Jessica BirdBy late 2026, public venues accommodating 200 people or more will be required to demonstrate compliance with the Terrorism (Protection of Premises) Act 2025, also known as Martyn’s Law.
Named after Martyn Hett – one of the victims of the 2017 Manchester Arena terror attack – the legislation represents a fundamental shift in the regulatory environment, which puts the mitigation of risk and reduction of physical harm associated with terrorism at the heart of day-to-day operations.
Implementation of the robust safety culture required under Martyn’s Law is dependent upon fostering a positive employer approach to learning, says Paul Hobden of The Workforce Development Trust.
Hobden, managing director for Learning Solutions – which develops qualifications and training for emergency services personnel – spoke with Workplace Journal about how qualifying venues can adapt their learning cultures to better protect the public.
How well prepared are UK employers for the new requirements under Martyn’s Law?
The important thing to remember is that Martyn’s Law is more than a regulatory change; it’s a fundamental shift in how we think about public safety.
From what we’ve seen so far, readiness for Martyn’s Law among UK employers is still uneven. While awareness is improving, without statutory guidance currently being available, many venues remain unclear about what the legislation will mean for their day-to-day responsibilities. We know this is a concern for many venues who are actively seeking clarity on what the new legislation will mean for them.
How can organisations begin embedding a culture of preparedness now, before the legislation comes into force?
Achieving a cultural shift toward preparedness isn’t just about changing policies or putting up new signs. It’s about equipping people with the knowledge and confidence to act in a crisis. That’s where practical, scenario-based training becomes essential.
A lot of frontline employees simply aren’t aware of the potential threats that they may encounter, or what their role might be if something were to happen. That’s why we encourage organisations to introduce training that’s both accessible and engaging, especially if it can be integrated into existing routines like onboarding or leadership development programmes.
Preparedness needs to run through every function from HR and facilities to frontline operations, so it becomes part of how the organisation thinks, acts, and supports its people every day.
How can small or resource-constrained venues ensure they meet their new obligations without compromising operations?
It’s about enabling staff to protect the public confidently and capably, whatever the scale of the operation.
The key is finding scalable, practical solutions. eLearning tools, for example, are designed to be high-impact but time-efficient. They work well for onboarding, for refresher training, and for raising awareness across the workforce without being too much of a drain on resource.
Many smaller venues already have informal safety measures in place. So, what’s often needed is to formalise those procedures. Typical examples include conducting risk assessments or turning ad-hoc practices into written codified and structured plans. Training should aim to give staff the confidence to respond decisively, not just follow a checklist.
Venues with dedicated security roles or complex layouts may require more in-depth, bespoke training. The key is tailoring support so that it’s proportionate, effective, and achievable for the venue in question. Martyn’s Law isn’t about creating unnecessary burden.
You mentioned eLearning. How important will digital be in delivering these programmes at scale and what lessons from previous large-scale training rollouts are relevant here?
Digital learning is going to be vital in delivering Martyn’s Law training at the scale required. With thousands of venues affected across a wide range of sectors, it’s the only way to ensure consistency, speed, and accessibility across the board.
Our experience during the Covid-19 pandemic reinforces this. When we launched a free Covid-19 Awareness Course through our Skills for Health brand, it reached thousands of healthcare workers and earned national recognition. That rollout taught us some important lessons.
First, digital learning dramatically increases reach. You can get training into the hands of dispersed, part-time, or shift-based teams without logistical hurdles. Second, it allows for agility; training content can be updated quickly as regulations evolve.
Equally important is how the content is designed. Courses need to be engaging, digestible, and rooted in real-life scenarios if they’re going to be effective. And finally, digital platforms provide valuable data.
Employers can track progress, measure engagement, and demonstrate compliance, which is critical when facing regulatory requirements.
What role is The Workforce Development Trust playing in supporting employers? Are you developing or endorsing specific qualifications or learning frameworks to help businesses comply?
We’re supporting employers by designing sector-specific training that develops staff understanding of the implications of Martyn’s Law – building awareness around the importance of recognising and responding to potential threats, ahead of the legislation’s formal requirements being introduced.
These courses, developed in collaboration with subject matter experts, are grounded in case studies across sectors like hospitality, healthcare, retail, venues, and facilities management. They feature interactive simulations that don’t just deliver knowledge but help learners apply it in realistic scenarios.
The Workforce Development Trust is also continuing to grow and evolve our resilience offering, which includes developing a Scenario Informed Readiness Assessment, set to launch Autumn 2025. This tailored solution helps organisations assess their emergency preparedness, strengthen workforce planning, and ensure they can maintain operations in the face of unexpected disruptions. Through scenario-based evaluations and expert-led guidance, it helps employers identify weak spots and build more agile strategies for resilience.
As the Sector Skill Council for Health and Justice (through our brands Skills for Health and Skills for Justice), we continue to work closely with our partners across the sectors to better understand how we can support emergency preparedness and response efforts, with emerging discussions around recovery, and what this looks like, for these organisations.
What support would you like to see from Government or industry bodies to ensure the rollout is both effective and equitable?
To ensure Martyn’s Law is implemented fairly and effectively, we’d welcome three key forms of support.
First, employers need clear, practical guidance – especially those in smaller or lower-risk venues. That means sector-specific templates, case studies, and step-by-step advice on how to comply.
Second, we’d like to see real investment in workforce training. Scalable digital training options should be widely promoted, and financial support made available to those who need it most.
Third, equity must be a guiding principle. Small charities, community venues, and under-resourced organisations must not be left behind. Initiatives like free or subsidised training, awareness campaigns, and shared resources could make all the difference.
