IFSJ Influencer Insight: Mike Ward, Managing Director of the Association for Specialist Fire Protection

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‘True growth only happens when you use what you’ve learnt to create change.’

Across all professions and trades, the UK construction industry is without question the largest single employment sector in the country, yet, it has some of the lowest education levels and ill-defined professional development structures. You could say this is because the industry is so fragmented, or that professions and trades evolved at different times and at different rates, creating silos across the sectors. The truth of course, as with all of these issues, is a combination of many contributing factors applied at different times by different individuals and organisations; including respective Governments of the time.

In the case of passive fire protection (PFP), the challenge is exacerbated by the fact that this specialist area of the construction sector cuts right through practically all of the design, engineering, procurement, construction/installation, sign-off and occupation disciplines that are in place, regardless of whether the project be new-build or refurbishment. We’re asking generalists to be specialists and vice-versa for structures from a shed to the Shard, with every stakeholder now being asked to improve and evidence greater levels of competency within their relevant profession or trade.

Without running the risk of a lack of joined up thinking, it has to be the responsibility of the representative associations of such specialist areas, such as PFP, to support the more generalist professions and trades in improving their skills and knowledge and have it contextualised for their specific sector. Architects spend very little time learning how to design in the required application and performance requirements for PFP; main contractors base procurement decisions on more commercial factors rather than purchasing the ‘as specified’ product or system(s); and installers may have been carrying out installations “that way for 20 years”, not realising they may not have been correctly following the manufacturers’ guidelines in respect of the required field of application.

The good news is associations like the ASFP are developing far more comprehensive and robust competency regimes which are aimed to support every stakeholder from design to occupation and every function. Not only that, but the ability to audit company employees’ accrual of skills and knowledge, whether that be continuous professional development (CPD) hours, attained qualifications or holistic participation. The general consensus is that critical professions can’t rely on a degree they achieved years ago and then only develop themselves through CPD. There has to be the requirement and ability to achieve further qualifications in the more specialist areas that are critical to building safety. The mission of ASFP and other associations is to support this learning, after all knowledge on its own is not growth. True growth only happens when you use what you’ve learnt to create change.

About the IFSJ Influencer

Mike Ward joined the Association for Specialist Fire Protection (ASFP) four years ago as Business Manager and became Managing Director in 2023. Ward has 16 years’ experience in the fire sector, including 12 years with Coopers Fire and eight years in the door and window industry. He represents ASFP on various groups working to improve standards and competence within passive fire protection across the built environment. 

This article was originally published in the December 2023 issue of International Fire & Safety Journal. To read your FREE digital copy, click here.

IFSJ Influencer Insight: Eddie Sell, City of Hemet Fire Chief

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‘Chief officers need to take an active role in hosting state-wide recruitment and retention workshops, and collaborating with organizations on short term and long term solutions.’

‘Leave it better than you found it’. This is a phrase many of us have heard regarding the responsibility of paying it forward, paying homage to the fire service, and remembering those who came before us. Did we ever think that phrase might be something we explore as we deal with the reality of recruitment and staffing challenges. When I heard that saying as a kid in high school starting off as a volunteer firefighter, and fire explorer, I took it to heart.

Fortunately I had career firefighters who took me under their wing to teach me the fundamentals that made the fire service thrive for decades. There are so many examples we have hopefully witnessed over the years of people who truly did leave it better than they found it. Can we say the same thing about our current era? Are we ensuring that firefighters who are early in their careers understand the importance in keeping this fundamental principle alive? Are we truly doing all we can to ensure we value our current workforce, and implement plans that will address recruiting the next generation of firefighters?

Recruitment challenges rank at the top of many of the issues that are impacting the fire service. These issues associated with recruiting the next generation of firefighters is not going to go away, and serious planning and a shared commitment to being creative to new ideas is critical.


It’s important to recognize that our workforce, both career and volunteer, come from many different backgrounds and customs. We cannot assume that everyone understands the concept of paying it forward, and why mentorship at all levels is critical. We have an opportunity to educate and mentor our workforce regarding the importance of being engaged, having a voice, and paying it forward.

There are several examples of making assumptions about our new generation without context, or an understanding of people’s perspectives. Instead of mocking those members that don’t possess certain skills or abilities, why don’t we teach them? Instead of spreading rumors or engaging in hazing, why don’t we ask our members about their upbringing and what they were or weren’t exposed to.

