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.
BIM Stage 2 Re-Certification
BIM Stage 2 Re-Certification
At Wallace Whittle, we are committed to delivering excellence in both our products and our services, ensuring the highest quality.
Our BIM certification process is one of the many ways we demonstrate our in-house capability to successfully deliver BIM Stage 2 projects, which fully align with the RIBA stages and industry best practices.
We’re proud to share that we’ve successfully completed our BIM Stage 2 Re-Certification Audit, conducted by BSI (British Standards Institution), for our ninth consecutive year!
This latest audit, carried out in April, reinforces our ongoing commitment to quality assurance, standardisation, and the effective implementation of our information management processes. It serves as a vital benchmark of our ability to meet industry standards and deliver high-quality outcomes through virtual construction.
The audit reviewed multiple projects across Wallace Whittle, confirming our compliance with BIM protocols and the strength of our internal standards. Our skilled digital engineers are able to apply BIM from the earliest concept stages, enabling us to visualise design intent and make data-driven decisions. Using a robust suite of in-house standards alongside advanced BIM authoring tools, we develop our designs in a 3D environment, facilitating seamless collaboration with our design partners and ensuring efficient information exchange.
This integrated approach allows our designs to transition smoothly into the construction phase, reducing on-site rework, and minimising material waste. By embedding data into our models from the outset, we empower our clients with the tools to build progressive operational datasets, laying the groundwork for comprehensive digital asset management and a full project audit trail.
Over the two-day audit, the auditor demonstrated meticulous attention to detail, thoroughly reviewing evidence to confirm the consistent implementation of our BIM processes across multiple projects. The feedback was overwhelmingly positive, particularly highlighting the strength of our BIM Standards, and the clarity of our process documentation.
Paul Hargreaves, Associate Director & Academy Manager, Paul Underhill, Associate BIM Technician, and Andrew Masson, Senior BIM Technician, were instrumental in the success of the audit, which also involved Raymond Kelly, our Quality and Standardisation Manager & Associate Director. Their deep understanding of our systems and processes, along with their ability to efficiently guide the auditor to relevant evidence, played a key role in achieving such a positive outcome.
“Our processes are the principles on which the successful delivery of our projects is based. For an external auditor to review our documentation & project delivery and pass us for this accreditation is testament to the hard work of our project teams in operating in line with the ISO19650 industry standard.” Paul Underhill shared.
Wallace Whittle has once again achieved BIM Stage 2 re-certification, marking another successful year of upholding our commitment to quality.
This accomplishment reflects the collective effort of our entire team and underscores our commitment to maintaining high standards, delivering quality outcomes, and consistently applying BIM processes with precision across all projects.
“Achieving BIM Re-Certification following the 2-day Audit by BSI once again demonstrates our commitment to delivering quality of product, quality of service, standardisation, and consistency across all aspects of the business. A lot of credit must go to our BIM leads, Andrew and Paul, who demonstrated to the auditor how effectively we’re applying these processes in practice.” shared Raymond Kelly.
To learn more about our BIM processes or industry accreditations, reach out to Raymond Kelly our Quality & Standardisation Manager at [email protected]
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.
New people, new projects and new profits - how the Wallace Whittle Belfast office has been shaped post-MBO.
In April 2021, Wallace Whittle went through a management buy-out. As we celebrate the five-year milestone this year, we look to our Belfast office, which has grown in size, strength and turnover.
We sat down with Location Director, Gavin and Associate, Aidan to discuss the timeline and process of this growth.
Foundations
Wallace Whittle Belfast has existed in various forms since 2006. In 2017, we made a deliberate move to re-establish a stronger Belfast office – this time with a very different ambition.
The earlier presence was perhaps best known for projects like IKEA, but this wasn’t about putting the same pieces back together. With new leadership, a new team and a broader scope of expertise, the focus quickly shifted toward more complex projects and a stronger, more consistent presence in the Northern Ireland market.
That approach has taken the office from a single desk to a well-oiled team of twelve, with turnover doubling in the past year alone.
Building the Team
The re-build began with the appointment of Gavin McCausland as Location Director and Board member in 2017. For that first year, he was the Belfast office. Maurice McAnearney, Director, joined the following year, followed by Aidan Keown, Associate – forming a core team that remains in place today.
Having worked together for many years previously, they didn’t need time to find their rhythm. The trust was already there, which meant the focus could stay on getting the work right from day one.
