Osprey Charging is the first UK Charge Point Operator (CPO) to feature innovative Dynamic Load Management (DLM) technology from Evolt Charging, the UK’s leading electric vehicle (EV) charging business, at its Stratford International hub, to maximise charging speeds without the need for additional energy capacity.
Originally opened in 2021 with six Raption 50kW chargers from Evolt Charging, Osprey launched its Stratford International EV charging hub in partnership with Transport for London (TfL). It was the first rapid charging hub in London.
To meet growing demand at the site, Evolt has now installed three of the more powerful and much faster Raption 100kW chargers to deliver ultra-rapid charging meaning users can attain a full charge between 16 and 36 minutes depending on the percentage of charge. It has also installed its innovative DLM system, which works with both the 50kW and 100kW chargers to smartly distribute the available power where it’s needed, using the original power supply.
The DLM system recognises unused capacity at one charger and distributes it to another, optimising the efficiency of energy distribution, reducing the risk of overloading and minimising the need for costly infrastructure upgrades.
Lewis Gardiner, Director of Operations at Osprey Charging, says adding Evolt’s DLM system to the Stratford International hub was key to its site expansion: “DLM is crucial for optimising power distribution and allowing us to install the optimum number and power rating of EV chargers at both new and existing sites, and part of our expansion plans. Over the past year, we have upgraded more than 50 sites across our network to meet increasing demand.
“Early feedback on the DLM system at Stratford has been positive,” Lewis continues, “with customers experiencing improved charging efficiency and reduced wait times. The intelligent distribution of power has enhanced the overall customer experience.”
“We know CPOs want to expand upon existing sites, and our DLM solution is the perfect solution to overcome the barriers of increased power capacity, time and costs,” says Anne Buckingham, Managing Director at Evolt Charging. “We are proud to be working in partnership with Osprey Charging to maximise charging speeds without the need for additional power at Stratford International.”
After the success of the first site, Osprey is exploring how other sites could benefit from DLM, allowing them to increase the number of chargers on its network and better serve EV drivers.
By Katie Fradley, Product Development Director at Flowlio
Katie Fradley
The first half of 2024 saw major changes to social housing rolled out, starting with the Regulator of Social Housing’s (RSH) new standards in February 2024, and the landmark Social Housing Regulation Act, which came into effect in April 2024.
These changes applied to all social landlords, including councils and housing associations, and requires them to ensure tenants’ safety in their homes, listen and respond promptly to tenants’ complaints, be accountable to tenants and treat them with fairness and respect, know more about the condition of every home and the needs of those living in them, and collect and use data effectively across a range of areas, including repairs.
In order to hold landlords to account, the RSH advised it would inspect larger landlords regularly, scrutinise data about tenant satisfaction, repairs and other relevant issues, continue to push landlords to protect tenants and address any problems, use a range of tools including new enforcement powers, and continue to focus on the financial viability and governance of housing associations as part of its integrated regulation. This inspection programme began in April and will run in four-year cycles, with action taken against landlords when required.
Combine these regulatory shifts with the Labour government’s ambition to create 1.5 million homes over the next few years, and it would be fair to say local councils and social housing stakeholders will be stretched to new limits.
So what can social landlords, councils and housing associations do to help ensure compliance with the updated regulations while helping to deliver the huge programme of house building? Deploying robust project management software is critical.
How digital project management governance can help ensure compliance with the new consumer standards
Research has shown that 83.8% of projects are not delivered on time or to budget, which at best, results in wasted resources and public funds, and at worst, could now mean non-compliance to the new standards and the repercussions this could bring.
Visibility and document control
Digital project management tools, such as Flowlio, can increase visibility across compliance-focused projects, as relevant data is stored in one place. This allows projects to be easily and efficiently audited, ensuring no aspect of the new consumer standards is overlooked.
Real-time reporting
Automated reporting features can track progress against requirements, enabling timely identification of risks or delays that could lead to non-compliance, and affording the opportunity to correct or address these potential barriers to compliance before they become a problem.
Digitised approval processes
By havingset approval processes within a project management tool, an extra layer of governance is added, ensuring the right people have oversight, are checking key documentation and therefore, reducing or preventing errors entirely.
Accountability
Clear assignment of tasks within digital tools ensures that individual responsibilities are well-defined and traceable, with a detailed audit trail, which is crucial for demonstrating compliance.
Risk management tools
Risk management within project management software can help to identify and mitigate risks related to non-compliance in several ways. This includes the ability to record and track potential risks in one place. For example, if there’s a risk of missing a compliance deadline or failing to meet a regulation, the risk can be documented centrally within the software. This centralisation makes it easier to monitor these risks throughout the project lifecycle and ensures that no potential compliance issues are overlooked.
Furthermore, the use of approval workflows within software can provide additional governance and assurance that compliance activities have been completed. For instance, before a project phase is marked as complete, the necessary approver will be notified to review the work and make specific compliance checks before signing off. This additionally provides an audit trail, creating a clear record of what was done to meet compliance requirements and consequently making it easier to prove compliance to regulators.
The importance of digitalisation to streamline project management processes
As well as the heightened level of compliance facing the social housing sector, the new house building targets are placing unprecedented burdens on operators. As such, driving efficiencies and implementing more streamlined processes has never been more vital, which is where digitalisation is key.
Integration of systems
Digital project management platforms can integrate with other enterprise systems, creating a flow of information that supports compliance efforts and drives efficiencies.
Data-driven decision making
By digitising project management, social housing providers have quick access to data analytics that enables them to make informed decisions, and prioritise projects that are critical to maintaining compliance with the new standards.
Scalability
Digital tools can easily scale to manage multiple projects simultaneously, ensuring that all areas of compliance are addressed across different sites and operations.
Standardising project management to remain compliant and viable
There are many single points of failure within projects which if not managed, can not only halt a project in its tracks, but could lead to non-compliance of the new regulations and standards.
Social housing providers need to deliver projects successfully to remain well-governed, viable and compliant. A well-delivered project will produce measurable benefits that ultimately improve the customer experience, whilst keeping them safe in their homes.
Flowlio brings a new organisational-wide approach to project delivery. Our platform connects projects, teams and people with technology and knowledge, enabling end-to-end collaborative change to be delivered.
Our framework and software introduce standardised working practices across the board and the governance needed to provide oversight and assurance that projects are prioritised properly and are being delivered effectively. Flowlio ensures alignment with strategic objectives, minimises risk and helps to ensure that the best possible outcomes are delivered.
As an enterprise solution designed for all people involved in delivering change, Flowlio speeds things up through automation and workflows. System-driven alerts embed ownership and accountability, providing early sight of when things may be going wrong and identifying where support might be needed to put things right before it’s too late.
The sector needs a new delivery approach which gives assurance, introduces efficiencies and increases the chances of project success, minimising the risk of waste, and project failure. It needs an approach that supports people to focus on delivering organisational and customer-led benefits, while adhering to the new evolution of the social housing industry.
As the Head of Corporate Social Responsibility at Matrix, I’ve had the opportunity to witness the increasing importance of social value within the procurement process. Social value is no longer an optional consideration; it is now a significant factor in public sector procurement. The evolution of social value from what it was a decade ago to where it stands today reflects its growing significance in delivering benefits beyond financial outcomes. For suppliers tendering for UK public sector contracts, understanding and embracing social value is key.
One thing I always emphasise when speaking to colleagues across various functions is the importance of understanding the relevance of social value, even in areas where it might not traditionally be considered. Public sector organisations are increasingly posing questions to suppliers about how they will deliver social value. When those bids come in, social value is evaluated with growing emphasis, and I believe that getting feedback and insights from across your organisation can help you respond effectively.
Siobhan Goss
With the future changes planned by the new Procurement Act scheduled for early next year, we are likely to see a greater focus on social value in procurement. The flexibility and innovation that the new legislation will provide will allow us to explore new ways of delivering and evaluating social value outcomes. I’m particularly interested to see how this will develop once the act comes into full force. For suppliers, this presents an opportunity to be creative and demonstrate how their offerings can go beyond just goods and services, creating a broader impact on society.
One of the challenges that the public sector might face is ensuring that they strike the right balance between what they ask of suppliers and what is realistically achievable. There is an emphasis on pushing suppliers to deliver genuine, measurable social value outcomes. But at the same time, we need to ensure that these outcomes are tangible and tailored to the needs of the communities we serve. It’s not just about ticking boxes – it’s about delivering value where it is needed most.
