging reports. Leo Connolly, Sustainability Manager at Balfour Beatty, reflected on the transformation: “The biggest support that Qflow offered was time-saving. Automation of the system provided workable, confident data for us to discuss with the client without needing to spend days going through documents.” The TEAM2100 project’s success coincides with urgent warnings from the Met Office and Environment Agency about the increasing frequency and severity of tidal flooding linked to climate change. The UK government’s long-term infrastructure strategy continues to emphasise resilience and sustainability, underscoring the relevance of this achievement. A blueprint for success Following the success of TEAM2100, Balfour Beatty is extending the use of Qflow’s digital data platform to other landmark projects, including the Wallend Substation. This collaborative model highlights how construction expertise combined with technological innovation offers a blueprint for meeting escalating environmental and regulatory demands. As climate change accelerates the need for resilient infrastructure, Balfour Beatty’s accomplishment on the Thames Estuary flood defence framework highlights the vital role of digital transformation in creating a more sustainable built environment. Building, Design & Construction Magazine | The Choice of Industry Professionals

Costain has been appointed by Nuclear Restoration Services (NRS) to deliver a major decommissioning project at the Trawsfynydd nuclear power station, located within the Snowdonia National Park. The £70 million contract will see Costain’s in-house engineering team work closely with NRS to safely and compliantly decommission the reactor buildings, originally constructed in the 1960s and subject to decommissioning works since 1991. The programme is expected to take around four years to complete. At its peak, more than 100 people will be employed on the project, generating new opportunities for local employment, skills development, and regional economic growth. As part of the works, Costain will oversee the deconstruction and partial reduction in height of the site’s two reactor buildings — lowering them from approximately 54 metres to 25 metres — to significantly reduce their visual impact on the surrounding landscape and communities. The company will also deliver a range of civil engineering and remedial works to ensure the buildings remain in a safe and stable condition ahead of future decommissioning phases. Sam White, Managing Director, Natural Resources at Costain, said: “Whether it’s designing the infrastructure that will produce the next generation of advanced nuclear fuel, plant optimisation or managing large-scale decommissioning programmes, Costain has decades of experience delivering predictable, best-in class solutions across the entire nuclear energy lifecycle. “This work is all part of creating a sustainable future, and we’re looking forward to deepening our relationship with NRS and working collaboratively with our local supply chain to complete this complex decommissioning project to the highest safety and quality standards.” Rob Fletcher, Chief Executive Officer at Nuclear Restoration Services, commented: “This is a pivotal moment for Trawsfynydd. After years of careful planning and preparation, we’re now moving into the delivery phase of one of the most complex and ambitious decommissioning projects in the UK. We’re delighted to be working with our supply chain partners to shape this next stage in the site’s journey, ensuring the work is undertaken safely, securely and sustainably for all our futures.” Building, Design & Construction Magazine | The Choice of Industry Professionals

A multi-million-pound plan to relieve congestion and improve safety along the A46 in Newark has received formal approval. Transport Minister Lord Hendy, acting on behalf of the Secretary of State for Transport, Heidi Alexander, has granted a Development Consent Order (DCO) for the project, giving the green light for construction to move forward on one of the East Midlands’ most important trade corridors. The scheme will upgrade a section of single carriageway on the A46, used by an average of 17,000 drivers each day, and which forms part of the trans-Midlands route linking to the Humber Ports. As well as easing traffic around Newark, the project aims to improve safety for cyclists and pedestrians. It will also contribute to regional growth by supporting 7,500 new homes, improving access to Newark Business Park and Newark Gateway, and strengthening trade connections including to the International Air and Space Training Institute (IASTI). The Planning Inspectorate has carried out a detailed assessment of the scheme, leading to today’s approval. National Highways Project Manager Izzy Tully said: “We are delighted with today’s announcement which is a major milestone on the project to improve the A46 around Newark for the many thousands of people who use the route each day. “The A46 is an important route, supporting trade and the wider economy, and our upgrade will reduce delays by delivering much-needed additional capacity to the road and its junctions, as well as better connectivity and safer journeys for everyone. “We look forward to now being able to take the project forward.” The upgrade will involve: There is now a six-week period in which parties can lodge any legal challenge to the decision. In the months ahead, National Highways will work with the Department for Transport to identify the most efficient and cost-effective delivery timetable for the scheme, with an update expected next year. Building, Design & Construction Magazine | The Choice of Industry Professionals

