Newmark Acts as Sole Adviser to Bodycare as the Revitalised Brand Accelerates National Retail Expansion
Newmark, acting as sole adviser to value health and beauty brand Bodycare, has secured leases for six new retail locations in the UK as the business returns to the high street with a newly curated offering following its acquisition from administration in October 2025. The six exchanged stores are located in Merry Hill in Dudley, Derbion in Derby, The Moor in Sheffield, Highcross in Leicester, The Mall in Blackburn and St Johns in Leeds, and were selected due to their strong sales performance under the brand’s previous ownership. Executive Managing Director David Purslow and Surveyor Jake Blackwell of Newmark are advising Bodycare. To support the brand’s rapid growth, Newmark is delivering a capital-efficient property strategy which prioritises best-in-class locations and pace of execution, with lease terms negotiated to protect long-term performance as the portfolio grows. The acquisition of Bodycare marked the relaunch of the much-loved heritage brand in line with modern consumer expectations and enabled a full operational restart. An additional 19 stores are planned to open by the end of 2026, with the longer-term ambition for over 200 stores nationwide. The first 25 stores are set to launch under the new experiential ‘Bodycare Studio’ format with stores configured to drive discovery and encourage repeat visits while staying true to the brand’s core ethos of providing accessible beauty products. ‘Bodycare Studio’ additionally blends content and commerce via in-store demonstration zones, feature screens, live broadcast studios and dedicated creator spaces to complement the brand’s digital-first strategy and strong social media presence. The in-store concept is supported by a broader platform strategy focused on building local customer communities and strengthening operational performance. David Stern, Managing Director at Bodycare, said: “Since the acquisition of Bodycare, the team has reimagined both the in-store experience and the brand’s digital presence. The response from the industry to date has reinforced our confidence to scale quickly and we are looking forward to welcoming customers back as soon as possible. Newmark has been instrumental in supporting us in our ambitious vision.” Purslow, Executive Managing Director at Newmark, said: “Bodycare is executing a compelling retail strategy – moving at pace but with clear direction and a disciplined approach which sets it up for success. Our priority is to ensure the property strategy underpins the brand’s momentum as it scales nationally.” The instruction reinforces Newmark’s position as a trusted advisor to growth-focused retail and consumer brands, partnering with businesses at pivotal moments of expansion and transformation. About Newmark Newmark Group, Inc. (Nasdaq: NMRK), together with its subsidiaries (“Newmark”), is a world leader in commercial real estate, seamlessly powering every phase of the property life cycle. Newmark’s comprehensive suite of services and products is uniquely tailored to each client, from owners to occupiers, investors to founders, and startups to blue-chip companies. Combining the platform’s global reach with market intelligence in both established and emerging property markets, Newmark provides superior service to clients across the industry spectrum. For the twelve months ended December 31, 2025, Newmark generated revenues of nearly $3.3 billion. As of December 31, 2025, Newmark and its business partners together operated from approximately 175 offices with over 9,300 professionals across four continents. To learn more, visit nmrk.com or follow @newmark. Discussion of Forward-Looking Statements about Newmark Statements in this document regarding Newmark that are not historical facts are “forward-looking statements” that involve risks and uncertainties, which could cause actual results to differ from those contained in the forward-looking statements. These include statements about the Company’s business, results, financial position, liquidity, and outlook, which may constitute forward-looking statements and are subject to the risk that the actual impact may differ, possibly materially, from what is currently expected. Except as required by law, Newmark undertakes no obligation to update any forward-looking statements. For a discussion of additional risks and uncertainties, which could cause actual results to differ from those contained in the forward-looking statements, see Newmark’s Securities and Exchange Commission filings, including, but not limited to, the risk factors and Special Note on Forward-Looking Information set forth in these filings and any updates to such risk factors and Special Note on Forward-Looking Information contained in subsequent reports on Form 10-K, Form 10-Q or Form 8-K. Building, Design & Construction Magazine | The Choice of Industry Professionals
Brogan Group Expands Scaffolding Operations Across the Midlands and North of England
