The PR Bill and NI Rumours, What Can Landlords Expect?

 

Fleet Mortgages has published a guide to help advisers and landlords prepare for the forthcoming Renters Rights Bill. The guide includes all aspects of the bill including the Decent Homes Standard.

 

“Landlords who fail to prepare risk longer voids, higher turnover, and even being unable to legally let their properties,” said Steve Cox, chief commercial officer at Fleet Mortgages.
“This new guide sets out the key measures of the bill in clear, practical terms, alongside actionable checklists advisers can use to ensure their landlord clients are Renters’ Rights ready.
“This is about equipping advisers with the knowledge and tools they need to stay ahead of the curve and provide real value to their landlord clients at a time of significant change.”

The Private Renters Bill is expected to become law by the end of this year, full details of the proposed bill can be found on this LINK

 

NI on Rental Earnings

The forthcoming budget also is a concern to Landlords, it is now rumoured that the Chancellor’s search to find ways to keep her election promises could result in applying National Insurance to rental profits.

Comment by By Dr Neil Cobbold, Commercial Director, Reapit UK & I

Another Budget season, another tax test flight. This time it’s the proposal to extend National Insurance (NI) to rental profits, a move briefed as raising £2bn from so-called “unearned income”. It sounds neat and tidy as a media message. In practice, it would be a raid on pensions and investment that risks shrinking rental supply further, pushing up rents and deepening the affordability crisis.

Last year’s English Private Landlord Survey (EPLS) showed the typical gross rental income is around £19,200 a year – these are the Government’s own figures. Nearly half of landlords own just one property, most of the rest own two to four. This is a diverse, largely small-scale group, many of whom are older and part-time, providing the everyday homes that most tenants actually live in.

Again, according to the EPLS, 42% of landlords say they let property to contribute to a pension. In other words, rental income is their long-term savings plan. Today, NI applies to earned income only up to State Pension age; it does not apply to pension income or most savings returns. Singling out rental profits for NI even after retirement is fiscally inconsistent and unfair.

Landlords already pay Income Tax on profits and have weathered years of fiscal and regulatory changes: the restriction of mortgage interest relief, higher stamp duty on purchases, tougher standards, selective licensing. They also now face the Renters’ Rights Bill on the horizon, as well as the hefty cost of bringing rented homes up to a minimum EPC C by 2030 – revealed by Reapit’s analysis to be £24 billion.

When you tax an activity, you get less of it. If this proposal lands, some landlords will pass on part or all of the cost to tenants. Others will decide the return is no longer worth it and sell up. Either way, supply tightens and rents rise. As Paul Johnson, former head of the IFS, has said: the harsher you tax landlords, the higher rents go. We’ve seen that logic play out across the market already.

Meanwhile, demand isn’t standing still. Independent estimates suggest we need up to a million additional rental homes by 2031 just to keep pace. Build-to-Rent can play a role, but small and mid-sized private landlords are still doing the heavy lifting supplying the homes we need. Policies that discourage them will simply reduce the number of homes available in the short and medium term.

There’s also a question of priorities. If the fiscal hole is closer to £40bn, a narrowly targeted NI on rents is a single stitch in a gaping tear — and one with obvious drawbacks. If you push more cost into the system without expanding supply, you exacerbate the affordability pressures you’re trying to ease.

None of this is an argument against fair taxation. It’s an argument for consistency and coherence. If ministers believe investment income should contribute more, say so and legislate with clear principles across asset classes, phased over time. Don’t pick off one category that doubles as pension provision for hundreds of thousands of households and pretend that’s a housing solution.

If the government proceeds, safeguards are essential. First, a tapered NI for small profits so you don’t hammer the median landlord on £19,200 gross. Second, targeted relief for verified reinvestment — energy efficiency, decent-home upgrades, safety standards — so any new tax actively encourages better quality housing rather than discouraging housing provision. Third, clarity and stability: announce early, consult properly and avoid constant tinkering. Housing is a long-term asset, and investors need predictability to plan and deliver.

