Chapmanbdsp expands its Mission Critical team with three new strategic appointments across its global practice
Chapmanbdsp is pleased to announce the addition of three new members to its growing Mission Critical team: Rob Davies, Kayode Ayinde and Anju Nair. This expansion reflects the company’s continued commitment to investing in exceptional talent and strengthening its capabilities across disciplines and within its Mission Critical specialism. As the practice grows, chapmanbdsp welcomes a diverse group of professionals, whose expertise and perspectives will further enhance its culture and services. Davies, appointed as Project Director for chapmanbdsp, has over twelve years of experience within the data centre sector. Rob’s extensive background has provided him with a deep understanding of complex project delivery, from concept through to completion, across a range of high-value developments. Highly skilled in team management, he encourages collaborative work to achieve shared goals. Rob is joining the Mission Critical team and will share his knowledge across various Hyperscalers, and data centre projects, assisting chapmanbdsp in its deliverance of project management. Rob commented “What drew me to chapmanbdsp is its strong presence across the various sectors. I hope to widen the in-house offerings for chapmanbdsp, and look forward to expanding my skills within the industrial and commercial sectors. I aim to provide a quality approach to project delivery that provides consistency throughout”. Kayode Ayinde has also joined the Mission Critical team as an Electrical Engineer. With over 9 years of experience within the industry, both as an Electrician and Electrical Engineer, Kayode has not only hands-on practical experience, but also is great with technical design. Mission Critical projects are complex to work on and Kayode’s commitment to attention to detail ensures that the challenging, technical side to the projects suits his skill set. Having previously assisted on a range of projects from offices and hotels to film studios and retail spaces, Kayode is ready to use his knowledge from across the industry to assist chapmanbdsp in the sectors it works with. One of Kayode’s strengths is his skills in project management, ensuring that deliverables are met effectively and to a high standard, “I love design day-to-day, but I also love teaching. Bringing some younger members and graduates to the design team would give me a great chance to step-up as a mentor and help build on the future generation of the industry” commented Kayode. Anju Nair, joined the chapmanbdsp Dubai office as an Electrical Engineer, bringing 4 years of high-quality experience to the team. Anju spent most of her time learning her skills in electrical engineering in Australia, working on projects from student accommodations, retail spaces, office fit-outs to data centres in Melbourne and Sydney. Anju has a strong understanding of how electrical design translates into practical, on-site implementation. Bringing extensive attention and detail to the team, Anju is set to further improve chapmanbdsp’s quality of multidisciplinary coordination. Anju is an exceptional Electrical Engineer, working on power systems, lighting and energy efficiency, making her well placed to assist and lead data centre projects. Chapmanbdsp continues to expand its mission to regularly innovate its skills, technology and expertise, to stay ahead of time, and Anju’s addition will help them do so. “I want to dive deep into AI, and incorporate it more into the design, so efficiency is improved. I believe technology can really help designers and engineers excel, we just need to use it correctly” Anju commented. Together, the appointments of Rob, Kayode and Anju mark an exciting step forward in Chapmanbdsp’s continued growth. Each brings valuable expertise and a shared commitment to excellence that will support the practice as it broadens its presence across regions and sectors. Their collective drive and technical strength will play an important role in shaping the Chapmanbdsp’s data centre specialism. “We welcome to the Mission Critical Team Rob, Kayode and Anju, they each bring to the team individual qualities and expertise to enhance our project delivery to our clients. This growth demonstrates our commitment to the growing Data Centre Sector, strengthening our team across UK, EMEA and UAE.” David Gallagher, Director of Mission Critical. Building, Design & Construction Magazine | The Choice of Industry Professionals
Benniman Appointed to Deliver Final Phase of Major Longbridge Logistics Transformation
Benniman has been appointed to deliver the final phase of development at Indurent Park Longbridge West, completing the long-running transformation of the former MG Rover car plant in Birmingham into a major industrial and logistics hub. The final construction package will see the delivery of approximately 380,000 sq ft of new industrial and logistics accommodation, arranged across 13 units ranging in size from 12,000 sq ft to 115,000 sq ft. The scheme is designed to appeal to a broad range of occupiers, including advanced manufacturing, logistics and distribution businesses, strengthening Longbridge’s position as a key employment location in the West Midlands. The project represents a significant milestone in the regeneration of the historic brownfield site, which has been redeveloped in phases following the closure of the MG Rover plant. Benniman’s appointment reflects its growing reputation for delivering complex industrial schemes and its established working relationship with developer Indurent. Sustainability is a central focus of the development, with all buildings designed to meet high environmental performance standards. The units are targeting BREEAM Excellent certification alongside EPC ratings of A and A+, aligning with occupier demand for energy-efficient, future-ready facilities and supporting wider decarbonisation goals across the industrial sector. Paul Barfoot, director at Benniman, said the company was pleased to be delivering the final phase of the Longbridge scheme and building on a strong partnership with Indurent. He highlighted the shared commitment to quality and long-term value, adding that the development would provide modern, sustainable space capable of supporting regional growth for many years to come. The appointment further strengthens Benniman’s pipeline of work with Indurent, following its involvement at Indurent Park Gloucester and phase one of Indurent Park Lichfield in Staffordshire. Across the three developments, Benniman will have delivered more than one million sq ft of new industrial and logistics space. As demand for high-quality industrial accommodation continues to rise, Benniman’s latest contract underlines its role in supporting large-scale regeneration projects and delivering modern logistics infrastructure across the UK. Building, Design & Construction Magazine | The Choice of Industry Professionals
