General
How to Prevent Fire Outbreaks in High-Risk Buildings—Eaton
By Adedapo Adesanya
A top power management company, Eaton, has provided some pointers that can help prevent fire outbreaks in high-risk buildings which have increased in the last year.
According to Kunmi Odunoku, Marketing Manager for Eaton in West Africa, demographic changes mean that “we are building larger, taller, and more complex buildings to live, work and spend our leisure time in.”
While it is true that fire safety has improved with the installation of devices such as smoke detectors and alarms, the impact of a fire is now potentially far more serious than it has ever been.
According to Odunoku, there is no one-size-fits-all answer to fire prevention, suppression or evacuation, a thorough risk assessment issued on a case-by-case basis will suggest appropriate measures to be taken.
“It is no longer good enough to hide behind regulations or standards, which should be seen as a minimum requirement. Building owners and developers should hold themselves to a higher standard of safety and do more to prevent a tragedy in high-risk buildings,” the senior company official said.
Incidents such as the recent fire outbreak under the Eko bridge reinforce how infernos can result in serious damage or worse – the loss of life. Such incidents often result in reputational damage for the organizations and individuals involved that may escalate to a clamour for those responsible to face charges of corporate liability or manslaughter in the case of loss of properties or lives.
Regardless of the reputational risk, it is surely the moral responsibility of building owners and operators to ensure that modern buildings housing hundreds or even thousands of people are safe for the occupants.
“One problem building occupants face is understanding who is responsible for their safety, and in this, there is a danger of simply avoiding the issue. So, to be clear I believe that building owners or operators must ensure that appropriate safety measures are in place.
“Simply adhering to standard building regulations is not a sufficient safety measure,” Odunoku stated.
In a recent study, FM Global found that 70 per cent of business owners feel that following building regulations will protect their property, as the organization points out “this is simply not their purpose”.
Such an approach takes no account of the different risks faced in different types of buildings or by different occupants. The only sensible approach to take is to conduct a thorough risk assessment of the building and then implement appropriate safeguards.
Changing the nature of risk
The nature of fire risks in buildings changes as our society changes. By 2050 the UN estimates that two-thirds of people will be urbanites living, working, and spending leisure time in buildings designed to hold hundreds if not thousands of people.
This means we will increasingly build upwards. There are already a staggering number of buildings in cities around the world that are over 100 meters tall. As buildings get taller the number of mixed-use buildings will also rise rapidly. Typically, in taller mixed-use buildings, the lower floors house shops and restaurants while the upper floors are reserved for residential purposes. This means that due to the nature of the use, lower floors are unoccupied and unsupervised in the middle of the night, while those people on higher floors could well be asleep should the worst happen.
Risk assessment
There is no single answer to mitigating the risks of a fire in a building and for high-risk buildings, the regulations are simply not enough. We advocate a three-step process to help ensure ongoing safety:
- Identify the specific risks in your building. You may decide to employ or engage experts to do the risk assessment.
- Select and design systems and solutions addressing the specific risks identified.
- Test and review these solutions regularly especially if there are changes to building use.
Having conducted a thorough risk assessment, you can then make an informed choice on what action to take. Breaking this down further you need to think about prevention, controlling a fire, detection, and how you will alert occupants and evacuate or guide people away from danger.
While education and technology can help prevent the worst from happening as The Council for Tall Buildings and Urban Habitat observes: “The only true way to stop a fire from happening is to remove the humans and the combustible materials from buildings. You can apply good fire safety education and management, but, fires start, what happens next is what matters.”
Preventing a fire is about building design, such as compartmentation to help prevent or slow down the spread and also installing technology such as sprinkler systems. Sadly, too many developers and building owners dismiss sprinklers as not cost-effective and prefer to spend their money on air-conditioning or intelligent lighting systems.
Alerting and evacuating
If the fire does spread, there is generally a short window to alert and evacuate building occupants. This is made even more complicated if people are asleep or are disabled and are not aware of an alert or need assistance.
There is a lot of technology available to alert building occupants and instruct them or guide them to safety. The important thing is to be aware of such technology or employ someone who can advise you appropriately and above all not cut corners to save cost. While we hope that it never happens to us, a fire in a complex building could be catastrophic if you do not plan properly. It is time to take fire safety seriously so that people do not lose their homes, places of work or worse their lives. If you are a building owner, it is your moral duty to do all that you can.
Eaton has teamed up with several fire safety organizations from around the world to produce a whitepaper called “Fire Safety in High-Risk Buildings – preventing the next tragedy.” You can download it from Eaton’s website.