Ultimately, the question is simple: do we want more good-quality, affordable rented homes, or do we want a symbolic revenue measure that shrinks the market tenants rely on? Institutions and responsible private landlords alike need confidence to invest. Treating rental housing as a convenient piggy bank might make a headline. It won’t build the homes we need. It won’t fill the Chancellor’s black hole, either.

Timothy Douglas, Head of Policy and Campaigns at Propertymark, comments:

“Landlords in the private rented sector have been impacted significantly by tax changes in recent years, such as reduced rates of mortgage interest relief and increased rates of property tax when purchasing a buy-to-let or expanding their portfolios.
“The UK Government must understand the impact of these changes before embarking on further tax reforms that ultimately push up rent prices and reduce the number of much-needed properties to rent. Further tax imposition will mean less revenue for the Exchequer because it will drive landlords away from the market.
“We need policies that ensure the private rented sector can increase supply to meet the demand for homes to rent, making rents more affordable. This is the only way to improve the housing market for renters, and secure increased revenue for public services.”

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The HS2 of 200 years ago, and just as costly

The many hundreds of holidaymakers who spend their summer vacations chugging along the tranquil waters of the Birmingham-Worcester canal in narrowboats are probably unaware they are floating on what is virtually liquid gold.

Because by the time it was completed in 1815 the 30-mile route proved among the most costly in the UK. The HS2 of its time and almost as controversial.

It all began in 1791 when the Worcester and Birmingham Canal Act passed through parliament allowing money to be raised for the project and landowners along the line were permitted to build wharfs and wharfhouses.

Although the waterway was to bring industry and with it prosperity, there was considerable opposition to its construction because it dissected the pleasure grounds of Sansome Fields in Worcester from the other walking areas on the east side of the city at a time when walking was a major recreational pursuit.

There were also a lot of dissenting voices among landowners along the way but none from the authorities in Worcester which took the long view that in time the canal could only bring wealth in its wake.

Back then the Worcester and Birmingham Canal Act was one of the most expensive ever to be presented to parliament but when it eventually got the nod there was “general rejoicing” in the city.

The news was brought by post-chaise (a horse-drawn mail carriage) and, according to Berrow’s Worcester Journal, “with the display of a flag, announced the gladsome tidings. A general joy seems to have diffused itself through all ranks, which was testified by the ringing of bells etc.”

The building of the canal in the 19th century had echoes of the financial shenanigans that have beset the HR2 rail project in the 21st.

Vested interests from landowners, hauliers and other canal companies meant its final cost  was £20,333 for every single mile, at least £4,000 per mile more than any other canal built between 1760 and 1840 and £10,000 per mile more than most.

The canal’s major wharf in Worcester was at Lowesmoor and attracted new engineering industries, major gas and vinegar works, coal yards, stores, mills and granaries.

With the great increase  in activity came amenities for workmen and merchants.

There was a growth in back-to-back housing schemes in the area, inns and commercial hotels. With the inns came the missions and music halls.

Of course the arrival of the railways proved far too competitive for the canals and eventually they ceased as a commercial highway. But the template for Worcester’s industrial area had been set for the east side of the city and the building of the M5 in the 1950/60s merely confirmed it.

 

Source: Yahoo News

 

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NHBC Foundation releases new report

   

Maintaining quality in the design and construction of 1.5 million homes –

 

The NHBC Foundation has published a new report Maintaining quality in the design and construction of 1.5 million homes. While the government is working to identify the barriers to delivering new homes, such as reforming the National Planning Policy Framework and reassessing housing targets for local authorities, the NHBC Foundation is keen to highlight the importance of quality during the planning and build process.

 

In January 2025, the NHBC Foundation hosted 16 industry stakeholders from 12 sector-leading companies and organisations as part of an exploratory roundtable. The objective of the meeting was to identify positive recommendations for government and industry to ensure quality is maintained in the design and construction of new homes. The conclusions drawn from this in-depth discussion informed the NHBC’s latest report.

