I-RES Targets Major Dublin BTR Expansion with Two Three North Acquisition
Irish Residential Properties REIT (I-RES) is closing in on the acquisition of Two Three North, a major operational Build to Rent (BTR) development in Dublin, as the residential investor looks to expand its portfolio in the Irish capital. I-RES is understood to be in advanced discussions to acquire the 282-apartment development at Clongriffin in north Dublin from developer Twinlite and its joint venture partner Tristan Capital Partners. Two Three North was brought to market earlier this year through joint agents Hooke & MacDonald and Knight Frank, with a guide price of around €120 million. The development was completed in 2022 and its acquisition would increase the size of I-RES’s residential portfolio by approximately 8%. The scheme comprises 282 apartments arranged across four blocks on a 3.17-hectare site, combining private homes with communal and public spaces. Of the apartments, 236 form part of the private rented portfolio, while a further 46 are leased to Dublin City Council under a long-term agreement. Designed by MDO Architects for Twinlite, Two Three North has been created around the amenity-led model that has become increasingly important within the BTR market. Resident facilities include co-working areas, a gym, cinema room and communal social spaces, alongside basement and surface parking, secure bicycle storage, landscaping and green roof areas. Sustainability also formed an important part of the development and construction strategy. The project achieved Home Performance Index certification, while most apartments achieved a BER A2 energy rating. An all-electric energy strategy incorporates mechanical ventilation with heat recovery and exhaust air heat pumps, supported by a high-performing building envelope and triple glazing. Environmental Product Declarations were also considered during material procurement, with a whole-building life cycle assessment undertaken to examine embodied carbon. For I-RES, the potential purchase represents a sizeable addition to an existing portfolio of more than 3,600 rental homes, predominantly located across Dublin. At the end of June 2026, the company’s portfolio was valued at approximately €1.28 billion and recorded occupancy of 99.4%. The acquisition would come as I-RES steps up investment following a period of asset recycling and improving financial performance. The company has also committed to acquire 77 newly built apartments through a separate forward purchase agreement, with completion expected towards the end of 2026. Two Three North provides a particularly attractive opportunity because it is already completed and operational, allowing I-RES to add a substantial concentration of modern rental homes without taking on the construction and delivery risk associated with a new development. If completed, the transaction would further strengthen I-RES’s position in Dublin’s professionally managed rental sector while underlining continued institutional appetite for established, high-quality BTR assets. Building, Design & Construction Magazine | The Choice of Industry Professionals
Draft London Plan Opens New Route for BTR as Affordable Housing Rules Evolve
London’s Build to Rent (BTR) sector could be given greater flexibility in bringing new developments forward under proposed changes to affordable housing policy contained within the new draft London Plan. Published by the Mayor of London, the draft plan sets out the capital’s planning framework for the coming decades and proposes a revised approach to affordable housing thresholds, reflecting significant differences in development viability across London. For BTR developers and investors, the proposals are potentially significant. The draft retains a dedicated Build to Rent policy, while changes to the wider affordable housing threshold approach are intended to provide a more flexible route for residential schemes in locations where viability has become increasingly challenging. Rather than applying the same Fast Track affordable housing threshold universally, the proposed system would allow thresholds to vary between different parts of the capital according to development values and viability. The Mayor’s strategic ambition remains for 50% of new housing to be affordable, but the percentage required to qualify for the Fast Track planning route could differ by location. The intention is ultimately to move the threshold back towards 35% from 2028 in as many boroughs as possible, with different thresholds applying elsewhere where viability evidence supports a more flexible approach. Boroughs could subsequently move between bands as market conditions improve. For London’s BTR market, greater flexibility could help unlock developments that have struggled to progress amid higher construction costs, financing pressures and viability challenges. The changes could also have implications throughout the built environment supply chain. A stronger pipeline of viable BTR projects would support opportunities for architects, planning consultants, contractors and engineers, as well as specialists in façades, M&E, fit-out, landscaping and public realm. BTR has become an increasingly established component of London’s residential market, bringing institutional capital into the delivery and long-term management of purpose-built rental homes. The existing London Plan already provides a specific planning framework for BTR, including requirements around unified ownership and management and affordable rental provision. The new proposals should not yet be regarded as settled policy. The draft London Plan is currently undergoing public consultation until 15 October 2026 and will subsequently face an independent Examination in Public, with final adoption currently expected in early 2028. For developers, investors and construction teams considering future London BTR projects, however, the direction of travel is important. A more location-sensitive affordable housing framework could provide greater certainty and flexibility, potentially helping more residential schemes move from planning and viability assessments into construction. Building, Design & Construction Magazine | The Choice of Industry Professionals
