Consultation opens on draft competence guide for organisations

The Fire Sector Confederation has confirmed the release of a draft guidance document setting out how organisations in the built environment should manage competence under the Building Safety Act 2022.

The publication, titled Managing Competence in the Built Environment: A Guide, was developed by the Industry Task and Finish Group (ITFG) in collaboration with the Industry Competence Committee (ICC) of the Building Safety Regulator.

It is now open for public consultation until 10 November 2025.

According to the Confederation, the document provides a high-level framework to help organisations design and evidence competence management systems that meet ICC principles.

It explains how companies can define, assess, and improve competence across all stages of the building lifecycle – from design and construction to occupation and ongoing management.

The guidance is described as a practical reference for creating proportionate arrangements to ensure individuals, teams and supply chains are demonstrably competent.

Framework built around 15 industry competence principles

The draft sets out fifteen principles agreed by the ICC that describe what organisations must do to plan, support and maintain competence over time.

These principles include establishing a clear scope of activities, setting competence criteria, managing recruitment and assessment processes, monitoring performance, addressing failures, and conducting regular audits and reviews.

They also cover specific responsibilities such as ensuring subcontractor capability, managing change, and maintaining accurate records of competence within a structured management system.

Each principle includes practical steps and diagnostic questions to help organisations apply the framework proportionately, whether operating as a major contractor or a small practice.

The guidance emphasises that competence must be actively managed rather than assumed, and that responsibility rests as much with organisational systems as with individual qualifications or experience.

The fifteen principles explained

1. Purpose and scope: This principle requires organisations to define exactly what activities they undertake and the boundaries of their capability. It involves identifying relevant legal, regulatory and contractual obligations and ensuring that work remains within those limits. A clearly defined purpose and scope allows the organisation to understand where it is competent to act and where additional expertise or control may be needed.
2. Establish competence criteria: Organisations must determine the knowledge, skills, experience and behaviours needed for each role. These criteria should be proportionate to the level of responsibility and risk associated with the task. Using recognised frameworks such as BS 8670-1 or PAS 8671–8673 helps ensure that competence standards are clear, consistent and aligned with industry expectations.
3. Decide processes and methods: This principle focuses on designing structured and repeatable processes for planning, assessing and maintaining competence. Organisations should determine how competence will be evidenced and documented, integrating these arrangements into existing management systems where possible to ensure a consistent approach across all operations.
4. Select and recruit staff: Recruitment and selection processes must be based on verified competence. Appointments should be made only when individuals meet the defined role requirements, supported by qualifications, references or professional registration. Induction and probationary reviews provide additional assurance that competence is demonstrated in practice.
5. Determine workforce competence: Once staff are in post, their competence must be assessed through observation, evaluation and feedback. This step ensures that individuals are performing to the required standard and identifies any gaps in capability. Regular assessment helps organisations allocate resources effectively and maintain safe operations.
6. Develop competence: Competence is not static and must be developed continuously. Training, mentoring and supervised practice should be used to build knowledge and strengthen professional judgement. Development programmes should focus on measurable improvement, ensuring that learning translates into competent behaviour in the workplace.
7. Assign responsibilities: Work should only be allocated to people who have demonstrated competence for the specific task. Role boundaries and supervision levels must be clearly defined so that individuals understand what they are authorised to do. Effective task allocation prevents staff from working beyond their capability and supports safe decision-making.
8. Monitor competence: Regular monitoring ensures that competence remains current as roles, technology and regulations evolve. Supervision, audits and performance reviews help identify where standards may be slipping or where further development is required. This continuous oversight maintains assurance that work is being carried out safely and correctly.
9. Deal with failures: Organisations must have procedures for responding to competence-related failures or performance concerns. Investigations should establish whether shortcomings stem from individual capability, supervision, or systemic factors. Lessons learned from these events should be used to improve training, processes and management oversight.
10. Manage assessors and managers: Those who evaluate or oversee competence must be competent themselves. Assessors, supervisors and managers need appropriate training and experience to make fair, evidence-based judgements. Regular calibration and review of their work help maintain consistency and reliability across the organisation.
11. Manage sub-contractor competence: All subcontractors and suppliers must meet equivalent competence standards to those expected of direct employees. Organisations should verify their capability before engagement and monitor performance throughout the contract period. Clear contractual terms should specify competence requirements and audit rights.
12. Manage information: Accurate and accessible information underpins all competence management activities. Organisations must maintain reliable records of assessments, qualifications and training. These records should be kept up to date, stored securely and used to inform workforce planning and continuous improvement.
13. Manage change: Changes in legislation, technology, personnel or structure can alter competence needs. Organisations must assess the impact of these changes and update competence profiles, training plans and procedures accordingly. Managing change proactively ensures that capability keeps pace with new demands and risks.
14. Audit: Auditing provides independent assurance that competence management systems are working effectively. Reviews should check compliance with internal policies, legal duties and best practice standards. Findings from audits must be recorded, acted upon and used to drive improvement.
15. Review: Regular management reviews evaluate whether competence arrangements remain suitable and effective. Drawing on data from audits, incidents and staff feedback, reviews identify opportunities for refinement. This process supports continuous improvement and helps sustain a strong culture of competence across the organisation.

Building Safety Act context and proportional application

The Fire Sector Confederation explained that the document aligns with duties introduced under the Building Safety Act, which requires dutyholders and accountable persons to demonstrate capability and competence in fulfilling safety obligations.

The guidance outlines how these legal requirements can be translated into day-to-day organisational practices.

It introduces the Plan–Do–Check–Act (PDCA) model, a cycle commonly used in ISO 9001 and ISO 45001 management systems, to support continuous improvement in competence.

Large and complex organisations can integrate the guidance into existing certified management systems, while smaller businesses can adopt simpler proportionate arrangements such as defined role profiles, supervision processes and competence registers.

The guide also identifies supporting standards including BS 8670-1, PAS 8671-8673, and BS 8674, alongside relevant Health and Safety Executive publications and quality-management frameworks.

Review process, consultation and next steps

The consultation period will run until 10 November 2025.

A webinar on 30 October from 10 a.m. to 11 a.m. will introduce the draft document and answer questions from stakeholders involved in competence management.

The session is open to all interested professionals and will provide an overview of the guidance’s objectives and structure.

Following consultation, the ITFG and ICC will review the feedback and complete a technical verification process before publishing the final version as an open-source document.

The Confederation said that once complete, the guide will provide a shared reference point for demonstrating organisational capability, supporting consistency and transparency across the built environment sector.

Relevance for fire and safety professionals

The guidance is directly applicable to fire safety officers, consultants, risk assessors, building owners and dutyholders responsible for demonstrating compliance with the Building Safety Act 2022.

It offers a clear model for defining competence standards within fire safety roles, recording professional development, and verifying supplier and subcontractor capability.

For those managing multi-disciplinary teams, the framework helps align recruitment, training and supervision practices with regulatory expectations.

It also provides practical templates and checklists that can assist in preparing evidence for regulators, clients or insurers.

Adopting the framework will allow organisations involved in fire design, construction and management to show that competence is both planned and maintained as part of a continuous assurance process.