Industrial Insights
Industrial Insights
- Details
- Sania Aziz
- Industrial Insights
- Date: 15th April 2026
- Year: 2026
Tadweer Group has recorded more than 200 consecutive days without a lost time injury across all its operations in Abu Dhabi.
The impressive safety record covers over 13 million man-hours worked by around 8,500 people, including the company’s own staff, subsidiary teams and external service providers.
Activities stretch across Abu Dhabi, Al Dhafra and Al Ain, making the achievement particularly noteworthy in a large, dispersed waste and environmental services network.
This milestone reflects the effectiveness of the group’s ongoing safety strategy, led by its TadweerSafe 3.0 programme.
The initiative has introduced digital tools that strengthen hazard detection and allow instant reporting of concerns, enabling faster and more consistent action across every site.
A behaviour-based safety scheme has further supported the effort by building stronger awareness and encouraging safe practices at all levels of the workforce.
The foundation of these measures lies in Tadweer Group’s ten Life Saving Rules, which focus on the most critical risks and are included in mandatory training for every employee and contractor during onboarding and refresher sessions.
Hussain Al Hammadi, Chief Executive Officer of Tadweer Environmental Services and Solutions and Executive Director of Crisis Management at Tadweer Group, said: “This milestone is the result of every team member treating safety as a shared priority in their daily work. The systems and standards we have developed provide a solid platform, and safety has truly become our standard way of operating. We stay committed to our goal of an injury-free workplace.”
The company’s health, safety and environment management system is certified to ISO 45001 and ISO 14001 standards, and complies with the Abu Dhabi Occupational Safety and Health System Framework.This sustained performance highlights a proactive, well-structured approach to protecting people in a demanding industry.
- Details
- Sania Aziz
- Industrial Insights
- Date: 14th April 2026
- Year: 2026
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Brady EMEA
- Details
- shivani dhruv
- Industrial
- Topic: Industrial
- Region: Middle East
- Date: 13th April 2026
- Year: 2026
In the rapidly evolving telecommunications sector, where infrastructure, technology, and people are deeply interconnected, a strong health and safety (H&S) culture is essential. Vodafone Qatar places significant emphasis on building a resilient, proactive approach to safety, positioning it as a key driver of operational excellence and employee well-being.
Across its corporate offices and retail outlets, Vodafone Qatar has developed a structured H&S framework that extends beyond basic compliance. The company fosters a culture where safety is embedded into everyday operations and business practices. Its leadership actively drives safety initiatives, supported by strict risk management systems and ongoing employee training and wellbeing programmes, positioning the organisation as a benchmark for occupational safety in the industry.
Vodafone Qatar continues to advance its health and safety agenda through focused programmes centred on regulatory compliance, risk management, employee and contractor engagement, and overall health and wellbeing. Its structured approach ensures a safe working environment for employees, contractors, and visitors alike.
The company regularly conducts Hazard Identification and Risk Assessments (HIRA) to proactively address potential risks, alongside internal safety audits to ensure continuous compliance with established protocols.
Vodafone Qatar adheres to both international and local regulations, as well as Vodafone Group’s global safety standards.
Employees and partners are guided by Vodafone’s internal '8 Absolute Safety Rules,' which cover critical areas such as safe driving, electrical safety, working near underground and overhead utilities, working at heights, and handling hazardous substances, ensuring a strict, zero-compromise approach to safety.
Vodafone Qatar has also recently recieved the International Organisation for Standardisation (ISO 45001:2018) Occupational Health and Safety Management Certification. This recognition reflects its strong performance in leadership, planning, operational control, and continuous improvement, supported by a deeply rooted safety culture.
Employee involvement remains central to the company’s safety strategy. Vodafone Qatar promotes active participation through learning and development initiatives and ongoing cultural engagement. A comprehensive training programme includes mandatory 'Doing What’s Right' (DWR) sessions, onboarding inductions, and emergency preparedness training such as fire marshal duties, basic life support, and first aid. The company conducted 18 health and safety activities involving around 1,000 employees.
Wellbeing is also a key focus area, with initiatives addressing both mental and physical health. Regular health seminars cover topics such as stress management and nutrition, while CSR initiatives include flu vaccination drives and blood donation campaigns. Internal sports activities such as padel, football, and cricket further encourage physical fitness.