London Aquatics Centre upgrades to next-generation LED lighting with Signify to boost fan experience and enhance energy efficiency
Signify (Euronext: LIGHT), the world leader in lighting, has delivered a landmark LED lighting upgrade at the London Aquatics Centre to drive performance, energy saving, efficiency, and long-term sustainability at one of the UK’s most iconic sporting venues, also known to be the most technologically advanced and stunning swimming facility in the world. Designed by Zaha Hadid, the London Aquatics Centre was built in 2012 and immediately took its place on the world stage as a venue for that summer’s elite swimming and diving events. More than a decade later, operator Everyone Active undertook a major modernisation project to replace the venue’s legacy lighting system with energy-efficient LED technology. A key requirement was achieving the stringent World Aquatics (formerly FINA) television broadcast standard of 1,500 lux Ev. To achieve this, Signify partnered with DC Electrical Supply to deploy a lighting system designed for the unique demands of the venue’s architecture. With luminaires suspended up to 40 metres above water, access, precise aiming and adjustment using conventional methods were challenging and time-consuming. While traditional flood lighting approaches could provide general illumination, they lacked the precision and data validation needed to meet the project’s demanding performance requirements. Instead, Signify deployed a proprietary solution designed to translate an on-paper lighting design into real-world accuracy. By combining its advanced ArenaVision LED gen3.5 luminaires with an innovative Augmented Reality (AR) aiming system, Signify enabled installers to accurately align each luminaire, even at heights of up to 40 metres above the pool. A detailed grid over the pool area enabled installers to align each luminaire precisely with the original lighting design. Instead of relying on a visual aiming scope, the installers used a smartphone attached to the luminaire to aim the lights directly at the grid. This approach reduced time spent working at height, improved installation accuracy, and ensured the final lighting performance matched the design intent. Any subsequent adjustments could be made quickly and precisely, delivering measurable and repeatable results. The installation includes 168 ArenaVision luminaires providing the main competition lighting, complemented by 16 UniFlood Flat luminaires that add additional flexibility. The luminaires are paired with a DMX control system to enable immersive and adaptable lighting scenes that enhance sporting events and audience experiences while meeting the requirements of elite competition. The new lighting provides excellent visibility for athletes and fully complies with the World Aquatics broadcast standards, helping the venue maintain its status as a top destination for televised sporting events. Compared with the previous HID lighting system, the LED solution delivers significant energy savings of upto 60% when used in full capacity. The addition of DMX controls also gives venue operators greater flexibility to create engaging experiences for spectators and support a wider range of events. “Having the new LED lighting at the London Aquatics Centre for elite sport is an absolute game changer,” said Mark Basker, Regional Contract Manager at Everyone Active. “Everyone Active has invested £685,000 in the lighting upgrade, working in partnership with global lighting specialist Signify and electrical contractor DC Electrical Supply. With individual control of each light, we can black out the pool, introduce coloured lighting, and follow athletes during events. This gives the venue flexibility to host many more events while future-proofing the facility and maintaining its reputation as a world-class aquatics venue.” Mark Camley, Executive Director for Estate & Neighbourhoods at London Legacy Development Corporation, said: “The new energy efficient lighting upgrade is a welcome addition to London Aquatics Centre as we embark on the next phase of Queen Elizabeth Olympic Park, focussing on shaping sustainable communities while supporting the Mayor’s ambitions for a greener, cleaner and healthier capital. London Aquatics Centre is a much-loved venue, and Everyone Active’s investment builds on its legacy as an exemplar for televised sport where major swimming events are hosted regularly. It also benefits those who use the space, from local members of the community to world class athletes.” Darren Clark, Director at DC Electrical Supply Ltd., said “We’re proud to be working alongside Everyone Active and Signify to deliver a lighting solution that supports all ambitions like energy efficiency and sustainability for the iconic venue while ensuring the best fan experience. Given the complexity of access and adjustment within the venue, the solution installed allows for ensuring results to be measurable and repeatable. The key point of difference is how they translate on-paper lighting design into real-world accuracy.” Simon Wilkinson, Commercial Leader, Public UK, Signify said “The London Aquatics Centre first took its place on the world stage under Signify lighting in 2012. More than a decade later, we are proud to have been chosen once again to help future-proof this iconic venue with a new generation of lighting performance, flexibility, and energy efficiency that will support athletes, spectators, and broadcasters for years to come.” Building, Design & Construction Magazine | The Choice of Industry Professionals
