Crew Wellbeing Is Having Its Moment. Here’s How the Industry Makes It Last. 

Something has genuinely shifted in how the production industry thinks about crew wellbeing. 

It is written into broadcaster contracts. It shapes studio requirements. It anchors conversations at every major industry event. The people driving those conversations are not doing so out of obligation — they are doing so because the industry has collectively decided that the welfare of the people who make productions happen matters, and that it deserves to be treated with the same seriousness as every other operational priority. 

That is a meaningful shift. And it is worth pausing to recognise how far and how fast it has come. 

The question now is a constructive one: how does the industry build the systems that make that commitment as durable and as demonstrable as it deserves to be? 

Why this moment is different 

The energy around crew wellbeing has been building for some time, but several forces have converged to make it urgent in a new way. 

The pandemic fundamentally changed crew expectations. Extended periods away from family, isolated locations, and the psychological weight of keeping productions running under extraordinary pressure brought mental health to the centre of industry conversation in a way it had never been before. Crew began asking — rightly — for the same standard of psychological care that they had always expected for their physical safety. 

At the same time, research has continued to quantify what many in the industry already knew from experience. Studies across the screen sector consistently point to rates of anxiety, burnout, and stress-related illness significantly above national averages — driven by long hours, compressed schedules, job insecurity, and the particular intensity of set culture. The issue is not anecdotal. It is structural. 

Broadcasters and studios have responded. Duty of care frameworks have become more detailed. Wellbeing riders have appeared in contracts. Industry bodies have published guidance. The infrastructure of intent is genuinely impressive. 

The next stage is making sure the infrastructure of delivery matches it. 

From intention to infrastructure 

Every production that takes crew wellbeing seriously is doing something right. The policies exist. The conversations are happening. The culture is moving in the right direction. 

What the industry is now working through — together — is the natural next stage of that evolution: translating genuine commitment into consistent, visible practice. 

It is the same journey every compliance discipline has made. Health and safety did it. Risk management did it. Contractor oversight did it. Each of them moved, over time, from principled intent to documented process — not because the intent was ever in question, but because documentation is what makes intent sustainable, scalable, and provable. 

Wellbeing is on that same trajectory. And the industry is well placed to make the transition. 

What it looks like in practice 

Picture a crew member — a focus puller, say, six weeks into a demanding international shoot. Long days, a tight schedule, a long way from home. The production has a wellbeing policy. There is a welfare contact. There are resources available. 

But in the rhythm of a working day on set, do they know where to find them? Were they communicated clearly enough, and recently enough, to be front of mind when they are needed? And if that crew member did reach out, is there a record of it — one that the production can point to if a studio asks how wellbeing support was applied in practice? 

This is not a criticism of any production. It is simply the gap that the next stage of the industry’s wellbeing journey is designed to close. The commitment is there. The question is whether the systems are in place to make it consistently visible to the people it is designed to support. 

What studios and broadcasters are starting to ask for 

The conversations at studio and broadcaster level have evolved in a telling direction. 

The focus has moved beyond whether a wellbeing policy exists — that is increasingly taken as read — toward how that policy is experienced by crew throughout a production. How was it communicated? Was it accessible throughout the shoot, not just at induction? Is there a record of it being actively maintained as a living part of the production’s operations? 

These are thoughtful questions, and they reflect a genuine desire to understand whether wellbeing support is reaching the people it is designed for. 

For productions that have invested in their wellbeing culture, being able to answer those questions with clarity and confidence is an opportunity. It is the chance to show that the commitment is real, substantive, and built into how the production actually runs — not just how it was planned. 

The opportunity in making wellbeing visible 

There is something worth sitting with here. 

Productions that can demonstrate wellbeing practice with evidence — clear communication records, accessible policies, documented support throughout the shoot — are not just meeting a requirement. They are telling a story about who they are as a production company. 

That story resonates with crew. Talented, experienced crew have choices about where they work, and the productions known for genuinely looking after their people attract the best of them. It resonates with broadcasters and studios, for whom a supplier’s wellbeing track record is an increasingly meaningful signal of overall production quality. And it resonates with insurers, who are paying closer attention to welfare governance alongside physical risk. 

The infrastructure to tell that story clearly does not need to be complicated. It needs to be consistent. And it needs to be part of the same operational fabric as everything else a production manages. 