Vodafone Qatar also integrates digital safety technologies for real-time monitoring and reporting, alongside ongoing workplace assessments to reduce risks and prevent long-term injuries, reinforcing its commitment to a safe and healthy work environment.
Read more: www.vodafone.qa
- Details
- Sania Aziz
- Industrial Insights
- Year: 2026
Doka has completed a major formwork supply package for the Azizi Venice development in Dubai South, with safety performance playing a central role in the project’s delivery.
The large-scale waterfront scheme, located near Al Maktoum International Airport, involves multiple mid-rise towers and complex structural requirements. To manage the pace and scale of construction, Doka worked closely with Azizi Developments and Gardinia Building Contracting to implement systems designed to enhance both efficiency and site safety.
A key component of the solution was the use of Doka’s Xclimb 60 automatic climbing formwork, deployed across several core structures. The system enabled vertical progress without reliance on tower cranes, reducing congestion and potential safety risks associated with lifting operations. Crucially, it provided fully enclosed working platforms, offering continuous protection for crews operating at height.
This enclosed setup helped minimise exposure to hazards, while hydraulic climbing mechanisms allowed for controlled and stable repositioning of the formwork between casting stages. By separating vertical and horizontal workflows, the system also reduced pressure on site coordination, contributing to safer and more predictable construction cycles.
For horizontal structures, Doka introduced a combination of adaptable slab formwork systems engineered for both durability and safe handling. Lightweight aluminium components reduced manual strain during assembly and dismantling, supporting safer working conditions for site teams. The flexibility of these systems also enabled crews to respond to varying building layouts without compromising safety standards.
Beyond equipment, Doka placed emphasis on operational safety through structured delivery and training. A phased, just-in-time logistics approach was implemented to prevent overcrowding on site, reducing risks linked to material handling and storage. In parallel, dedicated formwork instructors provided hands-on guidance and ongoing technical support, ensuring that teams were trained in correct installation and safe usage practices.
Continuous engineering oversight further strengthened safety outcomes, allowing rapid adjustments to design or execution where required, and helping to mitigate potential risks before they escalated.
The Azizi Venice project highlights how integrating advanced formwork technology with proactive planning and workforce training can significantly improve safety performance on complex construction sites.
With structural works progressing steadily, the development is set to deliver a substantial number of residential units, while demonstrating the importance of embedding safety at every stage of large-scale urban construction.
- Details
- Sania Aziz
- Industrial Insights
- Year: 2026
The Civil Service Bureau has introduced updated working arrangements for all government departments across Bahrain, capping the number of employees required to attend offices in person at half the total workforce.
The new directive came into force on Sunday, 5 April 2026, and will continue until further notice.
Public sector entities now have the responsibility to determine which roles must be performed on site, taking into account operational needs and the delivery of essential services.
Positions involving critical field work, frontline duties, or tasks that cannot be completed remotely will still require full physical presence.
Departments have been asked to coordinate carefully when setting attendance levels to ensure smooth continuation of public services.
Alongside the attendance limits, the Bureau has reinforced the importance of emergency preparedness in all government workplaces.
Entities must strictly comply with established safety guidelines covering alarm systems, evacuation procedures, and other precautionary measures, in coordination with the General Directorate of Civil Defence.
Each ministry and authority is required to establish a dedicated team responsible for emergency coordination, deliver regular training and awareness programmes for staff, and submit weekly compliance reports to monitor progress and readiness.
This adjustment aims to maintain effective public service delivery while prioritising the health and safety of employees.
It follows previous flexible working approaches and reflects a continued focus on creating safer working environments across the public sector.
The policy is seen as a measured response that supports both operational continuity and employee wellbeing in the current context.
- Details
- Sania Aziz
- Industrial Insights
- Year: 2026
In the high stakes world of industrial operations, the "post-mortem" has long been our most reliable teacher. We have become experts at forensic analysis, mapping out exactly how we failed.
Despite this forensic prowess, global workplace fatality rates have plateaued. We are getting better at explaining accidents, but not at preventing them.