I never thought I’d see a time when the fire service was struggling to recruit and fill vacancies. This is not unique to one type of agency, but instead is impacting small rural areas, mid sized departments, and metro departments. Most of us don’t have the time to study why this is happening. We are tasked with the duty of ensuring we staff our departments and meet the mission, and expectations of our residents. Chief officers need to take an active role in hosting statewide recruitment and retention workshops, and collaborating with organizations on short term and long term solutions. As call volumes continue to increase, and populations explode, the fire service needs to continue to adapt and remain sustainable as we deal with staffing shortages.

Short term recruitment efforts can involve signing bonuses, offering higher base salary, shortening probationary evaluation periods, and easing components of the hiring process. Other short term recruitment efforts have to account for the culture, and reputation of the fire agency. Today’s firefighters are much like professional athletes that are on the free agent circuit. Lateral firefighter candidates are in this category, more so than entry level firefighter candidates.

Long term recruitment strategies have to target our youth, and at the very least in our high schools. I am grateful for the opportunity to have created a first responder youth pathway program in the city of Hemet, CA. This program started off as an idea, then a conversation with the school’s principal, and ultimately came to fruition in a collaborative effort with the Hemet Fire and Life Safety Agency, and the Hemet Unified School District.

We are in the second year of this career technical education (CTE) program, and have had success. After the first year of the program, four of the students graduated from high school, and are now enrolled in EMT school. They are off on their journey towards a career in fire and or EMS.

Other similar programs exist in California, and as I am discovering also take place around the country. I truly believe this is a model that needs to be replicated throughout the US and Canada, to create a new steady wave of future first responders.

We have to acknowledge the times we’re in, and pivot to something that occurred in the past with trade schools, and blue color inspired occupational programs. The irony is today’s firefighter is a hybrid of requiring blue color physical skills, with white collar inspired formal education, that embraces innovation and technology.

These pathway programs must be created, supported, and integrated with fire explorer and cadet programs to ensure optimal results. It is in our best interest to have young people who embrace a career in public safety, and who are armed with the tools to succeed at all levels of fire and EMS training. Though this is a long term recruitment strategy, it is a way to ensure our strategic planning includes a defined pathway from high school, to junior college, a fire academy, EMT school, and beyond.


Part of leaving it better than we found it is taking a leadership role in education, training, and mentorship for the entire Fire Service. Aside from serving as a fire chief/agency director in California, I also currently serve as the president of the California State Firefighters’ Association (CSFA). The CSFA is a 101 year old trade association that is committed to serving and supporting the entire California Fire Service.

Since January of 2023 CSFA has hit the ground running with hosting and participating in many events throughout the state. I have worked with our CSFA leadership and marketing team to participate at the CSFA Training Academy in Williams, CFPI in Santa Barbara, FDAC in Napa, Training Officers Symposium in Fresno, California Mutual Aid Summit and FIRESCOPE, and our inaugural California Training and Education Expo (CTEX) at the Pechanga Resort in Temecula.

2024 is going to see an even greater presence throughout California, that will culminate with the newly created partnership between CSFA and Firehouse Magazine to present the next several CTEX events to Southern California.

We are very proficient at planning for, managing, and mitigating all hazards incidents, but are we truly planning for our future recruitment concerns with the same level of attention. The fire service can’t do it alone, and it is going to take a cooperative approach with government agencies, elected officials, and the educational system to address sustainability concerns into the future.

The fire service has been fortunate for the last 50 years to have had constant interest in our occupation. We have to accept that the once steady candidate pool is nowhere near the thousands of candidates who would wait in lines, travel long distances, and accept employment anywhere, just to serve as a firefighter.

We need to work with our new members, and future members to define and prepare for what the next 50 years will look like. I appreciate all of you who are mentoring, coaching, and inspiring current and future fire service professionals. Our ranks will continue to grow one member at a time by sharing with people the positive aspects of serving others.

Stay well, and take the time to pass on fire service traditions that support positive growth, enhanced culture, and a sustainable future.

