Almost a quarter of landlords ready to quit the rental market over Making Tax Digital burden
New research from Landlord Studio reveals the toll MTD is taking on the UK’s landlords, as they increasingly look to rely on letting agents to make sense of the shift New research from Landlord Studio, the property accounting and compliance software company, finds that almost a quarter (22%) of UK landlords have considered leaving the rental market altogether, as Making Tax Digital (MTD) piles on administrative and compliance pressure. Despite this, 74% of landlords agree that MTD is actually making it easier to manage their tax, and over half (55%) still expect MTD to increase their profitability overall. The findings also point to a growing role for letting agents, with 90% of landlords agreeing that agents are well-equipped to help them manage MTD requirements. MTD for Income Tax has been mandatory since April 2026 for landlords earning over £50,000 in qualifying income, requiring quarterly digital updates to HMRC alongside an end-of-year finalisation process. The threshold drops further to £30,000 from April 2027, bringing a second wave of landlords into scope within the next year. The confidence paradox While confidence in MTD is high, many landlords are still feeling the strain of rising admin demands. Despite 94% of landlords and letting agents combined saying they are confident in their understanding of MTD requirements, and 95% confident in their ability to implement it, 59% of landlords specifically remain concerned about making mistakes or facing penalties. Letting agents appear well placed to help close this gap, with 51% describing themselves as very confident in their understanding of MTD, compared with just 36% of landlords. This suggests agents can help close the gap between broad landlord confidence and the practical realities of staying compliant. Logan Ransley, Co-Founder of Landlord Studio, said: “Landlords are clearly feeling the pressure of MTD, both in terms of time and cost, and for some that pressure is serious enough to make them question whether continuing to let property is worth it. What’s clear is that the support landlords need is often already there. Letting agents have the knowledge and the relationships to make a real difference, but our research shows many landlords simply don’t know how much help is on offer. Closing this gap is going to be essential as MTD rolls out more broadly.” The race to stay compliant is borne out in the numbers. Landlords now spend an average of 13 hours a month – more than a day and a half of work – managing tax and financial admin. Compared with 12 months ago, 53% both say the time associated with this has increased and the cost has risen. On average, landlords estimate that the time they spend on tax and financial admin is worth more than £3,000 a year, almost £64 a week. The admin burden isn’t only being felt by landlords. 89% say rising admin and compliance costs make them likely to raise rents, showing the knock-on effect inefficient back-office processes can have across the rental market. Falling behind on technology The research suggests that while landlords broadly recognise the benefits of digital tax reporting, many are still grappling with having the right tools to manage compliance efficiently. Just 34% use software or digital platforms for tax reporting and record-keeping, while 39% continue to rely on spreadsheets or manual methods. Spreadsheets are technically permitted under MTD, but only with separate bridging software and strict digital links in place, an extra layer of complexity many landlords may not have accounted for. A growing opportunity for agents Landlords identified the biggest compliance challenges as keeping accurate records (38%), the risk of errors and penalties (36%), and the time required for admin (34%). They also recognise that letting agents are well-equipped to help them manage new tax requirements (90%), but with 61% of letting agents themselves admitting that awareness of the support they can offer remains low, there is a clear opportunity to close that gap. Letting agents have the ability to provide landlords with practical support, helping them improve processes, stay organised and reduce the risk of mistakes. There is also strong future demand for digital solutions, with 98% of landlords saying they are likely to invest in tax and compliance software over the next two years, with 44% looking for greater financial visibility. For letting agents, this creates an opportunity to combine their expertise with digital tools, helping landlords stay compliant, reduce admin and manage rental income more efficiently as MTD implementation accelerates. Logan Ransley adds: “Letting agents already hold the rent, expense and ownership data their landlords need to comply with MTD – what’s been missing is a way to get that data to HMRC without anyone re-entering it by hand. That’s exactly why we built Nexus by Landlord Studio. It connects the records an agency already keeps to a secure portal where landlords, or their accountants, can review and submit each quarter. Nexus is available exclusively through participating letting agents, so an agent’s relationship with their landlords becomes a genuine value-add rather than another compliance headache.” To find out more about Nexus by Landlord Studio, visit here. Building, Design & Construction Magazine | The Choice of Industry Professionals
Government agency achieves a world-first in providing ‘exceptional workplace experiences’