“At the start, it was just about getting something up and running again. There wasn’t a big masterplan, it was more a case of building it properly, bringing the right people in, and making sure the work we delivered spoke for itself.” Gavin shared
There was a conscious shift early on. Rather than continuing with smaller, fragmented projects, the team set its sights on work of a different scale. Securing Dublin Airport marked a step forward – one of those jobs that signals a change, both internally and in the market. From there, framework appointments, including Department of Education projects, helped build momentum and strengthen long-term relationships.
A New Home on Hill Street
From that small founding team, Belfast has grown into a well-established office of twelve people, supported by a move into a new city centre space in May 2025.
Now based on Hill Street, the office sits in one of Belfast’s most vibrant areas. It’s a setting that suits the team – busy, connected, and with plenty going on around it.
Like our other offices across the UK, the Belfast space reflects a consistent Wallace Whittle approach – creating a high-quality, flexible environment that supports collaboration and day-to-day working. It’s part of a wider investment in how we operate as a business.
That investment has already made a difference. Since relocating, both headcount and turnover have increased significantly. The growth has been steady rather than rushed, built on reputation, relationships and repeat work.
Sustainability is part of that shift as well. The city-centre location has improved access to public transport, and the building incorporates features such as photovoltaic panels and aerothermal heat pump systems. More widely, sustainability is shaping the work itself, with net zero requirements now embedded in many design briefs and driving demand for decarbonisation and retrofit projects.
Project-led Change
The change in the Belfast office is probably easiest to see in the work being delivered.
Cambridge Halls is a good example of how things have moved on – it’s a different scale of project to what the team was dealing with in the early days. The high-rise nature of this Building Safety Act high-risk, multi-building, 2400-bedroom purpose-built student accommodation, complete with a full BSR gateway submission, changed the scale of major projects the team was able to deliver. At the same time, developments like the award-winning Paradise SE11 commercial office development in London show where things are heading, particularly around low-carbon design and timber construction.
“Dublin Airport was probably the point where it felt like things were moving in the right direction. Since then, the work’s changed, the scale’s changed, but the approach hasn’t – we just focus on doing a good job and build from there.” Gavin shared.
Since that early milestone, the portfolio has broadened across sectors. Projects such as DVA Headquarters, the new benchmark MOT Test Centre, Wolverhampton Learning Quarter and Rapid7 Belfast reflect a team that’s comfortable working across different types of work, adapting to different challenges as they come.
That approach has naturally opened up new opportunities. The team has expanded its presence in sectors such as student accommodation, commercial development, particularly retrofit and decarbonisation, alongside further and higher education and urban realm projects.
Some projects lean more technical, particularly where Passivhaus or tighter sustainability targets are involved. Others are more about the relationships behind them. There’s a core group of architects and contractors the team continues to work with, and that consistency says a lot about how the Belfast office operates, reflecting the wider Wallace Whittle ethos.
Working in the Belfast Market
Operating in Northern Ireland comes with its own dynamics. The talent pool is smaller, and at times political uncertainty has had an impact on project pipelines. But those challenges have helped shape a more focused and considered approach.
However, being part of a wider business is a clear advantage. The Belfast team draws on experience from across the UK and Ireland, bringing added depth to what it can offer locally. Access to Wallace Whittle’s UK-wide Sustainability team supports that further, combining specialist expertise with the agility of a regional office.
There’s also a particular way of working that suits the market. In an environment where contractors are known for being pragmatic and delivery-focused, the Belfast team operates in much the same way – responsive, straightforward, and focused on getting things done.
That carries through internally as well Gavin shared,
“It’s a small team, so everyone has to pull together. There’s no real ‘that’s not my job’ attitude – if something needs to be done, people just get on with it. That’s probably been one of the biggest strengths as we’ve grown.”
It’s not something that’s enforced – it’s just how the team works. That approach creates a collaborative environment where workloads are shared, and support is readily available. No one is left carrying too much on their own, and that balance has been a key factor in sustaining growth without compromising quality.
Developing Talent for the Future
With a limited recruitment pool, developing talent has become a key focus – not just for Belfast, but across Wallace Whittle.
That’s reflected in how the team is growing. Aidan Keown has recently been promoted to Associate, alongside Nick Hawthorne, showing the progression that’s possible within a developing office.
Apprentices play an important role. Through the Wallace Whittle Academy, the team is supporting early-career engineers as they build their experience, helping to create a pipeline for the future. A wider business initiative supports this, making it easier for offices to bring in apprentices and invest in long-term development through a ‘buy one, get two free’ approach where Head Office covers apprentice costs.
