IOSH AGM 2025: your questions answered

At our annual general meeting (AGM) in November 2025, members were able to ask questions, either live or through the chat function. It wasn’t possible to answer all of the questions at the meeting, so we’ve included them below. Answers have been provided by IOSH’s Senior Leadership Team.

• Biggest positive change in the past year

  Q. What is the most positive change that the panel have seen over the last 12 months?

  A. Over the past 12 months, the most positive change has been IOSH’s growing stature and influence on the global stage, particularly among our tier-one partners. This progress is the direct result of the dedication and collaboration between our staff and volunteer members, whose efforts have driven success across our strategic engagement and policy key performance indicators (KPIs).

  IOSH is increasingly recognised as the go-to partner in our field, which is a remarkable achievement and a clear reflection of our collective impact. Importantly, this aligns with a key strategic objective of Activate 2028, and it is inspiring to see such tangible progress towards that vision.

• Major challenges for IOSH in the next three to five years

  Q. What major challenges do the trustees anticipate for the organisation in the next three to five years?

  A. Looking ahead, the trustees recognise several major challenges that are common across many professional bodies, including IOSH. Changing demographics and the rapid rise of AI are reshaping our sector, with potential implications for both financial sustainability and organisational relevance.

  These shifts demand careful planning and adaptability. As a board, together with our leadership and presidential team, we have already undertaken significant work to anticipate these challenges. Importantly, we have developed a forward plan that not only addresses the risks but also positions IOSH to seize the opportunities that these changes present, ensuring we remain resilient and influential in the years to come.

• Making CPD more affordable for all members

  Q. How can CPD be made more affordable to all?

  A. Continuing professional development (CPD) is a personal journey for every member, reflecting ongoing growth throughout their career. It should be accessible and affordable to all. While formal training courses can play a role, there are many valuable ways to meet CPD requirements at little or no cost.

  Members engage in CPD every day through activities such as reading the IOSH magazine, keeping up with industry news, attending webinars, volunteering, participating in communities, and learning within their own organisations. IOSH also provides Blueprint as a free tool to record and reflect on CPD, with a wealth of content available to support development.

  Importantly, CPD is not limited to IOSH resources, it can be advanced through employers’ external platforms, and even everyday experiences that contribute to professional growth. 

  Visit the CPD section on the IOSH website to find out more.

• Expanding IOSH’s presence and influence across Africa

  Q. What steps is IOSH taking to expand its presence and influence across Africa, particularly Nigeria and West Africa, including plans for local chapters, partnerships with national safety bodies, and measurable targets for membership growth in emerging economies?

  A. IOSH has a thriving and growing community in West Africa, led by a committee of dedicated volunteers. Each year, they deliver around 15 events, both face-to-face and virtual, and also support ,wider initiatives.

  To make membership more accessible in West Africa, IOSH offers reduced membership and assessment fees in the region. We also contribute to raising standards by providing policy support to national and regional governments, and through continued sponsorship of the Westpak-led day at Afrisafe this year.

  West Africa remains a priority region for IOSH. We are committed to strengthening our presence through community-led activity, partnerships with national safety bodies, and practical measures to support membership growth. We remain open to further ideas on how best to support the region and expand our influence across Africa.

• Adapting CPD and training for developing regions

  Q. How is IOSH adapting its CPD and training offerings to suit the realities of developing regions, such as time zones, industry contexts, limited internet access, and what plans exist to approve more local training providers and integrate emerging technologies like artificial intelligence (AI) and virtual reality (VR) into learning delivery?

  A. IOSH is committed to ensuring that its CPD and training offerings are accessible and relevant to professionals across all regions, including those facing challenges such as varying time zones, diverse industry contexts, and limited internet connectivity.

  Flexible access: through iosh.com and the IOSH Blueprint platform, members can access a wide range of CPD resources 24/7. This ensures that even if live webinars or events are not convenient due to time zone differences, a wealth of on-demand content remains available.

  Global expansion of training providers: IOSH continues to grow its network of approved training providers worldwide, with recent additions in Egypt, China, and Kazakhstan. We actively welcome further applications from local providers to strengthen regional delivery and ensure training reflects local industry realities.

  Course updates for international relevance: all IOSH training courses are being updated during 2025–2027. These updates will incorporate a broader range of case studies, examples, and imagery to better reflect global contexts and resonate with an international audience.

  Delivery options: approved training providers can deliver IOSH courses both face-to-face and virtually, offering flexibility to suit local infrastructure and learner needs.

