Stronger testing for safer buildings: SOCOTEC integrates UKTC fire testing to close compliance gaps

by Breaking NewsConstructionPassive

Following the recent acquisition of UKTC, SOCOTEC UK CEO Matthew Marriott discusses the integration of testing and engineering expertise across the building lifecycle

Can you introduce yourself and your role at SOCOTEC and what the company does in the fire and safety sector?

I originally qualified as a mechanical engineer and spent 12 years in high volume manufacture predominantly for the automotive industry – which gave me a great background in process engineering and driving continuous improvement.

From there, I spent 15 years in the elevator business starting in construction and service roles within the UK, before heading up field operations globally operating in over 150 countries.

More recently, my career has taken me to the Fire and Security sectors.

My passion is to ensure we can robustly deliver and exceed our customer requirements, while continuing to grow our team of over 2000 experts, setting the standard in all markets we operate within.

As CEO at SOCOTEC UK and Ireland, my main objective is to lead this fantastic business in the next stage of its journey, with a key focus on growing our market share organically through delivering exception service to our customer.

To do this, we look to continually make operational improvements, which, in turn, allows us to spend more time on meeting the requirements of our customers.

We also strive to make SOCOTEC the best possible employer to work for – something we were officially certified for in 2025, through the Great Place To Work® benchmark, as a result of our employee feedback.

Specific achievements we were particularly proud of, was being recognised as one of The Sunday Times Top 100 Employers for our Apprenticeship Programme, as well as ranking on the Financial Times’ FT-Statista 2026 Diversity Leaders list, which saw us recognised for our diversity and inclusion practices.

Additionally, we are focusing on a series of finer strategic acquisitions that will enable us to provide our customers with a more comprehensive offering, that will ultimately enable us to support them in managing their building or infrastructure asset through its lifecycle, working with them at every stage to ensure compliance is met, as well as maximising the performance and future potential.

The breadth of service we offer in relation to fire engineering and fire safety is really quite unique.

We provide complete range of services that can impact an asset at any part of its life cycle.

Whether at the early stages of a building or infrastructure project, through to the ongoing operations of the asset, and upgrades/refurbishments we cover fire and façade design and engineering, fire strategies, fire risk assessment, passive fire protection compliance, expert witness, building control compliance and consultancy, there is something for every single point of the asset’s lifecycle.

Now, in addition to the above, we can provide our customers with not only desktop and engineering advice related to the performance but also product testing for resistance to fire, reaction to fire and smoke leakage.

And ultimately gives compliance to our unique certification process.

What made UKTC the right fit for SOCOTEC and where did its strengths stand out?

Over the last couple of years, we have significantly grown our fire engineering capability.

As part of this, we are often asked if we can provide physical testing of products – which traditionally we have had to outsource.

Fast-forward to the present day, and our acquisition of UKTC now enables us to provide this service in-house giving us an incredibly unique service offering.

We had previously considered developing this ourselves, however, when we met the UKTC team, we saw their passion for the business, their desire to grow while continuing to deliver an exceptional service to their customer and knew this would be a great fit with SOCOTEC.

What new capabilities does UKTC bring to SOCOTEC’s existing fire safety offering?

The key capabilities UKTC adds to our existing offering is the physical testing of products that previously we would only have been able to do either through a third party or through a desktop engineering exercise.

In November, UKTC broke ground on a multi-million pound expansion set to create around 20 new jobs, which is incredibly exciting for us.

The team in East Kilbride is vastly knowledgeable and talented, so expanding the facilities to meet the increased demand for fire testing services at the site was the logical next step forward to help the continued growth of UKTC, and provide the best service possible to its customers across the UK and Europe.

The planned extension will be completed in 2026, and will house a new full-scale fire resistance test furnace.

How does UKTC’s laboratory testing link to day-to-day building safety compliance?

A real-world example for instance would be fire doors, that are a critical part of ensuring people’s safety in a building.

UKTC is able to test these doors in real-life surroundings and configurations, such as glazed panels to ensure they meet the required standard and will work as they should if there was to be a fire.

We are all aware of the attention that has been given to the performance of different materials during fire and how these materials can perform differently when combined with others.

The ability of our fire labs to do real world testing of these materials, allows us to confirm if they will meet the required standard and ultimately help to keep people safe.

How will clients benefit from the combined knowledge and services of both divisions?

The Fire Engineering team is actively engaged in several research studies with universities, leveraging their practical expertise to support and sponsor work mainly focused on machine learning applications in CFD and the fire behaviour of façade systems.

These initiatives aim to enhance industry knowledge and promote the development of science-based design approaches.

Access to the UKTC testing facilities will further strengthen these collaborations by supporting both ongoing and future research.

It also presents opportunities for the External Wall Fire Engineering team to develop bespoke testing solutions for complex projects, enabling more robust assessment and mitigation of rapid fire spread risks over external walls.

What does lifecycle fire testing look like in practice for different types of buildings?

Across the building lifecycle refers to initial design right through to remediation or refurbishment to extend the life of the asset and everything in between.

Pre-build, we will test doors and partitions to ensure they meet the requirements of a new build.

At the other end of the cycle, we can test how new products, attached to old will react in a fire.

We deal with many historical buildings.

particularly through our Building Pathology division, the stakeholders of these buildings don’t want to be replacing all their doors for a modern equivalent.

Through sample testing, we are able to give confidence that the existing doors will act as required in the case of a fire.

What are the key findings from UKTC’s recent whitepaper on issues within the construction sector?

UKTC carried out a comprehensive survey of fire safety professionals which revealed significant shortcomings in current third-party certification schemes, with 60% of respondents reporting issues with their existing providers and 82% demanding greater transparency in certification processes.

The release of this whitepaper highlights several concerning shortcomings in the third-party certification market at present.

There’s a clear requirement for radical change, and we look forward to seeing UKTC ensure® have a real positive change on the sector.

How is SOCOTEC preparing to support clients in meeting newer, stricter fire safety regulations?

SOCOTEC’s Fire Engineering team is proactively investing in technical excellence to support clients in meeting the evolution of more stringent fire safety regulations.

To achieve this, our team have continuous professional development (CPD) embedded into staff performance targets and supported through mandatory weekly sessions.

These focus on, but are not limited to, technical updates, emerging fire engineering topics and lessons learned workshops.

To help stay in the know we maintain corporate membership with the Institution of Fire Engineers (IFE), with all engineers registered at appropriate grades.

Our engineers are also actively involved in several key industry committees, including the IFE London Branch, SFPE UK, NFPA 101A, ISO/TC92/SC4, and BSI FSH/24, which allows us to contribute to the advancement of fire safety standards.

A robust technical workflow is in place, requiring all deliverables to undergo independent technical review by a Senior Fire Engineer not involved in the original design.

For complex projects or cases of differing technical opinion, matters are escalated to a dedicated Technical Committee for resolution and peer review.

Alongside this, in response to new duty holder responsibilities under the Building Safety Act, the team has expanded its capability by appointing a Fire Systems Specialist and a Fire Testing Consultant.

These roles specifically support Principal Designers and Contractors in reviewing fire-related design submissions that may impact the overall fire strategy.

Looking ahead, do you see SOCOTEC making further investments in fire testing and building compliance?

This is absolutely a key area for us to continue investing in the right strategic acquisitions and organic growth.

