Hydrogen sulfide is a highly flammable, toxic and corrosive gas found in several industries including oil and gas, wastewater and chemical processing. It’s sometimes called ‘sour gas’, ‘sewer gas’ or ‘stink damp’ because of the way it smells like rotten eggs. However, H2S can’t reliably be detected by smell as it quickly deadens the sense of smell (a process known as ‘olfactory desensitisation or fatigue’).

How dangerous is H2S? 

Exposure to high levels of H2S can be fatal, leading to loss of breathing, coma, seizures and death. It’s the second most common cause of fatal gas inhalation exposure in the workplace, second only to carbon monoxide.¹ 

But H2S can also be harmful at low concentration levels, causing headaches, dizziness, nausea, breathing difficulties and a sore throat. These health impacts can become more serious with prolonged exposure.

Low concentration vs. high concentration H2S – exposure limits

The health impacts of H2S depend on how much is inhaled and for how long. The recommended exposure limit set by NIOSH (the US National Institute for Occupational Safety and Health) for ten minutes is 10 ppm². However, some U.S. states have developed ambient air standards for H2S well below OSHA and NIOSH standards due to concerns about health risks from chronic exposure³. 

For longer exposures to H2S, the recommended limits are a lot lower. For example, if you’re exposed for up to 24 hours, the World Health Organisation (WHO) recommends a maximum exposure of 0.1 ppm. 

In response to concerns about the risks of H2S to human health even at low concentration levels, some countries have introduced equally stringent guidelines requiring businesses to monitor H₂S at such concentrations. That’s why we’ve recently updated our ALTAIR io™ 4 Connected Gas Detector, offering the option of a low-concentration hydrogen sulfide sensor that can detect H2S at very low levels*. 

H2S in industry – the different sector impacts

H2S creates safety challenges for many industries. But some industries are more likely to be affected. These include:

Oil, Gas & Petrochemical (OGP)

OGP facilities handle raw ‘sour’ gas and oil which are naturally high in H2S. Extraction and refining processes release H2S, which may accumulate in confined, poorly ventilated spaces like processing units, pipelines and storage tanks. Closed systems with high-pressure conditions amplify the risks for workers. 

Balancing safety and operational efficiency is an ongoing challenge in the OGP industry. Some are tackling this challenge by integrating new technological solutions into their safety management practices. 

Waste water management

Wastewater facilities such as closed pipelines and sludge tanks have low oxygen levels and so provide the ideal conditions for H2S buildup. This is because sulfate-reducing bacteria which break down organic material and produce H₂S as a byproduct thrive in anaerobic (low-oxygen) conditions. 

One of the key risks for wastewater workers is when they’re entering confined spaces like tanks and sewer lines. For many waste water management businesses, real-time monitoring of gas levels is considered a must-have.

Steel production

The steel industry’s use of high-temperature processes and sulfur-rich materials can lead to the release of H2S, creating hazards for workers. Confined, poorly ventilated spaces and desulfurisation units pose particular risks. 

A safety challenge for large steel production facilities can be determining who has used which portable gas detector and when. One company has found a solution to this common problem using the Connected Work Platform driven by ALTAIR io™ 4 connected gas detector. 

Preventative measures – safeguarding workers

Given the well-documented risks of H2S to workers, safety managers are seeking out effective preventative measures, including regular training and effective ventilation. The use of Personal Protective Equipment is also important.

But a particularly helpful method for avoiding excessive H2S exposure is constant monitoring by advanced gas detection systems such as our ALTAIR io 4 Connected Gas Detector. Such systems can give you an early warning of even subtle increases in H2S concentration, helping you stay ahead of potential risks. Our updated ALTAIR io 4 device can detect subtle changes in H2S concentration levels at a resolution of 0.1 ppm, offering enhanced protection to workers. The default configuration for low-concentration H2S detection starts at 0.3 ppm, but customers may choose to configure the device to detect H2S starting at 0.0 ppm. This capability is particularly important in industries like oil and gas where companies wish to monitor low levels of H2S. Our low-concentration H2S sensor also offers processes designed to streamline regulatory compliance, minimising downtime and allowing readiness even for large-scale operations.

As with all toxic gases, early detection of H2S is an excellent way to alert safety managers to small increases in H2S emissions so they can help workers avoid harmful exposure, even at low concentrations. 

*The default configuration for low-concentration H2S detection on the ALTAIR io 4 connected gas detector starts at 0.3 ppm, but customers may choose to configure the device to detect H2S starting at 0.0 ppm (in increments of 0.1 ppm). 

Alexander Barbashin is customer marketing manager FGFD MEAIRR at MSA Safety. For more information, visit msasafety.com  
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References
1 Guidotti TL, 2010. Hydrogen sulfide: Advances in understanding human toxicity. Int. J. Toxicol 29, 569–581. [DOI] [PubMed] [Google Scholar][Ref list]
2 https://www.cdc.gov/niosh/npg/npgd0337.html
3 https://ohsonline.com/articles/2007/10/human-health-effects-from-exposure-to-lowlevel-concentrations-of-hydrogen-sulfide.aspx

According to the British Safety Council, less than a quarter (21.7%) of health and safety professionals are women. For an industry that operates across such a diverse array of sectors, it’s concerning that women are significantly underrepresented professionally. In fact, only 15% of leaders in health and safety were women, compared with 29% in senior business roles globally; this means gender-related risk is not being given the priority it deserves, which can have dangerous effects. While this can be attributed to a number of factors, such as the historical imbalance between men and women and a lack of female role models in the sector, it’s no excuse for the health & safety industry to ignore the issue.

