Tag Archive for: Business Insights

New concrete road construction with heavy machinery.

£1 Billion Deal Awarded for Major Concrete Road Overhaul Across England

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A consortium has secured a significant £1 billion deal to reconstruct England’s aging concrete road network. The “Legacy Concrete Roads Reconstruction” framework, awarded by National Highways, will span from 2026 to 2032, marking a substantial shift from patch repairs to wholesale replacement of these vital routes.

Key Takeaways

  • A £1 billion framework has been awarded for the reconstruction of legacy concrete roads in England.
  • The initiative will run from 2026 to 2032, covering RIS3 and the start of RIS4.
  • The focus is on full reconstruction rather than repairs, doubling previous planned spend.
  • Modern, quieter, and more resilient road surfaces will be implemented.
  • Sustainability and circular economy practices, including recycling, are core components.

A New Era For Road Reconstruction

National Highways has identified approximately 400 miles of its Strategic Road Network, primarily built in the 1960s and 1970s, as “legacy” concrete carriageways. These sections, concentrated in the eastern parts of England, are among the most maintenance-intensive. The new framework represents a significant strategic pivot, moving away from the lifecycle extension and repairs that characterised the previous £400 million arrangement.

Scope Of Works

The comprehensive scope of the “Legacy Concrete Roads Reconstruction” framework includes the demolition of existing concrete pavements, full reconstruction, installation of new pavement furniture and markings, and upgrades to hardened central reserves. Contractors will also be responsible for temporary traffic management, acting as principal designer and contractor under CDM 2015 regulations, and providing carbon capture reporting. A key emphasis will be placed on the recovery, recycling, and reuse of materials, aligning with National Highways’ commitment to lower-carbon renewals and circular economy principles.

Industry Collaboration And Future Vision

Companies like Kier Infrastructure and Sisk Infrastructure have expressed enthusiasm for their roles in this vital project. James Birch, managing director for transportation at Kier Infrastructure, highlighted the “integrated design and build expertise” and the opportunity to “play a key role in delivering essential upgrades.” Alan Rodger, Managing Director Sisk Infrastructure, looks forward to continuing a “long-standing relationship with National Highways” and collaborating with framework partners and the local supply chain.

Nick Knorr, head of the National Concrete Roads Programme, stated that the replacement of aging concrete roads with modern designs will ensure “smoother, quieter, and more resilient routes for millions of people.” This next phase, delivered in partnership with the supply chain, aims to bring lasting improvements to communities and businesses across England.

Sources

Construction and engineering training bodies merging.

Construction and Engineering Training Bodies Face Potential Merger Following Government Review

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The UK government is set to launch a 12-week public consultation on the potential merger of the Construction Industry Training Board (CITB) and the Engineering Construction Industry Training Board (ECITB). This move follows an independent review that highlighted the need for greater collaboration and a strengthened role for industry training bodies in addressing critical skills gaps within the construction and engineering sectors.

Key Takeaways

  • A government consultation will commence this month on merging CITB and ECITB.
  • An independent review recommended a “fundamental reset” and a single, rebranded body.
  • The review identified significant skills challenges and proposed 63 recommendations.
  • Both training boards have already increased collaboration on key projects.

Review Highlights Need for Consolidation

An independent review, finalised in early 2025, assessed the effectiveness of both the ECITB and CITB. It concluded that while these Industry Training Boards (ITBs) play a vital role in addressing skills needs, their effectiveness could be significantly enhanced through a unified approach. The review proposed merging the two organisations into a single, rebranded body tasked with improving workforce capacity, capability, and resilience across both sectors. It also stressed the importance of retaining the levy-grant model but recommended a refocused strategy with clearer Key Performance Indicators (KPIs) to drive measurable outcomes.

Enhanced Collaboration Underway

In anticipation of the review’s findings and to address common workforce challenges, the CITB and ECITB have been increasing their collaboration over the past year. Joint workstreams have focused on areas such as infrastructure development, increasing the number of trainers and assessors, clean energy job creation, and skills passporting. Examples include strategic skills planning for major projects like Sizewell C, where training pathways are being developed to span both civil construction and engineering construction phases.

