Costain awarded five-year contract to continue delivering nuclear services at EDF
Award of £75m Project Control Resources Framework will take Costain and EDF’s partnership to 2030 Costain, the infrastructure solutions company, has been awarded a new five-year framework contract by EDF to continue providing project controls services at EDF’s eight nuclear power stations across the UK. Costain has been working with EDF since 2017, when it was first named on EDF’s Project Controls Resources Framework to support the safe operation, plant life extension, and preparations for the defueling and decommissioning of EDF’s UK nuclear power stations. The extension of the Framework, which is worth £75m to Costain over five years, will take Costain and EDF’s partnership through to 2030. The framework was also extended in 2021 and 2023. Costain’s award winning project controls team will continue to apply its expertise in areas including programme management and quality and safety to grow EDF’s core project controls capabilities, providing specialist capabilities to improve project performance, deliver cost efficiencies, and support strategic resource planning. Costain will also support EDF on its transition from generation to defueling of Advanced Gas Reactors. Costain manages over 400 projects on the Framework, which are delivered by a workforce of more than 170 integrated project controls professionals, 50 of which are trainees and juniors, supporting the growth of skills in the complex, highly regulated nuclear energy sector. Bob Anstey, sector director, defence and nuclear energy at Costain, commented: “The extension of our relationship with EDF is testament to our established position in the UK’s civil nuclear energy market and our delivery of predictable, best-in-class nuclear decommissioning and project controls services. “We’ve been a trusted partner to EDF since 2017, during which time we have consistently delivered and increased the breadth of our services, and we’re very happy to be continuing our partnership for another five years. We’ll continue to deliver projects across a range of complex working environments to the highest safety standards, whilst supporting the development of skills in the sector to help futureproof the workforce and support local prosperity.” Rohan Mulvaney, head of nuclear decommissioning PMO at EDF, said: “EDF is a leader in the UK’s nuclear energy sector and we demonstrate a long-term commitment to low-carbon sources of electricity to power economic growth and deliver energy security. Costain has been a reliable partner to us for many years, and this contract award will support the continued project control services for safe operations and decommissioning activities at our nuclear power stations.” The framework extension comes following a period of success for Costain in the nuclear energy sector. Costain recently secured contracts to deliver utilities infrastructure upgrades at Sellafield and decommissioning work at Trawsfynydd nuclear power station in North Wales. Earlier this year it was also awarded contracts to provide expertise for the construction of Sizewell C and to design Urenco’s advanced nuclear fuels production facility in Cheshire. Building, Design & Construction Magazine | The Choice of Industry Professionals
New Kier chief hits ground running as order book swells to £11.6bn
Kier has begun its new financial year on a strong footing, with trading in line with expectations and its order book rising by £600m to £11.6bn. New chief executive Stuart Togwell (pictured), who formally stepped into the role this month, said he was starting his tenure with 94% of this year’s revenue already secured – a position he described as among the strongest in the sector. Togwell said he was excited to steer the business into its next phase of growth after what he called a robust start to FY26. The increased workload follows a series of major contract wins. These include Norfolk County Council’s highways and infrastructure deal, worth up to £700m over as long as 14 years, seven lots on the Crown Commercial Service’s Transport Technology Framework, and a £205m reservoir improvement contract for United Utilities under AMP8. In its construction division, Kier has secured four education schemes with a combined value of about £190m, along with £116m of new prison expansion work at HMP Lancaster Farms through the Ministry of Justice’s Small Secure Houseblocks Alliance. The property business is also active, having obtained planning permission for a 452,000 sq ft logistics development in Andover and begun work on the pre-let Riverwell Town Square project in Watford, where tenants include Travelodge, Tesco and Greggs. Kier has further bolstered its financial position with a new £190m revolving credit facility running to 2030, which it said reflects lenders’ confidence in the group’s long-term outlook. The company added that strong cash generation remains on track and that, as in previous years, its performance is expected to be weighted towards the second half. Building, Design & Construction Magazine | The Choice of Industry Professionals
Kajima Properties Europe Completes 405-Bed Student Housing Development
Kajima Properties Europe (‘Kajima Properties’ or ‘KPE’), the vertically integrated investment, development and asset management subsidiary of the NIKKEI-listed Kajima Corporation, has completed the expansion of its existing 466-bed Student Depot residence in Poznań, transforming it into two interlinked buildings with 871-beds, the largest in Student Depot’s operational portfolio. This milestone marks Student Depot’s first-ever extension of a fully occupied building, demonstrating its ability to deliver complex projects while maintaining uninterrupted service for existing residents. Delivered ahead of schedule and under budget, the new extension introduces a wider variety of room types and standards at different price points, giving students in Poznań greater flexibility and choice. The development is already in use, with most residents having moved in for the start of the academic year. The existing building has also been upgraded with thoughtfully designed common areas that support both academic and social life. These include dedicated study zones, fitness facilities, a cinema room, and gaming spaces. As part of the investment, the building’s façade was renovated and thermally insulated