The Belfast team is also building stronger links with schools and universities, including Methodist College Belfast, Ulster University and Queen’s University – helping to raise awareness of engineering careers and connect with emerging talent.
Looking Ahead
The next phase for Belfast is about continuing what’s already working – quality of product & quality of service.
Growth is very much part of the plan, with the team expected to expand alongside a steady pipeline of work across healthcare, life sciences and decarbonisation. At the same time, being part of a wider business provides a strong platform, with access to experience across the UK and Ireland as projects continue to grow in scale and complexity.
That connection works both ways. Strong relationships with Irish contractors, many of whom operate across the UK, mean Belfast is well placed to support opportunities beyond Northern Ireland, particularly as we continue to grow our presence in England.
“The aim now is to keep growing, but not for the sake of it. It’s about bringing the right people in, doing the right projects, and making sure we don’t lose what’s worked well so far.” Gavin said.
There are still challenges, particularly around access to talent, but the approach is already in place: invest in people, build long-term relationships, and grow at a pace that doesn’t compromise quality.
From a single desk in 2017 to a well-established team less than a decade later, the progress is clear. Just as important is that the mindset hasn’t changed.
The focus is still on doing good work, working well together, and building something that’s going somewhere.
This marks another exciting step in Wallace Whittle’s growth journey as we continue to expand our capabilities and strengthen our presence across the UK.
Reach out to Gavin at [email protected] to discuss your next project.
Careers in Belfast
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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Wallace Whittle Degree Apprentice Selected for Scotland Men’s Hockey Squad at FIH Hockey Nations Cup.
Wallace Whittle Degree Apprentice Selected for Scotland Men’s Hockey Squad at FIH Hockey Nations Cup.
We are proud to congratulate Degree Apprentice Engineer, Jedd Campbell, on his selection for the Scotland Men’s National Hockey Squad ahead of this summer’s FIH Nations Cup tournament in South Africa, 11th to 20th June 2026.
Balancing the demands of international sport alongside a professional engineering career is no small achievement, and Jedd’s selection reflects the commitment, discipline, and work ethic he brings both on and off the pitch.
As part of Wallace Whittle’s ongoing commitment to developing talented young professionals, the business has supported Jedd throughout his progression as both an engineer and international athlete. Through a flexible and supportive working environment, we have helped him continue pursuing elite-level sport while developing his engineering career within the business.
His degree apprenticeship has allowed him to balance his international career with a full-time job that also provides him with a degree in engineering via a day-release University programme that aligns well with his summer international programme.
Jedd shared:
“The business has been incredibly supportive throughout my international hockey commitments with Scotland. They have generously sponsored me to assist with the costs associated with attending tournaments, which has significantly eased the financial pressure of competing at an international level. Their support has played a huge role in enabling me to continue representing Scotland while maintaining my role at work.”
Paul Cooper, Director, Glasgow said:
“It’s fantastic to see Jedd recognised at international level with his selection for Scotland. His commitment and attitude set a great example across our team, and we’re proud to support him as he represents at the highest level. Everyone at Wallace Whittle will be cheering him on.”
Wallace Whittle recognises the value that high-performing individuals bring to the workplace, particularly those who demonstrate the resilience, teamwork and dedication required to compete at elite sporting levels.
We’ll be cheering him on and wish him all the luck in competing!
We would be pleased to hear from other aspiring international athletes interested in combining high-level sport with a rewarding engineering career through opportunities like Jedd’s. Existing students are also welcome to apply; with the view they can convert to a day release degree apprenticeship.
To apply visit our Degree Apprenticeships page and please ensure when you are applying, you reference ‘Athlete’.
Wallace Whittle at UKREiiF 2026: Key TakeaWWays
Wallace Whittle at UKREiiF 2026: Key TakeaWWays
UKREiiF 2026 brought the industry together for three packed days in Leeds.
Our Wallace Whittle team was out in full force throughout the week, contributing to key conversations around housing, planning, infrastructure, and sustainability, while reconnecting with clients, collaborators, and colleagues from across the UK.
UKREiiF, organised by the UK Real Estate Investment and Infrastructure Forum, is an event which serves as a platform where industry leaders, innovators, and stakeholders meet, exchange insights, and investigate collaborative opportunities that shape the future of Real Estate and Infrastructure across the entire country.
We caught up with our delegates to hear their take on the key themes and standout conversations from the week.
