Tag Archive for: World Politics

HMRC official points at contractor, supply chain collapsing.

HMRC Cracks Down on CIS Fraud: Contractors Now Liable for Supply Chain Tax Evasion

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HM Revenue & Customs (HMRC) has significantly tightened its grip on tax fraud within the construction sector, introducing new rules that hold contractors accountable for fraudulent activities occurring anywhere within their supply chains. These stringent measures, effective from April 6, 2026, represent the most substantial overhaul of the Construction Industry Scheme (CIS) in two decades, aiming to close the tax gap and combat organised criminal gangs.

Key Takeaways

  • Contractors face severe penalties, including loss of Gross Payment Status (GPS) for at least five years, significant fines, and personal liability for tax losses if they “knew or should have known” about fraud in their supply chain.
  • The “should have known” principle, mirroring VAT countermeasures, means ignorance is no longer a defence; proactive due diligence is now mandatory.
  • These changes are expected to raise substantial revenue for the Treasury and are partly influenced by lessons learned from past corporate failures like Carillion.

Increased Contractor Accountability

Under the revised CIS regulations, contractors are now legally obligated to conduct thorough due diligence on their subcontractors. Failure to do so, or turning a blind eye to suspicious activities, can result in the loss of Gross Payment Status (GPS). GPS allows contractors to pay subcontractors without deducting tax at source, and its revocation can severely impact a company’s cash flow and ability to secure future work, as it is often a prerequisite for tender processes.

Companies found to be knowingly engaging with fraudulent operators or failing to identify tax evasion within their supply chains will face losing their GPS for a minimum of five years. Furthermore, they could be liable for the full amount of tax evaded, plus financial penalties of up to 30% of that sum. In some cases, directors may also face personal penalties.

The “Should Have Known” Principle

A cornerstone of the new rules is the “should have known” principle, adapted from existing VAT fraud countermeasures. This means that a contractor’s defence of not being aware of a subcontractor’s fraudulent activities will not be accepted if evidence suggests they ought to have been aware. This places a significant onus on businesses to implement robust monitoring and verification processes for all entities within their supply chain.

Experts advise that companies must adopt a structured onboarding process for subcontractors, verifying their CIS status, VAT registration, company details, and bank account ownership. Maintaining a clear audit trail of these checks is crucial for demonstrating due diligence.

Broader Implications and Revenue Generation

The Treasury anticipates that these enhanced enforcement measures will generate an additional £205 million in tax revenue in their first year. The reforms are designed to disrupt sophisticated scams, including those involving missing traders and contrived supply chains, which have been draining millions from the Exchequer.

In addition to the focus on supply chain fraud, two other changes to CIS have been implemented: contractors are now legally required to file a monthly CIS return, even if no subcontractors were paid, and payments to local and public authorities will be excluded from the CIS scope.

A Shift Towards Proactive Compliance

These changes signal a significant shift in how HMRC approaches CIS compliance, moving from a reactive stance to one that demands proactive vigilance from contractors. The aim is to create a more transparent and secure construction industry, ensuring that tax obligations are met throughout the entire supply chain and holding businesses accountable for their role in preventing fraud.

Sources

Government project portfolio reduced significantly.

Government Slashes Major Projects Portfolio by Two-Thirds to 81 Schemes

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The National Infrastructure and Service Transformation Authority (Nista) has significantly reduced the Government’s Major Projects Portfolio (GMPP) from over 200 schemes to just 81. This strategic move aims to enhance focus and ensure expert advice is directed where it can have the greatest impact, streamlining oversight and strengthening departmental accountability.

Key Takeaways

  • The GMPP has been cut from over 200 projects to 81.
  • Projects must now support a top government priority, have a whole-life cost exceeding £1bn, and benefit most from central support.
  • The reduction is intended to allow Nista to provide more targeted and agile support.
  • Major civils projects largely remain within the portfolio, but some road and specific infrastructure projects have been removed.
  • Nista is collaborating with industry leaders to improve project delivery and alignment.

Streamlining for Impact

Nista, which took over management of the GMPP from the Infrastructure and Projects Authority (IPA) last year, has implemented new criteria for inclusion. Projects must now “support a top government priority,” possess a whole-life cost exceeding £1 billion, and be projects that would “benefit most from central support and scrutiny.” This rigorous selection process is designed to concentrate Nista’s resources and expertise on the most critical and impactful initiatives.

