In the modern workplace, retaining qualified EHS professionals is no longer just about offering competitive salaries; it’s about creating an environment that addresses the diverse psychological, social, and generational needs of employees. With recruitment pipelines narrowing and attention spans shortening, organisations must adapt both their communication styles and benefits offerings.

• Developing retention strategies that consider the different values and expectations of multi-generational teams: flexible working arrangements and mental health support for younger employees, as well as diversity, values, stability, recognition, and long-term incentives for experienced staff
• By actively addressing psychosocial risks, leadership engagement, and communication quality, organisations can foster psychological safety and connection. These are critical for performance, innovation, and sustainability—engaged employees become the most valuable asset in achieving EHS excellence. Beyond a healthy error culture, a lived speak-up culture must also be defined as a core value

Building internal capabilities and securing the team’s future: instead of relying solely on a shrinking talent pool, companies should invest in structured development pathways for current employees. Upskilling and cross-functional training enhance employee retention, strengthen loyalty, and reduce turnover while preparing the team for future challenges. Effective generational management is essential to combine existing knowledge and new, creative approaches into added value.