MRW UK pack labelling scheme responds to delay in EU-wide reforms Implementing act that will finalise label requirements to inform public recycling behaviours is now expected to be introduced in 2027 after originally being planned in August UK pack labelling scheme responds to delay in EU-wide reforms Neil Merrett Read More
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Restore Compliance is challenging traditional industry norms while demonstrating that technical excellence, innovation, and strong leadership are the foundations of its success
Established with a commitment to integrity, professionalism, and exceptional customer service, Restore Compliance supports homeowners, developers, architects, contractors, and construction professionals in achieving building regulations compliance at every stage of the construction process.
In the second part of this series, PBC Today spoke with Marnie Bartle, operations manager at Restore Compliance, to learn more about her role and why communication with clients should be clear and simple.
How does your background shape your leadership style compared to traditional corporate management?
I don’t believe leadership is about how far up the ladder you are or what your job title says. It’s about creating an environment where people feel trusted, supported and able to do their best work.
For me, success isn’t just about achieving results; it’s about how we achieve them and how we treat people along the way. You can have the best processes and targets in the world, but if your team doesn’t feel valued or supported, something is missing.
At Restore, we’re building a business that both our team and our clients can be proud of. That means being approachable, listening, and recognising that everyone brings something valuable to the table. Good leadership isn’t about having all the answers; it’s about bringing the right people together to find them.
How do you balance high-stakes regulatory demands with creating a supportive, flexible environment for your team?
For me, it comes down to trust, accountability, and giving people the support they need to succeed.
In building control, the responsibilities are significant, and maintaining high professional standards is essential. But I believe the best way to achieve those standards is to recruit the right people, equip them with the knowledge and tools they need, and create an environment where they feel comfortable asking questions and raising concerns.
Nobody should feel they have to struggle in silence or be afraid to admit they need support. Encouraging open conversations helps us identify challenges early, share knowledge and work together to find solutions.
A supportive environment doesn’t mean lowering expectations. It means giving people the confidence, resources and flexibility to meet them. When people feel trusted and supported, they’re better placed to take ownership of their work and deliver the standards our clients expect.
Compliance is often seen as a bureaucratic ‘box-ticking’ exercise. How is Restore Compliance changing that narrative for clients?
For us, it starts with understanding that every client is different.
We take the time to understand each client’s business, project, and challenges, rather than assuming one approach will work for everyone. Compliance isn’t simply about telling people what they can and can’t do; it’s about helping them understand the requirements and working alongside them to achieve the right outcome.
We want our clients to feel that we’re part of their team, not another organisation standing on the sidelines pointing out problems.
Strong relationships and regular communication make a real difference. When clients feel comfortable picking up the phone, asking questions, and involving us early, we have a much better chance of helping them navigate compliance effectively.
Ultimately, it’s about making compliance practical, accessible and collaborative, while never losing sight of the importance of building safety and professional standards.
What outdated industry ways of working were you most eager to disrupt when starting the business?
One of the biggest things I wanted to challenge was the idea that compliance has to be complicated.
Building regulations and the wider regulatory landscape can be complex, especially as the industry continues to evolve. But that doesn’t mean we have to communicate with clients in a complicated way, too.
We should be able to explain requirements clearly, answer questions and help people understand what they need to do without making the process feel more daunting than it needs to be.
I also believe in being visible and approachable. We shouldn’t be the people hiding behind a laptop, only appearing when there is a problem or a deadline to meet.
Regular contact with clients, building relationships and having honest conversations are all part of providing a good service. Sometimes, a quick conversation can prevent a much bigger issue further down the line.
For me, challenging outdated ways of working means keeping things human, practical and focused on what genuinely helps our clients.
What feedback do you hear most from your team about why they prefer working here over traditional compliance firms?
The things that matter most are feeling trusted, being listened to and knowing you’re part of a team.
People want to feel that their contribution makes a difference and that their opinions matter. They want to know they can raise a concern, suggest an improvement or ask for help without feeling that they’re stepping out of line.
At Restore, we’re all working towards the same goal: building a successful business while maintaining the values that brought us together in the first place.
That means supporting one another, sharing knowledge, and recognising that we all bring different strengths to the table. It also means understanding that people have lives outside work and creating an environment where trust and flexibility are part of how we operate.
