WW:Academy 2026. Investing in Our People at Every Level
As Wallace Whittle continues to grow, so too does our commitment to developing the people who drive our success.
The Wallace Whittle Academy remains a cornerstone of this approach; it brings together colleagues from across our offices to learn, collaborate and build upon the skills needed to support both their individual careers and the wider business.
Kicking off the 2026 programme, our recent Level 2, 3 and 4 sessions welcomed staff at every stage of their journey, from apprentices to associates, graduates to directors. Across a series of tailored two-day sessions, attendees stepped away from their day-to-day roles to engage in discussions, share their perspectives, listen to seminars and explore new potential ways of working.
“The WW:Academy is a key part of how we invest in our people. It’s about creating the space for collaboration, sharing ideas, and developing the skills that go beyond day-to-day project delivery”
“As we continue to grow as a business, it’s vital that we develop our people alongside that growth. The Academy gives our teams the opportunity to step back, think strategically, and understand how they contribute to the wider success of the business, which quality of service and product at its core.”
Our MD, Allan McGill, shared with us.
We kicked off this year’s Academy programme with our Level 2 cohort, bringing together junior and graduate staff from across our offices for the two days. Designed to support those in the early stages of their careers, the level 2 sessions focus on building confidence, encouraging curiosity and providing a bit of exposure to the wider industry, beyond their day-to-day project work.
By connecting staff from different offices and disciplines, the academy helps establish strong working relationships early on and fosters a sense of belonging for our younger staff. Over the two days, attendees took part in a series of seminars and discussions led by both internal teams and external experts. Guest speakers from Doig + Smith shared insights into the importance of effective project management. At the same time, Hiper Technology Group delivered a thought-provoking session and task on AI and automations, exploring how emerging tech can support efficiency without compromising accuracy, quality or privacy.
Building on this foundation, our level 3 sessions brought together mid to senior level staff for a more strategic programme focused on broadening perspectives and strengthening cross-disciplinary collaboration. At this stage, the academy shifts towards developing a deeper understanding of the wider business and industry, encouraging attendees to think beyond their immediate roles and consider how their work contributes to overall project success.
A key highlight of this session was the joint discussion led by our managing director, Allan McGill and John Petrie of Petrie Buchanan. Following the recent addition of Petrie Buchanan to the Wallace Whittle Group, this session offered valuable insight into the acquisition, alongside conversation around productivity, efficiency and the opportunities this brings for both our teams and our clients.
Alongside this, discussions continued to highlight innovation and technology, including the role of AI and Automation, encouraging staff to challenge their existing ways of working and explore how new approaches could enhance work efficiency and performance.
Lastly, our Level 4 session brough together senior staff from across the business, stepping away from the day-to-day management of project delivery. Designed to support leadership development, these sessions encourage open discussion around business strategy, performance and the future direction of Wallace Whittle. Our Level 4’s also explored how they can contribute to driving the business forward, whilst also sharing experiences and identifying potential opportunities to improve efficiency across teams.
“It’s really important that the Academy workshops provide direct access to our Managing Director, who attends all sessions and encourages staff at all levels to engage with each other and with him from the very start. This empowers everyone to get involved and play a part in shaping and developing the business for the future,” said Paul Hargreaves, Academy Manager.
This level of access helps to build a broader understanding of the business beyond individual roles, strengthening confidence and encouraging more informed decision-making across all levels.
“Our Academy workshops are not focused on technical skills, but instead provide a platform for wider personal development. From soft skills to peer-to-peer engagement, they help strengthen the team ethos of the business through collaboration and shared experiences,” added Raymond Kelly, Quality & Standardisation Manager
The Academy continues to play a vital role in developing our people at every stage of their careers. By creating opportunities to connect, collaborate and learn, we are not only strengthening individual capabilities but building a more aligned and forward-thinking community.
If you’re interested in being part of a business that invests in its people, you can explore our current opportunities on our careers page.
5 Years. 25 Fit-Outs. 500,000ft2. One Growing Edinburgh Team
In five years, a lot can change…
What began as a small team of three in our Edinburgh office has grown into a team of more than thirty, delivering over 25 commercial fit-outs and transforming over half a million square feet of workspace across the city, and the country.
Since Wallace Whittle’s management buyout, this growth has been shaped not just by scale, but by a shift in how workplaces are designed, delivered and experienced. Today, our Edinburgh team creates spaces that balance performance, sustainability and the needs of the people who use them every day.
Over the past five years, the Edinburgh team has delivered over 25 fit-outs across the city, with commercial office space emerging as a defining area of expertise. These projects span a diverse client base but share a common goal: creating workplaces that support performance, wellbeing and long-term adaptability. From contemporary financial offices to sustainability-led headquarters, each project reflects a tailored approach, underpinned by strong technical delivery and close collaboration with clients and design teams.
“The expectations of commercial workspace have shifted significantly over the past five years. Clients are no longer just looking for functional offices, they want environments that support wellbeing, attract talent and align with their sustainability ambitions. Our role is to bring all of that together, delivering spaces that perform technically while genuinely enhancing the day-to-day experience of the people using them.” Stephen Osborne, Edinburgh Director, shared with us.
Royal London, saw the transformation of the top five floors at 80 Fenchurch Street in London into a high-quality, future-focused workplace. The space brings together staff offices, breakout areas, meeting suites and a dedicated client environment, all designed to support both day-to-day operations and wider business engagement.
Through the integration of advanced building services and alignment with BREEAM and WELL standards, the project prioritises environmental performance, air quality and user experience. Achieving an EPC rating of ‘A’ and WELL Platinum, the development reflects a holistic, sustainability-led design approach. You can read more about Royal London’s Fenchurch Street office here.
The success of the project has led to continued collaboration with Royal London, including further work within their Edinburgh office portfolio.
Alongside landmark projects such as Royal London 80 Fenchurch Street, our Edinburgh team has delivered a wide range of commercial fit-outs across the UK, each tailored to meet our clients’ specific needs while maintaining a consistent focus on quality, performance and sustainability. Such as:
- Virgin Money, Glasgow
- Burges Salmon, Edinburgh & London
- Rathbones, Edinburgh & Glasgow
- Edinburgh Fringe HQ
- Dickson Minto
- Anderson Strathern
- and many more…
Five Years On
Reflecting on the past five years, the growth of our Edinburgh office has been shaped not only by the number of projects delivered, but by the strength of the relationships built along the way. From early commissions to repeat collaborations, our work across the commercial sector has allowed us to develop a deep understanding of what our clients need from their spaces, both now and in the future.