£88bn of homes sitting empty as housing crisis continues
The latest research from House Buyer Bureau has revealed that more than 300,000 homes across England have been sitting empty for at least six months, with the estimated value of this long-term vacant housing stock standing at almost £89bn. House Buyer Bureau analysed the latest available data on the number of vacant homes across England, focusing specifically on those classed as long-term vacant properties, meaning properties liable for council tax that have been empty for more than six months and are not subject to specified exemptions. The research then applied the latest average house price in each region to estimate the potential value of this unused housing stock. The figures show that there are 754,264 vacant homes across England, of which 303,185 are classed as long-term vacant. This means that 40.2% of England’s vacant housing stock has been sitting empty for more than six months. Based on the latest regional average house prices, House Buyer Bureau estimates that these long-term vacant homes represent some £88.6bn worth of residential property currently sitting unused. While increasing the supply of newly built homes remains central to tackling the nation’s housing shortage, House Buyer Bureau says the sheer volume of existing homes sitting empty for prolonged periods highlights another area of housing supply that cannot be ignored. London sitting on almost £26bn of long-term vacant homes London has the highest estimated value of long-term vacant housing stock of any region. There are 47,287 long-term vacant homes across the capital, accounting for 45% of London’s 105,138 vacant properties. With the average London home valued at £544,814, House Buyer Bureau estimates that the capital’s long-term vacant housing stock is worth almost £25.8bn. The South East ranks second by value, where 42,099 long-term vacant homes have an estimated combined value of £16.1bn, followed by the East of England, where 32,123 long-term vacant properties are estimated to be worth £10.9bn. The North West has 42,606 long-term vacant properties with an estimated value of £9.4bn, while the South West’s 28,553 long-term vacant homes are estimated to be worth £8.6bn. Billions in empty homes within individual local authorities At local authority level, some of the most valuable concentrations of long-term vacant housing are found within London. Kensington and Chelsea has 2,030 long-term vacant homes, representing 59.7% of all vacant properties within the borough. Based on the borough’s average house price of £1.256m, this stock has an estimated value of almost £2.55bn. Westminster has 2,279 long-term vacant properties, equivalent to 61.2% of its vacant housing stock, with an estimated combined value of £1.91bn. Camden’s 2,059 long-term vacant homes are worth an estimated £1.66bn, while Southwark has 2,543 with an estimated value of £1.47bn and Lambeth has 2,280 worth an estimated £1.24bn. Outside London, Birmingham stands out, with 7,060 homes having remained vacant for more than six months. Based on the city’s average house price, this equates to an estimated £1.64bn worth of long-term vacant housing. Managing Director of House Buyer Bureau, Chris Hodgkinson, commented: “It’s quite remarkable that we’re constantly talking about the need to build hundreds of thousands of additional homes when more than 300,000 existing properties have already been sitting empty for over six months. Of course, there’s no single reason why a property remains vacant and not every empty home can simply be put back into use overnight. But anyone who works within the property market knows how easily a home can become stuck in limbo, whether it requires significant work, forms part of an estate, has legal complications or simply proves difficult to sell. Building more homes remains absolutely essential, but we also need to make better use of the housing stock we already have. Getting even a proportion of these long-term vacant properties back into circulation would provide additional homes without the need to build them from scratch. For owners, the longer a property sits empty, the more of a liability it can become, particularly once maintenance, security and ongoing ownership costs start to mount. Where the conventional sales market isn’t providing a solution, owners may need to take a more pragmatic approach. Accepting a lower price in return for the speed and certainty of a quick sale can sometimes be the difference between a property remaining empty indefinitely and getting it back into use.” Data tables and sources *Vacant and long-term vacant dwelling data sourced from UK Government – Live tables on dwelling stock, including vacants, using the latest 2024-25 data. The Government defines long-term vacant dwellings as properties liable for council tax that have been empty for more than six months, excluding specified exemptions. *Average house price data sourced from the UK Government – UK House Price Index, using the latest available June 2026 data. *Estimated value of long-term vacant housing stock calculated by House Buyer Bureau by applying the latest average house price at regional and local authority level to the number of long-term vacant dwellings. Full data tables can be viewed online here Building, Design & Construction Magazine | The Choice of Industry Professionals
G F Tomlinson renews its commitment to young people in sport