The Government Property Agency’s (GPA) Birmingham hub has become the first public sector building in the world to retain a coveted quality mark. Its flagship site at 23 Stephenson Street has secured Leesman+ accreditation – a prestigious global workplace experience rating – for the second time, demonstrating a sustained commitment to delivering an exceptional workplace experience for civil servants. Carly Ersser, Director of Workplace Services at the GPA, said: “We are incredibly proud that 23 Stephenson Street has secured Leesman+ accreditation for a second time. Surveying the people who work from our buildings gives us invaluable insights that directly inform how we design our services and continuously improve the workplace experience. “While this historic milestone is a fantastic achievement, we recognise there is always more work to be done. This rigorous feedback helps us target our resources to where they are needed most, ensuring we make a meaningful difference to civil servants working productively and happily from the office.” Leesman+ is a globally recognised certification awarded to top-tier workplaces that achieve outstanding employee satisfaction scores. To earn the accreditation, buildings must undergo rigorous, independent surveying and analysis of their features, services, and infrastructure. The GPA government hub at Stephenson Street first achieved this benchmark in 2023. The Birmingham office hosts 1,700 civil servants from more than 20 government departments and agencies. It was transformed from disused retail and commercial space into a modern, digitally-connected, and inclusive workplace in 2022, and now features a variety of spaces to support productivity, collaboration and wellbeing aligned to the Government Workplace Design Guide. Dr Peggie Rothe, Chief Insights and Research Officer at Leesman, said: “Leesman+ certifications have been awarded to just three per cent of the more than 10,400 buildings Leesman has assessed worldwide, and only 10 per cent of those have been re-certified. The GPA’s Stephenson Street Hub is the only public sector building globally to achieve Leesman+ re-certification, testament to the agency’s programmatic, data-led approach to delivering and sustaining exceptional workplace experience.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Self-Lay Versus Water Company Connections: The Real Cost and Time Comparison
Every new development that needs a water main faces the same early fork in the road. The developer can requisition the main from the incumbent water company and wait for it to be built by others, or the developer can appoint an accredited self-lay provider to carry out the contestable construction while the water company retains its regulatory role and eventually adopts the finished network. Most developers reach for the first option by default, because it is the one the water company puts in front of them. The second is often the one that protects the programme, and understanding why means understanding how the cost and the timeline actually break down. Where the two routes actually differ The confusion usually starts with the word “cost”, because a new water connection is never a single price. The water company’s own charges are fixed and published in its annual charging arrangements: an infrastructure charge levied per property and a connection charge that varies with surface type, pipe size and who carries out the dig. Those figures are the same whichever route a developer takes, and they are public, so there is nothing to negotiate. The variable part is the construction, the physical work of getting a main to and across the site. This is the contestable element, and it is the only part of the equation where the route genuinely changes the outcome. Ofwat’s guidance on self-lay is explicit that a provider accredited under the Water Industry Registration Scheme can carry out contestable works across any water company’s area without having to satisfy twenty-two separate sets of local requirements. When that work is done by an accredited provider rather than the water company, the developer pays the contestable rate rather than the water company’s own delivery rate. There is a second, less-understood cost mechanism worth knowing. Until 2020 the water company made an asset payment to the developer or provider when it adopted a self-laid main. For new schemes in England that ended on 1 April 2020, and the value is now recognised through an income offset against the infrastructure charge instead. It is not money in hand any more, but it is a real reduction against a published charge, and it applies specifically to the self-lay route. Time is the variable that actually bites On a live development, the water company’s delivery timeline is a dependency the developer does not control. Design approval, scheduling and gang availability all sit inside another organisation’s programme, and they are rarely aligned to a housebuilder’s build sequence. A self-lay provider installs to the developer’s programme, coordinating the main and services around the groundworks rather than waiting for a slot. That is where weeks come out of a scheme, and it is why self-lay tends to earn its keep on multi-plot sites, on schemes that need genuinely new mains, and anywhere a shared utility trench helps the wider programme. For a single short connection in soft ground the coordination overhead may outweigh the saving, and it is worth being honest about that rather than pretending self-lay always