The Building Safety Regulator (BSR) is making significant strides to clear the backlog of applications stuck in Gateway 2 approvals, however, much of the industry is still looking at what can improve the chances of success for the year ahead. Craig Robertson, Director at independent MEP, sustainability & ESG consultancy Wallace Whittle, has led two of the first projects nationally to Gateway 2 approval in 2025. Here, he shares his experience and looks ahead to Gateway 3.
It is promising to see Gateway 2 approvals showing significant signs of improvement towards the latter part of 2025 following a tricky couple of years from its introduction. Having experienced the process firsthand and waited 40 weeks to get two Wallace Whittle projects through approvals, it’s important to take these learnings into 2026 and beyond. At a time when margins are still so fine, the industry needs support to avoid halted developments and job risk, and crucially, lead the way on taller buildings that can offer more in both value and in meeting residential demand.
The latest delays are now lingering around 20 weeks, with a target of 12. Figures from the BSR up to December 2025 show that 171 new build schemes covering more than 37,700 homes are ‘in the system’ – alongside 280 remediation applications covering a further 24,200 units.
Using the regulator’s new Innovation Unit model, the commitment to clear the backlog of projects – focusing on ‘legacy’ applications first – is now well underway. The final quarter of 2025 saw the highest number of decisions since BSR commenced operations, with live applications reducing from 1219 to 1158 over the past 12 weeks. This shows enormous potential for projects in the next 12 months, and anything businesses can do to support this drive is certainly worth doing.
Raising the bar
One of the biggest challenges for going into a Gateway approval process is the client reaction and testing certainty. If a client faces uncertainty (technical, planning, commercial, compliance, financial) then there is a high chance of dropping out – and a significant loss. While we can see the timeframes are shortening, there is still room to provide that reassurance and transparency that will give confidence to clients.
In terms of how this has impacted the way we work and the way we approach building services design, the programme is now much longer. The “fast-track” mentality is being replaced by a more deliberate, front-loaded design process. This shift isn’t just about compliance; it’s about a commitment to quality over quantity. We have also adapted the approach to deliverables, to emphasise this message.
To ensure a successful Gateway 2 approval, we enhance the technical detail much earlier on in the project’s lifecycle. While this does require more effort upfront, every decision regarding mechanical, electrical and plumbing must be scrutinised for its impact on fire integrity. Fire safety is the lead element, so this ultimately attracts the most focus, and the inspector will look at everything to see that fire safety won’t be impacted – the whole process is intertwined, providing full visibility. For those companies that have always prioritised a high level of detail and quality service, it will come as no surprise, but I predict this will be even more crucial going forward.
For firms that have always prioritised technical excellence, this is a natural evolution, but for the wider industry, it marks a permanent shift toward higher accountability.
Navigating this rigorous process requires much more than just technical expertise, of course. It demands strong client relationship coordination. In an era of longer timelines and stricter oversight, transparency is the primary driver of project success. This includes proactively informing clients of the ‘why’ behind every regulatory requirement rather than a simple reporting process. This instils a better sense of security for clients, and, when teams lead with confidence, the trust is reciprocated allowing for more seamless, collaborative delivery.
Ultimately, Gateway 2 is about raising the bar. It challenges us to move away from high-volume, low-detail outputs and toward a model where precision, transparency and quality lead the way.
Looking ahead to Gateway 3
As the industry moves toward Gateway 3, the focus is shifting from design intent to demonstrable compliance. A significant issue is that many contractors are ‘going in blind’ and underestimating the burden of proof required by the BSR. Unlike previous stages, the onus is now entirely on the contractor to curate the golden thread and prove that the as-built reality matches the approved designs.
A critical benchmark is the recent handover of Sisk’s 27-storey tower in London. As one of the first major projects to successfully navigate Gateway 3, it serves as a blueprint for the eight-week assessment process that may allow for trial runs on upcoming handovers to identify data gaps early. Preparing for Gateway 3 also requires a ‘built as drawn’ mentality, necessitating a tighter link between designers and contractors. For Wallace Whittle, it will be interesting to see how the link between architects and builders will shift and how the industry will ensure information gathered during construction is structured specifically for BSR scrutiny rather than just practical completion.
For more information on how Wallace Whittle can support your next project through Gateway 2 and beyond, please visit: https://www.wallacewhittle.com/
