Moving Past ‘Fit and Forget’ – How Building Owners, Developers & Facilities Managers Can Take Control of the Fire Safety Lifecycle
By Brad Crisp, Commercial & Specification Manager at Sertus For building owners, developers and facilities managers across the UK, it can be easy to fall into the trap of ‘fit and forget’ – especially when it comes to a whole host of installed safety equipment. Ensuring you’re keeping on top of all of your installed safety systems is essential, especially when it comes to fire safety. The notion that fire safety is a one-time box-ticking exercise from years gone by couldn’t be further from reality. Those in a position of authority must undertake a continuous journey to keep up with the fire safety lifecycle. Brad Crisp, Commercial & Specification Manager at Sertus takes a closer look at the importance of keeping on top of the fire safety lifecycle, with actionable tips on taking control for build owners and facilities managers. Why Fire Safety Requires Ongoing Attention The attitude of ‘fit and forget’ has long been an issue within the industry, which is a huge issue when it comes to fire safety. When investing in high-quality systems, in theory, they should stand the test of time and not require any real intervention – but it’s essential that building managers, developers and facilities managers keep on top of maintaining and upgrading fire safety systems. Even the most robust fire safety systems require regular testing and maintenance, and there’s good reason for this: System Deterioration – Over time, any system will begin to run into issues, especially if not maintained by a competent professional regularly. Changing Regulations – While regulations aren’t changing regularly, it’s important to keep on top of any regulations that do change and how this impacts your existing safety set-up. For example, the impact the 2024 update to BS991 had on smoke control. Human Error & Oversights – While a safety system might appear to be in good working order after being installed, there’s always a chance that something may have been missed in the initial installation that hasn’t been picked up. Changes in Facilities Use – If, for any reason, there’s a change to your premises’ primary function, there could be implications for how safety systems are used and what regulations now apply. There are a whole host of reasons that fire safety requires ongoing attention, with one of the most important being in compliance with section 3 of the ONS’ Fire Prevention and Protection statistics, which relates to fire protection and formal & informal notices. If your building fails a fire audit, the repercussions can be severe, with several informal and formal notification categories depending on the severity of non-compliance. Between April 2024 and March 2025, there were 8,666 breaches of compliance relating to fire-safety equipment maintenance (Article 17), which highlights the issues currently facing the industry when it comes to keeping up with fire safety obligations. The Fire-Safety Lifecycle Approach Fully understanding and implementing the fire safety lifecycle approach is complex, but extremely worthwhile for those who work in (M&E) and facilities management. Neglect at any stage can impose risk, leading to fines, legal liability or in the worst case, the loss of life. This is why proactive management is essential in fire safety. Here’s an in-depth look at the 5 stages involved in the fire safety lifecycle: An essential stage, this ensures that the fire safety system is appropriate for the building’s specific use, occupancy and risk profile. This stage is especially critical when undertaking a refurbishment of an existing building, or if there’s a change of use for the property. The following should be put in place during this stage: Fire Strategy – Hire a fire and safety consultant to define what is required from the system you are implementing. System Selection & Specification – Ensure the correct type of system is selected and establish requirements based on building codes and standards. For example, addressable vs conventional fire alarms, or wet pipe vs dry pipe sprinklers and smoke ventilation requirements, such as roof AOVs or smoke control dampers . Documentation – Begin developing design specifications and the Golden Thread of information, ensuring you have accurate and up-to-date records of your building’s fire safety. The Golden Thread & Why It’s Important The Golden Thread is an integral part of building managers, developers and facilities managers roles, with a digital, secure and tamper-proof record of information on the buildings design, construction and management throughout its entire lifecycle. Following the Grenfell Enquiry, and subsequent Building Safety Act 2022 being instated, the Golden Thread played a key role in providing a digital alternative to the historic paper file system ensures that all of the building safety information is accurate, accessible and used to mitigate safety risks. During this stage, it’s essential to consider the longevity of the solution you’re looking to install. For example, at Sertus, we pride ourselves on all of our smoke ventilation products standing the test of time, thanks to meticulous design, in-house manufacturing and unrivalled technical support after install. Now that the planning and design are in place, it’s time to put the physical