  Integration of emerging technologies: while IOSH sets the core standards for training, providers have the option to enhance delivery with innovative tools such as AI and VR. This allows for immersive, interactive learning experiences that can bridge gaps in traditional training methods, particularly in regions where practical exposure may be limited.

• Supporting members in low-income countries and promoting inclusion

  Q. What initiatives are in place to support members in low-income countries – such as financial relief, global recognition of qualifications, and career mobility, and how is IOSH promoting inclusion of women, young professionals, and underrepresented groups, along with mental health support for those in high-risk environments?

  A. IOSH provides a range of initiatives designed to support members globally, with particular consideration for those in low income countries.

  Financial relief: reduced and concessionary membership fees are available to all members facing circumstances such as retirement, unemployment, parental leave, sickness, or lower income levels. This also ensures that professionals in lower income countries can continue to access IOSH resources and networks without financial barriers. Guidance on applying for reduced fees is available through the IOSH website or directly from our member support teams.

  Inclusion and diversity: we actively promote inclusion through initiatives such as the Future Leaders’ Community, which provides a dedicated space for younger members and those new to the profession. This community offers networking, peer support, and tailored resources to help early career professionals thrive. In addition, IOSH runs a mentoring programme open to all members, fostering cross generational and cross sector learning. We also champion diversity through campaigns and webinars, including our neurodiversity series led by the Presidential team.

• Ensuring representation of underrepresented regions in decision-making

  Q. How does IOSH ensure meaningful representation of members from Africa and other underrepresented regions in strategic decision-making, and are there plans to introduce region-based performance dashboards or improve communication channels between headquarters and global members?

  A. IOSH ensures meaningful representation of members from Africa and other underrepresented regions through its governance and engagement structures: Inclusive governance:

  Strategic decision-making is led by our Board of Trustees and its sub-committees, supported by the IOSH Council to ensure the member voice is heard. Recruitment to governance roles is open and transparent, overseen by our member-led Nominations Committee. We actively seek individuals from diverse backgrounds to bring varied perspectives and skills to these roles.

  Regional representation: Members from different regions are part of our Council, Presidential Team, and sub-committees. We continue to encourage applications from talented professionals worldwide to strengthen diversity and ensure global viewpoints are reflected in IOSH’s strategy.

  Local engagement: In regions such as Africa, IOSH works with committees of volunteers to provide local representation and support. Members are encouraged to connect with their regional committee or, where one is not available, to reach out through the Presidential Team.

  Improved communication channels: We recognise the importance of stronger connections between headquarters and members globally. Through the development of our Communities platform, we are expanding opportunities for dialogue, collaboration, and knowledge-sharing between members and IOSH HQ.

  These measures reflect IOSH’s commitment to ensuring that voices from Africa and other underrepresented regions are not only heard but actively shape the future of the profession.

• Collaborating with governments and multinationals on global safety standards

  Q. How is IOSH working with governments and multinational organisations to embed global safety standards, particularly in Africa’s energy and construction sectors, and will IOSH fund or facilitate research into region-specific safety challenges and climate-related occupational risks?

  A. IOSH collaborates with governments and multinational organisations to embed global safety standards.

  Government partnerships: we have worked selectively and on request with governments in Kenya,  Nigeria (including Lagos State), Ghana, and Sierra Leone. These engagements have included hosting  government roundtables, providing policy advocacy and institutional support, and advising on the  development of national occupational safety and health (OSH) frameworks.

  Multinational collaborations: IOSH has partnered with organisations such as the United Nations  Global Compact (UNGC) and the Lloyd’s Register Foundation. Notably, we supported the launch of  the first Oceans Centre in Kenya, an initiative that continues to benefit from the involvement of local IOSH representatives.

  Sector engagement: to date, IOSH has not undertaken specific projects in Africa’s energy and construction sectors. While these industries are recognised as high-risk and strategically important, there are currently no plans for region-specific research in these areas.

  Climate and occupational risks: climate-related occupational risks are, however, a significant area  of interest and concern for IOSH. This year, we published an evidence-informed white paper  exploring the impact of climate change on workplace safety and health, reflecting our commitment  to advancing knowledge and preparedness around these emerging global challenges.

  Through these initiatives, IOSH demonstrates its commitment to supporting governments, 
  institutions, and multinational partners in strengthening occupational safety and health globally,  while continuing to explore emerging challenges such as climate-related risks.

• Regional communication platforms and global recognition schemes

  Q. Will IOSH develop dedicated  regional communication platforms and consider global  recognition schemes to celebrate outstanding contributions from members and chapters in developing economies like Nigeria?

