Why change creates hidden risk
Risk assessments are often treated as static documents, completed once and filed away. In reality, they should reflect how work is actually carried out at any given time. When change occurs, even small changes, assumptions that were previously valid may no longer apply.
During periods of change, people are learning, adapting and sometimes working outside their usual routines. This can increase the likelihood of errors, shortcuts or misunderstandings. At the same time, systems and controls may not yet be fully embedded or understood.
Change also tends to happen quickly. Business pressures mean that new equipment is installed, staff are redeployed or processes are altered without always allowing time to step back and consider the health and safety implications.
New staff and unfamiliar risks
Bringing new employees into a business is one of the most significant changes an organisation can make. Even experienced workers arrive without full knowledge of your specific systems, layout, culture and expectations.
Common risks during onboarding include inadequate induction, assumptions about prior knowledge, and limited supervision during early weeks. New staff may be unfamiliar with emergency procedures, safe systems of work, or how to report concerns. They may also be reluctant to ask questions if they do not want to appear inexperienced.
Risk assessments should consider who is carrying out the task, not just the task itself. This includes recognising that new starters, agency workers and temporary staff may require additional controls, training or supervision until they are fully competent and confident.
New equipment and technology
Introducing new equipment or technology is another area where risk is often underestimated. Even if the equipment itself is safe, how it interacts with existing systems, people and processes may not be.
New machinery may change traffic routes, manual handling requirements or maintenance needs. New software or digital tools can alter workloads, introduce display screen risks or create reliance on unfamiliar systems.
Risk assessments should be reviewed whenever new equipment is introduced, including consideration of installation, use, maintenance and foreseeable misuse. Training, instructions and supervision are critical, especially in the early stages of adoption.
Moving premises or changing layouts
Relocating to new premises or reconfiguring an existing workspace can significantly alter risk profiles. Fire safety arrangements, emergency exits, lighting, ventilation, access routes and welfare facilities may all change.
Even seemingly minor layout changes can introduce new slip, trip or collision risks. Storage arrangements, pedestrian and vehicle segregation, and workstation setup should all be reassessed.
It is particularly important to review risk assessments before a move takes place, rather than waiting until issues arise. Early assessment allows problems to be designed out rather than managed reactively.
Changes to processes and ways of working
Process changes are not always obvious. They might include new shift patterns, increased workloads, hybrid working arrangements, or changes driven by client demand or cost pressures.
Over time, informal changes can creep in. Tasks may be combined, shortcuts may become normal practice, or responsibilities may shift without documentation being updated. These gradual changes can be just as risky as major operational overhauls.
Regular review of risk assessments helps to identify where work has drifted away from the original assumptions and whether existing controls are still effective.
Managing change safely and effectively
Managing risk during change does not have to be complex or bureaucratic. It starts with asking a simple question: what has changed, and what does that mean for safety?
Your business should build health and safety into your change processes, rather than treating it as an afterthought. This includes consulting workers, reviewing relevant risk assessments, updating training where needed, and clearly communicating new arrangements.
Change is also an ideal opportunity to improve safety. Reviewing risks can highlight outdated controls, identify better ways of working, and strengthen engagement with staff.
Keeping risk assessments alive
Risk assessments are not just legal requirements. They are tools that help businesses understand how work is done and how people might be harmed. When they are kept up to date and linked to real working practices, they become genuinely useful.
Change is inevitable. Ignoring its impact on health and safety is not. Regular review, especially during periods of transition, helps ensure that safety systems remain effective, relevant and proportionate.
If you are planning changes in your business, or if change has already happened without a formal review, now is a good time to step back and reassess the risks. Doing so protects your people, your operations and your organisation as a whole.
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