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A contractor has been fined almost £10,500, including costs, for putting workers at risk of asbestos exposure. A1 Property Maintenance Management was the principal contractor during work at the former Unicorn pub (pictured), on Liverpool Road in Eccles, Greater Manchester. According to the Health and Safety Executive (HSE), during a routine inspection on 16 May 2022, an inspector discovered 12 square metres of asbestos insulation board had been present in a food lift shaft, but had been “illegally removed by unknown individuals”. As a result, the health and safety watchdog issued a prohibition notice, halting all work on the site until an asbestos survey had been completed. In a previous incident, the HSE said a site worker had noticed that the pub had been broken into. The worker entered the building and discovered what appeared to be asbestos debris in the area around the lift shaft. “The debris was later wrapped and removed by a licensed asbestos-removal contractor,” the HSE said. But the contractor “failed to carry out a full asbestos survey to confirm that all asbestos-containing materials had been removed before allowing further construction work to take place”, it added. A1 Property Maintenance Management Limited pleaded guilty to breaching Regulation 4(6) of the Control of Asbestos Regulations 2012. It was fined £5,360 and ordered to pay £5,117 in costs at a hearing at Tameside Magistrates’ Court, the HSE said. After the hearing on 30 July, an HSE spokesperson said: “This was a serious incident and put those working in the building at risk of being exposed to the harmful effects of asbestos. “Dutyholders are reminded of the need to review without delay an asbestos assessment if there has been a significant change in the premises to which the assessment relates.” The HSE noted that workers in trades such as construction, maintenance, demolition and installation are at particular risk of exposure to asbestos, and should ensure they have “appropriate training” before starting work that might disturb the material. Read More

Arron Jameson is head of projects at Keyline Civils Specialist, a subsidiary of Travis Perkins The government has pledged £725bn to civils spending over the next decade, in a welcome boost to our industry. The 10-year Infrastructure Strategy presents a significant opportunity for the construction sector to fuel long-term growth, improve procurement practices, and invest in new technologies and expertise.  “Contractors will need a supply chain prepared to meet shifting demands to mitigate risk” However, as the demand for materials increases, contractors’ ability to deliver on this ambitious plan will partially depend on whether the supply chain can evolve to become more agile, resilient and collaborative. Is the supply chain ready to embrace this shift? This long-term outlook from the Labour government increases confidence to invest, but the sector must ensure broader plans align with current market conditions, while being flexible enough to adjust course when required.  Contractors will need a supply chain prepared to meet shifting demands to mitigate risk; it’s fast evolving to support this effort, with many investing in real-time reporting tools, inventory planning and regional distribution networks. Driving sustainability at scale Delivering clean power by 2030 and supporting the 2050 net zero target both hold significant weight in the new Infrastructure Strategy. Contractors are under increasing pressure to meet sustainability and environmental, social and governance targets – but with Scope 3 emissions accounting for a significant percentage of their total, contractors will need a supply chain ready and equipped to support them.  To meet the demands of the strategy, it is essential to partner with suppliers that are transparent about carbon data and taking active steps to reduce impact and increase provision of low-carbon materials. Certifications like PAS 2080 make this process simpler. They provide clear, third-party verification of sustainability ambitions and, specific to PAS 2080, a standardised data framework that helps contractors and the supply chain to align.  Suppliers able to support modern methods of construction – another component of the strategy – such as offsite manufacturing and modular construction, will also be crucial to lowering carbon emissions and overcoming widespread skill shortages in the industry.  Compliance with Construction Playbook guidance – which emphasises the importance of early supply chain involvement (ESI) and cross-industry collaboration – was again reinforced in the strategy. Increased demand will stress material availability and introduce logistical challenges, but ESI can help identify and address potential bottlenecks long before they arise. It will require a carefully coordinated effort, collaborating closely early in projects, and moving away from competition towards longer-term relationships. This will help the supply chain share skills and pivot from a reactive approach to an explorative one, looking at ways to improve and innovate. Alleviating cost pressures Amid general economic uncertainty, exacerbated by factors such as increased national insurance contributions and fast wage growth, cost pressures are a significant challenge to delivering the strategy. But the supply chain is not just a source of risk in this regard – it’s a vital part of the solution. By facilitating early procurement, integrating sustainability measures into their schemes and mitigating logistics challenges during periods of high demand, the supply chain can help contractors plan proactively and boost productivity without adding cost.  The Infrastructure Strategy provides an excellent foundation for the construction sector, offering much-needed long-term direction and certainty. With the new National Infrastructure and Service Transformation Authority’s plan to bi-annually update the infrastructure pipeline of projects online, a clear, accessible view is available for the first time. This, in combination with effective sector collaboration, will help the supply chain support and anticipate the demands placed upon contractors. Communication will be increasingly critical. The right supply chain partners can add real value – improving productivity, reducing costs and helping to reach ambitious goals. Read More

