Red Sea International Airport (RSI), operated by daa International, has signed a multi-year collaboration agreement with Honeywell to strengthen safety and security at the Kingdom’s next-generation airport.
Under the agreement, Honeywell will supply advanced building automation systems covering safety, security, and building management. These technologies are designed to enhance resilience across the terminal, safeguard passengers and staff, and ensure smooth operations as RSI prepares to welcome more than one million visitors by 2030. The collaboration will also create nearly 50 new jobs, with a strong focus on developing local talent.
Andrew Tyler-Smith, chief executive officer of Red Sea International Airport, said, “Red Sea International Airport is designed as more than just a gateway - it’s an extension of the hospitality and innovation that defines The Red Sea destination. Our collaboration with Honeywell reflects that vision, as we integrate global expertise with daa International’s operational leadership to ensure our guests and airline partners experience a seamless, secure, and technologically advanced journey.”
Nabil Cheqroun, vice president and general manager, Honeywell Building Automation in the Middle East, Turkey and Africa (META), commented, “This agreement underscores Honeywell’s commitment to accelerating Saudi Arabia’s digital infrastructure transformation. By bringing our integrated, smart and secure systems to Red Sea International Airport, daa International will have the tools it needs to help deliver its mission of providing travellers and operators with world-class aviation facility.”
With Honeywell as a key technology partner, RSI is reinforcing its commitment to creating a safe, secure, and efficient airport environment that sets a new benchmark for aviation in the Kingdom.
At HSE KSA, held in Riyadh from 9-10 September, a panel session explored issues surrounding subcontractor safety, competency and innovation
Key takeaways included the importance of a robust procurement process, the role of technology solutions, such as computer vision AI for HSE compliance, and the need for consistent training and competency assessment.
Syed Mazhar, director HSSE, Al Bawani, moderated the discussion, highlighting the importance of the subcontractors’ management system, and was joined by panelists from leading companies, including Mace, Ayar International Contracting Co (AICC), Disrupt Labs, and Rua Al Madinah Holding.
The panel emphasised the role of joint audits, engagement and leadership, among other measures, in order to improve overall safety culture.
The discussions also touched on the balance between project costs and safety, and the importance of self-driven HSE standards, while metrics such as Lost Time Injury (LTI) rates and safety statistics were highlighted for evaluating subcontractors.
Ideas collaboration
Technology featured prominently throughout the discussions. While the panel emphasised that technology alone cannot build a safety culture, it can provide accountability and real-time visibility.
True cultural change starts from leadership and top-down integration of HSE into business priorities was one of the overarching messages. Initiatives like digital dashboards, proactive monitoring, leadership engagement in safety discussions, and incentives for subcontractor performance were highlighted.
Benchmarking subcontractors through digital systems, consistent supply chain management, and setting internal standards — not just relying on client requirements — were also flagged. The need for uniform HSE practices across projects and locations was also raised, advocating for self-driven safety leadership rather than client-dependent compliance.
Procurement essentials
At the beginning of the panel session, Aisling Padden, head of HSW, Mace, and based in Riyadh, underlined the importance of embedding health and safety right from the very start of the procurement process. “From a consultant’s point of view, the procurement process is the starting point for us. It’s our first opportunity to get it right— so making sure health, safety and wellbeing gets on the assessment criteria, and that it's not just ‘lip service’ — but how are you actually going to deliver this?”
With such complex and costly projects now being underway right across the kingdom, Padden said that asking the right questions of contractors right from the start is an essential requirement. “Another thing we do, when we get to the shortlist stage with our preferred bidders, is getting out there, and actually seeing what they do elsewhere — so, show me how you're doing this somewhere else. So you can walk around a project, and see if something has been staged for the occasion, or if it looks like it's actually embedded into their culture and their system.”
Industry training
Yassir Alsharif, head of HSSE, Rua Al Madinah Holding, also emphasised the importance of focusing on subcontractors and their practices, since they are the ones that perform the actual work and often present the highest risks.
He also highlighted issues like fake certifications and unqualified workers, which are common among short-term subcontractors, underlining the need for robust HSE procedures.