aspects of your fire safety equipment into place with a trusted supplier and installer. Here’s an overview of the steps you should take: Appoint Contractors – Take time to pick a trusted partner to carry out the installation and ensure that all installers onsite are certified and competent. It’s essential to pick a contractor that you’re confident in, so take the time to get this stage right and ask for recommendations. For example, if you are having smoke ventilation installed, it’s important to ensure your contractor of choice has the relevant qualifications such as the SDI19 certification or SKEB (Skills Knowledge, Experience, Behaviours). Quality Assurance – It’s essential that you carry out regular site inspections to personally verify that the installation follows the approved design and fire strategy. You’ll be held responsible for any problems, so take the time to properly check all aspects of the installation. Commissioning – An essential part of the process, commissioning refers to testing the
NHS SBS scoops ‘Procurement Team of the Year’ award and ‘Highly Commended’ for complex capital projects
Leading corporate services provider, NHS Shared Business Services (NHS SBS), is proud to announce its Procurement Solutions Team has been named the winner of this year’s Health Care Supply Association’s (HCSA) ‘Procurement Team of the Year’ award. The HCSA annual awards recognise the outstanding contributions of individuals and teams driving improvement, efficiency and value across the NHS, particularly in healthcare procurement and the supply chain in the UK. The award was presented to NHS SBS in recognition of its dedication, teamwork and commitment to delivering Framework Agreements (FWAs) that ensure the NHS and wider public sector receive only the best products and services. NHS SBS’s 82-strong Procurement Solutions team manages a portfolio of over 40 FWAs with a combined multi-billion-pound value, and is responsible for commissioning, procurement and ongoing management, to ensure customers benefit from high-quality, cost-effective solutions. Developed by the organisation’s category experts and used by NHS trusts and wider public sector across the UK, the FWAs span four key categories – Construction & Estates, Health, Digital & IT and Business Services. The portfolio comprising award-winning FWAs is continually enhanced with innovative solutions including surgical robots, estate decarbonisation, offsite construction and AI stroke‑decision software, and strengthened through close collaboration with external partners to deliver maximum impact. A unique collaboration with Barts Health NHS Trust for instance, resulted in the creation of NHS SBS’s Sustainable Healthcare Recycling and Waste Management FWA which delivered £1.2m in savings for the trust, increased recycling rates from 11% to 30% in just 10 weeks, increased carbon reduction by over 500 tonnes and had an annual social value impact of £3.1m. “The judging panel recognised the Procurement team for its strategic focus, service excellence, delivery of financial benefits, adoption and sharing of best practice, collaboration with other organisations and commitment to the development of our team members,” says Paddy Howlin, Head of Procurement Solutions at NHS SBS. “These are all key factors in what makes NHS SBS standout in a competitive and ever challenging landscape.” Capital Projects ‘Highly Commended’ NHS SBS Capital Projects Manager, Chris Parkin, was named runner‑up and ‘highly commended’ in HCSA’s prestigious ‘Unsung Hero’ award. This honour celebrates individuals who consistently make substantive contributions, often going above and beyond their role. The commendation recognised his dedication as the quiet, yet brilliant driving force behind some of the NHS’s most complex hospital capital projects, like equipping the new £68m Greater Manchester Major Trauma Hospital which has five emergency theatres, including the UK’s first hybrid trauma theatre. Originally estimated at £13m, Chris used his expertise to reduce this to £10.2m, delivering end-to-end service from business case to handover, sourcing and installing over 3,800 items – from patient furniture to highly specialised theatre equipment. All delivered and installed on time, to budget and fit. Howlin concludes: “We are immensely proud of our procurement team and its achievements. Being recipients of both the team award and attaining the ‘highly commended’ status underscores the dedication and meaningful difference each member makes every day. “We remain committed to supporting the NHS and wider public sector with solutions that drive efficiency, deliver value, and improve patient outcomes.” Building, Design & Construction Magazine | The Choice of Industry Professionals
ACO Building Drainage Helps Construction Professionals Tackle Climate Change with Launch of ‘Blue Roof Guide – Volume 2’