Civils contractor Octavius Infrastructure is set to begin construction on a new train station in Charfield, South Gloucestershire, after the project received approval and £39.5m in funding from the West of England Combined Authority. The station is expected to open by spring 2027, Construction News’ sister title New Civil Engineer reports. The station design (CGI pictured) includes: north and southbound platforms, including seating and shelters a connecting pedestrian footbridge with stairs and lifts ticket machines and real-time information for passengers covered cycle parking a bus stop car parking (including disabled bays, electric vehicle charging points, and a taxi and waiting area) local highway improvements, including additional pedestrian crossings Located centrally in Charfield, the station will offer hourly train services in both directions, providing residents with faster connections to key locations. Travel times are projected to be 32 minutes to central Bristol, 18 minutes to stations in north Bristol and 22 minutes to Gloucester. This improved access is designed to benefit approximately 14,500 people living within a three-mile radius. The infrastructure enhancements for walking and cycling are also designed to encourage sustainable travel. Charfield has not had a functioning train station since services ceased in 1965 and, historically, public transport options have been limited. Funding for the project is through a City Region Sustainable Transport Settlement, a UK government initiative provided to and administered by the West of England Combined Authority. The capital funding is earmarked exclusively for sustainable transport infrastructure. West of England mayor Helen Godwin said: “Delivering projects like Charfield station lays the foundations for a better transport system overall for the West of England, building the kind of regional railway network that other places take for granted. “In the government’s recent Spending Review, we secured £752m for that next stage. “That means that the West can get out of the slow lane on transport and start to catch up with other city regions with better buses, more trains and mass transit – with trams and much more on the table.” South Gloucestershire’s council cabinet member for planning, regeneration and infrastructure, Chris Willmore, said: “The new station at Charfield will help local people connect without as much need to rely on their cars. “It will improve the local and regional road network and give people the option of fast, clean travel to the heart of neighbouring towns and cities for work, education and leisure. “We know this project has been a long time coming, and there will inevitably be some disruption while the work is carried out, but it’s an investment for the future of the village and the surrounding area, and we are so pleased to be getting on with delivering the infrastructure that people need.” Read More

The shortlist for the CN Workforce Awards 2025 has been unveiled. A total of 138 entries – up 10 per cent on last year’s event – have been chosen across 20 categories, highlighting the quality of submissions this year. “The breadth and depth of this year’s shortlisted entries reflect the resilience and dedication of the construction sector’s exceptional workforce,” said Construction News editor Colin Marrs. “We are proud to continue shining the light on the teams and individuals who help keep this industry delivering to the highest standards.” Tier one contractors are represented in this year’s shortlist by the likes of joint venture Balfour Beatty Vinci, Bam UK & Ireland, Bouygues and Galliford Try. Bam has seven nominations, more than any other firm on the shortlist. Balfour Beatty Vinci and GMI Construction are each represented in six shortlisted entries. The most hotly contested award of the evening – Health & Safety Initiative of the Year – includes 11 nominations. Winners in each category, chosen by a panel of 40 judges, will be announced at a celebratory black-tie dinner on 13 November at the JW Marriott Grosvenor House Hotel in London. The full shortlist can be viewed on the CN Workforce Awards 2025 website, where you can find more information about attending the event. Read More

Notting Hill Genesis has appointed five contractors to its new £1.5bn repairs and maintenance framework covering London and surrounding areas. The housing association plans to spend £600m over the 15-year life of the deal, with the remaining £900m expected to come from third-party clients who can also access the framework. The agreement allows for a two-year extension beyond its initial four-year term. Axis Europe, Ian Williams, T Gilmartin, Cardo (South) and Wates Property Services have secured spots on the single-lot framework. Contractors will be appointed to call-offs either through mini-competition or direct award. The contract will run under a JCT measured term contract. Notting Hill Genesis is using the open procedure under the Public Contracts Regulations 2015. Works covered by the deal include building installation, pump and valve maintenance, and general building completion. The framework is open to other organisations within the Notting Hill Genesis group, as well as external bodies with similar needs. Call-off contracts will run for up to 15 years each. The framework runs alongside wider sector moves to simplify procurement across long-term maintenance services, while supporting delivery of decarbonisation and safety upgrades in social housing portfolios. The contract was signed on 7 June following a competition that attracted seven bids. Read More

