2025 at MHB: How the Work Really Got Done
A year that asked a lot
2025 asked a lot of our people.
Complex infrastructure.
Late change.
Tight programmes.
High expectations from clients operating in demanding environments.
What made the difference was not working harder or talking louder.
It was how people showed up when it mattered.
Taking responsibility early.
Making calm decisions under pressure.
Doing the work properly, even when no one was watching.
This reflection brings together a snapshot of the projects, behaviours and ways of working that shaped the year at MHB.
The year in one frame
OWN. GROW. EXCEL.
Across sectors and offices, our behaviours did not change.
Ownership was taken rather than passed on.
Growth came from trust, not noise.
Excel showed up in how people worked together to deliver outstanding results.
This is how we work day-to-day.
OWN
Taking responsibility when it matters
Many of this year’s projects involved late-stage change, tight interfaces and challenging site constraints.
On schemes such as the South Gyle Bridge Replacement and the Wilton Rise Footbridge, teams dealt with shifting requirements and multiple stakeholders by taking ownership early and keeping decisions clear.
Design information was updated quickly when conditions changed.
Assumptions were reviewed and refined as conditions changed.
Problems were raised early rather than deferred.
That approach protected programmes, supported construction and kept relationships intact.
Ownership at MHB is not about control.
It is about acting early, being accountable and treating the work as if it were your own.
GROW
Creating value now and for the future
Growth in 2025 was not limited to winning work.
It showed up in how the business developed, where time and energy were invested and how relationships deepened.
Project delivery across regulated and demanding environments, with an expanding portfolio of work within the defence sector, strengthened trust with existing clients and opened up new opportunities. Teams grew to support our work, bringing new engineers into the business and strengthening capability across disciplines.
Growth also meant giving back.
Engineers from MHB engaged with Scottish schools to encourage interest in engineering and STEM careers. Delivering a masterclass to S3 pupils at Eastwood High School, covering project delivery, problem-solving and technical design. Supporting the STEM Fayre at St Stephen’s High School in Port Glasgow, speaking with pupils about routes into the profession.
These sessions form part of MHB’s wider effort to contribute beyond project work. As an employee-owned business, co-owners are encouraged to share experience and support future talent entering the profession.
Growth earned through care, consistency and contribution tends to last.
EXCEL
Working together for outstanding results
Excel at MHB is not about individual performance.
It is about how people collaborate to raise the standard of delivery.
This year, that showed up through close coordination across bridges, civils, temporary works and geotechnics on live schemes such as Wilton Rise, Whitefield Tunnel and complex civils packages delivered under pressure.
Teams worked as one rather than in sequence.
Information moved quickly between offices.
Problems were solved with purpose, not noise.
Our people uphold the company’s reputation by delivering with pride, being accountable for their decisions, and working together to achieve the best outcomes.
That collective approach has also been recognised beyond the business.
During the year, MHB projects and engineers were acknowledged across the industry for temporary works leadership, geotechnical innovation, environmental contribution and design delivery. These recognitions reflect the depth of expertise within the business, but more importantly, the way teams work together to raise standards and deliver work they are proud of.
A more mature business
Learning, stability and shared responsibility
2025 marked a step change in how established the business feels.
Teams across offices became fully embedded.
Engineers shared live project learning back into the business.
Skills were developed and passed on.
Responsibility was distributed rather than concentrated.
This is reflected in how problems are approached, how standards are raised and how people support one another across the business.
Giving back
Responsibility at MHB does not stop at the edge of a project.
As part of our end-of-year reflections, colleagues have chosen charities for the business to support. More details will follow as these are confirmed.
Looking ahead
As we move into 2026, our focus stays the same.
Doing the work properly.
Supporting one another to deliver well.
Taking pride in outcomes, not just outputs.
In 2026, MHB will become fully employee-owned.
In practice, this formalises something that already exists. Our people already have a say in how the business runs. They already influence decisions, standards and delivery. Full employee ownership strengthens that shared responsibility.
It means our teams think like owners because they are owners.
It means care, accountability and judgement sit close to the work.
It means projects are treated with the same attention we would expect of our own.
We treat your projects like our own because the business belongs to the people delivering them.
Thank you to our clients and partners for the trust you placed in us during 2025.
Thank you to our team for the care you bring to the work every day.
