Issuu

JANUARY 2026

THIS MONTHS FEATURES £99.5 million turnover for affordable housing developer Morro Partnerships Page 4

25th anniversary at Sydenhams Timber Engineering Page 8

Diamond Hire And Sales Celebrates 20 Years Of Innovation As Plant Hire Specialists Page 12

Winvic and partners celebrate major construction milestone at 360 Bristol Page 20

Hilti Forges Partnership With Hulme Grammar School Page 32

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CONTENTS 6

Empower Partners with Leading HVAC Solutions Provider, D-MEC Services

Tripple Awards success for GF Tomlinson

The Hidden Crisis: How Material Errors Are Costing Construction Projects Millions

GROUNDBREAKING CEREMONY MARKS MAJOR STEP FORWARD AT WREXHAM AFC

FOUR NEW APPRENTICES JOIN LEEDS OFFICE AS YORKSHIRE GROWTH CONTINUES

£6 MILLION HEAT ESSEX PROGRAMME LAUNCHES TO MAKE HOMES MORE ENERGY EFFICIENT

EDITOR - Tom Webb Editor@constructionindustrytoday.co.uk

DESIGN - Emily Brown Design@constructionindustrytoday.co.uk

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£99.5 MILLION TURNOVER FOR AFFORDABLE HOUSING DEVELOPER MORRO PARTNERSHIPS Morro partnerships delivers record growth amid affordable housing push. Leading Midlands partnerships developer and land specialist Morro Partnerships has announced its latest financial results, underscoring its commitment to create a ‘better tomorrow’ through affordable housing and regeneration. The company reported a total turnover of £99.5 million, a 26% increase year-on-year, with a substantial rise in pre-tax profit. It has doubled in size over the past three years, largely driven by the successful launch and scale-up of its East Midlands operations, which generated £39 million in its first full year since opening in 2022. The business has a secure pipeline of 3000 homes throughout the East and West Midlands, cementing its role as a critical partner in addressing the regional housing crisis. Matt Moore, CEO at Morro Partnerships, said: “At Morro, we continue to align our services and business with government housing targets and the acute need for more affordable homes, making us a key contributor to addressing the national demand. “We remain the market leading developer with registered providers and local authority partners, growing and expanding new relationships by more than 30% this year. Our land and partnerships team continues to work collaboratively with stakeholders to identify and deliver opportunities for major regeneration projects. “Our core value of being ‘better tomorrow makers’ is our driving force - and is what we can attribute our continued strategic growth to.” Morro’s delivery pipeline is underpinned by landmark schemes demonstrating success in both affordable and mixed-tenure housing. Standout projects include the award-winning Royal Quarter in Wolverhampton, a four-phase regeneration delivering nearly 400 new homes, including Nightingale House, which provides 38 bespoke apartments for residents aged over 55 within a sympathetically restored Grade II listed former hospital. To support the expansion of its project portfolio, Morro has invested in new technology teams and digital systems to enhance efficiency and

collaboration. The business puts people firmly at the heart of its operation, with a 30% growth in the team over the past year and achieving Investor in People Gold status. Matt added: “Making investments into our office hubs, leadership, team and tools has been essential to ensuring our growth is resilient and sustainable. We are particularly excited by the launch of our new Innovation Hub – a facility designed to showcase our commitment to changing the industry for the better. It will notably focus on producing timber frames for our standard housing range, alongside boosting efficiency across procurement and site operations.” Social value has also been a priority for the business, with teams working to report, create, and embed it within all site activity. In 2024, Morro generated £5.7 million in social value, contributing 181 staff volunteering hours and £33,000 in cash/resources to local initiatives. This work in particular led to Morro Partnerships being crowned winner of the ESG category at the Constructing Excellence East Midlands Awards earlier this year. The team also won the Social Impact Award at the Insider Residential Property Awards for the Swan Lane project in West Bromwich. Morro Partnerships has additionally been shortlisted for two Inside Housing Development Awards - Best Regeneration Project and Best Supported Housing Development - both for Nightingale House, in partnership with whg. The Insider West Midlands Property Awards’ Best Regeneration Project, announced this month, further recognised the team’s achievements. For more information on Morro Partnerships, visit: www.morropartnerships.co.uk

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EMPOWER PARTNERS WITH LEADING HVAC SOLUTIONS PROVIDER, D-MEC SERVICES Empower is proud to announce that D-MEC Services, a specialist provider of heating, ventilation and air conditioning solutions, has joined the Empower Group. Founded in 1996 and headquartered in Bedfordshire, D-MEC Services has built a reputation as a trusted partner for commercial and industrial clients across the South East. company delivers end-to-end HVAC solutions, from design and installation to servicing and planned preventative maintenance (PPM), and holds long-standing relationships across the healthcare, education, aerospace and manufacturing sectors. Paul Dowdeswell, Managing Director of D-MEC, commented: “We all are excited to become part of the Empower Group and to work with Nick Manning and his team to ensure D-MEC Services’ continued progression in offering our existing and new clients the highest level of service that they have come to expect from us.”

Nick Manning, CEO of Empower, said: “We are delighted to welcome D-MEC to the Empower Group. Their reputation, technical capability, and client first approach are second to none in the UK HVAC market. Paul and his team have built a highly respected business, and we look forward to supporting them as they continue to grow in a market with a very positive long-term outlook.” The acquisition of D-MEC marks a significant step in Empower’s mission to build a market leader in UK technical services. Founded in 2025 by Denis Piffaretti, Florian Kronawitter, and Nick Manning, Empower unites complementary capabilities and outstanding entrepreneurs to deliver end-to-end solutions for commercial and industrial clients across the UK.

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25TH ANNIVERSARY AT SYDENHAMS TIMBER ENGINEERING 25 years on, Sydenhams Timber Engineering looks to a timber-built future for UK construction. This year marks 25 years of operation for Sydenhams Timber Engineering, and a pivotal moment for the wider construction sector as timber frame moves from the margins to the mainstream.

Since the year 2000, the company has supplied structural timber systems for more than 4,000 buildings across the UK; spanning housing developments, schools, healthcare facilities, hotels and self-build projects. Today, with a state-of-the-art manufacturing facility in

Wickham and a dedicated engineering centre on the Isle of Wight, its focus is firmly on what comes next: helping the industry build low-carbon, high-performance structures at scale.