We are always on the lookout for great individuals that want to join a rapidly growing team of experts, who are not only working on exciting projects in the built environment but are also working on some very interesting research projects to keep us at the forefront of fire practice, which ultimately allows us to provide forward-thinking fire guidance to our customers.

This was originally published in the January 2026 Edition of International Fire & Safety Journal. To read your FREE copy, click here.

Get ready for IFSJ Leaders 2026

by Breaking NewsMiddle East - Breaking NewsMiddle East - Events

Senior decision makers will gather in Dubai on 7 May 2026 for the fourth IFSJ Leaders in Fire & Safety Conference, held in partnership with Fomtec

International Fire and Safety Journal is welcoming senior decision makers to the IFSJ Leaders in Fire & Safety Conference in Dubai for its fourth edition on 7 May 2026.

The event has become a recognised meeting point for senior fire and safety professionals, bringing together regulators, operational leaders, engineers and technical specialists for a day of focused discussion on the issues reshaping the sector.

This year’s edition is held in partnership with Fomtec.

Last year’s conference demonstrated both the maturity of the format and the breadth of topics now driving fire and safety conversations in the region.

Delegates examined practical challenges across high-rise design, cladding safety, lithium-ion battery hazards, foam transition pathways, alternative fuel risks, digital readiness, firefighter health and the operational pressures created by rapid urban development.

The conference continues to build on a format that has proven effective: a curated programme, a senior audience and structured space for detailed, uninterrupted conversation.

With global attention on how regulatory reform, technological change and new risk profiles are altering the responsibilities of fire and safety leaders, the 2026 gathering returns at an important moment.

What defines the 2026 edition?

The IFSJ Leaders in Fire & Safety Conference remains shaped around senior figures who influence policy, design, regulation, emergency planning and organisational development.

The emphasis is on meaningful exchange rather than volume.

Sessions are designed to encourage debate, test assumptions and examine the practical implications of new technologies, codes and risk environments.

As in previous years, the theatre-style main hall will host the keynotes and panel discussions, with the adjacent networking area offering space for extended dialogue.

The structure keeps the event focused and accessible: delegates can move directly from a session into conversation with speakers, peers and technical specialists.

Fomtec: Partner for 2026

This year’s conference is held in partnership with Fomtec, a global manufacturer of foam concentrates and foam equipment with headquarters in Sweden.

The company serves sectors including petrochemicals, aviation, marine, logistics and municipal fire services, supplying both traditional concentrates and newer fluorine-free agents.

Looking ahead

The IFSJ Leaders in Fire & Safety Conference has developed into a forum where senior professionals can step back from day-to-day pressures and examine the wider forces shaping their field.

Each edition builds on the momentum of the last, drawing on real incidents, regulatory change, technological development and international experience to inform practical discussion.

The 2026 conference continues that trajectory.

With Dubai as its backdrop and a programme shaped around the issues now defining fire and safety leadership, the event offers an opportunity to reflect, compare and prepare for the challenges ahead.

We look forward to welcoming delegates to the Grosvenor House Hotel on 7 May 2026 for a day of shared learning, detailed debate and forward-looking conversation.

This was originally published in the January 2026 Edition of International Fire & Safety Journal. To read your FREE copy, click here.

From socket to skyline: The Ci Global technology aiming to prevent the next Grenfell-scale fire

by Breaking NewsMiddle East - Breaking NewsSafety

Anthony D. Parfitt – a Home Office approved safety systems innovator and founder of Ci Global – outlines how rising electrical loads in GCC buildings demand earlier fault detection before hazardous conditions develop

Electrical faults remain a leading cause of serious fires across the GCC – and around the world – intensified by high temperatures and rising electrical demand.

The question is no longer how fast we respond – but how early we prevent the fault that starts the fire.

In the GCC, summer temperatures regularly reach 45–50°C – which may be great for tourism and lifestyle, but the same extreme heat places real stress on electrical systems.

This continuous thermal-electrical load accelerates wear, especially in older or poorly maintained buildings.

Air conditioning is used almost continuously across the region, and it is also an electrical system that carries elevated fire risk when operating around the clock in a hot climate.

A region under extreme electrical stress

The GCC also has one of the world’s highest concentrations of mega-high-rise residential buildings.

While these feats of engineering are deeply impressive, they rely on complex electrical systems – longer cabling routes that create greater resistance and heat, heavier transformer and substation loads, and a much higher density of sockets and appliances, all drawing significant current.

The region has built some of the world’s most advanced and luxurious towers.

But even in these buildings, the basic risk remains the same: a single electrical fault in one apartment can still start a fire.

That’s why protection has to begin with prevention, not response.

Like every nation in the developed world, the GCC is also exposed to a steady influx of counterfeit or substandard electrical goods.

And it doesn’t matter how expensive or advanced the building is – the risk is identical the moment a resident plugs in a faulty device that can overheat and ignite.

All of this places the Gulf on the front line of electrical fire risk.

Yet the systems designed to protect us – alarms, detectors, sprinklers, evacuation routes – still only react once a fire has already started.

And by that point, it’s already too late; the damage has begun.

Across the GCC, Civil Defence teams are among the most well-funded, technologically advanced, and fastest responders in the world.

But even with world-class response, too much is still left to chance.

If we want fewer fires, fewer deaths, and fewer catastrophic building losses, one thing is clear:

We must stop treating electrical fires as inevitable – and start preventing them at their source.

The problem we still aren’t addressing

The fundamental design of the electrical socket has barely changed in over a century.

It continues to pass power blindly, without questioning what it is powering or whether conditions are safe, which is why electrical faults so often develop invisibly and are only noticed once smoke appears.

Most people assume a circuit breaker will prevent this, but it won’t.

Breakers trip on short circuits or extreme overcurrent, not on the slow, quiet overheating that causes most electrical fires.

As the 2017 Grenfell Tower tragedy in London exposed, a single faulty appliance can trigger devastation on a scale that no traditional system is built to withstand.

The UK Government’s public inquiry confirmed that a malfunction in a fridge-freezer was the source of the fire – a silent electrical fault buried out of sight.

Nothing in today’s standard building-safety stack – no smoke detector, alarm, or sprinkler – would have stopped that fridge-freezer from overheating and catching fire.

That is not a UK-only lesson.

It is a global one.

Why waiting for smoke is no longer acceptable

In most electrical fires, the first signs of danger are subtle: small temperature changes, increased current draw, persistent overloading, micro-arcs, or degrading components.

None of these will trigger a traditional detector.

Smoke alarms, heat sensors, and suppression systems have saved countless lives, but they all share the same flaw: they activate after the fire has begun – and they rely on human reaction to work.

By that stage, toxic smoke may fill a room within minutes, visibility can collapse to near zero, evacuation routes quickly become hazardous, and firefighters are forced to work blind as conditions worsen by the second.

Fire crews often enter burning buildings with little or no knowledge about where people are or how the fire is spreading.

Even the most skilled firefighters are constrained by the absence of real-time information.

This isn’t a criticism of those on the front line.

It’s a limitation of the systems they’re given.

The question we should be asking is simple: if electrical faults can be detected before a fire starts, why are we still relying on alarms after smoke appears?

The shift from reaction to prevention

Across the GCC, governments are investing billions into smart cities and next-generation safety systems.

Dubai’s ambition to become the world’s safest and smartest city, and Saudi Arabia’s Vision 2030 transformation, are not just economic programmes – they are signals.

