Built for the busiest six by four metres in retail
How SPECTRSOLUTIONS LTD uses HIMACS, specified through James Latham, to deliver premium retail kiosks inside Westfield, Battersea Power Station and other landmark UK shopping destinations. A shopping kiosk has nowhere to hide. Standing in the middle of the mall, surrounded on every side by sometimes frenetic footfall, it has to perform as architecture, signage, storage and customer counter, all inside a footprint that rarely exceeds six metres by four. For SPECTRSOLUTIONS LTD, which has spent 15 years designing, producing, installing and maintaining kiosks for some of the country’s busiest and high-profile retail destinations, that compact footprint hides a much bigger challenge. “It’s never easy,” says Oleg Kacs, Managing Director at SPECTRSOLUTIONS. “Every project has to answer to three different rulebooks at once. It has to meet British Standards, the shopping centre’s own design guidelines and align with the brand’s identity. And it still has to draw people in.” A material that earns its place Around half of SPECTRSOLUTIONS’ projects are designed in-house. The other half arrive from leading British design agencies. Either way, the team takes the concept through production, installation and aftercare, with materials sourced in the majority of cases from James Latham. HIMACS, the solid surface material distributed by James Latham, has become the team’s default for kiosk work. It now sits ahead of comparable solid surface options on the SPECTRSOLUTIONS specification list. The reasoning is as much practical as visual. Shopping centres in the UK and across Europe insist on materials that are fire-rated, durable and capable of standing up to constant interaction. A kiosk is touched, leant on, brushed past and bumped into all day. HIMACS, a solid acrylic surface, is scratch resistant, hard to damage and available in a wide colour palette. That breadth of colour choice helps the team meet brand guidelines without resorting to finishes that would fall foul of shopping centre rules. Westfield’s kiosk guidelines, for example, rule out anything that scratches to reveal another colour underneath. That veto extends to laminates, vinyl wraps and most sprayed finishes. Whereas solid surface sits firmly within the approved list. HIMACS works hard across décor, side panels, counters and countertop surfaces, often employed in a single project. How the projects come together A typical kiosk measures around six metres by four. A standard build uses roughly five sheets of HIMACS in the primary brand colour, with one or two further sheets in accent shades for smaller features. Each sheet measures 3.68 metres by 70 centimetres, which decides how panels are cut, jointed and finished. The programme of design to assembly and installation runs to roughly three months. One month covers design, approvals and the technical drawings required by the venue. The remaining eight weeks cover production and installation on site. Specifying materials through James Latham allows the planning phase to operate alongside the order, so stock is moving while drawings are still being signed off. Where the real work happens The briefing is the point where everything has to come together. Brand teams arrive with a colour palette and a portfolio that needs to translate into three dimensions. Shopping centre managers ask for a sculptural object that contributes visual appeal to the mall and gives shoppers a reason to stop. Underneath all of that, British Standards govern fire performance, accessibility and structural detail. “Every project starts and ends with the client’s vision,” Oleg explains. “Then we look at inspirations, what the client likes, and we combine all of that with the shopping centre’s design guideline. The brand is the last layer, but it is the most important one. People recognise it from the other end of the mall.” The tension Oleg sees most often sits between the brand’s operational needs and the centre’s appetite for impact. Counters, storage, stock movement, hand wash provision in food and beverage units, and concealed CCTV all have to fit inside the same small footprint that also has to look striking from any angle. HIMACS gives the team a way to fundamentally shape the structure rather than simply dressing it. The James Latham link For SPECTRSOLUTIONS, working with James Latham takes one of the bigger variables out of a tight, three-month programme. HIMACS material is available in the colours, sheet sizes and quantities the team needs, with the supply chain reliability to hold installation dates. Debbie Northall, Specification Manager, James Latham says, “Projects like these put HIMACS to work in some of the most demanding retail settings in the country, in front of millions of shoppers a year. With more kiosks already in the diary at Westfield, Battersea Power Station and other UK centres, the partnership keeps building, one six by four metre footprint at a time.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Will Rudd powers Scottish Water HQ with major solar installation
