Introduction to Fire Safety Management

see also
Emergency evacuation 
procedures; Evacuation 
strategies and procedures
Safe evacuation of people in event of 
fi re:
overcoming behavioural problems, 
249–54
detection of fi re, 251
human or automatic, 251
emergency instructions, 253
emergency plan, 249–51
layout of escape routes, 253
rehearsal, 253–4
warning signals, 251–3
audible alarm signals, 251–2
fi re alarm warnings for people with 
impaired hearing, 252
portable alarm devices, 252–3
visual alarm signals, 252
see also
Disabled persons, 
Assistance to escape; 
Emergency evacuation 
procedures; Evacuation 
strategies and procedures
Safe systems of work 
see
SSOW
Safety:
basis of system for management of, 
26–8
a central element of managing a 
business, 80–1
defi ned, 1
see also
Fire safety
Safety adviser, role of, 33
Safety auditing, 276
Safety climate, 60
positive, drivers for, 60–1
effective communication, 60
existence of a just culture, 60–1
existence of a learning culture, 60
leadership, 60
staff involvement, 60
Safety committees, 48–9, 394–5
membership and structure, 48
objectives, 48–9
typical terms of reference, 48–9
suggested composition, 49
Safety culture:
of an organisation, 31, 59
will refl ect safety policy, 31–2
concept of and various components, 
59–61
benefi ts of positive safety culture, 
61
defi ning safety culture, 59–61
consultation with employees over 
safety matters, 46
effecting cultural change, 80–1
effective, recognises and manages 
interdependent spheres of 
infl uence, 75
and hierarchy of risk controls, 106
and human behaviour, 75–8
job factors, 76–7
the organisation, 75–6
personal factors, 77–8
Safety culture, external infl uences, 72–3
economic, 73
legal, 72–3
legal framework should have 
positive impact, 72–3
stakeholder expectations, 73
exert infl uence on safety 
management, 73
technical, 73
Safety culture, internal infl uences, 73–5
communications, 74
minimum component for effective 
communication, 74
employee representation, can 
infl uence safety standards, 74–5
management commitment, 73–4
production demands, 74
Safety culture, negative, promoting 
factors, 71–2
job demands, 72
management behaviour and decision 
making, 71
role ambiguity, 72
signifi cant cause of work-related 
stress, 72
staff feeling undervalued, 71–2
various responses to, 71
Safety culture, positive, 45–6, 59, 
63–71
benefi ts, 61
communication, 64–7
defi ned, 65
inputs, 65
internal fl ow of information, 65–6
outputs, 66–7
competence, 67–71
defi nitions, 67
fi re safety training, 70–1
getting the message across, 68–9
individual, affecting factors, 67
safety training, 69–70
systematic training, 67–8
training needs analysis, 68
training records/certifi cates of 
training achievement, 70
control, 63–4
dealing with non-compliance of 
safety rules, 64
individuals/teams accountable for 
their performances, 63
safety objectives need to be 
SMART, 63–4
cooperation, 64
employers, legal duty to consult 
with employees, 64
trained staff encouraged to be 
involved in safety issues, 64
Safety culture, tangible indicators of, 
61–3
accident/incident occurrence and 
reporting rates, 61–2
indicators of positive or negative 
cultures, 61–2
complaints, 62–3
compliance with safety rules, 62

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Index
417
needs quantifi able measure for 
effective management, 61
output quality, indicative of safety 
quality, 63
sickness and absenteeism rates, 62
staff involvement, insight into state of 
workplace culture, 63
staff turnover, factors in, 62
Safety information, communicated to 
outside bodies, 66–7
Safety information, nature and sources 
of, 25–6
external information, 25–6
internal information, 25
Safety inspections, 271