Signals that the region is ready to adopt solutions that act before life-threatening danger takes hold.

That shift begins at the socket.

At Ci Global, we spent the last eight years asking a simple question: what if the socket itself could detect the earliest signs of electrical danger and stop a fire before it starts? This led to Ci Safe – an intelligent, prevention-first building-safety system built to stop a fire long before heat or smoke ever appears.

Ci Safe is a full-spectrum building-safety system that uses intelligent sensors, cloud AI for real-time building intelligence, and cloudless Intelligent Autonomy (IA) for local, instant action – even offline.

It prevents electrical fires by detecting overheating, arcing, load anomalies and other early-stage electrical risks long before a fire can start, and it also detects water and gas leaks and identifies mould-risk conditions.

If danger is detected, Ci Safe shuts off power locally and instantly.

This is the fire-prevention window – the brief but critical moment between a fault forming and a fire starting.

Most electrical fires begin here, and Ci Safe intervenes before they do.

Ci Safe isn’t a smart-home gadget.

It’s safety-critical building infrastructure that works alongside – not instead of – existing building or national safety systems.

It adds the preventive layer that traditional detection-only systems cannot provide.

A whole-building safety revolution

In large buildings and public infrastructure, Ci Safe forms part of a wider safety ecosystem:

  • Ci Sockets prevent electrical fires at the point of use
  • Ci Sensors detect water and gas leaks and can shut off valves remotely
  • Ci Inside embeds Ci Safe electrical-fire prevention into appliances, EV chargers, and other products
  • Ci Command & Control provides live digital-twin visibility for building managers and emergency services
  • Ci PathFinder uses laser guidance to show the fastest route to the fire and the safest way out – even in zero visibility
  • Ci Drone provides rapid rooftop-to-ground response and aerial insight at any height

Together, these layers of protection turn passive buildings into active protectors, delivering intelligent, autonomous prevention at every critical point of risk.

A unique opportunity to lead the world

Few regions are better positioned than the GCC to adopt prevention-first safety at scale.

The UAE, for example, has already demonstrated leadership by integrating national fire-monitoring systems, investing in digital infrastructure, and prioritising life-safety standards.

Embedding prevention-first electrical-fire safety into this ecosystem is the next logical step – and one that could set a global benchmark.

The GCC can become the first region in the world to treat true electrical-fire prevention as a national standard.

A fire that never starts saves lives

We cannot stop every fire.

Human behaviour is unpredictable.

But we can stop most electrical fires – and give emergency crews the information they’ve been missing for decades.

Electrical fires are not an inevitable fact of life.

They happen when we fail to act early – at the socket, where intervention is most effective.

With intelligent, embedded prevention, buildings no longer wait for danger.

They guard against it.

And in a region growing as fast and as vertically as the GCC, that matters.

The safest city in the world will not be the one that responds fastest.

It will be the one where electrical fires rarely begin – and when they do, the response is immediate.

This was originally published in the January 2026 Edition of International Fire & Safety Journal. To read your FREE copy, click here.

Fire, firms and private equity: KiddeFenwal CEO on change, capital and culture

by Breaking NewsMergers & Acquisitions

Rekha Agrawal, CEO of KiddeFenwal, outlines how private equity involvement shapes operational practice for sector leaders and highlights regulated governance considerations for organisations navigating ownership shifts

For a number of years, private equity has shown growing interest in the fire prevention industry.

They first invested in the installation and services side of the business, where their involvement provoked some consolidation of the space through merger activity, and have since expanded their dealmaking to include more product-focused companies.

This enthusiasm on the part of private equity reflects the strength of the fire industry, the attractiveness of recurring revenue, the stability of a highly regulated sector and – crucially – opportunities to add value to organizations that play an essential role in the safety space, where what we do matters in protecting lives and assets.

Given people’s natural resistance to change, this trend has created some concerns in the global fire space.

Negative headlines can generate anxiety tied to private equity ownership, if not by business owners benefitting from the deal than by those outside executive level roles.

Such anxiety may lead to lower company morale and employee wellbeing, disincentivizing team members and distracting them from their most important tasks and goals.

I would argue that, as is often the case, these fears are based on a broad stereotype of the private equity world.

While pundits tend to paint it with an exceedingly broad brush, the sector is incredibly diverse, made up of firms of all sizes and focus areas.

The vast majority of these consist of good faith actors who have a mandate of adding value to their portfolio – their primary means of benefiting their employers and limited partners, the latter which can often be constituted from a mix of organizations like pension funds and foundation endowments.

Fire professionals would benefit from internalizing this alternate perspective on private equity, and understanding the vast benefits that can come with their backing.

For example:

Added capital

Given their perspective of wanting to add value to the businesses they acquire, private equity is not necessarily shy about deploying capital in these businesses where they see a strong case for a return on their investment.

This allows fire businesses with this ownership to play offense in today’s era of nonstop disruption.

Capital deployment can help businesses in our industry continue to innovate to meet customers’ evolving needs.

Improved structure

Importantly, private equity investors do more than deploy capital.

They also provide valuable guidance on business operations, earned through their experience with other companies they’ve held in their portfolios and also often through individual operator backgrounds.

This perspective can bring best practices to companies on internal processes, as well as thoughts on state of the art tools and strategic approaches.

From sales to payroll to HR and many other important business functions, they can help formalize and streamline processes to enable organizations’ rapid scale.

Better customer support

A key area of focus for every business leader is being responsive to customer needs.

Often, internal barriers make this difficult – be it through clunky systems, bureaucratic processes such as multiple levels of internal approvals, or other time consuming but low-value-add tasks.

Private equity naturally brings with them a view of business that biases toward speed, and can help bring a fresh perspective in reducing these barriers.

Greater agility

In fact, private equity is historically much more focused on agility than corporate-owned enterprises are.

They tend to foster more entrepreneurial cultures that reward change readiness, decisive decision making and calculated risks.

As a result, their portfolio companies tend to have less bureaucracy that can stymie innovation and hinder progress.

This empowers individuals to make an impact within their organizations and rewards their hard work and dedication.

Of course, private equity firms bring with them a certain level of expectations.

Backers look to ensure focus and high performance among individuals and can be impatient when outcomes are disappointing.

While this drive can be intimidating initially, it creates an atmosphere of alignment – everyone is striving for the same goal, accountable to each other and succeeding together.

It is true that some private equity firms do focus purely on the bottom line and therefore cost control above all else, a mentality that gave rise to prevailing negative stereotypes.

This may raise alarm bells among team members of companies being acquired.

I’ve lived both experiences and I’ve learned firsthand the force multiplier impact that can come from the successful partnership of these entities.

To illustrate, I took on the role of CEO of global fire suppression and safety controls leader KiddeFenwal in November 2024, four months after it was acquired by Pacific Avenue Capital Partners.

Since then, the company has streamlined operations for speed; invested heavily in a new class of environmentally responsible technologies; and partnered with significant players in the data center space for comprehensive fire solutions.

We’ve experienced double-digit growth and grown headcount more than 20% globally in the last year.

I have had team members from the factory floor to the executive suite tell me that they are truly energized by what we are accomplishing.

Fear is a normal human reaction to change, and more so when it relates to people’s livelihoods.

This makes it increasingly important for those of us in the fire industry to objectively understand and clearly communicate the potential benefits that come from collaboration with the private equity world.

