Railway reopens between Leeds and York after nine days of TRU upgrades completed in North Yorkshire
Major improvement works delivered by the Transpennine Route Upgrade (TRU) in Church Fenton have taken the programme a significant step closer to delivering faster, more frequent and more reliable rail services for customers travelling across the North. Between Saturday 24 October and Sunday 1 November, engineers worked around the clock to install the new Common Lane railway bridge and complete the fitting of new overhead power lines, allowing faster, greener electric trains on the route in the future. The previous bridge, built in 1901, was reaching the end of its lifespan. By carrying out the replacement works a year earlier than necessary, TRU has maximised their time accessing the operational railway to modernise infrastructure while also working to prepare the railway for the future installation of overhead line equipment. This means further disruption to the local community will be minimised. The team didn’t let Storm Boelo stand in its way, with activities rescheduled in advance, enabling work to be temporarily paused for safety during the height of the high winds and poor weather. Teams worked hard to stay on target and the railway re-opened to trains on time. During the nine-day closure customers were kept on the move through a comprehensive network of replacement bus services to ensure people could get to where they wanted to go. Adam Sellers, TRU senior sponsor, said: “We’ve completed this major work at Church Fenton safely and on time, bringing us a step closer to more frequent, faster, greener trains between York, Huddersfield, Leeds and Manchester. “A big thank you to our teams who worked around the clock and in very challenging weather conditions to deliver this latest milestone.” Carl Harland, TRU Customer Lead for Northern, said: “We would like to thank our colleagues from across the industry for completing these works at Church Fenton and keeping our customers moving over the past nine days. “The upgrades that have been delivered form an integral part of transforming the route between Leeds and York, helping better connect our communities. Thank you to our customers for their patience whilst these major upgrades have taken place.” Following the installation of the new bridge at Church Fenton, work has now started to relocate diverted utility services within the new structure, before the road is restored and re-opened in June 2027. A major programme of improvements was also carried out on the East Coast Main Line in North Yorkshire over the past two weekends, including renewing track and points, upgrading overhead line equipment and drainage, managing vegetation and improving platform infrastructure. The work will help make the railway more reliable and provide smoother journeys for customers. Building, Design & Construction Magazine | The Choice of Industry Professionals
GMI appoints James Garnett as Group Operations Director
GMI Construction Group, an independent principal contractor operating across the Midlands and the North of England, has appointed James Garnett as Group Operations Director. The newly created role provides a dedicated operational link between GMI’s Board and its regional businesses, supporting consistent project delivery as the company grows its public-sector presence alongside its established private-sector portfolio. James brings more than 20 years of construction experience, having held operational and leadership roles with Morgan Sindall and Galliford Try. Most recently, James was Operations Director for Morgan Sindall’s North East and Cumbria business, overseeing multidisciplinary teams and major project portfolios across the region. James’ experience spans defence, education, commercial, and leisure. James led delivery of the Marne Barracks redevelopment programme for the Defence Infrastructure Organisation, comprising 11 new buildings, seven refurbishments and extensive site-wide infrastructure works within a 13-month programme. The scheme completed on time, met its key objectives and achieved exceptional client feedback. Alongside his regional responsibilities, James contributed to national strategic initiatives and major framework bids, including securing a position on the £5.1bn Defence Estate Optimisation Portfolio Alliance Framework. At GMI, James will work with the Board and regional leadership teams to strengthen operational performance and support exceptional project delivery. His priorities include improving processes, streamlining reporting, and making better use of data to support decision-making, alongside the adoption of technology and digital innovation. Gareth Jones, Group Managing Director at GMI Construction Group, said: “James brings substantial operational experience and a strong understanding of how to build successful regional teams. His appointment gives us a dedicated group focus on supporting our regions and maintaining consistent delivery as the business grows. “Our Exceptional Delivery Model sets clear expectations for every project. James will help our teams put those commitments into practice, improving how we work and giving our people the support they need to deliver an exceptional experience for our clients.” James Garnett, Group Operations Director at GMI Construction Group, said: “From my first meeting with Gareth, I got a real sense of the culture that has been built at GMI. There is a clear principled approach to collaboration, innovation, and empowering people to succeed, which aligns closely with my own leadership values. “I am particularly excited by GMI’s growing focus on the public sector and the opportunity to build on that momentum by strengthening delivery capability, developing client relationships, and supporting sustainable growth. “My ambition is to help create an environment where our people can thrive, our customers receive an exceptional experience, and our projects consistently set the benchmark for delivery.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Heat network sector confident but underprepared for HNTAS, new industry research warns