Thus, we need to shift our focus from investigating the past to managing the present in real-time. We are moving into the era of the "pre-mortem." Through this, we can use AI to imagine a future failure so we can dismantle the causes today.
But achieving this shift requires more than just purchasing the latest technology.
It demands a clear-eyed understanding that AI is not a magic wand. Its performance depends entirely on two things: the quality of its fuel and the wisdom of its operator. The real drivers of AI in HSE are contextual data and human experience.
Current realities
Right now, most safety programmes rely on periodic audits, morning inspections, or static risk assessments. We assume our controls are working because they were checked last Tuesday.
But the reality on the ground is fluid. A physical guard might be removed ten minutes after an inspection; a sensor might drift; a crew might be exhausted by mid-afternoon.
This lag time between a control failing and us finding out about it is the "grey zone" where incidents are born. Currently, our risk management is often a document sitting in a drawer while the environment it describes changes every hour. We are essentially managing safety in the rearview mirror, waiting for a deviation to become a disaster before we react.
Why data is the driver
AI is a high-performance engine, and engines need fuel. That fuel is contextual data.
Generic industry statistics won't help you catch a "weak signal" in your specific plant. To be effective, AI needs the messy, internal details of how your site runs, how your machinery behaves in your local humidity, and the specific language your teams use in their reports. However, we must be realistic: building this data foundation is a marathon, not a sprint. The challenges of cleaning fragmented records and accurately labeling historical data are significant. It requires a long-term commitment to digital systems that collect and collate information consistently before the AI can even begin to "learn."
Non-negotiable human homework
Furthermore, you cannot deploy AI to monitor controls if you haven't done the human homework first. A comprehensive Risk Assessment (RA), driven by the collective intelligence of people who have "been there and done that," is the mandatory starting point. Humans must define the controls and classify them. This is the only way to tell the AI what "good" actually looks like. This human wisdom is not a step we can skip. It is the bedrock upon which any effective AI system must be built.
Unlike a human inspector who assesses a control at a single point in time, an AI system continuously evaluates four critical dimensions of control health.
Presence: Is the shield actually there and active right now?
A control that is approved on paper is useless if it is not physically in place. AI evaluates presence by aggregating data from multiple sources. For example, a machine guard fitted with a limit switch sends a continuous signal to the AI platform; if the guard is removed, the signal stops, and the AI instantly flags a failure. Cameras equipped with computer vision can visually verify that required equipment is in place, such as confirming a ventilation fan is positioned at a confined space entry before a permit is finalised. In a refinery, a pressure relief valve is monitored not just by its own signal, but by confirming its isolation valves are in the correct open position, ensuring the relief path is always available.
Suitability: Is this still the right control given today's specific variables?
A control might be present, but that doesn't mean it is the right tool for the job at this moment. AI evaluates suitability by pulling in contextual data from weather APIs, maintenance schedules, and production plans. Consider a planned hot work activity requiring a fire watch. The AI checks the weather forecast and sees wind speeds are predicted to gust above the limit specified in the company's procedure. It determines that the standard "fire watch with one extinguisher" control is no longer suitable and automatically recommends upgrading the control or postponing the work.
Effectiveness: Is it performing to its design specification at this very second?
A control can be present and suitable, but is it actually working? AI compares live output against engineered design parameters. For example, a local exhaust ventilation system for welding fumes was designed to maintain a specific airflow velocity. The AI, connected to a pressure sensor in the ducting, notices the airflow has dropped below the design spec. It hasn't failed entirely, but it is no longer performing effectively. The AI alerts the maintenance team to a partial blockage or fan degradation, allowing them to restore full protection before worker exposure increases.
Reliability: Based on historical patterns and current degradation, when is this control likely to fail?
This is the most predictive dimension. AI uses machine learning to analyse historical maintenance records and real-time sensor data, mapping the current state of equipment onto a predictive degradation curve. For a critical crane, the AI might learn that load cells in the overload system begin to drift hundreds of hours before they fail completely. When it detects minor drift in the live data, it cross-references the historical model and issues an alert: "Overload protection system showing early signs of degradation. Recommend inspection within 14 days to prevent unplanned failure."