Brogan Group has expanded its scaffolding operations across the Midlands and North of England, extending coverage to support projects nationwide, including Birmingham, Manchester, Liverpool, Leeds, Sheffield, and Newcastle. Continued investment in local infrastructure, people, and operational capacity supports this expansion, enabling skilled regional teams to deliver scaffolding, powered access and common tower services on major projects. Industry expert Jon Cooke provides guidance, ensuring operations scale efficiently across the region. Jon commented: “I’m excited to be joining Brogan Group at such an important time for the business, as we continue to expand the business and scaffolding operations across the North. Brogan has built a strong reputation for technical excellence, safety and reliable delivery, and I look forward to working with our teams and clients to provide combined access solutions that support the successful delivery of projects throughout the region.” This strengthened presence enhances Brogan’s ability to deliver large-scale and complex scaffolding packages, bringing greater scale, technical capability, and delivery assurance, supported by robust resourcing, engineering input, and site management. Regional projects may also be supported by the Group’s wider national and international resources. The expansion follows last year’s strengthening of Brogan’s powered access capability in the Midlands and North, particularly construction hoists. Alongside scaffolding and powered access (hoists and mast climbers), the company’s access services include common towers, Atlas loading gantries, and crane decks. This multi-discipline offering allows solutions to be planned and delivered in a coordinated way, helping principal contractors reduce interface risks and simplify management on large or complex projects. Currently in a phase of rapid growth, Brogan has strengthened its nationwide delivery capability through investment in depots, equipment, and specialist personnel. The expansion of scaffolding operations reflects the Group’s focus on reinforcing core disciplines and meeting regional demand with technically led well-resourced teams and a proven delivery model. Building, Design & Construction Magazine | The Choice of Industry Professionals
R-Press ACR fittings now available Through leading merchant BES Ltd
R-Press fittings from Instantor are now available through BES Limited. A merchant with over 50 years of experience, BES supplies a comprehensive range of products to the plumbing, heating and gas industry. The portfolio includes 15,000 products which are stocked and distributed via BES’s state-of-the-art 77,000 square foot warehouse in Birmingham. Transitioning to press fittings can be a game-changer for ACR installers, providing a safer and faster way to join pipework without the hassle of flame-based methods. R-Press fittings are designed for high-pressure applications up to 48 bar pressure, including refrigeration, air conditioning, heat pumps (refrigeration side), VRF and VRV systems. The range offers an extended warranty coupled with highly competitive pricing. BES comments: “We are pleased to add the R-Press fittings range to our already extensive portfolio and to be able to offer customers an even wider choice”. Dan Wild, UK Sales Director, Instantor, adds: “It goes without saying that we are delighted to see the R-Press range being stocked by such a well-established and respected supplier. This continues the excellent progress we have made with Instantor within the UK market, and we are excited at the potential in working with the team at BES going forward.” To find out more about Instantor, please visit the website: www.instantor.co.uk, email sales@instantor.co.uk or call 0121 737 2515. Further information on BES Limited can be found at www.bes.co.uk. Building, Design & Construction Magazine | The Choice of Industry Professionals
How were the hospitality areas at the Grand National created? In terms of design and architecture
Every year, the Grand National attracts thousands of spectators from all over the world, transforming Aintree Racecourse into a vibrant hub of elegance and tradition. While fans gear up for the event, they often take advantage of Grand National sign-up offers like free bets to fully immerse themselves in the race’s atmosphere. Behind the scenes, an extraordinary effort in planning and design is underway: the creation of the exclusive hospitality areas that define the event’s refined character. You wouldn’t guess it from the telly, but turning a racecourse into a collection of premium lounges, terraces, and restaurants is a massive puzzle. It’s not just about throwing up some fancy tents. We’re talking about a temporary city that gets built, used for a few days, then vanishes without a trace. The spaces that host the elite Let’s break down what these hospitality zones actually look like. The Grand National doesn’t do one-size-fits-all. You’ve got the Princess Royal Terrace, which is this glass-fronted beauty overlooking the finishing straight. Then there’s the Manor House Restaurant, a more intimate, sit-down affair with waiter service and chandeliers that feel hilariously out of place next to a racetrack. The press areas are another beast entirely – functional, packed with desks and screens, but still designed to not feel like a bunker. And don’t forget the corporate boxes scattered along the grandstands. Each space has a different purpose. The VIP terraces are for seeing and being seen, while the private suites focus on noise control and sightlines. Dimensions vary wildly, from cosy thirty-person rooms to sprawling pavilions holding hundreds. The common thread? Every single one needs a clear view of the action, which is trickier than it sounds when you’re working with Aintree’s existing layout. Architecture in the details – Materials and nature The design approach here is clever because it has to fight two battles at once. First, it must feel luxurious but not fragile – we’re