Operating from Thistle Street has positioned the team at the heart of Edinburgh’s commercial landscape, supporting a wide range of organisations in delivering high-quality, future-ready workplaces. The 25 fit-outs completed during this period reflect that journey, each contributing to the evolving fabric of the city and reinforcing our reputation for technical excellence and collaborative delivery.
Alongside this, the continued growth of the team will play a key role in shaping what comes next, bringing new skills, perspectives and energy that will support the delivery of increasingly complex and ambitious projects.
“What’s been most rewarding over the past five years is seeing how the Edinburgh team has grown in both size and capability. We’ve built a really strong, well-rounded group here, and that’s allowed us to take on more complex commercial projects with confidence. The quality of work coming out of the office now is a real reflection of the people delivering it.”
With a strong pipeline of work and an expanding team, we look ahead with confidence to the next chapter.
To learn more about our Edinburgh team and our commercial fit-out capabilities, please get in touch at [email protected] or reach out directly to Stephen at [email protected]
We’d be happy to discuss how we can support your next project.
Whole Life Carbon Assessment: Turning Carbon Data into Better Design Decisions
WWith growing pressure to reduce carbon across the full lifecyle of buildings, Whole Life Carbon Assessments (WLCA) have shifted from being a post-design specialist add-on exercise to a fundamental design tool which directly informs design decisions, material choices and construction strategies. We spoke to Collin Campbell, Senior Sustainability Consultant, about some of the barriers holding back the adoption of WLCA.
As the built environment comes under increasing pressure to meet ambitious net-zero targets, understanding the full carbon impact of buildings and their construction is essential. Whilst much of the industry has traditionally focused on operational emissions, attention and concern is shifting towards the carbon associated with materials, construction, maintenance and the end-of-life. This is where Whole Life Carbon Assessments play a critical role.
WLCA is a methodology used to measure the total carbon emissions of a building across its entire Lifecycle, from the extraction and manufacturing of materials, through to the construction and operation, to the eventual demolition and disposal.
“As Sustainability Consultants, we’re experts at assessing carbon and driving evidence-based decision making. We’ve undertaken Whole Life Carbon Assessments for complex residential, commercial, education and healthcare projects, supporting engineers and design teams to achieve measurable, long‑term carbon reductions.” Collin shared.
Why WLC Matters Now
While awareness of carbon in the built environment has grown significantly, the scale of the challenge is still often underestimated. The sector is responsible for approximately 25% of the UK’s total greenhouse gas emissions (UKGBC), making it critical that we tackle this and focus on the transition to net zero. Addressing both operational and embodied carbon, is essential in meeting the UK’s climate targets, including those set out in the Climate Change Act, and the 2050 net-zero commitment.
In response, government and industry have made it clear that partial approaches to carbon are no longer sufficient, and reducing carbon across the full lifecycle of buildings is critical to credible net zero delivery. Initiatives such as the Construction 2025 strategy have highlighted the need to tackle emissions across the construction sector, while organisations including RIBA and the UK Green Building Council continue to emphasise the importance of embodied carbon within a building’s overall impact.
Despite this, embodied carbon is still often less understood, less prioritised, and less consistently measured than operational emissions. WLCA is still inconsistently applied across projects and treated as more of a compliance exercise rather than a design benefit. As a result, key opportunities to reduce carbon can be missed, especially when decisions are made later in the design process. This is where Whole Life Carbon Assessments become increasingly important, as they provide insight needed to understand where emissions occur and enable more proactive and informed decisions from the get-go.
WLCA at WW
Wallace Whittle supported Royal London in the transformation of its Edinburgh headquarters at 1 Thistle Street, delivering a robust RIBA Stage 3 and 4 embodied carbon assessment to inform an ambitious sustainability strategy. The scheme sensitively combines refurbishment with new-build elements to create a high-quality, future-ready workplace, while reducing overall environmental impact.
Through detailed carbon modelling and close collaboration with the wider design team, the development is on track to achieve a low upfront embodied carbon figure, demonstrating that strong sustainability outcomes can be delivered alongside commercial and operational performance.
How WLCA Works in Practice
While Whole Life Carbon Assessment provides a picture of a building’s carbon impact, its real value lies in how it is applied throughout the design process. Rather than acting as a retrospective calculation, WLCA is most effective when embedded early, ideally at concept stage, as this is where it can meaningfully influence decisions.
At its core, WLCA brings together data from across a building’s lifecycle, allowing the carbon impact of different materials, systems and construction approaches to be assessed. Applied with the same rigour as any other engineering discipline, it provides robust, data-driven insights to guide design decisions. This enables meaningful comparisons between design options, helping to identify where emissions are highest and where reductions can be made. This allows for comparisons between design options and identifies where emissions are highest and where reductions can be made.
In practice, this is often realised through a hierarchy of design decisions; prioritising the reuse of existing assets where possible, optimising structural design, selecting lower carbon materials, and improving construction efficiency. These decisions, again, are most impactful when made early, where there is greater flexibility to shape the design without significant cost or programme implications.
WLCA can also help to highlight trade-offs. For example, the lowest embodied carbon option is not always the most effective over the full lifecycle of a building, and a whole life approach ensures that decisions are balanced across both embodied and operational performance.
What’s Holding WLCA Back?
The adoption of Whole Life Carbon Assessments across the industry has been relatively slow. While awareness is increasing, there continues to be several barriers that limit its widespread application.
“One of the most significant challenges is the mindset, particularly the industry’s continued focus on short-term costs over long-term value. Whole life carbon considers the performance of a building over its entire lifecycle, often spanning 60 years or more. While this approach can deliver both carbon and cost savings over time, decisions are still frequently driven by upfront capital expenditure, making it more difficult to prioritise longer-term outcomes.”
There is also the challenge of navigating an increasingly complex and crowded sustainability landscape. With a growing volume of guidance, tools, and competing narratives, it can be difficult for clients and design teams to identify clear, reliable approaches. This is further complicated by the presence of greenwashing, which can undermine confidence and make it harder to distinguish between meaningful carbon reduction strategies and those that offer limited real impact.
