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ISSN: 2329-6879

Occupational Medicine & Health Affairs
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Jennifer Lunt

Jennifer Lunt Jennifer Lunt
Principal Psychologist – Human Sciences Unit
Health and Safety Laboratory
Harpur Hill
SK17 9JN
United Kingdom

Dr Jennifer Lunt is a Chartered Health Psychologist and Doctor of Health Psychology. She has been working for the UK’s Health and Safety Laboratory (agency of the Health and Safety Executive) for over 10 years. In that time she has applied health psychology, and the biopsychosocial approach of health to health and safety research, training and consultancy at national and international levels. As a technical lead Jennifer assures the technical quality of HSL’s work falling within the field of Occupational Health Psychology. Consequently she has accrued an extensive portfolio of work on topics ranging from behavioural change and worker engagement, disease reduction barriers and enablers, risk communication, retention at work, sickness absence and well-being at work. To this end she has led development of HSL’s wellbeing at work portfolio. She is regularly presents at national and international academic and health and safety practitioner conferences.

Research Interest

 Developing an evidence base standardised approach to behaviour change as applied to health and safety. This would be one capable of (a) driving consistency in the solutions used for reducing risk taking behaviour to allow systematic knowledge accumulation on what does and doesn’t work, and (b) providing scope for tailoring to specific groups of hazard characteristics to ensure hazard relevance. Part of this would include improving know-how in addressing sub-conscious drivers to human error, particularly for breaking unsafe habits where preventative approaches are no longer sufficient. 

In the face of an ageing workforce, improving the workplace’s ability to enable their workforce to remain at work and remain productive without recourse to avoidable sickness absence.As part of this, I see progressing the concepts of organisational and individual resilience as crucial to allowing the working age population to protect their wellbeing as precarious working arrangements becomes more common place.

Developing occupational health maturity frameworks that allow tailoring of occupational health management to an organisation’s readiness to embrace occupational health as a topic, on the premise the progress is more likely if a pathway to good practice is made clear.

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