Choosing a partner for civil work can feel overwhelming. Big stakes, tight schedules, safety rules, and community pressure create a lot of moving parts. We’ve helped teams navigate choices like this many times, and want to share a clear, practical path that helps project leaders pick a partner who delivers on time, on budget, and with quality. Why partner selection matters Good partners reduce risk. Poor choices create delays, cost overruns, and reputational damage. That’s why an upfront, structured approach saves money and stress later. Use these steps to compare firms honestly and pick a team aligned with goals. Start with clarity: define scope, outcomes, and priorities Before contacting firms, answer three questions together: When scope and priorities stay clear, proposals become comparable. That makes shortlisting easier. Evaluate technical capability and delivery experience Look beyond glossy brochures. Ask for concrete evidence: For example, reading about large-scale urban transformation projects can show how design and delivery teams coordinate on complex sites. Review case studies carefully to understand problem solving under pressure: scope changes, utility clashes, or tricky access. See a recent example of coordinated teams tackling massive transformation here: large-scale urban transformation projects. Check track record: safety, schedule, and claims history Safety and time performance tell a lot. Investigate: Ask previous clients about responsiveness during surprises. Firms that communicate clearly under pressure earn trust. Assess resourcing and supply-chain resilience Availability of equipment, skilled crews, and suppliers often determines success. Verify: Also consider firms with flexible resourcing in nearby regions. They often avoid costly downtime. Sustainability, climate readiness, and long-term performance Regulators and communities expect resilient infrastructure. Prioritize partners who can: For those wanting evidence of strong delivery systems and governance, reviewing project management best practices helps. That gives insight into how teams handle lifecycle risk and asset handover. Explore perspectives on delivery and governance here: project management best practices  Quality assurance, testing, and compliance Quality processes matter from day one. Confirm partner can provide: Good handovers reduce future maintenance drama and cost. Communication, culture, and collaboration style Technical skill won’t save a project from poor teamwork. Use interviews to assess culture: Choose partners who match your communication rhythm. That keeps decisions moving. Commercial clarity: pricing, contracts, and incentives Compare proposals on apples-to-apples basis: Commercial fairness encourages innovation while protecting client interest. Local knowledge versus specialist skills Local firms bring regional know-how, permitting networks, and community relationships. National or international specialists offer niche capabilities and deep technical experience. Often, best outcomes come from blended teams that pair local insight with specialist expertise. When a civil specialty becomes essential—say complex piling or wetland restoration—check specialist portfolios and field references. For instance, when earthworks and drainage form project backbone, firms such as Solve Civil show how specialty providers support robust site delivery. Decision checklist: questions to ask final candidates Before awarding contract, confirm these items: Use scorecards to rate responses objectively. That avoids bias. Onboarding: set partnership up for success After selection, run a short onboarding sprint: Early alignment prevents costlier fixes later. Final thoughts Choosing right civil partner shapes project outcome more than any single technical decision. Focus on clarity of goals, proven delivery, resource resilience, and cultural fit. Use structured interviews, scorecards, and targeted reference checks to remove guesswork. When specialized skills matter, linking with experienced civil specialists helps fill gaps without compromising accountability. For teams wanting examples of specialty delivery on earthworks and drainage, consider how external firms integrate with main contractor teams to boost capacity without losing control. If readers want a printable checklist or a sample interview scorecard, we can share one on request. Our goal remains simple: help project leaders choose partners who build durable infrastructure, protect budgets, and earn community trust.