
£500m modular building deal set to transform public sector projects
Public sector procurement organisation YPO has announced the successful suppliers appointed to its £500 million modular buildings framework. The four-year agreement is designed to make it easier for public sector bodies to buy or hire modular buildings. It will support a wide range of sectors, including education, healthcare, housing and justice, by providing faster and more flexible building solutions. Michelle Walker, Head of Procurement Service and Supply Solutions at YPO (pictured), said the framework brings together a strong group of providers delivering both innovative and sustainable options. She explained that the organisation is looking forward to working closely with suppliers and helping contracting authorities get the most value from modular construction, both in terms of efficiency and long-term benefits. A total of 28 companies have secured places across 15 lots on the framework. These include: Actiform LimitedAirport Capacity Solutions LimitedCleveland Sitesafe LimitedElite Systems (GB) LimitedHealth Spaces LimitedHealthmatic LimitedIdeal Building Systems LimitedInstaspace LtdIntegra Buildings LimitedJDC Building Works LtdMac Zero Modular Buildings LtdMcAvoy Modular Offsite LimitedModuleCo Healthcare LimitedModuleCo LimitedMy Fab LimitedP McVey Building Systems LtdPKL Group (UK) LimitedPortable Offices (Hire) LimitedPortakabin LimitedPremier Modular LimitedQube Structures Ltd trading as The QubeSilwood Facilities Limited trading as Silwood SpaceSKW Construction LtdStelling Modular Limited trading as Stelling PropertiesThurston Group LimitedWernick Buildings LimitedWestern Building Systems LtdZED Pods Ltd The framework is expected to play a key role in accelerating the adoption of modular construction across the UK public sector, helping organisations deliver buildings more quickly, sustainably and cost-effectively. Building, Design & Construction Magazine | The Choice of Industry Professionals

Record full year results underscore success of Miller Homes’ growth strategy
Miller Homes, the UK’s 6th largest housebuilder and largest private housebuilder, has published full-year results for the year ended 31 December 2025, delivering a record year for the business. Performance was driven by the successful integration of St. Modwen Homes, continued investment in land and the expansion of the Group’s multi‑tenure model. The business achieved significant growth across all key metrics, demonstrating the effectiveness of its long‑term strategy and strengthening its platform for future expansion. Highlights Commenting on the results, Chief Executive, Stewart Lynes, said: “2025 was a milestone year for Miller Homes, and I am delighted to report strong results that reflect the effectiveness of our growth strategy and disciplined operational execution. “We achieved significant, profitable volume growth despite the macro‑economic backdrop, driven by the successful acquisition of St. Modwen Homes in January and the benefit of sustained organic land investment. “The St. Modwen Homes acquisition introduced a second private brand to our portfolio, providing us with four routes to market, and expanded both our consented and strategic landbanks. Achieving a five-star rating from HBF for the 14th time in 15 years further demonstrates our strong and consistent focus on delivering for our customers. “Looking ahead, following this transformative year, we are well‑positioned to deliver further profitable growth as we progress towards our 7,000 homes target supported by our enlarged landbank and multi‑tenure approach. Externally, we are monitoring the economic effects of the Middle East conflict. Our digital sales and marketing system provides granular lead indicators, which to date show no adverse impact, and we stand ready to respond swiftly should conditions change.” Building, Design & Construction Magazine | The Choice of Industry Professionals

Balfour Beatty VINCI prepares to launch second HS2 viaduct over the M6
Balfour Beatty VINCI, HS2’s construction partner in the West Midlands, is preparing to launch the second viaduct over the M6, marking another major milestone in the delivery of the UK’s highspeed rail network. Engineers are gearing up to move the west deck of the M6 South viaduct, which is currently being assembled in four sections near Chelmsley Wood. The first 107metre section will be slid into position over the M6 junction 4 southbound slip road , using a specialist hydraulic jack to manoeuvre the 1,250tonne weathering steel structure across 102 metres onto its concrete piers. Once installed, the west deck will sit parallel to the 320metre east deck, which was safely launched over the M6 in three stages in 2025. The final phase of that installation was a UKfirst, completed while traffic continued to flow beneath the structure thanks to close collaboration between HS2 and National Highways. Russel Luckhurt, Civil Engineer at Balfour Beatty VINCI said: “Building on the success of installing the East deck viaduct last year, we’re gearing up for the first launch of the neighbouring West deck in April. “We’re using the same sliding technique, where a giant hydraulic jack will push the viaduct across the motorway in multiple stages throughout the year. The previous launches provided the team with invaluable experience, which they’re eager to apply to future works on this eye-catching structure spanning the M6.” The west deck has required an additional assembly stage compared with the east deck. Space constraints, the staggered positioning of the abutments, and the curve of the adjacent loop road have created a shorter launch platform, meaning the structure must be built in four smaller sections before sliding into place. Commenting on progress, Ian Clarke, HS2 Ltd’s Project Manager for the M6 works, said: “After safely completing the first viaduct on time, our engineers have wasted no time in forging ahead with the second installation. Thanks to the world‑class engineering techniques we’re adopting on HS2, we’ve once again been able to reduce the number of temporary closures on the motorway while we carry out these essential works.” Once complete, the twin 320‑metre viaducts will carry HS2 trains over one of the busiest parts of the motorway network, improving capacity and connectivity between Birmingham and London. The launch represents another significant achievement for Balfour Beatty VINCI as it continues to deliver major civil engineering works across the West Midlands section of HS2. Building, Design & Construction Magazine | The Choice of Industry Professionals

