
Arup leverages IES Building Performance technology to design pioneering net zero in operation and BREEAM ‘Excellent’ school
Global development consultancy, Arup, has designed a pioneering Net Zero Carbon in operation (NZCio) Welsh school campus using performance modelling technology from global climate tech firm, IES. IES’s Virtual Environment (VE) dynamic modelling software played a central role in the design of the Mynydd Isa Campus, helping to reduce carbon emissions by over 100 tonnes per year. Designed in 2023 and completed in 2025, the two-storey, 10,500m² campus meets Building Research Establishment Environmental Assessment Method (BREEAM) ‘Excellent’ standards, reflecting strong performance across areas such as energy use, materials, water and occupant wellbeing. The IESVE software was used to assess and refine energy performance, taking into account overheating risks under various climate scenarios, including typical years, warm summers and prolonged heatwaves. The solutions included installing more than 1,000 solar panels, which are expected to generate over 500,000 kWh of electricity each year. This enables the building to produce as much energy as it consumes. To manage comfort, a complex cross-ventilation chimney concept and a ‘traffic light system’ in classrooms is used to alert teachers to open/close windows. The project also made a 25-year performance commitment to ensure the building remains efficient and resilient to future climate conditions. Niall Gibson, Building Performance Specialist at IES, commented, “This project exemplifies how performance modelling technology can deliver on multiple fronts – achieving Net Zero Carbon in operation, supporting BREEAM ‘Excellent’ certification, and closing the gap between design and real-world performance. “Rising heat is putting huge pressure on infrastructure that was never designed for these conditions. This isn’t about futureproofing; it’s about catching up with a crisis that’s already here. If we’re serious about tackling climate change, making existing infrastructure more resilient, efficient, and climate-ready must be a national priority. We’re proud to support Arup in delivering a school that sets the standard for future-proof public buildings.” Steven Burrows, associate building physics engineer at Arup, said, “I feel honoured to have worked on this project from the very beginning and take it through to completion. IESVE modelling played a significant role in the design of the scheme – from developing the complex cross ventilation chimney concept to achieving Net Zero Carbon in operation (NZCio). It’s an incredible achievement that the building generates as much energy as it will consume over the course of a year.” The campus provides nursery, primary, and secondary education for more than 1,300 pupils. As local authorities and design teams face increasing pressure to decarbonise public infrastructure, the Mynydd Isa project highlights the vital role of whole-life performance modelling and trusted simulation tools in designing and delivering buildings that truly meet net-zero commitments. Learn more about the project and IES’s pioneering technology here: https://www.iesve.com/discoveries/view/55765/arup-mynydd-isa Building, Design & Construction Magazine | The Choice of Industry Professionals

Esh Construction secures place on £250m YORcivil Major Framework
This is the North of England contractor’s first appointment to the framework for major civils projects. Esh Construction has been appointed to YORhub’s second-generation civil engineering major works framework which will support the delivery of large-scale infrastructure schemes across the Yorkshire and the Humber and East Midlands region. With an estimated potential value of £250 million per annum, the framework is designed for the procurement of public sector civil engineering projects worth more than £10 million. Schemes procured will include construction works, civil engineering, bridge and structure works, highway surfacing, coastal protection, flood alleviation, and associated design services. The appointment builds on the success of Esh’s capital infrastructure portfolio across the North East, including the Tyne Bridge Restoration and Stockton Waterfront Urban Park projects. It also builds on Esh’s existing relationship with the YORhub family of frameworks. In Yorkshire, Esh has a track record of delivering key infrastructure upgrades, with the £6.4 million Sheffield Road Cycleways and Maltby Bus Corridor project, among a trio of active travel schemes delivered recently for Rotherham Metropolitan Borough Council. The M181 Phase 1 works, delivered in partnership with North Lincolnshire Council, also saw Esh install two roundabouts on the outskirts of Scunthorpe to facilitate future development. Ross Markwell, Business Development Director at Esh Construction, said: “Securing a place on the YORcivil Major Framework marks a key milestone in Esh’s strategic growth plans and reflects the quality, value and social impact we consistently deliver. “We have a proven capability in delivering complex, capital projects – with over £100 million in major schemes currently underway across the North East – and we are poised to bring our expertise to investment programmes within the Yorkshire region. We’re looking forward to building on our existing relationships while forging new local authority partnerships through the framework appointment.” The YORcivil Major Works 2 Contractor Framework covers 21 local authorities spanning from North Yorkshire down to Derbyshire. It forms part of a collaborative approach to procurement, enabling public sector bodies to access experienced contractors for large-scale civil engineering works. In 2023, Esh secured its place on Lots 1, 2 and 3 of the YORcivil3 framework for projects worth up to £10 million. Among the projects secured through this route so far are the Elland Access Package, the repair and strengthening of Drypool Bridge and the A638 Dewsbury to Cleckheaton Sustainable Travel Corridor, working for Calderdale Council, Hull City Council and Kirklees Council respectively. Elsewhere in the region, Esh has been directly appointed to deliver a £19.1 million project to transform Brighouse town centre. Markwell added: “We understand the importance of delivering not just infrastructure, but long-term value for communities. We are committed to embedding social value into every stage – from local supply chain engagement to creating opportunities for apprentices and trainees. “We’re excited to bring this approach to the YORcivil Major Framework and to work in partnership with clients to deliver infrastructure that makes a lasting difference.” To find out more about Esh Construction, visit www.eshgroup.co.uk Building, Design & Construction Magazine | The Choice of Industry Professionals

World Town Planning Day 2025
While planning reforms are positive steps forward, Lanpro planning professionals believe systemic challenges will prevent the government from meeting its 1.5 million homes target While two-thirds say that planning permission is harder to achieve than last year As World Town Planning Day approaches on Saturday 8 November, a new survey of planning professionals at Lanpro reveals a cautiously optimistic yet realistic view about the government’s housing ambitions, even as the Planning and Infrastructure Bill progresses through Parliament. Planning becomes more difficult In the run-up to World Town Planning Day, Lanpro surveyed its planning team on two key questions: whether gaining planning permission has become easier or more difficult compared to this time last year, and whether the government will achieve its objective of delivering 1.5 million homes this Parliament. The results paint a sobering picture. More than half of respondents (62%) reported that it has become more challenging, principally due to the transitional period for changes to be reflected, to secure planning permissionthan a year ago. More strikingly, every single respondent believes the government will not achieve its 1.5 million homes target. This unanimous scepticism comes despite the government’s reform agenda. In her Scene Setter speech delivered this week ahead of the Autumn Budget on 26 November, the Chancellor Rachel Reeves acknowledged that planning reforms are expected to add £6.8bn to the economy over the next five years, but emphasised that “the next part – our planning bill – must complete its passage through Parliament before it can make a difference”. Demand-side measures needed to build confidence Several respondents also stressed the need to balance supply-side planning reforms with demand-side interventions. “Many of the announcements by the government to achieve the 1.5 million new homes relate to supply-side solutions such as planning reform, which I agree are vital,” one noted. “However, this must be complemented by effective demand-side solutions to give the housing sector the confidence that the market exists for the homes to be delivered. Such demand-side policies must balance affordability whilst providing greater access to affordable lending and financial interventions for first-time buyers.” Support for first-time buyers was mentioned by multiple respondents as essential to creating market confidence. One policy change isn’t enough When asked what single policy change would most effectively get development moving, Lanpro’s planners identified a range of interconnected barriers that no single reform can address. The Planning and Infrastructure Bill featured prominently in responses. One member of the team noted that if the Bill “truly reforms the planning and infrastructure system as intended, it could be a game-changer for unlocking development. But actual delivery and implementation will determine how successful it is.” Another simply urged: “Deliver on promises made around the Planning and Infrastructure Bill.” Resourcing pressures in local authorities However, many emphasised that legislative change alone will not suffice without adequate resources to implement it. “There are not enough professional planners within local planning authorities (LPAs) to process applications,” one respondent observed. “The government should make sure it enforces