I think it’s important for suppliers to understand that, while the public sector may outline certain expectations, the real beneficiaries of social value initiatives are the communities themselves. In my view, engaging directly with these communities is crucial. It’s all too easy for procurement professionals to assume they know what’s best, but often, the best insights come from the people on the ground – local schools, charities, and community organisations that are already doing fantastic work. Engaging with these groups will not only make your social value efforts more impactful but also more relevant.
The open procurement approach that we will have under the new Act will allow for more innovation and flexibility. This is where suppliers can differentiate themselves. For instance, we are already seeing higher weightings placed on social value in procurement evaluations. Previously, the weightings for social value might have been a mere 2%, but with the new framework, we are hoping to see weightings of 5%, 10%, and even 15%. This higher emphasis reflects a shift in mindset, where social value is seen as an integral part of the procurement decision, not an afterthought.
Of course, there is no golden rule when it comes to social value weightings. The key is to find the right balance that works for both the procuring body and the suppliers. While 2% might not have made much difference, weightings in the 10-15% range start to feel more meaningful. However, these weightings must be aligned with clear goals and not applied arbitrarily. The social value element should be relevant to the contract and specific to the needs of the community. This tailored approach ensures that the social value offered is appropriate to the size of the contract and that it aligns with the goals of the public sector body.
My advice to suppliers is simple: don’t be insular. Social value isn’t something you should develop in isolation. Engaging with the wider community and understanding their needs is key to delivering meaningful outcomes. When planning your bid, think about how you can involve local stakeholders, such as schools and charities. Have you consulted them about what they need? These conversations don’t need to be time-consuming, but they can make a huge difference. Even small initiatives, like offering career talks at local schools, can have a significant impact. It’s about proportionality and finding the right balance between big-ticket items like apprenticeships and smaller but equally impactful initiatives.
When it comes to social value, collaboration is crucial. Many organisations in the public sector have their own social value champions—people who are focused on delivering regional or community benefits. For those that don’t, there is a wealth of knowledge and best practices to be shared. One of the strengths of the public sector is its willingness to collaborate and share ideas, and I encourage suppliers to tap into this. Speak with your peers, share ideas, and learn from one another. The more open we are to learning from others, the better we can deliver social value.
And finally, social value should not be seen as an additional burden or a box-ticking exercise. It represents an opportunity for suppliers to show how they can make a real difference to the communities they serve. By engaging with local stakeholders, tailoring your social value offerings, and collaborating with others in the sector, you can ensure that your bids not only meet but exceed expectations. Social value is here to stay, and I urge all suppliers to embrace it fully.
SHIMPAC® is excited to return to Highways UK in 2024, one of the leading events for the UK’s road and infrastructure sector.
Taking place at the National Exhibition Centre (NEC) in Birmingham, the event will bring together industry leaders, decision-makers, and experts to explore the latest innovations shaping the future of UK highways – and SHIMPAC® will be front and centre, showcasing its cutting-edge solutions.
At Highways UK 2024, SHIMPAC® will present its renowned SHIMPAC® ironwork seating and levelling system, detailing its unique combination of durability, speed, and sustainability whilst providing major cost savings to authorities and contractors alike.
Engineered to withstand the demands of modern traffic and the challenges of long-term infrastructure, SHIMPAC® provides local authorities and contractors with a roadwork solution that minimises disruption and ensures decades of reliable performance.
Key highlights that SHIMPAC® will showcase include:
Durability Under Pressure: Tested to withstand up to 120 tonnes of shear and compression forces, SHIMPAC® is designed to endure much more than the typical pressures experienced by highways, airports, and heavy traffic routes.
Long-Term Value: Built to last for decades, SHIMPAC® helps councils and local authorities cut down on maintenance costs, providing a long-term, cost-effective solution that extends the lifespan of road infrastructure.
Sustainability and Environmental Benefits: SHIMPAC®’s minimal maintenance requirements significantly reduce the environmental impact by lowering material consumption, energy use, and the carbon emissions associated with frequent road repairs.
Engaging with Industry Leaders and Innovators
Highways UK 2024 will provide a unique opportunity for SHIMPAC® to engage with industry professionals, from contractors and engineers to local authority representatives.
Highways UK is the premier event for showcasing the innovations shaping the future of the country’s road infrastructure.
Visitors to the SHIMPAC® stand will have the chance to discuss its proven track record of reliability and performance, with some installations still going strong after more than 35 years in the ground.
Attendees will also learn how SHIMPAC® can help meet current and future challenges in road infrastructure by delivering fast installation times, reducing road closures and traffic disruption, and supporting the drive towards greener, more sustainable roads.
SHIMPAC® is proud to be part of this conversation, bringing its decades of engineering expertise and focus on sustainability to the fore.
As the highways sector looks to improve the efficiency of the UK’s road network across a spectrum of areas, SHIMPAC® is positioned as a key player in driving these improvements forward.
Pay a Visit
SHIMPAC® invite all attendees to visit its stand at Highways UK 2024 to explore how its solutions can help build smarter, more durable, and sustainable roads.
Barry Andrews, SHIMPAC® Technical Director told us:
“Our team will be on hand to discuss the technical details of the SHIMPAC® system and demonstrate why it continues to be the go-to choice for projects involving the seating and/or levelling of ironwork across the country.
“Whether you’re looking for a solution to reduce road maintenance costs, keep your operatives safer, improve the longevity of your projects, or minimise your environmental impact, SHIMPAC® has the expertise and innovation to help you meet your goals.”
Brightly will be exhibiting at the upcoming Highways UK event, 16-17 October 2024 on stand 201, where it will demonstrate its intelligent asset management solutions.
At the event, Brightly will show how through its smart asset management solutions, local authorities and their contractors can manage multiple assets; get insight from the data; plan more effectively and intelligently for the future, and accurately measure their carbon footprint.
Being demoed on the stand is Brightly’s Confirm solution, which provides a cost-effective way for clients to use data to make informed decisions and increase value through proactive asset management. By centralising assets in one system, authorities will have a clear picture of their assets resulting in smarter decisions, more informed conversations, better planning and more budget transparency.
Hannah Winstanley
Also being shown at Highways UK will be Brightly’s Predictor solution that models long-term funding and service scenarios. Local authorities constantly face challenges with maximising financial resources. However, with Brightly’s Predictor software organisations can stop and think about where best to spend their money, therefore making informed decisions based on real-time data for budget forecasting and future investment.
As with every industry today, sustainability is becoming increasingly important as organisations are being challenged to set and deliver net-zero targets. With Brightly’s intelligent asset management solutions, users can identify ways to eliminate waste, reduce carbon emissions, understand energy consumption trends over time and prove the impact of ESG strategies.
At Highways UK, Brightly’s General Manager and Country Lead, Hannah Winstanley will be speaking about sustainability in her seminar, ‘CCAs in action!’. Hannah’s session will look at the importance of data-driven solutions in managing carbon footprint and emissions to achieve sustainable targets. Hannah will also discuss how Brightly works with its customers to measure their carbon footprint and how this data is helping them to become more aware of their carbon profile and costs, resulting in more strategic decisions.
Hannah comments, “We know that over 80% of local authorities in the UK have declared a climate emergency and 67% of councils are not confident that their local authority would achieve net zero targets within the timescales set. So, by helping organisations to determine their carbon footprint and having one central system to access this information is critical to meeting these targets.”
Visitors to Highways UK can catch Hannah’s seminar in the Sustainability Theatre on Wednesday 16th October at 15:15 and can visit the Brightly team on its stand 201 to discuss all its asset management solutions.
Calling for revised policy, greater collaboration, an end to ‘greenhushing’* and for a focus on positive outcomes
The Environmental Industries Commission today published its report from its flagship event about ‘The One Crisis’, a term coined from the United Nations (UN), that refers to the three main interlinked issues that humanity currently faces: climate change, pollution and biodiversity loss.
Industry leaders, environmental supply chain experts, and infrastructure and built environment professionals gathered on 17 September 2024 to join forces and lead the way in tackling the ‘triple planetary crisis as one’. To cover as many aspects as possible attendees looked at the One Crisis in general and deep dived into the circular economy and places for people themes. The report highlights observations from each of the sessions along with calls to action for the infrastructure industry and the Government.
The top four points for Industry include:
The three crises can be treated as one by bringing the best minds together to strive for positive outcomes beyond mitigation. Cross industry collaboration, breaking down siloes, is essential.
Better communications and sharing of best practice case studies backed by data-based evidence are crucial.