Encouraging girls into STEM from a young age

Inspiring girls from young age to see the vast opportunities a STEM career can offer is essential to increasing female representation in the sector. The health and safety industry, for example, is still dominated by male-centric imagery – think stock photos of men in hard hats – despite the fact that everyone on site, regardless of gender, has to wear the same protective gear. Breaking these gendered stereotypes is crucial to encouraging more women to enter this field. The challenge often begins in schools, where girls are less likely to be actively encouraged to consider STEM careers, despite the fact that they often outperform boys in these subjects at GCSE and A-level. Yet, participation in these fields remain overwhelmingly male-dominated.

By encouraging girls from a young age to consider careers in health and safety, or even adjacent industries, this helps foster a strong pipeline of talent. Both schools and industry leaders should focus on promoting female role models in these fields through mentorship programmes, career talks, and hands-on STEM activities: such programmes have been shown to improve promotion and retention rates for women and minorities. By creating an environment that supports and encourages women to consider these career paths, more young girls will feel confident and inspired, helping to close the gender gap in a vital industry. 

Advancing the role of health and safety

Health and safety roles are often undervalued, and even frequently ridiculed, despite being essential in protecting workers from serious injuries – or worse. To elevate its status within organisations, companies should consider integrating health and safety leadership at the highest levels, such as appointing a dedicated board-level representative. This not only reinforces the importance and respect the industry deserves, but also makes it a more attractive career path to consider. 

Furthermore, promoting diversity and breaking down gendered stereotypes is a responsibility of that should fall on all business leaders - not just female professionals in the sector. It’s crucial that this is seen as a problem for everyone to solve, not least because non-inclusive environments can actually be dangerous for health and safety. For example, current PPE is almost always designed for men, with little consideration for specific needs that women might have. Ill-fitting safety equipment can increase the risk of injury, create unnecessary stress for employees, and even deter women from entering the field altogether. 

Making career transitions easier

While it’s very important to build up a pipeline of young talent, the problem isn’t one that can wait for years, if not decades, to be resolved. We must also look at the current state of the workforce. Women often transition into the health and safety sector from adjacent industries, which can cause significant professional challenges. Streamlining this process through targeted training programmes and upskilling opportunities can make the move appear more accessible and appealing. Even small changes – such as reviewing job descriptions to ensure they focus on essential skills, rather than outdated stereotypes – can attract a broader range of candidates. 

Proactively closing the gender gap in health and safety

Closing the gender gap in health and safety is not only necessary but entirely possible. By encouraging young girls to explore STEM careers from an early age, we can break down historical imbalances and inspire the next generation of female professionals in the industry. Making the transition into health and safety more accessible for women, alongside increasing the visibility of female role models, will help create a more diverse and inclusive workforce. Furthermore, elevating the perception of health and safety beyond outdated stereotypes will highlight its critical role in workplace wellbeing. 

Tackling these barriers can help organisations tap into a more diverse talent pool and more inclusive workplace. This greater diversity will not only strengthen teams, but lead to better decision-making and improved safety outcomes for everyone.  

Sarah Mlundira is global head of technical department at Sentric Safety Group 

I’m delighted to have been given the opportunity to revisit my old articles, partnering with the British Safety Council to publish this collection, and raise money for two wonderful mental health charities, Mates in Mind and Brawd.

Collating these articles has been a fascinating way to look back over the evolution of thinking about safety through the decades. From the now-total acceptance of culture as key, through to the emergence of our understanding that wellbeing, mental health and general mindset are vital risk factors that also need the most practical, constructive and pro-active approach possible. 

My first job as a psychologist was studying suicides in the military, some 30 years ago. So, in some ways, this means that my career has come full circle.

Last year, in the UK, we celebrated the 50th year of the famous Health and Safety at Work Act (1974). It’s enabled the UK to become a world leader in the field of workplace safety with a recent average of less than 200 people killed at work annually. Yes, of course, that is 180 or so too many but international figures when it comes to wellbeing and mental health are nowhere near as impressive – very middle of the pack. So, we must compare this figure against the estimated 4,200 working-age people who kill themselves in the UK every year.

In recent times, in the UK, it’s reached a place where more students and pupils take their own lives than people killed at work. 

These students are the next generation moving into the workplace and more funding is urgently needed to deal with acute mental health issues, let alone long-term cost-effective and proactive initiatives and investment. We’re going to have to sort this risk factor out for ourselves inside and outside of work.

There has been a sea change in our perception but there’s still mountains of work to shift. In August 2024, Graham Thorpe’s family talked openly about the fact that his death was a suicide and about his long-standing struggles with depression. (A few years ago, it would almost certainly have been announced that a famous ex-cricketer would have died at 55 of an ‘undisclosed cause’).

The same week, an Australian weatherman announced live on TV that he had to hand back to the anchor as he was having an on-air panic attack. Encouragingly, the weatherman (Nate Byrne) reported that the public response afterwards was ‘entirely positive’ - essentially ‘good on you mate for being open about it’.

