Milton Keynes named UK’s top construction hotspot outside London as opportunity soars
New research reveals the UK locations where the construction industry is thriving, with Milton Keynes taking the top spot. Milton Keynes has been named the UK’s most thriving construction hotspot outside London, according to new research from construction branding specialists Monster-Mesh. The study analysed five key indicators across 95 UK locations to identify the towns and cities outside the capital where the construction industry is showing the strongest signs of activity, investment and future growth. While London continues to dominate the UK construction landscape, the research reveals a number of regional locations where a combination of established construction businesses, economic output, workforce growth, job opportunities and investment in construction branding is helping to drive a thriving local industry. The study by Monster-Mesh ranked locations according to: Each indicator was scored out of 100 before being combined to create an overall index score out of 500. To ensure a fair comparison between locations of different sizes, figures were standardised according to population or presented as percentages. The UK’s top 10 construction hotspots outside London (index score out of 500) 1st) Milton Keynes, Buckinghamshire: 339 2nd) Rochester, Kent: 318 3rd) Canterbury, Kent: 312 4th) Tunbridge Wells, Kent: 310 5th) Dartford, Kent: 309 6th) Stevenage, Hertfordshire: 308 7th) Chelmsford, Essex: 297 =8th) Oxford, Oxfordshire: 296 =8th) Reading, Berkshire: 296 10th) Cambridge, Cambridgeshire: 279 Milton Keynes named the UK’s top construction hotspot Milton Keynes has taken the number one position in this year’s ranking, scoring 339 out of 500. The town benefits from the strength of the wider South East construction market, which accounts for 16.9% of the UK’s construction businesses. This is the highest proportion of any region included in the study. Construction in the South East also generates £41,319 in GVA per head, providing a strong economic backdrop for locations such as Milton Keynes. The city also stands out for the amount being invested in construction branding. Monster-Mesh data shows that £59,211 is spent on construction branding solutions per 100,000 people in Milton Keynes, giving it the highest branding spend among all locations analysed. That investment has also more than doubled year-on-year, with construction branding spend in Milton Keynes increasing by 103% compared with last year. However, the research suggests that Milton Keynes’ construction market is not simply being driven by branding investment. The region is forecast to see a 3% increase in its construction workforce between 2026 and 2030, while the city currently has five advertised construction jobs for every 100,000 residents. Mark McLennan, Founder at Monster-Mesh said, “Milton Keynes taking the top spot from Tunbridge Wells this year is a really interesting result. It demonstrates that a thriving construction sector isn’t necessarily about having the highest number of job vacancies or the fastest workforce growth in isolation. The combination of a strong regional construction base, economic output and business investment all play a part in a thriving local sector. “The particularly strong increase in construction branding spend is also worth highlighting. Businesses don’t generally invest in their visibility unless they see an opportunity to compete and grow, so this could be a useful indicator of the confidence within Milton Keynes’ construction sector.” Rochester takes second place Rochester has climbed into second place, scoring 318 out of 500. Like Milton Keynes, Rochester benefits from the wider strength of the South East construction industry, with 16.9% of UK construction firms located across the region and construction generating £41,319 in GVA per head. Construction branding investment is particularly strong in Rochester, reaching £44,246 per 100,000 people, and perhaps more significantly, branding spend has increased by 104% year-on-year. This suggests a rise in investment from construction businesses looking to increase their visibility and compete for new opportunities. Rochester currently has 12 advertised construction jobs per 100,000 people, while the regional construction workforce is forecast to increase by 3% between 2026 and 2030. Canterbury comes in at third place Canterbury takes third place with an overall index score of 312. The Kent location combines the strength of the wider South East construction market with significant investment in construction branding. Construction businesses in Canterbury are spending £37,356 per 100,000 people on branding solutions, representing a 14% increase compared with last year. The location also has 25 advertised construction jobs per 100,000 people, while the wider South East is expected to see construction workforce growth of 3% between 2026 and 2030. With 16.9% of the UK’s construction firms located across the wider South East and construction generating £41,319 in GVA per head, Canterbury’s position in the top three highlights the continuing strength of Kent and the wider South East as a construction hub. Mark said, “London will always be an enormous construction market, but it’s important not to overlook what’s