Industry Response and Future Outlook

Andrew Hockey, CEO of ECITB, emphasised the critical role of both industries in meeting government growth and clean energy targets, noting the forecast need for 40,000 additional workers in engineering construction by 2030. He stressed that any structural changes should not detract from the immediate need to attract and retain skilled workers. Tim Balcon, CEO of CITB, welcomed the review’s recognition of the skills challenges and highlighted the industry’s vital contribution to the wider economy. He added that the CITB is already implementing many of the report’s recommendations through its strategic plan and is committed to working collaboratively to meet industry needs.

Government’s Next Steps

The government has confirmed it will launch a 12-week consultation to gather further input on the proposed merger. While the review recommended a single body, the Department for Education has stated it currently has no plans to legislate for such a merger but will work with the ITBs and other government departments to implement many of the report’s recommendations over the coming year. A steering group will be established to oversee the implementation of all recommendations.

Sources

Bristol Airport terminal expansion construction site with cranes.

Bristol Airport Unveils Ambitious £30m Terminal Expansion Led by Farrans

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Bristol Airport has officially broken ground on a major £30 million extension of its terminal, a move set to boost passenger capacity and modernise the travel experience. Awarded to contractor Farrans, the project marks the airport’s latest phase in a wider, transformative development plan.

Key Takeaways

  • £30m two-floor extension to boost annual passenger capacity to 12 million
  • 45% increase in floor space, with 17 new shops and restaurants, taking the total to 38 outlets
  • Enhanced arrivals area, improved immigration access, and expanded baggage reclaim
  • Project completed in a live airport environment, aiming to minimise disruption
  • Up to 150 jobs created during peak construction, with emphasis on local suppliers

Transforming the Passenger Experience

The extension comes as part of Bristol Airport’s long-term vision to become a premier regional hub. Once complete, passengers will find an almost 45% increase in terminal floor space, including an array of new premium food and retail brands. The number of retail and dining options will nearly double with 17 additional units, including a unique hidden speakeasy bar for travellers seeking something different.

Improved Facilities for Arrivals and Departures

Arrivals will see significant upgrades, such as a new domestic baggage reclaim area with an additional carousel, supporting a 20% uplift in capacity. The immigration area will also be improved with new lifts and stairs, enhancing accessibility and reducing congestion for incoming passengers.

Innovative Construction in a Live Environment

Farrans, who previously delivered the successful Public Transport Interchange in 2025, is deploying innovative construction techniques to maintain passenger flow with minimal disruption. Notably, a modular Bailey Bridge will enable vehicles and equipment to cross safely from landside to airside, while insulated hoardings and air-locked spaces ensure routes remain accessible.

Supporting the Local Economy

At the height of the build, the project will support up to 150 jobs, many sourced from local suppliers. The airport’s commitment extends beyond construction, with ongoing investment in sustainable transport infrastructure, including improved bus, coach, and pedestrian access.

A Broader Vision For Growth

This extension is a significant step in Bristol Airport’s ambitious £400 million upgrade programme, with a broader master plan aiming to raise capacity to 15 million passengers and enhance access to the South West and South Wales regions. Recent transport improvements and future plans, such as a proposed mass transit link to Bristol city centre, underpin the airport’s vision of remaining at the forefront of regional connectivity and service.

The £30 million terminal upgrade signals a bold new era for Bristol Airport, promising travellers more choice, greater comfort, and a smoother journey for years to come.

Sources

Construction boss banned after Covid loan fraud.

Construction Boss Faces Six-Year Ban After £150,000 Covid Loan Fraud

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A construction firm director has been disqualified from acting as a company director for six years after fraudulently obtaining £150,000 in Covid Bounce Back Loans. Adebanjo Adebayo Talabi, 42, was sentenced at Southwark Crown Court after admitting to three counts of fraud by false representation. He received a suspended prison sentence and was ordered to complete unpaid work as part of his punishment.

Key Takeaways

  • Adebanjo Adebayo Talabi, director of Bebo Construction Ltd, fraudulently claimed three Covid Bounce Back Loans totalling £150,000.
  • He exaggerated the company’s turnover to secure the maximum loan amount on each occasion.
  • Talabi has been banned from being a company director for six years and received a suspended prison sentence.
  • The Insolvency Service is continuing to pursue individuals who exploited the government’s pandemic support schemes.

Fraudulent Loan Applications

Adebanjo Adebayo Talabi, formerly the director of London-based Bebo Construction Ltd, applied for three separate Covid Bounce Back Loans between August and November 2020. The loans, each for the maximum available amount of £50,000, totalled £150,000. An investigation by the Insolvency Service (IS) revealed that Bebo Construction Ltd would have only been entitled to a single loan of approximately £1,300 based on its actual turnover.

