And by third party I mean client. And of course, client can mean a more senior colleague. It is unlikely that any other third party would have the `power’ to alter pre-agreed plans – unless of course they were the `law’.

So how do you ensure that just because your colleagues are out of sight, that they don’t go out of their mind and take risky shortcuts to save themselves time or to appease the client.

Here are 5 points to ponder.

1. Training. The more they know the more they can control their own actions and the actions of others. Don’t just train (for example) in how to undertake manual handling. Extend it to include their individual and collective responsibilities on site so they can recognise if a colleague or supplier undertaking a manual handling task is putting themselves (and thus your business) at risk.
2. Pre-approved plan. Get your clients to agree to a plan of action in the event that changes need to be made on the day. If (for example) there is equipment on site that can only be moved by heavy lifting gear, ensure the time and equipment availability is noted in your documentation. That way, if the client has concerns about the pre-agreed site layout, they will know to be there during that specific time. There can be no argument about not being informed.
3. Safe systems. Ensure that your suppliers sign up to your own minimum health & safety requirements. So if (for instance) you have a policy that heavy items can be moved only by two or more people or a mechanical aid, you can insist on the same practices from your suppliers. Your colleagues should be made aware of this too. They are then unlikely to ask your suppliers to do one thing and then do the opposite themselves.
4. Talk boss to boss. It seems that nearly every organisation has an individual who knows better than everyone else. If faced by someone who simply wants the job done, regardless of the possible consequences and risk, then your boss needs to go to their boss. Agreeing a process in advance of such an issue arising is best. If the `know-it all’ individual is the `boss’, you need to make a commercial decision. Carry on working and you will have an increased risk of an incident or accident happening and it could mean fines or imprisonment, civil suits for compensation or an all out corporate manslaughter charge. It will certainly mean increased insurance premiums and reputational damage. If the `boss’ is a senior colleague in your own business, put your concerns in writing to the individual within your organisation who signs the health & safety policy statement.
5. Record and learn. Encourage your colleagues to complete a risk report at the end of each event, as part of their evaluation process. This should include damaged equipment and, importantly, near misses. A near miss at one event could be a tragedy at another.

Of course, the most effective way to ensure a reduction in the risks associated with event planning is to empower employees. Regardless of the size of their event, they should understand what risk means and the consequences of any failures, not only from a health & safety perspective but in relation to all pertinent legislation. If it’s your event, it’s your money and your reputation on the line.

Does Out of Sight, Out of Mind ring a bell with you?
 

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