New research among industry stakeholders reveals a GB-wide gap between confidence and capability ahead of the forthcoming Heat Network Technical Assurance Scheme (HNTAS) within the wider new regulatory framework. The research, commissioned by Guru Systems, the market-leading provider of heat network hardware, software and analytics, found that 90% of respondents believe their networks will meet the draft HNTAS metering and monitoring requirements without major changes. Yet the findings suggest that this confidence may be overstated. Despite high self-reported confidence, no key draft HNTAS requirement was identified by more than 27% of respondents. Such is the knowledge gap that nearly one in five respondents mistakenly believe HNTAS will be largely voluntary. 12% believe it will only apply to networks receiving public funding. More than 75% did not identify that the draft technical specifications require high-frequency automated data collection. The same number are unaware that they will need to comply with data protection and cybersecurity requirements for metering data. Only a quarter of respondents identified the expected need for a formal metering and monitoring strategy. These gaps indicate a sector that is not yet aligned on what the draft HNTAS rules demand. Operational readiness is similarly limited. Only a quarter of organisations proactively manage their heat networks and just 26% have full instrumentation across their portfolio, despite both being key to compliance as defined in the draft HNTAS documents. Plus, there is equally low awareness of who is responsible for compliance. This lack of readiness suggests many operators may face significant challenges once HNTAS is implemented. Casey Cole, CEO of Guru Systems, comments: “Our research shows a considerable gap between confidence and practical readiness. Without action, this disconnect could create operational, financial and compliance risks for the sector.” The research, from the Guru Systems ‘HNTAS: The Confidence Paradox Report’ also highlights a big difference across the regions. London recorded the highest rate of proactive heat network management, at 45%, five times higher than Wales or Yorkshire and the Humber (9%). Only 9% in Wales recognise the need for high-frequency automated data collection. Just 4% have fully instrumented networks with automated data collection. Scotland had the highest proportion of respondents that believe HNTAS will be voluntary. These disparities risk creating uneven compliance and inconsistent network performance across regions. Casey Cole continues: “Heat networks need to perform well across every region of the country to effectively contribute to energy security and affordability. The Government must communicate the proposed requirements of the new regulations more consistently and heat network operators must engage with the changes, build the necessary capability and put the systems in place to succeed.” Download the full Report now. Building, Design & Construction Magazine | The Choice of Industry Professionals
Electrical contractors have one month deadline to make changes as Awaab’s Law expands
Electrical contractors working with social landlords in England face tighter demands on repair tracking when Awaab’s Law Phase 2 comes into force on 30 November 2026, extending the rules to significant electrical hazards and other housing safety risks. Under the legislation, landlords must investigate potential significant hazards within 10 working days, provide written findings within three working days where required and complete relevant safety work within five working days of the investigation. Emergency hazards remain subject to a 24-hour deadline for investigation and safety work. For electrical contractors working with social housing providers, this means tighter expectations around response times, allocating qualified engineers and documenting repairs. Businesses will need to track jobs from the initial report through to completion, making sure inspection findings are passed to landlords promptly and any outstanding remedial work is followed up within the required timeframes. Richard Skelson, Managing Director at field service management software company Field Ascend, warns that the new requirements could put added pressure on electrical contractors managing multiple social housing repairs, with tighter timescales leaving less room for delays in engineer allocation, reporting and follow-up work. What electrical contractors should review in November: Agree how urgent jobs are handed over and deadlines tracked “With separate deadlines for investigations, written findings and repairs, contractors need to manage each stage of a job rather than treating it as a single appointment. “For emergency hazards, the 24-hour deadline starts when the landlord becomes aware of the problem, not when the contractor receives the job. Businesses should agree how urgent requests are passed over, record the original report time and flag approaching deadlines so managers can act before work falls behind.” Check engineer qualifications and availability before allocating repairs “When electrical hazards are reported, contractors need