IFSJ Influencer Insight: Peter Stephenson, Director of Hydrock Fire Safety Division

by Breaking NewsIFSJ Influencers

‘The development of smart cities will create opportunities for companies specialising in integrated fire safety systems.’

Looking forward to 2024, several challenges and opportunities are shaping the landscape within the fire sector. In this overview I express my views relating to the current state of the industry, pressing challenges, potential responses, emerging technologies and potential growth sectors in 2024.

Current challenges

Climate Change: The frequency and intensity of wildfires and extreme weather events due to climate change pose a significant challenge for the fire sector and built environment. Addressing these risks requires better preparedness, response, and mitigation strategies.

Urbanisation: Rapid urbanisation leads to increased population density which in turn requires investment and development of the infrastructure, making fire safety in cities a major concern. It is important that buildings and associated infrastructure meets stringent fire safety standards.

Potential Responses

1. Climate-Resilient Infrastructure: Investment in climate-resilient infrastructure at all levels of government must be fully resourced. This includes the use of innovative building materials, advanced warning systems, and more efficient firefighting equipment and emergency response.

2. Regulatory Updates: Governments should regularly update and enforce fire safety regulations to ensure that new and existing buildings comply with the latest safety standards. Examples of this include the Building Safety Act following the Grenfell Tower tragedy.

3. Public Awareness: Promoting fire safety awareness among the public is crucial. Education campaigns and drills can help individuals and communities better prepare for emergencies and should form part of the wider assessment of risk within a community.

Emerging technologies

Artificial Intelligence (AI): AI-driven systems can assist with the prediction fire outbreaks and their potential location, manage firefighting resources more effectively, and improve evacuation plans.

IoT and Sensors: Internet of Things (IoT) devices and sensors can monitor fire safety equipment and provide real-time data for early detection and response. This information can be provided through the design process and throughout a buildings life cycle with key information being captured on BIM.

Drones: Drones provide a vast range of applications that can assist in detecting and assessing the extent of fires using thermal cameras, search and rescue, monitoring hazardous situations and supporting command and control operations.

Growth sectors

Renewable and Smart Energy Systems: As the world transitions to cleaner energy sources, the fire and safety industry will play a pivotal role in ensuring the safety of renewable and smart energy installations like solar farms, wind turbines, Battery Energy Storage Systems and other innovative power systems.

Emergency Management Services: Companies specialising in emergency response and disaster management are likely to see increased demand as climate-related disasters become more frequent.

Smart Cities: The development of smart cities will create opportunities for companies specialising in integrated fire safety systems and data-driven emergency response. The fire and safety sector faces numerous challenges in 2024, primarily driven by climate change, urbanisation, and aging infrastructure. Responding to these challenges requires a multi-faceted approach. As the industry evolves, growth sectors in renewable energy, emergency management

About the IFSJ Influencer

Peter Stephenson is a Director in the Hydrock Fire Safety Division based in Dubai. With over 40 years of experience, he oversees international projects in the Middle East, Asia Pacific, and UK. He has a strong record of delivering projects globally, focusing on collaborative design and international best practices.

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: Steve Hamm, CEO of the Institution of Fire Engineers

by Featured NewsIFSJ Influencers

‘The fire service must maintain its commitment to excellence, constantly seeking ways to improve.’

As we step into 2024, the world of fire safety is facing a multitude of challenges and new opportunities. As the CEO of the IFE, I’d like to share our priorities for the year ahead and our visions for the future of the global fire sector.

Empowering the Next Generation

One of our top priorities is nurturing the next generation of fire professionals. We are committed to paving the way for new talent to enter and thrive in the field. Our approach to attracting, training, and retaining the best and brightest minds must evolve as the industry does. This year, we’re focusing on developing innovative and inclusive career paths within the fire service, because the sector, like many others, must reflect the diverse communities it serves. We believe in developing a workforce that reflects society in all aspects. The IFE will continue to advocate for diversity and inclusivity in 2024, working to raise the voices of underrepresented professionals in the fire service. Their distinct perspectives and experiences can spur innovation, resulting in safer and more effective fire prevention and response.

The first step is to thoroughly identify and document the protected characteristics of our membership. To accomplish this, we’re requiring our global cohort to actively participate in this endeavour. We will seek input and feedback from our members in order to better understand their perspectives on diversity and to identify priority areas for change. This feedback will serve as the foundation for developing our EEDI strategy for the coming year.

Demonstration of competency

The need for rigorous competency assessment has never been greater in the post-Grenfell Inquiry world. The fire risk associated with cladding and building materials has rocked our industry to its core and to address these concerns, we emphasise the importance of third-party accreditation via Fire Risk Registration. This essential tool will not only improve transparency and accountability but also enable professionals to demonstrate their expertise. We will continue to work in 2024 to ensure that the Fire Risk Register remains an important tool for protecting people and property.

Continuous Professional Development (CPD)

The fire service industry is constantly changing. It is critical to stay up to date on the latest advancements, regulations, and best practises. As a result, we are dedicated to supporting and promoting ongoing professional development. We encourage all fire professionals to participate in CPD to improve their knowledge and skills, thereby making society safer and more resilient.