From Sheds to Systems: Fit-Out Is the New Frontier in UK Logistics
The UK’s industrial and logistics sector is entering a new era of complexity, driven by automation, labour market pressures, sustainability requirements, planning delays and shifting land values. Yet amid this transformation, KAM, part of Contollo Group, says one truth remains constant: while the base build of a warehouse may appear straightforward, the fit-out is where the real complexity lies. “On the surface, a warehouse can look like a fairly simple construction project,” Contollo Group Director Scott Price says. “But once you introduce automation, temperature control, manufacturing processes or robotics, the building becomes a high-performance machine. The fit-out is where projects succeed or unnecessary compromises have to be made” The industrial sector has historically been the quiet workhorse of the retail economy. Today, it sits at the forefront of retail success, driven by the relentless rise of eCommerce and the need for faster, more resilient supply chains with automated distribution centres being integral. Yet Price warns that many projects still treat automation as an afterthought. Integrating automation into a building that is already well into the design process and programme – or worse, already under construction – creates a level of complexity that cannot be underestimated. Speaking as Contollo Group expands its industrial and manufacturing portfolio across the UK, Price comments: “We’re now in a phase where warehouse automation isn’t a ‘nice to have’ – it’s becoming the backbone of logistics resilience. The only sustainable response is to design buildings and automation systems as one integrated ecosystem from the very start.” Price warns that the biggest operational risks arise long before a shovel hits the ground. “Developer base build specs and automation contractor requirements rarely align without challenge. For example, floor slab tolerances, deformation limits, shrinkage expectations and pattern loading are not small technicalities. If they’re accepted at face value, they can add millions to a project or introduce risks that only surface once the system is live.” He argues that logistics operators who treat early-stage design as a strategic investment, not a procedural step, will be the ones who stay competitive. “The winners will be those who interrogate every clause, negotiate every interface, and bring specialist project managers into the process early. Warehousing has become a strategic engine for speed, resilience and competitive advantage. You can’t afford to get the fundamentals wrong.” That mindset becomes even more critical when planning for future expansion. As eCommerce reshapes operational models, internal volume is becoming as valuable as footprint. Traditional ground-level operations are giving way to mezzanines, pick towers and multi-level fulfilment environments, but Price notes that the real challenge is balancing day-one cost with long-term flexibility. Designing for future floor slab loads, or incorporating additional steel into structural mezzanines for future vertical expansion, can avoid costly disruption later. “Futureproofing isn’t about overbuilding, it’s about making smart decisions that keep options open without inflating the base build unnecessarily.” Electrical design presents another hidden pressure point. Automation firms often have not finalised their electrical requirements when the base build specification is being agreed, meaning the eventual load can far exceed the developer’s standard offer. Price says this is where specialist engineering input becomes essential. “Automation load calculations are frequently conservative because diversity isn’t applied. Without challenge, you end up designing for every motor starting simultaneously, which is unrealistic and expensive.” Sprinkler design and insurer engagement add further layers of complexity. Automation equipment rarely conforms to standard design details, and densely packed systems, such as multi-shuttle installations, require detailed coordination to agree acceptable fire protection strategies. Price stresses that insurers must be brought in early. “If you wait until procurement to engage insurers, you’ve already lost time. Early coordination on principles and approval pathways avoids redesign, delay and unnecessary cost.” Health and safety responsibilities also evolve as automation becomes more sophisticated. Under CDM Regulations, a Principal Designer must be appointed not only for the building works but also for the automation installation. Price advises: “Segregating the site into defined zones can reduce risk and improve control.” Ultimately, Price says, the success of any logistics project hinges on programme cohesion. New builds and retrofits alike depend on multiple interlocking timelines, each with its own milestones and data requirements. “If these programmes aren’t synced from the outset, delays and cost escalation become almost inevitable.” “Warehouses of the future will be industrial hubs, energy generators and data-rich environments,” Price says. “They must be designed for long-term productivity, not just short-term occupation.” Price emphasises that the winners in this new landscape will be those who align building design, automation strategy and commercial negotiations from day one. “Fit-out is no longer a technical exercise – it’s a strategic investment. Organisations that recognise this early, and who bring the right expertise to the table, will be the ones who deliver resilient, efficient and future-ready logistics assets.” Building, Design & Construction Magazine | The Choice of Industry Professionals

