Beyond the Tick Box: Delivering Diversity of Thought in Fire Safety

Sarah Dixon, UK&I GM Fire Suppression at Johnson Controls

Expanding the vision of the building and construction industry has always been a challenge. For too long organisations have reverted to a ‘tick box’ mindset to satisfy fire and safety regulations, but this goes nowhere near far enough. 

In the world of fire safety, the ultimate goal is for contractors and developers to want an industry partner who can deliver all aspects of fire safety. At its heart, it’s an exercise in coming together with our partners to make everything gel in sync as it should. Regulation can only take us so far in this endeavour, as an industry it is our collective responsibility to scrap the tick-box and go beyond compliance with a new culture shift - a challenge made crystal clear in Dame Judith Hackitt’s Building a Safer Future report.

The report leaves no doubt as to the building industry’s resistance to change and the urgent need to ‘drive real culture change and the right behaviours’ throughout every area within the industry. To achieve this, we need a broad field of view that builds diversity of thought into the industry and a new shared understanding of the value we bring as industry partners to every stage of a building’s lifecycle. So, how can we truly harness the benefits of diverse thinking to set a new standard and allow innovation to cut through?

At the heart of the industry’s culture change are the three Ps - people, profit and the planet. Making these elements work effectively in unison may seem simple, yet there is often a disconnect between the three, leading to inefficiencies and a lack of progress.

As fire industry professionals, we have a part to play in a better buildings industry, one which has improved collaboration with all parties coming together as a whole. In our business our products are hidden heroes of the buildings industry, but change has to be seen to be believed and it has to involve everyone. This sort of culture change means moving away from a tick box approach towards action focused on the first key P - people.

Getting the human factor right is the key to success. Change starts through building workforce buy-in, where businesses must demonstrate their determination to drive real change. The more positive, supportive, and collaborative your culture is, the more likely it is that your teams will exhibit and promote behaviours that the industry wants to see.

This requires serious investment in strategies and people. Management teams can take charge of the design and delivery of a change programme, but an emphasis needs to be placed on the role of each employee as an agent of change. If they do not feel like they are part of the process or if there is no emotional connection to the message, it will be impossible to champion change across the business.

It is clear that the workforce will be the driving factor of this cultural change – but how can the industry truly connect with candidates and employees if some employees are alienated from the company culture or vision?

In an industry that’s traditionally been male dominated, there is a need to grow a diverse workforce of different mindsets and opinions. However, it goes deeper than just gender. The sector has a responsibility to ensure that employees of all genders, backgrounds, and ethnicities have equal opportunities to secure roles and contribute to the industry’s evolution. 

In our own business we’ve brought focus to the issue through an approach to recruitment that mandates a diverse pool of candidates. And it’s paying off. While historically the fire industry has been a male dominated space, today that’s changing at pace across our business but especially in our Fire Suppression business where we’ve achieved a 50/50 gender balance in leadership positions. In fact, Johnson Controls were awarded Best Employers for Diversity by Forbes in 2021 highlighting our dedication to providing a more inclusive workplace. 

We're also leading change by educating our people managers about the value and business impact of diversity, equity & inclusion, hosting over 40 workshops in 2022 and launching a DE&I Distinction Award to empower employees to speak up and feel valued in an equitable and inclusive culture. Externally, we provide financial support to smaller businesses to increase their pool of diverse talent and kickstart a shift in company culture. These actions alone have helped to change the conversation both in the business and with our customers, providing fresh perspectives and new approaches. 

Across our industry, there is, of course, still more to do to achieve gender equality, but I think we should aim even higher with company cultures that leave space for diverse perspectives and ideas from everyone. Businesses must set this goal and identify the necessary workforce, skills, and competencies to get there. This informs everything from the way teams work together, to recruitment processes and even how to implement a framework for success. It is a top-down mindset that involves input across your whole operation, sharing knowledge and enabling all teams to play their part in progress.

Strong diversity and inclusion initiatives deliver diversity of thought at an organisation-wide level. But leveraging the value of diverse thinking should not only be an outcome of culture change efforts, it should also underpin them from the start. From internal actions across recruitment and education on the benefits of diversity and inclusion initiatives, to supporting diversity in the broader fire safety community and providing financial support to smaller businesses to assist recruitment initiatives.

It is no secret that driving meaningful change through diverse and inclusive culture is a key part of the business puzzle. Not only is it the right thing to do, it also makes good commercial sense. A diverse and inclusive workforce gives a competitive advantage, reflecting the varied markets our industry serves and helping to deliver best-in-class service. It’s an approach that will make our industry synonymous with collaboration, delivering new and connected ways of working while turning the tide on the fragmented practices of the past.  

Put simply, a diverse workforce breeds a positive, collaborative culture. If industry leaders create the right environment, they will ultimately reap the benefits. Success relies on the engagement and emotional connection employees have to the values of their business and how these are baked into its culture. With this company-wide buy-in, leaders will be able to deliver greater diversity of thought and a well-rounded approach to fire safety.