“Focusing solely on reducing embodied carbon does not always lead to the best overall outcome, and without a whole life perspective, there is a risk of overlooking important trade-offs across a building’s lifecycle.” Collin shared.
Together, these challenges highlight that while the industry is moving in the right direction, there is still work to be done to embed Whole Life Carbon Assessment as a standard part of the design and decision-making process.
As the industry continues to navigate the transition to net zero, a more holistic approach to carbon assessment is no longer optional. Whole Life Carbon Assessment provides the insight needed to move beyond isolated decisions and instead consider the full impact of a building across its entire lifecycle.
However, the value of WLCA is only fully visible when it is embedded early in the design process. By considering carbon from the outset, project teams are better positioned to influence key decisions around materials, systems, and construction methods.
At Wallace Whittle, whole life carbon thinking is becoming an integral part of how we approach projects, from PBSA developments to residential schemes. By engaging early, we support clients and design teams to make informed, balanced decisions that reduce carbon. Early sustainability engagement can also have benefits for cost and performance. Through a collaborative and practical approach, we aim to simplify complexity and turn carbon ambition into tangible, measurable outcomes.
If you’d like to learn more about Whole Life Carbon Assessment or explore how our sustainability team can support your project, we’d be happy to hear from you. Get in touch at [email protected]
BSI. (2023). PAS 2080:2023 Carbon Management in Infrastructure. [online] Available at: https://www.bsigroup.com/en-GB/insights-and-media/insights/brochures/carbon-management-in-buildings-and-infrastructure/.
RICS (2024). Unlocking sustainability: exploring RICS’ whole life carbon assessment (WLCA) standard. [online] Available at: https://www.rics.org/profession-standards/rics-standards-and-guidance/sector-standards/construction-standards/whole-life-carbon-assessment/unlocking-sustainability-exploring-rics-whole-life-carbon-assessment-wlca-standard.
UKGBC (2023). Climate Change Mitigation. [online] UKGBC. Available at: https://ukgbc.org/our-work/climate-change-mitigation/
UK Net Zero Carbon Building Standard. (2026). [online] nzcbuildings.co.uk. Available at: https://8f2d86b0-7c72-4129-a02b-72f5adfae419.filesusr.com/ugd/790941_f53e6b4b6dc04fd3aeb4b122a1b95b15.pdf.
Whole life carbon assessment for the built environment. (2024). [online] RICS Professional Standard. Available at: https://www.rics.org/profession-standards/rics-standards-and-guidance/sector-standards/construction-standards/whole-life-carbon-assessment.
Whole Life Carbon Management Handbook for the Built Environment. (2026). [online] National Infrastructure & Service Transformation Authority. Available at: https://assets.publishing.service.gov.uk/media/69a81a47b9bd90e63a252292/NISTA_WLC_Management_Handbook_2026.pdf.
Collin Campbell
Senior Sustainability Consultant
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Can HTM‑Led Assurance Redefine Hospital Delivery? Lessons from Wallace Whittle’s UK-wide Experience
The landscape of hospital delivery is shifting rapidly. No longer can critical considerations like clinical risk, digital integration, and sustainability be treated as “add-ons” to be addressed at the end of a design; today, they must shape the brief from day one.
At Wallace Whittle, our UK-wide healthcare experience has shown us that HTM-led assurance has become the essential foundation for navigating these complexities. By treating Health Technical Memoranda (HTMs) as the living “backbone” of the engineering process rather than a mere administrative checklist, we ensure that safety, operational resilience, and net zero ambitions are woven into the very fabric of modern clinical environments.
HTMs The backbone of how healthcare buildings are engineered
Health Technical Memoranda (HTMs) form the foundation of how healthcare environments are designed, delivered and operated across the UK. Developed by NHS England, they represent the most comprehensive set of engineering guidance in the sector, setting out not just what systems are required, but how they should perform, integrate and be maintained over time.
They span every critical aspect of a hospital’s infrastructure, from ventilation and infection control to water safety, medical gases, electrical resilience, and fire strategy. Importantly, HTMs go beyond technical compliance. They embed clinical risk management into engineering design, ensuring that building systems actively support patient safety, staff wellbeing, and operational continuity.
At the same time, HTMs work in parallel with NHS England, aligning engineering performance with how clinical spaces are planned and used. This relationship is key. It ensures that infrastructure and environment are not designed in isolation, but as part of a coordinated, functional healthcare setting.
We treat HTMs as a living part of the design process rather than a static set of rules. Instead of applying them as a final compliance check, we bring them into projects from the earliest stages. This allows them to inform key decisions around system selection, spatial coordination, resilience strategies, and long-term maintenance.
By embedding HTMs early, we are able to identify risks sooner, reduce redesign later in the programme and create a clearer path through approvals and validation. It also ensures that by the time a project reaches commissioning, compliance is not something to be proven; it is something that has already been designed.
Why standardisation matters
HTMs work alongside the Health Building Notes programme to create a consistent framework for how clinical spaces are planned, engineered and operated. They ensure that while hospitals may differ in size, shape and function, the underlying systems that support patient care behave in a predictable, safe and repeatable way.
This consistency is critical in healthcare environments where reliability is non-negotiable. Standardisation reduces ambiguity in design decisions, aligns expectations across multidisciplinary teams, and helps ensure that engineering solutions are tested against recognised benchmarks from the outset of a project.
In practice, we see the benefits of this approach across every stage of delivery:
- Designs progress more smoothly with fewer late-stage changes
- Coordination between disciplines is more efficient and transparent
- Commissioning and validation are more structured and predictable
- Clinical teams experience familiar, dependable environments that support safe operation
Standardisation does not mean uniformity. It does not produce identical hospitals. Instead, it ensures that the most critical systems, the ones that directly impact safety, infection control and operational resilience, function in a way that clinicians can trust, regardless of location or project scale.
System-specific assurance where safety is embedded
Each HTM focuses on a specific aspect of healthcare infrastructure, providing detailed guidance that connects engineering performance directly to patient safety and clinical outcomes.
Key examples include:
- HTM 03-01 – ventilation and healthcare-associated infection control
- HTM 04-01 – water systems, including Legionella risk management
- HTM 02-01 – medical gas pipeline systems and critical life support infrastructure
- HTM 05 series – fire safety strategy and evacuation resilience in healthcare settings
- HTM 06-01 – electrical services supply and distribution
Rather than treating these as standalone documents, we integrate them into every stage of design development. They are embedded within technical reviews, coordination workshops, commissioning strategies, and validation processes. This ensures that compliance is not only achieved but fully understood and demonstrated at every stage of delivery.