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NEWS ARTICLE Dean Orchard, Managing Director, explains: “We’ve seen a huge shift in the way the industry views timber. It’s no longer an alternative material, it’s becoming central to how the UK can achieve its carbon targets. As we celebrate 25 years, our goal is to keep pushing that transition forward, through innovation, design excellence and collaboration.” That innovation includes the company’s Biogenic Twin Wall System, the first of its kind in the UK, which uses natural, low-carbon materials such as UK-grown timber and hemp insulation. The system enables buildings that align with Passive House principles, delivering outstanding thermal performance and embodied carbon reduction. Supported by the Sydenhams Group, Sydenhams Timber Engineering works with developers, housing associations, and architects who share its belief that timber frame buildings

JANUARY 2026

are key to a more sustainable construction future. “Timber frame construction offers speed, strength, and carbon sequestration,” Dean added. “It’s one of the few methods that can genuinely help the sector build better and build greener: now, not decades from now.” As it marks its 25th anniversary, Sydenhams Timber Engineering continues to invest in the people, technologies and partnerships that will shape the next generation of sustainable buildings.

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TRIPPLE AWARDS SUCCESS FOR GF TOMLINSON

Midlands contractor, G F Tomlinson, is celebrating a triple win at the Construction Awards of Excellence ceremony held in Birmingham by the National Federation of Builders (NFB), taking home the title spots for three prestigious categories - Rising Star, Innovation in Construction Technology and the Remarkable Heritage and Conservation Project. The awards, held annually by the NFB, celebrate outstanding achievements across the UK construction sector, recognising excellence in construction, innovation, sustainability, collaboration and individual contribution. The Rising Star award recognises emerging talent demonstrating exceptional potential, innovation, and leadership within the construction industry. G F Tomlinson had two shortlisted out of the four finalists, with Amy Kelly and Harry Gilsenan who had been selected from 300 applicants. Amy Kelly was triumphant on the night, standing out for her journey from Technical Trainee to Assistant Site Manager in under six years, showcasing technical skill, environmental responsibility and a commitment to community engagement. Amy has made an impact through mentoring young people, promoting sustainability on-site, and driving improvements in operational efficiency. Her passion for social value and outreach has connected hundreds of local students and residents with live construction projects - including the high-profile Sherwood Observatory scheme. The Innovation in Construction Technology award celebrates projects that use advanced digital tools and modern methods of construction to transform the way the industry delivers. G F Tomlinson received this award for its work on the Sherwood Observatory in Sutton-in-Ashfield - a £6.8 million world-class STEM facility that has reimagined a disused Victorian underground reservoir into a cutting-edge educational and community destination.

By merging heritage, science, and technology, the contractor delivered a landmark scheme that not only celebrates engineering excellence but also fosters educational opportunities and community pride. The project demonstrated outstanding innovation through its use of 3D laser scanning, Building Information Modelling (BIM), off-site manufacturing and real-time digital engagement tools to achieve precision, quality and sustainability. Stephen Spiegelhalter, G F Tomlinson’s Project Manager for the scheme was on hand to receive this prestigious award. The Remarkable Heritage and Conservation Project award recognises outstanding craftsmanship, sensitivity, and innovation in the preservation and restoration of historically significant sites, and the nominated scheme recognised G F Tomlinson’s exceptional work on the restoration and refurbishment of the Grade II Listed Central Building at the University of Nottingham’s Castle Meadow Campus. A landmark project that has transformed a unique 1990s tensile-roof structure into a modern education and events hub, the restoration involved the sensitive preservation of one of the UK’s youngest listed buildings, including the complex renewal of its 4,500 sq. metre PTFE roof, extensive structural repairs and refinishing of over 900m² of glass and aluminium cladding. Through innovative engineering solutions, collaborative heritage stewardship and a commitment to carbon reduction, the team delivered major programme, cost and sustainability benefits for the university, while breathing new life into a building of significant architectural importance. Lee Roberts, G F Tomlinson Site Manager, who has worked for the company for over 30 years, proudly received the award on behalf of the project team. This triple success reflects G F Tomlinson’s continued commitment to excellence, innovation, and community impact across its diverse project portfolio throughout the region. Andy Sewards, Chairman at G F Tomlinson, said: “We are incredibly proud to have been recognised with three prestigious awards at this year’s Construction Awards of Excellence organised by the NFB. Each win is a testament to the dedication, talent and collaborative spirit of our team. “These accolades celebrate not only our technical excellence but also our purpose to build responsibly, sustainably and with long-lasting benefit for the communities in which we operate.”

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DIAMOND HIRE AND SALES CELEBRATES 20 YEARS OF INNOVATION AS PLANT HIRE SPECIALISTS This year, Diamond Hire and Sales marks a major milestone: 20 years of serving the Construction industry. From small beginnings hiring Diamond Drilling Rigs, Floor Saws, and Brokk Demolition Robots, to now becoming a key supplier to the construction industry, offering a wide range of specialist equipment and tools to hire.

The business began in James Road, Camberley, when Mark Castle & Graham Pryor had a bright idea that they could give their contracting customers the option to self-deliver, by hiring equipment instead of paying for operated services. Over two decades later, Diamond Hire & Sales is proud to be recognised as a key supplier to the construction industry, offering a wide range of specialist equipment and tools to both SMEs and PLC’s. Our specialist plant is designed to eliminate Fumes, Dust, Noise, Vibration and Manual Handling risks. This enables the Hirer to complete tasks safely and expediently, whilst ensuring high levels of client and customer satisfaction. Diamond Hire and Sales has built a reputation for being specialists. You might find a company hiring Brokks, or a business offering electric diggers, but not the full range. “We are in our own lane here” says General Manager, Scott Brown. Scott credits 20 years of success to investing in the latest equipment and building loyalty with suppliers and customers. Key priorities have also included utilising the hire system, delivering in-house training,

placing the right people in the right roles, and nurturing strong client relationships — ensuring quality and reliability across every project. “We’re incredibly proud to have reached this milestone,” said Mark Castle, Managing Director. “I believe our success has been down to commitment, dedication, self- belief and being niche. All key components bound together by a great team and of course positive leadership.” Throughout its history, Diamond Hire and Sales has built a reputation for rare, high-tech and increasingly eco-friendly kit – from robotic Brokks and Vacuum Excavators to Electric JCBs and LiuGong diggers, which it has supplied to major projects including Heathrow, HS2 and Hinckley Point C. Diamond Hire and Sales is based in Farnborough, Hampshire but deliver plant nationwide. Our experienced, friendly and knowledgeable team delivers prompt and reliable service every time. With a strong team and innovative specialist plant in place we know we have a winning formula to propel us into the next 20 years.

