Regional Coverage
Regional Coverage
- Details
- Middle East
- Date: 5th January 2026
- Year: 2026
As part of its efforts to develop and regulate coastal tourism, the Saudi Red Sea Authority (SRSA) has issued Beach Operators’ Requirements and Conditions, ensuring organised activity, protection of the marine environment, and visitor safety.
The move comes as Saudi Arabia seeks to massively upgrade its tourism infrastructure and appeal to international visitors.
SRSA said in a statement that the rules mark a “qualitative step” toward activating beaches as key economic enablers and supporting the development of sustainable coastal tourism along the western coast of Saudi Arabia.
The guidelines are the first of their kind in the kingdom, it added.
“These requirements serve as a comprehensive operational and regulatory framework for issuing beach operation licenses,” the SRSA statement noted.
“They define conditions related to security, safety, public health, and environmental protection, establishing a new phase governed by high-quality standards aligned with international best practices and experiences.”
It added that the framework aims to deliver an “optimal beach experience” for visitors and, in the long term, enhance service quality, safety standards, beach sustainability, marine environmental protection, and overall attractiveness.
The requirements are designed to act as an official reference for operators seeking to develop or operate beaches.
This initiative comes as part of the authority's mandate to regulate coastal tourism activities and in fulfilment of its core roles and responsibilities, which include developing policies, strategies, plans, programmes, and initiatives necessary to regulate activities and services, establish controls, rules, and standards and ensure the protection of the marine environment.
The requirements and conditions also cover beach design, development, and construction in accordance with the Saudi Building Code, ensuring compliance with architectural and structural standards.
They further include accessibility requirements for persons with disabilities, adherence to security, safety, and environmental systems, and compliance with the highest quality standards and specifications in line with the Blue Flag eco-label for beaches.
Additionally, the framework outlines the licensing process for beach operation, which includes several key requirements such as: a valid commercial registration, an environmental operating permit, marine zoning and planning approval, a beach safety plan, and an assessment of the beach's carrying capacity.
“Operators are also required to comply with security, safety, and public health obligations, including the separation of swimming areas from other marine activities, provision of essential safety and rescue equipment, installation of clear signage, and the availability of trained lifeguards,” the statement added.
“The requirements further impose strict environmental controls, including the prevention of pollutant discharge, effective waste management, the use of environmentally friendly materials, activation of environmental monitoring mechanisms, and immediate reporting of any environmental incident to preserve ecological balance.”
According to SRSA, the guidelines will enter into force on 31 January, 2026 although existing beach operators will be granted a one-year grace period.
- Details
- Sania Aziz
- Middle East
- Region: Middle East
- Date: 2nd January 2026
- Year: 2026
Saudi Arabia and Bahrain have reaffirmed their close strategic partnership following the fourth meeting of the Saudi-Bahraini Coordination Council, co-chaired by Saudi Crown Prince and Prime Minister Mohammed bin Salman and Bahrain’s Crown Prince and Prime Minister Prince Salman bin Hamad Al Khalifa in Manama.
The meeting was held in line with the directives of Custodian of the Two Holy Mosques King Salman bin Abdulaziz and Bahrain’s King Hamad bin Isa Al Khalifa, underscoring the long-standing political, economic and social ties between the two neighbouring countries. Senior officials and heads of joint committees from both sides attended the session.
At the start of the meeting, Prince Salman bin Hamad welcomed the Saudi Crown Prince, highlighting the strength of bilateral relations and the deep bonds between the two leaderships and peoples. Prince Mohammed bin Salman expressed his pleasure at visiting Bahrain and meeting with King Hamad and the Bahraini Crown Prince, stressing King Salman’s continued support for strengthening cooperation and expanding joint action across a wide range of sectors.
The meeting was marked by the signing of a series of agreements and memoranda of understanding aimed at deepening collaboration in key strategic areas. These included an MoU on nuclear safety and radiation protection between Saudi Arabia’s Nuclear and Radiological Regulatory Commission and Bahrain’s Supreme Council for Environment, as well as a cooperation programme between the two countries’ diplomatic studies institutes.