Example in practice
A strong example of this approach can be seen in our recent work on Victoria Infirmary, where early-stage HTM alignment significantly influenced both system design and delivery sequencing.
By applying HTM requirements at the concept stage, particularly around ventilation performance (HTM 03-01), HTM 06-01 electrical services and water safety (HTM 04-01), key engineering decisions were resolved before detailed design began. This reduced late-stage redesign, improved coordination between mechanical and electrical systems, and streamlined the commissioning process.
Crucially, it also gave the clinical team confidence that critical safety systems had been considered from the outset, not retrospectively validated at handover.
This early alignment meant that when the project reached commissioning, the focus shifted from resolving compliance issues to verifying performance, accelerating practical completion, and improving overall delivery confidence.
Net zero and sustainable design within an HTM framework
As healthcare design evolves, HTMs are no longer viewed solely through the lens of safety and compliance. They are increasingly shaping how hospitals respond to wider national priorities, particularly the drive towards net-zero carbon within the NHS.
Rather than sitting alongside sustainability targets, HTM requirements directly influence the parameters within which low-carbon design must operate. Factors such as ventilation performance, energy efficiency, thermal comfort, and system resilience must all be achieved without compromising the clinical safety standards set out in HTM guidance.
This creates a clear design challenge: delivering high-performing, low-carbon buildings while maintaining strict technical and operational requirements. It is within this balance that the role of engineering becomes critical.
Our approach is to integrate sustainability modelling and carbon reduction strategies from the earliest stages of design, ensuring they are developed in parallel with HTM compliance rather than introduced afterwards. This allows net-zero ambitions to be embedded in system selection, plant strategies, and spatial planning from the outset, rather than retrofitted later in the process.
Delivering this balance requires more than technical compliance. It depends on a deep understanding of how healthcare environments function in practice, and how engineering decisions directly affect clinical outcomes.
Across our UK offices, our healthcare engineers bring that understanding to a wide range of environments, including community healthcare settings, elective care facilities, acute hospitals, mental health units and complex surgical environments.
This breadth of experience informs how we approach every project, with a focus on quality, resilience and long-term performance, as well as the practical realities of how spaces are used day to day.
As the New Hospital Programme moves forward, HTM-led assurance will be central to delivering hospitals that are safe, sustainable and built for the future.
We’re keen to connect with others shaping this next phase of healthcare delivery. Reach out to our Healthcare Team today at [email protected]
Paul Cooper
Director, Healthcare Lead Scotland & Ireland
Jonathan Blackhurst
Associate Director, Healthcare Lead England
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Future Homes Standard: What It Means for Your Programme, Budget & Design Strategy
The incoming Future Homes Standard is anticipated to fundamentally change how residential schemes are designed, costed and delivered, going beyond the requirements of the current Building Regulations.
From 2025, new homes are expected to produce around 75–80% fewer carbon emissions than homes built to the 2013 Part L Building Regulations baseline, largely attributed to utilising low-carbon heating as a default, an improvement in building fabric energy efficiency, and a new, more complex energy modelling methodology through the introduction of the Home Energy Model (HEM).
For developers and project teams, the Home Energy Model ensures that the assessment of building energy performance is no longer just a compliance exercise, as it will now require and consider a more in-depth look into:
- Heating strategies and plant space
- Electrical infrastructure and grid capacity
- Design coordination between architecture and MEP
- Programme sequencing and early-stage decision-making
- Capital cost and long-term asset performance
The direction of travel is clear, but the question is: Is your current project pipeline aligned with it.
Projects that treat the Future Homes Standard as a late-stage regulatory hurdle increase the risk of redesign, delay , and avoidable cost uplift. Those clients and developers seeking to incorporate the requirements early in the design can plan for greater compliance margins, an increase in project viability, and improved energy performance from the outset.
What is the Future Homes Standard?
The Future Homes Standard (FHS) is a set of mandatory regulations designed to significantly reduce carbon emissions from new homes in England. Its primary goal is ambitious, but by 2025, all new homes should emit 75–80% less carbon, and equivalent emissions than homes built under the current regulations. The standard represents a major step in the UK’s journey toward net-zero housing, supporting the decarbonisation of domestic energy use by utilising the rapidly increasing number of renewable energy systems coming online to the UK national electricity grid.
The FHS is part of a broader strategy to tackle climate change while maintaining practicality and affordability for developers and homeowners. It does this by mandating high-performance building fabric energy efficiency, installation of low-carbon heating systems, and increasing the requirement for provision of renewable energy. Unlike previous updates to Building Regulations, the FHS also introduces a new approach to compliance and modelling through the Home Energy Model (HEM), which allows for more detailed, dynamic, and realistic assessments of a building’s energy performance.
While the goals are clear, the rollout of FHS has not been without challenges. The programme has experienced delays with arrangements still being finalised, including ongoing questions around training, accreditation, and the impact on project costs and timelines.
What are the key changes?
For developers, designers, and consultants, the key changes go beyond compliance and will influence decisions much earlier in the project lifecycle.
Under the FHS, fossil fuel boilers will no longer be permitted in new homes. Instead, developments will be expected to adopt low-carbon heating solutions such as:
- Air source heat pumps (ASHPs)
- Ground source heat pumps (GSHPs)
- Connection to low-carbon district heat networks
This marks a major cultural and technical shift for the sector, requiring heating strategies to be considered from the very earliest design stages.
The FHS places greater emphasis on the “fabric first” approach, meaning:
- Improved insulation standards
- Enhanced airtightness targets
- Reduced thermal bridging
- Better-performing windows and doors
The intention is to reduce overall energy demand before relying on technology to offset performance.
With HEM requiring a greater number of inputs in more detail, project teams will need to:
- Confirm heating strategies earlier
- Lock in fabric performance sooner
- Coordinate MEP and architectural decisions more closely
Late-stage design changes are likely to become more costly and difficult to accommodate.
With HEM requiring a greater number of inputs in more detail, project teams will need to:
- Confirm heating strategies earlier
- Lock in fabric performance sooner
- Coordinate MEP and architectural decisions more closely
Late-stage design changes are likely to become more costly and difficult to accommodate.