About the IFSJ Influencer

Eddie Sell, the Fire Chief/Agency Director at Hemet Fire and Life Safety Agency, began his 30+ year public service as a volunteer firefighter and US Navy Admiral’s Chef. He has worked in various fire service roles and leads the California State Firefighters’ Association, blending his diverse expertise and leadership skills.

This article was originally published in the December 2023 issue of International Fire & Safety Journal. To read your FREE digital copy, click here.

IFSJ Influencer Insight: Russ Timpson, Managing Director at Crisisboardroom and Tall Building Fire Safety Network

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2024 will be a year of significant change and events in the UK Fire Industry. As well as several new pieces of legislation and regulation, there is the strategic need from Dame Hackitt’s work to digitise all fire safety related data. The ‘Golden Thread’ as it has come to be known, is a challenging task and I suspect the iterative process to find a common approach will be expensive and divisive as commercial entities seek to take the lead and control the agenda. I believe that this must take place within a broader debate about BIM and AI and their role in fire safety going forward.

Later in 2024 we will have the publication of the Grenfell Tower Fire Public enquiry report. Depending on timing, this event may become lost in the UK General Election. I predict that this will be a damning indictment of the UK Fire Safety regime prior to Grenfell Tower, and many of the key actors in the tragedy will be named and where appropriate sanctioned. We are, and will, build many more high rise buildings.

These ‘Higher Risk Buildings’ will be made from novel materials, with modern methods of construction featuring timber, PV panels, electric car charging facilities, etc. By the end of 2024 the UK Fire Safety Industry will be swimming or drowning in hundreds of retrospective recommendations from Grenfell. It is imperative that we do not become fixated in a reactive response, but keep ‘horizon-scanning’ for new fire safety hazards and risks.

The Tall Building Fire Safety Network has three goals for 2024:

1. Deliver CPD conferences that bring together experts from around the World to discuss and debate relevant topics. The first of these will be in April (15 – 17th) 2024, alongside FDIC in Indianapolis in the US. The three day programme has a great line up of presenters on a diverse range of subjects. The conference will be opened by US Fire Administrator, Dr. Lore Moore-Merrell

2. Launch  the ‘FIREMARK’ initiative to provide easy consumer access to building fire safety performance. Based on the highly successful food safety rating system in the UK, the FIREMARK scheme will provide a 1 – 5 rating system that will provide a basis for consumer choice.

3. Publish a new guidance document: Tall Building High Rise Fire Safety Management. This new guide will provide information, checklists, tools and techniques gleaned from talking and teaching building managers over the last 15 years. The new guide will become the standard reference text for the Tall Building Fire Safety Management Course. Note: this course is generic and not limited to the UK.

Anyone in the UK Fire Industry must be ready for a huge up turn in work, problem solving, collaboration and meeting client needs in 2024. This will require leadership, competency and ethics.

As the Chinses proverb states: ‘Fire is a good servant, but a bad master’.

About the IFSJ Influencer

Russ Timpson is a chartered Fire Engineer and fellow of the IFE. Challenging the status quo well before Grenfell, Timpson is focused on making buildings safer by improving fire safety management. In 2024, Timpson will deliver the 8th International Tall Building Fire Safety Conference and the ‘FIRE MARK’ initiative.

This article was originally published in the December 2023 issue of International Fire & Safety Journal. To read your FREE digital copy, click here.

IFSJ Influencer Insight: James Tomes, President and CEO, Telgian

by Breaking NewsIFSJ Influencers

The biggest challenge for our industry is one word: “Talent.” Or more correctly, not enough of it.

Currently, there are too few highly trained fire safety engineers and technicians in the pipeline. In North America, we have only five universities that are training engineers in fire protection, which together produce just over 100 graduates a year; one college-based Fire Suppression Designer program; the offerings at NFSA and AFSA; and one college-based Fire Alarm Designer program.

Historically, the industry was well served by the outstanding HPR training programs from Factory Mutual, IRI, and Kemper. During the 1990s and 2000s Telgian was able to sustain its rapid growth by tapping into this excellent pipeline. For example, Len Ramo, President of Telgian Engineering & Consulting, was a product of the Kemper program. During the 2000s Telgian also had a small program developed by Bill Thomas, the legend behind Kemper’s program. This program was a victim of the 2008 economic disruption.