Multi-award-winning civil and structural engineering consultancy Will Rudd has supported the delivery of a major solar car port installation at Scottish Water’s headquarters in Stepps, Glasgow. The project has seen more than 1 MW of solar PV installed across eight canopies, covering approximately 243 parking bays and incorporating around 2,250 solar panels. Once operational, the installation is expected to generate around 1 GWh of electricity each year, providing roughly one third of the site’s power and saving approximately 160 tonnes of carbon annually. Delivered within a live, high-traffic environment, the project presented a number of engineering challenges, including how to manage drainage across the existing car park while integrating the new structures with the site’s existing infrastructure. The initial proposal involved an underground drainage solution, but a detailed assessment of the existing site levels and surface water flows identified an opportunity to make greater use of the infrastructure already in place. Will Rudd developed a solution that incorporated the existing drainage network and sustainable drainage features, requiring just one new drainage connection to serve the proposed glass-reinforced polyester switch room. This reduced the need for extensive underground drainage works while providing an effective approach to surface water management, and reducing project costs. Will Rudd was appointed by OCS to provide civil and structural engineering services for the project, with its involvement beginning with a detailed review of existing information, site inspections and surveys of the proposed development area. The consultancy was responsible for the design of the foundations, substructures and drainage infrastructure, as well as swept path analysis to assess vehicle access and manoeuvrability around the new structures. Will Rudd also provided Structural Engineers Registration certification for the third-party canopy structures, prepared structural design submissions and supported the building warrant application process. Throughout construction, the team provided ongoing civil and structural engineering support, responding to site queries and resolving technical challenges to support delivery within the live site environment. Steven Williams, Assistant Engineer at Will Rudd, said: “Projects such as this demonstrate how engineering can help organisations make practical use of existing sites to support their transition towards more sustainable energy. “Working within an operational car park presented a number of challenges, particularly around drainage, access and the integration of the new structures with the existing site. By taking a detailed approach to the existing infrastructure, we were able to develop solutions that supported the installation while minimising disruption and unnecessary additional works. “It’s a great example of how careful civil and structural engineering can help deliver renewable energy infrastructure that works effectively within an existing environment.” The project forms part of Will Rudd’s growing work in the renewable energy and infrastructure sectors. The consultancy is currently working with OCS on a number of projects across the UK, including structural assessments of non-traditional housing stock in Scotland to support the installation of Tesla Powerwall energy storage systems, alongside surveys and feasibility assessments for solar PV installations across DWP buildings in England and Scotland. Building, Design & Construction Magazine | The Choice of Industry Professionals
£120bn Government FM Framework Sets Stage for Major Public Estate Contracts
Some of the UK’s biggest facilities management and building services contractors have secured positions on a new government framework valued at up to £120 billion, opening the door to a major pipeline of public estate work over the next eight years. The Government Commercial Agency framework, RM6378, is set to become a recommended procurement route for facilities management services across central government. It will also be available to local authorities, NHS organisations, police forces, fire and rescue services, education bodies and devolved administrations. Competition for the largest Total Facilities Management contracts has attracted many of the sector’s leading names. Eighteen businesses have been appointed to the highest-value lot, covering individual contracts worth more than £15 million annually. The successful firms include Amey, CBRE, Compass, Dalkia, Equans, G4S Facilities Management, ISS, JLL, Kier, Mitie, OCS, Robertson Facilities Management, Serco, Skanska, Sodexo, Vinci Facilities, Vivo Defence Services and Wates. For the construction and built environment industry, the framework also represents a substantial opportunity for contractors delivering hard FM, engineering, maintenance and asset management services across the public estate. Forty businesses have secured positions on the major Hard FM lot for contracts valued above £2 million per year. Among those appointed are Amey, BAM FM, CBRE, Dalkia, Equans, Galliford Try, Graham Asset Management, Kier, Mears, Mitie, NG Bailey, OCS, Robertson, Serco, Skanska, Vinci Facilities, Vivo and Wates. The framework has been structured to accommodate public sector estates and contracts of significantly different scales. Total FM is divided into three bands covering contracts worth up to £2 million annually, between £2 million and £15 million, and more than £15 million. Hard FM is split between contracts below and above £2 million a year. A core group of contractors has achieved particularly strong coverage across the framework. Fifteen firms secured places across all five Total FM and Hard FM lots: Amey, CBRE, Equans, ISS, JLL, Kier, Mitie, OCS, Robertson, Serco, Skanska, Sodexo, Vinci Facilities, Vivo Defence Services and Wates Property Services. A further group, including BAM FM, Dalkia Facilities, Galliford Try Facilities Management, Graham Asset Management and Mears FM, secured positions across four lots. The scale and duration of the framework make it an important development for the management and maintenance of the UK’s public buildings and infrastructure. Alongside day-to-day FM provision, major hard services contracts can encompass the engineering, maintenance and long-term performance of complex property portfolios. With public bodies continuing to face pressure to improve building efficiency, modernise ageing estates and manage assets more effectively, the framework provides a long-term procurement platform through which significant programmes of FM and building services work can be commissioned. The agreement is scheduled to operate for eight years, running through to August 2034, giving successful contractors access to what could become one of the most significant public sector facilities management pipelines in the UK. Main Total FM and Hard FM winners Building, Design & Construction Magazine | The Choice of Industry Professionals