With climate extremes increasing and urban drainage networks under growing stress, ACO Building Drainage has published the second volume of its Blue Roof Guide to help architects, engineers, specifiers and contractors design resilient, multi-functional roofscapes. The new guide explains how blue and blue-green roof systems can store and manage rainfall on site, reduce peak flows to overstretched sewers and support passive irrigation and biodiversity on roof areas. The guide, titled ‘ACO Blue Roof Guide – Vol 2’, follows the success of ACO’s first volume of its Blue Roof Guide, launched in October 2024, and builds on the criteria established for safe and sustainable drainage. Sustainability is a core principle of ACO’s work and this has been recognised in the company’s appointment as United Nations ambassador for Sustainable Development Goal 6: Clean Water and Sanitation. The second volume of the Blue Roof Guide is evidence of ACO’s commitment to clean water, sustainability, and supporting the construction industry in creating an eco-friendly future. Volume 2 sets out the principles of off-membrane storage and offers practical design and delivery advice for architects, engineers, specifiers and contractors. It highlights blue roofs as an increasingly important tool in urban developments by storing water temporarily and releasing it slowly to lessen flood risk while enabling green and biosolar roof functions to coexist without compromising waterproofing. Technical sections go into detail about ACO’s patented RoofBloxx system: a shallow, high-strength geocellular attenuation layer designed to sit independently of the roof membrane. Implementation and installation are also discussed, including together with the proper use of flow restrictors, access and diffuser units, capillary wicks and reservoir trays. When combined, these components manage run-off rates, support passive irrigation for sedum and planted systems, and reduce the need for heavy ballast by stabilising insulation. Neill Robinson-Welsh, who has led more than 750 blue roof projects during his 14 years with ACO, said: “Blue roofs are no longer an optional extra but a practical response to the twin pressures of heavier rainfall and growing water stress. Our approach uses ACO RoofBloxx to store water off the waterproofing layer, simplifying integration with green and biosolar elements and reducing the risk of membrane failure. The new guide reflects what we’ve learned on real projects and sets out design and maintenance steps that make blue roofs reliable.” Practical chapters focus on early-stage coordination, addressing outlet positioning, roof slope and structural implications, as well as maintenance-friendly design through permanent access chambers and twice-yearly inspections, and emphasising the importance of accurate hydraulic calculations to meet planning limits while preserving architectural constraints. ACO stresses that designers need to treat blue roofs as system integration exercises, and by coordinating landscape, photovoltaics and other services early it will help to avoid late, costly revisions. Volume 2 is positioned as a hands-on resource for teams planning multifunctional roofs where water management, ecology and service access must all be reconciled. To download the guide, see ACO.co.uk. Building, Design & Construction Magazine | The Choice of Industry Professionals
LGH expands European presence with new base in France
New Dreux base enhances support for French infrastructure, energy, and construction sectors LGH, the largest single organisation devoted exclusively to the rental of lifting and moving equipment, has officially opened its first dedicated location in France. The new facility in Dreux, on the outskirts of Paris, marks a strategic milestone in LGH’s European expansion and reinforces its commitment to delivering safe and reliable lifting solutions across the continent. The Dreux facility features a fully equipped warehouse stocked with a wide range of high-quality rental equipment. This includes hoists up to 100 tonnes, gantries, hydraulic jacking equipment, rigging gear such as slings and modular spreader beams, and general material handling and moving systems. The local operations team, led by experienced LGH foreman Koffi Ahawo, will ensure consistent service standards and technical expertise that define LGH’s reputation for quality and reliability. They are supported by dedicated Account Manager, Lorenzo du Burck, who has a well-established career within the French rental market, as well as LGH’s multilingual rental desk and internal account team; all are focused on delivering the highest level of customer service. The launch of LGH France enables faster access to lifting equipment for local contractors and industrial clients working across sectors such as infrastructure, ports, energy, and construction. LGH is also a proud member of the Union Française du Levage, which represents the interests of French companies in the lifting sector. Andy Mault, CEO of LGH Europe, said:“LGH’s expansion into France is a natural progression in our international growth journey, following successful operations in North America and, most recently, Australia. France offers strong opportunities in infrastructure, ports, and energy – especially in the transition to solar and wind power – where quality service and dependable equipment are essential. With a well-developed lifting market and a strong regulatory framework for health and safety, we are confident our approach aligns perfectly.Andy added: “Having already supported French projects from our Antwerp base, this local presence allows us to deliver expert lifting solutions with faster delivery, broader equipment availability, and dedicated local service.” LGH will continue to collaborate with leading French manufacturers and distributors to maintain a diverse, best-in-class fleet. These include long-standing partners such as Tractel, Kito Crosby, JD Neuhaus, and Modulift.The Dreux facility is expected to serve as a launchpad for further expansion across Europe in the coming years. Building, Design & Construction Magazine | The Choice of Industry Professionals