Ultimately, the goal is to ensure workers and supervisors understand the risks, and that any gaps should be addressed through targeted, on-the-job training programmes.
“So this is the kind of thing that we have got to focus on, to look at the risk, see what are the main risk-associated activities, and have a specific training programme for these workers.”
The role of technology
Alsharif outlined how the adoption of technology has aided health and safety efforts across the procurement process.
“Using manual processing for monitoring in HSE compliance, less than 1% of risks are being identified, which means it’s an iceberg problem. If we are seeing 20 incidents happening, it means 200,000 near-miss risks are there.”
This is where smart technology can play role, according to Alsharif. “For example, we are providing computer vision solutions, like smart cameras, to aid HSE compliance. If you have the right infrastructure on construction sites, this can help to identify PPE compliance, unsafe behaviours or process violations, for example.”
Alsharif cited the findings of various industry reports showing how the use of similar technology had already yielded a positive impact in terms of the reduction in incidents and lost time on site. Major companies like Saudi
Aramco have now issued an official memo to oil and gas firms to deploy AI in HSE on their rigs, he noted, suggesting that the trend is long-term and advancing steadily.
Perpetual learning
Rounding up proceedings, panel chair Mazhar outlined how important it was for HSE to be self-driven, within the entity itself, rather than purely client-driven. “The commitment should come from the main contractor, from the sub-contractor management or leadership, rather than relying only on a client.”
It was a sentiment agreed on by Eyad Sallam, corporate QHSE director, AICC. “We have our own stringent standards as a main contractor. So, each main contractor or even subcontractor, if they have good competency, they should have their own HSE management system, not be driven by client or consultant.”
There is always scope to improve and learn from others, however. “Some multinational clients who we deal with, a lot of them may have better systems than us, so we are happy to comply with their systems in these instances.”
Practical steps
• Implement a digital platform to track subcontractor safety performance metrics and automate alerts for proactive monitoring. • Establish a joint audit programme involving the PMC, main contractor, and subcontractors to identify and address safety gaps. • Develop a subcontractor safety scorecard with incentives and penalties to drive continuous improvement. • Conduct weekly safety workshops with senior leadership from the client, consultant, and contractors to drive safety culture.
This year’s Fall Prevention Awareness Week demonstrated how far the UK has come in tackling deaths and severe injuries caused by falls.
Most hearteningly, it showed that organisations and the wider public are beginning to change from the belief that falls are just an inevitable part of ageing, but rather a serious – and often deadly – health risk.
However, as the Falls Prevention Awareness Week theme ‘From Awareness To Action’ illustrates, it is practical evidence-based interventions that are most needed to tackle the rising crisis in deaths from falls, which have increased by 90 per cent over 10 years. Accidental falls also account for over 400,000 A&E admissions, putting immense pressure on the NHS and costing over £4 billion every year.
Practical evidence-based interventions are exactly what RoSPA provides through our Fall Fighter campaign and online Falls Prevention hub. Designed in collaboration with housing providers and healthcare experts, these free resources enable individuals at particular risk, and the professionals or family and friends who may be caring for them, to reduce the likelihood of a serious fall at home.
Crucially, while the resources contain plenty of advice on eliminating trip hazards in the home, Fall Fighter focuses on the person themselves, as opposed to just the environment around them. For example, physical deconditioning caused by a sedentary lifestyle – exacerbated by periods of inactivity as seen during the COVID lockdown – is a major risk factor for falls. The Falls Management Exercise (FaME) 24-week programme showed 20-30 per cent of older adult falls could be prevented by improving strength and balance, and our resources contain advice for simple exercises to improve strength and balance.
Workplace falls
However, while falls account for four out of five hospital admissions for people over 65, and over 50 per cent of falls happen at home, there are valuable lessons for other groups in other places too. Falls from height are the biggest single cause of deaths in the workplace, so the concept of putting people at the centre of falls prevention has particular importance for occupational safety and health (OSH) strategies, especially as an ageing workforce brings increased levels of risk. Nor are those risks just to do with physical strength or frailty – mental health issues caused by workplace stress or the side-effects of prescription medication can also make a severe fall more likely.
