| 12 November 2025
It’s not if, it’s when: the need to embed preparedness in everyday care
The UK’s threat landscape is increasingly complex and unpredictable. The national threat level remains “substantial” - a government assessment that a terrorist attack is likely - while recent incidents, including last month’s synagogue attack in Manchester, are stark reminders that violence and disruption can occur anywhere, at any time. Coupled with geopolitical instability - now ranked second among the top emerging global risks in AXA’s Future Risks Report - the picture is unambiguous: threats are growing in scale, variety and impact.
The government’s response is multi-layered, spanning national security, counter-terrorism, cyber resilience, and international cooperation. As part of this, Martyn’s Law (the Terrorism (Protection of Premises) Act 2025) will soon place new duties on organisations with public-facing premises that hold 200 or more people.
But the recent “Resilience in action: preparing your workforce for the threats of today” webinar, hosted by Skills for Health and its parent group The Workforce Development Trust, made one thing clear: preparation cannot wait for legal deadlines.
Assessing the current threat landscape and likelihood of an incident, webinar panellist Paul Netherton OBE, advisor to the MOD and UK Government on resilience, warned:
“The reality is it’s never if, it’s when.
“Resilience and emergency planning are like paying your insurance… You must invest in training, exercising, risk assessment and communication.”
Public expectation and the readiness gap
The public expects more from organisations they trust with their care. New research from The Workforce Development Trust, surveying more than 2,000 UK adults, highlights a worrying disconnect between public expectation and workplace readiness. The survey found that while 70% of respondents said they would make small changes in daily life to strengthen national preparedness, the same sample revealed major gaps in workplace readiness:
- 23% of those willing to make small changes said they would take on workplace training or duties to support business continuity.
- Fewer than 1 in 5 believe their workplace is ready for a national emergency.
- Only 16% have received clear instructions on what to do in a crisis.
“This disconnect demonstrates the urgent need for organisations to empower their staff now, rather than waiting for legal enforcement,” says Paul Hobden, Managing Director of Learning at Skills for Health.
“This is a chance for healthcare organisations to lead. Embedding safety and resilience early not only prepares teams for future legislation, but for the here and the now. We cannot shy away from today’s risks, but we can be ready for them.”
Expert consensus: avoid complacency, act now
Alongside Netherton, the Resilience in Action expert panel – including Ben Crabb, Resilience Capability Lead at Serco Resilience and the UK Resilience Academy; and Graham Ellis, former delivery lead for the UK Homeland Security Group National Exercise and veteran of the London Fire Brigade – delivered a consistent message: avoid complacency.
Ben Crabb put it bluntly:
“We have to think, ‘It could happen to us. If it does, how do we respond and how do we continue?’ The global threat landscape has changed dramatically - even in the past five years - and no organisation with large, public spaces can assume they’re not at risk.”
The panel also stressed an operational truth: acting now builds agility. As COVID demonstrated, organisations that adapted quickly were best placed to maintain services and protect the public. The same principle applies to threat preparedness: informed, practised responses will protect patients and support rapid recovery.
“Healthcare teams are already stretched. Waiting until legislation forces change will only make implementation harder. Simple readiness checks - from reviewing evacuation plans to clarifying emergency roles - and short, scenario-based training deliver practical competence without creating additional burden. Acting now protects patients, supports staff, and preserves core services,” says Paul Hobden.
He continues:
“True preparedness isn’t just operational. It’s cultural. It builds confidence, transparency, and trust. Building threat awareness now is not merely prudent; it is an ethical responsibility to patients and staff.”
What effective threat awareness looks like
The Workforce Development Trust’s expert panel highlighted that effective preparedness depends on two things: multi-agency collaboration and threat-agnostic readiness - practical training, protocols, and rehearsals that prepare teams for a wide range of incidents, from terrorism to infrastructure failure.
In healthcare, that means focusing on the core principles of emergency response – recognition, escalation, communication, and evacuation – and ensuring that every member of staff understands their role and feels empowered to act, whether they’re working in the grounds, café, reception, or surgery.
“Organisational leadership drives that safety culture - that professionalism in resilience - where people are proud to be part of a resilient team,” says Graham Ellis.
When threat preparedness becomes integral to professional standards and everyday healthcare routines, just like infection control or safeguarding, it strengthens the systems and culture that already define quality care.
“The goal isn’t to add complexity, but to create confidence. Preparedness doesn’t just protect, it empowers,” concludes Paul Hobden.
From awareness to action: key priorities for healthcare leaders
In summary, Martyn’s Law will soon set out formal expectations around threat preparedness, but the reality is immediate. Risks exist now, and these are healthcare’s reasons to act:
- Commitment to patient safety and continuity of care
When incidents occur, confusion or delay can impact care and endanger lives. Quick, competent responses help safeguard patients and recover operations quickly. - Preparedness requires proactivity
Even before Martyn’s Law comes into force, patients, regulators, and insurers expect visible readiness. Early investment in training and best practice fosters trust and embeds a culture of safety and resilience. - Resource constraints demand smart planning
Healthcare teams already work under intense pressure; waiting until legislation mandates action will only add to that strain. Raising awareness and understanding now will facilitate confidence and capability without overloading schedules. - Preparedness is people-powered
Threat awareness is everyone’s responsibility. Every staff member has a part to play in recognising, communicating, and responding to risks. When teams understand their role and feel empowered to act, organisations become collectively stronger and culturally more resilient.
For organisations ready to act, Threat Awareness eLearning offers short, sector-tailored modules that can be deployed rapidly across clinical and estates teams.