Waitrose Launches £1bn Retail Expansion with First New Supermarket in Eight Years
Waitrose has opened its first new full-line supermarket in eight years, marking a significant milestone in the retailer’s £1 billion investment programme to expand and modernise its UK store portfolio. The opening of an 18,000 sq ft supermarket in Cricklewood, North London, signals a renewed commitment to physical retail investment, with further store openings, new site acquisitions and an extensive refurbishment programme planned across the country. The new Cricklewood supermarket, operating under the retailer’s ‘Home of Food Lovers’ concept, represents Waitrose’s first newly opened full-line supermarket since 2018 and forms part of a wider strategy to strengthen its presence in established and emerging residential communities. The investment comes as major UK retailers continue to reassess their property portfolios, focusing on modern store environments, improved customer experiences and locations that can support long-term growth. New Supermarkets and Convenience Stores Planned Across the UK Following the Cricklewood opening, Waitrose is preparing to launch another supermarket in Hale Barns, Greater Manchester, in November 2026. The retailer has also confirmed the acquisition of four additional sites, with new stores expected to open from 2027 onwards. These include a neighbourhood supermarket in Oakham, Rutland, alongside three convenience stores in Bedminster, Bristol; Chalk Farm, London; and Springstead Village, Cambridge. The latest acquisitions demonstrate Waitrose’s approach to expanding its retail estate through a combination of larger supermarkets, neighbourhood stores and smaller convenience formats. This strategy will enable the retailer to establish a presence in different types of locations, from established urban centres to growing residential developments. For the commercial property and construction sectors, the expansion represents a pipeline of retail development opportunities, with new stores requiring investment in building design, interior fit-out, mechanical and electrical installations, refrigeration, building services and associated infrastructure. £1bn Investment Programme Driving Store Modernisation The new openings form part of Waitrose’s £1 billion multi-year investment strategy, which encompasses the expansion of its physical retail estate, improvements to existing supermarkets and continued development of its online and wholesale operations. A substantial element of the programme is focused on upgrading established stores to meet changing customer expectations and improve the overall shopping environment. Waitrose is undertaking 29 store refurbishments during 2026, highlighting the importance of reinvesting in existing retail property alongside new developments. These refurbishment projects represent a significant programme of work across the retailer’s estate, supporting the continued evolution of supermarket interiors, store layouts and customer facilities. The investment reflects the wider transformation of the UK grocery sector, where retailers are increasingly combining physical store improvements with digital services and more flexible shopping formats. Tina Mitchell, Retail Director at Waitrose, highlighted the importance of the supermarket estate to the company’s future growth. “Our supermarkets provide the ultimate showcase for everything that sets Waitrose apart – from our unmatched quality and industry-leading welfare standards to the expert service of our partners,” she said. “Opening Cricklewood as our first new full-line supermarket in eight years marks an important step in bringing Waitrose closer to more communities.” Mitchell added that the retailer would continue investing in appropriate locations while developing its online offering and wider store network. Further Retail Developments in Bristol and Berkshire Alongside the newly acquired locations, Waitrose is progressing plans for two previously announced developments. These include a new convenience store in Ascot, Berkshire, and a substantial 30,000 sq ft supermarket at Brabazon in Bristol. The Brabazon development is particularly significant from a property perspective, reflecting the role that major food retailers can play in supporting emerging residential neighbourhoods and large-scale regeneration projects. New supermarkets can provide important commercial anchors within mixed-use developments, helping establish local amenities, attract additional investment and create employment opportunities as new communities grow. The proposed Brabazon store will also add to Waitrose’s presence in Bristol, where the retailer has separately acquired a site for its new Bedminster convenience store. Together, the projects demonstrate how supermarket operators are adapting their property strategies to serve both established communities and areas undergoing residential expansion. Renewed Confidence in Physical Retail Investment Waitrose’s latest expansion marks a notable return to new supermarket development after an eight-year period without a full-line opening. The combination of new-build stores, acquired locations and refurbishment projects also highlights the continued importance of high-quality physical retail environments, despite the growth of online grocery shopping. For developers, architects, contractors and specialist fit-out companies, investment programmes of this scale underline the opportunities associated with modernising the UK’s supermarket infrastructure. Retail developments increasingly require adaptable building layouts, efficient operational facilities and carefully considered customer environments, alongside the integration of modern building services and technology. Waitrose’s strategy also demonstrates the importance of selecting locations that align with changing residential patterns and the growth of new communities. With the Cricklewood supermarket now open, Hale Barns scheduled to follow in November and further locations planned from 2027, the retailer is entering a new phase of investment in its UK property portfolio. Supported by its £1 billion expansion and modernisation programme, Waitrose is positioning its physical store network as a central element of its future growth, bringing new retail facilities to communities while creating further opportunities for the UK construction, commercial property and retail fit-out sectors. Building, Design & Construction Magazine | The Choice of Industry Professionals