to enhance energy efficiency. Each Student Depot residence is professionally managed in-house, offering 24/7 staffing, controlled entry, CCTV monitoring, and on-site management to ensure a safe and supportive living environment. The Poznań extension strengthens Student Depot’s presence in a key academic hub, opening at over 93% occupancy in response to strong demand for modern PBSA in Poland. According to Savills’ latest market research, there are more than 1.2 million students nationwide in Poland, but only 1.5% can secure a place in modern private dormitories. Poznań was the first asset in Student Depot’s portfolio, acquired in 2014. Following an initial investment from Kajima Europe (‘Kajima’) in 2019, Student Depot has since established itself as Poland’s largest PBSA platform by units under management. The platform now operates over 4,500 beds across nine PBSA assets in Warsaw, Kraków, Gdańsk, Wrocław, Łódź, Lublin and Poznań, with a secured pipeline of more than 1,000 additional beds. Jan Trybulski, Head of Poland at Kajima Properties Europe, said: “The extension of our Poznań asset, combined with the upgrade of the original scheme, marks a significant milestone for Student Depot. Delivering such a complex project on time, within budget, and exceeding our targeted occupancy level is a testament to the team’s capability and commitment. “Student Depot’s market-leading position and deep operational know-how enable us to enhance the offer continually, from diversified room types and upgraded amenities to improved building efficiency, ensuring we remain the first-choice private student accommodation in Poland. “Our strategy focuses on investing in high-quality, well-located residences across undersupplied academic cities. With over a decade of operational experience, we are uniquely positioned to identify the right locations and structures that deliver strong long-term performance. We see a significant opportunity to continue expanding across Poland’s major university hubs, supported by a secured pipeline of over 1000 additional beds.” Michał Obara, CEO of Student Depot, said: “The successful delivery of the Poznań extension is a very important step for Student Depot – not only because it enhances our offer in one of Poland’s most important academic cities, but also because it was our first ever expansion project delivered within a fully operational and occupied building. It was a highly complex challenge, but thanks to excellent planning and execution, we completed it with minimal disruption to residents. “This success would not have been possible without the continued support and engagement of our investor, Kajima. Their long-term commitment, expertise and trust in our team have been crucial in helping us grow into Poland’s largest PBSA platform, with even more projects in the pipeline.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Bellrock appoints Dan Weiss as Managing Director of Consulting
Experienced property leader is charged with leading Bellrock’s ambitious growth plans as the company continues to shake up the sector Property Management industry disruptor Bellrock has appointed Dan Weiss as Managing Director of its Consulting business. In his new role, he will be responsible for developing Bellrock’s property consulting services, leading acquisitions to expand the business, and providing strategic leadership and structure for the team. Weiss is a highly-experienced property leader with 25 years’ experience in the industry. He joins Bellrock from Sodexo, where he was Chief Growth Officer for the £2bn / 30,000-person UK & Ireland business. He previously spent 11 years at Atkins and four years at Faithful+Gould, where he ran the company’s Strategic Asset Management practice. Other leadership roles include Chief Operating Officer of a £120m / 3500-person delivery business and Managing Director of Sodexo’s Property Professional Services division. Dan Weiss said: “It is a privilege to join Bellrock at such a pivotal time. As a private equity-backed business with ambitious growth plans, Bellrock is not only scaling rapidly but doing so with purpose – disrupting the market, investing in cutting-edge technology like Concerto and Mobiess, and positioning itself as both a trusted advisor and an employer of choice. I’m looking forward to working with the team to build on that momentum and deliver even greater value to our clients.” Weiss’s appointment comes at a time when Bellrock’s disruptive approach is making waves in the sector. The company was recently ranked in Building magazine’s league table of the UK’s top 150 consulting firms for the first time, placing in 29th position, and is seeking to improve on that ranking in 2026. Bellrock’s consulting services are powered by cutting-edge technology, ensuring clients benefit from real-time insights and seamless compliance management. Its Concerto platform centralises property, asset and risk data into one secure system, delivering complete visibility and control across estates. Paired with Mobiess, Bellrock’s mobile solution for on-site data capture, the company provides accurate, audit-ready information that drives faster decisions and closes the loop from inspection to resolution. This integrated approach means Bellrock clients gain not only expert advice, but also a future-ready digital ecosystem that cuts through the noise to transform complexity into clarity, compliance, and long-term value, at speed. “Bellrock is on a growth mission, and we couldn’t have hired anyone better than Dan to help us meet our ambitious targets,” said Carlo Alloni, CEO. “Our strategy is focused on delivering excellence to our clients, scaling through targeted acquisitions and organic expansion on the back of great service, enabling us to broaden our capabilities, deepen our sector expertise and deliver even greater value to our clients. Dan will help us deliver on that. Backed by incredible talent and driven by innovation, we’re building a disruptive, technology-enabled platform that positions Bellrock as both a trusted advisor and an employer of choice in the property and risk management space.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Driving net-zero through governance and retrofit
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
Planning for growth at speed – will root and branch reform deliver?
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