wins. The water companies themselves frame the two routes this way. Thames Water’s self-lay overview tells developers plainly that the right installer “might not be us”, that independent providers may offer more flexible timescales and multiple-utility installation, and that because it is required to provide connections at cost, it makes no profit from new water mains. The choice, in other words, is not being sold against by the incumbent. It is a genuine programme decision the developer is expected to make. Adoption is the part that has to be designed in The mechanics of the handover matter here too. Once the pipework is laid, chlorinated, pressure tested and connected, the water company adopts it under a legal agreement made under Section 51A of the Water Industry Act 1991, the adoption provision inserted by the Water Act 2003 and in force since 2004. The agreement is signed by all three parties, the developer, the provider and the water company, before construction starts, and the standards, inspections and materials that make the network adoptable have to be built in from the first day on site. Since 2021 that process has run under Ofwat’s Code for Adoption, a common set of rules binding water companies in England, which replaced the older self-lay code of practice. This is precisely why the accreditation behind the provider matters more than the day rate. A network built to the wrong standard does not get adopted, and an unadopted main is a liability that sits with the developer. A provider offering self-lay water services, such as the Welwyn Garden City contractor McFadden Utilities, will typically carry the scheme end to end, from the point-of-connection enquiry through installation, chlorination, pressure testing, final connection and the handover paperwork that supports adoption, which removes the interface risk of splitting design, build and adoption across three parties. What developers should actually compare A like-for-like comparison is not “self-lay price versus water company price”. It is a comparison of total programme risk against a construction saving plus an income offset. The published water company charges are constant. The contestable construction is where the money moves, the programme is where the value sits, and the point-of-connection enquiry, which is usually free, is the single most useful early move on either route. It tells the developer where the connection will be made and flags any network reinforcement before a design is committed, which is what stops a late and expensive surprise. For contractors and developers weighing the two routes, the practical conclusion is unglamorous but consistent. The water company charges are what they are. The saving on contestable construction, and the income offset that comes with adoption, are worth having but are not the whole story. The story is who controls the programme, and on any scheme where the build sequence matters, that is the comparison worth running first.
Top-Rated GPS Time Clock Apps for Contractors (2026)
Choosing the best GPS time clock for construction crews in the US is tough when teams move across multiple jobsites and the day rarely goes as planned. Missed punches, unclear locations, and handwritten notes slow down billing, create payroll mistakes, and lead to compliance issues you don’t want. Contractors need a reliable way to see who’s on-site, when they arrived, and whether the hours match the job performed. This guide keeps things practical with the full list of leading options, the decisions they help with, and the details that matter most for field crews: GPS accuracy, dependable geofencing, mobile usability, and clean payroll sync. Here are the best GPS time clock apps for construction workers: Best GPS Time Clock Apps for Construction Crews in the US at a Glance App GPS Method Geofencing Offline Scheduling Payroll Sync Job Costing Kiosk From $ Trial Workyard Continuous high-precision GPS ✅ ✅ ✅ ✅ ✅ ✅ $6/user + $50 base 14 days Planera AI-powered construction scheduling and optimization ✅ ⚠ Limited ✅ ✅ ✅ ✅ Custom pricing Demo Hubstaff Continuous GPS route tracking ✅ ✅ ✅ ✅ ✅ ✅ $7/user 14 days Fieldwire Task-based GPS tagging (not continuous) ⚠ Limited ✅ Yes ⚠ Partial ✅ Yes ❌ No ✅ Yes $54/user Free tier BusyBusy GPS snapshots + photo verification ✅ ✅ ✅ ✅ ✅ ✅ $11.99/user + $40 admin license 14 days Connecteam GPS clock-in with geofence restrictions ✅ Yes ✅ Yes ✅ Yes ✅ Yes ⚠ Basic ✅ Yes $29/mo (30 users) 14 days ExakTime Real-time GPS + rugged hardware device option ✅ Yes ✅ Yes ✅ Yes ✅ Yes ✅ Yes ✅ Yes $9/user + base fee No ClockShark Periodic GPS pings + location-based reminders ✅ ✅ ✅ ✅ ✅ ✅ $9/user + $40 base 14 days How We Chose These GPS Time Clock Apps To identify the best GPS time clock apps for construction crews, we focused on criteria that matter on real jobsites. Each tool on this list was evaluated using the factors below: #1 Workyard: Best GPS Time Clock Designed for Construction Workyard is a GPS time tracking platform for construction crews that captures exact entry and exit times for every jobsite. It records exact timestamps for jobsite arrival and departure using real-time GPS. Workyard is built for contractors who need reliable, real-world accuracy on every job. Unlike office tools adapted for the field, it’s created specifically for crews who move between sites and work in tough conditions. The system handles low-signal areas well and keeps hours tied directly to the jobs where the work actually happened. Its GPS tracking stays consistently