With more sophisticated modelling comes an expectation of:
- Additional detailed technical submissions for a range of servicing equipment
- Greater scrutiny at compliance stage
- Increased coordination between disciplines
This will have implications for workloads across the design team, assessors, and building control.
Together, these changes are intended to drive better-performing homes that are lower-carbon, more resilient, and cheaper to run over their lifetime. However, they also demand a higher level of coordination, earlier engagement, and stronger technical understanding across project teams.
Modelling, Skills, and Workload
One of the most significant changes introduced by the Future Homes Standard is the transition away from the Standard Assessment Procedure (SAP) as the primary compliance tool. In its place, the Home Energy Model (HEM) will provide a more detailed approach to assessing energy performance.
While both tools aim to demonstrate regulatory compliance, the methodology, level of detail, and practical implications for design teams differ quite considerably. The table below outlines the key distinctions between SAP and HEM, and what they mean in practice.
Market Impact & Opportunities
As the industry prepares for the transition, many organisations are already reviewing design strategies, heating specifications and development programmes to understand how the Future Homes Standard may affect current and upcoming schemes. Craig Robertson, our Director for England shared with us:
“The Future Homes Standard brings a much-needed sense of direction and alignment across the residential sector in England. While the initial cost implications can feel daunting, many developers are already embracing the shift and recognising the long-term benefits of improved building performance and electrification.
At Wallace Whittle, we are fully engaging with initiatives such as the Future Homes Hub to stay ahead of the transition. Early decisions at client brief stage, particularly around heating strategy and energy performance, are now critical to managing cost and programme risk.
We also hope to see continued alignment between the Future Homes Standard and Section 6 requirements in Scotland, helping to create greater consistency across the UK market.”
Challenges, Uncertainty and the Journey Ahead
However, delays to publication, uncertainty around transitional arrangements, and concerns over software readiness have created some hesitation across the industry.
Developers may face a slight increase in upfront capital costs, tighter design coordination, and longer modelling processes. Design teams must commit to key decisions earlier in the project lifecycle, while assessors and local authorities prepare for higher workloads.
There are also broader questions surrounding affordability, viability, and embodied carbon regulation, which remains outside the scope of national Building Regulations for now. For some, it feels ambitious; for others, it is long overdue.
While some elements of the FHS are still to be finalised, the direction is sufficiently clear to begin meaningful early-stage assessments. With SAP 10.3 expected to be released alongside the FHS, and HEM to follow shortly after, there will be a defined transition period being SAP is fully retired, likely no earlier than Summer 2029.
What Developers Should Be Thinking About Now
The transition to the Future Homes Standard will require changes across the entire residential delivery process, from early design decisions through to construction and compliance assessment.
For developers and housing providers, one of the most important steps is ensuring design teams are prepared for the shift in how domestic energy performance will be modelled and assessed. The introduction of the Home Energy Model represents a significant change from the established SAP methodology, and the industry will need time to develop the necessary skills and processes.
Skills gaps and design team readiness are already emerging as potential challenges. Responding to regulatory change is never straightforward, and with the Future Homes Standard introducing new modelling approaches and performance expectations, many project teams will need to adapt their design strategies and technical understanding.
At the same time, uncertainty around final regulatory details and implementation timelines presents a further risk for developers progressing schemes in the near term. Clients may be working to specifications and cost assumptions based on current regulations, which may not fully align with the final Future Homes Standard requirements.
Early engagement and informed decision-making will therefore be critical. Considering energy strategy, heating systems and building performance at the earliest stages of project development can help reduce the risk of late design changes or additional costs as the new standards are implemented.
Wallace Whittle works with developers, housing providers and contractors to help navigate the transition to new regulations and standards.
Our sustainability specialists are actively engaged in residential low-carbon design and assessment, working closely with accreditation partners and industry bodies to monitor developments around the Future Homes Standard. This allows us to provide clients with early insight into likely requirements and the potential impact on design, specification and programme.
Through early-stage energy strategy, compliance modelling and heating strategy optioneering, we help clients understand both the risks and opportunities associated with the transition. Our focus is on ensuring that development plans remain viable, while aligning projects with the evolving regulatory landscape.
With a long track record in the residential sector and strong industry partnerships, we are well positioned to support developers in managing this transition and preparing schemes for the Future Homes Standard.
Our specialists are supporting clients in navigating the transition to low-carbon compliance. From early-stage feasibility through to detailed modelling and delivery, we can help ensure your project is ready for what’s ahead. Get it touch with our team at [email protected]
Elmhurst Energy. (2025). Future Homes Standard 2025 Round-Up: SAP, HEM and What’s Coming Next – Elmhurst Energy. [online] Available at: https://www.elmhurstenergy.co.uk/blog/2025/12/10/future-homes-standard-2025-round-up-sap-hem-and-whats-coming-next/.
Jones, V. (2022). Changes to Approved Document L and the Future Homes and Buildings Standard – Structural Timber Association. [online] Structural Timber Association. Available at: https://www.structuraltimber.co.uk/news/changes-to-approved-document-part-l-and-the-future-homes-and-buildings-standard [Accessed 6 Mar. 2026].
Kensa. (2025). Future Homes Standard & Building Regulations & Changes 2025 | Kensa. [online] Available at: https://kensa.co.uk/housing-developments/future-homes-standard.
Norrsken Company Ltd. (2025). The Future Homes Standard 2025 explained. [online] Available at: https://www.norrsken.co.uk/blogs/regulations/the-future-homes-standard-2025-explained.
Sunamp Global. (2024). Future Homes Standard 2025: How low carbon technologies will transform the built environment. [online] Available at: https://sunamp.com/blog/future-homes-standard/.
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Andrew Smith Joins Wallace Whittle to Lead Leeds Growth
WWe have strengthened our presence in Leeds and the wider North of England with the appointment of Andrew Smith as Location Director, supporting our continued growth across Yorkshire and the region.
Andrew joins us with more than 30 years of experience across the built environment. His appointment reflects increasing demand for our engineering and sustainability expertise across the region, as we continue to support a growing portfolio of residential, commercial, mixed-use, healthcare, life sciences, data centres, education and industrial projects.
Based in Leeds, Andrew will lead the development of the local team while working closely with clients and the wider company. The city’s strong connectivity and established development pipeline make it a key base for supporting projects across the North.