  A. IOSH is committed to strengthening regional communication and celebrating the achievements of members worldwide, including those in developing economies such as Nigeria:

  Regional communication platforms: Following our Networks Review, the development of IOSH Communities is designed to be more inclusive of members globally and across special interest groups and sectors. Communities provide opportunities for members to establish and grow their own regional communication channels. The new online platform, currently used by volunteers, will be extended to all members in 2026, enabling greater connectivity and collaboration across regions.

  Celebrating achievements locally: Our West Africa Community already highlights member  successes, particularly Chartered status achievements, through platforms such as LinkedIn. This demonstrates how regional communities can showcase excellence and inspire others.

  Global recognition schemes: IOSH currently recognises outstanding contributions through the Presidential Awards, which celebrate the impact of members and volunteers worldwide. Many of our volunteers in West Africa and the Middle East have been honoured in this way.

  Future opportunities: We acknowledge the value of going further in recognising regional  contributions and would welcome ideas on how global recognition schemes could be developed and supported through IOSH Communities.

  Through these initiatives, IOSH is building stronger regional voices and ensuring that contributions from members in developing economies are recognised and celebrated on  both local and global stages.

• Reasons behind revising IOSH’s investment strategy

  Q. What factors influenced the decision to revise the investment strategy to target a return of 3.5 per cent plus CPI (consumer price index)?

  A. The decision followed an independent review of the investment portfolio strategy by our investment advisers, Stanhope Capital. The review was presented to the Finance and Investment Committee and included benchmarking of returns against the charity sector (IOSH target returns were lower than the benchmarking, meaning it was a very risk-averse strategy). The Finance and Investment Committee agreed with the revised target return, which at 3.5% target return, is still a prudent approach, meaning it is still risk-averse. 

• Balancing reserves with strategic investments

  Q. How does IOSH determine the balance between maintaining reserves and investing in strategic initiatives?

  A. The balance between maintaining adequate reserves and investing in strategic initiatives is central to financial sustainability and achieving the charities objectives. The way we balance this within IOSH is by having clear reserves and investment policies- for example, the reserves policy sets a minimum and maximum target reserve level, so we know the reserve financial boundaries we are operating in. In addition, the Finance and Investment Committee will recommend to the Board that reserves are 'designated' for future investments to ensure they are adequately funded.

• Impact of £2.2m reallocation on future research priorities

  Q. Can you elaborate on how the £2.2m reallocation from the public benefit research fund to general reserves will impact future research priorities?

  A. The intention is that we will maintain a more modest academic research output than has historically been the case. And that the remainder of the fund is pivoted to research that will be required to feed intelligence and the creation of standards that will underpin the future IOSH offering.

• How member feedback shapes IOSH Services Limited offerings

  Q. How is member feedback collected and used to improve IOSH Services Limited’s offerings? 

  A. Member and customer feedback is central to how IOSH Services Limited (ISL) develops and improves its products and services.

  • Feedback collection mechanisms: online feedback forms, including the dedicated form for training course delegates launched in May 2024.
  • A dedicated email address (feedback@iosh.com) for direct input.
  • Insights gathered by our Customer Service team and nominated relationship managers.
  • Engagement through IOSH’s social media channels.

  To illustrate the scale, the Managing Safely feedback form alone has generated responses from almost 11,000 delegates and 900 trainers since its launch 18 months ago.

  Targeted engagement for product development:

  • when developing new products or improving existing ones, the Product team consults customers through surveys, the training network forum, focus groups, and pilot sessions
  • these targeted activities allow ISL to address specific areas of need and test solutions before wider rollout.

  How feedback is used.

  • Continuous improvement: feedback highlights strengths and weaknesses in current offerings, helping ISL refine the user experience.
  • Shaping new products: it identifies opportunities and challenges, guiding the design of solutions that meet customer needs.
  • Driving efficiency: feedback clarifies what customers truly value, ensuring resources are focused on delivering maximum impact.
  • Informing innovation: insights influence decisions on adopting new technologies and delivery methods, such as content management and learning management (CMS/LMS) platforms, online assessments, digital services, and alternative learning approaches.

  Through these mechanisms, ISL ensures that member and customer voices directly shape both the evolution of existing services and the development of new, innovative solutions.

• Key features and benefits of the new IOSH communities model

  Q. What are the key features and benefits of the new IOSH communities model, and how  does it promote equality, diversity, and inclusion while improving member engagement?

