So, you manage a team.

You make well-intended people-related HR decisions, however, -

Instructions are delivered well → but output is still poor

Compassion is your greatest quality → but you suspect sickness malingering 
 
People leave and you have no idea why → attraction is getting expense and you're not sure you're even doing it right.

What's worse, is that you've been accused of bias and/or discrimination!

It's clear it was unintentional bias.

Nonetheless, you now sit fearfully expecting an invite to Tribunal any moment now.

You realise now that there's more to making people decisions than just 'good intentions'. 

You see-
this is an age-old topic that nobody has really 'solved'.
Until, you found HR Habitat.

After 10+ years of analysing tribunal data, dissecting studies, learning psychology theories etc....

We found a connection to all people management issues that nobody else has.

And is that -

Leadership starts with PERCEPTION.

Our HR consultancy and global leadership program is built with human psychology in mind - powered by our PERCEPT6™ x BIASSx™ framework.

https://calendly.com/hr-habitat/30min?back=1

HR Habitat is a leading consultancy and a thought leader in the space with features in BBC publications and BBC radio, Telegraph, Startups.co.uk, People Management, HR Grapevine and more. 

www.hrhabitat.co.uk
Info@hrhabitat.co.uk 
0330 133 5088


​

Tina S. Rahman

The durability of high-consequence industries is determined by the systems supporting them.

I design HSEQ infrastructure that enables leaders in energy, petrochemical, manufacturing, and life sciences to secure investments, win contracts, and grow without excessive risk.

Three weaknesses affect most businesses:

→ Capital projects where design flaws cost 10x more after construction.
→ Safety programs where 99.2% of observations don't change behavior (the "0.8% Problem").
→ Compliance systems that pass audits but collapse under pressure.

I address these through Operational Durability Architecture — HSEQ as a competitive advantage, not a cost center.

THE TECHNIQUE WORKS METHOD

Three disciplines most consultants handle separately:

1. STRATEGIC GOVERNANCE
A single operational constitution from ISO 9001, 14001, and 45001 that supports growth. "Management Sovereignty" — authority over regulators, insurers, and stakeholders.

2. BEHAVIORAL COMMAND
Organizational Behavior Management -OBM-based consequence architecture that makes safety instinctive. Solves the 0.8% Problem without more training programs.

3. BLACK SWAN RESILIENCE
Integrated Business Continuity, EHS-by-Design, and Gulf SQAS frameworks protecting NPV and reducing insurance risk.

ZERO-LEAD-TIME INTEGRATION
Most consultants spend months learning your business before delivering value — the "Context-Acquisition Tax." I eliminate it entirely.

Immediately fluent in: J&J Global EHS | BRZO | SEVESO III | Gulf SQAS (all modules) | ISO 9001/14001/45001. Rapid results approach..

OPERATIONAL CREDIBILITY

20+ years running HSEQ on four continents:

→ Founded Technique Works B.V. — €500K+ revenue in 24 months.
→ Vice-Chairman, Gulf SQAS Committee (250+ companies).
→ Former Corporate HSEQ Manager, largest petrochemical logistics provider in GCC.
→ GXO Regional EHS Manager, tech industry giant logistics operations in EU.
→ Site EHS Lead, J&J's largest Dutch manufacturing facility.
→ Won $50M+ in HSEQ contracts (Sadara, SABIC, ORPIC).
→ 10M safe manhours on the $20B Sadara Petrochemical Project

Amador Brinkman

I regularly tell clients and coworkers a story that I think really shows what ISO standards are all about and what they can do.

I once worked with a manufacturing company that had trouble with management systems that weren't working very well together. 

They had different manuals, standards, and procedures that didn't align with each other, and on top of that, no structured documentation protocol and a culture that saw following the rules as a burden. 

It was disorganized until the leadership team opted to look at these requirements as a single plan for success instead of individual challenges.

They began by realizing that ISO 9001, ISO 14001, and ISO 45001 all have the same structure. And the major breakthrough occurred when they figured out that although the structure was the same, each standard communicated a different "story":

- 9001: Customer satisfaction and the quality of the product.

