Change is not someone else’s responsibility
The construction industry’s problems have been clear for years, but change has been elusive. Building Engineering Services Association CEO David Frise explains why the changing focus on specification and procurement could change things for the better this year
We know why our industry suffers from poor quality, low productivity and lack of profitability. We continue to battle against unfair and unethical payment practices, and we have an ageing workforce with skills more suited to an analogue age.
We all struggle with these things, but our instinct is to expect somebody else to do something about them.
The government, main contractors, public and private sector clients are blamed for our collective failings and, of course, they all have some responsibility, but I’ve been in too many meetings where it always comes down to somebody else “needs to do something”. In truth, we know there are things that only we can control, which is why 2025 was the year we challenged BESA members to take responsibility.
Our membership represents the leading MEP contractors in the country and most of them recognise that they should be leading. This means, they can change what they do and, in turn, challenge the rest of the industry to follow – and the Building Safety Act has given us the perfect legal platform and the most powerful ethical background.
Transformational
It is the most transformational piece of legislation in modern construction history and is a once in a lifetime opportunity to finally change things for the better and create a less cyclical and more value driven industry.
Change is difficult and it will take time, but the Act provides the legislative levers needed to transform the way ALL buildings (not just high-rise residential schemes) are procured.
Historically, when faced with a potentially seismic change like this, you could divide the industry, roughly, into thirds. One third are highly professional, competent and fine about doing what is needed to comply with legislation and best practice. The next third want to reach that standard and will get there under direction. The final third are not interested. They don’t want to change; regulation is not enforced so can be ignored, and they don’t care if their work is compliant or not.
The task is to drag them into the compliant two thirds or drive them out of the industry.
Thankfully, many are already changing. More clients are getting the message that they cannot sub-contract their legal responsibilities. This is prompting them to take a closer interest in the competence of the individuals and companies who work in their supply chains.
As for main contractors, they are now recognising that a pre-qualification process comprising 400 questions but not one that asks: “Can you actually do the job?” is not fit for purpose.
Building engineering services now represent at least 50 per cent of construction cost and a high proportion of the long-term operational cost of the built environment. They are increasingly complex, integrated systems that deliver an environment and services that make buildings work – and play a vital role in the push for net zero and sustainability.
Also, 90 per cent of us spend 90 per cent of our time in a building, so this is important. The social benefit of buildings that work is enormous, in terms of mental and physical health, wellbeing, productivity – all rely on a good working and living environment.
So, surely “Can you do the job?” is the one thing that matters.
At its annual conference last October, BESA launched a Member Pledge initiative with several prominent members putting their signatures to an agreement that places professional and technical competence at the heart of their operations and means they must require their supply chains to do the same.
Everyone says they already do this but, as Mark Farmer stated recently, “The industry, I fear, will always find a way to ‘game the system’ and ‘demonstrate superficial conformity’.”
Supply chain firms will be invited to apply for BESA membership so they can prove their competence and compliance through its independent technical audit process, which is also aligned with the Build UK Common Assessment Standard.
Incentive
The fact that BESA members are re-audited every three years (sometimes more regularly), creates a powerful incentive for clients to specify them. It meets their duty of care in procurement. The current pass rate i.e. those companies achieving zero non-compliance at audit, is just above 60 per cent which shows the system is robust but that many still have work to do – with our help.
We can get there because as BESA past president and Pledge pioneer Claire Curran said: “Everyone wants a better industry but better doesn’t come by chance; it comes by choice. That’s why my company Linaker signed the BESA Member Pledge.
“For us, it is all about leadership, minimising risk, and setting the benchmark for our industry… and If I’m not willing to specify my supply chain, why should people want to specify me?
“If I’m expecting someone else to do it, I should be willing to do it myself,” she added. “It’s all about being able to stand with my clients and say, how do you know your sub-contractor is quality? Because they’ve been accredited by BESA – that’s really powerful.”
The Association suspended 19 members during 2025 for failing to pass the audit – and will suspend more if it has to. This might seem counterintuitive for a membership body, but membership needs to stand for something and there are now more companies waiting to join – so it is working.
BESA is embracing change to make the industry better. Its members are leading their part of the construction industry, rejecting the race to the bottom and working towards a vision of a better industry, one that is competent, compliant and sustainable.
There will be bumps in the road, but the alternative is to revert to “somebody [else] needs to do something” and that really won’t cut it anymore.
