SAFETY, FIRE & SECURITY


Navigating the challenge


A defining feature of Martyn’s Law implementation is that it prioritises preparedness culture over physical kit. Emerging guidance consistently


emphasises the need for organisations to understand the nature of the terrorist threat and, crucially, to plan how they would respond in the event of an incident. This subtly moves the conversation away from a purely defensive, hardware- led approach and towards operational readiness. CCTV, HVM, and access control are still integral, but they are only part of the picture. Equal weight is being placed on staff training, awareness


an increasingly common concern, and highlighted in Liverpool last year when Paul Doyle is said to have followed an ambulance through a road block during Liverpool FC’s championship parade. The National Protective Security Authority (NPSA) provides very good guidance on hostile vehicle mitigation (HVM), including a public realm design guide on designing for public spaces with consideration for HVM.


programmes and the rehearsal of procedures, ensuring that responses are embedded and actionable rather than theoretical. In this sense, the most secure spaces of the


future may not be those with the most visible security, but those where people, processes, and places work seamlessly together under pressure. This has clear implications at RIBA Stage 1, where early design decisions can either enable or constrain that culture of


preparedness. Designing for Martyn’s Law is about creating environments that support clear communication, intuitive movement, and effective incident response. It should be understood less as a counter-terrorism measure in the traditional sense, and more as an extension of health and safety thinking – embedding resilience into the everyday operation of spaces. Similarly, responding to the requirements of the legislation demands expertise, innovation, and robust, security-rated solutions. It’s not a ‘one size fits all’ scenario – the tiered system respects a venue’s size, and purpose, and designers and specifiers will no doubt design and plan accordingly. Developing these capabilities responsibly requires sustained investment and specialist knowledge, and the focus from all of us working in this industry needs to be on responsibility, not commercialisation. We must also ensure we are designing to meet today’s requirements, but also anticipating the risks and expectations of tomorrow. We have a duty to contribute our expertise to safer environments, support clients in meeting their obligations, and help rebuild public confidence in shared spaces.


And these public spaces are fundamental to social, cultural, and economic life. Their value lies in their openness, accessibility, and ability to bring people together. This is not about reaching a fixed destination, but about embedding a mindset – one that challenges the status quo and remains alert to what lies ahead. As future threats evolve over the next three to five years, so too must our approach. As Sun Tzu observed, we cannot rely on past formulas for future success – we must adapt to new realities and those yet to unfold. The question, then, is not whether we can meet the demands of Martyn’s Law – but whether we are prepared to lead beyond them.


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