1. How do you define “excellence” in Safety, Health, and Sustainability specifically within the Middle Eastern energy sector—and how does it differ from global benchmarks?

At Shoal, we define excellence in Safety, Health, and Sustainability (SHS) in the Middle East not merely as compliance, but as cultural integration where safety becomes a value rather than a rule. In this region, particularly within the framework of national visions like Saudi Arabia’s Vision 2030, SHS excellence is also tied to legacy, transformation, and national pride. Unlike some global benchmarks which often lean heavily on metrics and audits, the Middle East places greater emphasis on visible leadership, workforce empowerment, and sustainability as a core of economic diversification. Excellence here means aligning SHS performance with long-term societal and environmental impact.

2. The summit emphasizes AI, digital transformation and cybersecurity in HSE. Which of these technologies do you believe will have the greatest impact in the next 2–3 years in the region—and why?

Digital transformation particularly through predictive analytics and real-time monitoring will be the game-changer. In the Middle East, where projects are expansive and timelines ambitious, the ability to foresee risks, track worker behaviour, and optimise environmental performance through data is invaluable. AI is already being integrated into our safety systems at Shoal, enabling more proactive decision-making. Cybersecurity is critical too, especially as digital HSE systems scale, but in terms of immediate impact, it’s the shift from reactive to predictive safety models that will redefine how risk is managed across the region.

3. Can you share a case study or initiative from your organization in areas such as process safety, risk management, or workforce well‑being that illustrates measurable progress?

At Shoal, we recognise that lasting safety performance is driven by behaviour, not just process. Our ‘Don’t Fall for It’ campaign, launched at the Rivenhall Energy-from-Waste project, tackled one of the most persistent high-risk areas in construction: slips, trips, and falls from height.

The campaign combined hazard-focused briefings, onsite practical application and high-impact guest speakers to shift workforce perception from reactive to proactive. We worked closely with the client and contractors to integrate the campaign into daily routines reinforcing the message through permit-to-work briefings, walkdowns, and near-miss reviews.

By embedding the campaign into site culture, we achieved a measurable impact:

• A 30% reduction in fall-related hazards identified during audits
• Increased reporting of unsafe conditions and near misses
• Strong workforce ownership, with campaign language adopted in daily conversations

‘Don’t Fall for It’ is one example of how Shoal’s behavioural safety programmes drive cultural change, engage all levels of the workforce, and deliver real-world risk reduction on major infrastructure projects.

4. With evolving ESG frameworks and stricter regulations in the Gulf, what do you see as the biggest compliance or implementation challenge—and what strategies have you found effective?

The biggest challenge is the pace of alignment between corporate intent and operational execution particularly when ESG expectations outpace organisational readiness. At Shoal, we’ve found that embedding ESG into daily decision-making, rather than treating it as a reporting requirement, is key. We support clients with roadmap design that integrates ESG from tender stage through delivery, using assurance frameworks that translate regulatory language into operational behaviours. The most effective strategy has been to make ESG a leadership KPI and ensure it’s visible in how procurement, engineering, and safety teams operate together.

5. The energy sector is inherently high‑risk. What leadership behaviours or cultural practices have you found most effective in embedding a resilient, safety-first mindset across all levels?

Resilience begins with visible, values-driven leadership. At Shoal, we’ve seen the greatest impact where senior leaders are present not just in meetings but in the field, engaging directly with frontline teams. Cultural humility and active listening are also essential, especially across multinational workforces. We foster a ‘leader as coach’ model, which empowers supervisors to reinforce positive behaviours daily. Storytelling sharing lessons from incidents or near-misses has also been a powerful tool to make safety real and personal. When safety becomes part of identity, not just policy, it becomes sustainable.

6. Finally, what key takeaway or challenge would you like delegates to remember and act on after your session during the summit?

Don’t reinvent safety reimagine it. In a region of rapid growth and transformation, the challenge isn’t just to comply with world-class standards, but to define them. Delegates should leave with a renewed commitment to integrating safety into the DNA of every project, from planning to delivery. The systems matter but so do the stories, the leadership behaviours, and the daily decisions. Excellence in health and safety in the Middle East must be both technical and human. Let’s build cultures where everyone goes home healthy, and proud of the role they play in shaping safer, more sustainable futures.