Where we once took confident-looking people at face value, increasingly, we know that we very often don’t know what’s going on inside. We know a stiff upper lip can be hugely useful on some occasions – but a killer on others. We know that sitting around any table of ten people, typically two or three will be really struggling.

We know we need to not accept ‘I’m fine thank you, how are you?’ at face value but to ‘ask twice’ if their first answer is not altogether convincing. More proactively, we need to ask ‘high value / critical incident’ based questions like ‘how did you sleep last night? And gently ask ‘why?’ if the answer is ‘terrible actually’.

As part of making this book available both online, and through a limited number of hard copies, we are seeking to raise money to support two charities; Welsh mental health charity Brawd, and Mates in Mind, a sister charity to British Safety Council which works to support better mental health in the construction, transport and logistics sectors.

Digging through my early pieces for this book, I realise that all of the early writings are about safety leadership, behavioural safety, and safety culture. However, about 8 years (or so) ago, when I returned from a few years off dealing with a family illness, they started to focus more and more on wellbeing and mental health at work. Initially, talking about mental health at work was quite controversial (it came long before we considered things like victim blaming). However, I’d argue simply not at all, now, as we increasingly take a holistic, integrated and humanistic approach to human error and risk management.

So, as we look to the future, and consider health, safety and wellbeing at work, we need to remember that good work is good for you (because it brings meaning, purpose, banter and camaraderie) but bad work is bad for you, so it’s important how we treat our colleagues and what our organisational cultures are like.

Looking out for one another in work and outside of work is a small thing that we can all do. As Brawd say in much of their literature: we need to ‘listen and be listened to’. 

Allow me to slightly paraphrase the famous Hollies song, ‘He Ain’t Heavy, He’s My Brother’: The road is long, with many a winding turn … be a ‘brother’.

Dr Tim Marsh is a safety psychologist. His book, Tim Marsh’s Musings: wisdom and wit from a safety psychologist, can be downloaded, once a small donation has been made, from this link: Download your copy of: Tim Marsh’s Musings – Wisdom and Wit from a Safety Psychologist - JustGiving.

In recent weeks, winter has officially arrived in the United Kingdom. Following Storm Bert and a weekend of heavy rain, flooding and strong winds, parts of the country are now facing fallout.

With unpredictable weather and a high likelihood of ice and frost comes risky working environments, especially for those in labour intensive, outdoor jobs. 

This is especially relevant now, due to The Royal Society for the Prevention of Accidents (RoSPA) warning that the country is "facing an accident crisis" after it’s data showed a UK-wide rise of 42% in accidental deaths over the last decade, with more than 20,000 people killed each year.

Employers must protect their workers in these conditions to battle long term sick leave and ensure all employees are well cared for at work – so what should they be looking out for?

How cold is too cold?

Cold temperatures both make working conditions uncomfortable and pose safety risks. When hands and feet become cold, carrying out tasks can become painful, and the loss of sensation increases the risk of accidents. Cold environments can lead to loss of concentration, tiredness, and even more severe conditions like vibration white finger or muscular injuries. For these reasons, employers must ensure the workplace remains safe during the colder months.

Workplace temperatures are covered by the Workplace (Health, Safety and Welfare) Regulations 1992, which place a legal obligation on employers to provide a ‘reasonable’ temperature in the workplace. The regulations suggest that the minimum temperature should be at least 16 degrees, or if the work involves rigorous physical exertion, it can be 13 degrees.

There are no laws which specifically state that workers can stop working if the temperature gets too hot or cold. However, every employer has a responsibility to maintain a safe working environment and must protect the wellbeing of their employees under UK law. This legal obligation is otherwise known as ‘Duty of care’. If an employer neglects their responsibility, and this results in someone falling unwell or being injured, that person may be able to claim compensation.

Reducing risks 

As mentioned, when working outdoors, the risks of working in cold conditions are heightened. The cold temperatures often create ice, significantly increasing the risk of falls and slips. Industries such as construction, delivery services, and outdoor maintenance are particularly affected, and it’s clearly not practical to maintain a workplace temperature in excess of 13 degrees in these environments. 

As such, precautions are essential for outdoor workers. Employers are advised to provide suitable equipment and protective clothing such as hats and gloves, as well as waterproof and breathable clothing for manual workers. Additionally, rotating work from cold to warm areas, or scheduling outdoor work for the warmer part of the day can help reduce health risks. Employers should also set up warm rest areas with facilities to make hot drinks, and keep air-flow to a minimum to reduce drafts and protect workers from the cold.

Adjusting conditions for vulnerable employees

The individual needs of vulnerable employees must not be forgotten or overlooked, such as those who are pregnant or have health conditions such as heart, circulation, or breathing issues, including emphysema. These individuals risk being more sensitive to working in cold temperatures, therefore extra precautions, such as flexible working hours, remote work options, or additional heating should be implemented.

Failing to accommodate to vulnerable workers throughout the winter season could not only lead to serious health implications but also legal consequences if employers are found to have neglected their duty of care. However, keeping workers warm and safe is not just about avoiding legal issues; it’s about ensuring employee wellbeing and maintaining productivity during the winter months, no matter the personal circumstances.