Projects Remaining and Excluded

The majority of significant civil engineering projects, including HS2 Phase 1, East West Rail, Sizewell C, Northern Powerhouse Rail, Lower Thames Crossing, and the Midlands Rail Hub, remain within the revised GMPP. However, some schemes, such as the A428 Black Cat to Caxton Gibbet and A417 Missing Link road projects, along with the Sellafield product and residue store retreatment plant project and the public sector decarbonisation fund, have been removed. Nista clarified that projects not included still receive support and are delivered according to government priorities, with provisions for adding strategically vital projects in exceptional circumstances.

Collaboration with Industry

To further bolster project delivery, Nista has been engaging with leaders from major UK contractors. A recent roundtable, co-hosted by Balfour Beatty and Nista CEO Becky Wood, brought together executives from firms like Kier, Costain, Galliford Try, and Mace, alongside government representatives. The discussions focused on aligning industry and government efforts, exploring shared approaches to benchmarking, and enhancing productivity to deliver resilient, affordable, and sustainable infrastructure. Participants acknowledged that collaboration is key to achieving meaningful progress and committed to continued joint action.

Driving Economic Growth

Andy Beard, managing director for infrastructure in Europe at Mace Consult, noted that while the UK possesses world-leading delivery capabilities, it often lags behind international peers in project completion times. He highlighted that a more focused portfolio, with targeted support for high-impact programmes, is a positive step towards addressing challenges such as external economic volatility. The progress of these 81 key programmes is expected to serve as a significant indicator of effective government delivery and its contribution to economic growth.

Sources

Industrial conveyor belt system in a quarry setting.

Huws Gray Fined £2.2 Million After Tragic Conveyor Belt Fatality

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Building merchant Huws Gray has been fined £2.2 million following the tragic death of a worker, Paul Coulson, who was crushed by a three-tonne pallet of timber at their Herringswell Sawmills site in Suffolk in May 2024. The incident occurred when a colleague unknowingly started a conveyor belt while Mr Coulson was inside its framework, leading to fatal crush injuries.

Key Takeaways

  • Huws Gray pleaded guilty to breaching the Health and Safety at Work Act.
  • The company was fined £2.2 million and ordered to pay £9,929 in costs.
  • The incident highlights failures in safeguarding machinery and preventing access to dangerous areas.

The Fatal Incident

The tragic event unfolded on May 22, 2024, when 56-year-old labourer Paul Coulson was tasked with removing plastic packaging from timber pallets before they entered the mill’s processing machinery. Mr Coulson climbed inside the conveyor’s framework to access some of the packaging. However, another operative, unable to see him, started the conveyor. The pallet of timber moved forward, colliding with Mr Coulson. The operative attempted to reverse the pallet, but this resulted in a second collision, causing fatal crush injuries.

Investigation and Findings

An investigation by the Health and Safety Executive (HSE) revealed that Huws Gray had previously identified employees accessing the danger zone within the conveyor and had placed signage instructing them not to. Despite this, CCTV analysis showed that between April 14 and May 23, 2024, operatives entered the conveyor framework on 19 separate occasions. While warning stickers were placed on the machinery, no further action was taken to prevent access until after the tragedy.

Sentencing and Company Response

At Chelmsford Magistrates’ Court on March 26, 2026, Huws Gray Limited pleaded guilty to breaching the Health and Safety at Work etc Act 1974. The company was fined £2.2 million and ordered to pay full costs. In a statement, Huws Gray acknowledged the judgment, expressed deep regret, and stated that their thoughts remain with Mr Coulson’s family. They emphasised that additional safety measures have been swiftly implemented to prevent future occurrences.

HSE Statement and Recommendations

HSE inspector Joanne Williams described the incident as a “staggering failure” that cost a man his life. She highlighted that the company chose to control a serious risk through instruction alone, rather than implementing proper safeguarding measures. The HSE stressed that all companies must follow the hierarchy of control for guarding dangerous machinery. Following the incident, Huws Gray introduced physical guards on the conveyor, procedural changes to ensure pallets are unwrapped before processing, and increased CCTV coverage.

Sources

Government construction framework blueprint for public sector projects.

Government Unveils £120bn Construction Framework: A New Era for Public Sector Projects

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The UK government, through the Crown Commercial Service (CCS), has launched a significant tender for its next major public sector construction framework, estimated to be worth a colossal £120 billion before VAT. This eight-year agreement, known as Construction Works and Associated Services 3 (CWAS3), is set to commence in January 2027 and will consolidate several existing frameworks, including the NHS ProCure route.