Decision-Making Lessons for Construction Leaders
Strong decision-making certainly separates successful construction leaders from the rest. Understanding risk, evaluating options and balancing work with personal strategy are very much key to sustained success. Construction projects clearly demand careful planning, precise execution and the ability to make decisions under pressure. From budget allocation to safety compliance, leaders constantly weigh risks against potential rewards. By analysing how risk and strategy operate in both professional and personal contexts, you can really strengthen your approach to complex challenges. Applying Risk Assessment on the Jobsite Every construction project carries inherent risks: delays, cost overruns and unforeseen site conditions. Effective leaders systematically evaluate potential outcomes, prioritise safety and make data-driven decisions. Tools such as project management software, risk matrices and scenario planning really help teams visualise contingencies and allocate resources efficiently. By embracing structured planning, you not only minimise losses but also identify opportunities to innovate. For example, anticipating supply chain disruptions can inspire creative solutions that clearly reduce downtime, save money and maintain client satisfaction. Strategic thinking in high-stakes environments is a skill that translates to other areas of professional and personal life. Additionally, fostering open communication and encouraging team members to flag potential risks early can enhance decision-making, foster a proactive safety culture and help keep projects on track while maintaining high-quality standards. How Games Sharpen Decision-Making Skills Leisure activities that involve strategy and calculated risk can enhance cognitive skills valuable for leaders. Games like chess, puzzles, or even online casino experiences encourage players to assess probabilities, make quick judgments and manage limited resources effectively. In particular, roulette in Greece and other regions demonstrates how evaluating odds, observing patterns and making timely choices can translate into practical lessons about risk management. While the goal is entertainment, understanding probability and thinking strategically can strengthen decision-making skills that are directly applicable to managing teams, budgets, and projects in the construction industry. Online casino games offer a controlled environment where players practice weighing risk against reward, honing their analytical and tactical thinking in a safe, engaging context. Tools and Tactics for Smarter Project Management On the jobsite, risk mitigation requires proactive planning and constant monitoring. Leaders employ safety protocols, regular inspections and contingency budgets to limit potential setbacks. Using performance metrics and real-time reporting helps managers identify problems early, allowing for quick adjustments before minor issues escalate into major ones. Similarly, scenario-based exercises and simulations encourage teams to anticipate challenges and plan responses. Leaders who integrate risk awareness into everyday workflows foster a culture of preparedness, reducing surprises and enhancing team confidence. Whether it’s choosing suppliers, approving designs, or scheduling labour, a disciplined approach to risk ensures more predictable outcomes. In addition, leveraging collaborative software and mobile reporting tools allows managers to track multiple projects simultaneously, streamline communication and make informed decisions quickly. Incorporating lessons learned from previous projects into planning cycles further strengthens efficiency and reduces the likelihood of repeated issues. Learning from Outcomes and Turning Mistakes Into Future Wins No project is entirely free from mistakes. The key to leadership is analysing outcomes and applying lessons learned to future initiatives. Post-project reviews, feedback sessions and transparent reporting encourage continuous improvement and strengthen organisational knowledge. Even outside the workplace, games and strategic leisure activities illustrate the importance of learning from both success and failure. Reflecting on decisions, whether in project planning, helps refine intuition and improve future performance. If you embrace this mindset, cultivate resilience, sharpen judgment, and reinforce a culture that values calculated risk-taking. Documenting key insights and sharing them across teams ensures that everyone benefits from experience, creating a foundation for smarter, more confident decision-making in future projects. Construction leadership requires a balance of analytical skill, strategic thinking, and adaptability. By applying the same principles used on the jobsite: assessing risk, evaluating probability, and learning from outcomes, leaders can enhance both professional performance and personal decision-making. Leisure experiences like strategic games or roulette in Greece offer an engaging way to practice these skills, reinforcing the connection between thoughtful risk management and success.