Compounding the supply problem is attrition. In an article published in 2015, SFPE predicted that 25% of the work force would retire in 10 years. We are eight years in, and COVID-19 has only accelerated that trend. This is after the loss of talent caused by people permanently leaving the construction industry after the Great Recession in 2008.

The resulting pinched supply of trained personnel constricts the growth of individual companies and impedes the further advancement of the industry. We have the confluence of increasing demand and a diminishing pool of almost every job classification within the fire protection industry.

There are several trends driving up demand as a whole for the entire industry. Demand for fire protection is increasing as new technologies are developing and new codes require engineered design and/or engineer involvement, and new reviews are being required. New and existing firms (i.e., architects/MEP) are adding fire protection as a service offering to support increased demand for engineering and design.

SFPE Position Statement 2020-1 helped outline the differences between the engineer and the engineer technician. However, during a 2022 SPFE Annual Conference panel discussion, it was noted that if all the items in this position statement were fully implemented and followed – the industry cannot support it as there are simply not enough qualified engineers.

Because of Telgian’s broad service offering, we require the entire gamut of personnel, from Ph.D. level engineers to accredited field technicians, and everyone in between. So, we feel the pinch too. Telgian has to be very selective in the scope and terms, and the number of projects we take, to ensure we are providing our customary high levels of service.

So, what is the solution? I will shamelessly steal a quote. “It takes a village.” Collectively, we as leaders need to invest in formal training programs, not just “on the job.” We are currently studying the possibility of restarting Telgian’s program. It only produces five FPEs per year, which may not seem like much, but that is a 5% increase for the entire industry. What if we all committed to producing five engineers or technicians per year for the good of the industry?

About the IFSJ Influencer

President and CEO of Telgian Holdings, Inc., James Tomes is responsible for the positioning of Telgian for long-term success. This includes the execution of the company’s strategic plan, as well as its operational and financial success. As a force for positive change, Tomes has served on NFPA global code development committees, and shares his 30+ years of business experience and expertise with numerous regional, national and international organisations.

This article was originally published in the December 2023 issue of International Fire & Safety Journal. To read your FREE digital copy, click here.

IFSJ Influencer Insight: John S. Butler, International Association of Fire Chiefs President

by Associations and OrganisationsFeatured NewsIFSJ Influencers

‘The prevention of fire incidents should always be a top priority.’

As we stand on the threshold of a new year, the fire and emergency services industry faces ongoing challenges and promising opportunities. The fire service has always been a dynamic and ever-evolving field, and 2023 has posed its fair share of challenges for fire and emergency services. We’ve seen the increasing frequency and intensity of wildfires. Climate change is pushing us to adapt and innovate, and it’s time for us to step up our game.

To address this challenge, we need a multifaceted approach that includes bolstering our firefighting capabilities, enhancing community awareness and preparedness, and advocating for stronger climate action. As fire service leaders, it’s our duty to advocate for measures that can mitigate the effects of climate change and safeguard our communities.

I would like to share my thoughts on what lies ahead and the strategies to harness the potential that awaits us.

Regional threats in the fire service are becoming more complex and varied. In some regions, droughts and extreme heat are causing longer and more intense fire seasons. In others, rapid urbanisation and population growth are straining resources. Each region’s unique challenges require tailored solutions.

We must focus on strengthening regional partnerships, sharing best practices, and investing in research and technology that can help us combat threats specific to our areas. Cross-border cooperation and international collaboration are vital as well, as wildfires, for instance, often transcend national borders.

The fire and emergency services are no strangers to technological advancements. In 2024, we will see a surge in the adoption of cutting-edge technologies that can improve both firefighter safety and operational efficiency. Drones, augmented reality, and artificial intelligence are among the innovations that are revolutionising our field.

Our challenge is to stay ahead of the curve and integrate these technologies into our operations effectively. Training and development programs should incorporate these new tools to ensure that our personnel are proficient in their use. Moreover, we must also be vigilant about data security and privacy, as technological advances often bring new vulnerabilities.

The prevention of fire incidents should always be a top priority. Risk mitigation strategies need to extend beyond firefighting to include community education, building codes, and land use planning. Prevention is cost-effective and saves lives.

As the fire and emergency services industry evolves, several growth sectors will emerge. Cybersecurity for emergency services, specialised response units for hazardous materials and biological threats, and the utilization of renewable energy sources in fire stations are areas where we can anticipate substantial growth. It is important for us to invest in research and training for these emerging fields.