The real power lies in AI's ability to act as a scenario generator. Humans are naturally limited in how many variables we can correlate at once. We might see a vibrating pump, a delayed maintenance schedule, and a tired crew as three separate, manageable issues. AI, however, doesn't see them in isolation.
Consider this scenario: In a chemical processing plant, an operator notes a slight, 2% variance in a reactor's temperature. It is well within limits, so it is logged and forgotten. Meanwhile, the maintenance system flags a pump's vibration is up 5%, and the shift roster shows the relief operator called in sick, meaning the current crew is working its fourth double-shift in a week.
This may be a non-issue for humans, but the AI synthesises these weak signals. Its scenario generation models a "path to failure." Fatigued operators are slower to notice the creeping temperature variance, which is being exacerbated by the degrading pump. It issues an alert: "High probability of temperature excursion in Unit 3 within the next 4 hours. Recommended action: Re-assign operator for break and inspect pump."
Guarding the human element
Despite this potential, we must design these systems carefully. I am not a fan of the "point-and-click" safety approach where you take a photo and an app finds the hazard. Safety isn't just about spotting a trip hazard; it's about the thought process behind it. When we offload hazard identification entirely to an app, we stop thinking. We stop engaging our brains.
This is precisely why a good safety programme needs to start with the human-led Risk Assessment as the basis. We are not using AI to find a box left in an aisle. We are using it to monitor the complex interplay of controls designed by humans. This focus on control integrity rather than personal compliance is the key to avoiding the "Big Brother" trap.
When the system is designed to ask, "Is the guard in place?" rather than "Is Steve wearing his gloves?", it shifts the culture. The workforce sees the AI as a silent guardian of their equipment's health and their own safety and not a warden watching their every move.
This article was penned by JC Sekar, co-founder and CEO of AcuiZen Technologies, a Singapore-based company specialising in the digital transformation of operational workflows to enhance risk management, safety, operational efficiency and sustainability. HSE Review has edited the article for brevity.
- Details
- Sania Aziz
- Industrial Insights
- Year: 2026
ADNOC Logistics & Services has highlighted strong safety performance alongside operational resilience, as shareholders approved key resolutions at its annual general meeting, including a final dividend payout.
While the company reported robust financial results, its focus on health, safety and environment (HSE) performance stood out as a central pillar of its operations. ADNOC L&S confirmed that recent regional developments have not disrupted its global activities, with all divisions continuing to operate safely and efficiently.
The company noted that it remains in close coordination with authorities and stakeholders to safeguard personnel and ensure uninterrupted operations. This approach is supported by established contingency planning and business continuity frameworks designed to mitigate risk across its logistics network.
A key indicator of its safety progress is the significant improvement in its total recordable incident rate (TRIR), which declined to 0.09 per million manhours worked by the end of 2025. This represents a 50% year-on-year improvement, achieved despite a substantial rise in overall workforce activity. The performance places ADNOC L&S among the leading companies in its sector for safety standards.
Leadership emphasised that maintaining a strong safety culture is integral to operational excellence. The company continues to embed HSE practices across all activities, supported by training, monitoring and the adoption of advanced technologies.
Digital innovation is playing an increasing role in enhancing safety outcomes. ADNOC L&S has integrated artificial intelligence and data-driven systems into its operations, enabling faster decision-making and improved risk management. Its Smart Port Solution, for example, has streamlined vessel handling processes while reducing operational exposure, contributing to safer and more efficient port activities.
In parallel, the company is investing in modern, energy-efficient vessels, including LNG and ethane carriers, which are designed to meet higher safety and environmental standards. These assets support both operational reliability and the company’s longer-term decarbonisation goals.
Beyond safety, ADNOC L&S delivered strong financial growth in 2025, supported by market demand and strategic expansion. However, the company reiterated that safe and reliable operations remain the foundation of its performance and future growth.
Looking ahead, ADNOC L&S confirmed it will continue prioritising workforce safety, operational integrity and risk management as it expands its global footprint, ensuring that safety remains embedded at every stage of its logistics value chain.
- Details
- Sania Aziz
- Industrial Insights
- Year: 2026
Orange Jordan has strengthened its commitment to workplace safety through a large-scale occupational health and safety (OHS) training initiative, bringing together employees from across the country for both practical and classroom-based learning.