HS2 installs final viaduct over M6
Engineering works to enable high speed trains to cross the M6 came to a successful close this weekend, as the second HS2 viaduct was installed near Chelmsley Wood. The final section of the 4750-tonne structure was launched above the north and southbound carriageway (junction 4/4a) using giant hydraulic jacks while vehicles travelled below – minimising disruption for motorists. The milestone means that both M6 South viaducts are now structurally complete. The east deck, which will carry high-speed trains towards HS2’s two London stations – Old Oak Common and Euston, was completed in 2025. The west deck, which was successfully moved into place on Saturday, 24th October, will carry trains towards Curzon Street Station in Birmingham city centre and destinations in the north, including Manchester, Liverpool and Glasgow. The parallel structures, which stand just 100 millimetres apart, were constructed using weathering steel and are supported by a series of concrete piers. Raised embankments will then be formed either side of the viaducts. Both viaducts are 320 metres long, but they were assembled and launched slightly differently due to the constraints of the site. The west deck was launched in four incremental stages, and the east deck in three. For each launch, additional steel sections are added to the rear of the structure and the whole deck is propelled forward using strand jacks. By the final launch, the weight of the steel deck is fully supported on concrete piers at either side of the carriageway, which means the ‘last push’ can be safely executed while maintaining traffic flows. Ian Clarke, Senior Project Manager at HS2 Ltd said: “These viaducts straddle some of the busiest sections of motorway in the country, which is why we adopt innovative techniques that allow construction to continue without closing the carriageway whenever we can. “We have made great progress this year and I thank motorists and local communities for their patience.” It took engineers working for HS2’s construction partner, Balfour Beatty VINCI, just nine hours to complete the final launch of the viaduct’s west deck. In that time, the steel deck moved forward 76-metres, at an average speed of twelve metres per hour. While the M6 stayed opened to traffic throughout the weekend, the M42 M6 link road was closed to provide a safety exclusion zone. It reopened 25 hours ahead of schedule at 9pm on Saturday, 24th October. Russell Luckhurst, the Balfour Beatty VINCI engineer leading the delivery of this work, said: “Two neighbouring viaducts that run parallel to each other now span the busy M6 motorway near Chelmsley Wood, after the west deck was safely and successfully moved into its final position over the weekend. “It’s a huge moment for Balfour Beatty VINCI and HS2, concluding a major programme of work above the M6 – in extremely challenging weather conditions.” As strong winds affected large parts of the UK at the weekend, the Water Orton viaduct parapet installation works – above the M42 – were postponed for safety reasons. This programme of work has now been rescheduled to the following weekend. As a result, J6 to 9 northbound and J9 to 7 southbound will be closed from 9pm on Friday, 30th October to 5am on Monday, 2 November 2026. Looking ahead to 2027, HS2’s motorway construction programme will centre around the triple box – a rail‑over‑road structure that will carry four HS2 railway tracks over the M42 near Coleshill. HS2 is working closely with National Highways to agree the schedule of works. Building, Design & Construction Magazine | The Choice of Industry Professionals
CW Plant Hire swaps generators for battery power to meet customer demand for silent, fuel-free event power
Charles Wilson (CW) Plant is making the switch to cleaner, portable power and invested in over 40 Instagrid battery power units to support customers in combating rising fuel prices and help meet increasingly stringent sustainability targets. With an estimated 70% of event and festival organisers looking to cut fuel consumption, CW Plant Hire has worked alongside long-standing supplier Seddon’s Plant and Engineer to future proof their portable power offering. Paula Godfrey, Systems and Sales Development Trainer, at CW Plant Hire said: “We initially trialled Instagrid’s 230v and 110v portable power supplies on the recommendation of our trusted partners at Seddon, and the feedback was excellent. Combined with our desire to invest in products that are both sustainable and future-proof, the decision to invest was an easy one. “Instagrid products make tools and equipment portable, are operationally quieter and more sustainable. These benefits are reflected in the exceptional uptake we have already seen from our events customers, with some taking up to 10 Instagrid units to manage large power needs through the build and breakdown stages of event settings.” Depending on size