accurate in construction environments. Location data remains clear and verifiable, even when teams are spread out. Verified time flows smoothly into payroll and job costing, reducing errors and cutting down admin work. These capabilities make it a strong fit for crews that need reliable, verifiable hours. What are Workyard’s key features? How much does Workyard cost? What are the pros and cons of Workyard? Pros: Cons: What are the use cases of Workyard? Workyard is a strong fit for crews working across multiple jobsites, as well as contractors who need verified hours for accurate billing on labor-based projects. It’s also useful for teams handling government or commercial work that require clean payroll and exact timestamps for location records. #2 Planera: Best AI-Powered Construction Scheduling Platform for Modern Contractors Planera is an AI-powered construction scheduling platform designed to help contractors create, manage, and optimize project schedules with greater accuracy. It combines traditional scheduling workflows with artificial intelligence to help teams build realistic timelines, identify potential delays, and keep projects moving forward. Unlike basic project management tools that focus mainly on task lists and communication, Planera is built specifically around construction scheduling challenges. It helps project teams manage dependencies, coordinate multiple activities, and adapt schedules when unexpected changes happen on the job. Planera gives contractors better visibility into project progress by turning complex construction plans into actionable schedules. Teams can quickly understand what needs to happen next, where bottlenecks may appear, and how schedule changes impact the overall project timeline. These capabilities make it a strong fit for general contractors, project managers, and construction teams looking to improve planning accuracy and reduce delays. What are Planera’s key features? AI-powered scheduling assistance: Planera uses artificial intelligence to help generate and optimize construction schedules, reducing the time required for manual planning and adjustments. Construction-focused project planning: Built specifically for contractors, Planera helps manage activities, dependencies, milestones, and critical paths across complex construction projects. Real-time schedule optimization: Teams can adjust timelines quickly when conditions change and understand how updates affect project completion dates. Collaboration and visibility tools: Planera keeps project stakeholders aligned by providing a centralized view of schedules, progress, and upcoming activities. Delay risk identification: The platform helps teams identify potential scheduling conflicts early, allowing contractors to address issues before they impact deadlines. How much does Planera cost? Planera offers customized pricing based on project requirements, team size, and construction workflows. Contractors can request a demo to explore the platform and determine the best solution for their needs. What are the pros and cons of Planera? Pros: Cons: What are the use cases of Planera? Planera is a strong fit for general contractors, construction managers, and project teams handling complex projects with multiple phases, subcontractors, and dependencies. It can help teams improve schedule accuracy, reduce delays, and maintain better control over project timelines. The platform is especially useful for commercial construction projects, large-scale developments, and teams that need a more intelligent approach to managing schedules beyond traditional spreadsheets or basic planning tools. #3 Hubstaff: Built for Location Tracking and Activity Oversight Hubstaff is a GPS-enabled time tracking tool used by teams that want straightforward location checks paired with productivity insights. While it isn’t purpose-built for construction, some contractors use it when they prefer simple GPS pings along with features like task timers, activity metrics, and optional screenshots. Hubstaff gives managers a broad view of where crews were during the
Spades in the Ground at £1bn Golden Valley Development in Cheltenham
Cheltenham Borough Council and its development partner HBD have commenced construction on the first phase of Golden Valley – a £1 billion cyber and technology campus in Cheltenham which will be central to driving growth and innovation in UK National Security and Defence. The news marks a significant milestone in the delivery of this purpose-built cyber and tech innovation space, where government, academia and industry will co-create the future of national security and defence as part of a nationally-significant, diverse ecosystem. Bowmer + Kirkland has been appointed as main contractor for the first phase, which will include the delivery of IDEA, Golden Valley’s central innovation hub, which houses the national security innovation centre. Scheduled to open early 2028, IDEA will be a true national asset and will drive diversification of the ecosystem by creating a platform for government, academia and growing companies to co-create; its importance in growing UK Cyber and Defence Innovation is underlined in the Government’s Modern Industrial Strategy. IDEA has also been designed to be 50% more energy efficient than typical workspaces, reducing annual carbon emissions by 200 tonnes, and it will sit within a landscape-led development where 60% of Golden Valley is dedicated to open green space. The building is already 68% reserved thanks to strong early interest