Economic cooperation featured prominently, with agreements signed on the avoidance of double taxation, the promotion and protection of competition, sustainable development cooperation, and the promotion of direct investment. Additional MoUs were concluded covering rail transport cooperation, higher education partnerships between King Saud University and the University of Bahrain, and collaboration in developing the non-profit sector.
Together, the agreements reflect a broad and integrated approach to bilateral cooperation, spanning energy, environment, education, transport, investment, diplomacy and social development. They also align with both countries’ national development priorities and long-term economic diversification strategies.
At the conclusion of the meeting, Crown Prince Mohammed bin Salman thanked Prince Salman bin Hamad for the warm reception and the effective organisation of the council session, praising the constructive outcomes achieved. Both sides reaffirmed their commitment to advancing the distinguished Saudi-Bahraini partnership and expressed their shared aspirations for continued security, stability and prosperity.
The two leaderships also extended their appreciation to committee members, the Executive Committee, the General Secretariat and working groups for their efforts in supporting the council’s work. It was agreed that the fifth meeting of the Saudi-Bahraini Coordination Council will be held in Saudi Arabia, with the date to be determined by the council’s general secretariat.
- Details
- Sania Aziz
- Middle East
- Region: Middle East
- Date: 31st December 2025
- Year: 2025
Saudi Arabia has introduced a new health screening mandate that significantly expands requirements for employee fitness examinations, as part of wider efforts to strengthen workplace health and safety.
The Regulation for Occupational Fitness Examinations and Non-Communicable Disease Screening came into force earlier this year and requires employers to provide both physical and psychological examinations for all new hires, as well as for many existing employees.
The regulation is designed to improve overall employee health, reduce occupational health risks and ensure workers are medically and psychologically fit to perform their roles.
Under the new framework, occupational fitness examinations must be carried out before employment begins for all new employees. Employers are also required to arrange examinations during employment in specific situations, including after a work-related accident, when an employee returns from extended sick leave, or when changes occur in the working environment or new equipment is introduced.
Employees in high-risk professions must undergo periodic assessments, with the frequency determined by the nature of their work, while examinations are also required after the end of employment for workers who may have been exposed to hazardous materials.
In addition to standard medical checks, the regulation stipulates that fitness assessments should include psychological evaluations, screening for chronic diseases and, where necessary, additional specialised tests linked to the employee’s occupation. These measures reflect a broader focus on non-communicable diseases and mental wellbeing as part of occupational health management.
The regulation also places new obligations on employers where an employee’s capacity to continue in their current role has declined. In such cases, employers are required to support continued employment by offering alternative duties, facilitating rehabilitation, or making adjustments to working hours and conditions, rather than terminating employment outright.
For employers, the changes mean policies and procedures will need to be reviewed to ensure compliance. The regulation expands existing medical examination requirements for foreign workers, who make up the majority of the private-sector workforce, beyond the pre-employment checks already required as part of the work visa process.
Periodic medical examinations have long applied to certain high-risk occupations, and government data indicates that 32% of private-sector employees underwent such assessments in 2024.
The new mandate signals Saudi Arabia’s intent to embed preventive healthcare more deeply into workplace safety systems, aligning employee wellbeing with broader occupational health and safety objectives.
- Details
- Sania Aziz
- Europe
- Region: Europe
- Date: 30th December 2025
- Year: 2025
Polish occupational health and safety (OHS) professionals are increasingly expected to combine traditional safety duties with environmental protection skills, according to a new study published in Nature.
The research analysed the evolving requirements of the labour market for OHS service employees in Poland, with a particular focus on competencies in environmental protection and sustainable development.
The study used a combination of literature review, job offer analysis, and an anonymous survey of 428 OHS employees across 18 industries, including mining, construction, and manufacturing.
Researchers found a clear disconnect between employer expectations and the tasks actually performed by OHS professionals. While strategic EU frameworks, such as the 2021–2027 OSH Strategic Framework and the European Green Deal, emphasise integrating health and safety with environmental and sustainability goals, Polish OHS employees reported only occasional engagement with environmental tasks.