This means that preventing falls in the workplace must move beyond simply asking ‘What shoes are people wearing?’ to asking ‘What are all the different risks for each individual worker?’. This necessary holistic perspective on risk must come from good staff engagement to understand all the many issues – personal, social and clinical as well as environmental – at play. In other words, managing fall risks effectively in the workplace means listening to what staff say as well as what can be seen or what data shows. Just as no good safety manager would ignore the risk of falls posed by a cluttered floor, they cannot afford to ignore equally dangerous issues that cannot always be seen.
This article was written by RoSPA OSH & Falls Manager Jules Robinson
At HSE KSA, taking place from 9-10 September in Riyadh, a panel discussion took place on safety leadership and high reliability organisations, emphasising the importance of leadership accountability in HSE.
Introducing the session and the main themes, moderator Muhammad Jawad Ali, director and board member of The Disrupt Labs commented, “Real leadership means real outcomes in HSE. So today, we'll go beyond the compliance checklists and talk about how leadership accountability can transform safety from a policy to live cultures from the board room to the site."
Accountability in practice
Simon Watson, chief HSSE officer, ACWA Power addressed the question of what accountability in HSE leadership means in practice, embedding accountability from the boardroom to the work site. He highlighted the importance of clarity in roles and responsibilities, from the board and CEO all the way through to the front line workforce, describing how ACWA Power had focused on the 10 most important safety tasks for each role, with KPIs created to measure performance. This approach is also adopted with its contractors and EPCs, with health and safety milestones and deliverables tied back to monthly milestone payments. These focus on the 10 most critical factors that are causing the most issues reputationally and from a safety outcome standpoint, including critical risk management performance and welfare and accommodation standards, with payments withheld for non-compliance.
Watson also suggested measures to ensure fairness and consistency in accountability conversations throughout the organisation.
Through its ‘Year of Accountability’, starting in 2025, the company had reset the bar, clarifying the company’s priorities and how they should be cascaded throughout its supply chain, he added.
Top-down versus bottom-up
Larry Wilson, CEO SafeStart highlighted the challenges of focusing solely on a top-down approach and relying on first-line supervisors to communicate safety messages effectively.
“If you’re going to have a positive and proactive safety culture it has to have some support from the bottom up,” he said, noting that first line supervisors may be stressed, overworked and may not necessarily have the right skill sets or communication skills.
Cultural differences in the Middle East were addressed, when it was pointed out that leadership tours can influence safety culture positively, and can become learning opportunities. Robert Munn, senior VP HSE, Sports Boulevard Foundation shared examples of leadership tours being reframed as engagement opportunities to build trust and accountability, for example when a leader follows up on a problem reported to them.
Discussing the blame culture and culture of fear still prevalent in the Middle East, he said, “Yes, we need to hold people accountable, but we don’t need to blame people. There’s a difference.” Building trust and creating a no-blame environment where people feel free to discuss issues openly takes time and does not happen overnight, he added.
Prioritising safety risks
Elaborating further on the question of which safety risks to prioritise and how leaders can ensure systematic issues don’t get overlooked, Watson highlighted ACWA Power’s focus on critical risk management and measuring the presence of its critical controls.
“Risk assessment doesn’t stop a fatality, it’s the process, the things you check that do. We’re crystal clear on what’s important to us – preservation of life and assets.”
This focus is embedded throughout the organisation and its contractors in terms of accountability and performance measurement, he said.
Discussing the role leadership plays in proactively identifying and mitigating risks before they escalate into serious incidents, Munn said this starts from the top and cascades all the way down. Echoing Watson’s message on priorities, he said, “The message is very clear, critical risk management and high potential events is our main focus area.”
This message is driven down through contractor training at all levels to educate them on managing critical risks, which is linked to their monthly payments and tied into the KPIs of the Sports Boulevard leadership itself.