Panattoni strengthens UK platform with nine senior appointments
Panattoni, the world’s largest privately owned industrial real estate developer, has made nine senior appointments across its UK development, project delivery and investment and finance teams, as the business continues to scale its acquisition and development programme. The appointments, which bring talent from CBRE, Savills, PwC, Chancerygate, Knight Frank, Boreal IM, Montagu Evans and Interpath Advisory, reflect the depth of Panattoni’s current UK pipeline and its confidence in continuing to invest in its people at a time when many across the sector are consolidating their workforces. Last year the company acquired 11 sites, secured 250 acres of land adding five million sq ft to its development pipeline, as well as leasing 2.5 million sq ft of space. That momentum has continued into 2026, with four lease transactions already signed in the first quarter. Development Three appointments have been made across Panattoni’s UK development platform, covering Southern England, London and the North. Alex Selwood joins as Associate Director from CBRE, where he was a Director advising industrial occupiers on their property acquisitions. Based within the Southern England and London team, he will focus on new site acquisitions and leasing activity. Chris Brown joins as Development Director from Chancerygate, where he was focusing on acquisitions in the North of England. He will help lead the expansion of Panattoni’s acquisition and leasing activity across its Northern portfolio. Will Fennell joins as Development Manager, South East and London, from Montagu Evans, where he was an Associate, and will work closely with occupiers on leasing while supporting speculative development across the region. Oliver Bertram, Head of Development (UK) at Panattoni, said: “The scale of our UK pipeline demands a development team with the depth and range to execute across multiple regions simultaneously. Alex, Will and Chris each bring a level of experience and market knowledge that will directly support our ability to move quickly on acquisitions and maintain leasing momentum. The breadth of their backgrounds, from occupier advisory to speculative development, reflects the range of what we are building at Panattoni.” Chris Brown, Panattoni new hire as Development Director, said: “I’m delighted to be joining Panattoni at such an exciting point in its growth. The momentum the business has built over the past few years has been remarkable, establishing itself as the most active industrial developer in the UK and a market leader across multiple regions. It’s a great platform to be part of, and I’m looking forward to contributing to the continued expansion of the Northern portfolio. Project Delivery Three appointments have been made to Panattoni’s Southern Project Management Team. Phil Beato joins as Project Delivery Director, having previously managed development and repositioning projects across Europe at Boreal IM. Tom Bird joins in the same role from Savills, where he was a Project Management Director. Chris Thrippleton joins as Senior Project Manager from Chancerygate, where he focused on project management for industrial developments. Ian Anderson, Head of Project Management at Panattoni, said: “Delivering at the pace our pipeline now requires means having the right people embedded at every stage of the process, from initial due diligence through to handover. Phil, Tom and Chris strengthen our capacity to do exactly that. Between them they bring experience across complex European development programmes, major project management mandates and industrial delivery at scale, and I am looking forward to what we will achieve together.” Phil Beato, Project Delivery Director, said: “It’s great to join Panattoni and gain a deeper understanding of the development platform from within such a well-respected global business. The scale, quality and ambition of the pipeline is clear to see, and it’s an exciting time to come on board. Having delivered development and repositioning projects across Europe, I’m looking forward to bringing that experience to the team and supporting the next phase of the company’s growth across the UK.” Capital Markets Panattoni has also bolstered its UK capital markets team against a backdrop of renewed investor appetite and activity across the sector. Phoebe Burdett has joined as Capital Markets Analyst from Knight Frank’s London Capital Markets team and will play a central role in capital formation, supporting investor relations and transaction management across the platform. Investment and Finance Two appointments have been made to Panattoni’s finance and investment team, strengthening its capacity to enhance financial structuring, execution and managing an increasingly active development programme. Garrick Pepper joins as Associate Director, Investment and Finance, from PwC, where he led advisory work across M&A and corporate finance transactions. Garrick is an active contributor to the UK property industry and serves on the British Property Federation’s Logistics Committee and Futures Advisory Board. Zachary Atkinson joins as Associate, Investment and Finance, from Interpath Advisory, where he was a Manager in M&A, having previously worked at KPMG. Oliver Choppin, Finance Director at Panattoni, said: “We are delighted to welcome Garrick and Zachary to the team to deepen and broaden our finance and investment function. Their appointments significantly strengthen our capabilities across transaction management, capital deployment and financial operations, ensuring we are well positioned to support the continued growth of the business. As our pipeline continues to expand, building out a best-in-class finance team is critical. These hires reflect our long-term commitment to disciplined growth, strong governance and delivering value for our investors and partners.” Building, Design & Construction Magazine | The Choice of Industry Professionals