 

This collaboratively compiled report recognises the concept and definition of quality is subjective and that there are different aspects of quality in homes. This can include, but may not be limited to:

 

  • perceived quality – the quality of finishes, aesthetics and materials used
  • in-built quality – structural and technical details
  • design quality – the overall design of a home and how well it functions
  • fundamental quality – achieving compliance with minimum standards
  • and transactional quality – the service provided through the purchasing process.

 

While this report focuses on quality during design and construction, maintaining consistent high standards throughout the build and avoiding latent defects, ensuring all homes meet regulatory requirements and consumer codes is the fundamental basis to improving quality within house building.

 

As the industry prepares to increase housing output, the historic trend between increased volume and a reduction in quality must be broken.

 

Richard Smith, Head of Standards, Innovation & Research at NHBC commented,

“I’d like to thank all the contributors to our round table discussion for their time, their valuable insights and the recommendations made. With this report we hope to not only demonstrate that maintaining quality while increasing build volume is crucial but also support better decision-making and help promote the policies and drive the actions needed to deliver against the target of 1.5 million new homes.”

 

 

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Restoration of 18th Century Blenheim Palace Clock Tower

   

Seven-week restoration programme launched at Blenheim Palace on 18th Century Clock Tower

The Built Heritage and Palace Collections teams at Blenheim Palace have joined forces to launch an extensive seven-week restoration programme of works on the 18th century Clock Tower located at the entrance to the UNESCO World Heritage Site’s Great Courtyard.

Work has already started with a 10-day process of complex scaffold build to gain access to all four faces of the clock and a second tier to reach the decorative Golden Ball at the top of the tower.

Once the scaffold build is complete, a four-week restoration programme on the four clock faces and gilding of the golden ball will commence followed by a week to dismantle the scaffolding structure.

These essential works are being carried out as the old clock face paint is sun bleached and starting to peel, particularly on the east and southern face. As a result, the gilded numerals on the clock face have also started to fade.

The significant restoration works will require the removal of all existing paint and gilding off each clock face, the repair of each face as necessary and repainting with Capri Blue Paint to match the original specification. Following this, the teams will regild each numeral, border, and hands with 23.5ct double gold leaf. During the gilding and painting process, the four sets of dial motion works will be removed, thoroughly cleaned, and stripped of all old oil and accumulated dirt. This phase of the conservation will be carried out by The Cumbria Clock Company under the direction of clock conservator Keith Scobie-Youngs.

The clock in the tower is considered the finest surviving example of the craftsmanship of renowned clockmaker Langley Bradley. The movement, dated 1710, was made just a year after Bradley completed his masterpiece at St Paul’s Cathedral. The Blenheim installation includes several distinctive features known to have appeared in the St Paul’s clock, such as finely turned corner posts and fleur-de-lys motifs on various train bars. No other surviving Bradley clocks are known to incorporate these and other unique details.

Whilst the work on the clock faces is being carried out, Blenheim Palace will also be working on the Golden Ball on top of the tower which will require full removal of the existing gilding and base coat stripping back to the original Copper ball. The Golden Ball will also have any indentations removed, primed, base coat repainted and gilded in 23.5ct double weight gold leaf sheets.

The project is being led by Chris Monaghan, Clerk of Works in the Blenheim Palace Built Heritage team and Carmen Alvarez the Blenheim Palace Collections Manager.

To conduct the vital restoration work, Britain’s Greatest Palace has appointed Apex Scaffolding, Oxford Iron Company for the gilding works of the Golden Ball and Clock face’s restoration and The Cumbria Clock Company for the vital clock repairs and conservation.

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The UK’s Property Investment Capital

 Estimages are based on average monthly rent values and average property prices per discrict. 

Rental yields can vary substantially depending on prerty type, size and location.

Northern Ireland Named the UK’s Property Investment Capital

Belfast Predicted to Lead with 6.1% Rental Yield –  Homes 44% Cheaper Than the UK Average

Northern Ireland is emerging as the UK’s top property investment destination, with new figures showing a unique mix of high rental yields, affordable property prices, and strong lifestyle appeal.