Survey results revealed that over 71% of respondents did not handle waste management duties, and more than 73% considered their positions too responsible to combine with environmental protection work. Even in mining, where safety risks are particularly high, fewer than 27% of employees reported involvement in environmental reporting or compliance. Responses indicated that additional responsibilities, including fire protection, administration, and occupational medicine, were often assigned without adjusting workloads.
The research highlights a generational and organisational gap: employees with less than a year of experience were more open to combining OHS and environmental duties, while acceptance declined with seniority. Smaller workplaces also showed slightly higher willingness to integrate these responsibilities.
Based on these findings, the authors recommend expanding environmental education and training for OHS professionals, raising awareness of sustainable development across all employees, and introducing clearer legal frameworks defining the scope of combined OHS and environmental duties. They argue that aligning occupational safety with environmental protection is crucial not only for regulatory compliance but also for improving worker well-being and organisational sustainability.
The study represents the first empirical analysis of OHS and environmental competency integration in Poland, filling a research gap and providing a foundation for future legislative and policy developments. Researchers suggest extending comparative studies across EU countries to better understand the international scope of these challenges and to inform strategies for combining occupational safety and environmental responsibilities effectively.
- Details
- Sania Aziz
- Middle East
- Region: Middle East
- Date: 29th December 2025
- Year: 2025
At a recent session at the HSE MENA 2025, anticipation grew as Islam Adra, Vice President of Health, Safety, and Environment (HSE) at DP World, took the stage.
An accomplished leader who has worked for several Fortune and FTSE 100 companies, he currently steers the safety agenda at one of the world's largest logistics companies.
Adra's session offered the latest, evidence-based insights into leadership within HSE, a theme central to his illustrious career and recent doctoral research.
The heart of Adra’s introduction lay in sharing his professional journey. As a newly minted PhD, former Chair of IOSH in the Middle East (2019–2020), and a seasoned educator and advocate, Adra has been unwavering in his mission to elevate standards and promote a culture of care across industries.
His philosophy, encapsulated in the “Care to Lead” programme, is rooted in the conviction that effective leadership in safety is as much about empathy and advocacy as it is about regulation and compliance. For Adra, promoting HSE isn’t merely a job role; it is a calling, driven by humility and a deep commitment to safeguarding lives and wellbeing within challenging environments.
In a move designed to both engage and challenge, Adra introduced a riddle to the audience, posing a sequence of numbers and inviting the room to guess the next in line. This interactive moment was not merely a test of wit, but an invitation to collaborative thinking, underlining the importance of collective intelligence in solving complex safety challenges. With humour and encouragement, Adra created a space that promoted participation and sharpness of mind, qualities that are indispensable in safety leadership.
While the session promised to unveil ground-breaking research and practical insights, Adra’s introduction reflected the enduring qualities of effective HSE leaders: expertise, adaptability, and an unwavering focus on not just rules but on people. In a world where safety challenges evolve rapidly, leaders like Islam Adra are guiding the frontier with knowledge, humanity, and a vision that genuinely cares to lead.
- Details
- Sania Aziz
- Middle East
- Region: Middle East
- Date: 29th December 2025
- Year: 2025
In a thought-provoking presentation at the HSE MENA 2025 conference, Ian Welsh, Head of QHSES and Special Projects, laid out a vision for improving operational Health, Safety, and Environment (HSE) compliance across the MENA region.
Drawing on his decade-long career in Australian construction, followed by years of leadership in the United Arab Emirates, Ian emphasised the critical need for authentic leadership and tailored coaching in the quest to elevate safety standards in a rapidly developing environment.
Ian began by underscoring an oft-overlooked truth: everyone in the field – regardless of title – plays the role of a health and safety leader. The challenge, he argued, lies not just in adhering to technical standards, but in influencing a diverse workforce, much of which arrives from neighbouring countries with minimal HSE exposure. Rather than adopting a punitive approach, Ian called for empathy and cultural understanding, highlighting that many workers are adapting to higher safety standards for the first time.