“It’s not about compliance from day one,” he went on. “This is a journey we’re all on together, whether we’re the client, whether it’s our PMC, whether it’s our contractors, their subcontractors and delivery partners. If one bit fails, then we all fail. So from our side, it’s around educating and coaching so it’s the contractor making those conscious decisions, and not just being driven by me and my team.”
Discussing the visibility of leadership and impact of strong health and safety leadership on the overall safety culture on construction sites and on incident rates, Munn emphasised the onus on the leadership to drive through the culture of safety, with commitment required from all CEOs working with Sports Boulevard to meet its standards and requirements.
He discussed the challenges of changing the culture of compliance and reiterated the need for leadership to be visible and felt, breaking down barriers to create a culture where conversations around health, safety and welfare can take place, thus transforming the worksite.
Safety reporting
Addressing the question of safety reporting, Watson highlighted ACWA Power’s newly-introduced Reporting Integrity Index, which measures the quality and accuracy of safety reporting, explaining how it gives a truthful picture and changes the narrative around safety performance in senior leadership meetings. There followed some discussion about the importance of focusing on adding value, holding people accountable for proactive activities and continuous improvement, as opposed to checking boxes. As Larry Wilson put it, “Our job is to make sure that those activities we’re holding people accountable for will produce a dividend.”
Watson added that the integration of AI into reporting systems which can, for example, query corrective actions and recommend better ones, giving a quality score for inputs, has resulted in a demonstrable difference in the quality of work. “It’s educating you about what good practice is every time you go into the system. It’s the biggest change in reporting I’ve seen in a decade,” he said.
Summing up, Muhammad Jawad Ali said, “Accountability in HSE is not about adding more compliance layers. It’s about embedding ownership at every level of the organisation, prioritising the risk that really matters, using structures and systems to measure and incentivise accountability, leading visibly and consistently and last, but not least, leveraging innovation and technology to stay proactive, not reactive.
“Accountability is not a report, not a KPI or a compliance audit, it’s a leadership value that must translate into daily actions. If every leader owns safety, measurable outcomes will definitely follow.”
A 30-year agreement sees Saudi Aramco, Marafiq, Veolia and Lamar collaborate on an industrial wastewater treatment and recycling initiative
Set to launch in Q3 2028, the partnership will jointly develop a US$500 million water recycling plant, able to process up to 8.76 million cubic metres of water annually, in the Middle East's largest petrochem hub, Jubail Industrial City.
Saudi Aramco Total Refining and Petrochemical Company (SATORP/Saudi Aramco) president Mohammad A. Al Hatlani announced the partnership. "This project is perfectly in line with the Kingdom's strategy to reduce the environmental impact of industrial activities and promote a circular economy approach.
"Veolia and Marafiq, the pioneers and leading providers of complex industrial wastewater management solutions in the Middle East, will operate the wastewater treatment plant in Jubail, leveraging their comprehensive expertise covering the entire industrial wastewater treatment chain."
Veolia CEO Estelle Brachlianoff added, "We are extremely proud to continue supporting the Kingdom of Saudi Arabia in its journey towards sustainable growth by leveraging our expertise and cutting-edge technologies in industrial wastewater treatment."
The chairman of the Dubai Supreme Council of Energy (DSCE) chaired the 90th council meeting, which discussed current net zero and emissions strategies
During the meeting, the DSCE approved the Greenhouse Gas Emissions Inventory 2024, and signed off on the winners of the upcoming 2025 Emirates Energy Award, which will be announced at a ceremony next month.
Saeed Mohammed Al Tayer, DSCE vice chairman, said, "In line with the vision and directives of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, to consolidate Dubai's global leadership in clean energy, sustainability and energy efficiency, we continue to implement pioneering projects that enhance Dubai's position as a global hub for innovation and investment in the energy sector.
"Our goal is to support the sustainability road map and achieve the Dubai Clean Energy Strategy 2050 and the Dubai Net Zero Carbon Emissions Strategy 2050 to provide 100% of the emirate’s energy production capacity from clean sources by 2050. We attach great importance to adopting best practices and advanced technologies that increase the efficiency of resource use and support Dubai’s sustainable development in line with the UAE’s national initiatives and federal strategies."