Lidl Accelerates UK Expansion with 19 New Stores and £43m Estate Investment
Lidl is pressing ahead with a rapid phase of UK expansion, announcing plans to open 19 new stores over the next eight weeks while simultaneously committing £43m to upgrade more than 70 existing locations across its estate. The store openings, which equate to a new Lidl site launching almost every other day, will see the discount retailer extend its footprint into new communities, including towns such as Calne in Wiltshire and Brough in Yorkshire. The programme forms part of Lidl’s wider strategy to strengthen its national presence through a combination of new-build developments and targeted investment in existing assets. Alongside the new stores, Lidl is undertaking a significant modernisation drive across its established portfolio. The £43m investment will focus on improving customer flow and in-store efficiency, with upgrades including new till systems, expanded freezer capacity and revised layouts designed to accommodate growing demand for frozen and chilled products. Sustainability remains a central element of Lidl’s development strategy. The refurbishment programme will incorporate energy-saving measures such as chillers that use natural refrigerants and intelligent lighting systems that automatically reduce electricity consumption. These upgrades align with the retailer’s longer-term ambition to lower operational emissions while delivering more efficient buildings across its UK estate. Richard Taylor, chief real estate officer at Lidl GB, said the latest round of investment reflects the company’s intent to begin the year with momentum. He said the expansion would not only improve the shopping experience for customers but also deliver tangible benefits for the communities in which Lidl operates. The programme also represents a notable pipeline of construction activity, supporting contractors, consultants and local supply chains involved in both new-build delivery and refurbishment works. With food retail continuing to demonstrate resilience amid wider market uncertainty, Lidl’s accelerated rollout highlights the ongoing demand for modern, energy-efficient retail space in the UK. As competition among supermarkets intensifies, Lidl’s focus on rapid delivery, cost-effective construction and sustainable design positions the retailer to capture further market share while reinforcing its long-term commitment to investing in the UK built environment. Building, Design & Construction Magazine | The Choice of Industry Professionals
IKEA Selects The Boulevard Banbridge for First Northern Ireland Outlet as Scheme Enters New Growth Phase
IKEA has chosen The Boulevard outlet shopping centre in Banbridge as the location for its first-ever outlet store in Northern Ireland, marking a significant milestone in the continued evolution of the retail-led scheme. The new 2,691 sq ft store forms part of a revised, smaller-format concept for the Swedish furniture retailer and will operate as a pop-up until spring 2026. The unit has been delivered as a flexible fit-out, offering planning services, a curated home furnishings range and a hub for online order collections, aligning with changing customer behaviour and omnichannel retail strategies. The opening follows a standout year for The Boulevard, which recorded double-digit growth in both sales and footfall. The performance underlines the strength of the scheme as a destination and highlights the importance of well-located, experience-led retail environments in the current market. Owned by Lotus Property, The Boulevard has benefited from ongoing investment in tenant mix, infrastructure and placemaking. Its strategic position close to the A1 corridor, linking Belfast and Dublin, has been a key factor in attracting national and international brands looking to test new store formats outside traditional city centres. Alastair Coulson, managing director at Lotus Property, said the scheme’s combination of strong footfall, accessibility and on-site management expertise made it an ideal environment for retailers trialling new concepts. The centre’s ability to deliver adaptable retail space quickly has also proved attractive, particularly for brands seeking lower-risk entry into new markets. The Boulevard, which opened in 2006, continues to build momentum through a mix of new lettings and phased enhancements. Recent arrivals include Northern Irish cosmetics brand BPerfect, alongside fashion names such as Vila and French Connection, both of which selected the scheme for market-first locations. The centre is also home to the only standalone Northern Irish stores for several global brands, reinforcing its regional importance. Beyond retail, the scheme is expanding its leisure and food and beverage offer as part of a broader strategy to create an all-day destination. A new Hollywood Bowl is due to open later this year, introducing a bowling alley, restaurant and family entertainment space, and supporting the growth of a night-time economy at the site. With a critical mass of retail, leisure and adjacent big-box operators already in place, The Boulevard is positioning itself as a long-term investment location capable of adapting to evolving occupier requirements. IKEA’s outlet debut is the latest endorsement of that strategy, signalling confidence in the scheme’s future as one of Northern Ireland’s most dynamic retail destinations. Building, Design & Construction Magazine | The Choice of Industry Professionals
Liverpool City Region Targets 63,000 New Homes Under £2bn Housing Pipeline
