Independent Cultural Review of the London Fire Brigade

Debate between Baroness Pinnock and Lord Davies of Gower

Thursday 8th December 2022 Lords Chamber

[Baroness Pinnock (LD)]

My Lords, I also thank the noble Baroness, Lady Chakrabarti, for initiating this debate on a very important subject.

It has taken the tragic death of Jaden Francois-Esprit for the leadership of the London fire service to finally realise that there was something dark and very wrong with the behaviour of some firefighters. I pay tribute to Jaden’s family, who, in their grief, pursued a request for an investigation into the bullying culture that they felt Jaden had experienced. I too commend the work of the team led by Nazir Afzal for its meticulous and well-evidenced report.

I think I am the only non-Londoner speaking today, so we will see if the rest of my remarks fall on good ground or not. Before I turn to the findings of the report, I want to be absolutely clear that I have complete admiration for the difficult and dangerous tasks that firefighters undertake on behalf of Londoners—in fact, it happens across the country, but this is a London Fire Brigade report. As the report states,

“there were many examples of exemplary culture within LFB. Where it works well, there is a powerful sense of belonging and purpose.”

However, it uncovered evidence of a culture in some parts of the service that failed to uphold basic human rights and to treat everyone with dignity and respect.

Throughout the debate this afternoon, we have heard from across the House of the horrific acts of racism, misogyny, homophobia and discrimination on the grounds of faith and sexuality. The evidence shared by the noble Baroness, Lady Thornton, from 40 years ago—that is scary, is it not?—demonstrates that this issue is not new; despite the best efforts of previous governance arrangements, some changes were made but not enough. She rightly said that this is a lesson to us all, in any big organisation.

Such behaviours as we read about in this report are utterly degrading for the recipient and deprive the individual of basic human dignity. They lead to a lack of self-worth, which, as the report concludes, leads to men and women resigning from the LFB and, tragically, for some, the decision that life is not worth living.

The culture of any organisation lays the foundation for its success. As the report states:

“When you have an optimum culture then … Staff are motivated, teams are high performing and people want to join you.”


This excellent report has 23 recommendations. As we have heard, the Fire Service Commissioner has made clear his intention to implement all of them. I congratulate the commissioner on being so bold in that commitment, because it will not be straightforward. I look forward to the reports that will follow to demonstrate progress made.

Like the noble Lord, Lord Greenhalgh, I looked at some elements that could have been included but were not. Why did this happen? What about the governance? Why was a toxic culture allowed to develop in some parts—I emphasise “some parts”—of the LFB? It was evident that managers were aware of behaviours that were plainly not acceptable from earlier reports on the same issue, but nothing seemed to happen. Some changes were made but nothing fundamental. Why were the normal routes for those being bullied and belittled not effective? Where were the whistleblowing and complaints systems? Why were horrendous behaviours not rooted out? Putting a noose on somebody’s locker—why was that not called out? Why did senior managers not feel empowered to deal with it? Was it just too difficult? As the report exposes, if allowed to go unchallenged, toxic behaviour is contagious in a very destructive way.

I turn now to the governance, and will perhaps come to some different conclusions from those of the noble Lord, Lord Greenhalgh. The Fire Service Commissioner is a corporation sole—in other words, he is it—with oversight from the Mayor of London and a deputy mayor, and an assembly scrutiny committee. I find it difficult to understand how a very large organisation such as the LFB can rely on a single person for its management. Private sector companies are always governed by a board of appointed individuals—non-executive directors—alongside the executive directors. They must take personal responsibility for the effectiveness of the company. Obviously such a board provides a forum for questioning and challenging decisions and proposals being made by the executive. Clearly, none of that can happen very easily in the LFB. Where is the external, independent, detailed examination of plans made in the LFB prior to decisions being made?

A more inclusive and collaborative governance model that enabled pre-decision questioning may go some way towards creating a forum where the culture of the organisation can be thoroughly dissected and then improved. Can the Minister respond to that? Do we have to continue with this sole person model?

[Lord Davies of Gower (Con)]

Can the noble Baroness bring her speech to an end, please?

[Baroness Pinnock (LD)]

This has been a useful debate that has given us a forum to raise important issues. A future report, demonstrating the progress being made to root out those who revel in humiliating others, and to create an open, welcoming and supportive organisation, will be a worthy legacy for Jaden and all those whose lives have been harmed by the rotten culture detailed in this excellent report.