Central to his strategy was a three-pronged approach: coaching HSE staff, fostering meaningful engagement with the workforce, and ensuring operational practicality. Ian’s method moves away from mere instruction and compliance. Instead, he champions authentic leadership that is present, empathetic, and invested in the growth and effectiveness of HSE professionals. “If a craftsman wants to do good work, he must first sharpen his tools,” he quoted, reinforcing the need for continuous development of the people on the ground.
A significant portion of Ian’s remarks reflected findings from his recent MBA research dissertation, which surveyed and interviewed HSE professionals across the region. He identified a pronounced gap: while HSE managers and officers understand their technical duties, they often struggle to align these tasks with broader corporate objectives. Moreover, most operational HSE professionals lack access to strategic leadership and effective coaching, leaving them isolated in demanding environments.
Ian’s answer lies in servant leadership, a model where leaders support and develop their teams by example, providing individualised guidance and public recognition for achievements. He highlighted the importance of adapting safety practices to operational realities, especially in fast-paced sectors such as construction and event management. “A safe running project,” he remarked, “is a fast-moving project.”
The ripple effect of such leadership, Ian argued, extends well beyond immediate teams. By empowering HSE professionals and engaging workforces respectfully, companies elevate not only internal standards but contribute to the regional adoption of best practices. Ian closed by urging continued dialogue and feedback, inviting attendees to participate in an anonymous survey to share their perspectives, thus fostering an ongoing culture of improvement in MENA’s HSE landscape.
- Details
- Louise Waters
- Middle East
- Region: Middle East
- Date: 24th December 2025
- Year: 2025
At HSE MENA 2025, held in Dubai, Ihab Al Bairam, AVP Community Management, DAMAC LOAMS, gave a presentation on ‘From compliance to commitment: empowering leaders to shape a proactive safety culture.’
Al Bairam began by highlighting some of the characteristics needed for safety leadership, emphasising the importance of mindset and ownership. In fact it was these qualities that had led him to be promoted from facilities management engineer to his safety leadership role. Safety leaders should also have the ability to transfer the culture of health and safety throughout the organisation.
“Safety is not a policy, it’s a mindset,” he said, stressing the importance of ensuring that the culture of safety as a priority needs to be clearly developed within the organisation and within the core team.
“Once you have that, you need to drive it by showing how the safety culture will benefit your organisation,” he went on. For example, by reducing incidents, motivating employees, improving performance and enhancing efficiencies by making processes leaner and more proactive.
“This will help to justify your operations and processes to the board as well as your team on the ground. It is critical for there to be an understanding of the benefits and drive behind the safety culture which you are trying to establish within the organisation. “
Establishing such a culture is a collective responsibility, he went on. “You can’t act like a one-man show, you need a team behind you which believes what you are building and trying to drive within the organisation. Each team member should have his role, responsibility and accountability for you to achieve your targets.”
Driving the safety culture
Elaborating on the role of safety leadership, Al Bairam went on to highlight four elements needed for a leader to be able to drive the safety culture. The first is to have a vision and mission, the second is to be a role model, who is visibly developing the health and safety culture within the organisation. Third is the need to ensure that rules and responsibilities are made clear throughout the organisation “so each team member knows his responsibilities, what he needs to do, where he needs to act and how he should perform to ensure that health and safety along with day-to-day operations is running smoothly.” Fourth is open communication and reporting. “Your door should be open for team members to report both big and small things. That way, they feel their concerns are acknowledged and listened to.
“Safety culture is not about health and safety processes and procedures, it’s around how we should develop the culture within our team and our organisation,” he stressed.
For the safety culture to be disseminated throughout the organisation and to all its stakeholders, key factors needed are leadership commitment, training and awareness, accountability and transparency of communications, keeping up with technology and market developments, recognition and rewards, continuous learning, development and improvement of processes.