Manufacturing and Production: Preparing Production Lines for 2026 in Mexico’s Industrial Sector
Mexico has solidified its position as Latin America’s foremost manufacturing and industrial powerhouse, and 2026 is poised to be a defining year in its evolution. Driven by historic levels of foreign direct investment (FDI), the ongoing nearshoring wave, and aggressive infrastructure development, the country is transitioning from a traditional assembly hub to a center of advanced, integrated production. Companies are not just relocating operations, they’re reimagining them, with a focus on agility, automation, and sustainability. In this fast-moving landscape, access to reliable, up-to-date information on industrial infrastructure is critical. Platforms like Spot2.mx have emerged as indispensable tools for businesses navigating this expansion, offering transparency and efficiency in a market that demands speed and precision. Mexico’s Industrial Market: A Strategic Hub for 2026 The industrial real estate sector in Mexico is experiencing unprecedented momentum. In 2024 alone, over 2.5 million square meters of new industrial space was delivered nationwide, with vacancy rates remaining tight, especially in high-demand corridors. Key manufacturing clusters continue to expand: the Bajío region (Guanajuato, Querétaro, Aguascalientes) dominates automotive and aerospace; Jalisco leads in electronics and medical devices; Chihuahua and Sonora serve as nearshore gateways for U.S. West Coast logistics; and Nuevo León has become a magnet for high-value FDI, with Monterrey anchoring one of the fastest-growing industrial ecosystems in the Americas. Critical infrastructure is keeping pace: the expansion of the Manzanillo and Lázaro Cárdenas ports, upgrades to the Ferromex and Kansas City Southern rail networks, and the development of new multimodal logistics parks (e.g., Proximity Parks, Kalos, Premium Park) are enhancing supply chain resilience. Meanwhile, sectors like renewable energy component manufacturing and biotech are gaining traction, supported by federal incentives and skilled technical universities. The Role of Foreign Investment and Nearshoring The convergence of geopolitical shifts, supply chain volatility, and the USMCA has accelerated nearshoring into a structural trend, not a temporary reaction. Global manufacturers, particularly from the U.S., Asia, and Europe, are establishing or expanding production lines in Mexico to reduce dependency on distant suppliers while maintaining access to North American markets. Key advantages driving this shift include: Looking ahead to 2026, production strategies are evolving beyond basic relocation: companies are investing in modular, scalable facilities, predictive maintenance systems, and hybrid human-robot workflows. The emphasis is on future-proofing—designing production lines that can adapt to changing demand, regulatory shifts, and technological disruption. Preparing Production Lines for 2026: Key Priorities Technological Modernisation The adoption of Industry 4.0 principles is no longer optional. Leading firms are integrating IoT-enabled machinery for real-time performance monitoring, deploying collaborative robotics (cobots) for precision assembly, and using AI-driven analytics for quality control and predictive maintenance. Digital twins and cloud-based MES (Manufacturing Execution Systems) are becoming standard for new greenfield projects. Supply Chain Strengthening Resilience is now a core KPI. Companies are diversifying supplier bases, increasing regional sourcing, and building strategic inventory buffers. Nearshoring isn’t just about moving final assembly; it’s about developing local ecosystems that include Tier 2 and Tier 3 suppliers, reducing lead times and transportation risks. Infrastructure & Facilities Modern production demands modern spaces: high-clearance ceilings (12+ meters), heavy floor loading (5+ tons/m²), reinforced power grids (dual feeds, 3-phase), and ESG-compliant features (solar-ready roofs, water recycling). As demand surges, companies are seeking turnkey solutions, fully equipped industrial buildings for rent that can be operational within weeks, not months. From 500 m² starter units to 20,000+ m² logistics hubs, flexibility in size and specification is key. Workforce Upskilling Technology only delivers value with skilled operators. Forward-looking firms are partnering with technical schools (e.g., CONALEP, Tecnológicos de Monterrey) to co-develop curricula in robotics programming, CNC operation, and data literacy. In-house certification programs and bilingual technical training are becoming standard for frontline staff. Spot2.mx: The Marketplace Connecting Mexico’s Industrial Supply and Demand In a market where time-to-decision directly impacts competitiveness, Spot2.mx stands out as Mexico’s only digital platform exclusively dedicated to industrial and commercial real estate—and the broader manufacturing ecosystem. Beyond property listings, the platform connects buyers, investors, and operators with essential services: construction firms, MEP engineers, logistics providers, and equipment vendors. For foreign companies entering Mexico, Spot2.mx reduces entry barriers by offering: Whether sourcing a 1,000 m² facility in Querétaro for medical device assembly or a 10,000 m² distribution center in Toluca, Spot2.mx streamlines the search with data-driven insights and direct access to owners and developers. Conclusion 2026 will mark a pivotal inflection point for Mexico’s industrial future: a year when nearshoring transitions from strategy to scale, when automation shifts from pilot to standard, and when infrastructure moves from catch-up to leadership. Success in this new era hinges on three pillars: strategic location, technological readiness, and operational agility. For businesses preparing their next phase of growth, the right partners and tools make all the difference. In this context, Spot2.mx is more than a marketplace—it’s a strategic enabler, offering the visibility, connectivity, and sector-specific intelligence needed to thrive in Mexico’s dynamic industrial landscape. As the country cements its role as the manufacturing nexus of the Americas, those who act decisively today will shape the production lines of tomorrow.