In the spotlight with Debbie Airey

How did you get into the health and safety industry?

My interest in safety first sparked when I began a degree in civil engineering. Although I didn’t complete the degree, it gave me valuable insight into how complex projects operate and the importance of protecting the people delivering them. I also grew up hearing real-life stories from my dad, who was a coded welder for the West Midlands Fire Service and a union representative. Through him, I understood early on how accidents and incidents can have a lasting impact—not just on someone’s ability to work, but on their overall quality of life.

My professional journey really took shape when I joined Linde Gas UK. That’s where I became fully immersed in a safety-first culture. Linde was incredibly rigorous about its safety protocols—every employee, regardless of their role, had to complete detailed safety training.

What do you enjoy most about your job?

The people—always the people. I’m at my happiest when I’m supporting others, watching them grow, and helping them realise their full potential. There’s something incredibly rewarding about seeing someone break through their own barriers, step into their confidence, and thrive. That transformation is what drives me.

In my new role as chief commercial officer at Safe Monitoring Group, I’ve been given a fantastic opportunity to work across a variety of companies. I get to dive into their commercial operations, identify gaps, and collaborate with teams to build strategies that drive growth. It’s a blend of people development and commercial creativity—and I absolutely love it.

What do you think are the biggest challenges facing the health and safety industry in UK?

One of the ongoing challenges that deeply saddens and frustrates me is the lack of proper attention to women’s health and wellbeing in the workplace. It’s still not being addressed in a meaningful, consistent way. As a personal passion project, I host a podcast that gives women a platform to speak openly about their experiences with safety, inequality, harassment, and discrimination in the workplace.

Looking at the global picture, another major concern is how economic downturns affect safety standards. When countries or businesses are struggling financially, safety often takes a back seat.

How do you think these challenges can be overcome?

The first step is awareness—and then, action. For women’s health and wellbeing to be properly addressed, organisations need to actively listen to the voices of women in the workplace. This means creating safe spaces where people feel empowered to speak up, and then ensuring that those insights are turned into tangible change. Policies around health, safety, and inclusion need to evolve beyond compliance—they should be built with empathy and lived experience in mind.

That’s partly why I launched my podcast—to amplify those voices, celebrate those making progress, and share real stories that can drive cultural change. Organisations that embrace these conversations are the ones that will truly move the needle.

On a broader scale, overcoming the safety challenges linked to financial pressures starts with strong leadership and a values-driven culture. Businesses must understand that safety isn’t an area to cut corners. In fact, prioritising safety can actually save costs in the long run—by avoiding accidents, improving retention, and fostering a more engaged workforce.

Regulators, industry bodies, and leaders all have a role to play in setting and maintaining high standards, especially during tougher economic times.

What sets SMG apart from its competitors?

At Safe Monitoring Group, we make no distinction between service-led businesses and manufacturers. By building a strong foundation of trusted service partners to support our manufacturing companies, we’re able to offer a complete solution to our global customer base. Each business remains autonomous, yet operates with the strength and backing of a unified group.

Our group is led by our inspirational CEO, Alex Larsson, whose commitment to people development is just as strong as his drive for business growth. He ensures that personal core values align with the wider values of the group—creating a culture of authenticity, collaboration, and purpose.

What are you most memorable successes at SMG?

I’ve only been here since February—so give me a chance! But seriously, it’s already been an incredible journey. I’ve had the pleasure of meeting each of our operating companies and the amazing individuals who make the magic happen.

What’s next in the product pipeline for SMG?

It’s all about the data! We’ve got an incredible system being launched through IGD (International Gas Detectors), which will also be available via SAMON and Bieler & Lang. But the innovation doesn’t stop there!

At Safe Monitoring Group, we believe that innovation isn’t just about cutting-edge products—it’s also about how we show up as people. That’s why we’re rolling out some fantastic group-wide leadership initiatives, including the launch of the SMG Sales Academy.

What’s your vision for the future of SMG?

Our focus is on strengthening and expanding our service functions—ensuring we not only meet but consistently exceed client expectations. At the heart of everything we do is a promise to be the ears of the customer—actively listening, understanding their challenges, and delivering targeted solutions that truly resonate within their industries.

Our goal is clear: to become the safety provider of choice on a global scale.

What do you think the medium-term future holds for the safety industry globally?

I’m incredibly passionate about how we can use data to strengthen our safety approach. Data should be more than just a way to react to incidents—it should be the key to preventing them. One of the most exciting developments across the Safe Monitoring Group is how we’re using technology to not only enhance incident reporting but also to predict and prevent issues before they happen. For example, in gas detection and monitoring, we’re now able to use smart systems that flag early maintenance needs or signal performance dips in alarms—long before they pose a risk. It’s a shift from reactive to proactive safety, and that’s where the future lies. Predictive maintenance, powered by data, can prevent downtime, reduce risk, and ultimately save lives. 

How can we entice more young talent to work in the health and safety sector?

To attract more young talent into the health and safety sector, we need to actively challenge outdated perceptions and make the industry feel more inclusive, dynamic, and aligned with young people's values. That starts with representation. By championing women, minority groups, and young professionals already in the field, we can show that health and safety is not only relevant but a meaningful career path where everyone can thrive.

We should also be engaging with schools, colleges, and universities early—through mentorships, apprenticeships, and outreach programs—to highlight the real-world impact H&S professionals have on people's lives. Young people are looking for purpose, and this sector offers exactly that: the opportunity to keep people safe, create better working environments, and drive cultural change in industries that are crying out for fresh perspectives.

Creating accessible pathways into the field—like sponsored training, internships, and entry-level roles that don’t require prior experience—can open doors for underrepresented groups. And once they’re in, we need to foster inclusive workplaces that genuinely support development, amplify diverse voices, and show there’s a future for them at every level of leadership.

Debbie Airey is chief commercial officer at Safe Monitoring Group. For more information, visit https://safemonitoringgroup.com