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Health & Safety

Larry Wilson, CEO, SafeStart

Larry Wilson, Author and CEO SafeStart, discusses his journey to integrating human factors in Middle East workplace safety

Oil Review Middle East (ORME): Larry, thank you for joining us today. To start, can you share your vision for workplace safety in the Middle East, considering the unique challenges and opportunities in this region?

Larry Wilson (LW): The vision for workplace safety in the Middle East with SafeStart goes beyond workplace safety. The Critical Error Reduction Techniques work at home, on the road, in the community and at the workplace. So, the vision, plan and end goal are that we would start with workplace safety, prove that it works in industry, and then move in to sports, schools, youth groups and drivers education, similar to what has happened in North America, Latin America, Europe and the UK.

ORME: How can companies begin transitioning from a reactive safety culture to one that embraces human factors, where safety becomes a shared responsibility between the company and its employees?

LW: Although many companies in the region are only concerned with compliance, that is not unique. Many companies all over the world are content with achieving minimum legal requirements. Small, contracting companies may not even be aware of what a safety culture is or what it means. However, there is a growing number of high-profile and, in some cases, high-risk companies or organisations in the Middle East that are pursuing or trying to achieve a positive safety culture. These are typically the kind of companies we like to work with. And there are many of these companies in the region.

ORME: Given the diversity in the Middle East, where safety culture may vary greatly from one country or industry to another, what are the main challenges companies face when implementing human factors training, and how can these be overcome?

LW: Certainly, there are challenges trying to manage safety with so many languages, different backgrounds with different safety cultures. However, it doesn’t matter where you’re from, it’s the same four states: rushing, frustration, fatigue and complacency wherever you go. So, everyone, regardless of their background can relate and buy in to the concepts. This still means you have to accommodate the multiple languages and variable literacy levels. However, we already have a number of languages translated and we are planning more for next year.

ORME: How does SafeStart’s approach differ from traditional safety programmes? Can you share examples of how SafeStart has been a game changer in fostering a more proactive and engaged safety culture, particularly in a region where safety may not yet be ingrained?

LW: SafeStart is not about rules, procedures, Personal Protective Equipment or training on specific hazards. SafeStart is about keeping those hazards in mind and in sight: on the job, off the job and when you’re at home or in the community. So, the benefit to the worker is that it works everywhere not just at the workplace. The workers also get colouring books and videos so they can teach these concepts to their kids, this becomes a huge game-changer in terms of culture.

ORME: After conducting public workshops in the Middle East, what has been your overall feeling about the acceptance and receptiveness of human factors programs in the region? Are there any particular takeaways or surprises from those interactions?

LW: There has been a very positive response from the people who attended the workshop in Dubai. They liked the additional layer of protection offered by a Human Factors approach. I think what surprised a few people was that they started using the concepts and techniques right away, when they were driving home in rush-hour traffic. (You see a lot of rushing, frustration, fatigue and complacency in only a few minutes).

ORME: SafeStart has chosen Dubai and the broader Middle East as a strategic investment. What was the rationale behind this decision, and what do you hope to accomplish by establishing a stronger presence in this region?

LW: When I first came to Dubai 14 years ago it seemed to me that some companies were more interested in looking good than actually being good. But I think that has changed significantly and now companies want to be good or, in some cases, be the best or best in class. As mentioned, there are many of these companies in the region and the number is growing, so we felt confident investing in the region.

ORME: Looking ahead, what are your dreams and aspirations for the future of workplace safety in the Middle East? How do you envision SafeStart’s role in shaping the safety culture in the years to come?

LW: As mentioned earlier, the dreams and aspirations aren’t limited to workplace safety. Only 5% of unintentional fatalities occur at work. 95% happen away from work. And here in the Gulf region things are happening quickly. So, if a program like SafeStart starts showing good results with SOE’s we might get a shot at getting SafeStart into schools also.

ORME: For organisations in the Middle East looking to enhance their safety culture, what are the top three pieces of advice you would give, and how can they begin implementing them right away?

LW: I’m not sure there are three, I think there might be more than that in terms of what you may need to do to enhance your safety culture, and it also depends on where you are now. But the traditional approach to changing safety culture focused almost solely, on the leadership group. And while they have a lot of leverage, where the top-down approach usually stalls out is at the first-line supervisors. However, if you combine a top-down and bottom-up approach it is very possible for all members or the organization to be engaged in the safety effort, which will, over time produce a positive safety culture.

ORME: Finally, beyond just the Middle East, how do you see the global evolution of workplace safety programs, and what role do you think the Middle East will play in setting new benchmarks for safety and human factors integration?

