How can I ensure lone workers’ safety even in low-risk situations?

Lone workers – colleagues working without immediate supervision – face unique health and safety risks if there is no support nearby. Personal safety is always a concern, as there may be risk of violence, assault, robbery, or harassment – even in what you call ‘low-risk situations’. 

Health risks and medical emergencies such as heart attacks, strokes, or severe allergic reactions, can occur at any time, and stress, fatigue, and mental health issues can build up if workers are isolated for longer periods.

Obviously, slips, trips, falls, manual handling injuries, accidents, and vehicle incidents can be more dangerous when help is not at hand, while environmental hazards – such as extreme weather, poor lighting, confined spaces, or remote locations – further increase the risk of harm.

Employers should mitigate these risks by first undertaking a thorough risk assessment, appropriate for each individual job role and situation. Conduct regular check-ins, mandate training in first aid and conflict management, and introduce clear emergency protocols. 

Ensuring that lone workers remain supported and monitored reduces accidents, improves wellbeing, and helps maintain a safer, more productive workforce.

I have heard a lot recently about psychosocial safety – what does this mean and how can I make sure my boss considers it?

Psychosocial safety means creating a work environment that protects employees’ mental health and wellbeing by minimising psychological risks while promoting positive social interactions and support. It focuses on the emotional, mental, and social aspects of the workplace, in addition to physical health and safety 

We know that managing psychological health is a core organisational responsibility. Not just to protect profits, not just to boost productivity, but to protect people. Psychosocial safety should be considered an investment, not a cost.

Psychosocial risks are shaped by factors both inside and outside the workplace, and your boss should not address them through surface-level interventions or isolated initiatives. Instead, what is required is a sustained, strategic approach, one that is proactive, inclusive, and grounded in the experiences of all workers.

Encourage your boss to listen to – and learn from – colleagues. 

Organisations that take this seriously will not only reduce harm, but build stronger, more resilient, and more engaged teams. Ask them to consider that in a world defined by uncertainty and change, this is not just good practice, it’s a competitive advantage.

I work for an international company and wonder what are the main items I need to consider when updating my risk mitigation policy? 

We live in a world where uncertainty and change are commonplace, and the impact disruptions can have on a business are both significant and sustained. It is safe to say that you are not alone in wondering what to consider – leaders and decision makers are faced with an economic climate which makes decision making and long-term planning more complex.

Recent research by the BCI shows that, in terms of cumulative results, the most frequent disruptor for organisations is safety incidents – ahead of cyber attacks, fraud, security incidents, or extreme weather events. 

However, the same report shows that in terms of planning ahead, safety incidents only feature in sixteenth place of planning priority. 

Forward-thinking organisations regularly update their plans for responding to events likely to pose major business disruption, but traditional data and recent patterns may no longer provide the strong indicators leaders have previously relied on. The use of data is clearly still important, but how we use it now becomes even more important. 

Health, Safety and Environment (HSE) professionals have the experience to identify foreseeable risks, to consider how they might impact operations and, most importantly, the people who conduct the work. And once identified, HSE professionals can provide the control mechanisms needed to mitigate the impacts of disruptive events.

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