The year ahead presents an array of challenges and opportunities. As leaders in this field, it is our responsibility to adapt, innovate, and advocate for the safety and well-being of our communities. Together, we can navigate the path ahead and make 2024 a year of continued progress and resilience.

About the IFSJ Influencer

John S. Butler, Fire Chief of Fairfax County and President of the International Association of Fire Chiefs, possesses top credentials in fire, EMS, training, and marshal services. He chairs the National Fire Academy Board and serves on the Metropolitan Fire Chiefs Board. A retired Marine, he was educated at Johns Hopkins and Harvard Universities.

This article was originally published in the December 2023 issue of International Fire & Safety Journal. To read your FREE digital copy, click here.

IFSJ Influencer Insight: Jim Pauley, President and CEO, NFPA

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‘Fire does not discriminate, but its impacts do.’

I recently had a few opportunities to speak about the fire and life safety challenges of our times. These issues are not unique to any particular country when looking at them through an international lens, and neither are the solutions we can bring to bear.

Each preventable fire that claims lives and property is a reminder of the gaps in the NFPA Fire & Life Safety Ecosystem™, which is comprised of eight interconnected cogs that must work together to keep people and the places where they live, work, and play safe. The ecosystem includes policymakers setting the right regulatory framework; jurisdictions using the most updated codes and standards; applying all of the standards – including referenced standards; prioritizing safety across the board; promoting the development of skilled workers in design, installation, inspection, and ongoing maintenance; supporting effective code enforcement; providing effective preparedness and response capabilities; and educating the public on the dangers posed by these hazards. Every cog is essential; tragedies can occur when one or more ecosystem elements is missing or ignored.

In an increasingly interconnected and electrifying world, the importance of robust fire, life, and electrical safety codes and standards transcends national borders and is essential to deal with new and persistent complexities.

What is similar in most countries is that many safety codes and fire prevention measures, wherever they exist, often arise from the ashes of tragedy. This is true from the high-rises of London to the informal settlements of Mumbai to the deadly e-bike fires in New York City.

Fire does not discriminate, but its impacts do. Globally, the most vulnerable populations—older adults, children, ethnic minorities, low-income groups, and people with disabilities—are disproportionately affected. Using and enforcing safety codes is difficult in developing countries due to the lack of infrastructure and resources, but it can be valuable in moving safety forward.

The entire global community plays a crucial role, including governments at all levels, international organizations, the building industry, first responders, enforcement officials, and citizens.

This shared responsibility model is critical. As the world looks to new energy sources, the need to ensure their safe use is paramount alongside their enormous societal benefits.

In developing nations, factors such as urbanization and poverty drive higher fire risks. Fire safety is particularly pressing in the context of public housing and informal settlements, where the risks are often magnified. In countries worldwide, national and local governments must invest in protecting lives and property in the structures they build and fostering relationships in informal communities where they have a duty to protect. This builds a culture of fire safety that can grow and strengthen over time. Efforts should also include retrofitting existing public structures with essential fire safety equipment. Studies by organizations like NFPA show significant decreases in fire-related deaths and injuries in buildings with sprinklers and smoke alarms.

In regions prone to wildfires, such as Australia, the Mediterranean, and the western United States, the challenge of fire safety takes on a different dimension. Climate volitility has exacerbated the frequency and intensity of wildfires, making it imperative to rethink building practices and policies. This requires an international coalition of governments, fire services, and communities to embrace policies and construction standards that mitigate fire risks, especially in wildland-urban interface areas.

The global nature of fire safety challenges calls for an equally global response. By embracing fire and life safety codes and standards at all levels—we can significantly address the fire problem that plagues our world. Together, we can turn the tide against the scourge of fire, ensuring safer communities. In this interconnected world, our collective safety and well-being depend on it.

About the IFSJ Influencer

Jim Pauley is the President and Chief Executive Officer of the National Fire Protection Association (NFPA). NFPA is a global, non-profit organization devoted to eliminating death, injury, property and economic loss due to fire, electrical and related hazards. He also serves as chair of the Board of Trustees of the NFPA-affiliated Fire Protection Research Foundation.

This article was originally published in the December 2023 issue of International Fire & Safety Journal. To read your FREE digital copy, click here.