Salary benchmarking is the systematic process of comparing an organization’s pay rates, bonus programs, and total rewards against market standards. This article walks through why benchmarking matters, how to prepare and run an analysis, the best data sources and tools, and how to turn findings into defensible pay structures and ongoing processes.
Why Salary Benchmarking Matters For Online Businesses And Agencies
Without benchmarking, organizations risk three costly outcomes: underpaying (leading to high turnover and loss of institutional knowledge), overpaying (inflating fixed costs and reducing agility), or misallocating compensation across roles (creating internal inequities and morale problems).
For agencies that pitch retainer-driven services, predictable labor costs tied to market rates enable healthier margins and clearer pricing decisions. For in-house ecommerce teams, benchmarking supports workforce planning when launching new product lines or scaling paid acquisition efforts.
Finally, benchmarking is not only financial: it signals professionalism to candidates.
Key Data Sources And Tools For Accurate Benchmarks
High-quality benchmarking blends public data, commercial platforms, and human intelligence.
Public Government And Aggregated Salary Data
Bureau of Labor Statistics (BLS) or national equivalents provide reliable occupational wage ranges, useful for baseline comparisons and compliance checks.
Industry Surveys, Salary Platforms, And Niche Reports
Platforms such as Payscale, Glassdoor, LinkedIn Salary, and specialized reports for marketing and tech roles give role- and location-specific distributions.
Recruiter Intelligence And Peer Networks
Recruiters and hiring agencies provide real-time insight into candidate expectations and accepted offers. Professional networks, Slack communities, and agency owner peer groups can also offer current market anecdotes that databases miss.
Internal Payroll Data And Turnover Metrics
Historical payroll, hiring velocity, offer-acceptance rates, and exit interview themes help normalize market data against internal realities. Using multiple inputs helps find a defensible midpoint.
How To Conduct A Benchmark Analysis Step By Step
A repeatable process keeps benchmarking actionable and defensible.
- Gather data from at least three sources: one government/aggregate, one commercial salary platform, and one recruiter/peer input.
- Normalize data for location and experience. Convert salaries to equivalent cost-of-living or remote-adjusted values if the company has distributed teams.
- Adjust for total compensation. Include expected bonus, commissions, equity, and benefits to compare total rewards, not just base pay.
- Build a comparison table with target percentiles (25th, 50th, 75th) for each role and highlight gaps vs. current pay.
- Prioritize changes. Use a matrix that weighs business impact, retention risk, and budget feasibility to recommend immediate, near-term, and deferred adjustments.
This framework produces a clear narrative: where pay is behind, how much closing the gap will cost, and which adjustments will most protect revenue and client delivery.
Translating Benchmark Results Into Pay Structures And Budgets
Benchmark results must become predictable pay structures.
Normalize Data For Location, Experience, And Role Level
Apply consistent location multipliers and level definitions (junior, mid, senior, lead) so internal fairness stands up to scrutiny.
Build Pay Bands, Ranges, And Target Percentiles
Create bands with minimums, midpoints, and maximums tied to the chosen target percentiles. Bands help managers make consistent offer decisions and reduce bias.
Model Total Cost Of Hire And Budget Impact
Factor in employer taxes, benefits, onboarding costs, and ramp time. Present scenarios that show both absolute costs and return-on-investment when a higher-paid senior reduces client churn or improves campaign ROI.
Design Salary Bands, Bonus Structures, And Noncash Benefits
Consider sales- or performance-linked bonuses for account managers and revenue-attributed roles. Align Compensation To Performance, Retention, And Career Paths
Tie movements within bands to objective competency milestones (e.g., “strategic link acquisition that improves DR by X points” or “reduced time-to-rank for client cohort”), creating transparent merit progression that drives retention.
Communicating, Implementing, And Ensuring Pay Equity
Change management is as important as the numbers.
Gain Leadership Buy-In And Set Change Management Steps
Present benchmarking findings with clear ROI scenarios and phased implementation options. Leadership will respond to cost/benefit clarity, show how targeted raises stabilize revenue-generating roles.
Communicate Changes To Employees And Handle Pushback
Be transparent about methodology and timelines. Provide managers with scripts explaining why adjustments are happening and how employees can progress to higher bands.
Document Compliance, Pay Equity, And Recordkeeping Practices
Maintain audit-ready records of data sources, decision rationales, and salary matrices. Regularly run pay-equity checks by gender, race, and tenure to avoid legal and moral risks.
Thoughtful communication reduces rumors and ensures raises are seen as strategic investments, not arbitrary rewards.
Ongoing Monitoring: KPIs, Review Cadence, And Market Adjustments
Benchmarking isn’t a one-off. It requires monitoring and simple KPIs.