An end to ‘greenhushing’* to give clients and project teams a safe space to discuss solutions to the One Crisis is vital.
Better promotion of and support for sustainability/green jobs in the sector is needed now.
The top nine calls to action for Government include:
The Departments for Energy Security and Net Zero and Environment Farming and Rural Affairs must take a ‘One Crisis’ approach to climate and nature. Plans for nature and delivering net zero must be aligned. Government should ensure that planning and infrastructure decisions address nature, climate and health together, to ensure efficient delivery. Circular economy, chemical, air quality, water and soil strategies need to be proportionate and align with international best practice.
The ‘green thread’ of one crisis should be embedded throughout Government policy and industry’s approach to projects.
A review of the economics of climate change adaptation including nature-based solutions is needed.
Embed a value-based approach to procurement, going beyond economics to long term value to planet and people.
The Treasury should consider the growth opportunities of a circular economy when making policy.
An industry skills action plan for net zero and nature recovery from the Department for Business and Trade.
A refreshed infrastructure strategy alongside a long-term funding settlement.
A brownfield first approach.
Review National Policy Statements (NPS) with clear criteria for triggering reviews of other NPSs that may impact the One Crisis approach.
Kate Jennings, CEO of the Environmental Industries Commission and the Association for Consultancy and Engineering said: “It is abundantly clear that we need to propel action and collaborate across industry, and work in partnership with Government. True progress can only be realised through a holistic and integrated plan with nature at the centre. Our members are poised ready to develop and be part of the approach needed to address this crisis we face.”
Sustainable economic growth is urgently required to help deliver the funding for government to meet its commitments for national renewal.
However, despite an explicit focus on resetting the relationship between central and local government (and the importance of strong local government), serious questions remain about current approaches to stimulating growth.
The challenges facing local authorities, universities and others at the forefront of economic development, which themselves have suffered hugely in terms of their own funding, must be fully addressed to support this wider ambition.
Prior to the General Election we asked Institute of Economic Development (IED) members the question: what is your single biggest ask of the incoming government to support economic development going forward? Beyond making economic development statutory in local authorities, the overarching call in our Grow Local, Grow National manifesto, these are the most common general themes which emerged:
Long-term strategic planning, guided by a UK Industrial Strategy, to allow for well-planned interventions over multiple years.
Through greater certainty (linked to the above), and commitment to local economic development, encourage and enable planning and development of local plans.
Funding stability, removing competitive funding and allocating according to need, with greater investment/resource to support local economic development.
A review of planning legislation and housing growth plan, both of which are seen to be impacting on local approaches to placemaking.
Address public sector procurement reform, recognise the importance of robust business cases for development, and prioritise sustainability/the green economy.
As we mark Labour’s first 100 days in government, much has happened of course, and in fact things have moved forward at pace in many areas.
Just five days after the election, all regional Mayors in England came together to begin the process of shifting power out of Westminster through a major programme of devolution that will power up all corners of the country. Angela Rayner used the meeting to mark the beginning of the process of establishing Local Growth Plans across the country, and called on mayors to identify local specialisms, and contribute to work on a National Industrial Strategy. A week later the Deputy PM pledged to kickstart a new “devolution revolution” to transfer more powers out of Westminster and into the hands of local people.
The King’s Speech then presented a raft of bills which Ministers want to pass in the next parliamentary session. From a local government perspective, an English Devolution Bill will streamline the process to transfer more powers to elected mayors in combined council areas. A Planning and Infrastructure Bill will ease the process for approving critical infrastructure, and overhaul roles on the compulsory purchase of land. The Skills England Bill, meanwhile, has led to a new arms-length body of the same name to boost and regionalise training, bringing together businesses, unions and mayoral combined authorities.
We have since had further announcements of a new generation of new towns to kickstart economic growth and get Britain building again, an overhaul of the planning system to fix the foundations and grow the economy, and a commitment to delivering full devolution across the North. At the recent Labour party conference, both the PM and Deputy PM restated pledges to national renewal, sustained economic growth, modern industrial strategy, devolution, investment zones, and rebuilding public services.
So, all in all, that’s quite a lot in three months, but uncertainty persists about what is coming in the Budget on 30th October. Whilst the Chancellor’s ‘guarantee’ for multi-year funding settlements at the next spending review and an end to competitive funding bids is welcome, we really needed clarity on the future of the UK Shared Prosperity Fund past March 2025, the stronger towns fund, and separately for structural issues to be addressed in how funding is allocated to localities in order to achieve optimum impact.
We know, from consulting with IED members, that there is appetite to support greater priorities such as boosting green growth, widening social value, and promoting social enterprise. There is also an undercurrent around the importance of economic resilience and sustainability, and the significance of ‘good growth’. And, of course, addressing inclusive growth within organisational economic and place-based strategies.
With confirmation of the revamped Industrial Strategy Council, we will continue to push for the IED to be consulted as part of that council and/or an economic development taskforce.
The government has been urged to set out a clear vision for how it intends to build new roads, railways, prisons, schools and hospitals at a roundtable hosted by Browne Jacobson in partnership with the CBI.
Businesses from across a wide range of sectors discussed the various economic factors – including sustainable skills supply, long-term policy certainty and positive messaging about future outlook – that contribute to having sufficient confidence to invest in public infrastructure.
It came as UK and Ireland law firm Browne Jacobson called for the new government to identify a new public-private partnership model for financing such projects ahead of the Autumn Budget on 30 October.
Browne Jacobson partners Peter Ware (left) and Craig Elder (second right) with (L-R), the CBI’s Nikki Paterson, Rain Newton-Smith, and Mark Goldstone
Between 1992 and 2018, more than 700 schemes were completed under the private finance initiative (PFI). A company would fund upfront costs of a construction project and then recoup this capital, as well as operational costs, through long-term repayments from the procuring authority – typically an NHS trust, local authority or government department.
PFI received criticism due to a range of issues, including perceived poor value for the taxpayer and windfalls for investors that refinanced debt at lower rates following the riskier construction phase.
Craig Elder, Partner at Browne Jacobson who has worked on some of the UK’s highest-value PFI projects, said: “While there’s a negative perception around PFI, the fact is it was pivotal in successive Conservative and Labour governments building vital public infrastructure.
“In the absence of any replacement, we are now falling behind other major economies in delivering infrastructure, with the assets we do build being both the most expensive and delayed in the G7.
“Therefore, if the new government is serious about its mantra to ‘get Britain building again’, it must identify a new private finance model that learns from the mistakes of its predecessor to ensure the public purse receives better value and control while remaining attractive to the private sector.
“Alternative models are emerging and worthy of further exploration. In particular, the Future Governance Forum’s recent proposal for infrastructure investment partnerships takes lessons from the non-profit distributing model deployed in Scotland and mutual investment model in Wales to place a greater emphasis on community benefits in any project, cultivates a culture of long-term collaboration and gives local areas more control over their infrastructure.”
About 20 business leaders representing organisations including E.ON, Lloyds Banking Group, Aggregate Industries, Nottingham College and De Montfort University attended the roundtable at Browne Jacobson’s office in Colmore Row, Birmingham, on Tuesday 1 October.
Rain Newton-Smith, CEO at the CBI, chaired the meeting, in which delegates discussed Labour’s economic and employment policies, setting out what they’d like to see included in the Autumn Statement.
In a discussion on enablers and blockers to investment, the imperative of skills development and long-term commitments from government, such as regarding the energy transition, were highlighted as major issues in improving business confidence.
CBI CEO Rain Newton-Smith said: “We know that private investment in public sector infrastructure is key to driving growth regionally and across the UK. It was great to host a roundtable with Browne Jacobson with over 20 business leaders to discuss business priorities ahead of the Autumn Budget. This is a crucial moment in our growth journey – and we must take this opportunity to use the available levers to boost investment.”
Fusion21 is pleased to announce the suppliers successfully appointed to its national Materials Supply and Associated Services Framework worth up to £250 million over four years.
A total of 17 specialist firms have secured a place on the framework designed to supply construction materials to housing providers, and the wider public sector, managing the delivery of repairs and maintenance works.
Providing regional and national coverage, the streamlined framework offers innovation in service delivery solutions and technology – including energy efficient and net zero products and provides access to all goods required throughout the property life cycle.
Split into a total of 6 lots, the structure is:
Lot 1 General Building Materials, Lot 2 Electrical, Lot 3 Plumbing and Heating, Lot 4 Managed Services, Lot 5 Kitchens, Lot 6 Adapted and Accessible Living.