  A. Equality, diversity and inclusion were central to the development of the new communities model. The updated committee appointment process is simpler, more transparent and more efficient, encouraging a wider range of members to apply. By removing strict role-specific requirements and introducing structured tenures, we can welcome new talent more regularly and ensure broader, more diverse representation.

  Members will continue to receive the core support they value, including CPD opportunities, events, thought-leadership content and practical resources. These will be delivered as a hybrid offer and aligned to the IOSH competency framework, spanning events, blogs, articles and other materials shaped by members’ professional development needs.

  The model also strengthens engagement through improved communication channels. A new online platform will enable communities to interact directly with members by posting updates, sharing resources, promoting events and raising awareness of IOSH campaigns. This will help committees build a visible, interactive presence and encourage greater knowledge sharing and participation.

  Finally, the new model gives IOSH the flexibility to create new communities more quickly in  response to member demand. New groups can initially be set up as online communities before progressing to full community status, supporting a more agile and responsive approach to member needs.

• Digital platform improvements to enhance member experience

  Q. What improvements are being made to digital platforms to enhance member experience and engagement?

  A. Member engagement is increasingly happening through digital channels, and these platforms are also where many prospective members first discover and join IOSH. That’s why we’re investing significantly in our digital experience across several key areas.

  We’re continually enhancing our website – the gateway to IOSH online. This includes improving navigation and content, refining key user journeys such as joining and renewing, and upgrading the member account area, with further improvements launching in the new year.

  We’re also introducing a new online communities platform. This is already in use by our volunteers and the Future Leaders Community and will soon be available to all members. It will offer a more interactive space for sharing updates, resources and events, and for connecting with fellow members.

  Behind the scenes, we’re modernising how member data is managed. These improvements will give members more control over the communications they receive and allow for greater personalisation–ensuring you get the content and topics most relevant to you.

• Increasing face-to-face seminars in the Middle East

  Q. Are you going to increase face-to-face seminars in Middle East as most of the members are not aware of the Blueprint?

  A. We support a hybrid approach to events, encouraging each community to choose the format that best supports the learning outcomes and aims of the session. Some events work best virtually – allowing more members across the region to participate – while others are more effective face-to-face.

  Middle East communities already run a wide range of events and have primarily focused on virtual delivery to maximise accessibility. Each of the three Middle East communities delivers a couple of Blueprint workshops each year, and all have held one within the past three months. In addition, members can attend the monthly CPD workshops delivered by the IOSH Professional Development team.

  We are also planning further support. At Intersec in January 2026, we will host dedicated Blueprint sessions, with IOSH staff available on-site to answer questions and help members get the most out of the framework.

• IOSH membership fees

  Q. Will the membership fee increase again?

  A. The IOSH Board of Trustees reviews membership subscription fees every year. As part of this process, they consider UK inflation and the associated costs of maintaining and improving our products, services and member benefits. They also take into account wider global factors that may be affecting our members.

  For example, during the Covid-19 pandemic fees were frozen, and in recent years increases were kept significantly below the high UK inflation rate.

  Fees for 2026–2027 have not yet been confirmed. They will take effect from 01 April 2026 and will be set with careful consideration of two priorities: supporting members during ongoing cost-of-living pressures and ensuring we can continue to deliver a high level of benefits and services.

• IOSH’s actions to reduce global harm and prevent serious injuries and fatalities

  Q. What is IOSH doing to mean I fully reduce global harm that members can get involved with in particular on SIFs?

  A. IOSH is taking targeted action to reduce global harm with a strong focus on preventing serious injuries and fatalities (SIFs). We do this by:

  • setting global standards and guidance, including the IOSH Principles of Good OSH, which help organisations identify and control their most serious risks
  • influencing policy and supply chains through partnerships with governments, NGOs and industry bodies in high-risk sectors
  • investing in research and sharing best practice on safety culture, human factors and effective risk management
  • supporting professional development with training, CPD and technical resources that strengthen SIF prevention
  • running global campaigns on major causes of harm, such as falls from height, occupational health risks and unsafe supply chains.

  How members can get involved.

  Join IOSH branches, groups and networks to share knowledge and support SIF-focused initiatives.

  Apply the IOSH Principles of Good OSH and related guidance in their workplaces to strengthen risk management.

  Take part in IOSH campaigns, consultations and working groups that drive sector-wide change.

  Use IOSH research, tools and resources to influence leadership and improve SIF prevention.

  Mentor others and help spread good practice across industries and regions.