in Liverpool in April, so rain is a real threat. Second, it needs to harmonise with the surrounding landscape without disappearing. Most hospitality structures use tensile fabric roofs, aluminium frames, and tempered glass. These materials are lightweight, quick to assemble, and surprisingly warm when heated properly. But here’s the thing: the best designers borrow from the local vernacular. You’ll see stone cladding that nods to nearby farmhouses, and timber decking that doesn’t scream “temporary event.” It’s a delicate dance between permanence and pop-up. And speaking of architecture, the folks at ArchDaily often highlight how temporary structures can influence permanent builds. Aintree’s team took notes from that world, using modular panels that lock together like giant Lego bricks. Utilities and infrastructure that work invisibly Now for the unglamorous part – and I mean really unglamorous. You cannot have five thousand people sipping champagne if the toilets back up or the power cuts out mid-race. The utilities and infrastructure behind these hospitality areas are frankly bonkers. There are miles of cable tray running under temporary flooring, water tanks hidden behind false walls, and WiFi antennas disguised as light poles. One year, a generator failure during the Grand National caused absolute chaos in the main lounge. Since then, they’ve installed redundant systems with automatic failover. The drainage alone is a nightmare because grass pitches don’t love being covered for weeks. Designers work with hydraulic engineers to slope temporary floors toward collection points. It’s not sexy, but it’s the difference between a seamless experience and a muddy disaster. Conclusion Creating the hospitality areas at the Grand National is less about architecture in the traditional sense and more about choreographed chaos. It’s a temporary world built on precise material choices, invisible infrastructure, and an almost obsessive focus on guest comfort. The designers have to balance elegance with durability, tradition with innovation, and exclusivity with the sheer scale of the event. Next time you see those champagne-filled terraces on your screen, remember the miles of cable and the stress of the drainage team. That’s the real magic. Not just the race, but the whole beautiful, temporary city that holds it up.
Metrocentre partners with Gateshead Council on major riverside regeneration scheme
Metrocentre has entered into an agreement with Gateshead Council to bring forward Metro Riverside, a large-scale mixed-use development set to transform brownfield land along the south bank of the River Tyne. Located around three miles west of Newcastle-Gateshead city centre, the project will regenerate under-utilised land surrounding Metrocentre, creating a new urban neighbourhood comprising up to 4,500 homes alongside improved infrastructure, public spaces and leisure amenities. The scheme is being designed as a walkable, well-connected destination, with a focus on creating compact neighbourhoods that prioritise accessibility and strong links to public transport. The ambition is to establish a high-quality waterfront environment that supports both residential and economic growth. Metro Riverside has been identified as a key housing-led regeneration project within the North East Combined Authority’s Local Growth Plan, as well as forming part of the Strategic Place Partnership with Homes England, aimed at accelerating the delivery of new homes across the region. A central element of the development will be the evolution of Metrocentre itself, with plans to reposition the retail destination to better serve the day-to-day needs of a growing local population, while continuing to attract visitors from across the North East. The agreement highlights the importance of long-term collaboration between the public and private sectors in delivering complex regeneration projects at scale. By aligning investment, planning and delivery strategies, the partners aim to unlock a new phase of growth for the area. Martin Healy, chair of Metrocentre, said the scheme demonstrates how coordinated partnerships can drive meaningful change, bringing together investment and local leadership to create a sustainable urban community. The project is expected to deliver a mix of residential, commercial and leisure uses, supporting job creation and long-term economic activity, while reinforcing Metrocentre’s role as a key regional destination. Building, Design & Construction Magazine | The Choice of Industry Professionals
UK Construction Activity Collapses
Glenigan’s April Construction Index uncovers an industry struggling to cushion the blows from ongoing international conflict and a persistently weak economy. Glenigan releases the April 2026 edition of its Construction Index. The Index focuses on the three months to the end of March 2026, covering all underlying projects, with a total value of £100m or less (unless otherwise indicated), with all figures seasonally adjusted. It’s a report which provides a detailed and comprehensive analysis of year-on-year construction data, giving built environment professionals a unique insight into sector performance over the last 12 months. April’s Index highlights the serious challenges facing the UK construction sector, which seem to be relentless. The industry remains in the tight grip of decline which, if not terminal, is having a deeply damaging effect, pushing its resilience to a breaking point. A phenomenal series of socioeconomic events and