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THE HIDDEN CRISIS: HOW MATERIAL ERRORS ARE COSTING CONSTRUCTION PROJECTS MILLIONS In an industry typified by razor-thin profit margins, where every second of every day counts, a silent crisis is draining value from construction projects on a global scale: material discrepancies. This is where the incorrect products are delivered to site, contrary to the specification. What might appear in the moment like a seemingly minor error is causing a butterfly effect that could be costing contractors millions of dollars. We decided it was time to get to the heart of the matter, hosting a webinar which brought leading industry voices together to tackle this pervasive issue head-on. At the outset, we asked the audience of construction professionals to give us their perspectives on the extent of the problem, and their responses highlighted that this is not some niche problem. Shockingly, it’s endemic, with 93% saying they have experienced projects where material discrepancies have led to rework or non-compliance. More concerningly 68% admitted they lack a formal plan to mitigate these risks, meaning they’re unnecessarily haemorrhaging resources. These initial findings made it clear something needed to be done, but first, we had to understand the actual cost implications of material discrepancies, and get to its root causes. The Real Cost of Getting It Wrong With anything like this, there’s more to it than initially meets the eye, and the financial implications of material discrepancies often extend far beyond the cost of replacement materials. An initial, sobering example was raised by Colin Sutt from American Contractors Insurance Group: “I’ve seen projects where the wrong type of fluid-applied air barrier was accepted. This seemingly small error led to building envelope leaks and ultimately a multi-million-dollar claim.” It’s these ripple effects that are immediate and devastating. In turn, Devon Claycamp from engineering consultancy Burns & McDonnell explains: “Whatever momentum you had on the project, you have to hit a pause button to understand what the problem is and what you have to do about it.” This loss of productivity compounds, particularly when errors are discovered after installation.

Jesse A. Fox from Suffolk Construction Mission Critical added another dimension; “You end up with an owner that’s upset, and the whole project team gets upset also, because we can’t move forward.” The reputational damage can be as costly as the financial impact, affecting future business relationships and impacting project opportunities. Why Material Errors Keep Happening Despite the industry’s awareness of these risks, material discrepancies persist due to several systemic issues. The panel summarised these as: 1. Schedule Pressure Creates Shortcuts – Fox identified “enormous pressure on the project team in developing the schedule” as a primary culprit. When owners view buildings as revenue generators, unrealistic timelines can lead teams to skip critical verification processes, then “the pressure to deliver faster, safer, and more cost effectively” often conflicts with thorough quality control. 2. Experience Gaps in the Workforce – Claycamp highlighted a “severe lack of experience” in today’s construction workforce. “Five-plus years ago, our superintendents and materials folks on sites could identify what something was just by looking at it, newer employees may not have the years or decades of experience that we kind of took for granted.” 3. Misunderstanding When Quality Control Begins – A fundamental misconception exists about when materials management should start. Claycamp also referenced the decadesold Construction Industry Institute philosophy: the process “starts at definition” during design and engineering phases, not “when the truck shows up at the gate.” 4. Contractual Constraints – Sutt pointed to inadequate contracts that don’t allow for “enough headcount,” resulting in insufficient “eyes on the project” to inspect the “sheer magnitude of materials that flow in.” He went on to highlight that dynamic supply chains, particularly post-COVID, have created additional pressure through “emergency value engineering or substitution requests just to keep projects moving.”

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Five Essential Strategies to Prevent Material Errors Always ready to provide a solution to the problems at hand, the panel also recommended a multi-pronged approach to tackle material discrepancies: 1. Formalise Expectations in Contracts – Fox emphasised the importance of robust contract exhibits: “Having a very robust exhibit that clearly defines expectations of our trade partners and subcontractors is probably one of the most important things I’ve seen in the last five years. When you’re able to get their attention at the contract level, it makes a significant difference.” 2. Align Incentives and Communicate the ‘Why’: Claycamp stressed that success: “starts with making sure that the incentives on a project are aligned across all levels of stakeholders, from the client down to subcontractors and even suppliers.” Sutt recommended bringing context to teams: “Help your project teams understand why it’s critical. Provide them with war stories of things that go wrong to demonstrate that the risk is real and happening on every job.” 3. I mplement the Three Phases of Control – Sutt outlined a structured, three-step verification process: a. Preparatory Meeting: Discuss materials and requirements before work begins b. First Work in Place: Verify that initial installation materials match all submittals and specifications c. Follow-up Inspections: Conduct ongoing checks as the project progresses 4. Address Problems Immediately – Fox warned against the dangerous mindset of, “We can deal with it later,” emphasising that, “The longer that you kick the can down the road, the more expensive and detrimental it becomes for project closeout.” Sutt reinforced this with memorable advice: “Bad news tends to travel faster than good news. Don’t be afraid to sound the alarm and call the team together to collaborate on solutions.”

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5. Leverage Visual Documentation – When asked for the most practical first step, Claycamp recommended comprehensive documentation: “Taking pictures of everything, from the materials themselves to the paperwork that accompanies deliveries. I can probably identify a problem by looking at it much quicker than I can by combing through documentation.” Technology: The Game Changer Building up to the conclusion, the panellists agreed that technology is ready to transform material verification. Claycamp asserted; “I don’t believe that technology is any longer the problem. The tech has caught up to the challenges we’ve got in the field.” Suffolk Construction is already pioneering AI applications, with Fox revealing they’re developing, “an early AI model for the procurement stage and material procurement” to help identify and track issues. Looking ahead, the experts envision a future where users can, “just take photos and a program will match them to submittals, giving a thumbs up or thumbs down.” Claycamp’s prediction? “It’ll be here sooner than you think.” The Path Forward Ultimately, material discrepancies represent one of construction’s most expensive hidden costs, but they’re not inevitable. Success requires a combination of robust processes, aligned incentives, experienced oversight, and emerging technology solutions. As the industry grapples with tighter margins and accelerated timelines, addressing material errors is essential for avoiding undue costs, it’s also vital for maintaining project momentum, protecting reputations, and delivering the quality that clients expect. So really, the question isn’t whether your next project will face material discrepancies, but whether you’ll take steps needed to catch and resolve them before they become million-dollar problems? Brittany Harris, Co-Founder & CEO, Qflow

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BUILDING THE COUNTRY MORE SUSTAINABLY: 20 MILLION TONNES OF STONE MOVED BY RAIL FROM DOVE HOLES QUARRY Victa Railfreight and Cemex UK have celebrated the 20 millionth tonne of aggregates being more sustainably transported by rail from Dove Holes Quarry, in Derbyshire, to be used in major construction projects in UK cities. Victa Railfreight and Cemex UK have celebrated the 20 millionth tonne of aggregates being more sustainably transported by rail from Dove Holes Quarry, in Derbyshire, to be used in major construction projects in UK cities. In 2018 the two companies came together to move aggregates from the picturesque Peak District’s narrow, country roads onto rail, which has resulted in a successful seven year partnership built on performance, safety and supply chain resilience. Debbie Simmons, Managing Director, Victa Railfreight, said: “Reaching 20 million tonnes transported from Dove Holes is a testament to how rail can more sustainably support the transportation of aggregates into our inner cities to enable construction and infrastructure projects. Rail freight provides a slicker, quicker,

and more sustainable solution which means thousands of lorries can be taken from our congested roads every day. “At Victa Railfreight we stand shoulder to shoulder with our customers in supplying our expert teams in terminal management, ground staff, locomotive driving and strategic viewpoint to ensure a safe, reliable and more sustainable rail solution that delivers real value for all. “We are very proud of our achievements so far with our valued partner, Cemex UK, and look forward to many more celebrated milestones in the future.” Appointed by Cemex UK to manage all train arrivals, departures and shunting operations at Dove Holes, Victa Railfreight has delivered over 99% of all outbound trains to depart on time and in full, ensuring dependable onward haulage across the national rail network. With proactive contract management and rail terminal auditing, Victa works closely with all stakeholders to optimise resources and rapidly respond to any disruption or volume fluctuations. Around 3 million tonnes of aggregates leave Dove Holes by train every year to support construction and infrastructure projects nationwide. (Photo Victa Railfreight)