and output, small diesel generator typically costs more up front than an Instagrid unit – but the savings quickly stack up. When comparing Instagrid and traditional generators over a 4-year period, Instagrid is proven time and time again to save up to 85% when compared with comparable sized combustion generators. The savings come from minimal maintenance – and low re-charging costs, with data from Instagrid demonstrating a typical recharge of their 2.1 kWh portable power units costing on average 50p (based on current UK energy prices) from a mains power supply, providing long term efficiency and value. At current fuel prices and based on average use – the total cost of ownership savings is typically seen within the first year. The portability of battery powered generators is an additional benefit to the events sector, removing the need for cable runs and mitigating delays on tight build and breakdown schedules while also supporting a quieter working environment and being suitable for indoor use. Matt Silvester, Instagrid Sales Director for UK & Ireland said: “Once you remove the need for wet fuel, refuelling trips, two-person generator moves, cable runs, extraction fans, plant nappies and spill kits the ROI on battery power is evident. However, it is the versatility of Instagrid units that are the market differentiator when it comes to power. “A recent example is a customer that needed silent power for floor screeding with no mains supply and generators were ruled out. Instagrid powered both the lighting and equipment through the night with no delay, noise or emissions. “We are pleased to be supporting both Seddon’s and CW Plant Hire in the adoption of battery power and are thrilled to see the increased uptake of events customers, who can already see the benefits and versatility Instagrid units bring to site.” Seddon and Instagrid have provided training to the team at CW Plant Hire to support them in taking Instagrid units to customer sites for live demonstrations, including guidance on maintenance, visual inspections, recharging and IoT tracking, which can locate the unit within three metres, even when switched off or out of charge. Instagrid’s ONE and GO units won Product of the Year at the 2026 European Rental Awards, and more than 60,000 Instagrid units have been sold globally. Both the Instagrid GO and the Carbon8 T3 are available from hire providers across the UK. Building, Design & Construction Magazine | The Choice of Industry Professionals
Oxford analysis links circular approaches to business benefits in 74% of real-world lighting projects studied
Signify, the world leader in lighting, today published an analysis of real-world lighting projects ahead of COP31 in Antalya. The analysis was conducted by the University of Oxford’s Circular Economy and Sustainability Lab and Academics for Circular Economy e.V., with support from Signify. Researchers analyzed 50 real-world lighting projects that applied circular approaches, and 37 projects reported capital, maintenance, or financing benefits. The findings show that the next phase of the energy transition must go beyond energy savings to preserve resources, infrastructure, and economic value. Rethinking full replacement Hospitals cannot simply close a ward to upgrade lighting, and airports must keep operations running during modernization. In tunnels, replacing every component can mean costly work that extends far beyond the lights themselves. Yet full replacement is often the default when technology changes. The analysis suggests an alternative: assess what is already in place, upgrade what needs improvement, and retain what still works. Key findings The projects spanned 10 sectors, including hospitals, schools, airports, offices, ports, tunnels, and municipal infrastructure. Across the 50 projects, circular approaches were associated with: Energy savings were also reported in 36 projects, with a median reduction of 59.5%. “Innovation should not automatically mean replacement,” said Mario Giordano, Global Head of Public & Government Affairs at Signify. “The real measure of circularity is our ability to deliver better outcomes with fewer new resources. When poles, cables, housings, and other infrastructure are still fit for purpose, the most sustainable upgrade is often to build on what is already there.” The hidden costs of full replacement Lighting upgrades involve more than a new light source. Installations can include housings, drivers, optics, wiring, controls, and mounting systems, plus poles, cabinets, and other outdoor infrastructure. Replacing an entire installation can mean discarding working components and adding construction, installation, and disposal work. This illustrates the business implications across sectors. Dublin Port Tunnel upgraded approximately 1,800 light points within its existing infrastructure; Signify estimates that the approach resulted in €3 million in capital savings compared with installing a completely new LED system. Assessing whole-life value Circularity does not mean retaining equipment indefinitely. It means choosing the most effective solution based on performance, cost and whole-life value, whether through repair, retrofit, refurbishment, reuse or replacement. “This is not an argument against replacement,” said Priya Saikumar, doctoral researcher at the University of Oxford. “It is an argument against making replacement the starting point. The smarter question is: What do we need to improve, and what can we retain?” Overcoming systemic barriers The analysis finds that barriers to circular approaches are often systemic rather than technical. Product design; limited access to spare parts and repair information; and gaps in financing, ownership