Empowering teams
Al Bairam went on to discuss how to build and improve safety culture across the organisation.
“We need to ensure we are empowering our operations team – not the managers and engineers but the supervisors, workers, technicians, cleaners, security; those are the people who are our eyes on the ground,” he said.
Speaking about DAMAC Properties he said, “Today we are managing around 100 builds across Dubai, and the main eye we have is the security. If I didn’t empower the security to take the right decision, if I didn’t providing them with the training and the processes, our health and safety would collapse. A small fire could spread within minutes if the security didn’t know how to act. The same thing if the cleaner saw the fire and ran away without reporting it.
“Empowerment is not just about delegating responsibility, we need to give guidelines, tools and training on how to act in an emergency.”
He also highlighted the need for integration between operations and health and safety, which can be built through strong processes across the teams, and collaboration and trust between the operations and health and safety teams. “Our organisation has this integration in its DNA,” he said.
“Now we understand health and safety culture and how it should be developed within the organisation, to get to the next level, we need to have a proactive mindset,” he continued.”To develop this we need to encourage open discussion and ensure that near misses are given as much attention as accidents and incidents. Training and continuous learning will also help the team to think proactively to prevent failures.”
Giving more insight about how to empower teams, Al Bairam gave the example of the issue of a work permit, which does not necessarily need to be issued by the health and safety expert, but can be issued by the technician on the ground if he is trained and empowered to do this. “This can happen if you have the right health and safety culture and the leader who is empowering the staff to have the health and safety culture within their organisation, where all the employees within the organisation act like a health and safety officer. We can have this by having training, setting accountability rules and responsibilities, having a proper process and encouraging open communications allowing them to raise their questions and concerns without hesitation.”
On recognition he said, “We need to see the technician the cleaner, the security who is actively protecting our assets to be recognised.”
Finally he stressed that the health and safety leader should push hard to ensure that his function is regarded as a key role rather than a support function, by demonstrating the benefits he brings to the organisation.
“You need to push yourself as a main and core key player within the organisation to have the health and safety culture run across the operation.”
- Details
- Sania Aziz
- North America
- Region: North America
- Date: 24th December 2025
- Year: 2025
The U.S. Department of Labor has unveiled a federal initiative aimed at expanding registered apprenticeship programs in advanced manufacturing, with the goal of enhancing workforce training and promoting safer job performance in high-risk industrial sectors, according to Occupational Health & Safety.
The programme, administered through the department’s Employment and Training Administration, encourages employers to create and expand apprenticeship pathways that prepare workers for skilled manufacturing roles.
These roles often involve operating complex machinery, handling hazardous materials, and performing safety-sensitive tasks, where comprehensive training is critical to preventing workplace injuries and illnesses.
Labor officials said the initiative will prioritise structured, competency-based training combining paid on-the-job learning with classroom instruction. Core elements of these apprenticeship programs include safety fundamentals, hazard recognition, and regulatory awareness, ensuring workers are prepared before undertaking high-risk tasks.
“From an occupational health and safety perspective, expanded apprenticeship opportunities can help reduce workplace incidents by providing employees with consistent, standardised training,” the publication noted.
Manufacturing is considered one of the nation’s more hazardous industries, and safety advocates have long highlighted gaps in training as a key contributor to accidents and near misses.
The department also highlighted that the initiative aims to strengthen the talent pipeline for manufacturers while fostering safer and more resilient workplaces. Employers participating in the program are encouraged to align training with industry standards and evolving safety requirements, ensuring workers remain equipped to meet the demands of modern manufacturing environments.
Officials described the initiative as part of a broader strategy to invest in workforce development while reinforcing protections for employees entering demanding industrial settings. By combining skills development with safety-focused education, the program is expected to support both operational efficiency and a culture of workplace safety across the manufacturing sector.
- Details
- Sania Aziz
- Middle East
- Region: Middle East
- Date: 23rd December 2025
- Year: 2025
Qatar’s Ministry of Labour has conducted a series of roundtable meetings with key stakeholders from the construction sector and beyond, in an initiative aimed at enhancing workplace safety standards, according to Health and Safety International.