happening elsewhere in the UK. “This year’s research shows some really interesting regional hotspots. Milton Keynes, Rochester and Canterbury are leading the way, while locations such as Dartford, Stevenage, Oxford and Reading are seeing particularly significant increases in construction branding investment. “The construction landscape is constantly changing, and looking beyond London gives us a much better picture of where businesses are investing, where employment opportunities are emerging and where the sector could be heading next.” Construction branding investment surges across UK cities Construction businesses across the UK are significantly increasing their investment in branding, with the number of construction branding units ordered over the past year rising by 89%, while total spend on construction branding has increased by an even greater 94%. The latest Monster-Mesh data reveals the cities where construction branding investment is growing fastest, with Bath recording the biggest increase in spending, up by an impressive 297% over the past year. Portsmouth follows closely behind, with construction branding spend increasing by 295%, while Slough saw spending rise by 285%. For further information about the study and to speak to the team, visit Monster-Mesh.co.uk. Building, Design & Construction Magazine | The Choice of Industry Professionals
PLP Architecture Breaks Ground on ‘Tree House’: A 130-Metre Tall Vertical Ecosystem in Rotterdam’s Central District
Global architecture and urban design practice PLP Architecture, together with developer Provast, has officially begun construction on Tree House – a 38-storey mixed-use tower next to Rotterdam Central Station. Rising 130 metres, the development integrates 299 residential apartments, 15,000 m² of office space, and an active public podium at ground and first floor, featuring cultural programming, dining, and retail. With residential units almost fully sold prior to breaking ground, the project enters construction with the majority of its homes already committed. Rather than separating functions into isolated structures, Tree House consolidates housing, workplaces, and public life into a single vertical ecosystem. At ground and first-floor level, the public realm podium opens the building to the city, with a café-bar, restaurant and an event space programmed by De Dépendance, a Rotterdam platform known for staging talks, live music and book signings. Residents and office workers reach their own separate entrances and lift lobbies from this same podium, so all three groups – residents, office workers and visitors – pass through it during the day. To promote sustainable mobility, the project provides 1,017 dedicated bicycle spaces. “Too often, tall buildings act as isolated islands, separate from the city around them. With Tree House, we wanted to flip that logic completely and so we approached the tower not as a standalone object, but as a participant of Rotterdam’s ecosystem – a vertical streetscape where biodiversity, public life, and working environments actively support one another.” – Ron Bakker, Founding Partner at PLP Architecture. The project’s ecological design is anchored to the site’s four mature plane trees that pre-date World War II, survived the 1940 bombing of Rotterdam and have been retained to form a key part of Tree House’s architectural design. The presence of these historic trees directly shaped the stepped geometry of the lower terraces, creating a physical and historical bridge between the new tower and Rotterdam’s broader network of green corridors. The architecture takes direct inspiration from how a mature tree functions within its environment – providing shelter, cooling the air, retaining water, and supporting local ecosystems. Nature-inclusive measures are embedded across the tower, including deep-soil green terraces, roof gardens, integrated solar balconies, and nesting habitats for birds and insects. An advanced rainwater harvesting system manages water retention during heavy rainfall events in tandem with the surrounding station area, helping to support biodiversity and mitigate the urban heat island effect. Tree House marks a major milestone in the ongoing regeneration of Rotterdam’s Central District, continuing the city’s long tradition of architectural innovation, from the historic Witte Huis (1897), widely recognised as one of Europe’s first skyscrapers to its celebrated post-war reconstruction skyline. With around 40 million people passing through or around Rotterdam Centraal each year, Tree House sits at one of the most vibrant crossing points in the city. Building, Design & Construction Magazine | The Choice of Industry Professionals
CBRE Appointed to Explore Major Glasgow Growth Fund to Unlock City Centre Development