As host city to UKREiiF, Leeds once again proved itself as a vibrant backdrop for the event, with the city’s ongoing regeneration and development activity on full display throughout the week.
For our Leeds Director, Andrew Smith, being at UKREiiF on home turf brought a slightly different perspective, offering not only the opportunity to engage with industry-wide conversations, but also to showcase the progress happening locally.
Reflecting on the event, he said:
“It’s always great to see UKREiiF return to Leeds, there’s a real energy across the city when the event is on. Being based here, it’s particularly rewarding to see the spotlight on the scale of development and investment happening regionally, and to hear the conversations taking place around the future of our cities.
Overall, there was a strong sense of optimism despite the geopolitical challenges we currently face, with open and constructive dialogue and a clear level of momentum, exactly what these events are intended to foster.”
Craig Robertson, Director, England, captured a prevailing mood across the event: that the time for talking has passed, and delivery is what matters.
“In reality, and being brutally honest, my main takeaway is that the construction & property industry is in a difficult place. Schemes are just not as viable due to many reasons, and unless the Government are willing to make funding available to bridge the gap in the short-term at least – it will continue to stall.
There are still opportunities that exist, they are just harder to find. No point in greetin’ about it – everyone is going to have to work harder to make them work..”
For Stephen Osborne, Location Director, Edinburgh, looked to the positives of Scottish representation and shared:
“UKREiiF delivered again this year as an excellent opportunity to network and take stock of the market and our industry. Development continues to face challenges but there appears to be universal determination to adapt to the new normal.
It was also positive to see the public sector well represented with Scottish Local Authorities working together and open to investment opportunities and initiatives to support development.”
Colin Preston, our Business Development Director in South England, was focused on discussions around different sectors and their challenges.
There still appears to be a strong sense of activity across the industry, particularly within the public sector, including healthcare, DfE education and defence. The residential and co-living sectors also remain active, although clients are understandably cautious as viability becomes increasingly challenging, mainly due to rising build costs.
The life sciences sector appears to have picked up again, with demand for these developments holding up better than expected. Meanwhile, the workplace sector was described by one client as “a little sticky”, in the sense that developments are taking longer to gain approval to proceed. Nevertheless, there remains a clear appetite to design and build new office space.
UKREiiF 2026 reminded us what’s possible when the industry comes together with shared purpose and an ability to candidly speak whether that be on a panel or with a pint. Across the three days, our delegates engaged in some of the most pressing conversations shaping the future of our towns, cities and communities.
We’d like to thank everyone who made UKREiiF such a productive event, and we look forward to continuing the conversation!
Get in touch with our attendees below:
Craig Robertson, Director, England – [email protected]
Connect with Craig on LinkedIn.
Carl Saxon, Director, South England – [email protected]
Connect with Carl on LinkedIn.
Paul Dean, Director, Manchester – [email protected]
Connect with Paul on LinkedIn.
Colin Preston, Director, London- [email protected]
Connect with Colin on LinkedIn.
Andrew Smith, Director, Leeds- [email protected]
Connect with Andrew on LinkedIn.
Barry McKeane, Director Glasgow – [email protected]
Connect with Barry on LinkedIn.
Stephen Osborne, Director Edinburgh- [email protected]
Strengthening Our Expertise: Petrie Buchanan Joins Wallace Whittle
WWe’re pleased to announce that utilities infrastructure specialist Petrie Buchanan has joined the Wallace Whittle group as part of our continued growth strategy.
Founded in 2002, Petrie Buchanan is well established across the UK, providing multi-utility infrastructure design and management to housebuilders and developers from planning through to completion.
The acquisition strengthens our service offering and allows us to provide clients with even greater support across the full lifecycle of a project. By bringing utilities expertise into the group, we can help streamline delivery, reduce delays and improve coordination across services.
Petrie Buchanan will continue to operate under its existing brand, with all current employees and directors remaining in place following the acquisition.
Allan McGill, Managing Director at Wallace Whittle said:
“This is a strategic move to ensure our current and future clients have an increased level of efficiency and quality when it comes to accessing the services they need throughout a project. Petrie Buchanan’s experience and relationships within the utilities sector will help our clients access expertise more quickly while improving cohesion across services.
We’ve been actively pursuing our growth plans, particularly in England, and through the acquisition both businesses will be growing together and progressing towards our goals. Petrie Buchanan has a fantastic existing reputation and we’re eager to start working closely with the team. Energy is the thorn in everyone’s side currently and with each project needing to consider it we’re looking to join up to ease those pressures.”