Key Takeaways

  • A new eight-year public sector construction framework valued at an estimated £120 billion (excluding VAT).
  • The framework, CWAS3, will run from January 2027 to January 2035.
  • It integrates existing CCS construction frameworks and the NHS ProCure platform.
  • The scope is broad, covering general construction, civil engineering, infrastructure, offsite solutions, defence, international projects, and nuclear work.
  • The tender process is open, with enquiries due by 30 April and tenders by 21 May.

A Consolidated Approach to Public Construction

The CWAS3 framework is designed to streamline procurement for central government departments and a wide array of public sector bodies across the UK. This includes local authorities, health bodies, police, fire and rescue services, educational institutions, housing providers, charities, defence organisations, and devolved administrations. The framework aims to provide a single, simplified route for procuring construction works, associated goods, and services for all types of built assets and infrastructure.

Extensive Lotting Structure for Diverse Needs

To cater to the varied requirements of public sector projects, the framework has been meticulously divided into seven core lots, further broken down into 41 specific lots and sub-lots. These cover general construction and civil engineering, which are further segmented by region and value band, ranging from projects under £5 million to those exceeding £250 million. Specialised areas such as demolition, offsite solutions, health, justice, defence (including maritime, airfields, and nuclear projects), international work, and nuclear projects are also addressed in dedicated lots.

Integration of NHS ProCure and Offsite Solutions

A significant aspect of CWAS3 is its incorporation of the next generation of the NHS ProCure route, known as ProCure 24. This ensures continuity for major healthcare capital programmes. Additionally, the framework absorbs the Offsite Construction Solutions agreement, reflecting a growing emphasis on modern methods of construction. CCS anticipates that the framework will allow for call-offs both with and without competition, a feature designed around the principles of the Construction Playbook and industry ‘Gold Standards’.

Procurement Timeline and Evaluation Criteria

The procurement process is being managed as an open procedure. Suppliers are invited to submit enquiries by 30 April, with tenders due by 21 May. CCS expects to make award decisions by 11 January 2027. The evaluation of bids will consider price as a significant factor (30%), alongside crucial elements such as lifecycle value, supply chain management, delivery capabilities, social value, accessibility, innovation, and alliancing strategies. Suppliers will be subject to a fee of 0.2 per cent of charges invoiced under call-off contracts.

Sources

HS2 construction site with cranes and machinery.

HS2 Costs Soar Past £43 Billion as Contractors Prepare for Scrutiny

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The High Speed 2 (HS2) project has now surpassed an astonishing £43 billion in expenditure, with contractors bracing for significant criticism over escalating budget increases. The Department for Transport has revealed that £43.6 billion has been spent to date, a substantial rise from previous figures, as the government commits to a renewed effort to control costs and streamline the construction programme.

Key Takeaways

  • Over £43 billion has been spent on HS2, with the latest figures showing a significant increase.
  • The government is undertaking a “reset” of the project to control costs and improve productivity.
  • Reducing the top speed of trains is being considered as a potential cost-saving measure.
  • Revised cost and schedule estimates are expected by the summer recess.

Escalating Expenditure and Government Response

The Department for Transport’s latest six-month update indicates that £43.6 billion has been spent on the HS2 scheme as of the end of last month. This figure rises to £46.2 billion when accounting for the £2.6 billion spent on the now-abandoned Phase 2 of the project. The majority of the expenditure, £30.9 billion, has been allocated to civil engineering works, with an additional £2.9 billion directed towards station construction.

HS2 chief executive Mark Wild, who assumed leadership in 2024, has been actively engaged in renegotiating construction contracts with firms in an effort to curb rising costs. Transport secretary Heidi Alexander has previously voiced concerns about “uncontrolled costs and extremely poor productivity and performance from the supply chain.”

Efforts to Reset and Reduce Costs

In response to the ongoing budget challenges, the government is implementing a “reset” of the project. This initiative includes reshaping HS2 Ltd and continuing dialogue with suppliers to review contracts. Recommendations from an independent review are also being implemented to ensure the railway is delivered safely and at the lowest feasible cost.

One significant proposal under consideration is reducing the top speed of the trains. Currently designed to operate at 360 kph (224 mph), this specification is higher than any existing railway in the UK or globally. The current approach necessitates the construction of HS2 tracks before train testing can commence, potentially increasing costs and delaying completion. An alternative would involve testing trains abroad on existing high-speed tracks.

Mr. Wild’s initial assessment suggests that reducing train speeds could save “low billions” and expedite the railway’s entry into service by mitigating risks associated with programme delivery and testing. A final decision on this matter, along with revised cost and schedule estimates, is expected from Mr. Wild before Parliament’s summer recess in mid-July.