Peter Francis, Group Executive Director (Operations) at Fusion21 said: “Our members are under increasing pressure to deliver efficient repairs and maintenance works while ensuring overall value for money, so we’re delighted the renewal will help to manage built assets effectively whilst achieving greater operational efficiencies and improving first-time fix performance.
“Thanks to member and supplier feedback, we’re also pleased to offer a new Adapted and Accessible Living lot which includes adapted kitchens. This means members can call-off their adapted bathroom and adapted kitchen requirements from the same supplier.
“Other benefits of using the framework include working with a team of technical procurement experts and a rigorously assessed and approved supply chain, in addition to accessing a compliant and efficient route to market with flexible call-off options, a variety of cost models, and the option to accommodate multi-year contracts.
“The Materials Supply and Associated Services Framework will also support members to deliver social value they can see in communities, aligned with their organisational priorities.”
Successful suppliers appointed to Fusion21’s national Materials Supply and Associated Services Framework:
AKW Medi-care Limited, Bradfords Building Supplies Limited, City Electrical Factors Limited, City Plumbing Supplies Holdings Limited, Dennis & Robinson Limited t/a Paula Rosa Manhattan, Edmundson Electrical Limited, Huws Gray Limited, Magnet Limited, Moores Furniture Group Limited, PHC Parts, PROCare Shower & Bathroom Centre Limited, Rexel UK Limited, Stark Building Materials UK Limited t/a Jewson, Travis Perkins Trading Company Limited, UK Plumbing Supplies Limited, Wolseley UK Limited, YESSS Electrical.
SALTEX is excited to announce that members of the GMA’s NextGen group will be joining this year’s exhibition at the NEC Birmingham on 30-31 October 2024, offering fresh perspectives and a passion for the future of grounds management.
GMA NextGen, is a dynamic group of committed young professionals serving as ambassadors for the industry. Their mission is to inspire and recruit the next generation of grounds staff by showcasing the wide range of rewarding career opportunities within the sector.
From school leavers to early-career professionals, GMA NextGen is dedicated to promoting awareness and enthusiasm for an industry that plays a crucial role in sports and public spaces whilst ensuring the industry remains vibrant and well-equipped for the future. And what’s more, they’re currently recruiting for three more members!
Visitors can connect with GMA NextGen at the GMA Hub, stand C190 across both days of the exhibition. They’ll be on hand to offer practical advice to those interested in taking their first steps or looking to progress in the industry.
GMA’s NextGen members Meg Lay (Groundsperson at Lord’s Cricket Ground) and Jack Langley (Deputy Head Groundsperson at Ashton Gate Stadium) will also be taking part in a SALTEX Learning Live session ‘How to attract young people into the industry’ which will discuss the diverse opportunities the grounds sector offers young people – and how to encourage them to get started on a rewarding career.
Meg Lay of GMA NextGen and Lord’s Cricket Ground said: “I am hugely passionate about promoting our industry to a younger generation and I am very much looking forward to speaking on the topic at SALTEX. The exhibition is a fantastic opportunity to connect with likeminded people and discuss how we can improve the sector.”
Following this, attendees are invited to attend The Clubhouse, stand K010, to meet with the GMA NextGen team to carry on the discussion and explore further opportunities within the industry.
Jack Langley, Deputy Head Groundsperson at Ashton Gate Stadium said:“I am very excited to be representing GMA NextGen at SALTEX 2024. This event brings together the grounds industry like no other. A space for people to meet and discuss great ideas that can drive forward & make positive changes to the industry, that the future generation of grounds people can be proud of.”
For more information about SALTEX, and to register for your FREE ticket, visit www.saltex.org.uk.
Key positions taken by the Chartered Institute of Environmental Health (CIEH) on housing enforcement and licensing have been backed in a new report from the Renters’ Reform Coalition.
The coalition, which comprises 21 organisations and includes major housing and homelessness charities as well as CIEH, is an important voice in debates on reform of the private rented sector and the Government’s Renters’ Rights Bill.
The coalition’s new report, entitled ‘Roadmap for Reform’, calls for proper funding of local authority housing enforcement and strengthening of selective licensing.
The report says central government should support councils through “better resourcing, funding for training of environmental health officers, making it easier for councils to introduce licensing and consolidation of legislation”.
The report also says the proposed private rented sector database “should support and complement selective licensing” and suggests steps the Government could take to make it easier for local authorities to use licensing schemes to improve housing standards.
These steps include enabling local authorities operating selective licensing schemes to use licence conditions to improve housing conditions, increasing the maximum duration of discretionary licensing schemes from five to ten years and removing the Secretary of State’s ability to veto selective licensing schemes covering more than 20% of the local authority area.
CIEH has long called for consolidation of the various housing standards embodied in legislation in order to provide clarity for landlords, tenants and local authorities.
Mark Elliott, President of the Chartered Institute of Environmental Health, said:
“We have been working hard to win support on these issues and are delighted to have obtained this backing for our positions from the Renters’ Reform Coalition.
The importance attached by the coalition to funding for local authority enforcement and strengthening licensing is very welcome indeed.
We are particularly pleased that our positions on funding for training of environmental health professionals, consolidation of the various housing standards and removal of unnecessary barriers to the use of licensing schemes are echoed in the report.
We look forward to continuing to work with the coalition during the passage of the Renters’ Rights Bill through parliament.”
By James Johns, Head of Corporate Affairs, UK, Workday
The new Labour government has set its sights on growth.
Prime Minister Keir Starmer and his Chancellor, Rachel Reeves, have repeatedly highlighted their ambitions to bolster the economy. Meanwhile, the word ‘growth’ featured a healthy 74 times in the King’s Speech laying out the government’s plans.
While the government will be exploring many levers for growth – from investment in sustainable industry to adjusting corporate regulation – one of the most important will be boosting public services. As the party’s manifesto argued, “Improving public services is essential to growing our economy across the country.”
However, the new government faces constraints when it comes to spending. Reeves has re-committed to fiscal rules governing the UK’s debt-to-GDP ratio and budget deficit, and has also highlighted the current shortfall in public finances as a limiting factor in her department’s decision making.
With these limitations in mind, making better use of existing resources will be crucial if the government is to achieve its ambitions for public service improvement. For that reason, new technologies that can transform efficiency, including AI, have a critical role to play.
Recognising AI’s potential
The UK government appears poised to seize the opportunity that AI presents. The announcement of the AI Action Plan, led by the entrepreneur and Chair of Advanced Research And Innovation Agency (ARIA), Matt Clifford, underlines the government’s appetite.
Clifford’s goal is to identify how AI can better drive economic growth and improve outcomes for people across the UK. It’s a significant brief given the broad range of benefits AI can offer. Workday’s recent report ‘The UK Productivity Gap: How AI can untap workplace potential’ found UK enterprises alone could untap £119bn worth of additional productive work through adoption of the technology. According to the International Monetary Fund, the UK as a whole could see a 1.5% boost to productivity annually thanks to AI.
Beyond the brief for the AI Action Plan, the new government is making further strides to improve digitisation in public services. An early machinery of government change has given the Department for Science, Innovation, and Technology an expanded size and scope, bringing experts from the Government Digital Service, the Central Digital and Data Office, and the Incubator for AI together with their civil service colleagues responsible for the digital economy. The goal of this newly-formed team is to unite efforts in the digital transformation of public services under one department.
Clearly, the ambition of the new government to embrace innovative technology and grasp the opportunities it presents is there. However, beyond the flagship announcements, what are the use cases and solutions policymakers should explore to turn these significant ambitions into reality?
Deploying AI in public services
Between 2022 and 2032 the market for AI tools is expected to grow from $40 billion to $1.3 trillion. Underpinning that explosive growth is a huge number of new software products. AI services and features are hitting the market constantly, and this pace shows no signs of slowing.
For the government, this presents a twofold challenge: first, identifying the right AI tools to use. Second, adopting them and deploying them effectively and safely while staying up to date with ongoing innovations. For an entity as amorphous as the UK public sector, this is easier said than done.
One of the biggest risks is that in evaluating the vast array of new AI tools and platforms, public sector leaders are unable to see the forest for the trees. That’s because it’s not necessarily ‘new’ tools that will offer the greatest AI benefits – in many cases it’s through the integration of AI into established platforms where the most immediate benefits can be realised.