About the author

Rekha Agrawal is CEO of KiddeFenwal.

She has extensive experience in fire suppression and industrial systems, previously leading multibillion-dollar product and service portfolios at Tyco and Johnson Controls and managing global teams across engineering, supply chain, sales and product management.

She also served as an Operating Partner at Morgan Stanley Infrastructure Partners.

She holds a PhD in statistics from the University of Waterloo and engineering degrees from Queen’s University in Canada.

Building Safety Regulator outlines priorities as it becomes standalone body

by Breaking NewsIFSJ ExclusivesSafety

As the Building Safety Regulator becomes a standalone body, its leadership is promising faster decisions, clearer accountability and a renewed focus on remediation and professional competence

The Building Safety Regulator (BSR) has used its first media briefing following its transition to standalone status to outline its operational priorities for 2026, setting out progress on Gateway 2 approvals, acknowledging ongoing challenges in remediation and signalling forthcoming reforms across enforcement, guidance and professional competence.

Lord Andy Roe, Chair of the Building Safety Regulator, and Charlie Pugsley, the regulator’s Chief Executive, spoke in a one hour virtual session on 28 January, followed by a question and answer segment with national and trade press, including International Fire and Safety Journal.

Throughout the briefing, the regulator framed its new standalone status as a practical step designed to strengthen focus, accountability and delivery, rather than as a structural change for its own sake.

Standalone status and regulatory focus

The speakers said becoming an arm’s-length public body gives the regulator a clearer mandate to concentrate on the complex regulatory regime for higher-risk buildings, while improving transparency and accountability.

They argued that operating independently allows BSR to develop its own systems, publish performance data more clearly and strengthen engagement with industry, residents and professional bodies.

The transition was also positioned as an important milestone in the longer-term ambition of developing a Single Construction Regulator, although the speakers stressed that responsibility for that programme sits with government.

Moral purpose, proportionality and housing delivery

In outlining the regulator’s strategic direction, the speakers repeatedly returned to the lessons of the Grenfell Tower fire, describing it as a systemic failure across multiple institutions and disciplines.

They said this experience underpins the regulator’s focus on scrutinising the design and construction of higher-risk buildings, while also emphasising the importance of proportionality.

The briefing argued that building safety regulation must account for the wider housing system, warning that extended delays in housing delivery can create additional risks, particularly when people are pushed into temporary accommodation or poorly converted buildings.

The regulator presented its role as both challenger and enabler, seeking to raise standards while supporting the safe delivery of much-needed new homes.

Gateway 2: system reform and performance improvement

A central theme of the briefing was the regulator’s recent work to stabilise and improve Gateway 2 building control approvals.

The speakers said that when current leadership took office, the regulator was facing a backlog of 144 applications, representing more than 33,000 residential units, many of which had been stalled for extended periods.

They said this backlog has now been reduced to around 20 live cases, which are described as complex engineering discussions rather than administrative delays.

The briefing explained that a key operational shift has been the removal of the previous “local NDT model” in favour of a centralised approach, allowing BSR to retain direct control over specialist technical resources and regulatory decision-making.

This, combined with closer technical engagement with applicants, was presented as having significantly improved decision timelines. Typical approval times in London were said to have fallen from around 48 weeks to closer to 12 or 13 weeks, with similar performance now being seen nationally.

The speakers added that the regulator is no longer rigidly applying statutory service levels where additional technical discussion is judged necessary to reach safe and consistent outcomes.

Other changes highlighted included faster invalidation decisions, with incomplete applications now typically flagged within a week, compared with months under the previous system.

The regulator also described the introduction of account managers and technical consistency meetings, aimed at improving communication, reducing uncertainty and resolving complex design conflicts while maintaining regulatory independence.

Remaining Gateway 2 cases and decision limits

During the question and answer session, media attendees asked whether the remaining Gateway 2 cases could still remain unresolved for long periods.

The speakers said there is no fixed cut-off, but that rejections remain possible where agreement cannot be reached on fundamental safety or design principles.

They stressed that these applications are now subject to near-daily technical engagement, with direct dialogue between applicant specialists and regulator specialists, and framed this as an intensive problem-solving process rather than bureaucratic delay.

The regulator said its focus has shifted towards sustaining throughput as application volumes increase, while improving consistency and supporting safe innovation across complex developments.

Remediation: current pressures and a promised plan

Remediation was consistently identified as the next major operational challenge.

The speakers acknowledged that remediation decisions remain slow, with current average timelines described as around 34 weeks. They cited the technical and practical complexity of remediation cases, including changes to proposed systems during assessment, as key contributing factors.

The regulator said it is currently managing a live remediation workload of around 280 cases, with new applications continuing to enter the system alongside legacy cases.

BSR leadership confirmed that a formal remediation improvement plan is expected to be published in the coming weeks, and that this will include clear targets, resourcing detail and operational reforms. They said the plan will be announced by government.

The briefing also confirmed that BSR has already moved away from the local NDT model in remediation, adopting a batched assessment approach under a regulatory lead, with the aim of reducing head-of-work and moving closer to statutory decision timeframes.

Enforcement and the role of regulatory intervention

Media attendees questioned the timeline for establishing the Remediation Enforcement Unit, which was announced around a year ago.

The speakers said the unit took time to become operational due to factors including recruitment, training lead times, duplication checks and skills shortages, but confirmed that it is now live.

They argued that enforcement must be intelligence-led, proportionate and used selectively, describing enforcement as one element within a wider regulatory toolkit that also includes guidance, informal intervention and site engagement.

While acknowledging the importance of visible enforcement action in serious cases, the regulator cautioned against focusing on enforcement numbers alone, saying meaningful cultural change across a large and complex sector depends on sustained engagement and clarity.

They also stated their belief that some dangerous buildings remain in use and said robust intervention would be necessary where risks remain unaddressed.

Gateway 3: managing risk and industry anxiety

Concerns were raised by media attendees about the risk of Gateway 3 becoming a new bottleneck.

In response, the speakers said the regulator is now focused on build phase oversight and inspection planning, aiming to reduce uncertainty ahead of final sign-off.

They outlined plans to use a combination of class two registered building inspectors, fire services and local authorities acting as agents, alongside direct BSR inspection capacity.

The regulator said communication through account managers is central to this approach, allowing earlier engagement with construction programmes and inspection expectations.

Industry bodies, including the Construction Leadership Council and Build UK, were credited with supporting guidance development for Gateway 3, with the regulator saying it intends to expand how guidance is published and explained as a standalone organisation.

Professional competence and emerging technical risks

The briefing also addressed the regulation of professional competence across the built environment.

The speakers said oversight of the building control profession is a core regulatory responsibility, and framed competence regulation as a way of improving accountability, consistency and safety outcomes.

They pointed to ongoing government work to implement the Grenfell Inquiry recommendation on regulating fire engineers, and said similar questions are being explored in relation to other life-critical disciplines, including structural engineering.

Questions about transfer slabs prompted confirmation that the regulator is aware of emerging concerns and is working with government and industry stakeholders. The speakers directed concerned parties to existing guidance and to seek professional advice where warning signs such as cracking are present.

More broadly, BSR described horizon scanning for emerging construction risks as a core regulatory function, alongside managing gateway approvals and overseeing safety in occupied buildings.

Single Construction Regulator: direction of travel

The question and answer session also addressed the future of a Single Construction Regulator.