Future Outlook

The government will review the outcomes of these assessments and supplier engagements before publishing the new cost and schedule estimates, pending full assurance and approval. While acknowledging that these measures will not rectify past failures, they are intended to establish a realistic and controlled pathway for completing the remaining work on the HS2 project.

Sources

Crumbling road with potholes and a construction worker.

Britain’s Roads Crumble: £19bn Repair Backlog and Rising Attacks on Workers

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A staggering £19 billion repair backlog on local roads across England and Wales has been revealed, painting a grim picture of the nation’s infrastructure. Despite increased funding, the condition of roads continues to deteriorate, leading to frustration among road users and a disturbing rise in aggressive behaviour towards road maintenance crews.

Key Takeaways

  • A record £18.62 billion backlog exists for local road repairs in England and Wales.
  • Despite a 17% increase in highway maintenance budgets, visible improvements are lacking.
  • Roads are resurfaced on average only once every 97 years.
  • Attacks on road workers by motorists are surging due to growing anger over road conditions.

The Scale Of The Problem

The Annual Local Authority Road Maintenance (ALARM) survey highlights a national disgrace in the state of local roads, with a £18.62 billion backlog of carriageway repairs. This figure has grown despite a 17% increase in highway maintenance funding for the 2025/26 financial year. Experts warn that long-term underinvestment and adverse weather conditions have severely impacted road infrastructure, and increased funding alone will not resolve the issue in the short term.

Deteriorating Conditions And Funding Shortfalls

Only 51% of local roads are reported to be in good structural condition, with approximately 16% having less than five years of structural life remaining. Councils estimate they would need an additional £1.37 billion annually to maintain road networks at their target condition, a 10% increase on the previous year. This shortfall means roads are being resurfaced on average only once every 97 years, and a staggering 1.9 million potholes were filled in the past year alone.

Attacks On Road Workers

The deteriorating road conditions and increased frustration have led to a disturbing surge in attacks on road workers. Motorists, angered by potholes and delays, are exhibiting increasingly aggressive behaviour towards those tasked with maintaining the roads. The AA reported attending 137,000 pothole-related incidents in January and February 2026, a significant increase from the previous year, underscoring the growing public discontent.

A Call For Long-Term Solutions

Industry experts are calling for a shift from short-term pothole repairs to long-term resurfacing programmes. They suggest that clearing the backlog could reduce annual maintenance costs by £1 billion, freeing up funds for other council services. A front-loaded funding approach, rather than a gradual increase towards 2030, is also advocated to accelerate repairs and improve the experience for all road users.

Sources

British steelworks facility with industrial machinery and raw materials.

British Steel Bailout Costs Soar: Taxpayer Exposure Nears £1.5 Billion

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The UK government’s intervention to save British Steel is proving significantly more expensive than initially anticipated, with potential taxpayer costs escalating towards £1.5 billion. The National Audit Office (NAO) has revealed that daily operational costs for the bailed-out company are substantial, and steel production has consistently fallen short of targets, raising concerns about the long-term financial implications.

Key Takeaways

  • The government’s support for British Steel could reach £1.5 billion by 2028.
  • Daily operating costs are approximately £1.3 million, nearly double the rate under previous Chinese ownership.
  • Steel production has been behind schedule almost every week since the government takeover.
  • Ageing infrastructure is contributing to operational issues and safety concerns.

Escalating Financial Burden

The Department for Business and Trade (DBT) has already spent £377 million to prevent the closure of the Scunthorpe steelworks. This figure is projected to rise, with daily costs estimated at £1.4 million. The NAO report highlights that there is no defined end date for this support, leading to uncertainty about the total financial commitment.

Operational Challenges

British Steel’s production has been hampered by ageing infrastructure, leading to unplanned outages and operational problems. An incident involving a gas leak and molten steel eruption at the basic oxygen steelmaking plant in May 2025, which injured an employee, underscores these challenges. Despite efforts to improve health and safety, reported incident rates have not yet shown demonstrable improvement.

Economic Impact and Future Uncertainty

Even with government backing, British Steel is forecast to incur significant losses. The company’s liabilities are expected to exceed its assets, with a projected deficit of £866 million by June. The intervention, while preventing immediate job losses and disruption to major projects, may reduce funding for other initiatives within the steel sector. A ministerial decision on the future ownership and a broader industry strategy have been delayed.

Government Response

A government spokesperson stated their commitment to supporting British steelmaking and protecting jobs. They confirmed regular updates to Parliament on spending and ongoing discussions with the current owner, Jingye, to find a sustainable solution for the company’s future.

Sources

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.

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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

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.

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