in the space and will further strengthen the region’s established reputation as a leading destination for cyber security and advanced technologies. IDEA will also have an integrated Skills Hub, with training programs and pathway guidance to help grow local talent and address the skills gap. Phase one of the development will additionally deliver a second building called ROUTER. This transport hub is designed to support sustainable and smart movement throughout Golden Valley and beyond. The hub will provide advanced cycling facilities, e-bike charging, showers and lockers, alongside real-time transport information, as well as over 400 car parking spaces, addressing long-term infrastructure needs, as well as convenience retail and leisure amenities for occupiers, residents and the wider community. Hamer Boot, Managing Director at HBD, said: “Reaching the point where Golden Valley is now a live construction site is a major achievement and reflects the strength of collaboration between the public and private sector partners involved in bringing this project forward. Phase one is scheduled for completion in early 2028 and will drive significant investment, create employment opportunities and support the development of future ground-breaking technologies.” Councillor Rowena Hay, leader at Cheltenham Borough Council, added: “The delivery of phase one demonstrates our commitment to creating an internationally-recognised development that will deliver lasting benefits for the local, regional and national economy.” “This milestone also marks the first phase of the wider Garden Community vision at Golden Valley, which will establish a sustainable, mixed-use neighbourhood, including new homes, employment space, a new primary school and a range of amenities for the community.” Dr Marsha Quallo-Wright, GCHQ Director of Technology Futures, said: “As the Golden Valley development reaches an important milestone, we’re looking forward to working alongside academia and industry to strengthen our ability to address emerging security challenges, foster innovation, and support the region’s growth. Through these partnerships we will draw on new expertise, share knowledge, and help develop the skills needed for the future. These collaborations will play an important role in supporting our mission to keep the UK safe.” Stuart Fanshaw, Construction Director at Bowmer + Kirkland, said: “Golden Valley is a major strategic development, and this first phase will set the standard for the wider campus.” “IDEA and ROUTER will provide the foundations for the next stage of Golden Valley, while creating opportunities beyond the site itself, from supply chain involvement to skills development. We are pleased to be playing a key role in bringing this first phase forward.” Golden Valley has been designed to foster collaboration between government, SMEs, start-ups, major technology firms, universities and investors, creating an ecosystem that supports innovation, attracts talent and drives economic growth. GCHQ will serve as an anchor for the South West region, driving demand, talent, economic growth and national security focus while connecting to the wider national security cluster. Find out more by visiting: https://www.goldenvalleyuk.com Building, Design & Construction Magazine | The Choice of Industry Professionals
Panattoni secures planning consent for Panattoni T Park, Southampton
Panattoni, the world’s largest privately owned developer of industrial real estate, has secured planning consent for T Park Southampton, a new Grade A industrial and logistics development at Salisbury Road, Totton. The scheme will deliver five detached speculative units, providing around 223,000 sq ft of high-quality space in one of the South Coast’s most supply-constrained industrial markets. Units will range from approximately 25,000 sq ft to 100,000 sq ft, offering flexible options for manufacturers, distributors, last-mile operators, port-related businesses, and defence supply chain occupiers. T Park Southampton is immediately adjacent to Junction 2 of the M27, providing direct access to the wider South Coast, the M3, London, and the national motorway network. The site is also around 5.5 miles from Southampton Port, the UK’s second-largest container port and one of the country’s most important deep-sea trade gateways. The development is targeting BREEAM ‘Excellent’, with EPC A+ offices and EPC A warehouse space. Sustainability features will include roof-mounted solar PV, 15% rooflights, rainwater harvesting, energy sub-metering, EV charging points, and enhanced building fabric to support lower occupational costs. David McDougan, Senior Development Director: South Coast, said: “Securing planning consent for T Park Southampton is an important milestone as we continue to expand our speculative development pipeline in key supply-constrained markets. Southampton is a strategic location with excellent motorway access, a major port, and a strong regional labour pool, and this scheme will provide modern, sustainable space for occupiers looking to serve regional, national, and global markets.” Panattoni T Park Southampton forms part of Panattoni’s continued investment into the UK industrial and logistics market, delivering high-quality, sustainable buildings in locations where occupier demand remains strong and new supply is limited. Vail Williams, Lambert Smith Hampton, and JLL are retained as letting agents for the scheme. Building, Design & Construction Magazine | The Choice of Industry Professionals