IOSH
Making IOSH fit for the future
Find out how we’re meeting members’ needs and serving the profession
We’ve reviewed and updated some different areas of our governance to make sure we are meeting the needs of our membership. By doing this, we can support an evolving occupational safety and health profession and open up more opportunities for all members to get involved.
What areas have we looked at?
We’ve made updates to our:
- Code of Conduct
- approach to building networks and volunteering
- Council and Presidential team.
Read on to find out a bit more about each of these areas and the benefits of making these changes.
Code of Conduct
The Code of Conduct supports you as a member to show your professional value through high standards.
We updated our Code of Conduct and the Ethical Practice in OSH e-learning and assessment in September 2025 to make them fairer, clearer and more accessible.
IOSH Council, representing the views of members, played a key role in shaping the new code.
Networks
We’ve moved to a community-based approach for building networks and volunteering.
As part of this change, we are:
- making it easier to get involved in volunteering and encourage diverse participation
- increasing member engagement and more equal access to benefits for members all over the world
- creating a structure that makes it easier for all members to join communities based on their interests, rather than physical location.
Why are we doing this?
It’s important there is the chance for members to influence our thinking and direction and help develop each other's knowledge. Our ambition is to make it easier for all members to get involved in volunteering activities and find it a rewarding experience.
We wanted to make changes that our volunteers have been asking for. These include:
- more virtual services
- better communication
- simpler administration and governance.
Review process
We conducted a review of our member networks. Working with members and volunteers we reviewed the current structure. We wanted to find out what works well for our members in the existing set-up.
We also considered what needs to change so our networks can best support occupational safety and health professionals, both now and in the future. We held focus groups with a range of members from different grades, backgrounds and experience to hear their views. We also gave all members the chance to answer a survey.
What do these changes mean?
We’re starting to turn what used to be known as our networks into communities. As a result:
- branches and groups are now called communities (for example, Bristol and West Community, Aviation and Aerospace Community)
- all districts and sections have been dissolved
- we’ve started to update the naming conventions. For example, on the IOSH website and LinkedIn accounts (we’ll complete this by the end of July 2025).
Council and Presidential team
We are:
- reducing the size of Council to 12 members
- changing the selection process for Council from an election to an appointment process
- making the eligibility criteria the same for Vice-President and President-Elect
- making Immediate Past President an honorary role.
Why make these changes?
We believe there’s a wide range of benefits.
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We believe reducing the size of Council can improve the quality and speed of decision-making.
As groups get larger, it becomes increasingly difficult to schedule meetings with full attendance. It's also easy for some voices to remain quiet or get overlooked.
The benefits of a smaller committee can include shorter and more focused discussions, leading to fast, effective decision-making.
It's easier to get everyone together and hear each person's voice. Relationships can develop quickly. Individual roles quickly become well defined and understood in the context of the overall goals of the group.
Our plan includes ways to manage workload. There's the option of co-opting up to six people on to Council if there's a specific skills gap or need. The Presidential team will still sit on Council (in an ex-officio capacity).
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We want to make all appointment processes fair, balanced and representative of the membership. They need to be transparent at all stages.
Moving from an election to an appointment process is a chance to do this. At the moment, only around six per cent of eligible members vote in our elections. This is not a fair representation of the membership. We've seen high-quality candidates being consistently overlooked.
Our Nominations Committee - a sub-committee of Council - has developed a robust and transparent recruitment process for Council, Board of Trustees and Presidential team. We want to make sure the process focuses on finding the best candidates with the skills and competencies required.
Responsibility for administering the appointment process is delegated to the Nominations Committee by Council.
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We want to make sure the way we recruit to our volunteering roles is accessible and encourages a diverse group of candidates. Moving to an appointment process for all networks, Council, Board of Trustees and Presidential team, will make it easier for members to get involved.
Making the role of Immediate Past President an honorary one is another way of doing this. The Immediate Past President has already given two years in their presidential roles. This is a big time and resource commitment that not everyone is able to consider. By reducing the third year to an honorary role, it's hoped that more people will be encouraged to apply.
We still expect the Immediate Past President to share knowledge and support when needed.
We believe that having the same eligibility criteria for Vice-President and President-Elect:
- ensures the quality of all members of the Presidential team, and
- expands the candidate pool and makes it more diverse.
How did we consult with members?
The changes we are making to Council and the Presidential team came from Council’s own review of how they work. Stuart Hughes, during his year as President, led a full review looking at how to make Council as effective and responsive to our membership as possible.
Council ran a six-week member consultation that included drop-in sessions and a member survey. There was also the chance to provide feedback using an online form. We promoted this on our website, social media channels and email newsletters to reach as many members as possible.
The survey results were supportive of the proposed changes to Council and the Presidential team.
What happens next?
Council will reduce from 36 to 24 members this year as existing members terms come to an end. It will operate using approved standing orders. The Presidential team is at full capacity, in line with the changes.
Approval process
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Byelaw updates required
We needed to update the Byelaws in our Royal Charter to make some of the changes. This required approval through two special resolutions at our annual general meeting (AGM).
The special resolutions were drafted after separate reviews of our Council and our networks. Both reviews included opportunities for input for members across all different grades.
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AGM
November 2024
Both special resolutions received strong support from voting members. They were approved with more than 90 per cent of the vote, well above the 75 per cent needed.
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Privy Council application
After the AGM, we made a formal application to the Privy Council asking for its approval to amend our byelaws.
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Privy Council approval
February 2025
Privy Council gave formal approval. This allowed us to begin implementing the changes.
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Board of Trustees
May 2025
Our Board of Trustees formally approved the transition from networks to communities in May 2025.