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NEWS ARTICLE Rail plays a vital role in Cemex’s UK supply chain. Around 3 million tonnes of aggregates leave Dove Holes by train every year to support construction and infrastructure projects nationwide. Victa Railfreight also co-ordinates onsite facilities for customers using their own rail providers to collect materials directly from the quarry. Rob Wilkinson, Aggregates & Asphalt Logistics Manager, Cemex UK, said: “Rail plays a vital role in our transport operations at Cemex and directly supports our global Future in Action strategy to cut CO₂ emissions. “We’re incredibly proud of the strong growth in our rail operations in recent years and the positive impact this has had on our wider sustainability goals. Rail will remain a strategic priority for us, and we are committed to expanding its use as it becomes an increasingly important part of our supply chain.” Rail operations form a key part of both companies’ sustainability strategies, offering significant environmental and safety benefits, reducing congestion, road wear and the risks faced by motorists, pedestrians and cyclists. Rail also produces around 50% less CO₂ per ton-mile than road haulage, while fewer HGVs contribute to quieter roads, improved air quality and safer communities.

This major milestone coincides with Victa Railfreight’s 30th anniversary, marking three decades of delivering innovative, sustainable and customer-focused freight solutions across the UK. Since June 2018, 20 million tonnes of aggregates have been transported from Dove Holes Quarry by rail - equivalent to approximately 10,400 train movements (based on an average of 25 wagons per train). This represents around 260,000 individual wagon loads, each carrying a 77-tonne payload, (equal to 2 lorry loads), and has removed the need for an estimated 520,000 lorry journeys on the UK’s roads. 20m tonnes by rail from Dove • Moving Holes Quarry has taken 520,000 lorry

• •

journeys from the country’s congested roads since June 2018* Aggregates have been transported into major UK cities for construction and infrastructure sitesincluding Manchester, Birmingham and London... Milestone underpins importance of UK industry collaboration in transporting aggregates more sustainably by rail

Rail produces around 50% less CO₂ per ton-mile than road haulage, while fewer HGVs contribute to quieter roads, improved air quality and safer communities. (Photo Victa Railfreight)

JANUARY 2026

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MORRO PARTNERSHIPS UNVEILS MOTION HOMES: A NEW BRAND FOR NEXT-GENERATION HOUSEBUILDING

A NEW era of housebuilding is underway in the Midlands as Motion Homes, a forward-thinking new brand from established developer Morro Partnerships, has officially launched. Utilising three decades in the affordable housing sector, the business is now on a mission to put innovation, sustainability, and community into the private homes sector. Matt Moore, CEO at Morro Partnerships and Motion Homes, said: “Our vision for Motion Homes isn’t to just be another developer; we want to stand out in the market by building homes with a long-term view, driven by our own Innovation Hub, which tests new technologies and ensures homes are cost-effective to run for homeowners. “We strongly believe in building communities, not just houses, and are committed to delivering the same high level of social value we bring to our Morro developments.” The first new development from Motion Homes, The Woodlands, located in Lightmoor Village in Telford, is currently under construction. It will consist of 145 thoughtfully designed homes set in a peaceful, rural setting, with a show home already available to view on site. The development is surrounded by parks, open spaces, a primary school, nursery and retail shops. Matt added: “We are so excited to be revealing our new brand alongside our first open market development. This is the third phase of a historic project where Morro has already delivered 57 homes. Having been well integrated into the area for a few years, we feel The Woodlands is the perfect place to begin this next chapter. “Motion will leverage the reputation, experience and specialisms Morro has achieved in the regeneration and affordable sector and bring

this into the private market. The name ‘Motion’ is a reference to growth, diversification and progression, which is exactly what this means for our business.” Motion Homes will primarily target first-time buyers, with a focus predominantly on popular two and three-bedroom houses. Plans are also in place to offer assisted purchase schemes to make homes more accessible. To further align with its core values at Morro Partnerships on every development, priority is also being given to maximising positive impact on local communities and driving social value across all areas. Key initiatives have so far included donations from Morro show homes (valued at £9,000) to three local causes; Lightmoor Primary School, ABC Nursery, and a local Youth Hub Centre, to promote reusability and support important organisations. To enhance local connections and positive engagement, pupils have been invited for a site tour and designed posters for the construction hoarding to make their mark on the new community. Collaborations are also underway with Telford College and Shrewsbury College to provide work experience opportunities for T-Level candidates and other students, including neurodivergent individuals. Abdul Mozzamdar, social value lead at Morro Partnerships and Motion Homes, said: “These initiatives are not one-offs but are part of a broader, long-term social value plan that demonstrates our commitment to communities. We are proud to continue delivering the same high level of social value under the Motion Homes brand and look forward to expanding our positive impact.” To find out more about Motion Homes, and The Woodlands, visit: www.motionhomes.co.uk

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WINVIC AND PARTNERS CELEBRATE MAJOR CONSTRUCTION MILESTONE AT 360 BRISTOL Winvic Construction Ltd, a leading main contractor that specialises in the design and delivery of private and public sector construction and civil engineering projects, alongside client AG South Plaza B.V and developer Melburg, has celebrated a key construction milestone at 360 Bristol, a Purpose-Built Student Accommodation (PBSA) development located on Marlborough Street in the heart of the city. The project team and partners – including IESIS, structural engineer HEXA, and architect ECE Westworks - came together on the 30th October for a topping out ceremony to celebrate a major milestone - completion of the building’s structure, a significant step in transforming the former 1960s office block into a 10-storey, 399-bedroom sustainable student living community. Works officially began in August 2024, with enabling works taking place ahead of the main construction phase, which commenced in May 2025. Scheduled for completion in summer 2026, the development will provide a mix of studio and cluster bedrooms, featuring shared kitchens, a gym, cinema, karaoke, content rooms, games lounge, study spaces, yoga and Zumba rooms, and extensive outdoor areas for socialising.