to identify an appropriately qualified engineer who can attend within the required timeframe, without overlooking existing commitments. “Keeping engineer qualifications, availability and active jobs visible in one place helps dispatchers make informed decisions. If an appointment cannot go ahead or specialist support is needed, the job should be escalated promptly and the housing provider updated rather than allowing the deadline to approach without action.” Make inspection findings available as soon as the visit is completed “An inspection may be completed within the timeframe, but delays can still arise if the engineer’s findings are sitting on a physical job sheet or waiting to be passed back to the office. “Contractors should have a process for capturing photographs, inspection findings, certificates and outstanding defects as part of the job itself, so the information is available for review as soon as the engineer finishes. This gives housing providers quicker access to the details they need, particularly where written findings must be provided to tenants within three working days.” Separate completed safety work from outstanding follow-up repairs “Making an electrical hazard safe does not always mean the wider repair process is finished, particularly where temporary repairs or further preventative work are required. “Contractors should record outstanding defects, required parts and follow-up appointments with a clear person responsible for completing them. Closing the initial call-out must not remove these actions from view, especially when further work has its own deadline. “Landlords remain legally responsible for meeting Awaab’s Law requirements, but they depend on accurate contractor records and progress updates. Being able to show what was investigated, what was repaired and what remains outstanding is just as important to managing the process as knowing when an engineer attended.” Building, Design & Construction Magazine | The Choice of Industry Professionals
Why a Dumpster Rental Makes Large Home Cleanouts Much Easier
Big home cleanouts have a way of sneaking up on you. What starts as clearing out one closet turns into hauling junk from the garage, the attic, and the spare room nobody talks about. Before long, you are staring at piles of broken furniture, old boxes, and mystery bags that keep multiplying. Handling all of that with your own car and a couple of runs to the dump is where most people wear themselves out. That is why so many homeowners reach for a roll-off dumpster instead. Renting one gives you a single, large collection point right on your property, so you toss everything into one box instead of making dozens of trips to the landfill. If you are tackling a whole-house project and want a simple option, a Florida dumpster rental keeps the mess in one spot and lets you stay focused on the actual work. Here is why it makes such a big difference. Saves Time and Fuel The biggest win is that everything goes into one central spot. You throw items into a single box right outside your door instead of loading your trunk over and over and driving back and forth all day. You also skip the waiting. Local transfer stations often have long lines and weight scales, and every visit eats up your afternoon. With a dumpster at home, you keep working without leaving the property, so a job that once took weeks gets finished in a few days. Keeps Your Work Area Safe A cluttered cleanout site is an accident waiting to happen. Loose nails, broken glass, and heavy junk left on the floor put your family and pets at risk every time someone walks by. A dumpster fixes that by giving all the sharp and heavy stuff one place to go. Broken glass, old wood, and scrap metal drop straight into the metal container instead of piling up on your floors and walkways. Your driveway stays clear too, so debris does not blow into your neighbor’s yard while you work. Handles Heavy and Bulky Items This is where a dumpster really earns its keep. Regular trash pickup will not touch the big stuff, but a roll-off container is built for old couches, mattresses, and broken appliances. It handles renovation waste just as well. Drywall, flooring, and deck wood from remodeling or estate clear-outs go right in, and handling construction debris the right way keeps it out of places it does not belong. Most rental companies also include a set tonnage, often 2 to 4 tons, in the flat fee, so you know your limit before you start. Common US Dumpster Sizes Picking the right size saves you money and a second delivery. Here is a quick guide to match the container to the job: Saves Money and Stress When you add up the gas, your time, and the wear on your vehicle, doing it the hard way rarely pays off. A dumpster rental is a flat rate covering delivery, pickup, and disposal, so there are no surprise fees at the end. You also keep the heavy, dirty trash out of your own car or truck. Because the container sits in your driveway for days or weeks, you can work at your own pace instead of cramming everything into one weekend. Conclusion A large home cleanout is real work no matter how you slice it, but the way you deal with the trash decides whether it feels manageable or miserable. A dumpster rental takes the worst part off your plate. Instead of counting landfill trips and wondering where to stack the next pile, you get one big bin, one flat price, and a clear path to a finished space. So if you have a garage, a basement, or an entire house to empty, renting a roll-off is the simplest way to keep things moving. You get room to work, a contained site, and the freedom to finish on your own schedule rather than the dump’s.