The speakers reiterated that responsibility for timelines and scope sits with government, but said BSR is actively supporting this work.

They referenced an existing government prospectus setting out indicative timelines and stressed the importance of avoiding unintended consequences as regulatory systems evolve.

One speaker offered a personal view that many historic failures originate in subcontracting and site delivery, suggesting future regulatory reform may need to place greater emphasis on project management and site control functions, alongside design-stage scrutiny.

What comes next

The briefing positioned 2026 as a transition year for the regulator, with Gateway 2 stabilisation described as largely achieved, remediation reform identified as the next priority and Gateway 3 capacity planning already underway.

The publication of the remediation improvement plan in the coming weeks is expected to provide greater clarity on targets, resourcing and enforcement strategy, and will likely form the next major test of the regulator’s operational credibility.

Beyond this, the regulator signalled continued focus on competence development, guidance expansion, horizon scanning and digital communication, alongside its evolving role in shaping the future of construction regulation.

Taken together, the briefing presented a regulator seeking to move from early operational disruption towards a steadier regulatory footing, while openly acknowledging the scale of the challenge still facing building safety reform.

Relevance for fire and safety professionals

The regulator’s reported improvements to Gateway 2 timelines are directly relevant to fire and safety professionals involved in higher-risk building design, fire strategy development and compliance assurance, where programme certainty and early technical engagement remain critical.

The focus on Gateway 3 planning will shape how inspection, verification and final sign-off processes operate, with implications for fire service input, third-party inspection and dutyholder accountability.

The forthcoming remediation plan will be closely watched by fire and safety specialists, given its potential impact on risk reduction in occupied buildings, enforcement thresholds and resourcing priorities.

Finally, ongoing work on professional competence, regulatory guidance and emerging construction risks reinforces the central role of fire and safety expertise in preventing future systemic failures in the built environment.

Five reasons to go rugged in public safety: Sonim Technologies on building phones for fireground realties

by Breaking NewsCommunications

Michael Coad, Senior Vice President, Product Management, Sonim Technologies, Inc. explains rugged device value for responders needing operational reliability within demanding regulatory frameworks

Our firefighters, safety workers, and first responders are under more pressure and performing in more hazardous and difficult environments than ever before.

Studies have found that climate change has already led to an increase in wildfire season length, wildfire frequency, and burned area.

The wildfire season has also expanded in many regions because of factors including warmer springs, longer summer dry seasons, and drier soils and vegetation.

Constant, year-round fire dangers in large swaths of the US have a huge impact on our first responders and is driving the need for more durable, secure, and rugged mobile devices that offer software applications that are applicable for use in the field.

Public safety workers also face tough, rough, dirty jobsites, meaning the risk for mobile device damage or breakage is high.

According to one source, 89% of first responders use their mobile phones as part of their everyday work tasks, highlighting the importance of real-time communications as the bedrock of public safety.

Bottom line: there is a critical and urgent need for mobile-friendly technology to ensure first responders can work anywhere they’re called and stay connected to the people they serve, even in remote areas.

Despite the high probability mobile devices may be damaged in challenging first responder work environments, budgets are generally tight and the procurement cycles long for federal, state, and local governments, leaving little room for breakdowns of technology and broken phones.

Going ‘rugged’ for consistent, clear communications

There are five key reasons why fire and public safety workers should consider rugged devices when choosing handheld mobile phones:

Lower total cost of ownership

Rugged devices hold their value for longer than non-rugged devices, cost less to repair, and don’t require expensive aftermarket accessories.

Using rugged devices reduces the need to replace broken or damaged devices, which can result in missed calls and communications with team members during emergencies.

Built for extreme environments

Devices designed for first responders should be drop-resistant and able to survive drops onto hard surfaces.

Rugged mobile phones should also be safe to use in hazardous environments where flammable materials may be present and resist dirt, water, and chemicals.

The ability to remain operational in extreme temperatures and have non-incendive ratings is especially important for firefighters and public safety workers.

Devices should also be equipped with loud speakers that can be heard clearly in noisy environments.

Enhanced mobile features

Push-to-talk (PTT) capabilities are extremely important for rugged devices designed for first responders.

PTT is helpful for public safety workers who rely on one-touch walkie-talkie style communications.

Modern PTT provides the ability to instantly share files, including videos, which is useful in situations where a visual understanding of the situation is critical.

Devices equipped with a 5000mAh battery ensure longer battery life for all-day productivity, while built-in cameras help document activity at the worksite.

Integrated security

Built-in security features ensure public safety workers have a secure means of communicating, creating mobile workflows, and sending information to and from the cloud, including rural areas.

Other software-based features for public safety applications include Mobile Device Management, barcode scanning, and SOS modes that trigger “man down” or “lone worker” alerts.

Dedicated public safety networks

Rugged devices should provide built-in support for full use of dedicated public safety broadband networks like AT&T FirstNet, Verizon Frontline, or T-Mobile T-Priority.

This support offers extended coverage, particularly in rural and remote areas, and can handle large amounts of data.

These networks allow firefighters and first responders to tap into specialised capabilities required to meet mission needs, helping them to protect their communities.

Features that promote ease of use allow first responders and public safety workers to focus on their mission to keep the communities they serve safe.

Addressing today’s communication challenges

Firefighters, first responders, and public safety workers operate in some of the most demanding and unpredictable environments, where communication, speed, and reliability can mean the difference between life and death.

Challenges such as extreme weather, hazardous conditions, and limited connectivity are why traditional consumer-grade devices often fall short and could compromise operational efficiency and safety.

Rugged mobile devices specifically engineered to withstand harsh environments, resist water and dust, endure drops and shocks, and function reliably in extreme temperatures, ensure uninterrupted communication and performance in critical moments.

Integrating rugged mobile devices into public safety operations offers voluminous benefits that directly support mission success.

By adopting ruggedised technology, our firefighters, public safety workers, and first responders can focus on what matters most—delivering more effective and timely responses to the communities they serve.

About the author

Michael Coad is senior vice president, product management, at Sonim Technologies, and has been with the company for nearly 15 years.

Prior to Sonim, Coad served as a consultant for Comcast’s wireless business and was vice president of partner development for Qualcomm, Inc.

He has deep expertise in advanced design, development, and management of wireless products, services, and applications, particularly for mobile wireless markets using 5G/4G technologies.

This was originally published in the January 2026 Edition of International Fire & Safety Journal. To read your FREE copy, click here.

Overcoming language barriers during emergencies: How Dals supports police, fire and ambulance teams

by Breaking NewsCommunications

Nick Clancy, Key Account Manager at Dals, offers practical steps for using interpreters in times of crisis including briefing, pacing and a short BSL guide

When an emergency occurs, clear communication matters as much as a trauma kit, a charged firehose or the Jaws of Life.

If a caller, casualty or witness doesn’t speak English well, doesn’t understand, or can’t hear you clearly, the resulting uncertainty can escalate an already dangerous situation.

When critical messages don’t reach people in a language they understand, the consequences can be devastating.

For example, the exclusive use of English during official communications in Hurricane Katrina in New Orleans caused widespread confusion, particularly among Hispanic and Vietnamese immigrants.

Similarly, the delayed translation of carbon monoxide warnings led to preventable deaths in the Hanukkah Eve windstorm in Washington State.