According to leading Northern Ireland-based estate agent John Minnis, Belfast is expected to deliver the best rental yield in the region at ~6.1%, followed by Derry/Londonderry at 4.3% and Newry at 2.7% – outpacing many major UK cities.

Research, as part of the John Minnis investment guide, also shows that the average house price in Northern Ireland is £176,131, compared to £316,000 in England – a huge 44.26% price gap. Even when compared to Wales (£225,000) and Scotland (£189,000), Northern Ireland remains the most affordable UK region to buy property.

This affordability extends to rental markets too. A two-bedroom apartment in Belfast city centre averages £930 per month, compared to £1,850 in London and £1,280 in Manchester. For landlords, this combination of low purchase cost and healthy rental income means stronger returns.

John Minnis, Founder of John Minnis estate agents says:

“Investors are looking for the sweet spot where affordability meets growth potential – and Northern Ireland is delivering exactly that,” said John Minnis. “You can buy a quality home here for less than half the price of one in England, but still achieve yields that rival or beat the rest of the UK.”

Hotspots Driving the Market

Belfast – Northern Ireland’s capital is undergoing rapid transformation, with over £1 billion in regeneration projects, a thriving tech scene, and a student population exceeding 40,000 driving rental demand. The Titanic Quarter, Cathedral Quarter, and University Quarter remain particularly in demand.

Derry/Londonderry – The UK City of Culture 2013 continues to grow as a cultural and tourism hub, with riverside redevelopment and increased cross-border trade boosting its economy. Rental yields remain strong thanks to its university and expanding healthcare sector.

Newry – Strategically positioned between Belfast and Dublin, Newry is becoming a commuter and logistics hotspot. Infrastructure investment and retail expansion are supporting steady rental demand.

Other up-and-coming areas include:

  • Lisburn – Fast-growing commuter town with new housing developments.
  • Bangor – Coastal appeal with strong demand from retirees and remote workers.
  • Coleraine – Proximity to the Causeway Coast boosts holiday-let potential.

Why More People Are Moving to Northern Ireland

It’s not just investors driving the surge — relocation is on the rise. The region’s lower cost of living (12% below the UK average, according to ONS data), high quality of life, and sense of community are major draws.

  • Community spirit: 84% of residents report feeling “closely connected” to their local area (Northern Ireland Life and Times Survey).
  • Outdoor lifestyle: Over 70% of the population live within 30 minutes of the coast.
  • Work-life balance: Average commute times are among the shortest in the UK, at just 22 minutes.
  • Growing economy: NI’s private sector has grown 8% in the last five years, with strong growth in IT, advanced manufacturing, and tourism.

John Minnis adds:

“The combination of low interest rates, increased access to financial resources and the growing desire for long-term wealth has converged at a time when the housing market offers promising returns for investors,” Minnis said. “Additionally, many young adults are facing challenges entering the traditional housing market due to soaring home prices, prompting them to pivot to investment properties as a more feasible alternative.”

“For families, Northern Ireland offers something rare – affordability without compromise. You can have a spacious home, access to great schools, a short commute, and world-class scenery all in one place. It’s no surprise more people are making the move here.”

 

 

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Filling the Industry Skills Gap

Should construction firms be doing more to fix the skills gap?

The challenge      

With the construction sector set to grow around 2.4% per year between now and 2028, it is estimated that around 250,000 extra construction workers are needed to join the industry by 2028 to meet this growth. Although the construction industry normally recruits around 200,000 per year, this figure has dropped in recent years. This, along with many construction workers reaching retirement age and not being replaced, there is now a skills gap and shortage of people to fill these positions on and off site. If this skills gap isn’t met, or at least lessened, it will be difficult, if not near impossible, to reach the government’s 1.5 million new homes target.