Midlands contractor, G F Tomlinson, has renewed its partnership with Derby County Community Trust (DCCT) for the 2026/27 season, continuing its support for the Trust’s Female Talent Pathway and its commitment to creating opportunities for young people across Derbyshire. The Female Talent Pathway is a structured development programme supporting aspiring female footballers from under-9 through to under-21 level. The programme provides talented young players with a progressive route into elite football, with the potential to advance into Derby County Women’s First Team. Through the partnership, players can benefit from high-quality coaching, regular competitive fixtures and access to a professional training environment. Alongside football development, the programme places an important emphasis on education, personal development and the wider skills needed to help young people thrive both on and off the pitch. The renewal reflects G F Tomlinson’s continued commitment to investing in the communities in which it operates and supporting initiatives that can have a lasting impact on young people. The continued investment also comes at an important time for women’s and girls’ football, with participation and interest in the game continuing to grow year on year. By supporting DCCT’s Female Talent Pathway, G F Tomlinson is helping the Trust maintain high-quality provision for its players while contributing to the development of the next generation of female footballers. As part of the partnership, G F Tomlinson also provides support to the local community through the Harrisons Hub Community Meals programme at Pride Park Stadium to help the most vulnerable members of society. Andy Sewards, Chairman at G F Tomlinson, said: “We are delighted to renew our partnership with Derby County Community Trust and to continue supporting the Female Talent Pathway for another year. What stands out to us about the programme is that it is about so much more than football, it gives young people the opportunity to develop their confidence, resilience, teamwork and self-belief, while providing a clear pathway for those who aspire to progress within the game. “As a business with deep roots in the Midlands, supporting the communities where we live and work is significantly important to us. We are proud to play a part in helping local young people access these opportunities and are looking forward to seeing the pathway continue to grow throughout the 2026/27 season.” Chris Tomlinson, Head of Business Development at Derby County Community Trust, said: “We are absolutely delighted that G F Tomlinson has chosen to continue its partnership with DCCT for another year. The support of our partners is fundamental to the work we do, enabling us to provide high-quality opportunities for young people and continue developing programmes such as the Female Talent Pathway. “G F Tomlinson shares our belief in the importance of investing in local communities and creating opportunities for young women to fulfil their potential. Their continued support will make a real difference to our players and help us to keep developing the pathway both on and off the pitch.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Getting Construction Payroll Right: Managing a Complex and Changing Workforce
Payroll in the construction industry can be incredibly challenging. Managing permanent employees alongside subcontractors, agency workers, and project-based teams across multiple sites is no easy task for payroll teams. Thankfully, there are ways in which businesses within the construction industry can maintain a compliant and efficient payroll process. With that in mind, let’s explore the main challenges of payroll in the construction industry and how businesses are managing this complex task. The Challenges of Payroll in the Construction Industry Varied Working Hours Hours can vary dramatically depending on the site or project, and this can make it difficult to record and process working hours accurately. The complexity of this further increases when employees work across multiple sites in different locations. Overtime Overtime is incredibly common in construction. Many employees work additional hours to ensure deadlines are met and projects are completed on time. Payroll teams have the difficult task of making sure this overtime is accurately recorded and the correct pay rate is used. Bonuses If a company uses bonuses, these are included in payroll as part of a construction worker’s pay, and the correct deductions and calculations need to be made. Travel Allowances Many construction workers have to travel between various sites, and in some cases may have to cover significant distances. Travel allowances and expenses need to be managed carefully so workers always receive the correct payments and the business remains compliant with the latest legislation. Different Types of Employee Payroll for employees and subcontractors works slightly differently. For full time employees, payroll is completed through standard PAYE, while subcontractors use a system known as CIS. Managing two different systems can be difficult for payroll teams to keep up with, especially as rules and regulations change frequently. How Businesses in the Construction Industry Are Successfully Managing These Complexities Instead of finance or HR teams spending hours upon hours handling all of this manually, most businesses within the construction industry will use something like PayCaptain’s payroll outsourcing service, which completes the entire payroll process quickly, efficiently, and compliantly. Relying on an outsourcing service such as this reduces the risk of errors, ensures all employees and subcontractors are paid the right amount on time, reports are submitted to the HMRC before their deadline, and operations continue running smoothly at all times. Getting payroll right is just one of the many things businesses in these types of industries must do to stay competitive. If projects are paused or disrupted by compliance issues, it can affect both employee satisfaction and a business’ profit and reputation. The businesses that prioritise payroll are the ones that are more likely to see success.