The programme, led by the company’s Health, Safety and Environment unit within the human resources function, engaged around 180 participants, including engineers, technicians, supervisors and support staff. Designed to enhance on-the-ground safety awareness, the sessions combined theoretical instruction with hands-on exercises to reinforce best practice.
Key focus areas included working at height, road safety awareness, fire protection systems and structured approaches to identifying and managing workplace risks. Participants were also trained in hazard control strategies, enabling them to apply preventative measures in daily operations.
Orange Jordan stated that the initiative forms part of a broader strategy to embed health and safety into its organisational culture. The company continues to prioritise employee wellbeing by aligning its practices with recognised international standards and regulatory frameworks.
The training programme also reflects compliance with national labour requirements in Jordan, while supporting the company’s long-term objective of maintaining a safe and sustainable working environment.
In addition to training efforts, Orange Jordan has reinforced its safety credentials by renewing its ISO 45001:2018 certification for occupational health and safety management systems for the third consecutive year in 2025. The certification highlights the company’s consistent approach to risk management, incident prevention and continuous improvement since first achieving the standard in 2019.
By combining structured training with recognised certification frameworks, the company aims to enhance workforce competence, reduce operational risks and ensure that safety remains a core component of its business operations.
- Details
- Sania Aziz
- Industrial Insights
- Year: 2026
Bapco Energies has confirmed that a fire broke out at one of its storage facilities on 5 April following what authorities described as a hostile drone incident.
The blaze, which affected a storage tank, has since been extinguished, with the site now reported to be stable and secure.
According to the Bahrain News Agency, no injuries were recorded.
Assessment teams have been deployed to evaluate the extent of the damage, while operations remain under close monitoring.
Emergency crews responded rapidly to the situation, coordinating efforts with Civil Defence and other relevant authorities to contain the fire and prevent further escalation.
The company reiterated that protecting personnel and ensuring operational safety remain its foremost priorities.
In a separate development, Gulf Petrochemical Industries Company reported that several of its operational units were impacted by drone activity in the early hours of the same day.
The incident led to multiple fires within affected areas of the facility.
All fires at the GPIC site have now been brought under control, with no casualties reported.
Response teams acted swiftly to manage the situation, working alongside emergency services and government bodies to secure the site and mitigate risks.
Damage assessments are ongoing at both locations to determine the full operational impact.
Authorities have not yet disclosed further details regarding the scale of disruption or timelines for recovery.
The incidents highlight the vulnerability of critical energy infrastructure to external threats, as operators across the region continue to reinforce emergency preparedness and response capabilities.
- Details
- Sania Aziz
- Industrial Insights
- Date: 3rd April 2026
- Year: 2026
Kuwait Petroleum Corporation has confirmed that its Mina al-Ahmadi refinery was struck by drones early on Friday, triggering fires in operational units, according to Kuwait News Agency.
The company said emergency protocols were immediately activated, with firefighting and response teams deployed to contain the blaze and prevent escalation across the facility.
No injuries were reported, and authorities confirmed that personnel safety measures were swiftly implemented following the incident.
Kuwait Petroleum Corporation added that precautionary actions were taken to secure the site and minimise potential risks, while efforts continue to ensure the stability of operations at the refinery.
- Details
- Sania Aziz
- Industrial Insights
- Date: 2nd April 2026
- Year: 2026
Dubai Municipality has confirmed it successfully mitigated the impact of the recent “Azm” low-pressure weather system through a coordinated emergency response, ensuring public safety and maintaining essential services across the emirate.
Authorities activated an integrated operational framework as adverse weather conditions developed, deploying approximately 3,500 personnel, including engineers, supervisors, field teams and specialised rescue units. The response was supported by a fleet of more than 1,200 vehicles and machines, ranging from water tankers and pumps to cranes and heavy-duty equipment, enabling swift intervention across affected areas.
During the event, the municipality handled over 15,000 calls and thousands of digital interactions via its smart systems, while resolving more than 4,000 field reports. These included incidents such as water pooling, blocked drainage systems, fallen trees and road clean-up operations, reflecting the scale and complexity of the response effort.