IFSJ Influencer Insight: Sawsan Dahham, SIENA CEO

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“FLS experts fulfil a crucial role in advancing building safety and ensuring long-term resilience against fire risks.”

Over the past decade, the Fire and Life Safety (FLS) industry has experienced continuous and steady growth, closely linked to the construction industry’s expansion in various countries and a rising global consciousness about safety. Governments worldwide are emphasising the critical need for proper fire and life safety measures in all buildings, both new and existing. They are actively partnering with established safety organisations to craft and refine fire and life safety standards, aiming to eradicate deaths, injuries, and financial losses caused by fire and related perils.

Amidst this progress, a technological revolution is transforming all sectors, with building designs, uses, and material specifications evolving to yield more innovative and high-tech structures. The duty of FLS professionals is to constantly update their knowledge on emerging technologies, tackle the potential challenges they present, and design risk mitigation solutions to ensure safety.

A key element that is often neglected in FLS strategy is the importance of incorporating risk mitigation at the early design stages. The advent of new technologies and materials for construction—sought after for their sustainability, cost-effectiveness, or durability—has made it imperative to focus on setting early, efficient risk mitigation strategies. Effective risk mitigation leads to a coherent FLS strategy, minimising the likelihood and impact of fire incidents.

Mitigating risks effectively requires recognising potential hazards from the inception of a building’s design, ensuring compliance with safety regulations throughout its development. Building a robust foundation for risk identification with codes and standards, enriched by industry experience and historical insights, is essential.

Acknowledging risks is the subsequent step, enabling professionals to foresee the outcomes of risks and plan for their avoidance. This may include altering design plans, selecting alternative materials, or eliminating certain hazards altogether to reduce risks to safe levels.

When avoidance is impractical, attention shifts to developing alternative engineering methods that may not eliminate, but can significantly reduce risks, facilitating safe evacuation and protecting property from severe damage. Additionally, ‘buffering’ serves as a mitigation method where FLS designers implement physical barriers, like fire-rated walls, or enhance active fire protection systems to provide an added layer of safety.

The use of compartmentation is also prevalent, serving as a cost-effective strategy that does not compromise the project’s adaptability. This strategy of segmentation aids in containing potential fires to limited areas, thereby offering a controlled response to emergencies.

Risk mitigation is an integral part of an effective FLS design strategy. It starts with a thorough risk assessment and culminates in the implementation of a safety plan that significantly elevates the building’s safety profile by improving protections for people and property. Proactive involvement of highly qualified personnel to devise a comprehensive FLS strategy at the design stage can dramatically affect the project’s success, from inception through execution to its functional lifespan. By adopting thorough prevention measures, FLS experts fulfil a crucial role in advancing building safety and ensuring long-term resilience against fire risks.

About the Influencer

Sawsan Dahham, SIENA CEO and fire safety authority, boasts 17 years in FLS strategy and business management. An NFPA instructor and renowned speaker, she leverages vast experience from past leadership at Dar Al Handasah, impacting significant projects globally.

This article was originally published in the December2023 issue of International Fire & Safety Journal. To read your FREE digital copy, click here.

IFSJ Influencer Insight: Edward Kelly, General President of the International Association of Fire Fighters

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Cancer is killing firefighters. Whether on the job in the United States or the United Kingdom, in India or Indiana, firefighters are enduring countless occupational exposures to carcinogens that make us far more likely to get sick or die from cancer than the average person.

Anecdotally, we have known this for years. Each of us has lost too many friends to occupational cancer, brothers and sisters gone far too soon. The numbers are staggering. This year’s IAFF Fallen Fire Fighter Memorial Ceremony honored 572 members who died in the line of duty between Jan. 1, 2021, and Dec. 31, 2022. Nearly two-thirds died of cancer.

These are not anomalies. The science is clear. In 2022, the International Agency for Research on Cancer, a division of the World Health Organization, declared firefighting – the profession itself – as a Group 1 threat (“carcinogenic to humans”), the most dangerous classification. Scientists around the globe know: our job is one of the world’s most dangerous.

Risk is inherent in our work. Putting others first means that, one day, we might have to give our own lives to save someone at the end of a dark, smoke-filled hallway. It’s the oath we took. Any call could be our last. But that does not mean we should not strive to make a dangerous job safer. In fact, that is our mission.