With a background spanning senior leadership roles and the successful growth of his own consultancies, Andrew brings a blend of technical expertise and entrepreneurial insight. He is known for building high-performing teams and delivering complex projects, with a strong focus on collaboration and long-term value, traits we value at Wallace Whittle.
A key priority for Andrew will be the organic growth of Wallace Whittle’s Leeds presence. With investment in people and talent development at the heart of our approach, he aims to source and nurture talent. Mentoring the next generation of engineers and contributing to projects that leave a lasting legacy across the UK.
Commenting on his appointment, Andrew shared:
“Leeds feels like the right place at the right time, both for Wallace Whittle and for me. Leeds is a central hub, well connected by rail and road, which allows us to support clients across Yorkshire and the wider North in a very practical and efficient way.
“What really stood out to me about Wallace Whittle is its culture. In an industry facing a real shortage of talented and aspiring engineers at every level, building and retaining strong teams matters now more than ever. My priority is to grow the Leeds office in the right way, investing in people’s professional development and choosing projects where we can make a meaningful, long-term impact. Being part of a business with a clear growth plan and strong values is incredibly exciting”
Andrew’s appointment also builds on Wallace Whittle’s recent success across the region, including involvement in the Hungate development in York and the Dyecoats scheme in Leeds, a project that features towers and medium-rise blocks with ground-floor amenity areas and plant spaces. We also played a key role in this project achieving Gateway 2 Building Control Approval.
Allan McGill, our Managing Director added:
“As Andrew steps into lead our Leeds office, strengthening our presence is a key move in delivering our continued growth across England. Andrew brings a rare combination of technical expertise and entrepreneurial experience that will help drive our regional expansion. His vision for building a strong team, focused on quality, culture and long-term relationships, aligns perfectly with our approach at Wallace Whittle.”
With Andrew leading the Leeds team, we are well-positioned to continue our regional growth, delivering innovative engineering and sustainability solutions across Yorkshire and the North East whilst investing in the next generation of talent.
Reach out to our England team to discuss your next project and be part of this growth.
Andrew Smith, Leeds Location Director – [email protected]
Carl Saxon, Regional Director South England – [email protected]
Colin Preston, Business Development Director, South England – [email protected]
Peter Kirk, London Location Director – [email protected]
Darren Wright, Birmingham Location Director – [email protected]
Data Centre Cooling in the Age of AI and High-Density Computing
WWith the UK Government’s latest initiative to expand the nation’s data centre capacity, aiming to compete with superpowers like the US and Germany, the number of facilities is set to grow significantly in the coming years. At the same time, the rapid adoption of generative AI and cloud computing is driving an urgent need for data centres that are not only efficient but also resilient and future-proof.
But with this growth comes a major challenge: heat. High-density computing generates enormous amounts of it, demanding sophisticated cooling strategies. These solutions must balance technical performance with sustainability, cost, and long-term planning, making cooling one of the most critical aspects of modern data centre design.
With the rise of AI and high-performance computing, data centres are facing much higher heat densities than ever before. Traditional air cooling alone can no longer cope, which is why we’re seeing a growing shift towards liquid cooling. This trend is also reflected in the market, with more manufacturers introducing Cooling Distribution Units (CDUs) as standard solutions.
The choice of cooling system ultimately depends on the technology within each data centre. The AI boom, in particular, has accelerated the move towards liquid cooling and immersion cooling. Whilst immersion cooling has its benefits and is anticipated to see an upscale in its use going forward, concerns around cost, familiarity and limited manufacturer support have restricted its use.
Direct-to-chip liquid cooling on the other hand has seen a significant uplift in its use, particularly due to the capability of retrofitting into existing facilities, and this shift is already changing how we approach data centre design, ensuring that infrastructure is both resilient and future-ready. You can read more about the wider influence of AI on data centre design in our article The Influence of AI on Data Centre Design
Sustainability is a justified concern in data centre design, particularly given the significant energy required to operate and cool these facilities. Cooling systems alone account for a large proportion of overall consumption, which makes selecting the most efficient approach, and identifying opportunities to minimise energy use, critical for both performance and environmental impact.
Globally, there is a growing shift toward waste heat recovery. While the UK currently has no legislative requirements, the EU’s Energy Efficiency Directive (EED) already mandates that data centres over 1MW must either reuse waste heat or prove that it is not technically or economically feasible. It seems likely that similar measures will eventually be introduced in the UK. Implementing such systems will typically require additional plant to uplift temperatures to usable levels and, crucially, local heat demand, meaning not every site will be suitable.
Powering data centres is another challenge. While renewable integration is possible, a single renewable solution alone cannot realistically meet the demand of high-density facilities, particularly AI-focused ones. More promising are direct links to multiple sources of renewable generation, such as connections between data centres and nearby wind farms, helping to ensure energy use is closely matched with green generation. In Scotland, this presents a major opportunity given the country’s extensive renewable energy resources.
Scotland also offers a natural advantage in cooling. Its consistently low ambient temperatures, and designing to higher facility water temperatures available via liquid cooling, allow for extensive use of ‘free cooling’, using outside air to significantly offset or replace mechanical cooling. This can be applied directly, by filtering and circulating outdoor air into the data hall, or indirectly, by transferring heat through an exchanger. In either case, it significantly reduces energy consumption while maintaining optimal operating conditions.
Practical Considerations
Designing or upgrading data centres to ensure adequate cooling brings a number of complex challenges. One of the most significant is striking the right balance between minimising plant provision, and the associated capital costs, while still satisfying both client requirements and the accreditation standards often sought in the industry, such as Uptime Institute Tier Certification, or the CEEDA Award for energy efficiency.
Acoustics can also be a major issue, particularly when sites are close to residential or commercial properties. Cooling plant and supporting infrastructure such as generators and cooling plant can generate substantial noise, often requiring careful screening, attenuation, or alternative design solutions to comply with planning constraints.
Another critical factor is heat load testing. As data centres move towards higher capacities, the industry is shifting from small-scale load banks and towards larger-scale solutions, such as boilers, to more accurately simulate operational conditions.
Where clients plan for future growth and modular expansion this must be carefully planned from the outset. For example, integrating additional cooling plant into a live environment requires careful sequencing and, where possible, planning for downtime during system modifications, commissioning, or top-ups. This becomes especially challenging in facilities that operate 24/7 and cannot afford service interruptions, making forward planning and resilient design strategies essential.
