Pensdown named ECA Contractor of the Year at 2026 Industry Awards
Pensdown has been named ECA Contractor of the Year – in the category up to £5 million turnover – at the 2026 ECA Industry Awards, recognising the company’s achievements in electrical contracting, engineering innovation and sustainable technology installation. The awards ceremony took place at Hilton London Bankside on Friday 9th October, bringing together businesses and individuals from across the electrotechnical and engineering services industry, an event that formed part of the Electrical Contractors’ Association’s (ECA) 125th anniversary celebrations. Pensdown’s entry highlighted its delivery of a 765kW rooftop solar photovoltaic (PV) installation and 0.5MW battery storage system at a large distribution facility in Lutterworth, Leicestershire, during 2024/25. The project demonstrated Pensdown’s ability to undertake technically demanding work within a live operational environment, combining electrical engineering expertise with bespoke design solutions and a rigorous approach to health and safety. The Lutterworth installation involved fitting 1,512 solar panels across a large industrial rooftop while the distribution facility remained operational. The work required careful coordination of logistics, installation activities and safety measures, with Pensdown reporting no incidents throughout the project. To achieve the required precision when positioning the mounting brackets, the team designed and fabricated a bespoke timber template rig. This supported the setting-out and installation of 4,356 individual brackets, helping ensure accuracy across the rooftop arrays. The project also presented a challenge below the roof. With limited wall space available for the solar PV infrastructure, Pensdown designed and constructed a bespoke, freestanding modular steel-framed structure known as the PV Pod. Using a Sikla system, the solution accommodated the required infrastructure within the available plant area. A second phase introduced 0.5MW of battery storage. Associated works included preparing a concrete base for a new GRP enclosure, installing distribution switchgear to connect the battery storage container to the building’s main low-voltage panel and fitting Armco barriers to provide physical protection around the container. The phased energisation of the systems enabled the project to progress in line with the programme and the availability of the building’s new electrical supplies. Safety and quality at the centre of delivery Working at height across an extensive industrial roof required a structured approach to managing risk. Pensdown installed and maintained scaffold access stairs, an electric materials hoist and skylight protection systems throughout the project. Daily reviews of risk assessments and method statements, alongside toolbox talks, formed part of the site team’s working practices. Quality assurance checks were also carried out at each stage of the mounting system installation, including verification that fixings were tightened to the manufacturers’ specified torque requirements. The project provided an example of how detailed planning, practical engineering and consistent safety procedures can support the delivery of complex electrical installations in operational environments. The award entry also highlighted Pensdown’s wider work in sustainable technologies and energy efficiency. Alongside its growing involvement in commercial solar PV and battery storage, the company also completed a significant LED lighting retrofit project in Edinburgh during the same period. The installation incorporated bespoke Zumtobel LED luminaires and Helvar intelligent lighting controls to support lighting and energy optimisation. It demonstrated that Pensdown’s services extend beyond conventional electrical installation to include structured cabling, audio-visual systems, EV charging, LED lighting and renewable energy technologies. This broad, predominantly in-house capability enables the business to coordinate multiple disciplines through a single contractor. The company’s approach also includes the recycling of waste electrical and electronic equipment (WEEE) and the reuse of existing infrastructure where appropriate. Pensdown’s award reflects the contribution of its team to delivering complex projects while maintaining a focus on quality, safety and client requirements. The Lutterworth installation demonstrated the scale and technical complexity of projects that can be delivered through specialist knowledge, careful planning and resourceful engineering. Winning the ECA Contractor of the Year Award provides industry recognition for Pensdown’s work and its continued development across electrical contracting, renewable energy and integrated building technologies. For more information: www.pensdown.co.uk Building, Design & Construction Magazine | The Choice of Industry Professionals
Cityscape Qatar brings real estate leaders and global experts together for 4th Qatar Real Estate Forum
From how investors assess opportunities to how cities are designed and experienced, Cityscape Qatar 2026 will put the questions shaping Qatar’s real estate market at the centre of the 4th Qatar Real Estate Forum. Powered by Cityscape, the Forum will take place from 27–29 October at the Doha Exhibition & Convention Center (DECC), bringing together leading voices from Qatar and around the world. Headline speakers include H.E. Sheikh Hamad bin Talal Al-Thani, CEO of Qatari Diar Real Estate Investment Company; H.E. Sheikh Nasser Bin Abdulrahman Al-Thani, CEO of Qetaifan Projects; H.E. Sheikh Jassim Bin Jabor Al Thani, CEO of Ariane Projects; and Eng. Ahmad Mohamad Al-Tayeb, Group CEO of Barwa Real Estate Group. International speakers include Jan Vapaavuori, Chairman of Finnvera, Finland’s export credit agency, former Mayor of Helsinki and member of the World Economic Forum’s Global Future Council on Cities; Nikki Greenberg, CEO of Real Estate of the Future; and Professor Carlos Moreno of IAE Paris-Sorbonne, creator of the ‘15-Minute City’ concept. Alexander Heuff, Group Director, Cityscape, said: “Strong real estate markets need