LW: I see an improvement in safety anywhere if I haven’t been there for five years or so. In general, things are getting better everywhere but that doesn’t mean that they don’t have a long way to go. In the Middle East some high-profile companies are already being used as benchmarks by other companies or by their affiliates in other regions. And I think that we will see more and more of this in the next 5-10 years. Many of these companies are already looking at adding a human factors approach to their overall safety management system.

Ambipar, a global leader in environmental solutions, and SBM Offshore, have launched a new robotic solution for cleaning cargo oil tanks on FPSOs, which brings significant safety, sustainability and efficiency benefits

This new system, utilising remotely operated robots, eliminates the need for people to enter the tanks during the cleaning activity, which has traditionally involved significant health and safety risks due to the restricted spaces, high temperatures, and presence of chemical residues.

In addition to protecting workers’ lives, the solution also reduces operational time and the environmental impact of these activities.

In a case where the technology was used, the robot removed heavy oily sludge while the onboard team monitored the process remotely, 24 hours a day, from a safe location outside the tank.

“This robotic solution marks a turning point for the offshore industry. By automating a traditionally hazardous process, we are not only enhancing safety but also boosting operational efficiency and reducing environmental impact. It's a clear demonstration of how innovation and responsibility can go hand in hand,” said Rogério Calderaro, head of Global Industrial Services at Ambipar.

Jaap-Harm Westhuis, Technology, Innovation and Product Development director at SBM Offshore, added, “We are excited to announce this agreement with Ambipar. Together, we will be at the forefront of a new revolutionary approach to deliver cutting-edge solutions to eliminate human-related risks while delivering complex tasks such as the cleaning of oil tanks on FPSOs. This collaboration will enable companies to offer much safer working conditions for their crew, whilst protecting the environment.”

The initiative aligns with both companies’ commitment to technological innovation and the transition to more sustainable operations in the oil and gas industry.

30 personnel were on board the rig.

Four people are known to have lost their lives when a jackup barge vessel operated by a subsidiary of offshore drilling service provider ADES Holding Company capsized as it was being towed to a new location in the Gulf of Suez

23 of the 30 personnel on board have been rescued, while search and rescue operations for the missing continue. The cause of the incident is not yet publicly known.

The barge was offshore the Gabal El Zeit area in the southern stretch of the Gulf of Suez, south of the Suez Canal, near the Red Sea. The incident is not thought to have affected navigation or operations in the Suez Canal.

The company has opened a full investigation to determine the cause of the incident and is working closely with local authorities and emergency services. It has confirmed that the barge and personnel were fully insured, with no material impact on finances or guidance for the 2025 fiscal year.

Egypt's Ministry of Petroleum and Mineral Resources stated that it immediately activated its emergency plan following the incident, deploying sector rescue teams in the Gulf of Suez and mobilising all maritime and aerial resources, including vessels, rescue equipment, and aircraft, to assist in the rescue of the crew and coordinate with state authorities to ensure the swift recovery of survivors.

Minister of Petroleum and Mineral Resources Karim Badawi and Minister of Labour Mohamed Gobran, accompanied by senior officials from both ministries, are reported to have travelled to the site.

Well-fitting, performance-driven PPE empowers workers. (Image source: MSA Safety)

Workplace safety has evolved far beyond box-ticking and basic compliance

Today, the most forward-thinking organisations understand that true safety starts not just with the right equipment, but with the right mindset. At the core of that mindset is empowerment. Giving workers the confidence and tools to help them and their team stay safe while feeling genuinely valued in the process.

When PPE is designed to be comfortable, adaptable, and fit well, it doesn’t just protect, it empowers. It helps workers move freely, focus more clearly, and take ownership of their safety without distraction or discomfort. This shift, from reactive risk management to proactive resilience, is where real safety culture begins.
And it often starts with the gear.

Going beyond the standard hard hat

Hardhats have long been the foundation of head protection, meeting essential regulatory standards across industries. But meeting the minimum doesn’t always mean meeting the mark. A poorly fitted hard hat can cause pressure points, discomfort, and even headaches over time, leading many workers to remove or use it improperly and therefore risk compromising their safety.

In some cases, workers may even modify their PPE to make it more tolerable, unintentionally reducing its protective capabilities. A disconnect between design and real-world wear can lead to reduced compliance and increased risk.

That’s why head protection must evolve, both in function and form. MSA’s Fas-Trac® III Suspension System is an example of how design innovation can help close the gap. Engineered for a secure, pressure-free fit, it’s built to stay comfortable all day long, helping to reduce slippage, distraction, and user fatigue. When gear fits well and feels good, workers are more likely to wear it consistently and correctly.

This is where comfort meets compliance, and where safety moves from a checklist to a choice.