2024 holds tremendous promise for the fire profession, and through laser focus on the next generation, embracing diversity, and upholding competency standards, the IFE is determined to lead the way in shaping a brighter, more inclusive, and safer future.

Recent events highlight the critical importance of collaboration and shared responsibility. The fire service must maintain its commitment to excellence, constantly seeking ways to improve.

About the IFSJ Influencer

Leveraging over 25 years’ experience in fire and rescue Steve Hamm is committed to ensuring the IFE’s ongoing evolution meets the future needs of its members. His primary focuses include leading internal change initiatives and fostering collaboration across the global fire industry.

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: Steph Rotarangi, Deputy National Commander for Fire and Emergency New Zealand

by Breaking NewsIFSJ Influencers

‘If we are truly committed to preventing fire, sometimes we need to take calculated risks.‘

You’re Cooked (slang) inebriated: drunk, high, stoned; or hungover.

Using limited fire service budget to create a cookbook for a satisfying meal after a night out, might seem like a left field idea.  Filming intoxicated people making their meals while under the influence is potentially career limiting.   We initially thought it was a bad idea too but that’s the point – firefighters aren’t the target audience.   

Unattended cooking has remained New Zealand’s leading cause of both house fire and fire related injury, despite years of campaigns and interventions trying to stop the behaviour.  For the team at Fire and Emergency New Zealand it was clear that our current messages weren’t resonating with the people they needed to, and we needed to try something different to achieve a reduction in this particularly risky behaviour.

What became apparent through our research was that while over half of the New Zealand population understands the risk of fire and is prepared to take steps to manage this, there are still significant pockets that either don’t see fire safety as a risk or understand the dangers and are still happy to take risks.

Creating initiatives that are disruptive and test the status-quo can be an effective way to create change, however our interventions had to be well informed by evidence and data and tested with the audiences we wanted to influence.   Creating a cookbook, filming ‘cooked’ chefs and spending our advertising budget on dating apps was going to draw plenty of attention. 

With solid foundational research we looked at creative ways to address the problem of unattended cooking in the hardest group to reach, who we labelled our “disengaged” audience.  What we know about this audience is that they’re often younger, seeking a care-free lifestyle and don’t want to be burdened by addressing yet another risk in their already busy lives.  We also know that they frequently cook food on the stove following a night out when they might be under the influence of alcohol or drugs or distracted.

For this audience we needed to frame cooking safety with a positive approach to make it relevant and relatable. We shifted focus from stopping them making food, to encouraging them to make food in a safe way that didn’t involve the stove, oven or any other heat source that could create a house fire or injury.

We used a local chef with a cult following to create a collection of recipes brought together in a virtual cookbook, entitled ‘You’re Cooked, Recipes to Avoid Disaster’, featuring a selection of dishes easy (and safe) enough to cook while you’re intoxicated or impaired.  Rather than telling the disengaged not to do something, we gave them an alternative, safe behaviour that was just as good.

We then took our mobile kitchen out on the streets late at night, and test drove the recipes with willing participants to create content for our campaign.  The campaign has gone on to win numerous awards for not only the creative way it’s addressed a serious fire safety issue, but the results it has achieved. We have had over 14 million impressions, but more importantly it has led to a noticeable drop in the unattended cooking fires our crews are attending.  At the time of writing, we have had a 7.5% reduction in the incidence of unattended cooking fires.

If we are truly committed to preventing fire, sometimes we need to take calculated risks.  You can find out more about how we use data and insights to drive change at https://www.fireandemergency.nz/yourecooked/

About the IFSJ Influencer

Steph Rotarangi is Deputy National Commander for Fire and Emergency New Zealand.  With a background in fire and emergency, Steph has held senior operational roles in both New Zealand and Australia.  She is passionate about reducing unwanted fire and believes no-one should be harmed by fire regardless of their circumstances. 

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: Carlene York, Past AFAC President

by Breaking NewsIFSJ Influencers

‘Investing in our people is an investment in the future of our sector and our collective resilience to disasters.’

For professionals across the fire and emergency services sector, primacy of life is the major motivator in the actions we take and decisions we make. Saving the lives of the public, emergency staff and volunteers dominates all aspects of our business. In short, people are at the heart of what we do.

The AFAC Membership comprises of organisations spanning fire, emergency service and land management agencies who lead a workforce of more than 288,000 paid and volunteer staff across Australia and New Zealand. Each of these people contribute to the safety and resilience of their communities.

This commitment to community safety and protection of people demonstrated across the fire and emergency services must be reflected in the professional development pathways and recognition of the people within our sector. Continuing to innovate in the ways that we recruit, retain and develop the workforce is crucial to ensure we have the relevant skills and knowledge to meet the challenges of the future.

There is already a valuable breadth of skills demonstrated across the sector that play a role in managing incidents and building our resilience to disaster. One way we are recognising this is through the AFAC Emergency Management Professionalisation Scheme (EMPS) that credentials practitioners in emergency management and benchmarks individual skills against published professional standards. Through this, AFAC EMPS provides assurance to individuals, fire and emergency service agencies and the public that their qualifications and experience meet nationally agreed requirements.