 

Attracting talent 

One key focus area for all involved is to attract and retain skilled talent. However, there is strong competition across industries. While the most common route of entry to construction is apprenticeships, historically construction apprenticeships are one of the lowest attended in favour of other popular industries, such as Engineering or Healthcare. And, according to Protrade’s State of Construction Apprenticeships report, although the industry has seen a 7% increase of women, and 43% of diverse communities’ taking up apprenticeships compared to 5 years ago, the same report found that the overall uptake of construction apprenticeships in 2023/2024 fell for the second year in a row by 1.4%.

That said, the latest government data suggests that this trend may be shifting slightly. Between August 2024 and April 2025, 22,990 new apprenticeships were started in Construction, Planning and the Built Environment – a small increase compared to the same period last year. However, construction still falls behind sectors like Engineering and Manufacturing Technologies, which saw 40,550 starts in that same time period, meaning more may need to be done to compete for new talent.

One reason behind this slower uptake could be that only 21% of construction firms employ an apprentice across the UK, and that only 10% of firms have more than one apprentice onboard at any given time. For many apprentices looking to join the workforce, there are limited study options available. According to UCAS, (61%) of applicants considering undertaking any type of apprenticeship didn’t pursue one because they couldn’t find one in their preferred location.

 

Retaining talent 

In a similar vein, as older skilled workers are retiring and leaving the force, many junior members of staff aren’t able to upskill or have the right route to progression available to them to take over their job role. A report from the Open University found that 63% of UK businesses do not have any specific type of recruitment, retention, or ongoing training initiative for apprentices or other target groups once joining, leaving skilled roles open and a reliance on outsourcing workers to fill internal talent gaps.

Many businesses say that this is due to a fragmented skills system, and a lack of coordination for business to access support, training, and government schemes they need, which has a knock on effect on the quality and types of training they are able to provide.

 

Clear pathways 

While the existing routes into construction are vital in closing the skills gap, there are key opportunities for businesses to broaden access to opportunities for younger people, career changers and also adult learners. Alongside offering more apprenticeships, additional routes into the industry should be part of the wider solution.

Companies could explore outreach opportunities through school engagement programmes, local career fairs, and university open days to connect with the next generation of workers. Alongside this, firms could offer new and alternative routes into the construction industry such as traineeships, returnships, and structured work experience placements which could help career changers, and support individuals into the industry who haven’t necessarily followed traditional pathways.

To retain existing talent, businesses could offer clear career progression opportunities, access to on-the-job learning, mentor schemes, and regular upskilling initiatives. Not only will this give incentive to employees, it will also allow them to train and take over the job roles of their superiors eventually leaving the industry.

 

Changing perceptions

Lastly, a large part of construction and reaching out to those on the fence around a career in construction is about changing the long-standing preconceptions that surround it – that it is all manual labour, and mostly male dominated. All firms should play a part in diversifying what they can offer their recruits, by tailoring their recruitment strategies and inclusive workplace policies to offer better internal support for people of all genders, ethnic backgrounds, and neurodivergent profiles.

This also goes for promoting digital skills, and alternative career opportunities in the industry, such as tech, finance, project management, or marketing. There exist a wide range of career paths in construction, and by staying ahead of the curve, and promoting a modern industry with a wide range of career opportunities, there will be a stronger appeal to recruits who are undecided on their career field of choice.

 

Emma Cox, Head of Marketing for Watts says:

“Many young people debating a career in construction will be turned off by outdated perceptions that construction is male dominated, and all about getting your hands dirty on the building site, which couldn’t be further from the truth”

“There is a lot more going on behind the scenes to keep our vital industry going, but to grow the force we should combine our strengths, challenge old ways of working, and do our bit to attract, retain, and train new talent.”

“Whether it’s work experience weeks, expanding apprenticeship offerings, or supporting employees through NVQs and career progression, there are loads of great initiatives and support schemes out there to bolster recruitment and development processes. But all in all, we need to be louder about all of the positive work we’re doing; whether that’s attending university open days, sharing real stories, and really rethinking what we can truly offer the talent of tomorrow, we can all take initiative and play our part in shaping the construction industry’s future.”