Ian Williams, Axis Europe, Cardo (South), T Gilmartin and Wates Property Services have landed places on the single-lot deal, which covers Greater London and some surrounding areas. The housing association will call off work using JCT measured term contracts. Each call-off could run for up to 15 years. NHG said the long-term deal is designed to improve service levels, allow work to be switched between contractors if delays occur, and keep competitive pressure on delivery standards. The framework’s £1.5bn value is based on NHG’s own £600m projected spend plus up to £900m in third-party call-offs from other users. Read More

Construction is due to start on site in 2026 once detailed design is complete and planning conditions met.  The work is expected to take around six years to complete. Mace fought off competition from McAlpine and Multiplex to land the high profile job. Mace will join the project under the direction of development manager Stanhope Plc and will contribute construction expertise for the procurement and delivery phase of the development. Plans include a 100,000 sq ft extension to the British Library comprising new spaces to enhance the Library’s public service offer, provide more than 600,000 sq ft of commercial facilities and integrate Crossrail 2 infrastructure. The project includes exhibition galleries, events spaces and learning facilities.  Located at the heart of London’s Knowledge Quarter, the development will incorporate circulation areas to connect it with the existing Library building and provide easy access from all directions through the enhanced facility. It will also include provision to extend the Library’s business offer, with maker spaces to create and pilot products.  The Library is launching a major fundraising campaign to bring these areas to life. Jason Millett, Mace Group Chief Executive said: “We are delighted to be selected as Construction Manager for the British Library development proposals.  This is a high-profile project with international significance and Mace’s long-established expertise and track record in delivering other major schemes make us well placed for this role.” Read More

The win sees Spencer take over the reins after Volker’s early input shaping the scheme’s scope and construction strategy. The contract includes full design and build for a brand-new two-platform station, which will replace the existing facility. The relocated station forms a key part of the Greater Cambridge Partnership’s infrastructure to support thousands of new homes at Waterbeach New Town. Works will include a new access road from Cody Road, 200-space car park, accessible footbridge with lifts, bus and taxi drop-off areas, SME route, cycle parking and enhanced public realm. Once complete, the station will transfer to Network Rail for long-term operation, with Great Northern continuing as the operator. WSP has led the ES4 preliminary design, while Sable Leigh Consultancy is acting as project manager and client rep. Only two bids were received for the job. Read More

The firm is expected to start work on Westminster Council’s Ebury Bridge Estate phase 2 rebuild in September delivering five housing blocks rising to 19 storeys. Confirmation of the big project catapulted McLaren to top of the July contracts league. Another private builder Bowmer & Kirkland came in second place with a dozen project wins totalling around £320m, including Ilkley Grammar School rebuild in Yorkshire worth £52m and a £45m job to rebuild Ormiston Sudbury Academy in Suffolk. Top 10  – work won in July Balfour Beatty ranked third on the strength securing the job to build new rail freight branch line from Saxmundham to the Sizewell C nuclear power station project temporary construction area values at around £150m. Click here for further rankings According to data compiled by Barbour ABI, the top 50 contractors saw the value of new orders jump 14% to £4.4bn with the number of projects secured up from 120 to 144 m onth on month. The tables for most successful work-winning firms over the last 12 months Sir Robert McAlpine push Mace into second with Morgan Sindall taking third place over Kier. Top 5  – Total wins 12 months to July Click here for further rankings Among the other big orders taken last month Ferrovial secured a contract worth around £230m from National Grid for a 2.2km tunnel as part of an extensive upgrade to electricity infrastructure between Grain and Tilbury. Other infrastructure wins included Wills Bros Civil Engineering taking a section of the A9 upgrade in Scotland between the Tay Crossing and Ballinluig. Kier bagged a £139m order for Seven Trent’s Wanlip sewage treatment works as the promise pipeline of water infrastructure investment starts to be released. One Museum Street On the building side Bovis tooks it second major job in London since being rebranded with a £220m order for the One Museum Street 19 storey tower project next to the British Museum. This follows on from the signing of technical services agreement in June to deliver another London tower at 60 Gracechurch Street for Obayashi Properties and Sellar. Read More

