{"id":3410,"date":"2026-01-10T15:00:00","date_gmt":"2026-01-10T14:00:00","guid":{"rendered":"https:\/\/www.mdconseil-formation.com\/actualites\/non-classe\/teletravail-et-nomadisme-nouveaux-risques-hse-nouvelles-responsabilites-pour-lemployeur\/"},"modified":"2026-05-21T12:44:24","modified_gmt":"2026-05-21T10:44:24","slug":"teletravail-et-nomadisme-nouveaux-risques-hse-nouvelles-responsabilites-pour-lemployeur","status":"publish","type":"post","link":"https:\/\/www.mdconseil-formation.com\/en_us\/actualites\/risque-sante-securite-au-travail\/teletravail-et-nomadisme-nouveaux-risques-hse-nouvelles-responsabilites-pour-lemployeur\/","title":{"rendered":"Teleworking and nomadism: new HSE risks, new responsibilities for the employer"},"content":{"rendered":"

The rise of teleworking and mobile work arrangements has profoundly transformed the organization of many companies, well beyond the period of the health crisis. What was previously a marginal practice, reserved for certain managers or specific professions, has become widespread, structured, and sometimes formalized through contracts. At the same time, business travel remains frequent in some sectors: client visits, on-site interventions, and assignments in other countries. These developments raise new questions regarding occupational health and safety and employer responsibility.<\/p>\n\n\n\n

From a legal standpoint, the principle remains clear: the employer remains responsible for the health and safety of their employees, whether they work on-site, from home, in a coworking space, or while traveling. Teleworking, whether regular or occasional, does not constitute a "white zone" exempt from prevention obligations. Similarly, an employee on assignment, traveling by car or train, or visiting a client, remains under the responsibility of their employer. For executives, HR professionals, and managers, this means integrating these situations into risk assessments and prevention plans.<\/p>\n\n\n\n

\"T\u00e9l\u00e9travail<\/figure>\n\n\n\n

Many employees have found themselves working, sometimes for extended periods, at a kitchen table, in a corner of the living room, in an unsuitable chair, with a laptop screen not adjusted to the correct height. This can exacerbate musculoskeletal disorders, back pain, neck tension, and eye strain. While employers obviously cannot reorganize every home, they can play a role in providing information, raising awareness, and, in some cases, supplying equipment (monitor, chair, keyboard, headset).<\/p>\n\n\n\n

Beyond ergonomics, Remote work profoundly changes the rhythms and boundaries between professional and personal life<\/strong>. The absence of a commute can be perceived as a time-saver, but also as the loss of a transition period. Some employees tend to unknowingly lengthen their workdays, attending numerous remote meetings without breaks, and responding to requests outside of regular working hours. The risk of over-connectivity, mental fatigue, and even burnout is real. Therefore, policies promoting the right to disconnect, where they exist, must be clearly explained, reinforced, and championed by managers.<\/p>\n\n\n\n

\"Risques<\/figure>\n\n\n\n

Remote work can also generate specific psychosocial risks: isolation, a feeling of disconnect from the team, difficulties coordinating, misunderstandings amplified by the absence of non-verbal cues, and confusion between home and work. Some employees are more affected depending on their personal circumstances and living conditions. Managers must therefore be able to detect these signs remotely, maintaining regular contact and encouraging informal exchanges in addition to operational meetings.<\/p>\n\n\n\n

Professional nomadism, whether involving frequent travel or periods of work in various locations, also carries specific risks. Road travel is a major source of serious or fatal accidents. Managing travel time, pressure on deadlines, fatigue, using a phone while driving, and poorly maintained vehicles are just some of the many risk factors. Employers must implement a clear policy: rules regarding phone use while driving, regulations on travel times and meeting schedules, maintenance of company vehicles, raising awareness of road safety risks, and arranging hotel stays instead of long, late journeys home.<\/p>\n\n\n\n

Extended stays away from home, whether in France or abroad, also raise safety and health concerns: accommodation conditions, safety of travel within the destination, food quality, access to healthcare if needed, and exposure to specific risks (climatic, health-related, political). These situations require a prior risk assessment specific to each destination and appropriate information for the employees concerned before their departure.<\/p>\n\n\n\n

In light of these developments, The risk assessment must be explicitly updated.<\/strong> The single document must mention the risks associated with teleworking and travel, and the related preventive measures. These measures may include: providing ergonomic recommendations and, sometimes, home equipment; clarifying the rules regarding availability and disconnection; training managers in remote management; setting reasonable limits for travel time; and organizing regular meetings with mobile employees to review their working conditions.<\/p>\n\n\n\n

\"\u00c9valuation<\/figure>\n\n\n\n

Managers play a key role in implementing these measures. They organize schedules, decide on the necessity of physical presence, arbitrate between remote meetings and travel, plan routes, and set meeting times while taking time zones into account. They also decide whether or not to send the message that responses are expected at any hour, or that constant availability is valued. Their example is crucial: a manager who personally adheres to the rules of disconnection and avoids contacting teams late at night or on weekends lends credibility to these rules.<\/p>\n\n\n\n

For HR, the challenge is to integrate these dimensions into teleworking agreements, mobility charters, travel policies, and also into employee support: raising awareness, providing psychological resources in case of difficulties, and offering the possibility of adjusting a work arrangement that is no longer suitable. Occupational health services can also contribute their expertise by offering targeted prevention initiatives, individual advice, and monitoring the medium-term effects of these new practices.<\/p>\n\n\n\n

Ultimately, teleworking and remote work are neither inherently good nor bad for workers' health and safety. They open up new possibilities in terms of work-life balance, flexibility, and reduced commuting. However, they also create specific risks that should not be ignored simply because they are more diffuse or less visible than an accident on a construction site. Companies that address these risks in a structured way, involving executives, HR, managers, HSE professionals, and employees, will transform these new forms of work into an asset rather than a source of imbalance.<\/p>","protected":false},"excerpt":{"rendered":"

L’essor du t\u00e9l\u00e9travail et des formes de travail nomade a profond\u00e9ment transform\u00e9 l’organisation de nombreuses entreprises, bien au-del\u00e0 de la 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