- 14001: The effects on the environment and long-term viability.

- 45001: Safety and participation of workers.

By putting these chapters together into one story, they built a management structure that was not only compliant but also changed the way things were done.

They stopped thinking in terms of checkboxes and started looking ahead and planning.

- Safety was built into everything they did and became part of their culture.

- Sustainability was no longer an afterthought; it became one of the main goals.

- Customers trusted the company more since quality was built throughout everything.

The change was quite motivating. It indicated that when companies really follow these criteria, they don't merely meet the regulations; they also raise the bar to excellence.

This story isn't the only one like it. Any organization can write its own by making compliance a driver of growth.

Are you ready to write your own success story?

Chances are knocking. The only thing you need to do is open the door.

Let's work together to make that future happen. Everything becomes possible when you use your management systems to enhance your culture.

I spent years treating compliance and safety culture as separate battles. They're not.

REPOST if you've learned this lesson the hard way. 
FOLLOW Amador Brinkman for frameworks that align both—permanently.

#ThoughtLeadership #BusinessStrategy #HSEQLeadership #SafetyCulture #TechniqueWorks #OperationalExcellence #SafetyLeadership #ContinuousImprovement #ISO9001 #ISO45001 #ISO14001

Principal HSEQ Architect | Neutralizing $10M+ Operational Risk for Energy & Petrochemical Leaders | Vice-Chairman, Gulf SQAS Committee | Solving the 0.8% Problem Through Behavioral Command Systems

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𝗜𝘁'𝘀 𝘁𝗵𝗲 𝘀𝘁𝗮𝗿𝘁 𝗼𝗳 𝘁𝗵𝗲 𝗻𝗲𝘄 𝘆𝗲𝗮𝗿, 𝟮𝟬𝟮𝟲! Are you ready to make this the safest year ever? 

A good plan is the first step in any success story. 

Even the best plans can go wrong if there isn't a clear path to follow. Imagine a year where you plan and strategize for safety in advance, rather than relying solely on chance. 

In fact, 𝘪𝘧 𝘺𝘰𝘶 𝘥𝘰𝘯'𝘵 𝘱𝘳𝘦𝘱𝘢𝘳𝘦 𝘧𝘰𝘳 𝘴𝘢𝘧𝘦𝘵𝘺, 𝘺𝘰𝘶'𝘳𝘦 𝘱𝘭𝘢𝘯𝘯𝘪𝘯𝘨 𝘧𝘰𝘳 𝘧𝘢𝘪𝘭𝘶𝘳𝘦. 

But here's the good news: you can fix it today. You can build a culture where incidents are less likely to happen and people are more resilient by creating clear safety goals, getting your team on the same page by reinforcing positive behavior, and putting in place strong protocols. 

It's not only about following the rules; it's also 𝗮𝗯𝗼𝘂𝘁 𝗽𝗿𝗼𝘁𝗲𝗰𝘁𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝗽𝗲𝗼𝗽𝗹𝗲, 𝘆𝗼𝘂𝗿 𝗿𝗲𝗽𝘂𝘁𝗮𝘁𝗶𝗼𝗻, 𝗮𝗻𝗱 𝘆𝗼𝘂𝗿 𝗳𝘂𝘁𝘂𝗿𝗲. How will you make sure your team is ready? 

How will you use safety to your advantage in business? 

The answer is careful preparation, constant improvement, and a strong commitment. 

Let's make 2026 the year when safety and success are the same thing. 

Your plan is what makes the difference between a good year and a spectacular one. Are you ready to lead with a clear goal in mind and put safety first?

Keep in mind that the best companies don't leave safety up to chance; they plan for it. And that's what will make you stand out in 2026. 

Those that plan ahead will have a better future. 

Let's make this year one of strength, conformity, and great performance. 

The trip starts today. Are you ready to make the first move?