It is critical that employers take their duty of care seriously. By conducting risk assessments, providing the right protective measures, and adjusting working conditions where necessary, they can prevent staff from falling unwell or being injured. In turn, this will help to boost productivity and maintain the health of the workforce – something that will only grow in importance as the Labour government endeavour to ‘Get Britain Working’ and remedy the increasing rate of workplace sickness across the country.

John Kushnick is legal operations director of National Accident Helpline

Chronic obstructive pulmonary disease (COPD) is a group of lung conditions that make breathing hard due to the damage caused to the lungs. COPD is a major cause of disability and is the fourth leading cause of death throughout the world¹. Emphysema and chronic bronchitis fall under COPD, and whilst many diseases listed under COPD are treatable, all are incurable. Therefore, the best way to prevent the devastating effects of these diseases is to stop them developing in the first place. 

Personal decisions like smoking and living in a polluted city increase the risk of developing COPD but occupational hazards like dust, fumes and gases that are often unavoidable cause approximately 15% of COPD cases or make existing cases worse². In non-smokers, occupational exposure accounts for approximately 30% of cases. Asthma sufferers were also found to be 12 times more likely to develop COPD compared to people without asthma in a recent study³. 

Employers have a legal duty to protect workers in the workplace, including against occupational hazards. The best way to guarantee employees are free from the risks of airborne hazards is to completely remove the sources of the pollutants from the workplace. This is often impossible, but the use of the hierarchy of controls should be implemented to minimise the risk of exposure for employees.

To check the ongoing effectiveness of control measures, employers should implement a comprehensive air monitoring program to determine the concentration of these hazards, and therefore the residual risk. This allows employers to adjust working practices and workers’ schedules and improve control measures where necessary.

Again, to ensure compliance, employers should use personal air sampling pumps which are recognised on both a UK and global basis as the best way to assess exposure. The pump itself needs to comply with the latest version of the ISO standard and be calibrated (for flow rate) both before and after use. For those not experienced in air sampling, a competent consultant can be used to perform the air sampling and will also recommend control measures accordingly.

To provide more immediate data, employers could consider real-time, direct reading solutions which generate instant results. This is beneficial when conducting a walk-through survey for example to gather information on whether a potentially hazardous situation exists and whether further personal monitoring is required. Real-time monitoring also enables faster protective measures to be put in place, ensuring employees’ safety is paramount. 

The main issue with COPD is the latency at which these diseases develop. Sufferers often are unaware that they have COPD and disregard the symptoms as a byproduct of poor fitness or old age. Identifying harmful levels of airborne pollutants allow employers to prevent exposure causing COPD. 

COPD is a universal group of diseases that can affect anyone exposed to harmful airborne pollutants. Air monitoring and compliance with UK standards aid in detecting harmful levels of dust, fumes, and gases, enabling early intervention to reduce risk and helping people protect their lungs not just during their working hours, but across their entire daily lives.

Tim Turney is global marketing manager at Casella. For more information, visit www.casellasolutions.com

Each year, around 500 construction workers in the UK die from lung cancer linked to silica dust.  But because the illness typically takes between 10 and 30 years to develop after first exposure, it’s often decades before individuals affected see the full extent of the damage.

The Irwin Mitchell ‘Silica exposure register’

This was the case for Paul Gray and Stuart Johnson, who worked for stone production companies in West Yorkshire. Both men developed silicosis before passing away in 2019 and 2021.    

Following successful litigation, settled by Irwin Mitchell for their families, the UK-based law firm has set up the Silica Exposure Register, which focuses on recording details of worker exposure  to the substance, preparing them with data for any future legal claims. This register is a step in the right direction to protect workers from the dangers of silica dust, and these latest developments should send a clear signal to businesses: protect your workers now or expect legal action later. 

The danger of silica dust

Recognition is growing around the true extent of dangers from silica dust. The substance is naturally occurring, found in rocks, clay, and sand. In the construction industry, those working with affected objects, from concrete and bricks to kitchen cabinets, are at substantial risk from the silica particles released. 

Respirable crystalline silica has been recognised by medical bodies as a human carcinogen and directly linked to numerous diseases. The main condition often associated with the substance is silicosis, caused by scarring in the lungs from silica dust. This scarring leads to breathing difficulties, with symptoms often occurring decades after first exposure. There is also a well-known link between exposure to the substance and development of lung cancer, Chronic Obstructive Pulmonary Disease (COPD), and kidney disease.

The role of employers

With millions of construction workers at risk, there are clear steps employers should take in protecting employees from the risks of silica dust. To ensure there is no unnecessary exposure, the first task is to, where possible, complete chemical substitution, replacing materials containing high levels of silica with safer alternatives. The next step is the most straightforward: protecting workers in their day-to-day tasks. This includes removing dusty materials, where possible, or enclosing dusty operations in separate areas with mechanical ventilation, and providing suitable washing facilities and face-fit tested respiratory protective equipment (RPE). 

Beyond these measures, procedures and employee scheduling should be implemented to reduce prolonged exposure, and regular cleaning of the building should be scheduled. Rooms should be properly ventilated and, where possible, tasks should be automated. Emphasis should also be placed on health surveillance, including regular worker checks to detect early signs of silica-related diseases.  A culture of safety needs to be embedded into practices when dealing with such hazardous materials, make sure all are sticking diligently to a dust checklist of actions.