As we trend toward a future of increasingly larger scale disaster events, we are also building our sector’s capability and interoperability to respond to them through the Australasian Inter-service Incident Management System (AIIMS). By applying AIIMS in training, exercising and incident response, we reinforce the mutual confidence and trust that allows agencies to come together and resolve incidents through an integrated response. Having this commonality of language and practice is one of our strongest assets to work collaboratively and cohesively as a sector.

Navigating a changing disaster risk landscape requires strong leadership. AFAC is supporting current and emerging leaders of the fire and emergency services through initiatives such as the Senior Leaders Cohort that provides focused discussion on the challenges and capabilities of the future. Investing in professional development occurs at all levels of the sector, with a calendar of knowledge events, masterclasses, doctrine development and the flagship AFAC Conference and Exhibition focussed on improving our workforce capability.

Ensuring these opportunities are available to all members of the fire and emergency services opens pathways to leadership and supports our commitment to achieving greater representation and diversity through our ranks. When agencies reflect their communities, they are better placed to serve them. Through participation in the Champions of Change Coalition, AFAC is working with its members to progress more inclusive workplaces. This supports a cultural shift to attract a broader cross section of the population to consider positions within the fire and emergency services and bring with them a diversity of new experience and expertise.

By recognising the unique skills and qualities of each individual in our workforce and supporting their development, we allow our people to contribute in the most meaningful way possible. Investing in our people is an investment in the future of our sector and our collective resilience to disasters.

About the IFSJ Influencer

Commissioner Carlene York, leading NSW SES since 2019, manages storm, flood, and tsunami responses. A former NSW Police Assistant Commissioner with vast emergency management experience, York’s honored with the Australian Police Medal, the Audrey Fagan Memorial Award, and the 2017 Australian HR Director of the Year.

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

by Featured NewsIFSJ ExclusivesIFSJ Influencers

‘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

by IFSJ ExclusivesIFSJ Influencers

‘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: 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: Stephen Mackenzie, Fire Safety Consultant

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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.

IFSJ Influencer: Nicole Boston, CEO, SFPE

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Chief Executive Officer of the Society of Fire Protection Engineers (SFPE), Nicole Boston, shares her views and predictions for the fire and safety industry for the year ahead

As I think about what lies ahead in 2023, it is essential first to recognise how much has changed over the past couple of years. So, with one eye on the past, I see more change ahead regarding our fire safety and fire protection workforce and our collective appetite to learn.

Through my role at SFPE I have the distinct pleasure of talking with our members regularly. Members from across the globe, and so many of them are saying the same thing: that finding and retaining employees is more challenging now than it has been in quite some time. While there are many reasons for today’s workforce challenges, members I have talked with seem to agree that the impact of employee turnover on businesses is substantial.

Recognising this, SFPE is doing more to position the SFPE Career Connect portal as more of a resource – helping employers with an easy-to-use job board that is targeted to professionals in our industry while also providing job seekers with free resources like resume review, networking tips, interviewing best practices, and so much more. The way we see it at SFPE – if we can help connect employers with the right candidates, everyone wins. And the sooner we can return to a steadier workforce, the better.

This brings me to my second prediction – that our appetite for learning will continue to grow. As someone who is energised by in-person educational events and experiential learning, I am so happy that it is safer now for us to convene again and learn from one another. And, apparently, many others in our industry are energised by this, too – the demand for our in-person education has never been this high.

We had record attendance at our recent annual conference and expo, and the desire to speak at our upcoming conference and expo in Berlin this March also far exceeded our targets – and to be honest, I think that the Berlin conference will have another record-setting number of attendees. With additional SFPE in-person events planned and in development for 2023, we hope to see many IFSJ readers at SFPE events, too. 

I want to note, though, that I also expect the demand for virtual learning to remain strong, too. SFPE regularly has 200, 300, or even 500 people register for our webinars — one of our webinars just a couple of months ago had 750 people register – confirming that people continue to find value in learning online from the convenience of their home or office, too.

I also confidently say that the digital engagement that has grown in popularity these past couple of years will continue to grow. The conversations that I see taking place amongst engineers in the fire safety community on LinkedIn are rich and informative, our private virtual community “SFPE Connect” regularly has 1,500 contributors/readers each month, and the demand for SFPE digital publications has never been higher. People value the benefits that are provided through digital engagement. 

To learn more about the Society of Fire Protection Engineers or any of the SFPE programs that I mentioned here, visit sfpe.org. To chat about something I shared, e-mail me at ntboston@sfpe.org.

About the influencer

Nicole Testa Boston, CAE, is the Chief Executive Officer of the Society of Fire Protection Engineers, a global professional society of engineers dedicated to reducing fire risk, where she has served in that role since 2013. Nicole has over 25 years of experience in the engineering industry, having previously served as deputy director of Fiatech, an industry-led consortium in the Cockrell School of Engineering at The University of Texas at Austin. Prior to that, she served as executive director of the Building Futures Council and held senior management positions at the Civil Engineering Research Foundation at the American Society of Civil Engineers (ASCE).

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