To avoid a repetition of such tragic events, language needs to be part of the emergency plan from the outset and qualified interpreters need to be available to everyone who needs them.

First things first

In the early stages of an emergency, most hold-ups happen in three places: confirming the exact location and hazards in the control room; giving safety instructions when the first crew arrives; and passing information across services during handover.

A trained interpreter is fundamental to helping improve understanding at every stage, but it works best if they are involved early.

In fast-moving situations, it’s easy to see why one might assume contacting an interpreter could lead to delays, but with established language services provider contracts, an interpreter typically connects by phone or video in around 30 seconds.

Early connection steadies people, helps crews give clear instructions and avoids risky ad-hoc interpreting by relatives or bystanders.

Thus, as soon as you recognise a language barrier, whether in a control room or at the scene, it’s best to add an interpreter to the conversation.

Telephone interpreting is usually the quickest and most reliable option, though video is the right choice when facial cues matter or when British Sign Language is needed.

Avoid using off-the-shelf machine translation for life-critical instructions because automated systems that have not been developed by a specialised provider often struggle with noise and dialects, mistranslate specialist terms or invent errors.

They can also lead to privacy, safeguarding and evidential risks.

Be alert to sensitivities: a match that’s technically correct may still be the wrong fit – for example, you wouldn’t want to pair a Russian interpreter with a Ukrainian speaker.

And if a different dialect or a female interpreter would help, ask for it, even if it takes a few extra seconds to arrange.

Give a clear brief

Once you have connected to your interpreter on the most appropriate device, keep your language plain without slipping into slang, jargon or acronyms.

Stay focused on the person you’re helping, not the device, maintaining eye contact, a steady tone and open hand signals.

The interpreter provides your words, but you must lead the conversation.

Be open about timing from the outset.

Some rescues or searches will run longer than a single interpreter can stay on the line, so give details of any expected timeline to the interpreter and switch promptly if they aren’t available for the duration.

If a call drops, reconnect to the same interpreter wherever possible to maintain continuity.

For interpreters, the most common pitfall is crews going too fast.

Often, interpreters try to keep up, and the person being helped nods to be polite even when they haven’t understood.

Slow down the exchange slightly and build in natural pauses.

Give one instruction or question at a time, then stop to allow it to be interpreted.

Check that the message has landed with a simple repeat-back, for example: “Tell me where the children are now.”

Sound matters as much as words, so if you can, step away from machinery and other noise, close a door or turn away from the wind before speaking on a handset or speakerphone.

What seems clear to you can be muffled to an interpreter, so keep the device close rather than dangling at arm’s length.

Always stay in charge of the interaction; the interpreter provides the language and clears the understanding, but you must maintain control.

If a side conversation starts between the interpreter and the person you’re helping, ask for a brief summary and bring focus back to the task.

Once the immediate danger has passed, return to the occupant/survivor with the interpreter and explain what has happened and what will happen next.

That brief update reduces anxiety, avoids repeat 999 calls and makes handovers smoother.

Always record the basics in your log: the language, when you connect, any interpreter changes, and the main points raised, so lessons can be taken, and crews are protected, should any questions arise later.

Preparation is key

It’s worth pointing out that on-demand interpreting only works if you’ve prepared for it.

This requires an active contract with a language services provider that includes telephone, video and British Sign Language.

A good provider and system lets you reconnect to the same interpreter if a call drops.

If it can’t, it will connect to the next available interpreter straight away.

Quality matters and interpreters in emergency work must be properly vetted, trained and experienced.

For example, we require at least 400 hours of relevant work for police clients before adding someone to urgent bookings, along with language testing, right-to-work checks, ID, DBS, Non-Police Personnel Vetting Level 3 or equivalent clearances, references and sector-specific training.

Emotional steadiness also counts, because people in shock or grief need a calm, impartial voice.

Staff need training too.

Crews and control should practise how to connect to an interpreter, switch languages and reconnect after a dropped call until it’s second nature.

Simple phrase sheets in common local languages can help staff until they connect, but they are not a replacement for a qualified interpreter.

Make sure your equipment is fit for purpose.

A rugged tablet with a stand and decent speakers works well in a command vehicle, but don’t overlook the basics: a plain handset often beats a clever app in bad weather.

In many instances, while out on jobs, normal mobile calls are most reliable, while internet calling only helps where there is strong Wi-Fi signal.

Keep power banks charged, so you don’t run out of battery mid-call.

Know where your signal dead spots are in high-rises, basements and rural patches, and agree in advance where you’ll move to get a clearer line when it’s safe.

Plan for situations to progress

Not every incident stays small.

For bigger jobs, such as multi-occupancy buildings, major fires or mass-casualty events, it’s best to use on-demand telephone interpreting to get urgent safety messages across, then bring in in-person interpreters for rest centres, family liaison and longer interviews.

Plan that shift from remote to in-person, work it into exercises, and test it so the changeover is smooth when it counts.

Emergencies move fast, but confusion should never set in when you have capable teams and expert systems in place.

When language support is built into incident planning, crews can stay in control, protect lives and reduce risk, no matter the situation.

With the right preparation, language should never be the weakest link in your emergency response.

Catering for British Sign Language users

There’s a common misconception that British Sign Language (BSL) is a signed version of English, but it’s an entirely different language with its own grammar, syntax and structure.

This means writing to communicate isn’t likely to work well in an emergency.

The obvious further complication is that telephone interpreting isn’t an option.

Thankfully, on-demand BSL video interpreting has become much more available, and interpreters can usually be secured within a minute.

In the early stages of an incident, family or friends will often try to help and this can be useful.

However, it’s best to move to a qualified BSL interpreter as soon as possible.

Once you’ve connected to an interpreter, make sure your tablet or other screen is at eye level, with adequate lighting, so the signer can clearly see.

It’s important to be patient while the interpreter communicates your words as signing takes longer than speaking.

Keep your non-verbal cues steady and visible.

Check understanding by asking the interpreter to relay, in their own words, what the person has signed.

For longer welfare, safeguarding or formal statements, keep the same interpreter connected where possible.

This was originally published in the January 2026 Edition of International Fire & Safety Journal. To read your FREE copy, click here.

Compact and connected: From cutters to cloud, inside WEBER RESCUE SYSTEMS’ digital rescue push

by Breaking NewsSearch and RescueTraining

Reda Nouzhani, Area Sales Manager at WEBER RESCUE SYSTEMS, discusses the SMART-FORCE platform, digital oversight and evolving operational expectations across the Middle East

Over the past year, what have been the main milestones for WEBER RESCUE SYSTEMS in the region?

Across the past year, a lot of our regional work has followed the same theme: fire brigades and civil defence want equipment that performs reliably on scene, and they want better visibility of how that equipment is performing day to day.

That is why our SMART-FORCE direction has been so relevant here.

It speaks to efficiency, safety and precision, while also giving crews and supervisors clearer, real-time information about tool status and battery condition during rescue work.

We have also been expanding the range with compact tooling aimed at the kinds of access constraints crews face in real extrications.

At the same time, interest in training has grown, including hands-on delivery, online learning and structured professional development.

In short, equipment capability, fleet management and skills development are now being discussed together more often than they were even a few years ago.

At Intersec, what are the headline updates you are bringing and how do they build on your existing systems?

Our focus is continuing to develop SMART-FORCE as a connected rescue tool platform, then showing how that translates into practical capability on the incident ground.