The sessions brought together representatives from Building and Wood Workers' International (BWI), government entities, civil society organisations, employers, workers’ representatives, and the International Labour Organisation (ILO). Senior officials attending included undersecretary H E Sheikha Najwa bint Abdulrahman Al-Thani and assistant undersecretary for Migrant Labour Affairs H E Hamad Faraj Dalmouk, alongside several departmental directors.
Central to the discussions was the development of safe and supportive working environments for construction workers, with a particular focus on wellbeing. The initiative aligns with Qatar’s efforts to meet the objectives of the Qatar National Vision 2030 and related Sustainable Development Goals.
The meetings, reported by Health and Safety International, focused on enhancing dialogue and exchanging ideas on issues affecting the construction sector. Discussions included national labour laws, international standards, and strategies for improving occupational safety and health, alongside strengthening workers’ rights.
Sheikha Najwa bint Abdulrahman Al-Thani emphasised that the roundtables reflected Qatar’s commitment to fostering strategic partnerships, sharing global expertise, and advancing labour policies in line with international standards. She noted that the participation of senior officials, experts, and social partners, alongside BWI representatives, provided opportunities to explore innovative solutions to the sector’s challenges.
Key topics addressed during the sessions included labour legislation, occupational safety and health standards, and methods to create a fair and sustainable working environment. The discussions underscore the central role of Qatar’s construction sector in the country’s development agenda and its significance in supporting the state’s major infrastructure and development projects.
By facilitating such engagement, the Ministry of Labour aims to drive improvements in occupational safety, strengthen workers’ rights, and promote a safer and more productive construction sector across the country.
- Details
- Matthew Hayhoe
- Middle East
- Region: Middle East
- Date: 22nd December 2025
- Year: 2025
At the HSE KSA 2025 conference in Riyadh, Larry Wilson, founder of SafeSmart International and a globally recognised authority on serious injury and fatality (SIF) prevention, challenged one of the most deeply ingrained phrases in workplace and public safety culture: “Be careful.”
“It doesn’t matter what language,” Wilson told delegates. “It’s been used by parents for thousands and thousands and thousands of years.” Yet despite its universality, he argued, it has consistently failed to prevent injuries — both at home and at work.
Wilson illustrated the paradox with a personal anecdote from early in his career. Visiting an oil company that proudly showcased its comprehensive safety management system, he recalled being handed a red binder containing “all of the rules, procedures and the different 23 elements in their health and safety management system.” Despite this, the safety professional stressed that employees still needed to be told to be careful.
“When I asked, ‘How do you teach them how to be careful?’ he said, ‘We tell them they need to be careful,’” Wilson said. “We all know it didn’t work for us. So why are we saying the same things to our children? Why are we saying the same things to our workers?”
To answer that question, Wilson led the audience through what he described as a “personal risk pyramid” — an exercise he has now conducted with more than five million people across 76 countries. While organisations tend to focus on recordable injuries and lost-time incidents, Wilson urged delegates to consider the thousands of minor, unreported injuries that occur over a lifetime: cuts, bruises, bumps and scrapes.
“Most little kids have got somewhere between ten and 20 visible cuts, bruises, bumps and scrapes on them per week,” he said. “That’s 5,000 by the time we’re twelve.” When viewed this way, the traditional belief that serious injuries are largely the result of bad luck begins to fall apart.
“If it was ten to one, you could say random chance or luck,” Wilson explained. “At a thousand to one, we all know we should have been looking for an assignable cause.”
That assignable cause, he argued, is not equipment failure or the actions of others — factors that account for only a small percentage of serious injuries — but the individual themselves, particularly when their attention is compromised. “Over 90% of the serious injuries… it wasn’t the equipment or the other guy that was the unexpected event,” Wilson said.
The crucial distinction, however, is why people make these errors. According to Wilson, the problem is not carelessness but neurobiology. “To always be thinking about safety is neurologically impossible,” he said. As people become competent at a task, their brains automatically shift into what he described as the first stage of complacency — a state in which the mind begins to wander without conscious permission.
