Rising tensions in the Middle East and ongoing volatility in global oil supply are once again placing pressure on energy prices. For UK businesses, this creates a ripple effect - higher commuting costs, increased operational expenses, and growing concern among employees. As an employer or HR leader, you’re in a position to respond proactively.
One practical and immediate lever? Flexible and home working.
Why energy shocks matter to your workforce
The International Energy Agency (IEA) has highlighted how reducing commuting can play a meaningful role during oil supply disruptions. When fuel costs rise, your employees feel it directly, whether through petrol prices, public transport fares, or general cost-of-living pressures.
For many, the daily commute becomes not just inconvenient, but financially and emotionally draining. This can impact morale, productivity, and even retention. As a result, energy crises are not just an operational issue, they’re a people issue too.
Working from home as a strategic response
Encouraging WFH is not just a perk; it’s a strategic tool. By reducing the need for daily travel, you can immediately ease financial pressure on your team while also contributing to lower overall fuel demand.
During previous oil shocks, the IEA suggested measures such as car-free days and remote working to stabilise demand. For modern businesses, WFH is far easier to implement now due to pandemic practice, and often more effective.
From an HR perspective, this approach demonstrates responsiveness and empathy. It shows you understand the broader context your employees are operating in and are willing to adapt accordingly.
Balancing flexibility with business needs
Of course, not every role can be fully remote, even temporarily. The key is to take a balanced, role-specific approach. Hybrid models might be an option.
You might consider:
- Reducing office days during peak cost periods
- Allowing flexible start and finish times to avoid peak travel
- Reviewing which roles genuinely require a physical presence
- Having a temporary approach until the worst of the crisis is over
This kind of targeted flexibility ensures you maintain productivity while still offering meaningful support.
The wider business benefits
Beyond supporting your workforce, there are clear organisational advantages. Reduced office usage can lower energy consumption and overheads. Fewer commuters can mean less lateness, fewer disruptions, and improved focus.
There’s also a reputational benefit. Businesses that respond thoughtfully to external pressures tend to build stronger employer brands. In competitive hiring markets, this can make a real difference when attracting high-quality candidates for key roles.
Supporting managers to lead effectively
Flexible working as a response to a global geopolitical situation only succeeds with the right management approach. Line managers need the tools and confidence to lead distributed teams effectively. Clear communication, outcome-based performance measures, and regular check-ins become even more important.
Investing in this capability ensures that flexibility enhances performance rather than undermining it.
Planning for long-term resilience
Energy volatility is unlikely to disappear even once this crisis is behind us. Building flexibility into your workforce strategy now will help you respond more effectively to future disruptions, whether related to energy, transport, or other external shocks.
You don’t need a complete overhaul to make an impact – it’s about realising that even small changes can make a big difference to employees and the business bottom line.
Partner with Love Success to find leading talent who can thrive in flexible, forward-thinking environments.