As well as HH Sheikh Ahmed bin Saeed Al Maktoum, DSCE chairman, and Al Tayer, vice chairman, the meeting welcomed the attendance of HE Ahmed Buti Al Muhairbi, secretary general of the council, and board members HE Marwan bin Ghalita, acting director general of Dubai Municipality; HE Abdulla bin Kalban, managing director of Emirates Global Aluminium (EGA); HE Hussain Sultan Lootah, acting CEO of Emirates National Oil Company (ENOC); Juan-Pablo Freile, general manager of Dubai Petroleum and Dubai Supply Authority (DUSUP); and Muna Alosaimi, chief executive officer of the Strategy and Corporate Governance Sector at the Dubai Roads and Transport Authority (RTA).
Secretary general Al Muhairbi added, "The council has approved two important regulatory frameworks for trading petroleum products in Dubai: the Safety Policy in Petroleum Products Trade Policy, which aims to ensure the highest standards of health, safety and environmental protection, and the Regulatory Framework for Petroleum Products Trade, which provides comprehensive governance mechanisms to enhance transparency, efficiency and compliance in the sector."
As Saudi Arabia’s leading health, safety and environment (HSE) forum unfurled in Riyadh from 9-10 September, insightful panels and presentations gave an idea of the region’s evolving industry
One such session titled ‘From Human Error to Enhanced Performance: The Future of High Reliability Organisations’ spearheaded by Larry Wilson, the Chief Executive Officer of safety solutions provider, Safestart, delved into how the definition of safety has seen a marked shift in recent times.
While safety in workplaces is largely understood as ‘loss control’, with a director or vice president manning the post, focusing solely on prevention, this can pose certain limitations. Employees in a company often find themselves in a fix when trying to get the senior management engaged during loss situations.
But if safety can be taken as a means to attain enhanced performance, it unlocks a fresh perspective beyond just the prevention of injuries or loss to include reduction of human errors, allowing improved production efficiency and quality while reducing scraps and customer complaints.
Wilson spoke on how Safestart is shaping the future of safety by pushing the boundaries of loss prevention. According to him, even the hierarchy of controls in safety can’t always avoid critical errors. The firm addresses these challenges with tools that help get the mind and eyes back on the task, and get into the zone, establishing focus before delivering reliable performance. This spins the concept of loss and safety to generate production. The session also served as a glimpse into Safestart’s upcoming workshop on critical error reduction techniques that will be held in Riyadh from 21-22 October, in association with Offshore Network.
According to Wilson, in the past 25 years, over 5 million people across 75 countries are benefitting from following the critical error reduction technique, which is framed on the basis of state error pattern identification. This pattern, driven by the concept that the states come before the errors, can eliminate 95% of the injuries if identified promptly. While errors are unpredictable, ironically, the states that cause them are actually very predictable, and can be controlled by controlling the mind, moment and performance.
It is possible to anticipate errors by self-triggering on the active states – rushing, frustration, fatigue – the actual feeling in the moment. Self-triggering is the first step to following the critical error reduction approach. One has to promptly think in the lines of ‘eyes, mind, line of fire, balance, traction, grip’. Identifying state error risk patterns makes one think about the risk. In other words, keeping the worst possibilities in mind can help create a quick reflex response. However, self-triggering cannot be achieved if complacent and in a passive state, as it causes the mind to be not on task.
Wilson laid out the primary safety-related habits, based on one’s profession and lifestyle. Snowboarders/ skiers or those who work at height must test their footing and grip before committing to weight.
When driving, it is important to move the eyes first, before moving the hands, feet or body.
Spokespersons from companies which have benefitted from Safestart resources were also present during the session. American multinational corporation, Kimberly Clark, has seen a 74% decrease in recordable injuries and 20% improvement in asset conversion with Safestart’s support.
While Nucor Steel recorded a 53.5% decrease in cost per ton, Scott Forge saw a 40% decrease in customer complaints since the last two years.
Heineken in Brazil recorded an 85% decrease in lost time and recordable injuries, as well as a 50% decrease in traffic fines for their sales people.