Glasgow City Council has appointed global property consultancy CBRE, working alongside Mandala Partners, to develop a business case for a new city centre growth fund aimed at unlocking major development opportunities, attracting private investment and accelerating residential regeneration. The proposed investment vehicle could play a significant role in reshaping central Glasgow, supporting the delivery of new homes, commercial developments and wider regeneration projects as the city pursues its ambition to increase its city centre residential population to 40,000 by 2035. The appointment marks an important step in exploring alternative funding mechanisms capable of overcoming the financial viability challenges that can prevent development schemes from progressing, particularly within established urban locations. CBRE will lead the assessment, supported by economics, policy and strategy consultancy Mandala Partners, examining how public and private sector capital could be combined to stimulate investment and bring forward development opportunities. A central element of the study will be identifying potential funding structures that can address viability gaps, helping to make residential and mixed-use schemes more financially deliverable while encouraging further institutional and private sector investment. The work will also consider how a growth fund could be established, financed and operated, drawing on investment and regeneration models already developed by local and regional authorities elsewhere in the UK. These approaches will be assessed against Glasgow’s particular development requirements, economic priorities and the wider Scottish funding environment. Although the initial focus will be on central Glasgow, the Council has indicated that any future investment mechanism could potentially be expanded to support regeneration and development across the wider Glasgow region. The study comes as cities throughout the UK continue to examine new ways of financing urban regeneration, particularly where construction costs, infrastructure requirements and development viability present obstacles to bringing forward major projects. For Glasgow, increasing the number of people living in the city centre is a central part of its longer-term regeneration ambitions. Additional residential development could support greater demand for retail, leisure, hospitality and local services, while encouraging investment in existing buildings and underutilised urban sites. A dedicated growth fund could potentially provide a more coordinated approach to investment, helping public and private sector partners address the financial barriers associated with delivering new development. However, the establishment of such a fund remains at the feasibility stage, with no final decision taken on whether it will proceed. The business case is being prepared in accordance with HM Treasury’s Green Book guidance, which provides the framework for assessing the economic, financial and strategic justification of public sector investment proposals. A Glasgow City Council steering group, comprising elected members and senior officers, will oversee the preparation of the study, which is expected to be completed by the end of 2026. The findings will inform the Council’s consideration of whether a growth fund represents a viable and effective mechanism for supporting future investment. Any subsequent decision to establish the fund, including its financial structure, governance and potential investment priorities, will require further consideration and approval by the Council. The appointment of CBRE and Mandala Partners highlights Glasgow’s ambitions to strengthen its investment proposition and explore new partnerships capable of supporting long-term urban transformation. With residential growth, commercial investment and city centre regeneration increasingly interconnected, the proposed fund could become an important mechanism for unlocking development opportunities and supporting Glasgow’s next phase of growth. Building, Design & Construction Magazine | The Choice of Industry Professionals
North West Construction Hub passes £700m milestone for projects procured since 2023
Over £700m of public sector construction projects have now been procured through the latest frameworks of the North West Construction Hub (NWCH). Two leisure projects for Fylde Council at St Annes and Kirkham, with a combined procurement value of £10.16m, took the total value procured through the current NWCH frameworks beyond £700m. The schemes are being delivered in partnership with Places Leisure. Since 2023, projects procured through the frameworks have spanned local government, education, blue light services, leisure, regeneration and other community infrastructure. NWCH is a not-for-profit public sector procurement organisation and is led by a board comprising representatives from public sector organisations across the North West, with Manchester City Council acting as the legal entity behind the organisation. The Hub operates four construction frameworks, enabling public sector organisations to procure projects ranging from small works to major capital schemes worth more than £25m. These include its Small Works Framework for projects valued from £2,000 to £1m; Low Value Framework for schemes between £1m and £4m; Medium Value Framework covering projects from £3m to £8m; and High Value Framework for projects valued at £8m and above. The High Value Framework is itself divided into projects worth £8m to £25m and major schemes valued at more than £25m. One of the most high-profile projects procured through NWCH is Eden Project Morecambe, where VINCI Building was appointed through the High Value Framework in April 2026 to deliver the landmark development on Morecambe’s seafront. Current and recently procured schemes include the £85m St Helens town