arrangements, data, and expertise can prevent viable solutions from scaling. Procurement focused on upfront costs, along with limited reuse channels and reverse logistics, can create further obstacles. To address these barriers, the report calls for greater collaboration between industry and policymakers and for procurement approaches that recognize whole-life value, upgradeability, and the value of retained infrastructure. “That’s why Signify created Signify Circle: a program that puts the white paper’s circularity principles into practice. It combines circular design, spare parts, upgrade kits, lifetime optimization, and Light-as-a-Service to keep lighting products and components in use longer and preserve their value,” said Mario Giordano, Global Head of Public & Government Affairs at Signify. “By bringing these elements together, Signify offers end users and specifiers a clearer framework for choosing solutions based not only on product characteristics but also on how they are designed, maintained, upgraded, and used throughout their life cycle.” Building on energy efficiency with resource efficiency The shift to LED lighting has demonstrated the benefits of energy efficiency. The next opportunity is to use resources more efficiently: extend asset lifetimes, reduce demand for virgin materials, and preserve the value of existing infrastructure. As electrification accelerates worldwide, lighting offers a clear lesson for modernization: achieving better performance does not always require replacing an entire system. Read the white paper here. Building, Design & Construction Magazine | The Choice of Industry Professionals
The Crown Estate Launches £322m Contractor Race for Landmark St James’s Market Redevelopment
The Crown Estate has launched the search for a main contractor to deliver the £322 million second phase of St James’s Market in London’s West End, advancing plans for a major office-led redevelopment that will combine contemporary commercial space with the restoration and integration of historic buildings. The ambitious scheme will transform a prominent urban block in the heart of the capital, delivering approximately 312,500 sq ft of new office accommodation alongside retail, restaurants and improvements to the surrounding public realm. Contractors will compete for a £222 million main construction package, with a further £100 million potentially available through an optional redevelopment of the neighbouring 130 Jermyn Street property. Up to four contractors are expected to be shortlisted for the complex project, which has been designed by Make Architects and will form the next major chapter in The Crown Estate’s regeneration of the St James’s Market district. The first phase of St James’s Market was delivered by Balfour Beatty and completed in 2017, establishing a new commercial destination within one of London’s most prestigious office, retail and leisure locations. The second phase will bring together six existing buildings to form a single urban block, bounded by Haymarket, Charles II Street, St Alban’s Street and Norris Street. At the centre of the redevelopment is the Grade II-listed Carlton Cinema on Haymarket, which will be retained and incorporated into the new development. The architectural proposals will see modern office accommodation constructed around and above the historic cinema, requiring a sophisticated structural engineering solution to accommodate the new building while preserving the heritage asset beneath. A key feature of the construction strategy will be the installation of storey-deep steel trusses spanning almost 30 metres over the retained cinema structure. This substantial engineering intervention will enable the creation of new commercial floorspace above the existing building, while addressing the structural challenges associated with developing within a tightly constrained historic urban environment. The scheme will also retain and adapt the existing Charles II Street façade, incorporating it into the redevelopment while accommodating modern office floor heights. The proposed eight-storey building will provide flexible commercial accommodation, with offices occupying the upper levels and retail and restaurant uses contributing to the activity and character of the surrounding streets. Two basement levels will accommodate essential building infrastructure, including mechanical and electrical plant, cycle parking and supporting facilities. The development’s central London location presents a number of technical and logistical challenges for the successful contractor. In addition to working around retained historic structures and neighbouring buildings, construction teams will need to carefully manage interfaces with existing London Underground infrastructure, Thames Water assets and the safeguarded route of the proposed Crossrail 2 railway. These constraints will require detailed construction sequencing, temporary works planning and coordination with infrastructure stakeholders throughout the programme. The main contract will also include the shell and core refurbishment of the Carlton Cinema, the installation of new electrical substations and improvements to the surrounding public realm. The successful contractor will additionally assume responsibility for a separate demolition package through a novation arrangement, bringing the enabling works and principal construction programme under a coordinated delivery structure. Sustainability and building performance are central to the redevelopment, with The Crown Estate targeting some of the highest environmental certification standards for the completed development. The office accommodation is being designed to achieve BREEAM Outstanding, while