John Petrie, Director at Petrie Buchanan said:
“After 25 years delivering expertise for our clients in the utilities sector, becoming part of the Wallace Whittle group is a significant milestone to support our growth and succession planning as well as theirs. I feel we’ve found the perfect culture fit for our team in joining forces with Wallace Whittle, and I’m looking forward to working with the management team, as I retain my role as company lead, to create a stronger and more comprehensive offering for the marketplace.
With demand high for our service offering, it’s a new and exciting challenge to maximise this with the backing of an established group.”
We already have a strong, long-term, working relationship with the Petrie Buchanan team, making this a natural fit for both businesses. Cross-team collaboration and knowledge sharing will allow us to continue enhancing the support and expertise we provide to clients across the UK.
This marks another exciting step in Wallace Whittle’s growth journey as we continue to expand our capabilities and strengthen our presence across the UK.
Wallace Whittle are looking for partnership or acquisition opportunities across the UK, with a focus in Glasgow, Leeds and Birmingham, so if you are interested in a non-committal discussion please contact Allan.
Allan McGill, Managing Director – [email protected]
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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Shaping Communities Through Sustainable Leisure Design
At Wallace Whittle, our growing leisure portfolio demonstrates how thoughtful design can transform communities. From large-scale leisure centres to boutique wellness spaces, our projects combine high-quality architecture with sustainability, functionality, and inclusivity.
Working alongside a variety of clients and partners, we’re creating community-focused spaces that promote health, wellbeing, and connection, providing much-needed “third spaces” where people can gather, exercise, and engage.
Some of our recent and ongoing projects include:
Larkhall Leisure Centre
The new Larkhall Leisure Centre will deliver a modern and energy-efficient community facility, replacing the town’s existing leisure centre and offering a wide range of flexible spaces including a six-lane swimming pool, wellness suite, fitness studio, gym, and multi-purpose games hall.
The design also adopts a fabric-first approach, utilising Cross Laminated Timber (CLT) construction and high-performance building materials to minimise heat loss and enhance thermal efficiency.
Eastwood Leisure Centre
Wallace Whittle were appointed to deliver full MEP and Sustainability design services for this major £57 million leisure and community facility in East Renfrewshire just outside of Glasgow.
This development will feature a wide range of facilities, including a 25-metre main swimming pool, 17-metre training pool, four-court sports hall, fitness suites, studios, and a dedicated spin studio. In addition to its sports and leisure offering, the building will also incorporate a 364-seat auditorium, studio theatre, café, and social spaces, creating a vibrant, all encompassing community hub. Sustainability is central to the design approach, with the building adopting an all-electric strategy supported by heat pumps, photovoltaic panels and EV charging infrastructure.
Craiglockhart Spin Studio
Delivered in just six weeks, this project was completed while the leisure centre remained fully operational throughout the works, requiring careful coordination and minimal disruption to staff and visitors. The new studio provides a dedicated home for the centre’s popular indoor cycling programme and supports the reinstatement of its full group cycling timetable for the first time since reopening after COVID-19 lockdowns. The studio also incorporates advanced lighting and sound systems designed to enhance the user experience and support high-energy classes.
Leisure centres and community spaces play a vital role in everyday life. Often undervalued, these facilities foster a sense of community, belonging, and wellbeing, offering spaces where people can connect, stay active, and enjoy shared experiences.
Sustainability is a key consideration from the outset of all our leisure projects. Many are designed with a net-zero future in mind, minimising environmental impact while ensuring long-term performance and resilience for generations to come. By embedding sustainability and wellbeing into the design approach, we create high-performing, future-ready environments, often incorporating technologies such as air source heat pumps (ASHPs), PV panels, and enhanced building fabric to reduce overall environmental impact.
We spoke to Associate Director, Martin Lorimer, about our current and expanding leisure portfolio:
“We’re proud to support the delivery of modern, sustainable leisure facilities that make a lasting difference to the local communities they serve. Working closely with partners like Alliance Leisure and councils such as East Renfrewshire Council and South Lanarkshire Council allows us to deliver high-quality leisure facilities that are both technically robust and genuinely tailored to the needs of local communities. It’s always rewarding to see these projects come to life, knowing the impact they’ll have for the people using them every day, and for many years to follow.”
Our specialists can help you create community-focused spaces that promote health, wellbeing, and connection. Get it touch with our team at [email protected]