Four out of seven plants of Quadrant Plastics saw zero recordable injuries for three years.
Speaking of Safestart’s efficiency in providing region-specific solutions, Wilson said that it is based on neuroscience and works on a train-the-trainer model. The company thus works in collaboration with local trainers to make the experience more tangible and well suited to the respective region’s workplace and culture.
Intersec Saudi Arabia, the Kingdom’s leading platform for security, safety, and fire protection, will open its 7th edition on 29 September at the Riyadh International Convention and Exhibition Center (RICEC), running until 1 October.
Following a record-breaking 2024 edition, the event has grown further, hosting over 380 exhibitors from more than 36 countries and expecting upwards of 27,000 attendees.
Held under the patronage of His Royal Highness Prince Abdulaziz bin Saud bin Naif bin Abdulaziz Al Saud, Minister of Interior, and in association with the General Directorate of Civil Defense, Intersec Saudi Arabia serves as a key meeting point for global and regional experts.
The conference programme features two flagship summits: the Future Security Summit, powered by ASIS International - Dahran Chapter, and the Fire Protection & Technology Summit. These sessions will spotlight innovative strategies supporting Saudi Arabia’s giga-projects, smart city developments, and national security initiatives. For the first time, all conference sessions are CPD-certified, allowing delegates to earn recognised professional credits while engaging with industry insights.
The Future Security Summit spans two days of sessions delivered by regional experts, global thought leaders, and industry professionals, covering topics such as mega-event security, cybersecurity, homeland security, and aviation security. On the opening day, a panel will explore the security of giga-projects, featuring representatives from King Salman Park Foundation and Red Sea Global, alongside regional security specialists, discussing how protection strategies integrate with environmentally conscious urban planning.
Other sessions include “Beyond Borders: Regional and Global Security Cooperation in a Shifting Geopolitical Climate,” with contributions from the United Nations Office on Drugs and Crime (UNODC), Aramco, Naif Arab University for Security Sciences, and the National Security Services Company (SAFE).
The Fire Protection and Technology Summit will highlight the future of fire and emergency response, featuring international leaders at the forefront of innovation. This year introduces a collaboration with the National Fire Protection Association (NFPA), which will host a dedicated programme on the second day, bringing world-class fire protection expertise to the Saudi market. Highlights on the first day include a keynote from Saudi Civil Defense, followed by a session with the International Code Council on updates to the Saudi Building Code (SBC).
Terrance Tsang, Chief Fire Officer, Hong Kong Fire Services Department, will present on “Enhancing the Safety Standard of Super High-rise Buildings,” while representatives from King Fahad International Airport will discuss “Fire Prevention Management for Airport Facilities.”
Head of HSW for Mace at Qiddiya, Blair Boyd, took to the stage at HSE KSA 2025 to shine the spotlight on the importance of understanding mental illness within the workplace, and discussed how the company is integrating the power of psychological safety into its core values to best support workers
“Unfortunately discussions on mental health is quite a difficult subject for people to talk about, and there's a few reasons why people feel that there's social or professional repercussions from discussing mental health,” Boyd said in his opening remarks for a session dedicated to removing the stigma of workplace mental health.
In his presentation, Boyd touched on the UK statistic stating that over the last decade, 7,000 tradespeople have died from suicide relating to their mental health.
“People fear that they may be disregarded as a professional for having that discussion. Some people internalise shame and self-stigma. And stigma is a big barrier to mental health discussions,” he stated.
Boyd turned the spotlight towards the leaders across the industry, asking who looks after the managers and team leaders if they are the ones suffering from stress and added pressure.
“One of the things we recognise at Mace is who do our leaders talk to if they need help? The leader has to be the strongest person in the room, the person that’s leading the organisation or leading the project […] so we implemented a programme to give them a support function, a safe space to offload any problems that they are having.”
Workplace worries
Statistics state that from 2023/2024, there were 776,000 cases of work-related stress, depression or anxiety recorded within the UK, causing 46% of all work-related ill-health cases and 55% of all working days lost due to ill-health.
