On the Frontline: The Hidden Risks Faced by Public-Facing Workers in Light of the Weekend LNER Attack

Over the weekend, a train journey turned into a scene of unimaginable horror.

On board a London North Eastern Railway service, a knife attacker moved through the carriages, injuring multiple passengers. In the midst of this chaos, a member of staff acted without hesitation, placing themselves directly in the path of the attacker to protect others.

That staff member now fights for their life. It’s a stark reminder of the risks faced every day by people whose work puts them in constant contact with the public — the bus drivers, train staff, shop assistants, hospital receptionists, and countless others who form the front line of our communities.

Not long ago, a worker on the Elizabeth line in London was assaulted while simply doing their job. Suddenly, a role defined by customer service became one of danger. These aren’t isolated events. These are signals that the systems we rely on to keep us moving, the people we count on to engage with us, carry risks that we must confront.

We often think of public‑facing workers as performing routine, predictable roles — but the truth is far more complex. Any given day can bring moments of extreme danger, and the reality is that these employees are visible, accessible, and sometimes isolated in environments where threats can appear without warning. In the train case the bravery was extraordinary — but it also highlights that our systems and organisations can leave staff exposed to hazards far beyond the scope of their job descriptions.

Public‑facing roles are inherently stressful. Enclosed train carriages, busy stations, late‑night shifts, moving vehicles, constrained spaces — these amplify risk. But the danger is not confined to the rail environment. On our streets, bus drivers, delivery drivers, parking attendants, traffic officers — and especially those working on roadworks and highways — face daily threats, often from motorists or passers‑by whose frustration or recklessness exposes workers to aggression.

Here the data is revealing.

According to the Stamp It Out campaign:

• In 2023 alone, 2,307 workers reported being either verbally or physically abused while working on the public highway.

• Around 35% of road workers say they experience abuse on a daily basis, and over 58% report abuse weekly.

• Despite the high incidence, only about 27.3% of workers report the abuse they suffer — nearly 4 in 10 say it has harmed their mental health, and nearly a quarter say they are actively looking for other employment to escape the abuse.

• Many workers report that they don’t feel anything will be done if they report abuse — more than 80% say they did not report the incident.

  
  

These are not just statistics — they represent men and women whose job it is to keep our roads safe, maintain our transport network, help us move, and whose day‑to‑day reality is one of exposure to aggression and danger.

The LNER staff member intervened in a fraction of a moment, diverting the immediate danger away from passengers. But behind that act lies the unseen toll: trauma, fear, and potential long‑term mental health impact. These are not just “risks” to be managed; they are human lives and wellbeing at stake.

This is why leadership matters. Organisations that rely on staff to interface with the public cannot afford to view safety as a peripheral concern. Preventing tragedy is about more than security cameras and alarms — it requires thinking about staffing levels, support structures, and training, ensuring that employees are not left alone in vulnerable situations. For those working on highways and streets it also means clear protocols for aggressive motorists, safe pedestrian access, visibility measures, work‑zone protection, and supportive policies for reporting near‑misses or violent encounters.

It means recognising the human cost — giving staff access to counselling, time to recover, and support when they have been exposed to frightening, life-threatening events. The data from Stamp It Out makes clear this is not optional: 63.4% of workers said they would take another job on lower pay if it meant they could stop being abused.

At the same time, it is vital that we do not romanticise heroism as a substitute for good organisational design. The courage of the LNER staff member and that of highway workers who step in and keep people safe is extraordinary — but we should ask ourselves: should anyone ever have to risk their life to keep others safe? The answer should be no. Leadership must design systems so that extraordinary acts of bravery are truly exceptional, rather than the default expectation.

This incident — and the many data‑points from highways work — also speaks to a broader societal responsibility. Public‑facing workers are the human interface of our cities, transport networks, and communities. Their safety is inseparable from the safety of the public they serve. Whether the threat is from a knife attacker on a train, a reckless driver on a busy street, or a commuter who berates a road‑crew member because they’re delayed: the risks are real, pervasive, and often underestimated. When they are endangered, the ripple effects are profound — impacting individuals, families, organisational culture, public trust. Protecting them is not just a moral imperative — it is essential for the functioning of our society.

In reflecting on these dangers, it is tempting to focus on the shocking violence of specific events. But the deeper lesson lies in recognising the courage, vulnerability, humanity of those who confront danger to protect others. It is a call for organisations, communities, and policy‑makers to act decisively — to ensure that staff are not left exposed, and to build systems that prioritise safety, preparedness and care. We can honour acts of heroism, but the true measure of leadership is creating a world where such heroism is rarely needed.