JLL Strengthens UK Retail Property Market Position with Acquisition of KLM
Global real estate consultancy JLL has strengthened its position in the UK retail property market following the acquisition of London-based specialist advisory firm KLM, expanding its capabilities across retail leasing, property investment and strategic consultancy. The acquisition will see 17 members of KLM’s team join JLL, bringing together specialist retail property expertise and established client relationships to create an enhanced advisory platform serving landlords, investors, developers and occupiers across London and the wider UK. The move reflects JLL’s continued investment in the retail sector at a time when demand for physical retail space remains resilient, despite ongoing economic pressures and changing consumer spending patterns. KLM is an established retail property agency and lease advisory specialist, with a strong presence across London’s commercial property market and regional retail destinations. Its client portfolio includes prominent organisations such as The Crown Estate, the South Kensington Estate and Pret a Manger, demonstrating its experience in advising major property owners and retail occupiers. By integrating KLM’s specialist knowledge with its international real estate platform, JLL aims to strengthen its ability to support clients across retail leasing, investment transactions, asset strategy and wider property advisory services. Renewed Confidence in the UK Retail Property Market The acquisition comes as the UK retail property sector continues to evolve, with landlords, developers and occupiers increasingly focused on securing high-quality commercial space in established shopping destinations. JLL believes consumer spending has remained stronger than anticipated, despite wider economic challenges, supporting continued demand for physical retail accommodation. The consultancy attributes part of this resilience to households reducing their savings rates to maintain spending levels despite relatively weak income growth. Although economic headwinds remain, JLL anticipates that UK consumers could demonstrate continued resilience through the final quarter of 2026 and beyond. This outlook reinforces the importance of physical stores within retailers’ wider commercial strategies, particularly in prime high street locations, shopping centres and established retail destinations. For the commercial property and construction sectors, sustained demand for retail space can support investment in store refurbishments, commercial fit-outs, property repositioning and the redevelopment of existing retail assets. Expanding JLL’s Retail Advisory Expertise Matthew Richards, UK Chief Executive Officer at JLL, highlighted the strategic importance of the acquisition and its contribution to the company’s retail property capabilities. “This acquisition reflects the strategic fit between KLM and JLL and our continued focus on London as a world-leading retail destination and global financial centre,” he said. “Bringing KLM’s specialist expertise together with our platform strengthens our ability to serve global occupiers who demand consistency and deep market knowledge across London and the wider UK.” The addition of KLM will provide JLL with further specialist knowledge of retail leasing markets, landlord and tenant relationships, and commercial property investment opportunities. The acquisition also strengthens JLL’s ability to advise international retailers seeking to establish or expand their physical store networks within the UK. As retailers continue reviewing their property requirements, access to detailed market knowledge and strategic advice is becoming increasingly important in identifying suitable locations and negotiating commercial leasing arrangements. KLM Team Joins Global Real Estate Platform For KLM, joining JLL represents an opportunity to combine its established retail property expertise with the resources and international reach of a global real estate consultancy. James Andrews, Partner at KLM, welcomed the acquisition and highlighted the opportunities it would create for the firm’s clients and employees. “Joining JLL represents an exciting opportunity for our team and clients,” he said. “JLL’s global platform, resources, and commitment to the retail sector will enable us to deliver even greater value to our clients.” Andrews added that the team looked forward to contributing to JLL’s retail platform while maintaining the specialist expertise and client relationships that have supported KLM’s development. The acquisition is expected to create opportunities for closer collaboration between retail agency, investment advisory and other property consultancy disciplines. Supporting Retail Investment and Property Development Paul Marshall, Head of Retail Agency at JLL, said the acquisition demonstrated the company’s commitment to investing in areas where it holds a competitive advantage. “KLM brings specialist retail capability and long-standing client relationships that complement our existing platform with minimal overlap,” he said. “Together, we can compete at scale and deliver a holistic view of the retail sector across the built environment.” Marshall also highlighted the growing demand among clients for consistent advisory services and specialist retail expertise across Europe, the Middle East and Africa. For property owners and developers, the integration of the two businesses will provide access to a broader range of services supporting retail asset management, leasing strategies, investment transactions and commercial property performance. The acquisition also reflects the increasing importance of combining local market expertise with international investment knowledge, particularly as major retail destinations compete to attract occupiers and maintain long-term commercial value. With 17 KLM specialists joining its UK operations, JLL is positioning itself to capture further opportunities within the retail property market, strengthening its ability to advise on everything from individual retail units and high street portfolios to major shopping destinations and mixed-use commercial developments. The transaction represents another significant development within the UK property consultancy sector, underlining continued confidence in the long-term importance of physical retail environments and the specialist expertise required to manage, invest in and develop them. Building, Design & Construction Magazine | The Choice of Industry Professionals