Boyd stressed how integral it is to control exposure to stress within the workplace as outside factors may continue to effect employees but a safe space within a working environment can help mitigate against performance deterioration.
“Which ones [indicators for stress] can we control in the workplace? We can control workload. Don't overload our people. We can control relationship issues, if it's interpersonal issues between people and the workplace, we can be open and honest and transparent with the news that we have, and not hold things close to their chest. Tell people about what's happening on the project, and we can reassure our teams that have future uncertainty.”
Power of psychological safety
Boyd began to analyse Mace’s own behaviour culture and the treatment of employees’ mental health. The company has integrated psychological safety into its core values in a bid to create a thriving workplace that prioritises health, safety and wellbeing while fostering trust and collaboration.
“The workplace is the modern day hunting ground. Our colleagues are a tribe, and they want to feel a sense of belonging. How do we empower them to positively influence a sense of belonging within the workplace? Well, it's about culture,” Boyd said.
“I like the quote ‘the culture of an organisation is shaped by the worst behaviour the leader is willing to tolerate’ […] As a leader, it is our duty to ensure that we don’t let those personal biases creep into the workplace and treat everyone equally.”
Some of the leadership practices Mace has introduced include:
Lead by example
Communicate and share vision
Develop competence to enable others to act
Engage your team in the Mace behaviours
Reward and recognise
Look for ways to continually improve
“We [at Mace] seek to identify and observe the surroundings, engage with our colleagues and seek ways to improve our processes. Health and safety is fundamental to everything that we do at Mace, and our CEO will tell you the most important thing, and the thing that keeps them awake at night is making sure that the sites are safe and healthy environments to be in, and that people's well-being is respected,” Boyd concluded.
A new Human Energy Health and Wellbeing Award has been launched, which will recognise and reward excellence in physical and mental well-being across the global energy sector
Presented by Response Plus Holding PJSC (ADX: RPM), the leading pre-hospital care and emergency medical services provider in the Middle East, and Burjeel Holdings (ADX: Burjeel), a leading super-specialty healthcare provider in MENA, and supported by the leading UK-based defence medicine training company, Prometheus Medical International, the US$1million Human Energy Award is currently open for submissions.
The Human Energy Awards initiative is closely aligned with the UAE’s National Strategy for Wellbeing 2031 and the ‘We the UAE 2031’ Vision, which positions the UAE as a global leader in quality of life by fostering healthy lifestyles, promoting mental wellness, and encouraging a culture of positive thinking. The initiative addresses a growing awareness of the need to prioritise mental health, resilience, and holistic wellness as integral components of operational performance and employee engagement.
The award will honour one organisation in the energy sector that demonstrates the most innovative and measurable impact on workforce wellbeing. With a focus on scalable solutions and inclusive participation, particularly from SMEs, the initiative reflects the UAE’s commitment to empowering all segments of society through strategic ESG investments.
Dr Rohil Raghavan, CEO of Response Plus Holding PJSC, said, “The Human Energy Awards are more than a recognition platform. They are a catalyst for change. By aligning with the UAE’s national agenda, we are reinforcing the international importance of health and wellbeing as strategic imperatives for economic resilience and global competitiveness.”
Steven Wines, CEO of Prometheus Medical International and Head of the Award Steering Committee, added, “The US$1 million Human Energy Award is designed to recognise and inspire organisations who think differently about health and wellbeing. We want to encourage innovative solutions that make a tangible difference to people across the Energy sector.”
The inaugural winner will be announced in November during ADIPEC 2025, Organizations interested in applying can submit their entries by September 30, 2025.
Europe is expected to contribute significantly to what Credence Research estimates to be a US$30 billion gloves market in the next seven years
The Global Safety Gloves Market report anticipates a market CAGR of 7.2%, reaching US$30.36 billion by 2032.
Construction, healthcare, oil and gas, and manufacturing were listed as the sectors most likely to fuel demand for safety gloves, especially in emerging economies undergoing rapid industrialisation.
Whilst North America is expected to hold the demand share of market demand, growing standards and an emphasis on sustainable products make Europe a fierce competitor over the next seven years.