We cannot expect everything to change overnight; updating policies, procedures and solutions could take years. To expedite safety solutions, investing into staff training will ensure they are aware of all control measures in place, such as emergency planning and steps that must be taken should exposure occur. Going a step further, integration of reporting tools ensures incidents and exposures are logged for auditable compliance and potential legal exposure. 

Steps to risk reduction

Silica dust is a silent killer, with the full extent of damage only revealing itself decades after first exposure. But it doesn’t have to be. Whether it’s removing the substance entirely of the substance, day-to-day improvements like availability of RPEs and suitable washing facilities, or longer-term fixes with focused training sessions and increased ventilation, businesses can protect their workers from future harm. 

Max Smith is solutions consultant at EcoOnline. For more information, visit www.ecoonline.com

THE NEW UK Labour Government has announced an ambitious energy transition program aiming to deliver a decarbonised electricity system by 2030. This has brought the energy transition into renewed focus over recent months, with plans outlined to accelerate investment in the industry.

However, the practical reality behind the headlines is that in order to meet ambitious timeframes, safety must be prioritised. Without comprehensive safety procedures in place, there is a very real risk of setbacks, particularly in the area of investment, which may impact the ability to meet the 2030 goal.

Dräger has identified five key safety areas which we believe must be addressed as the energy transition starts to accelerate:

1. Challenge perceptions – Unlike the oil and gas sector, many people view green energy and the wider energy transition industries as ‘clean, green and safe’, while the oil and gas industries have, over many decades, been characterised as ‘dirty, oily, black and dangerous’. The reality is quite different, and in many respects the safety risks involved in energy transition industries are not vastly dissimilar to those faced in the oil and gas sector.
   
   Indeed, research¹ has found that injury rates in the offshore wind sector are up to four times higher than in the offshore oil and gas industry, a trend which the research anticipates will increase due to the growth and implementation of new technologies creating additional challenges.
   
   Understanding and accepting the safety realities is a vital priority for those operating in the clean energy sector, and every opportunity should be taken to encourage the transfer of safety knowledge from other, related industries such as oil and gas.
   
   Whilst most people would agree that a move away from a carbon-based economy should be carried out as quickly as possible, crucially this must not be at the expense of safety. To do so risks setbacks which have the potential to harm the overall end goal of protecting the planet for future generations.

2. Put safety first – It is clear that the safety industry has a key role to play in communicating the need for rigorous safety standards across renewable energy industries, in line with the mature and well-advanced safety standards in the oil and gas industry.
   
   We firmly believe that the success of renewable energy will depend on confidence and trust in these newer industries. Having comprehensive safety measures in place is a vital component to building and maintaining public trust in the new energy industry, and to ensure that it is seen as a safe and dependable energy source for the future. Any significant safety incident that erodes this trust could be extremely damaging as well as risk leading to consequences for future investment. 
   
   Investment will be key to meeting the Government’s decarbonisation plans and some estimates suggest that investment levels will need to be boosted by a further £48bn. Having comprehensive safety standards in place has a key role to play in securing trust and confidence in the long-term viability of investments, and will act as an enabler to acquire finance, insurance and planning for the future.

3. Boost research & development (R&D) collaboration – With a growing emphasis on the need for innovation to help reduce the global reliance on fossil-fuels, many of the current advances being seen in the energy transition are new to market, and in some cases, not yet widely tested.
   
   Whilst this type of innovation is an important – and indeed unavoidable – element of the energy transition as a whole, it also presents significant challenges from a safety perspective.
   
   It is vital for all involved to recognise the importance of partnering and collaborating with those at the forefront of research in the clean energy space. Partnerships with academia, R&D and industry experts as well as those with working experience of new safety risks, are vital for the innovation to move forward in a safe and optimum way.
   
   Dräger has been working with the University of Aberdeen for several years in relation to its research into hydrogen and renewable energy, both supporting its students’ understanding of the safety risks and also by working to advise on safety technology installations for the University’s hydrogen lab. 
   
   Many of the considerations around new safety risks ultimately come down to ‘fundamental’ understandings of material properties and processes – for example mechanical performance, embrittlement, chemical reactivity. This type of knowledge can often be very effectively transferred into technological breakthroughs (improvements in materials usage, safer processes, processes that are easier to implement).
   
   Furthermore, the very nature of R&D is to encourage blue-sky thinking, often through highly interdisciplinary and disruptive solutions – something that is not necessarily as easy to do, or indeed possible to do, in an industry setting.

4. Embrace the potential of technology and artificial intelligence (AI) – Technology and AI offer significant positive potential for safety in the transition. Examples include the possibility for AI to be used to train systems and operators into safer processes, discriminating and actuating on alarms, etc. This is particularly relevant in complex environments or processes that involve chemical transformations (such as electrolysis), physical processes (such as hydrogen transport), or when connecting several stages and energy vectors.
   
   In addition, advances in technology involved in remote satellite observation and remote monitoring of safety systems (already present in a range of safety technology including gas and flame detection devices) offers huge potential.
   