£249m Refinancing Backs Next Chapter for Manchester’s Landmark Square Gardens
Downing has secured a £249.2 million refinancing package for two major residential towers at its £400 million Square Gardens development in Manchester, marking another significant milestone for one of the city’s largest new living schemes. The financing, provided by Bank of Ireland, covers Acer and The Fernley, the two completed co-living buildings within the wider Square Gardens development in Manchester’s First Street district. Together, the buildings provide a major concentration of new rental accommodation, with the 25-storey Acer and 45-storey Fernley forming the first two phases of the development. Both buildings are now operational, demonstrating the scale of demand for professionally managed, amenity-led rental accommodation in Manchester. Designed by Manchester-based SimpsonHaugh Architects, Square Gardens represents a substantial addition to the city’s evolving residential landscape. The wider £400 million development has been conceived as a new urban neighbourhood combining high-density living with extensive shared amenities, landscaped spaces and public realm. Residents have access to facilities including a gym and wellness centre, co-working and meeting areas, social lounges, private dining spaces and extensive landscaped gardens and terraces. Sustainability has also formed an important part of the development, with measures including air source heat pumps, while the scheme has targeted BREEAM Excellent and EPC A ratings. The refinancing represents an important financial milestone following the completion and occupation of the two buildings. Savills Capital Advisors advised Downing on the transaction. Bay Downing, joint chief executive of Downing, described the deal as a landmark transaction for the business, highlighting the strength of the company’s portfolio and growing opportunities across the living sector. The deal is also significant for the wider UK residential market. Large-scale co-living and Build to Rent developments are becoming an increasingly established component of regeneration in major regional cities, combining new housing supply with extensive shared facilities and professionally managed environments. Square Gardens has been created using Downing’s vertically integrated approach, with development, construction and ongoing management delivered by the business. This has enabled the company to take the scheme from construction through to operation within the wider group. With Acer and The Fernley now completed and backed by £249.2 million of refinancing, Square Gardens is moving firmly from major construction project to established residential destination, reinforcing Manchester’s position as one of the UK’s leading markets for large-scale rental and co-living development. Building, Design & Construction Magazine | The Choice of Industry Professionals
Why hotels and hospitality venues present unique maintenance challenges and how FM teams can overcome them
From budget hotel chains to luxury resorts and large restaurant groups, hospitality venues face some of the most complex operating environments, regulatory obligations, and maintenance requirements. These properties contain a wide variety of spaces, building systems and assets, from bedrooms and event spaces to commercial kitchens, HVAC and water systems, lifts and leisure facilities. Maintenance is therefore critical not only to compliance and long-term asset value but also to guest satisfaction and brand reputation, meaning there is little room for disruption or error, especially during periods of peak occupancy. Matt Voyle, Senior Account Executive at SFG20, the industry standard for hotel facilities management, has shared the key challenges facing hotels and hospitality venues today and why a structured approach to planned maintenance is essential for FM teams operating across the sector. A significant water-safety risk in hotels and hospitality venues is Legionella. When guest rooms, outlets, or sections of a water system are used infrequently, water can stagnate and create conditions favourable to bacterial growth. Seasonal properties and temporarily closed wings therefore require particular attention. Control should be based on a suitable risk assessment and managed by someone with the appropriate knowledge and training. Depending on the systems and the findings of the assessment, measures may include temperature control, regular flushing of infrequently used outlets, inspection, cleaning and descaling, and documented checks. FM teams can strengthen control by maintaining reliable information about their water systems and implementing a risk-assessment-led maintenance regime. Appropriate monitoring technology may support this approach, but it does not replace the required assessment, controls, and documented checks. Unlike offices or retail environments, where lower-occupancy periods allow planned maintenance to take place with minimal disruption, hotel and hospitality venues have