foreign policy decisions have resulted in a severely disrupted supply chain and unprecedented market volatility. It all comes as yet another hammer blow falling on contractors and subcontractors alike; stalling activity, flattening margins and denting profits. The US-Israel/Iran War started at the end of February and shows no sign of coming to an end any time soon, resulting in considerable uncertainty that’s set to keep sector performance subdued. Whilst some of the negative effects are being felt in the here and now, the expected aftershock of the continued closure of the Strait of Hormuz, alongside the increasing threats posed to the Suez Canal and Red Sea, mean disruption is predicted to continue through Q2 and Q3 2026. Amid this maelstrom, new projects commencing in the coming months are expected to be impacted. This comes after work starting on site fell once again, particularly when seasonally adjusted, dropping by 17% compared to Q4 to finish almost a fifth (-18%) below 2025 levels. Residential construction tumbled yet again, as international conflict, persisting confusion around planning policy and a weak economy continue to hinder development. Ice-cold investors and apprehensive potential buyers are keeping their hands firmly in their pockets for the time being. For Non-Residential, Offices remained a strong outlier, posting impressive project-start increases compared to both the previous quarter and last year. However, these impressive figures were not nearly enough to outweigh overall disappointment in these verticals, with civils tanking against both periods covered by the Index. Commenting on the April Index, Glenigan’s Allan Wilen says, “Superficially, looks can be deceiving. A seasonal rise during the first quarter is masking a renewed weakening in project starts. All three main verticals: housing, non-residential buildings and civil engineering are considerably lower than a year ago and on the previous quarter on a seasonally adjusted basis. He continues, “The sector is fighting on all fronts, home and abroad. Particularly, the Iran War will depress activity further near-term as private developers and house purchasers delay investment decisions due to fears of higher than anticipated interest rates, rising material costs, spiralling energy costs and stalled economic growth. It will have a knock-on effect on the non-residential verticals which, although many have ring-fenced funding, will no doubt be putting activity on hold to ensure they don’t waste budgets whilst rates spike.” Taking a closer look at the sectors, verticals and regions… Sector Analysis – Residential As above, Residential experienced a particularly poor period, according to Glenigan’s figures. Project-starts declined by13% on the preceding three months and by almost a third (-30%) on 2025. Drilling a little deeper, private housing construction-starts declined by 9% against the preceding three months and by 34% against the previous year. Social Housing starts were similarly depressed, dropping by roughly a quarter (-24%) against the preceding three months and by 16% against the previous year. Sector Analysis – Non-Residential According to Glenigan’s data, Offices were the only vertical to experience a growth spurt compared to the previous quarter, up 37%, to stand over two-thirds (+67%) above 2025 levels. This uptick in activity was primarily supported by the £50 million 105 Old Broad Street office development in the City of London. The only other vertical to increase against the previous quarter was Retail, which rose 12% against the preceding three months. However, this modest leap wasn’t enough to bring it above last year’s results, falling 17% by comparison. Hotel & Leisure and Education had a mixed period, with both falling by around a quarter (-25% and -24% respectively) compared to the previous quarter. However, both finished up when measured against last year, rising 1% and 23% respectively. Elsewhere, performance plummeted. Industrial experienced an especially lacklustre period, nosediving by 36% against the preceding three months to stand 31% below the previous year. Likewise, Health declined 16% against the preceding three months to stand 13% lower than the previous year. Community and Amenity project-starts, which have recently posted positive results are now in recession, falling by 37% against the preceding three months to stand 10% down against the previous year. Sector Analysis – Civils The bottom fell out of Civils, with work starting on-site cascading 37% against the preceding three months and falling 34% against the previous year. Breaking it down, Infrastructure work starting on-site declined 32% against the preceding three months and declined by 37% on the previous year. Similarly, Utilities declined 42% against the preceding three months and by 30% against the previous year. The Regional Outlook According to Glenigan’s regional data, the performance picture was inconsistent. Once again, London was the stand out performer, experiencing a strong performance, rising 26% against the preceding three months to stand 69% up against the previous year. This was underpinned by a strong performance from the Office sector, which helped drive growth in the region. It was more of a mixed bag for some of the regions. Northern Ireland experienced a mixed performance, dipping 2% against the preceding three months to finish 37% up against the previous year. The North East performed similarly, dropping 27% against the preceding three months to stand