   At a more fundamental level, better and more connected technology as well as improved user interfaces offer scope to make safety easier: Easier for managers or those with overall safety responsibility to monitor colleagues and more quickly identify potential issues, and easier for colleagues to be alerted to hazards in the vicinity in which they are working.

5. Safety must keep pace and respond to new intelligence – As mentioned earlier, we need to know and understand the safety risks involved but currently there is a very limited track record, and new technology, and techniques are being constantly developed so there is an element of the unknown when it comes to safety. 
   
   This means that the safety sector must be nimble and ready to keep pace in order to address constantly evolving safety requirements and to put in place comprehensive safety training for employees. This is particularly important where new energy technologies differ from the traditional oil and gas sector, and largely centres around improving our understanding of the unique risks posed from areas such as using EV batteries and storage of carbon dioxide.

Partnership between industry and academia will be vital to ensure that the latest intelligence is used effectively to keep people safe as the industry evolves.

Until recently, the industry talked about the Energy Trilemma, maintaining the balance of sustainability, affordability, supply security and energy reality. This has now evolved to the Energy Quadrilemma, with the addition of protecting people and assets. Significantly safety holds relevance within all four elements of the Quadrilemma which, once again, highlights the essential role safety plays in the energy transition.

1. Energy security: to avoid shutdowns in energy supply by preventing accidents and power shortages.

2. Environment sustainability: to avoid damage to the natural resources associated to a specific site, for example. 

3. Economic viability: save any costs for repair and in a major accident, protect investments by retaining industrial trust, while standardisation is crucial for international trade. 

4. Social justice: the perception of the local communities (as users) and then global citizens (as voters) will be paramount to accept these new technologies worldwide; the negative effects of accidents can polarise the society and obscure the obvious benefits (and urgency) of renewable projects (job creation, emission reductions, more affordable energy).

The bottom line is that if the energy transition does not get safety right first time, incidents such as the recent spate of highly publicised battery related fires, are likely to lead to difficulty getting planning permission, insurance, investment and public backing.

Safety does not need to hinder progress or delay deployment, indeed quite the opposite: Getting safety right will – ultimately – speed things up and play a key part on achieving targets and timeframes.

Megan Hine is safe energy transition business development manager at Draeger Safety UK. For information on renewable energy safety, visit  www.draeger.com/en_uk/Safety/Clean-Energy-Solutions

Some workplace metrics are easy to measure - from levels of profit and loss to rates of sickness and absence - while measuring levels of burnout is an altogether more complex task. It’s also increasingly becoming an agenda item in the boardroom.  

Burnout is a syndrome resulting from chronic unresolved or ineffective management of stress in the workplace, and more recently it has been classified as an 'occupational phenomenon' (not a medical condition) by the World Health Organisation. Identifying burnout in the workplace isn’t always easy. When people feel burned out by their work, you won't necessarily see it – human beings can be adept at masking the signs – particularly if we don’t feel psychologically safe enough in our working environments to reach out.

‘Pluralistic ignorance’ –is a term used to describe when we feel something is wrong, or we’re not on top of our game, but instead of talking with someone about it, we carry on as normal. And, subsequently, because everyone else is doing the same thing, we may perceive others are OK and the problem is ourselves. But behind these masks, others may be in a similar boat.

Burnout is commonly characterised by things such as energy depletion, exhaustion, impaired attention and concentration, mental distancing from our work, apathy or aversion to work (but not laziness), feelings of negativity or cynicism towards our work, through to intense feelings of being overwhelmed.  

Burnout is not limited to high pressure roles. It can impact anyone because the underlying drivers are common factors across today’s working environments – high work demands and perceived lack of job control, mismatch between reward and recognition, perceived lack of community, lack of fairness or organisational justice, or a mismatch between individual and corporate values, for example.

Gallup’s 2024 State of the Global Workplace global study identified that a quarter of leaders around the world feel burned out often or always; around 40% of those with people management responsibilities experience stress on a daily basis. We know that burnout leads to chronic fatigue, irritability, insomnia and reduced motivation. Physically, it can manifest through headaches and muscle tension, high blood pressure and a loss of appetite.

In the workplace, burnout manifests through reduced innovation and productivity, absenteeism, presenteeism and reduced quality of work – and it represents a significant cost to UK business both in financial and, more importantly, human terms. However, quoting large financial impact numbers means little compared to understanding how stress and burnout actually impacts your own organisation’s people, performance and bottom line. 

No matter which studies you look at, the evidence for addressing stress and, in turn, burnout, and improving wellbeing is a no brainer. Ultimately, higher wellbeing and engagement drives down turnover, absence and safety incidents - whilst turning up customer loyalty, sales, innovation, production, profitability.

So how do we get on top of this global occupational phenomenon? Ultimately, what we’re talking about is optimising our people experience in the workplace. There is very limited scientific evidence to support the effectiveness of tertiary interventions – such as helplines and health apps – in addressing stress and burnout, largely because we’re rarely comparing homogeneous approaches to workplace wellbeing.

However, it is the primary factors, driven from the top down, that make life at my company amazing or awful: does the design of my job - the way work is organised, the quality and safety of my working environment, the culture, the working relationships etc. - enable or inhibit my work experience?

So how can we do this? Fundamentally, we need to understand our people ‘enablers’ and our people ‘inhibitors’ so we can create informed, relevant and impactful approaches. Know what data and information to look at – and look at it holistically – and know what to do with it.