Recognising the urgent need for action, the International Association of Fire Fighters – the labor union for firefighters, emergency medical, and rescue workers in the United States and Canada – is laser-focused on eliminating cancer from the fire service.

We are starting with bunker gear. Our personal protective equipment, the very gear meant to keep us safe, is making us sick. Independent studies show that our gear is loaded with toxic per- and polyfluoroalkyl substances (PFAS), chemicals linked to cancer and other illnesses. Firefighters are needlessly put at risk every time we wear our gear. That’s why the IAFF and the Metropolitan Fire Chiefs Association notified members last year about ways to reduce exposure to PFAS, including only wearing bunker gear when the response calls for it.

In addition to needless PFAS exposure, firefighters endure a toxic mix of carcinogens released during the burning of plastics and modern building materials. We need independent research that expands our knowledge of occupational exposures and helps us understand why firefighters are at a heightened risk for some cancers. The IAFF has been working with scientists, physicians, politicians, and environmentalists to develop this strategy, and our members have put their money where their mouths are by funding independent cancer research.

This universal issue demands a global response. In Canada and the US, the IAFF is working to expand benefits for firefighters diagnosed with cancer. We are advocating for local, state, and federal governments to extend line-of-duty death coverage to survivors whose firefighter dies of occupational cancer. And we are sharing what we know with our Global Alliance partners. The Australian government has increased the number of cancers covered under presumptive legislation, and the Fire Brigades Union continues to pressure the United Kingdom to recognise the link between firefighting and cancer.

In August, the IAFF hosted a roundtable with Global Alliance members at our John P. Redmond Health and Safety Symposium. Leaders from the FBU, the New Zealand Professional Firefighters Union, Sweden’s Cancer Foundation for Firefighters, and the United Firefighters Union of Australia joined me to discuss our profession’s most pressing issues, especially occupational cancer. Leadership from Denmark, Finland, Germany, Iceland, and Norway were also in attendance.

Everyone shares in the obligation to care for public servants who dedicate their lives to protecting others. As fire service leaders, that means doing everything we can to make the job as safe as it can be – for our fallen, for the firefighters of today, and for the generations to follow.

About the influencer

Edward A. Kelly, 10th General President of the International Association of Fire Fighters, is a third-generation firefighter elected in March 2021. A Boston Fire Department veteran since 1997, Kelly has served in various high-profile emergencies and held significant union roles, including as IAFF General Secretary-Treasurer. He’s also a U.S. Air Force veteran.

This article was originally published in the December2023 issue of International Fire & Safety Journal. To read your FREE digital copy, click here.

IFSJ Influencer Insight: David Williams, Chair of the Fire Protection Association

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The Grenfell Tower fire highlighted failures in all areas of the UK construction industry, from building design to building approval. The UK’s reaction to the tragedy finds focus in the Building Safety Act which gained royal assent in 2022 but is only now coming into effect as rafts of secondary legislation are implemented. At the FPA’s recent FIRE Conference in London, one speaker stated that they hadn’t seen anything like it in 20 years as a practising solicitor and that it represented a ‘massive change’ to our previous approach. “About time too” many of us would undoubtedly agree.

As a result, a mass of reporting and registration requirements will come into effect, including mandatory reporting to a new Building Safety Regulator, mandatory registration of building inspectors/building control approvers, and mandatory registration of occupied high-rise residential buildings with the new regulator. The current situation – in which it is far too easy to set yourself up as an alleged expert without registration or qualifications – needs to change quickly.

The regulator will implement and enforce a new regulatory regime for residential buildings over 18m in height and will oversee the safety and performance of buildings; promoting competence among registered building inspectors. It will also set up committees on building advice and industry competence, along with a residents’ panel to shape its approach.

With their views having previously been overlooked, resident involvement should encourage adherence to new rules by increasing understanding, as resident adaptation of buildings – possibly well-intentioned but without appreciating the implications – can put lives at risk. The Act also rightfully eradicates the idea that residents/leaseholders should pay for historical safety defects.

Furthermore, the new national regulator for construction products within the Office for Product Safety and Standards will have the power to remove products from the market, and the Secretary of State will be able to place products on a statutory ‘safety critical’ product list. The testing conducted in recent years, and the use of products that are simply unsuitable in some scenarios, has shown how important this could be.