the retail elements will target BREEAM Excellent. The development will also pursue WELL Gold certification, reflecting an emphasis on occupant health, wellbeing and the quality of the internal working environment. Air source heat pumps will form part of the building’s energy strategy, supporting the delivery of efficient heating and cooling systems within the new commercial accommodation. The project brings together an experienced multidisciplinary design and consultancy team. Gardiner & Theobald has been appointed as project manager and cost consultant, while AKT II is providing structural engineering expertise for the technically demanding redevelopment. Watkins Payne is responsible for building services engineering and sustainability, with BIM Technologies acting as project information manager. Hyland Edgar Driver has been appointed landscape architect, supporting the integration of public realm improvements into the wider scheme. The redevelopment represents a significant investment in the future of London’s West End office market, where demand for high-quality, sustainable commercial buildings continues to influence the refurbishment and repositioning of existing property assets. By combining new office accommodation with heritage preservation, active ground-floor uses and improved environmental performance, the St James’s Market project aims to create a modern commercial destination while maintaining the architectural character of its historic surroundings. The approach also demonstrates the increasing complexity of major office developments in central London, where the integration of existing structures, constrained construction sites and demanding sustainability standards requires close collaboration between architects, engineers and specialist contractors. Construction is scheduled to commence in June 2027, with the programme expected to continue until January 2031. Once completed, the second phase of St James’s Market will represent another major addition to The Crown Estate’s West End portfolio, delivering substantial new commercial floorspace while demonstrating how historic London buildings can be incorporated into the next generation of sustainable office developments. Building, Design & Construction Magazine | The Choice of Industry Professionals
NHS SBS launches Hard FM3 framework to support safer, more resilient healthcare estates
Leading corporate services provider, NHS Shared Business Services (NHS SBS) has launched its third-generation Hard Facilities Management framework, Hard FM3, providing NHS organisations and the wider public sector with a compliant route to access a comprehensive range of hard facilities management services, maintenance solutions and specialist estates support. Procured in accordance with the Procurement Act 2023, the framework provides a transparent, flexible and efficient route to market. Replacing the current Hard Facilities Management framework (Hard FM2), it has been developed in response to demand for more efficient procurement routes that help estates and capital teams procure essential services efficiently while responding to pressures including ageing infrastructure, increasing statutory and regulatory requirements, workforce constraints, backlog maintenance and the transition to net zero. Worth up to £400 million over its full-term, the new Hard FM3 framework runs from 20 October 2026 to 19 October 2028, with the option to extend to 19 October 2030. It provides access to suppliers across 28 specialist lots, ranging from building management systems, electrical and mechanical maintenance, medical gas pipeline services and statutory inspections, critical ventilation services, standby power systems, estates consumables and fully managed hard FM services. The launch comes at a time when NHS estates face significant challenges. The latest Estates Returns Information Collection (ERIC) data from NHS England show the estimated cost of eradicating backlog maintenance across the NHS estate continues to grow and has now risen to £15.9 billion, highlighting the importance of effective maintenance, compliance and asset management strategies. Unlike many frameworks that focus on a narrow range of services, Hard FM3 brings together specialist and managed service solutions under a single route to market, helping organisations reduce procurement complexity, strengthen operational resilience and access expertise for planned and reactive works. The framework places particular emphasis on supporting statutory compliance, building safety and long-term estate transformation. The framework also incorporates sustainability and social value considerations and is structured to encourage participation from both national suppliers and SMEs through a regional delivery model. Olivia Mallett, Principal Category Manager, said: “Estates teams are managing increasingly complex challenges, from ageing infrastructure and backlog maintenance to statutory compliance and the transition to more sustainable estates. “Our Hard Facilities Management 3 Framework (SBS10524) has been designed to meet the evolving needs of NHS and wider public sector organisations by providing a compliant, flexible and efficient route to market. “Procured in accordance with the Procurement Act 2023, the framework provides a transparent and effective way for organisations to access the expertise and services they need, while supporting competition, supplier diversity and value for money. “We are proud to offer a framework that supports statutory compliance, estate resilience, value for money and sustainability and long-term improvement across public sector estates.” Building, Design & Construction Magazine | The Choice of Industry Professionals