For example, are your people managers creating stress or do they help your people thrive in their work? Do they simply manage – or do they lead, inspire and coach? Are you ‘managing’ or ‘mitigating’ stress? How well do you understand your exposures to work stress? How well do you understand the relationship between work-stress and your employee engagement? How well are your managers equipped to identify and address signs of stress in their teams? Do your teams have sufficient control over their roles? What meaning do your employees find in their work?

Only by having an informed picture of your enablers and inhibitors, can you embed relevant and effective interventions. Otherwise, are you just hoping that your approach is going to work? We’ve encountered thousands of different approaches in organisations around the world in addressing worker wellbeing, both informed and creative, to the typically less effective ‘off-shelf’ approaches. But beating burnout fundamentally requires senior leaders and decision-makers to understand the prevalence and drivers of stress in their organisation. After all, the health of the workplace is indicative of the health of the workforce.

Beating burnout requires HR and SHEQ leaders to review policies around flexible working, working time directives, and workplace stress, and providing employees with the opportunity to feed into the design, development, and delivery of workplace wellbeing strategies. It requires budget holders to see the links between burnout, productivity, and profits. Ultimately, burnout reduces productivity and reduced productivity reduces profits.

It also requires employees to actively participate in workplace offerings, before burning out becomes burnt out. From sharing in ‘time to talk’ sessions to offering Employee Assistance Programmes such as counselling services, it all helps to contribute to a culture of clarity, communication, and collaboration; in which colleagues feel comfortable to share their stress, rather than bottle it up.

Beating burnout requires commitment, clarity, and communication from business leaders and decision-makers. It means putting worker wellbeing front and centre, investing in wellbeing programmes, promoting work-life balance, and encouraging open and stigma-free communication.

Ultimately this begins with leadership: the way you role model best practice and lead your organisation to adopt a better working culture. And it ends with thriving workers: a happier workplace, and hopefully also higher profits. Employees who find meaning in their work - those who connect with the mission, vision and values of the organisation, who are empowered - are more creative, more likely to feel they can raise new ideas or objections and ultimately, more likely to feel in better health, and at lower risk of work-related stress and burnout.  

In my mind, that’s a no brainer.

Our experts help organisations adopt best practice approaches to wellbeing at work, and we do this by working with employers to help understand both the known and unknown needs and issues – so the approach our clients take to wellbeing addresses their actual key people ad business risks. We help make ‘wellbeing’ part of business culture and not just an ‘initiative’.

Stephen Haynes is director of wellbeing at British Safety Council. For more information, visit www.britsafe.org

One in three employees now require prescription safety eyewear, yet 55 per cent of companies in a recent study¹ were found to be inadvertently providing employees with insufficient eyewear protection. This oversight puts workers at risk of eye injuries in the workplace, a fate suffered by more than 4,000 employees in the UK in 2021². 

For those working outside, it’s also important to remember that high UV levels can be a danger to eye health all year round, not just in the summer months.

Failures in the purchasing process can often contribute to the risks. In some cases, employees are left to source their own protective eyewear directly from an optician. But compared with safety professionals, opticians may not have the same expertise of protective eyewear, and this can lead to incorrect purchasing choices that offer insufficient protection.  

The correct safety eyewear must fully consider the sufficient protection required for the individual wearer, based on the specific tasks and the hazards involved. Working with safety experts to select and issue the correct safety eyewear for workers benefits both the employer and employees.

To ensure compliance, choosing safety eyewear that not only protects the wearer but is comfortable and fits correctly can promote productivity and increase efficiency, so it is important to include the wearer in the selection process. 

Regardless of who orders the eyewear, the employer is ultimately responsible for ensuring it provides sufficient protection, and the consequences of non-compliance land with those in charge. If unsuitable eyewear puts an employee at risk, the employer can face unlimited fines and legal action. Carrying out a proper risk assessment and working with safety professionals can help determine the correct level of protection is issued.

Another, less-considered consequence of an accident at work is the negative impact on the morale of other employees, especially when considering 88% of people fear losing sight more than any other sense³.  

Minimising the risk in the buying process helps minimise risk to the workforce.

To prevent the risk of eye injury, employers can conduct a simple 10-second test to check the safety rating in accordance with the EN166 Personal Eye Protection Standard.

• S rating (increased robustness only): will prevent an injury when impacted by a small object travelling at up to 12 metres per second.
• F rating (low energy impact resistant): tested and proven to resist small objects travelling at up to 45 metres per second.
• B rating (medium energy impact resistant): will break upon impact when struck by a small object travelling at 120 metres per second.
• A rating (high energy impact resistant): will protect the wearer from small objects travelling at 190 metres per second. 

Depending on the workplace, it is unlikely that employees will require B- or A-rated protection, but it is imperative that employers check the rating required for everyone using the eyewear and ensure there is expertise at every stage of the process.

As we say goodbye to another summer, it can be tempting to think outdoor workers won’t need to think about UV protection for their eyes for a while. The strength of the sun’s UV radiation is often mistakenly thought to be linked to temperature, but this is not the case with more than 80 per cent of the sun’s harmful UV rays, which can also pass through light clouds and windows. 