The best time to transform your safety culture was five years ago. 𝗧𝗵𝗲 𝘀𝗲𝗰𝗼𝗻𝗱 𝗯𝗲𝘀𝘁 𝘁𝗶𝗺𝗲 𝗶𝘀 𝗻𝗼𝘄.

REPOST if you're ready to start. 
FOLLOW Amador Brinkman for step-by-step guidance on cultural transformation.

#HSEQLeadership #SafetyCulture #TechniqueWorks #OperationalExcellence #SafetyLeadership #SafetyROI #RiskManagement #ContinuousImprovement

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Are you aiming to improve your company's safety culture through organizational behavior change management? 

Join us next week for the Introduction to Organizational Behavior Change in the Workplace - OBM

Read our invitation post here: https://www.linkedin.com/events/introductiontoorganizationalbeh7401145350520205313/

Join through this event link: https://us06web.zoom.us/j/83743070217

Newsletter announcement

tulpar-express

technique-works

You cannot build a world-class HSEQ culture with more rules. You need more courage in the boardroom.

Most companies pile on rules and call it progress. 

But the best programs? 

They start with discomfort. Not on the shop floor, but in the C-suite.

Why? 

Because real change is not about more compliance. It is about leaders willing to challenge their own assumptions.

Think about it. When was the last time your executive team had a truly awkward conversation about safety? Not a review of incident rates. Not a policy update. A real, raw discussion about what is not working.

That is where transformation begins. Not with another binder of procedures, but with leaders who are brave enough to admit what they do not know.

The uncomfortable truth: 𝘔𝘰𝘴𝘵 𝘴𝘢𝘧𝘦𝘵𝘺 𝘧𝘢𝘪𝘭𝘶𝘳𝘦𝘴 𝘢𝘳𝘦 𝘭𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘧𝘢𝘪𝘭𝘶𝘳𝘦𝘴. 

Not because leaders do not care, but because they avoid the hard talks.

If you want a resilient, world-class HSEQ culture, start by making the boardroom a little less comfortable.

What would happen if your next executive meeting began with the question, "What are we afraid to talk about?"

Would you dare to find out?

The best safety cultures don't feel like "safety programs." They feel like how the business operates.

REPOST if this is what you're building toward. 
FOLLOW Amador Brinkman for insights on embedding HSEQ into operational DNA.

#HSEQLeadership #SafetyCulture #TechniqueWorks #OperationalExcellence #SafetyLeadership #ContinuousImprovement

I often wonder if we're actually concerned about safety or simply adept at seeming like we are. You get what I'm saying? 

We talk about culture, leadership, and engagement, but I keep seeing the same things: people doing what they're told and audits that feel more like a show than a true dialog. 

It seems like we're frightened to say that safety is chaotic, unexpected, and very human.

And to be honest, that's where the actual job starts. 

The real work begins not with the rules or procedures, but in the daily, difficult conversations that are rarely documented in reports. The real work begins when a boss chooses to listen instead of lecturing, or when an employee finds the courage to voice their opinions.

It's not about being perfect. It's about being real. 

It's about coming in every day, even though you know you might fail, and trying regardless. 

That's what makes a safety culture more than just following a procedure; it gives you an edge over your competitors.

I've seen it happen. Everything changes when leaders stop hiding behind their titles and start leading with openness. 

People pay attention. They follow. And all of a sudden, safety isn't just important; it's who you are.

That might be the true problem. It's about shifting perspectives, not about implementing policies. 

And maybe, just maybe, that's where the magic starts.

Your competitors are rethinking HSEQ right now. The question is whether you'll lead or follow.

REPOST if you refuse to be reactive. 
FOLLOW Amador Brinkman for strategies that create competitive advantage through safety.

#HSEQLeadership #SafetyCulture #TechniqueWorks #OperationalExcellence #SafetyLeadership #ContinuousImprovement #CompetitiveAdvantage

If your HSEQ KPIs only tell you what happened last month, you are already behind.