its national scheme of delegation. Many schemes are being refused at committee despite officer approval and then getting overturned at appeal, sometimes with costs. This wastes time and money for all parties.” This resource challenge extends beyond planning teams to include other essential consultees, such as highways officers and environmental health officers, whose input is critical to the process but can be delayed due to capacity constraints. One respondent highlighted delays caused by statutory consultees, noting that: “The need for bodies such as Natural England, the Environment Agency, Highways England, Sport England and Lead Local Flood Authorities to be involved to the extent they are at present is problematic given their lack of resources and long response times.” The solution proposed was straightforward: “Enforce statutory deadlines for consultee responses.” Another reinforced this point: “Any policy change will not work unless there is the resource to implement it. I believe it’s more important to adequately resource LPA planning departments.” Environmental constraints and consultant delays Environmental constraints emerged as another significant concern, particularly in areas affected by nutrient neutrality. “No longer having to deal with nutrient neutrality through the planning system would remove a significant barrier to development,” one respondent suggested. “More broadly, a relaxation of the biodiversity net gain (BNG) requirements for small- and medium-sized developments would significantly improve things.” Development under viability strain Development viability was repeatedly mentioned as a critical issue. “Development viability has been affected by high build costs, low sales rates, nutrient neutrality, BNG and other associated costs,” one planner explained. “Relaxing Community Infrastructure Levy, Section 106 and affordable housing requirements would assist in getting development moving.” The emergency measures announced for London in October 2025, including temporary CIL relief and enhanced mayoral powers, represent the kind of pragmatic viability support that could benefit the rest of England as similar strategic planning powers are rolled out to other combined authorities. The same issue came up again, with another respondent calling for the government to either “reduce affordable housing requirements or increase the flow of money to registered providers.” Local government reform creating uncertainty The ongoing process of local government reform and the establishment of combined authorities with directly elected mayors emerged as a concern affecting planning decision-making. Many noted that the political uncertainty created by structural changes can result in delays and intransigence, as decision-makers may be reluctant to commit political capital to planning decisions when their positions may not be secure in the near future. One team member highlighted the political dimension of planning, suggesting that “greater weight should be given to housing need when balancing competing interests in the planning process”. Another argued for “empowering local authorities with enhanced decision-making autonomy and compulsory purchase powers – delegating the majority of planning decisions to reduce political delays and enable more effective land assembly. Local authorities need power to act with greater accountability to help drive delivery; otherwise, any other related changes may just remain gridlocked.” Some warned against adding further complexity to an already burdened system. “The introduction of new policies runs

Oxford Street’s Makeover Gathers Pace as Former Westfield Chief Set to Chair New Development Board
The Mayor of London has named seasoned retail and real estate executive Scott Parsons as his preferred choice to chair the board of the new Oxford Street Development Corporation, the body tasked with leading the transformation of the capital’s most famous shopping street. Parsons is currently chief executive of Lysara, a pan-European energy infrastructure platform focused on logistics and urban markets. He brings deep experience from some of the UK’s highest-profile retail and mixed-use destinations. Between 2019 and 2025 he served as UK chief operating officer at Unibail-Rodamco-Westfield, overseeing Westfield London and Westfield Stratford City and steering the portfolio through the pandemic. Before that, he spent 13 years at Landsec, where as head of property for London he managed a range of landmark assets, including holdings along Oxford Street from Park House in the west to Primark and the Dominion Theatre in the east. He is also a former non-executive director of the New West End Company. His proposed appointment follows a recruitment process launched in August and is subject to a confirmation hearing by the London Assembly. It comes as City Hall advances plans to establish a Mayoral Development Corporation (MDC) dedicated to the district, with the goal of creating a world-leading urban environment for shopping, leisure and outdoor events. The London Assembly gave its backing in July 2025 and the Mayor is now