This process is driven by the reticular activating system, which filters out familiar stimuli to conserve energy. “When people become competent, they will also become complacent,” Wilson noted. “We need competence. But with the competence will come complacency.”
This is where Wilson’s concept of “eyes on task” becomes critical. While people may be mentally distracted, maintaining visual attention allows them to benefit from their reflexes — a powerful but often overlooked protective factor. “If you don’t see it or you don’t see it coming, you’re not going to get the benefit of your reflexes,” he warned. “And for that moment you will be defenceless. And that is when the majority of serious injuries and fatalities occur.”
Wilson emphasised that many fatal incidents do not happen during high-risk tasks but during routine, mid-level activities where vigilance is lowest. “The majority of serious injuries and fatalities occur in the middle,” he said, calling this reality “counterintuitive” but statistically well established.
Rather than telling people to “be careful” or “think safety,” Wilson advocated for teaching specific, observable habits that keep eyes on task. These include testing footing or grip before committing weight, moving eyes before hands or feet, and checking line-of-fire hazards. “Those are actually doable,” he said. “It’s almost impossible to ask people to work on five things at once. So pick the one that would help you personally the most.”
Equally important is learning to self-trigger during moments of rushing, frustration or fatigue — conditions that can cause what Wilson described as an “amygdala hijack,” where stress hormones override rational thought. “As soon as you realise you’re rushing or frustrated or tired, you’ve got to quickly think: eyes, mind, line of fire, balance, traction, grip,” he said.
Wilson concluded with a clear call for change. “We need to change ‘be careful’ to ‘keep your eyes on task,’” he told delegates. “And we need to teach people how to self-trigger on the active states so they don’t make a critical error in the moment.”
For safety leaders seeking to reduce serious injuries, Wilson’s message was unequivocal: effective prevention lies not in slogans or reminders, but in aligning safety systems with how the human brain actually works.
- Details
- Matthew Hayhoe
- Middle East
- Region: Middle East
- Date: 22nd December 2025
- Year: 2025
After introducing new licensing requirements for workers in energy and mining, the Oman Ministry of Labour has now urged "all establishments to expedite compliance with the licensing requirements" ahead of the end of the 'correction period', which ends on June 1st, 2026
A notice issued on the Oman Ministry of Labour's website established the list of 43 relevant professions that must adapt to new licensing procedures. From June 6th, 2025, new work permits will not be issued to those without licenses.
Among the listed professions is HSE Advisor, Forklift and Excavator Operator, Vehicle Marshaller and Lifting Supervisor. A full list can be found on the Oman Ministry of Labour guidance.
During the correction period, work permits may be issued and renewed even if workers have not yet applied for the license.
Licenses must be applied for and claimed via the Omani Association for Energy and Mining Skills. Licenses certify national competencies and are designed to regulate the labour market, ensuring employees meet certain criteria.
- Details
- Matthew Hayhoe
- Europe
- Region: Europe
- Date: 18th December 2025
- Year: 2025
The European Agency for Safety and Health at Work (EU-OSHA)'s new report analyses the physical and psychosocial demands placed upon home carer, which it reported as one of the lowest-paid occupations in the European Union
William Cockburn, EU-OSHA's executive director, introduced the report. "Home care workers are the invisible backbone of our care systems. They support our most vulnerable citizens, yet they often do so under precarious working conditions.
"This report shows that with the right preventive strategies and initiatives, we can make home care work safer and healthier."
Common health problems reported as particularly common among home care workers included musculoskeletal disorders, often attributed to lifting and awkward postures required while at work, and mental health issues like stress and isolation.
The report is part of EU-OSHA's wider 'Health and social care and OSH' project, which is conducting research across the home care sector to spotlight the risk assessment and prevention gaps that have become commonplace.
EU-OSHA also commented on the sector's reliance on migrant workers, with this particular demographic at even greater of risk due to their often precarious employment and migration status.