Outdoor amenity space includes an accessible terrace on the 10th floor and ground floor external areas on the podium over the existing basement. Basement parking and cycle storage have also been retained throughout the works. Remedial repairs to the existing structural frame have been undertaken including fire protection enhancements, and three additional upper floors have been constructed to provide additional living spaces. The project also delivers significant fire safety improvements in line with the requirements of the Building Safety Act. This sustainable design and delivery approach reflects the shared values of Winvic, AG South Plaza B.V, and Melburg, championing responsible regeneration within the PBSA sector whilst delivering significant sustainable improvements such as 3,500 tonnes of lifetime carbon savings, 1,500% biodiversity net gains, EPC A and BREEAM “Excellent” ratings. Delivered by Winvic under the Gateway 2 process, 360 Bristol is the contractor’s first project to progress through the new regime, underscoring its commitment to quality, collaboration, and building safety.The scheme is delivering meaningful social value through employment, education and community engagement. Two site visits have been held so far, one in partnership with The Restore Trust

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and O’Neill and Brennan hosting 15 unemployed learners, and another for T Level students from IBK Academy, where one student will be completing their industry placement on site. Creating inclusive employment opportunities, Winvic is piloting the Standing Tall programme, supporting an individual who was homeless into employment. Over 50 local employees (within 30 miles) are working on the project, which is also set to deliver over 200 training weeks for both new and existing staff, including members of the supply chain. Working alongside Winvic Construction for the scheme are Employer’s Agent and project manager - IESIS, Architect - ECE Westworks, Structural and Civil Engineer - HEXA and M&E consultant - BOX 20. Mark Jones, Managing Director of Multi-Room at Winvic Construction Ltd, said: “Reaching the topping out milestone at 360 Bristol is an exciting step forward for the project team. This scheme perfectly demonstrates how intelligent design and collaborative delivery can bring new life to existing structures - reducing embodied carbon and contributing to a more sustainable built environment. “It also marks our first project delivered through the Gateway 2 process, highlighting

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our commitment to building safety, quality, and partnership. I’d like to thank our client and project partners for their continued collaboration. Together, we are delivering a landmark building that will enhance Bristol’s student experience and stand as a benchmark for sustainable urban redevelopment.” Andrew Burns, Head of Asset and development at Melberg, said: “We are incredibly proud to see 360 Bristol reach this significant milestone. From the outset, our vision was to create a vibrant, inclusive community that not only meets the evolving needs of students but also sets new standards for sustainability and wellbeing. By retaining and enhancing the existing structure, we have dramatically reduced embodied carbon, while our commitment to EPC A and BREEAM ‘Excellent’ ratings ensures the building’s longterm environmental performance. The extensive amenity offer—from social spaces and wellness rooms to accessible outdoor terraces - reflects our belief that great places to live should also support personal growth and community connection. We look forward to welcoming students in September 2026 to a development that truly raises the bar for sustainable urban living in Bristol.” Join Winvic on social media – LinkedIn, and Instagram.

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SURVEY REVEALS VULNERABILITIES IN CONSTRUCTION SECTOR AS INDUSTRY FACES HIGH INSOLVENCY RATES Research by accountancy, business and financial advisory firm Armstrong Watson has highlighted significant challenges facing family-owned and owner-managed construction businesses, as the sector experiences the highest insolvency rates of any UK industry. With 3,933 construction companies entering insolvency in the 12 months to September 2025*, accounting for 17% of all insolvencies (data from The Insolvency Service), the findings of Armstrong Watson’s 2025 Family Owned, Privately Owned and Owner-managed Business Survey provide crucial insights into why so many firms might be struggling to survive. The survey, which gathered responses from more than 100 construction and property sector businesses, reveals that these companies share many of the same challenges as other industries, but also face distinctive vulnerabilities. One of the most pressing concerns is cash flow management, with 34% worried about having enough funds to pay outgoings over the next 12 months. Ed Connell, Restructuring and Insolvency Partner, says: “Delayed payments, slow client certifications, and retentions can starve firms of cash. Most insolvencies are indeed caused by a lack of working capital, not profitability. If limited use is made of cash flow forecasts, it makes planning for dips in cash availability difficult to achieve.” Ed explains that this is exacerbated as many operate on the finest of margins to win contracts, so even one poorly managed project can push them into losses. The temptation to bid on riskier jobs to keep staff employed, often without adequate cost checks and informal or intuitionbased estimating, compounds the problem. Increased employment costs have also hit the sector, with 58% who have been impacted a great deal (15%), a lot (18%) or a moderate amount (26%), by rises this year in Employer National Insurance Contributions and National Minimum Wage (the rate of which will increase further in 2026 by 6% for 16-17-ywear-olds, 8.5% for 18-20-year-olds, and 4.1% for those aged 21 and over). External pressures compound these internal challenges. 73% are concerned about inflationary

cost pressures, and 39% identify rising costs impacting business viability as their primary three-year growth challenge. Many are also struggling to recruit, with two-thirds who say they find it difficult to find new employees, with the main barriers being a lack of skilled or suitable candidates (46%) and difficulty finding people to carry out specific roles (28%), highlighting a talent shortage in the industry. Ed says: “The sector has been particularly hard hit by reduced access to EU labour following Brexit, and generally, the industry struggles to attract young workers due to its image and working conditions. Skilled trades such as bricklaying, plastering, and scaffolding are in high demand but short supply, which drives up wage costs. This is further hampered by IR35, or the offpayroll working rules, which present significant challenges to businesses given the complexity in determining a subcontractor’s employment status and the level of compliance required to be undertaken in reporting this, coupled with the potential financial risk or fines of making the wrong assessment.” Construction businesses can also be hit by supply chain disruption – including payment delays from contractors, utility hook-up waiting times, material shortages and adverse weather – which can halt progress and lead to companies carrying fixed costs during periods of inactivity, exacerbating cash flow problems. Meanwhile, compliance with Building Regulations 2010 and associated planning permission regulations, building control, and health and safety rules places a significant burden on smaller firms with limited resources. “Latent defects can also be a major risk for construction firms and can compound existing financial stress,” says Ed. “Defects may only come to light after a defects liability period ends, sometimes many years afterwards, which compounds issues around accountability. Defects are likely to involve multiple parties such as contractors, subcontractors and suppliers, and

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it is likely to be both time-consuming and costly to determine responsibility for the defects, as well as dealing with the actual remediation costs themselves.” The survey reveals operational weaknesses, with 39% of construction firms – above the national

average of 30% – still relying primarily on manual processes, meaning crucial financial data can quickly become outdated. When it comes to succession, although 80% of respondents are over 55, 14% haven’t considered their exit plan, while others have not discussed succession plans with the next generation. With 43% intending to pass businesses to family members, this creates a risk that the next generation will be underprepared for the challenges ahead. Ed adds: “These are challenging times for family-owned construction companies. However, our survey shows that well-run businesses can continue to be profitable and create reserves to fund expansion and invest in the technologies that will improve the operational efficiency of the business. He explains that business owners should maintain close relationships with their accountant, ensuring timely and accurate management information is available, and consider using an experienced quantity surveyor to ensure contracts are accurately priced and are well managed. Businesses should also look to improve recruitment and retention strategies to secure skilled labour, have a mix of work to reduce the risk to their business if a client becomes insolvent and stay informed about regulatory changes.