working with government to bring forward the necessary legislation for the MDC to be established by 1 January 2026. Sadiq Khan said the choice reflects a determination to “unlock Oxford Street’s true potential” and deliver a step-change in visitor experience and economic performance. Parsons welcomed the opportunity, describing the Oxford Street Transformation as a chance to put a global icon “back on the map” and signalling his intent to work closely with the Mayor, the corporation’s incoming chief executive and their teams. The development corporation is expected to coordinate public and private investment, guide design quality and public realm upgrades, and address long-standing challenges around tenant mix, vacancy, accessibility and activation. Early priorities are likely to include rebalancing retail with culture and hospitality, improving pedestrian space and wayfinding, and supporting a shift towards more sustainable, experience-led uses. If approved, Parsons’ appointment would bring high-level operational expertise to the helm just as the governance framework is finalised—setting the stage for a comprehensive reset of Oxford Street’s offer for Londoners, visitors and businesses alike. Building, Design & Construction Magazine | The Choice of Industry Professionals

Retail Parks: The Winning Format
By Matthew Reed – Head of Asset Management (Retail Parks) at British Land What’s driving retail parks to outperform? It’s the combination of affordability, accessibility, and adaptability – a strategy that attracts leading brands, welcomes new formats, and keeps our parks thriving. When it comes to the future of retail, our Head of Retail Parks, Matt Reed, is clear: retail parks are winning. Backed by fresh leasing data and real-world insight, he reveals why these destinations are outpacing the competition – boasting high footfall, strong rental growth, and record-low vacancy. Accessibility, affordability, and adaptability are the three pillars pushing retail parks ahead. We’re seeing retailers gravitate to parks because they tick every box for today’s omni-channel world.” Why Are Retail Parks so accessible? Let’s start with location. Retail Parks tend to be strategically placed on major arterial roads, making them easy to access. It’s simple. People want convenience, and with free, abundant parking right outside the door retail parks play in to the consumers need for convenience But it’s not just about access. For example, at our retail park in Teesside, our centre team collaborated with the local bus operators to boost public transport links, ensuring everyone, including staff and shoppers, can access the park easily. It’s a win for everyone but especially for our customers bottom lines. Affordability drives growth Affordability is a major draw for retailers. Compared to high streets and shopping centres, total occupational costs at retail parks are highly competitive. This has attracted a diverse mix of tenants, especially in the wake of Brexit and COVID. As a result, this has opened the door for a wave of new retailers, from value food brands to innovative new retail formats eager to take advantage of the cost-effective space. As a result, we are seeing strong rental growth and exceptionally low vacancy rates across our portfolio – a clear sign the model is working. Are Retail Parks built for modern retailers? Adaptability is at the heart of a retail park. Our units are essentially blank canvases – big tin sheds we can cut, carve, and combine to suit any need. Need a click-and-collect hub? No problem. Want to launch a new format store. We can do it. We’ve seen a huge acceleration in omni-channel features from click-and-collect to return hubs and drive-to convenience. Retailers love it because it supports both in-store and online sales. Who’s leading the charge? Value food retailers like Aldi and Lidl have been the darlings of the market. Their presence drives regular footfall, which benefits every occupier on the park. It’s a halo effect – if someone’s coming for groceries, they’re likely to pop next door for fashion or homeware. But it’s not just food. We’ve repositioned units to attract everything from medical diagnostics centres to dentists and vets. At Crown Point, Denton, we combined two smaller units for InHealth to create a mini medical centre. That’s diversification in action, catering to a wider demographic. Asset management in retail property is unique – you get to shape real, tangible places and build lasting relationships. We work closely with our retailers all year round, understanding their needs. It’s a dynamic, social career where every project is a chance to make a visible, meaningful impact. That’s what makes it so rewarding.” How does smart leasing shape the future? Smart leasing is about more than just filling units. It’s about curating a vibrant, relevant mix that keeps our parks ahead of the curve. We’re always looking for ways to adapt spaces for new entrants, whether that means carving out smaller units for coffee shops and bakeries or combining spaces for larger occupiers. This flexibility ensures our parks stay dynamic