Dubai’s drainage infrastructure played a central role in managing the situation, handling more than 12 million cubic metres of rainwater. Pumping stations accounted for the majority of the volume, supported by deep drainage tunnels and mobile tanker operations. The emirate’s network, comprising tens of thousands of drainage points and an extensive pipeline system, enabled the efficient removal of the vast majority of stormwater.
Officials said the response followed a structured, phased approach. Initial preparations focused on readiness, including equipment deployment and system checks. This was followed by the activation of emergency protocols to address immediate challenges and ensure continuity of municipal services. A final recovery phase facilitated the return to normal conditions across the city.
Eng. Adel Mohammed Al Marzouqi, CEO of the Waste and Sewerage Agency, said, “Dubai’s response to the recent weather conditions demonstrates the strength of an integrated operational model built on preparedness, coordination, and advanced infrastructure. Our priority remains the safety, wellbeing, and quality of life of the community, supported by proactive planning and rapid response capabilities that enable us to manage challenges efficiently under all conditions.”
He added, “We remain committed to continuously advancing stormwater and wastewater infrastructure to ensure it meets the highest standards of resilience, sustainability, and future readiness.”
Public facilities, including beaches and parks, were managed under strict safety protocols, with temporary closures implemented where necessary. Around 1,000 personnel were deployed to oversee these areas, supported by advanced technologies such as drones, marine rescue systems and automated monitoring tools.
Recovery efforts were completed swiftly, with beaches reopening within six hours and parks within 24 hours. Clean-up operations included clearing debris, removing fallen trees and draining residual water to restore safe conditions.
The municipality said uninterrupted wastewater and drainage operations were maintained throughout, ensuring road safety and minimising disruption despite the challenging weather conditions.
- Details
- Sania Aziz
- Industrial Insights
- Date: 1st April 2026
- Year: 2026
The Public Authority for Roads in Saudi Arabia is intensifying efforts to raise occupational health and safety standards across major infrastructure projects as the Kingdom prepares for an ambitious 2026 programme of works.
According to SaudiAuto.com, Engineer Badr bin Abdullah Al-Dalami, CEO of the Public Authority for Roads, led discussions that focussed on practical steps to strengthen workplace safety protocols at construction sites.
The gathering emphasised the transition to a new generation of performance contracts, which place greater emphasis on operational efficiency, risk reduction, and compliance with modern health and safety requirements.
These changes form part of a broader drive to ensure that road development keeps pace with Saudi Vision 2030 objectives, delivering safer infrastructure while protecting the workforce.
A key outcome of the authority’s recent initiatives is the strategic memorandum of understanding signed in November 2025 with the National Council for Occupational Safety and Health.
This partnership establishes a formal framework for joint cooperation, including awareness campaigns, training programmes, and the adoption of international best practices tailored to local conditions.
By aligning regulatory oversight with contractor delivery, the agreement aims to create a culture of proactive safety management rather than reactive compliance.
Industry observers note that the road sector remains one of the most labour-intensive areas of Saudi Arabia’s infrastructure expansion.
With thousands of workers involved in projects spanning remote regions, the potential for incidents is significant unless robust controls are in place.
The authority’s approach recognises that investing in safety is not only an ethical obligation but also a strategic necessity that can reduce project delays, lower insurance costs, and enhance contractor performance ratings.
Contractors attending the meeting welcomed the clarity provided by the revised contracts, which outline clearer mechanisms for monitoring safety indicators and reporting near-miss incidents.
The updated agreements also encourage the localisation of expertise, ensuring that Saudi nationals benefit from advanced training in hazard identification, emergency response, and sustainable construction methods.
Looking ahead, these measures are expected to contribute to measurable improvements in occupational health outcomes across the sector.
By embedding safety requirements into contractual obligations from the outset, the Public Authority for Roads is signalling a shift towards zero-harm ambitions that mirror global leaders in infrastructure delivery.
The initiatives also support wider national goals of reducing road-related risks, both for workers and the travelling public.
As the Kingdom continues its massive transport modernisation drive, sustained collaboration between government bodies, private contractors, and safety regulators will be essential to maintaining momentum.