Future Considerations
Looking ahead, cooling strategies are set to evolve rapidly alongside the growth of high-density and AI-driven data centres. Liquid cooling and CDU solutions, which are already becoming widely available from multiple manufacturers, are expected to become commonplace over the next few years, particularly as demand for AI-ready facilities continues to grow.
The pace of technological development presents a unique challenge. IT hardware is advancing so quickly that by the time a data centre project completes design, planning, and construction, the equipment it houses may already be on the verge of being outdated. This underscores the importance of designing flexible and adaptable cooling strategies that can accommodate future innovations without requiring extensive retrofits.
For data centre designers, like ourselves, and even operators, this means planning not only for current requirements but also for scalability and future technological advancements, ensuring that these facilities remain efficient, resilient, and future-proof.
If you’re looking to design or upgrade a data centre with efficient, sustainable, and future-proof cooling solutions, get in touch with our team today, or contact John Moore at [email protected]
At Wallace Whittle, we combine MEP and sustainability expertise to deliver innovative designs tailored to your specific needs.
CEEDA (2025) Datacenterdynamics.com. Available at: https://www.datacenterdynamics.com/en/ceeda/.
Commission Recommendation (EU) 2024/2395 of 2 September 2024 setting out guidelines for the interpretation of Article 26 of Directive (EU) 2023/1791 as regards the heating and cooling supply. Official Journal of the European Union, L series, 9 September. [Online]. Available at: http://data.europa.eu/eli/reco/2024/2395/oj
Energy Efficiency Directive (2023) Energy. Available at: https://energy.ec.europa.eu/topics/energy-efficiency/energy-efficiency-targets-directive-and-rules/energy-efficiency-directive_en#energy-performance-of-data-centres.
Tier Certification Overview (2025) Uptime Institute. Available at: https://professionalservices.uptimeinstitute.com/tier-certification
Wallace Whittle Strengthens Leadership Team in England with Senior Appointment
WWe have appointed Colin Preston as Business Development Director for the South of England, further strengthening our leadership team in the region.
Colin joins following the addition of the Mecserve team to the London office, bringing over 30 years’ experience across commercial, residential, retail and hospitality sectors. His background includes senior roles at WSP and Mecserve, and delivering high-profile projects for clients such as The Crown Estate, Firmdale Hotels and British Land, as well as major mixed-use schemes across Regent Street, Oxford Street and Haymarket.
Commenting on his appointment, Colin said:
“As a people-focused business that values quality and long-term partnerships, Wallace Whittle’s values align perfectly with my own. I’m excited to now build on the success the business has achieved in Scotland in the South of England. For me, it is about making the brand mean something by delivering consistency, passion and a personal touch in everything we do.”
Allan McGill, Managing Director, added:
“Along with our business growth plans for England we are delighted to welcome Colin to Wallace Whittle. Colin has joined us alongside the wider Mecserve team, however, he will be fully focused on developing and growing client relationships for the business. He will work closely with Craig Robertson, business development director for England, and Carl Saxon, regional director for South of England, in what is now a highly experienced team.”
Wallace Whittle continues to expand across England, focusing on commercial offices, mixed-use, student accommodation and emerging growth sectors, while strengthening collaboration across its UK-wide network.
As we continue to expand our presence, focusing on commercial offices, mixed-use developments, student accommodation, and emerging sectors, we are strengthening our leadership and aligning expertise across our offices to build a seamless, collaborative UK-wide network.
You can read more about our growth across England here – Scaling with Purpose: Our Vision for England – Wallace Whittle
Reach out to our England team to discuss your next project and be part of this growth.
Colin Preston, Business Development Director, South England – [email protected]
Carl Saxon, Regional Director South England – [email protected]
Peter Kirk, London Location Director – [email protected]
Darren Wright, Birmingham Location Director – [email protected]
Building for the Future: Meet the New Faces behind Wallace Whittle’s London Growth
WWith new senior appointments, a larger London office and a new talented multidisciplinary team joining, Wallace Whittle is driving collaboration, expertise, and a people-first approach across the capital.
With a presence in London for over 20 years, in the past year we have continued to accelerate our growth in the city – establishing our Sustainability team back in the beginning of the year, to now in the last few months, we’ve welcomed 15 new members of staff in our London office from MEP Consultancy Mecserve. These additions sparked the need for our office expansion in London, and we have now moved into a bigger space facilitating this rapid growth.
London is a key area of growth for us, with opportunities spanning the south of England across multiple industries. Our recent senior appointments, including Peter Kirk as London Location Director and Carl Saxon as Regional Director South of England, demonstrate our commitment to expanding within the region. The most recent addition to the London Team comes from Mecserve, and they bring a wide variety of expertise alongside expertise.
Peter Kirk, our new Location Director in London, brings extensive sector experience and deep client relationships that underline the strength of the team.
“The team culture in London is excellent. They’re a vocal, energetic group that actively engages with one another and consistently offers support across the team. Our strength lies in our experienced and communicative team. Many of us have worked directly with contractors or been involved in contractor-led design projects, giving us a strong understanding of MEP services and associated specialist works from inception through to completion. This depth of knowledge enables us to produce accurate and practical designs at every stage of a project.”
Supporting Peter at a regional level is Carl Saxon, Regional Director for the South of England, who has been closely involved in integrating the London team into the wider business. We also draw on the expertise of Craig Robertson, our Regional Business Development Director, who also brings valuable guidance and cross-office collaboration to support the London team’s development.
“I’m really looking forward to continuing our good work in and around London. I’m very grateful to our clients and friends who are so supportive of our efforts and quality approach. Wallace Whittle has been in London for a long time now and the future looks brighter than ever.”
Craig Robertson shared with us.
With specialists now across mechanical, electrical and public health, the London office combines multidisciplinary expertise with a people-first working culture. This has helped create a collaborative environment where our teams can work closely together to solve complex challenges and deliver forward-thinking solutions.
“The London team’s greatest strength is our synergy. Many of us have worked closely together for years, and because of that, our collective output is truly greater than the sum of its parts. In a challenging marketplace, having a resilient team that sticks together and can be relied upon to get the job done is absolutely essential.
We’re fortunate to have a healthy balance of experienced engineers and emerging talent, allowing us to offer a broad range of services and high-value advice. Our Director team remains very hands-on — rolling up their sleeves, contributing directly to engineering delivery, and supporting our younger engineers as they develop their skills and build a strong foundation for the future.”