While this isn’t cause for complacency – there are many legacy systems that will still require updating or replatforming across the UK’s public sector – the benefits of AI may be closer than first thought.
Take Workday for example. We’ve been investing in AI for nearly a decade, using it to help push the boundaries of human potential. It’s embedded into our applications and features, rather than bolted on at the end. That means for organisations using Workday, whether it’s identifying skill gaps at scale or eliminating repetitive administrative tasks, AI adoption can happen seamlessly.
Because Workday is cloud-native, there’s no need for lengthy builds, time-consuming testing, complex coding or the deployment of new software to get the most from new AI features. Instead, organisations can opt-in to new features as they become available – helping them stay up to date without constantly monitoring the market for new products.
Engaging a trusted solution provider also offers peace of mind when it comes to one of the big concerns around AI in the public sector: data security. At Workday, we’re committed to bolstering trust and transparency in AI, which is why we offer full details on our responsible AI approach publicly. We’re likewise proud to work closely with industry leaders and policy makers – informing frameworks such as the European Union’s AI Act and emerging guidance in the UK – to ensure responsible use of AI.
Grasping the AI opportunity
Growth, nurtured by the improvement of public services, is a tentpole ambition for the UK’s new government. While the fiscal challenges Labour faces to achieving it are significant, the recent strides being made in AI technology play to their favour.
As Parliament returns from recess and new ministers delve into their briefs across the public services, they must continue the momentum already laid down with the instigation of the AI Action Plan and other initiatives. By embracing new AI innovations from trusted providers, they’ll be well positioned to tap efficiency, nurture productivity and ultimately turn those growth ambitions into reality.
New research has revealed that the value of rental arrears owed to local authorities has increased by more than 70% in the last five years.
Public sector payments specialist, Access PaySuite, part of Access Group, has created the Rental Arrears Index by submitting Freedom of Information requests to local authorities.
The analysis shows that local authorities providing social housing are owed on average £3.1 million per authority in rental arrears. This has increased by 71% from an average of £1.8 million in 2019.
As well as the jump over the last five years, authorities have also seen a significant jump over the last year – with Access PaySuite’s analysis finding a 14% increase when compared to March 2023.
It’s not just local authorities facing the challenge of surging rental arrears in social housing. In March this year the Regulator of Social Housing (RSH) recorded an 8.4% rise in rent arrears reported by housing associations – hitting a record high of £800 million – the highest single year jump since before the COVID-19 pandemic.
Local authorities have seen a similar picture, with the number of tenants falling into rental arrears increase by 17% over the last five years. On average, 41% of social housing units are currently in rental arrears.
The research found that the value of rental arrears per tenant have increased from £492 in 2019 to £710 in 2024, an increase of 44%.
221 local authorities in the UK own social housing, with a total 1.56 million units of housing stock recorded by the Regulator of Social Housing in 2023.
Commenting on the findings, Alex Common, Divisional Director, Product and Engineering, Access PaySuite, said:
“Social housing budgets have been squeezed significantly over recent years. On top of this, the cost of living crisis has caused real difficulties for many people to meet their living costs, whether they rent their property from their local authority, a housing association or a private landlord.
“If we apply our representative sample across the 221 local authorities which own social housing, the total value of rental arrears across local government could be as high as £650 million.
“For local authorities and housing associations, this creates a challenging balancing act between affordability for tenants, while meeting costs for their own essential expenditure requirements. Alongside rental arrears, local authorities are also spending significant amounts of time chasing overdue council tax payments, all of which is adding to their operating costs.
“Finding a long-term solution to the challenge of rising arrears is a complex challenge. However, in the meantime, there are important steps that local authorities can put in place to support their tenants and make rent collections as simple as possible.
“At Access PaySuite, we understand that housing associations’ and local authorities’ priorities are to deliver high quality services and drive better public sector outcomes for all their customers, citizens and communities. This includes providing accessibility, financial inclusion and a great customer experience as well as choice and flexibility in ways to pay, which marry affordability with cost effective payment collection, whether that’s face to face, by phone or online.”
Fusion21 urges housing providers to take action NOW as Wave 3 funding applications open
Procurement experts Fusion21 have called on housing providers to take immediate action as the government opens applications for the Warm Homes: Social Housing Fund Wave 3.
Paul Towers
The fund – previously known as the Social Housing Decarbonisation Fund (SHDF) – aims to make millions of social homes more energy efficient by 2028.
Applications open on 30 September and will close at midday on 25 November 2024. Funding will be available from April 2025 to March 2028, and the total amount will be confirmed at the April 2025 Spending Review.
Fusion21’s experts have advised that this round of funding will likely see increased competition, making early preparation and procurement planning essential to ensure landlords fully benefit from this critical opportunity.
Paul Towers, Framework Manager (Construction and Decarbonisation) at Fusion21 said: “Wave 3 is a critical fund for social landlords and housing providers, to help more people live in homes that are warm, efficient and affordable to heat.
“The first two waves have not been without their challenges, and we strongly encourage providers to act now. Engaging early with suppliers and with a procurement partner is crucial – as we already know there is a shortage of qualified supply partners.
“Fusion21 is prepared to help organisations from the outset, simplifying the decarbonisation journey and helping our members improve the quality of their housing stock.
“The toolkit we’ve developed will help housing providers meet the Social Housing Fund Wave 3 requirements with confidence. Quality asset data, early procurement decisions, and full engagement with supply chains will be key to successful applications. We’re here to support providers every step of the way.”
To help housing providers navigate the complex requirements of Wave 3, Fusion21 has launched a seven-step toolkit that includes the following key actions:
Understand your targets, be clear about what you are setting out to achieve through the fund and make sure you have a backup list.
Select your retrofit delivery partner early, think about partnerships and turn-key approach – enlist experts to manage this process.
Engage comprehensively with tenants using a robust engagement strategy.
Integrate the fund with planned capital works programmes.
Start data analysis as early as possible – don’t rely on historic, out of date, or inaccurate property data. Identify the gaps and weaknesses in your data.
Use time wisely, cleanse your data, undertake sample EPCs, retrofit assessments and technical surveys at pre-submission stage.
Engage early with relevant bodies such as Planning, Building Control, Distribution Network Operators and understand what information you will need to provide e.g. asbestos surveys.
Wave 3 introduces two routes to accessing funding: the Challenge Fund and Strategic Partnerships.
The Challenge Fund is open to all landlords who meet minimum standards, meaning applications that meet the basic requirements will be awarded funding. The Strategic Partnerships route is available to larger providers with a proven track record, offering a more flexible approach to delivery at scale.
Additionally, smaller providers will have access to new incentives, including funding for low-carbon heating technologies.
Fusion21 has already procured more than £500 million of decarbonisation retrofit projects and is now supporting its members in preparing for the upcoming wave.
As housing providers face increasing pressure to meet net-zero targets and reduce fuel poverty, Fusion21’s national Decarbonisation Framework, worth £750 million, offers a streamlined approach. It provides access to a network of qualified suppliers, enabling housing providers to accelerate decarbonisation projects across the UK.
Report details 65-strong investor coalition’s progress tackling modern slavery in UK company supply chains
‘Find it, Fix it, Prevent it’ Modern Slavery coalition now backed by 65 investors with collective assets under management and advice of £15 trillion.
Launch of the CCLA benchmark on Modern Slavery spurs action across consumer goods, travel, retail, mining, technology and finance companies.
Construction companies redouble Modern Slavery efforts following a roundtable with the Cabinet Office and investors.
Dame Sara Thornton and Dr Martin Buttle of CCLA give evidence to the House of Lords review of the Modern Slavery Act and push for the UK to adopt mandatory human rights legislation.
CCLA Investment Management today publishes its annual Find it, Fix it, Prevent it report outlining progress made by investors to combat modern slavery in company supply chains.
Since its launch in 2019, the Find it, Fix it, Prevent it collaboration has become a unique and influential coalition of investors using their leverage to help companies find, fix, and prevent modern slavery in their supply chains. CCLA-led, it is now supported by investors with collective assets under management and advisory of £15 trillion[1] and has three complementary workstreams: corporate engagement, public policy and developing better modern slavery data.
Modern slavery is an umbrella term encompassing slavery, servitude, human trafficking, and forced or compulsory labour. Victims are controlled by debt bondage, threats, violence, deception and coercion.
In 2022 over 50 million people were estimated to exist in modern slavery, a number that has grown over recent years as Covid, conflict and climate change have disrupted labour markets. Ten million more people were experiencing modern slavery in 2021 than in 2016[2]. Find it, Fix it, Prevent it focuses on forced or compulsory labour, and in 2022, the International Labor Organization estimated that 28 million people were victims of forced labour[3].
