Health & Safety
This reflects the underlying principle of the Health and Safety at Work etc. Act, which relies on organisations and individuals applying sound judgement within a flexible legislative framework.
Importantly, a view was expressed that many still perceive risk assessments as a mechanism for stopping work. The alternative and more positive perspective is that risk assessments are what enable work to proceed safely.
Rather than preventing activity, effective risk assessments allow organisations to understand, manage and control risk, including in high-risk environments. This approach was well received by HSE representatives and resonated with many attendees.
AI and emerging technology
The role of artificial intelligence was also examined. While there was broad recognition that AI will have a place within health and safety management, there was agreement that its implementation must be carefully considered before integration.
I highlighted a key concern: AI-generated answers may lack crucial understanding of the physical working environment in which a task is being undertaken. Simply asking an online AI tool for risk assessment advice cannot replace site-specific knowledge, professional competence or practical judgement.
The overall consensus was that technology can support decision-making, but it cannot replace the critical thinking required from competent people.
AGM: A strategic shift towards health Opening the AGM, HSE Chair Sarah Newton reflected on a period of significant organisational change.
She confirmed that the Building Safety Regulator has now formally separated from HSE to operate as a standalone regulator under the Department for Work and Pensions. The transition has involved the departure of more than 500 staff from HSE, although support functions such as HR, finance, legal services and administration will continue to provide assistance.
Newton emphasised that while HSE has historically focused strongly on the“ S” in HSE, the organisation is now placing greater emphasis on the“ H” for health.
Leadership and organisational culture were identified as priority themes for inspectors over the next 12 months, with HSE committed to maintaining a strong culture of prevention across UK industry.
She also reaffirmed confidence in the Health and Safety at Work etc. Act, describing it as legislation that has stood the test of time for more than 50 years because of its flexibility and ability to adapt to emerging challenges.
Sarah Albon sets out HSE priorities
Chief Executive Sarah Albon outlined several key priorities that organisations should expect to see reflected in HSE activity.
Among the most significant was the development of new leadership guidance based on the established process safety model used within COMAH-regulated industries. Businesses will be given time to adapt before enforcement activity is considered where leadership weaknesses are identified. Other priorities include:
• Greater industry-led collaboration and solutions.
• Stronger partnerships between HSE and representative bodies.
• Driving standards beyond minimum compliance.
• Creating a lasting culture of prevention.
• A much stronger focus on occupational health.
• Silica, Dust and Occupational Health
Perhaps the strongest health message of the day concerned dust exposure.
HSE researchers presented evidence suggesting that silica exposure can have serious health impacts within far shorter timescales than historically recognised, reinforcing the need to learn lessons from the UK’ s asbestos legacy.
The message was unequivocal: There is no excuse for dry cutting of concrete, masonry or brick products.
Construction remains a primary focus area due to the high levels of worker exposure. Future inspection activity will place increased emphasis on respiratory protection, dust suppression and exposure control.
The discussion also highlighted that controlling wood dust exposure requires more than simply issuing respiratory protective equipment. Effective management must focus on eliminating or controlling exposure at source wherever reasonably practicable.
Mental health must be embedded Mental health was another area where
HSE’ s language was notably firm. Businesses were reminded that they have had significant time to develop their understanding and management of mental health risks. The expectation now is that mental health should be fully embedded within organisational culture rather than treated as a standalone initiative.
The message from HSE was clear: employers should move beyond awareness campaigns and demonstrate meaningful action.
An ageing workforce
HSE also highlighted the challenges presented by an ageing workforce. With people living and working longer, organisations must recognise changes in physical capability and performance that can accompany age. The emphasis is not on discrimination, but on understanding individual capability and making reasonable adjustments where required.
One notable statistic shared was the disproportionate number of workplace fatalities involving workers over the age of 60, reinforcing the importance of considering age-related factors within risk management processes.
Conclusion
The day provided valuable insight into HSE’ s future direction. The overarching themes were consistent throughout both the roundtable discussions and AGM: strong leadership, positive organisational culture, competence, prevention and occupational health.
For construction and other highhazard industries, the message is clear. Organisations should expect increasing scrutiny, not only of physical safety arrangements, but also of leadership behaviours, health management programmes and workplace culture.
The future regulatory landscape appears less focused on simply checking compliance and more focused on understanding whether organisations genuinely create environments where people can work safely, remain healthy and thrive throughout their careers.
For industry leaders, that challenge begins now.
As the HSE releases more information on leadership we will follow up with further information.
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