I used to spend every January fine-tuning KPIs with my team. We would finalize them in February, just in time for the first report. LTI. Near misses. Training hours. Campaigns. All the usual suspects. All lagging indicators.

It felt like progress. However, it was merely a glimpse into the past.

Here is the shift that changed everything: I started asking, what value will we create this year? Not just, what did we avoid?

If you want to lead, not just comply, try this:

Start your KPI planning with a blank page. Forget last year for a moment.

Ask your team: What proactive actions will make us safer, smarter, and stronger?

Define at least one forward-looking KPI. Maybe it is the number of risk assessments before new projects. Or the percentage of employees involved in safety innovation.

Review and adjust these KPIs every quarter. Not just at year-end.

When you focus on what you will achieve, not just what you survived, you build a culture that moves.

Are your HSEQ KPIs driving your future or just recording your past?

Share how you plan and fine-tune your KPIs for the year ahead.

One shift. That's all it took to move from reactive firefighting to proactive prevention.

REPOST to share this with someone stuck in the incident-response cycle.
FOLLOW Amador Brinkman for HSEQ approaches that solve problems before they exist.

#HSEQLeadership #SafetyCulture #TechniqueWorks #OperationalExcellence #SafetyLeadership #ContinuousImprovement #KeyPerformanceIndicators

I've been writing this LinkedIn newsletter for a while.

But a lot of you have asked for more frequent content—deeper dives, implementation templates, and facility-specific case studies.

So I'm launching a weekly email version soon.

Same operational HSEQ insights. However, the frequency will now be weekly rather than monthly. The email version includes downloadable frameworks and comprehensive case study breakdowns.

The first 100 subscribers get the Compliance Vulnerability Audit (a 30-minute operational assessment for high-risk facilities).

→ https://lnkd.in/eFd2gNCr 

LinkedIn's newsletter and the detailed platform https://lnkd.in/ebEPbc-2 remain monthly and complimentary for everyone. 

The email version is for people who want the deeper content weekly. 

REPOST if you're part of this evolution. 
FOLLOW Amador Brinkman for insights on positioning HSEQ at the leadership table.

#HSEQ #SafetyLeadership #OperationalExcellence #HSEQLeadership #SafetyCulture #TechniqueWorks

Compliance Isn't Just About Avoiding Fines—It's Your Competitive Edge Most companies enter 2026 the same way they entered 2025—scrambling through comp

Open article: The Compliance Challenge – Navigating HSEQ Regulations by Amador Brinkman • 2 min read

The Compliance Challenge – Navigating HSEQ Regulations

The Strategic HSEQ Diagnostic: Is Your System Strong Enough to Handle It?

We offer a complimentary 30-minute consultation to find any weaknesses in your operational governance that you may not be aware of.

During this diagnostic call, we'll look at: 

→ If your present HSEQ system can help you expand; 
→ Where the "execution gap" is between strategy and reality on the ground; 
→ What the Context-Acquisition Tax is costing you in capital projects How 

Operational Durability Architecture can help you with your specific problems

This isn't a call to sell something. It's a strategic talk about whether the mechanisms that support your organization are strong enough to handle your goals.

Make an appointment for your diagnosis: https://lnkd.in/ehs7vrja

Note: I can only work with a small number of clients at a time since Operational Durability Architecture requires a lot of attention. Let's speak if you're in the Energy, Petrochemicals, Manufacturing, or Life Sciences industries and are having trouble with growth, capital projects, or scaling. If you're ready for systematic change instead of quick fixes, let's talk.

When your CFO starts calling safety a "strategic investment" instead of an "operational expense," you've won.

REPOST if you're working toward that shift. 
FOLLOW Amador Brinkman for strategies that change how leadership views HSEQ.

#HSEQLeadership #SafetyCulture #TechniqueWorks #OperationalExcellence #SafetyLeadership #SafetyROI #RiskManagement #ContinuousImprovement

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The Battle

Tina S. Rahman

Amador Brinkman

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The Battle

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Amador Brinkman

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Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Amador Brinkman's LinkedIn Performance

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