Exaggerated Turnover and Misrepresentation

During the application process, Talabi significantly inflated the company’s turnover, stating it was between £200,000 and £220,000 to justify the loan amounts. For the second and third loan applications, he falsely claimed they were the first and only applications made by the company. Evidence gathered by the IS indicated that the loan funds were transferred to personal accounts rather than being used for the economic benefit of the company, a key condition of the Bounce Back Loan scheme.

Sentencing and Consequences

Talabi pleaded guilty to three counts of fraud by false representation and was sentenced on February 24, 2026. He received a two-year prison sentence, suspended for two years, and was ordered to undertake 200 hours of unpaid work. In addition to these penalties, he has been disqualified from acting as a company director for a period of six years.

David Snasdell, chief investigator at the Insolvency Service, commented on the sentence, stating it imposes significant long-term restrictions on Talabi. He also highlighted the IS’s commitment to prosecuting those who exploited the pandemic relief schemes. The IS will not be pursuing action under the Proceeds of Crime Act, as Talabi has already begun repaying the money owed.

Sources

Highland Council Appoints Four Contractors for £2.1bn Infrastructure Overhaul

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Highland Council has selected four main contractors to spearhead the initial phase of its ambitious £2.1 billion Highland Investment Plan (HIP). This 20-year capital programme aims to modernise public infrastructure across the region, with the first tranche of projects focusing on creating community hubs.

Key Takeaways

  • Four contractors – Morgan Sindall, Morrison Construction, Robertson Group, and Ogilvie Construction – have been appointed.
  • The projects are part of the first phase of the £2.1bn Highland Investment Plan (HIP).
  • The initial projects include schools, offices, depots, and partner facilities combined into community hubs.
  • Highland Council is the client, with hub North Scotland acting as the delivery partner.

Major Infrastructure Investment Underway

The appointed contractors will deliver seven key projects spanning from Thurso to Inverness. These schemes are the first to reach the preferred contractor stage under the council’s Points of Delivery (PoDs) programme. This initiative consolidates various public facilities into integrated community hubs, enhancing local services and infrastructure.

Project Allocations

The initial projects and their awarded contractors are:

  • Morgan Sindall: Beauly Primary PoD and Charleston Academy PoD.
  • Robertson Group: Dingwall Primary PoD (including St Clements School) and Tornagrain Primary PoD.
  • Morrison Construction: Fortrose Academy PoD and Thurso PoD.
  • Ogilvie Construction: Inverness High School PoD.

Funding and Delivery

The HIP will be financed through a combination of capital investment and a dedicated annual allocation equivalent to 2% of ring-fenced council tax revenue. The council has committed £750 million for investment over the next five years as part of the broader £2.1 billion programme. The procurement route, while not explicitly detailed, suggests an early contractor engagement process, likely a two-stage approach under the hub North Scotland framework. This allows for early involvement in consultation, design development, and pre-planning activities.

Stakeholder Reactions

Council leader Raymond Bremner hailed the appointments as a “major milestone” that will drive long-term improvements to schools and community facilities. Council convener Bill Lobban indicated that the next steps involve further community engagement and detailed design. Glynis Sinclair, chair of the housing and property committee, highlighted the programme’s potential to support new homes and employment opportunities, including graduate and apprenticeship roles. Richard Park, chief executive of hub North Scotland, confirmed that design and delivery efforts are already in progress.

Contractors expressed enthusiasm for the collaboration. Gordon Williamson, managing director for Morrison Construction Building Highland, stated their commitment to developing plans for two new schools. Stuart Parker, managing director of Morgan Sindall Construction in Scotland, noted the appointments reflect the strength of their Inverness-based team. Elliot Robertson, CEO of Robertson Construction Group, confirmed their team’s collaboration on the Dingwall and Tornagrain projects, while Martin Poole, preconstruction director at Ogilvie Construction, outlined their role in delivering the Inverness High School building.

Sources

Queen's Parade regeneration project with construction and scaffolding.

Bangor’s Queen’s Parade Regeneration Project Plagued by Delays, Impacting Local Businesses

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Delays in Bangor’s multi-million-pound Queen’s Parade regeneration project are causing significant concern, with local businesses and residents expressing frustration over the prolonged stagnation of the development. Originally envisioned to transform the seafront, the project has faced numerous setbacks, leading to a derelict appearance and hindering the city’s economic potential.