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How a Norfolk Charity Turned Clean Energy into Community Support

image AIKO

Solar for Good: How a Norfolk Charity Turned Clean Energy into Community Support

At Centre 81 – a community organization supporting disabled and disadvantaged adults in Great Yarmouth, Norfolk – solar energy is now helping sustain essential care services. By installing a 60 kWp rooftop PV system using 96 AIKO COMET 625 Wp modules, the charity has significantly reduced its electricity bills while strengthening long-term energy resilience.

Solar for Survival — Not Just Sustainability

Rising operational costs were placing pressure on Centre 81’s grant-funded model. For Chief Executive Alison Holmes, going solar was a practical strategy to protect core services, not just cut carbon: “As a medium sized charity with 58 employees we earn through traded income balanced with grant income. The energy saving we are receiving is money I do not have to find somewhere else — it allows me to focus on running the business rather than bidding for grant money,” explains Alison Holmes.

Delivered by Barrington Solar and financed through a UK grant scheme, the installation was tailored to:
• Reduce annual operating costs
• Boost energy self-reliance via on-site generation and battery storage
• Advance the charity’s environmental commitments

Getting More from Every Module

With heavy daytime usage and an east–west roof layout, Centre 81 needed high-efficiency modules that could perform even in non-optimal orientations. AIKO’s N-Type ABC modules were chosen for their best-in-class output per square meter and their full-black aesthetic — well suited to a prominent community-facing building.

“The AIKO modules stood out in terms of efficiency. On a good day they’re delivering over 100% of our energy use.” says Alison Holmes. In the first month alone, the system generated 4,63 MWh — covering 63% of Centre 81’s energy needs and exporting surplus power back to the grid.

Performance That Pays Back Faster

Compared with a conventional TopCon design, the AIKO ABC system delivered:
• +5,0 % more installed capacity (60 kWp vs. 57,12 kWp) in the same roof area
• +7,1 % uplift in clean energy revenue, worth an additional £733/year
• £21.986 extra lifetime revenue (30-year projection)
• A payback period shortened by six months

In real terms, Centre 81 now saves an estimated £12.000 per year on electricity costs — funding that can be redirected to frontline community services.

Built for Resilience

To safeguard operations against future energy price shocks, the system includes hybrid inverters and batteries, helping Centre 81 rely less on the grid and operate with more certainty.

 

“The modules are black and smart — a real enhancement to our building, and a step closer to a more sustainable future,” Alison Holmes adds. “We are very satisfied with the performance of the AIKO modules — this has become part of our daily reporting. With such direct savings, it’s a thing to celebrate!”

Installer Sebastian Everett of Barrington Solar highlights why technology choice matters:

 

“For a charity like Centre 81, performance and trust were equally critical. AIKO’s modules allowed us to maximize generation within limited roof space while giving the client long-term reliability.”

Powering Positive Change

Centre 81’s solar project demonstrates how clean energy can deliver environmental, financial, and social value — sustaining vital human services as well as reducing emissions. By choosing high-performance technology with purpose, this installation shows how every kilowatt can count toward a more equitable, low-carbon future.

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The Shrinking Capacity of Surveyors

The surveying industry has a problem: the shrinking capacity of surveyors is coming face to face with an increased compliance demand. Expert insight from Property Inspect suggests that increasing the workforce alone is not enough to fix the problem. The profession must also be equipped with Golden Thread compliant evidence packs that accelerate building safety and retrofit workflows.

 

The UK construction sector is in an awkward bind. On one hand, demand for competent surveying – from quantity surveying to building control, land and geomatics – is only going one way: up. On the other, regulatory obligations are tightening, workloads are becoming more complex, and the pipeline of qualified professionals isn’t keeping pace.