Track Competitive Positioning, Turnover, And Time To Fill
KPIs should include average comp vs. market percentile, voluntary turnover by role, offer-acceptance rate, and time-to-fill for critical positions. These metrics signal when the market has shifted.
Schedule Regular Reviews And Trigger-Based Market Rechecks
A typical cadence is an annual formal benchmark with quarterly spot checks for priority roles. Trigger-based rechecks, when turnover spikes, when offer-acceptance drops below a threshold, or when the market is disrupted, keep pay competitive between formal cycles.
With a small set of KPIs and a clear review cadence, agencies and online businesses can avoid reactive panic hires and keep compensation aligned with strategy and market reality.
Conclusion
Salary benchmarking equips online businesses and agencies to hire and retain the right talent without sacrificing profitability. When done well, benchmarking clarifies where to invest, makes offers defensible, and reduces turnover among roles that materially affect client outcomes and rankings.
By Adedapo Adesanya
The Bureau of Public Procurement(BPP) said the ongoing procurement reforms saved the federal government over N1.1 trillion between January and December 2025.
The Director-General of the bureau, Mr Adebowale Adedokun, revealed this while defending the agency’s 2026 budget before the Senate Committee on Public Procurement in Abuja on Thursday.
The bureau also reported reduced contract approval timelines, additional cost savings, and tougher sanctions imposed on erring contractors and non-compliant government officials.
Mr Adedokun appealed for increased budgetary allocation in 2026 to enhance service delivery, create jobs, and strengthen institutional capacity for procurement oversight.
He further revealed that the bureau received N4.032 billion in 2025 and sought higher funding to reinforce anti-corruption efforts under the administration of President Bola Tinubu.
Earlier, the Chairman of the Senate Committee, Mr Olajide Ipinsagba, a lawmaker from Ondo North, underscored the bureau’s strategic role in driving socioeconomic development and promoting fiscal discipline.
Mr Ipinsagba assured the agency of legislative support while urging strict accountability and prudent utilisation of public funds allocated for its operations.
BPP reforms were committed to deepening transparency, compliance, and efficiency in Nigeria’s public procurement system. Some of them include adherence to a 21-day timeline, as mandated by the Public Procurement Act 2007. Also, the BPP is required to review cases, issue a written decision within 21 working days of receiving the complaints, and state the corrective actions, reasons for rejection, or remedies granted.
There are also plans to streamline approval processes, standardise documentation, and automate workflows to ensure timely and transparent procurement decisions.
By Adedapo Adesanya
The Federal Capital Territory (FCT) Command of the Nigeria Police Force (NPF) has announced a 12-hour restriction on movement across Abuja and its environs ahead of the council elections scheduled for Saturday, February 21, 2026.
In a statement, the Police Public Relations Officer of the FCT Command, Mrs Josephine Adeh, said the movement will be restricted to ensure security and the smooth conduct of the polls.
“The Commissioner of Police, FCT Command, Miller G. Dantawaye, psc., has announced a restriction of movement across the Federal Capital Territory from 6:00 AM to 6:00 PM on Saturday, 21st February, 2026, in view of the scheduled Area Council Elections,” the statement read.
The police clarified that the restriction will apply to all residents, except essential service providers and duly accredited election officials.
The command also called on residents to remain peaceful and cooperate with security agencies.
“The FCT Police Command urges residents to remain peaceful, law-abiding, and cooperate with security agencies to ensure a safe, free, and credible electoral process,” the statement added.
Meanwhile, the FCT Minister, Mr Nyesom Wike, declared Friday a work-free day ahead of the council elections.
In a broadcast, Mr Wike said the decision, approved by President Bola Tinubu, is to enable residents to travel to their communities to vote.
In contrast to the police announcement, the minister declared a separate restriction of movement across the FCT from 8:00 p.m. on Friday to 6:00 p.m. on Saturday, directing security agencies to ensure compliance.
Mr Wike urged residents to turn out in large numbers and conduct themselves peacefully, expressing optimism that the polls would produce leaders who would promote development and stability in the territory.
In the meantime, the Independent National Electoral Commission (INEC) says preparations for the elections are at an advanced stage, with strong voter participation recorded during the PVC collection exercise.
INEC disclosed that 1,587,025 Permanent Voter Cards (PVCs) have been collected across the FCT, representing a 94.4 per cent collection rate out of the 1,680,315 registered voters.
Security agencies have assured residents of adequate deployment across the territory to maintain order, as authorities emphasise the need for a peaceful, free, and credible electoral process.
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