centre regeneration programme with VINCI; the £41.8m Radcliffe Hub; Morgan Sindall’s £17.6m Acoustics Building at the University of Salford; and an £8m programme at Wilmslow High School being delivered by Conlon Construction. Other projects include the £5.5m Heywood Civic Centre scheme, the £1.4m Radcliffe Enterprise Centre, a £900,000 project for National Museums Liverpool and a £1m Tawd Valley Housing scheme. Established in 2009, NWCH was created to help public sector organisations procure construction projects efficiently while improving collaboration and the wider value generated from public investment. Its frameworks have been developed by the public sector and provide organisations with access to contractors which have already undergone a rigorous procurement and evaluation process. NWCH says contractors can be appointed in as little as six weeks where project programmes require it. Arina Cernysiova, NWCH Framework Lead, said: “Reaching the £700 million mark is an incredible milestone and a fantastic reflection of the continued confidence our clients place in our frameworks. “NWCH is demonstrating what can be achieved through strong relationships and collaborative procurement, and we’re proud to see projects delivered through the Hub, supporting the continued regeneration of the North West. “We also place a major emphasis on ensuring public investment creates wider social value, supporting local supply chains, employment and skills, sustainability and long-term benefits for communities.” Jonathan Noad, Chief Officer Sustainable Growth at Lancaster City Council, said: “I have used NWCH for a number of years on a range of complex and smaller projects. One such recent project is Eden Project Morecambe. “The NWCH team is always willing to add value to our projects by bringing in their own expertise and perspectives and introducing us to other comparable projects. The fact they are run as a public body and pride themselves on social value sets them apart from other framework providers.” Warden Construction, which employs 97 people and is based in Lancashire and Warrington, is appointed to NWCH’s current Small Works, Low Value and Medium Value frameworks. Ian Williams, managing director of Warden Construction, said: “Passing £700m of projects procured through the current frameworks demonstrates the confidence public sector organisations across the North West continue to place in the Hub. “As a framework partner, we regularly see the benefits the Hub provides to local authority and public sector clients. Its greatest strength is that it offers a trusted, compliant and low-risk procurement route, giving clients confidence that projects can progress efficiently while maintaining high standards of governance and accountability. “Through its focus on social value, the Hub is also helping ensure public sector investment leaves a positive and lasting legacy in communities across the North West.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Siderise Appoints Sean Butler as Chief Commercial Officer
Siderise is thrilled to announce the appointment of Sean Butler as Chief Commercial Officer (CCO). With over 20 years of experience of Board-level leadership in the building products industry, Sean joins Siderise at an important stage in the company’s growth. In his new role, Sean will be responsible for the commercial functions of the business, including external sales, marketing and customer service. . . Sean joins Siderise from aluminium systems specialist, Aluprof, where he served as Sales Director for the last three years. Prior to this, he spent almost 20 years in senior leadership roles at some of the industry’s most recognised façade brands, including Kawneer and Schüco, giving Sean an extensive experience across a range of construction products and markets. Throughout his career, Sean has built a reputation for driving business growth, fostering strong customer relationships and leading high-performing teams. His extensive knowledge of façade systems, specification-led sales and manufacturing operations will play a key role in supporting Siderise’s commitment to innovation, service excellence and building safety. Commenting on his appointment, Sean said: “Every industry presents its own opportunities and challenges, but what excites me most is working with organisations that are committed to innovation and continuous improvement. Siderise has earned an exceptional industry reputation for technical excellence, integrity and customer support, while playing a vital role in improving fire safety standards across the built environment. I look forward to collaborating with colleagues, customers and partners across the UK and Europe to support the company’s continued growth and help deliver innovative solutions that address the evolving needs of the construction industry.” Building, Design & Construction Magazine | The Choice of Industry Professionals
How EAM Software Helps Property Managers Cut Maintenance Costs Across Building Portfolios