Modern slavery is increasingly a financially material risk for investors, particularly with new regulations on business to address human rights risks. The European Corporate Sustainability Due Diligence Directive (CSDDD) for example, mandates legal expectations on what constitutes responsible conduct, and applies to businesses based in the European Union and many that trade in Europe. 63% of those trapped in forced labour are in the private sector[4] and the UK alone imports an estimated $18 billion worth of goods that represent a high modern slavery risk[5].
Progress of particular note made by Find it, Fix it, Prevent it over the past year includes:
Launch of the CCLA Modern Slavery Benchmark which assesses the modern slavery statements and other disclosures of the largest 100 UK companies and has resulted in consumer goods, travel, retail, mining, technology and finance businesses investing new resources into tackling modern slavery and human rights. A number of large publicly listed companies including National Grid, Reckitt, RELX, Rio Tinto and Tesco have also now acknowledged the benchmark in their 2023/24 modern slavery statements.
A roundtable held by the Cabinet Office, CCLA Investment Management, LGT Wealth Management and the Supply Chain Sustainability School and attended by 17 major UK-listed and private construction companies including Balfour Beatty. This spurred activity across Government, with the Cabinet Office looking to incorporate more about the Modern Slavery Act in sourcing and contract management. It also saw a potential collaboration with civil society and regulators to provide a modern slavery intelligence network discussed, which several large construction companies have indicated they are willing to support.
Active engagement with government, policy makers and regulators to promote a meaningful regulatory environment. CCLA gave evidence and engaged with public officials on the effectiveness of the Modern Slavery Act and pushed for a mandatory human rights due diligence legislation in the UK similar to the European CSDDD. Dame Sara Thornton and Dr Martin Buttle gave evidence to the House of Lords review of the Modern Slavery Act and argued for improvements to legislation on transparency in supply chains at the Home Affairs Committee on Human Trafficking.
Peter HUGH SMITH, CCLA Chief Executive, said: “CCLA are committed to being a catalyst for change across our industry, using our influence to convene the City around the crucial issues that are not getting the attention they deserve. Modern slavery is often a misunderstood and underestimated problem and one where investor engagement has the potential to drive tangible and lasting positive change. We remain committed to leading a constructive, multi stakeholder approach to tackling modern slavery head on, working with our peers in the investment industry alongside companies and government.
We re-iterate the 2019 Find it, Fix it, Prevent it call to action for UK companies to increase their efforts to identify human trafficking, forced labour, and modern slavery in their supply chains, review, assess and disclose the effectiveness of their attempts to address these issues and support the provision of remedy to victims of modern slavery within their supply chains.”
More detailed highlights from the three Find it, Fix it, Prevent it workstreams include:
Corporate engagement:
Construction is regarded as a high-risk for modern slavery as it relies on relatively low-wage labour, a high-proportion of migrant workers, long-labour supply chains and material sourcing from countries with low levels of labour market enforcement. It was chosen as the primary sector for engagement for phase 2 of the Find it, Fit It, Prevent it programme following engagement with hospitality firms in phase 1.
As a result of the corporate engagement workstream businesses have enhanced their due diligence processes, identifying modern slavery risks and putting in processes to reduce them, as well as beginning to provide remedy for workers.
Public policy:
As members of the Home Office Prevention and Enforcement Forum, CCLA have advocated the need to update statutory guidance on transparency in supply chains and are pleased that this work has now been commissioned. Dame Sara Thornton and Dr Martin Buttle gave evidence to the House of Lords review of the Modern Slavery Act on the need for the UK to adopt similar legislation to the European Parliament’s Corporate Sustainability Due Diligence Directive (CSDDD), which includes legal obligations on large companies in respect of the adverse impacts of their activities on human rights and environmental protection. This would provide consistency of standards for businesses and would reduce the risk of goods made with forced labour being dumped in the UK.
CCLA have also submitted written and oral evidence making this point to the Home Affairs Committee on Human Trafficking and the House of Lords review of the Modern Slavery Act.
In addition, CCLA has argued for financial institutions to be explicitly required to report on their investing and lending portfolios and met with the Investment Association in an effort to raise standards and performance.
CCLA has also continued to raise the issue of migrant workers potentially exposed to forced labour on UK farms, arranging a briefing for investors by the Seasonal Workers Scheme Taskforce and contributing to the government’s Independent Review into labour shortages in the Food Supply Chain. Having gathered a supportive coalition of 14 investors, CCLA wrote to, and met with, the Secretary of State for Environment, Food and Rural Affairs urging DEFRA to implement the recommendations and received a positive response.
Developing better modern slavery data:
A lack of readily available data is hindering the potential for investors to act on Modern Slavery. In 2023 CCLA launched its highly successful benchmark on the top 100 UK listed companies based on the Find it, Fix it, Prevent it framework, which is described above. In the foreword to the benchmark report, the former Prime Minister Theresa May stated: “This is a great example of investors taking the lead and using modern slavery statements as a catalyst for improvement and I welcome it”.
Dame Sara THORNTON, Consultant Modern Slavery for CCLA, commented: “The number of people trapped in modern slavery has grown over the past six years as Covid-19, conflict and climate change have disrupted labour markets and so it is vital that businesses do everything they can to prevent it in their own organisations and value chains. As investors, we can have influence not just over the companies in which we invest but across the wider system. However, in order to know where to start – we need information and data, which in the case of modern slavery, can be hard to come by.”
“I’m immensely proud of our work at CCLA in driving the investor response to this vital issue, and, in particular, in producing our first Modern Slavery Benchmark. The Benchmark has already enabled investors to have constructive engagement with companies and there is evidence that companies are taking more steps to identify, mitigate and prevent forced labour. It is this kind of responsible business conduct which will prevent vulnerable workers from egregious exploitation and abuse.”
Dr Martin BUTTLE, Better Work Lead at CCLA, said: “We are seeing more and more businesses up their game on eliminating modern slavery in their supply chains, spurred on by engaged investors. However, we have a long way to go before we can be confident that all the companies we invest in are taking robust action. Transparency on this issue would be monumental in driving change, but without clear legislation, there is a disincentive for companies to disclose. That is why this group’s policy engagement work is so important, and why we will continue to advocate for more robust human rights regulation in the UK.”
“Thankfully, recent regulatory developments globally are making this an increasingly material topic for investors and companies, so we hope and expect to see much greater focus on this issue going forward.”
Jake MOELLER, Associate Director, Responsible Investment at Square Mile Investment Research & Consulting, said “CCLA’s ‘Find it, Fix it, Prevent it’ initiative is to be highly commended. Modern slavery involves the exploitation of workers by corporations and intermediaries who abuse employment practices and vulnerable people to access cheap labour. It can appear in any supply chain without committed vigilance. Through CCLA’s initiative, signatories are provided with the education and expertise to identify and stop modern slavery within their supply chains. I have witnessed first-hand the impressive work CCLA undertakes with investee companies to eliminate the sourcing of seasonal staff from predatory recruiters, complex and unreliable visa applications, and hidden costs. While this issue is more widespread than many realise, collaboration among NGOs, charities, and investors shows potential for its eradication.
Increasingly, fund gatekeepers such as us at Square Mile Research, are determining that powerful advocacy initiatives from groups like CCLA are a key consideration in deciding which fund managers we seek to build relationships with.”
Browne Jacobson has made three key appointments to its expanding team of social housing legal experts.
Richard Macphail joins the UK and Ireland law firm as Partner and Co-Head of Social Housing alongside Gabor Taller.
Francesca Smith and Holly Chadwick are Senior Associate additions, taking the number of lawyers with expertise in social housing real estate to 14 people.
Richard, an experienced property lawyer who was previously Head of Social Housing at Hugh James, predominantly acts for housing associations and developers in England and Wales, as well as for local authorities in relation to their portfolio management work.
Left to right: Francesca Smith, Richard Macphail and Holly Chadwick with Gabor Taller
He is based in Browne Jacobson’s Cardiff office – which also continues its rapid growth trajectory just over a year after opening – and his addition further bolsters its real estate offering.
Recognised in the Chambers and Legal 500 directories as a notable practitioner, Richard has been the lead adviser on some of the largest and most innovative development projects to have taken place in Wales in recent years.
He specialises in site acquisitions, including package deals, golden brick agreements, section 106 schemes, development agreements, options and promotion agreements.