For me, a strong team isn’t simply a group of people working towards individual targets. It’s a group of people who feel connected to what they’re building together and take pride in it.
How do you build a strong sense of shared purpose and pride in a high-responsibility industry?
I think it comes down to the everyday things we do as a team.
Recognising good work, supporting one another when things are challenging, sharing knowledge, and making sure people feel appreciated all help build a positive culture.
In building control, our responsibility is significant, and everyone needs to understand their role in achieving the right outcomes. But shared purpose doesn’t come from simply telling people what their responsibilities are. It comes from helping them understand why their work matters and showing them that their contribution is valued.
I also believe it’s important to create opportunities for people to have a say in how the business develops. When people can see their ideas being heard and improvements being made, they become more invested in the journey.
Ultimately, I want everyone at Restore to feel that they’re helping build something meaningful. A successful business delivers for its clients, maintains high standards, and creates an environment where its people can thrive. When the whole team shares that vision, there’s something to be proud of.
The post Leadership interview part 2: Why compliance doesn’t need to be complicated appeared first on Planning, Building & Construction Today.
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Former ISG strategy and innovation director Helen Gawor has been appointed chief executive of trade body Finishes and Interiors Sector (FIS). Gawor will take up the role in January 2027, succeeding Iain McIlwee, who is leaving after eight years in charge. She joined ISG in…
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Could this week’s Budget be the most significant since 2010? Glenigan’s economics director Allan Wilen believes so. Given the state of the UK’s finances and the ongoing wars in Iran and Ukraine, the stakes are high. Meanwhile, AI disruption and financial-market turmoil are adding to…
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Businesses across the construction sector are the most unprepared for the Employment Rights Act 2025, despite relatively high familiarity with the reforms, according to a new survey published by Peninsula
The survey covered familiarity with the Employment Rights Act, preparedness, overall sentiment, views on specific reforms, concerns about costs and administration, and perceived risks associated with recruitment.
Respondents included 220 senior leaders, 190 business owners and 109 other decision makers, representing 12 UK regions, 19 industry sectors and businesses ranging from 1 to more than 1,000 employees.
Only 15% of construction businesses feel prepared for Employment Rights Act changes
Of the surveyed construction businesses, the data found that:
77.8% of construction businesses were familiar with the Employment Rights Act 2025
14.3% still feel unprepared for the changes
A 21.4% major or critical concern about the unfair dismissal changes
82% of businesses had started preparing for implementation
Only 15% felt completely prepared
Kate Palmer, chief operations officer at Peninsula, explained: “The construction sector’s results show that awareness isn’t the same as readiness. Knowing about the Employment Rights Act 2025 is only the starting point.
“Employers need to translate the reforms into practical changes in manager training, how performance and absence are handled, how contracts are written, and how employment arrangements operate across sites and teams.”
Changes causing stress for construction workers
Comments from survey respondents who work in construction echoed a lack of work and unproductivity, suggesting that changes to the Employment Rights Act could be detrimental.
Comments included:
“Costs keep rising, and these are just increasing costs; we are hiring fewer people, so this is making workers more stressed, or standards are going down, or the extra costs go onto the end user.”
“Zero-hours contracts and flexible working hours – difficult to match with nature where quantity of work depends on weather.”
“There is more than enough opportunity, but babying grown adults with private business funded welfare will have a negative effect on the UK construction industry as a whole. 23 years in construction has taught me that unproductive people are a dime a dozen, and they love easy or free money.”
How construction should prepare for the changes
“Our findings suggest that construction businesses may understand the broad direction of the reforms but still face practical challenges in putting them into effect,” Palmer said.
“These challenges may be particularly significant in a sector that often operates across multiple sites, project-based teams, varied working patterns and a combination of directly employed and flexible workers.”
She concluded: “Practical preparation should include reviewing employment contracts and probation arrangements, checking that absence and Statutory Sick Pay processes are accurate, training site managers and supervisors, auditing workforce arrangements and ensuring that records and decision-making can be evidenced consistently across sites.”
The post Construction most unprepared for Employment Rights Act changes appeared first on Planning, Building & Construction Today.
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The post CPA downgrades output growth forecast for 2027 appeared first on Construction News.