The ‘Work From Anywhere’ Duty of Care Challenge

By James Wood, Security Director, International SOS, with regional medical director Dr Anthony Renshaw

or many companies, the pandemic has irrevocably changed the way in which employees live, work and travel, with some organisations introducing formal – or informal – ‘work from anywhere’policies.

These new working patterns are undoubtedly here to stay but it’s important to consider what therisksandchallengesofsucharrangements are. For example, are digital nomads particularly vulnerable to certain hazards? What kind of responsibility do organisations that offer these policies have regarding remote

Fworkers?Andwhat arethecontractual, taxand insurance implications?

Questions like these are vital when it comes to understandinghoworganisationswillmaintain their duty of care responsibilities, as this field hasexperiencedashiftinthinkinginrecentyears. Since the pandemic the lines between work and sociallifehaveoftenbecomeblurredasthehome now has a function in both of these worlds.

The ‘traditional’ boundaries of organisational duty of care responsibilities have also expanded withthisshift.Thismakesitallthemorenecessary for businesses to put protections in place to ensureremoteworkersareproperlysupported when away from traditional organisational infrastructure.

Working in Barbados for a UK-based company may sound idyllic on paper but there are risks involved. Engaging third-party experts can often be a useful shortcut for understanding the risk environment of the locations remote workers are operating within. For instance, every country has a specific security and medical risk, often with regional variation.

Some organisations may not have access to data on the regional specificities of the countries in which their employees are now located –informationthatcanbeessentialwhenitcomesto successfullyimplementinga‘workfromanywhere’ policy.

Mental health support is also an important part of the story. We are now seeing more business leaders take this issue seriously – another trend triggered, in part, by the pandemic. This means that decision-makers within organisations should beencouragedtocarefullyconsiderhowremotely located employees are supported from a mental health perspective.

Data from the most recent International SOS RiskOutlookreporthighlightsthat49%ofexperts predictthatremote/hybridworkingishavingsome impact on the ability of businesses to provide mental health support.

As employees gain greater autonomy over their workingarrangements,theydoalsobearsomeof the responsibility for their own safety

This doesn’t necessarily mean remote workers are more likely to experience mental health issues, but organisations certainly should be aware that they need to implement a tailored programme for employees working away from the traditional workplace. For example, this might involve access to more sophisticated evidencebaseddigitalmentalhealthsupporttools,suchas the KOAFoundations app.

In addition to this, and at a practical level, organisations may want to implement a tiered approval process when considering the locations they’re allowing employees to travel to and work in.Thiscanensurethatemployeesacrossmultiple functions are involved in the approval process for remote working.

In addition to the often complex legal and establishment risks, security managers may need to consider the safety risks of relocating to certain locations. The health advisor (or equivalent executive) can consider if the local medical infrastructure meets an acceptable level, especially if families might be relocating, or if ongoing complex medical needs might be a consideration. Risk managers may need to assess if the location is particularly vulnerable to climate or cyber risk. And HR staff may request to perform a workstation assessment to ensure employees are safe in their new temporaryhome.Thiskindofinterorganisational collaborationwillmeanathoroughriskassessment is conducted, ensuring that both flexibility and safety are prioritised at the same time.

This links to another important point: duty of loyalty. The safety of remote employees and digital nomads is a two-way interaction. As employees gain greater autonomy over their working arrangements, they do also bear some of the responsibility for their own safety.

Organisations could look to develop a robust code of conduct to help with this, including agreed upon guidelines for remote working. All of this should be developed with the consent of relevant employees to make sure they aren’t putting themselves in potentially risky situations.

This strategy can help organisations implement aflexiblesystem whichis alsorealisticintermsof the risk appetite of both employees and the wider organisation.

Keepingremoteworkerssafeiscrucialintoday’s ever-evolving work environment. Employers and employees alike should understand that remote work is not just a perk, but an evolving responsibility that requires adequate support and protection.

Providing ergonomic support, mental health resources, and clear communication channels can help remote workers feel more connected and engaged, boosting productivity and overall wellbeing. Ultimately, a safe and healthy remote workforceisawin-winsituationforbothemployers and employees, as it leads to improved morale, reducedturnover rates, and increased success in achieving business goals https://travelnoire.com/travel-hacker-kemoymartin-shares-his-top-tips

Image credits: leanstart.africa, Forbes