Richard said: “Ever since Browne Jacobson opened an office in Cardiff in July last year, I’ve been able to see first-hand how it has shaken up the Welsh legal market with a dynamic offering underpinned by a clear social mobility value.
“It’s therefore a hugely exciting time to be joining a sizeable and growing UK and Ireland firm that is positioning itself at the forefront of society’s biggest issues, and has the strength and depth to advise clients on complex issues.
“Given that the delivery of sufficient affordable housing is also at the top of the new government’s agenda, Browne Jacobson’s cross-sector expertise also makes us uniquely positioned to play a key role in this over the coming years.”
Browne Jacobson’s social housing team is part of the wider built environment department, which comprises more than 50 people.
Its client roster includes some of the most actively developing registered providers in England, which provide homes to than one million people collectively. These include Platform Housing, Sanctuary, emh group, Midland Heart, Nottingham Community Housing Association, Longhurst, Housing21 and Great Places.
Gabor added: “These senior appointments represent a significant strengthening of our social housing team. They are all recognised experts with proven track records in delivering for housing associations and developers in England and Wales – they are a great fit.
“We now act for more than a quarter of all strategic partner registered providers in England, which will play a hugely important role in the government’s manifesto pledge to ‘deliver the biggest increase in social and affordable housebuilding in a generation’, while our presence in the Welsh sector continues to grow at pace.
“With Richard taking a leadership role, and supported by Francesca and Holly’s additions, we are well-equipped to support this sector during a hugely important period.”
Other new partner additions include Gavin Hoccom, who was recently promoted to lead the construction team in Wales, as well as Tom Saunderson and Christian Farrow, who bring corporate expertise covering a broad spectrum of M&A and investment work.
Tim Edds, Head of Cardiff, added: “Richard and Francesca are fantastic additions to our Cardiff team, further broadening our offering in the Welsh market. Our rapid growth shows no sign of abating, with further key hires anticipated in the coming months.”
By Barley Laing, the UK Managing Director at Melissa
The new government brings with it new ideas on driving efficiencies and positive change within the public sector. It is a necessity in light of the state of the public finances.
Barley Laing
As it formulates its next steps in these areas the onus is on organisations in the public sector to take the lead in driving efficiency savings and change – the focus of Labour’s manifesto – which are interlinked.
One of the most important areas to focus on when looking at delivering efficiencies is the data they hold on citizens, in particular making sure they have accurate, verified address data, and the appropriate technology to make sure it’s delivered. This is a big issue when data degrades at around 25 per cent a year as people move home or pass away, for example.
The cost of poor address and other contact data
The cumulative cost of inaccurate data is between 15 per cent to 25 per cent of revenue for most organisations. This is because poor quality data wastes resources, undermines everyday operations and communications – particularly personalised communications, such as direct mail to citizens.
The public sector are stalwarts in sending direct mail on things such as recycling and rubbish collections, through to hospital appointments, bills and legal correspondence. Unfortunately, unverified, inaccurate address data can lead to costly mis-deliveries, delays and returns. If, for example, it’s correspondence related to a medical appointment which is then missed because of an inaccurate patient address, then there’s an additional cost in wasted staff time to the health service, and therefore the taxpayer; as well as the patient being put at risk with an additional delay. This is best avoided, particularly with public sector budgets under huge pressure.
It’s important to recognise that it’s not only about the monetary cost with inaccurate data, but reputation damage. If a resident does not receive their expected communication from a public sector organisation, or it’s delayed, it will not leave them with a good impression of the sender. This makes it essential for the address, and in fact all contact data, to be checked and verified, because citizens won’t be pleased to see public money being wasted in this way.
Furthermore, bad decision making is caused by inaccurate data on citizens, such as the delivery of a service, or the future creation of a new one – with negative implications for effective resource allocation and budgeting. Having clean, verified address data helps to deliver a single citizen view (SCV) – insight that can be used for better resource allocation, targeting and personalisation, and to make informed decisions.
Sustainability
The issue of carbon neutrality, and more widely sustainability, are very important in this sector, as in many others. Central government bodies are required to publish a ‘Public Sustainability report’ every year and also recognise ‘The Greening Government Commitments 2021 – 2025’ which commits those in the public sector to minimising waste and reducing greenhouse gas emissions. On top of this the government is also committed to net zero emissions by 2050, with a 50 per cent cut in emissions by the public sector by 2032. Ensuring accuracy with verified addresses will reduce carbon emissions from the production and distribution of incorrectly addressed mail that will be returned, and have a positive impact on the efforts of public bodies in operating sustainably.
Access an Address Autocomplete service
The best way to deliver accurate citizen data is to use an address autocomplete or lookup service. These services deliver accurate address data in real-time by providing a properly formatted, correct address at the onboarding stage, when the user starts to input theirs. Tools such as these are very important because around 20 per cent of addresses entered online contain errors; these include spelling mistakes, wrong house numbers, and incorrect postcodes, as well as incorrect email addresses and phone numbers, typically due to errors when typing contact information. Another benefit of the service is the number of keystrokes required when entering an address is cut by up to 81 per cent. This speeds up the onboarding process and improves the whole experience.
In fact, similar technology can be used to deliver first point of contact verification across email and phone, so these important contact datasets can also be verified in real-time.
It’s vital any address verification service sourced has access to Royal Mail’s PAF and supporting databases, such as Multi Residential and Not Yet Built. It can help to enrich data, such as fill in any gaps. The provider of such a service should also offer access to a geocoding tool that can deliver latitude and longitude coordinates for pinpoint (rooftop) accuracy to improve the delivery and user experience. This, additionally, enables organisations to map their constituents and understand dispersion.
Use a data quality platform
It has never been easier or more cost-effective to deliver address and wider data quality in real-time across existing customer databases. One that stands out is a scalable data cleaning software-as-a-service (SaaS) – such as our Unison platform – that can be easily accessed, and doesn’t require coding, integration, or training to use. This technology can cleanse and correct names, addresses, email addresses, and telephone numbers for the UK, but also worldwide. It also matches records, ensuring no duplication, and data profiling is offered to help identify issues for further action. A single, intuitive interface offers the opportunity for data standardisation, validation, and enrichment, ensuring high-quality contact information across multiple databases. It can deliver this with held data in batch and as new data is being gathered. As well as SaaS, such service capabilities can alternatively be accessed via cloud-based API (application programming interface), Microsoft SQL Server or deployed on-premise.
Clean address / contact data helps prevent fraud
It is important to recognise that access to up to date verified address data – standardised, recognised and accurate addresses for citizens – is a big first step on the path to prevent fraud. You only have to go one step further and undertake address validation – matching a name to an address – to help put the lid on costly fraud, with the Cabinet Office estimating that fraud and error costs the public purse up to £51.8 billion every year. For best results in preventing fraud using an electronic identity verification (eIDV) platform to undertake ID verification is the way forward. An automated tool such as this can be accessed via delivery mechanisms, including an “out-of-the-box” user interface with no integration required; or cloud API; and scaled up or down according to the requirements of the users.
With these platforms being “always on” they are able, in real-time, to cross-check the names, addresses, email addresses and phone numbers provided by applicants during remote onboarding. This delivers a good experience, while preventing fraud. Sourcing an eIDV tool with access to billions of consumer and business records from reputable sources around the world, such as government, utility and credit agencies is recommended for the best outcome.
Using such an automated platform is significantly quicker, more accurate and cost effective for undertaking ID verification and preventing fraud when compared with manual checks. There’s no additional staffing or training costs, and there’s far less risk of human error when using this technology.
By taking steps to obtain verified address data and wider contact data those in the public sector will improve the accuracy of their held address data on citizens. This will help to stop costly mis-deliveries, deliver insight that will help them personalise their communications, and make learnings that will drive efficiency savings, while also improving the user experience and driving positive change. It will also lessen their impact on the environment and help avoid costly fraud.
For more information about Melissa and their data quality and ID verification services please visit: www.melissa.com/uk, email: barley.laing@melissa.com or call: 020 7718 0070.
Lightfoot’s driver improvement and efficiency technology has saved more than £100 million in fuel for customers in five years, the firm has announced.
