Introduction to Fire Safety Management 64
towards achieving the targets and the resources
necessary to achieve the objectives.
It is important to set such objectives for individuals
and teams because it helps to provide the organisational
impetus necessary to continue to improve workplace
safety. In management terms it is often observed that
‘what gets measured gets done’, so for an organisation
striving to achieve improvements in safety, clear safety
objectives must be established and monitored.
Finally management must retain effective control
by monitoring and supporting the implementation of the
plans and ensuring that the objectives are achieved, or
when circumstances dictate, reviewed and revised. The
credibility of the whole system of management control
will be undermined if unrealistic or no longer relevant
safety objectives remain current at a time when they
should have been modifi ed.
An important aspect of maintaining effective manage-
ment control of safety is dealing with non-compliance
of safety rules. For example, if an individual infers with
something provided for safety or a line manager fails to
correct an unsafe act, such as wedging open a fi re door
or blocking a fi re escape route, the organisation
must respond in a way that secures the future compliance by
the individual. A positive management response will send
a message throughout the organisation which reinforces
the safety culture.
4.4.2 Cooperation A positive safety culture can only be built in an atmos-
phere of true cooperation where management and staff
work together in a partnership to establish and pursue
safety objectives. In order to support a positive safety
culture, it is crucial that employees are involved in deci-
sions that affect safety performance. Staff will not be fully
committed to safety targets or safe procedures if they
are presented with them as a ‘fait accompli’. It is there-
fore necessary to ensure that staff are involved as early
as possible in the planning process. It is often observed
that there is no cooperation without consultation.
Employers have a legal duty to consult with employ-
ees (see Chapter 1), for example employers must consult
their safety representatives when making arrangements
to secure competent health and safety advice. However,
successful organisations are prepared to go much
further than meeting the minimum statutory obligations.
They will actively encourage employees to become
involved in setting targets and assisting the organisation
in problem solving. In the best cases, safety representa-
tives are trained alongside management, which enables
the development of a shared understanding of the
issues, which in turn provides common ground on which
to continually improve the safety performance of the
organisation.
Once trained employees’ representatives and other
members of staff will be able to, and should be encour-
aged to, become involved in a range of safety critical
issues including, for example:
➤
Conducting and reviewing risk assessments
➤
Reviewing the procurement of new work equipment
➤
Developing and introducing safe systems of work or
other procedures
➤
Carrying out workplace safely inspections and
audits.
It is often the case that when an organisation fi rst begins
to actively seek the cooperation of their staff there is a
potential for confl ict. This arises, in part, due to manag-
ers feeling challenged by staff who will be able to iden-
tify failings in management systems. For example, an
employee who has received training relating to conduct-
ing a fi re risk assessment will undoubtedly be able to
highlight where risk control systems should be improved.
The potential for confl ict will soon reduce as mutual
trust is developed between all parties. The benefi ts of
the resultant cooperation will not only have a signifi cant
impact upon the safety performance of the organisation
but also assist in enhancing the quality of management
decision making.