Wellbeing as a production standard, not a parallel track 

The most forward-thinking productions are approaching wellbeing not as a separate workstream, but as part of the same integrated system they use to manage safety, compliance, and contractor oversight. 

That integration matters for a straightforward reason: it is how wellbeing becomes a genuine constant rather than a pre-production priority that can fade under the pressures of a live shoot. 

When wellbeing policies live in the same platform as risk assessments and safety documentation — communicated through the same channels, logged in the same audit trail, visible to the same people — they stay present throughout the production. Crew can access them at any point. Production teams can update them as circumstances change. And the record of how they were applied builds itself in real time, without anyone having to reconstruct it later. 

This is the standard the industry is moving toward. SetConnect is built to help productions get there — providing the infrastructure to communicate, track, and document wellbeing obligations with the same rigour as every other production requirement. 

A moment worth building on 

The production industry’s commitment to crew wellbeing is one of the most positive stories of the last decade. The leadership is committed, the culture is changing, and the conversation has reached a maturity that would have been hard to imagine ten years ago. 

The next chapter is about making that commitment as visible and as evidenced as it is sincere — so that every crew member, on every production, knows that the support is there, knows how to reach it, and feels the benefit of an industry that has genuinely decided to look after its own. 

That is not a challenge. It is the natural completion of work the industry has already begun. 

A question worth asking 

If a studio called tomorrow and asked for a complete record of how your last production communicated and applied its wellbeing policy — how quickly and how completely could you respond? 

If the answer gives you pause, it might be time to look at the systems behind your commitment. 

SetConnect brings health, safety, and wellbeing oversight into one streamlined platform — for companies, crew, and contractors. If you would like to see how productions are using SetConnect to make their wellbeing practice as strong as their wellbeing intent, we would love to show you. 

Visit setconnect.com or get in touch with our team. 

How to Manage Risk on a Remote or International Location Shoot 

Every location shoot introduces variables that don’t exist on a studio set. The controlled environment of a studio — known infrastructure, fixed emergency procedures, permanent first aid facilities, predictable access — is replaced by something dynamic, unfamiliar, and often significantly more complex to manage safely. 

Remote and international location shoots amplify every one of those variables. Add distance from medical facilities, unfamiliar regulatory frameworks, language barriers, logistical complexity, and the communication challenges that come with operating far from your production’s home base — and you have an environment that requires a level of safety planning and risk management that goes well beyond what most productions apply to studio-based work. 

This post covers the key considerations for managing risk on remote and international location shoots — the planning, the documentation, the communication requirements, and the contingency thinking that separates productions that are genuinely prepared from those that are hoping for the best. 

Start the Risk Assessment Earlier Than You Think You Need To 

On a studio shoot, the environment is known. On a remote or international location, the risk assessment begins with a set of unknowns that need to be actively resolved — and that process takes time that productions frequently underestimate. 

The risk assessment for a remote or international location should begin as early as possible in pre-production — ideally from the moment locations are being scouted. The safety officer should be involved in location recces, not consulted after locations have been locked. The gap between what a location looks like on a scout and what it looks like on a shooting day — with a full crew, equipment, vehicles, and weather conditions that may have changed — is where risks that weren’t identified early enough tend to surface. 

Key questions to work through in the early risk assessment phase include: What are the specific hazards of this location — terrain, water, weather, infrastructure, wildlife? How far is the nearest medical facility and what level of care does it provide? What are the emergency service response times to this location? What communications infrastructure exists on location and what are the gaps? What are the local regulatory requirements that apply to this production’s activities? 

Understand the Regulatory Environment Before You Arrive 

One of the most significant risk management challenges of international production is the variation in health and safety regulatory frameworks across territories. The obligations that apply to your production in your home territory may not be the obligations that apply where you’re shooting — and in some cases the gap is significant. 

This doesn’t mean that international shoots operate in a regulatory vacuum. Most territories have their own workplace health and safety legislation that applies to production activities within their borders. Understanding what those requirements are — and ensuring your production meets them — is a fundamental obligation that falls on the production company. 

In practice, this means engaging local expertise early. A local safety officer or production services company with knowledge of the regulatory environment, established relationships with local emergency services, and familiarity with the specific hazards of the territory is not an optional extra on an international shoot — it’s essential risk management. The knowledge gap between a safety officer operating in a familiar environment and one operating in an unfamiliar territory is too significant to bridge through good intentions alone. 