Key Takeaways

  • The Queen’s Parade regeneration project in Bangor has experienced significant delays, with construction work yet to commence on its initial phase.
  • Local businesses, particularly hotels in similar regeneration projects like Southport’s, are reportedly suffering due to prolonged uncertainty and lack of progress.
  • Concerns have been raised about escalating costs and the impact of these delays on the city’s ability to attract tourism and investment.
  • Despite a confirmed start date for some preparatory work in August 2025, legal and contractual issues have continued to push back the main construction timeline.

A Project Decades in the Making

The ambitious plans to overhaul the Queen’s Parade area have been discussed for decades, gaining renewed momentum in 2019. However, six years later, the site remains largely undeveloped. Construction firm Farrans is reportedly considering withdrawing from the project, with a new firm being lined up to take over. This ongoing uncertainty has led to cynicism among residents who have seen promises of development repeatedly postponed.

Economic Impact and Business Concerns

Similar regeneration projects, such as the Marine Lake Events Centre in Southport, have also faced delays, leading to concerns about the impact on local hotel trades. Councillor John Pugh highlighted that some hoteliers are selling up or being forced to accommodate homeless people due to the lack of progress and the resulting uncertainty. He warned that a plan designed to boost the hotel offer has, ironically, had the opposite effect due to these delays.

Legal Hurdles and Shifting Timelines

Outstanding legal issues have been cited as the primary reason for the continued delays in Bangor. While preparatory work, including the installation of security fencing, was scheduled to begin in late August 2025, and the main site possession by September 5, 2025, the finalisation of legal documents has been a persistent obstacle. Developers have expressed commitment to the project, but the timeline for ground work remains fluid, with the Department for Communities (DfC) acknowledging the complexity of such large-scale developments.

Hopes for the Future

Despite the setbacks, there remains optimism that the project will eventually bring significant benefits to Bangor. The full development plans include a new hotel, homes, offices, retail and hospitality units, and a cinema. The first phase aims to create a public space with a play park, pavilions, food kiosks, and an events area. Funding has been secured from the UK government’s Levelling Up Fund and the DfC, with hopes that the Marine Gardens section could be completed by July 2026. Local business owners are eager for the increased footfall and “buzz” the regeneration is expected to bring.

Sources

Bristol's tallest tower under construction against a blue sky.

Olympian Homes Secures Funding and Approvals for Bristol’s Tallest Tower

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Olympian Homes has successfully secured crucial funding and cleared a significant regulatory hurdle, paving the way for the construction of Bristol’s tallest building. The development, a partnership with Cain, will feature two towers, one rising to 28 storeys for student accommodation and an 18-storey building for co-living units. This milestone marks a significant step forward for Olympian’s growth strategy in a challenging market.

Key Takeaways

  • Funding secured from Cain International and Apollo.
  • Gateway 2 approval obtained, enabling immediate construction.
  • Project completion targeted for mid-2028, ready for the 28/29 academic year.
  • The development will include 442 student beds and 150 co-living units.

Project Details and Timeline

The ambitious project involves the construction of two towers. The taller, 28-storey block will house 442 student bedrooms, while a separate 18-storey building will offer 150 co-living units. RG Group is set to deliver the construction, with completion anticipated by mid-2028, in time for the 2028/29 academic year.

Regulatory Approval and Collaboration

A major step forward was the approval of Gateway 2, achieved through a highly collaborative process. Olympian Homes worked closely with the Building Safety Regulator’s innovation unit, which significantly accelerated the application timeline. Richard Goodwin, construction director at Olympian, highlighted the efficiency, stating the process was completed in just 14 weeks, a testament to the strong working relationship among the project team.

Amenities and Affordable Housing

Beyond accommodation, the development will feature approximately 15,000 sq. ft of amenity space. This includes facilities such as a cinema room, fitness suite, study areas, a games room, and group dining facilities. Of the 132 co-living homes planned, 20% will be designated as affordable, with rents aligned with local housing allowance rates.

Olympian Homes’ Strategic Growth

Olympian chairman Mark Slatter commented on the company’s continued progress, emphasizing that Olympian Homes is advancing its growth strategy despite a challenging market. The company remains focused on acquiring and redeveloping high-quality urban sites, with this Bristol project representing a significant addition to its portfolio of over 2 million sq. ft of ‘in construction’ deals.