AU Small finance has got RBI’s nod to become a universal bank and at the outset this is a victory for both AU SFB and the regulator. For RBI, this means the small finance bank idea has worked somewhat and for AU, it is the ultimate certificate — the regulator upping their trust in them. But let’s look beyond and beneath both for AU SFB and for RBI’s small-finance-bank experiment. First up AU SFB qualified for the upgrade and how: In 7 years, since FY18, its deposits have grown at a 50% compounded annual rate from ₹7,923 cr to ₹80,120 cr; its advances have grown at a 34% CAGR from ₹13,413 to ₹67,624 cr as of December 2024. Also, unlike other MFI-led small finance banks, AU SFB has had no major hiccups of bad loans despite, demonetisation, GST and Covid. So, how does life get better for AU after its new found status as a universal bank? The immediate advantage is that it will require less capital — RBI wants universal banks to maintain a capital adequacy of 9% while SFBs have to keep 15%. Effectively, AU Bank can make its capital work more thoroughly. Secondly, it won’t have to give 75% or even 60% to priority sector borrowers. Priority sector lending obligation falls to 40%. AU can sell the excess priority sector loans as PSL certificates and earn 4-5% more. Thirdly, as it gets the stamp of a universal bank, it’s possible that its image improves and more savers and corporates are drawn to open accounts with AU, giving the bank a higher current and savings account float as also engage them in other chargeable services. Also read | AU Small Finance Bank shares surge 8% after universal banking license approval from RBI Before we come to the challenges, let us look at what set AU apart from the other SFBs. AU is one of the few small finance banks that did not start as an MFI. It was an NBFC that sought an SFB licence. So, when it got the SFB licence, investors saw in it, the nimbleness of an NBFC and the advantage of a bank that can collect cheaper funds. For the first 2 decades of its journey, AU was a smart homegrown NBFC largely servicing Rajasthan, and to a small extent Maharashtra and Gujarat. After getting the SFB licence, the scheduled commercial small finance bank baseed in Jaipur has spread to other states, but 30% of its branches are in Rajasthan and another 25% in Maharashtra and Gujarat. But now as it becomes a universal bank, it will have to eventually move out of its comfort zone to the southern states where it will face intense competition from the national NBFCs Bajaj, Shriram and Chola. AU still rules the roost in Rajasthan, but investors will want to see if it can maintain its margins and claim market share when it competes with titans in other states. Likewise, it has been very good with micro loans, two-wheeler and tractor loans and commercial banking. But its credit cost is higher when it comes to credit cards. Investors will want to see if it can maintain its growth pace and its control over asset quality when it emerges out of its comfort zone of small scale commercial and business banking and tries to lend larger loans. Seasoned financier that he is, may be Sanjay Agarwal will pull it off. But that’s what investors and the regulator will watch. Separately, the graduation of AU Small finance Bank to a universal bank is a small feather in RBI’s cap too. Succeeding generations of RBI DGs and governors have pondered over whom to give new banking licences. Business families and conglomerates are a no-no because of the inherent conflict of interest they bring. The Nachiket Mor Committee in 2014 that recommended differentiated licences like SFBs and payment bank licences tried to push the envelope in new directions while recommending licences. They noticed that scheduled commercial banks with their higher employee and other fixed costs were unable to go far into the hinterland, but the growing number of MFI companies offered some hope. Although MFIs, like NBFCs only lent loans, the Mor panel hoped that in the process of lending, they could also encourage their customers to save and hence hit upon the idea of giving them small finance bank licences. Apparently so far that hope has not quite been realised since none of the MFI-turned-SFBs have succeeded in converting their borrowers to savers or creating enough retail savings deposits. Also read | Corporate finance is not our immediate agenda, says AU Small Finance Bank: Q&A These SFBs still largely raise bulk deposits or borrow from the bond market and lend small loans in rural and semi urban areas. However, the SFB experiment has at least led to one of them, AU SFB, to qualify to become a universal bank. Many in RBI, including past executives, will fondly hope AU succeeds. (Edited by : Jerome Anthony) Read More