Hazard management


For example, change management should be implemented for a business which is considering switching from using driven forklift trucks to using battery operated forklift trucks in order to remove the risk of liquefied petrol gas (LPG) storage. The change management process should highlight the associated risks with battery charging, so these can be weighed against the risks of LPG storage and use. In addition, problems can arise from


the failure of staff to follow instructions. An example of this is someone storing goods too near to light fittings or sprinkler heads, in spite of discussions with staff concerning the need to maintain a clear space. Generally however, people do not do things for no reason, and choices may be influenced by physical limitations such as space available for storage and time constraints. This is why it is important to ensure that members of the workforce are on change management teams, so that they can identify potential issues from a practical viewpoint. After all, they are the ones who have regular experience of working with current systems, and who can therefore identify potential issues that may arise from working with the proposed changes. Employees can also give valuable insight and first hand experience. Simply telling employees that ‘we don’t do that’ does not embed a culture of awareness.


Behavioural training can support the implementation of risk management by ensuring that employees understand the reasons for carrying out tasks in a certain way. Behavioural training is concerned with discussing the impact of actions on staff as individuals, and the impact of their actions on their colleagues and on the business as a whole.


So whilst in itself risk management is


not rocket science, correctly implementing and embedding risk management is less straightforward. What is important is that an organisation as a whole is on board with risk management concepts, and that there are clearly defined roles and owners who are there to identify hazards, implement controls and continually review and adapt. The real benefit of embedding risk management within an organisation is that the likelihood of the organisation achieving its objectives is vastly increased. As the desired risk culture is achieved, employees support the process of risk management, and less time is required to deal with unforeseen events, leaving managers with more time to concentrate on the business itself. Therefore, there should be few unwanted events


Frazer Argyros-Farrell is UK real estate practice leader at RSA. For more information, view page 5


FOCUS


www.frmjournal.com APRIL 2018


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