Build a net-zero future for your business Although maintenance can help towards preserving the bright colouring of a garment throughout its lifecycle, hivisibility clothing is habitually exposed to the elements and can become worn and unclean in the process. Occasionally, dirt can simply be wiped clean on outer layers such as jackets, however, next to skin products require regular washes to ensure the item of clothing remains fresh and comfortable for the wearer when in use. With that said, frequent washes can erode the reflective components and fabric of hi-visibility garments, with this process accelerated on poorer quality materials and products. When colour fading, fabric degradation or damage to reflective strips begins to show, a garment may no longer be safe or compliant and will subsequently need replacing.

JANUARY 2026

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GROUNDBREAKING CEREMONY MARKS MAJOR STEP FORWARD IN WREXHAM AFC’S NEW KOP STAND REDEVELOPMENT

Wrexham AFC have officially broken ground on the redevelopment of the Kop Stand at the STōK Cae Ras, marking the beginning of the full construction phase of one of the most significant infrastructure projects in the Club’s history. The ceremony, held on 4 December brought together representatives from the Club, Wrexham County Borough Council, McLaren Construction Midlands and North, the Welsh Government, Wrexham University alongside wider stakeholders from the Wrexham Gateway Partnership. The groundbreaking is a landmark moment in the long-awaited return of the Kop Stand and signals the transition from extensive early site preparation to the main build programme. The new stand, set for completion during the 2026/27 season, will restore the stadium to a foursided configuration, increase capacity to just over 18,000 and enable the STōK Cae Ras to achieve UEFA Category 4 compliance. Since McLaren Construction’s appointment under a Pre-Construction Services Agreement earlier this year, the project team has completed a comprehensive suite of enabling works to prepare the historic site for full construction. These works have included establishing the early-phase compound and welfare facilities, completing the reduced-level dig and stabilised construction platform, installing the piling mat, relocating and upgrading hoarding, forming a

permanent safe walkway from the Wrexham Lager Stand, creating construction access routes and crane platforms and commencing the piling operations that will continue into the early new year. Delivery of the main site offices and welfare accommodation has also been completed ahead of the full construction programme progressing. The project will now move into its principal construction period, with the breakout piles, casting of foundations all commencing through December and into January, and the start of reinforced concrete lift cores, that will support the new structural steel frame along with the foundation. Work will also progress on internal service ducting, drainage and preparation of the main ground floor slab. In early 2026, slip formed reinforced concrete cores will be constructed to provide stability for the roof structure. The steel frame, which comprises approximately 1,500 tonnes of steel including major long-lead tubular truss sections, is scheduled to begin rising from early spring. Installation of precast concrete terrace units will follow before roofing and façade works, internal fit-out and systems installation continue through the remainder of 2026 and into 2027. The project team has worked closely with partners to address the complexities of building a major new stand within a live, operational and historically sensitive stadium environment. A detailed sequencing strategy has been

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NEWS ARTICLE developed to manage trade movements and construction operations within the tight site footprint, while logistics planning has been coordinated with Wrexham County Borough Council, Wrexham University and nearby businesses to minimise disruption. A comprehensive Construction Environmental Management Plan underpins this process, ensuring that the construction programme is delivered safely and responsibly. The new Kop Stand will deliver modern concourses, improved accessibility routes, upgraded media and broadcast facilities, and enhanced back-of-house and matchday operations. Its design is being driven by UEFA standards, Safety Advisory Group requirements and the latest Green Guide principles, ensuring the new structure not only meets regulatory expectations but significantly enhances the supporter experience and long-term operational efficiency of the stadium. Joel Casstles, Operations Director at McLaren Construction Midlands and North, said: “The groundbreaking ceremony marks the start of an exciting phase for Wrexham AFC and for the city. The scale and complexity of the new Kop Stand are significant, especially on a historic and operational site, but the progress made to date means we are entering the main build with confidence.

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“This stand will transform the stadium and deliver a new gateway to Wrexham, which the whole community can be proud of. We are committed to ensuring the project creates local opportunities and leaves a lasting legacy for supporters and residents alike.” Michael Williamson, CEO of Wrexham AFC, said: “Breaking ground on the new Kop Stand is a hugely significant moment for the Club and our supporters. The Kop has always held deep importance, and today’s ceremony marks the beginning of its long-awaited return. Over the coming months, fans will see the structure take shape as we build a stand that enhances capacity, improves facilities and secures the future of the STōK Cae Ras as a top-tier venue for domestic, international football and other sporting and entertainment events.” Leader of Wrexham Council, Cllr Mark Pritchard said “The new Kop Stand marks a significant step forward for the Wrexham Gateway. We’ve worked closely with the club and partners to help shape the project that will see enhancements to the ground and improvements in connectivity that will open up new opportunities. Once in use, the stand will be a great vantage point to witness historic domestic and international games here in Wrexham, the spiritual home of Welsh Football.”

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BAUER TECHNOLOGIES SECURES SPECIALIST PILING CONTRACT FOR THE DOVETAIL BUILDING, LONDON Bauer Technologies has been awarded the specialist piling and geotechnical works package for The Dovetail Building, a striking new 24-storey mixed-use development located in the City of London. Commissioned by Deconstruct UK Ltd on behalf of client Brockton Everlast, the project represents a significant addition to London’s premium office and retail landscape, featuring a three-level basement and high-specification tower structure designed to meet modern sustainability and performance standards. Bauer Technologies’ scope of work is being delivered in two distinct phases to facilitate archaeological investigations by the Museum of London Archaeology (MOLA). The first phase, - running from November 2025 to February 2026 - will involve the extraction of redundant piles and the installation of approximately two-thirds of the new secant wall. The second phase, scheduled for June to September 2026, will focus on installing a front-of-wall cased CFA secant pile line along the party boundary, and completing the foundation and bearing piles, including temporary works for the tower cranes and gantry.

In keeping with Bauer Technologies’ strong commitment to sustainable construction, the project will incorporate a wide range of carbonreducing initiatives. These include the use of low-carbon reinforcement steel, concrete incorporating blended cement, supplied from a local batching facility, and 100% HVO fuel for all site plant. Bauer has also implemented waste-reduction measures to optimise material efficiency and minimise environmental impact throughout the project’s lifecycle. Commenting on the award, Bauer Technologies’ Managing Director John Theos, said: “We are delighted to be working once again with Deconstruct UK on such a high-profile London development. The Dovetail Building exemplifies the type of technically challenging, sustainabilitydriven project where Bauer’s experience in complex urban settings and commitment to innovation can make a real difference. It’s a showcase for how deep foundation solutions can be delivered responsibly, efficiently, and in harmony with the capital’s built environment.”