The aim is familiar performance for crews, supported by better oversight for managers who need to plan readiness, maintenance and long-term investment.

On the equipment side, we are highlighting a compact cutter option designed for confined spaces, where tool positioning decides what is achievable.

We are also presenting a specialist cutter designed for linear, progressive cutting, aimed at scenarios involving mass transport such as buses and trains.

The practical example we use is creating an additional access opening, sometimes described as a “third door”, so teams can create controlled entry or egress when normal doors are blocked or compromised.

How are digital and networked technologies changing rescue operations and equipment management on scene?

Digital capability changes what crews can see and trust during an incident.

When teams have real-time indicators on tool condition and battery readiness, it supports quicker decisions and smoother deployment, especially when multiple tools are being used under time pressure.

It also reduces guesswork for crews rotating in and out of tasks.

The change continues after the incident.

Agencies increasingly want to manage rescue tools as a fleet, with clearer oversight of where equipment is, how it is being used and what needs servicing.

In the region, that fleet-level visibility is becoming part of the expectation, particularly for civil defence organisations that run large inventories across multiple stations.

In practical terms, what do these digital tools add for teams working under pressure?

The most immediate benefit is clarity.

Crews gain a clearer view of tool status and readiness, and that supports confident action in moments where time and accuracy matter.

It also helps supervisors and officers understand what is happening across a scene when equipment is moving between teams, vehicles and locations.

There are practical advantages in control and accountability as well.

Tools are high-value assets, and during complex incidents they can be left behind, moved unintentionally or taken.

Features that support location awareness, equipment locking and diagnostics help organisations retain control of their inventory and speed up recovery after a response.

The same data supports a smarter approach to maintenance and budgeting, because service needs become easier to anticipate and schedule.

Over time, that translates into fewer surprises, fewer preventable failures and more consistent equipment availability across the fleet.

How do you deliver training and professional development with fire and civil defence agencies in the Middle East?

We build training around realistic practice and continuity.

That usually starts with hands-on delivery, including demonstrations, practical seminars and scenario-based sessions delivered with local partners, so the content fits the vehicles, procedures and challenges agencies face in their own operating environment.

Teams need space to practise technique, build confidence and develop consistency across crews.

Online learning is also playing a bigger role, especially when agencies want standardised learning across large workforces.

E-learning and immersive formats such as augmented reality and virtual reality help teams rehearse decision-making and extrication steps without depending on a physical training vehicle every time.

We also encourage engagement with rescueDAYS, because it is an intensive training environment that brings instructors, scenarios and peer learning into one place.

Alongside that, we are developing our academy capability so agencies can access structured learning as part of a wider, longer-term relationship.

Which recent programmes have shaped your view of what skills agencies are prioritising?

Recent activity has highlighted how quickly rescue requirements are shifting.

There has been strong demand for training linked to electric vehicles, hybrid vehicles and hydrogen, because agencies want practical guidance on risk, tactics and safe working methods as these vehicles become more common.

Train rescue scenarios have also been a recurring theme, and teams are looking for equipment and training that match that operational reality.

Delegations from the Gulf Cooperation Council have been part of this, including teams linked to Dubai Police, civil defence in Abu Dhabi, Bahrain and Saudi Arabia.

We have seen appetite for intensive training participation and for structured learning pathways that keep skills current.

Maintenance and service training has been a major part of that discussion too.

Agencies want equipment that lasts for years and performs reliably, and that depends on first-level servicing knowledge, routine checks and disciplined maintenance habits.

Looking ahead, how will digitalisation, operational trends and partner expectations shape WEBER RESCUE SYSTEMS’ next phase?

Digitalisation will continue to move into the baseline expectation, both for crews on scene and for managers planning readiness, budgets and maintenance across fleets.

At the same time, operational trends will keep changing the training requirement, especially as vehicle technology evolves and agencies face a wider spread of rescue scenarios.

That creates pressure for learning that is repeatable, current and practical, and for systems that support consistent use across large teams.

For us, that connects directly to our plans for continued portfolio development and to the way we use major events such as Intersec and INTERSCHUTZ as points to present the next stages of that development.

It also links to the collaboration and knowledge transfer work we are trying to build across the Middle East, particularly within the Gulf Cooperation Council.

Finally, we are aiming to expand our reach through structured cooperation models in more countries, with trainer development and academy support that keeps partners updated as tools, risks and operational demands continue to evolve.

This was originally published in the January 2026 Edition of International Fire & Safety Journal. To read your FREE copy, click here.

Standards before shortcuts: How Global HSE Group is reshaping fire engineering competency

by Breaking NewsConstructionIFSJ ExclusivesMiddle East - Breaking NewsSafety

Andrew Cooper, Managing Director at Global HSE Group, outlines competency-led fire engineering, façade assessment programmes and the training pathways supporting safer, resilient buildings

Training and competency development sit at the heart of our consultancy work and form a key part of the Global HSE Group story, shaping how we serve clients and how we build internal capability.

Competency has become one of the defining issues in modern fire engineering and façade safety.

As regulatory expectations rise across the UK and internationally, the sector faces growing demand for professionals who can pair technical capability with sound judgement, consistent methodology and a clear understanding of risk.

Not just consultancy, everything we do is about improving standards of work and competency across the industry.

We place structured learning at the centre of our approach as a way to support consistent standards across projects.

We focus strongly on raising those standards through the Level 4 Fire Safety Design qualification, which supports professionals working in complex and high-risk environments.

Further programmes will follow as we build on this foundation.

On the façade side, our team in the UK has developed a high level of competency and that expertise creates clear opportunities to share knowledge into other markets, including the Middle East.

Competency is no longer a background requirement.

It is critical for building safety outcomes.

The Building Safety Act, PAS 9980 and the Scottish Single Building Assessment framework have placed façade performance under close scrutiny.

In Scotland, the introduction of the Single Building Assessment process has reinforced the need for consistent methodology, clear documentation and defensible professional judgement.

Current industry demand reflects this focus, as we are heavily engaged in single building assessments and Fire Risk Appraisal of External Walls (FRAEWs).

One ambition is to recruit within the region so that capability grows locally as well as through visiting teams, allowing us to blend regional presence with targeted support.

Where travel makes sense we can bring our specialists into the Middle East and, where regional talent is available, we want to build capacity on the ground so the flow of expertise runs in both directions.

Façades have become a major part of our workload because of legislative change and rising expectations across the UK construction and housing sectors and our teams now deliver FRAEWs in line with the Building Safety Act and single building assessments within the Scottish framework.

Demand continues to increase and we see that trend extending across the next three to five years as building owners look for consistent and reliable guidance.

We currently lead many of these programmes across London and Scotland and plan to expand our team as the volume of projects grows, supported by professional indemnity cover for assessment, design and remediation activities that enables us to manage full façade lifecycles.

The insights from these projects carry direct relevance for other regions, including the UAE, where façade performance and cladding issues feature as part of a wider set of sector concerns.

Developing the Global Academy

Our training arm division, Global Academy, began as an internal vehicle to give our staff a clear route to the competency levels we expect across every division and over time we recognised the scale of the need for structured learning at Level 2 and Level 3, along with formal qualifications that match real roles in the field.

In response we are extending Global Academy into Level 2 pathways and establishing Global Skills Academy as part of our learning ecosystem.