Robert Wilshere, Electrical Director based London, shared with us.
Sustainability continues to be a key discipline within our London office. With members of our sustainability team based in the city, London has become a hub for driving forward our sustainability ambitions across the business.
The recent addition of the Mecserve team has further strengthened this, with Youssef Safadi joining Wallace Whittle as Director of Sustainability. Youssef brings a wealth of sector experience and technical expertise, adding another valuable layer to our expanding sustainability offering, one that supports projects and clients across the entire UK. We spoke to Youssef to hear how he’s finding Wallace Whittle:
“It’s great to be part of Wallace Whittle, working alongside familiar faces and supported by a nationwide team whose collective experience strengthens everything we deliver. Across the UK we see too many projects where sustainability is treated as an afterthought, but here there is a clear focus on practical solutions and buildability that genuinely facilitate the design and build process. The close synergy with our MEP teams, combined with the breadth of knowledge and lessons learned across the country, ensures we can support clients with approaches that are both achievable and impactful.”
Together, our London-based sustainability specialists are helping shape strategies, guide compliance, and embed low-carbon thinking at every stage of design. Their presence in the capital ensures we remain close to evolving regulatory requirements, client needs, and sector trends, positioning Wallace Whittle at the forefront of sustainable building services engineering.
London presents a wide range of opportunities across commercial, residential, refurbishment, data centre, and life sciences sectors. Our team continues to deliver highly technical, high-value schemes across these markets, supported by our broader national expertise.
The team joining us recently has worked on some major London-based projects, including projects like Sixty London Wall, which highlights the calibre and complexity of the work the team can deliver. You can read more about 60 London Wall here
“Sixty London Wall was a huge commercial scheme in London with LaSalle Investments and Citygrove. We had a fantastic team on that project, I was working alongside our Directors, Joanna and Rob. It was challenging, but everything was thrown at the job, It was a really rewarding scheme and it opened up other pipelines for key work.”
Peter shared with us.
With new leadership, increased capacity, and deepening client relationships, the London team is positioned for continued growth, and the focus remains clear, delivering consistent, high-quality engineering, strengthen client relationships, support sustainable, future-ready designs and building a team culture where people thrive. What makes the London office stand out is not just the technical capability, but the people behind it.
As the team continues to grow, settle into the new space, and expand its portfolio across the capital, one thing remains central: That our people, our relationships, and our culture are the foundation of our business.
London Job Openings
Paradise11: London’s Leading Mass-Timber Workplace
Paradise 11: London’s Leading Mass-Timber Workplace
Tucked beside Old Paradise Gardens and just moments from the busyness of Albert Embankment, Paradise11 transforms a challenging urban site into one of London’s most forward-thinking workplaces.
Developed by Bywater, the six-storey mass-timber building brings together wellbeing, sustainability and contemporary design to create a warm, healthy and highly efficient office environment, which in turn is setting a new standard for how we design in dense city locations.
Positioned on a tightly constrained site between railway arches and residential buildings, Paradise11 transforms a challenging urban plot into a modern & sustainable workplace.
Working on Paradise as the MEP & Sustainability Consultants has been incredibly rewarding for our teams involved, and seeing the building come to life to such a high standard is fantastic. With exposed ceilings and visible services, the design embraces a modern aesthetic that celebrates the character of the CLT and glulam frame.
Driving Sustainability Beyond Industry Targets
Our team helped to shape a building that performs far beyond current benchmarks. Early-stage modelling, energy strategy development and extensive coordination with the design team helped to achieve:
- BREEAM: Excellent
- WELL: Gold
- EPC: A
- Around 20% improvement beyond UKGBC operational energy targets
- MEP is embodied carbon 8.9% better performance than the GLA benchmark
- 272m² of rooftop PV for onsite energy generation
These achievements indicate that Paradise is well-positioned for emerging regulation and performs efficiently compared with many UK office buildings.
Paradise is one of the first large-scale commercial projects in the UK to use Daikin’s VRV-5 R32 refrigerant system, chosen for its low global warming potential. From the start, our team focused on creating a building that wasn’t just energy-efficient but was also a great place to work for its future occupants, with natural ventilation to improve comfort, low-carbon materials to reduce environmental impact, and carefully considered thermal design.
The building is also WELL accredited, reflecting the focus on occupant health, comfort, and overall quality.
The building has achieved WELL accreditation, a recognised standard that places human health and wellbeing at the centre of design and operation. This certification highlights the project’s commitment to creating an environment where occupants feel healthier, more comfortable, and more productive every day. From enhanced air and water quality to thoughtful lighting, acoustic comfort, and wellness-driven amenities, the spaces within Old Paradise are crafted to support both physical and mental wellbeing. The result is a workplace that not only performs at a high level but also helps people thrive.
Technical Coordination with Mass Timber
Working with mass-timber structures, such as Paradise11, requires exceptional coordination. Our team worked closely with Webb Yates, B&K, and OFR Consultants to integrate services within CLT slabs and glulam beams while meeting stringent fire and structural requirements.
This allowed the design team to develop one of the first certified solutions for fire dampers suitable for timber floors and ensure all services could be routed through the structure without compromising fire safety or visual aesthetics.
Awards and Recognition
- Winner – Project of the Year, Structural Timber Awards 2025
- Winner – Commercial Project of the Year, Structural Timber Awards 2025
- Winner – Engineer of the Year, Structural Timber Awards 2025
- Shortlisted – Institution of Structural Engineers Awards 2025
- Shortlisted – New London Awards (Workplaces) 2025
- Shortlisted – Wood Awards (Buildings) 2025
- Winner – Offsite Awards: Best Use of Timber Technology 2025
- Winner – Offsite Awards: Engineer of the Year 2025
Paradise11 brings together low-carbon materials, smart engineering and elegant design to create a workplace that is both inspiring and exceptionally efficient. As mass timber gains momentum across the industry, this project shows just how far the approach can go. It also reflects what we do best at Wallace Whittle: working closely with clients and design teams to solve technical challenges, protect design intent and push environmental performance far beyond expectations. Paradise 11 is a blueprint for the commercial buildings of the future, and we’re proud to have helped make it possible.
If you’re looking to reduce operational carbon, push technical boundaries, or deliver next-generation buildings, contact us at [email protected]