 

RICS data shows workloads are dwindling due to regulatory delays

The latest RICS market data underlines the point: overall workloads posted a net balance of -3% in Q2 2025, with just +17% of respondents expecting growth over the next 12 months. Infrastructure is the only clear bright spot, showing an +11% net balance, driven by energy (+34%) and water/sewage (+27%) projects. But the optimism is tempered by the fact that 61% of firms cite planning and regulatory delays as their top obstacle, while 39% point to labour shortage – with surveyors among the hardest roles to recruit.

 

But the figures don’t tell the whole story

But the numbers don’t tell the whole story and here’s the catch: the “surveyors are disappearing” narrative that resurfaces every few months is based on ONS UK Business: Activity, Size and Location data. This is a solid dataset, but it counts enterprises (VAT/PAYE-registered businesses) not the number of working surveyors. Consolidation, mergers, or a shift to larger multi-disciplinary firms can all show up as a “decline” without a single professional leaving the industry.

 

Lumping all of 71.12 together and calling it “surveyors” is methodologically flawed and doesn’t account for the nuances of the industry. It’s like counting every engineer as a structural engineer – technically possible in a spreadsheet, but guaranteed to mislead.

 

The Golden Thread is raising the standard 

Even if the headcount is held steady, the nature of the work has changed. The Golden Thread requires accurate, accessible and enduring building information. PAS 9980:2022 has formalised the evidence expectations for external wall appraisals. PAS 2035:2023 has made whole-dwelling assessments and ongoing quality assurance the baseline for retrofit projects. These frameworks raise the standard for quality, traceability, and submission-readiness of site evidence – and the profession hasn’t fully adapted.

 

But Building Safety Regulator still a choke point

Meanwhile, the Building Safety Regulator has become a choke point. From October 2023 to March 2025, it received 2,108 Gateway applications – but approved only 338 of them, a 16% approval rate. The average approval time has stretched to 25 weeks, and in some cases to 36 weeks, triple the original 12-week target.

 

That delay has real-world consequences: new homebuilding in London hit a 16-year low in Q1 2025, with just an estimated 1,210 starts, a fraction of the proposed annual goal of 88,000.

 

Siân Hemming-Metcalfe, Operations Director at Property Inspect, comments:

 

“Whether you’re a QS, a building surveyor, or a geomatics specialist, the pinch point isn’t people alone – it’s evidence. If inspections ship with Golden-Thread-ready data – geolocated media, material provenance and PAS-aligned templates – approvals move faster, re-visits fall, and chartered resources spend more time surveying and less time repackaging photos for submissions.

 

If the industry frames the challenge purely as a labour shortage, the solution will always be “find more surveyors” – a slow, expensive fix. The faster win is enabling the existing workforce to produce submission-ready evidence packs as standard. That means templated capture, structured metadata, and integrated reporting systems that work across disciplines.

 

Surveying capacity is not defined by headcount alone. It’s defined by the volume of compliant, decision-ready information those professionals can deliver. In that sense, ‘evidence-ready’ surveys, reports, and inspections represent capacity – and right now, we need more of them.”

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Disappointment as Global Plastics Treaty Fails

Swedish ecopreneur saddened by failure of plastic treaty talks in Geneva, says

Bluewater will continue its mission to end the single-use plastic bottle plague (photo: Pidot Studios)

 

Bluewater CEO and founder Bengt Rittri has spoken out with frustration and sadness after world leaders in Geneva failed to reach an agreement on a global plastics treaty. Talks collapsed under pressure from petro-states, leaving billions of people facing the consequences.

“Think about it: over 600 billion single-use plastic bottles are made every year, and less than ten percent ever get recycled,” Rittri said. “That means the rest end up in landfills, rivers, oceans — or in the air we breathe and the food we eat. We’re leaving a toxic inheritance for the planet and our kids and grandchildren.”

The breakdown of the treaty means the tide of plastic pollution will continue to rise. Scientists are finding tiny plastic fragments in rainwater, in the stomachs of fish, and even in human blood. Chemicals like PFAS — so-called ‘forever chemicals’ — are now detected in almost everyone on Earth. Rittri, a Swedish ecopreneur who founded indoor air purification pioneer Blueair, which he eventually sold to Unilever, warned that without urgent action, “we’re building a future where our bodies become dumping grounds.”