Credence Research highlighted the UK, Germany and France specifically as three key nations where stricter regulation is anticipated to bolster demand.
At HSE KSA, held in Riyadh from 9-10 September, Dr. Paul Robinson, managing director of Acumen, gave a keynote presentation underlining the importance of building a proactive and connected digital footprint to support HSE and sustainability practices, and providing valuable advice to help organisations more effectively manage their digital footprint
Robinson began by stressing how important it is to understand the digital footprint, and its impact from an HSE and sustainability perspective.
“We’re all consumers of technology at the workplace, and every time we use a technology platform we are creating a digital footprint,” he said, explaining that while HSE professionals now have access to a huge range of software solutions and easily-implemented cloud-based solutions, this proliferation has also increased the complexity and messiness of the digital footprint. As a result, IT departments can become reactive rather than proactive.
Understanding the digital footprint
Defining the digital footprint, Robinson said, “In a nutshell it is those tools, technologies and solutions that help collect analyse, process and report on data. Put simply, it is those technologies you use every day, it is that digital capability for collecting and processing data.”
The HSES digital footprint can take many forms, from the everyday office tools used to collect HSES data, everyday mobile applications and in-field data collection, to ERP systems and integrated HSES systems.
“It’s all those elements put together.”
He emphasised that not all digital footprints are the same, and that some work better than others.
Discussing the challenges of managing the digital footprint, he explained that in many organisations, HSE and sustainability are often an afterthought, leading to a messy digital footprint with data in silos. With AI, the annual cycle of data collection, analysis and reporting becomes more complex.
“AI is not just collecting data, it isn’t just processing data, It’s becoming your 24/7 eyes on your data and your environment. So importantly, your technology platform has to allow you to collect data, analyse data, allow reporting both internal and external, allow you to baseline and allow you to have access to historical data.”
Robson introduced the ‘reach and range’ concept from Howard Business School, which helps conceptualise an organisation’s digital footprint in terms of how richly it can collect data.
“Reach is how far your HSE systems can reach into your organisation, and range is how rich those systems can allow you to collect data. The better the reach and better the range you have, the better systems and technologies you will have.”
Integrated vs disparate systems
Robinson discussed the importance of integrating safety and sustainability practices into daily work activities to reduce the annual effort required for data management, explaining that most organisations have a mix of integrated and disparate systems, which complicates management and increases the risk of losing critical data.
He shared case studies comparing an organisation with disparate systems looking to manage safety and sustainability in silos, with one operating a fully integrated system and managing safety and sustainability with a connected strategy. He highlighted the resource-intensive nature of managing disparate systems, explaining that a connected digital footprint reduces effort, enables continuity, automates processes and facilitates smoother workflows.
Introduction of new tools
Robinson underlined the need for a connected digital footprint to support the implementation of new tools and technologies efficiently. He explained that the introduction of new technologies, such as behavioural-based safety and AI, further complicates the digital footprint if not properly integrated, creating more data and more complexity along with the potential for errors and loss of data.
“AI is all-engulfing, and your digital footprint and technology stack have to support that. As HSE and sustainability practitioners, you need to be aware of the impact this could have on your organisation and how to manage it,” he said.
Avoiding disparate and closed systems and those that will not allow change and evolution is critical.
“A connected approach will allow you to implement newer technologies, newer tools, newer techniques, and AI more easily. Importantly, they are embedded into your workflows, becoming part and parcel of your daily activities.
“Fully integrated systems need to be in place, where you can access data across safety, across sustainability, across health, across training, across jobs. That’s really, really important.”
Practical steps
Offering some practical steps for a better HSES footprint, Robinson suggested, • Map out workflows to identify disparate systems • Integrate HSE and sustainability • Understand the technology footprint alongside the HSES footprint • Automate data collection, retention and targets • Automate data reporting • Deliver continuity of process
Concluding, Robinson advised, “Think about your digital footprint, the clear continuity of your digital footprint, your reach and range, and be integrated and connected. It will make a huge difference if you can start to bring your systems together and make your HSE and sustainability systems part of your everyday systems, rather than disparate reporting systems.”