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FOUR NEW APPRENTICES JOIN LEEDS OFFICE AS YORKSHIRE GROWTH CONTINUES John N Dunn Group, which is headquartered in Newcastle, has strengthened its presence in Yorkshire with the addition of four new plumbing apprentices to its Leeds office, as part of its continued investment in early careers and skills development across the region. The new recruits – Ciaran Husband, Riley Yoxall, Ben Redmond and Kaylum Dempsey – reflect the company’s growing pipeline of projects in the region and its long-standing commitment to training the next generation of building services professionals. In total, the business has welcomed 13 new plumbing apprentices across its regional offices over the past year, with four based in Leeds, five in Newcastle and four in Scotland – a balanced spread that mirrors sustained growth across all operating areas. In Scotland, Scott Humble, Aaron Pollock, Charlie Bell and Bryn Logan began their apprenticeships in July. Newcastle has welcomed Scott McIntyre, Kyle Cannon, Gil Charlton, Archie Harkness and Scott Armstrong. John N Dunn Group is one of the UK’s leading building services contractors, delivering major projects in the residential, healthcare, education, commercial and public infrastructure sectors. Established in 1893, the company has built a strong reputation for progressing apprentices into leadership and technical roles across a workforce stretching from Doncaster to Dundee. James Harris, managing director of the Yorkshire office, said: “Apprenticeships have always been at the heart of what we do and that hasn’t changed in over 130 years. Developing new talent is part of our DNA and we see apprentices not just as trainees but as future leaders who will carry our

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values and expertise forward. “From a business perspective, our order book is strong and we’re seeing significant growth across Yorkshire. That creates the perfect environment for apprentices to learn, grow and thrive alongside experienced teams. It’s a great time to join the industry and I’m incredibly proud of the role we’re playing in shaping the future workforce.” John N Dunn Group’s apprenticeship programme blends hands-on, on-site experience with structured college learning. Many apprentices continue on to build long-term careers within the business, progressing into technical and leadership roles. Last year, the company celebrated its 500th apprentice, marking over a century of commitment to the development of young people. In May, John N Dunn Group was also recognised with the Trade Apprentice of the Year Award at the Generation4Change Future Leader Awards, part of Constructing Excellence North East. Stephen Bilclough, Group chairman, added: “Apprentices have always been the backbone of our business. They bring energy, curiosity and a fresh perspective, and many go on to become the leaders of tomorrow. Since the start of the financial year, we’ve seen renewables making up a significant percentage of the work we’re undertaking, which is very encouraging. “As we look ahead, we’ve got a clear focus on equipping our apprentices with the skills they’ll need to thrive in this area. Training them in renewable technologies is a priority and we’re committed to the role they’ll play in supporting a more sustainable future.”

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PLATFORM_ & HGP CELEBRATE TOPPING OUT AT SWEETFIELDS, LEEDS

451-Home Build to Rent Development Reaches Major Milestone. PLATFORM_, in partnership with the Lloyds-backed equity investor Housing Growth Partnership (HGP), has marked the topping out of its landmark 451-home Build to Rent (BTR) development at Sweetfields, Leeds. The milestone represents significant progress in delivering high-quality, professionally managed rental homes to the South Bank Regeneration area to meet growing demand in the city. Constructed by main contractor Winvic Construction Ltd, the scheme is set to deliver a collection of studios, one-, two- and threebedroom apartments designed specifically for renters, offering residents high levels of amenity, energy efficiency, and professional management synonymous with the PLATFORM_ brand. This first phase is a part of the larger Sweetfields neighbourhood which will include the reinstatement of The Commercial Inn, the launch of a new Asda Express, and a new central square amongst extensive landscaping. “The topping out of our first building at Sweetfields marks a major step forward in our ambition to deliver high-quality, sustainable rental homes alongside thoughtful amenities

like a convenience store, a pub and new fully landscaped public spaces to create a new neighbourhood” said Jean-Marc Vandevivere, Chief Executive at PLATFORM_. “We’re proud to be working alongside our partners at HGP and Winvic to bring this transformative scheme to life and support the wider regeneration of South Bank in Leeds.” “HGP is committed to supporting the delivery of quality new homes with long term equity investment, to address the continuing shortage of supply,” said Colin Bennett, Investment Director at Housing Growth Partnership. “Sweetfields is a fantastic example of Build to Rent investment creating new housing choice and regenerating urban areas.” “Reaching this stage is a testament to the skill, dedication and collaboration of the entire project team,” said Mark Jones, Managing Director for Multi-Room at Winvic. “Sweetfields showcases the best of Build to Rent design and delivery, combining quality construction, modern living standards, and community-focused design. We are proud to be delivering this landmark development bringing much-needed homes to residents in Leeds while creating benefits for the local community.”

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NEWS ARTICLE A New Chapter for Leeds’ Rental Market Once complete, Sweetfields will deliver over 1,350 contemporary apartments across four buildings, complemented by landscaped public areas, on-site amenities, and sustainable design features. The development has been designed to meet the evolving needs of modern renters, offering energy-efficient homes managed under a single professional landlord model, enhancing the quality, reliability, and experience of renting in Leeds. The scheme contributes directly to the city’s housing growth ambitions, supporting regeneration and providing much-needed homes in a well-connected location close to transport links, employment hubs, and local amenities. The apartments will achieve an EPC B rating or higher and incorporate renewable energy sources, energy-efficient heating and lighting, and smart in-home technologies. The development’s sustainable and energyconscious design combines these features to create a low-carbon community that supports Leeds’ ambition to reach net zero carbon by 2038. Key sustainability measures include air source heat pumps, sustainable urban drainage systems, green roofs, and solar panels throughout the scheme. Residents will also benefit from multiple electric vehicle car charging points. Winvic has engaged the local community through careers fairs, site visits - including a tour for the local Cubs - and work experience placements with schools and universities. Opportunities have been created for over 100 local workers, four apprentices, and three placement students. In addition, Winvic is piloting the Standing Tall programme which provides employment opportunities to people who are homeless, supporting them into

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employment. The project has supported charities such as Yorkshire Children’s Charity, Leeds Mencap and Zarach. Environmental and wellbeing initiatives have also been delivered including Occupational Health Days and tree planting volunteering with Leeds Council. During the ceremony, guests toured the site and viewed the first completed structures, which showcase the quality and scale of the Build to Rent product being delivered. Looking Ahead With Phase 1 now structurally complete, the project moves into internal fit-out and façade works ahead of practical completion in early 2027. PLATFORM_, HGP, and Winvic will continue to collaborate closely to ensure the scheme delivers on its commitment to quality, sustainability, and community impact. Following the fantastic progress made on the first phase, PLATFORM_ will shortly be submitting Reserved Matters planning applications for Phase 2 of Sweetfields. Phase 2 will deliver a further 540 new Build to Rent homes split across two buildings varying in height from 8 to 23 storeys. The buildings will include high-quality resident amenities including a gym, work from home and lounge spaces within the top level of both buildings benefiting from sweeping views of the Leeds City Centre skyline. PLATFORM_ hopes to secure planning permission from Leeds City Council early next year with works scheduled to set to start on-site in early 2027. Sweetfields is set to become one of Leeds’ most significant Build to Rent communities, setting new standards for resident experience and contributing to the city’s growing supply of professionally managed rental housing.