Bluewater says it won’t give up. The company, which designs and builds high-performance water purifiers for home, work, and play, has pledged to continue pushing forward with technology that removes both microplastics and harmful chemicals.

“But technology alone isn’t enough,” Rittri added. “Each of us has choices. Do I grab another plastic bottle, or refill a reusable one? Do I accept business as usual, or do I demand better? Those small daily decisions really do add up to change.”

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Construction Crime Continues to Rise

Escalating crime hits firms and vital projects with costly delays and disruption

 

  • Continual rise in site crime: 67% of professionals report an increase in crime since last year
  • Severe project delays: of up to six weeks, adding an average of 5% to overall project costs
  • Impact on personal finances: 33% of workers had to personally pay for replacements
  • Persistent protection rackets: 49% of workers have been offered “protection” and 27% paid
  • Thriving stolen goods market: 31% say stolen goods circulate “often” (+11pp).

 

A new report has revealed that despite ongoing efforts, site crime in the UK construction industry continues to escalate sharply, causing severe financial losses and significant project delays for firms and critical infrastructure projects across the country.

 

According to the BauWatch Construction Crime Report 2025, an alarming 67% of construction professionals have witnessed an increase in site crime over the past year – nearly double the European average. The impact is not limited to stolen tools and materials; increasingly sophisticated criminal operations are wreaking havoc on construction projects, impacting already tight margins and leading to costly delays.

 

The report found that nearly one-third (31%) of construction projects have been delayed due to crime-related incidents, with one in four of those projects facing slowdowns exceeding four weeks. This is causing significant financial impact not only on the companies involved, but across the entire supply chain, hampering public infrastructure programmes and residential construction projects – projects that are crucial to meet housing targets, modernise critical infrastructure and support the energy transition.

 

These interruptions contribute to an approximate 5% increase in overall project costs, driven by extended labour, equipment hire, and rescheduling challenges. In fact, recent statistics from insurer Allianz Cornhill estimate that theft alone costs the UK building industry £800m annually, factoring in related consequences such as project delays and increased insurance premiums.

 

The report also highlights the widespread use of intimidation tactics, with 49% of workers reporting offers of “protection,” while 27% admit to paying, suggesting that racketeering is an entrenched issue harming the sector’s integrity and worker wellbeing. Further to this, 33% of employees said they have had to replace tools themselves, and 23% of respondents said that construction crime has even led to job losses.

 

At the same time, the black market for stolen goods continues to thrive, with 31% of respondents saying stolen construction materials and tools “often” circulate through underground networks and car boot sales – up 11 percentage points from previous years.

 

Mim Mogul, UK Managing Director at BauWatch, the construction site security specialist, describes the situation as the “industrialisation of construction crime,” warning: “These are not petty thefts. They are calculated operations run by well-organised networks. Beyond the immediate financial impact, the consequences include delayed projects, increasing insurance costs, and even serious mental health issues for those affected, particularly SMEs and sole traders.”

 

Despite UK firms deploying fixed CCTV on 48% of sites (double the European average), criminals are increasingly using sophisticated tactics, with 63% of respondents noting professional tactics such as hacking security systems (28%), drone reconnaissance (26%), and cloning access credentials (22%) to evade detection.

 

The most commonly stolen items are small tools, power tools (52%), copper (48%), and cables (33%).

 

Mogul continued: “As criminal techniques continue to advance, the construction industry faces an urgent challenge to strengthen defences and invest in comprehensive security solutions that protect both traditional theft and emerging digital threats.”

 

The report concludes by calling for a robust, layered security strategy encompassing physical barriers, cutting-edge technology, and thorough staff training. Intelligence sharing with local law enforcement is also emphasised as vital component when it comes to disrupting black market activities and recovering stolen assets.

 

Click here to download the full report

 

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