to work for both investors and the people who use them every day. Investment decisions may begin with confidence in the market, but long-term performance is ultimately tested by whether a place continues to attract people, businesses and activity. That is why this year’s Forum looks at investment and the way cities are planned and experienced as part of the same conversation. Bringing those perspectives together gives visitors a fuller understanding of what can sustain opportunity over time, rather than looking at individual projects in isolation.” The programme will open on 27 October with a focus on Qatar’s investment outlook and the market’s next phase of growth. Senior leaders from Qatari Diar, Qetaifan Projects and Barwa will discuss the priorities behind some of the country’s largest developments, how projects move from masterplan to delivery and what international investors now look for before committing capital. Technology will also take the spotlight, with Nikki Greenberg exploring how AI and smart infrastructure are changing the way investors assess markets and assets across the Gulf. Professor Carlos Moreno will then examine how cities work for the people who live in them, looking at how access to work, education, healthcare, retail and public space within a neighbourhood can strengthen its appeal and resilience over time. Day one will also examine regulation and the investment environment, with perspectives from the Real Estate Regulatory Authority (Aqarat), alongside sessions on Qatar’s economic diversification, sustainable development and the changing role of retail and hospitality. The day will conclude with the Qatar Real Estate Awards ceremony. Across the following two days, the focus will move to investment decisions. Sessions will cover how investors evaluate opportunities, diversify portfolios and secure financing, alongside real estate tokenisation and what first-time buyers in Qatar should understand before investing. The programme will also look ahead to the next generation of development in Qatar, examining how wellness, healthcare, education, connectivity and community design are influencing where people choose to live and where investment follows. Under the theme ‘Where Vision Meets Investment’, Cityscape Qatar 2026 and the 4th Qatar Real Estate Forum will connect the projects and opportunities across the event with the wider market conversations shaping Qatar’s real estate sector. Visitor passes are free for all three days, with registration now open here. Building, Design & Construction Magazine | The Choice of Industry Professionals
Huws Gray strengthens Southern region leadership team
Huws Gray, a national building materials supplier providing end-to-end solutions to tradespeople and the DIY market, is pleased to announce the appointment of Jamie Bunting as Managing Director for its Southern region as part of its continued focus on leveraging its national presence. Jamie is an experienced multi-site leader with considerable experience across a number of retail sectors. Jamie joins Huws Gray after a 12-year tenure with B&Q, most recently as Head of TradePoint, B&Q’s trade focused business. In this role, he played a key part in delivering consistent LFL revenue growth each year. Jamie also oversaw the development of the TradePoint BDM role. Whilst also with B&Q, Jamie strengthened its small format programme, and spent 7 years as Regional Manager running East Anglia and London. In his role, Jamie will oversee 75 stores within Huws Gray’s national estate. Bringing considerable experience leading regional teams and enhancing customers’ in-store experiences, Jamie is perfectly placed to lead Huws Gray’s Southern region and drive the ongoing focus on operational excellence and supporting Huws Gray’s long-term growth ambitions. Jamie Bunting, Southern Managing Director at Huws Gray, commented: “I am thrilled to be joining Huws Gray at such a pivotal moment in its journey. It is a business that I have long admired, and there is a real opportunity to deliver a best-in-class service, enhance our offering and drive meaningful growth. In my career, I have always focused on putting colleagues and customers first and creating environments where close collaboration with stakeholders will deliver successful outcomes, I look forward to continuing this at Huws Gray.” Shaun Allen, Chief Operating Officer of Huws Gray, added: “I’m delighted to welcome Jamie to Huws Gray. His extensive background in regional development speaks for itself, and I look forward to seeing how he utilises his strong focus on delivery as we look to build on and substantiate our existing presence across the South of England.” Building, Design & Construction Magazine | The Choice of Industry Professionals
BBC investigation into illegal working offers glimpse into the future for construction
The BBC’s latest investigation into illegal working has exposed the lengths some will go to circumvent the UK’s enforcement system. The investigation uncovered a solicitor allegedly offering to make a £45,000 illegal-working fine disappear by arranging for an individual overseas to declare themselves the owner of a mini-market facing a penalty for employing an illegal worker. In response, Home Secretary Shabana Mahmood has announced a review of the way these fines are issued and collected. For the construction industry, the investigation should serve as a stark warning. As new legislation extends liability through contractual chains and enforcement activity increases, principal contractors face growing financial and reputational exposure if they cannot demonstrate effective oversight of their supply chains. Robert Brent, CEO of construction workforce management solutions provider MSite, warns of the growing financial and reputational risks facing principal contractors as tougher illegal-working legislation and increased enforcement place greater scrutiny on construction supply chains. “The BBC’s investigation exposes a much wider problem. Illegal working is not always the result of an overlooked document or an administrative error. It can involve deliberate attempts to circumvent the very