Sources

New Black Country headquarters building for S&R Construction.

S&R Construction Unveils £8 Million Black Country Headquarters to Fuel Expansion

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S&R Construction has officially opened its new £8 million state-of-the-art headquarters in Kingswinford, marking a significant investment in the Black Country. The move to the regenerated 2.3-acre site on Dawley Brook Road signifies the company’s substantial growth and commitment to facilitating future expansion.

Key Takeaways

  • Significant Investment: £8 million invested in a new, modern headquarters.
  • Growth Facilitation: The facility is designed to support the company’s ambitious growth plans.
  • Employee Focus: Features include a training academy, events space, and a well-equipped gym.
  • Operational Hub: Includes a large depot for traffic management operations and fleet maintenance.
  • Local Roots: The family-run business, founded in 1998, continues to invest in the Black Country.

A New Home for Growth

The newly established headquarters boasts a modern two-storey office block, serving as the firm’s administrative hub. It incorporates a dedicated training academy, an events space, and an expansive gym accessible to all staff and partners, underscoring the company’s commitment to employee wellbeing and development. The rear of the site features a substantial depot area with specialized facilities for the traffic management operation and ample space for the maintenance and upkeep of its extensive fleet of plant equipment and vehicles.

From Humble Beginnings to £51 Million Turnover

This new facility represents a remarkable local success story. Founded in 1998 by Steven Sankey with a small team focused on tarmac laying, S&R Construction has evolved into a multi-utility services provider, groundworks specialist, traffic management expert, and housing developer. The family-run business, now joined by Steven’s three sons Chris, Jamie, and Ryan, has surpassed £51 million in turnover and directly and indirectly employs 350 people. The journey from its inception to this significant investment has taken nearly three years from land acquisition to completion.

Vision for the Future

Steven Sankey expressed his vision for the new headquarters: “We wanted to regenerate an old traditional Black Country site and create something special, a home where our team wanted to come to work and a place where we could entertain clients.” The offices are ergonomically designed with the latest lighting, and various relaxation spaces have been created for staff. The emphasis on mental wellbeing is evident, with a gym featuring cardio machines, weights, and even a boxing ring.

Diversification and Ambition

S&R Construction’s growth has been driven by versatility and diversification. While traditionally strong in multi-utility services, laying millions of metres of gas, water, and electricity mains across the UK, the company has expanded significantly over the last seven years. It has developed its own groundworks and traffic management divisions and launched two housing development companies, Wychbury Developments and Dwello Partnerships. This integrated approach has been key to winning new contracts and enhancing the customer experience. The company has ambitious plans, aiming to reach £70 million in turnover by the end of 2026, which is expected to necessitate further recruitment. S&R Construction remains committed to its Black Country roots, actively investing in apprentices, supporting local charities, and sponsoring local sporting talent.

Sources

HS2 tunnel boring machine at Euston, London.

HS2 Tunnelling to Euston Commences: A New Era for High-Speed Rail in London

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The first of two colossal tunnel boring machines (TBMs) has officially begun its journey from Old Oak Common to Euston Station, marking a significant milestone for the High Speed Two (HS2) project. This crucial step brings the high-speed railway closer to its central London terminus, promising substantial economic benefits and improved connectivity.

Key Takeaways

  • Tunnelling for HS2 into Euston has officially begun, with the first of two TBMs starting its 4.5-mile journey.
  • This development is seen as essential for unlocking HS2’s full economic potential, with estimates suggesting up to £41 billion could be added to the UK economy by 2053.
  • The project is expected to support approximately 34,000 jobs through redevelopment around Euston.
  • The start of tunnelling signifies renewed momentum for HS2, addressing previous concerns about the line potentially terminating at Old Oak Common.

A Monumental Engineering Feat

The TBM, named ‘Madeleine’ after Madeleine Nobbs, former president of the Women’s Engineering Society, weighs a staggering 1,624 tonnes. As it advances, it simultaneously excavates the tunnel and constructs its lining using pre-cast concrete segments. This process will remove over 1.5 million tonnes of excavated material, much of which will be transported by rail to minimise environmental impact and disruption.