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£6 MILLION HEAT ESSEX PROGRAMME LAUNCHES TO MAKE HOMES WARMER, HEALTHIER, AND MORE ENERGY EFFICIENT Essex residents struggling with cold, inefficient homes will soon benefit froma major new energy efficiency initiative. Essex County Council has secured £6 million from the Government’s Warm Homes: Local Grant scheme, which will be delivered through HEAT Essex, managed by Happy Energy Solutions Ltd. Through the scheme, hundreds of eligible homes across Essex will receive free energy-saving improvements such as insulation, solar panels, and low-carbon heating systems, helping low-income and vulnerable households stay warm and save on their energy bills. By combining Essex County Council’s commitment to tackling fuel poverty with Happy Energy’s 30+ years of retrofit expertise, the partnership will ensure that support reaches those most in need. The programme will reduce heat loss, lower household bills, and cut carbon emissions while supporting local jobs and skills in the growing green economy. Essex County Council Cabinet Member for Environment, Waste Reduction and Recycling, Cllr Peter Schwier said: “This £6 million investment is about more than just warmer homes. It’s about supporting Essex residents by helping them with the impacts of the

cost-of-living crisis, improving health and wellbeing, and making substantial progress towards improving the Essex environment. “Essex County Council is working hard to support our residents through the cost-of-living crisis and this partnership with Happy Energy is helping us make big steps in the right direction. This HEAT Essex programme will help the Essex residents most in need this winter and beyond.” Adrian Wright, Programme Director at Happy Energy Solutions Ltd., added: “We’re proud to be delivering the HEAT Essex programme in partnership with Essex County Council. Together, we’re helping residents access vital funding, upgrade their homes, and enjoy lasting improvements in comfort, affordability, and sustainability.” How to apply Residents can check if they are eligible and register their interest by visiting www.heatessex.com or calling 01206 326808. The HEAT Essex programme runs until March 2028, with delivery starting in 2025. All upgrades are subject to eligibility and assessment.

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HILTI FORGES GROUND-BREAKING EDUCATION PARTNERSHIP WITH HULME GRAMMAR SCHOOL TO IGNITE STEAM CAREERS Global construction hardware, software and service leader, Hilti, has announced a pioneering education partnership with Hulme Grammar School in Oldham, marking a significant step to inspire the next generation in Science, Technology, Engineering, Arts, and Mathematics (STEAM) subjects. The collaboration sees Hilti become the first global industry partner to support the school’s recently launched Brenda Mills Institute of Innovation and Technology, establishing an integrated, forward-thinking model for corporate-education engagement. A Partnership Focused on Opportunity, Impact, and Community This innovative relationship is designed to create tangible career pathways and enrich the educational experience for Hulme Grammar

pupils, while providing direct opportunities and upskilling benefits for the wider Oldham community, and setting a new standard for industry involvement: Apprenticeship Investment & Community Benefit: Hilti has donated a proportion of its Degree Apprenticeship Levy to the school. This crucial funding will enable Hulme Grammar to offer new apprenticeship positions for its own staff members in vital support areas, including IT, Catering, and Early Years Education. This investment not only strengthens the school’s operational capacity but also focuses on upskilling adult learners in Oldham, directly creating valuable employment and educational opportunities within the local community. Assessment Centre Preparation: Sixth Form pupils will be invited to Hilti’s mock assessment centre in Manchester City Centre to experience and practice real-world recruitment processes, providing them with tangible feedback as they prepare for future careers and higher education applications. Unique Work Placements: Over the half-term holidays, Hilti is creating four unique work placement opportunities. These placements will offer pupils a complete 360-degree view of the business, tracing the customer journey from product sale to delivery, alongside tailored insights into core functions such as Engineering, Marketing, HR, and Finance. Pioneering Degree Apprenticeship: A key feature of the partnership is the pilot of a new Degree Apprenticeship programme in Fire

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NEWS ARTICLE Safety Engineering. This ground-breaking opportunity offers one pupil a career pathway within the Engineering department and a BEng degree through the University of Lancashire. Global Alignment and Public Benefit: Supporting the UN Sustainable Development Goals (SDGs) This partnership explicitly supports Hulme Grammar School’s commitment to public benefit and outreach, directly contributing to the UN Sustainable Development Goals (SDGs), particularly those focused on improving local economies and providing education for all. Promoting Diversity: Hilti colleagues will actively participate in the school’s International Women’s Day celebrations, aiming to encourage more young women to pursue careers in STEM, raise aspirations, and break down traditional barriers. This focus on increasing diversity in technology and engineering supports SDG 5 (Gender Equality) and SDG 10 (Reduced Inequalities). Community Mentorship: Senior Hilti leadership will participate in school careers fairs, offering valuable mentorship to pupils, ensuring greater access to quality career education, which aligns with SDG 4 (Quality Education). Setting a New Benchmark for CorporateEducation Integration This partnership is truly unique in its depth and integration, demonstrating how industry and education can work together to identify mutual needs and objectives, establishing a progressive model for other companies to follow and making a direct and lasting difference to young people. Kim Kerr, Head of People Experience at Hilti said: “We believe this partnership with Hulme Grammar School is a blueprint for the future.

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Together, we are actively helping to equip young people with the skills and confidence to succeed in the modern, technological world, while also supporting adult learners in Oldham through upskilling apprenticeships. Our strong commitment to this collaboration, particularly our efforts to support and develop women in STEM, reflects our ambition to have a passionate and inclusive global team dedicated to Making Construction Better. We are proud to be the first global industry partner in the Brenda Mills Institute of Innovation and Technology.” Marc Hornby, Director of Development and Public Benefit at Hulme Grammar added: “The support from Hilti is transformative. This partnership, which not only enhances our internal capacity but also allows us to create tangible opportunities for young learners in Oldham and Greater Manchester, perfectly aligns with our public benefit goals and the vision of the Brenda Mills Institute. We hope this will inspire other leading companies to follow suit.”

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