The aim is to develop multi-skilled people across the fire sector trades, with joiners, technicians, passive fire specialists and fire door practitioners gaining a broader set of abilities rather than working within narrow task bands.

Many individuals currently work in isolation from adjacent trades, and qualification frameworks often fail to reflect the realities of modern passive fire installation or inspection.

For now, this training effort concentrates on our own teams.

Our response is to promote a more integrated approach and define qualification standards that reflect that mindset, creating learning that adds genuine value to careers and to the organisations that rely on these skills.

External delivery remains a future possibility as the programme matures.

Intersec Dubai 2026

Raising brand awareness and relationship building is one of our central aims going into Intersec 2026, with people coming together in Dubai from every direction and giving us a way to create opportunities and revenue in the UAE and the wider Middle East while also forming connections with visitors from across the world.

Intersec 2026 represents the most concentrated gathering of global fire safety thinking in the region and reveals the direction of travel for high-rise safety across the Middle East.

Intersec also strengthens ties with partners who already know us, raising our profile with UK exhibitors and with the UK expat community working in international roles.

Fire safety feels like a closely connected field and we use the event to develop leads, reinforce existing relationships and learn from peers in ways that influence how we structure our services.

The Middle East and beyond

Our outlook extends well beyond a single event cycle as we see a clear route to continued growth in the Middle East through partnerships, projects and, in time, training delivery.

Our collaboration with Connected Safety Net in Dubai already anchors us in the region and we are in discussion with several stakeholders around projects under consideration.

Our goal is not to replicate UK services directly but to adapt our expertise to local conditions, building capability through deployed teams and over time through local recruitment and training.

Global HSE Group already serves international clients and delivers work across several countries, with recent activity including projects in Norway, Finland, Germany and the United States.

This stream of work fluctuates over time, although we expect the overall trajectory to rise as we build a balanced portfolio that includes strong UK operations and a growing international footprint.

This was originally published in the January 2026 Edition of International Fire & Safety Journal. To read your FREE copy, click here.

Collaboration over competition: Can Ranger Fire and Security fix sector fragmentation?

by Breaking NewsMergers & Acquisitions

How Ranger Fire and Security is tackling fragmentation to boost growth in the fire and security sector

In early 2024, several independent fire and security businesses decided to try something different.

They became the first to join Ranger Fire and Security, a newly launched Group established to address some of the sector’s biggest challenges – from fragmentation in the industry to the difficulties many face in scaling their often highly specialised businesses.

Ranger had a clear goal, but it was far from straightforward: it aimed to bring together like-minded companies with a shared commitment to quality customer service, and enable them to collaborate, share resources and cross-sell, by giving them the tools and systems to make it possible.

Turning competition into collaboration

In the traditionally fragmented fire and security industry, companies often operate in isolation, each focused on a particular skill or region. Ranger’s approach looked to change that – creating a connected network of UK-wide businesses where each brings its expertise to the table, helping others deliver work they couldn’t before.

As Niall Hacket, Founder and Managing Director of IPH Fire Solutions put it: “We’re all bringing our own kind of superpowers to the group. We’ve all got our own niche. What appealed to me about joining Ranger was that I could bring my skillset and my company to the Group and help the Group – and vice versa.”

This potential for greater collaboration has paid off. Martin Donald, Founder and Managing Director of Ignis Fire & Security, described how trusted partnerships have transformed his business. “Before, we used to work with other companies and they were always letting us down – shoddy work, losing money on jobs. Now, we send all our work to our partners in Ranger, and they deliver a good service every time. We don’t have that issue anymore.”

A standout example of this collaboration is between Fire Door Specialists Ltd (FDSL) and Syncro, who together have opened up new opportunities in the student accommodation sector. As Ian Maciejewski, Founder and Managing Director of FDSL, explained: “The cross-sell has had a big impact on what we’re doing. Syncro brought us into some tough sectors to break into, and it’s opened up a huge opportunity for us.” Gerry Bates, Managing Director at Syncro Group Limited agrees. “It’s not subcontracting, it’s genuine collaboration. We’re spotting opportunities for each other and building customer relationships that benefit everyone at Ranger.”

More reach, better service

For many, Ranger has enabled instant access to a national network – a game-changer for regional firms suddenly able to deliver consistent quality across the UK and Ireland. Gerry explained how that’s transformed operations for his business. “Before Ranger, we were a small and regional business, but when work came up further away, we had to send engineers hundreds of miles – sometimes at a loss. Now, with the reach of Ranger, we don’t have to. Profits are up, customer service is better, and everything feels joined up.”

This collaborative and coordinated approach isn’t just improving logistics, it’s also building confidence and loyalty among clients. As Gerry adds: “Even when it’s not our job, our clients know that if something goes wrong, we’ll go that extra mile to get it sorted one way or another.”

For Ian, being part of Ranger has also helped FDSL strengthen its internal operations. “We’d grown to a good size, but when you’re leading a growing business, you’re normally having to juggle the day job, finances, HR and more. We’d reached the point where we needed more structure and experience. Ranger brought that – proper HR, better systems and people to help us get to the next level.”

Technology driving trust

Central to this transformation has been the implementation of Simpro, the cloud-based field service management platform that now powers Ranger’s operations. Tailored specifically to Ranger’s multi-company structure, it connects teams, streamlines delivery and unlocks new cross-selling potential across the Group. “Before, we were all on different systems,” Martin explains. “It was a nightmare getting job sheets and information. Now it’s a click of a button.”

For Iain Gowans (known as IG), Ranger’s Transformation Director, the technology has done more than boost efficiency – it has built trust. “We started out trusting other people and hoping for the best. Over time, we’ve built real trust and relationships across the Group. Now, we talk even when we don’t have to. That means when we do need each other, the collaboration is natural.”

Growing at pace

Since its launch, the Group has achieved 25% organic growth, driven by smarter collaboration, job sharing and efficiency gains – far exceeding the market’s average growth rate of just 3–4%. “We asked our businesses to grow fast and modernise at the same time,” said IG. “Integrating systems, harmonising teams and evolving how we work. It’s not for the faint-hearted, but the results speak for themselves.”

Even so, the pace of change has been considerable. “The only challenge,” Gerry admitted: “is that it’s all gone so fast. In 18 months, we’ve grown by 50%. It’s a good problem to have.” And for him, the benefits go beyond the numbers, with the security offered by being part of something bigger. “When you’re on your own, your problems are yours to deal with. Now, if the worst happens, we know Ranger is there to support us.”

Looking to the future

Since its launch, Ranger has helped transform a collection of independent firms into a connected network that shares not just work and systems, but values, trust and a mission, all while preserving the brand identities that owners have worked hard to build. “There are no losers,” says Niall. “We’ve kept our own companies and teams, but we’re part of a bigger group that helps us all grow. The customers win too – they get a stronger, more capable business delivering for them.”

Martin sums up why others should consider joining Ranger. “We’re keeping the money in the group. We’re not pushing it out to others. What makes us better makes the competition less good.”

Nearly two years on from its launch, and just over a year since it rolled out its system to seamlessly connect all businesses, Ranger’s approach is reshaping the UK’s fire and security sector for the better. And, as those in the Group all agree, this is just the beginning of the journey.

Is your business ready to join Ranger? Get in touch: acquisitions@rangerfs.com

This was originally published in the January 2026 Edition of International Fire & Safety Journal. To read your FREE copy, click here.