Investing in Fall Protection for more shapes and sizes

Workers come in all shapes and sizes, but historically, their fall-protection harnesses haven’t. A "one-size-fits-all" solution may check the regulatory boxes, but in practice, it leaves many workers dealing with restrictive, ill-fitting gear that hinders movement, slows productivity, and increases discomfort.
Poorly fitted harnesses can lead to unsafe working conditions. And when workers feel unsafe or unsupported by their equipment, they’re less likely to wear it with confidence consistently.

One solution lies in adaptive design. The MSA V-FIT™ Safety Harness with Race FLEX™ Buckle exemplifies this principle. Built to deliver a snug, tailored fit for a wide range of body types, the harness enhances mobility and reduces pressure points, empowering workers to move confidently and comfortably without compromising safety.
By investing in PPE that fits, employers aren’t just reducing physical risk. They’re making a clear statement: every worker’s well-being matters.

How safety and culture go hand in hand

When employees trust their safety gear, they feel safer, and when they feel safer, they perform better. But more than that, the right PPE sends a powerful message. It tells workers that their comfort, confidence, and contribution are valued.

This has a direct impact on company culture. High-quality PPE encourages consistency, reduces incident rates, and reinforces a shared sense of responsibility. It builds morale, boosts retention, and strengthens engagement at every level of the organisation.

Put simply: culture and safety aren’t separate, they’re inseparable.

Companies that invest in well-fitting, performance-driven PPE often see a ripple effect across their business. When workers feel equipped and empowered, they take ownership of their environment, support their teams, and uphold safety standards not because they have to, but because they want to.

Be the change in workplace safety

Creating a culture of safety doesn’t happen overnight, but it starts with a single step. Investing in PPE that fits, performs, and empowers is more than a compliance measure, it’s a commitment to your people and your values.

If you want to build a safer, more inclusive, and more engaged workforce, start by equipping them with gear that helps them succeed. Be the change in workplace safety. Empower your workers and elevate your culture.

At MSA, we design PPE that fits, functions and protects without compromise.Are you ready to elevate your safety standards? Experience the difference yourself, try our Head and Fall Protection ranges for free.

Designed for fighting fires (Image credit: Leonardo)

Saudio Aramco has ordered two C-27J aircraft from Leonardo to respond to firefighting and other requirements in Saudi Arabia

Mukamalah Aviation Company, a wholly owned subsidiary of Aramco, operating under the brand name ‘Aloula Aviation,’ will operate the C-27Js and also act as service centre.

Deliveries are expected starting from 2027.

The multi-mission and firefighter aircraft will be used for cargo transport, firefighting, oil spill response and medical evacuation operations in the kingdom.

The order builds on a longstanding partnership between Leonardo and Aramco in the helicopter segment in support of the energy sector.

“Aloula Aviation is the 20th C-27J operator, and Leonardo records 95 aircraft ordered,” said Leonardo in a statement.

“This latest achievement marks the first order from a civil operator for the C-27J in a multi-mission and firefighter configuration, following initial success in other markets as well as the entrance of this model in the Middle East.”

It said the order provides further evidence of the aircraft’s versatility, uniquely combining cargo transport and firefighting and disaster response capabilities with a high level of customisation.

The C-27J is able to operate even at low altitudes and in unfavourable weather conditions.

Agile, manoeuvrable and fast with a maximum cruising speed of 325 knots (602 Km/h) and equipped with cutting-edge digital avionics, it is able to perform Short Take Off and Landing (STOL) on short or semi-prepared runways near the sites of intervention.

“It can quickly reach and operate optimally where and when other firefighting vehicles traveling by air or land cannot operate, including isolated locations and places where water is scarce or the sea is too rough for ‘scooper’ type aircraft,” the statement noted.

It added: “With the C-27J Next Generation Fire Fighter, Leonardo offers an innovative, high-tech solution for firefighting and disaster response, providing a turboprop airplane able to work with other fixed and rotary wings assets.”

The C-27J incorporates Leonardo’s second-generation MAFFS II (Modular Airborne Fire Fighting System), a ‘roll-on/roll off’ transportable module that can be loaded and unloaded as required in only 90 minutes.

The module consists of a 7,500-litre tank that can be refilled on the ground with water and retardant liquid in under 10 minutes.

At an average speed of 130 knots (250 Km/h), a pressurised jet of water mixed with fire-retardant liquid can cover a large amount of ground with each drop.

Its range can be adjusted, allowing the crew to adapt the profile of the mission to the specific conditions of each fire and the orography of the terrain.

Headquartered in Dammam, Aloula Aviation operates 55 aircraft of different types based in hangars across a number of key locations in support of Aramco’s operations.

The company is also an authorised service centre for Leonardo’s AW109 and AW139 helicopters.

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