The Liverpool City Region has unveiled ambitious plans to accelerate the delivery of more than 63,000 new homes through a £2bn housing pipeline designed to unlock stalled sites and drive large-scale regeneration across the region. Led by metro mayor Steve Rotheram, the initiative brings together local authorities, housing associations and delivery partners to identify over 300 development sites capable of supporting new housing. Nearly half of the proposed homes, around 31,000 units, would be delivered within the city of Liverpool itself. The Liverpool City Region Housing Pipeline sets out a coordinated approach to housing delivery, aligning land preparation, infrastructure investment and funding support to speed up development. It follows a recent commitment of £700m for new social and affordable housing across the region, representing the largest investment of its kind locally. The combined authority is being asked to formally approve the work completed to date and endorse the pipeline as a priority framework for directing development funding. Approval would allow detailed preparation of sites to move forward, coordinated alongside wider investment in transport infrastructure, economic development and place-based regeneration. Working jointly with Homes England, the combined authority is already investing £1.3m to bring forward 309 priority sites across Halton, Knowsley, Liverpool, Sefton, St Helens and Wirral. This work forms part of a strategic place partnership aimed at tackling viability challenges and accelerating delivery. Members will also be asked to endorse the creation of a new Housing Investment Fund to unlock difficult sites and support early-stage development. Analysis suggests around £1bn of public support will be required to deliver 139 of the identified schemes, with the full pipeline potentially needing up to £2bn in total investment. Rising construction costs, higher borrowing rates and increasingly stringent building standards have created significant viability gaps, particularly on complex urban brownfield sites. To further accelerate delivery, the combined authority is exploring the establishment of a mayoral development corporation, initially focused on a North Docks development area, with the potential to extend the model to other priority regeneration zones. The next phase will involve active engagement with the wider housing market. A meeting scheduled for early February will bring together developers, contractors, investors, housing associations and local authorities, marking the launch of a new Liverpool City Region Developer Forum aimed at building market confidence and supporting delivery. If delivered in full, the pipeline would represent one of the most significant housing and regeneration programmes in the region’s history, reshaping communities and supporting long-term economic growth. Building, Design & Construction Magazine | The Choice of Industry Professionals
UK Government Steadies £56bn New Hospital Programme as Delivery Pressures Mount
The UK Government’s reset of the £56bn New Hospital Programme has brought greater stability to one of the country’s largest construction pipelines, but significant delivery challenges remain, particularly around the replacement of hospitals affected by reinforced autoclaved aerated concrete. A recent update indicates the programme is now on a more credible footing, with the final hospitals expected to complete in 2045–46. However, seven hospitals prioritised due to extensive RAAC use are not forecast to open until 2032–33, well beyond the original 2030 replacement deadline. For contractors and consultants, the reset offers longer-term certainty and a clearer forward pipeline. However, the next five years will be critical, with a tightly sequenced construction programme and limited contingency leaving little tolerance for early delays or cost overruns. Key milestones are approaching. The Hospital 2.0 alliance contract, originally expected to be awarded by the end of last year, is now anticipated in early 2026. Work to finalise the standardised Hospital 2.0 designs is due to be completed by April 2026. Market interest in the alliance has been strong, with more than 20 contractors expressing interest and 16 firms shortlisted to take part in competitive dialogue. Wave 1 schemes are currently scheduled to begin construction in 2028–29, including major developments at Milton Keynes Hospital and Leighton Hospital. These projects will be among the first to adopt the Hospital 2.0 standardised design approach. Despite improved programme structure, capacity constraints within public sector client teams remain a concern. Vacancy rates stood at nearly 40% in late 2025, with shortages in digital, commercial and technical expertise identified as a key delivery risk. The reset followed a review which concluded that the original programme was not deliverable as planned. It now comprises 41 hospital schemes delivered across four waves over the next 20 years, alongside five schemes that were completed prior to the reset in early 2025. Total funding for all 46 schemes now stands at £60bn, including £56bn of capital expenditure. This represents a significant increase on earlier assumptions and includes a £12bn contingency to reflect inflation, market pressures, engineering complexity and environmental requirements. Capital investment of £8.9bn has been allocated between 2025–26 and 2029–30, with annual spending rising to around £3bn from 2030–31 onwards. RAAC remains the most immediate risk to the programme. An independent review recommended replacing seven RAAC hospitals by 2030, but that deadline will be missed. By 2025, more than £500m had already been spent on mitigation measures, while NHS trusts continue to incur between £100m and £140m a year in additional maintenance costs as replacement projects are delayed. The reset places strong emphasis on the Hospital 2.0 model, which aims to standardise layouts, improve buildability and create a more predictable market for contractors. Features include single-patient rooms, reduced staff travel distances, digital patient records and enhanced monitoring technology. Across 28 Hospital 2.0 schemes, average overnight bed numbers are expected to increase by around 6%. While the programme now rests on firmer foundations, maintaining delivery discipline will be essential if long-term ambitions are to be realised and further delays avoided. Building, Design & Construction Magazine | The Choice of Industry Professionals