For a property manager responsible for forty buildings, maintenance losses usually build up from small decisions taken in isolation, such as a boiler repaired for the third time instead of replaced, two contractors sent to the same roof in one month or a lift inspection booked late at an emergency rate. Each building may look well run on its own. The pattern only shows when asset data, work history and budgets sit in one place. Enterprise asset management (EAM) software is built to provide that single view across every building in a portfolio. Maintenance spend rises fastest where buildings are managed one by one In most portfolios each site has grown its own way of working, from spreadsheets to contractor portals to emails with the managing agent. Costs hide in those gaps. Duplicate call-outs go unnoticed, warranty claims lapse because nobody can find the installation date, and the same air handling unit fails in five buildings without anyone linking the incidents. The appetite for better information exists. In a survey of more than 4,000 building portfolio and asset managers for the Mace report State of Sustainable Assets, UK respondents named data and AI as the most important investment area for sustainable portfolios, at 36 per cent. A single asset register is the foundation for every saving An EAM system organises assets in one hierarchy, from portfolio to site, building, system and component. A chiller in an office block and one in a retail unit then share classification, maintenance templates and cost codes, which makes comparisons possible. A usable asset record holds: Registers migrated from old spreadsheets often contain duplicates and plant removed years ago. A site survey with QR labels is tedious, yet it lets engineers later scan an asset and see its history before starting work. Reactive, preventive and condition-based work each have a place Cutting costs rarely means planning every task. Running a corridor light fitting to failure is rational because a breakdown is cheap and quick to fix. Time-based preventive maintenance suits statutory items and plant whose failure would close a floor, such as fire alarms, passenger lifts and heating plant. Condition-based maintenance triggers work when building management or sensor readings cross a threshold, for example rising pressure drop across an air filter. Emergency call-outs usually carry premium and out-of-hours rates, often with secondary damage on top. Tagging every work order as reactive, planned or condition-based shows which buildings and asset types still run on breakdowns. Where a CMMS ends and EAM begins A computerised maintenance management system (CMMS) organises day-to-day maintenance with work orders, preventive schedules, spare parts and asset records. EAM covers the whole asset life from acquisition through maintenance and compliance to replacement, and it is built to connect many users across several locations. A plain explanation of the EAM vs CMMS differences is worth reading before drawing up a shortlist, because the decision turns on scope, user numbers and how many sites share the same data. Ultimo, for instance, describes its platform as EAM with strong CMMS functionality, so a team can start with work orders and preventive maintenance and later add lifecycle planning, performance insight and compliance support within the same system. The same source notes that an EAM system cannot be downgraded and advises defining objectives for the next five to ten years before committing. Statutory inspections cost less when they are scheduled per asset Compliance work is a cost no landlord can defer. Gas appliances, fire alarms, emergency lighting, water systems and lifts all have inspection regimes, and a missed date can mean enforcement action or a closed building. The Health and Safety Executive’s guidance on thorough examinations of lifting equipment states that equipment used to lift people must be examined every six months unless a competent person has set up an examination scheme, and that records may be kept electronically if protected against unauthorised alteration. In an EAM system each regime is attached to its asset. The due date creates the work order, the contractor uploads the certificate, and an overdue item appears on the portfolio dashboard weeks before it becomes a breach. Grouping inspections by site also cuts travel and minimum call-out charges. Repair histories turn capital planning into a forecast When every repair is logged against the asset, the system shows cumulative spend, failure frequency and remaining service life side by side. A rooftop unit that has absorbed repairs worth half its replacement cost within three years belongs in the capital plan, and the evidence already sits in the work order history. Occupiers increasingly expect that evidence. The second edition of the RICS Service Charge Code, summarised in this guide for commercial property occupiers, expects budgets to explain material changes and sets out clearer practice for funding major works. A phased rollout keeps disruption to tenants low Portfolios that move in stages usually get reliable data faster than those that switch every building at once: EAM pays off when the portfolio is treated as one system A shared asset register, a deliberate mix of maintenance strategies, inspection dates tied to each asset and repair histories that feed the capital plan all reduce money spent without information. A CMMS can cover the first steps for a single site. Once several buildings, many users and long-term replacement budgets come together, the broader scope of EAM Software is usually the better fit.