The introduction of the Golden Thread means that developers must create, hold, and maintain information so that the right people have the right information at the right time to ensure buildings are safe, and that building safety risks are managed throughout the building’s lifecycle.

The legislation references ‘managing buildings as holistic systems’, but my simpler take is that we need somewhere which contains everything (appropriate and proportionate) relating to the building; certifications, reported incidents, safety case reports etc. which is kept up to date, with responsibility clearly defined to ensure compliance and help gather data. The lack of information available from previous fires has been a significant barrier to progress so the building information required by the Golden Thread will improve our ability to learn from future fires.

Time will tell what impact the regulation changes can really have. Now the onus is on us to make better use of data to help the industry and government identify and respond to trends, and the Golden Thread is key to that journey at building level.

About the Influencer

David Williams is an experienced executive and non-executive director with over 30 years’ experience in insurance, having formerly held the position of Managing Director of Claims, Underwriting and Technical Services with AXA Insurance UK. He is a member of the FPA Board and between 2011-2022 was Chair of RISCAuthority, an annually funded research scheme which conducts research on behalf of the insurance sector and is administered by the FPA.

This article was originally published in the December2023 issue of International Fire & Safety Journal. To read your FREE digital copy, click here.

IFSJ Influencer: Stephen Mackenzie, Fire Safety Consultant

by Featured NewsIFSJ Influencers
Fire Safety Consultant Stephen Mackenzie shares his views and predictions for the fire and safety industry for the year ahead

If there is one message I have to the sector it is: listen loudly. Whether you are an expert, a practitioner or a new entrant, do not thrust your expertise on people. We have a very switched on and informed public. We have a desensitised public following Grenfell and the building safety crisis globally. Expect to be challenged.

We need to prepare for the worst case scenario: assume your contingency plan will fail on first engagement; what can go wrong will go wrong. We often see the root cause failures that caused fires such as Grenfell, Notre Dame, Glasgow School of Art – we have a root cause and then a series of compounded failures. You need to prepare, train staff, have a contingency plan, and stress test it. These are the key components to minimise the incident, whether that is property loss, life loss, or business disruption.

We are coming into a very dangerous time of global uncertainty and instability. The cost of living and energy costs are rippling through the construction industry. We are now seeing nearly 10,000 tower blocks impacted by the Grenfell crisis alone in the UK. We do not know how big the building safety crisis is around the world.

There are tens of thousand fire professionals out there, but few have spoken out since Grenfell or rallied to help impacted communities and residences. How many of our fire professionals out there are responsible for some of these tower blocks? We have got to own it and take responsibility. Defective testing: we missed it. Dangerous products: we missed it. How do we fix it?

I do not see it being fixed, even with the Fire Safety Act and Building Safety Act. I see more turmoil over the next 3-5 years as we try to implement it. We have to learn the lessons. We have to listen loudly. We have to see beyond the statistics – fire deaths are falling until the next major incident. 

We are all angry. We are all fatigued. Rather than setting new standards we need to look at what we can do within the existing legislation to bolster building and safety, refine it and make next steps. We cannot forget the disasters of the past. We have to learn. We must pass the baton of increasing levels of safety from one generation to the next.

Do not be blinded by the latest technology, the latest consultation and the latest buzzword. Take ownership of the crisis as a professional and as a profession. Let us do what we are here to do: look sensibly at what the hazards are, what the risk is, what we can do to remove, reduce and replace those. Our history informs what has happened, but it does not define the future. All too frequently we repeat the same root causes and compounded failures. We need to stop that cycle.

About the influencer

Stephen McKenzie is a consultant with demonstrated multi-disciplinary skills in complex property portfolios and has extensive, long standing academic work as an international subject expert in fire risk assessment and fire safety management. With established global networks and sector leadership accrued during a career spanning over 35 years, he is a progressive practitioner with extensive knowledge across a spectrum of built environment and engineering disciplines. He has spent the past five years, providing contribution to post-Grenfell understanding, giving advice to residents and a spectrum of stakeholders and serving as a frequent news commentator on a wide range of fire and explosion incidents.

This article was originally published in the November edition of IFSJ. To read your FREE digital copy, click here.