It feels as though the only constant in life these days is change. Looking back, the COVID pandemic was a pivotal moment in many aspects of modern life, particularly in the way we work. Technology now underpins a realtime, data-led culture, enabled and supported by a wide range of digital tools, including AI.

To exist and thrive in this new digital workplace, we need to develop a new range of skills that allow us to leverage the benefits of technology while retaining the quintessentially human attributes that set us apart from it. Situational awareness, critical thinking and objective appraisal become even more important. People need to learn how to interact effectively with technology to achieve outputs that enable, facilitate and optimise human performance.

There is a plethora of new technology available to enhance and support safety across a vast range of applications, but what are we doing to equip safety professionals to truly maximise the potential of these systems, while also safeguarding organisations against additional risk? Used correctly, technologies such as AI can be hugely beneficial, enabling and supporting good health and safety practice. However, without proper contextualisation and objective appraisal, there is significant potential for things to go wrong.

The role of safety professionals is undoubtedly changing as the world of work becomes more digitally enabled, but it is no less important. In fact, it arguably becomes even more critical as new and emerging risks develop and require effective mitigation. The question is: what are we doing to prepare ourselves for this evolution?

It feels, to me at least, that safety is being left behind by developments in learning and competence development. We continue to rely heavily on ‘traditional’ approaches to knowledge acquisition and testing, rather than balancing these with practical competence building and skills development. Many people cite this as a barrier to entering the profession, and it is almost certainly a factor in the low numbers of young people considering safety as a career. While CPD is actively encouraged, there remains a strong bias towards knowledge and technical capability, with limited support for critical appraisal and the structured development of underpinning and enabling competencies. Although there is work underway to reframe thinking in this area, the pace of change in the wider world far exceeds the pace of our development — and we risk being left behind.

What we need now is high-profile, visible and strategic leadership on this issue. We need a clear direction of travel, supported by an ambitious programme that delivers fundamental, lasting change.

Those of us already in the profession must up-skill to optimise our contribution in the digital workplace. At the same time, we need new, skills-based development pathways that attract people into safety as a profession. Diversity of thinking, communication and operating styles will be critical if we are to drive this evolution at the pace required.

We have a unique opportunity to make a step change that positions safety as a key enabler in the modern world of work — but wider societal and technological change will not wait for us. If we fail to act now, we risk falling behind, with potentially serious consequences for the future of safe work.

Leadership does not have to be about one person shouting the loudly. It can be about many people making small, incremental changes that collectively drive significant progress. This approach can accelerate change and widen its impact. 

Each of us has a role to play in positioning our profession for the future — by investing in our own development and by rethinking how we select, support and develop our teams. If we create demand for a more rounded and future-focused approach to competence, supply will follow, and we can help to ensure that safety remains a critical enabler of effective risk management and safe work in the modern world.

Louise Ward is safety director at First Rail. For more information, visit www.firstgroupplc.com