and attractive to both retailers and the communities they serve. “At Denton, we turned a standard unit into a modern dental hub – so now, alongside brands like JD Sports and M&S, you’ll find essential services right on the park. That’s what sets retail parks apart: we’re creating places that are diverse, dynamic, and truly community focused.” At British Land, our strategy is clear: we’re setting the standard for modern retail by championing affordability, accessibility, and adaptability across our retail parks. By creating spaces that are easy to reach, cost-effective for retailers, and flexible enough to welcome new concepts, we are not just responding to change, we are helping drive it. Our approach ensures our parks remain vibrant, resilient, and ahead of the curve, delivering value for our occupiers, our communities and our investors. Building, Design & Construction Magazine | The Choice of Industry Professionals

Bellrock wins prestigious IWFM Award for its work with the London Fire Brigade
Bellrock’s team and its data-driven Concerto CAFM solution improves transparency and maintenance response times Facilities management industry disruptor Bellrock has triumphed in the 2025 IWFM Awards, picking up the IWFM Impact Award for Workplace Experience: Non-office/Corporate Environment, for the deployment of its integrated CAFM (Computer-Aided Facilities Management system), Concerto, with the London Fire Brigade (LFB). In presenting the award, the judges said: “This entry stood out for its exceptional management of complex FM (Facilities Management) environments, making a tangible difference for the front-line teams.” When Bellrock began working with the LFB in 2021, their growing property portfolio was becoming increasingly challenging to manage. With a real estate of 102 fire stations and one river station across the capital – 63% of which were over 50 years old – there was a constant and substantial maintenance requirement, alongside friction among service personnel at the way the process was managed by the incumbent operator. Through partnering with Bellrock, LFB stakeholders recognised an opportunity to better maintain their buildings, freeing up their time to focus on the job in hand – saving lives. Bellrock deployed its data-driven CAFM system, Concerto, across the LFB estate, and embedded a dedicated Bellrock team within LFB’s own team to ensure the system would align with operational realities. The solution includes a web portal where all LFB employees can request new work, track the progress of ongoing jobs, flag any issues with suppliers working on projects, and access a 24/7 helpline. The portal also includes video and user guides, and a roadmap showing how smart technologies can be used to manage buildings more efficiently, and support carbon reduction goals. The solution has been constantly developed and iterated since it was first deployed. Recent enhancements include Escalation Tags to enable personnel to see which jobs need to be escalated; Tiles, which enables jobs in any defined category such as “Urgent” or “Attended but incomplete” to be grouped in one view; and Customised Dashboards, which enable personnel to create their own views of ongoing projects. The portal has created transparency between LFB employees and FM operations. It has also improved customer satisfaction, and reduced administrative overheads and a reliance on phone and email to raise and track issues. As one LFB Borough Commander puts it: “Historically, most of the gripes from staff were about property problems and the systems we had in place to send up faults. The portal has put an end to all this. Officers can track and trace jobs and see exactly what’s happening. It’s cut down massively on repetitive work and frustration for station-based staff.” Between 1st April 2021, when Concerto was deployed, and 1st March 2025, LFB employees have raised 207,044 Planned Preventative Maintenance (PPM) requests, as well as 47,270 reactive work orders. They have also reviewed 11,345 quotes, and raised 2,576 recalls. In that time, the platform has delivered £1.6m in savings on approved quotes, and the pass rate for PPM Certificates on initial submission has risen from 70% to 92%. Claire Page, Head of Property at LFB, and her team, have demonstrated the successful initiative to multiple other fire services and agencies across the country, including Essex, Kent, County Durham and Darlington fire services and the Ministry of Defence. “This award is testimony to the efficiencies and improvements that Concerto brings to the FM arena,” said Mark Tyson, Managing Director of Bellrock’s Intelligent Asset Care division. “London Fire Brigade employees can now see for themselves how their buildings are functioning, track the progress of repairs and other projects, and easily raise new tickets when they come across a problem that needs addressing. The feedback we have had suggests this has had a positive effect on morale across the service, freeing firefighters up to do what they do best, which is to save lives.” Building, Design & Construction Magazine | The Choice of Industry Professionals