systems designed to prevent it. “For construction, where thousands of workers can operate across multiple subcontracting tiers, this raises serious questions about how effectively businesses understand and oversee their supply chains. “Principal contractors must wake up to the risks within their supply chains before the financial and reputational consequences threaten their ability to operate. “The reality is that many principal contractors have limited visibility of who is actually delivering work beyond their immediate subcontractors. With the legislative changes introduced on 1 October extending accountability further up the chain, that lack of oversight now carries significant risk, particularly as the Home Office and HMRC enforcement intensifies, and the consequences of non-compliance become increasingly severe. “Under Section 48 of the Border Security, Asylum and Immigration Act 2025, the Right to Work regime has expanded to cover additional working arrangements. While direct employers remain responsible for conducting the prescribed checks, new extended-liability provisions mean civil penalties can reach further up the contractual chain, including principal contractors who do not directly employ the individuals involved. “The financial implications are substantial. Civil penalties can reach £45,000 per illegal worker for a first breach and £60,000 for repeat breaches. Across major construction projects, even a handful of breaches could have devastating consequences for a contractor’s bottom line and reputation. “Enforcement is already intensifying. During the first six months of 2026, the Home Office carried out 268 illegal-working visits on construction sites, a 150% increase on the same period in 2025. Arrests also rose by 29%. “These figures make one thing clear: construction businesses can no longer afford to rely on paperwork and compliance checks alone to protect themselves from illegal working risks. “Most responsible contractors already have compliance processes established. The challenge is whether those processes provide a reliable picture of what is happening beyond their immediate subcontractors. “A worker passing a Right to Work check does not, on its own, demonstrate that a principal contractor has the necessary controls in place to address its wider legal exposure. “Contractors need to understand who employs or engages each worker, where those relationships sit within the contractual chain, whether the approved supply chain reflects what is happening on site, and what evidence exists to demonstrate effective oversight. “That requires greater coordination between procurement, HR, legal, commercial and operational teams. Each holds part of the picture, but effective assurance depends on connecting that information and demonstrating that the appropriate controls are working. “The BBC investigation is an uncomfortable reminder that declared business relationships and paperwork alone cannot always be relied upon to reveal the reality. “Contracts establish how a supply chain should operate. Assurance requires evidence of how it actually operates. “For an industry built on complex, multi-tier arrangements, this represents a significant shift. It is about understanding the wider supply chain, identifying the risks before they escalate and demonstrating that appropriate safeguards are in place. “With legislation tightening and enforcement increasing, principal contractors have an opportunity to address potential gaps before they become costly consequences.” Building, Design & Construction Magazine | The Choice of Industry Professionals
How Facilities Management Teams Can Keep Heating Running When a Boiler Fails
Boiler failures rarely arrive at a convenient time, and for facilities management and estate teams responsible for hospitals, care homes, schools and hotels, heating and hot water can’t be off for long. The people in those buildings still need warmth and somewhere to wash, and the team needs a plan that works as well at 2am on a Sunday as it does on a Tuesday morning. Why a plan matters before winter Hospitality shows how little room there is for error in these situations. Hotels and restaurants have very small downtime windows for maintenance, and issues with HVAC or hot water can quickly lead to guest complaints, negative reviews and lost return business. Other sectors face a different kind of pressure. Employers have to provide a reasonable indoor temperature, and HSE’s guidance on workplace temperature suggests the minimum should normally be at least 16°C, or 13°C where much of the work involves rigorous physical effort. That is hard to meet when the boiler is down and nobody has agreed what happens next. What a temporary boiler solves A practical route back to heat is via a mobile boiler unit installed outside the property, providing heating and hot water while the permanent plant is repaired or replaced. On-site provision usually involves emergency temporary boiler hire, and providers such as Cedar Green supply units with their own controls, pumps, pressurisation units and expansion vessels so they can connect to the existing system. A site survey before any hire is worth having too, as an engineer can advise on which unit suits the building. The NHS estate shows how much repair work can build up over time. NHS England’s estates data for 2024/25 puts the estimated cost of clearing NHS backlog maintenance at £15.9 billion, which it describes as the investment needed to restore buildings to a defined condition, excluding planned maintenance. With that much work outstanding, it makes sense for estates teams to plan for the day a boiler stops. What to agree in advance A good plan is mostly a set of practical answers, written down before they’re needed. Capacity and fuel This is a good place to start, as a temporary unit has to match the building’s heat demand and run on a fuel supply the site can accommodate. Hire providers typically ask for the fuel type, whether heating, hot water or both is needed, together with the length of hose required, so those details are worth having to hand. Siting and access Decide where a unit would stand, how a