The landmark figure was achieved by hundreds of customers in the UK covering in excess of four billion miles over the five-year period, operating a variety of vehicles ranging from cars to LCVs. Showing the major impact the introduction of Lightfoot’s in-vehicle driver coaching technology has had over the period, the figures revealed:
£102,189,084 in fuel savings
68.5 million litres of fuel saved
An average fuel economy improvement of 9%
180 million kg of CO2 saved
Paul Hollick, Managing Director at Lightfoot, said: “The scale of these savings is immense and just goes to show that getting drivers to buy into our unique offering pays dividends, both financially and environmentally.
“Our approach of in-vehicle coaching and reward creates safer drivers and more efficient fleet operations, as well as helping companies meet their environmental targets by significantly reducing carbon emissions.
“The data from the past five years shows the substantial impact Lightfoot has made, and we expect this trend to continue as we expand further into Europe.
“To put these figures into context: before using Lightfoot, a large diesel panel van covering 20,000 miles at an average of 150p per litre and 25mpg would cost nearly £5,500 in fuel. With Lightfoot fitted, the fuel bill would be just over £5,000 for the same mileage, reflecting a 9% improvement in fuel economy.”
And the improvement is continuing. Figures so far for 2024 show Lightfoot to be on course for a record-breaking year in terms of fuel saving and CO2 reduction, with £20.4 million in savings already made in the first six months, and more than 35 million kg of CO2 emissions saved.
“It’s clear that fleets are heavily invested in the decarbonisation journey,” said Hollick. “On the one hand they are looking at electric alternatives for the future, but they’re also not ignoring the improvements that can be made to internal combustion engine efficiency right now – and as these remarkable figures over the past five years show, Lightfoot continues to be a proven gamechanger when it comes to slashing costs and emissions.”
Combining energy infrastructure and EV charging experience for a better, faster infrastructure rollout
Charge point operator (CPO) Believ has entered a strategic partnership with energy infrastructure business Smart Metering Systems (SMS plc) by acquiring SMS’ Public EV Charging Business to further accelerate the deployment of publicly accessible electric vehicle (EV) charging infrastructure, encourage the faster uptake of EVs and ultimately deliver cleaner air for all.
The partnership will continue to draw on SMS’ extensive low-carbon energy infrastructure experience in metering, power network design, delivery and energy services, while also benefitting from Believ’s wide-ranging and proven EV charging capabilities. These include charge point network deployment, operation, maintenance, and communications networking (through delivery partner Virgin Media O2).
Believ’s market-leading financial backing, provided by Liberty Global, world leader in converged broadband, video and mobile communications services, and Zouk Capital, infrastructure fund manager, ensures further long-term confidence to EV charging site providers and makes this partnership possible.
With SMS’ strong national footprint and valued relationships with landowners in retail, hospitality and parking, the acquisition will widen the reach of Believ’s best-in-class EV charging experience for EV drivers and site providers.
Believ currently operates a rapidly growing network of almost 1,700 charge points, offering all charging speeds and using 100% renewable energy across 547 UK locations.
The partnership will see 10 employees join the Believ team to provide continuity of services to SMS’ existing and prospective customers, whilst SMS will continue to provide related metering, delivery and energy services. Believ will open new offices in Wales and Scotland as their footprint across the United Kingdom grows.
Guy Bartlett, Believ CEO, says both companies recognise the urgent need for a faster charge point rollout: “This partnership answers this requirement by combining the ideal skills and expertise to accelerate the scale and pace of the UK’s infrastructure deployment. And crucially, we are well placed to deliver EV charging infrastructure that is of the highest possible standards.
“Would-be EV drivers need to see more charge points, in the right places and working brilliantly, to make the switch. We’re now in an even better position to deliver on those requirements.”
Tim Mortlock, CEO at SMS, says Believ’s, complementary capabilities and established market presence will make this a strong partnership:
“Believ’s significant backing make it a reliable, long-term partner and ideally placed to provide long-term stability to all stakeholders. Its wealth of specialist EV charging experience evidenced by its UK-wide network of reliable charge points ideally complements our own. By joining forces with Believ, we can offer wider and better services to customers across all segments of the market”.
Report from SCAPE and Social Value Portal reveals social value created by skills and employment has more than doubled since 2022
Room for improvement across the country through a stronger national campaign and focus on upskilling to support Labour’s growth agenda
New research has revealed that apprenticeships have become one of the biggest drivers of social value generation in the UK construction industry, with job creation measures making up 16.4% of the total amount of social value generated in 2023, more than doubling since 2022 (8%).
Published recently by public sector procurement authority SCAPE in partnership with Social Value Portal, the Social Value in Construction Benchmarking Report 2024 highlights how social value delivery is evolving and becoming more embedded across the construction industry.
Across the UK, 329 contracts with a combined total value of £3.2bn (accounting for 10% of all public sector construction spend) were analysed to establish the national and regional trends in social value delivery. Of the contracts analysed, 282 projects enabled skills and employment improvements, delivering more than 15,600 weeks of apprenticeship placements on site across the country.
However, the data, which compares the number of apprenticeship weeks delivered per £1m of contract spend, shows that there is significant variation across regions. Leading the way with an average of 10 weeks delivered per £1m is the West Midlands, where SCAPE has several live projects on site. This is closely followed by almost 9 weeks in Wales, where clients procure in accordance with the Well-being of Future Generations (Wales) Act 2015 and where the national apprenticeship employment scheme Y-Prentis is in operation. Meanwhile London, despite representing the highest contract value of those analysed, lagged behind at just 4.5 weeks per £1m.
Apprenticeships help to address the problems caused by an ageing workforce and the skills gap. They are critical to safeguarding the future of the construction sector, but the regional disparity reported in SCAPE’s analysis indicates that more can be done at national level to harness this potential.
With apprenticeship outcomes being hugely influenced by national procurement policy, the report suggests that Central Government has an opportunity to support Local Authorities in delivering more consistent improvement across the UK. This would support Labour’s aims to kickstart economic growth and drive forward productivity; a core part of the Government’s plans.
The report points again to Wales, where many framework operators and clients make apprenticeships a contractual requirement, and to SCAPE’s experience of collaborative social value planning around the Commonwealth Games in the West Midlands as examples of best practice.
The report’s findings indicate that if all regions achieved the same level of delivery as these two, an additional 13,810 apprenticeship weeks could have been created – an 88% increase. This would result in roughly 288 extra apprenticeships nationally and make significant strides towards supporting the next generation of skilled workers.
Since 2020, SCAPE has produced an annual Social Value in Construction Benchmarking Report for the UK construction sector, drawing on the combined expertise and industry reach of Social Value Portal, SCAPE and its delivery partners to provide a definitive review of social value in public sector built environment projects.
The findings show that overall social value return on investment is on an upwards trajectory since SCAPE’s first report in 2020, increasing from 17% to 27%. The 2024 report indicates that social value delivery in most regions is increasing year-on-year, on average by 10-15%. The biggest jumps were in the North West and the South East, which is reflective of the high number of projects in these areas’ major cities.
To accelerate the pace of change, this year’s report suggests solutions such as a greater focus on smarter procurement, including via the use of quality frameworks – such as those like SCAPE’s that are verified as Gold Standard, or those that are part of the National Association of Construction Frameworks (NACF). It also advocates for more transparency of pipeline, which supports long-term planning, enhances project outcomes and aligns with the Procurement Act 2023 due to be implemented in February 2025.
Mark Robinson, group chief executive at SCAPE, said: “The Social Value in Construction Benchmarking Report highlights the positive impact the construction industry is having on communities up and down the country. The increased value delivered by apprenticeships we have seen over the past year demonstrates the clear potential these programmes have for supporting the next generation – as well as the industry’s ability to drive positive economic growth.
By facilitating shared learning and best practices, SCAPE is proud to be leading the way in unlocking social value through public sector procurement. Our Gold Standard frameworks deliver strong skills and employment outcomes for the benefit of both local communities and economies. However, there is still more to be done – with Labour’s mission to drive economic growth and jobs creation, it is evident that there is a real opportunity for Government and industry to work together to ensure best practice is reflected consistently across the country. The findings of this report show a clear route for how this can be achieved and the benefits waiting to be realised.”
Nathan Goode, Chief Strategy Officer at Social Value Portal, added: “The construction sector has a pivotal part to play in building stronger, more resilient communities, and in progressing the wider social value movement. We’re encouraged by insights in this report, particularly around the year-on-year growth of the sector’s social value return on investment. While there is always room for improvement, the construction industry is clearly embracing its role in creating positive social and environmental outcomes. At Social Value Portal, we’re proud to be working alongside SCAPE and our many other construction partners to make sure every project delivers lasting value for society where it is needed.”
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