This operation is one of the most complex engineering challenges on the HS2 project, with the two parallel tunnels requiring the installation of over 8,000 pre-cast tunnel rings. The entire tunnelling phase is anticipated to take between 12 to 18 months.

Unlocking Economic Potential

Bringing HS2 into Euston is considered vital for realising the project’s full economic benefits. Estimates suggest that redevelopment around Euston could inject approximately £41 billion into the UK economy by 2053, creating around 34,000 jobs. Furthermore, HS2 is projected to contribute £10 billion to the west London economy over the next decade, fostering the development of new homes and employment opportunities.

Rail Minister, Lord Hendy, expressed his enthusiasm, stating, “It was brilliant to switch on the tunnel boring machine at Old Oak Common today – not just because it’s an engineering marvel – but because it brings HS2’s journey to Euston another step closer to reality.”

A Modern Transport Hub for London

The plans for Euston extend beyond the new HS2 station, envisioning a fully integrated transport hub. This will combine the new HS2 facilities with a redeveloped mainline station and upgraded London Underground services. A new body, the Euston Delivery Company, will oversee both the transport improvements and wider commercial development at the site.

Broader Railway Modernisation

The commencement of tunnelling to Euston underscores the government’s commitment to modernising Britain’s railways. This initiative aligns with wider reforms aimed at consolidating rail services under Great British Railways, with the objective of enhancing value, reliability, and passenger experience across the network.

With over 33,000 people currently employed on HS2, the project continues to be a significant driver of employment and economic activity. The successful completion of the Euston tunnels is seen as a crucial step in delivering faster, more reliable journeys and freeing up capacity on existing rail lines.

Sources

Building Safety Regulator concludes legacy cases by year-end.

Building Safety Regulator Set to Conclude Gateway 2 Legacy Cases by Year-End

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The Building Safety Regulator (BSR) is on track to resolve the remaining complex legacy cases under the Gateway 2 process by the end of the year, marking a significant milestone in its efforts to enhance building safety across England. This push aims to clear a substantial backlog and transition towards a more streamlined regulatory approach.

Key Takeaways

  • The BSR is actively reviewing the final 29 long-running legacy schemes.
  • Applications that cannot be resolved within the next one to two months will be rejected.
  • The regulator has seen a significant acceleration in Gateway 2 performance, with a 250% increase in decisions in late 2025.
  • The BSR is moving to arm’s-length status, a step towards a single construction regulator.

Clearing the Backlog

The BSR has confirmed it is meticulously reviewing the final 29 legacy schemes on a case-by-case basis. Developers with applications that cannot be resolved within the next one to two months will be required to start afresh with new submissions, as information gaps on some projects are too significant to bridge. This stricter approach is being implemented as the BSR transitions to arm’s-length status under the Ministry of Housing, Communities and Local Government, a move that signals progress towards the establishment of a unified construction regulator, a key recommendation from the Grenfell Tower Inquiry.

Accelerated Progress and Future Outlook

Legacy new-build cases have seen a dramatic reduction, falling from 81 in early November to just 29. While approval rates for viable legacy cases remain high at 87%, the regulator acknowledges that these cases continue to consume disproportionate resources. The BSR’s latest progress report highlights a sharp acceleration in Gateway 2 performance, with the final quarter of 2025 delivering a record 673 decisions, a substantial increase from just over 200 in early 2025. In the 12 weeks leading up to January 24th, an additional 698 decisions were issued, bringing the total live applications across all categories to 1,159.

Broader Responsibilities and Challenges

Charlie Pugsley, acting chief executive officer of the BSR, stated that the move to standalone status represents a significant new chapter, expanding the regulator’s mandate beyond high-rise oversight to encompass broader safety and standards across all buildings in England. The aim is to foster a holistic approach from design through to lifelong building management by enhancing professional competence and refining regulatory guidance. Despite the progress, challenges persist, particularly concerning application quality. Over half of applications submitted to the Innovation Unit fail initial validation due to missing essential design information.

Addressing Remediation and Future Approvals

While new build approvals are gaining momentum, progress on remediation projects remains slower, with over 250 applications covering more than 22,000 homes awaiting clearance. To address this, the BSR plans to establish a new centralised Remediation Unit, modelled on the successful Innovation Unit, supported by additional technical staff and closer collaboration with Homes England. A new batching system has also been introduced to send weekly bundles of new build and remediation cases to engineering service suppliers, aiming to clear the current backlog and expedite future approvals.

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