delivery vehicle would reach it, and how far it sits from the connection point, because that distance determines the hose length. Call-out details Most importantly, name who makes the call and who can approve the cost. There should be a chosen supplier with contact details, with the guaranteed availability to cover both nights and weekends. Put a named person and a direct number in the plan rather than a department, so there’s no confusion for those needing to make a call at 2am. Good monitoring can reduce the odds of a breakdown. BDC has reported on predictive facilities management platforms that analyse asset performance continuously, helping engineering teams spot problems before they become costly failures. No system catches everything, though, so a written plan is still the safety net for the failure that gets through. Testing the plan However, that plan only helps if people know it exists. Regularly run through it before the heating season, check that all contacts and access details are still correct, and confirm that the people named can act without waiting for sign-off. The plan should draw on the asset record as well. The Department for Education’s estate management guidance for schools describes an annual boiler inspection flagging a fault early enough to bring a replacement forward, listing an inventory of key components, such as boilers and pipework, with their life expectancy, as core information for maintenance planning. It also asks for works to be prioritised by likelihood of failure and by the impact of an element failing. This is the same logic that sits behind a contingency plan. Record the details of any hire, including where the unit stood and how it was connected, so the next call-out starts from a better information base. With those answers agreed in advance, a boiler failure becomes a problem with a known first call rather than a scramble.
Why Winter is the Time to Tackle Overheating in Schools and Offices
Overheating tends to get attention once it has already become a problem, when classrooms and offices are warm and the options are limited to whatever can be done at short notice. The colder months offer something more useful, which is time. Estates and facilities teams can look back at which rooms struggled, set that against budgets and plan the work before the weather turns again. A winter review can start with whatever records are to hand, such as temperature readings, complaints and the rooms staff avoid in warm weather. What the latest school research shows The scale of the issue is becoming clearer. A 2026 University of Southampton study looked at more than 500 maintained schools in Hampshire, covering nearly 9,000 classrooms, and monitored a sample of them between 2022 and 2023, a period that included record temperatures. The researchers project that the share of classrooms exceeding the comfort limits in the Department for Education’s Building Bulletin 101 (BB101) guidance could rise from 50% to 76% by 2050. They also estimate a medium-to-high impact on pupils’ cognitive function in 66% of classrooms at present, rising to 92% by 2050 without targeted interventions. Risk was highest in lightweight, naturally ventilated classrooms with large areas of glazing and limited solar control. New builds are only part of the picture New buildings are being designed with this in mind. Liberton High School in Edinburgh, which welcomed pupils to its new campus in August, was built to Passivhaus standard to reduce its reliance on active heating and cooling. A new design brief doesn’t help the classrooms already in use, and offices face a similar question. BDC has reported on the growing importance of London office retrofits, as owners modernise existing assets and look to improve their energy performance. Whether it’s a school block or an office floor, the practical question is what can be done about glazing that is staying put. Treating the glazing that is staying put One option is to treat the glass itself. Window film can be retrofitted onto existing glazing, so the windows stay where they are. A school estates team weighing that up could look at solar control film, which TS Window Films says can block up to 80% of heat and glare and be fitted at weekends and during holidays with minimal disruption. That timing matters for a winter plan, because the work can be fitted around the school calendar instead of being squeezed in after a heatwave. Other measures and their trade-offs The Southampton findings point to building type, glazing area, ventilation and solar control as the common factors in the worst-affected rooms, so each room deserves its own assessment. Property consultancy Barker Associates, in its guidance on keeping older school buildings cool, puts external shading ahead of air conditioning on long-term value, because it avoids adding energy use and maintenance. Air conditioning still has a place in some buildings. The same guidance describes film as cost-effective for tighter budgets, while noting that it won’t eliminate overheating on its own. Film can also reduce some daylight and winter solar gain, so the trade-offs and warranty terms are worth weighing before anything is specified. Where offices differ In offices the pressure comes from a different direction. Law firm Shepherd and Wedderburn notes there is no legal maximum working temperature, but the 1992 Workplace Regulations require the temperature in indoor workplaces to be reasonable. Employers are similarly expected to carry out a suitable risk assessment, with temperature one of the hazards to weigh up. The firm also points to simple measures such as blinds, open windows, fans and extra ventilation in extreme heat. With that guidance, facilities teams are then left to judge for themselves when a floor has become uncomfortable, which is far easier to do while the past summer’s records are still to hand. Questions to ask Before choosing any measure, it’s worth answering a few questions about the building. Answering these points over the winter leaves time to compare the best options and book the work, so the decisions are made on evidence instead of in the first hot week.