Most safety glasses naturally protect the wearer’s eyes from UV damage. Polycarbonate, the main product used for lenses in quality safety eyewear, has a natural UV protection level of around 90 per cent, so it is inherent in the product itself, which is not the case with a lot of non-safety products. However, if workers are exposed to the sun often, eye protection should have UV400 standard protection, meaning the eyewear provides almost 100 per cent protection from UV rays. 

Ensuring appropriate purchasing practices are in place with the right level of expertise at every stage is where all employers should start when evaluating their protective eyewear supplied to employees. Combined with regular testing to ensure all employees are wearing the correct eyewear, this will help ensure the safety of workers, and avoid any legal, emotional and financial repercussions for businesses.

Alex Turgoose is PPE product & procurement manager at Arco. For more information, visit arco.co.uk.

References

1 https://healthandsafetyupdate.co.uk/2020/01/09/more-than-half-of-companies-unaware-of-hidden-risks-with-prescription-safety-eyewear-arcosafety/
2 https://www.transportengineer.org.uk/content/features/eye-safety
3  https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6777262/ 

National Eye Health Week (September 23-29) serves as a timely reminder of just how important it is to protect our vision, but maintaining robust eye safety measures is essential all year round.

On hazardous construction sites, vision is one of the most critical senses, and the one people fear losing the most. Ensuring that workers have the right eye protection not only safeguards their wellbeing, but also helps prevent accidents that can cause project delays or worse.

Don't lose sight of the risks

As the UK construction industry rebounds from recent economic challenges and looks to a promising future, there's increased pressure on professionals to deliver projects quickly.  It’s important to keep on top of site safety, especially when you are rushing to get things done quickly. It's crucial to consider whether the workforce's eye health is keeping pace with the industry’s growth.

A lapse in eye safety could have devastating consequences. Whether it’s an injury caused by poor-quality eyewear or simply the failure to wear any at all, compromised vision can directly impact a worker’s ability to perform their job safely and efficiently.

Despite these risks, many workers aren’t fully adopting eye safety practices. According to a study by Slater and Gordon, 40% of construction workers have reported feeling unsafe on-site at some point. Another survey by Specsavers Corporate Eyecare reveals that almost 25% of tradespeople have experienced accidents at work, and over a quarter do not use protective eyewear consistently. It’s clear that while the risks are well-known, there’s a gap between awareness and action. 

Eye safety is non-negotiable

Construction remains one of the most dangerous industries, where safety protocols must constantly evolve to address diverse and ever-present hazards. Protective gear has expanded far beyond the basics, and safety glasses or goggles are indispensable in modern PPE, offering critical protection against the likes of airborne debris, dust and splinters. 

It’s concerning, yet unsurprising that one in three people knows someone who has suffered an eye injury at work. For workers in construction, the stakes are even higher, as poor vision can impede their ability to perform essential tasks and recognise potential dangers to themselves and others near them.

Employers' role in promoting on-site measures

Employers play a crucial role in promoting eye safety and should therefore take proactive steps to prioritise eye health in their teams. This doesn’t just mean providing the necessary equipment but also fostering a culture of safety. Employers should encourage regular eye tests, promote wellbeing best practices and ensure compliance with safety protocols.

While the Health and Safety Executive (HSE) plays an essential role in regulating and inspecting workplace safety, recent studies have highlighted a worrying 32% decline in surprise inspections in the construction sector over the past decade. While these inspections are vital for maintaining high safety standards, they cannot replace the day-to-day responsibility of employers to enforce stringent safety measures. 

Ultimately, the responsibility for ensuring a safe workplace falls on employers. They must enforce strict safety protocols and supply adequate PPE, including protective eyewear, tailored to the job's demands. High-quality safety glasses with features like anti-fog ventilation, scratch resistance, and side shields can prevent accidents and maintain clear vision in challenging environments.

Seeing clearly with prescription safety glasses

Eye safety is not just about preventing injuries, it’s also about maintaining clear vision to avoid mishaps in the first place. The Specsavers survey found that nearly half of all tradespeople require some form of prescription lenses, yet a staggering 60% rely solely on their regular prescription glasses, which offer no protection against occupational hazards. On top of that, 20% of workers were unaware of the availability of prescription safety glasses, which combine safety with vision correction.

These specialised glasses come with features like scratch-resistant lenses, UV protection, and robust frames designed to withstand the rigours of a construction site. The misconception that workers must choose between safety and vision correction is dangerous and inexcusable. Modern safety eyewear allows workers to have the best of both worlds - seeing clearly while staying protected on-site. 

Creating a productive but safe environment

As National Eye Health Week highlights the importance of eye health and tests, it serves as a crucial reminder for the construction and maintenance industry to proactively take decisive action. By equipping workers with the right protective eyewear and enforcing comprehensive safety protocols, employers can help ensure that construction sites are both productive and safe. Through ongoing education, training and assessments, companies can instil best practices that foster a culture of safety, resulting in a more aware and cautious workforce. 

Let’s not forget the most important tool to get any job done - the eye. Focusing on eye health will not only protect workers but also strengthen the industry, supporting overall growth in the wake of challenging times. 

Dona Mclafferty is corporate account manager for safety eyewear at Specsavers. For more information, visit Specsavers Corporate Safety Eyewear.