What to Know About Certifications for Construction Work
You can tell a lot about a construction site in the first few minutes. People move with purpose, follow set routines, and know where responsibility sits. That order does not happen by chance. It comes from training, experience, and clear safety standards that everyone understands. For many workers and employers, CITB courses form part of that foundation. They cover recognised training for labourers, supervisors, and managers across the UK. Why Certifications Still Carry Weight Construction work moves fast, and teams often change between projects. Because of that, employers need a simple way to check what people know. Certifications help fill that gap, and they give teams a shared starting point. A certificate does not replace site sense or trade skill. Still, it shows that someone has covered the basics and understands their role. That helps employers make better choices when they hire, assign duties, or move staff into new positions. It also helps clients and principal contractors feel more confident in the team on site. On larger jobs, that confidence can shape who gets access, who supervises work, and who takes charge when risks change. What Certifications Help With Before looking at course names, it helps to see why certifications still hold value. They support day to day work in a few clear ways. Certifications will not solve every issue on site. Even so, they give people a stronger base, and that still counts for a lot. The Main Courses People Usually Meet Not everyone on site needs the same training. A new entrant will need something different from a site supervisor. A manager will need wider knowledge than someone starting in a basic site role. That is where the main CITB Site Safety Plus options come in. They cover different levels of responsibility, so people can train in line with the work they do. Health And Safety Awareness This course often suits people who are new to construction. It gives them a clear grounding in common site risks, safe working habits, and personal responsibility. For many workers, it is the first formal step into construction safety training. It helps them understand what to expect before they spend time on active sites. SSSTS The Site Supervisor Safety Training Scheme is aimed at people moving into supervision. That means it goes beyond basic awareness and looks more closely at legal duties, welfare, and daily site control. It works well for people who oversee others and need to spot issues early. It also helps supervisors understand how their decisions affect site safety and workflow. SMSTS The Site Management Safety Training Scheme is built for managers and others with wider control. It covers planning, monitoring, and the systems that keep sites running safely. This course suits people with more responsibility across the job. It also reflects the bigger picture of site management, not just one part of it. CITB explains these routes in its Site Safety Plus suite, including refresher options and course aims. What Employers Should Check Before Booking Training It is easy to focus on cost first, especially when several workers need training. Still, price should not lead the decision. The better question is whether the course fits the person’s duties. A one day awareness course may suit someone at operative level. It will not cover the same ground as training built for a supervisor or manager. If the course does not fit the role, the value drops straight away. Before booking anything, it helps to pause and check a few basics. Check The Worker’s Current Role Training should match the job a person does now. It should also reflect the level of responsibility they hold on site each day. A worker stepping into supervision needs more than basic awareness. In the same way, a manager needs broader training than someone handling one set task. Look At Timing Training works best when it lines up with a real change in duties. That could mean a promotion, a new contract, or a move onto a more demanding site. When firms leave it too late, workers may start new roles without the right support. That can create confusion and put pressure on the whole team. Think About Delivery Some teams need on site delivery because of schedules or location. Others may prefer remote learning to reduce travel time and keep work moving. That flexibility can help firms plan better, especially when labour is spread across several jobs. It also fits the wider shift toward digital tools for health and safety compliance, where records and training systems are easier to track. Keep Refreshers In View Certificates do not last forever. Some training needs a refresher before the certificate runs out, and firms should track those dates carefully. That helps avoid last minute gaps and keeps compliance in better shape. It also shows a more organised approach to training across the business. Training Works Best When It Shows Up On Site Good training should change what people do after the course ends. If it stays in a file and never affects site behaviour, its value drops quickly. That is why stronger firms treat certification as one part of a wider process. They connect training with inductions, briefings, supervision, and regular checks. That link helps people use what they learned in real situations. The Health and Safety Executive says workers need a suitable site induction before work starts. That point is important because one certificate cannot cover every risk on every site. Each job has its own hazards, controls, and rules. Where The Real Difference Shows Training becomes more useful when firms support it with clear site practice. A few things tend to make the biggest difference. Those steps help turn course content into normal working behaviour. They also support the kind of steady site culture many firms want to build. BDC has also touched on this wider point in its piece on health and safety at a construction site. Regular refresh training and clear procedures still play a big part in keeping standards high.