to accommodate guests day and night. Hotels, as well as cafes and restaurants, have very small downtime windows, giving little time for anything other than routine checks. This means small issues can go unnoticed, potentially developing into larger problems further down the line. Maintenance planning must therefore avoid a one-size-fits-all approach and instead be precise and structured around the operational realities of each property rather than being generically applied across the estate. The condition and performance of hotel and hospitality buildings is highly visible to guests, meaning there’s zero room for failure. Issues with HVAC, hot water, lifts, lighting, plumbing or other facilities can quickly lead to complaints, negative reviews and lost return business. Common issues include water temperature problems, noise complaints, humidity, kitchen extract failures, false fire alarms and out-of-service lifts, which can all impact accessibility and guest satisfaction. For hotel management companies overseeing maintenance across multiple properties, consistent FM performance is essential for meeting brand standards, supporting owner and operator reporting and protecting the long-term value of assets. Large hotel and hospitality operators often manage estates spanning properties of different ages, formats, historic importance and building types, each with their own asset profiles and maintenance histories. This creates additional complexity for FM teams, particularly when managing heritage properties that may be subject to planning or conservation constraints alongside independently branded and franchised sites with different standards and owner expectations. Without a common maintenance baseline, standards can vary and compliance gaps can emerge, while inconsistencies become increasingly costly to resolve as portfolios grow. Holiday parks and resorts present a particularly complex FM environment, combining different accommodation types such as lodges, holiday homes, cottages, and apartments with commercial kitchens, dining areas, pools, gyms, entertainment facilities, and outdoor amenities. The diversity of these building types, as well as asset ages and infrastructure, combined with seasonal demand, makes it difficult for FM teams to apply a generic maintenance approach. This becomes even more complex when it comes to all-inclusive resorts, where guests have limited alternatives to facilities on site. Matt Voyle adds: “With maintenance varying from property to property, having a trusted framework for planned maintenance, organisations and venues can create a more consistent and structured approach. For hotels and hospitality organisations, that means identifying applicable maintenance tasks and recommended frequencies, distinguishing statutory requirements from industry best practice, and documenting where site-specific tailoring is needed. Hospitality estates vary widely. A strong approach combines a consistent baseline with controlled, evidence-based tailoring, creating a maintenance regime that is practical, auditable and commercially workable Download SFG20’s free e-guide, How Hotels and Hospitality FM Teams Can Improve Compliance, Control Costs and Run More Efficiently, for practical guidance on reviewing and strengthening your maintenance approach.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Local government reorganisation review: Ensuring continuity in the face of uncertainty
Karen Carter, public sector director at public procurement specialist Pagabo, has shared her thoughts following the government’s announcement on its intention to review plans for local government reorganisation (LGR) and ensure alignment with its wider plan to rewire the state. Karen said: “This week’s announcement adds another layer of uncertainty for councils that have already spent months planning for reorganisation. Four areas have had their plans withdrawn, another 14 are paused pending review, and the 2027 elections will now be fought on existing boundaries. “For the teams involved, that’s a lot more work suddenly required without a clear landing point. But the fundamentals haven’t changed. Schools still need building, homes still need delivering, and estates still need maintaining. None of that waits for a structural decision in Whitehall. The risk in moments like this is that authorities press pause on everything, not just reorganisation, and lose a year of delivery to a decision that isn’t theirs to make. It’s vital that local authorities remember that successful transition will depend not only on the governance design, but on collective leadership and the ability to maintain shared action while navigating the road ahead. “Our advice remains the same as prior to this latest government announcement. That is to keep statutory service delivery moving and focus on decisions that will be unaffected by reorganisation. This means procuring through compliant, flexible routes that transfer cleanly to whatever structure eventually emerges. Similarly, ensure contract, asset and supplier data is in order because that is the groundwork every future authority will need regardless of how new boundaries are formed. Finally, keep the relationships with your supply chain warm so that you can move quickly when clarity comes. “Uncertainty is not the same as standstill. The authorities that come through this best will be the ones that use the pause to get their house in order – rather than waiting to be told what shape they’ll be.” For more information and guidance, check out Navigating Local Government Reorganisation – which was recently published by Pagabo. Building, Design & Construction Magazine | The Choice of Industry Professionals