The current socio-political climate in the UK and globally is increasingly impacting the workplace.
In recent years, we have seen a shift in societal sentiment, with more extreme and generalised viewpoints becoming visible and vocal. Events such as the 2024 riots highlighted how quickly external tensions can influence workplace culture, prompting organisations to act to ensure colleagues felt safe and supported.
That shift has continued. Negative sentiment towards certain communities is building, often amplified by media narratives, particularly around immigration. An Oxford University report found that a high proportion of UK media coverage misrepresented immigration and deportation cases in early 2025.
At the same time, global events, including ongoing geopolitical conflict, have contributed to growing division. As a result, organisations are reporting an increase in xenophobia, race-related and religious incidents, alongside a broader rise in hate crime across the UK. This trend shows no sign of slowing.
What this means for the workplace
These wider societal pressures are now being felt more directly at work.
Organisations are seeing a rise in workplace risk linked to:
- External socio-political events
- Discrimination complaints and incidents
- Challenges in managing differing viewpoints
TUC research highlights this shift, showing that explicit racism is increasing, with racist remarks reported by 36% of employees, and so-called “banter” affecting 41% of workers. Tribunal cases involving religion, belief and gender-critical views are also becoming more common.
There is a clear impact on psychological safety. Organisations are reporting a dip in sentiment among some underrepresented groups, while broader uncertainty is affecting employees more widely. These experiences are not limited to one group or characteristic, but reflect a wider shift in workplace dynamics.
This creates a core challenge for employers: how to manage workplace risk and maintain inclusion, while supporting open dialogue and differing perspectives.
Key things to do to mitigate risk in 2026
Organisations are not approaching this with a single solution, but through a set of practical actions that continue to evolve in response to the current socio-political climate. Here are seven ways that we are seeing organisations take a pro-active approach.
1. Planning for national incidents
A key shift has been in how organisations prepare for external events.
Many are now developing or refining response plans that outline how to act when external incidents affect employees. During the 2024 riots, some organisations found themselves without clear communication or guidance. As a result, there is now greater focus on having defined response frameworks, clear messaging and leadership alignment in place.
Please read our live Guidance: Guidance for responses to incidences, including riots
2. Risk assessment process
A more structured approach to workplace risk assessment is emerging.
Organisations are increasingly assessing risk across colleague safety, operational logistics and manager capability. Some are introducing simple frameworks, such as traffic light systems, to guide decision-making when incidents occur.
This includes both immediate risks, such as travel safety or threats to frontline employees, and longer-term risks linked to psychological safety and employee wellbeing. Monitoring colleague sentiment through surveys and listening mechanisms is becoming a key part of this approach.
At the same time, organisations are taking a more proactive stance on discrimination, ensuring there are clear processes to identify trends, respond effectively and reduce risk over time.
3. Monitoring the external climate
Organisations are placing greater emphasis on understanding the external environment.
Monitoring media coverage, public sentiment and global events is helping businesses anticipate potential workplace impact. This more proactive approach allows organisations to respond earlier and with greater confidence, rather than reacting once issues arise.
4. Listening sessions and lived experiences
Understanding employee experience is becoming central to managing workplace risk.
Many organisations are increasing the use of listening sessions to provide space for colleagues to share their experiences and concerns. Even in organisations with strong inclusion strategies, shifts in sentiment are being observed, particularly among those most affected by current socio-political discourse.
These sessions are focused on psychological safety and aim to support respectful, open dialogue across different perspectives, while ensuring inclusion remains a priority.
5. Training and manager support
We have seen an increase in training, or refreshed training, for customer-facing roles following a rise in racially motivated or related incidents. This also includes supporting people managers in areas such as their role with potentially affected team members and signposting.
Organisations have devised ‘just in time’ learning or toolkits for people managers to help them check in with colleagues who may be affected.
Other forms of training have included scenario-based workshops based on real workplace events, conversations or behaviours, allowing colleagues to find solutions and talk through how these areas can become problematic.
If you would like further information on different forms of training, we can share information on some of the recent successes we have seen, particularly on cultural awareness and ensuring sessions are received in a practical and inclusive way by different audiences.
6. Governance and expectations
Governance has become a critical area of focus.
Organisations are strengthening codes of conduct, communication guidance and expectations around behaviour. This begins within leadership understanding their part in role modelling behaviours, and includes setting clear boundaries on acceptable conduct and ensuring alignment with organisational values.
There is also more structured oversight of network groups and internal activity, particularly where differing viewpoints can create tension. Clear governance helps organisations manage inclusion effectively while reducing the risk of conflict.
At the same time, regulatory developments are increasing expectations on employers to address bullying, harassment and workplace conduct more proactively (for example FCA Policy, September 2026). This reinforces the need for clear processes and early intervention.
7. Company communications
How organisations communicate inclusion activity is evolving.
Some initiatives, particularly those focused on underrepresented groups, can be misunderstood if not positioned clearly. In response, organisations are refining their messaging to better explain the purpose, intent and wider benefit of these programmes.
The focus is shifting towards more inclusive communication that highlights outcomes and organisational impact, rather than solely targeting specific groups. This helps reduce misunderstanding while maintaining commitment to improving equity and inclusion.
Conclusion
The current socio-political climate presents an ongoing challenge for organisations.
Those responding most effectively are taking a proactive approach to workplace risk, strengthening psychological safety and equipping leaders with practical tools. The focus is on balancing clarity with empathy, and structure with flexibility, while maintaining a strong commitment to inclusion.
Let us know if you would like any further information, email admin@investinginethnicity.org.
If you are a member, let your client manager know if you’d like to go through where you are and would like help creating any of these suggestions.