Medical Planning Is Not Optional 

On a studio shoot, medical planning is relatively straightforward — established first aid provision, known proximity to hospitals, predictable access. On a remote or international location, medical planning requires significantly more thought and potentially significantly more resource. 

The starting point is an honest assessment of the medical risk profile of the location and the activities involved. A remote desert location with a full stunt team has a very different medical risk profile than a city-centre location with a small documentary crew. The medical planning needs to be proportionate to that profile. 

Key elements of location medical planning include: first aid provision that is appropriate to the location’s distance from medical facilities — which may mean a higher qualification level or more extensive first aid kit than a standard production would carry; clear documentation of the nearest medical facilities, including their capability level; an established medical evacuation plan for serious incidents; and, for remote locations, consideration of whether a medic or paramedic should be part of the crew. 

For international shoots, additional considerations include: travel health requirements for the territory, including vaccinations and prophylactic medications; health insurance that covers emergency medical treatment and evacuation; and an understanding of the local healthcare system, including which facilities are appropriate for which types of medical need. 

Communication Infrastructure Is a Safety Requirement 

On a location where mobile coverage is limited or absent, communication between the safety officer, department heads, and production leadership becomes a logistical challenge that needs to be planned for before it becomes an emergency. 

The communication plan for a remote location should identify the coverage limitations of the location, establish what alternative communication infrastructure is available or needs to be brought in — satellite phones, two-way radios, or other systems — and ensure that every department head has a way to communicate with the safety officer and production leadership regardless of mobile coverage. 

For international shoots, the communication plan also needs to address contact with the production’s home base, with local emergency services, and with the crew’s home-country emergency contacts where relevant. Time zone differences, language barriers, and the logistics of international communication in an emergency need to be worked through before they need to be navigated under pressure. 

Crew Wellbeing on Remote and International Shoots 

The physical and psychological demands of remote and international location shooting are significant — and the wellbeing risks that come with them are part of the risk assessment that every safety officer should be working through. 

Extended periods away from home, accommodation and food quality that may be significantly below what crew are used to, physical exertion in challenging environmental conditions, exposure to unfamiliar health risks, and the isolation that comes with working in a remote environment all contribute to a wellbeing risk profile that requires active management. 

Practical measures include: clear communication to crew about what to expect before they arrive on location — not after; adequate rest periods and turnaround times that account for the additional demands of the location; clear pathways for crew to raise wellbeing concerns; access to support resources where available; and a genuine commitment from production leadership to treating crew welfare as a non-negotiable rather than a secondary consideration. 

Documentation on Location 

The documentation requirements for a remote or international location shoot are the same as for any other production — but the logistical challenges of maintaining them are greater. The risk register that lives on a laptop at the production office is not accessible to a safety officer on location without reliable internet. The incident report form that requires someone to email it to the right person creates a gap when communications infrastructure is limited. 

The documentation system for a remote or international location needs to be designed for the actual conditions of the location — accessible offline where necessary, functional on mobile devices, and structured to capture the information that matters without requiring connectivity that may not exist. 

For productions that operate across multiple territories, the additional consideration of local regulatory documentation requirements — permits, location agreements, territory-specific compliance documentation — needs to be factored into the pre-production planning and managed through a system that can accommodate the complexity. 

The Pre-Departure Checklist 

Before any crew departs for a remote or international location, the following should be in place: 

• Location-specific risk assessment completed and communicated 

• Medical plan established including nearest facilities and evacuation procedure 

• Communication plan confirmed including alternative infrastructure where needed 

• Local regulatory requirements identified and met 

• Local expertise engaged where required 

• Crew briefed on location-specific hazards, emergency procedures, and wellbeing resources 

• All documentation accessible to relevant crew on location 

• Emergency contacts — local and home-base — confirmed and distributed 

• Travel health requirements met 

The Core Principle 

Remote and international location shoots are inherently more complex to manage safely than controlled environments. That complexity doesn’t reduce the duty of care obligation — it increases the importance of meeting it thoroughly. The productions that manage remote and international shoots well are not the ones that adapt when things go wrong. They’re the ones that planned well enough that most things don’t. 

SetConnect is built to support location safety management — with mobile-accessible risk registers, incident reporting, and documentation that works wherever your production takes you.